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COMPREHENSIVE REFORM
TRANSPARENCY, FAIRNESS AND OBJECTIVITY
RESPONSIVENESS AND AGILITY
BASIC PRINCIPLESBASIC PRINCIPLES
PROCESSPROCESS
Key Decision Makers (Board of Visitors/President)
S te e ring Committe e
Purpose To provide overall guidance and direction for the
new HR system
Lead Design Group
Purpose To coordinate design teams, and
facilitate communications a nd integration of efforts
Managers Advisory Committee
Purpose To provide input and recommendations to Steering Committee and Design Teams
Employee Advisory Committee
Purpose To provide input and recommendations to Steering Committee and Design Teams
Classification & Compensation Design Team
Employee Relations Design Team
Professional Development and
Training Design Team
Benefits & Workplace Design Team
Communications Design Team
R estr uctur ing I mplementation Str uctur e
EMPLOYEE SURVEY
FOCUS GROUPS
ADVISORY COMMITTEES
EMPLOYEE CONVERSATIONS
COMMUNICATIONS
PROCESSPROCESS
CLASSIFICATION & COMPENSATION
EMPLOYEE RELATIONS
BENEFITS
HUMAN RESOURCES DEVELOPMENT
PROCESS REDESIGN
A COMPREHENSIVE A COMPREHENSIVE SYSTEMSYSTEM
5
CLASSIFICATIONCLASSIFICATION
UNIVERSITY EMPLOYEES (AS OF JULY 1, 2006)◦INSTRUCTIONAL & RESEARCH FACULTY
– GOVERNED BY FACULTY HANDBOOK◦OPERATIONAL (INCLUDING HOURLY)◦PROFESSIONAL/PROFESSIONAL FACULTY◦EXECUTIVE
CLASSIFIED◦THOSE EMPLOYED BY THE COLLEGE
PRIOR TO JULY 1, 2006 CATEGORIZED AS CLASSIFIED BY THE STATE AND WHO HAVE THE RIGHT TO ELECT TO PARTICIPATE IN THE UNIVERSITY SYSTEM
CLASSIFICATION PROCESSCLASSIFICATION PROCESS
PDQ’SMANAGER’S SURVEY OF RECRUITMENT
AREAPEER GROUPSASSIGNED BY CATEGORYASSIGNED BY ROLEASSIGNED CONTRIBUTION LEVELASSIGNED PAY RANGE ACCORDING TO
POSITION AND PEER GROUPCHECKED AND RECHECKED VERTICALLY
AND HORIZONTALLY ACROSS UNITS AND ACROSS LIKE POSITIONS ON CAMPUS; ASKED QUESTIONS
CLASSIFICATIONCLASSIFICATION
University Employee Classification & Compensation Systemand Pay
Category Operational Professional/Professional Faculty Executive
RoleAdministrative/ Technical Operational
Academic/Clinical/ Research OperationalAdministrative/ Technical Professional
Academic/Clinical/ Research ProfessionalAdministrative/Academic
Contribution Levels/Stages
AContributes by performing routine/repetitive tasks and activities.
BContributes by using established processes, methods, and systems.
CContributes by using substantive experience, collaboration, and problem resolution.
DContributes by using advanced knowledge, skills and professional expertise in establishing processes, methods or procedures.
EContributes by implementing strategic direction through operational planning within unit using advanced knowledge, skills and professional expertise.
FContributes by setting strategic direction/goals using advanced knowledge, skills and professional expertise within unit.
GContributes by setting strategic direction/goals within function /area.
HContributes by setting mission, vision and strategic direction/goals of institution.
Market Based Compensation
Pay ranges depend on the contribution to the University and the relevant labor market value.
COMPETITIVE PAY FOR EMPLOYEES WITH SIMILAR RESPONSIBILITIES, DEMONSTRATED COMPETENCE AND EXPERIENCE
BASED ON LEVEL OF RESPONSIBILITY, EQUITY AND MERIT
SALARY INCREASES EARNED THROUGH PERFORMANCE
MARKET◦NATIONAL, REGIONAL, LOCAL PEER
GROUPS◦LONG TERM GOAL – MEDIAN OF RANGE◦UPDATED EVERY THREE YEARS
MERIT◦BASED ON GROWTH AND ACHIEVEMENT
COMPENSATION SYSTEMCOMPENSATION SYSTEM
PERFORMANCE EVALUATIONS
GRIEVANCES AND COMPLAINTS◦PROFESSIONAL EMPLOYEES◦HOURLY EMPLOYEES
EMPLOYEE RELATIONSEMPLOYEE RELATIONS
CONSTRUCTIVE DIALOGUE THAT PROVIDES EMPLOYEE WITH RELEVANT, SPECIFIC AND TIMELY INFORMATION ABOUT PERFORMANCE EXPECTATIONS AND ACHIEVEMENTS
PROVIDES FOUNDATION FOR PAY FOR PERFORMANCE
CONTINUOUS FEEDBACK
CONSISTENCY AND ACCURACY
PERFORMANCE PERFORMANCE EVALUATIONEVALUATION
PROFESSIONAL EMPLOYEES◦EACH EMPLOYEE WILL HAVE AN ANNUAL
PERFORMANCE PLAN◦PROVIDES COMMON BASELINE◦ALLOWS FOR FLEXIBILITY IN METHOD OF
EVALUATIONOPERATIONAL EMPLOYEES
◦REPLACE STATE 3 LEVELS WITH UNIVERSITY 5 LEVELS
PERFORMANCE PERFORMANCE EVALUATIONEVALUATION
PERFORMANCE PLANS WILL BE JOINTLY DEVELOPED BY SUPERVISOR AND EMPLOYEE
WILL INCLUDE DEVELOPMENT PLAN
CONTINUOUS FEEDBACK; MID-YEAR DISCUSSION
EMPHASIZES CONSISTENCY AND ACCURACY
PERFORMANCE PERFORMANCE EVALUATIONEVALUATION
SUCCESS DEPENDS ON:
TRAINING
FIRST YEAR TRIAL◦OPERATIONAL – OCT. 25 TO OCT. 24◦PROFESSIONAL - JUNE 1 TO MAY 31
OPERATIONAL EMPLOYEES – REQUIRED USE OF THE STATE SYSTEM
PROFESSIONAL EMPLOYEES – MORE ROBUST INTERNAL SYSTEM
HOURLY EMPLOYEES – NEW INTERNAL SYSTEM
GRIEVANCE POLICIESGRIEVANCE POLICIES
EVERY EMPLOYEE CONTINUES TO HAVE ACCESS TO THE STATE’S PROGRAMS FOR:◦RETIREMENT◦HEALTH◦LIFE INSURANCE◦DISABILITY◦WORKER’S COMPENSATION, AND◦OPTIONAL BENEFITS
BENEFITSBENEFITS
FOR THE FIRST TIME, PROVIDES SOME BENEFITS TO HOURLY EMPLOYEES
FIVE PAID HOLIDAYS
LEAVE PROGRAM BASED ON LENGTH OF SERVICE
BENEFITS FOR HOURLY BENEFITS FOR HOURLY EMPLOYEESEMPLOYEES
FAMILY LEAVE WITH PAY◦ELIGIBILITY
LEAVE SHARING FOR PROFESSIONAL EMPLOYEES
ENHANCED BENEFITSENHANCED BENEFITS
IMPLEMENTATION IMPLEMENTATION SCHEDULESCHEDULE
OCTOBER 1 – ROLL OUT
◦ HOLD TWO EMPLOYEE FORUMS ON MAIN CAMPUS
OCTOBER 2
◦ HOLD EMPLOYEE FORUM AT VIMS OCTOBER 3
◦ DISTRIBUTE INFORMATION PACKETS TO INDIVIDUAL EMPLOYEES
◦ BEGIN 90 DAY ELECTION PERIOD JANUARY 5
◦ ELECTION PERIOD CLOSES JANUARY 10
◦ SYSTEM IN EFFECT
OCTOBER 1 – JANUARY 5OCTOBER 1 – JANUARY 5
MANAGEMENT REVIEW PERIOD
PROVOST CRITERIA AND REVIEW ◦PROFESSIONALS◦PROFESSIONAL FACULTY
CATEGORIZATION
ExampleExample
ExampleExample
WHY RESTRUCTUREWHY RESTRUCTURE
OPPORTUNITY NOW◦UVA AND TECH BEGIN TODAY AS
WELLSYSTEM FOR HIGHER EDUCATION
ENVIRONMENT◦SUBSTANTIVE IMPROVEMENT
MUST ACKNOWLEDGE THE FISCAL REALITIES
MUST TAKE LONG VIEW
CULTURE CHANGE – DOING BUSINESS IN A DIFFERENT WAY
THIS WILL TAKE COMMITMENT, TIME AND PATIENCE
FINAL THOUGHTSFINAL THOUGHTS
www.wm.edu/hr/restructure/