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Compensation that Reinforces & Enhances Culture

Compensation that Reinforces & Enhances Culture. CUPA-HR Eastern Region Conference Tuesday - May 3, 2005. Lisa A. Sanford, Associate Director of Human Resources Marcia K. Hoffman, Director of Human Resources Warren Kerper, Principal, Mercer Human Resources Consulting. Session 5B.

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Compensation that Reinforces & Enhances Culture

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  1. Compensation thatReinforces & Enhances Culture CUPA-HR Eastern Region ConferenceTuesday - May 3, 2005 Lisa A. Sanford, Associate Director of Human ResourcesMarcia K. Hoffman, Director of Human ResourcesWarren Kerper, Principal, Mercer Human Resources Consulting Session 5B

  2. No.14 BucknellbeatNo.3 Kansas64 to 63 By the way, have you heard??? NCAA First Round - March 18, 2005First-ever win by a Patriot League School!

  3. Session Objectives: • Provide an overview of the Staff Compensation Program (SCP) Implementation • Review Results & Outcomes • Highlight Unique Features of the Process • Build upon the SCP Foundation

  4. Overview of the Staff Compensation Program Implementation

  5. Staff Compensation Program Objectives The primary program objectives are to develop a compensation program that: • Is simple to use, easy to understand, and viewed as credible by both managers and staff members; • Effectively combines the external market value of jobs with the internal contribution of staff members; • Recognizes the competencies and applied knowledge needed to be successful in a job; • Provides a foundation and roadmap for career development, promotions and continued learning; and • Is a uniform and consistently-applied process across departments.

  6. Our Program Development Process Objectives & Guiding Principles Staff Member Input Market Assessment

  7. Our Program Development Process Staff Compensation Program Development Process

  8. Our Program Development Process Compensation Program Design

  9. Results & Outcomes

  10. Staff Compensation Program Design Bucknell Core Competencies Used in:- recruitment/career pathing- staff development/training- performance management- recognition Achievement Relationships Respect for the Individual Diversity Integrity Reliability/Dependability InitiativeAdaptabilityCreativity Community Focus Leadership Staff Compensation Program Empowering People Teamwork Commitment to ServiceCommitment to QualityStewardship

  11. Staff Compensation Program Design Core Competencies Bucknell Core Competencies Used in:- recruitment/ career pathing- staff development/training- performance management- recognition Relationships Achievement Respect for the Individual Diversity Integrity Reliability/Dependability InitiativeAdaptabilityCreativity Community Focus Leadership Staff Compensation Program Empowering People Teamwork Commitment to ServiceCommitment to QualityStewardship Bucknell Job Content Factors • Foundation for the Program • Broad levels of contribution across the University Job ContentFactors Job Content Factors

  12. WHAT (results) HOW (behaviors) A Broader Definition of Success WHAT we do HOW we do it + Job Content(results) Competencies (behaviors)

  13. The SCP Position Framework B U C K N E LL Broad descriptions were categorized for each career bandbased on the same Job Content Factors: • Typical Role • Accountability & Impact • Judgment & Problem-Solving • Typical Education & Experience (Knowledge, Skills, Abilities) • Leadership/Mentorship

  14. An example of 3 of our career bands

  15. Distribution within the SCP Position Framework Career Band Career Band

  16. Proposed New Staff Salary Structure Based Upon the Market Analysis Note: Based upon market data, not actual Bucknell salaries.

  17. Positioning & Managing Pay Within the Career Bands Maximum • The high end of the market range for jobs within the career band • The highest base salary to be attained in the band, but not necessarily for each job in the band Career Band • The low end of the market range for jobs within the career band • The lowest base salary to be attained in the career band Minimum

  18. What we have achieved Before July 2004 beyond 1 compensation framework encompassing salaried & hourly jobs An outdated hourly structure & no salaried structureUnrelated across campus è 7 career bands with wider ranges More flexibility in managing pay Multiple salary grades Narrow ranges è Better understanding of jobs,grouped into career bands around similar job content factors No common definition of jobs è Structure focused on pay and staff member’s performance Structure focused on pay è

  19. Unique Features of the Process

  20. Unique Features of the SCP Process 1. Extensive Staff Involvement 2. Transparent Communication 3. The Bucknell Culture

  21. 1. Extensive Staff Involvement • The Campus Advisory Group guided the process • Staff pilot-tested the Job Profile • All staff did Job Profiles (even multiple incumbents) • Staff teams created Core Competency stories • Advisory Group members presented at Open Forum sessions • Staff placed their own positions in the Framework

  22. Position Placement Process Supervisor Staff Dept &/orDivisionHead HumanResources/Mercer HR

  23. 2. Transparent Communication • Buy-in from the President’s Staff & Trustee Compensation Committee • Ongoing messages from the VPF&A to the staff • SCP Website with all communications and FAQs • Numerous Open Forum Sessions • One-to-one sessions with Division Heads • Published framework, placements, salary structure, & SCP Guidelines

  24. For More Information About Bucknell’s Staff Compensation Program • Consult the SCP website, dedicated to providing up-to-date information about the Staff Compensation Program • The web address is: http://www.bucknell.edu/StaffCompensation/

  25. 3. The Bucknell Culture • Strong leadership at the mid-level • High sensitivity to “being at the bottom of the barrel”with an acknowledgment of common core competencies • Tremendous pride and work ethic – Bucknell Stories • Expectation of openness and information sharing • Understanding that it takes all of us to make BUCKNELL • Campus-wide, weighted equity approach, allocatingmore to less-highly compensated who are farthest from their target salaries

  26. Why are we doing this? • Staff input & ownership in this University-wide Program is important. • Staff members & their supervisors are most knowledgeable about the jobs. • Active involvement will help staff members better understand and be engaged. • We need to recognize, value, and respect every level of contribution. • It takes all of us, in each of our roles, to make Bucknell successful.

  27. Taking theCore Competencies into the Future

  28. Building Upon the SCP FoundationIncorporating the Core Competencies • Recruitment & Career Pathing • How can we identify and attract candidates who can and will exhibit the Core Competencies? • Staff Development & Training • How can we assist staff in mastering the Core Competencies? • Performance Management • How can we reinforce staff commitment to the Core Competencies? • Recognition • How can we recognize and reward staff who consistently demonstrate the Core Competencies in their work at Bucknell?

  29. Building Upon the SCP FoundationIncorporating the Core Competencies Recruitment & Career Pathing • Jobs at Bucknell online recruiting site features the Core Competencieshttps://jobs.bucknell.edu • Interview questions incorporate the Core CompetenciesExample: Tell me about a time when you went the extra mile to help a customer. • Distribute Core Competency wallet cards to all current staff & new hires • Published SCP Framework outlines career path opportunities

  30. Building Upon the SCP FoundationIncorporating the Core Competencies Staff Development & Training • Incorporating Core Competencies • Highlighting Core Competencies in University newsletters and other communications

  31. Building Upon the SCP FoundationIncorporating the Core Competencies Performance Management • Incorporating Core Competencies into Job Descriptions • Revised Merit Categories to reflect bothjob responsibilities & core competencies|

  32. Bucknell Merit Categories, FY 05-06 Consistently serves as a role model for demonstration of competencies leading to outstanding results CE Consistently exceeds job requirements ME Frequently demonstrates an advanced ability in competencies to achieve and exceed results Meets and often exceeds job requirements Frequently demonstrates competencies to achieve expected levels of performance SM Successfully meets job requirements Sometimes demonstrates competencies to achieve expected levels of performance Meets some but not all job requirements MS Has significant gaps in demonstration of competencies FM Frequently does not meet job requirements

  33. Building Upon the SCP FoundationIncorporating the Core Competencies Recognition • Incorporated Core Competencies into Criteria for University staff awards • Acknowledge staff contributions in termsof the core competencies|

  34. In Review . . . • Provided an overview of the Staff Compensation Program (SCP) Implementation • Reviewed Results & Outcomes • Highlighted Unique Features of the Process • Built upon the SCP Foundation

  35. Compensation thatReinforces & Enhances Culture Thank You! Session 5B

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