The data available for assessing the campus climate for staff is more limited than that available for faculty. Nonetheless, existing data confirms that CSULB staff members generally feel pleased with their workplace. (Criteria 2.8, 3.3, 3.4)
Similar to our faculty, the staff faces considerable challenges to either home ownership or, for those who currently own homes, to purchasing a larger home. The Housing Survey indicates that 58% of our staff members currently own their own home as compared to 82% of management employees. Given that staff recruitments are either local or regional, rather than national, it is less difficult to attract strong candidates due to housing costs; these candidates already live in or near the Long Beach community. For example, 55% of our staff reported that finding housing in the area was either somewhat difficult or very difficult as compared to 59% of management and 71% of faculty. Thus, housing costs are a major concern for all groups, but somewhat less so for staff.
Nonetheless, salary remains an important concern among staff. Periodic salary increases, awarded as a percentage, may not be sufficient for all categories of staff. Staff salaries have not kept pace with inflation in the state of California. As importantly, there are differences in salary among the staff on the basis of both gender and race. The 2007 Gender Equity Study reveals that among staff at the University (excluding administrators), female staff members receive $7,300 less than male staff members. Similarly, African-Americans and Latinos are paid less than their white counterparts, $4,019 and $4,976 respectively. These disparities are troubling and certainly point to a need for increased scrutiny by the relevant administrators when offers are extended. The administrator with ultimate hiring authority must consult with Staff Human Resources to ensure that the salary offer is in line with the other salaries for similar positions, while also weighing legitimate considerations such as prior experience, length of service, education, and skill.
Staff members receive periodic salary increases as bargained for by their respective unions. Promotions occur periodically; yet, among these employees, the perception is that they do not occur often enough. Over a significant period of time, support staff members may receive a slightly higher designation, referred to as an in-range progression, if their performance warrants such a change. These in-range progressions that affect certain individuals are distinct from the periodic salary increases that the class receives, which are based on their bargaining unit contract. Reclassifications may occur pursuant to a ‘desk audit’ that reveals that the staff member is performing substantially different duties than those identified in his or her position description. New assignments or transfers to different departments are periodically available, and may include up to a 5% increase for the staff person. Generally, opportunities for advancement are enhanced when employees obtain additional skills, training, or education and then apply for higher positions.
Staff Human Resources provides training and professional development opportunities that, over time, help the staff to improve skills and prepare to make beneficial transitions. In the 2006/07 academic year, 443 hours of instruction and training were provided in 72 different workshops and events, serving approximately 1,068 participants.
Important data pertaining to employee satisfaction is available for employees in the Division of Administration and Finance (DAF). The DAF Employee Satisfaction Survey is conducted annually, and responses for 2007 reveal a high degree of satisfaction within the Division. In fact, the item “I am satisfied with my job” received an overall 80% level of agreement, and the item “I would recommend CSULB as a good place to work” received an overall endorsement of 87%. Conversely, the lowest overall ratings focused on employee concerns that DAF leadership neither understood nor recognized their work. Only 57% of respondents agree that “campus and division re-cognition programs are effective in awarding recognition where recognition is due.” Similarly, 59% feel that “the contributions of my immediate work unit are recognized by the division leadership.” The results indicate the need to ensure that the top leadership recognizes their respective staff’s contributions.
The DAF survey also reveals valuable data about turnover intentions. When asked if the employees intend to leave CSULB in the next three years, 20% responded ‘yes’, 47% responded ‘no’, and 34% selected ‘don’t know’. For those who responded ‘yes’, the following question was posed: ‘Is it because you are dissatisfied with your job? Of these 101 respondents, 30% stated ‘yes,’ 50% stated ‘no,’ and 20% stated that they ‘don’t know.’
Generally speaking, staff diversity is an attribute that should continue to attract highly qualified and diverse candidates to CSULB. The 2006 Affirmative Action Report (which may be found in the Binder for Core Commitment II in the Team Room) confirms that many departments have significant success with either gender and/or ethnic diversity; on the other hand, some departments continue to struggle with hiring that reflects the regional or national availability data. Federal law requires employers to achieve a workforce that reflects the percentages of qualified women and minorities who are available, locally, regionally and nationally. Availability data is primarily based on U.S. Department of Labor census data.
University-wide data reveals that the availability rate for females (based upon the number of qualified females in either Southern California or the U.S., depending upon the skills required) exceeded the incumbency rate (based upon the number of CSULB females in the job type) by 10% or more in seven non-faculty positions. However, the incumbency rate for females exceeded the availability rate by 10% or more in nine non-faculty positions. In terms of minority representation, the availability rate for minorities exceeded the incumbency rate by 10% or more in eight non-faculty positions. Comparatively, the incumbency rate for minorities exceeded the availability rate by 10% or more in six non-faculty positions. Thus, the Staffing Effectiveness committee recognizes that CSULB should make efforts to achieve consistency across departments, so that hiring patterns can be reconciled with national and local availability data. These efforts are curtailed by the California Constitution’s provision—Proposition 209—that prohibits hiring or preferential treatment on the basis of either race or gender. As a consequence, proactive diversity initiatives must be tailored to ensure that they abide by state law.
