University of Virginia. Human Resources Restructuring Survey APPENDICES A-G THE CENTER FOR SURVEY RESEARCH. Prepared by:

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1 University of Virginia Human Resources Restructuring Survey APPENDICES A-G Prepared by: THE CENTER FOR SURVEY RESEARCH David E. Hartman. Ph.D. Principal Investigator Abdoulaye Diop, Ph.D. Senior Research Analyst Thomas M. Guterbock, Ph.D. Director Deborah L. Rexrode, M.A. Research Analyst University of Virginia WELDON COOPER CENTER FOR PUBLIC SERVICE University of Virginia

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3 APPENDIX A QUESTIONNAIRE

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5 Conducted by: Center for Survey Research University of Virginia Charlottesville, Virginia HUMAN RESOURCES RESTRUCTURING SURVEY INSTRUCTIONS TO EMPLOYEES: This survey is intended for all salaried staff, staff supervisors, and faculty who supervise staff. The survey is an opportunity for you to share your opinions regarding the restructuring of the University human resources policies and procedures. Your candid responses are important. If there is any question you are unable to answer or don t feel comfortable answering, just skip it and go to the next question. YOUR RESPONSES TO THIS QUESTIONNAIRE ARE ANONYMOUS. Individual answers to the demographic questions in this questionnaire will be kept confidential at the UVa Center for Survey Research (CSR), so that it will not be possible for anyone else at the University to identify an individual indirectly from their descriptions of themselves. Your participation in this survey is very important to the university. The results of the survey will be analyzed by the Center for Survey Research and will be shared as a summary report to the University administration and the various committees and teams that will be assisting in the design of the human resource system for University staff. Summary results will also be communicated to employees. The survey should take about minutes to complete. We have provided space for you to comment freely on the key issues. These optional comment questions are at the very end of the survey, so that you will be able to move through the structured questions without delay. What is Human Resources Restructuring? What was once Charter Reform has become the Restructured Higher Education Financial and Administrative Operations Act. There have been significant changes along the way. The most significant change was that current Classified employees now have the opportunity to remain Classified staff. The Act was passed by the Commonwealth of Virginia in 2005, and the University now has the authority to change or restructure its compensation and performance management plan and its human resources policies and procedures. A-1

6 PART A: JOB CLASSIFICATION The first set of questions is about your job at the University. (Circle the number of your response.) A1. In what year did you start your current period of continuous salaried employment with the University of Virginia? (Do not include prior salaried Health System employment.) Please write in the year. 8 Don t know/can t recall A2. Did you start your current period of continuous salaried employment with the University of Virginia before 7/1/06? (Circle one response only.) 1 Yes 2 No 8 Don t know/can t recall A3. Are you a supervisor of staff? In other words, is it part of your job responsibility to conduct and sign official performance evaluations? (Circle one response only.) 1 Yes 2 No 8 Don t know A4. Are you a faculty member? (Circle one response only.) 1 Yes 2 No 8 Don t know A5. What type of faculty position do you have? (Circle one response only.) 1 Administrative and Professional 2 Teaching and Research A6. To summarize your answers to A3 and A4, which of these best describes you? 1 Faculty, Supervisor 2 Faculty, Not a supervisor 3 Salaried staff, Supervisor 4 Salaried staff, Not a supervisor IF YOU ARE FACULTY AND NOT A SUPERVISOR OF SALARIED STAFF, PLEASE STOP HERE. A-2

7 PART B: AWARENESS This set of questions is about your awareness of the University s authority to restructure its human resources system. B1. In general, how aware are you of the University s authority to restructure the human resources policies and procedures for University staff. (Circle one response only.) 1 Very aware 2 Somewhat aware 3 Slightly aware 4 Never heard of it before today B2. Have you seen or heard any information about Human Resources Restructuring? (Circle one response only.) 1 Yes 2 No 3 Not sure B3. From what source(s) have you seen or heard about Human Resources Restructuring? (Check all that apply.) 1 The University s web site on Human Resources Restructuring 2 Other University communications (newsletters, announcements, meetings) 3 My supervisor or manager 4 My colleagues or co-workers 5 The grapevine 6 University or student newspaper (electronic or print) 7 News media (Local newspaper, television, radio) 8 Presentation or meeting 9 Other (Please specify) A-3

8 The following statements are facts about Human Resources Restructuring. Did you know that Facts I knew that I didn t know that Decline to answer B4. The Virginia Retirement System will not be affected by Human Resources Restructuring B5. The current health insurance plan will not be affected by Human Resources Restructuring B6. The current grievance policies for all staff will not be affected by Human Resources Restructuring B7. The University now has two human resources systems for staff: the Classified staff system and the University staff system (Employees hired on or after 7/1/06 are University staff) B8. The two human resources systems currently have essentially identical policies and procedures B9. The University staff system s policies and procedures will be governed by the Board of Visitors and may change under Human Resources Restructuring B10. The Classified staff system s policies and procedures will still be governed by the state and will not change based on Human Resources Restructuring B11. Classified staff (employees hired before July 1, 2006) will have a choice to switch to the University staff system at least every two years B12. Classified staff who choose to switch to the University staff system will not be permitted to switch back to the Classified staff system A-4

9 PART C: PERFORMANCE EVALUATION FOR ALL STAFF INCLUDING STAFF SUPERVISORS (FACULTY SKIP TO SECTION E, PAGE 9) This set of questions is about how performance is evaluated and recognized at the University. Performance Planning Program refers to the processes and forms for setting goals and expectations, including establishing learning and development objectives. Performance Evaluation Program refers to processes and forms used for providing coaching and ongoing feedback from supervisors and the annual evaluation process. Please indicate how much you agree or disagree with the following statements. Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know/ NA C1. I know what is expected of me in my job. C2. I receive regular feedback on my performance from my supervisor. C3. I have a clear understanding of how my performance is evaluated C4. I know what I need to do to achieve high performance ratings in my job. C5. My performance reviews help me know how well I am doing in my job. C6. My performance reviews help me know how I can improve in my job. C7. As an employee, I have the opportunity to provide input into my performance goals and evaluation A-5

10 Please indicate how much you agree or disagree with the following statements. Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know/ NA C8. Our performance planning and evaluation program helps me identify what skills I need to develop to be effective in my current job. C9. Our performance planning and evaluation program helps me identify what skills I need to advance. C10. My contribution is recognized within my department. C11. My performance has made a difference in my pay Please answer the following questions. Question C12. Overall, how would you rate the university s performance planning program? C13. Overall, how would you rate the university s performance evaluation program? Excellent Very Good Good Fair Poor A-6

11 PART D: RELATIVE PERFORMANCE EVALUATION FOR ALL STAFF INCLUDING STAFF SUPERVISORS (FACULTY SKIP TO SECTION E, PAGE 9) As we consider making changes to the system, please rate how important each of the factors in the table below should be in a performance evaluation system and performance planning system. Performance Planning Program refers to the processes and forms for setting goals and expectations, including establishing learning and development objectives. Performance Evaluation Program refers to processes and forms used for providing coaching and ongoing feedback from supervisors and the annual evaluation process. How important should each of the following factors be? Future Factor Very Important Important Somewhat Important Not Important Don t Know D1. Knowing what is expected of me in my job. D2. Receiving clear goals and objectives. D3. Receiving regular feedback on my performance from my supervisor. D4. Knowing what it takes to achieve high ratings in my job performance. D5. Knowing how well I am doing. D6. Helping me to identify what skills I need to develop. D7. Helping me identify what skills I need to advance. D8. Possessing a clear understanding of how performance is evaluated A-7

12 How important should each of the following factors be? Future Factor Very Important Important Somewhat Important Not Important Don t Know D9. My supervisor recognizing my contribution. D10. My department recognizing my contribution. D11. The University recognizing my contribution D12. Are there any other factors that you think should be important in determining an employee s performance? 1 Yes 2 No D13. Below you may enter up to three other factors that you think should be important in determining an employee s performance. A-8

13 PART E: PERFORMANCE MANAGEMENT SYSTEM FOR ALL SUPERVISORS (STAFF WHO ARE NOT SUPERVISORS, SKIP TO SECTION F, PAGE 11) Please indicate how much you, as a supervisor of staff, agree or disagree with the following statements about the current performance management system. Performance Planning Program refers to the processes and forms for setting goals and expectations, including establishing learning and development objectives. Performance Evaluation Program refers to processes and forms used for providing coaching and ongoing feedback from supervisors and the annual evaluation process Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know E1. The performance planning program helps me to be effective in setting and communicating expectations that are clear and realistically achievable. E2. The performance evaluation program helps me to be effective in assessing performance. E3. The performance planning and evaluation program encourages achievement. E4. The three-point rating scale (Extraordinary Contributor, Contributor, Below Contributor) is effective in distinguishing various levels of performance. E5. The performance planning and evaluation program helps me to be effective in motivating employees toward excellent performance. E6. The performance evaluation program helps me to give effective, clear feedback A-9

14 Please continue to indicate how much you, as a supervisor of staff, agree or disagree with the following statements about the current performance management system. Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know E7. The performance planning and evaluation program helps me to identify skills required for employees to be effective in their jobs. E8. The performance planning and evaluation program helps me to identify employee development needs for growth and advancement. E9. The performance evaluation program provides the tools necessary to address performance issues. E10. The standards of conduct policy provides the tools and procedures I need to address problems with employee conduct and behavior A-10

15 PART F: YOUR COMPENSATION FOR ALL STAFF INCLUDING STAFF SUPERVISORS (FACULTY SKIP TO SECTION G, PAGE 13) This set of questions is about your compensation. Please indicate how much you agree or disagree with the following statements. Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know/ NA F1. I was paid appropriately when I started working at the University in a salaried position. F2. I understand how my pay is determined. F3. My pay has increased in line with the changes in levels of my responsibility. F4. The University s current policies and procedures for determining staff pay are effective. F5. I do not have to change jobs within the University to get a meaningful pay increase. F6. I do not have to take a job outside of the University to get a meaningful pay increase. F7. I know where to get answers to my questions regarding pay F8. My supervisor has the opportunity to provide input into my pay A-11

16 Please indicate how much you agree or disagree with the following statements. Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know/ NA F9. My pay level is comparable with other employees in similar jobs within the University. F10. My pay level is comparable with employees in similar jobs outside of the University. F11. I would like to work in a place that provides an opportunity to get pay increases based on performance. F12. I would be willing to participate in a system that resulted in lower performers being paid less than the state increase Please answer the following question. Question Excellent Very Good Good Fair Poor F13. Overall, how would you rate the University s compensation program for staff? A-12

17 PART G: STAFF COMPENSATION SYSTEM FOR ALL SUPERVISORS (STAFF WHO ARE NOT SUPERVISORS, SKIP TO SECTION H, PAGE 15) This set of questions is about the compensation program for staff. Please indicate how much you agree or disagree with the following statements about the compensation program for staff. Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know/ NA G1. The University s compensation program is effective in attracting and hiring quality employees. G2. The University s compensation program is effective in motivating and retaining quality employees. G3. My department is able to provide the funding to attract and hire quality employees. G4. My department is able to provide the funding to motivate and retain quality employees. G5. I have input into how my employees pay is determined. G6. I can answer my employees questions regarding how their pay is determined. G7. I have been able to reward my employees through their pay. G8. I have been able to comparably compensate my employees relative to other departments in the University A-13

18 Please indicate how much you agree or disagree with the following statements about the compensation program for staff. Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know/ NA G9. I have been able to comparably compensate my employees relative to organizations outside the University. G10. I would support a compensation program that allows me to recommend pay increases based on employee performance A-14

19 PART H: RELATIVE IMPORTANCE OF FACTORS DETERMINING A STAFF EMPLOYEE S PAY Please rate how important you think each of the following factors is currently in determining a staff employee s pay. Current Factors H1. Education and Training: Education and training of the employee directly related to the job H2. Experience: Total job related experience of the employee H3. Skills and Abilities: Skills and abilities of the employee directly related to the job H4. Duties and Responsibilities: Primary duties and responsibilities of the employee s job H5. Performance: How the employee performs his/her duties and responsibilities H6. Department Equity: Pay levels of employees in similar jobs within the department H7. University Equity: Pay levels of employees in similar jobs across the University H8. External Equity - Local: Pay levels of employees in similar jobs outside the University in the local market H9. External Equity Regional/National: Pay levels of employees in similar jobs outside the University in the national market H10. Pay History: How often the employee s pay has been adjusted in a specified period of time H11. Length of Service: How many years the employee has been with the University or any other state agency Very Important Important Somewhat Important Not Important Don t Know A-15

20 H12. Are there any other factors that you think are important in determining a staff employee s pay? 1 Yes 2 No H13. Below you may enter up to three other factors that you think should be important in determining a staff employee s pay. A-16

21 PART I: RELATIVE IMPORTANCE OF PAY DETERMINANTS As we consider making changes to the system, please rate how important each of the following factors should be in determining an employee s pay level. Future Factors Very Important Important Somewhat Important Not Important Don t Know I1. Education and Training: Education and training of the employee directly related to the job I2. Experience: Total job related experience of the employee I3. Skills and Abilities: Skills and abilities of the employee directly related to the job I4. Duties and Responsibilities: Primary duties and responsibilities of the employee s job I5. Performance: How the employee performs his/her duties and responsibilities I6. Department Equity: Pay levels of employees in similar jobs within the department I7. University Equity: Pay levels of employees in similar jobs across the University I8. External Equity - Local: Pay levels of employees in similar jobs outside the University in the local market I9. External Equity Regional/National: Pay levels of employees in similar jobs outside the University in the national market I10. Pay History: How often the employee s pay has been adjusted in a specified period of time I11. Length of Service: How many years the employee has been with the University or any other state agency A-17

22 I12. Are there any other factors that you think should be important in determining an employee s pay level? 1 Yes 2 No I13. Please enter below up to three other factors that you think should be important in determining an employee s pay level. A-18

23 PART J: EMPLOYEE LEAVE BENEFITS FOR ALL STAFF INCLUDING STAFF SUPERVISORS (FACULTY SKIP TO SECTION K, PAGE 20) Please indicate how much you agree or disagree with the following statements about your leave benefits. Employee Leave Benefits includes Virginia Sickness and Disability Program, the state s traditional Sick Leave Accrual Plan, Annual Leave, Compensatory Leave, Holidays, Short Term Disability and Family Personal Leave. Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know / NA J1. The state s paid leave policies are easy to understand. J2. The state s paid leave benefits meet my needs. J3. The state s paid leave benefits are sufficiently flexible. J4. The state s paid leave benefits are competitive relative to organizations outside the University Question Excellent Very Good Good Fair Poor J5. Overall, how would you rate the state s leave benefits A-19

24 PART K: STAFF LEAVE BENEFITS FOR ALL SUPERVISORS (STAFF WHO ARE NOT SUPERVISORS, SKIP TO SECTION L, PAGE 21) As a supervisor of staff, please indicate how much you agree or disagree with the following statements about your staff employees leave benefits. Employee Leave Benefits includes Virginia Sickness and Disability Program, the state s traditional Sick Leave Accrual Plan, Annual Leave, Compensatory Leave, Holidays, Short Term Disability and Family Personal Leave. Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know / NA K1. The state s paid leave policies are easy for my employees to understand. K2. The state s paid leave benefits meet the needs of my department. K3. The state s paid leave benefits meet the needs of my employees. K4. The state s paid leave benefits are sufficiently flexible. K5. The state s paid leave benefits are competitive relative to organizations outside the University Question Excellent Very Good Good Fair Poor K6. Overall, how would you rate your staff employees state leave benefits? A-20

25 PART L: RELATIVE IMPORTANCE OF PAY, BENEFITS, AND WORK LIFE FOR YOU FOR ALL STAFF INCLUDING STAFF SUPERVISORS (FACULTY SKIP TO SECTION M, PAGE 23) Please rate the importance of each of the following factors in your continued employment with the University Factor Very Important Important Somewhat Important Not Important Don t Know L1. Leave benefits L2. Health insurance L3. Virginia Retirement benefits L4. Opportunities for additional responsibilities L5. Opportunities for pay increases L6. Opportunities to learn new skills L7. Reputation of the University as an employer L8. Job security L9. Work scheduling that meets my lifestyle requirements L10. Relationships with coworkers L11. Relationships with supervisors L12. Understanding how my job supports the vision, mission and values of the University L13. Tuition benefits for employees who want to take courses A-21

26 Factor L14. Overall, how important were the above factors in your decision to accept employment with the University? L15. Overall, how important were the above factors in your decision to continue your employment with the University? Very Important Important Somewhat Important Not Important Don t Know A-22

27 PART M: RELATIVE IMPORTANCE OF PAY, BENEFITS, AND WORK LIFE FOR EMPLOYEES FOR ALL SUPERVISORS (STAFF WHO ARE NOT SUPERVISORS, SKIP TO SECTION O, PAGE 26) As a supervisor of staff, please rate how important each of the following factors is in attracting, motivating and retaining employees of the University. Factor Very Important Important Somewhat Important Not Important Don t Know M1. Leave benefits M2. Health insurance M3. Virginia Retirement benefits M4. Opportunities for additional responsibilities M5. Opportunities for pay increases M6. Opportunities to learn new skills M7. Reputation of the University as an employer M8. Job security M9. Work scheduling that meets their lifestyle requirements M10. Relationships with coworkers M11. Relationships with supervisors M12. Understanding how their job supports the vision, mission and values of the University M13. Tuition benefits for employees who want to take courses A-23

28 Factor M14. Overall, how important were the above factors in attracting your employees to the University? M15. Overall, how important are the above factors in retaining your employees with the University? Very Important Important Somewhat Important Not Important Don t Know A-24

29 PART N: UNIVERSITY STAFF AND CLASSIFIED STAFF SYSTEMS FOR ALL SUPERVISORS (STAFF WHO ARE NOT SUPERVISORS, SKIP TO SECTION O, PAGE 26) Please indicate how much you agree or disagree with the following statements about managing two different systems. Statement Strongly Agree Agree Neutral Disagree Strongly Disagree Don t Know / NA N1. The potential benefits of creating a new University Staff Performance Planning and Evaluation System will outweigh the complexities of managing the two different programs. N2. The potential benefits of creating new University Staff compensation programs will outweigh the complexities of managing the two different programs. N3. The potential benefits of creating new University Staff Leave Benefit policies will outweigh the complexities of managing the two different sets of policies. N4. The potential benefits of creating new University Staff workplace policies, such as Standards of Conduct and discipline, will outweigh the complexities of managing the two different programs. N5. Overall, the potential benefits of creating a new University Staff System will outweigh the complexities of managing the two human resource systems A-25

30 PART O: OVERALL RATINGS O1. Overall, how would you rate the current staff human resources system? 1 Excellent 2 Very good 3 Good 4 Fair 5 Poor 8 Don t know O2. Overall, how would you rate the University as a place for staff to work? 1 Excellent 2 Very good 3 Good 4 Fair 5 Poor 8 Don t know O3. I would recommend the University to my friends and family as a place to work. (Not asked of faculty.) 1 Strongly agree 2 Agree 3 Neutral 4 Disagree 5 Strongly disagree 8 Don t know A-26

31 PART P: DEMOGRAPHICS The following questions are for statistical purposes only. CSR will not share individual responses to these questions with the University. We will make sure that there are always enough people in each grouping so that no individual can be identified. The optional comment questions about restructuring will appear at the end of this section. P1. Staff - Please select the occupational area that best describes your job at the university. Supervisors Please select the occupational area that best describes the area you supervise. Faculty Skip to question P2. (Circle only one response) 1 Administrative and office support; education and program support; academic or fiscal support 2 Business, budget, financial, accounting, and audit operations 3 General administration, including human resources, facilities and property management, and procurement operations 4 Student services and programs, including admissions, financial aid, athletics, recreation, and other student support programs 5 Library services 6 Public relations and marketing; communications; media and production services 7 Architecture and engineering services 8 Information technology, telecommunications, computer operations, electronics, or engineering technology 9 Medical, dental, pharmaceutical, counseling and psychological services, or health care services 10 Law enforcement, emergency services, or security services 11 Agricultural, natural resources, and environmental sciences and support 12 Laboratory and research services; veterinary technicians or specialists 13 Building and grounds maintenance; housekeeping; installation and repairs; skilled trades and utilities 14 Food preparation and serving related 15 Support operations (stores and warehousing, printing, mail, transportation operations) 16 Other (Please specify) 17 Don t know/decline to answer A-27

32 P2. Please select the category that best represents your annual pay or hourly pay rate at the University. Annual Pay Hourly Rate 1 $25,000 or less $12.00 or less 2 $25,100 to $50,000 $12.01 to $ $50,100 to $75,000 $24.01 to $ $75,100 to $100,000 $36.01 to $ Greater than $100,000 Greater than $ Don t know/decline to answer P3. Which state leave and disability plan are you enrolled in: the current Virginia Sickness and Disability Program (VSDP) or the state s traditional sick leave accrual plan? 1 Virginia Sickness and Disability Program (VSDP) 2 State s traditional sick leave accrual plan (Not available to those hired after 1/1/99) 8 Don t know/decline to answer P4. Do you provide input into performance evaluations for the people you supervise? 1 Yes 2 No 8 Don t know/decline to answer P5. Do you sign performance evaluations as a Supervisor? 1 Yes 2 No 8 Don t know/decline to answer P6. Do you sign performance evaluations as a Reviewer? 1 Yes 2 No 8 Don t know/decline to answer A-28

33 P7. Please select the academic or administrative area in which you work. 1 UVA College at Wise 2 College and Graduate School of Arts and Sciences 3 Continuing and Professional Studies 4 Curry School of Education 5 Darden Graduate School of Business Administration 6 McIntire School of Commerce 7 School of Architecture 8 School of Engineering and Applied Science 9 School of Law 10 School of Medicine 11 School of Nursing 12 President s Office (includes: Major events, BOV office, Miller Center, Diversity Office, EOP, General Counsel, VA Quarterly Review, Health Policy Center, Federal relations, Executive Tech Support) 13 Executive VP/COO (includes Police Department, Audit Department) 14 VP for Development & Public Affairs (includes University Relations, Development) 15 VP for Management and Budget (Budget office, Facilities Management, Procurement, Leadership Development, Space and Real Estate, State Governmental Relations) 16 VP for Finance (Business Operations, Comptroller, Human Resources, ISDS, OSP Sponsored Programs. Risk Management) 17 VP for Student Affairs (Dean of Students, African American Affairs, Residence Life, Student Health, Career Services, WTJU) 18 VP/CIO (Information Technology and Communications [ITC]) 19 VP for Research (includes Environmental Health and Safety, DMED Comparative Medicine) 20 VP & Provost (Provost s staff, Undergraduate Admissions, Va Foundation for the Humanities, Center for Liberal Arts, Center for Politics, Cooper Center for Public Service, Center for Advanced Studies, IATH, Center for Undergraduate Excellence, Planning and Evaluation) 21 Other Vice Provosts and Associate Provosts (includes VP s and AP s for Management, International Affairs, Institutional Advancement, Faculty Advancement, Academic Support) 22 UVa Library 23 Athletics Department 24 Other (specify 25 Don t know/not sure/decline to answer A-29

34 P8. How long have you worked as a salaried employee of the State of Virginia, including any time at other state agencies? 1 More than 15 years 2 8 to 15 years 3 5 to 7 years 4 2 to 4 years 5 At least one year but less than 2 years 6 Less than one year 7 Don t know/decline to answer P9. Please indicate your educational level. 1 Graduate or professional degree 2 Earned a 4-year college degree 3 Completed a 2-year degree or technical school 4 Completed a trade school program 5 Some college, but no degree 6 High School or GED 7 Less than High School 8 Other (specify) 9 Don t know/decline to answer P10. Are you? 1 Male 2 Female P11. What would be your primary ethnic or racial affiliation? 1 American Indian or Alaska Native (Not Hispanic or Latino). A person having origins in any of the original people of North and South America (including Central America), and who maintains tribal affiliation or community attachment. 2 Asian (Not Hispanic or Latino). A person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand and Vietnam. 3 Black or African American (Not Hispanic or Latino). A person having origins in any of the black racial groups of Africa. 4 Hispanic or Latino. A person of Cuban, Mexican, Puerto Rican, South or Central American, or other Spanish culture or origin, regardless of race. 5 Native Hawaiian/other Pacific Islander (Not Hispanic or Latino). A person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands. 6 Two or more races (Not Hispanic or Latino). 7 White (Not Hispanic or Latino). A person having origins in any of the peoples of Europe, the Middle East, or North Africa. A-30

35 PART Q: FURTHER COMMENTS Q1. What changes would you like to see in performance planning and evaluation in a new University staff human resources system? What features would you like to keep? Q2. What changes would you like to see in the compensation program in a new University staff human resources system? What features would you like to keep? Q3. Other than what you have already mentioned, what kinds of policies and programs would you like to see implemented in a new University staff human resources system? (Reminder: Health insurance and retirement benefits are not open to change under Human Resources Restructuring.) Your participation is critical to the success of this initiative. Thank you for taking the time to complete this important questionnaire! A-31

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37 APPENDIX B DEMOGRAPHICS

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39 DEMOGRAPHICS Table B-1 P1. Occupational Area Frequency Percent Administrative and office support; education and program support; academic or fiscal support Business, budget, financial, accounting, and audit operations General administration, including human resources, facilities and property management, and procurement operations Student services and programs, including admissions, financial aid, athletics, recreation, and other student support programs Library services Public relations and marketing; communications; media and production services Architecture and engineering services Information technology, telecommunications, computer operations, electronics, or engineering technology Medical, dental, pharmaceutical, counseling and psychological services, or health care services Law enforcement, emergency services, or security services Agricultural, natural resources, and environmental sciences and support Laboratory and research services; veterinary technicians or specialists Building and grounds maintenance; housekeeping; installation and repairs; skilled trades and utilities Food preparation and serving related Support operations (stores and warehousing, printing, mail, transportation operations) Other Total B-1

40 Table B-2 P2. Annual pay Hourly Rate Frequency Percent $25,000 or less $12.00 or less $25,100 to $50,000 $12.01 to $ $50,100 to $75,000 $24.01 to $ $75,100 to $100,000 $36.01 to $ Greater than $100,000 Greater than Total Table B-3 P3. Which state leave and disability plan are you enrolled in: the current Virginia Sickness and Disability Program (VSDP) or the state s traditional sick leave accrual plan? Frequency Percent Virginia Sickness and Disability Program (VSDP) State s traditional sick leave accrual plan (Not available to those hired after 1/1/99) Total Table B-4 P4. Do you provide input into performance evaluations for the people you supervise? Frequency Percent Yes No Total B-2

41 Table B-5 P5. Do you sign performance evaluations as a Supervisor? Frequency Percent Yes No Total Table B-6 P6. Do you sign performance evaluations as a Reviewer Frequency Percent Yes No Total B-3

42 Table B-7 P7. Academic or administrative area Frequency Percent UVA College at Wise College and Graduate School of Arts and Sciences Continuing and Professional Studies Curry School of Education Darden Graduate School of Business Administration McIntire School of Commerce School of Architecture School of Engineering and Applied Science School of Law School of Medicine School of Nursing President s Office Executive VP/COO VP for Development & Public Affairs VP for Management and Budget VP for Finance VP for Student Affairs VP/CIO VP for Research VP & Provost Other Vice Provosts and Associate Provosts UVa Library Athletics Department Other Total B-4

43 Table B-8 P8. How long have you worked as a salaried employee of the State of Virginia, including any time at other state agencies? Frequency Percent More than 15 years to 15 years to 7 years to 4 years At least one year but less than 2 years Less than one year Total Table B-9 P9. Educational Level Frequency Percent Graduate or professional degree Earned a 4-year college degree Completed a 2-year degree or technical school Completed a trade school program Some college, but no degree High School or GED Less than High School Other Total B-5

44 Table B-10 P10. Gender Frequency Percent Male Female Total Table B-11 P11. Primary ethnic or racial affiliation Frequency Percent American Indian or Alaska Native Asian (Not Hispanic or Latino) Black or African American (Not Hispanic or Latino) Hispanic or Latino Native Hawaiian/other Pacific Islander (Not Hispanic or Latino) White (Not Hispanic or Latino) Other (Two or more races - Not Hispanic or Latino) Total B-6

45 APPENDIX C FREQUENCIES AND MEANS

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47 JOB CLASSIFICATION ALL RESPONDENTS Table C-1 A1. No. of years of continuous salaried employment Frequency Percent 2 years or less years years years years or more Total Table C-2 A2. Did you start your current period of continuous salaried employment with the University of Virginia before 7/1/06? Frequency Percent Yes No Total C-1

48 Table C-3 A5. Type of Faculty Frequency Percent Administrative and Professional Teaching and Research Total Table C-4 A6. Type of Position Frequency Percent Faculty, Supervisor Salaried Staff, Supervisor Salaried Staff, Not a Supervisor Total C-2

49 AWARENESS ALL RESPONDENTS Table C-5 B1. In general, how aware are you of the University s authority to restructure the human resources policies and procedures for University staff. Frequency Percent Very aware Somewhat aware Slightly aware Never heard of it before today Total Table C-6 B2. Have you seen or heard any information about Human Resources Restructuring? Frequency Percent Yes No Total C-3

50 Table C-7 No. of Responses B3. From what source(s) have you seen or heard about Human Resources Restructuring? Frequency Percent No. of Cases The University s web site on Human Resources Restructuring Other University communications (newsletters, announcements, meetings) My supervisor or manager My colleagues or co-workers The grapevine University or student newspaper (electronic or print) News media (Local newspaper, television, radio) Presentation or meeting Other Total C-4

51 Table C-8 Facts I knew that I didn t know that (%) (%) No. Responding B4. The Virginia Retirement System will not be affected by Human Resources Restructuring B5. The current health insurance plan will not be affected by Human Resources Restructuring B6. The current grievance policies for all staff will not be affected by Human Resources Restructuring B7. The University now has two human resources systems for staff: the Classified staff system and the University staff system (Employees hired on or after 7/1/06 are University staff) B8. The two human resources systems currently have essentially identical policies and procedures B9. The University staff system s policies and procedures will be governed by the Board of Visitors and may change under Human Resources Restructuring B10. The Classified staff system s policies and procedures will still be governed by the state and will not change based on Human Resources Restructuring B11. Classified staff (employees hired before July 1, 2006) will have a choice to switch to the University staff system at least every two years B12. Classified staff who choose to switch to the University staff system will not be permitted to switch back to the Classified staff system C-5

52 PERFORMANCE EVALUATION - ALL STAFF AND STAFF SUPERVISORS Table C-9 Statement Strongly Agree Agree Neutral Disagree Strongly Disagree (%) (%) (%) (%) (%) Mean n C1. I know what is expected of me in my job. C2. I receive regular feedback on my performance from my supervisor. C3. I have a clear understanding of how my performance is evaluated C4. I know what I need to do to achieve high performance ratings in my job. C5. My performance reviews help me know how well I am doing in my job. C6. My performance reviews help me know how I can improve in my job. C7. As an employee, I have the opportunity to provide input into my performance goals and evaluation. C8. Our performance planning and evaluation program helps me identify what skills I need to develop to be effective in my current job C-6

53 Table C-9 continued Statement Strongly Agree Agree Neutral Disagree Strongly Disagree (%) (%) (%) (%) (%) Mean n C9. Our performance planning and evaluation program helps me identify what skills I need to advance. C10. My contribution is recognized within my department. C11. My performance has made a difference in my pay Table C-10 Question Excellent Very Good Good Fair Poor (%) (%) (%) (%) (%) Mean n C12. Overall, how would you rate the university s performance planning program? C13. Overall, how would you rate the university s performance evaluation program? C-7

54 RELATIVE PERFORMANCE EVALUATION - STAFF & STAFF SUPERVISORS Table C-11 Future Factor Very Important Important Somewhat Important Not Important (%) (%) (%) (%) Mean n D1. Knowing what is expected of me in my job. D2. Receiving clear goals and objectives. D3. Receiving regular feedback on my performance from my supervisor. D4. Knowing what it takes to achieve high ratings in my job performance. D5. Knowing how well I am doing. D6. Helping me to identify what skills I need to develop. D7. Helping me identify what skills I need to advance. D8. Possessing a clear understanding of how performance is evaluated. D9. My supervisor recognizing my contribution. D10. My department recognizing my contribution. D11. The University recognizing my contribution C-8

55 PERFORMANCE MANAGEMENT SYSTEM ALL SUPERVISORS Table C-12 Statement Strongly Agree Agree Neutral Disagree Strongly Disagree (%) (%) (%) (%) (%) Mean n E1. The performance planning program helps me to be effective in setting and communicating expectations that are clear and realistically achievable. E2. The performance evaluation program helps me to be effective in assessing performance. E3. The performance planning and evaluation program encourages achievement. E4. The three-point rating scale (Extraordinary Contributor, Contributor, Below Contributor) is effective in distinguishing various levels of performance. E5. The performance planning and evaluation program helps me to be effective in motivating employees toward excellent performance. E6. The performance evaluation program helps me to give effective, clear feedback C-9

56 Table C-12 continued Statement Strongly Agree Agree Neutral Disagree Strongly Disagree (%) (%) (%) (%) (%) Mean N E7. The performance planning and evaluation program helps me to identify skills required for employees to be effective in their jobs. E8. The performance planning and evaluation program helps me to identify employee development needs for growth and advancement. E9. The performance evaluation program provides the tools necessary to address performance issues. E10. The standards of conduct policy provides the tools and procedures I need to address problems with employee conduct and behavior C-10

57 YOUR COMPENSATION ALL STAFF AND STAFF SUPERVISORS Table C-13 Statement Strongly Agree Agree Neutral Disagree Strongly Disagree (%) (%) (%) (%) (%) Mean n F1. I was paid appropriately when I started working at the University in a salaried position. F2. I understand how my pay is determined. F3. My pay has increased in line with the changes in levels of my responsibility. F4. The University s current policies and procedures for determining staff pay are effective. F5. I do not have to change jobs within the University to get a meaningful pay increase. F6. I do not have to take a job outside of the University to get a meaningful pay increase. F7. I know where to get answers to my questions regarding pay F8. My supervisor has the opportunity to provide input into my pay C-11

58 Table C-13 continued Statement Strongly Agree Agree Neutral Disagree Strongly Disagree (%) (%) (%) (%) (%) Mean n F9. My pay level is comparable with other employees in similar jobs within the University. F10. My pay level is comparable with employees in similar jobs outside of the University. F11. I would like to work in a place that provides an opportunity to get pay increases based on performance. F12. I would be willing to participate in a system that resulted in lower performers being paid less than the state increase Table C-14 Question Excellent Very Good Good Fair Poor (%) (%) (%) (%) (%) Mean n F13. Overall, how would you rate the University s compensation program for staff? C-12

59 STAFF COMPENSATION SYSTEM ALL SUPERVISORS Table C-15 Statement Strongly Agree Agree Neutral Disagree Strongly Disagree (%) (%) (%) (%) (%) Mean n G1. The University s compensation program is effective in attracting and hiring quality employees. G2. The University s compensation program is effective in motivating and retaining quality employees. G3. My department is able to provide the funding to attract and hire quality employees. G4. My department is able to provide the funding to motivate and retain quality employees. G5. I have input into how my employees pay is determined. G6. I can answer my employees questions regarding how their pay is determined. G7. I have been able to reward my employees through their pay. G8. I have been able to comparably compensate my employees relative to other departments in the University C-13

60 Table C-15 continued Statement Strongly Agree Agree Neutral Disagree Strongly Disagree (%) (%) (%) (%) (%) Mean n G9. I have been able to comparably compensate my employees relative to organizations outside the University. G10. I would support a compensation program that allows me to recommend pay increases based on employee performance C-14

61 RELATIVE IMPORTANCE OF FACTORS DETERMINING - A STAFF EMPLOYEE S PAY ALL Table C-16 RESPONDENTS Current Factors Very Important Somewhat Important Important (%) (%) (%) (%) Not Important Mean n H1. Education and Training: Education and training of the employee directly related to the job H2. Experience: Total job related experience of the employee H3. Skills and Abilities: Skills and abilities of the employee directly related to the job H4. Duties and Responsibilities: Primary duties and responsibilities of the employee s job H5. Performance: How the employee performs his/her duties and responsibilities H6. Department Equity: Pay levels of employees in similar jobs within the department H7. University Equity: Pay levels of employees in similar jobs across the University H8. External Equity - Local: Pay levels of employees in similar jobs outside the University in the local market H9. External Equity Regional/National: Pay levels of employees in similar jobs outside the University in the national market H10. Pay History: How often the employee s pay has been adjusted in a specified period of time H11. Length of Service: How many years the employee has been with the University or any other state agency C-15