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Career Navigator and Tracking. Presenters: Ron Sober, Learning Specialist – Human Resource Development Jennifer Mitts, Compensation Analyst – Compensation & Classification Steve Drews, Compensation Analyst – Compensation & Classification. Today’s Objectives.

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career navigator and tracking

Career Navigator and Tracking

Presenters:

Ron Sober, Learning Specialist – Human Resource Development

Jennifer Mitts, Compensation Analyst – Compensation & Classification

Steve Drews, Compensation Analyst – Compensation & Classification

today s objectives
Today’s Objectives
  • Look at UM Career Development Philosophy and what has led up to our current tools
  • Walkthrough the Career Development, Career Path Navigator, and Performance Management websites
  • Q & A as well as open discussion of lessons learned and what’s ahead
um staff development philosophy
UM Staff Development Philosophy
  • Career development is the path taken by the employee, with support and encouragement from management, using tools and resources provided by the organization, to build life-long careers and achieve long-term work/life satisfaction!
career paths
Career Paths

In a Perfect World

What It Feels Like

new classification system to help with career paths
New Classification System to Help With Career Paths?

Former Classification System

Market-Referenced System

No salary grades

Clear career families are apparent

Movement within positions with a market-proven series are clear (e.g., Associate to Intermediate to Senior)

What starts to become unclear:

Movement across series

Movement of positions with NO market-proven series

Movement across career families

  • Internal salary grades
  • Broad “career families” that were more like categories (e.g., Office, Technical, etc.)
  • Too many classifications with names not easily associated with a career discipline (e.g., Administrative Associate, Program Associate, etc.)
  • Career progression was viewed as “climb the salary grades ladder”
career path navigator
Career Path Navigator
  • Designed to Provide a Basis for Comparison Yet Still House the Market-Referenced System
    • To provide a hierarchy of market positions based on external market data
    • To assist with planning
    • Generate options not otherwise apparent
    • Provide actual experience – show the frequency of occurrences of staff movement over the past several years
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