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BASIC PRINCIPLES

BASIC PRINCIPLES. COMPREHENSIVE REFORM TRANSPARENCY, FAIRNESS AND OBJECTIVITY RESPONSIVENESS AND AGILITY. PROCESS. PROCESS. EMPLOYEE SURVEY FOCUS GROUPS ADVISORY COMMITTEES EMPLOYEE CONVERSATIONS COMMUNICATIONS. A COMPREHENSIVE SYSTEM. Classification & Compensation

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BASIC PRINCIPLES

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  1. BASIC PRINCIPLES • COMPREHENSIVE REFORM • TRANSPARENCY, FAIRNESS AND OBJECTIVITY • RESPONSIVENESS AND AGILITY

  2. PROCESS

  3. PROCESS • EMPLOYEE SURVEY • FOCUS GROUPS • ADVISORY COMMITTEES • EMPLOYEE CONVERSATIONS • COMMUNICATIONS

  4. A COMPREHENSIVE SYSTEM • Classification & Compensation • Employee Relations • Benefits • Human Resources Development • Process Redesign

  5. CLASSIFICATION • University Employees (as of July 1, 2006) • Instructional & Research Faculty – Governed by Faculty Handbook • Operational (including Hourly) • Professional/Professional Faculty • Executive • Classified • Those employed by the College prior to July 1, 2006 categorized as classified by the state and who have the right to elect to participate in the University System

  6. Classification Process • PDQ’S • MANAGER’S SURVEY OF RECRUITMENT AREA • PEER GROUPS • ASSIGNED BY CATEGORY • ASSIGNED BY ROLE • ASSIGNED CONTRIBUTION LEVEL • ASSIGNED PAY RANGE ACCORDING TO POSITION AND PEER GROUP • CHECKED AND RECHECKED VERTICALLY AND HORIZONTALLY ACROSS UNITS AND ACROSS LIKE POSITIONS ON CAMPUS; ASKED QUESTIONS

  7. CLASSIFICATION

  8. COMPENSATION SYSTEM • COMPETITIVE PAY FOR EMPLOYEES WITH SIMILAR RESPONSIBILITIES, DEMONSTRATED COMPETENCE AND EXPERIENCE • BASED ON LEVEL OF RESPONSIBILITY, EQUITY AND MERIT • SALARY INCREASES EARNED THROUGH PERFORMANCE

  9. COMPENSATION SYSTEM • MARKET • NATIONAL, REGIONAL, LOCAL PEER GROUPS • LONG TERM GOAL – MEDIAN OF RANGE • UPDATED EVERY THREE YEARS • MERIT • BASED ON GROWTH AND ACHIEVEMENT

  10. EMPLOYEE RELATIONS • PERFORMANCE EVALUATIONS • GRIEVANCES AND COMPLAINTS • PROFESSIONAL EMPLOYEES • HOURLY EMPLOYEES

  11. PERFORMANCE EVALUATION • CONSTRUCTIVE DIALOGUE THAT PROVIDES EMPLOYEE WITH RELEVANT, SPECIFIC AND TIMELY INFORMATION ABOUT PERFORMANCE EXPECTATIONS AND ACHIEVEMENTS

  12. PERFORMANCE EVALUATION • PROVIDES FOUNDATION FOR PAY FOR PERFORMANCE • CONTINUOUS FEEDBACK • CONSISTENCY AND ACCURACY

  13. PERFORMANCE EVALUATION • PROFESSIONAL EMPLOYEES • EACH EMPLOYEE WILL HAVE AN ANNUAL PERFORMANCE PLAN • PROVIDES COMMON BASELINE • ALLOWS FOR FLEXIBILITY IN METHOD OF EVALUATION • OPERATIONAL EMPLOYEES • REPLACE STATE 3 LEVELS WITH UNIVERSITY 5 LEVELS

  14. PERFORMANCE EVALUATION • PERFORMANCE PLANS WILL BE JOINTLY DEVELOPED BY SUPERVISOR AND EMPLOYEE • WILL INCLUDE DEVELOPMENT PLAN • CONTINUOUS FEEDBACK; MID-YEAR DISCUSSION • EMPHASIZES CONSISTENCY AND ACCURACY

  15. PERFORMANCE EVALUATION SUCCESS DEPENDS ON: • TRAINING • FIRST YEAR TRIAL • OPERATIONAL – OCT. 25 TO OCT. 24 • PROFESSIONAL - JUNE 1 TO MAY 31

  16. GRIEVANCE POLICIES • OPERATIONAL EMPLOYEES – REQUIRED USE OF THE STATE SYSTEM • PROFESSIONAL EMPLOYEES – MORE ROBUST INTERNAL SYSTEM • HOURLY EMPLOYEES – NEW INTERNAL SYSTEM

  17. BENEFITS • EVERY EMPLOYEE CONTINUES TO HAVE ACCESS TO THE STATE’S PROGRAMS FOR: • Retirement • Health • Life Insurance • Disability • Worker’s Compensation, AND • Optional Benefits

  18. BENEFITS FOR HOURLY EMPLOYEES • FOR THE FIRST TIME, PROVIDES SOME BENEFITS TO HOURLY EMPLOYEES • FIVE PAID HOLIDAYS • LEAVE PROGRAM BASED ON LENGTH OF SERVICE

  19. ENHANCED BENEFITS • FAMILY LEAVE WITH PAY • ELIGIBILITY • LEAVE SHARING FOR PROFESSIONAL EMPLOYEES

  20. IMPLEMENTATION SCHEDULE • OCTOBER 1 – ROLL OUT • HOLD TWO EMPLOYEE FORUMS ON MAIN CAMPUS • OCTOBER 2 • HOLD EMPLOYEE FORUM AT VIMS • OCTOBER 3 • DISTRIBUTE INFORMATION PACKETS TO INDIVIDUAL EMPLOYEES • BEGIN 90 DAY ELECTION PERIOD • JANUARY 5 • ELECTION PERIOD CLOSES • JANUARY 10 • SYSTEM IN EFFECT

  21. October 1 – January 5 • MANAGEMENT REVIEW PERIOD • PROVOST CRITERIA AND REVIEW • PROFESSIONALS • PROFESSIONAL FACULTY CATEGORIZATION

  22. Example

  23. Example

  24. WHY RESTRUCTURE • OPPORTUNITY NOW • UVA AND TECH BEGIN TODAY AS WELL • SYSTEM FOR HIGHER EDUCATION ENVIRONMENT • SUBSTANTIVE IMPROVEMENT • MUST ACKNOWLEDGE THE FISCAL REALITIES • MUST TAKE LONG VIEW

  25. FINAL THOUGHTS • CULTURE CHANGE – DOING BUSINESS IN A DIFFERENT WAY • THIS WILL TAKE COMMITMENT, TIME AND PATIENCE www.wm.edu/hr/restructure/

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