classification and compensation Analysis Pilot Project MU Staff Job Title and Salary Study Campus Implementation – April 2014

What Is The Study? 

A review of staff positions and compensation :

JOB 1

JOB 2

JOB 3

Internal relative relationships

and salary structure

What is the Goal of the Study? 

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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Who Is Affected? 

• All staff titles except those in the Service and Maintenance job family have been reviewed

• Further consolidation of the Office Administration & Support and Student Support Services occurred

• Information Technology was completed February 2014

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Who Is Affected ? 

45 Divisions/Colleges1,400 Titles included in the study5,700 MU & UM System employees (approx.)

What Happened to These Titles?

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• Titles were evaluated• Most titles changed, some stayed the same• Salary ranges were developed

• Employees did not lose pay• Job duties did not change• Organizational structure did not change• No positions were eliminated, no one was laid off

• Employee performance was not evaluated

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Who: All titles except those in the Service and Maintenance job family have now been reviewed

What: Analysis of job descriptions, titles,

and compensation

MU Staff Job Title and Salary Study

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Where: UM System wide

When: Data collection and assessment,

began in 2010

MU Staff Job Title and Salary Study

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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.

What Do We Look At When Evaluating A Job?

 

LEVEL 2

LEVEL 1

LEVEL 3

LEVEL 4

LEVEL 5

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How: Global Grading System

job evaluation methodology

The determination is based on 3 characteristics:

What Do We Look At When Evaluating A Job?

 

1. Required knowledge, skills and abilities

2. Complexity of the assigned work

3. Scope and impact of the title

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Career Path and Role Determination:Jobs are mapped with respect to career path, role, and level:

Career Path

Role

Level (Grade)

2

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Number of Options

Characteristic

What Do We Look At When Evaluating A Job?

 

MANAGEMENTCAREER PATH

INDIVIDUAL CONTRIBUTOR CAREER PATH

First, the career path of the work is determined:

Career Path Determination

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Supervisor or Manager

Type and level of positions supervised

Influence upon functional or organizational

strategy

Role

Individual Contributor

Functional Knowledge

Independence in applying professional expertise

Role

Career Path and Role Determination

 

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SUBJECT MATTER EXPERT

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MANAGEMENTCAREER PATH

SUPERVISOR

TOP MGMT

MIDDLE MANAGEMENT

1st LINE TOP MGMT

INDIVIDUALCONTRIBUTOR CAREER PATH

CLERICAL / ADMIN

MANUAL

PROFESSIONAL

Next, the role of the job is determined

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Role Determination

TECHNICIAN

Functional knowledge

Business expertise

Leadership

Problem solving

Nature of impact

Area of impact

Interpersonal skills

• The knowledge required to perform the work

• The expertise in the job, the related areas affecting the job, and areas which the job affects

• The leadership required in the job

• 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

Specific job factors are assessed to determine the level of the job within each role:

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Level Determination

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GGS Methodology

GRADE

MA

NA

GE

ME

NT

CA

RE

ER

PA

TH

SUPERVISOR

MANUALMANUAL

SUBJECT MATTEREXPERT

MIDDLEMANAGEMENT

TOPMGMT

1st. LINE TOP MGMT

IND

IVID

UA

L C

ON

TR

IBU

TO

R

CA

RE

ER

PA

TH

Global Grading Methodology 

The level of the job within each role is the grade to which the job is assigned

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 CEO

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 CEO

TECHNICIAN

OFFICE ADMINISTRATION & SUPPORT

PROFESSIONAL

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1 2 3 4

Comparing MU benchmark jobs to

external market

Selecting MU benchmark

jobs

Evaluating internal

Jobhierarchy

Determining pay ranges

From Grade to Pay

Improving MU’s Compensation Plan

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Implementing and communicating

new program

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Two objectives in developing a pay system and structure are

• Internal Equity• External Competitiveness

From Grade to Pay

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Internal Equity

• Job evaluation determines the internal relationships between jobs

• Job evaluation results in each job being assigned to a pay grade

External Competitiveness

• Benchmark jobs were graded• Titles in the study were graded• Titles with no market data were assigned to

grades based on job evaluation

From Grade to Pay

“Benchmark”

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Benchmark Jobs

A representative job, easily identified and common to many organizations

“Salary Survey”

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Salary Survey

An organizational sample of jobs and salaries compared to the external labor market, from which compensation conclusions can be drawn.

• Positions in the same grade are equal

• Ranges allow the option to pay market rates

• The midpoint – experienced and fully qualified employee

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Salary Structure

• Maximum is the highest salary level for the titles

• Range spread is the Max-Min

Min

Pay Grade

Pay Range Midpoint

Market Rate

Market Ratio (Midpoint ÷ Market Rate)

3 $23,200 $22,500 1.03

4 $26,600 $26,600 1.00

5 $30,600 $29,700 1.03

6 $35,200 $32,800 1.07

7 $40,500 $40,900 0.99

8 $46,500 $43,800 1.06

Job evaluation determines the internal relationships between jobs by assigning titles to pay grades.

Pay range midpoints approximate the market for building the structure.

Developing Pay Ranges 

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16 Pay Ranges• Tiered range spreads increasing from 35% to 125%

to accommodate greater breadth of responsibility• Gradually increasing midpoint progression from

12% to 20%• Market ratios reflecting parity between pay range

midpoint and market• Single structure for all campuses

Developing Pay Ranges 

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Pay Ranges (Annual)

Global Grade

Minimum Midpoint MaximumRange Spread

1 $15,700 $18,500 $21,200 35%2 $16,800 $20,700 $24,400 45%3 $18,500 $23,200 $27,800 50%4 $21,300 $26,600 $32,000 50%5 $23,500 $30,600 $37,600 60%6 $27,000 $35,200 $43,300 60%7 $31,100 $40,500 $49,700 60%8 $34,400 $46,500 $58,600 70%9 $39,600 $53,500 $67,400 70%

10 $45,600 $61,500 $77,500 70%11 $52,400 $70,700 $89,100 70%12 $60,600 $84,900 $109,100 80%13 $70,200 $101,800 $133,400 90%14 $81,400 $122,200 $162,900 100%15 $97,800 $146,600 $195,500 100%16 $108,300 $176,000 $243,600 125%

• GGS pay ranges were increased in September 2013

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Pay Adjustments

• Employees paid at or above the new maximums will be eligible for lump sum merit increases

• Employees paid below the new minimums receive a pay increase effective April 13

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Pay Adjustments - Special Circumstances

• Employees that receive commission or jobs that are outliers are assigned to a Market (MKT) range (no minimum or maximum rate)

• Employees whose pay was not brought into the range in September have now been brought to the minimum:

• Office Administration & Support • Student Support Services

• Titles consolidated – same grade based on job evaluation

• Title descriptions developed after the consolidation

• Titles are part of a general title hierarchy of Global Titles

Title Consolidation  

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• 5,000 titles in 5 salary plans with over 1,100 pay ranges

• Increasing number of titles• Too many single incumbent titles• Not sustainable • Different titles describing similar jobs

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Why the Move to Global Titles?  

• One salary plan - GGS• 710 titles on 20 pay ranges• Career paths clearer/more evident• Transparent organizational hierarchy• Enhanced reporting system wide

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Global Titles – Moving to the Future 

Job Hierarchy

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Title GradeOffice Support Aide 2

Office Support Assistant I 3

Office Support Assistant II 4

Office Support Assistant III 5

Office Support Assistant IV 6

Business Support Specialist I 6

Sr. Office Support Assistant 7

Business Support Specialist II 7

Business Support Analyst 7

Title Grade

Office Support Associate 8

Executive Assistant 8

Business Support Analyst II 8

Senior Business Operations Specialist

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Business Operations Associate I 8

Business Operations Associate II 9

Senior Business Operations Associate

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Collapsed Titles

Current Title Collapsed Title

Veterinary Samples Assistant Office Support Assistant II

Office Support Assistant

Editorial Assistant

Office Support Assistant III

Office Support Associate

Interior Design Assistant

Mail Processing Technician

Reader Scorer

Office Support Associate (Shift Diff)

Current Title Collapsed Title

Administrative Assistant

Office Support Assistant IV

Marketing Assistant

Sports Operation Assistant

Grants & Contracts Assistant

Database Services SpecialistSenior Office

Support AssistantData Quality Specialist

Telephone Survey Supervisor

Senior Staff Specialist Office Support AssociateCoordinator Veterinary Info.

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Collapsed Titles

Current Title Collapsed Title

Coordinator Instructional Material Center Business

Operations Associate ICoordinator University

Conference Center

Assistant Director

Business Operations Associate II

Coordinator Non-US Citizen Taxation

Coordinator Childcare Center

Facilities Space Planner/Analyst - Entry

Sourcing Specialist, Strategic - Entry

Licensing Assistant

Current Title Collapsed Title

Assistant Director Museum Operations

Senior Business Operations Associate

Compliance Analyst II

Coordinator Emergency Services - Education

Senior Space Planner - Healthcare

Manager – Grants & Contracts

Licensing Associate

Manager – Sales & Research

Landscape Designer Craft, Service, Maintenance

(CSM) Professional II

Coordinator Building Operations

• Can use “old” title for working title

• Should clearly define job duties

• All existing working titles will remain in PeopleSoft

• HRS will audit in the future

• Can NOT use titles that suggest promotion

• Can NOT use to change or elevate job duties

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Working Titles

• Significant change in the duties and responsibilities of the position relative to the factors used in GGS

for job evaluation

• Manager must determine if a review is warranted

• Appeal review will begin June 1st 2014

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Appeal Process

A review of the GGS grade is not warranted if solely based on:

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Appeal Process

• salary range associated with the global grade

• increase in the volume of an individual’s workload

• an interim/temporary or future job assignment

• where a salary falls within the given range

• the list of duties associated with the title

• a review of an individual’s performance

• the global title designation

• Titles evaluated using same criteria

• Titles on the same salary plan/GGS

• Generic title consolidation – from 5,000 to over 700

• All staff paid within new ranges

• Better reporting as a result of the study

• Pay consistently across UM System

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Accomplishments

Key Points to Remember

• Titles were evaluated • Title consolidation conducted• Salary ranges developed

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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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http://hrs.missouri.edu

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.

Human Resource ServicesUniversity of Missouri

1095 Virginia Avenue Columbia, MO 65211 • Phone: 573-882-4256 • Web: hrs.missouri.edu