St. Norbert College Classification & Compensation Study Job Evaluation Workshop

1. St. Norbert CollegeClassification & Compensation StudyJob Evaluation Workshop Carlson Dettmann Consulting, a Cottingham & Butler Company Charles E. Carlson February 18, 2019

2. Pay Plan Development Choices

3. CDC Balanced Approach • Internal Equity • Use job documentation and objective job evaluation to establish internal consistency/equity • External Competitiveness • Use strategic market data to pay fairly in the employment markets • Appropriate Methodology • Develop a plan using mathematically-based principles (e.g. regression analysis) and industry-accepted practices.

4. Laws Affecting Pay Determination • Equal Pay Act • prohibits sex-based wage discrimination … who perform jobs that require substantially equal skill, effort and responsibility under similar working conditions • Title VII of the Civil Right Act • prohibits employment discrimination based on race, color, religion, sex and national origin • Age Discrimination in Employment Act • prohibits employment discrimination against persons 40 years of age or older • Americans with Disabilities Act • prohibits … employers … from discriminating against … individuals with disabilities in … compensation, … and other terms, conditions, and privileges of employment • Fair Labor Standards Act (& Wisconsin Admin. Code 274) • provides standards for equal pay, overtime pay, record keeping … • Wisconsin Fair Employment Act • unlawful for … employers … to … discriminate against any individual in the terms or conditions of his/her employment based on certain protected classes

5. Equal Pay Act Affirmative Defenses • Seniority System • applied fairly among all employees unless there are defined exceptions that are known and understood by the employees • Merit System • an organized, structured procedure under which employees are evaluated systematically according to predetermined criteria • System of Quantity/Quality of Production • comparable employee(s) receives more total compensation because they produces more value for the employer • Differential Based on Any Other Factor Other than Sex • For Example: Education, Experience, Training, and Ability; Shift Differential; Job Classification Systems; “Red Circle” Rates; Temporary Reassignments; Market Factors • NOTE: The Employer’s burden is heavy in defending wage claims, and the above defenses are not absolute.

6. Steps to Internal Consistency

7. Job Evaluation  Internal Consistency • Definition • Formal process for ordering a set of jobs, independent of individual performance, into a hierarchy based on the value or worth of jobs in the organization. • Evaluations Based on Documentation • Quality of documentation is important • Cannot evaluate jobs—or describe jobs—without quality documentation • Objective Analysis and Application • Internal review and adjustments

8. CDC Job Evaluation Factors

13. Director Manager Analyst Supervisor Asst. (Clerical) Example: Fictitious HR Department NOT Columbia County

15. A = Ancillary S = Suggesting P = Participating F = Final Director Manager Analyst Supervisor Asst. (Clerical) Example: Fictitious HR Department NOT Columbia County

16. Director Manager Analyst Supervisor Asst. (Clerical) Example: Fictitious HR Department NOT Columbia County

18. Director Manager Analyst Supervisor Asst. (Clerical) Example: Fictitious HR Department NOT Columbia County

20. Director Manager Analyst Supervisor Asst. (Clerical) Example: Fictitious HR Department NOT Columbia County

21. To Be Completed by Supervisor

23. Director Manager Analyst Supervisor Asst. (Clerical) Example: Fictitious HR Department NOT Columbia County

26. Reliability

27. Reliability …

28. Validity

29. Validity …

30. questions