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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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Classification and compensation analysis pilot project

classification and compensation Analysis Pilot Project


What Is The Study?

A review of staff positions and compensation:

  • Internal relativerelationshipsand salary structure

JOB 3

JOB 2

JOB 1


What is the Goal of the Study?


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


  • 45 Divisions/Colleges

  • 1,400 Titles included in the study

  • 5,700 MU & UM System employees (approx.)


  • 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




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


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


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


Career Path Determination

First, the career path of the work is determined:

MANAGEMENT

CAREER PATH

INDIVIDUAL CONTRIBUTOR

CAREER PATH



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


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


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


  • 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




  • “Benchmark”

  • A representative job, easily identified and common to many organizations


  • “Salary Survey”

  • An organizational sample of jobs and salaries compared to the external labor market, from which compensation conclusions can be drawn.


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


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.


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



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


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)


  • 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


  • 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


  • One salary plan - GGS

  • 710 titles on 20 pay ranges

  • Career paths clearer/more evident

  • Transparent organizational hierarchy

  • Enhanced reporting system wide





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


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


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


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


  • 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


You are welcome to visit our project web site at any time for information and updates about the project :


If you have specific questions, please click the for information and updates about the project : e-mail link at the bottom of our web page to reach our project team.


Human Resource Services for information and updates about the project : University of Missouri1095 Virginia Avenue Columbia, MO 65211 • Phone: 573-882-4256 • Web: hrs.missouri.edu


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