The Management Series Session II Good Morning, and Welcome! Brought to you by: The Training and Development Team The Management Series Session II Your NU Values Partners “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”

“Welcome our Campus Leader” Mary Haven M.S. Associate Dean School of Allied Health Professions Expanding distance education Developing core interdisciplinary courses Serving Native American communities Building research infrastructure

School of Allied Health Professions Update

School of Allied Health Professions 10 Programs 170 Entering Students 345 Total Full-Time Students 33 Full-Time Faculty 300 Courtesy and Part-Time Faculty 610 Total Clinical Sites

UNMC’s Physician Assistant Program ranked 14th of 40. UNMC’s Physical Therapy Program was ranked 31st of 141.

2004-2005 Applicants Program Number Overall GPA Clinical Perfusion 10 3.32 Cytotechnology 12 3.14 Diag. Med. Sono. 19 3.64 Medical Nutrition 26 Medical Tech. 54 3.06 Nuclear Medicine 43 3.56 Physical Therapy 111 3.57 Physician Assist. 222 3.41 Radiation Therapy 23 3.44 Radiography 101 3.74

2004-2005 Matriculants Program Number Overall GPA Clinical Perfusion 4 3.27 Cytotechnology 6 3.28 Diag. Med. Sono. 7 3.86 Medical Nutrition 3.34 Medical Tech. 36 3.30 Nuclear Medicine 3.73 Physical Therapy 42 3.81 Physician Assist. 40 3.70 Radiation Therapy 3.51 Radiography 14 3.80

Programs Available Via Distance Year first offered via distance Medical Technology 1991 Radiation Therapy 2001 Radiography 2005 Cytotechnology Clinical Perfusion 2006

Compensation Administration Session II Alice Weyant Jen Maly Your UNMC facilitators: Alice Weyant Compensation Consultant Jen Maly

THE MANAGEMENT SERIES Session II Compensation Administration November 5, 2004 Brought to you by: Your NU Values Partners “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success” Jennifer Maly & Alice Weyant Strategic Staffing and Compensation Human Resources Department

Agenda Goal Classification and Compensation System Objectives Compensation Infrastructure Job Documentation/Analysis Job Evaluation Pay Structures/Market Performance Leadership Partnership

Goal Successful Management of Compensation Administration Partners Tools Knowledge Consult

Outcomes Increased Responsiveness Information/Knowledge Exchange Understanding Accountability Decision Quality Results Impact

Classification and Compensation System Objectives – Cost Effectiveness External Equity Internal Equity Pay for Performance Administrative Consistency Legal Compliance

Classification and Compensation System Legal Compliance – Age Discrimination in Employment Act May not discriminate against an individual because he/she is 40 years of age or older. Americans Disability Act May not discriminate against a qualified individual because of a disability. Civil Rights Act, Title VII May not discriminate based on race, color, gender, religion or national origin.

Classification and Compensation System Legal Compliance – Equal Pay Act May not discriminate based on gender in regards to pay. Fair Labor Standards Act (FLSA) Establishes minimum wage, overtime pay, record keeping, and child labor standards Pregnancy Discrimination Act May not discriminate based on pregnancy, childbirth or related conditions.

Compensation Infrastructure Create a more flexible and efficient classification and compensation system Improved linkage between pay and performance Establish relevance to market Maximize user understanding and support Incorporate technology

Compensation Infrastructure Job Evaluation “Job Families” Job Documentation “Job Analysis” Faculty Staff Human Resources Partners Market Surveys “Relevance” Pay Structures “Bands” “Zones” “Benchmarks” Performance Leadership “Competencies” “Key Behaviors”

Job Documentation Partners Job Evaluation “Job Families” Job “Job Analysis” Job Documentation “Job Analysis” Faculty Staff Human Resources Partners Market Surveys “Relevance” Pay Structures “Bands” “Zones” “Benchmarks” Performance Leadership “Competencies” “Key Behaviors”

Job Analysis Process A systematic method to gather and analyze relevant and important job content information.

Job Analysis Process Provides the basis for performance appraisal. Provides documentation for legal and regulatory compliance. Identifies minimum qualifications. Determines reclassifications and updates. Identifies salary survey comparisons. Operational use. Identify needs and develop org design.

Job Analysis Process

Sources Primary Secondary Information obtained directly from incumbent and/or supervisor. Secondary Information obtained from other sources.

Job Documentation Consists of written information about job content and is the result of a job analysis effort.

Job Documentation Hierarchy Class Specification Position Description Job Description Standard Operating Procedures Performance Standards

Job Documentation Five Steps to Writing an Effective Position Profile 1. Write the basic function and responsibility statement. 2. Determine the major functions and percentages of time allocated to each function. 3. For each function, determine the duties. 4. Determine the minimum qualifications (knowledge, skills, abilities). 5. Determine if there are any physical, environmental or special demands.

Five Steps to Writing an Effective Position Profile 1. Basic Function and Responsibility Statement Example – Staff Secretary Under limited supervision, provides secretarial and administrative support to three faculty members for the Family Medicine department.

Five Steps to Writing an Effective Position Profile 2. Major Functions & Percentages of Time Example – Staff Secretary A. Typing 50% B. Correspondence 20% C. Public contact/Reception 15% D. Conference Coordination 10% E. Filing 5%

Five Steps to Writing an Effective Position Profile 3. Duties and Responsibilities Example – Staff Secretary D. Conference Coordination 10% D1. Schedules speakers for bi-monthly departmental seminars by calling individuals from established listings, ascertaining availability, determining event dates and composing confirming correspondence.

Five Steps to Writing an Effective Position Profile 4. Minimum Qualifications (knowledge, skills, abilities) Example – Staff Secretary - A high school education is necessary. - Four years of secretarial experience, or successful completion of business courses, or an equivalent combination of education and experience, is required.

Five Steps to Writing an Effective Position Profile 5. Physical, Environmental or Special Demands Work Environment and Physical Demands Travel Odd hours Peak times of activity Physical Requirements Form Exposure to hazardous materials Lifting Patient Care and Contact steps

Position Profile Job Titles FLSA Exemption Status Basic Function & Responsibilities Statement Characteristic Duties & Responsibilities Organizational Structure Personal Contacts and Purpose of Contacts Minimum Qualifications Knowledge, Skills and Abilities Work Environment and Physical Demands Scope Physical Requirements profile

Position Profile Tips Don’t rely solely on a job’s history. Clarify the actual tasks and responsibilities first. Minimum qualifications established have direct bearing on performance. Duties must be truly doable. Use specific language. Generally regarded as a legal document.

Pay Structures Partners Job Evaluation “Job Families” Job Documentation “Job Analysis” Faculty Staff Human Resources Partners Market Surveys “Relevance” Pay Structures “Bands” “Zones” “Benchmarks” Pay Structures “Bands” “Zones” “Benchmarks” Market Surveys “Relevance” Performance Leadership “Competencies” “Key Behaviors”

Pay Structures Consists of a series of pay ranges, or “grades”, each with a minimum and maximum pay rate.

Pay Structures Establish relevance to market Flexible/efficient User understanding Link pay and performance Incorporate technology

NU Values Job Family list) (Groupings of related jobs with common vocations/professions in that they have similar market characteristics, related key behavior, continuum of knowledge, skills and abilities. Band Represents total job family pay opportunity.

NU Values Zone Reflects job groupings where all job classifications assigned to said zone share common characteristics in the execution of the job responsibilities. Benchmark Range Market “relevant” benchmark ranges; reflecting competitive and relevant market data results.

Job Relevant “Benchmark Range” Pay Structures $ Job Family Pay “Band” Specialist Assistant Associate Senior Job Category “Zone” Job Relevant “Benchmark Range”

Market Pricing Summarized collection of data from several sources. 18 Respected Survey Sources National Regional Local Healthcare Non-healthcare

Building Pay Structures Pay Range - Has a minimum pay value, a maximum pay value and a “midpoint” , or central value. Range Spread - The difference between the maximum and the minimum.

Range Spreads Minimum Maximum 50% - 70% 40% - 50% 30% - 40% 25% - 35%

Benchmark Ranges Therapy Asst HC01H Dental Assistant HCO4H

Competitive Range Competitive Range - Fully Qualified - Exceeds Qualifications - Consistently Exceeds Performance Expectations - Unique Individual Qualifications - Industry “Expert” - Minimal Qualifications - Less Competence - “Trainee” Incumbents - Fully Qualified - Fully Competent 33% 67% Minimum Maximum Competitive Range

Job Evaluation Partners Job Evaluation “Job Families” Job Evaluation Documentation “Job Analysis” Faculty Staff Human Resources Partners Market Surveys “Relevance” Pay Structures “Bands” “Zones” “Benchmarks” Performance Leadership “Competencies” “Key Behaviors”

Job Evaluation Systematic determination of the relative value of jobs within the organization.

Job Evaluation Job Family Zone Assignment Benchmark Range

Zone Assignment Zone Placement Matrix Measures Job Content Value FACTORS/DEFINITIONS

Benchmark Range Medical Technologist $41,961 $40,340

Job Evaluation Job evaluations are conducted when: New jobs are created. There are significant changes in job content of existing positions. Updating of Position Profiles. Job Content Personal Interactions Supervision Responsibility/Impact Skills/Abilities Position Profile

Performance Leadership Job Evaluation “Job Families” Job Documentation “Job Analysis” Faculty Staff Human Resources Partners Market Surveys “Relevance” Pay Structures “Bands” “Zones” “Benchmarks” Performance Leadership “Competencies” “Key Behaviors” Performance Leadership “Competencies” “Key Behaviors”

Performance Leadership Planning Appraise (a part of Feedback and Recognition) Feedback Recognition & Reward Expected Performance Performance Period

Job Valuation vs. Performance Leadership Employee Performance Leadership Job Content Valuation Values

Pay Administration Classification Related Employee Related Reclassification Significant Change in Content Demotion Promotion No Reclassification Additional Responsibilities Pay Adjustment Employee Related Promotion Additional Responsibilities Demotion Market Adjustment Equity Adjustment Performance Adjustment Annual Adjustment

Pay Considerations Factors that impact the positioning of an incumbent’s pay level: Qualifications of incumbent (education/experience). Performance contributions (length of service). Pay levels of similarly situated incumbents in comparable jobs. Pay History. Total cash compensation (base pay, stipends, other). Department budget and fiscal resources available. Competitive Conditions.

Pay Range Positioning - Fully Qualified - Fully Competent - Minimal Qualifications - Less Competence -“Trainee” Incumbents - Exceeds Qualifications - Consistently Exceeds Performance Expectations - Unique Individual - Industry “Expert” Minimum Maximum Competitive Range - Fully Qualified - Fully Competent 33% 67%

Individual Performance Pay Range Positioning Individual Performance Pay Increase Opportunity Lower Performance Higher Performance Meets All Expectations - Exceeds Qualifications - Consistently Exceeds Performance Expectations - Unique Individual Qualifications - Industry “Expert” - Minimal Qualifications - Less Competence “Trainee” Incumbents - Fully Qualified - Fully Competent 33% 67% Minimum Maximum Competitive Range

Pay Analysis Competitive Range Range – OS 011 All UNMC COM $28,922 Incumbent Range – OS 011 MIN 33% 67% MAX $22,225 26,267 30,309 34,351 All UNMC LOW AVERAGE HIGH $23,000 28,400 34,000 COM LOW AVERAGE HIGH $24,700 29,400 33,940

Pay Analysis Clerk 6.6% 32.0% 62.2% 80.7% 50% Range Spread Aged Market Avg Market Range Min = 0% 33% Mid = 50% 67% Max = 100% Base Salary Range $9.77 $11.38 $12.21 $13.04 $14.65 Current OS 010   Base Salary $9.89 $11.69 $12.59 $13.49 $15.29 Range Penetration % 58% Incumbents (Range Penetration % for OS 010)  Date of Hire Employee A $10.25 6.6% 09/09/02 Employee B $11.62 32.0% 12/01/03 Employee C $13.25 62.2% 10/02/04 Employee D $14.25 80.7% 10/02/78

Goal Successful Management of Compensation Administration Partners Tools Knowledge Consult

Thank you, Strategic Staffing & Compensation nuvalues.unmc.edu

Wrap-up reminders… This is your management series We listen to your feedback! Professional Development Plans Keep it simple Talents (Strengths) Self Assessment Library Successful Manager’s Handbook Option to meet with us Include your supervisor (enhances communication) Session III: Interviewing & Selecting Talent Friday, January 7th … Same place, same time!

Thank you! The Management Series Your NU Values Partners Brought to you by: The Training and Development Team Your NU Values Partners The Management Series “Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success”