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Yale University

Yale University. 2005 Yale Workplace Survey. Spring 2005. Presentation Agenda. Introduction and Project Objectives Overview of the Sample Analysis and Interpretation Guidelines Executive Summary Detailed Findings: The Story Conclusions, Questions and Next Steps.

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Yale University

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  1. Yale University 2005 Yale Workplace Survey Spring 2005

  2. Presentation Agenda • Introduction and Project Objectives • Overview of the Sample • Analysis and Interpretation Guidelines • Executive Summary • Detailed Findings: The Story • Conclusions, Questions and Next Steps

  3. I. Introduction and Project Objectives

  4. Project Process and Objectives • Fall, 2004, pilot survey • March, 2005, rest of the University • Yale is able to attract and retain qualified employees • We were uncertain about employee engagement and productivity; these issues are linked to improving the performance of Yale’s workforce • Objectives • Understand the drivers of engagement and satisfaction • Improve labor/management relations • Help supervisors improve the efficiency and effectiveness of work in their units • Improve the training curriculum of the University • Inform and prioritize key organizational development initiatives • Help the HR function optimize the programs, policies and procedures of Yale

  5. II. Survey Participants

  6. The overall survey (pilot plus March Rollout) had a response rate of 51% • The pilot survey was administered from October 18 to 29, 2004 • The March rollout was administered from March 21 to April 10, 2005 • Responses were: *Representative examples are inserted throughout the presentation and are identified by italic type. • The results have a margin of error of +/- 1 percentage points • 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% of these results

  7. Sample Overview Sample Overview Demographics of Survey Respondents by Gender 66% 69% 34% 31%

  8. Survey Responses by Years of Service 21+ years 0-5 years 11-20 years 6-10 years Note: This represents pilot data and March rollout data.

  9. Survey Responses by Race Sample Overview 82% 75% 16% 9% 4% 3% 2% 3% 1% 2% 0% 0% 0% 1%

  10. Survey Responses by Job Category Sample Overview 54% 47% 40% 35% 12% 4% 2% 1% 3% 0% 0% 1%

  11. Survey Responses by location Off-Campus (e.g. VA)3% Entire Campus6% Location Note: This represents pilot data and March rollout data.

  12. III. Analysis & Interpretation

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

  14. We conducted statistical analyses to understand how respondents relate the issues in the survey • Factors are groups of two or more survey items, each of which respondents see as related; a number of different indices 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 • Regression analysis was done to understand what influences respondents’ opinions on the indices; useful in thinking about what efforts will have an impact

  15. O = XX% E = XX% Where appropriate, we have compared Yale results to Towers Perrin benchmark data • Comparisons can be made for survey items contained in two of Towers Perrin’s databases: • Towers Perrin’s Talent Management Database (Higher-Education industry cut): • Part of an overall sample of employees of midsize and large organizations in North America, including Brown, Columbia, Cornell, Harvard and Princeton • 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 and includes about 1 million respondents • The comparative data (“benchmarks”) represent an average percentage of employees responding favorably to those selected questions and is shown as: • It is interesting to note that Yale often exceeds the educational benchmark in many categories E O

  16. The following guidelines may be helpful as you review the data • Favorable ratings are represented by the following percentages • Items with a 80% or more “agree” response are a significant strength • 70% – 79% agree is a notable strength • 60% – 69% agree is a moderate strength if the disagree response is less than 20% • Unfavorable ratings are represented by the following percentages • Items with a 20% or more “disagree” response, regardless of the percent agree, or items with less than 50% agree • Over 30% disagree is an area to address • Mixed ratings • A neutral rating of more than 25% and agree ratings between 50% and 60% may need further investigation • Neutral responses should not be combined with either the agree or disagree responses • Percentage totals can vary between 99 and 101 due to rounding

  17. IV. Executive Summary

  18. Strengths: Employees are engaged and value many aspects of the University’s programs and work environment • In general, employees: • 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 they are treated fairly and that offensive behaviors are not tolerated • Find their work challenging and interesting • Would recommend Yale as a good place to work • Feel their supervisors are good resources for work-related questions and encourage them to make suggestions • Feel that they have the tools and training to get their job done during the day in a high-quality way • Clearly understand and value the competitiveness of their benefits, especially paid-time off, health care and retirement plans (although this varies somewhat by job category) • Are positive about the programs and policies of the University • Many are confident about the future • The majority feel that Yale overall and labor relations are changing for the better

  19. Challenges: Employees are less confident that Yale values them, and there are accountability issues • Employees were less positive that… • There are enough staff in their unit to meet the needs of the people they serve • Departments work effectively together • Employees take responsibilities for their actions and “don’t pass the buck” • Supervisors provide advice on how to advance their career and give frequent informal feedback • 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 • They are encouraged to seek new and smarter ways of working • They have confidence in the decisions made by senior leadership • Employees believe that: • To ensure the long-term success of the University, processes and systems must continually improve • Cooperation between union leadership and management is critical

  20. Written comments give us insight into other issues of concern to employees • A feeling that employees are being asked to do “more with less” – staffing levels are of key concern • Some believe that customer service may decline if this issue is not addressed • Some feel overly stressed • Frustration that some are not held accountable for the quality of work they do • Desire for more feedback on how they’re performing in their job and meaningful annual performance reviews • Many would like increased training for supervisors • There is some sense that employees feel they are not treated fairly around job promotion – some believe it’s who you know and that “playing favorites” often occurs

  21. Many thanked the University for listening… • This survey, together with the work of [name] are clear indicators that the University is moving forward, and beginning to understand the need for sincere adaptation and change. I am thrilled to see it. • Thank you for your consideration and caring. • I appreciate this survey and I hope it will make a difference. • Everything about working relationships here at the University have been pretty much addressed with this survey. • I have been with the university for 21 years and this is the first survey I've taken related to workplace. It's a good idea. I feel Yale cares about how I feel. • Chief sources of satisfaction: an exciting institutional mission, often brilliantly accomplished, with diverse staff and resources; Yale's increasing sense of institutional obligations in, and relatedness with, the larger community; generous and committed co-workers; some scheduling flexibility; this survey, suggesting genuine interest in work life at Yale.

  22. V. Detailed Findings: The Story

  23. Indices • 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

  24. Yale staff are engaged and, given the right opportunities, would like to spend their career at Yale Engagement • The majority would recommend Yale as a good place to work. They also… • Find their work challenging and interesting • Believe their jobs provide them with a sense of personal accomplishment However… • About half feel they are inspired to do their best work • Yet many feel mixed or disagree that Yale views them as an essential part of the University’s long-term success

  25. Agree Neutral Disagree Yale set an ambitious standard for engagement and the response was positive Engagement 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% E 20. My work is challenging and interesting. E = 62% E 21. My job provides me with a sense of personal accomplishment. 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.

  26. However, perceptions of fair treatment can vary Engagement • While the majority of respondents believe they’re treated fairly, there is a difference between racial groups Regression results: Employee perceptions about fair treatment are influenced by whether respondents believe they… • Have the same opportunity to succeed as peers/coworkers in similar roles at Yale University (Q13, 68%fav) • Are treated fairly without regard to race, ethnic background, gender, religion, disabilities or sexual orientation (Q12, 81%fav) • Are recognized and appreciated for doing good work (Q46, 66%fav) Q22. During my employment at Yale, I have been treated fairly. Latino/Hispanic Asian White-Non-Hispanic Black Native American/Pacific Islander Bi-racial/multi-racial

  27. Employees are inspired to do their best work by a number of factors Engagement • Opinions about inspiration… • Do not vary significantly by gender or location • Are slightly more positive (56%fav) for those with 0-5 years of service • Vary most dramatically by department, job category and race • By Job Category: Faculty: 3.8; M&P 3.6; C&T 3.2; S&M; 3.0 • Opinions vary by unit from lows around 29% agreement to highs above 50% agreement • C&T/S&M employees were more negative than faculty and M&P employees

  28. Employees told us they are proud to work at Yale and enjoy their jobs Engagement • I am proud to be a staff member at the University and would enjoy retiring from Yale… • After nine years, I still walk into work, look up and smile, “I work at Yale”...I’m proud to be able to say that. • Yale has been wonderful to me and my family i.e. free medical care, decent pay, lots of time off, and college tuition for my daughter. Keep up the good work! • Overall, my experience here at Yale has been very positive. I really enjoy my job, I have a great a boss and I really like my co-workers. The benefits are great and I enjoy working in New Haven. I would like to spend the rest of my career here. • I absolutely love my position at Yale and I plan on staying until I retire unless Yale has other plans. My superiors treat me with nothing but respect and understanding and I feel I have the power to continue learning and growing with our school.

  29. Agree Neutral Disagree Respondents feel that unit effectiveness is strong, especially in delivering high-quality customer service Unit Effectiveness 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. As they do their work, employees in my unit pay attention to costs and expenses. 57. Staff in my unit are good at sharing helpful job-related information across the University. O 58. My unit has been successful at eliminating unnecessary bureaucracy and waste. O = 27%

  30. Comments affirm the survey results… Unit Effectiveness I feel that my unit is understaffed as far as clerical help is concerned...I am at the point where I don't have enough time to devote to each task and consequently, errors will be made. This is not a good thing, nor is the stress. My unit lacks leadership. We provide a critical service to the university and are continually understaffed and underpaid. The union staff are non-functional and the supervisors and director provide no leadership. Professional, business men and women are not respected.

  31. Inter-unit cooperation is a clear area for improvement Inter- Unit Effectiveness • There is a large number of employees who are neutral or unfavorable in many units about inter-unit effectiveness – Employees told us: • Infuse greater technological advances and coordination between departments in a much more proactive manner. Strive for staffing increases with appropriate and even workloads. Use comparative (between depts.) and proper staffing justifications with input from the entire affected section and/or team. • There is not a lot of good communication between departments and sharing of information - kind of a silo approach to things. • It would be my wish that separate offices that must work together be more supportive and helpful rather than contentious in their contact with each other. Regression results: • Opinions on Q65 are most influenced by whether you believe employees take responsibility, and “don’t pass the buck.”

  32. Agree Neutral Disagree Respondents understand how they contribute to the goals and objectives of the University, but fewer feel encouraged to change the way work is done Work Processes E 59. I understand how the work I do contributes to the overall goals and objectives of the University. E = 81% 60. I can change the way work is done in order to improve the processes in my unit. E E = 70% E 61. Yale encourages employees to seek new and smarter ways (e.g. faster, better, more cost efficient) of working. E = 54%

  33. Many respondents say they provide input but it is not considered seriously Work Processes • I still feel as though I'm not respected when it comes to implementing change. I've been doing the job for years, I may have suggestions (which I have offered), but I am not taken seriously. I again sit back and watch the new ideas falter and wait for a "new" procedure to be offered, and to watch it fail again because my input, or my colleagues, is not considered. We can, we want, to improve things if given the chance. • There is a feeling of unhappiness, discouragement and fear of negative assessment of a employee by the administrators if the employee dares to offer suggestions that would be contrary to the practices in existence in their respective office. • I work in a lab and when we had to move because of renovations, little respect was paid to our needs time-wise or facility-wise. We were asked for our input on the design of the space but our input was ignored.

  34. 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 • Differences in opinions about being able to make thoughtful but risky decisions (Q10) vary by department, often appropriate to the content of work • Note that if the employee thinks that they are essential to the future of Yale, they may be more inclined to make decisions that carry risk 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%

  35. 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 (including various departments in School of Medicine, YHP, Art Gallery, Peabody Museum, Provost/Admin/Acad. Serv, Association of Yale Alumni and Yale Press) • 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 3. I have received the training I need to do my job effectively. E = 53% E 2. I have the tools and/or equipment to do my job in a high-quality way. E = 59% 4. There are enough staff in my unit to meet the needs of the people we serve.

  36. Employees told us in write-in comments that insufficient staff resources are beginning to take a toll… Ability to do the job Ability to do the Job • Staff are stressed and worried that customer service will go down… • We are being pushed to cover an ever-expanding work load without any additional staffing. This is resulting in employee burn out and in a higher rate of errors than we would like to see. Even with a focus on enhanced productivity, working "smarter, not harder", etc., the bottom line is that people can only handle so much work before something has to give. • Almost everyone in my work unit seems to have too much to do…The general mind set is, just get to work and do what you can, collect your pay and go home. • The administrative infrastructure at Yale is poor. There is too much work for too few people. • Many recognize there are great training programs out there, but some want more job-specific training and the time to attend training… • Excellent training programs. Learning Center is wonderful. • Regarding training, Yale does offer courses from the Learning Center and that is great. However, the folks in my department need training that is pertinent to their field of expertise. • While there is a large amount of well-publicized and valuable training available to employees…There is no regular discussion or planning of the integration of training options available between supervisor and employee in my unit … • Due to overloaded work units, how can one possibly attend some of the training or wonderful events when time just doesn't allow.

  37. Respondents believe they treat the people they serve with dignity and respect, however many believe employees are not held accountable Accountability • A theme in write-in comments is the need for increased accountability • I see lazy employees doing very poor work, who keep their jobs as long as they want regardless of their performance since they are C&T workers. Perhaps if there were performance reviews or other motivation to actually perform better, workers would do a better job of getting their work done. • Create more effective means of appropriately and confidentially identifying to HR poor performance of supervisors that could effective a positive change. • Since the union has been a part of our environment we are keeping some employees who clearly are not doing their jobs. These employees know that there is no threat to them and they continue to do the bare minimum in their positions. 5. At Yale, employees treat the people they serve with dignity and respect. E E = 66% 6. Employees at Yale are held accountable for the work they do. E E = 46% O O = 56% 7. Employees at Yale generally take responsibility for their actions and "don't pass the buck."

  38. Respondents feel that supervisors on the wholeare effective, but many say performance reviews and career advice need to improve Supervisory Effectiveness • Respondents feel that their supervisor • Is a good resource for work-related questions • Supports them in taking advantage of learning and development opportunities • Leads by example • Motivates them • Provides feedback that helps them to do their job better • Employees link other survey questions to their opinions of supervisors, even though the wording of the questions didn’t directly refer to “supervisors,” including • Being encouraged to make suggestions • Having their roles and responsibilities clearly communicated • Receiving the information to do their job well • Being recognized and appreciated for doing good work • Receiving frequent informal feedback • Having work-related conflicts managed openly and constructively • However, less than half report receiving a thorough and thoughtful performance review and that their supervisor is effective at giving career advice –these may be opportunity areas for improvement

  39. Agree Neutral Disagree Supervisors are generally a good resource and encouraging Supervisory Effectiveness • In many ways, Yale supervisors were at or above norms E 39. My supervisor is a good resource when I have work-related questions. E = 52% O 40. I am encouraged to make suggestions. 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. E E = 47% 46. I am recognized and appreciated for doing good work. O 44. I receive the information I need to do my job well. O = 61% 43. My supervisor leads by example.

  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 are looking for growth and development, but most supervisors at Yale are not trained to provide it 45. My supervisor motivates me to do my best. O O = 60% 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 52. My supervisor is effective at giving me advice about how I can plan and advance my career. E = 47% 51. Work-related conflicts and disagreements are managed openly and constructively in my unit. E 50. During the past year, my supervisor provided a thorough and thoughtful performance review. E = 45%

  41. Several respondents commented they have not had a performancereview and want more feedback. Supervisory Effectiveness • I have worked at Yale for 14 years and I have never been given feedback on how I am doing…As far as I know, Yale does not have yearly evaluations. I think this would benefit the employee and the employer… • I have NEVER gotten a performance review or any kind of indication from my supervisor regarding my performance…It would be helpful to enforce a system whereby it was mandatory to receive performance reviews. You probably do have such a system, but as evidenced by me, it is not working well. • I consider myself fortunate in that I work for an individual who has set job performance goals and follows-up with periodic reviews. That is not the case in previous jobs that I have held within the department or University. • I am very unsatisfied with the managerial direction of my department - I have never had a performance review in my five years at Yale. I have no indication, suggestion or possibilities for increased growth in level of employment/salary in my department.

  42. Also many told us supervisors need more managerial training… Supervisory Effectiveness • Unfortunately for Yale it often hires academics that don't have any management skills or people skills for that matter…Yale could do much to improve by acknowledging this problem and trying to fix it. You can hire a thousand good employees but they won't stay nor will they put up with disrespectful management • Yale's taking some very positive steps, but you can "best practice" all you want, and it won't change a person's job satisfaction if they have an unpleasant supervisor with no management skills. • When high-level people (dean-types and/or faculty-types) also have supervisory responsibilities they are not held nearly as accountable for their supervisory activities as they are for accomplishing the "mission" of their positions -- teaching, research, or high-level administrative operations. Being a supervisor doesn't seem like an important part of their work. Those of us at the next lower level are often left to clean up the debris: high turn over rates, unfair treatment of staff, low morale. I want very much for this University to be the best place to work that it can be, but that is not going to happen until everyone with supervisory responsibilities, regardless of their title or the degrees they hold, is helped to understand that this, too, is a part of their mission, and that they are accountable to the University and to the staff they supervise to do an excellent job of it.

  43. Better Same Worse Yale respondents recognize the competitiveness of their benefits Pay/Benefits • Note: Towers Perrin does not ask questions about satisfaction. The questions are phrased in terms of how competitive pay/benefits are compared to other organizations and the labels on the scale differ from other questions • A significant minority responded that Yale’s dental care and base pay were “worse” than at other organizations – but still, at least fifty percent or more reporting that they are the “same” or “better” – which is the desired goal of many organizations 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

  44. Favourable Better Mixed Same Worse Unfavourable A closer look at pay and benefits by job category reveals differences in opinions Pay/Benefits Q8. Compared to other organizations with which you are familiar, please rate the following programs of the university. . . Base Pay Dental M&P M&P C&T C&T S&M S&M Faculty Faculty Health Care PTO 58% 25% 18% M&P M&P C&T C&T 74% 21% 5% S&M S&M 64% 25% 12% Faculty Faculty 50% 26% 24% 0% 20% 40% 60% 80% 100%

  45. Many respondents say they appreciate the benefits, but some are frustrated with inequities and a perceived lack of competitiveness Pay/Benefits • Some recognize the competitiveness of Yale’s benefits • I have recently been hired at Yale (less than a year). The benefits, work environment and atmosphere is so much better here than the position I was in previously. People that have been working here don't appreciate how much better the benefits, time off, etc. is here at Yale. • Your benefits are tremendously generous, and I feel like I do contribute. • Several are frustrated with the inequity between M&P and C&T benefits • Health benefits needs to be modified to include dependent children who are full-time student without cost. Dental coverage should be extended to M&P employees without cost, similar to C&T coverage. • PLEASE give M&P's more competitive rates for outside health care. Our salary is less than, but if the C&T healthcare prices are reasonable, ours could be as well. Thanks. • And some don’t feel that M&P benefits are competitive • The health benefits for M&P's are so costly that I have to go through my husband's plan (thankfully, for me, that's a feasible option). The base pay is definitely lacking as is the opportunity for significant raises and bonuses. • I would like to see the cost of benefits for M&Ps to be lowered. Having worked at other leading academic centers, Yale is offering the most expensive healthcare coverage without any other alternatives.

  46. Many respondents report that pay increases are not based on performance and that pay is not competitive Pay/Benefits • My major complaint about my work here is that my pay increases have absolutely nothing to do with the quality of my work. I work hard because I take pride in what I do, and I have a lot more responsibility and stress in my position than the average person with my title would, but my earnings do not reflect this. My supervisor would like to be able to pay me more, but has no control over it. This is highly demoralizing and I will probably be leaving Yale soon because of it. • Starting pay & increases are not based on experience, ability to perform duties of the position, or an increase in tasks or an increase in responsibility associated with the position. • Although I received outstanding on-the-job training for my position, which has made me (as I have been told by many physicians, fellows, and residents) one of the best, if not the best they have encountered in the country, my career here at Yale is going nowhere REALLY fast. I am paid approximately 1/3 of my market value… • I think most people at Yale when asked would say that the benefits are very good and often that is what keeps them here. I have not had in seven years a salary increase that equals the inflation rate and that's depressing. • Benefits at Yale are good. Pay is not.

  47. Agree Neutral Disagree Overall, respondents are very favorable about the programs/policies at Yale Programs/Policies • On several questions, Yale is well above benchmark scores and this should be emphasized as part of the “rewards” of working at Yale 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%

  48. Number of respondents across the different groups Diversity/Fairness Ethnicity White – Non-Hispanic 3272 Black 362 Asian 126 Latino-Hispanic 98 Bi-racial/Multi-Racial 43 Native Amer/Pacific Islander 14 Other 75 Gender Male 1256 Female 2753 Note: A small number of employees put themselves in the “Other” category, because they do not like to categorize themselves

  49. Diversity/Fairness at Yale focuses on three main areas – fair treatment of individuals, process for managing issues and concerns, and attraction and promotion of people from diverse backgrounds Diversity/Fairness • The vast majority of employees (Q11, 81%fav) believe that offensive behavior is not tolerated where they work • 81% believe (Q12) that they are treated fairly at Yale without regard to their race, ethnic background, gender, religion, disability or sexual orientation • Most feel that they have the same opportunity to succeed as peers/workers (Q13, 68%fav) and that the University does a good job of hiring staff from diverse backgrounds (Q14, 59%fav) • However, less feel that the University does a good job of promoting staff from diverse backgrounds (Q16, 52%fav) • What employees are most unfavorable about, is that Yale has a sincere interest in the satisfaction and well-being of its employees (Q17, 24%unfav) • However, most significantly, on all of the points cited above, some minority groups disagree

  50. 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%

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