You Can be the Difference in Making your College or University a Great Place to Work

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You Can be the Difference in Making your
College or University a Great Place to Work

• CUPA-HR Southern Region Conference
• April 28-30, 2013

Sam Connally Tracy Eells Mordean
Taylor-Archer Vice President Vice Provost Vice
Provost for Human Resources Faculty Personnel
Diversity Intl Affairs
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Vision of a Great Place to Work

• The Universitys vision reflects a mandate that
  the University of Louisville become a preeminent
  metropolitan research university by the year
  2020.
• Faculty and staff give life to our vision and are
  the means by which we fulfill our teaching,
  research, and public service mission.

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Vision of a Great Place to Work

• Faculty contribute to student success in the
  classroom, generate knowledge through research
  and creative endeavor, and translate knowledge
  into practical solutions that improve the lives
  of the citizens of our city and state.
• Staff employees help make this work possible,
  both in providing direct support to our academic
  and research activities, as well as through the
  myriad ways their work supports University
  operations.

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Vision of a Great Place to Work

• Making faculty and staff concerns a priority is
  what our Great Places to Work Initiative is all
  about.
• The University is committed to a continuing and
  systematic evaluation of work life issues to
  improve the quality of work life at UofL.
• The Question is How do you know if you are
  making progress. Well, now you can find out.

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Chronicle of Higher Education Great Colleges to
Work For Survey

• Chronicle of Higher Education Great Colleges to
  Work For Survey Introduced in 2008
• Administered by Modern Think at No Cost
• Survey includes 10 of faculty and exempt staff.
  Option to sample non-exempt staff.
• Honor Role Recognition in Special Chronicle
  Edition for thematic rankings above 75.

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Great Colleges to Work For SurveyThematic Areas
Overall Satisfaction

• Job Satisfaction/ Support
• Teaching Environment
• Professional Development
• Compensation, Benefits, Work-Life Balance
• Facilities
• Policy, Resources, Efficiency
• Shared Governance / Pride
• Confidence in Supervisors Department Chairs
• Confidence in Senior Leadership
• Faculty, Administration, and Staff Relations
• Communication Collaboration
• Fairness, Respect, Appreciation

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UofLs Survey Experience

• We had Great Expectations
• Scored 66 Overall Employee Satisfaction Rating
• President adds Chronicle Survey to Scorecard
• President sets 2020 Goal 75 (Honor Role)
• But we experienced Declining Ratings. Oops!
• 2008 66 ? 2009 64 ? 2010 62
• Todays presentation is how we have tried to turn
  that trend around and how you can help your
  college or university become a great place to
  work, as well.

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We Moved from a Project Model to Shared
Responsibility Model

• To ensure continuity in our GPTW Initiative, the
  Provost has assigned responsibility for
  co-chairing the GPTW Initiative to the
  institutional officers with operational
  responsibility for policies and practices that
  most directly impact the work life of faculty and
  staff.

Sam Connally Tracy Eells Mordean
Taylor-Archer Vice President Vice Provost Vice
Provost for Human Resources Faculty Personnel
Diversity Intl Affairs
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We Moved from an Advisory Committee Approach to
Working Committee Approach

• 2008 - 2010 GPTW Committees and Steering
  Committee were advisory committees.
• Constituency Groups (Advisory Committees)
• Faculty Senate
• Staff Senate
• Commission on Status of Women
• Commission on Diversity Racial Equality
• We just didnt need a 5th advisory committee.

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GPTW Working Committees

• Campus Climate
• Health Wellness
• Family-Friendly Policy (Work Family Balance)
• Professional Development
• Total Rewards (Recognition Rewards)
• GPTW Steering Committee
• Co-chairs of GPTW Initiative
• Chairs or Co-chairs of GPTW Committees
• Chairs or Co-chairs of Constituency Groups

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We Took a Timeout from the SurveyThen
Re-Launched our GPTW Initiative

• Our pitfall was surveying employees three years
  in a row, without showing that we were
  listening. It was kind of like, What did you
  not understand about what I told you last year.
  
• Did Not Survey in 2011, which meant no
  Presidential report to Board of Trustees. !?!
• Re-Launched GPTW Initiative in Jan 2012 with GPTW
  Symposium hosted by Provost.

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We Took the Time to Celebrate Cumulative Progress

• Celebrated GPTW-related Outcomes from 2010 2012
  with campus-wide presentations.
• Published GPTW Newsletter Great Places / Great
  Strides sent to home addresses.
• Marketed GPTW Survey in 2012.
• Goal to increase participation rate by five
  points.
• Goal to increase overall satisfaction by three
  points (62 to 65).
• Paid supplemental fee to survey non-exempt staff.
  

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Campus Climate Initiatives

• Developed UofL Campus Climate Survey to
  supplement GPTW Survey.
• Promoted Opportunities for Social Interaction
• Spring Ice Cream Socials
• Summer Outdoor Film Series
• Fall Campus PicNic
• President, Provost, EVPs hosted open forums to
  enhance internal communications with feedback to
  individual employees and web posts.

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Campus Climate Initiatives

• Office of Ombuds established funded.
• Reached out to Employee Resource Groups
• Black Faculty/Staff Association
• Faculty Staff for Human Rights (LGBT Group)
• Hispanic Faculty/Staff Association
• Created Bias Incident Response Team (BIRT)
• Strengthened Network of Diversity Committee
  Chairs in Colleges, Schools, Divisions

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Health Wellness Initiatives

• Level health plan premiums for four years!
• Expanded health plan subsidy for part-time
  employees from 108/mo to 50 of FT subsidy.
• Early adoption of Age 26 for children to remain
  on employees health plan.
• Early adoption of womens reproductive health
  care as preventive care (no co-pays, deductibles,
  or co-insurance).

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Health Wellness Initiatives

• Increased health plan subsidy for Get Health Now
  Participants from 240 to 480/yr.
• Waived premium for on-campus health initiatives.
• Renovated Humana Gym for faculty/staff use.
• Expanded health disease management programs.
• Adopted 2 ½ month extension on Flexible Spending
  Accounts (thru March 15).

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Work Family Balance Initiatives (No-Cost to
Low-Cost Strategies)

• Added domestic partners and their children to
  Family Medical Leave eligibility.
• Modified FML policy to permit two employees to
  each take 12 weeks FML on birth or adoption. .
• Added Red Book language to expressly permit
  suspension of tenure clock for birth or adoption.
• Increased maximum point-in-time leave accrual
  from 44 days to 66 days for staff employees to
  promote leave use avoid loss of leave.

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Work Family Balance Initiatives (Moderate Cost
Strategies)

• Expansion of Shared Leave Program for Staff
  Employees (320 ? 480 hours FMLA).
• Expansion of Parental Leave Program from three to
  six weeks (funded by health plan).
• Recognized child birth as qualifying event for
  six weeks Short Term Disability (for all
  employees).
• Added three months health insurance to Short Term
  Disability program (6 months total).

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Professional Development Initiatives

• Supported HR commitment to create Staff
  Development Program (with two FTE).
• Introduction to Supervision
• Customer Service Excellence
• Performance Management Training
• Disciplinary, Grievance, Appeal Training
• Supported initiative by Office of Faculty
  Personnel to provide leadership training to
  academic department chairs other academic
  leaders.

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Professional Development Initiatives

• Faculty Grievance Policy revised.
• Staff Disciplinary, Grievance, Appeal policies
  revised.
• Staff Performance Evaluation form revised with
  campus wide training provided to all supervisors.
• Unit Business Manager training developed
  implemented campus-wide.

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Rewards Recognition Initiatives

• Supported Presidents scorecard goal for all
  salaries to average 100 of market by 2020.
• Faculty increased from 90 to 91.0 since 2009
• Staff increased from 90 to 93.7 since 2009
• Faculty Salary Equity Study conducted 2012-13.
• Received Provosts commitment to conduct Staff
  Salary Equity Study in 2013-14.
• Received Provosts commitment to implement
  living wage for staff employees at 10.00/hr.

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Total Rewards Initiatives

• Restoration of merit funding in 2011-12.
• 3.0 for Board appointed administrators faculty
  with regular appointments and contract faculty.
• 3.0 for Staff earning 40,000 or more.
• 1200 (4.0) for Staff earning less than 40,000.
  
• Sustained merit funding in 2013-14.
• 4.0 for Board appointed administrators faculty
  with regular appointments and contract faculty.
• 4.0 for Staff earning 30,000 or more.
• 1200 (6.0) for Staff earning less than 30,000.
  

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Asking for Help / So How Did we Do?

• We Asked Employees to Share their Stories why
  They Think UofL is a Great Place to Work.
• GPTW Newsletter
• Please complete 2012 Survey
• Please submit program suggestions.
• We will listen and respond.
• 2012 Chronicle Survey
• Participation increased 38 to 43
• Satisfaction increased 62 to 67

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Future Strategies

• Align GPTW to 2020 Strategic Plan
• Prepare Annual Report on Outcomes
• Prepare Annual Goals Objectives
• Continue Newsletters
• Wed be Glad to Hear from You
• Sam.connally_at_louisville.edu
• Tracy.eells_at_louisville.edu
• Mordean.taylor-archer_at_louisville.edu
• Youre welcome to track our progress at
  www.louisville.edu/hr/gptw.