work design and redesign
TRANSCRIPT
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Work Design and Re-design
Utilize Change Management Methodology to align work and resources to
objectives and establish buckets (areas) of work within a department
Outline primary tasks and complexities to be executed to achieve each bucket of
work
Estimate approximate annual time and frequency of each task
Determine assignment of tasks to individual positions to create engaging positions
o Vertical
o Horizontal
o
Diagonal Review proposed positions for engagement
o Skill Variety
o Task Identity
o TaskSignificance
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Work Design and Re-design
Complete Position Descriptionso Responsibilities and percent time
o Determine needed qualifications, experience, skills, competencies
Classify Positionso Identify fit/gap to current job families
o Utilize established classification process
o Ensure FLSA compliance
o Confirm available resources are sufficient to provide competitive compensation(pay and benefits)
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Identify Areas of WorkUtilizing change management methodology, areas or buckets of work are determined.
Briefly explain each area of work within the department or work group.
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Bucket Explanation
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Bucket of Work: GIVE THEBUCKET A NAME;use one or more templates per bucket
Task: Done byone
position
Shared
across
multiple
positions
Frequency:indicate time frame involved in
task completion, such as daily,
monthly, quarterly or other
frequency during annual calendar
ComplexityPreferably list tasks from
lowest to highest complexity
Low | Medium | High
Identify Tasks and Complexity
within Each Identified Bucket of Work
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Bucket Explanation
Utilizing change management methodology, areas or buckets of work are determined.
Briefly explain each area of work within the department or work group.
Identify Areas of Work
Academic Organizational Development
Administrative Organizational Development
CU Learn
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Identify Tasks and Complexity
within Each Identified Bucket of WorkBucket of Work: Administrative Organizational Development
Task: Done byone
position
Shared
across
multiple
positions
Frequency:indicate time frame involved in
task completion, such as daily,
monthly, quarterly or other
frequency during annual calendar
ComplexityPreferably list tasks from
lowest to highest complexity
Low | Medium | High
Development of
Administrative Leadership
Academy
X On-going X
Delivery of Leadership
Workshops X On-going X
Continued Enhancement
X On-going X X X
External Research
X On-going X
Compile statistics from
courses taught X On-going X
Provideobservation on
analysis X On-going X
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TaskIdentity: Task Variety: Task Significance:
Degree to which the
position requires an
employee to perform
a complete piece of
work; doing a job
from beginning to
end with a visible
outcome
Ex: Bank teller may be
responsible for satisfying all
the backing needs of a
customer rather than
specializing only in savings
accounts transactions
Degree to which the
position requires a
variety of activities
that involve the use of
a number of different
skills and talents of
employees
Ex: Superintendent of a
manufacturing plant has the
technical knowledge of the
machinery, the skill to
supervise others, and theability to determine plant
shutdowns and repairs
Degree to which an
individual perceives
his/her position has
substantial impact on
the lives of others
and/or organizational
mission
Ex. Veterinary technician
caring for animal patients has
immediate feedback on efforts
from patient and animal owner
Positions that are high on skill variety, task identity, and task significance
influence the meaningfulness of the work and employee engagement
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Position Design Considerations
o Meaningfulness
of work
Skill variety
Task identity
Task significance
Autonomy o Responsibility for
outcomes of work
Feedback o Knowledge of the
results of the work
Engaged employee
Highly motivated
High growth
satisfaction
High general
satisfaction and
performance
High work
effectiveness
Lower absenteeism
and turnover
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Creating Position Content:
TaskIntegrationVarious approaches to assigning identified tasks within buckets of departmental work:
Horizontal integration: Assigning tasks to a position cutting across buckets or sub-bucketsthat are roughly at the same level of complexity and requiring the same level of skill,competency and experience to effectively complete. May result in a larger number of
positions.
Vertical integration: Assigning tasks to a position usually within a bucket of work rangingfrom lower to higher complexity that may require a variety of skills, competencies andexperience to effectively complete. May reduce overall number of positions whilesimultaneously creating engaging work.
Diagonal integration: Assigning tasks to a position across buckets of work that are varied
in terms of level of complexity that likely require a variety of skills, competencies andexperience to effectively complete.
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AssignedTasks EducationRequirements
Skills and
Competencies(note specialized skills
or certifications
needed)
Years of
Progressively
ResponsibleExperience
Needed
Job Family Affinity
Estimated annual hours
and % annual time(For positions proposed as
1.0 FTE: hours per week
times weeks per task per year
divided by 1872 hours)
Position Planning Worksheet:Upon completion transfer this information to the StaffPosition Description
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Position Planning Worksheet:Upon completion transfer this information to the StaffPosition Description
AssignedTasks
Educ
ationRequirements
Skills and
Competencies(note specialized skills
or certifications
needed)
Years of
Progressively
ResponsibleExperience
Needed
Job Family Affinity
Estimated annual hours
and % annual time(For positions proposed as
1.0 FTE: hours per week
times weeks per task per year
divided by 1872 hours)
Development of
Administrative
Leadership Academy
Bachelors Degree 5 but less than 7 Human Resources
20 weekly
1040 yearly
56%
Delivery of
Leadership
Workshops (Trainer)
Training, public
speaking,
facilitation
Human Resources
10 hours weekly
520 yearly
28%
Continued
assessment of
program outcomes
Human Resources
6 hours weekly
312 yearly16%
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StaffPosition Description (SPD)
The position description lays the foundation for many purposes:
-Position Classification
-Identifying Skills forSuccess
-Recruitment
-Interviewing/Selection
-Development /Training
-Performance Dialogue
It is critical to prepare a position description that realisticallyencompasses the duties and responsibilities of the position as well asidentifying the critical skills and behavioral competencies, level of
education and experience needed to achieve top performance.
Job Structure and Pay
The Job Structure includes approximately 500 University JobTitles from 14 Job Families in nine Pay Bands.
Cornell pays competitively in relation to the pay for comparablework at comparable employers within demonstrated labor
markets. Market competitive pay varies by job family and jobclassification throughout the 9 pay bands. Individual pay is basedon responsibilities, position-related qualifications, experience and
performance in concert with college/unit guidelines.
Compliance
FLSA: The Fair LaborStandardsAct (FLSA) contains provisionsand standards concerning regulations for employers record keeping,
minimum wages, overtime pay, and child labor. For purposes ofovertime pay protection and eligibility, the FLSA allows employers
to exempt from coverage employees employed in a bona fideexecutive, administrative, professional, or computer capacity. In
concert with university audit requirements, the position classificationprocess must be documented by a completed Staff Position
Description (doc) and a completed FLSA status determination form.
Pay for Performance
Ensure position content and classification are aligned with resources
to provide market competitive pay : Check with local HRRepresentative
-Establish equitable starting pay
-Communicate performance expectations
-Appraise application of Skills forSuccess
-Evaluate within performance standards
-Consider individual performance trend
Position
Classification
Considerations
After completing Position Planning Worksheet, navigate through the following steps for position classification:
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StaffPosition Description (SPD)
The Staff Position Description (SPD) is used by supervisors, staff, and applicants for many
purposes including: defining and classifying a position, recruitment, and performance
evaluation.
The duties and responsibilities of the position as well as identifying the critical skills and
behavioral competencies, level of education and experience needed to achieve topperformance. The SPD preparer should use the Staff Position Description template ( doc)
and follow the guidelines below:
o Use the least complex language possible. When using initials, acronyms, and/or language specific to the
departmental field, ensure that adequate explanation and definition is included.
o When selecting FLSA status and completing the Factor Evaluation Section please double-click theappropriate box and then choose the option "Checked".
Guidelines for completing the staff position description can be found at the following web
site: http://www.hr.cornell.edu/managers/compensation/position_descriptions.html
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Cornell University StaffCompensation ProgramStaffPosition Classification Process
Non-bargaining unit regular staff positions
Band FLSA
Designation
StaffPosition
Description
Required
FLSA Status
Determination Test
Form Required
Classification and
FLSA Clearance
Site
Peer Review
Required
Local
HRO
OHR
Comp
A Nonexempt
B Nonexempt
C Nonexempt
D Nonexempt
E Nonexempt
D Exempt *
E Exempt *F Exempt ^
G Exempt
H Exempt
I Exempt *
This guide is to be used for:
all regular positions undergoing position creation or change, including position reclassifications affecting a current incumbent; and,
all regular positions being submitted for posting and/or waiver which have not been reviewed for classification and/or FLSA
designationby OHR/Compensation Services within the priorfive years.
Required documentation and clearance decisions must be retained in the employees college/unit personnel file.
*When the exemption
determination or classification
decision site is OHR/Compensation
Services, all required completed
forms must be electronically
forwarded to
for review and clearance.
^ Required only when current
incumbent proposed for
reclassification from nonexempt to
exempt.
For especially unique positions
and positions whose content is
affected by functional change, it is
strongly recommended that localHRofficers or designees consider at
least two peer reviews, one of
which may be provided by
OHR/Compensation Services
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Job Structure and Pay
Cornell pays competitively in relation to the pay for comparable work at
comparable employers within demonstrated labor markets. Market competitive
pay varies by job family and job classification throughout the 9 pay bands.
Individual pay is based on responsibilities, position-related qualifications,
experience and performance in concert with college/unit guidelines.
Supervisors should confer with their college/unit HRrepresentative for
specific pay data on any job classification and visit Tools for Managers:
Classifying Positions, Titles and Salaries.
The Staff Compensation Program is supported through gathering external
pay for comparable work within appropriate labor markets. The labor market
for a job or group of jobs is the area within which we recruit.
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Are Departments Positions within Budget?
Position Band Market Midpoint
at Annual Amount
Addl Benefit Cost(0 Contract; 34% Endowed)
Total Estimated Annual
Compensation Costs(Midpoint plus benefits cost)
Total # of Positions: Total Pay at Midpoint: Total Benefits Cost: Total Estimated AnnualCompensationCosts:
Departmental
Resources:
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Job Family Summaries
Academic Support
The Academic Support job family generally consists of work such as, but not limited to: plan, implement and instruct clients on educational programs,
prepare, teach and evaluate lesson plans, conduct laboratory research, consult with faculty and investigators to ascertain needs and follow through with
designs, modifications or purchases, perform research data collection, prepare verification, analysis and database management and write research reports.
AdministrationThe Administration job family generally consists of work such as, but not limited to: provide administrative support including draft correspondences, set
up filing systems and spreadsheets, coordinate and schedule travel plans, assist with budgets and human resource and financial processes, respond to
internal and external inquiries regarding policies and procedures, administer and manage business and administrative operations, manage staff, formulate
practices and guidelines for department activities and budgets, produce, edit and market educational videotapes and technical productions, deliver strategic
development, direction and implementation of all business operations and financial policies, practices and procedures, direct and shape the culture/climate
by cultivating and facilitating effective relationships among internal and external constituencies to achieve objectives and other duties that cover sales and
marketing, purchasing and government affairs.
Alumni Affairs and Development
The Alumni Affairs & Development job family generally consists of work such as, but not limited to: implement a variety of alumni programs and events
at reunion, homecoming and other on-campus activities, build and strengthen key relationships of significant importance to the university, implement
individual giving solicitation programs, represent the university to a variety of constituencies which include alumni, friends, and corporations and
foundations, and administer trusts and estates where Cornell is the beneficiary.
Athletics
The Athletics job family generally consists of work such as, but not limited to: recruit prospective athletes, lead practices, direct team training and skills
development, coach student athletes, provide professional physical therapy and rehabilitation treatment to athletes, design, implement and evaluate PE
classes and act as liaison with Ivy League and NCAA Officers.
Auxiliary Services
The Auxiliary Services job family consists of a variety of support work such as, but not limited to: restaurant support services, stockkeeping, bookstoresales clerk, interact with store customers to answer questions, receive orders and research problems, support theatrical productions, interpreter/transcript
services for the classroom, meetings and non-classroom matters, and provide interpreter services for special events.
Communications
The Communication job family generally consists of work such as, but not limited to: provide computer graphics for publication and presentation, prepare
classrooms with proper audio/visual equipment, set up and operate video, lighting and computer video editing equipment, write and produce publications
and promotional materials, edit broadcasts, educational programs, brochures, monographs, working papers and lectures, develop, produce and direct
videotape and radio programs, solicit and evaluate manuscripts and manuscript proposals, and review copies of new books and write press releases.
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Job Family Summaries
Library/Museum
The Library/Museum job family generally consists of work such as, but not limited to: provide reference services, search local and national
databases for specialized collections, perform conservation treatments on books, assist with moving art pieces around campus, monitor stack
space needs, plan collection moves and shift materials as needed, solve problems related to the circulation of materials, treatment of reserve
items, missing items or filing/shelving of specialized materials, responsible for museum education programs, coordinate installation processbetween curators, artists and prep staff, plan and schedule exhibitions for collections and assist in collection development activities including
selection, donor relations, ordering and placement of materials.
Service/Facilities
The Service/Facilities job family generally consists of work such as, but not limited to: coordinate with faculty and staff to set up and arrange
furniture for special events, responsible for access to buildings and control of keys and security for the building, provide security surveillance
and loss prevention of operations, develop drawings and maps using software or hand drawing methods, design and prepare mechanical
drawings of machines and machine components, manage construction projects, assist, coordinate, and prepare reviews of cost estimates,
specifications, drawings and construction documents for projects related to new construction, repairs or alterations, perform radiation
exposure surveys and inspections, monitor compliance with federal, state and University policies, regulations and laws, and overseeconstruction and renovation of projects, moves, building security and inventory control.
Student Services
The Student Services job family generally consists of work such as, but not limited to: provide day to day supervision of live in student
resident advisors, establish and maintain a positive community that supports and enhances the educational mission of the University through
developmental programs, personal student contacts and foster faculty student interaction, and advise and counsel students regarding
admissions, financial aid, etc.
TechnicalThe Technical job family generally consists of work such as, but not limited to: support academic research, prepare research matter for
experimentation, provide assistance in manipulating, computing and analyzing data using statistical software to evaluate experimentation,
provide training to a laboratory academic section in lab techniques, instruments, methods and procedures, support effective operation of
electronic and mechanical technical equipment, evaluate risks associate with materials and systems such as chemicals, radioactive materials,
asbestos and injury investigations, conduct environmental health and safety inspections and surveys, troubleshoot, repair, modify various
components in a research facility using hand tools, shop tools, chemicals, heavy equipment and high voltage equipment.
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Compliance
Fair Labor Standards Act (FLSA)
http://www.hr.cornell.edu/policies/nonacademic/labor_standards.html
FLSAExemption Review: This interactive questionnaire is to be completed for any
position recommended for exemption under the Fair LaborS
tandardsA
ct.http://www.hr.cornell.edu/managers/compensation/administration/flsa.cfm
Band Evaluators: This application provides the skill, effort, responsibility, and
working conditions factors that underlie the Job Structure. It is designed for additional
support in determining the appropriate band for a position.
http://www.hr.cornell.edu/managers/compensation/administration/
Overtime Policy
http://www.hr.cornell.edu/policies/nonacademic/overtime.html
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Compliance
Department restructuring may affect exemptions and FLSA compliance:
o Are non-exempt employees duties being added/re-assigned to currently exempt staff?
May change the balance of exempt vs non-exempt percent time
If non-exempt duties are anticipated at greater than 30% of
typical workweek, position should be classified as non-exempt
Departmental managers should work with their HR representative to examine
revised and/or created positions for FLSA compliance.
*See FLSA compliance materials for exemption tests and potential penalties for failure
to pay overtime pay to employees whose work should be classified as nonexempt.
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Human Resources Consideration Framework for Reductions in Position HoursDRAFTas of 2-2010
Background
To meet operating budget constraints while maintaining programs and facilities, some colleges and units are
considering, in select circumstances, ongoing reductions to regular employee schedules1. These may result from
operating programs and facilities fewer days per year and/or decreasing staff coverage while maintaining current
operating days.
It is not recommended that reductions in hours of appointments be utilized unless such actions will address budget
constraints and meet the business goals of the college/unit for the long term. Using reductions as short term business
solutions to long term problems contributes to negative employment climate conditions. However, reductions in
appointment hours may be viable if the Leading Change Methodology, including the WorkRe-Design Toolkit2, have
been used to conclude that the reductions represent long term solutions and that workload is truly reduced for affected
staff. The framework below provides points for HR leaders to consider when consulting with line managers regarding
possible reductions in staff position hours.
1A reduction in hours may be defined in various ways: Reduced hours for a portion of the year (e.g. summer); Reduced hours for the entire year; Zero hoursfor a portion of the year (short term layoff)
2It is recommended that these tools be used in consultation with the Organizational Effectiveness and Compensation Services departments and/or the HR leadin your college/unit, prior to reaching conclusions about the effectiveness of reductions in appointment hours.
Compliance
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Consideration Reference Information OHR Consulting Contact
HRPolicies y Policy 6.12, Separations:
"An increase or decrease of 25 percent or more of a staff member's regularly scheduled
hours, or a reduction that results in a position of less than 20 hours per week, is subject to
the provisions in this policy. In such cases, the staff member may:
continue in the regular position (20 hrs/wk or more) with changed hours and not be
subject to the provisions of this policy; or enter a layoff period and receive a layoff package in accordance with this policy (see the
"Layoff Package" Sections of this document).
Note: A change in hours made at the request of a staff member is considered voluntary and
is not covered by the provisions of this policy. "
Considerations:
Institutional Approval: Reduced hours proposals of 25% or more must be approved via the
Early Termination/Layoff Proposal Tool in HR Online.
Notice Requirements: There is no requirement in current policy to provide advanced notice to
the staff member whose hours are reduced, even by more than 25%. Colleges and units should
consider providing some minimal notice, such as 30 days, prior to the effective date of the
reduction in hours.
y Policy 6.12, Separations, Short Term Layoff section: If the reduction in hours
includes reducing the appointment to zero hours for up to 3 months during the year, this
policy will apply. This policy requires 30 days advanced notice to the impacted
employee(s), absent extenuating circumstances.
y Policy 6.9, Time Away From Work, Vacation section: Colleges/units should consider
whether they will allow staff to use vacation accruals to offset the loss of pay if hours are
reduced. If reductions are covered under the Short Term Layoff policy, staff may request the
use of accruals but it is managements discretion as to whether such requests are granted. If
reductions are not covered under the Short Term Layoff policy (because they do not reduce
hours down to zero) units planning such reductions should think in advance about how they
will respond to requests from staff to use accruals under such circumstances. As far as
management requiring the impacted staff member(s) to use accruals during short term
layoffs or reductions in hours, there is nothing that addresses this in policy.
Workforce Policy and Labor
Relations:
Alan Mittman; alm63; 255-6866,
Lauran Jacoby; lj14; 255-6894,
Barb Siany; bks4; 255-4652
Recruitment and Employment Center
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Consideration Reference Information OHR Consulting Contact
HRPolicies Policy 6.9, Time Away From Work, Vacation section: Maximums
When considering reduced hours, management should consider the impact on existing
staff who may be at or near the maximum for their current appointment and who would
end up being over the maximum in a reduced hour appointment. While the employee may
carry a balance over their appropriate maximum during the course of the fiscal year,
effective June 30, their balance will be reduced to the appropriate maximum. This may
result in staff having their balances negatively adjusted. Limited exceptions may beallowed. Policy currently prohibits the payout of excess (i.e. over the max) vacation in
cash.
Policy 6.9, Time Away From Work , Holiday section
Each university holiday is paid at 1/5 of the non-exempt employees standard workweek.
Hence, reductions in standard weekly hour
Workforce Policy and Labor
Relations:
Alan Mittman; alm63; 255-6866,
Lauran Jacoby; lj14; 255-6894,
Barb Siany; bks4; 255-4652
Recruitment and Employment Center
Bargaining Unit
Contract
UAW
Article 14, Layoff and Recall, section Temporary Employment: defines temporary layoff as 90
calendar days or less; requires one week advance written notice to the employee(s) and the union
for layoffs in excess of 30 days; allows senior employees to request temporary layoffs.
y Article 14, Layoff and Recall, section Temporary Employment Winter Intersession:
states Employees laid off during the winter intersession period in the Department of
Campus Life and Statler Hotel may use one day of accrued sick leave during this period as
leave with pay.
y Letter ofUnderstanding B, "Job Security," Addresses reduced hours as follows:
"Employees who are indefinitely reduced from full-time to part-time status formore than
ninety (90) days in one contract year shall be eligible to opt for layoff and will be provided
the provisions ofArticle 14, Layoff andRecall."
As Part time status is defined in the UAW contract as working from 20 to less than 35 hours
per week, changing staff from 39 or 40 hours per week to less than 35 hours per week for more
than 90 days may trigger this consideration.
y Article 35, Hours of Work and Overtime: states that one week advance notice should be
given to staff prior to weekly work schedule changes.
The actual contract language: "When feasible departments shall give employees at least one
(1) week notice prior to weekly work schedule changes or long-term changes in work
location."
Considerations: Workforce Policy and Labor Relations should be consulted by the
college/unit HR rep when reduction in hours for any union-represented staff member is beingcontemplated (UAW, BTC, IUOE, CWA, SPFPA, CPU)
Workforce Policy and Labor
Relations:
Alan Mittman; alm63; 255-6866,
Lauran Jacoby; lj14; 255-6894,
Barb Siany; bks4; 255-4652
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Consideration Reference Information OHR Consulting Contact
Compensation
Services
y Ensure Compliance with Fair LaborStandards Act; willful violators may be prosecuted
criminally and fined up to $10,000. A second conviction may result in imprisonment. Employers
who willfully or repeatedly violate the minimum wage or overtime pay requirements are subject
to civil money penalties of up to $1,100 per violation .
y Reductions to scheduled work hours and pay for exempt employees must be handled in
compliance with the FLSA
. Employers may not make partial week deductions from an exemptemployees predetermined salary for absences occasioned by the employer or caused by the
operating requirements of the business. If an exempt employee performs any work during a
workweek, that employee must receive his or her entire salary for that week. However, with
reasonable advance notice, an exempt employee may be informed that his/her annual scheduled
work hours are being reduced and his/her salary is being reduced accordingly. It is important to
ensure a true effort reduction for the exempt employee, considering the tendency towards
working remotely via computer, email, blackberries, phones, etc. Expectations should be made
clear.
y Ensure compliance with New YorkState exempt minimum weekly salary of $543.75, which isequivalent to $28,275 annually. The $543.75 per week cannot be pro-rated for employees who
choose to work less than 12 months but continue to be paid over 12 months. Review resulting job
description to ensure it is still exempt.
y Ensure any approved reduction in schedule is fully communicated in writing to the affected
employee, clearly stating new schedule and associated changes in pay, including the revised
anticipated biweekly rate for nonexempt employees, and revised anticipated annual salary for
exempt employees.
Shari Constantino; snf3; 4-8354;
Kim Swartwout; kao8; 4-8355
HRIS/Records y Ensure colleges and units transmit via HR-Online any reduced schedules for transaction to
Records Administration to accurately reflect changes in employees planned schedules.
o For exempt employees, ensure the revised annual compensation rate appropriately
reflects the revised planned work schedule and meets the NYS minimum weekly exempt
$543.75 salary.
y Records to monitor and report on such changes.
Donna Lawton; dl16; 255-9452
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Consideration Reference Information OHR Consulting Contact
Workforce
Diversity and
Inclusion
y Review possible hours-reductions from a diversity perspective to ensure Cornell avoids
any possibility of adverse impact. Currently, this is achieved by review of all proposals
to reduce hours by 25% or more through the Early Termination/Layoff Proposal Tool in
HROnline.
y For proposed reductions of less than 25%, there is no current requirement for review of
such cases in the Early Termination/Layoff Proposal Tool.
MarieGarland; mbg78; 255-7006
Unemployment
Insurance
y Unemployment Insurance - Staff whose hours are reduced may choose to apply for
unemployment insurance (UI). Managers should avoid discussion of the possibility of
eligibility for UI with staff members, as eligibility is determined by the NYS Department
of Labor.
Barb Siany; bks4; 255-4652,
Benefits y Consider the impact that reduced hours and therefore reduced pay will have on wage and
salary based benefits such as retirement plan contributions
y Cornell offers a very comprehensive benefit plan to all faculty and staff who work at
least 20 hours per week or the equivalent effort for exempt employees of 50% effort.
y Effective July 1, 2009, a faculty or staff member who meets the full-time eligibility
requirements for the Cornell Childrens Tuition Scholarship (CCTS), the Educational
Degree Program, or the Tuition Assistance program, may subsequently move to less
than full time and continue their eligibility for these educational programs while serving
in a part time capacity. Completing the full-time length of service requirements must beaccomplished before the move to part time status. Combinations of part time service
periods to satisfy the service requirements is not sufficient.
Benefits Services; 255-3936
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Pay for Performance
Merit Pay Improvement Programs
Staff are periodically eligible for base pay increases as indicated by demonstrated individual performance during the
timeframe of a University Pay Improvement Program. Colleges and units provide department managers with guidelines
for each pay improvement program.
Position Enhancement
When individual performance accomplishment, competencies and departmental objectives result in a substantial increase
in the complexity or breadth of a staff members responsibilities within his/her current university job title classification, abase pay increase should be awarded to the staff member.
Promotions
oReclassification: Staff pay is reviewed for potential increase to base pay when the requirements for the occupied
position change so significantly that the position is reclassified to a University Job Title in an upper band.
oSelection: When a staff members competencies and previous performance result in being selected for a position
classified in an upper band, base pay is reviewed for potential increase.
oOne-band promotions are accompanied by review for potential pay increase.
Variable Pay
Awards that are not added to base pay may provide further incentives for staff to take extraordinary initiative to enhance
their productivity in support of organizational objectives in areas such as:
o improving processes and/or results o enhancing customer satisfaction
o formulating and implementing new products or protocols o providing innovation and cost-savings to operational methods
o performing, at managements approval, at a significantly higher level of complexity for a specified
period of time due to workload demand or similar circumstance.
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Position Diagnostic Checklist
This position provides:(check the box which best fits the position)
ample variety
opportunity to complete the work started
significance to others by how well the work is performed
ability to own to conduct own work
immediate feedback
many interesting projects
ability to talk with customers/clients/end users
ability to influence decisions that significantly affect the organization
foundation for self direction and flexibility of work hours
open communication with supervisor and recognition from supervisor
opportunity to use many new technologies
an understanding of how it relates to the mission
affects day-to-day departmental, college/unit/university success
independence from the supervisor in performing work
feedback from co-workers about performance
Low Medium High