1. classification and compensation Analysis Pilot Project
MU Staff Job Title and Salary Study Campus Implementation – April 2014
classification and compensation Analysis Pilot Project

2. Internal relative relationships and salary structure
What Is The Study? 
A review of staff positions and compensation :
Internal relative relationships and salary structure
JOB 3
JOB 2
JOB 1

3. What is the Goal of the Study?
To offer a competitive and internally equitable total compensation package
To maintain a compensation system to recruit and retain high-quality talent

4. Who Is Affected? 
All staff titles except those in the Service and Maintenance job family have been reviewed
Further consolidation of the Office Administration & Support and Student Support Services occurred
Information Technology was completed February 2014

5. 1,400 Titles included in the study
Who Is Affected ? 
45 Divisions/Colleges
1,400 Titles included in the study
5,700 MU & UM System employees (approx.)

6. What Happened to These Titles?
Titles were evaluated
Most titles changed, some stayed the same
Salary ranges were developed
Employees did not lose pay
Job duties did not change
Organizational structure did not change
No positions were eliminated, no one was laid off
Employee performance was not evaluated

7. What: Analysis of job descriptions, titles, and compensation
MU Staff Job Title and Salary Study
Who: All titles except those in the
Service and Maintenance job
family have now been reviewed
What: Analysis of job descriptions, titles, and compensation

8. When: Data collection and assessment, began in 2010
MU Staff Job Title and Salary Study
Where: UM System wide
When: Data collection and assessment, began in 2010

9. How: Global Grading System job evaluation methodology
What Do We Look At When Evaluating A Job?
How: Global Grading System job evaluation methodology
The Global Grading System establishes true distinctions in --and among-- jobs within a job family. It is a job evaluation tool for determining job hierarchy.
LEVEL 5
LEVEL 4
LEVEL 3
LEVEL 2
LEVEL 1

10. How: Global Grading System job evaluation methodology
What Do We Look At When Evaluating A Job?
How: Global Grading System job evaluation methodology
The determination is based on 3 characteristics:
Required knowledge, skills and abilities
Complexity of the assigned work
Scope and impact of the title

11. What Do We Look At When Evaluating A Job?
Career Path and Role Determination:
Jobs are mapped with respect to career path, role, and level:
Characteristic
Number of Options
Career Path
Role
Level (Grade) 2 8 20

12. INDIVIDUAL CONTRIBUTOR
Career Path Determination
First, the career path of the work is determined:
MANAGEMENT
CAREER PATH
INDIVIDUAL CONTRIBUTOR
CAREER PATH

13. Career Path and Role Determination
Supervisor or Manager
Type and level of positions supervised
Influence upon functional or organizational strategy
Role
Individual Contributor
Functional Knowledge
Independence in applying professional expertise

14. Next, the role of the job is determined
Role Determination
Next, the role of the job is determined
MANAGEMENT
CAREER PATH
1st LINE TOP MGMT
TOP MGMT
MIDDLE MANAGEMENT
SUPERVISOR
INDIVIDUAL
CONTRIBUTOR
CAREER PATH
SUBJECT MATTER EXPERT
PROFESSIONAL
TECHNICIAN
CLERICAL / ADMIN
MANUAL

15. Level Determination Functional knowledge Business expertise Leadership
Specific job factors are assessed to determine the level of the job within each role:
Functional knowledge
Business expertise
Leadership
Problem solving
Nature of impact
Area of impact
Interpersonal skills
The knowledge required to perform the work
The expertise in the job, the related areas affecting the job, and areas which the job affects
The leadership required in the job
The independence with which the job operates
The influence of the job on other entities within the department, division and campus
The impact of the job – both the type of impact and the scope of impact on the work team, department, division and campus
The interpersonal and communication skills required

16. INDIVIDUAL CONTRIBUTOR OFFICE ADMINISTRATION & SUPPORT
Global Grading Methodology
GGS Methodology
The level of the job within each role is the grade to which the job is assigned
GRADE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
CEO
1st. LINE
TOP MGMT
MANAGEMENT
CAREER PATH
TOP
MGMT
MIDDLE
MANAGEMENT
SUPERVISOR 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19
CEO
SUBJECT MATTER
EXPERT
INDIVIDUAL CONTRIBUTOR
CAREER PATH
PROFESSIONAL
TECHNICIAN
OFFICE ADMINISTRATION & SUPPORT
MANUAL

17. From Grade to Pay Improving MU’s Compensation Plan 1 3 2 4 5
Evaluating internal
Job
hierarchy
Selecting MU benchmark jobs
Comparing MU benchmark jobs to external market
Determining pay ranges
Implementing
and communicating new program

18. From Grade to Pay
Two objectives in developing a pay system and structure are
Internal Equity
External Competitiveness

19. From Grade to Pay Internal Equity External Competitiveness
Job evaluation determines the internal relationships between jobs
Job evaluation results in each job being assigned to a pay grade
External Competitiveness
Benchmark jobs were graded
Titles in the study were graded
Titles with no market data were assigned to grades based on job evaluation

20. “Benchmark” Benchmark Jobs
A representative job, easily identified and common to many organizations

21. “Salary Survey” Salary Survey
An organizational sample of jobs and salaries compared to the external labor market, from which compensation conclusions can be drawn.

22. Salary Structure Positions in the same grade are equal
Ranges allow the option to pay market rates
The midpoint – experienced and fully qualified employee
Maximum is the highest salary level for the titles
Range spread is the
Max-Min
Min

23. (Midpoint ÷ Market Rate)
Developing Pay Ranges 
Pay Grade
Pay Range Midpoint
Market Rate
Market Ratio
(Midpoint ÷ Market Rate) 3
$23,200
$22,500
1.03 4
$26,600
1.00 5
$30,600
$29,700 6
$35,200
$32,800
1.07 7
$40,500
$40,900
0.99 8
$46,500
$43,800
1.06
Job evaluation determines the internal relationships between jobs by assigning titles to pay grades.
Pay range midpoints approximate the market for building the structure.

24. Developing Pay Ranges 
16 Pay Ranges
Tiered range spreads increasing from 35% to 125% to accommodate greater breadth of responsibility
Gradually increasing midpoint progression from 12% to 20%
Market ratios reflecting parity between pay range midpoint and market
Single structure for all campuses

25. Pay Ranges (Annual) 1 $15,700 $18,500 $21,200 35% 2 $16,800 $20,700
Global Grade
Minimum
Midpoint
Maximum
Range Spread 1
$15,700
$18,500
$21,200
35% 2
$16,800
$20,700
$24,400
45% 3
$23,200
$27,800
50% 4
$21,300
$26,600
$32,000 5
$23,500
$30,600
$37,600
60% 6
$27,000
$35,200
$43,300 7
$31,100
$40,500
$49,700 8
$34,400
$46,500
$58,600
70% 9
$39,600
$53,500
$67,400 10
$45,600
$61,500
$77,500 11
$52,400
$70,700
$89,100 12
$60,600
$84,900
$109,100
80% 13
$70,200
$101,800
$133,400
90% 14
$81,400
$122,200
$162,900
100% 15
$97,800
$146,600
$195,500 16
$108,300
$176,000
$243,600
125%

26. Pay Adjustments GGS pay ranges were increased in September 2013
Employees paid below the new minimums receive a pay increase effective April 13
Employees paid at or above the new maximums will be eligible for lump sum merit increases

27. Pay Adjustments - Special Circumstances
Employees whose pay was not brought into the range in September have now been brought to the minimum:
Office Administration & Support
Student Support Services
Employees that receive commission or jobs that are outliers are assigned to a Market (MKT) range (no minimum or maximum rate)

28. Title Consolidation  
Titles consolidated – same grade based on job evaluation
Title descriptions developed after the consolidation
Titles are part of a general title hierarchy of Global Titles

29. Why the Move to Global Titles?  
5,000 titles in 5 salary plans with over 1,100 pay ranges
Increasing number of titles
Too many single incumbent titles
Not sustainable
Different titles describing similar jobs

30. Global Titles – Moving to the Future 
One salary plan - GGS
710 titles on 20 pay ranges
Career paths clearer/more evident
Transparent organizational hierarchy
Enhanced reporting system wide

31. Job Hierarchy Title Grade Title Grade Office Support Aide 2
Office Support Assistant I 3
Office Support Assistant II 4
Office Support Assistant III 5
Office Support Assistant IV 6
Business Support Specialist I
Sr. Office Support Assistant 7
Business Support Specialist II
Business Support Analyst
Title
Grade
Office Support Associate 8
Executive Assistant
Business Support Analyst II
Senior Business Operations Specialist
Business Operations Associate I
Business Operations Associate II 9
Senior Business Operations Associate 10

32. Collapsed Titles Current Title Collapsed Title Current Title
Veterinary Samples Assistant
Office Support Assistant II
Office Support Assistant
Editorial Assistant
Office Support Assistant III
Office Support Associate
Interior Design Assistant
Mail Processing Technician
Reader Scorer
Office Support Associate (Shift Diff)
Current Title
Collapsed Title
Administrative Assistant
Office Support Assistant IV
Marketing Assistant
Sports Operation Assistant
Grants & Contracts Assistant
Database Services Specialist
Senior Office Support Assistant
Data Quality Specialist
Telephone Survey Supervisor
Senior Staff Specialist
Office Support Associate
Coordinator Veterinary Info.

33. Collapsed Titles Current Title Collapsed Title Current Title
Coordinator Instructional Material Center
Business Operations Associate I
Coordinator University Conference Center
Assistant Director
Business Operations Associate II
Coordinator Non-US Citizen Taxation
Coordinator Childcare Center
Facilities Space Planner/Analyst - Entry
Sourcing Specialist, Strategic - Entry
Licensing Assistant
Current Title
Collapsed Title
Assistant Director Museum Operations
Senior Business Operations Associate
Compliance Analyst II
Coordinator Emergency Services - Education
Senior Space Planner - Healthcare
Manager – Grants & Contracts
Licensing Associate
Manager – Sales & Research
Landscape Designer
Craft, Service, Maintenance (CSM) Professional II
Coordinator Building Operations

34. Working Titles Can use “old” title for working title
Should clearly define job duties
All existing working titles will remain in PeopleSoft
HRS will audit in the future
Can NOT use titles that suggest promotion
Can NOT use to change or elevate job duties

35. Appeal Process
Significant change in the duties and responsibilities of the position relative to the factors used in GGS
for job evaluation
Manager must determine if a review is warranted
Appeal review will begin June 1st 2014

36. Appeal Process
A review of the GGS grade is not warranted if solely based on:
salary range associated with the global grade
increase in the volume of an individual’s workload
an interim/temporary or future job assignment
where a salary falls within the given range
the list of duties associated with the title
a review of an individual’s performance
the global title designation

37. Accomplishments Titles evaluated using same criteria
Titles on the same salary plan/GGS
Generic title consolidation – from 5,000 to over 700
All staff paid within new ranges
Better reporting as a result of the study
Pay consistently across UM System

38. Key Points to Remember Titles were evaluated
Title consolidation conducted
Salary ranges developed
Employees will not lose pay
Job duties will not change
Organizational structure will not change
No elimination of positions or layoffs
Employee performance will not be evaluated

39.
You are welcome to visit our project web site at any time for information and updates about the project :
Managing Workplace Violence
MU Human Resource Services

40. Managing Workplace Violence
If you have specific questions, please click the link at the bottom of our web page to reach our project team.
MU Human Resource Services

41. Human Resource Services University of Missouri 1095 Virginia Avenue Columbia, MO • Phone: • Web: hrs.missouri.edu