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Total Compensation and Wellness (TCW)
Chuck FolinoSenior Human Resources Professional
Topics:
• Introduction to the TCW teams• Services provided by the teams• Various metrics • Helpful resources/reference materials
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Overview of TCWTalent Acquisition and ARO
Benefits, Compensation and Classification
Leaves
Retirement
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Talent Acquisition CostsDirect Costs Indirect Costs
Cost of staff filling in while position is vacant Quality of work
Cost of lost knowledge, skills and contacts Increased absenteeism
Time invested in replacing employee Reduced customer service
Time invested in the hiring process Individual/team productivity
Cost of training newly hired employee Individual/team performance
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Example: Financial ImpactQuestion: How much does one employee cost MSU over 30 years of employment? Consider an employee who makes $70,000.
Salary Cost = $70,000Benefit Cost = $20,000Total Cost per year = $90,000Multiply by 30 years = $2,700,000
= $2.7 Million for one employee
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Team Members
Anna BarnerDebra Jackson
Karlita McClintonQueen McMiller
Kristie SovaShayla Thomas
Services
• Posting Positions• Screening Process• Initiate CBCs
Talent Acquisition
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Talent Acquisition Resources
Links to additional information
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Talent Acquisition Metrics
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Number of Posted Positions (per year)Posting Type 2014 2015 2016
FAS Postings Opened 447 507 495SS Postings Opened 1,305 1,419 1617
Total 1,752 1,914 2,112
Number of Applications Received (per year)Posting Type 2014 2015 2016
FAS Postings Opened 14,358 17,576 14,674SS Postings Opened 34,815 36,027 40,196
Total 49,173 53,603 54,870
Talent Acquisition Metrics
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Top 10 Most Commonly Posted Classifications in 2016
# Classification Title Total1. Administrative Assistant I 1012. Health Care Assistant 873. Assistant Professor 774. Information Technologist I 755. Secretary II 756. Research Associate 747. Information Technologist II 638. Assistant/Associate/Professor 529. Specialist Advisor 5110. Information Technology Professional 50
Team Members
Dana GrimmShannon KempSamantha Lake
Services
• Process Reengineering • Implementing Applicant
Tracking
Agile Recruiting and Onboarding (ARO)
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AGILE RECRUITING AND ONBOARDING (ARO)
A R O i s a n i n i t i a t i v e t o s t r e n g t h e n h i r i n g , r e c r u i t i n g , a n d o n b o a r d i n g p r o c e s s e s a n d s y s t e m s . P l a n n e d o u t c o m e s i n c l u d e :
Automation of candidate evaluation and selection
Addressing time to fill positions.
Delivering more robust system functionality.
Improving process with fewer manual steps.
Offering new onboarding tools.
Enhancing reporting measures and metrics.
Improving the applicant experience.
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WHAT DOES THE ATS DO?
Manages Applicants and Applicant Materials
Manages References
Search/Selection Committee Ratings and Rankings (Optional)
Communicates to Applicants and Administrators
Manages Offers
Centralizes Employee Onboarding
Schedules Events with Applicant (Optional)
Manages Jobs
Allows Streamlining via Bulk Actions
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PAGEUP: EXTERNAL APPLICANT SITE
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APPLICANT FEATURES
Optional job alerts when a posting is published for a specific work type (FAS/SS), specific area of interest (Engineers, Advising/Counseling), specific type of employment (full time, part time) and/or location (East Lansing, Grand Rapids).
Filters to quickly identify postings of interest. Notifications via email and through the applicant portal regarding the status
and events of postings to which an applicant has applied. Ability to upload a CV/resume to assist in prefilling portions of the application. Ability to Refer a Friend. Ability to apply remotely on a tablet of mobile device. Refreshed and modern look and feel.
Overview
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ONBOARDING FEATURES
A seamless transition from candidates to employees through the personalized Onboarding Portal.
A list of important tasks to be completed before first day, first week (e.g., complete the I-9 form, sign up for emergency alerts), and first thirty days (e.g., enroll in benefits), allowing employees to feel welcomed and supported.
Ability for supervisors to track the status of each task and add additional departmental-specific tasks (e.g., review departmental bylaws).
An organized body of resources available to new employees (e.g., benefits, “university at a glance” information, systems information).
T h e O n b o a r d i n g P o r t a l e n s u r e s n e w h i r e s a r e e n g a g e d w e l l b e f o r e t h e i r f i r s t d a y. T h e p o r t a l f u n c t i o n a l i t y p r o v i d e s t h e f o l l o w i n g f e a t u r e s :
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ONBOARDING PORTAL
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What is Total Compensation?“Compensation refers to all forms of financial returns and tangible services and benefits employees receive as a part of an employment relationship.” (Milkovich, Newman, Gerhart, 2014)
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Team Members
Tabatha DixonJoe Galardi
Carole Nicholas
Services
• Benefits Administration• ACA • COBRA• Student Insurance
Benefits Administration
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Benefits Administration
• Eligibility – including ACA• Open Enrollment – support staff, faculty
and academic staff, and students
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Benefits Resources
Links to additional information
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Benefits Resources (Cont.)
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Team Members
Chuck FolinoAnn Hill
Jayme MillerShayla Thomas
Services
• Support Staff Compensation
• Support Staff Classification
Compensation and Classification
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Compensation and Classification•Support Staff Compensation
o Lump sum payments – merit, equity, retention, recognition awards, signing bonus, etc.
o Pay changes - merit, equity, retention, step increase, job rate, etc.
•Support Staff Classificationo Position classification/reclassification - including
position auditso Classification and compensation data/surveys
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Classification Data
Reclassifications 2014
(4th qtr.)2015 2016 2017
(to date)
Number of Requests 44 523 574 213
Ave. Time (days)To Complete 43 22 25 16
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Comp/Class Resources
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Team Members
Debby JacksonKarlita McClintonQueen McMiller
Kristie SovaShayla Thomas
Services• Layoff• Bypass• Trial Periods• Reduction in Hours• Off-Date• Limited Term
Placement Services
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Placement Services Data
YEAR 2015 2016 2017*Layoff/Bypass Cases 20 59 27
% of Displaced Employees Placed 75% 94% 61%
*2017 (January to May)
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Team Members
Kendra CulhamSheila ChoreyTony Lemke
Julie ReynoldsBeth Tominski
Services
• Paid, Unpaid and FMLA
• LTD• Workers’
Compensation
Leaves
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Leaves (2015/2016 data)• FMLA – 1,000 employees per year• LTD – 20 cases
Workers’ Compensation 2015 2016
Claims 1013 1086
Cost $2.1M $2.3M
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Resources• Campus Outreach• Workers’ Compensation Agency –
http://www.michigan.gov/wca • USDOL
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Team Members
Dianne KnepshieldDan Mackey
Sherry VanKampen
Services
• 403(b)• 457(b)• Executive
Compensation o(e.g. 401(a))
Retirement
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RetirementRetirement 2015 2016
Total Plans Value $4.4B $4.6B
403(b) Base Participation 96.1% 96.0%
403(b) Supp. Participation 33.8% 34.2%
457(b) Def. Comp. Part. 9.0% 10.4%
Total Contributions
Employee Contribution $85.3M $88.2M
MSU Contribution $77.9M $83.9M
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Retirement Resources• Campus
Outreach• One-on-One
Consultation
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Retirement Resources (Cont.)
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Summary of TCW
Talent Acquisition and ARO
Benefits, Compensation and Classification
Leaves
Retirement
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