After completing the longest contract negotiations in the union's history, HUCTW members feel that Harvard can do more to maintain ideal standards for its non-faculty members.

Several years out from the worst economic crisis in a generation, Harvard and the unions that represent workers on campus have struggled through some of the longest negotiations in the unions’ history as they attempt to define a new era of labor relations.

Members and supporters of the Harvard Union of Clerical and Technical Workers—which represents more than 4,600 members of Harvard’s non-faculty staff—stood out in front of Massachusetts Hall twice a week beginning in January to advance their cause, and the union held its first rally ever in Memorial Church in March.

Although both HUCTW and the University eventually expressed satisfaction with the settlement they reached in March, union leaders said that there are significant issues like health care that remain unresolved.

In the wake of these difficult discussions, University employees have raised concerns over the nature of Harvard’s approach to labor relations after the financial crisis.

GOOD, BUT NOT GOOD ENOUGH

Despite difficult negotiations, workers seem generally satisfied with Harvard as an employer. In an employee engagement survey administered by the University at the end of 2011, all of Harvard’s schools scored at or above the “best employer” range, according to Marilyn Hausammann, vice president for human resources.

And Harvard Labor Relations Director Bill Murphy said that the University provides benefits that cannot be found elsewhere.

“For our lowest wage earners working together with the unions we have healthcare benefits available for people with 16 hours of employment. There’s no employer in the area that matches that threshold,” Murphy said. He also said that Harvard is the top-paying employer of campus police in the area.

Hausammann added that in terms of salaries, Harvard compensates close to or more than local universities, other Ivy League universities, and local employers, and during HUCTW negotiations, University officials cited the fact that Harvard ranked in the 75th percentile for the average compensation for those workers compared to large employers in the Northeast.

But HUCTW director Bill Jaeger criticized the University’s standards.

“[HUCTW workers] said, ‘Show me one other measurement in which Harvard would be happy to be at the 75th percentile compared to other universities. Any measure—literally anything,’” Jaeger said. “Education doesn’t work right and research doesn’t work right in our experience unless we have a terrific staff, better than the 75 percentile in terms of skills and effort.”

And while University employees make near or above market wages, union officials said that these rates do not provide workers with appropriate financial security.

“$40,000 is not a lifestyle that encourages people to be home with their families,” said Wayne M. Langley, director of higher education for SEIU Local 615, the union that represents Harvard custodial workers. “It’s a low enough salary that there is hardship, and the question is if Harvard has the wherewithal to eliminate that hardship.”

AN UNCERTAIN RECOVERY

When the financial crisis struck in 2008, Harvard’s endowment dropped by $11 billion between June 2008 and June 2009.