Compensation & Decision Framework: Strategies for Professional Employee Philosophy

1. Agenda –November 30th • Compensation (Kyle/Bob) • Decision Framework (Jamie/Jan) • Diversity & Inclusion (Candace/Nadine) • Talent Acquisition (Cheryl) • Governance council

2. Compensation and Classification Committee Charge: Research and recommend an agile framework and compensation philosophy for Professional and Scientific employees (non-bargaining) Committee Membership • Robert Millsap Co-Chair • Kyle Anson Co-Chair • Lori Neu • Talinda Pettigrew • Wendy Brentner • Kay Shie • Dave Ambrisco • Trevor Glanz • Hannah Yeo • Kevin Ward, committee liaison

3. Deliverables • Initiation: Research strategies and best practices in compensation philosophy and processes. Concentrate on best practices that are focused on aiding HR Representatives and Administrators. • Planning: Survey UI HR community about strategies and best practices in compensation. • Implementation: Submit recommendations to the Talent@Iowa Governance Council related to compensation philosophies and practices. Provide updates to Talent@Iowa Governance Council regarding progress of initiative • Evaluation: Evaluate effectiveness of recommendations adopted.

4. Evaluation Process • Surveyed Big 10 Universities and Peer Institutions to gather information on Compensation philosophies and practices. • Evaluated key concepts and drafted an overarching compensation philosophy for the University of Iowa. • This compensation philosophy is intended to increase transparency, as well as foster and support conversations between supervisors and employees about how individual salaries are determined. • The University’s total rewards philosophy includes salary, insurance and retirement and other benefits that make up total compensation. • Provides flexibility with the University to meet a variety of organizational objectives and funding sources • A competitive total rewards strategy is key to recruiting and retaining the workforce needed to fulfill the mission and strategic goals of the University. • Maintain compliance with applicable federal and state regulations, including equal pay and comparable worth

5. Pay Practice Recommendations • Expedite the process for updating job classifications and/or creating new classifications to effectively recruit and meet the talent needs of university employers. • Increase the maximum value of individual SPOT awards for exceptional performance to net $150. • Revise the Flex Pay documentation to eliminate reference to “org average” salary increase. Instead, rely upon the most recent performance review summary rating. • Offer a more simple format to support career advancements. Also, reduce the current career promotion/shift form by removing the competency section. • Revise guidelines on internal hire to a lower pay level to more clearly recognize that there can be flexibility with University Human Resources approval. • Develop best practices related to “Sign-On” incentives, to include eligibility and conditions of payment/re-payment. • Defer expanded use of referral incentives until we have the capacity to move away from manual processing currently used by the Department of Nursing.

6. Decision-Making Framework Committee Members • Jamie Jorgensen, General Counsel’s Office, co-chair • Jan Waterhouse, College of Engineering, co-chair • Suzanne Hilleman, Finance and Operations • Jana Wessels, UI Health Care • Jennifer Modestou, Office of Equal Opportunity and Diversity • Rachel Napoli, President’s Office • Kevin Ward, University Human Resources • Cheryl Hoogerwerf Reardon, HR Administrative Liaison

7. Decision-Making Framework Committee Charge: Create a framework that articulates key considerations for human resources decision-making processes. Guiding Principles • Balance risk and potential efficiencies associated with decision-making authority at different levels of the organization. • Develop a tool that has general application. • Identify categories of local, low-to-moderate risk decisions that improve efficiency and empower distributed HR leaders. Scope • Applies to HR decision-making processes but does not displace processes that are dictated by external regulatory requirements.

8. Decision-Making Framework Recommendation - Considerations that prompt UHR involvement in a decision: • Compliance/oversight obligations • Policy • Legal risk • Expertise • Public perception • Implications for other UI departments • Strategic initiatives • Administrative burden Process: Changes in HR decision-making authority should be initiated by the Senior HR Leader.

9. Diversity Equity and Inclusion Committee Co-chairs: Nadine Petty and Candace Peters Committee Members: Lori Berger, Diane Finnerty, Maria Bruno, Consuelo Garcia, Corinne Stanley, Bruce Drummond, Vanessa Steffen, Sarah Lobb, Tracy Peterson and Adam Potter Deliverables: • Initiation: Research strategies and best practices in acquiring, promoting and retaining diverse faculty and staff  • Planning: Submit written recommendations to Talent@Iowa Governance Council regarding strategies and best practices in acquiring, promoting and retaining diverse faculty and staff and building a recruitment ambassador program • Implementation: Establish central system for tracking acquiring, promoting and retaining diverse faculty and staff.  Provide monthly updates to Talent@Iowa Governing Council regarding progress of initiative. • Evaluation: Evaluate effectiveness of strategies. Committee Charge: Research and propose strategies and tools to acquire, promote and retain diverse faculty and staff

10. Research Behind the StrategyHigh-Impact Diversity and Inclusion: The Maturity Model • Treat diversity & inclusion as business-critical, not compliance-necessary. • Move beyond diversity to “inclusion and diversity.” • Embed Diversity & Inclusion into all talent practices. • Prioritize leadership. • Provide Diversity & Inclusion resources that empower individuals to take action. • Drive accountability, not metrics The Bersin by Deloitte Diversity and Inclusion Maturity Model (Garr & Atamanik, 2017)

11. Initial Phase: Develop Strategic Plans • Communicate the criticality of DEI by consistently messaging the impact of DEI through both formal communications and reporting relationships (Principle 1) • Strengthen DEI skills among UI employees, and especially among campus leadership (e.g., Administration, DEOs, Directors, Managers, Supervisors) (Principle 2) • Enhance on-boarding resources to emphasize a commitment to DEI (pre-employment thru 2nd year based on new Talent Acquisition system) (Principle 2) • Enhance the faculty and staff recruitment process to ensure that the importance of DEI and in creating a welcoming climate is part of each applicant’s experience (Principle 4)

12. IT Project–update • Oracle/Taleopurchase • Baker Tilly ImplementationPartner • Dec 11 – 13 • Finalize Talent Acquisition Teams • Finalize Governance • OutsideCounsel – Seyfarth & Shaw • Additional Third Party Vendordiscussions • GIS • Job Aggregator

13. Contract completed on Nov.2nd • Service covers pre-planning and implementationfor: • Functional • Technical • Changemanagement • Contract covers services for 36-40weeks Preliminary Implementation Timeline

14. Talent@Iowa Governance – Looking Ahead January 11th 11:00-noon Feb 8th11:00-noon Status Update on Talent@Iowa Initiatives Talent Acquisition Governance (Cheryl) Succession Planning (Keith/Dee) Roundtable (Kevin/ Angie) Status Update on Talent@Iowa Initiatives Talent Acquisition Progress/Updates (Angie/Keith

15. Talent@Iowa 12 month Progress Report Calendar Year 2018 • Shift focus to Talent Acquisition