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

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

2. 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

3. 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

4. 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.

5. 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.

6. 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

7. 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?

8. 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