STAFF CLASSIFICATION AND COMPENSATION Project Introduction: Conversation Cafés June 18, 2015 Wright State University

Agenda Introductions About Sibson Consulting Project Overview Project Scope and Deliverables Project Phases and Timeline Total RewardsSM Model Discussion Next Steps

Introductions Sibson Consulting Team Sibson Consulting Team Member Myrna Hellerman Senior Vice President Client Relationship Manager Angelita Becom Vice President Co-Client Relationship Manager and Project Manager Elyse Lyons Senior Consultant Subject Matter Expert, Compensation Chris Goldsmith Vice President and Senior Consultant Subject Matter Expert, Total Rewards Demi Farina Associate Consultant Chief Analyst

About Sibson Consulting National human resources consulting firm In business for over 50 years Privately held and independent Most senior employees own the firm and lead client engagements Dedicated practice with extensive experience in Higher Education SIBSON CONSULTING’S SERVICE AREAS Health Retirement Organization and Talent Performance and Rewards Communications Optimize the return on investment in health and welfare benefits Create and implement designs that balance cost effectiveness and health promotion Conduct actuarial analysis and pricing Optimize the return on investment in retirement benefits Manage financial risk Comply with complex regulatory and accounting requirements Improve administrative effectiveness Design effective organizations and jobs Build talent capability through development and succession Predict and fill future talent needs Develop strategies to attract, retain and engage talent Create compensation structures with market and internal equity Optimize the return on investment in rewards Improve compensation administration Measure the effective- ness of performance and rewards Create clear communications using multiple vehicles Create processes and tools to define, measure, and sustain behavior change Educate and engage employees in program and process changes

Project Scope and Deliverables Clearly articulated compensation philosophy for unclassified and classified staff Policies and procedures for unclassified and classified staff Benefits assessment Compensation structure for unclassified staff 1. A compensation philosophy that articulates the Wright State’s strategy and guiding principles for how compensation will be determined for all staff employees. 2. Comparison market definition to benchmark Unclassified staff. 3. Job documentation tool creation that will serve as a framework for other functions. 4. Assessment of current practices for compensation and benefits, and classification of staff (primarily focusing on Unclassified staff). As needed, assist with review of identified “at risk jobs” in regards to FLSA classification. 5. Job evaluation/classification tool to permit easy placement of current and future positions into grade. 6. Market pricing of salaries relative to the identified comparison markets, collecting and analyzing appropriate data, and utilizing the results to determine market competitiveness. 7. Benefits Assessment relative to the identified comparison markets, collecting and analyzing appropriate data, and utilizing the results to determine market competitiveness. 8. Pay structure based on market pricing results. 9. Career paths that reflect organized job descriptions within job functions. 10. Administrative policies to direct compensation-related decisions. 11. Communications, implementation, and training for roll-out of program.

Project Phases and Proposed Timeline 2015 1 Project Kickoff and Compensation Philosophy Development May – September 2 Job Description Updates September – December 3 Assessment of Current Practice (Compensation and Benefits) October – December 4 Job Evaluation/Classification Tool 5a Market Pricing January 2016 5b Market Pricing continued January – March 6 Pay Structure March – May 7 Career Paths 8 Administration Policies Finalization of Compensation Philosophy and Implementation June – August The above represents a relatively aggressive timing, it will be adjusted as needed to best meet the needs of the University.

Sibson’s Total RewardsSM Model Affiliation Values Market Position Organization Support Work Environment Community Citizenship Relationships The Total Rewards Model identifies: Main elements which attract/retain employees How compensation is tied to other elements The relative value of non-cash elements will influence strategy Wright State’s Total Compensation Philosophy will focus on the interplay among the total reward elements as a magnet to attract and retain Wright State employees with a particular focus on compensation and benefits Compensation Base Salary Incentives Cash Recognition Premium Pay Pay Process Work Content Variety Challenge Structure Autonomy Feedback Impact Total Rewards Model Benefits Health Retirement Recognition Perquisites Income Security Time Off Work Arrangements Career Advancement Title Personal Growth Training Employment Security

Group Discussion We would like to gain your perspectives on the following: What do you think attracts and retains staff to Wright State? How well do you think the compensation and benefits program is currently working? What improvements could be made to the current compensation and benefits program? What else should Sibson know about Wright State’s culture or history to ensure a successful outcome for this engagement?

Next Steps On-Site Next Steps: Conduct leadership interviews Hold Conversation Cafés Continue gathering and reviewing data request items Begin work on job documentation tool