University responds to employee study

A n employee satisfaction study conducted in the fall of 1997 has prompted the University to take a number of steps, including setting higher expectations for supervisory skills, adjustment of certain pay scales, creation of a recognition program, and work on staff communications.

The study revealed some concerns about the consistency of salary administration, supervisory/management skills, communication, institutional appreciation for individual contributions, and cooperation across organizational boundaries. The results of the study were reported in the January 26, 1998, issue of Currents.

Putting a plan into action

Each of those concerns is being addressed in either University or divisional initiatives, said Albert Brault, director of human resources.

He noted a number of action items now under way:

• Extensive efforts are in progress to enhance supervisory skills in the Medical Center. A supervisory leadership program that includes modules on performance, facilitating conflict resolution, delegating, systems improvement, and customer service was initiated at the request of Strong Memorial Hospital General Director Steven Goldstein and Senior Director of Hospital Operations Kathy Parrinello. The program will be customized and expanded for use on other University campuses during 1999-2000.

• A study of "total remuneration" (compensation through salary and benefits) indicates that wages and benefits--including health insurance, vacation, holidays, and retirement contributions--are consistent with the "market medians" in almost all cases and in some instances exceed those medians. The study included a variety of universities, medical centers, health care systems, and local employers. The University identified a few of its own employee categories where compensation levels have lagged behind those of benchmark groups. In most of those categories, special adjustments to compensation levels (in addition to the annual performance-based increases in this year's wage and salary program) are being made as budget resources are available.

• A set of ideas concerning recognition of employee contributions has been piloted by the Office of Human Resources and a few other key departments, and is now being offered more broadly to other departments and offices as an integral part of a new performance management program.

• A reference handbook on performance management (as a complement to training on that issue) was prepared recently and will be provided to supervisors throughout the University later this year.

• Deans and vice presidents have met with human resources and public relations representatives in the past year to discuss communications issues within their respective divisions, and proposed improvements are under review.

A follow-up employee satisfaction survey is planned for this fall. "This is not a one-time effort," Brault said. "Improving the workplace is always a continuing process."