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MU Staff Job Title and Salary Study Campus Implementation – April 2014. classification and compensation Analysis Pilot Project. What Is T he Study ?. A review of staff positions and compensation :. Internal relative relationships and salary structure. JOB 3. JOB 2. JOB 1.

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slide2
What Is The Study?

A review of staff positions and compensation:

  • Internal relativerelationshipsand salary structure

JOB 3

JOB 2

JOB 1

slide4
Who Is Affected?
  • All staff titles except those in the Service and Maintenance job family have been reviewed
  • Further consolidation of the Office Administration & Support and Student Support Services occurred
  • Information Technology was completed February 2014
slide5
Who Is Affected ?
  • 45 Divisions/Colleges
  • 1,400 Titles included in the study
  • 5,700 MU & UM System employees (approx.)
slide6
What Happened to These Titles?
  • Titles were evaluated
  • Most titles changed, some stayed the same
  • Salary ranges were developed
  • Employees did not lose pay
  • Job duties did not change
  • Organizational structure did not change
  • No positions were eliminated, no one was laid off
  • Employee performance was not evaluated
slide9
What Do We Look At When Evaluating A Job?

The Global Grading System establishes true distinctions in --and among-- jobs within a job family. It is a job evaluation tool for determining job hierarchy.

LEVEL 5

LEVEL 4

LEVEL 3

LEVEL 2

LEVEL 1

slide10
What Do We Look At When Evaluating A Job?

The determination is based on 3 characteristics:

Required knowledge, skills and abilities

Complexity of the assigned work

Scope and impact of the title

slide11
What Do We Look At When Evaluating A Job?

Career Path and Role Determination:

Jobs are mapped with respect to career path, role, and level:

Characteristic

Number of Options

slide12
Career Path Determination

First, the career path of the work is determined:

MANAGEMENT

CAREER PATH

INDIVIDUAL CONTRIBUTOR

CAREER PATH

slide14
Role Determination

Next, the role of the job is determined

1st LINE TOP MGMT

MANAGEMENT

CAREER PATH

TOP MGMT

MIDDLE MANAGEMENT

SUPERVISOR

INDIVIDUAL

CONTRIBUTOR

CAREER PATH

SUBJECT MATTER EXPERT

PROFESSIONAL

TECHNICIAN

CLERICAL / ADMIN

MANUAL

slide15
Level Determination

Specific job factors are assessed to determine the level of the job within each role:

  • The knowledge required to perform the work
  • The expertise in the job, the related areas affecting the job, and areas which the job affects
  • The leadership required in the job
  • The independence with which the job operates
  • The influence of the job on other entities within the department, division and campus
  • The impact of the job – both the type of impact and the scope of impact on the work team, department, division and campus
  • The interpersonal and communicationskillsrequired
slide16
Global Grading Methodology

GGS Methodology

The level of the job within each role is the grade to which the job is assigned

GRADE

1st. LINE

TOP MGMT

MANAGEMENT

CAREER PATH

TOP

MGMT

MIDDLE

MANAGEMENT

SUPERVISOR

SUBJECT MATTER

EXPERT

INDIVIDUAL CONTRIBUTOR

CAREER PATH

PROFESSIONAL

TECHNICIAN

OFFICE ADMINISTRATION & SUPPORT

MANUAL

slide17
From Grade to Pay
  • 5
  • Improving MU’s Compensation Plan

Evaluating internal

Job

hierarchy

Selecting MU benchmark jobs

Comparing MU benchmark jobs to external market

Implementing

and communicating new program

Determining pay ranges

slide20
Benchmark Jobs
  • “Benchmark”
  • A representative job, easily identified and common to many organizations
slide21
Salary Survey
  • “Salary Survey”
  • An organizational sample of jobs and salaries compared to the external labor market, from which compensation conclusions can be drawn.
slide22
Salary Structure
  • Positions in the same grade are equal
  • Ranges allow the option to pay market rates
  • The midpoint – experienced and fully qualified employee
  • Maximum is the highest salary level for the titles
  • Range spread is the

Max-Min

Min

slide23
Developing Pay Ranges
  • Job evaluation determines the internal relationships between jobs by assigning titles to pay grades.
  • Pay range midpoints approximate the market for building the structure.
slide24
Developing Pay Ranges

16 Pay Ranges

  • Tiered range spreads increasing from 35% to 125% to accommodate greater breadth of responsibility
  • Gradually increasing midpoint progression from 12% to 20%
  • Market ratios reflecting parity between pay range midpoint and market
  • Single structure for all campuses
slide26
Pay Adjustments
  • GGS pay ranges were increased in September 2013
  • Employees paid below the new minimums receive a pay increase effective April 13
  • Employees paid at or above the new maximums will be eligible for lump sum merit increases
slide27
Pay Adjustments - Special Circumstances
  • Employees whose pay was not brought into the range in September have now been brought to the minimum:
      • Office Administration & Support
      • Student Support Services
  • Employees that receive commission or jobs that are outliers are assigned to a Market (MKT) range (no minimum or maximum rate)
slide28
Title Consolidation
  • Titles consolidated – same grade based on job evaluation
  • Title descriptions developed after the consolidation
  • Titles are part of a general title hierarchy of Global Titles
slide29
Why the Move to Global Titles?
  • 5,000 titles in 5 salary plans with over 1,100 pay ranges
  • Increasing number of titles
  • Too many single incumbent titles
  • Not sustainable
  • Different titles describing similar jobs
slide30
Global Titles – Moving to the Future
  • One salary plan - GGS
  • 710 titles on 20 pay ranges
  • Career paths clearer/more evident
  • Transparent organizational hierarchy
  • Enhanced reporting system wide
slide34
Working Titles
  • Can use “old” title for working title
  • Should clearly define job duties
  • All existing working titles will remain in PeopleSoft
  • HRS will audit in the future
  • Can NOT use titles that suggest promotion
  • Can NOT use to change or elevate job duties
slide35
Appeal Process
  • Significant change in the duties and responsibilities of the position relative to the factors used in GGS

for job evaluation

  • Manager must determine if a review is warranted
                • Appeal review will begin June 1st 2014
slide36
Appeal Process

A review of the GGS grade is not warranted if solely based on:

  • salary range associated with the global grade
  • increase in the volume of an individual’s workload
  • an interim/temporary or future job assignment
  • where a salary falls within the given range
  • the list of duties associated with the title
  • a review of an individual’s performance
  • the global title designation
slide37
Accomplishments
  • Titles evaluated using same criteria
  • Titles on the same salary plan/GGS
  • Generic title consolidation – from 5,000 to over 700
  • All staff paid within new ranges
  • Better reporting as a result of the study
  • Pay consistently across UM System
slide38
Key Points to Remember
  • Titles were evaluated
  • Title consolidation conducted
  • Salary ranges developed
  • Employees will not lose pay
  • Job duties will not change
  • Organizational structure will not change
  • No elimination of positions or layoffs
  • Employee performance will not be evaluated
slide39
You are welcome to visit our project web site at any time for information and updates about the project :
slide40
If you have specific questions, please click the e-mail link at the bottom of our web page to reach our project team.
slide41
Human Resource ServicesUniversity of Missouri1095 Virginia Avenue Columbia, MO 65211 • Phone: 573-882-4256 • Web: hrs.missouri.edu
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