University of Dayton
PA-13: Assessing Employee Satisfaction

2020-2021: campus units are administering diversity and inclusion self-assessment to all employees to develop unit-level strategic plans to advance inclusive excellence across campus.

In 2018, the University administered the AIM4 Community Excellence employee survey to 100% of university employees. This project examined the campus climate and campus experiences of the University of Dayton members in terms of matters of diversity, equity, inclusion, and belonging in collaboration. The goal of this project was to identify information about how UD campus members experience the University of Dayton and to pinpoint areas that need improvement (feelings of belonging/inclusion, workplace environment, classroom environment, learning about diversity, framings of diversity, among others). The methodology for this survey: an email invitation was sent to all employees. Each employee voluntarily participated in an 18-20 minute survey. Informed consent included in the first part of the survey.

In addition, periodically a community climate survey is administered to track employee satisfaction with administration, compensation, and employment. The most recent university-wide survey on these themes was administered in 2014. Responses are anonymous and administrators from Human Resources work to present the data publicly on campus. Action steps are identified to meet the needs of the community that are not being met. Additionally, individual departments or divisions will administer employee satisfaction surveys to their staff to determine training and team building needs.

In 2020-2021, campus units are administering diversity and inclusion self-assessment to all employees. These voluntary assessments are part of a toolkit designed to assist units across campus in their efforts to develop, implement and assess strategies that are informed by, responsive to and in alignment with The Flyers Plan for Community Excellence for Diversity, Equity, and Inclusion Strategic Plan. Through subcommittees in each unit, the assessments are distributed to employees. Responses are compiled and reviewed to develop unit-level strategic plans to advance inclusive excellence across campus.

The following developments reflect institutional responses which addresses issues raised by DEI-related assessments/evaluations.
Nov. 2020 - Reports/updates from working groups charged with advancing the 17 antiracism action steps were submitted to President Spina.
Jan. 2021 - Launch of the University Inclusive Excellence Council (UIEC) and 5 standing committees. UIEC was established for the purpose of advancing and supporting efforts across the University to achieve and sustain inclusive excellence.
Fall 2020 - Creation of 17 academic and administrative working groups charged with developing unit-level strategic plans that align with the campus-wide Flyers Plan for Community Excellence Diversity, Equity, and Inclusion Strategic Plan.
Fall and Spring 2020-2021 - Development and Implementation of a “Leadership Capacity-Building” initiative whose objective is to cultivate intercultural competence and equity-minded leadership capacity across the institution. This includes sessions designed for the President’s and Provost’s Councils and Department Chairs Collaborative.
Spring 2021 - Creation of a new full-time position to drive strategic objectives to achieve greater racial/ethnic diversity and gender equity across UD’s workforce. The position’s title is “Associate Director for Workforce Diversification.” The new employee is slated to begin work on May 3.
Fall and Spring 2020-2021 - ODI partnered with the Center for Leadership to build and deliver professional leadership content related to diversity, equity, and inclusion.

For the 2018 survey, the University is working with a consultant to assess the data and findings, report back to the community through open forums, and host community working groups to find solutions to the problems identified.

For surveys related to training, team building, and satisfaction with administration, compensation, and employment, the following mechanisms are used to address issues raised by the survey: After the results are compiled, HR reports to the divisions on the results and offers opportunities for trainings or suggestions for improvement. University leadership works closely with the divisions to encourage implementation of training and changes to address issues raised in the evaluation. For example, in 2015 one department on campus showed that 1) Employees wondered how HR arrived at their wages; 2) Employees wanted more and better communication between their leaders and them; and 3) Employees wanted to know the process of promotion. The department leader contacted HR and asked for suggestions on how to address these questions. HR worked with the leader and created four training sessions. The training was conducted from February through September of the following year. Titles of the training sessions were: Job Classification Procedures (a description of the manner in which non-exempt wages are assigned at UD, Giving and Receiving Feedback, Servant Leadership (discussed the relationship between supervisor and employee and the supervisor's responsibility of serving the employee through development, support and opportunity), and Conflict Resolution/Team Collaboration.