classification and compensation Analysis Pilot Project

1. MU Staff Job Title and Salary Study Pilot ProjectEmployee Presentation classification and compensation Analysis Pilot Project

2. What Is The Study? A review of Student Support Services jobs for: • Internal relativerelationshipsand salary structure JOB 3 JOB 2 JOB 1

3. What is the Goal of the Study?

4. Why the Pilot Study?

5. MISSION CRITICAL at MU:the Student Support Services Job Family Encompasses professional and managerial jobs principally focused on students’ out-of-the-classroom learning by providing social, cultural, and educational opportunities. • Executive • Healthcare • Advancement • Research & Engineering • Office/Administrative Support • Business Administration • Information Technology • Communications/Theatre Other Job Families (not in study)

6. Who Is Affected? • The study affects specific staff titles in Student Support Services jobs. • The Division of Student Affairs, the Division of Enrollment Management, and Intercollegiate Athletics have many of the positions in this job family, such as: • Coordinator, Admissions/Recruitment • Admissions Representative • Academic Advisor • Student Services Coordinator • Counseling Psychologist • Asst Director, Career Center • Athletic Trainer • Assistant Coach

7. Student Support Services Job Family • 20 Divisions/Colleges • 117 Titles included in the study • 400 employees

8. What Will Happen to These Titles? • Titles will be evaluated • Title could change or stay the same • Salary ranges will be assessed

9. What Will NOT Happen to These Titles? • 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

10. 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

11. 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 position

12. 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

13. Career Path Determination First, the career path of the work is determined: MANAGEMENT CAREER PATH INDIVIDUAL CONTRIBUTOR CAREER PATH

14. Career Path and Role Determination

15. 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

16. 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

17. Factor Ranges

18. Grade Determination GGS Methodology The level of the job within each role is the grade to which the job is assigned CEO GRADE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 1stLINE TOP MGMT MANAGEMENT CAREER PATH TOP MGMT MIDDLE MANAGEMENT SUPERVISOR 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 18 19 21 22 23 24 25 17 20 SUBJECT MATTER EXPERT INDIVIDUAL CONTRIBUTOR CAREER PATH PROFESSIONAL TECHNICIAN CLERICAL / ADMINISTRATIVE MANUAL

19. 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

20. Benchmark Jobs • “Benchmark” • A representative job, easily identified and common to many organizations

21. Developing Pay Ranges Two objectives in developing a pay system and structure are • Internal Equity • External Competitiveness

22. Developing Pay Ranges Internal Equity • Job evaluation determines the internal relationships between jobs • Job evaluation results in each job being assigned to a pay grade

23. Developing Pay Ranges External Competitiveness • Market data is associated with each pay grade based on: • Benchmark jobs that were graded • Titles in the study that were graded Titles in the study for which there is no market data are assigned to pay grades based on the job evaluation process

24. 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.

25. Pay Ranges

26. Developing Pay Ranges 17 Pay Ranges • Tiered range spreads increasing from 35% to 80% to accommodate greater breadth of responsibility • Gradually increasing midpoint progression from 12% to 25% • Market ratios reflecting parity between pay range midpoint and market • Single structure for all campuses Two Executive broadbands • 125% range spread

27. Title Consolidation • Reduced Titles by 20% • Reduced Ranges by 86% Based on 403 UMC Student Support Services employees

28. Title Consolidation • Titles being consolidated are on the same grade based on job evaluation • Cumulative result of the evaluation of seven factors • Roles remain the same • Generic titles are used for compensation purposes to identify the relative hierarchy of titles in the pay system • Working titles can be used to reflect specific responsibility

29. Job Hierarchy

30. Finalizing Results • Moving current positions to new titles after consolidation • Creating job descriptions • Reviewing grade and/or title appeals • Updating compensation policies • Communicating compensation philosophy

32. Frequently Asked Questions • Will my pay be affected by the study? No one’s pay will decrease as a result of the study. However, some employees will receive a pay increase as a result of the analysis.

33. Frequently Asked Questions Will my performance evaluation be affected? No. The Staff Job Title and Salary Study is about the work, not the worker. Performance evaluation is about the employee’s individual performance and is not a part of the study.

34. Frequently Asked Questions Will this affect my ability to advance in my career? A career path for advancement may be clearer as a result of the study.

35. Frequently Asked Questions • Why is HR conducting this study under current budget constraints? MU is planning for the future, and the Student Support Services positions are mission critical to this planning effort. While titles have been reviewed on an ad hoc basis, a comprehensive job evaluation study has not been conducted since 1972.

36. Frequently Asked Questions • Will my title change? Mizzou currently has over 1,600 distinct job titles for a population of 7,500 employees. Where titles involve similar duties and responsibilities, it is likely that the number of titles will be consolidated, without eliminating staff. However, that does not preclude your department from using working titles.

37. Frequently Asked Questions • Additional duties have been added to my job. Will I get a raise? If the complexity of the job increased, a pay raise could result if the job is evaluated at a higher level, though a pay raise would not be guaranteed. If the complexity of the job did not increase, though more of the same duties were added, the job would not be evaluated at a higher level and a pay raise would not be considered, based on the job evaluation.

38. Frequently Asked Questions • When will the other titles and job families be studied? It is too soon for us to know. After the results of the pilot study are implemented we will begin to evaluate other job families. This process could take two to three years.

39. Key Points to Remember • Titles were evaluated • Some titles were consolidated • Salary ranges were assessed • This is a pilot study • 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

40. Future Steps • Communication of findings: • Web page • Employee Updates • Employee forums • Podcast • Communicating pilot study results to employees • Educating managers and supervisors on pilot study results

41. Project Team • Enrollment Management: Kim Hull, Business Manager • Student Auxiliary Services: Rhonda Byers, HR Manager • Student Success Center: Renee Alvarez, Fiscal Officer • Intercollegiate Athletics: Dan Kerner, HR Specialist • Academic Advising: Justin Shepherd, Academic Advisor II, Arts & Science/SSC • Susan Klusmeier, Academic Advisor, College of Business • Human Resource Services: Karen Touzeau, Associate Vice Chancellor Gary Fogelbach, Compensation Manager • Teresa Long, Manager, Human Resource Support Services • Mark Mothersbaugh, Manager, Human Resource Support Services • Rachelle Duke, Executive Staff Assistant II • Paula Carter, User Support Analyst

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

43. If you have specific questions, please click the e-mail link at the bottom of our web page to reach our project team.