Salary Information in Workday – Advice and
Resources for Managers
June 2015
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"Not for Further Distribution"
Topics
• What’s new about salary information in Workday
• Key points for managers to keep in mind
• Confidentiality of salary information
• Yale’s compensation policy & practice
• Tips for salary conversations with staff
• Resources
• Questions?
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What’s New? What’s Not.
New
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On July 1, in Workday, managers of staff who have employees assigned to their
supervisory organization will be able to view salary information on those
employees easily, with just a few clicks.
Not New
•
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The business standards and regulations for confidentiality of salary information,
the compensation philosophy and practice at Yale, and the guidance for
conversations about salary between managers and employees have not changed
with the ease of access to salary information available to managers in the
Workday environment.
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Key points for managers to keep in mind
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•
As a manager you may be seeing salary information for the first
time, or seeing it presented differently than what’s familiar to you
- which might raise some questions at first glance.
•
Managers are considered agents of the university, so whenever
more, or different information becomes accessible to you, having
some tips on how to interpret and use it is particularly important.
•
Your HRG is your first best contact for guidance on understanding
employee salary information and the university’s compensation
policy and practice.
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Confidentiality of Salary Information
A Few Key Points
•
Salary information of individual employees is confidential, and should not be
shared except as needed for a specific business reason, and then only with
responsible individuals, and with care that the information remains confidential.
•
Aggregate salary information across a department’s employees must also be
treated confidentially, and again, should not be shared except as described
above, or when senior leadership has a need to facilitate management and
decision making across a unit.
•
When salary information needs to be shared electronically, it should be
transmitted in a secure file that is password protected or on a secure server with
controlled access.
•
Managers should follow the guidelines established under the Standards of
Business Conduct, and refer to the additional reference information on policy,
legal and regulatory, and university practice provided in the special document on
“Compensation Principles, Policies and Practice for M&P Staff” which can be
found in the Manager’s Toolkit.
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Compensation Policy & Practice
Yale develops its compensation and classification programs
with several goals in mind:
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•
To attract and retain extraordinary talent.
•
To create appropriate salary structures based on the responsibilities and
technical requirements of each position, and to establish salaries
accordingly.
•
To award salary increases based on individual contributions and
performance.
•
To pay salaries that are competitive with those of comparable positions at
comparable employers, within comparable labor markets.
•
To develop salaries that are consistent with the university's budgetary
guidelines and are a key element of the university’s total rewards
package.
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Compensation Policy & Practice (cont.)
More detail about Yale’s Compensation Practices and Policies,
including:
•
Job Evaluation Process and Method
•
Salary Ranges and Bands
•
Annual Salary Review & Merit
•
How salaries are set at the time of hire
•
Assuring fairness and equity
•
and more …
Can be found here:
Staff Workplace Policies- Section 200- Compensation Management
Manager’s Toolkit
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Tips for salary conversations with staff
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Employees may come to their managers with questions or concerns about
their salary. It might be to seek a pay raise, or express a perception that
others make more than they do, or that their position is not valued correctly,
or any other number of thoughts about how their pay compares with others
inside or outside of their department or the university.
•
It can be challenging to respond to employee concerns about salary issues,
particularly if the manager is worried about the employee’s morale, or
suspects there actually might be some basis to the issue they are raising.
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Tips for salary conversations (cont.)
•
Trying to respond in the moment, or without good counsel, can present pitfalls
for the manager, and result in inadvertently providing wrong information, or
setting inappropriate expectations on the part of the employee.
•
In all of the above scenarios, it is appropriate to respond: “Thank you for
bringing forth your concerns. Let me review with Human Resources and get
back to you.”
•
Managers should not feel responsible for providing immediate responses to
employees’ salary questions when an appropriate answer may be outside of
their experience or expertise. Consulting ahead of time with HR, and then
handling the conversation with the employee yourself maintains the best
practice of responding to the employee directly and helps keep the relationship
between the manager and employee strong and positive.
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Resources and addresses
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•
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Staff Workplace Policies- Section 200- Compensation Management
Manager’s Toolkit
Standards of Business Conduct
Compensation and Classification Website
Human Resources Generalist
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Questions?
Note: All of the information contained within this deck and
referenced websites and documents is not a substitute for
obtaining guidance and expertise from a Human Resources
Generalist or Compensation Planning department.
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