Professional Faculty—Job Structure and Compensation Program Managing Pay within the Salary Grade

Manager/Supervisor Training: March 21, 2014

Agenda Topics:

Managing Pay Within a Grade

• Setting Starting Salaries

• Existing Incumbents

Position Change Management

• Changes to or Additional Responsibilities

• Temporary Assignment of Additional Responsibilities

• Position Profile Change

Questions

Managing Pay within a Grade Tool

The grades of the new salary structure are wide enough to provide appropriate pay for employees with a variety of skills, knowledge, experience and performance levels. The following model may be used by departments as a guide for typical employee pay within a grade or range:

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Minimum Maximum

· Meets minimum qualifications of job; however is fairly new to job and field, has little or no direct, related prior experience

· On steep learning curve, building both skills and knowledge as well as ability to handle job responsibilities

Paying forthe Job

(based on external Market)

Paying for the

Individual (based on performan

ce and skill)

· Performs (or has demonstrated capability to perform based on prior experience) some/most job responsibilities with increasing effectiveness

· Possesses the basic knowledge and skill requirements, but may need to build experience

· May still be learning some aspects of job or developing expertise to handle them more independently and effectively

· Consistently exhibits many or most desired competencies to perform job successfully

· Expert (or has demonstrated capability to perform as expert based on prior experience) in all job criteria

· Has broad and deep knowledge of own area as well as related areas

· Depth and breadth of experience, specialized skills, perspectives add significant value to institution

· Serves as expert resource and/or mentor to others

· Placement into or above this quartile requires approval by OHR Classification and Compensation*

MANAGING PAY WITHIN A GRADE

Factors for progression within the salary range may be based on external market, individual performance and skill.

*OHR Classification and Compensation with OEI will review placement into or above the 4 th quartile a minimum of quarterly

Entry Level Skills and Experience

Intermediate Skills and

Experience

Expert Skills and Experience

· Performs (or has demonstrated capability to perform based on prior experience) all aspects of job effectively and independently

· Experienced in the job and possesses required knowledge and skills

· Consistently exhibits desired competencies to perform job successfully

· Seasoned and proficient professional

Advanced Skills and Experience

Midpoint of Range

Agenda Topics:

Managing Pay Within a Grade

• Setting Starting Salaries

• Existing Incumbents

Position Change Management

• Changes to or Additional Responsibilities

• Temporary Assignment of Additional Responsibilities

• Position Profile Change

Questions

Position Change Management

5

Change in Tools or Processes for Current Job

Criteria:

• A change in how work is done or the tools used (e.g., automating manual processes, switching to different software package) does not typically warrant a salary adjustment unless it requires a higher level of skill and performance

• While such a change may require training to learn new software or methods, it does not usually change the purpose or overall accountabilities of the job

• If the introduction of new tools and/or software significantly changes the job’s responsibilities or requirements see “Position Profile Change” for guidelines; this may become a position profile change

 

Position Change ManagementAdditional Responsibilities

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Expanded Responsibilities in a Current Job

• Additional responsibilities may be added to a job without changing the position profile

• Even though this typically does not result in a position profile change, the University strives to compensate taking on additional responsibilities within a position profile using the following criteria:

• Permanent additional functions, depending on the complexity of the new function, its similarity to the current function, and the magnitude of change as a result of the additional responsibilities

• Increased impact of decision making

• Additional complexity as a result of supervision or a leadership role in the function

Job Value Tool Comparison FactorsThe following three comparison factors were considered during the process:

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Knowledge and SkillsWhat is needed to effectively perform the job duties?

· Scope—The variety of work assigned, the breadth of responsibilities (i.e., work unit versus University-wide); the required degree of interaction across the University departments; the diversity of deadlines and priorities governing the work.

· Management Responsibilities— Types and level of positions managed; functions overseen; degree of management authority, complexity and diversity of work managed.

· Resource and Budget Accountability—Amount, kind, discretion on spending, and complexity as determined by the number of funding sources; the extent of resources for which the employee has responsibility, the type of responsibility, including human, financial, and information systems.

· Difficulty of tasks performed and problems encountered in the course of the work (complexity and problem-solving).

· The types of knowledge, competencies/skills, and abilities as well as type and level of education and work experience needed to be successful in the role.

Scope of ResponsibilitiesWhat is this job’s abilityto make or control that contribution?

· Freedom to Act / Authority—Authority, autonomy, independence of action, and level and types of decisions made; degree to which job tasks are dictated by policy, procedures, manuals, supervisor, or department head.

· Communications—Types of verbal and written communications; who is typically communicated with; what information is the job responsible for communicating and the method of delivery.

· Consequences of an Error—The impact and consequences of errors made in the course of the work relative to the magnitude – from those easily rectified to those that cause major unit disruption; also referred to as ‘risk’.

Range of ImpactHow “big” is the function, department or process touched?

Position Change Management ToolManaging Pay for Expanded Responsibilities Within the Same Position Profile

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0% Above 10%6-10%

Minimal or No Difference

Just Noticeable Difference

Obviously Quite NoticeableNoticeable Difference

1%-5%

Knowledge & Skills:

Scope of Responsibilities:

Impact:

Factors in determining expanded

responsibilities

• A change in how work is done or the tools used (e.g., automating manual processes, switching to different software package)

• May require training to learn new software or methods, but it does not change the purpose or overall accountabilities of the job

• Additional supervision of employees performing similar work in the same unit

• Increase in breadth of responsibility (e.g. from Unit to University wide)

• Expanded budget authority or resources

• Additional supervision of employees performing different work, or in a different unit

• Additional supervision or oversight of another unit

• Significant increase of spending authority or discretion, or additional funding sources

• Completion of specialized certification or licensure related to position responsibilities required

• Draw on greater amount of professional experience that requires increased complexity of problems encountered in the course of work

• Additional competencies or skills are required to successfully perform the work (e.g. courses or training series, but not necessarily leading to a degree or certificate)

• Completion of an advanced degree (Masters or higher); or extensive training course (e.g. FBI Academy or SPHR)

• Responsibility for compliance and implementation of new State and/or Federal Regulations

• Work remains in the same unit, with little or no changes to authority or budget controls

• Additional steps or tasks that are similar to current responsibilities

• Same types of decisions made, with the same consequence of errors

• No additional risk

• Slight addition to decision making responsibility, with increased consequence of error and risk

• Broader scope of communication, perhaps outside of unit

• Increased autonomy and independence in position

• Accountable for communicating metrics and results to higher levels

• Increased responsibility to set policy for unit, department, or university

• Authority to grant exceptions to policy

Position Change Management

9

Temporary Assignment of Additional Responsibilities

• When an employee is assigned additional or different responsibilities on a temporary basis, compensation may be warranted and provided

• Temporary assignment must be a significant, clearly defined addition of responsibilities to the normal workload

• Temporary assignments can vary greatly and should be considered on a case by case basis; length of time should be at least 30 calendar days; typically not more than one year

• Stipend or Overload Policy

• http://hr.oregonstate.edu/manual/administrative-stipend

• http://hr.oregonstate.edu/manual/overload-compensation

Position Change Management

10

Position Profile Change

• Significant changes in a job’s responsibilities may warrant a review of the job resulting in a position profile change

• Situations that may warrant a position profile change include but are not limited to:

Department reorganization resulting in position restructuring

Addition of new areas of responsibility

Expanded level of authority leading to increased impact of decisions

Difference in level within function such as AM4, Manager 1-Student Services to AM3, Administrator 3-Student Services

Difference in level between management and senior management within the function, such as AM1, Administrator 1-Student Services to EX3, Executive 3-Student Services

Questions