classification
and compensation
Project
MU Staff
Job Title andAnalysis
Salary Pilot
Study
Campus Implementation – April 2014
What Is The Study?
A review of staff positions and compensation :
Internal relative
relationships
and
salary structure
What is the Goal of the Study?
To offer a competitive and internally
equitable total compensation package
To maintain a compensation system to
recruit and retain high-quality talent
3
Who Is Affected?
• All staff titles except those in the Service and
Maintenance job family have been reviewed
• Further consolidation of the Office Administration &
Support and Student Support Services occurred
• Information Technology was completed February 2014
4
Who Is Affected ?
5
What Happened to These Titles?
• Titles were evaluated
• Most titles changed, some stayed the same
• Salary ranges were developed
•
•
•
•
•
Employees did not lose pay
Job duties did not change
Organizational structure did not change
No positions were eliminated, no one was laid off
Employee performance was not evaluated
6
MU Staff Job Title and Salary Study
Who:
All titles except those in the
Service and Maintenance job
family have now been reviewed
What:
Analysis of job descriptions, titles,
and compensation
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MU Staff Job Title and Salary Study
Where:
UM System wide
When:
Data collection and assessment,
began in 2010
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What Do We Look At When Evaluating A Job?
How:
Global Grading System
job evaluation methodology
The Global Grading System establishes true distinctions in --and among-- jobs
within a job family. It is a job evaluation tool for determining job hierarchy.
LEVEL 5
LEVEL 4
LEVEL 3
LEVEL 2
LEVEL 1
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What Do We Look At When Evaluating A Job?
How:
Global Grading System
job evaluation methodology
The determination is based on 3 characteristics:
1. Required knowledge, skills and abilities
2. Complexity of the assigned work
3. Scope and impact of the title
10
What Do We Look At When Evaluating A Job?
Career Path and Role Determination:
Jobs are mapped with respect to career path, role, and level:
Characteristic
Number of Options
Career Path
2
Role
8
Level (Grade)
20
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Career Path Determination
First, the career path of the work is determined:
MANAGEMENT
CAREER PATH
INDIVIDUAL CONTRIBUTOR
CAREER PATH
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Career Path and Role Determination
Supervisor or Manager
Individual Contributor
Type and level of
positions supervised
Functional Knowledge
Influence upon
functional or organizational
strategy
Independence in applying
professional expertise
Role
Role
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Role Determination
Next, the role of the job is determined
1st LINE TOP MGMT
TOP MGMT
MANAGEMENT
CAREER PATH
MIDDLE MANAGEMENT
SUPERVISOR
SUBJECT MATTER EXPERT
PROFESSIONAL
INDIVIDUAL
CONTRIBUTOR
CAREER PATH
TECHNICIAN
CLERICAL / ADMIN
MANUAL
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Level Determination
Specific job factors are assessed to determine the level of the job within each role:
Functional knowledge
• The knowledge required to perform the work
Business expertise
• The expertise in the job, the related areas
affecting the job, and areas which the job
affects
Leadership
• The leadership required in the job
Problem solving
Nature of impact
Area of impact
Interpersonal skills
• The independence with which the job operates
• The influence of the job on other entities
within the department, division and campus
• The impact of the job – both the type of
impact and the scope of impact on the work
team, department, division and campus
• The interpersonal and communication skills
required
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Global Grading Methodology
GGS Methodology
The level of the job within each role is the grade to which the job is assigned
1
2
3
4
5
6
7
8
INDIVIDUAL CONTRIBUTOR
CAREER PATH
9
10
11
12
13
14
15
16
17
18
19
CEO
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CEO
1st. LINE
TOP MGMT
MANAGEMENT
CAREER PATH
GRADE
TOP
MGMT
MIDDLE
MANAGEMENT
SUPERVISOR
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
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SUBJECT MATTER
EXPERT
PROFESSIONAL
TECHNICIAN
OFFICE ADMINISTRATION &
SUPPORT
MANUAL
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From Grade to Pay
Improving MU’s Compensation Plan
1
Evaluating
internal
Job
hierarchy
2
3
Selecting MU
Comparing MU
benchmark
benchmark jobs
jobs
to external market
4
5
Implementing
Determining
pay ranges and communicating
new program
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From Grade to Pay
Two objectives in developing a pay
system and structure are
• Internal Equity
• External Competitiveness
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From Grade to Pay
Internal Equity
• Job evaluation determines the internal
relationships between jobs
• Job evaluation results in each job being
assigned to a pay grade
External Competitiveness
• Benchmark jobs were graded
• Titles in the study were graded
• Titles with no market data were assigned to
grades based on job evaluation
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Benchmark Jobs
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Salary Survey
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Salary Structure
• Positions in the same grade
are equal
• Ranges allow the option to pay
market rates
• The midpoint – experienced
and fully qualified employee
• Maximum is the highest salary
level for the titles
• Range spread is the
Max-Min
Min
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Developing Pay Ranges
Pay
Grade
Pay Range
Midpoint
Market
Rate
Market Ratio
(Midpoint ÷ Market Rate)
3
$23,200
$22,500
1.03
4
$26,600
$26,600
1.00
5
$30,600
$29,700
1.03
6
$35,200
$32,800
1.07
7
$40,500
$40,900
0.99
8
$46,500
$43,800
1.06
 Job evaluation determines the internal relationships between jobs by
assigning titles to pay grades.
 Pay range midpoints approximate the market for building the structure.
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Developing Pay Ranges
16 Pay Ranges
• Tiered range spreads increasing from 35% to 125%
to accommodate greater breadth of responsibility
• Gradually increasing midpoint progression from
12% to 20%
• Market ratios reflecting parity between pay range
midpoint and market
• Single structure for all campuses
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Pay Ranges (Annual)
Global
Grade
Minimum
Midpoint
Maximum
Range
Spread
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
$15,700
$16,800
$18,500
$21,300
$23,500
$27,000
$31,100
$34,400
$39,600
$45,600
$52,400
$60,600
$70,200
$81,400
$97,800
$108,300
$18,500
$20,700
$23,200
$26,600
$30,600
$35,200
$40,500
$46,500
$53,500
$61,500
$70,700
$84,900
$101,800
$122,200
$146,600
$176,000
$21,200
$24,400
$27,800
$32,000
$37,600
$43,300
$49,700
$58,600
$67,400
$77,500
$89,100
$109,100
$133,400
$162,900
$195,500
$243,600
35%
45%
50%
50%
60%
60%
60%
70%
70%
70%
70%
80%
90%
100%
100%
125%
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Pay Adjustments
• GGS pay ranges were increased in September 2013
• Employees paid below the new minimums receive a
pay increase effective April 13
• Employees paid at or above the
new maximums will be eligible for
lump sum merit increases
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Pay Adjustments - Special Circumstances
• Employees whose pay was not brought into the
range in September have now been brought to
the minimum:
• Office Administration & Support
• Student Support Services
• Employees that receive commission
or jobs that are outliers are
assigned to a Market (MKT) range
(no minimum or maximum rate)
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Title Consolidation
• Titles consolidated – same grade based on job evaluation
• Title descriptions developed after the consolidation
• Titles are part of a general title hierarchy of Global Titles
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Why the Move to Global Titles?
• 5,000 titles in 5 salary plans with over 1,100 pay
ranges
• Increasing number of titles
• Too many single incumbent titles
• Not sustainable
• Different titles describing similar jobs
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Global Titles – Moving to the Future
•
•
•
•
•
One salary plan - GGS
710 titles on 20 pay ranges
Career paths clearer/more evident
Transparent organizational hierarchy
Enhanced reporting system wide
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Job Hierarchy
Title
Grade
Office Support Aide
2
Office Support Assistant I
3
Office Support Assistant II
4
Office Support Assistant III
5
Office Support Assistant IV
6
Business Support Specialist I
6
Sr. Office Support Assistant
7
Business Support Specialist II
7
Business Support Analyst
7
Title
Grade
Office Support Associate
8
Executive Assistant
8
Business Support Analyst II
8
Senior Business Operations
Specialist
8
Business Operations Associate I
8
Business Operations Associate II
9
Senior Business Operations
Associate
10
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Collapsed Titles
Current Title
Veterinary Samples Assistant
Office Support Assistant
Collapsed Title
Office Support
Assistant II
Current Title
Collapsed Title
Administrative Assistant
Marketing Assistant
Sports Operation Assistant
Office Support
Assistant IV
Grants & Contracts Assistant
Editorial Assistant
Office Support Associate
Interior Design Assistant
Mail Processing Technician
Reader Scorer
Office Support Associate
(Shift Diff)
Database Services Specialist
Office Support
Assistant III
Data Quality Specialist
Senior Office
Support Assistant
Telephone Survey Supervisor
Senior Staff Specialist
Coordinator Veterinary Info.
Office Support
Associate
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Collapsed Titles
Current Title
Coordinator Instructional
Material Center
Coordinator University
Conference Center
Collapsed Title
Business
Operations
Associate I
Facilities Space
Planner/Analyst - Entry
Compliance Analyst II
Senior Space Planner Healthcare
Coordinator Non-US Citizen
Taxation
Collapsed Title
Assistant Director Museum
Operations
Coordinator Emergency
Services - Education
Assistant Director
Coordinator Childcare Center
Current Title
Senior Business
Operations
Associate
Manager – Grants & Contracts
Business
Operations
Associate II
Licensing Associate
Manager – Sales & Research
Sourcing Specialist, Strategic Entry
Landscape Designer
Licensing Assistant
Coordinator Building
Operations
Craft, Service,
Maintenance
(CSM)
Professional II
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Working Titles
• Can use “old” title for working title
• Should clearly define job duties
• All existing working titles will remain in
PeopleSoft
• HRS will audit in the future
• Can NOT use titles that suggest promotion
• Can NOT use to change or elevate job duties
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Appeal Process
• Significant change in the duties and responsibilities
of the position relative to the factors used in GGS
for job evaluation
• Manager must determine if a review is warranted
• Appeal review will begin June
1st 2014
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Appeal Process
A review of the GGS grade is not warranted if solely
based on:
• salary range associated with the global grade
• increase in the volume of an individual’s workload
• an interim/temporary or future job assignment
• where a salary falls within the given range
• the list of duties associated with the title
• a review of an individual’s performance
• the global title designation
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Accomplishments
• Titles evaluated using same criteria
• Titles on the same salary plan/GGS
• Generic title consolidation – from 5,000
to over 700
• All staff paid within new ranges
• Better reporting as a result of the study
• Pay consistently across UM System
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Key Points to Remember
• Titles were evaluated
• Title consolidation conducted
• Salary ranges developed
•
•
•
•
•
Employees will not lose pay
Job duties will not change
Organizational structure will not change
No elimination of positions or layoffs
Employee performance will not be
evaluated
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You are welcome to visit our project web site at any time for
information and updates about the project :
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If you have specific questions,
please click the e-mail link at the
bottom of our web page to reach our
project team.
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Human Resource Services
University of Missouri
1095 Virginia Avenue Columbia, MO 65211 • Phone: 573-882-4256 • Web: hrs.missouri.edu