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Office of People and Culture

Surveys

Â鶹Porn’s strategic plan, Together We Rise, calls for us to become a destination employer. One named outcome is our future recognition as a “Great College to Work For” by The Chronicle of Higher Education.

The Chronicle of Higher Education provides an opportunity for higher education institutions to participate in their annual ® program, which Loyola uses as a measure of faculty, staff, and administrator job satisfaction.  

Survey Cycle

2024, 2026, and every three years thereafter

Survey FAQs

Survey FAQs

Topline Results Report

2024

Â鶹Porn Focus Area

FY25 – FY26:

  1. Progress toward competitive compensation (Anchored to Statement 11: I am paid fairly for my work.)
    1.  Implement the Segal compensation study and update the People and Culture website to detail the latest information regarding the compensation study (Completed)
    2.  Implement the first phase of the compensation plan effective January 16, 2025; establish new pay grade ranges and salary adjustments to the new pay grade minimums (Completed)
    3.  Assess the second phase of the compensation plan (In Progress)
    4.  Create the t to provide transparent communication and education regarding compensation at Loyola University Maryland (Completed)
    5.  Implement new shift differential rates effective October 1, 2025 (Completed)
  2. Assess benefits with a focus on equity and goal of increasing employee satisfaction (Anchored to Statement 34: This institution’s benefits meet my needs.)
    1.  Remove waiting period for vacation leave (Completed)
    2.  Standardize sick leave accruals for staff and administrators (Completed)
    3. Enhance community service leave (expanded usage outside of Loyola) (Completed)
    4. Enhance mission leave (two days/year and expanded usage for religious holidays not observed by Loyola) (Completed)
    5. Reduce waiting periods for tuition remission (Completed)
    6. Add legally domiciled adult (LDA) provisions in sick leave, bereavement leave, and the FMLA addendum (Completed)
    7. Offer pet insurance (Completed)
    8. Create a pathway for employees to designate non-profit organizations as their life insurance beneficiaries (Completed)
    9. Create an annual virtual wellness conference to foster a broader sense of community through shared experiences, personal wellbeing, and a culture of care (Completed)
  3. Enhance communication with employees and supervisors (Anchored to Job Category: Communication.)
    1.  Update the People and Culture website to detail latest information regarding the compensation study (Completed)
    2.  Create the to provide transparent communication and education regarding compensation at Loyola University Maryland (Completed) 
    3.  Create benefit resource summary flyers highlighting benefits across the University and across benefit plans on select topics (e.g., expecting and new parents) (Completed)
    4.  Establish and promote social media platforms (TeamLoyolaMD on and ) (Completed)
    5.  Create The Exchange, an optional drop-in online monthly meeting for managers, designed to enhance two-way communication between People & Culture and managers (Completed)
    6.  Rebrand supervisory development (Manager’s Retreat), providing a high-level strategic plan overview; effective communication strategies; overviews of  recruitment, compensation, leave management and payroll; wellness; EAP services; strategies on performance management – maximizing employee potential; and introduction to the Myers-Briggs Type Indicator (MBTI) to help individuals better understand themselves and others for improved decision-making and relationship building (Completed)
    7.  Create a monthly People & Culture newsletter (Completed)
    8.  Create a quarterly People & Culture Wellness newsletter (Completed)
  4. Expand professional development programming (Anchored to Job Category: Professional Development.)
    1. Rejoin offering professional development to support staff in a cohort-setting with participants from eight other area colleges and universities (Completed)
    2.  Expand supervisory development (i.e., Manager’s Retreat), providing a high-level strategic plan overview; effective communication strategies; overviews of  recruitment, compensation, leave management and payroll; wellness; EAP services; strategies on performance management – maximizing employee potential; and introduction to the Myers-Briggs Type Indicator (MBTI) to help individuals better understand themselves and others for improved decision-making and relationship building (Completed)
    3.  Partner with ASPIRE to offer , a cohort development program for emerging and mid-level leaders spanning six months, focusing on strengthening and expanding leadership skills through intensive one-on-one coaching, in-person workshops, and team-based projects (Completed)
    4.  Conduct comprehensive needs assessment (Planned for spring 2026)
       

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