Copyright © 2012 Harvard Human Resources All Rights Reserved.

The Harvard 2011 Staff Pulse Survey SEAS

Survey Response Rate SchoolRate SEAS66% HBS85% FAS61% SPH58% HLS58% HMS51% Copyright © 2012 Harvard Human Resources All Rights reserved

Emotional and intellectual commitment Hearts and minds Driver of sustained University performance Copyright © 2012 Harvard Human Resources All Rights reserved 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 non- engaged staff Engaged Harvard Staff: What is Engagement?

How Engagement is Measured | Drivers Opportunities Future Opportunity Learning & Development Day-to-Day Work Resources/Processes Work Organizational Practices Diversity Performance Review Process Organizational Reputation Quality of Life Work/Life Balance Work Environment Total Rewards Pay Benefits Recognition People University Leadership Local Leadership Immediate Manager/ Supervisor Coworkers/Workgroup Engagement SAY STAY STRIVE Drivers of Engagement Drivers of Engagement ACTION AREAS BEHAVIORS Copyright © 2012 Harvard Human Resources All Rights reserved

Variance 2008 vs 2011 Harvard 2011 Harvard 2008 Harvard 2006 U.S. Average Benchmark U.S. Best Employer Benchmark Say I would not hesitate to recommend Harvard to a friend seeking employment -278%80%71%66%81% Given the opportunity, I tell others great things about working here -75% 65%64%81% Stay It would take a lot to get me to leave Harvard 65%66%56%58%74% I rarely think about leaving this organization -354%57%48%52%68% Strive (Harvard Custom Questions) I regularly go “above and beyond” at work +487%83%80%N/A I do my best work every day +287%85%80%N/A Strive (Aon Hewitt Standard Questions) This organization motivates me to contribute more than is normally required to complete my work -853%61%N/A55%73% This organization inspires me to do my best work every day -853%61%N/A59%76% Individuals Report Working Harder Despite Erosion of Employer Relationship 6 Copyright © 2012 Harvard Human Resources All Rights reserved

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 Copyright © 2012 Harvard Human Resources All Rights reserved Increased Scores: Coworkers (+11) Benefits (+9) Communication (+5) Decreased Scores: University leadership (-14) Resources and processes (-14) Career opportunities (-12)

Schools are Clustered Around Average 81% HBS 79% DIV 80% GSD 71% GSE 81% HKS 74% HLS 65% SEAS 71% HMS 78% RIAS 79% SPH 71% FAS 73% Harvard University 2011 Score (75%) 65% 75% Copyright © 2012 Harvard Human Resources All Rights reserved

School(n) Change Harvard Graduate School of Education30881%76%5 Harvard Divinity School7980%65%15 Radcliffe Institute for Advanced Study8079%89%-10 Harvard Business School69679%76%3 Harvard Medical School80078%77%1 Harvard Kennedy School33174%72%2 Faculty of Arts & Science1,67673% - School of Engineering & Applied Sciences11371%67%4 Harvard Graduate School of Design10471%69%2 Harvard School of Public Health44771%77%-6 Harvard Law School28565%69%-4 Harvard Overall7,33375% vs Engagement for Schools Copyright © 2012 Harvard Human Resources All Rights reserved

Overall Engagement Scores Copyright © 2012 Harvard Human Resources All Rights reserved

Engagement Scores by Age Copyright © 2012 Harvard Human Resources All Rights reserved

Engagement Scores by Gender Copyright © 2012 Harvard Human Resources All Rights reserved

Engagement Scores by Salary Grade Copyright © 2012 Harvard Human Resources All Rights reserved

Engagement Scores by Union Status Copyright © 2012 Harvard Human Resources All Rights reserved

Favorability Scores Copyright © 2012 Harvard Human Resources All Rights reserved Top 2 Scores Bottom 2 Scores <50% Favorable SEAS % 2011 Harvard % 2011 Benefits8886 Coworkers72 Diversity6776 Day-To-Day Work6766 Learning and Development6671 University Reputation6374 Manager6066 Quality of Life6062 Pay5652 Communication5361 University Leadership4956 Resources and Processes4955 Career Opportunities4841 Performance Management4657 Recognition4148 Local Leadership3950

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. urces and Processes The tools and resources I have allow me to be as productive as possible. Copyright © 2012 Harvard Human Resources All Rights reserved

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 workingcontinue What’s not workingstop New ideasstart

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? Copyright © 2009 Harvard Human Resources All Rights reserved