Yale University

1. Yale University 2004 Yale Workplace Survey Pilot Finance and Administration Senior Leadership Meeting, February 2005

2. Presentation Outline • Rationale for survey • Survey response rates and demographics • Indexes • Sample detail for four indexes • Summary (About 25 slides)

3. The context and rationale for the survey • Yale does not generally have problems attracting and retaining employees • But what about employee engagement and job satisfaction? These are critically linked to improving the performance of Yale’s workforce. • The survey was administered in 5 units – Drama, F&A, ITS-Med, Development, Libraries. Towers Perrin provided consultation services for the project. • Objectives… • Understand the drivers of engagement and satisfaction • Help supervisors and managers improve the efficiency and effectiveness of work in their units • Improve training • Inform and prioritize key organizational development initiatives • Help the HR function optimize the programs, policies and procedures of the University.

4. Overall the survey had a response rate of 56% • Administered October 18 to 29, 2004 • Responses were: • Online surveys: 1491 • Paper surveys: 198 • Total submitted: 1689 • 455 employees included a written response to the open-ended question • Overall, the results are 99% reliable with a margin of error of +/- 1 percentage points • KEY POINT: The survey is a starting point for discussion – it should lead you to more questions and more dialogue with your staff and each other. Each question is open to multiple interpretations.

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

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

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

8. Agree Neutral Disagree For ease of interpretation, we have collapsed survey scores into three categories: Agree, Neutral, Disagree • 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:

9. And now…the data. But first, a few words of praise about the survey and our communication efforts overall • Employees appreciate that Yale is asking about the workplace…. • I am very pleased with this survey, we should do this every year. Thank you. • Thank you so much for asking us how we feel. • Keep up the good work and keep listening to the worker’s ideas. Good luck with this survey. • All in all, I want to say congratulations on this ambitious project. Thanks for providing a new forum and for the opportunity to be heard. • Opinions and ideas are being asked of employees but there is no evidence of actions being taken on many issues...merely discussion...although that is a start! Bravo to the leadership and their staff...I wish only the best outcome of the many surveys and opportunities given to voice opinions. • It will be interesting to see the survey results in coming years compared to this year's baseline answers. Thank you so much for asking us how we feel.

10. 13 Categories Emerged • Engagement • Unit Effectiveness • Inter-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

11. Index Summary

12. Let’s look at a few • Need for change (4.1) • Diversity (3.6) • Supervisory Effectiveness (3.6) • Accountability (3.3)

13. 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 leadership (100%fav) or work in Fac. Ops. Central (68%fav) or HR (77%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.

14. NEED FOR CHANGE: Respondents tell us labor relations must improve and be a priority… Need for Change • The PRIMARY reason I dislike working at Yale has to do with the Union-related issues. I am very uncomfortable with the relationship between the Union and Yale, and the rifts among staff members within and among various departments at Yale which affect work relationships, work output, and prevent a psychologically healthy work environment. I find the hatred among staff here at Yale due to Union issues to be very upsetting, disruptive, and makes me NOT recommend working at Yale to others. • 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. • Given the history of labor relations at Yale, this survey, while no doubt prepared with very good intentions, is bound to be greeted with some skepticism. The manner in which responses are received, reported and acted on by University management will be absolutely crucial to the University's efforts to improve its labor relations at ALL levels. Good luck.

15. The number of respondents across the different groups Diversity/Fairness Ethnicity White – Non-Hispanic 1261 Black 204 Asian 62 Latino-Hispanic 34 Native Amer/Pacific Islander (less than 10) Bi-racial/Multi-Racial 22 Other 37 Gender Male 721 Female 917 Note: A small number of employees put themselves in the “Other” category, because they do not like to categorize themselves

16. Agree Neutral Disagree The Diversity/Fairness Index includes the fair treatment of employees from all backgrounds and Yale’s sincere interest in its employees Diversity/Fairness 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%

17. 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. Males and Females both have scores of 3.6 on the Diversity/Fairness Index. Yale Overall Mean = 3.6

18. In order to maintain or improve employee opinions about Diversity/Fairness issues, Yaleshould ensure that employees believe… Diversity/Fairness • During their employment at Yale, they have been treated fairly (Q22, 67%fav) • In general, workforce policies are administered fairly and consistently at Yale (Q64, 50%fav) • Yale is a good place to work (Q19, 78%fav) • When there is a job opening, the University fills the position with the most qualified person available (Q66, 34%fav) • In order to ensure the long-term success of the University, it is important for us to continually improve our work processes and systems (Q30, 93%fav)

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

20. 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 As mentioned, managing work-related conflicts is related in employee minds to supervisors. This could mean that supervisors are seen as the ones who should be managing conflicts, and not the employees themselves. 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%

21. Respondents believe they treat the people they serve with dignity and respect, but there seem to be some accountability issues Accountability • 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 is like it's stolen from you and they take all the credit. • I feel that many departments at Yale "pass the buck", or don't follow through with jobs that are assigned to them. • 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%

22. 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 Accountability • Yale should ensure that employees believe • Workforce policies are administered fairly and consistently at Yale (Q64, 50%fav) • Departments at Yale work together effectively and cooperate (Q65, 36%fav) • When there is a job opening, the University fills the position with the most qualified person available (Q66, 34%fav)

23. Strengths • 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 • For the most part, 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 • Clearly value 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

24. Areas in Need of Attention • 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 What is clear, with opinions consistent across all groups, is that employees believe • In order to ensure the long-term success of the University, processes and systems must continually improve • Cooperation between union leadership and management is critical • There is need for change at Yale

25. Next steps • First: Respond to the findings in the short term • Setting up a process of training managers and selected staff to use the data • Communicating the findings • Relating the data to the initiatives already in place • Making and implementing plans • Second: Tackle the issues that matter most to the success of the University in the long term • Improving the relationship with the union workforce • Improving management and leadership skills • Maintaining and raising the level of engagement • Pursuing a clear course for change • Third: Follow up • Fourth: Prepare for the roll-out to the rest of the University in March

26. THANK YOU! (28 slides will be credited to your PowerPoint frequent viewing account)