2. COMPREHENSIVE REFORM TRANSPARENCY, FAIRNESS AND OBJECTIVITY RESPONSIVENESS AND AGILITY BASIC PRINCIPLES

3. PROCESS

4. EMPLOYEE SURVEY FOCUS GROUPS ADVISORY COMMITTEES EMPLOYEE CONVERSATIONS COMMUNICATIONS PROCESS

5. CLASSIFICATION & COMPENSATION EMPLOYEE RELATIONS BENEFITS HUMAN RESOURCES DEVELOPMENT PROCESS REDESIGN A COMPREHENSIVE SYSTEM 5

6. CLASSIFICATION UNIVERSITY EMPLOYEES (AS OF JULY 1, 2006) ◦ INSTRUCTIONAL & RESEARCH FACULTY – GOVERNED BY FACULTY HANDBOOK ◦ OPERATIONAL (INCLUDING HOURLY) ◦ PROFESSIONAL/PROFESSIONAL FACULTY ◦ EXECUTIVE CLASSIFIED ◦ THOSE EMPLOYED BY THE COLLEGE PRIOR TO JULY 1, 2006 CATEGORIZED AS CLASSIFIED BY THE STATE AND WHO HAVE THE RIGHT TO ELECT TO PARTICIPATE IN THE UNIVERSITY SYSTEM

7. CLASSIFICATION PROCESS PDQ’S MANAGER’S SURVEY OF RECRUITMENT AREA PEER GROUPS ASSIGNED BY CATEGORY ASSIGNED BY ROLE ASSIGNED CONTRIBUTION LEVEL ASSIGNED PAY RANGE ACCORDING TO POSITION AND PEER GROUP CHECKED AND RECHECKED VERTICALLY AND HORIZONTALLY ACROSS UNITS AND ACROSS LIKE POSITIONS ON CAMPUS; ASKED QUESTIONS

8. CLASSIFICATION University Employee Classification & Compensation System and Pay CategoryOperationalProfessional/Professional FacultyExecutive Role Administrative/ Technical Operational Academic/Clinical/ Research Operational Administrative/ Technical Professional Academic/Clinical/ Research Professional Administrative/Academic Contribution Levels/Stages A Contributes by performing routine/repetitive tasks and activities. B Contributes by using established processes, methods, and systems. C Contributes by using substantive experience, collaboration, and problem resolution. D Contributes by using advanced knowledge, skills and professional expertise in establishing processes, methods or procedures. E Contributes by implementing strategic direction through operational planning within unit using advanced knowledge, skills and professional expertise. F Contributes by setting strategic direction/goals using advanced knowledge, skills and professional expertise within unit. G Contributes by setting strategic direction/goals within function /area. H Contributes by setting mission, vision and strategic direction/goals of institution. Market Based Compensation Pay ranges depend on the contribution to the University and the relevant labor market value.

9. COMPETITIVE PAY FOR EMPLOYEES WITH SIMILAR RESPONSIBILITIES, DEMONSTRATED COMPETENCE AND EXPERIENCE BASED ON LEVEL OF RESPONSIBILITY, EQUITY AND MERIT SALARY INCREASES EARNED THROUGH PERFORMANCE

10. MARKET ◦ NATIONAL, REGIONAL, LOCAL PEER GROUPS ◦ LONG TERM GOAL – MEDIAN OF RANGE ◦ UPDATED EVERY THREE YEARS MERIT ◦ BASED ON GROWTH AND ACHIEVEMENT COMPENSATION SYSTEM COMPENSATION SYSTEM

11. PERFORMANCE EVALUATIONS GRIEVANCES AND COMPLAINTS ◦ PROFESSIONAL EMPLOYEES ◦ HOURLY EMPLOYEES EMPLOYEE RELATIONS

12. CONSTRUCTIVE DIALOGUE THAT PROVIDES EMPLOYEE WITH RELEVANT, SPECIFIC AND TIMELY INFORMATION ABOUT PERFORMANCE EXPECTATIONS AND ACHIEVEMENTS

13. PROVIDES FOUNDATION FOR PAY FOR PERFORMANCE CONTINUOUS FEEDBACK CONSISTENCY AND ACCURACY PERFORMANCE EVALUATION

14. PROFESSIONAL EMPLOYEES ◦ EACH EMPLOYEE WILL HAVE AN ANNUAL PERFORMANCE PLAN ◦ PROVIDES COMMON BASELINE ◦ ALLOWS FOR FLEXIBILITY IN METHOD OF EVALUATION OPERATIONAL EMPLOYEES ◦ REPLACE STATE 3 LEVELS WITH UNIVERSITY 5 LEVELS PERFORMANCE EVALUATION

15. PERFORMANCE PLANS WILL BE JOINTLY DEVELOPED BY SUPERVISOR AND EMPLOYEE  WILL INCLUDE DEVELOPMENT PLAN  CONTINUOUS FEEDBACK; MID-YEAR DISCUSSION  EMPHASIZES CONSISTENCY AND ACCURACY PERFORMANCE EVALUATION

16. SUCCESS DEPENDS ON: TRAINING FIRST YEAR TRIAL ◦ OPERATIONAL – OCT. 25 TO OCT. 24 ◦ PROFESSIONAL - JUNE 1 TO MAY 31

17. OPERATIONAL EMPLOYEES – REQUIRED USE OF THE STATE SYSTEM PROFESSIONAL EMPLOYEES – MORE ROBUST INTERNAL SYSTEM HOURLY EMPLOYEES – NEW INTERNAL SYSTEM GRIEVANCE POLICIES

18. EVERY EMPLOYEE CONTINUES TO HAVE ACCESS TO THE STATE’S PROGRAMS FOR: ◦ RETIREMENT ◦ HEALTH ◦ LIFE INSURANCE ◦ DISABILITY ◦ WORKER’S COMPENSATION, AND ◦ OPTIONAL BENEFITS BENEFITS

19. FOR THE FIRST TIME, PROVIDES SOME BENEFITS TO HOURLY EMPLOYEES FIVE PAID HOLIDAYS LEAVE PROGRAM BASED ON LENGTH OF SERVICE BENEFITS FOR HOURLY EMPLOYEES

20. FAMILY LEAVE WITH PAY ◦ ELIGIBILITY LEAVE SHARING FOR PROFESSIONAL EMPLOYEES ENHANCED BENEFITS

21. IMPLEMENTATION SCHEDULE OCTOBER 1 – ROLL OUT ◦ HOLD TWO EMPLOYEE FORUMS ON MAIN CAMPUS OCTOBER 2 ◦ HOLD EMPLOYEE FORUM AT VIMS OCTOBER 3 ◦ DISTRIBUTE INFORMATION PACKETS TO INDIVIDUAL EMPLOYEES ◦ BEGIN 90 DAY ELECTION PERIOD JANUARY 5 ◦ ELECTION PERIOD CLOSES JANUARY 10 ◦ SYSTEM IN EFFECT

22. OCTOBER 1 – JANUARY 5 MANAGEMENT REVIEW PERIOD PROVOST CRITERIA AND REVIEW ◦ PROFESSIONALS ◦ PROFESSIONAL FACULTY CATEGORIZATION

24. Example

25. Example

26. WHY RESTRUCTURE OPPORTUNITY NOW ◦ UVA AND TECH BEGIN TODAY AS WELL SYSTEM FOR HIGHER EDUCATION ENVIRONMENT ◦ SUBSTANTIVE IMPROVEMENT MUST ACKNOWLEDGE THE FISCAL REALITIES MUST TAKE LONG VIEW

27. CULTURE CHANGE – DOING BUSINESS IN A DIFFERENT WAY THIS WILL TAKE COMMITMENT, TIME AND PATIENCE FINAL THOUGHTS www.wm.edu/hr/restructure/