Unit Leadership Training: Communicating Results and Action Planning

1. Unit Leadership Training: Communicating Results and Action Planning Yale University Workplace Pilot Survey This document is incomplete without the accompanying discussion; it is confidential and intended solely for the information and benefit of the immediate recipient hereof.

2. Agenda • Introduction • The Survey Process • Summary of the Yale Pilot Group Findings • Navigating Your Data Reports and Beginning to Look at Your Data Lunch • Introducing the Reporting Template and Building Your Story • Planning for Action • Tools to Help You Prepare for Action Planning • Questions and Answers

3. I. Introduction

4. Purpose and Objectives • In October 2004 Yale University conducted a pilot workplace survey to gather employee views on what is working well and what could be better • Results have been delivered to • Heads of participating units • Survey Project Team • Survey Advisory Group • Initiative Steering Committee • Local 34 E-Board • Some subunit leaders • Now the focus is on communication and action planning at a Departmental level Continued…

5. Purpose and Objectives (cont’d) • The objectives of today are to: • Review your department’s data • Help you interpret your findings • Help you prepare to present your findings • Help you determine the appropriate action planning and priority setting process • To support you in these efforts, we’ll be using the following materials today: • This presentation that contains guidelines and tips • The “Manager’s Template…” for you to create a presentation about your departments results • Your Department’s Data Report • Disseminating the survey findings to employees in participating units is critical to turning the data into action; your role is one of the main ways we will achieve this

6. II. The Survey Process

7. The rationale for the survey • Yale does not generally have problems attracting and retaining employees. However, the University was uncertain about the level of employee engagement and job satisfaction. • Yale believes that these issues are critically linked to improving the performance of Yale’s workforce. Yale retained Towers Perrin to conduct a survey to understand these issues in more depth.

8. III. Summary of the Yale Pilot Group Findings

9. The following section contains a high levelsummary of the key findings from the Yale Pilot • Overview of the Sample • Interpretation Guidelines • Highlights of the Data • Detailed Findings: The Story • Engagement • Unit Effectiveness • Work Processes • Decision Making • Ability to do the job • Accountability • Supervisory Effectiveness • Pay/Benefits • Programs/Policies • Diversity/Fairness • Future Confidence • Need for Change • Conclusions and Next Steps

10. Overall the survey had a response rate of 56% Sample Overview • This survey was administered as a pilot to a portion of the workforce (F&A, Development, Libraries, Drama School, and ITS-Med). • Yale intends to roll-out the survey to the rest of the University in March 2005. • 56% of employees in the Yale Pilot group participated – which means results can be considered statistically valid • The survey was administered from October 18 to 29, 2004 • Responses were: • Online surveys: 1491 • Paper surveys: 198 • Total surveys submitted: 1689 • 455 employees included a written response to the open-ended question (Representative examples of these are inserted throughout the presentation and are identified by italic type.) • Overall, the results have a margin of error of +/- 1.5 percentage points • Essentially, this means if we were to administer the survey again to the same respondent group, we are 95% confident that results would be within 1.5% of these results

11. Units in the Pilot Sample Overview

12. Sample Overview Demographics of Survey Respondents by Gender 56% 51% 49% 44% Gender

13. Tenure at Yale of Survey Respondents Sample Overview 0-5 years 21+ years 6-10 years 11-20 years Years of Service

14. Survey Responses by Race Sample Overview 78% 68% 4% 3% 25% 2% 2% 2% 2% 13% 1% 0% 0% 0% Race

15. Survey Responses by Job Category Sample Overview 56% 41 % 33% 28% 25% 10% 3% 1% 1% 0% 0% 2% Job Category

16. Survey Responses by Campus Location Sample Overview Off-Campus (e.g. VA)2% Entire Campus5% Location

17. Agree Neutral Disagree For ease of interpretation, we have collapsed survey scores into three categories: Agree, Neutral, Disagree Interpretation Guidelines • Consistent with standard practice, the five-point scale was collapsed into a three-point scale (Agree, Neutral, and Disagree); this three-part scale is used in the graphs and in the data table reports in the appendix. In some cases, we may refer to responses as favorable (% agree) or unfavorable (% disagree). We also collapsed other five-point scale responses. The following table summarizes:

18. Where appropriate, we have compared Yale results to Towers Perrin benchmark data Interpretation Guidelines • Comparisons can be made for survey items contained in two of Towers Perrin’s databases, noted by the following symbols: • Towers Perrin’s Talent Management Database (Higher-Education industry cut): • Responses of employees from US higher-education organizations who participated in our normative research on factors (like engagement) that define the work experience in North America (“E” refers to education benchmark) • Part of an overall sample of employees of midsize and large organizations in North America • Data collected and analyzed through 1st Quarter 2004 • Towers Perrin’s Client Database: • Contains data from employees who represent a variety of industries and employee demographics (“O” refers to overall benchmark) • All data in the Towers Perrin Client Database is less than three years old • The comparative data (“benchmarks”) represent an average percentage of employees responding favorably to those selected questions and is shown as: E O O = XX% E = XX%

19. Employees are engaged and value many aspectsof the University’s programs and work environment Highlights of the Data • This survey tells us that respondents in the Pilot group … • Are engaged -- they find their work challenging and interesting; they would recommend Yale as a good place to work • Understand how the work they do contributes to the overall goals and objectives of the University • Believe they provide customers with high-quality service and treat the people they serve with dignity and respect • Feel that they have the tools and training to get their job done during the day in a high-quality way • Feel their supervisors are good resources for work-related questions and encourage them to make suggestions • Value the competitiveness of their benefits, especially paid-time off, health care and retirement plans • Are positive about the programs and policies of the University • Agree that offensive behaviors are not tolerated and that they are treated fairly

20. Employees are less confident that Yale viewsthem as integral to the success of the University Highlights of the Data Summary • Employees were less positive that… • Yale views them as an essential part of the University’s long-term success • Yale has a sincere interest in the satisfaction and well-being of its employees • Departments work effectively together • Employees take responsibilities for their actions and “don’t pass the buck” • They are encouraged to seek new and smarter ways of working • There are enough staff in their unit to meet the needs of the people they serve • Supervisors provide advice on how to advance their career and give frequent informal feedback

21. While some believe things are changing for the better, or staying the same, almost all respondents agreethere is a need for improvement and change Highlights of the Data Summary • Many are confident in the future, but opinions do vary • The majority feel that Yale overall and labor relations are changing for the better, however, more than one in three report labor relations are staying the same • Some are unsure about the decisions made by senior leadership yet many praise the new leadership and have renewed hope. As one employee told us, “there are many positive changes occurring which we hope will have long-lasting impact on the University.” • What is clear, with opinions consistent across all groups, is that employees believe • Processes and systems must continually improve • Cooperation between union leadership and management is critical • There is need for change at Yale

22. Summary of Indexes Highlights of the Data • The following chart summarizes Pilot respondents’ views on various aspects of working at Yale • Clearly, almost all Pilot respondents strongly agree that there is need for change at Yale • Respondents are engaged and believe their work units are effective • However, less agree that employees are held accountable

23. Detailed Findings: The Story • Engagement • Unit Effectiveness • Work Processes • Decision Making • Ability to do the job • Accountability • Supervisory Effectiveness • Pay/Benefits • Programs/Policies • Diversity/Fairness • Future Confidence • Need for Change

24. Agree Neutral Disagree Yale Pilot respondents are engaged and given the rightopportunities, would like to spend their career at Yale Engagement • Interestingly, less than half of respondents feel that Yale views them as part of the University’s long-term success 18. Given the right opportunities, I would like to spend my career at Yale. 19. I would recommend Yale as a good place to work. E E = 70% 20. My work is challenging and interesting. E E = 62% 21. My job provides me with a sense of personal accomplishment. E E = 73% O 22. During my employment at Yale, I have been treated fairly. O = 74% E 23. Yale inspires me to do my best work. E = 51% 24. I feel that Yale views me as an essential part of Yale's long-term success.

25. Highly Engaged Less Engaged Engagement levels are fairly consistent across Departments… Engagement • Note that some of the questions around inspiration set an ambitious standard for the organization • Employees told us…. • Having spent several years in the corporate world, in my opinion, Yale is absolutely the best place to work. It’s the best, based on its job security and benefits package. The time off for recess in November and December is an unbelievable perk. • I've been at Yale for 25 years and I feel it is a great place to work. Yale Overall Mean = 3.8 Note: Throughout this presentation bar charts are shown which reflect mean scores of the units that participated in the Pilot.

26. All in all, engagement levels are most influenced by beliefs and supervisors Engagement • Engagement levels can be maintained or improved if employees believe that • Yale has a sincere interest in the satisfaction and well-being of its employees (Q17, 44%fav) • My supervisor motivates me to do my best (Q45, 64%fav) • I have the appropriate amount of decision-making authority for my level (Q9, 69%fav)

27. Agree Neutral Disagree Respondents, on the whole, feel that unit effectiveness is strong, especially in delivering high-quality customer service Unit Effectiveness • Many disagree, or are neutral that their unit is successful at eliminating bureaucracy and waste E 53. In my unit, we provide our customers (faculty, students, patients, staff, etc.) with high-quality service. E = 61% 54. In my unit, we deliver customer service with a sense of urgency. E 55. Within my unit, there is a sense of teamwork. E = 66% 56. Staff in my unit are good at sharing helpful job-related information across the University. 57. As they do their work, employees in my unit pay attention to costs and expenses. O 58. My unit has been successful at eliminating unnecessary bureaucracy and waste. O = 27%

28. Highly Effective Less Effective Respondent views on unit effectiveness vary significantly by work group Unit Effectiveness • While engagement levels are fairly consistent across units, employee opinions about unit effectiveness vary more • The biggest driver of respondent perceptions of unit effectiveness is if work-related conflicts and disagreements are managed openly and constructively in my unit (Q51, 50%fav) Yale Overall Mean = 3.8

29. Agree Neutral Disagree When it comes to inter-unit cooperation, respondents feel there is significant room for improvement Inter- Unit Effectiveness Q65. Departments at Yale work together effectively and cooperate. • Opinions on Q65. are most influenced by whether someone believes employees take responsibility and “don’t pass the buck.” • Note the large number of employees who are neutral or unfavorable in many areas – clearly there is the potential for improvement in this area Department A Pilot Overall Department B Department C Department D Department E

30. Agree Neutral Disagree Respondents understand how they contribute to the goals and objectives of the University, but fewer feel encouraged or empowered to change the way work is done Work Processes Employee opinions about being able to change the way work is done (Q60) vary by group • S&M employees were one of the most unfavorable groups overall (mean=3.3). • M&P’s had a mean score of 3.9; Faculty 3.9; C&T 3.7. E 59. I understand how the work I do contributes to the overall goals and objectives of the University. E = 81% E 60. I can change the way work is done in order to improve the processes in my unit. E = 70% E 61. Yale encourages employees to seek new and smarter ways (e.g. faster, better, more cost efficient) of working. E = 54%

31. Highly Effective Less Effective Certain areas don’t feel there is the opportunity to change the way things are done Work Processes • Many employees told us they try to make suggestions, but don’t feel they are seriously considered or wanted… • I have been treated like a clerk by a succession of supervisors at Yale. My comments and suggestions on projects on which I work are unwanted. • We are verbally encouraged to seek help or advice for work issues but when we do, our questions and suggestions are either ignored, or generate negative repercussions. • Not surprisingly, fostering encouragement and accountability can drive respondent perceptions about work processes Yale Overall Mean = 3.8

32. Agree Neutral Disagree Most employees feel they have the appropriate amount of decision making authority, but fewer agree they can make “thoughtful but risky” decisions Decision Making • Decision-Making Index: Employees beliefs that they can make appropriate decisions for their level and can make thoughtful but risky decisions, without fear of retribution 9. I have the appropriate amount of decision-making authority for my level. E E = 70% O 10. When appropriate, I can make thoughtful but risky decisions without fear of retribution. O = 37%

33. Highly Effective Less Effective The Decision Making Index varies dramatically by Department Decision Making • In order to maintain or improve employee opinions about decision-making, Yale should ensure that employees believe: • They are encouraged to make suggestions (Q40, 72%fav) • They can change the way work is done in order to improve the processes in their unit (Q60, 68%) • Yale views them as an essential part of Yale's long-term success (Q24, 44%fav) Yale Overall Mean = 3.5

34. Agree Neutral Disagree Respondents feel they can get their work done in a high-quality way during the course of the day,but many report there are not enough staff in their unit Ability to do the Job • On Q4, having enough staff to meet the needs of people we serve, several units had more than 50% unfavorable • Generally, respondents feel that they have the tools, equipment and training to do their job effectively 1. During the course of the day, I can get my work done in a high-quality way. E 2. I have the tools and/or equipment to do my job in a high-quality way. E = 59% E 3. I have received the training I need to do my job effectively. E = 53% 4. There are enough staff in my unit to meet the needs of the people we serve.

35. Highly Effective Less Effective Some departments have scores well belowthe mean on the Ability to do the Job Index Ability to do the job Ability to do the Job • Employees told us…. • Work load is not shared equally. Added responsibility and major cost savings do not provide for added staffing to maintain these Initiatives. These actions cause undue stress and hardship on staff. • Our unit is short staffed in administrative staff. At this point in our reorganization the work load does not allow for enough time for the family. Yale Overall Mean = 3.6

36. Agree Neutral Disagree In general, respondents believe they treat the people they serve with dignity and respect,but there seem to be some accountability issues Accountability • The following questions comprise the Accountability Index • The data and comments tell us that accountability levels could improve… • The union does a poor job informing their members that they are held accountable for their jobs and actions. • For some time now upper management in our department always passes the buck which is fine. But when it comes to recognition for it, it’s like it's stolen from you and they take all the credit. • Its time to hold the service and maintenance workers far more accountable for their productivity and costs of doing work. E 5. At Yale, employees treat the people they serve with dignity and respect. E = 66% E 6. Employees at Yale are held accountable for the work they do. E = 46% O 7. Employees at Yale generally take responsibility for their actions and "don't pass the buck." O = 56%

37. Highly Effective Less Effective The Accountability Index by Unit Accountability • By examining the drivers of the Accountability Index, we see that policies that are fair and effective inter-departmental teamwork are the levers for change Yale Overall Mean = 3.3

38. Agree Neutral Disagree Supervisors are generally a good resource and encouraging Supervisory Effectiveness • The following questions (14 in all) comprise the Supervisor Effectiveness Index 39. My supervisor is a good resource when I have work-related questions. E E = 52% 40. I am encouraged to make suggestions. O O = 48% 41. My roles and responsibilities have been clearly communicated to me. 42. My supervisor supports me in taking advantage of learning and development opportunities offered at Yale. 43. My supervisor leads by example. O 44. I receive the information I need to do my job well. O = 61% O 45. My supervisor motivates me to do my best. O = 60%

39. Respondents told us they want better communication from management and theywould like supervisors to have more managerial training… Supervisory Effectiveness • Communicate with us more • While the staff members work very well together as a team, communication from our management is very poor, negative, or totally lacking. • Management, as a whole, needs to listen more to their senior staff and be less evasive with certain information and overall goals. How can we run things more effectively if we don't have the information we need? • Employees told us to provide manager training… • Yes, I believe the supervisors need a program to teach them how to treat all employees fairly!! We are all here for the same reason, but don't get treated the same. • Ensure that all supervisors are trained on how to be supervisors (The only training now "required" is sexual harassment. This is simply not enough.) • …unit leaders DO NOT MANAGE WELL - they get no training on any kind of people skills (or do they - it is hard to tell) - and they seem to be making arbitrary decisions.

40. Agree Neutral Disagree The majority of employees report they are recognized for doing good work, but scores decline around performance reviews and receiving career advice Supervisory Effectiveness • Employees told us… • Career development, performance management, and appreciation for the work of this staff is sorely lacking. • We started performance reviews a few years ago - they are done late and rushed every year in our area. 46. I am recognized and appreciated for doing good work. E E = 47% 47. The feedback I receive from my supervisor on my work performance helps me to do my job better. E E = 39% 48. My supervisor has clearly communicated my performance goals to me. O 49. I receive frequent informal feedback on how I'm doing in my job. O = 60% E 50. During the past year, my supervisor provided a thorough and thoughtful performance review. E = 45% 51. Work-related conflicts and disagreements are managed openly and constructively in my unit. E 52. My supervisor is effective at giving me advice about how I can plan and advance my career. E = 47%

41. Supervisors are key to an employee’s experience at Yale,but are not realizing their potential • Employees view effective supervisors as ones who… • Give career advice • Provide learning and development, and training opportunities • Provide feedback and communicate their goals • Our employees look to their supervisors to provide all of these things to them • Supervisors at Yale are perceived to have considerable power and influence, and they certainly can drive employee opinion about “the deal” at Yale • In this sense, supervisors at Yale are an underused “communication” vehicle – and they should be used to convey and reinforce notions that we want to get across to employees

42. Agree Neutral Disagree Yale respondents clearly recognize the competitiveness of their benefits Pay/Benefits • Many responded that Yale’s dental care and base pay were “worse” than at other organizations – but still, Yale has roughly two out of three reporting that they are the “same” or “better” – which is the desired goal of many organizations • S&M employees were the most favorable of all job categories (except “other”) about base pay, with 79% reporting it is better or the same 8a. Paid time off Q8. Compared to other organizations with which you are familiar, please rate the following programs of the University… 8b. Health care 8c. Retirement plan 8d. Dental care 8e. Base pay

43. Agree Neutral Disagree Overall, respondents are very favorableabout the programs/policies at Yale Programs/Policies • On several questions, Yale is well above benchmark scores • For Yale, programs and policies are not an area of concern E 33. I am aware of training and development opportunities at Yale. E = 60% E 34. I am satisfied with the information on benefits options and plan changes I receive during open enrollment. E = 59% O 35. The University does a good job of communicating the features of its benefits programs to employees. O = 54% 36. When I have specific questions about a human resource policy, procedure, etc., I can generally get an answer. 37. I feel I can trust the communications I receive from Yale. E 38. In general, University policies and programs help employees balance work and personal life responsibilities. E = 46%

44. Agree Neutral Disagree The majority of Pilot respondents believe they are treated fairly, but more importantly,some minority groups disagree Diversity/Fairness • At a high level, the vast majority of employees (81%fav) believe that offensive behavior is not tolerated where they work • What employees are most unfavorable about, is that Yale has a sincere interest in the satisfaction and well-being of its employees (26%unfav) 11. Offensive behaviors (i.e. sexual harassment, discriminatory or insensitive remarks) are not tolerated in my work environment. 12. I am treated fairly at Yale without regard to my race, ethnic background, gender, religion, disabilities or sexual orientation. O O = 74% 13. I have the same opportunity to succeed as peers/coworkers in similar roles at Yale University. 14. The University does a good job of hiring staff from diverse backgrounds. 15. I can go to a person of authority in the University to discuss inappropriate behaviors (e.g., offensive or discriminatory comments) without fear of negative consequences to me. 16. The University does a good job of promoting staff from diverse backgrounds. E 17. Yale has a sincere interest in the satisfaction and well-being of its employees. E = 41%

45. Highly Effective Less Effective Scores by race show distinct differences in opinion… Diversity/Fairness • Overall, men and women do not have varying views on diversity issues; both have scores of 3.6 on the Diversity/Fairness Index. • Employees told us…. • There are not enough unit leaders of color at the University. The benefits system is paternalistic and discriminatory. • Some people in a lot of areas are the only one of their race and when they need to vent or just talk about a problem they have no one to go to. • The internal hiring system is severely flawed. I have absolutely no faith that people are ever hired on their merits. Yale Overall Mean = 3.6

46. Agree Neutral Disagree While respondents believe there’s a clear plan that’s communicated, less are confident in the decisions made by senior leadership Future Confidence • However, in write-in comments, many praised the new leadership: I personally, am glad to see [name] here... Perhaps real change could take place if he remains here long enough to see it through fruition. We are long past due for change... • If employees believe Yale is changing for the better, they are more likely to believe labor relations are changing for the better, and vice versa E 25. I feel confident that Yale has a clear plan to ensure the long-term success of the University. E = 53% E 26. The mission of the University is clearly communicated. E = 45% 27. All things considered, Yale seems to be changing: (For the Better/Staying the Same/For the Worse) 28. Labor relations between Yale and the Union seem to be changing: (For the Better/Staying the Same/For the Worse) 29. I have confidence in the decisions made by the senior leadership of the University.

47. Highly Confident Less Confident Overall confidence in the future varies widely by unit and job category Future Confidence • Future Confidence Index scores by job category show dramatic differences • M&P (3.7) • C&T (3.5) • Faculty (3.4) • S&M (3.0) Yale Overall Mean = 3.6

48. Agree Neutral Disagree Unequivocally, there’s a belief that processes and systems must improve to ensure Yale’s long-term success, and that fostering cooperation between the union and leadership is crucial Need for Change • The majority of employees across all responding groups believe there is a need for change at Yale whether • You’ve been here five years (63%fav) or more than 21 years (68%fav) • You’re white (65%fav) or Black (74%fav) • You work in Central (68%fav) or Off-campus (80%fav) • You’re male (65%fav) or female (67%fav) 30. In order to ensure the long-term success of the University, it is important for us to continually improve our work processes and systems. 31. Fostering a strong sense of cooperation between the union leadership and management is critical to the future success of the University. 32. I believe there is a need for change at Yale.

49. High Belief in Need for Change Belief in Need for Change Respondents from all units agree that there is a need for change at Yale… Need for Change • Many commented about the importance of improving labor and management relations • I sincerely hope labor relations between Yale and the Union will improve. Our goals are the same - a safe, effective, and efficient workplace. • The University needs to make positive labor relations a priority. We should not have to strike for respect and dignity every contract year…The walls between us and them (Labor and Management) MUST be broken. Yale Overall Mean = 4.1

50. So, what now? More questions to answer … Conclusions and Implications • Pay and benefits are competitive. Employees are positive about the programs and policies. What else will motivate employees to raise the level of their performance? • The term “customer service” resonates with employees and, they believe they are effective at serving their customers with a sense of urgency. Where are we in our quest to attain higher levels of service? Do employees have a clear picture of what their customers need? And what their role is? • Some employees believe their units are effective and they can do their work in a high-quality way, yet there is a lack of accountability. How do we want to address the issues of accountability? • This clearly relates to the issue of inter-departmental teamwork. As employees told us… • No one seems to communicate between departments. • There are unnecessary and inappropriate divisions in the Yale community… • Yale falls short on some of its loftier objectives, e.g., wanting each employee to feel that he/she is essential to the University’s success. Is it possible for an individual in a staff role to feel essential to the success of Yale or inspired by the institution?