Pulse Survey reveals significant feelings of belonging and respect at Harvard

The findings from the survey published by Harvard on Monday highlight a robust sense of belonging among community members, albeit with diminished comfort in voicing opinions and forming connections across different perspectives. The fresh data was unveiled as part of a report from the Pulse Survey on Inclusion & Belonging.

Initially launched in 2019 following recommendations from the Task Force on Inclusion & Belonging, the survey aims to gauge the community’s sentiments and assess the climate surrounding inclusion and belonging among the entire campus populace. Conducted for the second time in September 2024, it invited every member of Harvard — students, educators, researchers, and administrative staff — to express their unique experiences as individuals engaging with peers and the institution at large. The outcomes will be amalgamated with other survey data to enhance programs that pertain to culture and community. 

“The Pulse Survey is an essential instrument for evaluating how members of our community perceive the University and recognize their role within it,” stated President Alan M. Garber. “The insights derived will assist us in cultivating an environment in which everyone feels included, respected, and appreciated.” 

To delve into the survey results, encompassing both strengths and areas needing enhancement, the Gazette engaged in discussion with Sherri Charleston, the chief community and campus life officer, and Drew Allen, associate provost for institutional research and analytics. They outlined significant findings and forthcoming actions aimed at enriching campus culture concerning inclusion and belonging. 

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Sherri, I noticed that your title has changed, as well as the designation of your office. Could you explain how these transformations occurred?   

Charleston: Over the last five years, we’ve progressed to oversee diverse services on campus. I joined in 2020 as the chief diversity and inclusion officer, guiding the Office for Diversity, Inclusion, & Belonging. Due to the significant outcomes from the last Pulse Survey, President Garber opted to rename the portfolio to Community and Campus Life to better align with its present focus — fostering a sense of community and promoting belonging. As we conducted the Pulse Survey again last fall and evaluated how to communicate all the services we provide, it felt appropriate to modify my title to more accurately reflect the functions of the offices under my supervision for our campus community. 

Please elaborate on the Pulse Survey.

Charleston: The Pulse Survey offers a snapshot of our progress as a University community concerning inclusion and belonging objectives across various metrics. Being a “pulse” rather than an “MRI,” it aims to furnish us with directional data rather than diagnostic. This can then be complemented with additional survey data to create a more comprehensive understanding of the climate here at Harvard regarding inclusion and belonging.

Allen: It’s uncommon to conduct a survey that allows us to gather input directly from every member of our community — students, faculty, researchers, and staff. The findings are significant because they guide us toward the right path and serve as a spark for more targeted initiatives to explore inclusion and belonging across Schools and units throughout the campus. 

What were the survey’s inquiries, and how many participants engaged? 

Charleston: The survey questions aimed to investigate the full spectrum of human experiences at Harvard: individual, communal, and institutional. Specifically, it focused on four dimensions of inclusion and belonging: sense of worth, acceptance and integration, connection across differences, and supportive resources. We sought to understand whether individuals felt valued, respected, and acknowledged. We also wanted to ascertain their comfort levels in expressing themselves and forming substantial relationships with other community members, including those with differing viewpoints.

Allen: Notably, over 10,000 members of the Harvard Campus community participated in this survey, accounting for about 20 percent of the population. Given the response rate, which aligns with outcomes from similar surveys in higher education, we are confident that the data offers a meaningful pulse of the Harvard community and can provide critical guidance for subsequent initiatives and resource distribution. 

What are the primary takeaways from the 2024 Pulse Survey findings?

Charleston: The survey indicated that a substantial majority of our participants — students, faculty, researchers, and staff — feel that they belong at Harvard (with 78 percent of students, 81 percent of staff, and 75 percent of faculty and academic personnel expressing this sentiment). Respondents generally feel respected, with 80 percent of students, 79 percent of staff, and 74 percent of faculty/academic expressing agreement. These figures are quite encouraging, but, of course, come with the caveat that some segments of our community do not feel a sense of belonging and do not feel respected.

We also discovered that while the majority of our community members feel at ease expressing their opinions and have been capable of establishing relationships with individuals…
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who possess differing perspectives, it is not as elevated as we would desire it to be. Thus, this is yet another domain we aim to investigate to determine how we can efficiently broaden and fortify initiatives like the President’s Building Bridges Fund, which finances student-led programs to unite community members across divides. 
 
Allen: As Sherri highlights, the survey revealed that the majority of students believe they can express their true selves at Harvard. In certain instances, our data indicated an even greater level of positivity than in 2019 when the survey was initially conducted. The survey equips us with robust data to guide our future decisions. 

How will the University utilize the data? 

Charleston: We will leverage this data to enhance the sense of belonging and connection on campus, particularly among various groups. Insights gained from this survey can serve as guidance for decisions regarding resource allocation, both in capacity and focus. 
 
Allen: I believe the data can also pinpoint areas needing more investigation. A survey is merely one approach we can use to grasp inclusion and belonging, yet other methods may also provide insights into aspects that are challenging to quantify directly. The Pulse Survey data will steer us in developing additional inquiries that our institutional research office can explore, enabling us to better understand our community and their requirements.

What enhancements or adjustments were made on campus post the 2019 Pulse Survey? 

Charleston: There has been a substantial emphasis on reinforcing our community and enhancing the feeling of belonging on campus. One notable example was the creation of the Harvard Culture Lab Innovation Fund (HCLIF.) Backed by the President’s Office, HCLIF funds project initiatives that cultivate a culture of belonging on campus. Grants are distributed to teams that aspire to make a direct impression on the University community, involve the widest audience, and align with the University’s objectives toward excellence. 

Alongside HCLIF, we have focused on both cultivating digital communities and fostering in-person communities on campus. Our office newsletter has approximately 16,000 subscribers and enables us to disseminate information across numerous communities. We have also prioritized establishing communities on campus through our now annual forum, providing communal spaces to counter isolation and polarization, and collaborating with colleagues to promote community support opportunities. Recently, we allocated funding through the President’s Building Bridges Fund to student-led initiatives aimed at building connections and community across differences. 

What are your forthcoming actions and when can we anticipate the next Pulse survey? 

Charleston: Our initial action will be to gather community members to help us reflect on what we’ve learned and how we can apply this data moving forward. Another aspect is to consider how the various surveys conducted by the University over recent years interconnect and how we can amalgamate those insights. We can seize this moment to base our decision-making on data and ensure that we take measures to foster and enhance the sense of belonging and community at Harvard. 

Allen: When we contemplate the timing for the next survey, we want to ensure that sufficient time has elapsed to assess meaningful advancements. Consistency and the timing of the upcoming survey are crucial so the data we gather is significant and informative.