compensation that reinforces & enhances culture
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Compensation thatReinforces & Enhances Culture
CUPA-HR Eastern Region ConferenceTuesday - May 3, 2005
Lisa A. Sanford, Associate Director of Human ResourcesMarcia K. Hoffman, Director of Human ResourcesWarren Kerper, Principal, Mercer Human Resources Consulting
Session 5B
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No.14 Bucknell
beat
No.3 Kansas
64 to 63
By the way, have you heard???
NCAA First Round - March 18, 2005First-ever win by a Patriot League School!
3
Session Objectives:
Provide an overview of the Staff Compensation Program (SCP) Implementation
Review Results & Outcomes
Highlight Unique Features of the Process
Build upon the SCP Foundation
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Overview of the Staff Compensation Program Implementation
5
Staff Compensation Program Objectives
The primary program objectives are to develop a compensation program that:
Is simple to use, easy to understand, and viewed as credible by both managers and staff members;
Effectively combines the external market value of jobs with the internal contribution of staff members;
Recognizes the competencies and applied knowledge needed to be successful in a job;
Provides a foundation and roadmap for career development, promotions and continued learning; and
Is a uniform and consistently-applied process across departments.
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Our Program Development Process
• Broad strategic objectives & principles to guide program design
• Advisory Team• Pilot tested Job Profiles • Staff members completed
Job Profiles • Position placement
• Collect competitive data to build market pay ranges
Objectives & Guiding Principles
Staff Member Input Market Assessment
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Our Program Development Process
Staff Compensation Program Development Process
Reviewed job
classification alternatives
- by University- by Division
- by Function
Decided on a single
framework for the University
Considered competencies& job content
factors
Use staff member inputto ‘build’ the
program ratherthan use a predefined framework
Decided that competencies
are to be defined more ‘broadly’ as
core values that everyone is expected to demonstrate
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Our Program Development Process
Compensation Program Design
• Formed Career Bands highlighting key job content factors & broad levels of contribution across the University
• Assign market pay ranges for each career band
• Develop guidelines for managing pay and career movement
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Results & Outcomes
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Staff Compensation Program Design
Staff Compensation
Program
Relationships
Community Focus
Achievement
Leadership
Bucknell Core Competencies
Used in:- recruitment/career pathing- staff development/training- performance management- recognition
Commitment to ServiceCommitment to Quality
Stewardship
InitiativeAdaptabilityCreativity
Respect for the IndividualDiversityIntegrity
Reliability/Dependability
Empowering PeopleTeamwork
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Staff Compensation Program Design
Staff Compensation
Program
Relationships
Community Focus
Achievement
Leadership
Job Content Factors
Bucknell Core Competencies
Used in:- recruitment/ career pathing - staff development/training- performance management- recognition
Bucknell Job Content Factors
Foundation for the Program
– Broad levels of contribution across the University
Job ContentFactors
Commitment to ServiceCommitment to Quality
Stewardship
InitiativeAdaptabilityCreativity
Respect for the IndividualDiversityIntegrity
Reliability/Dependability
Empowering PeopleTeamwork
Core Competencies
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WHATWHAT(results)(results)WHATWHAT
(results)(results)HOWHOW
(behaviors)(behaviors)HOWHOW
(behaviors)(behaviors)
Job ContentJob Content(results)(results)
CompetenciesCompetencies(behaviors)(behaviors)
++WHATWHATwe dowe doWHATWHATwe dowe do
HOWwe do itHOW
we do it
A Broader Definition of Success
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The SCP Position Framework
B U C K N E LL
Broad descriptions were categorized for each career bandbased on the same Job Content Factors:
Typical Role
Accountability & Impact
Judgment & Problem-Solving
Typical Education & Experience (Knowledge, Skills, Abilities)
Leadership/Mentorship
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An example of 3 of our career bands
B K ETypical Role Semi-skilled and skilled staff exercising some
independent judgment in following instructions and established policies and procedures to perform a variety of routine and some non-routine tasks in office or non-office settings
Support to more technical level jobs Requires direction but works autonomously with
superior available to answer questions or handle unusual situations
Interprets and applies University policies, manages resources and initiates actions to achieve broadly defined objectives
Individual contributors apply or impart their own experiences and the advanced concepts, practices and procedures of their specialty field to achieve objectives
Provides input into the budget planning process and is responsible for controlling and recommending budget expenditures within a scope of authority
May oversee day-to-day operations of a segment of a department
Responsible for managing resources and/or a major department as a senior level manager
In-depth knowledge of the profession– Understanding of the broader University operations– Deploy department resources to achieve objectives– Responsible for managing a budget and controlling expenditures
Accountability and Impact
Makes decisions on a day-to-day basis based on clear instructions that typically impact the immediate work group or area
Consults with others on difficult situations and shares responsibility for decisions
Provides final approval on policy decisions that affect the department or multiple departments
Judgment and Problem Solving
Work is assigned and performed under occasional direction
Work is reviewed for accuracy and adequacy, and measured against established standards
Unusual problems are referred to supervisors or more experienced staff
Work is done independently Plans own workload prioritizing key tasks and ensures
the appropriate allocation of time and effort to achieve the required results
Results are reviewed by others to ensure compliance with Bucknell’s processes
Encounters difficult problems Researches and analyzes alternatives involving many
factors to arrive at solutions
Works with little guidance under the University’s policies Acts with considerable latitude in the scope of work activities Encounters problems where the facts may be insufficient or misleading Anticipates problems that incorporate the University areas or
departments
Typical Education and Experience
A High School degree or equivalent Some experience preferred but less than 1
year is required
A Bachelor’s degree or possibly a Master’s degree At least 4 years of comprehensive experience related to
the job
A Bachelor’s or Master’s degree At least 7 years of comprehensive experience related to the job
Leadership/ Mentorship
Works collaboratively with others in the completion of work
Willingly helps others who need additional support and information
Assigns work, trains or advises other staff in developing their skills
Actively encourages others to make decisions and take action
Actively participates in group projects and encourages others to work collaboratively
Provides information and advice to those who have decision making responsibility
Leads, mentors and motivates others to integrate the objectives of the University
Facilitates the alignment of goals across the University Leads staffing decisions, setting work objectives and training and
coaching of staff Supports a team culture that promotes collaboration across departments
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Distribution within the SCP Position Framework
Career Band0
50
100
150
200
250
B U C K N E LL
Non-Benchmarked BenchmarkedCareer Band
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Proposed New Staff Salary Structure Based Upon the Market Analysis
Band Minimum Maximum Range Spread
B 14,600 23,400 60.00%
U 16,400 29,500 80.00%
C 19,300 34,700 80.00%
K 23,500 50,500 115.00%
N 33,700 72,500 115.00%
E 46,200 104,000 125.00%
LL 61,500 138,400 125.00%
Note: Based upon market data, not actual Bucknell salaries.
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Positioning & Managing Pay Within the Career BandsC
are
er
Ba
nd
Maximum
Minimum
• The low end of the market range for jobs within the career band
• The lowest base salary to be attained in the career band
• The high end of the market range for jobs within the career band
• The highest base salary to be attained in the band, but not necessarily for each job in the band
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An outdated hourly structure & no salaried structure
Unrelated across campus
1 compensation framework encompassing
salaried & hourly jobs
Multiple salary grades Narrow ranges
7 career bands with wider rangesMore flexibility in managing pay
No common definition of jobsBetter understanding of jobs,
grouped into career bands around similar job content factors
Before July 2004 beyond
Structure focused on pay Structure focused on pay and staff member’s performance
What we have achieved
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Unique Features of the Process
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Unique Features of the SCP Process
1. Extensive Staff Involvement
2. Transparent Communication
3. The Bucknell Culture
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1. Extensive Staff Involvement
The Campus Advisory Group guided the process
Staff pilot-tested the Job Profile
All staff did Job Profiles (even multiple incumbents)
Staff teams created Core Competency stories
Advisory Group members presented at Open Forum sessions
Staff placed their own positions in the Framework
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Position Placement Process
Staff
Dept &/orDivision
Head
Supervisor
HumanResources/Mercer HR
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2. Transparent Communication
Buy-in from the President’s Staff & Trustee Compensation Committee
Ongoing messages from the VPF&A to the staff SCP Website with all communications and FAQs Numerous Open Forum Sessions One-to-one sessions with Division Heads Published framework, placements, salary structure,
& SCP Guidelines
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For More Information About Bucknell’s Staff Compensation Program
Consult the SCP website, dedicated to providing up-to-date information about the Staff Compensation Program
The web address is: http://www.bucknell.edu/StaffCompensation/
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3. The Bucknell Culture
Strong leadership at the mid-level
High sensitivity to “being at the bottom of the barrel”with an acknowledgment of common core competencies
Tremendous pride and work ethic – Bucknell Stories
Expectation of openness and information sharing
Understanding that it takes all of us to make BUCKNELL
Campus-wide, weighted equity approach, allocatingmore to less-highly compensated who are farthest from their target salaries
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Why are we doing this?
Staff input & ownership in this University-wide Program is important.
Staff members & their supervisors are most knowledgeable about the jobs.
Active involvement will help staff members better understand and be engaged.
We need to recognize, value, and respect every level of contribution.
It takes all of us, in each of our roles, to make Bucknell successful.
Taking theCore Competencies into the Future
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Building Upon the SCP FoundationIncorporating the Core Competencies
Recruitment & Career Pathing– How can we identify and attract candidates who can and will
exhibit the Core Competencies?
Staff Development & Training– How can we assist staff in mastering the Core Competencies?
Performance Management– How can we reinforce staff commitment to the Core Competencies?
Recognition– How can we recognize and reward staff who consistently demonstrate the
Core Competencies in their work at Bucknell?
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Building Upon the SCP FoundationIncorporating the Core Competencies
Recruitment & Career Pathing
Jobs at Bucknell online recruiting site features the Core Competencies https://jobs.bucknell.edu
Interview questions incorporate the Core Competencies Example: Tell me about a time when you went the extra mile to help a customer.
Distribute Core Competency wallet cards to all current staff & new hires
Published SCP Framework outlines career path opportunities
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Building Upon the SCP FoundationIncorporating the Core Competencies
Staff Development & Training
Incorporating Core Competencies
Highlighting Core Competencies in University newsletters and other communications
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Building Upon the SCP FoundationIncorporating the Core Competencies
Performance Management
Incorporating Core Competencies into Job Descriptions
Revised Merit Categories to reflect both job responsibilities & core competencies|
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Bucknell Merit Categories, FY 05-06
Consistently exceeds job requirementsConsistently serves as a role model for demonstration of competencies leading
to outstanding results
Meets and often exceeds job requirementsFrequently demonstrates an advanced ability in competencies to achieve and
exceed results
Successfully meets job requirementsFrequently demonstrates
competencies to achieve expected levels of performance
Meets some but not all job requirementsSometimes demonstrates
competencies to achieve expected levels of performance
Frequently does not meet job requirements Has significant gaps in demonstration of competencies
CE
ME
SM
MS
FM
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Building Upon the SCP FoundationIncorporating the Core Competencies
Recognition
Incorporated Core Competencies into Criteria for University staff awards
Acknowledge staff contributions in termsof the core competencies|
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In Review . . .
Provided an overview of the Staff Compensation Program (SCP) Implementation
Reviewed Results & Outcomes
Highlighted Unique Features of the Process
Built upon the SCP Foundation
Compensation thatReinforces & Enhances Culture
Session 5B
Thank You!
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