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classification and compensation Analysis Pilot Project

MU Staff Job Title and Salary Study Office Administration and Support. classification and compensation Analysis Pilot Project. What Is T he Study ?. A review of Office Administration & Support jobs for:. Internal relative relationships and salary structure. JOB 3. JOB 2. JOB 1.

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classification and compensation Analysis Pilot Project

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  1. MU Staff Job Title and Salary StudyOffice Administration and Support classification and compensation Analysis Pilot Project

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

  3. What is the Goal of the Study?

  4. Office Administration & Support Job Family • Job titles that perform clerical and administrative duties in support of the various functions and services of the University. • Executive • Healthcare • Advancement • Research & Engineering • Student Support Services • Business Administration • Information Technology • Communications/Theatre Other Job Families

  5. Who Is Affected? • The study affects specific staff titles in Office Administration & Support jobs • Executive Staff Assistant • Office Support Staff • Library Information Assistant • Administrative Assistant • Administrative Associate

  6. Office Administration & Support Job Family • 34 Divisions/Colleges • 75 Titles included in the study • 1500 employees

  7. What Happened to These Titles? • Titles were evaluated • Some 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

  8. MU Staff Job Title and Salary Study

  9. MU Staff Job Title and Salary Study

  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 title

  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 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. 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 OFFICE ADMINISTRATION & SUPPORT 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. From Grade to Pay

  21. From Grade to Pay

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

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

  24. 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

  25. 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.

  26. Developing Pay Ranges 17 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 Two Executive broadbands • 150% range spread

  27. Pay Ranges (Hourly)

  28. Pay Ranges

  29. Pay Adjustment • Employees paid below the new minimums will receive a pay increase effective Feb. 2013 • Employees paid above the new maximumscould have limited opportunities for pay increases

  30. Range Elimination • Reduced Ranges by 68%

  31. 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 • MU titles assigned at the Campus level

  32. Job Hierarchy

  33. Collapsed Titles

  34. Action Summary • Communicating study results to employees • Identifying employees below the minimum of new structure • Educating managers and supervisors on study results • Moving current positions to new titles after consolidation • Creating job descriptions • Reviewing grade and/or title appeals • Updating compensation policies • Communicating compensation philosophy

  35. 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.

  36. 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.

  37. 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.

  38. Frequently Asked Questions • Why is HR conducting this study under current budget constraints? While titles have been reviewed on an ad hoc basis, a comprehensive job evaluation study has not been conducted on staff positions since 1972.

  39. 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.

  40. 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.

  41. Frequently Asked Questions • Will the other titles and job families be studied? Yes, within the next year, all of the job families will be evaluated.

  42. 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

  43. Project Team • Business & Finance: Jamie Connelly, Human Resource Specialist II • Dean of Agriculture: Debbie Mitchell, Asst Administrative Manager • Student Auxiliary Services: Rhonda Byers, HR Manager • Enrollment Management: Kim Hull, Business Manager • Extension: Melinda Adams, HR Manager • Staff Advisory Council: Pamela Monroe, Administrative Asst, Biological Science • Human Resource Services: Karen Touzeau, Associate Vice Chancellor Gary Fogelbach, Compensation Manager • Teresa Long, Manager, Human Resource Support Services • Michael Evans, Human Resource Specialist III • Rachelle Duke, Executive Staff Assistant II

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

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

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