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The Harvard 2011 Staff Pulse Survey
SEAS
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Survey Response Rate
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School
Rate
SEAS
66%
HBS
85%
FAS
61%
SPH
58%
HLS
58%
HMS
51%
What is Engagement?
Engaged Harvard Staff:
Emotional and intellectual
commitment
Hearts and minds
Driver of sustained University
performance
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• Tell others great things about
working here
• Are unlikely to pursue employment
outside the University
• Feel very motivated to contribute
to the University’s performance
• Contribute more than nonengaged staff
How Engagement is Measured | Drivers
Drivers of
Engagement
Engagement
Quality of Life
Work
• Work/Life Balance
• Work Environment
• Day-to-Day Work
• Resources/Processes
SAY
Organizational
Practices
STAY
STRIVE
BEHAVIORS
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• Diversity
• Performance Review
Process
• Organizational
Reputation
People
Engagement
Engagement
• University Leadership
• Local Leadership
• Immediate Manager/
Supervisor
• Coworkers/Workgroup
Total Rewards
Opportunities
• Pay
• Benefits
• Recognition
• Future Opportunity
• Learning & Development
ACTION AREAS
Individuals Report Working Harder Despite Erosion of
Employer Relationship
Variance
2008 vs
2011
Harvard
2011
Harvard
2008
Harvard
2006
U.S.
Average
Benchmark
U.S. Best
Employer
Benchmark
I would not hesitate to recommend Harvard to
a friend seeking employment
-2
78%
80%
71%
66%
81%
Given the opportunity, I tell others great things
about working here
-
75%
75%
65%
64%
81%
It would take a lot to get me to leave Harvard
-1
65%
66%
56%
58%
74%
I rarely think about leaving this organization
-3
54%
57%
48%
52%
68%
I regularly go “above and beyond” at work
+4
87%
83%
80%
N/A
N/A
I do my best work every day
+2
87%
85%
80%
N/A
N/A
This organization motivates me to contribute
more than is normally required to complete
my work
-8
53%
61%
N/A
55%
73%
This organization inspires me to do my best
work every day
-8
53%
61%
N/A
59%
76%
Say
Stay
Strive (Harvard Custom Questions)
Strive (Aon Hewitt Standard Questions)
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Overall Pulse Survey Results
Staff engagement level remained at 75%
– Stay and Say scores held or declined; Strive scores increased
– Harvard engagement score held overall, despite tough economic
environment globally and inside Harvard
– Engagement in areas with recent, transformative organizational change
tended to be down
Increased Scores:
• Coworkers (+11)
• Benefits (+9)
• Communication (+5)
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Decreased Scores:
• University leadership (-14)
• Resources and processes (-14)
• Career opportunities (-12)
Schools are Clustered Around Average
HMS
SEAS FAS
78%
71%
73%
GSD
71%
HKS
HBS
74%
79%
SPH
71%
HLS
65%
DIV
80%
GSE
81%
65%
81%
75%
Harvard University 2011
Score (75%)
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RIAS
79%
2011 vs. 2008 Engagement for Schools
School
(n)
2011
2008
Change
Harvard Graduate School of Education
308
81%
76%
5
Harvard Divinity School
79
80%
65%
15
Radcliffe Institute for Advanced Study
80
79%
89%
-10
Harvard Business School
696
79%
76%
3
Harvard Medical School
800
78%
77%
1
Harvard Kennedy School
331
74%
72%
2
Faculty of Arts & Science
1,676
73%
73%
-
School of Engineering & Applied Sciences
113
71%
67%
4
Harvard Graduate School of Design
104
71%
69%
2
Harvard School of Public Health
447
71%
77%
-6
Harvard Law School
285
65%
69%
-4
Harvard Overall
7,333
75%
75%
-
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Overall Engagement Scores
67%
71%
75% 75% 75%
2006
2008
2011
77% 77% 77%
62%
59% 59% 59%
SEAS
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Harvard
US Best Employer
Benchmark
US Average Employer
Benchmark
Engagement Scores by Age
2006
81%
2008
74% 75%
70%
67%
63% 64% 61%
57%
2011
65%
56%
25-34
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35-44
45-54
55-64
Engagement Scores by Gender
2006
2008
2011
72%
60%
64%
Female
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70%
65%
Male
69%
Engagement Scores by Salary Grade
2006
2008
2011
68%
66%
73%
70%
61%
Suport Staff
(Grades 47-55)
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65%
Managers and Individual
Contributors (Grades 56-59)
60%
Executives/Senior Managers
(Grades 60-64)
Engagement Scores by Union Status
2006
2008
2011
66%
HUCTW
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70%
71%
66%
Non-Union
Favorability Scores
Top 2 Scores
Bottom 2 Scores
<50% Favorable
Benefits
Coworkers
Diversity
Day-To-Day Work
Learning and Development
University Reputation
Manager
Quality of Life
Pay
Communication
University Leadership
Resources and Processes
Career Opportunities
Performance Management
Recognition
Local Leadership
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SEAS %
2011
88
72
67
67
66
63
60
60
56
53
49
49
48
46
41
39
Harvard %
2011
86
72
76
66
71
74
66
62
52
61
56
55
41
57
48
50
Action Items from 2008 Survey
Action Items from 2008 Survey
Local Leadership
• Use of SEAS Intranet
• Communication forums
(All Hands, small group
meetings)
• Opportunities for voluntary
get-togethers
Performance
Management
• Revised PDP
• Focus groups to evaluate
Career Opportunities
• In-house trainings
• Communications about
programs in place
University-Wide
• Harvard Heroes
• Best Practice open sharing
sessions
Survey Questions
Recognition
I receive appropriate recognition for my contributions and accomplishments.
Local Leadership
I see strong evidence of effective local leadership.
Performance Management
The performance review process has been helpful to me in understanding
how well I am doing in my current job.
Career Opportunities
My future career opportunities here look good.
Resources and Processes
The tools and resources I have allow me to be as productive as possible.
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Where do we go from here?
Select an interest area and tell us your ideas
•
•
•
•
•
Recognition
Local Leadership
Performance Management
Career Opportunities
Resources and Processes
What’s working
What’s not working
New ideas
continue
stop
start
What’s next?
1. What should we continue?
2. What’s not working?
3. What new ideas do you have that could raise
the favorability scores in these areas?
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