Compensation
Model
Supervisor Training
Presented by:
Jennifer Larson
Valley City State University
Human Resources Director
February 10, 2015
Introduction
Total Rewards
Compensation Model
Employee Appraisal
Form
Total Rewards
Compensation
Employee Benefits
Retirement
Total Rewards Location
Compensation Model
Less than
3%
•If the annual percentage
increase given is less than 3%
then everyone will receive an
equal across the board
percentage increase and the
Compensation Model will not be
used.
Compensation Model Components
Longevity
Market/Equity
Across the
Board
Merit
•Rank/Position
•CUPA/Jobs ND
•Equal % Increase
•Employee Appraisal
Longevity
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Market/Equity Example
If 20 people are $5,000 behind market value, then each would get 5% of
the Market/Equity funds
1
5%
2
3
5%
5%
4
5%
5%
5
5%
5%
6
5%
7
5%
5%
8
5%
5%
9
5%
5%
5%
5%
5%
5%
5%
5%
10
11
12
13
14
15
16
17
18
19
20
Across the Board (ATB)
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Merit
• Pay for performance
• Incentive Pay
• Links employee pay to measures of performance
Faculty Goal
To have Faculty salaries at 85% plus 1% for every year
at rank up to 10 years for a goal of 95% of market
value. 5% is taken into account for our benefit package
for a total of 100%. Another goal is to provide an
opportunity for faculty to receive merit awards. The
annual funds provided by the Legislature for
compensation will be dispersed in two components
(across the board and market/equity)
Faculty Model
Example of allocation with a 4% Legislative increase
Faculty
Across the Board
Market/Equity
Percent of Annual
Percent of Allocation
Increase
83.33%
3.33%
16.67%
0.67%
Staff & Coaches
Compensation Goal
To have Staff & Coaches’ salaries at 80% plus 0.75%
for every year in position up to twenty years for a goal of
95% of market value. 5% is taken into account for our
benefit package for a total of 100%. Another goal is to
provide compensation based on performance. The
annual funds provided by the Legislature for
compensation will be dispersed in three components
(across the board, market/equity and merit)
Staff & Coaches Model
Example of allocation with a 4% Legislative increase
Staff and Coaches
Across the Board
Market/Equity
Merit
Percent of Annual
Increase
50%
15%
35%
Allocation
2%
0.60%
1.40%
Additional Compensation
Not Included in the Model
Faculty
$2,000 from institutional funds will be set aside for merit
awards.
Staff & Coaches
$2,000 from institutional funds will be set aside for the Staff
Member of the Quarter Awards.
Employee Appraisal Form
Aid in Merit Pay
for
Staff/Coaches
•Requirements
•Policies
•Evaluation Process
•Merit Pay
NDUS Policy 17
PERFORMANCE DEVELOPMENT
17.1
Performance development is a positive, goal-oriented means to improve individual performance on the job
and to recognize improved performance at all levels of employment. Performance development is based on
job clarification; improved communication and understanding between management and employees; and
upon the definition and review of results for both personal, group, and organizational achievement.
17.2
At the completion of an employee's probationary period and at least once a year thereafter, each staff
employee shall participate in a performance development review. At a minimum, the performance
development review shall include:
• The mutual review of job responsibilities insuring they continue to accurately represent the employee's
contributing role in departmental objectives and the institution's overall mission;
• A mutually agreed upon performance development plan which includes a review and discussion of the
progress made in accomplishing goals established within prior year performance plans;
• Determination of an individual's future training needs including necessary resources to achieve the
goals as established within the performance development plan; and
• Solicitation and follow-up on suggestions for continuous improvement of organizational processes and
systems within which the individual works.
SBHE 604.3 Performance
Evaluations: Benefited Employees
1. All benefited university system employees shall have an annual written and
verbal performance development review that includes evaluation of
performance based upon mutually agreed upon development plans or goals.
Procedures governing faculty shall be consistent with requirements stated in
Policy 605.1. Requirements for employees included within the broadbanding
system are stated in Section 17 of the NDUS Human Resource Policy Manual;
those requirements shall also apply to all other employees except faculty.
2. All merit pay increases must be supported by current written performance
reviews and consistent with a salary administration plan adopted under policy
702.4.
Performance Evaluations
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Performance Evaluation Process
• Employee Appraisal Form
• Employee Appraisal Form Guide
• Position Description
• Last Year’s Appraisal Form
• www.vcsu.edu/employeeservices
Employee Appraisal Form Section I
I. Performance of Duties/Responsibilities and Goals:
(Employee completes, supervisor reviews and comments) List duties/responsibilities from
the position description and professional goals set for the reviewed period. Comment on the
results achieved. (Attach additional sheets as needed.)
Duties/Responsibilities & Goals
1.
Results
Employee Performance Review
Section II
II. Methods Used to Achieve Results: (Employee completes, supervisor rates and comments)
Knowledge/Skills/Abilities (KSAs) that are critical to job success.
Always
fully demonstrated
Consistently patterned presence
Occasionally sporadic presence
Never
little presence
Employee Performance Review
Section III
III. Overall Performance Rating: (Supervisor completes)
Consider all performance criteria and indicate overall rating.
Exceptional
Exceeds Objectives
Expected Performance
Marginal/Needs Improvement
Unsatisfactory
Employee Performance Review
Section IV
IV. Supervisor Summary:
Summary and comments about the employee’s overall performance.
Employee Performance Review
Section V
V. Employee Goals:
List three to five professional goals for the upcoming year.
“Professionalism does not mean wearing a suit or carrying a briefcase; rather, it
means conducting oneself with responsibility, integrity, accountability, and
excellence. It means communicating effectively and appropriately and always
finding a way to be productive.” – Department of Labor
Professional Goals
1.
Employee Performance Review
Section VI
VI. Employee Acknowledgment:
I have read my Position Description, understand the duties/responsibilities and
goals for me and my position, and I understand that this is an appraisal based
upon my performance in my position.
I acknowledge I have read the appraisal and have discussed its contents with my
supervisor. I wish to make the following comments:
Accomplishing Goals
Employee Appraisal Form &
Compensation Model
• Submit the employee appraisal form to HR
• Supervisors should meet with their direct
report to the president to discuss their
employees’ performances and give their
recommendations
• Direct Reports to the President will make
final decisions for merit increases
Timeline
• January-March
–
Begin a new review year
• March 30, 2015
– Deadline to submit Employee Appraisal Form
• July 1, 2015
– Compensation Model reflects on FY2016 salaries
– Unless the increase given is less than 3%
Questions