1. Staff Compensation Program Update
January 2004

2. Today’s Meeting Objectives
Progress to-Date
Staff Compensation Program Framework
Position Placement Process
Next Steps

3. Valuing Work @ Bucknell: Job Classification/Compensation
A systematic process for developing a job structure across the University to:
Determine job roles & contributions
Balance internal & external equity
Support career paths
Plan human resource needs
Allocate limited resources

4. Program Objectives & Guiding Principles
Is simple to use, easy to understand, and viewed as credible by both managers and staff members;
Effectively combines the external market value of jobs with the internal contribution of staff members;
Recognizes the skills, competencies and applied knowledge needed to be successful in a job;
Provides a foundation and roadmap for career development, promotions and continued learning; and
Is a uniform and consistently-applied process across departments.

5. Progress to-Date

6. Our Program Development Process
Objectives & Guiding Principles
Staff Member Input
Market Assessment
Broad strategic objectives & principles to guide program design
Advisory Team
Pilot tested Job Profiles
Staff members completed Job Profiles
Position placement
Collect competitive data to build market pay ranges

7. Our Program Development Process
Staff Compensation Program Development Process
Reviewed job classification alternatives by University - by Division - by Function
Decided on a single framework for the University
Considered competencies & job content factors
Use staff member input to ‘build’ the program rather than use a predefined framework
Decided that competencies are to be defined more ‘broadly’ as core values that everyone is expected to demonstrate

8. Our Program Development Process
Compensation Program Design
Formed Career Bands highlighting key job content factors & broad levels of contribution across the University
Assign market pay ranges for each career band
Develop guidelines for managing pay and career movement

9. Staff Compensation Program Framework

10. Framework based upon staff input
Staff members completed Job Profiles
Job Profiles were used to:
Identify commonalities & distinctions across all campus roles
Develop career bands
7 bands were developed
Based on natural groupings
Stronger emphasis on
Accountability & Impact
Judgment & Problem Solving

11. What is career banding?
A University-wide framework for grouping Bucknell jobs based on career stages and organizational impact
Career bands represent flexibility for career movement
within bands (most common) or
to a different career band (less common) based on career aspirations
It provides a flexible framework for:
Grouping Bucknell Jobs
Responding to changes in work
Supporting staff growth & development
Facilitating mobility

12. 7 Career Bands
B U C K N E LL
Broad descriptions were categorized for each career band based on the same Job Content Factors:
Typical Role
Accountability & Impact
Judgment & Problem-Solving
Typical Education & Experience
Leadership/Mentorship

13. An example of 3 of our career bandsK E
Typical Role
Semi-skilled and skilled staff exercising some independent judgment in following instructions and established policies and procedures to perform a variety of routine and some non-routine tasks in office or non-office settings
Support to more technical level jobs
Requires direction but works autonomously with superior available to answer questions or handle unusual situations
Interprets and applies University policies, manages resources and initiates actions to achieve broadly defined objectives
Individual contributors apply or impart their own experiences and the advanced concepts, practices and procedures of their specialty field to achieve objectives
Provides input into the budget planning process and is responsible for controlling and recommending budget expenditures within a scope of authority
May oversee day-to-day operations of a segment of a department
Responsible for managing resources and/or a major department as a senior level manager
In-depth knowledge of the profession
Understanding of the broader University operations
Deploy department resources to achieve objectives
Responsible for managing a budget and controlling expenditures
Accountability and Impact
Makes decisions on a day-to-day basis based on clear instructions that typically impact the immediate work group or area
Consults with others on difficult situations and shares responsibility for decisions
Provides final approval on policy decisions that affect the department or multiple departments
Judgment and Problem Solving
Work is assigned and performed under occasional direction
Work is reviewed for accuracy and adequacy, and measured against established standards
Unusual problems are referred to supervisors or more experienced staff
Work is done independently
Plans own workload prioritizing key tasks and ensures the appropriate allocation of time and effort to achieve the required results
Results are reviewed by others to ensure compliance with Bucknell’s processes
Encounters difficult problems
Researches and analyzes alternatives involving many factors to arrive at solutions
Works with little guidance under the University’s policies
Acts with considerable latitude in the scope of work activities
Encounters problems where the facts may be insufficient or misleading
Anticipates problems that incorporate the University areas or departments
Typical Education and Experience
A High School degree or equivalent
Some experience preferred but less than 1 year is required
A Bachelor’s degree or possibly a Master’s degree
At least 4 years of comprehensive experience related to the job
A Bachelor’s or Master’s degree
At least 7 years of comprehensive experience related to the job
Leadership/ Mentorship
Works collaboratively with others in the completion of work
Willingly helps others who need additional support and information
Assigns work, trains or advises other staff in developing their skills
Actively encourages others to make decisions and take action
Actively participates in group projects and encourages others to work collaboratively
Provides information and advice to those who have decision making responsibility
Leads, mentors and motivates others to integrate the objectives of the University
Facilitates the alignment of goals across the University
Leads staffing decisions, setting work objectives and training and coaching of staff
Supports a team culture that promotes collaboration across departments

14. Staff Compensation Program Design
Bucknell Core Competencies
Used in: - recruitment - staff development - performance management - career pathing - recognition
Core Competencies
Achievement
Relationship
Staff Compensation Program
Community Focus
Leadership
Bucknell Job Content Factors
Foundation for the Program
Broad levels of contribution across the University
Job Content Factors
Job Content Factors

15. Position Placement Process

16. Position Placement Process
Staff members review the Framework & Position Placement Guidelines
Supervisors and staff members review and discuss where each position best fits within the framework
Department heads provide the position placement recommendations to Personnel Services
Personnel Services and Mercer HR review the recommendations for overall internal alignment
Personnel Services works with department/division heads to resolve any outstanding placement issues

17. Position Placement Process
Staff
Supervisor
Dept &/or Division Head
Personnel Services/ Mercer HR

18. Position Placement Guidelines
Objectivity
Fit
Job Content Factors
Perspective
Salary
Job Titles

19. Why are we doing this?
Your input & ownership in this University-wide Program is important.
You & your supervisor are knowledgeable about your job.
Active involvement will help staff members better understand and be engaged.
It takes all of us, in each of our roles, to make Bucknell successful.
We need to recognize, value, and respect every level of contribution.

20. Next Steps

21. Next Steps January/February/March April/May/June July
Complete the position placement process by January 26TH.
Develop administrative guidelines and communications.
Establish appropriate pay levels based on current market data.
April/May/June
Communicate new compensation program to all staff.
Make recommendations for pay adjustments if necessary.
July
New Staff Compensation Program in place on July 1, 2004.

22. Questions?