staff compensation program update january 2004. 2 g:\b\bckbos\pr\2004\admin guidelines\open forum...

$: Staff Compensation Program Update January 2004. 2 G:\B\Bckbos\Pr\2004\Admin Guidelines\Open Forum 01-12-04 v4.ppt Progress to-Date Staff Compensation$
Staff Compensation Program Update

January 2004

2G:\B\Bckbos\Pr\2004\Admin Guidelines\Open Forum 01-12-04 v4.ppt

Progress to-Date

Staff Compensation Program Framework

Position Placement Process

Next Steps

Today’s Meeting Objectives


Valuing Work @ Bucknell: Job Classification/Compensation

A systematic process for developing a job structureacross the University to:

Determine job roles & contributions

Balance internal & external equity

Support career paths

Plan human resource needs

Allocate limited resources


Program Objectives & Guiding Principles

Is simple to use, easy to understand, and viewed as credible by both managers and staff members;

Effectively combines the external market value of jobs with the internal contribution of staff members;

Recognizes the skills, competencies and applied knowledge needed to be successful in a job;

Provides a foundation and roadmap for career development, promotions and continued learning; and

Is a uniform and consistently-applied process across departments.

Progress to-Date


Our Program Development Process

• Broad strategic objectives & principles to guide program design

• Advisory Team• Pilot tested Job Profiles • Staff members completed

Job Profiles • Position placement

• Collect competitive data to build market pay ranges

Objectives & Guiding Principles

Staff Member Input Market Assessment



Staff Compensation Program Development Process

Reviewed job classification

alternatives - by University

- by Division - by Function

Decided on a single framework for the University

Considered competencies& job content

factors

Use staff member inputto ‘build’ the

program ratherthan use a predefined framework

Decided that competencies

are to be defined more ‘broadly’ as core values that

everyone is expected to demonstrate



Compensation Program Design

• Formed Career Bands highlighting key job content factors & broad levels of contribution across the University

• Assign market pay ranges for each career band

• Develop guidelines for managing pay and career movement

Staff Compensation Program Framework


Framework based upon staff input Staff members completed Job Profiles

Job Profiles were used to:

– Identify commonalities & distinctions across all campus roles

– Develop career bands 7 bands were developed Based on natural groupings Stronger emphasis on

Accountability & Impact Judgment & Problem Solving


What is career banding?

A University-wide framework for grouping Bucknell jobs based on career stages and organizational impact– Career bands represent flexibility for career movement

within bands (most common) or

to a different career band (less common) based on career aspirations

It provides a flexible framework for:– Grouping Bucknell Jobs– Responding to changes in work– Supporting staff growth & development– Facilitating mobility


7 Career Bands

B U C K N E LL

Broad descriptions were categorized for each career bandbased on the same Job Content Factors:

Typical Role

Accountability & Impact

Judgment & Problem-Solving

Typical Education & Experience

Leadership/Mentorship


An example of 3 of our career bands

B K ETypical Role Semi-skilled and skilled staff exercising some

independent judgment in following instructions and established policies and procedures to perform a variety of routine and some non-routine tasks in office or non-office settings

Support to more technical level jobs Requires direction but works autonomously with

superior available to answer questions or handle unusual situations

Interprets and applies University policies, manages resources and initiates actions to achieve broadly defined objectives

Individual contributors apply or impart their own experiences and the advanced concepts, practices and procedures of their specialty field to achieve objectives

Provides input into the budget planning process and is responsible for controlling and recommending budget expenditures within a scope of authority

May oversee day-to-day operations of a segment of a department

Responsible for managing resources and/or a major department as a senior level manager

In-depth knowledge of the profession– Understanding of the broader University operations– Deploy department resources to achieve objectives– Responsible for managing a budget and controlling expenditures

Accountability and Impact

Makes decisions on a day-to-day basis based on clear instructions that typically impact the immediate work group or area

Consults with others on difficult situations and shares responsibility for decisions

Provides final approval on policy decisions that affect the department or multiple departments

Judgment and Problem Solving

Work is assigned and performed under occasional direction

Work is reviewed for accuracy and adequacy, and measured against established standards

Unusual problems are referred to supervisors or more experienced staff

Work is done independently Plans own workload prioritizing key tasks and ensures

the appropriate allocation of time and effort to achieve the required results

Results are reviewed by others to ensure compliance with Bucknell’s processes

Encounters difficult problems Researches and analyzes alternatives involving many

factors to arrive at solutions

Works with little guidance under the University’s policies Acts with considerable latitude in the scope of work activities Encounters problems where the facts may be insufficient or misleading Anticipates problems that incorporate the University areas or

departments

Typical Education and Experience

A High School degree or equivalent Some experience preferred but less than 1

year is required

A Bachelor’s degree or possibly a Master’s degree At least 4 years of comprehensive experience related to

the job

A Bachelor’s or Master’s degree At least 7 years of comprehensive experience related to the job

Leadership/ Mentorship

Works collaboratively with others in the completion of work

Willingly helps others who need additional support and information

Assigns work, trains or advises other staff in developing their skills

Actively encourages others to make decisions and take action

Actively participates in group projects and encourages others to work collaboratively

Provides information and advice to those who have decision making responsibility

Leads, mentors and motivates others to integrate the objectives of the University

Facilitates the alignment of goals across the University Leads staffing decisions, setting work objectives and training and

coaching of staff Supports a team culture that promotes collaboration across departments


Staff Compensation Program Design

Staff Compensation

Program

Relationship

Community Focus

Achievement

Leadership

Job Content Factors

Core Competencies Bucknell Core Competencies

Used in:- recruitment- staff development- performance management- career pathing- recognition

Bucknell Job Content Factors

Foundation for the Program

– Broad levels of contribution across the University

Job ContentFactors


Position Placement Process Staff members review the Framework & Position Placement Guidelines

Supervisors and staff members review and discuss where each position best fits within the framework

Department heads provide the position placement recommendations to Personnel Services

Personnel Services and Mercer HR review the recommendations for overall internal alignment

Personnel Services works with department/division heads to resolve any outstanding placement issues



Staff

Dept &/orDivision

Head

Supervisor

PersonnelServices/

Mercer HR


Position Placement Guidelines

Objectivity

Fit

Job Content Factors

Perspective

Salary

Job Titles


Why are we doing this?

Your input & ownership in this University-wide Program is important.

You & your supervisor are knowledgeable about your job.

Active involvement will help staff members better understand and be engaged.

It takes all of us, in each of our roles, to make Bucknell successful.

We need to recognize, value, and respect every level of contribution.

Next Steps


Next Steps

January/February/March Complete the position placement process by January 26TH.

Develop administrative guidelines and communications.

Establish appropriate pay levels based on current market data.

April/May/June Communicate new compensation program to all staff.

Make recommendations for pay adjustments if necessary.

July New Staff Compensation Program in place on July 1, 2004.

Questions?

staff compensation program update january 2004. 2 g:\b\bckbos\pr\2004\admin guidelines\open forum...

Documents

career development

career movement slide

job profiles job profiles

job profiles staff members

program objectives

staff input staff members

career stages

career aspirations