advisory council summit - human resources · • lump sum payments are used in lieu of a salary...

TITLE AND TOTAL COMPENSATION PROJECT

ADVISORY COUNCIL SUMMIT9/11/18


Agenda1. WelcomeandIntroductions

2. HumanResourcesVision,Benefits&Philosophy

3. ProjectRecalibrationDetails

4. JobDescriptions&CompensationInfrastructureDevelopment

5. BenefitsStrategyDevelopment

6. NextSteps

7. ChangeManagement

8. AdvisoryCouncilRole

1


Welcome & Introduction

MarkMoneChancellor,UW–Milwaukee

2


In Your Own Words

• Basedonyourunderstanding,describehowyouviewthecurrentTTCprojectefforts

• Whatchallengesdowefaceaswemoveforward?

3


Well Defined Human Resource Management

Strategy

• Reducedbarrierstosharingresources

• Reducedunnecessaryvariationinemployeepolicyandpractice

• Enrichmentofteammembersbyprovidingprogramstodevelopandbuildthenecessaryskills,abilitiesandcapacityneededtoleadtheorganization

• Attractionandretentionofthebestandbrightestemployeeswhoarealignedwithcommoncorevaluesandbehaviors

Human Resources Vision

•Anoptimalorganizationdesignalignedwithefficientandeffectivehumanresourceservices,functionsandbusinessprocesses

•Eliminationofunnecessaryvariationandduplicationofservices,rolesandresponsibilities

•Deploymentofhumanresourcesmanagementtechnologyenablersthatpromoteefficiencyandreducecosts

Efficient and Effective Human Resources Operating Model

UnifiedTotal Compensation Vision and Strategy

•Atotalrewardsstrategythatismarketcompetitive,considerschangingworkforcedemographics,isvaluedbyteammembersandmeetsinstitutionalneeds

•Totalrewardsstructureandprogramsthatensureacontrollableandsustainablecoststructure

•AthoughtfulrecalibratedprocessandsequenceforimplementationofthetotalrewardsstrategyalignedwithHRstrategy

4


COMPENSATIONMarket-drivenpayinreturnforwork

BENEFITSTime off, wellness, and

retirement programs

PERFORMANCEAlignmentofMissionwithemployeework

RECOGNITIONReinforcement of behavior

that supports strategy

WORK LIFE BALANCEPractices that help achieve employee success at work and home

DEVELOPMENTOpportunities for

professional and personal growth

Benefits of the TTC Project

ATTRACT

RETAINMOTIVATE

ENG

AGE

Employees• Meaningful,

consistent title structure & market comparisons

• Clearer career paths

Managers• Simpler job profiles• Relevant market

comparisons• Similar, consistent

approach

Leaders• Realistic, consistent

market comparison

• Connection to institutional goals

5


TTC Project Recalibration

How the TTC Project evolved from the TTC Study

• TheTTCStudybeganbyreviewingcurrentstate(titles,compensationandbenefitsprograms)andidentifyinganewjobframework

• TheTTCefforthasevolvedintoaTTCProjectincorporatingwhatwelearnedoverthelastyearandultimatelymovingtowardsaholisticprojectplan

• ThegoaloftheTTCremainsthesame:creatingandimplementingnewtitle,compensation,andbenefitsprogramsfortheUW

Recalibration TTC Study to TTC Project

2019 and Beyond

6

2017


Recalibration Activities

Create a Change Network

AdvocatetoProgramSponsors

IdentifyandEngage

Stakeholders

AssessOrganizationalComplexities

Reviewedandupdatedtheprojectplan,activitiesandtimeline• Additionalworkstepsidentifiedthatare

crucialtosuccessfulimplementationandsustainability

Identifiedresourcesandprocessimprovementstorespondtostandardjobdescription(SJDs)completion• Createdprocesstoensureconsistent

outcomeswithvalidationcheckpoints• Adjustedtimelineforstandardjob

descriptions(SJDs)completion

7


Total Compensation

Matchespayandbenefitstoworkforce

Standard Job Descriptions

Createsabaselineprofile

forroles

Level Guides

Organizesworkbylevel/typeofcontribution

Job Families/Groups

Categorizesworkbyfunctionand

type

Market Analysis

Linksjobsandbenefitstomarketdata

DefiningWork

Linking to Pay &

Benefits

Core Components

8


Compensation Philosophy Blueprint

Total Compensation Components

MarketReferences

&PayPositioning

ProgramGuidingPrinciples

ProgramComponents

&Administration

Oversight&

Accountability

Communication&

Transparency

ORGANIZATIONAL STRATEGY

ORGANIZATIONAL STRUCTURE

TALENT NEEDS & MARKET INFLUENCES

Influencing Factors

9


Philosophy Supporting ComponentsCOMPONENT DEFINITION ROLE

Base Pay Primaryformofmonetaryrewards,establishedbasedonmarketvalueofthejob’sresponsibilitiesandrequirementsaswellasinternalequity

Paymentforsustainedcontributionswithinajobascontinueddevelopmentanddemonstrationofnecessaryknowledge,skills,andcompetencies.

Benefits & Services

Programsthatsupporttheheathandsecurityofemployees– mayincludehealthandwelfarebenefits,retirement,worklifeprograms,andothervoluntaryprograms

Benefitsplayakeyroleintheoverallrewardspackageandprovideawayfororganizationstodifferentiatetheirrewardsofferings.

Performance/ Merit Award

Rewardformeritoriousperformanceinachievingroleaccountabilities

• Meritincreasestobasesalariesareusedtorewardproficiencyinjobresponsibilities,sustainedcontributions,andtomaintaincompetitiveness.

• Lumpsumpaymentsareusedinlieuofasalaryincreasewhenanincreaseisnotappropriate,suchaswhenasalaryisat-or-overtherangemaximum.

Career Rewardemployeesbyprovidingopportunitiestolearn,grow,anddevelopprofessionally

Illuminateandadvertiseopportunitiesforadvancementandlearningatallcareerstages.

10


Current Project Work

DevelopStandardJobDescriptionsDrafts

SubjectMatterExpertsReviewofStandardJob

Descriptions

FinalizeDraftsofStandardJobDescriptions

Mercer Conducts Employee Benefits Preferences Survey

Develop Benefits Preferences Survey

Mercer to Complete Market Analysis

MercerContinuesBenefitsValueAnalysis

AddressHRSNeedsandImplications

ImplementUpdatedCommunicationsandChangeStrategy

August 2018 January 2019TTC Project Timeline

InProgress Upcoming 11


Asaresultoftheprojectrecalibration,themethodforcreatingstandardjobdescriptionswasenhanced

Enhanced SJD Plan• Reviewedsamplejobdescriptions• Developedahybridapproachtodevelopstandardjobdescriptions• Developedajobwritingguide• Establishedajobwritingteam• Recalibratedwithstakeholderswhohadbegundraftingstandardjob

descriptions• Establishedqualityreviewstepstoincludereviewbysubjectmatterexperts

familiarwiththework

Job Description Writing Options Job Titles & Standard Description Development

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•JobIdentification

•DraftSJDs

•InputtoJDXpert

SJD Writing Team

• ReviewSJDsforcontentandconsistency

• Providerevisions

HR Representatives

• VettingofSJDs

• IdentifyUniqueComponents

Subject Matter Experts &

Stakeholders

Standard Job Description Creation & Revision Process

Standard Job Descriptions (SJD) CreationRevised Target Dates: June through December

Socializationofjobdescriptionsisanticipatedtooccurthroughthe4th quarterof2018

13


They do NOT include…

Longlistsoftasks

Everypossibleresponsibilitythejobtitlemayhave

Tasksareidentifiedinsupplementarypersonnelmaterials(e.g.performancemanagementexpectations,standardoperatingprocedures).

Why?Today,manyofourdescriptionsareoutofdate,long,anddon’tclearlyshowtheworkemployeesdo.

Definition:Astandardjobdescriptionrepresentsworkthatiscoretothejob,commonlydoneintherole,andregularlyneededwithintheinstitution.Themajorityoftheworkdonebyanemployeewillbedescribedviatheirstandardjobdescription.

Charge:Standardizetheformatandcomponentsofjobdescriptions,sotheyareconsistent,clear,andconcise.

Standard Job Description Overview

Standard Job Descriptions include…Summary • Aclear,concisestatement explainingthemajor

functionsoftheposition

• Describestheoverallend-resultoftheworkthatthejobproducesandwhyitexists

• 1-2sentences togiveanoverviewofthejob’smainpurpose

Responsibilities • Briefstatementsindicatingwhatthemajorworkresponsibilitiesareandwhytheyaretaken.

• Typically4-7responsibilities listed 14


Career Path Opportunities

Lateral Move

Vertical Move

Employeeshavetheabilitytomovelaterallyorverticallyacrossjobs.StandardJobDescriptionswilldefinewhatjobsdoandqualificationsforcareerplanning.

15


Job FrameworkTheProjectintroducesacommonjobframeworkacrossallinstitutionstoorganizejobsbasedonsimilarnatureandcomplexityofwork.AlljobswithinaframeworkareorganizedbyacombinationofJobFamilies/Groups,Sub-Families/Groups,andContributionLevels,resultinginmultiplecareerpaths.

Finances

Accounting,FinancialOps,Reporting

FinancialPlanningandBudgeting

Bursar

Procurement

FinancialSupervisor

AccountantIII

AccountantII

AccountantI

ManagerII

OrganizationalContributorV

OrganizationalContributorIV

OrganizationalContributorIII

Job Families/Groups Job Families/Sub-Groups Job Titles Contribution Level

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Job Series - LevelsAjobseriesisasequenceoflevelswithinajobtitlestructuredemonstratingnoticeablecomplexitydifferences.Jobserieslevelsacrossdifferentjobfamilies/groupsdonottiedirectlytothecareerlevelframework.

OCI

OCII

OCIII

OCIV

OCV

OCVI

OCVII

OCVIII

AccountantI

AccountantII

AccountantIII

HRAssistantI

HRAssistantII

NetworkEngineerII

NetworkEngineerIII

NetworkEngineerIV

NetworkEngineerI

CON

TRIB

UTIO

N

SampleITJobSeries

SampleFinanceJobSeries

SampleHRJobSeries

17


SimilarW

ork

Performed

SimilarW

orkPerformed

Employee MappingEmployees/positionswillbemappedtoastandardjobtitlebasedonthecoreworkthattheyperformandtheassociatedmarket-basedstandardjobdescription.Stakeholderswillparticipateinthereviewofinitialassignments.Thiswillbeaniterativeprocess.

Employee1

Employee2

Employee3

Employee4

Employee5

PositionDescription

PositionDescription

PositionDescription

PositionDescription

PositionDescription

JobTitle1&associatedjobdescription

JobTitle2&associatedjobdescription

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Pay Range MethodologyJobsareassignedtopayrangebasedonalignmentofmarketdatatoestablishedpayranges.

AcademicAdvisor$45,400

$33,800

$47,300

$40,700

$37,200

$52,000

$44,800

$40,900

$57,200

$49,300

StandardJobDescriptions/Titlesare

benchmarkedtopayranges

Non-Marketprevalentjobsareanchoredtointernal

equitybenchmarks

Sample Pay Range

PublicRelationsSpecialist$49,000

ProjectAssistant

19


Benefits Strategy Preparation and DevelopmentTheProjectincludesanin-depthreviewbenefits/work-lifeandleavestructurestoreshapebenefitsstrategy.Thisincludes:

• ConductaleadingpracticesandcomparativeanalysisofvalueinthemarketplaceviatheBenefitsValueAnalysiswithMercerConsulting

• ConducttheBenefitsPreferencesSurveywithMercerConsulting• Developoptionsandconductanalysistosupportrecommendations• Implementalongtermbenefitsstrategy

BenefitsValueAnalysis(BVA)

BenefitsPreferencesSurvey

DevelopBenefitsOptionsand

SupportingImpactAnalysis

ImplementLongTermBenefits

Strategy

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About:Thissurveyisdesignedtoassessemployeepreferencesregardingavailablebenefits.Theresultsofthissurveywillbeusedtoevaluateemployeebenefitpreferencesanddetermineifcurrentprogramsaremeetingemployees’diverseneeds.

Purpose:Toprovidefacultyandstafftheopportunitytocommunicatetheirpreferencesandsatisfactionwithcurrentbenefitsandsharetheirdesiresforfuturebenefitupdates.

Details:• Allbenefitseligibleemployees

willhavetheopportunitytoparticipate• TargetsurveydatesareNovember26,

2018– December14,2018• ResultsanticipatedinFebruary,2019• Willbeadministeredelectronicallywith

anonymousresponses• Translationsessionswillbeavailable

Upcoming Spotlight: Benefits Preference Survey

21


Next Steps: January Through Summer 2019

DevelopSalaryStructurewithMercer

DevelopOptionsforFutureBenefitsProgram

BeginBaselineMappingtoStandardJobDescription

January2019 Summer2019TTCEstimatedProjectTimeline

Upcoming

DevelopJobDescriptionTrainingPlanfor

Employee/Managers

ImplementTrainingforEmployee/Managers

BeginEmployee/ManagersReview

StandardJobDescriptions

ReviewBaselineMappingwithHRandDepartment

Managers

AnalyzeBenefitPreferencesSurveyResults

22


Change Management ApproachTheTTCProjectiscross-institutioninitiativethatwilltransformthewayUWattractsandretainsitstalent.ChangesresultingfromtheTTCProjectwillimpacteveryemployeeatUWtovaryingdegrees.

WhyChangeManagementChangeManagementisthekeytogainingacceptanceandsupportneededforimplementingsustainedchange.Ourgoalistohelpindividualssuccessfullytransitionfromcurrentconditionstofuturestate.

EffectiveChangeManagement:•Workstoestablishexpectationsupfront•Mitigatesdisruptionsduringtheimplementation•Enablesadoption,utilization,andproficiency

Change Management

Strategy & Management

Stakeholder Engagement

Organizational Readiness

Communication

Training & Knowledge

Transfer

Support & Continuous

Improvement

23


Change Management –What Does Success Look Like?

• IdeastobetterengageourinstitutionstakeholdersonTTC?

• WhatbestpracticeshaveyouexperiencedthatcouldworkwithTTC?

24


TheAdvisoryCouncil’ssupportandsponsorshipiscriticaltothesuccessofchangemanagementinitiatives

• TheTTCTeamwillprovidetheAdvisoryCouncilwithstakeholderengagementplansandimportant,timelyinformationtohelpsupportdecision-making

• Please,communicatetotheinstitutionalcommunities

• ThestakeholderengagementplanwilloutlinerecommendationstodevelopstrongadvocacyfortheTTCprojectatalllevelsoftheUWsystem

• Letusknowifyouneedguidanceimplementingplancomponentsrelevantforyourarea

Our Ask of the Advisory Council

Expressed•Newsletters

•VisionStatements•PublicForums

Modeled•Decisionmaking•Prioritization

•ResourceAllocation

Reinforced•Recognition•Promotion•Rewards

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Why?

Why?

Cleararticulationofrationaleforchange.

Alignmentofroles,talent,andbandwidth.

Supportofchangethroughformalandinformalreinforcement

What? Definitionofscopeandstakeholderpriorities

When? Planningandvisibilityoftimingandsequence.

Who?

Enablementwithtools,training,andmotivationHow?

ActionMeansChangeStrategyProvides

Measuringsuccessagainsttherationale.

Definingobjectivesandoutputs;respondingtoinput

Maintainingprojectdisciplineandcommitments

Resourcingeffectivelyandpromotingaccountability

Providing“hard”and“soft”supportandrecognition

Supporting the Conversation for Change

26


Upcoming Advisory Council Resources• VisittheTTCWebsitefordetailedinformationandupdates

onthetitleandtotalcompensationprojectandframework

• AdvisoryCommitteememberswillbeprovidedwithanHRcontact.Pleaseusethistoraiseissues,questions,andideas,totheTTCprojectteam.

• AdvisoryCommitteememberswillbeprovidedwith“elevatorspeech”talkingpointsandacommunicationtoolkit

• AdditionalinformationintheformofFAQguidesandone-pagerswillbepresentedthroughoutthechangemanagementprocess

CommunicatingthisinformationacrosscampusisespeciallyimportantfortheBenefitsPreferencesSurvey– yourhelpincommunicationwillleadtogreaterparticipation! 27


QuestionsandThankYou

28


Appendix

• SampleOutcome:JobDescription(Before)• SampleOutcome:StandardJobDescription(After)

29


JobTitle:AccountantI

Summary:ThiskeypositionintheDeptBudgetOfficeperformsaccounting,auditingandreconciliationactivities.Thispositionisresponsibleforavarietyofactivitiesrelatingtothe,preparationandmaintenanceofbudget,accountingandfinancialcontrolsystemsfortheCollege. TheworkisperformedinconsultationwiththeAssociateandAssistantDeansonfiscalprojectsincludingannualbudgetbuilding,budgetstatusreportsandbudgetreconciliation.ResponsibilitiesincludemaintainingtheCollege'saccountingsystemsaswellasreconciliationactivitiesinvolvingGeneralPurposeRevenue(GPR)fundsinparticular.TheGeneralPurposeRevenue(GPR)expendituresin2011-2012wereinexcessof$182millionand2011-2012expendituresfromallfundstotaledover$337.5million.

Thepositionmaintainsaccountsandprovidesaccountinginformationtoawidevarietyofstakeholders,includingcolleaguesintheBudgetOfficeaswellaskeycontactswithinAdministrationandacrossthewidevarietyofunitsintheCollege.InitiatesbudgettransfersacrossthecollegeandcoordinatesfundtransfersfromcampustoL&Saswellaswithotherschools/collegesandcampuspartnersasnecessary.Interpretsandanalyzesaccountingdataandservesasakeyresourceonfinancialmatters.

Thispositionfunctionsindependentlyinperformingthesedutiesandresponsibilities.Thepersoninthispositionmusthaveanoutgoing/energeticservice-orientedapproachtofacilitateandfosterinteractionandcommunication,includingwithCollegechairs,directors,andadministrators.Thepositionrequiresastrongattentiontodetail,excellentcustomerserviceskills,goodpresentationandgroupfacilitationskills,andtheabilitytoworkeffectivelywithawidevarietyofconstituents.Responsibilities:45%MaintenanceandreconciliationoftheCollegeGPRbudget1.MaintainaccountingsystemtoeffectivelymonitorandcontroltheCollegeoperatingbudget.Activelymonitorbudgetsandtransferfunds.ReportoperatingresultsandcommunicatewithAssociateandAssistantDeansregularly.2.Maintainhistoricalfinancialmanagementinformationforuseindecisionmaking.Analyzefinancialtrendsandmakeprojections.3.MaintaintheCollegeannualRedBookbudget,analyzedepartmentbudgetsubmissionsforaccuracyandcompliancewithbudget authority.4.ManageincomingfundstotheCollege.Initiate,performandserveastheprimarypointpersonforreconciliationsforthe numerousCollegeaccounts.5.Initiate,developandmaintainanautomatedbudgettransfersystemtoprocessandtracktransfers,integratedwiththeUW-Madisonbudgetsystem.Preparemonthlyandquarterlytransferreports,counselandadvisetheAssociateDeanandAssistantDeanaswellasdepartmentfinancialofficersofvariances.

• Inconsistentstructure,length,andlevelofdetail

• Difficulttocomprehendquickly

• Varyingnumberoflistedresponsibilities

• Includeseithertoomuchortoolittledetail

• Inconsistentgrammaticalstructure

Sample Outcome: Job Description (Before)

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Sample Outcome: Standard Job Description (After)

JobTitle:AccountantI

Summary:Performsgeneralaccountingand/orauditingdutiesandassistshigherlevelaccountantswithgeneralaccountingworktoensuretheaccuraterecordingandreportingofthebusinessunit'sfinancialtransactions.

Responsibilities:•Performsroutineaccountingdutiesbyutilizingprofessionalexperience,knowledge,andcompetencyinaccountingprinciplesandpractices.•Preparesfinancialreportsbyreviewingfinancialdataandinvestigatingandresolvingaccountingdiscrepancies.•Establishesandmaintainsfinancialjournals,accounts,ledgersandrecordswithinanautomatedfinancialsystem.•Assistshigher-levelaccountantsbyprovidinggeneralsupportinvariousaccountingfunctionssuchas:performingandreviewingreconciliations,journalentries,preparingworkingpapers,schedulesandreports.

• Concisesummary• Clearpurpose• Drawnfrom

responsibilities

• Focuseson4to7coreresponsibilities

• Consistentstructure

• Activetense• Bulletssummarize

similartasks

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advisory council summit - human resources · • lump sum payments are used in lieu of a salary...

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