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Presentation by the University of Hawai‘i Office of Human Resources: On-line Broadband Classification System CUPA-HR National Conference and Expo October 2003. The University of Hawai‘i (UH). A land grant university established in 1907 48,000 students

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Presentation by the University of Hawai‘i Office of Human Resources:On-line Broadband Classification System CUPA-HR National Conference and ExpoOctober 2003

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The University of Hawai‘i (UH)

  • A land grant university established in 1907

  • 48,000 students

  • A system comprised of ten campuses state-wide on the four most populated islands

  • 4-year campuses award baccalaureate, master's, doctoral and professional degrees in medicine and law

  • 2-year campuses award a variety of associate of arts degrees

  • Governed by a single Board of Regents with a systemwide President and a Chancellor for each of the ten campuses

  • 1800 APT positions

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I.Background & Overview

II.Contact Information System

III.Position Description Generator

IV.Performance Evaluation System

V.Special Compensation System

VI.Hiring Above Designated New Hire Rate

VII.Lessons Learned

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  • Past Position Classification System

    • 25+ years old

    • Designed for a centralized University system

  • University Human Resources wants and needs

    • Flexibility and delegated decision-making

    • Rapid response

    • Mechanism for recognizing employee’s professional growth and exceptional performance

  • Trends in Public Sector Job Evaluation

    • Movement away from centrally controlled systems, e.g. position classification

    • Movement to decentralized systems, e.g. broadbanding

  • UH successfully implemented the IT Demonstration Project based on a variation of broadbanding concept

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New Broadband System Guiding Principles

  • Simplified classification

  • Understandable to employees

  • Designed to attract & retain quality personnel

  • Promotes employee development

  • Flexible & responsive

  • Delegated decision-making

  • Separates job evaluation from compensation

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Impact of the New System

  • Applied to all Administrative, Professional and Technical (APT) personnel (included/excluded)

  • New system included:

    • Highly automated & expedient processes

    • Selected delegation of position classification authority

    • New methods of compensation

  • Completion of system infrastructure: 18 months

  • Conversion to new system --- budget neutral

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Changes to the Classification and Compensation System

  • Consolidated 240 existing classes of work into 12 APT Career Groups

    • New APT Career Group Concepts replaced Class Specifications

  • Correlated 17 existing Pay Ranges to 4 Bands

  • Created new compensation tools:

    • In-Grade Adjustments (increase to base salary) to recognize professional growth

    • Performance Award (lump sum bonus) to reward work performance that exceeds performance expectations

    • Hiring above designated new hire rate

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1. Public Information, Public Events Planning & Publications

2. Enterprise Operations

3. Institutional Support

4. Legal Affairs

5. Research Support

6. Academic Support

7. Instructional & Student Support

8. Media Design & Production

9. Physical Plant Management

10. Facilities Planning & Design

11. Allied Health & Safety

12. Athletics

APT Career Groups

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Band Definitions

  • Band A: Professional work at the entry/ intermediate/independent worker level

  • Band B: Fully competent skilled professional, e.g., journeyworker/working supervisor/lead worker

  • Band C: Full-time supervisor of journeyworker subordinates and/or recognition, on a system wide basis, as a subject matter expert

  • Band D: Program administrator/manager and/or recognition, on a system wide basis, as the foremost subject matter expert

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Delegation of Authority

  • Chancellor or Designee may be authorized (per delegation criteria) to:

    • Assign positions to Bands A or B

      • Subject to post-audit by OHR which will have authority to direct corrective action, as necessary

    • Approve in-grade adjustments and performance awards for positions in Bands A & B

    • Approve salary rates up to 24% of the designated new hire rate (DNHR)

  • Programs to submit requests via Chancellor to OHR to:

    • Assign positions to Bands C or D

    • Approve in-grade adjustments and performance awards for positions in Bands C & D

    • Approve salary rates beyond 24% above DNHR

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Performance Award(lump sum bonus)

  • A Performance Award is not an automatic entitlement, but a discretionary award to an employee whose performance consistently EXCEEDS performance expectations

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In-grade Adjustment

  • Recognizes an employee’s growth in the position as illustrated by the demonstration of substantially more complex duties still characteristic of the band

  • Generally 2% increase, but in exceptional situations up to 4%

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Designated New Hire Rate (DNHR)

  • Established by policy

    • Initial: DNHR is the current DER (Designated Entry Rate)

    • Future: DNHR to be based on salary surveys

  • Salary placement above hiring rate subject to

    • Completion of DNHR Matrix

    • Approval delegated to Chancellor or Designee up to 24% above DNHR

    • Approval by President or designee for requests beyond 24% above DNHR

Programs responsible for all funding

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II. Contact Information System

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Flow Chart On-line Systems

  • Performance Evaluation

  • Create expectations

  • Monitor performance & provide feedback

  • Complete evaluation

Contact Information Maintained by Programs

PD Generator

Special CompensationNomination

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Contact Information System

  • Used to maintain accurate routing process of critical HR information.

  • Routing process used for position description generator, performance evaluation, hiring above the designated new hire, and special compensation systems.

  • Based on University User ID and preferred e-mail address.

  • Information kept current to show correct reporting relationships.

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Flow Chart On-line Routing





Personnel Rep

Office of Human Resources

Fiscal Officer

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III. Position Description Generator

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On-line Position Description (PD) Generator

  • Designed to facilitate the electronic creation and review of PDs

    • Encumbered position – incumbent drafts PD

    • New/vacant position – supervisor or program manager prepares PD

  • Employer determines duties & responsibilities and recommends Career Group and Band designation

  • PD electronically transmitted for review and action

  • E-mail notification to next review level

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Duties and Responsibilities Screen

  • “Input Box” for D&Rs :

  • type D&R OR

  • cut & paste D&R OR

  • click on “Generic” D&R & modify

255 Character Limit

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Electronic Processing of On-line PD

After clicking “Submit”, PD is automatically transmitted to employee’s supervisor

Supervisor electronically notified of PD awaiting review

PD Generated On-line

Supervisor reviews PD, directs/makes changes, identifies essential functions & submits for review

Supervisor electronically certifies & forwards PD for review & approval. Employee able to view current copy of PD

Approving authority reviews PD, takes action & electronically returns approved PD to Supervisor & Employee

AO/PO/FO electronically reviews PD recommends changes if appropriate

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IV. Performance Evaluation System

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Performance Evaluation

  • Electronic Performance Evaluation Process

    • Meaningful discussion between supervisor and subordinate should still occur

    • Requires expectations to be created prior to evaluation

    • Standardized Rating Cycle for all APTs

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Performance Evaluation Desired Outcomes

  • Recognize sustained exceptional work performance

  • Create a mechanism for communication between supervisors and employees

  • Create a process to promote the identification and communication of work performance expectations

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Creating Performance Expectations: A Five Step Process

Step 1 - Review the job description

Step 2 - Create measures for each essential/critical responsibility

Step 3 - Review the measures together

Step 4 - Create performance expectations (generally 3-5 or more, as deemed appropriate) that incorporate measures identified in Step 2

Step 5 - Joint Sign-off - employee agreement not required

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Performance Expectation Generator

  • The key components of a Performance Expectation may be described by selecting:

    • an “Action Verb” plus

    • an appropriate “Outcome or Product” plus

    • an appropriate statement of the “Quality and/or Frequency Standard to be Applied to Determine If an Expectation is Satisfied.”

  • Select one item from each of the 4 screens in Option 2 of the Performance Expectation Generator to create a “preliminary” performance expectation

    • The “preliminary” performance expectation should be supplemented with additional details to create a refined performance expectation.

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Performance Expectation Matrix

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Application of the Performance Expectation Matrix

“Preliminary” Performance Expectation: Prepare… administrative procedure… in draft form to satisfy expectation… by __(date)__

Refined Performance Expectation: “Prepare in draft form an administrative procedure relating to recruitment and selection of BOR personnel by September 25, 2002 to satisfy performance expectation.”

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Associating Expectation with Duties & Responsibilities

“Check” appropriate boxes and click “ok”

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Certifying Date of Meeting Employee & Supervisor

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V. Special Compensation System

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Special Compensation Adjustment Performance Award (Stipend)

  • Purpose

    • To recognize exceptional work performance that significantly and regularly exceeds work performance expectations

  • Compensation Adjustment

    • Lump Sum (not part of employee’s base salary)

      • Up to 8%

      • Program responsible for all funding

      • Supervisors to nominate and Chancellor or Designee may have approving authority

      • Frequency of consideration - annual

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Special Compensation Adjustment In-Grade (Base Pay Increase)

  • Purpose

    • To recognize an employee’s growth in the band as evidenced by the assignment of substantially more complex duties still characteristic of the band

  • Compensation Adjustment

    • Permanent increase to employee’s base salary

      • Generally 2% but in exceptional situations up to 4%

      • Program responsible for all funding

      • Supervisor initiates nomination; Chancellor or Designee may have approving authority for Bands A & B (OHR for Bands C & D)

    • Frequency of consideration - annual

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VI. Hiring Above Designated New Hire Rate

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Eligibility Criteria for Hires Above DNHR

  • Program decides whether or not to consider offering more than the DNHR

  • The selectee shall meet or exceed all published Minimum Qualification Requirements (MQs) with particular focus on those specific to essential position functions; and

  • Preferably, the selectee shall meet or exceed all published Desirable Qualifications (DQs).

  • In all cases, the selectee shall be distinguished from all other applicants on the basis of individual qualifications

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How Much?

  • Chancellors or Vice Presidents delegated authority to approve adjustments of up to 24% above the DNHR

    • If a current employee’s salary is equal to or greater than an amount which is 24% above the DNHR, then approval of up to 10% above the employee’s current salary is delegated, but not to exceed the maximum rate of the band

  • Requests exceeding 24% of DNHR requires Presidential approval

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Request Analysis: Criteria

1. Program Needs

2. Position Duties and Responsibilities

3. Requisite Knowledge, Skills and Abilities

4. Requisite Education, Training, Certification & License

5. Requisite Work Experience

6. Requisite Performance

7. Demonstrated Professional Competencies

8. Current Salary

9. Internal Salary Comparisons

10. External Salary Comparisons

11. Funding Plan

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VII. Lessons Learned

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“Lessons Learned”

  • It can be done - it is possible to successfully convert to a new system that involves the exercise of more judgment

    • Most programs and/or managers will act reasonably and responsibly

  • Create an open and inclusive process - Change creates apprehension, which may be reduced through the use of a systematic methodology, e.g., use of a TAC, that is widely communicated

  • Use your in-house experts - Involving a TAC comprised of recognized SMEs to apply a reason based decision-making process helps to reduce expressed perceptions of subjectivity, favoritism and unfairness

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More Lessons Learned

  • Broadbanding solves some problems and creates others - by reducing 17 existing pay ranges to 4 generic bands, opportunities for temporary assignment reduced

    • Job seekers have more employment opportunities

    • Greater flexibility in compensation

    • More judgment is exercised

  • Process – while all attention will be on the “what?” a successful system shares focus on the “how?”

  • Communicate, communicate, communicate

    • Training – expect poor attendance, create on-line training

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University of Hawai‘iOffice of Human Resources

Email: [email protected]


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