the management series session ii

TheThe Management Management

Series SeriesSession IISession II

Faculty Staff

Human Resources

“Committed to understanding and delivering

value-added customer service that contributes

to our customers’ overall success”

Your NU Values Partners

Brought to you by:The Training and Development Team

Good Morning, and Welcome!

2

““Welcome our Campus Leader”Welcome our Campus Leader”

Mary Haven M.S.Associate DeanSchool of Allied Health

Professions

• Expanding distance education• Developing core

interdisciplinary courses• Serving Native American

communities• Building research

infrastructure

School of Allied Health School of Allied Health Professions UpdateProfessions Update

4

School of Allied Health Professions

• 10 Programs• 170 Entering Students• 345 Total Full-Time Students• 33 Full-Time Faculty• 300 Courtesy and Part-Time Faculty• 610 Total Clinical Sites

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6

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UNMC’sPhysician AssistantProgram ranked 14th

of 40.UNMC’s

Physical TherapyProgram was

ranked 31st of 141.

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2004-2005 Applicants

3.74101Radiography

3.4423Radiation Therapy

3.41222Physician Assist.

3.57111Physical Therapy

3.5643Nuclear Medicine

3.0654Medical Tech.

3.3226Medical Nutrition

3.6419Diag. Med. Sono.

3.1412Cytotechnology

3.3210Clinical Perfusion

Overall GPANumberProgram

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2004-2005 Matriculants

3.8014Radiography

3.517Radiation Therapy

3.7040Physician Assist.

3.8142Physical Therapy

3.737Nuclear Medicine

3.3036Medical Tech.

3.346Medical Nutrition

3.867Diag. Med. Sono.

3.286Cytotechnology

3.274Clinical Perfusion

Overall GPANumberProgram

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Programs Available Via Distance

2006Clinical Perfusion

2005Cytotechnology

2005Radiography

2001Radiation Therapy

1991Medical Technology

Year first offered via distance

Program

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Your UNMCfacilitators:

Alice WeyantCompensation Consultant

Jen MalyCompensation Consultant

Faculty Staff

Human Resources

Session II

CompensationAdministration

THE MANAGEMENT SERIES

Compensation Administration

Session II November 5, 2004

Jennifer Maly & Alice WeyantStrategic Staffing and CompensationHuman Resources Department

Faculty Staff

Human Resources

“Committed to understanding and delivering

value-added customer service that contributes

to our customers’ overall success”

Your NU Values PartnersBrought to you by:

14

AgendaAgenda

Goal

Classification and Compensation System• Objectives

Compensation Infrastructure• Job Documentation/Analysis• Job Evaluation• Pay Structures/Market • Performance Leadership• Partnership

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GoalGoalSuccessful Management of

Compensation Administration

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OutcomesOutcomes

• Responsiveness• Information/Knowledge

Exchange• Understanding • Accountability• Decision Quality• Results Impact

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Objectives –

• Cost Effectiveness• External Equity• Internal Equity• Pay for Performance• Administrative Consistency• Legal Compliance

Classification and Classification and Compensation SystemCompensation System

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Legal Compliance – Age Discrimination in Employment Act

May not discriminate against an individual because he/she is 40 years of age or older.

Americans Disability ActMay not discriminate against a qualified individual because of a disability.

Civil Rights Act, Title VIIMay not discriminate based on race, color, gender, religion or national origin.

Classification and Classification and Compensation SystemCompensation System

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Legal Compliance – Equal Pay Act

May not discriminate based on gender in regards to pay.

Fair Labor Standards Act (FLSA)Establishes minimum wage, overtime pay, record keeping, and child labor standards

Pregnancy Discrimination ActMay not discriminate based on pregnancy, childbirth or related conditions.

Classification and Classification and Compensation SystemCompensation System

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• Create a more flexible and efficient classification and compensation system

• Improved linkage between pay and performance

• Establish relevance to market

• Maximize user understanding and support

• Incorporate technology

Compensation Compensation InfrastructureInfrastructure

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MarketSurveys

“Relevance”

Pay Structures“Bands”“Zones”

“Benchmarks”

Performance Leadership

“Competencies”“Key Behaviors”

JobDocumentation“Job Analysis”

Job Evaluation“Job

Families”

FacultyStaff

HumanResources

Compensation Compensation InfrastructureInfrastructure

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Job DocumentationJob Documentation

JobDocumentation“Job Analysis”

Performance Leadership

“Competencies”“Key Behaviors”

Job Evaluation“Job

Families”

MarketSurveys

“Relevance”

Pay Structures“Bands”“Zones”

“Benchmarks”

FacultyStaff

HumanResources

JobDocumentation“Job Analysis”

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A systematic method to gather and analyze relevant and important jobcontent information.

Job Analysis ProcessJob Analysis Process

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• Provides the basis for performance appraisal.• Provides documentation for legal and

regulatory compliance.• Identifies minimum qualifications. • Determines reclassifications and updates.• Identifies salary survey comparisons.• Operational use. Identify needs and develop

org design.

Job Analysis ProcessJob Analysis Process

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Job Analysis ProcessJob Analysis Process

Conduct

Develop

Maintain/Update

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SourcesSources

Primary Information obtained

directly from incumbent and/or supervisor.

Secondary Information obtained

from other sources.

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Consists of written information aboutjob content and is the result of a job analysis effort.

Job DocumentationJob Documentation

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Class Specification

Position Description

Job Description

Standard Operating Procedures

Performance Standards

Job Documentation Job Documentation HierarchyHierarchy

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Five Steps to Writing an Effective Position Profile

1. Write the basic function and responsibility statement.

2. Determine the major functions and percentages of time allocated to each function.

3. For each function, determine the duties.

4. Determine the minimum qualifications (knowledge, skills, abilities).

5. Determine if there are any physical, environmental or special demands.

Job DocumentationJob Documentation

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Five Steps to Writing Five Steps to Writing an Effective Position Profilean Effective Position Profile

1. Basic Function and Responsibility Statement

Example – Staff SecretaryUnder limited supervision, provides secretarial and administrative support to three faculty members for the Family Medicine department.

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2. Major Functions & Percentages of Time

Example – Staff SecretaryA. A. Typing 50%

B. Correspondence 20%

C. Public contact/Reception 15%

D. Conference Coordination 10%

E. Filing 5%

Five Steps to Writing Five Steps to Writing an Effective Position Profilean Effective Position Profile

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3. Duties and Responsibilities

Example – Staff Secretary– D. Conference Coordination 10%

D1. Schedules speakers for bi-monthly departmental seminars by calling individuals from established listings, ascertaining availability, determining event dates and composing confirming correspondence.

Five Steps to Writing Five Steps to Writing an Effective Position Profilean Effective Position Profile

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Five Steps to Writing Five Steps to Writing an Effective Position Profilean Effective Position Profile

4. Minimum Qualifications (knowledge, skills, abilities)

Example – Staff Secretary

- A high school education is necessary.

- Four years of secretarial experience, or successful completion of business courses, or an equivalent combination of education and experience, is required.

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Five Steps to Writing Five Steps to Writing an Effective Position Profilean Effective Position Profile

5. Physical, Environmental or Special Demands

Work Environment and Physical Demands– Travel – Odd hours– Peak times of activity

Physical Requirements Form – Exposure to hazardous materials – Lifting– Patient Care and Contact

steps

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Position ProfilePosition Profile

Job Titles FLSA Exemption Status Basic Function &

Responsibilities Statement

Characteristic Duties & Responsibilities

Organizational Structure

Personal Contacts and Purpose of Contacts

Minimum Qualifications Knowledge, Skills and

Abilities Work Environment and

Physical Demands Scope Physical Requirements

profile

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Position Profile TipsPosition Profile Tips

Don’t rely solely on a job’s history. Clarify the actual tasks and responsibilities first. Minimum qualifications established have direct

bearing on performance.

Duties must be truly doable.

Use specific language.

Generally regarded as a legal document.

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JobDocumentation“Job Analysis”

Performance Leadership

“Competencies”“Key Behaviors”

Job Evaluation“Job

Families”

MarketSurveys

“Relevance”

Pay Structures“Bands”“Zones”

“Benchmarks”

FacultyStaff

HumanResources

Pay Structures“Bands”“Zones”

“Benchmarks”

MarketSurveys

“Relevance”

Pay StructuresPay Structures

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Pay StructuresPay Structures

Consists of a series of pay ranges, or “grades”, each with a minimum and maximum pay rate.

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Pay StructuresPay Structures

• Establish relevance to market

• Flexible/efficient

• User understanding

• Link pay and performance

• Incorporate technology

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Job Family list)

(Groupings of related jobs with commonvocations/professions in that they have similarmarket characteristics, related key behavior,continuum of knowledge, skills and abilities.

Band Represents total job family pay opportunity.

NU ValuesNU Values

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ZoneReflects job groupings where all job classifications assigned to said zone share common characteristics in the execution of the job responsibilities.

Benchmark Range Market “relevant” benchmark ranges; reflecting competitive and relevant market data results.

NU ValuesNU Values

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Pay StructuresPay Structures

$ $

Job Family Pay “Band”

SpecialistAssistant Associate Senior

Job Category “Zone”

Job Relevant “Benchmark Range”

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18 Respected Survey Sources

– National– Regional– Local– Healthcare– Non-healthcare

Market PricingMarket Pricing

Summarized collection of data from several sources.

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Building Pay StructuresBuilding Pay Structures

Pay Range -

Has a minimum pay value, a maximum pay value and a “midpoint” , or centralvalue.

Range Spread -

The difference between the maximum and the minimum.

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Minimum

Max

imum

Range SpreadsRange Spreads

50% - 70%

40% - 50%

30% - 40%

25% - 35%

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Therapy AsstHC01H

Dental AssistantHCO4H

BENCHMARK MINIMUM 33% 67% MAXIMUM

ASSISTANT ZONE

$14,100 ZONE RANGE $24,280HC01H Annual $14,100 $15,513 $16,927 $18,340HC01H Hourly $6.779 $7.458 $8.138 $8.817

HC02H Annual $15,230 $16,753 $18,277 $19,800HC02H Hourly $7.322 $8.054 $8.787 $9.519

HC03H Annual $15,770 $17,870 $19,970 $22,070HC03H Hourly $7.582 $8.591 $9.601 $10.611

HC04H Annual $17,340 $19,653 $21,967 $24,280HC04H Hourly $8.337 $9.449 $10.561 $11.673

Benchmark RangesBenchmark Ranges

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Competitive RangeCompetitive Range

- Minimal Qualifications

- Less Competence

- “Trainee” Incumbents

- Exceeds Qualifications

- Consistently Exceeds Performance Expectations

- Unique Individual Qualifications

- Industry “Expert”

Minimum Maximum

Competitive Range

- Fully Qualified

- Fully Competent

33% 67%

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Job EvaluationJob Evaluation

JobDocumentation“Job Analysis”

Performance Leadership

“Competencies”“Key Behaviors”

Job Evaluation“Job

Families”

MarketSurveys

“Relevance”

Pay Structures“Bands”“Zones”

“Benchmarks”

FacultyStaff

HumanResources

Job Evaluation“Job

Families”

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Job EvaluationJob Evaluation

Systematic determination of the relative value of jobs within the organization.

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Job EvaluationJob Evaluation

Job Family

Zone Assignment

Benchmark Range

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Supervision

Skills & Abilities

Personal Interactions

Job ContentResponsibility

& Impact

Zone Placement Matrix Measures Job Content Value

Zone AssignmentZone Assignment

FACTORS/DEFINITIONS

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Benchmark RangeBenchmark Range

50% Range Spread

Aged Market Average

Minimum 33rd% Midpoint 67th% Maximum

Market Salary Range $33,569 $39,108 $41,961 $44,815 $50,354

Medical Technologist

SPECIALIST ZONE$25,500 ZONE RANGE $73,860

HC21S Annual $25,500 $29,747 $33,993 $38,240HC21H Hourly $12.260 $14.301 $16.343 $18.385

HC22S Annual $28,680 $33,460 $38,240 $43,020HC22H Hourly $13.788 $16.087 $18.385 $20.683

HC23S Annual $32,270 $37,647 $43,023 $48,400HC23H Hourly $15.514 $18.100 $20.684 $23.269

HC24S Annual $36,300 $42,350 $48,400 $54,450HC24H Hourly $17.452 $20.361 $23.269 $26.178

HC25S Annual $41,750 $48,707 $55,663 $62,620HC25H Hourly $20.072 $23.417 $26.761 $30.106

HC26S Annual $46,160 $55,393 $64,627 $73,860HC26H Hourly $22.192 $26.631 $31.071 $35.510

$40,340

$41,961

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Job EvaluationJob Evaluation

Job evaluations are conducted when:

• New jobs are created.

• There are significant changes in job content of existingpositions.

• Updating of Position Profiles.

Job ContentPersonal InteractionsSupervisionResponsibility/ImpactSkills/Abilities

Position Profile

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JobDocumentation“Job Analysis”

Performance Leadership

“Competencies”“Key Behaviors”

Job Evaluation“Job

Families”

MarketSurveys

“Relevance”

Pay Structures“Bands”“Zones”

“Benchmarks”

FacultyStaff

HumanResources

Performance Leadership

“Competencies”“Key Behaviors”

Performance LeadershipPerformance Leadership

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PerformancePerformance LeadershipLeadership

Feedback

Recognition &Reward

Planning

Expected Perfo

rmance

Performance Period

Appraise(a part of Feedback

and Recognition)

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Job ValuationJob Valuation vs.vs. Performance Leadership Performance Leadership

How

Accountability

Adaptability

Communication

Customer/Quality Focus

Inclusiveness

Occupational Knowledge/Technology Orientation

Team Focus

Leadership

Who

KnowledgeSkills

AbilitiesAttributes

What

SkillEffort

ResponsibilityWorking

Conditions

How

Accountability

Adaptability

Communication

Customer/Quality Focus

Inclusiveness

Occupational Knowledge/Technology Orientation

Team Focus

Leadership

Who

KnowledgeSkills

AbilitiesAttributes

What

SkillEffort

ResponsibilityWorking

Conditions

Accountability

Adaptability

Communication

Customer/Quality Focus

Inclusiveness

Occupational Knowledge/Technology Orientation

Team Focus

Leadership

Who

KnowledgeSkills

AbilitiesAttributes

What

SkillEffort

ResponsibilityWorking

Conditions

Job Content Valuation

EmployeePerformance Leadership

Values

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Pay AdministrationPay Administration

Classification Related

3. ReclassificationSignificant Change in Content

Demotion Promotion

5. No ReclassificationAdditional Responsibilities

Pay Adjustment

Employee Related

Promotion Additional Responsibilities Demotion Market Adjustment Equity Adjustment Performance Adjustment Annual Adjustment

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Factors that impact the positioning of an incumbent’s pay level:

• Qualifications of incumbent (education/experience).• Performance contributions (length of service).• Pay levels of similarly situated incumbents in comparable jobs.• Pay History.• Total cash compensation (base pay, stipends, other).• Department budget and fiscal resources available.• Competitive Conditions.

Pay ConsiderationsPay Considerations

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Pay Range PositioningPay Range Positioning

- Minimal Qualifications

- Less Competence

-“Trainee” Incumbents

- Exceeds Qualifications

- Consistently Exceeds Performance Expectations

- Unique Individual Qualifications

- Industry “Expert”

Minimum Maximum

Competitive Range

- Fully Qualified

- Fully Competent

33% 67%

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Pay Range PositioningPay Range Positioning

- Minimal Qualifications

- Less Competence

-“Trainee” Incumbents

- Exceeds Qualifications

- Consistently Exceeds Performance Expectations

- Unique Individual Qualifications

- Industry “Expert”

Minimum Maximum

Competitive Range

33% 67%

- Fully Qualified

- Fully Competent

Individual PerformancePay Increase Opportunity

Lower Performance Higher Performance Meets All Expectations

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All UNMC

Range – OS 011

LOW AVERAGE HIGH$23,000 28,400 34,000

MIN 33% 67% MAX $22,225 26,267 30,309 34,351

COM

Competitive Range

$28,922Incumbent

Pay AnalysisPay Analysis

LOW AVERAGE HIGH$24,700 29,400 33,940

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Pay AnalysisPay Analysis

10/02/78 80.7% $14.25 Employee D

10/02/04 62.2% $13.25 Employee C

12/01/03 32.0% $11.62 Employee B

09/09/02 6.6% $10.25 Employee A

Date of Hire (Range Penetration % for OS 010)Incumbents

58% Range Penetration %

$15.29$13.49$12.59$11.69$9.89Base Salary

Current OS 010

$14.65 $13.04 $12.21 $11.38 $9.77 Base Salary Range

Max = 100%67%Mid = 50%33%Min = 0%Market Range

Aged Market AvgRange Spread

Clerk

50%

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GoalGoalSuccessful Management of

Compensation Administration

Strategic Staffing & Compensation

Thank you,

nuvalues.unmc.edu

65

Wrap-up reminders…Wrap-up reminders… This is your management series

– We listen to your feedback!

Professional Development Plans– Keep it simple– Talents (Strengths)– Self Assessment Library– Successful Manager’s Handbook– Option to meet with us– Include your supervisor (enhances communication)

Session III: Interviewing & Selecting Talent– Friday, January 7th … Same place, same time!

Faculty Staff

Human Resources

“Committed to understanding and delivering

value-added customer service that contributes

to our customers’ overall success”

Your NU Values Partners

Brought to you by:The Training and Development Team

Thank you!

TheThe Management Management Series Series