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July 31, 2013, 2:30 PM
Slide 1
COLLEGE OF SOUTHERN NEVADA Administrative and Academic Faculty Salary Study
Academic Faculty Open Forum Sessions
Sept 26 & 27, 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 2
q History In Brief Background Purpose of the Project
q Highlights of The Project Objectives of the Project Academic Faculty Compression Concerns
q About Us Narrative of Who We Are
q Project Approach Priorities Project Phases Project Timeline Communication Logistics
q Important Resources q Q & A
HISTORY IN BRIEF
September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 3
BACKROUND
In 2012, the Nevada System of Higher Education (NSHE) revised its compensation procedures and guidelines relating to the structure of existing academic salary schedules for community colleges.
The changes are:
" Transitioning of academic faculty from the current “Step” structure to a “Range” Structure
" Indexing the median of the academic “Range” structure to 78% of the national university faculty peer group of 49 land grant colleges
" Adoption of an “Equity Salary Adjustment Plan” agreed upon by the faculty senate and the president of the college
PURPOSE OF THE PROJECT
The purpose of this project is to assist the CSN Administration and Faculty to implement the NSHE guidelines.
Copyright 2013 Ulibarri-Mason Global HR LP Slide 4 Sept 26 & 27, 2013
NEVADA STATE HIGHER EDUCATION COMMUNITY COLLEGE SALARY STUDY ACADEMIC SALARY SCHEDULE, 2013 - 2014
Copyright 2013 Ulibarri-Mason Global HR LP Slide 5
Max = Range Median x 1.466178 Q3 = Range Median x 1.203361 Median = Range Median @ 78% Q1 = Range Median x 0.830879 Min = Range Median x 0.681941
Sept 26 & 27, 2013
Range 5 Median = 1.20 x Range 3 Median Range 4 Median = 1.12 x Range 3 Median Range 3 Median = 78% of University Academic Salary Schedule Median Range 2 Median = 0.88 x Range 3 Median Range 1 Median = 0.80 x Range 3 Median
MEDIAN STRUCTURE RANGE STRUCTURE
Catalyst
Copyright 2013 Ulibarri-Mason Global HR LP Slide 6
q Salary position in the “Step” plan moved to corresponding row (Grade )in the “Range” plan.
q Faculty salaries will be between the Minimum and Maximum of the Grade.
q Salary of faculty below new minimums would be brought up to minimums.
Sept 26 & 27, 2013
HIGHLIGHTS OF THE PROJECT
September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 7
PRIMARILY TO…
" Develop a transition strategy for moving Academic Faculty from a “Step Pay Plan” to a “Range Structure”.
" Assist CSN in developing methodologies for addressing salary compression and equity challenges resulting from the transition.
" Address internal equity and compression issues that resulted from the 5-year salary increase moratorium, salary reductions, and furloughs.
" Update the market position for “hard-to-recruit” employee groups (“Market Factor Schedule”).
" Review compensation policies such as initial placement, movement through the range, and performance to ensure ongoing compensation equity practices.
Copyright 2013 Ulibarri-Mason Global HR LP Slide 8
CAUSES OF SALARY COMPRESSION
" New hires bumping into or exceeding current employees’ salaries, that have been frozen due to years of no increases.
" Positions that are below the new minimum that would be moved up when the structure is updated. These positions will bump into positions in the old minimum, particularly in Steps 1 through 7.
" Adjustments in Steps 1 through 7 will further impact other Steps.
" Other causes of salary compression stemming from the 5-year salary increase moratorium, salary reductions and furloughs.
" Market Factor positions that are “hard-to-recruit” have not been reviewed since the imposition of the freeze and salary reduction
Copyright 2013 Ulibarri-Mason Global HR LP Slide 9
CADEMIC FACULTY SALARY COMPRESSION ISSUES
ABOUT US
September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 10
Slide 11
" Founded in 1994 " Experienced Providing Services to Higher Education " Experienced Providing Services to other Governmental Agencies " Consultants Assigned to this Project
OUR FIRM AND OUR CONSULTANTS HAVE PROVIDED CONSULTING SERVICES TO:
University of California System CalState University Northridge
Tufts University Northern Arizona University, Yavapai
Metropolitan State University of Denver Embry-Riddle Aeronautical University
University of Texas Pan-American University of Texas Southwestern Medical Center
Alamo Colleges, San Antonio Dallas County Community College District
Santa Fe Community College Texas Tech University System
University of Houston-Downtown Texas Southern University
Copyright 2013 Ulibarri-Mason Global HR LP
Copyright 2013 Ulibarri-Mason Global HR LP Slide 12
TEAM BIOGRAPHY AND PROJECT ROLES TEAM BIOGRAPHY AND PROJECT ROLES
Daniel Ulibarri, PhD, SPHR (Cognitive Psychology - UC, Berkeley)
Role: Principal Investigator
Experience: 25+ Years HR Consulting and Practice
IHE Served: Stanford University, Alamo Colleges, Santa Fe College, Dallas County Community College, University of New Mexico, University of Guam, Metropolitan State University of Denver
Primary Duties: Communication, Final Sign-off, Statistical Analysis, Job Analysis, Compensation Structure Review
Sheila Ortego / McLaughlin, PhD, University of New Mexico, American Studies. President Emeritus, 2012
Role: Senior Higher Education Advisor
Sheila is President Emeritus at Santa Fe, Community College in Santa Fe, NM. She has 13 years administrative and executive experience in community colleges, retiring as President in 2012. Dr. Ortego (now McLaughlin) is interim President of Pima Community College, Tucson). Primary Duties: Board / Executive Level Communication, Coalition Support Building, Administrative Compensation Financial Impact & Policies Analysis & Compensation issues affecting Higher Education
Elena Mason, BBA, CCP, SPHR (HR & Finance - University of Hong Kong)
Role: Project Manager
Experience: 18+ Years HR Consulting and Practice
IHE Served: Alamo Colleges, Santa Fe College, Dallas County Community College, Metropolitan State University of Denver, University of Houston-Downtown
Primary Duties: Project Management, Resource Management, Job Analysis, Job Description Review and Rewrites, Market Study, Cost Benefit Analysis
Brian Stout, Ph.D. Pharmacology, University of Texas Health and Science Center, San Antonio.
Role: Faculty Consultant and Data Analysis Brian has over 10 years of experience as a faculty member and 8+ years neuroscience research. Brian has served as Academic Leader (Faculty Dean) and President of the Faculty Senate at Northwest Vista College. Brian is the only founding member of the Faculty Senate still serving. Brian actively participates in science outreach and education programs across San Antonio. Brian recently received the Star Service Award for his role in the Alamo Colleges Faculty Compensation Committee.
Sheila McLaughlin
Brian Stout
C S P 1 2 A - 0 2 7
TEAM BIOGRAPHY
James Fleming, PhD (Psychological Measurement, Eval., and Quantitative Methods – UC Berkeley)
Role: Senior Statistician and Faculty Consultant
Experience: 25+ Years Consulting, Teaching. Retired faculty &researcher Cal State University, Northridge
Served: Alamo Colleges, Metropolitan State University, Denver, Cal State University, University of Arizona, Yavapai, Embry-Riddle Aeronautical University, University of Houston, Downtown.
Primary Duties: Statistical Analysis, Meta Analysis, Reporting.
James Litrownik, MA (Educational Psychology— UC Berkeley)
Role: Faculty Compensation Data Analysis and Comparisons
Experience: 25+ Years higher education faculty research and compensation analysis for UC System. Served: University of California System, University of Houston, Downtown, CUPA Advisor.
Primary Duties: Statistical Analysis, Faculty Compensation Research, Data Analysis and Reporting
Copyright 2013 Ulibarri-Mason Global HR LP Slide 13
TEAM BIOGRAPHY
Ellen Switkes, PhD (Inorganic Chemistry – MIT), Asst. Vice President Emeritus, Academic Affairs, University of California System.
Role: Higher Education Advisor Experience: 25+ Years in Higher Education
Served: Alamo Colleges, Metropolitan State University of Denver, UC California System, School of Global Health, TUFTS University, University of Houston, Downtown, Berkeley Institute on Higher Education.
Primary Duties: Communications and Reviews of Deliverables focusing on Higher Ed Practices In addition to Ellen’s experience as a faculty member and senior administrator at the University of California, Santa Cruz, and University of California System, as Assistant Vice President of Academic Affairs, Ellen has been consulting with UM Global HR since 2008 where she worked on the Metropolitan State University of Denver, and Alamo Colleges Compensation projects
Jim Litrownik
Ellen Switkes
PROJECT APPROACH
September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 14
Copyright 2013 Ulibarri-Mason Global HR LP Slide 15
PRIORITIES
1. Establish Transition Management Team (TMT)
2. Transition Faculty from Current Step To Equivalent Position in Range
2a. Adjust Faculty Salaries that are Below Minimum & Document Cost
3. Perform Internal Equity Analysis & Recommend Adjustments for Faculty Placement
3a. Determine Impact of Moving Faculty to Minimum, Develop Compression Fix Strategy and Document Cost
3b. Determine Impact of “3a” on other Faculty 3c. Conduct Statistical Regression Analysis and
Scatter Plot Analysis to Determine and Recommend Salary Adjustments and Document Costs
4. Collect Market Data for “Market Factor” Group 4a. Use local market / regional market
5. Review and Update Policies
6. Provide Impact Analysis and Recommend Course of Action
Copyright 2013 Ulibarri-Mason Global HR LP Slide 16
PHASES
Phase I Planning, Due Diligence and Communication
Phase II Review of NSHE Task Force Report
Phase III Conduct Market Study for “Market Factor Schedule” i.e., Hard-to-Fill Positions
Phase IV
For Administrative Faculty: Conduct Job Duties Analysis, Job Title Convention, and Placement of Job Titles in Grades.
For Academic Faculty:
Transition Faculty from Step Salary Schedule to Range Salary Schedule
Phase V Conduct Internal Equity Analysis
Phase VI Develop & Recommend Policies and Guidelines on Initial Placement and Strategies for Ongoing Implementation
Project Closeout Final Report, Transition, and Ongoing Maintenance Implementation
Slide 17
Phases Major Steps Sept Oct Nov Dec Jan I Planning & Due Diligence and Formulation of TMT II Review of NSHE Task Force Repot III Conduct Market Study of Hard-to-Fill Market
Factor Schedule Positions IV Transition Faculty from Step to Range Structure
Pay Plan • Faculty Below Minimum
• Internal Equity Adjustments V Conduct Internal Equity Analysis and Cost Impacts
VI Develop Policies and Guidelines on Initial Placement and Strategies for Ongoing Implementation
• Drafts & Final Report
Ongoing Maintenance Implementation Strategy
Copyright 2013 Ulibarri-Mason Global HR LP
Project Completion is Jan 30, 2014
= Subtasks = Milestones = Major Tasks
Copyright 2013 Ulibarri-Mason Global HR LP Slide 18
" Regular, once a month meetings with TMT
" Letter Announcing the Project and Details of the TMT
" Town Hall Meetings
" Project Dashboard
" Ongoing Communication
" Drafts and Final Report
" Appeals Process
Copyright 2013 Ulibarri-Mason Global HR LP Slide 19
TEAM NAME WHO? WHY? OBJECTIVES
Oversight Committee1 • CSN President • Senior Vice President Finance
and Administration • Vice President Academic/
Student Affairs • Faculty Senate Chair • AFA Chair; and • Senior Director of Human
Resources
For coalition support building
Clarify objectives of the project.
Discuss state funding parameters and budget limitations as they pertain to the implementation of the initiative.
Leadership and project advocacy when it comes to seeking Board of Regents support.
TMT (Transition Management Team) 2
Faculty Senators, Volunteers, Program Directors, Designated Human Resources Personnel 54 Volunteers is current count
For setting up the working committee
To champion the project
Review all consultant’s deliverables
Discuss results
1. Oversight Committee is the “Project Sponsor” or the “Project Champion”. This is typically made up of senior administrators and faculty leadership.
2. TMT is “Transition Management Team”; is also known as the “Working Committee” and is typically made up of key senior
personnel from various departments and employee groups such as: faculty, administration, and staff.
September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 20
" Arrange Data By Academic Class In Scatter Plot " Identify Patterns
In this example, nine-month salaries are used along with Year of Hire to conduct a regression analysis. The graph shows significant variability in all Classifications— i.e., faculty in the same class, with the same years of service, but different salaries.
BEFORE: REAL DATA EXAMPLE OF “BEFORE” COMPRESSION FIX: FACULTY SALARIES BY CLASSIFICATION AND HIRE YEAR (YEARS OF SERVICE)
“BEFORE”
September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 21
Step Two Example Compression Fix— Adjust the salaries of 425 faculty with 0 to 7 years experience by a factor of 1.75% depending on year hired. Equity Adjustments:
1. 2011 A = 1, all others = 0: All new hires at B or above have a 4% increase from Step A to Step B, that is not in the new schedule. A 1 year credit places them too high
2. Three (3), 2010 hires in Steps A, B, C, get 1 year instead of 2 (same reason as above).
3. Two BA faculty at Step D need 1.5 instead of 1 to meet initial placement.
4. Forty-two (42) Faculty at Step I need a .5 Increase to stay above Step H by at least $500.
STEP ONE: Identify faculty below the minimums of new range, update salary and document cost.
STEP TWO: Compression Fix— Adjust the salaries of faculty with 0 to 7 years experience by a factor to account for compression due to Step One.
September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 22
" Arrange Observations By Academic Class and Regress Current Location in Steps with Salaries " Identify Positions That Require Attention (Anomalies) " Determine Reason or Explanation for Anomalies
In this example, a group of individuals in the Master’s Classification with 9-month salaries is arranged and regressed with their location in the salary ranges (step location). Observations that are over and above the line are identified as anomalies. Reasons for anomalies can be both inversion and compression due to high demands for those particular professions.
STEP THREE: Identify Positions That Require Attention
September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 23
Example (Work we did for a community college in Texas):
" From 3 Years to 5 years to 7 Years Credit " A constant, non-compounded, 1.75% per year (instead of the current 4% for the first year and 2%
thereafter up to 5 years) helps prevent salary compression and places more value on years earned at the college.
STEP FOUR: Change Initial Placement Policy
Initial Placement Under the Range Salary Schedule EDUCATION Base Years of Experience
CLASSIFICATION 0 Years 1 Year 2 Years 3 Years 4 Years 5 Years 6 Years 7 Years BA $38,500 $39,174 $39,848 $40,521 $41,195 $41,869 $42,543 $43,216
MA $42,000 $42,735 $43,470 $44,205 $44,940 $45,675 $46,410 $47,145
MA + 12 $43,050 $43,803 $44,557 $45,310 $46,064 $46,817 $47,570 $48,324
MA + 24 $44,126 $44,898 $45,670 $46,443 $47,215 $47,987 $48,759 $49,531
MA + 36 $45,229 $46,021 $46,812 $47,604 $48,395 $49,187 $49,978 $50,770
MA + 48 $46,360 $47,171 $47,983 $48,794 $49,605 $50,417 $51,228 $52,039
PhD $48,678 $49,530 $50,382 $51,234 $52,085 $52,937 $53,789 $54,641 Experience Increase Non-Compounding 1.75% 3.50% 5.25% 7.00% 8.75% 10.50% 12.25%
Credit per Year 1.75% 1.75% 1.75% 1.75% 1.75% 1.75% 1.75%
Current Rate 2.00% 4.04% 6.12% 8.24% 10.41% 12.62% 14.87%
September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 24
" Move to new minimums " Adjust Compression in First Few Steps
That Are Directly Impacted " Examine The Impact on The Rest of the
Grades
" Develop Strategy for Dealing with Issues, Including Providing Increases to Certain Classification, Adjust Years of Experience Credit, Change Initial Placement and Institute Policies
" Provide a One-Time Across-The-Board Increase To Prevent Compression From Creeping Up In Latter Years
Now the graph shows that salaries are aligned with their respective classification. Variability is removed.
STEP FIVE: Apply Possible Fixes “AFTER”
Slide 25
John Scarborough: Senior Director, Department of Human Resouces Email: [email protected] Tel: (702) 651- 7489 Patty Charlton: Senior Vice President, Finance and Administration Email: [email protected] Tel: (702) 651-6557
PROJECT TEAM
Copyright 2013 Ulibarri-Mason Global HR LP
UM GLOBAL PROJECT CONTACTS
Daniel Ulibarri, PhD/SPHR Email: [email protected] Tel: (469) 767-1772 Eléna Mason, CCP/SPHR Email: [email protected] Tel: (214) 636-9025
CSN PROJECT CONTACTS
Q & A
Copyright 2013 Ulibarri-Mason Global HR LP Slide 26