麻豆视频

Employee Listening

Employee Listening Session Information

麻豆视频鈥檚 (YVC) 2025 Employee DEI Listening and Feedback Sessions were built on prior employee listening sessions. The listening sessions were conducted by the DEI Director, Tenya Moravec, both in person and online. Twenty-six (26) sessions in all were conducted with a total of 34 employees participating, from the different employee classifications: Faculty, Classified, Admin Exempt, and Administrators. The listening session protocol included the primarily questions used previously with the addition of several related prompts, resulting in 15 total questions:

  1. What does it mean for you to have a diverse and inclusive workplace?
  2. How would you describe the current climate of the college, among staff, when it comes to diversity, equity, and inclusion?
  3. In what ways does the college support a culture of diversity, equity, and inclusion among staff?
  4. How would you describe the level of diversity of staff?
  5. How would you describe your treatment as a member of the college community?
  6. How would you describe your access to opportunities and growth compared to your fellow staff members?
  7. If you are comfortable sharing, in what ways have you witnessed or experienced prejudice or discrimination at work, if at all?
  8. What obstacles have you faced that may not be experienced by others at the college?
  9. What obstacles do you feel other face that you do not?
  10. What are the biggest barriers you see to establishing a diverse, inclusive, and equitable environment at the college?
  11. What should leadership do to improve the climate of diversity, equity, and inclusion at the college among staff?
  12. Where do they need to focus their efforts? What would be most impactful?
  13. What DEI measures, policies, or efforts at the college have been most helpful and should continue?
  14. What types of (additional) resources or training would be helpful?
  15. Share a few things that make the college a comfortable and welcome place, and/or ways the climate could improve.


Survey Results

  1. Positive movement: All groups see improvement in DEI climate, especially in recent years.
  2. Desire for more diversity: The need is especially acute among faculty, to match the student body and surrounding community demographics.
  3. Need for better communication & transparency: The need includes DEI policies, job opportunities, and reasons for changes.
  4. Importance of leadership: All want visible, authentic, and inclusive leadership support.
  5. Value of training/social interaction: Trainings, listening sessions, and social events are robustly valued.

 

  1. Classified Staff: Report more frustration around lack of opportunity, pay equity, micromanagement, feeling jobs are filled without broad posting, and sometimes not feeling departments are as inclusive.
  2. Faculty: Note resistance within ranks to certain DEI topics (gender, sexuality); some feel newly supported, others see old habits as barriers. LGBTQ+ and non-binary members feel a lack of acceptance and exhaustion from constant self-advocacy.
  3. Admin Exempt/Admin: Often perceive themselves as more privileged or having more opportunities than others; recognize imbalances between faculty and staff/admin groups. Some feel inclusion is better 鈥渁t the top鈥� than 鈥渙n the ground.鈥�
  4. All groups: Call for more structured mentorship, support for new hires, and fair, transparent hiring and advancement practices.

Comparison of Responses Across Employee Groups Based on Themes

Theme/Issue Faculty Classified Staff Admin Exempt Administrators Commonality/Difference
Work-Life Balance Raised concerns, especially with workload Major concern, desire for more flexibility Frequently cited as a challenge Noted as a moderate concern Common challenge; variation in intensity
Communication Request more inclusion in decision-making Report gaps in communication, especially from leadership Generally positive, but want more transparency Express satisfaction with communication from leadership All groups seek improvements; differences in satisfaction
Professional Development Request discipline-specific development Feel overlooked for development; want more access Express need for more opportunities Desire more targeted training Common interest: classified staff feel most underserved
Recognition/Value Mixed perceptions, varies by department Often feel underappreciated Feel somewhat recognized Generally, feel valued by peers and leadership Faculty and staff feel less recognized than others
Decision-Making Desire greater input on policies Feel excluded from decision processes Feel somewhat involved Largely involved in key decisions Admins most involved; staff least included
Workload Cited as major concern, affecting morale High workload, sometimes overwhelming Manageable, but cite occasional spikes Often heavy; express time pressures All note workload issues, faculty and staff most impacted
Support from Leadership Mixed feelings; varies widely by unit Desire more support and guidance Generally satisfied Mostly positive, but want more strategic vision Difference in perceived support across groups
Compensation/Benefits Salary and benefit equity are frequent issues Compensation is a major complaint Raising some concerns, want review Generally satisfied with benefits, some salary concerns Classified and faculty most concerned about pay

  • Continue and expand inclusive social opportunities and visible leadership engagement.
  • Increase transparency for hiring, advancement, and policy changes, including rationale for decisions.
  • Address faculty and admin diversity specifically, with targeted recruiting/hiring practices.
  • Provide and require ongoing, deeper-level DEI trainings and support for all employee groups, with special attention to LGBTQ+ and language access.
  • Establish meaningful feedback loops with follow-up after trainings and events.
  • Implement structured mentorship/affinity group support across employee types.
  • Ensure equity in pay, recognition, and advancement, especially for classified staff and those from marginalized groups.
Percentage Question
73% - 78% Number of

employees who agreed that the YVC respected their age, gender, immigration status, race/ethnicity, and socio-economic status.

Even with institutional efforts beginning to move in the right direction, there are areas with room for growth regarding workplace dynamics and culture.

  • Cross-training of employees to empower/encourage employees to take guilt/stress-free personal and vacation time
  • Supervisor support of employees taking advantage of professional development opportunities (release time)
  • Supervisors help employees manage/balance workloads
  • More training for supervisors: supporting staff, power dynamics, etc.
  • Recognition of birthdays, holidays, or personal/professional accomplishments
  • Policies and practices are not applied equitably
  • Response from supervisors or 鈥渃hain of command鈥� within a reasonable timeframe, regarding staff complaints
  • Due to the pandemic and switch to CTC Link, job changed without updates to descriptions, classifications, or compensation.
  • Transparency and consistency around compensation and related policies/procedures: part-time, hourly, full-time, classifications, and applying bilingual pay
  • Clearly defined paths and requirements for internal growth and promotion opportunities

  • Show more appreciation to all employees
  • More transparency in the hiring process
  • Weekly update on open positions and their status
  • Notify college when someone is hired
  • More/improved training around the recruiting/selection process
  • Stipends for extra work required for those on selection committees
  • Employee recognition
  • Create an employee retention plan with transparent progress updates
  • More/better communication to promote transparency, trust, and repair the disconnect with administration
  • Present more information about, both, positive and negative issues that impact employees (budget, problem-solving)
  • Two-way communication (seek input feedback from employees)
  • Ask employees for what supports they need/have
  • Administrators visit Deccio during the first week of the quarter
  • Supervisors should meet with their managers to discuss performance and identify areas for growth, look for ways to do so
  • Consider the 360 Feedback system, for anonymous and confidential feedback process on competencies by managers, direct reports, peers, and even customers
  • Provide equitable PD opportunities for staff to develop advancement opportunities
  • Check in on employees鈥� mental health
  • Institute equity-minded hiring and onboarding
  • More diversity on the board, administration, and faculty
  • Communication and advertisement of resources
  • Employee Resource and Support Groups for women, veterans, LGBTQ, people of color, people with disabilities, etc.
  • Offer regular DEI training and workshops
  • Training on how to submit Title IX complaints and be transparent about the process for addressing those complaints

  • DEI work groups have been reconstituted and are now meeting on a regular basis
  • Workforce Diversity work group to address need for diversified faculty and staff and explore employee retention strategies
  • Expanding professional development opportunities for ALL employees (faculty and staff) around diversity, equity, and inclusion
  • DEI Policy Review work group to refine and implement Equity Lens Tool for policy review for use across the institution
  • Hiring of full-time Director of Diversity, Equity, and Inclusion
  • Expanded student listening sessions to include both campuses, learning centers, and students in daytime and evening classes/programs and in English and Spanish
  • Updating DEI website to include reports, updates, and resources
  • Creation of DEI SharePoint to make DEI tools available for employee use
  • Transparency and Shared Equity Leadership around DEI, Diversity, Equity budgets (state allotments) and funding opportunities for DEI projects/initiatives on campus
  • Review and revision of student and employee listening session protocols to increase participation opportunities and the diversity/inclusion of voices represented in the data/responses
  • Reviving of 鈥淪ocial & Welfare鈥� Committee/Fund (rebranded to The Good Vibes Collective) to resume employee recognition (professional achievements, personal milestones (e.g., weddings, births/adoptions, birthdays, condolences, etc.)

 

Yakima Campus view from above.

College Climate Survey

麻豆视频 contracted with Hanover Research to conduct a Diversity, Equity, and Inclusion Survey during Winter Quarter 2022 and to follow-up about survey results with faculty in Spring Quarter 2022. Further follow-up is planned with staff during Fall Quarter 2022 and students for Winter 2023.

Survey and Focus Group Findings