Tulane University Employee Satisfaction Survey
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Transcript of Tulane University Employee Satisfaction Survey
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.
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.
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.
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
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%
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
CompletelyDissatisfied
DissatisfiedSomewhatDissatisfied
NeitherSomewhatSatisfied
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.
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
CompletelyDissatisfied
DissatisfiedSomewhatDissatisfied
NeitherSomewhatSatisfied
SatisfiedCompletely
Satisfied
33
Compensation
Satisfaction With…
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
Your personal base pay
Overall benefits packageyou receive from Tulane
(in addition to pay)
CompletelyDissatisfied
DissatisfiedSomewhatDissatisfied
NeitherSomewhatSatisfied
SatisfiedCompletely
Satisfied
34
Compensation
Satisfaction With…
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
CompletelyDissatisfied
DissatisfiedSomewhatDissatisfied
NeitherSomewhatSatisfied
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
Your personal base pay
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
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
403(b) Retirement Plan
Flexible Spending Accounts
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
Domestic Partner Benefi ts
C hild C are C enters
Accidental Death and Dismemberment
Long Term Disability
Term Life Insurance
Flexible Spending Accounts
Family & M edical Leave
Discounts at the Reily C enter
Basic Group Life Insurance
Tulane ID for Admission to Events
V ision Program
Tuition Waiver
403(b) Retirement Plan
Discounts for Bookstore, Dining and Retail
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
C hild C are C enters
Domestic Partner Benefi ts
Long Term Disability
Accidental Death and Dismemberment
Term Life Insurance
Flexible Spending Accounts
Family & M edical Leave
Basic Group Life Insurance
Discounts at the Reily C enter
Tuition waiver
V ision Program
Tulane ID for Admission to Events
403(b) Retirement Plan
Dental Plan
Discounts for Bookstore, Dining and Retail
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%
Domestic Partner Benefits
Flexible Spending Accounts
Long term disability
Child Care Centers
Accidental Death and Dismemberment
Discounts for bookstore, dining and retail
Term Life Insurance
Discounts at the Reily Center
Basic Group Life Insurance
Tulane ID for admission to events
Dental Plan
Vision Program
Tuition exchange
Sick time
Family & Medical Leave
403(b) Retirement Plan
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
Basic Group Life Insurance
Dental Plan
Family & Medical Leave
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
Tulane ID for Admission to Events
Discounts at the Reily Center
Domestic Partner Benefits
Discounts for Bookstore, Dining and Retail
Tuition Exchange
Flexible Spending Accounts
Accidental Death and Dismemberment
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
Satisfaction With…
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)
CompletelyDissatisfied
DissatisfiedSomewhatDissatisfied
NeitherSomewhatSatisfied
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.
Strongly Disagree Disagree Neither Agree Strongly Agree
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
CompletelyDissatisfied
DissatisfiedSomewhatDissatisfied
NeitherSomewhatSatisfied
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
Long Term Disability
Basic Group Life Insurance
Dental Plan
Tulane ID for Admission to Events
Family & Medical Leave
Tuition Waiver
403(b) Retirement Plan
Discounts for Bookstore, Dining and Retail
Named Health Plan
CompletelyDissatisfied
DissatisfiedSomewhatDissatisfied
NeitherSomewhatSatisfied
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
Long Term Disability
Accidental Death andDismemberment
Vision Program
Term Life Insurance
Discounts at the ReilyCenter
CompletelyDissatisfied
DissatisfiedSomewhatDissatisfied
NeitherSomewhatSatisfied
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
CompletelyDissatisfied
DissatisfiedSomewhatDissatisfied
NeitherSomewhatSatisfied
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
Discounts at the Reily Center
Named Health Plan
Vacation
403(b) Retirement Plan
Accidental D&D
Basic Group Life Insurance
Discounts for Bookstore, Dining and Retail
Domestic Partner Benefits
Family & Medical Leave
Flexible Spending Accounts
Long term disability
Sick Time
Term Life Insurance
Tuition Exchange
Tuition Waiver
Tulane ID for Admission to Events
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
Discounts at the Reily Center
Discounts for Bookstore, Dining and Retail
Tulane ID for Admission to Events
Vacation
Sick Time
Family & Medical Leave
Tuition Waiver
Child Care Centers
Tuition Exchange
Flexible Spending Accounts
Domestic Partner Benefits
403(b) Retirement Plan
Basic Group Life Insurance
Long Term Disability
Term Life Insurance
Accidental Death and Dismemberment
.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.
Strongly Disagree Disagree Neither Agree Strongly Agree
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.
Strongly Disagree Disagree Neither Agree Strongly Agree
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
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
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
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
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
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
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
Never
Not Regular
69
Modes of Communication
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
Modes of Communication
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
Modes of Communication
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
Modes of Communication
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
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
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.
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