the management series session ii
TRANSCRIPT
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!
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““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
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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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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:
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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
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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