classification
andTitle
compensation
Analysis
MU Staff Job
and Salary
Study Pilot
PilotProject
Project
Employee Presentation
What Is The Study?
A review of Student Support Services jobs for:
Internal relative
relationships
and
salary structure
What is the Goal of the Study?
Compensation philosophy
To offer a competitive and internally
equitable total compensation package
To maintain a compensation system to
recruit and retain high-quality talent
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Why the Pilot Study?
Student Support Services jobs
are identified in MU’s Strategic Plan
as critical for student
recruitment and retention
MISSION CRITICAL at MU:
the Student Support Services Job Family
Encompasses professional and managerial jobs
principally focused on students’
out-of-the-classroom learning by providing
social, cultural, and educational opportunities.
Other Job Families
(not in study)
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Executive
Healthcare
Advancement
Research & Engineering
Office/Administrative Support
Business Administration
Information Technology
Communications/Theatre
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Who Is Affected?
The study affects specific staff titles in Student Support Services jobs.
The Division of Student Affairs, the Division of
Enrollment Management, and Intercollegiate
Athletics have many of the positions in this job
family, such as:
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Coordinator, Admissions/Recruitment
Admissions Representative
Academic Advisor
Student Services Coordinator
Counseling Psychologist
Asst Director, Career Center
Athletic Trainer
Assistant Coach
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Student Support Services Job Family
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What Will Happen to These Titles?
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Titles will be evaluated
Title could change or stay the same
Salary ranges will be assessed
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What Will NOT Happen to These Titles?
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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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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 position
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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
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Level (Grade)
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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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Factor Ranges
Evaluation Factor
From:
To:
Functional Knowledge
Knowledge of own job
Knowledge of multiple functions
(HR, Business Services, Facilities)
Expertise
Within own job
Department / Division / Campus
Leadership
On the job training & support
Responsible for multiple teams,
diverse activities
Problem Solving
Defined procedures,
straightforward situations
Complex judgment and
analytical thought
Nature of Impact
Small, direct, tasks;
accuracy important
Significant resources, policy,
planning
Area of Impact
Primarily on own job
Department / Division / Campus
Interpersonal Skills
Tact and courtesy
High level internal and
external negotiations
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Grade Determination
GGS Methodology
CEO
The level of the job within each role is the grade to which the job is assigned
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INDIVIDUAL CONTRIBUTOR
CAREER PATH
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1st LINE
TOP MGMT
MANAGEMENT
CAREER PATH
GRADE
TOP
MGMT
MIDDLE
MANAGEMENT
SUPERVISOR
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SUBJECT MATTER
EXPERT
PROFESSIONAL
TECHNICIAN
CLERICAL / ADMINISTRATIVE
MANUAL
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From Grade to Pay
Improving MU’s Compensation Plan
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Evaluating
internal
Job
hierarchy
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Selecting MU
Comparing MU
benchmark
benchmark jobs
jobs
to external market
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Implementing
Determining
pay ranges and communicating
new program
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Benchmark Jobs
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Developing Pay Ranges
Two objectives in developing a pay system and
structure are
• Internal Equity
• External Competitiveness
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Developing Pay Ranges
Internal Equity
• Job evaluation determines the internal
relationships between jobs
• Job evaluation results in each job being assigned
to a pay grade
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Developing Pay Ranges
External Competitiveness
• Market data is associated with each pay grade
based on:
– Benchmark jobs that were graded
– Titles in the study that were graded
Titles in the study for which there is no market
data are assigned to pay grades based on the
job evaluation process
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Developing Pay Ranges
Pay
Grade
Pay Range
Midpoint
Market
Rate
Market Ratio
(Midpoint ÷ Market Rate)
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$33,800
$31,700
1.07
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$38,900
$39,300
0.99
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$44,700
$42,200
1.06
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$51,400
$48,700
1.06
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$59,100
$61,800
0.96
 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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Pay Ranges
Global Grade
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2
3
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5
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7
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10
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15
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18-19
20-21
Minimum
$15,100
$16,200
$17,800
$20,500
$22,600
$26,000
$29,900
$33,100
$38,100
$43,800
$50,400
$57,900
$65,400
$75,200
$86,500
$97,600
$122,100
$131,400
$164,300
Midpoint
$17,800
$19,900
$22,300
$25,600
$29,400
$33,800
$38,900
$44,700
$51,400
$59,100
$68,000
$78,200
$89,900
$103,400
$118,900
$136,700
$170,900
$213,600
$267,000
Maximum
$20,400
$23,500
$26,700
$30,800
$36,200
$41,600
$47,800
$56,300
$64,800
$74,500
$85,700
$98,400
$114,500
$131,600
$151,400
$175,700
$219,800
$295,700
$369,700
Range
Spread
35%
45%
50%
50%
60%
60%
60%
70%
70%
70%
70%
70%
75%
75%
75%
80%
80%
125%
125%
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Developing Pay Ranges
17 Pay Ranges
• Tiered range spreads increasing from 35% to 80% to
accommodate greater breadth of responsibility
• Gradually increasing midpoint progression from 12%
to 25%
• Market ratios reflecting parity between pay range
midpoint and market
• Single structure for all campuses
Two Executive broadbands
• 125% range spread
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Title Consolidation
Before Title Consolidation
140
After Title Consolidation
123
120
100
95
79
80
60
40
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Number of Titles
• Reduced Titles by 20%
Number of Pay Ranges
• Reduced Ranges by 86%
Based on 403 UMC Student Support Services employees
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Title Consolidation
• Titles being consolidated are on the same grade
based on job evaluation
– Cumulative result of the evaluation of seven factors
– Roles remain the same
• Generic titles are used for compensation
purposes to identify the relative hierarchy of
titles in the pay system
• Working titles can be used to reflect specific
responsibility
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Job Hierarchy
Title
Grade
Title
Grade
Specialist I
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Assistant Program Director
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Specialist II
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Associate Program Director
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Specialist III
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Program Director I
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Program Director II
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Program Director III
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Assistant Director
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Representative I
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Representative II
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Academic Advisor
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Associate Director
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Sr. Academic Advisor
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Director I
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Director II
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Coordinator I
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Coordinator II
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Finalizing Results
• Moving current positions to new titles
after consolidation
• Creating job descriptions
• Reviewing grade and/or title appeals
• Updating compensation policies
• Communicating compensation
philosophy
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Frequently Asked
Questions
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Frequently Asked Questions
Will my pay be
affected by the
study?
No one’s pay will decrease as a result
of the study. However, some
employees will receive a pay increase
as a result of the analysis.
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Frequently Asked Questions
Will my performance
evaluation be affected?
No. The Staff Job Title and Salary Study
is about the work, not the worker.
Performance evaluation is about the
employee’s individual performance
and is not a part of the study.
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Frequently Asked Questions
Will this affect my ability
to advance in my career?
A career path for advancement may be
clearer as a result of the study.
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Frequently Asked Questions
Why is HR conducting this study
under current budget
constraints?
MU is planning for the future,
and the Student Support Services
positions are mission critical to this
planning effort.
While titles have been reviewed on an ad hoc basis, a
comprehensive job evaluation study has not been conducted since
1972.
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Frequently Asked Questions
Will my title
change?
Mizzou currently has over
1,600 distinct job titles for a
population of 7,500 employees.
Where titles involve similar duties and responsibilities, it is likely
that the number of titles will be consolidated, without eliminating
staff. However, that does not preclude your department from using
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working titles.
Frequently Asked Questions
Additional duties have
been added to my job.
Will I get a raise?
If the complexity of the job increased,
a pay raise could result if the job is evaluated
at a higher level, though a pay raise would
not be guaranteed.
If the complexity of the job did not increase,
though more of the same duties were added,
the job would not be evaluated at a higher
level and a pay raise would not be
considered, based on the job evaluation.
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Frequently Asked Questions
When will the other
titles and job families
be studied?
It is too soon for us to
know. After the results
of the pilot study are
implemented we will
begin to evaluate other
job families. This
process could take two
to three years.
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Key Points to Remember
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Titles were evaluated
Some titles were consolidated
Salary ranges were assessed
This is a pilot study
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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Future Steps
Communication of findings:
• Web page
• Employee Updates
• Employee forums
• Podcast
• Communicating pilot study results to
employees
• Educating managers and supervisors on
pilot study results
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Project Team
Enrollment Management:
Kim Hull, Business Manager
Student Auxiliary Services:
Rhonda Byers, HR Manager
Student Success Center:
Renee Alvarez, Fiscal Officer
Intercollegiate Athletics:
Dan Kerner, HR Specialist
Academic Advising:
Justin Shepherd, Academic Advisor II, Arts & Science/SSC
Susan Klusmeier, Academic Advisor, College of Business
Human Resource Services:
Karen Touzeau, Associate Vice Chancellor
Gary Fogelbach, Compensation Manager
Teresa Long, Manager, Human Resource Support Services
Mark Mothersbaugh, Manager, Human Resource Support Services
Rachelle Duke, Executive Staff Assistant II
Paula Carter, User Support Analyst
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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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