Tulane University Employee Satisfaction Survey

Tulane University Employee Satisfaction Survey

September 2010

2

Organization of Results

Objectives

Methodology

Top Findings

Executive Summary

Detailed ResultsLoyalty

Satisfaction

Compensation

Benefits

Meetings

Modes of Communication

Grading Tulane

Injury and Harassment

Employee Profile

3

Objectives

Obtain a baseline measurement of employee satisfaction from the ~2880 non-academic staff from which to compare to future studies.

Knowledge of and satisfaction with Tulane's Employee Value Proposition based on Engagement, Community, Sense of Place and Tradition, and Challenge and Growth.

Knowledge of and satisfaction with Tulane's Total Compensation Philosophy, that is Understandable, Flexible, Equitable, and Career-driven compensation for all staff.

Knowledge of and satisfaction with compensation, pay, and pay policies, including current performance management policies and the Hay methodology.

Knowledge of and satisfaction with other benefits: Tuition Waiver, Tuition Exchange, Child Care Programs, Long Term Disability, Accidental Death and Dismemberment, Basic Group Life Insurance, Domestic Partnership Benefits, Term Life Insurance, Health Benefits, Dental Plan, Flexible Spending Accounts, Vision Program, 403(b) Retirement Plan, 457(b) Deferred Compensation, Family Medical Leave, Vacation Transfer Pool, etc.

Knowledge of and satisfaction with Performance Management, career development, and intra-organization management and communications.

Methodology

5

Methodology

The population for the study is all full-time, Tulane staff employees.There are approximately 2,880 Tulane staff employees.

The population was contacted by Tulane using email and invited to an online survey.

Additionally, 225 print versions of the survey were sent to staff not regularly online.

The survey instrument used to gather information is both an online and print questionnaire that is custom designed for its current use and adaptable for future tracking studies.

The survey includes some items comparable to those of the instrument used in the 2000 study, but in general reflected changes in the current employment practices of Tulane.

Top Findings

7

Top Findings

Most Tulane staff employees say they are loyal to the university and committed to their jobs.

They report strong feelings of pride in their roles in the Tulane community. They feel committed to the success of Tulane, its image and mission.They find their work at Tulane personally fulfilling.They are very likely to stay on their jobs, though many would leave for better base pay.

The loyalty of Tulane staff employees stems in large part from satisfaction with their jobs. Overall satisfaction with their jobs comes from being satisfied with supervisors, Tulane’s direction and plans for the future, as well as compensation.Despite widespread job satisfaction, over half of staff employees say Tulane could do more to make their jobs more satisfying and to make them more successful.Staff employees are generally satisfied with overall compensation.

Satisfaction with base pay is the primary driver of satisfaction with compensation. One-time pay policy is the least satisfactory aspect of compensation, but has no significant impact on satisfaction with overall compensation. Satisfaction with benefits plays a markedly limited role in staff overall satisfaction with compensation.

Staff employees are satisfied with their overall benefits and with most specific benefits.

Staff are most likely to be satisfied with the benefits they know and use, thus most used benefits have highest satisfaction ratings and rankings.Benefits both most used and most satisfactory: Health Plan, Sick Time, and Vacation Time.

Executive Summary

9

Executive Summary

Tulane staff employees believe in the importance of Tulane to New Orleans (95%) and feel they contribute to the university (90%).

Staff employees say their work is personally fulfilling (76%). However, only 38% would remain at Tulane rather than take a job paying 10% more.

Job satisfaction is widespread among Tulane staff employees.Two-thirds of staff employees say they are satisfied (46%) or completely satisfied (16%).

Another one-quarter of staff employees say they are somewhat satisfied.

Only one-quarter of staff employees say Tulane does not need to do more to make their job satisfying, make them more successful on the job, or make their career more successful.

Loyalty and Satisfaction

10

Executive Summary

Satisfaction with overall compensation is widespread. Nearly half (44%) of staff employees are “satisfied” or “completely satisfied” and no employees say they are “completely dissatisfied” with overall compensation for work at Tulane.

However, one-quarter of staff say they are neither satisfied nor dissatisfied with overall compensation.

Compensation satisfaction is a single orientation dominated by satisfaction with base pay received, ranges of base pay for job descriptions, and annual base pay changes.

More than half of staff say they are dissatisfied with “one-time pay received”.

Satisfaction with the overall benefits package is widespread. More than three-quarters of staff (86%) report some degree of satisfaction with benefits.

While satisfaction with overall benefits package is part of satisfaction with compensation, it plays a markedly less important role.

While staff employees express widespread satisfaction with their benefits package, less than one-third say it meets their needs or expectations.

Compensation and Benefits

11

Executive Summary

Most staff employees (≈75%) say they understand their employee benefits package.

Health plans are the most widely known and used benefit.Aided awareness of specific benefits of the staff employees' package ranges from 53% to 98%.

Usage of specific benefits also varies widely.

Health plan, vacation and sick time are the most used employee benefits (more than 80%).

Tuition waiver is among the best known of the benefits (97%) and used by more than 40% of staff and 44% of those who know about it. An additional 34% of staff employees say they plan to use the tuition waiver in the future.

Satisfaction with health plan and retirement plan are the primary drivers of overall satisfaction with staff employee benefits package.

Vacation, health plan and sick time are the most important benefits according to staff employee rankings.

Benefits

12

Executive Summary

About three-quarters of staff employees say they have operating unit meetings regularly and the same report regular meeting with their supervisor.

Most (96%) Tulane staff employees use email to communicate on campus.More than three-quarters of staff employees report using Tulane Talk from President Cowen, New Wave – the online newspaper, and the emergency text message system.

Tulane receives average grades from staff employees for its policies, goals and objectives, mission, and growth and future plans.

Other Issues

Loyalty

14

Loyalty

Tulane staff employees are loyal and committed to Tulane University.Nearly all (95%) of Tulane’s staff employees agree Tulane is important to the New Orleans community.

Most Tulane staff (90%) agree they contribute to and are committed to Tulane’s success.

Most (87%) of Tulane’s staff employees are proud to be a member of the Tulane community.

More than three-quarters (76%) of Tulane’s staff employees agree their work at Tulane is personally fulfilling.

Pride in being a member of the Tulane community stems from the job being fulfilling and the importance of Tulane to New Orleans.

Tulane staff contribute because of their commitment to Tulane, stemming from Tulane’s role in New Orleans and pride in being a member of the Tulane community.

Majority of Tulane staff (>85%) feel their job performance is important to Tulane’s success and its image in the community. More than 40% say their job performance is “very important” to Tulane’s success and image.

Key Findings

15

Loyalty

Tulane staff are likely to remain on the job at Tulane. Only 14% of staff employees are likely to take a comparable job.

Tulane staff (nearly 75%) are likely to stay on their job at Tulane rather than taking a comparable job for the same pay.

Almost 90% are likely to stay on the job at Tulane rather than taking a comparable job for 10% less pay.

Consistent with results elsewhere, especially open-ends, fewer Tulane staff (38%) are likely to remain on the job if faced with a comparable job for 10% more pay.

Key Findings

16

Loyalty

Tulane Staff Employees Said….

15% 45%

39%

41%

43%

30%

31%

48%

49%

47%

65%1%

8%

1%

1%

2% 10%

8%

4%

9%

0% 25% 50% 75% 100%

My work at Tulane ispersonally fulfilling

I am proud to be amember of the Tulane

community

I am committed toTulane's success

I contribute toTulane's success

Tulane is an importantpart of the New

Orleans community

Strongly Disagree Disagree Neither Agree Strongly Agree

17

Loyalty

Orientations of Loyalty to Tulane are all moderately intercorrelated.

I contribute to Tulane's success.

I am committed to Tulane's success.

Tulane is an important part

of the New Orleans

community.

My work at Tulane is

personally fulfilling.

I am proud to be a member of

the Tulane community.

.41

.06

.47

.20

.42

.40

.30.50

.15

.07

Commitment and contribution to Tulane and its success are interrelated, but weakly dependent on perceptions of Tulane’s importance to New Orleans or how fulfilling working there is.

Pride in working at Tulane stems from its perceived importance to New Orleans and impacts commitment to its success.

The model describes a causal pattern among aspects of loyalty to Tulane.

18

Loyalty

How Important Do You Think Your Job Performance Is To The…

11% 41%

48%

44%

43%

1%

1%

3%

2% 7%

0% 25% 50% 75% 100%

Image of Tulane in thecommunity?

Success of Tulane?

Very Unim portant Unim portant Neither Im portant Very Im portant

19

Loyalty

How Likely Are You To Leave Tulane To Take A Similar Job In New Orleans?

Nearly all Tulane staff employees (92%) gave appropriate transitive responses to the three questions about likelihood of leaving their Tulane job for another job in New Orleans.

17%

24%

18%

7%

17%

23%

8%

23% 16%20%

48%

71% 3%

3%

1%

0% 25% 50% 75% 100%

For 10% less pay?

For the same pay?

For 10% more pay?

Very Unlike ly Unlike ly Neither Unlike ly Nor Like ly Like ly Very Like ly

20

Loyalty

How Likely Are You To Leave Tulane To Take A Similar Job In New Orleans?

11% 12% 8% 9%19% 17% 10%

0% 25% 50% 75% 100%

Summarylikelihood of

leaving Tulane job

Very Unlike ly

1.33

1.67

Unlike ly

2.33

2.67

Neither Unlike lyNor Like ly3.33

3.67

Like ly

4.33

4.67

Very Like ly

14%

Satisfaction

22

Job Satisfaction

Loyalty of staff employees to their jobs at Tulane stems in large part from widespread satisfaction with current jobs.

Most staff (98%) offer a valenced opinion about their job satisfaction.

Sixteen percent (16%) of staff say they are “completely satisfied” and 88% say they are at least “somewhat satisfied”.

Less than 10% report dissatisfaction with their job at Tulane.

Twenty-seven percent (27%) of Tulane staff employees do not want nor expect Tulane to do more to make their job satisfying, make them more successful on the job, or make their career more successful.

Despite the high degrees of satisfaction and loyalty, 63% of staff employees say Tulane could do more to make their job more satisfying.

More than half (53%) of staff say Tulane could do more to make them more successful at their jobs and 45% say Tulane could do more to make their careers more successful.

Key Findings

23

Job Satisfaction

Overall job satisfaction stems fromSatisfaction with supervisors

Satisfaction with Tulane’s direction and plans for the future

Satisfaction with compensation

More Tulane staff employees are “completely satisfied” with their supervisors (27%) than are “completely satisfied” with their jobs (16%).

Eighty-three percent (83%) of Tulane staff employees are at least “somewhat satisfied” with their supervisors.

While 86% of staff employees are satisfied with Tulane’s direction and plans for the future, only 16% are “completely satisfied”.

Key Findings

24

Somewhat Satisfied

26%

Satisfied46%

Completely Satisfied

16%

0% 25% 50% 75% 100%

Job Satisfaction

Overall General Satisfaction With Your Job At Tulane

Only 9% report dissatisfaction, compared to the 16% who say they are “completely satisfied” with their job at Tulane and 88% of Tulane staff employees say they are satisfied.

2%

9%

CompletelyDissatisfied

DissatisfiedSomewhatDissatisfied

NeitherSomewhatSatisfied

SatisfiedCompletely

Satisfied

How satisfied are you with your current job at Tulane?

25

Job Satisfaction

Can Tulane Do More To Make…

One-third of staff employees say Tulane can do more in all three areas to make their jobs more satisfying, make them more successful at their jobs, and make them more successful in their careers.

One-quarter of Tulane staff think Tulane is doing enough to make their jobs satisfying and them successful on the job and in their careers.

Job More Satisfying63.4%

More Successful at Job52.6%

Career More Successful44.8%

NO YES

71%

71%16%

20%

Number of Areas Tulane Should Do More

27%

20%19%

34% 0

12

3

26

8%

12%

21%

14%

49%

42%

16%

27%

6%

6%

0% 25% 50% 75% 100%

Tulane's directionand plans for the

future

Your Supervisorsat Tulane




SatisfiedCompletely

Satisfied

Job Satisfaction

Overall Satisfaction With Aspects Of Your Job At Tulane

More Tulane staff employees are “completely satisfied” with their supervisors (27%) than are “completely satisfied” with their jobs (16%).Eighty-three percent (83%) of Tulane staff employees are at least “somewhat satisfied” with their supervisors.

27

Job Satisfaction

These Overall Attitudes Are All Moderately Correlated

Satisfaction with the job at Tulane is driven by satisfaction with supervisors far more than by the direction and future plans of Tulane.

.22

Overall general SATISFACTION with Tulane's direction and plans for the

future

Overall general SATISFACTION

with Your Supervisors at

Tulane

Overall general SATISFACTION with Your job at

Tulane

.47

.28

Correlation - r Regression - β

SATISFACTION with Overall

compensation from Tulane for

your work

.19

.27

.32

The model describes one likely theoretical recursive causal pattern among them.

Compensation

29

Compensation

Satisfaction with overall compensation is widespread. No staff employees say they are “completely dissatisfied” with overall compensation for work at Tulane and nearly half (44%) are “satisfied” or “completely satisfied”.

However, fully one-quarter of staff say they are neither satisfied nor dissatisfied with overall compensation.

Satisfaction with overall compensation is driven by satisfaction with base pay, which is nearly four times more important that any other aspect of compensation tested.

“One-time pay” is the only aspect of overall compensation tested that has no impact on satisfaction with overall compensation.

Compensation satisfaction is a single orientation dominated by satisfaction with base pay received, ranges of base pay for job descriptions, and annual base pay changes.

Key Findings

30

Compensation

Satisfaction with the overall benefits package is widespread. More than three-quarters of staff (86%) report some degree of satisfaction with benefits, which is 65% more satisfaction with benefits than with base pay or range of base pay for job descriptions.

While satisfaction with overall benefits package is part of satisfaction with compensation, it plays a markedly less important role.

Least satisfying and most dissatisfying are annual base pay changes and one-time pay. Less that half say they are at all satisfied and only 5% or fewer are completely satisfied with these aspects of compensation.

More than half of staff say they are dissatisfied with “one-time pay received”.

Key Findings

31

Compensation

Attitudes Toward Compensation

SATISFACTION with

Annual base pay changes you receive

SATISFACTION with

Range of base pay for your job description

SATISFACTION with

"One-time pay" you may receive periodically

SATISFACTION with

Overall benefits package you receive from Tulane (in addition to pay)

SATISFACTION with

Your personal base pay

Compensation

Satisfaction

0.79

0.81

0.52

0.56

0.83

There is a single underlying orientation to satisfaction with compensation for work at Tulane. It primarily impacts satisfaction with base pay, range of base pay, and annual base pay changes.While satisfaction with the overall benefits package and one-time-pay are related to the underlying satisfaction with compensation, they are relatively independent orientations.

32

Compensation

Satisfaction With…

Nearly two-thirds of Tulane staff employees are satisfied with overall compensation from Tulane for their work.Only 9% of staff are somewhat dissatisfied with over all compensation.

9% 27% 19% 37% 7%

0% 25% 50% 75% 100%

Overallcompensation

from Tulane foryour work




SatisfiedCompletely

Satisfied

33

Compensation


Most (86%) staff employees are satisfied with their overall benefits package; far more than with other aspects of compensation.Here we see that only about half of staff employees say they are satisfied with their base pay or the range of base pay for their job descriptions.

12%

13%

32%

35%

11%

16%

12%

31%

55%

5%

19%

6%

2%

19% 27% 4%

0% 25% 50% 75% 100%

The range of base pay foryour job description


Overall benefits packageyou receive from Tulane

(in addition to pay)




SatisfiedCompletely

Satisfied

34

Compensation


Fewest (less than one-third) staff employees are satisfied with annual base pay changes and one-time pay for performance.

49%

7%

5%

18%

7%

34% 19% 18% 4%

20% 15% 5%

0% 25% 50% 75% 100%

One-time pay you mayreceive periodically

Annual base pay changesyou receive




SatisfiedCompletely

Satisfied

35

Compensation

Drivers Of “Satisfaction With Overall Compensation”

SATISFACTION with

Annual base pay changes you receive

SATISFACTION with

Range of base pay for your job description

SATISFACTION with

"One-time pay" you may receive periodically

SATISFACTION with

Overall benefits package you receive from Tulane (in addition to pay)

SATISFACTION with


Satisfaction with compensation is primarily driven by satisfaction with base pay.

Despite the high frequency of satisfaction with benefits, they play a relatively small role (about 13%) in determining satisfaction with overall compensation.

Satisfaction with annual base pay changes and range of base pay play even smaller roles in determining satisfaction with overall compensation for work at Tulane.

Combining these results with those from slide 25 suggests that these additional forms of compensation have very little impact on overall job satisfaction.

SatisfactionWith

Overall Compensation

.023 ns

.578

.165

.096

.126

Benefits

37

Benefits

Health plans are the most widely used benefit, used by 86.7% of staff employees and at least 93.5% of respondents are aware of the Health Plans benefit.

There appears to be some confusion about which Health Plan is being used.

Open-end responses indicate that most staff are using a plan from “United”.

There are clearly options based on cost and levels of protection that are better known than the actual carrier.

Eighteen other benefits were tested and are reported here.

Aided awareness of these benefits among staff employees ranges from 53% for Tuition Exchange to 98% for Sick Time.

Usage of benefits also varies from 3% for tuition exchange to 85% for Sick Time. Health Plan, Vacation and Sick Time are the most used employee benefits (more than 80%).

Dental, Retirement Plan, Vision, and Discounts (including Tulane ID for events) are also used by 40%-60% of staff.

Tuition Waiver is among the best known benefits (97%) and used by more than 40% of staff and 44% of those who know about it. An additional 34% of staff employees say they plan to use the Tuition Waiver in the future.

Awareness And Usage

38

Benefits

Awareness And Usage Of Employee Benefits

We tested awareness and usage of eighteen benefits offered to Tulane staff employees.More than 90% of staff employees report being aware of only five of the benefits tested.

Long term disability

Term Life Insurance

Dental Plan

403(b) Retirement Plan

Vacation

Sick time

Family & Medical Leave

Tuition waiver

Tuition exchange Child Care CentersAccidental Death and

Dismemberment

Basic Group Life Insur.

Domestic Partner Benefits

Flexible Spending Accounts

Vision ProgramDiscounts at the Reily

Center

Tulane ID for admission to events

Discounts for bookstore, dining and retail

0%

25%

50%

75%

100%

50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

Aware of Benefit

Usi

ng

Ben

efit

39

Benefits

Awareness Of Employee Benefits

We tested awareness and usage of nineteen benefits offered to Tulane staff employees. Eighteen are reported here (health plans health plans not included). More than 90% of staff employees report being aware of only five of the benefits tested.

53%

60%

65%

65%

74%

75%

76%

80%

82%

83%

87%

87%

88%

94%

96%

97%

98%

98%

0% 25% 50% 75% 100%

Tuition Exchange

Domestic Partner Benefi ts

Tulane ID for Admission to Events

Discounts for Bookstore, Dining and Retail

C hild C are C enters

Discounts at the Reily C enter

Term Life Insurance



Accidental Death and Dismemberment

Vision Program

Basic Group Life Insurance

Long Term Disability

Family & M edical Leave

Dental Plan

Tuition waiver

Vacation

Sick time

40

Benefits

Use Of Employee Benefits

Sixty-six percent (66%) of those using a health plan identified United HealthCare as the plan. Twelve percent of staff employees (12.5%) report using no Tulane health plan and an additional 6.5% refused to answer.Eleven of the nineteen employee benefits tested are being used by less than one-third of employees (five are being used by less than 10% of employees).

3%

5%

5%

8%

9%

18%

23%

28%

30%

31%

32%

38%

41%

47%

56%

58%

84%

85%

87%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Tuition Exchange





Term Life Insurance






V ision Program

Tuition Waiver



Dental Plan

Vacation

Sick time

Health Plan

41

Benefits

Use Of Employee Benefits (Use / Aware)

Three of the staff benefits tested are used by the majority (86%) of employees and only three others are used by 50% or more employees.

5%

7%

8%

10%

10%

24%

28%

30%

36%

39%

43%

44%

50%

59%

60%

86%

86%

86%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Tuition Exchange





Term Life Insurance





Tuition waiver

V ision Program



Dental Plan


Sick time

Vacation

42

Benefits

Staff Planning To Use Employee Benefits

Most unused staff benefits are not likely to be used in the future. Only three to six of the unused benefits are likely to be used by staff in the near future based on current plans.

4%

6%

6%

6%

7%

7%

8%

9%

10%

10%

10%

10%

16%

17%

18%

28%

32%

34%

0% 5% 10% 15% 20% 25% 30% 35% 40%




Child Care Centers


Discounts for bookstore, dining and retail

Term Life Insurance

Discounts at the Reily Center


Tulane ID for admission to events

Dental Plan

Vision Program

Tuition exchange

Sick time



Vacation

Tuition waiver

43

Benefits

Tulane Staff Employeesn=1296

44% of population

Tuition Waiver Usersn= 446

34%

Multiple Usen=222%

Usage Of Tuition Waiver Program

Staff Usersn=26220%

Dependent Usersn=27121%

Past Usern=14111%

Current Usern=14311%

Staff Current User

n=282%

Staff Past User

n=595%

34%

No Staff Usen=18414%

In the sample of slightly less than half of Tulane staff employees, one-third report taking advantage of the tuition waiver program.Staff use the tuition waiver program equally for themselves and their dependents.There are currently as many staff employees using the tuition waiver programs as report having used it in the past.Very few (2%) of staff use the tuition waiver program for multiple degrees or certificates.Less than 10% of staff employees use the tuition waiver program for themselves and dependents.

61%59%

68%

10%22%

8%

54% 54%

44

Benefits

We asked staff employees to identify the three most and three least important of their benefits package at Tulane.

The most important benefits are primarily the most used benefits based on these rankings.1. Vacation

2. Health Plan

3. Sick Time

4. 403(b) Retirement Plan

5. Tuition Waiver

The least important benefits are primarily the least used benefits based on these rankings.1. Child Care Centers

2. Reily Center Discounts

3. Domestic Partner Benefits

4. Tuition Exchange

Two benefits are ranked among the least important although among the most used.1. Tulane ID for Event Admission

2. Discounts for Bookstore, Dining, and Retail

Importance Of Benefits

45

Benefits

1. We asked staff employees to identify the three most and three least important of their benefits package at Tulane.

2. We calculated a net difference score (NDS) based on the percentage of staff employees who identified each benefit as being among the three most important minus the percentage of staff employees who identified that benefit among the three least important.

3. Net difference scores and ranking are presented on the next two slides.

Ranking Importance Of Benefits

46

Benefits

Most Important Benefits

Net difference scores (NDS) from three most important benefits minus three least important benefits are reported here.Rankings as based on NDS for each benefit.

3

3

5

8

27

47

52

67

79

0 10 20 30 40 50 60 70 80 90

Long term Disability


Dental Plan


Tuition waiver

403b Retirement Plan

Sick Time

Named Health Plan

Vacation

47

Benefits

Least Important Benefits

57

50

40

39

32

22

21

9

8

0 10 20 30 40 50 60

Child Care Centers





Tuition Exchange



Vision ProgramNet difference scores (NDS) from three most important benefits minus three least important benefits are reported here.Rankings as based on NDS for each benefit.

48

Benefits

Most staff employees (86%) are satisfied with their overall benefits package, while 19% of staff are “completely satisfied” with their benefits.

Only 3% of staff employees say they are dissatisfied with their benefits.

Sixty percent (60%) of staff employees agree their Tulane benefits package “meets their needs” and “meets their expectations”.

Less than 14% of staff employees disagree their Tulane benefits package “meets their needs” and “meets their expectations”.

Satisfaction With Overall Benefits Package

49

Benefits


Most (86%) staff employees are satisfied with their overall benefits package; far more than with other aspects of compensation.Here we see that about half of staff employees say they are satisfied with their base pay or the range of base pay for their job descriptions.

11%2% 12% 55% 19%

0% 25% 50% 75% 100%

Overall benefitspackage youreceive from

Tulane (in additionto pay)




SatisfiedCompletely

Satisfied

50

Benefits

Evaluation Of Employee Benefits

Nearly two-thirds of Tulane staff employees agree that their employee benefits “meet their expectations”.Slightly more than two-thirds of Tulane staff employees agree that their employee benefits meet their needs.

13%

14%

16%

21% 50% 13%

1%

2%

56% 13%

0% 25% 50% 75% 100%

My employeebenefits meet my

needs.

My employeebenefits meet my

expectations.


51

Benefits

In the next several slides we see how satisfied staff employees say they are with each of the benefits tested.

Sick Time and Vacation seem to be among the most important benefits and stand out as the most satisfactory of the benefits offered for the staff employees.

The Tulane ID for Admission to Events, the 403(b) Retirement Plan, and Tuition Waiver also rate relatively high in employee satisfaction among the benefits offered and tested.

Lowest satisfaction ratings are for benefits that have limited application: Child Care Centers and Domestic Partner Benefits.

Satisfaction With Specific Benefits

52

Benefits

Most Satisfactory Benefits

Nearly all staff employees are satisfied with their Sick Time and Vacation Benefits.

8% 49% 38%

11% 45% 39%

0% 25% 50% 75% 100%

Vacation

Sick Time

91

93

NDS




SatisfiedCompletely

Satisfied

53

Benefits

Satisfactory Benefits

Between 50% and 75% of staff employees are satisfied with these benefits, but complete satisfaction is limited to less than one-third.

8%

53%

48%

38%

25%

36%

34%

25%

22%

7%

8%

10%

16%

9%

6%

8%

12%

16%

22%

30%

34%

32%

36%

34%

32%

39%

41%

40%

14%

15%

12%

17%

22%

31%

21%

18%

14%10%

23%

5% 24% 16%

0% 25% 50% 75% 100%

Tuition Exchange



Dental Plan



Tuition Waiver



Named Health Plan




SatisfiedCompletely

Satisfied

60

60

NDS

45

59

66

68

72

57

54

Benefits

Satisfactory Benefits

These benefits are satisfactory for about half of staff employees and very few (not more than 10%) are dissatisfied with them.Substantial numbers of staff (37% - 48%) employees are neither satisfied nor dissatisfied with these benefits, thus net difference scores are close to 50 with the exception of the vision program which has 10% dissatisfied.

5%

4%

53%

48%

47%

37%

45%

40%

8%

7%

14%

7%

11%

30%

32%

29%

33%

30%

14%

14%

11%

13%

13%

5% 24% 16%

0% 25% 50% 75% 100%

Tuition Exchange


Accidental Death andDismemberment

Vision Program

Term Life Insurance

Discounts at the ReilyCenter




SatisfiedCompletely

Satisfied

48

NDS

50

51

43

52

55

Benefits

Least Satisfactory Benefits

These benefits are satisfactory for less than half of staff employees and as few as 27%.Nonetheless, more than half (52%-69%) are neither satisfied nor dissatisfied with these benefits.This is likely because few staff employees qualify for or need the lower two and many do not know about or understand the upper two benefits.

69%

65%

53%

52%

6%

5%

7%

20%

24%

27%

8%

16%

12%

3% 16% 8%

0% 25% 50% 75% 100%

Child Care Centers

Domestic PartnerBenefits

Tuition Exchange

Flexible SpendingAccounts




SatisfiedCompletely

Satisfied

44

NDS

22

31

43

56

Benefits

Here we see the importance of specific benefits based on rankings plotted against satisfaction.Notice how all but three benefits are plotted above the main diagonal, indicating that relative satisfaction exceeds relative importance.Initial attention should be directed to benefits that appear below the red diagonal in orange and red.Notice also how several of the highest satisfaction ratings are for relatively low importance benefits. The primary exception is the tuition waiver program.

Child Care Centers

Dental Plan


Named Health Plan

Vacation


Accidental D&D







Sick Time

Term Life Insurance

Tuition Exchange

Tuition Waiver


Vision Program

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Importance from Rankings

Sat

isfc

tio

n

57

Benefits

On the next slide we see the underlying attitudinal structure generating the satisfaction with specific benefits.

We identify five underlying orientations to the benefits package (in no particular order).Satisfaction with Insurance

Satisfaction with Health Coverage

Satisfaction with Time-Off

Satisfaction with Discounts

Satisfaction with Special Interests

Modeling Staff Benefits

58

Benefits

Orientations to the Benefits Package

Satisfaction with

Insurance

Satisfaction with

Time-Off

Satisfaction with

Discounts

Satisfaction with Health

Coverage Named Health Plan

Vision Program

Dental Plan




Vacation

Sick Time


Tuition Waiver

Child Care Centers

Tuition Exchange






Term Life Insurance


.661

.715

.813

.731

.807

.808

Satisfaction with

Special Interests

.449

.577

.652

.796

.405

.484

.833

.838

.414

.402

.437

.472

.786

.828

.828

.855

59

Benefits

Drivers Of Overall Satisfaction With The Benefits Package

Satisfaction

with Overall BENEFITS package

you receive from Tulane

(in addition to pay)

.318Named Health Plan

.070Dental Plan

Vacation .066

.087Sick Time

.066Family & Medical Leave

.135403(b) Retirement Plan

Satisfaction with only six of the specific benefits tested have a significant impact on satisfaction with the overall benefits package.

Together, satisfaction with the two benefits representing health coverage are the most important drivers of satisfaction with benefits.

Satisfaction with the named health plan is the single most important driver of overall satisfaction with benefits.

The three benefits representing time off, taken together are the second most important driver of overall satisfaction with benefits.

Satisfaction with the 403(b) retirement plan is also an important driver of overall satisfaction with benefits.

60

Benefits

Understanding Employee Benefits

There is relatively widespread understanding of Tulane staff employee benefits. Eighty percent (80%) say they “fully understand” their benefits.This does leave 20% who do not fully understand their employee benefits.

14%1%6% 61% 19%

0% 25% 50% 75% 100%

I fully understand myTulane employee benefits.


61

Benefits

Understanding Of Employee Benefits

There is little variation in specific knowledge about employee benefits.

12%

11%

16%

15%

14%

57%

61%

16%

19%1%

1%

1%

6%

55% 15%

0% 25% 50% 75% 100%

I know how to makechanges to my

employee benefits.

I know how to enrollfor all of my employee

benefits.

I know what happensto my employee

benefits when I leaveTulane.


62

The role of functional understanding of employee benefits decreases as the nature of the knowledge becomes more future oriented.

Benefits

I fully UNDERSTAND

my Tulane employee benefits.

I know how to ENROLL

for all of my employee benefits..59

I know how to makeCHANGES

to my employee benefits..55

I know what happens to my employee benefits when I

LEAVE Tulane..45

Understanding Of Employee Benefits

Meetings

64

Meetings

Operating Unit Meetings - Frequency

Three-quarters (75%) of staff employees say their operating unit meets regularly and more than two-thirds (71%) say their operating unit meets meet once a month or more often.About one-third say their operating unit meets once a week or more frequently. 6%

7%

23%

13%

21%

7%

4%

11%

5%

0% 5% 10% 15% 20% 25% 30%

Daily

Several times a week

Once a week

Several times a month

Once a month

Several times a semester

Once a semester

Several times a year

Once a year

Regular Meetings 75%

65

Meetings

Operating Unit Meetings – Held Regularly Or Not

Regularly scheduled meetings are held much more frequently than when meetings are scheduled on an ad hoc basis.Forty percent (40%) of staff in operating units without regularly scheduled meetings have one or fewer meetings each year and only 30% report more than one meeting per year.

1%

0%

2%

2%

5%

8%

10%

30%

20%

21%

7%

9%

28%

15%

25%

1%

0%

6%

6%

2%

0% 5% 10% 15% 20% 25% 30% 35%

Daily


Once a week


Once a month


Once a semester


Once a year

Never

Not Meetings Held Regualrly

66

Meetings

Meetings With Supervisor - Frequency

Three-quarters (78%) of staff employees say they meet with their supervisors regularly and more than three-quarters (81%) say they meet with their supervisors once a month or more often.Over half (59%) of staff employees say they meet with their supervisor once a week or more frequently. 20%

23%

16%

14%

8%

4%

1%

6%

5%

3%

0% 5% 10% 15% 20% 25% 30%

Daily


Once a week


Once a month


Once a semester


Once a year

Never

Regular Meetings 78%

67

Meetings

Meetings With Supervisor – Held Regularly Or Not

Regularly scheduled meetings with supervisors are held much more frequently than when meetings are scheduled on an ad hoc basis.Thirty-nine percent (39%) of staff who do not have regularly scheduled meetings with their supervisors have one or fewer such meetings each year and only 38% report more than one meeting per year.

0%

3%

4%

8%

8%

9%

6%

23%

24%

15%

25%

28%

19%

15%

0%

0%

0%

2%

3%

8%

0% 5% 10% 15% 20% 25% 30%

Daily


Once a week


Once a month


Once a semester


Once a year

Never

Not Regular

69


Most (96%) Tulane staff employees use email to communicate on campus.

More than three-quarters of staff employees report using Tulane Talk from President Cowen, New Wave – the online newspaper, and the emergency text message system.

Seventy-seven percent (77%) of staff say they are unaware of the table cards used to communicate on campus.

Based on differential patterns of on-campus media usage, there are three types of staff employees.

Highly engaged, who get their Tulane information from Tulane Talk, New Wave, emails and mailings.

Engaged, who get their Tulane information from mailings, emergency texts, webpage messages and Staff Advisory Council messages and announcements.

Disengaged, who get their Tulane information from Staff Advisory Council messages and announcements, posters, and table cards.

Key Findings

70


Staff Usage Of Communication Media At Tulane

20%

39%

45%

42%

45%

44%

39%

35%

21%

3%

14%

15%

20%

22%

31%

36%

44%

75%

0% 25% 50% 75% 100%

Table cards in retail dining establishments

Staff Advisory Council messages and announcements

Posters in prominent areas (hallways, elevators)

Mailings to home address

Webpage messages

In emergency situations, text messages

New Wave online newspaper

Tulane Talk from President Cowen

Emails

Use Occasionally Use Frequently

96%

79%

75%

75%

67%

63%

61%

53%

23%

All Users

71


Unaware Of And Unused Modes Of Campus Communications

40%

15%

11%

10%

12%

6%

5%

5%

37%

32%

28%

27%

20%

19%

20%

16%

1% 3%

0% 25% 50% 75% 100%

Table cards in re tail dining establishm ents

Staff Advisory Council m essages and announcem ents

Posters in prom inent areas (hallw ays, e levators)

Mailings to hom e address

Webpage m essages

In em ergency s ituations, text m essages

New Wave online new spaper

Tulane Talk from Pres ident Cow en

Em ails

Not Aw are of This Aw are of, But Do Not Use

4%

21%

25%

25%

33%

37%

39%

47%

77%

Non-Users

72


Types Of Staff Based On Awareness And Use Of Tulane Communication Media

HighlyEngaged

Table cards in retail dining establishments

Posters in prominent areas (hallways, elevators)

Staff Advisory Council messages and announcements

Webpage messages

In emergency situations, text messages

Mailings to home address

Emails

New Wave online newspaper

Tulane Talk from President Cowen

Engaged

Disengaged

.319

.649

.812

.839

.435

.764

.816

.486

.789

.792

.495

Grading Tulane

74

Grading Tulane

Staff Employees Grade Tulane As An Employer (On The Conventional Four Point Scale)

2%

3%

4%

4%

7%

9%

7%

9%

21%

26%

26%

27%

38%

36%

40%

37%

32%

26%

23%

23%

0% 25% 50% 75% 100%

Tulane 's M iss ion?

Tulane 's Annual Goals andObjectives?

Tulane 's Policies?

Tulane 's Grow th andFuture Paths?

F D C B A

2.67

2.71

2.74

2.90

MeanGradeGPA (from all four) = 2.76Staff

employees grade Tulane consistently.

The average grade is a C+ for all four areas tested and overall.

Grade

Injury and Harassment

76

Injury And Harassment

Neither, 73%

Injured on the job, 10%

Harassed on the job, 12%Both, 5%

Injury And Harassment On The Job At Tulane

About 17% of staff employees have experienced harassment on the job at Tulane.

About 15% of staff employees have suffered an injury on the job at Tulane.

About 5% of staff employees have experienced both injury and harassment on the job at Tulane.

Employee Profile

78

Employee Profile

Sixty-one (61%) of employees do not supervise any employees.

The majority (76%) of employees manage only 2 or less employees.

Number of Employees Supervised

100% 96%96% 96% 96% 94% 94% 93% 93%91% 90%87%

83%80%

76%

69%

61%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

100 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 0

Number of Employees Supervised or Managed

79

Employee Profile

More than 60% of staff employee respondents report commutes to work of less than 30 minutes. Thirty percent (30%) of staff commute 15 minutes or less.Only 10% of staff report a commute greater than 45 minutes.

Commute Time To Work

5%

14%

19%

17%

21%

14%

7%

2%

0%

5%

10%

15%

20%

25%

1-5 6-10 11-15 16-20 21-30 31-45 46-60 61+

Commute to Work in Minutes

Tulane University Employee Satisfaction Survey

Documents

Transcript of Tulane University Employee Satisfaction Survey