[{"id":21,"date":"2021-07-13T16:01:13","date_gmt":"2021-07-13T16:01:13","guid":{"rendered":"https:\/\/in.umw.edu\/futureofwork\/?page_id=21"},"modified":"2021-10-21T09:28:26","modified_gmt":"2021-10-21T13:28:26","slug":"future-of-work-survey","status":"publish","type":"page","link":"https:\/\/in.umw.edu\/futureofwork\/future-of-work-survey\/","title":{"rendered":"Future of Work Survey"},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p><span data-ccp-props='{\"201341983\":0,\"335559739\":160,\"335559740\":259}'><span class=\"TextRun BCX0 SCXW216149319\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"><span class=\"NormalTextRun BCX0 SCXW216149319\" data-ccp-charstyle=\"normaltextrun\" data-ccp-charstyle-defn='{\"ObjectId\":\"57aad4c1-4532-415d-9af8-7a19a49dca83|204\",\"ClassId\":1073872969,\"Properties\":[134233614,\"true\",201340122,\"1\",469775450,\"normaltextrun\",469778129,\"normaltextrun\",469778324,\"Default Paragraph Font\"]}'>The Future of Work&#8239;(FOW)&#8239;Planning Group appreciates the support of the University community&#8239;in contributing&#8239;feedback on the Future of Work&#8239;Employee Experience&#8239;Survey.&#8239;&#8239;The purpose of the survey was to gather information related to employee work experiences during the COVID-19 pandemic and&#8239;on remote work and alternate schedules going forward.&#8239;A summary of feedback&#8239;is provided&#8239;for the UMW community in a conscious effort to be transparent about the process and the results, and&#8239;so that it can be used by&#8239;the&#8239;University&#8239;to&#8239;inform&#8239;the ongoing work of this group.<\/span><\/span><\/span><\/p><p><span data-contrast=\"auto\">To view the quantitative survey results: <a href=\"https:\/\/mailumw.sharepoint.com\/:b:\/s\/FutureofWorkatUMW\/EeqmULNOgVREmcz7sALd5OABnGq8CPzGoMNpEoTdauz06A?e=KVeiQ2\">Future of Work Employee Experience Survey &ndash; Public Results<\/a><\/span><\/p><h3><span style=\"color: #003366\"><b>About the Survey<\/b>&nbsp;<\/span><\/h3><p><span data-ccp-props='{\"201341983\":0,\"335559739\":160,\"335559740\":257}'><span class=\"TextRun SCXW243119078 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\" data-ccp-charstyle-defn='{\"ObjectId\":\"57aad4c1-4532-415d-9af8-7a19a49dca83|204\",\"ClassId\":1073872969,\"Properties\":[134233614,\"true\",201340122,\"1\",469775450,\"normaltextrun\",469778129,\"normaltextrun\",469778324,\"Default Paragraph Font\"]}'>The survey&#8239;was&#8239;comprised of both quantitative and qualitative data questions to allow results to be analyzed while capturing the&#8239;individual experiences&#8239;of employees through open-ended text.&#8239;The survey&#8239;was open&#8239;for response collection&#8239;from June 10 to&#8239;June 28,&#8239;<\/span><span class=\"NormalTextRun ContextualSpellingAndGrammarErrorV2 SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">2021<\/span><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">&#8239;and&#8239;gathered 386 responses&#8239;out of&#8239;a total employee population of&#8239;732&#8239;(Classified, Wage, A\/P Faculty, and Faculty classifications).&#8239;While the feedback that was received in the open-ended questions&#8239;was&#8239;shared&#8239;internally, the group intentionally&#8239;did<\/span><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">&nbsp;<\/span><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">not&#8239;publish&#8239;response<\/span><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">s<\/span><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">&nbsp;to<\/span><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">&nbsp;<\/span><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">protect<\/span><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">&nbsp;the anonymity of the respondents<\/span><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">. <\/span><span class=\"NormalTextRun SCXW243119078 BCX0\" data-ccp-charstyle=\"normaltextrun\">P<\/span><\/span>ercentages reported are rounded based on the results of the survey. <\/span><\/p><h3><span style=\"color: #003366\"><b>Demographics<\/b><\/span><\/h3><ul>\n<li data-leveltext=\"&#61607;\" data-font=\"Wingdings\" data-listid=\"20\" data-aria-posinset=\"1\" data-aria-level=\"1\"><span data-contrast=\"auto\">The largest group of respondents was Classified Staff (38%), followed by Faculty (31%), A\/P Faculty (24%), and Wage (7%) employees.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559685\":1080,\"335559731\":0,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61607;\" data-font=\"Wingdings\" data-listid=\"20\" data-aria-posinset=\"2\" data-aria-level=\"1\"><span data-contrast=\"auto\">50% of respondents came from the Academic Affairs division under the Provost.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559685\":1080,\"335559731\":0,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61607;\" data-font=\"Wingdings\" data-listid=\"21\" data-aria-posinset=\"3\" data-aria-level=\"1\"><span data-contrast=\"auto\">83% of respondents described their position as one that provides some, occasional or full time public-facing services.&#8239;&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559685\":1080,\"335559731\":0,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61607;\" data-font=\"Wingdings\" data-listid=\"21\" data-aria-posinset=\"3\" data-aria-level=\"1\"><span data-contrast=\"auto\">The number of non-supervisors&#8239;(51%)&#8239;and supervisors (49%)&#8239;that responded&nbsp;<\/span> <span data-contrast=\"auto\">were nearly equal.&#8239;&#8239;<\/span><\/li>\n<\/ul><h3><span style=\"color: #003366\"><b>Things We Learned<\/b><\/span><\/h3><h4 style=\"padding-left: 40px\"><span style=\"color: #003366\">Telework<\/span><\/h4><ul>\n<li style=\"list-style-type: none\">\n<ul>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"1\" data-aria-level=\"1\"><span data-contrast=\"auto\">Prior to the pandemic, 40%&#8239;of employees responding&#8239;were not engaged in any workplace flexibility&#8239;which included telework or an alternative schedule. Slightly over 46% indicated&#8239;that they had a small degree of workplace flexibility&#8239;and&#8239;13% stated&#8239;that they had a great deal&#8239;of workplace flexibility&#8239;pre-COVID.&#8239;At the time of survey completion (June 2021),&#8239;77%&#8239;of the respondents&#8239;indicated that they&#8239;now&#8239;hold&#8239;a schedule with some degree of flexibility,&#8239;e.g.,&#8239;telework and\/or&#8239;an&#8239;alternative schedule.&#8239;&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":240,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"2\" data-aria-level=\"1\"><span data-contrast=\"auto\">Of the&nbsp;respondents&#8239;for&#8239;whom teleworking was NOT an option, 68% believed that their area could implement a flexible work schedule,&#8239;and&#8239;22%&#8239;responded it may be a possibility.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":240,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"3\" data-aria-level=\"1\"><span data-contrast=\"auto\">16% of respondents stated they would like to go full time remote (5 days a week) when COVID-19 is no longer a concern, with almost 10% of respondents preferring no remote working post-pandemic.&#8239;For those in the middle,&#8239;45%&#8239;of respondents stated their preference for hybrid&#8239;or part-time&#8239;remote&#8239;work (1-3 days per week),&#8239;and&#8239;29%&#8239;stated that their preference&#8239;to work remotely occasionally or as needed.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":240,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"4\" data-aria-level=\"1\"><span data-contrast=\"auto\">82%&#8239;of the respondents&#8239;stated they felt their workplace flexibility&#8239;was supported by their supervisor<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":240,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"4\" data-aria-level=\"1\"><span data-contrast=\"auto\">Many employees were able to take advantage of online&nbsp;professional&nbsp;development programs while teleworking&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":240,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul><h4 style=\"padding-left: 40px\"><span style=\"color: #003366\">Trust<\/span><\/h4><ul>\n<li style=\"list-style-type: none\">\n<ul>\n<li><span class=\"TextRun BCX0 SCXW82797362\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"><span class=\"NormalTextRun BCX0 SCXW82797362\" data-ccp-charstyle=\"normaltextrun\" data-ccp-charstyle-defn='{\"ObjectId\":\"57aad4c1-4532-415d-9af8-7a19a49dca83|204\",\"ClassId\":1073872969,\"Properties\":[134233614,\"true\",201340122,\"1\",469775450,\"normaltextrun\",469778129,\"normaltextrun\",469778324,\"Default Paragraph Font\"]}'>Nearly&#8239;86%&#8239;of the respondents indicated that they&#8239;generally&#8239;felt&#8239;trusted to work from home,&#8239;and&#8239;72% indicated that working remotely will&#8239;likely not&#8239;negatively impact their promotion opportunities.<\/span><\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul><h4 style=\"padding-left: 40px\"><span style=\"color: #003366\">Communication<\/span><\/h4><ul>\n<li style=\"list-style-type: none\">\n<ul>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"1\" data-aria-level=\"1\"><span data-contrast=\"auto\">Nearly 88%&#8239;responded that they were in regular contact with their department colleagues and supervisor\/manager,&#8239;and 76%&#8239;stated that they&#8239;were not concerned with&#8239;communication and&#8239;response time among co-workers or other University employees.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"2\" data-aria-level=\"1\"><span data-contrast=\"auto\">Virtual meetings allowed for higher participation, bringing together people from a variety of departments.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"3\" data-aria-level=\"1\"><span data-contrast=\"auto\">84% of respondents indicated they were comfortable&#8239;discussing their preferred work environment with their supervisor.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul><h4 style=\"padding-left: 40px\"><span style=\"color: #003366\">Productivity<\/span><\/h4><ul>\n<li style=\"list-style-type: none\">\n<ul>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"18\" data-aria-posinset=\"1\" data-aria-level=\"1\"><span data-contrast=\"auto\">88%&#8239;of the respondents&#8239;stated that they&#8239;feel productive in their current work environment.&#8239;87% additionally stated&#8239;they felt&#8239;that their current physical workspace was suitable for job needs.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"18\" data-aria-posinset=\"2\" data-aria-level=\"1\"><span data-contrast=\"auto\">88%&#8239;believed that no additional support (training, equipment, software) was needed to work remotely and over 72% had reliable Internet connectivity to continue their&#8239;work.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"18\" data-aria-posinset=\"3\" data-aria-level=\"1\"><span data-contrast=\"auto\">&#8239;These employees also noted increased productivity, positive morale and effective online interactions<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul><h3><span style=\"color: #003366\"><strong>Concerns As We Move Forward<\/strong><br>\n<\/span><\/h3><h4 style=\"padding-left: 40px\"><span style=\"color: #000000\"><span style=\"color: #003366\">Childcare or Elder Family Needs&#8239;&#8239;<\/span>&nbsp;<\/span><\/h4><ul>\n<li style=\"list-style-type: none\">\n<ul>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"1\" data-aria-level=\"1\"><span data-contrast=\"auto\">Family care needs&#8239;were&nbsp;a&#8239;general concern for approximately 23%&#8239;of the respondents during the pandemic.&#8239;With the return to campus,&#8239;family care needs continue to be a concern for approximately&#8239;21% of the respondents.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559685\":1080,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul><h4 style=\"padding-left: 40px\"><span style=\"color: #000000\"><span style=\"color: #003366\">Work\/Life Balance<\/span>&#8239;&nbsp;<\/span><\/h4><ul>\n<li style=\"list-style-type: none\">\n<ul>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"19\" data-aria-posinset=\"2\" data-aria-level=\"1\"><span data-contrast=\"auto\">Maintaining a&nbsp;<\/span><span data-contrast=\"none\">&ldquo;healthy work and life balance&rdquo;<\/span><span data-contrast=\"auto\">&nbsp;is challenging during the best of times and particularly during this pandemic.&nbsp;<\/span><span data-contrast=\"none\">Slightly more&#8239;than&#8239;40% of employees noted&#8239;maintaining work\/life balance as a continuing challenge&#8239;when returning to campus.<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul><h4 style=\"padding-left: 40px\"><span style=\"color: #003366\">Other&#8239;Return to Campus&#8239;Concerns&#8239;&#8239;&nbsp;<\/span><\/h4><ul>\n<li style=\"list-style-type: none\">\n<ul>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"1\" data-aria-level=\"1\"><span data-contrast=\"auto\">Other concerns included general anxiety about being around other people (24%), returning to a commute (24%), and disruption to current routine (27%). Of note,&#8239;29% of respondents reported they had no concerns about returning to campus, with&#8239;65%&#8239;feeling somewhat or extremely comfortable with returning to their on-campus work site.&#8239;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559685\":1080,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"2\" data-aria-level=\"1\"><span data-contrast=\"auto\">While some employees moved to telework seamlessly,&nbsp;there were still some employees that&nbsp;noted&nbsp;remote work offered challenges and&nbsp;telework&nbsp;inequity.&nbsp;<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559685\":1080,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"3\" data-aria-level=\"1\"><span data-contrast=\"auto\">Lack of university consistency in technology,&nbsp;such as digital signatures&nbsp;and document storage,&nbsp;was mentioned.&nbsp;&nbsp;Some respondents&nbsp;also&nbsp;requested&nbsp;training&nbsp;to use the technology that was implemented.<\/span><span data-ccp-props='{\"134233117\":true,\"134233118\":true,\"201341983\":0,\"335559685\":1080,\"335559738\":120,\"335559740\":240}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"4\" data-aria-level=\"1\"><span data-contrast=\"auto\">Decreased&nbsp;synergy, feelings of&nbsp;isolation, lack of department support were&nbsp;also felt by some employees as well as drifting from UMW&rsquo;s&nbsp;mission.&nbsp; Some&nbsp;felt&nbsp;work was slower and less effective due to&nbsp;the&nbsp;less than optimal&nbsp;staffing in departments.&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"17\" data-aria-posinset=\"4\" data-aria-level=\"1\"><span data-contrast=\"auto\">Both faculty and staff reported that they missed in-person student engagement.&nbsp; Some faculty noted that teaching virtually negatively impacted the quality of interaction with the students.&nbsp; While other<\/span><span data-contrast=\"auto\">&nbsp;faculty praised the success of remote teaching and indicated a desire to continue teaching&#8239;virtually&#8239;and, perhaps, some frustration that they would not be allowed to do so.&#8239;Several expressed&nbsp;that we should offer students more online classes moving forward.&#8239;<\/span><\/li>\n<\/ul>\n<\/li>\n<\/ul><h3><span style=\"color: #003366\"><b>Other Items Noted<\/b>&nbsp;<\/span><\/h3><ul>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"22\" data-aria-posinset=\"1\" data-aria-level=\"1\"><span data-contrast=\"auto\">Respondents noted the need for uniformity in online tools and the need for increased investment in digital technology and people who can help train and implement new systems.<\/span><span data-ccp-props='{\"134233279\":true,\"201341983\":0,\"335551550\":1,\"335551620\":1,\"335559685\":1080,\"335559737\":0,\"335559739\":160,\"335559740\":259,\"335559991\":360}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"22\" data-aria-posinset=\"2\" data-aria-level=\"1\"><span data-contrast=\"auto\">A number of people identified the need for standard campus-wide tools and technologies for electronic signatures and document storage.<\/span><span data-ccp-props='{\"134233279\":true,\"201341983\":0,\"335551550\":1,\"335551620\":1,\"335559685\":1080,\"335559737\":0,\"335559739\":160,\"335559740\":259,\"335559991\":360}'>&nbsp;<\/span><\/li>\n<li data-leveltext=\"&#61623;\" data-font=\"Symbol\" data-listid=\"22\" data-aria-posinset=\"3\" data-aria-level=\"1\"><span data-contrast=\"auto\">The need for consistency of supervisor actions campus wide and access to common resources have also been noted.&nbsp;&nbsp;<\/span><span data-ccp-props='{\"134233279\":true,\"201341983\":0,\"335551550\":1,\"335551620\":1,\"335559685\":1080,\"335559737\":0,\"335559739\":160,\"335559740\":259,\"335559991\":360}'>&nbsp;<\/span><\/li>\n<\/ul><p><span data-contrast=\"auto\"><span class=\"TextRun SCXW264222729 BCX0\" lang=\"EN-US\" xml:lang=\"EN-US\" data-contrast=\"auto\"><span class=\"NormalTextRun SCXW264222729 BCX0\">Thank you again for taking the time to provide feedback.&nbsp;<\/span><span class=\"NormalTextRun SCXW264222729 BCX0\">We look forward to working with Cabinet<\/span><span class=\"NormalTextRun SCXW264222729 BCX0\">&nbsp;on next st<\/span><span class=\"NormalTextRun SCXW264222729 BCX0\">eps. <\/span><\/span><\/span><span data-contrast=\"auto\">If you have any questions or concerns about the summary or survey results as they have been reported, please contact the Future of Work Planning Group using the <\/span><a href=\"https:\/\/in.umw.edu\/futureofwork\/feedback\/\"><span data-contrast=\"none\">Feedback Form<\/span><\/a><span data-contrast=\"auto\"> on the group&rsquo;s website, or contact Beth Williams and Julie Smith.<\/span><span data-ccp-props='{\"201341983\":0,\"335559739\":160,\"335559740\":259}'>&nbsp;<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>The Future of Work&#8239;(FOW)&#8239;Planning Group appreciates the support of the University community&#8239;in contributing&#8239;feedback on the Future of Work&#8239;Employee Experience&#8239;Survey.&#8239;&#8239;The purpose of the survey was to gather information related to employee work experiences during the COVID-19 pandemic and&#8239;on remote work and alternate schedules going forward.&#8239;A summary of feedback&#8239;is provided&#8239;for the UMW community in a conscious effort [&hellip;]<\/p>\n","protected":false},"author":7,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","_advisory_expires_time":"","_advisory_meta_include":false,"footnotes":"","_links_to":"","_links_to_target":""},"class_list":{"0":"post-21","1":"page","2":"type-page","3":"status-publish","5":"entry"},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.4 (Yoast SEO v27.4) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Future of Work Survey - Future of Work Planning Group<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" 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Membership"},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p>Appointed by President Paino in April 2021, the Future of Work Planning Group is a diverse group consisting of current faculty and staff, including different staff classifications, from various areas on campus. The committee&rsquo;s membership is as follows:<\/p><ul>\n<li>Julie Smith, Associate Vice President for Finance (Co-Chair)<\/li>\n<li>Beth Williams, Director, Human Resources (Co-Chair)<\/li>\n<li>Maureen Aylward, Donor Relations and Stewardship Associate, Advancement<\/li>\n<li>Teresa Coffman, Professor, College of Education<\/li>\n<li>Michelle Crow-Dolby, Education &amp; Communications Manager, Gari Melchers Home &amp; Studio<\/li>\n<li>Tracey Funtanilla, Senior Accountant, Finance<\/li>\n<li>John Hughey, Assistant Director of Residence Life, Residence Life &amp; Housing<\/li>\n<li>Kunle Lawson, Lecturer, Athletics<\/li>\n<li>Angie Lynch, Enrollment Services Specialist, Registrar<\/li>\n<li>Sharon Neville, Assistant Building Attendant Manager, Facilities<\/li>\n<li>Carolyn Parsons, Head of Special Collections &amp; University Archives, Simpson Library<\/li>\n<li>Michelle Pickham, Senior Contract Officer, Procurement Services<\/li>\n<li>Jerry Slezak, Director, Digital Learning Support<\/li>\n<li>Gregg Stull, Professor of Theatre and Chair, Theatre &amp; Dance<\/li>\n<li>Chris Williams, Assistant Director of the James Farmer Multicultural Center<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>Appointed by President Paino in April 2021, the Future of Work Planning Group is a diverse group consisting of current faculty and staff, including different staff classifications, from various areas on campus. The committee&rsquo;s membership is as follows: Julie Smith, Associate Vice President for Finance (Co-Chair) Beth Williams, Director, Human Resources (Co-Chair) Maureen Aylward, Donor [&hellip;]<\/p>\n","protected":false},"author":7,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","_advisory_expires_time":"","_advisory_meta_include":false,"footnotes":"","_links_to":"","_links_to_target":""},"class_list":{"0":"post-13","1":"page","2":"type-page","3":"status-publish","5":"entry"},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.4 (Yoast SEO v27.4) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Committee Membership - Future of Work Planning Group<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Committee Membership\" \/>\n<meta property=\"og:description\" content=\"Appointed by President Paino in April 2021, the Future of Work Planning Group is a diverse group consisting of current faculty and staff, including\" \/>\n<meta property=\"og:url\" content=\"https:\/\/in.umw.edu\/futureofwork\/committee-membership\/\" \/>\n<meta property=\"og:site_name\" content=\"Future of Work Planning Group\" \/>\n<meta property=\"article:modified_time\" content=\"2021-06-09T18:56:57+00:00\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data1\" content=\"1 minute\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/in.umw.edu\\\/futureofwork\\\/committee-membership\\\/\",\"url\":\"https:\\\/\\\/in.umw.edu\\\/futureofwork\\\/committee-membership\\\/\",\"name\":\"Committee Membership - 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The plan should build on the skills, knowledge, innovations, and processes we have developed while working fully remotely and in hybrid forms during the COVID pandemic.<\/p><p><em>The following considerations will provide parameters for the recommendations of the Future of Work Planning Group:<\/em><\/p><ul>\n<li>Start with a high-level survey of the nature of work at UMW over the last year. This might include surveying the UMW employee community, including supervisors, about their experiences of the past year, what worked well, what they&rsquo;d like to see continue, etc.<\/li>\n<li>Review the UMW Mission Statement, the Strategic Vision, and other relevant documents and suggest ways that UMW&rsquo;s work environment is connected to that mission and vision.<\/li>\n<li>Determine how to continue forms of remote work and other modalities of working as appropriate and in ways that are a productive and beneficial part of our institutional environment, meeting the needs of students, faculty, staff, visitors, and other UMW constituencies. Consider practices such as space sharing, office swaps, rotating on-site schedules, flex time, and remote work from home as ways to continue to accommodate and support our employees&rsquo; quality of life and work-life balance while still meeting the university&rsquo;s educational mission and vision and the needs of students, faculty, staff, and the larger University community.<\/li>\n<li>Consider the role of community and trust of the workforce at UMW. For example, in what ways will future work policies address the need for including new employees, for collaborating and generating new ideas, for understanding what everyone is working on, fostering teamwork, etc.?<\/li>\n<li>Identify short-term changes in practice, policies, and potential investments in infrastructure that can be made now, as well as long-term investments. These might include investing in infrastructure including &ldquo;paperless&rdquo; environment\/document management system; moving more systems to the cloud with mobile interfaces; reducing the number of system interfaces with which students and employees deal; and allowing for more seamless and efficient remote work.<\/li>\n<li>Based on the Planning Group&rsquo;s recommendations for the Future of Work, develop a plan for the expeditious review and revision of relevant policies, protocols, and processes.<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"<p>The charge of the Future of Work Planning Group is to develop a comprehensive plan for the future of work at the University of Mary Washington consistent with our educational mission and ASPIRE values, as well as DHRM policies. The plan should build on the skills, knowledge, innovations, and processes we have developed while working [&hellip;]<\/p>\n","protected":false},"author":7,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"_genesis_hide_title":false,"_genesis_hide_breadcrumbs":false,"_genesis_hide_singular_image":false,"_genesis_hide_footer_widgets":false,"_genesis_custom_body_class":"","_genesis_custom_post_class":"","_genesis_layout":"","_advisory_expires_time":"","_advisory_meta_include":false,"footnotes":"","_links_to":"","_links_to_target":""},"class_list":{"0":"post-11","1":"page","2":"type-page","3":"status-publish","5":"entry"},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.4 (Yoast SEO v27.4) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Our Charge - Future of Work Planning Group<\/title>\n<meta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Our Charge\" \/>\n<meta property=\"og:description\" content=\"The charge of the Future of Work Planning Group is to develop a comprehensive plan for the future of work at the University of Mary Washington consistent\" \/>\n<meta property=\"og:url\" content=\"https:\/\/in.umw.edu\/futureofwork\/our-charge\/\" \/>\n<meta property=\"og:site_name\" content=\"Future of Work Planning Group\" \/>\n<meta property=\"article:modified_time\" content=\"2021-06-02T15:09:19+00:00\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data1\" content=\"2 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/in.umw.edu\\\/futureofwork\\\/our-charge\\\/\",\"url\":\"https:\\\/\\\/in.umw.edu\\\/futureofwork\\\/our-charge\\\/\",\"name\":\"Our Charge - 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Last spring and summer, faculty members expeditiously moved toward remote teaching while staff also learned innovative ways to deliver their missions. Essential employees continued to work on campus but adapted to new protocols of monitoring, masking, distancing, and cleaning: <a href=\"https:\/\/www.umw.edu\/advisories\/coronavirus\/\">MMDC<\/a>. Many employees adjusted to telework from home.<\/p><p>One year later, several outcomes of this pandemic year are evident. Universities can change quicker than many supposed, and institutions must remain in adaptive mode moving into the future. Meanwhile, many employees are wondering what work at UMW will look like as the pandemic recedes. This is a critical question whose response demands our prompt attention. Indeed, it has been a central priority for President Troy Paino and the UMW Board of Visitors to uplift the importance of faculty and staff in our academic mission. In addition, UMW&rsquo;s <a href=\"https:\/\/go.boarddocs.com\/va\/umw\/Board.nsf\/goto?open&amp;id=AZ268J6C8ADA\">Guiding Principles on Diversity and Inclusion<\/a> describe the institution&rsquo;s commitment to &ldquo;a&nbsp;system of responsibility, accountability, and recognition of all of its&nbsp;members, and seeks to carry out these principles of diversity and&nbsp;inclusion in all of its operations, goals, and objectives.&rdquo;&nbsp;<\/p><p>At the same time, UMW must also be responsive to the policies of the commonwealth&rsquo;s Department of Human Resource Management (DHRM) related to work and telework, including <a href=\"https:\/\/www.dhrm.virginia.gov\/docs\/default-source\/hrpolicy\/pol1_61.pdf?sfvrsn=d7467c4a_4\">Policy 1.61 Teleworking<\/a> and <a href=\"https:\/\/www.dhrm.virginia.gov\/docs\/default-source\/hrpolicy\/assets\/pol1_61workcategoriesmatrix.pdf?sfvrsn=6\">Work Mode Categories<\/a>.<\/p><p>The <strong>Future of Work<\/strong> <strong>Planning Group<\/strong> is one of a variety of groups tasked with addressing key questions related to the post-pandemic UMW.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Who We AreOver the last academic year, the COVID pandemic has restructured our work environment in significant ways that will ripple long past 2021. Last spring and summer, faculty members expeditiously moved toward remote teaching while staff also learned innovative ways to deliver their missions. 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