Final Report to Select
Committee
PRESENTED BY:
JAMES R. BEATTY
HUMAN RESOURCES MANAGEMENT & DEVELOPMENT
and
JERRY T. EDGE
RMC CONSULTANTS, LLC
January 11, 2010
Tasks to be Addressed

We were asked by the Select Committee to review and
make recommendations on the following areas:
1.
2.
3.
4.
5.
6.
7.
8.
9.
Central Office Staff Tasks and Future Possible Positions
The Classification Structure
The Compensation Structure and System
The Performance Management System
The Professional Development System
Accountability, Statutes, and Rules
Next Steps
Additional Issues
Implementation Plan
1/12/2010
2
Guiding Principles

We were asked by the Select Committee to keep in
mind the following five guiding principles when
addressing these issues:
1.
2.
3.
4.
5.
Fairness
Accountability
Credibility
Transparency
Systematic
1/12/2010
3
Data Gathering

To conduct the necessary data gathering:
1. We travelled to West Virginia numerous times.
2. We spoke to or held at least 24 meetings in
West Virginia.
3. We visited various campuses.
4. We interviewed various members of committees
previously assigned to address these tasks.
5. We had many telephone conversations with
constituents.
6. We sent and received numerous emails.
7. We reviewed many documents.
1/12/2010
4
Our Final Report

We have developed a final report consisting of
approximately 250 pages.
1. The report includes an executive summary.
2. It includes a detailed description of each of the
nine areas to be addressed, including best
practices, principles related to the issues,
recommendations, and supportive conclusions.
3. The report also includes 13 appendices.
1/12/2010
5
RECOMMENDATIONS
1/12/2010
6
Central Office Staff

Create a minimum of three positions at the HEPC/
CCTCE Level:
1. Vice Chancellor of Human Resources

The incumbent should report directly to the
Chancellor of HEPC and the Chancellor of CCTCE.
2. Director of Compensation, Benefits, & HRIS

The incumbent of this position should report directly
to the Vice Chancellor of Human Resources.
3. Director of Training & Development

The incumbent of this position should also report
directly to the Vice Chancellor of Human Resources.
1/12/2010
7
Central Office Staff



Conduct an audit of the human resources
function at each institution as soon as
feasible.
Audits of the HR functions for all
institutions should be on a scheduled
basis, beginning with the first quarter of
2010 or as soon as possible.
Thereafter, HR audits should be
conducted at least every five years in a
systematic basis.
1/12/2010
8
The Classification Structure





We recommend that the Job Classification SubCommittee adopt the changes the sub-committee
made in their document dated October 8, 2009.
Establish a Job Classification Committee, Chaired by
the Director of Compensation, Benefits, & HRIS.
The tenure of the committee members should be three
year, staggered terms.
Membership should be rotated in order to get
participation from every institution.
No institution should have more than one member at
any one time.
1/12/2010
9
The Classification System



We have drafted and will recommend an on-campus
appeals process for classification disputes.
We have attached a glossary of terms to our final report
that should be used to provide for consistent terminology.
The Job Classification Committee should meet monthly
unless no jobs are to be evaluated.
 Each committee member is responsible for classifying
job(s) individually.
 The Director of Compensation, Benefits, & HRIS then
posts and shares these individual evaluations.
 The Committee then discusses issues, resolves
differences, and comes to a consensus.
1/12/2010
10
The Classification System




We recommend that job titles be revised to make them
consistent across institutions.
We have reviewed all titles and have suggested both full
titles and consistent abbreviated titles.
These are included in the final report.
We recommend the PIQ be simplified and converted to
job descriptions for each position, and not for each
individual.
1/12/2010
11
The Compensation Structure and
System

We recognize the desire and the need for a funded
salary structure, one that:
 Somewhat resembles the market.
 Contains a set of binding salary “floors.”
 Is based on a supply of money to fund the salary
structure.
 Is based on the institutions receiving money
specifically for funding the salary structure.
1/12/2010
12
The Compensation Structure and
System




We recommend that at some point in the future, the
salary structure be removed from the State Code.
At that time, require each institution to develop its own
structure as a percent of market and fund that structure
based on its own operating budget.
Continue using salary surveys, matching as many jobs
as possible and as feasible within the organization’s
workforce.
Adjust and set the structure for two years based on the
competitive increases in wages.
1/12/2010
13
The Compensation Structure and
System





On the third year, we recommend conducting a full
competitive market study and adjusting the structure
to meet the market.
Over a period of three years, move to a pay-forperformance policy.
The state already pays a stipend for tenure.
Each institution can/should enhance that stipend by
awarding gifts for each service milestone (such as 1,
3, 5, 10, 15 years of service, etc.).
We have listed a number of jobs that should be
removed from the benchmark list.
1/12/2010
14
Addressing the Compensation
Structure





We met with the Market Study Committee.
We had access to the Mercer Market Data for
benchmark positions.
We reviewed and analyzed the State Market
Data and developed a compensation structure.
We reviewed average wages for Industry by
county.
We found a wide variation in average wages by
county.
1/12/2010
15
Compensation Structure



We recommend considering the modification
of the state-wide structure based on average
wages in the county in which they work, based
on a percent of state-wide wages.
We recommend considering allowing each
institution to decide what it can afford to pay.
We recommend considering allowing each
institution to modify the general structure to fit
its ability to pay.
1/12/2010
16
Institution name
Blue Ridge Community and Technical College
Bluefield State College
Bridgemont Community and Technical College
Concord University
Eastern WV Community and Technical College
Fairmont State University
Glenville State College
HEPC
Kanawha Valley CTC
Marshall Community and Technical College
Marshall University
New River Community and Technical College
Pierpont Community and Technical College
Potomac State College of WVU
Shepherd University
Southern WV Community and Technical College
West Liberty University
West Virginia School of Osteopathic Medicine
West Virginia State University
West Virginia University
West Virginia University Institute of Technology
WV Northern Community College
WVNET
WVU at Parkersburg
1/12/2010
County
Berkeley
Mercer
Fayette
Mercer
Hardy
Marion
Gilmer
Kanawha
Kanawha
Cabell
Cabell
Raleigh
Marion
Mineral
Jefferson
Logan
Ohio
Greenbrier
Kanawha
Monongalia
Fayette
Ohio
Monongalia
Wood
WV Average
1st Qtr 2009
% OF WV
Weekly Wages
Average
$720.31
102.2%
$587.69
83.4%
$629.53
89.4%
$587.69
83.4%
$499.15
70.9%
$699.92
99.4%
$592.00
84.0%
$785.31
111.5%
$785.31
111.5%
$680.00
96.5%
$680.00
96.5%
$697.92
99.1%
$699.92
99.4%
$621.92
88.3%
$595.00
84.5%
$712.23
101.1%
$595.62
84.5%
$564.92
80.2%
$785.31
111.5%
$769.85
109.3%
$629.53
89.4%
$595.62
84.5%
$769.85
109.3%
$658.69
93.5%
$704.46
17
Percent = $720.31 ÷ 704.46
Institution name
Blue Ridge Community and Technical College
Bluefield State College
Bridgemont Community and Technical College
Concord University
Eastern WV Community and Technical College
Fairmont State University
Glenville State College
HEPC
Kanawha Valley CTC
Marshall Community and Technical College
Marshall University
New River Community and Technical College
Pierpont Community and Technical College
Potomac State College of WVU
Shepherd University
Southern WV Community and Technical College
West Liberty University
West Virginia School of Osteopathic Medicine
West Virginia State University
West Virginia University
West Virginia University Institute of Technology
WV Northern Community College
WVNET
WVU at Parkersburg
1/12/2010
= 102.2% 1st Qtr 2009
County
Berkeley
Mercer
Fayette
Mercer
Hardy
Marion
Gilmer
Kanawha
Kanawha
Cabell
Cabell
Raleigh
Marion
Mineral
Jefferson
Logan
Ohio
Greenbrier
Kanawha
Monongalia
Fayette
Ohio
Monongalia
Wood
WV Average
% OF WV
Weekly Wages
Average
$720.31
102.2%
$587.69
83.4%
$629.53
89.4%
$587.69
83.4%
$499.15
70.9%
$699.92
99.4%
$592.00
84.0%
$785.31
111.5%
$785.31
111.5%
$680.00
96.5%
$680.00
96.5%
$697.92
99.1%
$699.92
99.4%
$621.92
88.3%
$595.00
84.5%
$712.23
101.1%
$595.62
84.5%
$564.92
80.2%
$785.31
111.5%
$769.85
109.3%
$629.53
89.4%
$595.62
84.5%
$769.85
109.3%
$658.69
93.5%
$704.46
18
Market Analysis Classified
Grade
Avg.
# EES Grade Salary Total Salary Mid-Point
11
4
$13,181
$144,989 $17,934
3
5
$18,009
$54,028 $18,962
89
6
$17,049 $1,517,363 $20,076
543
7
$19,882 $10,795,925 $21,285
108
8
$19,850 $2,143,753 $22,590
99
9
$22,902 $2,267,249 $23,988
424 10
$24,263 $10,287,535
$24,511
142 11
$25,945 $3,684,123 $26,086
677 12
$27,492 $18,612,219 $27,806
535 13
$30,329 $16,226,126 $29,661
579 14
$33,480 $19,385,199 $31,683
484 15
$35,352 $17,110,447 $33,865
557 16
$35,929 $20,012,450 $36,258
415 17
$40,608 $16,852,219 $38,846
208 18
$47,381 $9,855,147 $41,659
179 19
$51,612 $9,238,472 $47,838
105 20
$57,889 $6,078,331 $51,408
40 21
$64,600 $2,584,015 $55,322
5,198
$165,332,227
12/31/2009
Total
Midpoints
$197,269
$56,885
$1,786,764
$11,557,755
$2,439,666
$2,374,812
$10,392,664
$3,704,141
$18,824,662
$15,868,368
$18,344,168
$16,390,660
$20,195,428
$16,121,090
$8,665,072
$8,562,913
$5,397,788
$2,212,860
7/1/2010
Market
Total Market
$17,603
$193,630
$21,469
$64,408
$22,496
$24,419
$26,097
$27,627
$30,403
$33,841
$41,868
$38,330
$39,717
$41,523
$50,690
$49,789
$61,996
$64,272
$77,127
$161,306,198
$12,215,146
$2,637,244
$2,583,615
$11,713,796
$4,317,212
$22,910,567
$22,399,516
$22,193,004
$19,223,079
$23,128,080
$21,036,219
$10,356,125
$11,097,242
$6,748,550
$3,085,060
Market Total Market
$17,733
$195,058
$21,628
$64,883
$22,661
$24,599
$26,289
$27,831
$30,627
$34,091
$42,355
$38,612
$40,010
$41,829
$51,063
$50,156
$62,453
$64,746
$77,695
$195,902,493
$197,441,745
$166,849,590
% below
Market
Cost to
Market
Average Cost
Per Employee
Total Salaries vs Market as of 7/1/10 =
19.4% $32,109,518
$6,177
Total Midpoints vs Market as of 12/31/10=
22.4% $43,885,752
$8,443
1/12/2010
$12,305,184
$2,656,683
$2,602,659
$11,800,138
$4,349,034
$23,079,440
$22,659,876
$22,356,589
$19,364,772
$23,298,557
$21,191,277
$10,432,460
$11,179,040
$6,798,294
$3,107,800
19
Compensation Structure (Current)
GRADE
0 Years
2 Years
of
1 Year of
of
Service Service Service
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
3 Years
of
Service
4 Years
of
Service
5 Years
of
Service
6 Years
of
Service
7 Years
of
Service
8 Years
of
Service
9 Years 10 Years 11 Years 12 Years 13 Years 14 Years 15 Years
of
of
of
of
of
of
of
Service Service Service Service Service Service Service
12,809
13,094
13,385
13,677
13,968
14,274
14,580
14,900
15,221
15,541
15,876
16,226
16,575
16,939
17,304
17,682
13,465
13,764
14,070
14,376
14,696
15,017
15,352
15,687
16,036
16,386
16,750
17,129
17,507
17,886
18,294
18,687
14,164
14,478
14,798
15,133
15,483
15,832
16,182
16,546
16,925
17,304
17,697
18,090
18,498
18,920
19,343
19,780
14,908
15,250
15,599
15,949
16,313
16,692
17,085
17,478
17,872
18,279
18,702
19,139
19,576
20,027
20,493
20,959
15,696
16,066
16,444
16,837
17,231
17,624
18,046
18,469
18,906
19,343
19,794
20,260
20,741
21,222
21,717
22,227
16,556
16,954
17,362
17,784
18,207
18,644
19,081
19,547
20,013
20,479
20,974
21,469
21,994
22,518
23,057
23,596
17,489
17,915
18,352
18,804
19,255
19,721
20,202
20,697
21,192
21,717
22,241
22,780
23,334
23,902
24,484
25,081
18,495
18,949
19,416
19,896
20,391
20,901
21,411
21,950
22,489
23,042
23,610
24,193
24,805
25,416
26,043
26,684
19,559
20,056
20,566
21,091
21,615
22,168
22,722
23,290
23,887
24,484
25,096
25,737
26,378
27,048
27,732
28,417
19,916
20,421
20,938
21,484
22,029
22,602
23,176
23,763
24,379
25,008
25,638
26,295
26,980
27,666
28,379
29,106
21,107
21,665
22,239
22,812
23,400
24,015
24,645
25,288
25,945
26,617
27,316
28,015
28,757
29,498
30,267
31,064
22,436
23,022
23,624
24,253
24,896
25,554
26,225
26,924
27,638
28,365
29,120
29,890
30,687
31,498
32,323
33,176
23,837
24,477
25,134
25,805
26,505
27,218
27,945
28,701
29,470
30,267
31,078
31,918
32,771
33,652
34,561
35,484
25,363
26,057
26,771
27,498
28,253
29,022
29,806
30,631
31,470
32,323
33,204
34,114
35,051
36,002
36,981
38,002
27,015
27,764
28,533
29,330
30,141
30,981
31,834
32,715
33,624
34,561
35,512
36,505
37,512
38,547
39,624
40,715
28,821
29,624
30,449
31,316
32,197
33,092
34,030
34,981
35,974
36,981
38,030
39,093
40,198
41,331
42,492
43,694
30,767
31,638
32,533
33,470
34,421
35,400
36,421
37,456
38,519
39,624
40,757
41,918
43,121
44,352
45,611
46,925
32,868
33,820
34,799
35,806
36,841
37,904
39,009
40,142
41,303
42,506
43,736
44,995
46,296
47,639
49,023
50,450
37,613
38,718
39,855
41,022
42,219
43,460
44,747
46,064
47,410
48,801
50,238
51,719
53,230
54,801
56,416
58,062
40,265
41,471
42,712
43,984
45,301
46,647
48,038
49,460
50,941
52,452
54,023
55,623
57,284
58,990
60,755
62,550
43,171
44,478
45,824
47,216
48,637
50,103
51,614
53,170
54,786
56,431
58,137
59,902
61,712
63,568
65,482
67,472
46,332
47,754
49,220
50,731
52,272
53,873
55,534
57,224
58,975
60,785
62,640
64,555
66,530
68,579
70,674
72,828
49,777
51,330
52,931
54,561
56,252
58,002
59,797
61,653
63,568
65,527
67,562
69,656
71,826
74,040
76,344
78,708
53,552
55,234
56,970
58,750
60,605
62,505
64,465
66,485
68,579
70,734
72,948
75,237
77,601
80,039
82,552
85,156
57,462
59,483
61,383
63,328
65,348
67,427
69,567
71,781
74,070
76,419
78,842
81,356
83,944
86,607
89,360
92,202
1/12/2010
20
Compensation Structure (Current)
GRADE
0 Years
2 Years
of
1 Year of
of
Service Service Service
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
3 Years
of
Service
4 Years
of
Service
5 Years
of
Service
6 Years
of
Service
7 Years
of
Service
8 Years
of
Service
9 Years 10 Years 11 Years 12 Years 13 Years 14 Years 15 Years
of
of
of
of
of
of
of
Service Service Service Service Service Service Service
12,809
13,094
13,385
13,677
13,968
14,274
14,580
14,900
15,221
15,541
15,876
16,226
16,575
16,939
17,304
17,682
13,465
13,764
14,070
14,376
14,696
15,017
15,352
15,687
16,036
16,386
16,750
17,129
17,507
17,886
18,294
18,687
14,164
14,478
14,798
15,133
15,483
15,832
16,182
16,546
16,925
17,304
17,697
18,090
18,498
18,920
19,343
19,780
14,908
15,250
15,599
15,949
16,313
16,692
17,085
17,478
17,872
18,279
18,702
19,139
19,576
20,027
20,493
20,959
15,696
16,066
16,444
16,837
17,231
17,624
18,046
18,469
18,906
19,343
19,794
20,260
20,741
21,222
21,717
22,227
16,556
16,954
17,362
17,784
18,207
18,644
19,081
19,547
20,013
20,479
20,974
21,469
21,994
22,518
23,057
23,596
17,489
17,915
18,352
18,804
19,255
19,721
20,202
20,697
21,192
21,717
22,241
22,780
23,334
23,902
24,484
25,081
18,495
18,949
19,416
19,896
20,391
20,901
21,411
21,950
22,489
23,042
23,610
24,193
24,805
25,416
26,043
26,684
19,559
20,056
20,566
21,091
21,615
22,168
22,722
23,290
23,887
24,484
25,096
25,737
26,378
27,048
27,732
28,417
19,916
20,421
20,938
21,484
22,029
22,602
23,176
23,763
24,379
25,008
25,638
26,295
26,980
27,666
28,379
29,106
21,107
21,665
22,239
22,812
23,400
24,015
24,645
25,288
25,945
26,617
27,316
28,015
28,757
29,498
30,267
31,064
22,436
23,022
23,624
24,253
24,896
25,554
26,225
26,924
27,638
28,365
29,120
29,890
30,687
31,498
32,323
33,176
23,837
24,477
25,134
25,805
26,505
27,218
27,945
28,701
29,470
30,267
31,078
31,918
32,771
33,652
34,561
35,484
25,363
26,057
26,771
27,498
28,253
29,022
29,806
30,631
31,470
32,323
33,204
34,114
35,051
36,002
36,981
38,002
27,015
27,764
28,533
29,330
30,141
30,981
31,834
32,715
33,624
34,561
35,512
36,505
37,512
38,547
39,624
40,715
28,821
29,624
30,449
31,316
32,197
33,092
34,030
34,981
35,974
36,981
38,030
39,093
40,198
41,331
42,492
43,694
30,767
31,638
32,533
33,470
34,421
35,400
36,421
37,456
38,519
39,624
40,757
41,918
43,121
44,352
45,611
46,925
32,868
33,820
34,799
35,806
36,841
37,904
39,009
40,142
41,303
42,506
43,736
44,995
46,296
47,639
49,023
50,450
37,613
38,718
39,855
41,022
42,219
43,460
44,747
46,064
47,410
48,801
50,238
51,719
53,230
54,801
56,416
58,062
40,265
41,471
42,712
43,984
45,301
46,647
48,038
49,460
50,941
52,452
54,023
55,623
57,284
58,990
60,755
62,550
43,171
44,478
45,824
47,216
48,637
50,103
51,614
53,170
54,786
56,431
58,137
59,902
61,712
63,568
65,482
67,472
46,332
47,754
49,220
50,731
52,272
53,873
55,534
57,224
58,975
60,785
62,640
64,555
66,530
68,579
70,674
72,828
49,777
51,330
52,931
54,561
56,252
58,002
59,797
61,653
63,568
65,527
67,562
69,656
71,826
74,040
76,344
78,708
53,552
55,234
56,970
58,750
60,605
62,505
64,465
66,485
68,579
70,734
72,948
75,237
77,601
80,039
82,552
85,156
57,462
59,483
61,383
63,328
65,348
67,427
69,567
71,781
74,070
76,419
78,842
81,356
83,944
86,607
89,360
92,202
1/12/2010
21
Compensation Structure (Current)
GRADE
0 Years
2 Years
of
1 Year of
of
Service Service Service
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
3 Years
of
Service
4 Years
of
Service
5 Years
of
Service
6 Years
of
Service
7 Years
of
Service
8 Years
of
Service
9 Years 10 Years 11 Years 12 Years 13 Years 14 Years 15 Years
of
of
of
of
of
of
of
Service Service Service Service Service Service Service
12,809
13,094
13,385
13,677
13,968
14,274
14,580
14,900
15,221
15,541
15,876
16,226
16,575
16,939
17,304
17,682
13,465
13,764
14,070
14,376
14,696
15,017
15,352
15,687
16,036
16,386
16,750
17,129
17,507
17,886
18,294
18,687
14,164
14,478
14,798
15,133
15,483
15,832
16,182
16,546
16,925
17,304
17,697
18,090
18,498
18,920
19,343
19,780
14,908
15,250
15,599
15,949
16,313
16,692
17,085
17,478
17,872
18,279
18,702
19,139
19,576
20,027
20,493
20,959
15,696
16,066
16,444
16,837
17,231
17,624
18,046
18,469
18,906
19,343
19,794
20,260
20,741
21,222
21,717
22,227
16,556
16,954
17,362
17,784
18,207
18,644
19,081
19,547
20,013
20,479
20,974
21,469
21,994
22,518
23,057
23,596
17,489
17,915
18,352
18,804
19,255
19,721
20,202
20,697
21,192
21,717
22,241
22,780
23,334
23,902
24,484
25,081
18,495
18,949
19,416
19,896
20,391
20,901
21,411
21,950
22,489
23,042
23,610
24,193
24,805
25,416
26,043
26,684
19,559
20,056
20,566
21,091
21,615
22,168
22,722
23,290
23,887
24,484
25,096
25,737
26,378
27,048
27,732
28,417
19,916
20,421
20,938
21,484
22,029
22,602
23,176
23,763
24,379
25,008
25,638
26,295
26,980
27,666
28,379
29,106
21,107
21,665
22,239
22,812
23,400
24,015
24,645
25,288
25,945
26,617
27,316
28,015
28,757
29,498
30,267
31,064
22,436
23,022
23,624
24,253
24,896
25,554
26,225
26,924
27,638
28,365
29,120
29,890
30,687
31,498
32,323
33,176
23,837
24,477
25,134
25,805
26,505
27,218
27,945
28,701
29,470
30,267
31,078
31,918
32,771
33,652
34,561
35,484
25,363
26,057
26,771
27,498
28,253
29,022
29,806
30,631
31,470
32,323
33,204
34,114
35,051
36,002
36,981
38,002
27,015
27,764
28,533
29,330
30,141
30,981
31,834
32,715
33,624
34,561
35,512
36,505
37,512
38,547
39,624
40,715
28,821
29,624
30,449
31,316
32,197
33,092
34,030
34,981
35,974
36,981
38,030
39,093
40,198
41,331
42,492
43,694
30,767
31,638
32,533
33,470
34,421
35,400
36,421
37,456
38,519
39,624
40,757
41,918
43,121
44,352
45,611
46,925
32,868
33,820
34,799
35,806
36,841
37,904
39,009
40,142
41,303
42,506
43,736
44,995
46,296
47,639
49,023
50,450
37,613
38,718
39,855
41,022
42,219
43,460
44,747
46,064
47,410
48,801
50,238
51,719
53,230
54,801
56,416
58,062
40,265
41,471
42,712
43,984
45,301
46,647
48,038
49,460
50,941
52,452
54,023
55,623
57,284
58,990
60,755
62,550
43,171
44,478
45,824
47,216
48,637
50,103
51,614
53,170
54,786
56,431
58,137
59,902
61,712
63,568
65,482
67,472
46,332
47,754
49,220
50,731
52,272
53,873
55,534
57,224
58,975
60,785
62,640
64,555
66,530
68,579
70,674
72,828
49,777
51,330
52,931
54,561
56,252
58,002
59,797
61,653
63,568
65,527
67,562
69,656
71,826
74,040
76,344
78,708
53,552
55,234
56,970
58,750
60,605
62,505
64,465
66,485
68,579
70,734
72,948
75,237
77,601
80,039
82,552
85,156
57,462
59,483
61,383
63,328
65,348
67,427
69,567
71,781
74,070
76,419
78,842
81,356
83,944
86,607
89,360
92,202
Illustration
1/12/2010
22
Market Structure updated to 7/1/2010
2001 STRUCTURE PLUS
22.4%
Market
GRADE
10
11
12
13
14
15
0 Years 1 Year 2 Years 3 Years 4 Years 5 Years 6 Years 7 Years 8 Years 9 Years Years Years Years Years Years Years
of
of
of
of
of
of
of
of
of
of
of
of
of
of
of
of
Service Service Service Service Service Service Service Service Service Service Service Service Service Service Service Service
1
15,678
16,027
16,383
16,741
17,097
17,471
17,846
18,238
18,631
19,022
19,432
19,861
20,288
20,733
21,180
21,643
2
3
16,481
17,337
16,847
17,721
17,222
18,113
17,596
18,523
17,988
18,951
18,381
19,378
18,791
19,807
19,201
20,252
19,628
20,716
20,056
21,180
20,502
21,661
20,966
22,142
21,429
22,642
21,892
23,158
22,392
23,676
22,873
24,211
4
18,247
18,666
19,093
19,522
19,967
20,431
20,912
21,393
21,875
22,373
22,891
23,426
23,961
24,513
25,083
25,654
5
19,212
19,665
20,127
20,608
21,091
21,572
22,088
22,606
23,141
23,676
24,228
24,798
25,387
25,976
26,582
27,206
6
20,265
20,752
21,251
21,768
22,285
22,820
23,355
23,926
24,496
25,066
25,672
26,278
26,921
27,562
28,222
28,882
7
21,407
21,928
22,463
23,016
23,568
24,139
24,727
25,333
25,939
26,582
27,223
27,883
28,561
29,256
29,968
30,699
8
22,638
23,194
23,765
24,353
24,959
25,583
26,207
26,867
27,527
28,203
28,899
29,612
30,361
31,109
31,877
32,661
9
23,940
24,549
25,173
25,815
26,457
27,134
27,812
28,507
29,238
29,968
30,718
31,502
32,287
33,107
33,944
34,782
10
24,377
24,995
25,628
26,296
26,963
27,665
28,367
29,086
29,840
30,610
31,381
32,185
33,024
33,863
34,736
35,626
11
25,835
26,518
27,221
27,922
28,642
29,394
30,165
30,953
31,757
32,579
33,435
34,290
35,199
36,106
37,047
38,022
12
27,462
28,179
28,916
29,686
30,473
31,278
32,099
32,955
33,829
34,719
35,643
36,585
37,561
38,554
39,563
40,607
13
29,176
29,960
30,764
31,585
32,442
33,315
34,205
35,130
36,071
37,047
38,039
39,068
40,112
41,190
42,303
43,432
14
31,044
31,894
32,768
33,658
34,582
35,523
36,483
37,492
38,519
39,563
40,642
41,756
42,902
44,066
45,265
46,514
15
33,066
33,983
34,924
35,900
36,893
37,921
38,965
40,043
41,156
42,303
43,467
44,682
45,915
47,182
48,500
49,835
16
35,277
36,260
37,270
38,331
39,409
40,505
41,653
42,817
44,032
45,265
46,549
47,850
49,202
50,589
52,010
53,481
17
37,659
38,725
39,820
40,967
42,131
43,330
44,579
45,846
47,147
48,500
49,887
51,308
52,780
54,287
55,828
57,436
18
40,230
41,396
42,594
43,827
45,093
46,394
47,747
49,134
50,555
52,027
53,533
55,074
56,666
58,310
60,004
61,751
19
46,038
47,391
48,783
50,211
51,676
53,195
54,770
56,382
58,030
59,732
61,491
63,304
65,154
67,076
69,053
71,068
20
49,284
50,761
52,279
53,836
55,448
57,096
58,799
60,539
62,352
64,201
66,124
68,083
70,116
72,204
74,364
76,561
21
52,841
54,441
56,089
57,792
59,532
61,326
63,176
65,080
67,058
69,072
71,160
73,320
75,535
77,807
80,150
82,586
22
56,710
58,451
60,245
62,095
63,981
65,941
67,974
70,042
72,185
74,401
76,671
79,015
81,433
83,941
86,505
89,141
23
60,927
62,828
64,788
66,783
68,852
70,994
73,192
75,463
77,807
80,205
82,696
85,259
87,915
90,625
93,445
96,339
24
65,548
67,606
69,731
71,910
74,181
76,506
78,905
81,378
83,941
86,578
89,288
92,090
94,984
97,968 101,044 104,231
25
70,333
72,807
75,133
77,513
79,986
82,531
85,150
87,860
90,662
93,537
96,503
99,580 102,747 106,007 109,377 112,855
1/12/2010
23
Market Structure updated to 7/1/2010
2001 STRUCTURE PLUS
22.4%
Market
GRADE
10
11
12
13
14
15
0 Years 1 Year 2 Years 3 Years 4 Years 5 Years 6 Years 7 Years 8 Years 9 Years Years Years Years Years Years Years
of
of
of
of
of
of
of
of
of
of
of
of
of
of
of
of
Service Service Service Service Service Service Service Service Service Service Service Service Service Service Service Service
1
15,678
16,027
16,383
16,741
17,097
17,471
17,846
18,238
18,631
19,022
19,432
19,861
20,288
20,733
21,180
21,643
2
3
16,481
17,337
16,847
17,721
17,222
18,113
17,596
18,523
17,988
18,951
18,381
19,378
18,791
19,807
19,201
20,252
19,628
20,716
20,056
21,180
20,502
21,661
20,966
22,142
21,429
22,642
21,892
23,158
22,392
23,676
22,873
24,211
4
18,247
18,666
19,093
19,522
19,967
20,431
20,912
21,393
21,875
22,373
22,891
23,426
23,961
24,513
25,083
25,654
5
19,212
19,665
20,127
20,608
21,091
21,572
22,088
22,606
23,141
23,676
24,228
24,798
25,387
25,976
26,582
27,206
6
20,265
20,752
21,251
21,768
22,285
22,820
23,355
23,926
24,496
25,066
25,672
26,278
26,921
27,562
28,222
28,882
7
21,407
21,928
22,463
23,016
23,568
24,139
24,727
25,333
25,939
26,582
27,223
27,883
28,561
29,256
29,968
30,699
8
22,638
23,194
23,765
24,353
24,959
25,583
26,207
26,867
27,527
28,203
28,899
29,612
30,361
31,109
31,877
32,661
9
23,940
24,549
25,173
25,815
26,457
27,134
27,812
28,507
29,238
29,968
30,718
31,502
32,287
33,107
33,944
34,782
10
24,377
24,995
25,628
26,296
26,963
27,665
28,367
29,086
29,840
30,610
31,381
32,185
33,024
33,863
34,736
35,626
11
25,835
26,518
27,221
27,922
28,642
29,394
30,165
30,953
31,757
32,579
33,435
34,290
35,199
36,106
37,047
38,022
12
27,462
28,179
28,916
29,686
30,473
31,278
32,099
32,955
33,829
34,719
35,643
36,585
37,561
38,554
39,563
40,607
13
29,176
29,960
30,764
31,585
32,442
33,315
34,205
35,130
36,071
37,047
38,039
39,068
40,112
41,190
42,303
43,432
14
31,044
31,894
32,768
33,658
34,582
35,523
36,483
37,492
38,519
39,563
40,642
41,756
42,902
44,066
45,265
46,514
15
33,066
33,983
34,924
35,900
36,893
37,921
38,965
40,043
41,156
42,303
43,467
44,682
45,915
47,182
48,500
49,835
16
35,277
36,260
37,270
38,331
39,409
40,505
41,653
42,817
44,032
45,265
46,549
47,850
49,202
50,589
52,010
53,481
17
37,659
38,725
39,820
40,967
42,131
43,330
44,579
45,846
47,147
48,500
49,887
51,308
52,780
54,287
55,828
57,436
18
40,230
41,396
42,594
43,827
45,093
46,394
47,747
49,134
50,555
52,027
53,533
55,074
56,666
58,310
60,004
61,751
19
46,038
47,391
48,783
50,211
51,676
53,195
54,770
56,382
58,030
59,732
61,491
63,304
65,154
67,076
69,053
71,068
20
49,284
50,761
52,279
53,836
55,448
57,096
58,799
60,539
62,352
64,201
66,124
68,083
70,116
72,204
74,364
76,561
21
52,841
54,441
56,089
57,792
59,532
61,326
63,176
65,080
67,058
69,072
71,160
73,320
75,535
77,807
80,150
82,586
22
56,710
58,451
60,245
62,095
63,981
65,941
67,974
70,042
72,185
74,401
76,671
79,015
81,433
83,941
86,505
89,141
23
60,927
62,828
64,788
66,783
68,852
70,994
73,192
75,463
77,807
80,205
82,696
85,259
87,915
90,625
93,445
96,339
24
65,548
67,606
69,731
71,910
74,181
76,506
78,905
81,378
83,941
86,578
89,288
92,090
94,984
97,968 101,044 104,231
25
70,333
72,807
75,133
77,513
79,986
82,531
85,150
87,860
90,662
93,537
96,503
99,580 102,747 106,007 109,377 112,855
1/12/2010
24
Market Structure updated to 7/1/2010
2001 STRUCTURE PLUS
22.4%
Market
GRADE
10
11
12
13
14
15
0 Years 1 Year 2 Years 3 Years 4 Years 5 Years 6 Years 7 Years 8 Years 9 Years Years Years Years Years Years Years
of
of
of
of
of
of
of
of
of
of
of
of
of
of
of
of
Service Service Service Service Service Service Service Service Service Service Service Service Service Service Service Service
1
15,678
16,027
16,383
16,741
17,097
17,471
17,846
18,238
18,631
19,022
19,432
19,861
20,288
20,733
21,180
21,643
2
3
16,481
17,337
16,847
17,721
17,222
18,113
17,596
18,523
17,988
18,951
18,381
19,378
18,791
19,807
19,201
20,252
19,628
20,716
20,056
21,180
20,502
21,661
20,966
22,142
21,429
22,642
21,892
23,158
22,392
23,676
22,873
24,211
4
18,247
18,666
19,093
19,522
19,967
20,431
20,912
21,393
21,875
22,373
22,891
23,426
23,961
24,513
25,083
25,654
5
19,212
19,665
20,127
20,608
21,091
21,572
22,088
22,606
23,141
23,676
24,228
24,798
25,387
25,976
26,582
27,206
6
20,265
20,752
21,251
21,768
22,285
22,820
23,355
23,926
24,496
25,066
25,672
26,278
26,921
27,562
28,222
28,882
7
21,407
21,928
22,463
23,016
23,568
24,139
24,727
25,333
25,939
26,582
27,223
27,883
28,561
29,256
29,968
30,699
8
22,638
23,194
23,765
24,353
24,959
25,583
26,207
26,867
27,527
28,203
28,899
29,612
30,361
31,109
31,877
32,661
9
23,940
24,549
25,173
25,815
26,457
27,134
27,812
28,507
29,238
29,968
30,718
31,502
32,287
33,107
33,944
34,782
10
24,377
24,995
25,628
26,296
26,963
27,665
28,367
29,086
29,840
30,610
31,381
32,185
33,024
33,863
34,736
35,626
11
25,835Percent
26,518 27,221
27,922 ×
28,642
29,394
30,165 30,953
= $25,363
1.224
= $31,044
31,757
32,579
33,435
34,290
35,199
36,106
37,047
38,022
12
27,462
28,179
28,916
29,686
30,473
31,278
32,099
32,955
33,829
34,719
35,643
36,585
37,561
38,554
39,563
40,607
13
29,176
29,960
30,764
31,585
32,442
33,315
34,205
35,130
36,071
37,047
38,039
39,068
40,112
41,190
42,303
43,432
14
31,044
31,894
32,768
33,658
34,582
35,523
36,483
37,492
38,519
39,563
40,642
41,756
42,902
44,066
45,265
46,514
15
33,066
33,983
34,924
35,900
36,893
37,921
38,965
40,043
41,156
42,303
43,467
44,682
45,915
47,182
48,500
49,835
16
35,277
36,260
37,270
38,331
39,409
40,505
41,653
42,817
44,032
45,265
46,549
47,850
49,202
50,589
52,010
53,481
17
37,659
38,725
39,820
40,967
42,131
43,330
44,579
45,846
47,147
48,500
49,887
51,308
52,780
54,287
55,828
57,436
18
40,230
41,396
42,594
43,827
45,093
46,394
47,747
49,134
50,555
52,027
53,533
55,074
56,666
58,310
60,004
61,751
19
46,038
47,391
48,783
50,211
51,676
53,195
54,770
56,382
58,030
59,732
61,491
63,304
65,154
67,076
69,053
71,068
20
49,284
50,761
52,279
53,836
55,448
57,096
58,799
60,539
62,352
64,201
66,124
68,083
70,116
72,204
74,364
76,561
21
52,841
54,441
56,089
57,792
59,532
61,326
63,176
65,080
67,058
69,072
71,160
73,320
75,535
77,807
80,150
82,586
22
56,710
58,451
60,245
62,095
63,981
65,941
67,974
70,042
72,185
74,401
76,671
79,015
81,433
83,941
86,505
89,141
23
60,927
62,828
64,788
66,783
68,852
70,994
73,192
75,463
77,807
80,205
82,696
85,259
87,915
90,625
93,445
96,339
24
65,548
67,606
69,731
71,910
74,181
76,506
78,905
81,378
83,941
86,578
89,288
92,090
94,984
97,968 101,044 104,231
25
70,333
72,807
75,133
77,513
79,986
82,531
85,150
87,860
90,662
93,537
96,503
99,580 102,747 106,007 109,377 112,855
1/12/2010
25
Assume There was no Structure






Match market data to as many jobs as possible.
Decide how many structures are needed.
Decide how far apart the midpoints should be.
 11.5%
Decide how wide the ranges should be.
 50%
Start with the lowest market rate as midpoint for
grade 1.
Increase each range midpoint by midpoint
difference until highest market rate is reached.
1/12/2010
26
Grades
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
1/12/2010
Proposed Structure
Minimum
Midpoint
Maximum
$14,082
$17,603
$21,123
$15,702
$19,627
$23,552
$17,507
$21,884
$26,261
$19,521
$24,401
$29,281
$21,766
$27,207
$32,648
$24,269
$30,336
$36,403
$27,059
$33,824
$40,589
$30,171
$37,714
$45,257
$33,641
$42,051
$50,462
$37,510
$46,887
$56,265
$41,823
$52,279
$62,735
$46,633
$58,291
$69,950
$51,996
$64,995
$77,994
$57,975
$72,469
$86,963
$64,643
$80,803
$96,964
$72,076
$90,096
$108,115
$80,365
$100,457
$120,548
$89,607
$112,009
$134,411
27
Performance Management system




We agree with the Performance Management
Sub-Committee’s report and recommendations.
The report meets best practices, as found in
the literature and in the industry.
A performance management system must be
designed to identify, encourage, measure,
evaluate, improve, and reward employee
performance.
Performance management must be linked to
organizational strategy and targeted results.
1/12/2010
28
Performance Management system

The Performance Management Committee
recommended a system that:




Provides information to employees about their
performance.
Allows the employee to participate in the
evaluation process.
Clarifies what the institution, department, and the
unit expects in terms of performance from the
employee.
Identifies the employee’s developmental needs at
the beginning of the performance year so that the
supervisor may budget for and invest in the
professional development of all employees.
1/12/2010
29
Performance Management system

The Committee recommended a system that:
 Documents performance for personnel records.
 Measures individual performance based on the
employee’s job description, then evaluates that
performance.
 Provides feedback on an individual basis that is
objective and measured against established
performance standards.
 Provides assistance as needed.
 Provides rewards based on an employee’s
exceptional performance.
1/12/2010
30
The Evaluation Form
The evaluation form consists of six parts, which
are to be completed by the supervisor, the
employee, and/or both:
1. Employee Pre-Review Section
This section offers the employee an
opportunity to describe his/her contributions
to the job and the institution over the past
performance review year. It also prompts
the employee to offer points for discussion
with the supervisor.
1/12/2010
31
The Evaluation Form (continued)
2. Performance Ratings Section
This section requires the supervisor to
evaluate the employee on ten core
competencies against the employee’s PIQ.
There are six additional areas.
3. Goals, Objectives, and Expectations
Section
This section requires the supervisor to
evaluate previously established specific and
measurable goals, objectives, and projects
for the employee for this evaluation period.
1/12/2010
32
The Evaluation Form (continued)
4. Professional Enhancement Plan Section
This section allows the supervisor and the
employee to discuss the professional
development needs and growth potential,
and connects the performance management
system to the professional development
system.
1/12/2010
33
The Evaluation Form (continued)
5. Overall Comments Section
This section includes overall comments by
the supervisor and the employee.
6. Future Goals Section
This section provides space for the
supervisor to detail the goals for the
upcoming evaluation period.
1/12/2010
34
The Evaluation Form (continued)




The performance appraisal (PA) model and the
format tool recommended by the Performance
Appraisal Committee are consistent with best
practices.
The newly designed performance appraisal model
and format tool designed by West Virginia University
are also consistent with best practices.
Such best practices PA systems should be
implemented at all institutions as soon as possible.
Every institution should be held to what the State
Code currently stipulates.
1/12/2010
35
Performance Management System
(continued)





If the supervisor does not conduct the PA on time, this lack
of performance is to be reflected on his or her own PA.
Managers/supervisors should attend mandatory training
on best practices of performance management to learn
how to appropriately conduct Performance Appraisals and
use the performance evaluation form.
The evaluation form should be electronic and paperless.
Communications and training should also be provided to
employees on the new program.
The evaluation form should be used by both classified and
nonclassified staff.
1/12/2010
36
Professional Development


We reviewed the Professional Development
Committee’s sub-committee recommendations
and agree with them.
The Director of Training and Development
would be responsible for facilitating the delivery
of training and development activities in West
Virginia’s institutions of higher education (as
discussed earlier).
1/12/2010
37
Professional Development
(continued)

Best practices activities in Training and
Development must precede employment and
extend beyond termination. These include,
but are not limited to:
 Pre-Employment Activities
 During-Employment Activities
 Post-Employment Activities
1/12/2010
38
Professional Development
(continued)

Pre-Employment Activities




Community, governmental, and educational
outreach programs.
Sourcing and recruitment activities.
Employer-of-choice branding and realistic jobpreview activities.
Pre-employment assessments and interviews.
1/12/2010
39
Professional Development
(continued)

During-Employment Activities






On-boarding activities.
Enculturation, reinforcement of values, and basic
operational training.
Career guidance and management activities.
Functional, professional, management, and
leadership training.
Assessment for promotion or individual insight and
development.
Safety, compliance, and regulatory training.
1/12/2010
40
Professional Development
(continued)

Post-Employment Activities



Exit interviews and surveys.
Outplacement support.
Employee alumni groups and networks.
1/12/2010
41
Professional Development
(continued)


We recommend providing on-going budgetary and
administrative support at each institution for the
T&D professional(s) and for T&D in general.
All records of training accomplishments, including
certificates, degrees, professional certifications,
courses completed, etc., need to be maintained in
the employee's permanent personnel file.
1/12/2010
42
Professional Development
(continued)


We recommend administering and analyzing the
T&D needs survey (Survey #2) annually.
Task HEPC with the duty to serve as a
clearinghouse and library for training materials,
programs, and vendors of training and
development materials and workshops, all to be
kept in electronic format with online accessibility
for all institutional T&D coordinators.
1/12/2010
43
Professional Development
(continued)




Support, encourage, achieve, and sustain a level
of professional certification by all HR
professionals.
Review all existing campus educational
reimbursement policies and programs.
Generate a unified, state-wide policy.
Require all employees holding managerial and
supervisory positions, including faculty who
supervise staff, to complete managerial and/or
supervisory training within 90 calendar days of
receiving the position.
1/12/2010
44
Professional Development
(continued)


Require all employees assuming HR positions to
complete the HR training module within 90
calendar days of receiving that position.
Develop the HR training module in an online
format. This should include classification,
compensation, performance management,
employment law, PIQ development, grievance
procedures, employee relations, conflict
resolution, etc.
1/12/2010
45
Accountability, Statutes, and Rules





Plan to remove the salary schedule from the State
Code within 3 years
Work to remove Section 7 Personnel Generally
from the State Code.
Develop a Policy Manual that will cover all issues
in Section 7.
The Policy Manual should be maintained by the
Central HR Function.
Conduct an audit of the HR function during the first
quarter of 2010.
1/12/2010
46
Accountability, Statutes, and Rules
(continued)


Continue to audit the HR function at least every
five years thereafter.
Title 133, Procedure Rule, higher Education Policy
Commission, Series 8:
 Section 2.7 Pay Grade.
 Section 2.16 Longevity.
 Section 2.20 Salary Schedule.
 Section 2.27 Factors of 13 changed to 11.
 Section 3.1.
1/12/2010
47
Accountability, Statutes and Rules
(continued)

Title 133, Procedure Rule, higher Education Policy
Commission, Series 8 (continued):
 Section 11 Job evaluation process.
 Section 12.2 should not be in the code.
 Section 18 Review and appeals.
 Section 19 All.
1/12/2010
48
Accountability, Statutes and Rules
(continued)


Article 7 Personnel Generally
Over next 3 years move this section to the HR
Policy Manual
 Bumping – Change bumping rights to not
allow personnel hired on a funded program to
bump regular employees.
1/12/2010
49
Next Steps Necessary
to Complete the Study


Select Committee should continue to meet through 2010.
 HEPC and CCTCE should make quarterly reports on
progress.
The most effective, user-friendly, cost-efficient technology
should be selected to integrate the system(s).
 PeopleAdmin is not a full Human Resources
Information System (HRIS).
 It only handles applicant flow, job descriptions, and
performance appraisals.
 We recommend that an RFP for a full HRIS be
prepared and submitted to various vendors (e.g.,
WorkDay, UltiPro, People Soft, Oracle, etc.)
1/12/2010
50
Recommendations of Research
Methods to Address Other Issues





Reduction in Force/Furloughs.
Outsourcing.
Best practices and work process improvement.
Evaluation of the faculty salary structure and promotion
process.
Determining feasibility of reducing percentage of
employees holding nonclassified status to promote
system-wide integration.
1/12/2010
51
Recommendations of Research
Methods to Address Other Issues
(continued)
Optional Approaches



Assign these tasks to the new Vice Chancellor of HR and
Staff.
Assign these tasks to a consulting firm that specializes in
these areas.
We are willing to give you a proposal to address these
additional tasks if desired.
1/12/2010
52
Implementation Plan


The first step in this process is to communicate
the results of the decisions made by the
legislature in regard to suggestions and
recommendations cited in this document. This
communication must be led by the two
Chancellors, and reasons must be given for what
is about to take place.
Use each Institution’s web site to provide
information about the changes related to the
personnel study.
1/12/2010
53
Implementation Plan


The second step is to hire the central staff,
starting with hiring a Vice Chancellor of Human
Resources. This person should be a “Change
Focus Leader.”
The third step is to conduct an audit of the
human resources function at each institution. If
the decision is made to go to outside consultants
to achieve this, then this could be started before
the central staff positions are filled.
1/12/2010
54
Implementation Plan


The fourth step is to develop and implement
training. Training for:
 Performance Appraisal
 Compensation Program
 Supervisory training
Once developed and tested, implement the
training, beginning with all supervisory
employees.
1/12/2010
55
Implementation Plan







The fifth step is to prepare a Request for
Proposal (RFP) for a HRIS and submit to a
number of companies. We recommend
considering:
Workday
NuView Systems
Ultimate Pro
Spectrum
Oracle – Peoplesoft
Select and implement the HRIS
1/12/2010
56
Implementation Plan


The sixth step is to set up the Job Classification
Committee.
The seventh step is to develop an HR Policy and
Procedures Manual based on the state code.
1/12/2010
57
Implementation Plan

The eighth step builds on the first seven steps.
Once a policy and procedure manual and a
minimum structure are in place, begin a gradual
process of removing the Human Resources
Policy and the pay structure from the State code.
They should be replaced with references to
compliance with the uniform policy and
procedure manual and the establishment of a
compensation structure that is competitive in the
West Virginia Labor Market.
1/12/2010
58
The Need For Change


Many changes, especially major cultural
changes, need to be made before these
recommendations and suggestions can be fully
implemented.
There must be continual monitoring of all these
issues in order to achieve the mission, vision,
values, and goals of the HEPC/CCTCE, the
employees, and the State of West Virginia.
1/12/2010
59
Questions
1/12/2010
60