Xavier University
STAFF CLASSIFICATION/
COMPENSATION REDESIGN
PROGRAM
Information Session
February 2011
Copyright ©2011 by The Segal Group, Inc., parent of The Segal Company and its Sibson Consulting Division. All Rights Reserved
Today’s Agenda
Today’s open forum will focus on the following:
 Purpose of this Initiative
 About Sibson Consulting
 Initial Project Timeline
 Overview of Compensation Program Design Process
 Next Steps
1
Purpose of this Initiative
The ultimate purpose of this initiative is to ensure Xavier has a compensation program
in place which will allow it to recruit and retain key staff talent. To this end, over the
coming months, we will:
 Define a clear compensation philosophy statement
 Review and update job descriptions
 Conduct an objective competitive assessment of Xavier’s compensation relative to the market
 Develop compensation structures for the exempt and non-exempt populations
At the conclusion of this work, our goal is to:
 Increase transparency on compensation policies and processes
 Provide employees with a clearer picture of career growth/trajectory opportunities at the
University
 Have a compensation structure in place which will allow us to strengthen the pay-forperformance linkage
2
Steering Committee Members
 Audrey Calloway, Office of University Communications—Member
 Niké Cline-Bailey, Office of Human Resources—Project Manager
 David Davis, Physical Plant—Member
 Pati Haney, College of Social Sciences, Health, and Education—Member
 Kathy Henry, O’Connor Sports Center—Member
 Tom Merrill, Music Department—Member
 Mary Alyce Orahood, Registrar’s Office—Co-Chair
 Kathy Riga, Office of Human Resources—Co-Chair
 Donna Salak, Undergraduate Admission Office—Member
 Shawn Schuler, Budget Office—Member
 Daun Seitz, Williams College of Business—Member
 Joe Shadle, Mission and Identity—Member
 Suzanne Wright, Athletics—Member
3
About Sibson’s Higher Education Experience
 Extensive expertise in higher education
 Team members focus predominantly on working with colleges and universities
 Draw upon the experiences of colleagues working with corporations as appropriate
 Actively participate in key national and local conferences as sponsors and speakers
 Consult in all areas of HR
 Work with both public and private institutions throughout the United States
4
Sibson Project Team Overview
Sibson has staffed this project with the following team:
 Karen Hutcheson: Senior Vice President and Sibson’s National Higher Education
Performance and Rewards Practice Leader
 Elyse Lyons: Senior Consultant, Project Manager
 Elyse Rinaldi: Senior Associate, Market Analytics Manager
5
Sibson’s Objectives for On-Campus Meetings
Sibson will be on-site at Xavier for two days. In addition to this meeting, the
focus will be:
 Meeting with the HR, a subset of employees, and key leaders to gather insight on
compensation at the Institution
 Working with the HR project team to prepare for the next steps in the project
Topics to be discussed in interviews and focus groups include:
 Opinions on compensation at Xavier today
 How compensation is determined and what impact benefits have relative to total compensation
 The link between pay and performance
 Xavier’s market for talent, peer institutions, and recruitment issues/challenges
 The alignment between the University’s strategic direction and compensation
6
Overview of Compensation Project
Phase 1
Phase 2
Phase 3
Phase 4
Phase 5
 Conduct
interviews and
focus groups
 Develop
Compensation &
Classification
Philosophy
Statement
 Review draft
with Steering
Team, HR, and
Leadership
 Review job
descriptions and
titling
 Identify
benchmark jobs
for market
assessment
 Conduct
competitive
assessment of
benchmark jobs
 Review market
matches with
leaders as
needed to
ensure accuracy
 Review results
with HR and
Steering Team
 Develop
recommended
salary structure
 Design job
classification
methodology
 Level all jobs in
new structure
 Define pay
guidelines for
management
within new
structure
 Develop
implementation
plan
 Communicate
structure and
implications to
employees
 Ongoing
maintenance of
structure
Ongoing revision of position descriptions
February – March
March – April
April – May
June – August
September 2011 –
September 2013
The purpose of this initiative is to develop and implement an
up-to-date, market-based compensation system for Xavier University.
7
Our Study Will Focus on Compensation
But Take Into Account Other EVP Elements
The feeling of belonging to an
institution that shares your values
Affiliation
All the direct
rewards you receive
Work
Content
Compensation
The satisfaction that comes
from the work you do
Employment
Value
Proposition
All the indirect
rewards you receive
Benefits
Career
Long-term opportunities for
progression and advancement
8
Our Focus In This Project Is On Compensation
 Base Salary
Compensation
 Other Cash Rewards
 Pay Administration Guidelines
9
Compensation Program Design
Will Focus on Two Broad Issues
Paying
for the
Job
Paying
for the
Individual
 Salary band structure
 Pay guidelines/policies
 Market definition
 Role of skills, knowledge, and
experience
 Pay position relative to market
 Balance between job’s market
value and internal value
 Role of supervisors in pay
decisions
 Performance versus longevity
 Internal equity
The first step is to define a compensation
and classification philosophy statement.
10
We Will Complete These Steps
to Develop a Compensation Program
Obtain Position
Descriptions






Competitive
Assessment
Salary Structure
$
Pay Policies
$$$
10
Survey
9
8
7
Survey
6
5
4
Survey
3
2
1
Survey
Survey
Note: Salary structure is illustrative and not representative of structure to be used at Xavier.
11
The Ultimate Compensation Program Will Ensure Competitive
Pay Versus the Market and Recognition of Individual Differences
The ultimate output will be a compensation program which allows linkage to the market and
recognition of individual performance, skill, and experience differences
Job Role,
Responsibilities, and
Skill Requirements
Range within Salary
Structure
“A job’s pay opportunity
as defined by the market”
+
Knowledge, Skills,
Experience, and
Performance
=
Total Base Pay
Opportunity
+
Positioning
in Range
=
Pay Competitiveness
and Link to
Performance
“A person’s actual pay”
12
Next Steps
 As an output of this meeting, Sibson will develop a compensation philosophy statement
 Compensation philosophy statement will be reviewed and refined by HR and Leadership
 Statement will be shared publicly later in the spring
 After a thorough review of position descriptions, market competitiveness will be analyzed
 Note another important way for your to be involved is in reviewing or updating your position
description in partnership with your supervisor
13
Questions
14
Higher Education Clients
Select Private Higher Education Clients
Baylor University
Brown University
Bryant University
Johns Hopkins University
Lafayette College
Lehigh University
Bucknell University
Caldwell College
Carnegie Mellon University
Clarkson University
Colgate University
Colorado College
Davidson College
Long Island University
Loyola University of Chicago
Loyola University of New Orleans
Macalester College
Manhattanville College
Marist College
Marymount Manhattan College
Dean College
Drexel University
Duke University
Fairfield University
Fordham University
Franklin University
Georgian Court University
Massachusetts College
of Art
Massachusetts Institute of
Technology
Monmouth University
Mount Holyoke College
Mount St. Mary’s University
Hamilton College
Illinois Wesleyan University
Ithaca College
John Carroll University
NYU Law School
New York University
Northeastern University
Ohio Northern University
Ohio Wesleyan University
Institutions shown in blue are current or recent compensation clients.
Pace University
Polytechnic Institute
Rensselaer Polytechnic Institute
Rider University
Roosevelt University
Saint Anselm College
Saint Francis University
Saint Joseph College
Saint Joseph’s University
Seton Hall University
Siena College
Skidmore College
Stanford University
St. Edward’s University
St. Francis College
St. John’s College-Annapolis
St. Thomas University
Stonehill College
Syracuse University
The George Washington University
The University of Chicago
Trinity College
University of Denver
University of Miami
University of Mount Union
University of Notre Dame
University of Richmond
University of Scranton
University of Tampa
University of Tulsa
Villanova University
Wake Forest University
Walsh College
Washington and Lee University
Wentworth Institute of
Technology
Wesleyan University (CT)
Westmont College
Wheaton College (MA)
Widener University
Wilkes University
Yale University
Yeshiva University
15
Higher Education Clients continued
Select Public Higher Education Clients
Arizona State University
Minnesota State Colleges & Universities
Bridgewater State College
Morehead State University
Central Michigan University
Nevada System of Higher Education
Central Piedmont Community College
New Mexico Military Institute
Coconino County Community College
Northern Arizona University
Colorado Community College System
Northern Michigan University
Community Colleges of Philadelphia
Northern Virginia Community College
Florida State University
Oklahoma State University
George Mason University
Pennsylvania State System of Higher Education
Georgia Institute of Technology
Pima County Community College
Germanna Community College
Palomar Community College
Indiana State University
Portland Community College
James Madison University
Purdue University
Maricopa County Community Colleges
Radford University
Massachusetts Community Colleges
State Colleges of Massachusetts
Medical University of South Carolina
The Citadel
Michigan State University
The Ohio State University
University at Buffalo (SUNY)
University of Alaska
University of California—Hastings School of
Law
University of California—Los Angeles
University of California Retirement System
University of California Santa Barbara
University of Central Florida
University of Colorado
University of Delaware
University of Mary Washington
University of Michigan
University of Missouri
University of North Texas
University of Oklahoma
University of Utah
University of Vermont
University of Virginia
Virginia Polytechnic Institute and State
University
Yavapai Community College
University of Arizona
Institutions shown in blue are current or recent compensation clients.
16