Classification and Compensation Study Overview. Prepared for Transformation Task Force March 24, 2017
|
|
- Elinor Logan
- 6 years ago
- Views:
Transcription
1 Classification and Compensation Study Overview Prepared for Transformation Task Force March 24,
2 Project Scope: Jobs & Positions Impacted All MCCCD Employees, including: Regular Classified employees Skill Center employees Specially Funded employees Temporary part time (Phase II July 2018) Faculty - Market & Compensation Review Only (Phase II July 2018) 2
3 Project Scope: Timeline to Implement New classification structures: October 16, 2017 Performance based pay targeted for July 2018 Contingent upon a number of factors including Chancellor and Board Approval Policy development Training and development for leaders Predictive funding 3
4 Compensation Philosophy We are committed to a fair, consistent, flexible and competitive classification and compensation program that supports the mission and vision of MCCCD. Our classification and compensation program is designed to attract and retain high quality and diverse workforce through competitive and progressive pay practices that are externally competitive and internally equitable; and supports a fiscally responsible pay program. 4
5 Current State 1855 Job Class Titles (350 single-incumbent jobs) 9 Salary Schedules Step Based No Internal Equity Review Practice Inconsistent Policies/Application District-wide inconsistencies (e.g. classifications and pay) When COLA awarded: salary structure moves same % as employee pay (i.e. no employee salary advancement) 5
6 Study Does Not Address Workload Not intended to address workload issues Organization Not intended to address organizational structure Span of Control Not intended to redirect span of control Performance Not intended to identify the relative performance of employees 6
7 Who We Are Classification Analysis Process Consolidation of classes was undertaken where multiple current levels of classes addressed work that could not be distinguished or to address greater equity in same type/levels of work across job families and series. Level I Level II Level III New Consolidated Class The intent is to Classify Work and Pay People GALLAGHER BENEFIT SERVICES, INC. ARTHUR J. GALLAGHER & CO. BUSINESS WITHOUT BARRIERS 7 7
8 Proposed Study Outcomes Create valid, reliable classification and compensation system Designed to be fiscally responsible as stewards of public funds Externally market competitive/ internally equitable Recruiting and retaining top talent Best practices and industry standards District-wide consistency and equity 8
9 Proposed Study Outcomes (continued) Compliance Up to date and defensible plan Complies with pay equity laws Complies with Fair Labor Standards Act (FLSA) and Americans with Disabilities Act (ADA) 9
10 Proposed Study Outcomes (continued) Job title consolidation from 1855 to under 500 Based on Job Family/Job Classification - not on person doing the job Includes career paths and job families more clearly defined career paths/opportunity for movement throughout the district within and outside of job families 10
11 Proposed Study Outcomes (continued) The new systems will support the use of performance-based programs Step equals entitlement Performance based = appropriate reward for performance* Implementation of the plan will result in no salary, benefit, or leave of absence reduction of persons in filled positions 11
12 Initial Study Observations Too much overlap with job classifications Job class descriptions are narrowly written with few distinguishing characteristics Based on review, further collapsing of jobs is recommended 12
13 Initial Study Observations (continued) Minimum qualifications are weak or nonexistent on the job class description resulting in inconsistent or inappropriate job postings creating potential FLSA and ADA issues Misuse of the classification system for compensation purposes 13
14 Classification Outcomes Have collapsed job classifications for classified staff (regular, skill center and specially funded) from well over 1000 to around 250 Standardized levels and titling Fewer levels and one-off job classifications General over inflation of titles e.g. too many Directors, too few Supervisors 14
15 Working Titles Will be allowed to provide clarification only e.g. Applications Programmer Java Programmer Will not be permitted to misrepresent level e.g. Fiscal Coordinator Fiscal Director 15
16 New Classification Structure Current New JOB FAMILIES within the Classification System - Broadly-related classifications based on the field of work, used as a means of organization CLASS SERIES within the various Job Families - Closely related classifications that represent a possible career path for employees JOB CLASSES within the various Class Series - Official, standardized title that represents a specific type and level of work N/A 28 N/A * 249 (Classified Staff) * Total all job classifications: Faculty (289), Classified, Spec Funded, and Skill Center (1128), and Temporary Pt time (445) ** 1128 Classified Staff reduced to
17 Moving from Step System to Open-Range Pay Structure Support culture and business objectives Flexibility Precise and fiscally responsible Easy to explain & aligns with Industry best practice Minimizes entitlement Lays foundation for performance based pay environment 17
18 Benefits of Performance Based Pay Performance based pay offers long-term competitive advantages Drives high performance Increases recognition of high-performers Increased recognition drives increase in morale Employees feel valued by the organization, more connected to the mission when recognized and rewarded for performance Increases Accountability to tasks, mission Likelihood of achieving organizational goals through financial incentives Facilitates movement away from an entitlement culture 18
19 Examples of Potential Pay Strategies Base-Pay Increases Permanent increases to employees pay Merit Increase Pay increase based on performance, typically tied to a performance review Market Adjustment Pay increase based on a classification being significantly underpaid vs. the market In-Range Progression Discretionary increase based on any number of factors set in policy (ex: additional scope/duties that do not warrant reclassification) Internal Equity Adjustment Base pay increase used to correct an inequity between peers or between a supervisor and subordinate 19
20 Examples of Potential Pay Strategies Variable Pay Increases Short-term or one-time payments that are not permanent or part of base pay Performance Award One-time payment awarded based on performance in-lieu-of a permanent base pay increase (this strategy became very common in merit-based orgs during the Great Recession) Spot Incentive A small, one-time payment awarded on the spot to recognize an employee for some feat as determined by policy 20
21 Variable Pay Increases continued Goal-based Incentive A one-time award given typically to a team, but sometimes individually, for completing a difficult project or objective Stipend An ongoing payment, not part of base pay, that continues to be paid as long as original criteria applies (e.g. uniform allowance or shift differential) 21
22 Spot Incentive: One time/lump sum bonus. Does not apply to base. EX: Sally Smith is awarded a spot incentive in recognition of cost savings for the department in implementing a new process saving the department $15,000 annually. $500 Spot Incentive is awarded Maricopa Departments submit a spot incentive plan for approval prior to implementation of awards EE incentive shall be consistent with approved plan criteria Incentive not be included in calculation of OT Spot incentives limited to no more than $X max dollar amount ($2,000) per employee per year Plan for department should be included in the overall budget limited to X% (2%) of the departments personal services base 22
23 Goal-based Incentive: One time/lump sum bonus. Does not apply to base. EX: Mary Little is awarded a goal-based incentive recognizing the achievement of an established performance target(s) or goal(s). Awarded a $1,000 Bonus for achieving the completion of a critical department initiative ahead of schedule which resulted in significant cost savings ($30,000). Maricopa Departments submit a goal-based incentive plan for approval prior to implementation of awards Plan includes measures of success; measures and goals reviewed annually When goals achieved and incentive paid; new goals are established EE incentive shall be consistent with approved plan criteria Incentive will not be included in calculation of OT Goal-based incentives limited to no more than $X max dollar amount ($3,000) per employee per year Plan for department should be included in the overall budget limited to X% (2%) of the departments personal services base 23
24 Essential Elements of Performance Based Pay System Requires support from top management Well-defined objective performance standards Performance factors that are in an employees control Effective management and timely rewards Adequate funding Built upon foundation where base compensation that is internally fair and externally competitive 24
25 Market Review Results In general, Maricopa is considered competitive with the market On average, Maricopa is 2.2% above market 10.5% of benchmark jobs are more than 15% below market 62.4% of benchmark jobs are considered at market 27.1% of benchmark jobs are more than 15% above market 25
26 Moving Employees to New Pay Structures Green Circled (below min): 108 Employees Red Circled (above max): 662 Employees Representative of employees who are paid above the market No reduction in salary is recommended Limiting future movement until the structure catches up is best practice Maricopa will have several areas heavily impacted by this, such as admin support 26
Staff Employee Compensation Plan Administrative Procedures Guide
Staff Employee Compensation Plan Administrative Procedures Guide 2017-2018 2/18/16 kk Page 1 Table of Contents A. Organization Pay Plan... Error! Bookmark not defined. B. Job Classification...4 C. Exemption
More informationTOTAL COMPENSATION POLICY STATEMENT APPLICABILITY GENERAL PROVISION
POLICY STATEMENT The University of St. Thomas values its employees as the most vital resource for advancing its mission and programs. Through the total compensation program, the University strives to accomplish
More informationOREGON UNIVERSITY SYSTEM
OREGON UNIVERSITY SYSTEM Classified Employee Classification and Compensation Philosophy & Strategies RECOMMENDATIONS Final Report November 2012 1 October15, 2012 Mr. Jay Kenton Vice-Chancellor Oregon University
More informationManaging Compensation & Classification. HRS Strategic Workforce Solutions
Managing Compensation & Classification HRS Strategic Workforce Solutions Learning Outcomes 1. Understand basic compensation and classification principles at UT Austin 2. Identify and understand competencies
More informationCompensation Philosophy. Compensation Policy and Guidelines Purpose. Scope. Responsibilities. Definitions
Compensation Philosophy EMPath s philosophy is to compensate employees equitably, based on performance and within the guidelines of budget constraints. We base this philosophy on our desire to attract,
More informationWV Higher Ed Policy Commission New Classification System
WV Higher Ed Policy Commission New Classification System Presentation by Dr. Marie DeWalt, Tammy Gill, and Donna Shipley Human Resources Office July 2017 Problems with old classification and compensation
More informationEmployee Compensation System. A guide to employee compensation strategic framework and administration.
Employee Compensation System A guide to employee compensation strategic framework and administration. Approved by City Council August 6, 2013 Employee Compensation System A guide to employee compensation
More informationPrinciples of an Effective Exempt Staff Compensation System
Principles of an Effective Exempt Staff Compensation System Table of Contents Page No. Introduction...1 Approach of ESCWG...2 Principles of an Effective Exempt Staff Compensation System...3 Established
More informationChapter 9. Compensation (Core Compensation) Copyright 2016 Pearson Education, Inc. 9-1
Chapter 9 Direct Financial Compensation (Core Compensation) Copyright 2016 Pearson Education, Inc. 9-1 Total Compensation Components Copyright 2016 Pearson Education, Inc. 9-2 Direct Financial Compensation
More informationClayton State University Salary Administration Policy
Purpose Clayton State University Salary Administration Policy Maintain a compensation program that will attract and retain qualified employees at all levels of responsibility who perform in a manner that
More informationCONTENTS I. POLICY SUMMARY
Senior Management Group Appointment and Compensation Approved September 18, 2008 Amended March 19, 2009, September 16, 2010, and September 18, 2013 Responsible Officer: Vice President Human Resources Responsible
More informationWest Virginia University Compensation Strategy Non-classified Employees August, 2015
West Virginia University Compensation Strategy Non-classified Employees August, 2015 Background: Mission - West Virginia University s primary mission is to provide high-quality programs of instruction
More informationTopics. What is Broadbanding? Career-banding. A Competency Based Human Resources Classification and Compensation System
Career-banding A Competency Based Human Resources Classification and Compensation System Presented by: State of North Carolina, Office of State Personnel Fox Lawson & Associates, LLC 1 Topics What is broadbanding?
More informationOffice of Human Resources Courage. Compassion. Commitment.
Office of Human Resources Michelle Lamb Moone, SPHR Assistant Vice Chancellor and Chief Human Resources Officer mlmoone@uncg.edu; (336) 334-5167 Agenda for Today 90-Day Assessment The Role of the Human
More informationSam Houston State University. Compensation Plan Document
Sam Houston State University Compensation Plan Document February 2016 Sam Houston State University Human Resources Compensation Plan Document Table of Contents Page I. Philosophy and Principles of Pay
More informationChapter 7E: Nurturing Human Capital/Focus on Staff
Chapter 7E: Nurturing Human Capital/Focus on Staff Starting Points The following points made by Jim Collins (author of the bestseller Good to Great; Why Some Companies Make the Leap And others Don t) are
More informationTop 10 HR Risks for Businesses and How to Avoid Them
Top 10 HR Risks for Businesses and How to Avoid Them The Executive's Roadmap to Best-in-Class HR Strategy 2014 TriNet Group, Inc. All rights reserved. Reproduction or distribution in whole or part without
More informationCHAPTER 14. Performance Management, Compensation, Benefits, Payroll, and the HRIS
CHAPTER 14 Performance Management, Compensation, Benefits, Payroll, and the HRIS INTRODUCTION Performance, rewards and payroll systems are the basic exchange between employees and employers Employees provide
More informationUniversity Executive Directive #11-07 Issue Date: May 16, Subject: Management Personnel Plan Revision Date: Approved: President
University Executive Directive #11-07 Issue Date: May 16, 2012 Subject: Management Personnel Plan Revision Date: Approved: President President Contact: Human Resources 510-885-3634 AUTHORITY: Sections
More informationCAL POLY CORPORATION SECTION NO. 200 POLICY MANUAL DOCUMENT NO. 202
CAL POLY CORPORATION SECTION NO. 200 POLICY MANUAL DOCUMENT NO. 202 SECTION: SUBJECT: POLICY STATEMENT - PERSONNEL SALARY PLAN FOR EXECUTIVE AND ADMINISTRATIVE POSITIONS PURPOSE: To provide a policy framework
More informationLOCAL PPSM POLICY 30 SALARY COMPENSATION
LOCAL PPSM POLICY 30 SALARY COMPENSATION Responsible Units: Responsible Office: Issuance Date: Effective Date: Scope: Compensation Human Resources TBD TBD Professional & Support Staff, Managers & Senior
More informationSOUTH CAROLINA STATE UNIVERSITY PERSONNEL POLICIES AND PROCEDURES MANUAL
SECTION: FLSA and Classification and Compensation Administration Section: II Subject: B.2 SUBJECT: Classification and Compensation: Pay Plan Effective: 06/05/09 Revised: 05/29/09 THE LANGUAGE USED IN THIS
More informationTULSA TECHNOLOGY CENTER PER 35
Employee Compensation Policy The Board of Education shall contract with, and fix the duties and compensation of employees of the District. The provision of employee compensation as remuneration for work
More informationHow The New FLSA Rules Impact Nonprofits: What You Need To Know
How The New FLSA Rules Impact Nonprofits: What You Need To Know Presented by: Sidney Abrams and Alicia Schoshinski Tuesday, June 28, 2016 ABOUT NONPROFIT HR Since 2000, Nonprofit HR has worked with thousands
More informationPORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY
PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY January 2013 Overview Portland Public School District (the District or PPS) contracted with AKT to create a new vision and values for their
More informationCAREER TRACKS. Supervisor Toolkit. FAQ: For Managers
CAREER TRACKS Supervisor Toolkit FAQ: For Managers Job Mapping Questions 1. What does it mean to be mapped to the new job structure? The process of moving a job from the current classification/job title
More informationMONTANA UNIVERSITY SYSTEM STAFF COMPENSATION AND PERFORMANCE DEVELOPMENT GUIDELINES AND PAY RULES
MONTANA UNIVERSITY SYSTEM STAFF COMPENSATION AND PERFORMANCE DEVELOPMENT GUIDELINES AND PAY RULES Effective Date: June 20, 2005 Approved by: Sheila Stearns Commissioner of Higher Education 1.0 General
More informationSupervisor/Manager Presentation. You and The PSD. Position Source Document
Supervisor/Manager Presentation You and The PSD Position Source Document Human Resources Peter Chen Director Employee Relations & Compensation Sunny Bradford Director Learning & Organizational Effectiveness
More informationThe College District complies with all Federal, State and local regulations in its compensation policies, procedures and practices.
The College District complies with all Federal, State and local regulations in its compensation policies, procedures and practices. Definition Alamo Community College District desires to attract, retain,
More informationThe Final FLSA Overtime Rule
The Final FLSA Overtime Rule Issue 4 2016 On May 18, 2016 the Department of Labor released the final rule regarding the overtime regulations of the Fair Labor Standards Act (FLSA). While the rule maintains
More informationFrequently Asked Questions (FAQs) from Managers: Compensation Plannning and Total Compensation Discussions
Part 1: Merit Increase Planning What is a Merit Increase & who is eligible to receive annual merit increases? All Salaried Exempt & Salaried Non-Exempt employees will have a performance review and will
More informationHow to Manage Salary Compression Issues. November 2017
How to Manage Salary Compression Issues November 2017 How to Manage Salary Compression Issues Now more than ever, a variety of factors are on a collision course impacting an organization s ability to pay
More informationOffice of Personnel INTEROFFICE MEMORANDUM
Office of Personnel INTEROFFICE MEMORANDUM TO: THRU: FROM: DATE: SUBJECT: Board of County Commissioners Terry Shannon, County Administrator 13'5 Paula Grover Gray, Personnel Director, February 1, 2016
More informationHow Merit Works. at Georgia Tech
How Merit Works at Georgia Tech The process of giving and receiving merit is extensive and multi-faceted. It begins more than a year before an employee receives a salary increase and includes direction
More informationHRM. Human Resource Management Rapid Assessment Tool. A Guide for Strengthening HRM Systems. for Health Organizations. 2nd edition
HRM Human Resource Management Rapid Assessment Tool for Health Organizations A Guide for Strengthening HRM Systems 2nd edition Copyright 2005, 2009 Management Sciences for Health, Inc. All rights reserved.
More informationGivaudan UK Gender pay gap report MARCH 2018
Givaudan UK Gender pay gap report MARCH 2018 About the gender pay gap report Gender Pay Gap Regulations came into force in the UK in April 2017. The regulations require all private and voluntary-sector
More informationStatement on Executive Compensation
Statement on Executive Compensation A. John Bramley, Interim President Executive Summary Accepted by the University of Vermont Board of Trustees, May 19, 2012 On October 10, 2011, the Chair of the Board
More informationRULES OF THE DEPARTMENT OF MANAGEMENT SERVICES PERSONNEL MANAGEMENT SYSTEM CHAPTER 60L-33 APPOINTMENTS AND STATUS
RULES OF THE DEPARTMENT OF MANAGEMENT SERVICES PERSONNEL MANAGEMENT SYSTEM CHAPTER 60L-33 APPOINTMENTS AND STATUS 60L-33.001 Scope (Repealed) 60L-33.002 General Principles 60L-33.003 Status 60L-33.0031
More informationSo cooperation between diversified consultants from different backgrounds directly affect our whole life.
Engage is simply a partner not just a consultant, we position ourselves with our clients as partners who will assist to the max. Engage Team came from a strong consultancy experience in the Middle East
More informationStaff Compensation Program Salary Administration Guidelines
Staff Compensation Program Salary Administration Guidelines + + + + + + CONTENTS 1. Introduction... 2 2. Our Compensation Philosophy... 3 3. Compensation Basics Effective Compensation Programs... 5 Basic
More informationAPPROVED EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS Ottawa-Carleton District School Board
APPROVED EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS Ottawa-Carleton District School Board JANUARY 2018 CONTENTS 1. Cover Letter... 3 2. Background Information... 4 3. Key
More informationUNIVERSITY of HOUSTON MANUAL OF ADMINISTRATIVE POLICIES AND PROCEDURES
UNIVERSITY of HOUSTON MANUAL OF ADMINISTRATIVE POLICIES AND PROCEDURES SECTION: Human Resources Number: 02.01.02 AREA: Compensation SUBJECT: Classification of Staff Jobs (Interim) I. PURPOSE AND SCOPE
More informationDOD INSTRUCTION , VOLUME 3006 DOD CIVILIAN PERSONNEL MANAGEMENT SYSTEM: CYBER EXCEPTED SERVICE (CES) COMPENSATION ADMINISTRATION
DOD INSTRUCTION 1400.25, VOLUME 3006 DOD CIVILIAN PERSONNEL MANAGEMENT SYSTEM: CYBER EXCEPTED SERVICE (CES) COMPENSATION ADMINISTRATION Originating Component: Office of the Under Secretary of Defense for
More informationAUBURN UNIVERSITY. Salary Administration Policies (Administrative/Professional and University Staff)
AUBURN UNIVERSITY Salary Administration Policies (Administrative/Professional and University Staff) 3.1 General 3.1.1 Coverage - These policies and procedures are applicable to all University jobs designated
More informationFederal Law Update. The New FLSA Overtime Exemption Rules. AIM HR Solutions. Presented by : Russ Sullivan. www. aim net. org
Federal Law Update The New FLSA Overtime Exemption Rules Presented by : Russ Sullivan AIM HR Solutions @AIMHRSolutions #AIMHR blog.aimnet.org www. aim net. org 617. 262. 1180 Session Overview Challenges
More informationLIVINGSTON COUNTY COMPENSATION/CLASSIFICATION GUIDELINES
LIVINGSTON COUNTY COMPENSATION/CLASSIFICATION GUIDELINES RESOLUTION # 2015-02-041 APPROVED: 02/09/15 A. POLICY 1. PURPOSE: To establish guidelines for the ongoing maintenance of the job classification
More informationCompensation Benchmarking
1 Compensation Benchmarking An introduction Centre for Excellence in Organization Pvt. Ltd. 2 COMPENSATION BENCHMARKING BENCHMARKING Benchmarking is a highly utilized risk management tool for organizations
More informationClinical Support Services (CSS) Employee Handbook (Updated February 2010)
Clinical Support Services (CSS) Employee Handbook (Updated February 2010) Policy Statement 14: Clinical Support Services (CSS) 1. Introduction: CSS Personnel 2. CSS Delegation of Authority - Non-monetary
More informationStaff Position Management Guidelines
Staff Position Management Guidelines PURPOSE AND FRAMEWORK To ensure USC is exercising the highest levels of responsible stewardship and accountability for managing its staff and related resources, the
More informationMARKET ALLOWANCE GUIDELINES
MARKET ALLOWANCE GUIDELINES 1. Application 2. Overview 3. Objectives 4. Guiding Principles 5. Market Allowance Definitions 6. Prior to Making an Offer 7. Business Case 8. Allowance Structure 9. Approval
More informationVariable Pay Designing & Management
Date: 3. August 2012, 14:00-17:00 Venue: The Garden Hotel, Guangzhou HR Seminar & Discussion Forum Variable Pay Designing & Management - Minutes - Speaker: Christine Zhen, HR director of C&B, Greater China
More informationHR Strategic Plan
UNIVERSITY OF CALIFORNIA Human Resources HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction
More informationCLASSIFICATION REVIEW GUIDELINE FOR STAFF AND SUPERVISORS. Table of Contents
CLASSIFICATION REVIEW GUIDELINE FOR STAFF AND SUPERVISORS Table of Contents 1.0 Context 2 2.0 General Principles 2 3.0 Timeline and Action 3 4.0 Self Guided Formats 4 4.1 Training 4 5.0 Alignment with
More informationDirectors Remuneration Policy
The following is an excerpt from pages 91 95 of Antofagasta plc s 2013 Annual Report setting out the Directors Remuneration Policy for the Company. This Policy was approved by shareholders at the Annual
More informationBRAZORIA COUNTY SALARY ADMINISTRATION POLICY
BRAZORIA COUNTY SALARY ADMINISTRATION POLICY NOTICE: The County reserves the right to amend, change or delete this policy at any time, with or without prior notice. Furthermore, this policy does not grant
More informationHow to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare
How to Select, Align, Develop, and Retain Highly-Engaged People in Healthcare INTRODUCTION A PATIENT-CENTERED WORKFORCE A Patient-Centered Workforce is made of highly-engaged people and teams who endeavor
More informationUniversity of Massachusetts Amherst. Professional Staff Salary Administration Program
University of Massachusetts Amherst Professional Staff Salary Administration Program Bargaining Unit Professional Staff Division of Human Resources 2008 COMPENSATION GUIDELINES AT-A-GLANCE UMASS-AMHERST
More informationPERSON COUNTY GOVERNMENT PERSONNEL POLICY
PERSON COUNTY GOVERNMENT PERSONNEL POLICY PERSON COUNTY GOVERNMENT PERSONNEL POLICY Amended November 20, 2017; Effective January 1, 2018 BE IT RESOLVED by the Board of County Commissioners for Person County
More informationJob Evaluation Guide for TMG. October 2016
Job Evaluation Guide for TMG October 2016 Contents Introduction... 1 Job Evaluation: Determining the Value of Each Job... 1 The Hay Group Guide Chart-Profile Method SM of Job Evaluation... 1 Jobs Included
More informationPolicies for Support Staff
1 of 8 Policies for Support Staff Represented by CWA, Local 4730 at Bloomington and Northwest CWA 9.4 Effective date Revised July 12, 2013 Employees covered by this policy This policy applies to all Support
More informationFLSA Regulation Changes (Effective December 1, 2016) June 2016
FLSA Regulation Changes (Effective December 1, 2016) June 2016 FLSA Regulation Changes Changes Non-Exempt if paid a salary below the minimum salary level threshold. Minimum Salary Level If paid above the
More informationCERTIFICATIONS IN HUMAN RESOURCES» ASSOCIATE PROFESSIONAL IN HUMAN RESOURCES. aphr TM EXAM CONTENT OUTLINE
CERTIFICATIONS IN HUMAN RESOURCES» aphr ASSOCIATE PROFESSIONAL IN HUMAN RESOURCES aphr TM EXAM CONTENT OUTLINE aphr TM EXAM CONTENT OUTLINE AT-A-GLANCE aphr TM EXAM WEIGHTING BY FUNCTIONAL AREA» HR Operations
More informationFLSA Overtime Rule. Implications and Strategies for Higher Education SPEAKERS. Jim Ratchford Partner, Higher Education Practice Leader
FLSA Overtime Rule Implications and Strategies for Higher Education SPEAKERS Jim Ratchford Partner, Higher Education Practice Leader Garry Straker Health & Benefits, Compensation & Human Capital A Hard
More informationAdministrative Faculty Job Evaluation Model
Administrative Faculty Job Evaluation Model Implemented December 1, 2016; Revisions Effective October 1, 2017 INTRODUCTION CONTENTS MODEL 1 JOB FAMILIES 2 MINIMUM REQUIREMENTS 4 POSITION TITLES 5 POLICIES
More informationMay 22, 2017 MEMORANDUM
OFFICE OF THE PRESIDENT Main Administration Building College Park, Maryland 20742 301.405.5803 TEL 301.314.9560 FAX May 22, 2017 MEMORANDUM TO: FROM: SUBJECT: Mary Ann Rankin, Senior Vice President and
More informationTEMPORARY GUIDELINES
2014-2015 TEMPORARY GUIDELINES Published by the Maricopa County Community College District Human Resources Division The Maricopa County Community College District does not discriminate on the basis of
More informationCAREER TRACKS. Supervisor Toolkit. FAQ: General Questions and Salary Information
CAREER TRACKS Supervisor Toolkit FAQ: General Questions and Salary Information 1. What is Career Tracks? Career Tracks is a new job classification framework that aligns jobs at the University to their
More informationHR Training for Human Resources Partners. Shared Services Office HR Training
HR Training for Human Resources Partners Shared Services Office HR Training Shared About the Services University Office of Chicago The Shared Services Office is a service organization aimed at providing
More information2015 KEEPING YOUR BEST & BRIGHTEST EMPLOYEE RETENTION RECOMMENDATIONS
2015 KEEPING YOUR BEST & BRIGHTEST EMPLOYEE RETENTION RECOMMENDATIONS About PrideStaff PrideStaff was founded in the 1970s as 100 percent company-owned units and began staffing franchising in 1995. They
More informationUniversity Human Resources 2015 Compensation Study Q&A
University Human Resources 2015 Compensation Study Q&A Q: What was the impetus for the compensation study and what was its goal? Oakland University strives to retain quality employees and hopes to nurture
More informationCLASSIFICATION & COMPENSATION STUDY
CLASSIFICATION & COMPENSATION STUDY MARCH 2016 TABLE OF CONTENTS Executive Summary... 1 Project Description & Methodology Table 1: Employers Surveyed Key Findings Classification & Job Evaluation... 5 Table
More informationPOLICY NUMBER: APM October 17, Page 1of11 CITY OF MIAMI PAY POLICY SUBJECT:
POLICY NUMBER: APM- 5-78 DATE: REVISIONS REVISED SECTION DATE OF REVISION Created 04/16/78 Revised 12/13/93 Revised 10/07/02 October 17, 2002 ISSUED BY: Carlos A. Gimenez City, Manager Page 1of11 SUBJECT:
More informationemployees regarding compensation. Page 1 o
Planning, Budget, OBJECTIVE 1: University Implement year two of the University Create value by Compensation compensation equity initiative. enhancing Equity Initiative workforce effectiveness at all Goal:
More informationEvaluating and Implementing a Defined Contribution Benefits Strategy Within a Total Rewards Framework
Defined Contribution Benefits Strategy Within a Total Rewards Chris Ratajczyk, CCP, SPHR Director of Operations Human Resources & Compensation Consulting Practice Rick Strater Division Vice President &
More informationidentification and recruitment of potential candidates from the targeted groups;
Employment Equity Plan Annual Report 2013-2014 Overview Northlands College has operated under an approved Employment Equity Program since 1995. The Program came into being through a collective bargaining
More informationCompensation Network October 13, 2011
Compensation Network October 13, 2011 Classification System developed in 1949 was not kept current with changes in technology or how we do business System had grown to more than 6,000 classes Employee
More informationTotal Rewards: Compensation & Hours of Work for Employees of the College
POLICY: 6Hx28:3C-01 Responsible Executive: Vice President, Organizational Development and Human Resources Policy Contacts: Director, Human Resources and Compliance Programs Specific Authority: 1001.64,
More informationMy supervisor gives me ongoing feedback to help me improve performance I know how my department measures success.
NOT DISCLOSED PULLMAN CAMPUS There were 247 respondents who did not identified their department, however identified themselves located on the Pullman campus with a response average for statements 1-25,
More informationMuskoka Algonquin Healthcare s Executive Compensation Framework
Muskoka Algonquin Healthcare s Executive Compensation Framework 2017 1 Table of Contents Introduction... 3 Compensation Philosophy... 4 Cash Compensation and Benefits... 4 Benefits... 5 Performance Based
More informationREWARD & RECOGNITION POLICY. London & Partners is the Mayor of London s official promotional agency.
REWARD & RECOGNITION POLICY ABOUT US London & Partners is the Mayor of London s official promotional agency. We exist to support the Mayor s priorities by promoting London internationally as a leading
More informationViability and Sustainability
Viability and Sustainability Integrated assessment tool worksheet extract 2.1 2.4 Organisational Capacity March 2014 The following pages are an extract of CSA s Viability and Sustainability Assessment
More informationPERSONNEL RULES AND REGULATIONS
REGULATION 1: Compensation Plan Administration Pages: 1 of 6 Section 1: Introduction The Human Resources Director shall be responsible for administration of the County s classified service Compensation
More informationU.S. Army Edgewood Chemical Biological Center (ECBC) Personnel Demonstration Project
U.S. Army Edgewood Chemical Biological Center (ECBC) Personnel Demonstration Project V.2 April 2010 Table of Contents Introduction 3 Who is Included in the Demo? 3 Summary of Demo Project Pay Banding and
More informationDISTRICT SCHOOL BOARD OF NIAGARA EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS
DISTRICT SCHOOL BOARD OF NIAGARA EXECUTIVE COMPENSATION PROGRAM FOR ONTARIO S PUBLICLY FUNDED SCHOOL BOARDS December 2017 Executive Compensation Philosophy Executive Talent Needs The school boards require
More informationEffective Date: 2/12/95, 10/01/98, 2/07, 3/10, 11/13, 11/14, 10/15, 09/16, 03/17, 09/17
Compensation Policy Effective Date: 2/12/95, 10/01/98, 2/07, 3/10, 11/13, 11/14, 10/15, 09/16, 03/17, 09/17 -I. PURPOSE To provide regulations concerning the compensation of approved county positions.
More informationfinancial incentives. piecework plans. perquisites. D) Taylor bonuses. E) group incentive plans.
MULTIPLE HOIE. hoose the one alternative that best completes the statement or answers the question. 1 Popularized by Frederick Taylor in the late 1800s, financial rewards paid to workers whose production
More informationEvaluating Programs for Strengthening Teaching and Leadership
Evaluating Programs for Strengthening Teaching and Leadership Evaluating Programs for Strengthing Teaching and Leadership 2016 Revised by: Anthony Milanowski Westat Matthew Finster Westat Based on the
More informationRequirements for Salary Adjustments and Position Approvals and Consultation for UNC System Constituent Institutions FY
Requirements for Salary Adjustments and Position Approvals and Consultation for UNC System Constituent Institutions FY 2017-2018 Overview This document is intended to provide campuses with information
More information2018 SPHR. Exam Content Outline CERTIFICATIONS IN HUMAN RESOURCES. SPHR Senior Professional in Human Resources
CERTIFICATIONS IN HUMAN RESOURCES SPHR Senior Professional in Human Resources 2018 SPHR Exam Content Outline NOTE: The 2018 revisions to the SPHR exam content outline go into effect for all SPHR exams
More informationFINANCE & BUSINESS AT PENN STATE...
Table of Contents FINANCE & BUSINESS AT PENN STATE... 3 Mission & Vision... 3 Organizational Profile... 3 F&B Situational Analysis... 3 F&B Alignment with University Priorities... 4 STRATEGIC PRIORITIES...
More informationChapter 6 Reinforcing New Behaviors MULTIPLE CHOICE
Chapter 6 Reinforcing New Behaviors MULTIPLE CHOICE 1. is designed to surface any misalignment that may exist between patterns of internal behavior and a desired new strategy. a. People alignment b. Diagnosis
More informationThe Fair Labor Standards Act FLSA
The Fair Labor Standards Act FLSA hrconsulting@jwterrill.com Michelle Perris Human Resources Consultant Carol Emge Human Resources Consultant 1 Overtime updates will extend protections to 4.2 million workers
More informationProfessional Staff Compensation Program Guidelines
Professional Staff Compensation Program Guidelines Under the provisions of the Revised Code of Washington RCW 28B.35.120, Western Washington University is authorized to establish and administer programs
More informationASPA Merit Process Leader s Guide
Table of Contents ASPA Merit Process Leader s Guide Introduction... 1 Principles Supporting the ASPA Merit Process... 1 Effective... 1 Equitable... 1 Accountable and Transparent... 2 Engaging and Affirming...
More informationGena W. Jones, DM, SPHR, SHRM-SCP
Gena W. Jones, DM, SPHR, SHRM-SCP ADDRESS 5105 Amherst St, Lubbock, TX 79416 ` Contact 505 228-5126 (cell) gjones3053@aol.com SENIOR HUMAN RESOURCES EXECUTIVE / STRATEGIC BUSINESS PARTNER Visionary, proactive
More informationOffice of the Under Secretary of Defense for Personnel and Readiness
DOD INSTRUCTION 1400.25, VOLUME 920 DEFENSE CIVILIAN PERSONNEL MANAGEMENT SYSTEM: SENIOR EXECUTIVE SERVICE PERFORMANCE MANAGEMENT SYSTEM AND COMPENSATION POLICY Originating Component: Office of the Under
More informationEast Carolina University
East Carolina University IV. Faculty and Staff Recruitment and Retention Introduction East Carolina University is experiencing a period of accelerated student enrollment growth couple with a downturn in
More informationConsultation Services Compensation/Classification Study. Notice to Vendors
Consultation Services Compensation/Classification Study Notice to Vendors Henry County Schools will receive proposals for services related to consultation services to provide a comprehensive compensation/classification
More informationFLORIDA GOVERNMENT E-XPO 2001 SERVICE FIRST
FLORIDA GOVERNMENT E-XPO 2001 SERVICE FIRST Proposed Personnel Rules Department of Management Services 1 PROPOSED RULE DEVELOPMENT May 14, 2001 SB 466 signed into law as Chapter law 2001-43. Section 42
More informationBroker. Owning, Managing and Supervising a Real Estate Office. Chapter 3. Copyright Gold Coast Schools 1
Broker Chapter 3 Owning, Managing and Supervising a Real Estate Office 1 Learning Objectives Describe what considerations are involved in developing a business plan and what types of initial start-up costs
More information