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

1. 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 & Int’l Affairs

2. Vision of a Great Place to Work • The University’s 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.

3. 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.

4. 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.

5. 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%.

6. 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

7. UofL’s 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% • Today’s 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.

8. 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 & Int’l Affairs

9. 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 didn’t need a 5th advisory committee.

10. 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

11. 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.

12. 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.

13. 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, & EVP’s hosted open forums to enhance internal communications with feedback to individual employees and web posts.

14. 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

15. 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 employee’s health plan. • Early adoption of women’s reproductive health care as preventive care (no co-pays, deductibles, or co-insurance).

16. 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).

17. 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.

18. 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).

19. 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.

20. 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.

21. Rewards & Recognition Initiatives • Supported President’s 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 Provost’s commitment to conduct Staff Salary Equity Study in 2013-14. • Received Provost’s commitment to implement “living wage” for staff employees at $10.00/hr.

22. 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.

23. 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% Asking for Help / So How Did we Do?

24. Align GPTW to 2020 Strategic Plan Prepare Annual Report on Outcomes Prepare Annual Goals & Objectives Continue Newsletters We’d be Glad to Hear from You: Sam.connally@louisville.edu Tracy.eells@louisville.edu Mordean.taylor-archer@louisville.edu You’re welcome to track our progress at www.louisville.edu/hr/gptw. Future Strategies