| Overall Rating | Gold |
|---|---|
| Overall Score | 72.67 |
| Liaison | Aurora Sharrard |
| Submission Date | Feb. 13, 2024 |
University of Pittsburgh
PA-13: Assessing Employee Satisfaction
| Status | Score | Responsible Party |
|---|---|---|
|
0.28 / 1.00 |
Mark
Burdsall Assistant Vice Chancellor, Consulting Services Human Resources |
"---"
indicates that no data was submitted for this field
Has the institution conducted a survey or other evaluation that allows for anonymous feedback to measure employee satisfaction and engagement during the previous three years?:
Yes
Percentage of employees assessed, directly or by representative sample:
28
A brief description of the institution’s methodology for evaluating employee satisfaction and engagement:
BBetween 2021 and 2023 there were two evaluations that measured employee satisfaction and engagement.
1. Campus Climate Survey administered by the Office of Equity, Diversity, and Inclusion (OEDI).
The University of Pittsburgh partnered with the Higher Education Data Sharing Consortium (HEDS) organization and administered its Diversity and Equity Campus Climate Survey in the spring of 2023. The survey was open for responses for three weeks. It was intended to gauge their perceptions of their University’s climate, perceptions of how Pitt supports diversity and equity, and their experiences with discrimination and harassment at Pitt. All employees were invited to participate in the survey, but only 26% responded.
2.The Office of Human Resources (OHR) conducted informal strategy sessions for the 2023 – 2028 Strategic Plan 5-year priorities as a continuation of the 2018 -2020 Shaping the Workplace initiative.
The OHR Leadership Team (OHRLT) recently held a series of strategy sessions to discuss potential strategic actions for their four strategic plan priorities. During these sessions, employees analyzed various aspects of the strategic plan, including its compatibility with the University of Pittsburgh's strategic plan, "Plan for Pitt," its efficacy in addressing challenges, and its flexibility to adapt to changing situations. They also discussed other human resource aspects such as employee engagement, talent development, diversity and inclusion, and performance management. The OHRLT encouraged every employee to share their honest opinions and inquiries about the strategic plan, and participants were also invited to share their observations, experiences, suggestions, and areas for department improvement. It was important for everyone to feel heard, and these sessions helped promote transparency.
Ten (10) strategy sessions were held, open to all Pittsburgh, Greensburg, Johnstown, and Bradford employees. The primary objective of these sessions was to provide a relaxed, informal setting for employees to share feedback and discuss assorted topics. Three hundred twenty-five employees (325) participated in these sessions in person or virtually. Although, there was no formal mechanism at these sessions for anonymous feedback, participants were given the option to set up one-on-one confidential meetings with the Director of Strategic Initiative at OHR to discuss any relevant topics or concerns they were not comfortable discussing in a larger setting.
These strategy sessions provided a unique opportunity to engage stakeholders, gather diverse perspectives, and enrich the strategic planning process. After collecting feedback, OHRLT conducted a thorough analysis to identify patterns, common themes, and areas of consensus or divergence. The evaluation results were compiled into a comprehensive report summarizing the key findings. This report highlights the strengths and areas for improvement, providing actionable insights to help make strategic plan adjustments.
*Strategic Plan Priorities
1. EDI&A (Equity, Diversity, Inclusion, Accessibility) Partnerships and Initiatives
2. Employee Experience and Engagement
3. HR Community and Capability
4. Process Efficiency and Customer Service
A copy of the report can be found in “Additional documentation to support the submission” section of this credit.
1. Campus Climate Survey administered by the Office of Equity, Diversity, and Inclusion (OEDI).
The University of Pittsburgh partnered with the Higher Education Data Sharing Consortium (HEDS) organization and administered its Diversity and Equity Campus Climate Survey in the spring of 2023. The survey was open for responses for three weeks. It was intended to gauge their perceptions of their University’s climate, perceptions of how Pitt supports diversity and equity, and their experiences with discrimination and harassment at Pitt. All employees were invited to participate in the survey, but only 26% responded.
2.The Office of Human Resources (OHR) conducted informal strategy sessions for the 2023 – 2028 Strategic Plan 5-year priorities as a continuation of the 2018 -2020 Shaping the Workplace initiative.
The OHR Leadership Team (OHRLT) recently held a series of strategy sessions to discuss potential strategic actions for their four strategic plan priorities. During these sessions, employees analyzed various aspects of the strategic plan, including its compatibility with the University of Pittsburgh's strategic plan, "Plan for Pitt," its efficacy in addressing challenges, and its flexibility to adapt to changing situations. They also discussed other human resource aspects such as employee engagement, talent development, diversity and inclusion, and performance management. The OHRLT encouraged every employee to share their honest opinions and inquiries about the strategic plan, and participants were also invited to share their observations, experiences, suggestions, and areas for department improvement. It was important for everyone to feel heard, and these sessions helped promote transparency.
Ten (10) strategy sessions were held, open to all Pittsburgh, Greensburg, Johnstown, and Bradford employees. The primary objective of these sessions was to provide a relaxed, informal setting for employees to share feedback and discuss assorted topics. Three hundred twenty-five employees (325) participated in these sessions in person or virtually. Although, there was no formal mechanism at these sessions for anonymous feedback, participants were given the option to set up one-on-one confidential meetings with the Director of Strategic Initiative at OHR to discuss any relevant topics or concerns they were not comfortable discussing in a larger setting.
These strategy sessions provided a unique opportunity to engage stakeholders, gather diverse perspectives, and enrich the strategic planning process. After collecting feedback, OHRLT conducted a thorough analysis to identify patterns, common themes, and areas of consensus or divergence. The evaluation results were compiled into a comprehensive report summarizing the key findings. This report highlights the strengths and areas for improvement, providing actionable insights to help make strategic plan adjustments.
*Strategic Plan Priorities
1. EDI&A (Equity, Diversity, Inclusion, Accessibility) Partnerships and Initiatives
2. Employee Experience and Engagement
3. HR Community and Capability
4. Process Efficiency and Customer Service
A copy of the report can be found in “Additional documentation to support the submission” section of this credit.
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation:
1. Campus Climate Survey administered by the Office of Equity, Diversity, and Inclusion (OEDI)
The University will conduct further focus groups to better understand the experiences of those demographic groups with markedly different experiences on campus. Based on survey results and those focus groups, an action plan will be developed to address areas of need specifically. Additionally, the University continues to employ initiatives and programming to further improve diversity, equity, and inclusion on campus that are informed by survey results. These include:
• Diversity and Inclusion Certificate Program – A faculty and staff training program designed to reinforce the University’s core values of diversity and inclusion through six (6) introductory workshops open to all faculty and staff. The workshops address individual behaviors and University policies that can impact an environment of opportunity and success for all University community members.
• The Equity, Diversity, Inclusion, and Accessibility (EDIA) Steering Committee- The EDIA Steering Committee functions as a cross-university strategy group to support the delivery of enterprise-wide diversity, equity, inclusion, and accessibility strategies. Appointed individuals and diversity officers support this body in working to deliver, develop, and expand relevant strategic initiatives to progress institutional change to advance equity. This body utilizes a committee structure with relevant workgroups, and participants support the execution of EDIA strategies identified in the Plan for Pitt. Additionally, this body provides relevant professional development opportunities to strengthen the professional competency skills of Pitt’s diversity leaders.
• Inclusion Network - The Inclusion Network serves as the University of Pittsburgh’s diversity, equity, and inclusion (DEI) community of practice. The Network was developed to leverage personal, professional, and technical expertise and interest to progress University-wide strategies, initiatives, and resources that advance the University’s strategic DEI goals.
• Prevention at Pitt - The Sexual Violence Prevention and Education Office works to promote ongoing dialogues with faculty, staff, and students around issues of consent, bystander intervention, harassment, and healthy relationships with the goal of eradicating sexual misconduct on Pitt’s campus.
Pitt encourages all members of campus to be involved with these initiatives.
2.The Office of Human Resources (OHR) conducted informal strategy sessions for the 2023 – 2028 Strategic Plan 5-year priorities as a continuation of the 2018 -2020 Shaping the Workplace initiative.
OHR thoroughly evaluated their strategic plan's tactical actions. They used valuable insights to make informed adjustments and ensure the plan remained dynamic and responsive to organizational needs and external factors. The Office of Human Resources Leadership Team (OHRLT), worked collaboratively to identify strategies to address weaknesses, build on strengths, and refine the strategic plan for enhanced effectiveness.
A core component of any strategic plan is the foundational elements. As part of the planning work completed by OHRLT, they first defined what they know to be vital (e.g., foundational work). They had the choice of designing a strategy in which they could either:
1. Design actions and processes that deal with past issues.
2. Create conditions that move them forward and future focus.
3. Offer something of gravity that will attract and hold the attention of OHR’s efforts.
The foundational elements arise from questions and considerations during the strategy crafting process. As a result, OHR's 2023-2028 strategic plan theme, actions, and tactics are outlined below.
• Strategic Plan Theme: Strategic Foundational Development. Strategic foundations are the core practices and standards that should be in place before implementing future projects. Without these foundations, future actions may not be successful. Developing the necessary tools, systems, processes, and best practices to prepare OHR staff to anticipate and proactively address internal and external changes will become imperative.
• Strategic Plan Priorities, Mission Statements, and Actions
EDI&A Partnerships and Initiatives: Our mission is to cultivate a fair, diverse, and inclusive partnership. We hold in high esteem and honor the distinct viewpoints and contributions of each person involved. Our joint efforts with the Office of Equity, Diversity, and Inclusion are focused on establishing a space where all feel empowered, included, and have equal chances to excel. OHR will continue its support of an environment where everyone can flourish, grow, and contribute their unique talents and insights to achieve Pitt's shared success. Initiatives include:
1. Develop a collaborative partnership with OEDI on strategic EDI&A initiatives.
2. Strengthen diversity and inclusion by attracting and retaining diverse candidates and communicating Pittsburgh's Dedication to Equity, Diversity, Inclusion, and Accessibility.
3. Create a diverse total benefits package accessible to all individuals from all stages of life.
Employee Experience and Engagement: Our mission is to create an exceptional employee experience and foster high levels of engagement. We will cultivate a thriving and productive work environment by prioritizing our employees' well-being, growth, and satisfaction. Pitt is dedicated to continuously listening, adapting, and investing in our employees' well-being, knowing that their success is the foundation of our collective success. Initiatives include:
1. Continued implementation of Compensation Modernization
2. Expand and sustain our leading-edge benefit and wellness options.
HR Community and Capability: Our mission is to cultivate a vibrant and collaborative HR community while advancing the capabilities of our HR professionals. We aim to create an environment where HR practitioners connect, learn, and inspire one another to excel in their roles. By fostering a sense of belonging and promoting knowledge-sharing, we strive to strengthen our collective expertise and elevate the impact of HR within the University of Pittsburgh. Initiatives include:
1. Serve as a strategic thought partner and advisor across the University.
2. Strengthen the Pitt’s HR community by expanding its customer service presence across campus.
3. Strive for continual improvement through the implementation of customer service surveys.
Process Efficiency and Customer Service: OHR’s mission is to consistently improve process efficiency and provide exceptional customer service. They strive to analyze, refine, and optimize their internal processes to achieve operational excellence. OHR focuses on understanding and anticipating customer needs, exceeding expectations, and creating memorable experiences through a customer-centric approach, proactive communication, and building solid relationships. With the aim to foster loyalty and customer satisfaction for the University of Pittsburgh. Initiatives include:
1. Implement systemic and root-cause solutions to improve efficiency and effectiveness.
2. Enhancement of OHR Technologies and Systems
3. Continued enhancements of HRSS
The University will conduct further focus groups to better understand the experiences of those demographic groups with markedly different experiences on campus. Based on survey results and those focus groups, an action plan will be developed to address areas of need specifically. Additionally, the University continues to employ initiatives and programming to further improve diversity, equity, and inclusion on campus that are informed by survey results. These include:
• Diversity and Inclusion Certificate Program – A faculty and staff training program designed to reinforce the University’s core values of diversity and inclusion through six (6) introductory workshops open to all faculty and staff. The workshops address individual behaviors and University policies that can impact an environment of opportunity and success for all University community members.
• The Equity, Diversity, Inclusion, and Accessibility (EDIA) Steering Committee- The EDIA Steering Committee functions as a cross-university strategy group to support the delivery of enterprise-wide diversity, equity, inclusion, and accessibility strategies. Appointed individuals and diversity officers support this body in working to deliver, develop, and expand relevant strategic initiatives to progress institutional change to advance equity. This body utilizes a committee structure with relevant workgroups, and participants support the execution of EDIA strategies identified in the Plan for Pitt. Additionally, this body provides relevant professional development opportunities to strengthen the professional competency skills of Pitt’s diversity leaders.
• Inclusion Network - The Inclusion Network serves as the University of Pittsburgh’s diversity, equity, and inclusion (DEI) community of practice. The Network was developed to leverage personal, professional, and technical expertise and interest to progress University-wide strategies, initiatives, and resources that advance the University’s strategic DEI goals.
• Prevention at Pitt - The Sexual Violence Prevention and Education Office works to promote ongoing dialogues with faculty, staff, and students around issues of consent, bystander intervention, harassment, and healthy relationships with the goal of eradicating sexual misconduct on Pitt’s campus.
Pitt encourages all members of campus to be involved with these initiatives.
2.The Office of Human Resources (OHR) conducted informal strategy sessions for the 2023 – 2028 Strategic Plan 5-year priorities as a continuation of the 2018 -2020 Shaping the Workplace initiative.
OHR thoroughly evaluated their strategic plan's tactical actions. They used valuable insights to make informed adjustments and ensure the plan remained dynamic and responsive to organizational needs and external factors. The Office of Human Resources Leadership Team (OHRLT), worked collaboratively to identify strategies to address weaknesses, build on strengths, and refine the strategic plan for enhanced effectiveness.
A core component of any strategic plan is the foundational elements. As part of the planning work completed by OHRLT, they first defined what they know to be vital (e.g., foundational work). They had the choice of designing a strategy in which they could either:
1. Design actions and processes that deal with past issues.
2. Create conditions that move them forward and future focus.
3. Offer something of gravity that will attract and hold the attention of OHR’s efforts.
The foundational elements arise from questions and considerations during the strategy crafting process. As a result, OHR's 2023-2028 strategic plan theme, actions, and tactics are outlined below.
• Strategic Plan Theme: Strategic Foundational Development. Strategic foundations are the core practices and standards that should be in place before implementing future projects. Without these foundations, future actions may not be successful. Developing the necessary tools, systems, processes, and best practices to prepare OHR staff to anticipate and proactively address internal and external changes will become imperative.
• Strategic Plan Priorities, Mission Statements, and Actions
EDI&A Partnerships and Initiatives: Our mission is to cultivate a fair, diverse, and inclusive partnership. We hold in high esteem and honor the distinct viewpoints and contributions of each person involved. Our joint efforts with the Office of Equity, Diversity, and Inclusion are focused on establishing a space where all feel empowered, included, and have equal chances to excel. OHR will continue its support of an environment where everyone can flourish, grow, and contribute their unique talents and insights to achieve Pitt's shared success. Initiatives include:
1. Develop a collaborative partnership with OEDI on strategic EDI&A initiatives.
2. Strengthen diversity and inclusion by attracting and retaining diverse candidates and communicating Pittsburgh's Dedication to Equity, Diversity, Inclusion, and Accessibility.
3. Create a diverse total benefits package accessible to all individuals from all stages of life.
Employee Experience and Engagement: Our mission is to create an exceptional employee experience and foster high levels of engagement. We will cultivate a thriving and productive work environment by prioritizing our employees' well-being, growth, and satisfaction. Pitt is dedicated to continuously listening, adapting, and investing in our employees' well-being, knowing that their success is the foundation of our collective success. Initiatives include:
1. Continued implementation of Compensation Modernization
2. Expand and sustain our leading-edge benefit and wellness options.
HR Community and Capability: Our mission is to cultivate a vibrant and collaborative HR community while advancing the capabilities of our HR professionals. We aim to create an environment where HR practitioners connect, learn, and inspire one another to excel in their roles. By fostering a sense of belonging and promoting knowledge-sharing, we strive to strengthen our collective expertise and elevate the impact of HR within the University of Pittsburgh. Initiatives include:
1. Serve as a strategic thought partner and advisor across the University.
2. Strengthen the Pitt’s HR community by expanding its customer service presence across campus.
3. Strive for continual improvement through the implementation of customer service surveys.
Process Efficiency and Customer Service: OHR’s mission is to consistently improve process efficiency and provide exceptional customer service. They strive to analyze, refine, and optimize their internal processes to achieve operational excellence. OHR focuses on understanding and anticipating customer needs, exceeding expectations, and creating memorable experiences through a customer-centric approach, proactive communication, and building solid relationships. With the aim to foster loyalty and customer satisfaction for the University of Pittsburgh. Initiatives include:
1. Implement systemic and root-cause solutions to improve efficiency and effectiveness.
2. Enhancement of OHR Technologies and Systems
3. Continued enhancements of HRSS
Optional Fields
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Additional documentation to support the submission:
Data source(s) and notes about the submission:
A public webpage with Campus Climate Survey results is forthcoming on www.diversity.pitt.edu
https://www.utimes.pitt.edu/news/diversity-climate-survey
Public Information about Pitt's Shaping the Workplace initiative: https://www.hr.pitt.edu/projects/shaping-workplace
Pitt OHR Shaping the Workplace (internal Sharepoint site): https://pitt.sharepoint.com/sites/human-resources/shaping-workplace/SitePages/Home.aspx
https://www.utimes.pitt.edu/news/diversity-climate-survey
Public Information about Pitt's Shaping the Workplace initiative: https://www.hr.pitt.edu/projects/shaping-workplace
Pitt OHR Shaping the Workplace (internal Sharepoint site): https://pitt.sharepoint.com/sites/human-resources/shaping-workplace/SitePages/Home.aspx
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.