classification and compensation Analysis Pilot Project

1. MU Staff Job Title and Salary StudyCampus Implementation – April 2014 classification and compensation Analysis Pilot Project

2. What Is The Study? A review of staff positions and compensation: • Internal relativerelationshipsand salary structure JOB 3 JOB 2 JOB 1

3. What is the Goal of the Study?

4. 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

5. Who Is Affected ? • 45 Divisions/Colleges • 1,400 Titles included in the study • 5,700 MU & UM System employees (approx.)

6. 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

7. MU Staff Job Title and Salary Study

8. MU Staff Job Title and Salary Study

9. 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

10. 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

11. 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

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

13. Career Path and Role Determination

14. 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

15. 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

16. 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

17. 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

18. From Grade to Pay

19. From Grade to Pay

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

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

22. 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

23. 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.

24. 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

25. Pay Ranges (Annual)

26. 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

27. 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)

28. 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

29. 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

30. 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

31. Job Hierarchy

32. Collapsed Titles

33. Collapsed Titles

34. 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

35. 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

36. 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

37. 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

38. 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

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

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

41. Human Resource ServicesUniversity of Missouri1095 Virginia Avenue Columbia, MO 65211 • Phone: 573-882-4256 • Web: hrs.missouri.edu