1. 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”

2. “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

3. School of Allied Health Professions Update

4. 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

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

8. 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

9. 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

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

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

13. 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

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

15. Goal Successful Management of Compensation Administration Partners
Tools
Knowledge
Consult

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

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

18. 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.

19. 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.

20. 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

21. 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”

22. 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”

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

24. 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.

25. Job Analysis Process

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

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

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

29. 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.

30. 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.

31. 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%

32. 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.

33. 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.

34. 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

35. 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

36. 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.

37. 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”

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

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

40. 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.

41. 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.

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

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

44. 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.

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

46. Benchmark Ranges
Therapy Asst
HC01H
Dental Assistant
HCO4H

47. 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% %
Minimum Maximum
Competitive Range

48. 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”

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

50. Job Evaluation
Job Family
Zone Assignment
Benchmark Range

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

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

53. 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

54. 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”

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

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

57. 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

58. 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.

59. 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% %

60. 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% %
Minimum Maximum
Competitive Range

61. Pay Analysis Competitive Range Range – OS 011 All UNMC COM $28,922
Incumbent
Range – OS 011
MIN % % MAX $22, , , ,351
All UNMC
LOW AVERAGE HIGH
$23, , ,000
COM
LOW AVERAGE HIGH
$24, , ,940

62. 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

63. Goal Successful Management of Compensation Administration Partners
Tools
Knowledge
Consult

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

65. 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!

66. 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”