Mcomp Mgt Tools
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
587
On Slideshare
586
From Embeds
1
Number of Embeds
1

Actions

Shares
Downloads
5
Comments
0
Likes
0

Embeds 1

http://www.slideshare.net 1

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • JL Introduce myself, J-C & Josephine & Salary Admin. Professionals This workshop was prepared by J-C & myself, in close communication with Josephine & the Salary Admin. team Ask people to introduce themselves around the table -ask people to leave their cell phone off, or on vibrate The goal of this info session is to go through the M Compensation high lights to help you in your management decisions. There will be practical examples that you may encounter in your day-to-day human resources management role. We will look at : type of info needed to take any decision on compensation. Session designed to facilitate active participation so perfect time to: ask questions or make comments…always in a constructive fashion!! JC & I will share the presentation Examples are for illustration purposes only. Not intended to target some groups more than others.

Transcript

  • 1. Workshop for Managers Introducing M Compensation Management Tools Presented by J.-C. Provost & J. Leake Designed by J.-C. Provost, S.F. Marcil & Salary Administration Team February-May 2003
  • 2. Agenda
    • Reasons for a new compensation system
    • Basic principles
    • Roles (Managers, HR )
    • Review the decision making process:
        • Vacant position
        • Special salary adjustments
    • Review highlights
  • 3. New Compensation System
    • Objectives:
    • Maintain pay equity
    • Simplify the system
    • Create a new “mindset”
    • Give managers more autonomy
    • Increase transparency
  • 4. Planning tools for Manager
    • Help You:
    • Manage your staff resources
    • Manage:
      • Expectations
      • Career progression
      • Salary progression
      • Budget
    • Develop your organization
    • Become more autonomous in HR management
  • 5. Administration Communications Finance Human Resources Information Systems & Technology Logistics & Facilities Student & Academic Srvs Administration Faculty Department, Unit Research Administration ADM4A ADM3A ADM2A ADM1A ADM4B ADM2B ADM1B University Secretariat Legal ADM4C University Secretariat Translation ADM3D ADM2D University Secretariat Archives Curator ADM4E ADM2E University Secretariat Administration ADM1F Administration & Area Personnel ADM3G ADM2G Internal External Relations COM4A COM3A COM2A COM1A Development & Alumni Relations COM4C COM3C COM2C COM1C Publications COM3D COM2D COM1D Accounting Investments FIN4B FIN3B FIN2B FIN1B Audit Security FIN4C FIN1C Purchasing FIN3D FIN2D FIN1D Staffing - Placement Transition - Personnel Administration PER4A PER3A PER1A Compensation, Benefits Payroll, Pensions PER4B PER3B PER2B PER1B Staff Relations PER4C PER3C PER2C Area Personnel PER3D PER2D Academic Personnel PER4E Systems Development IST4A IST3A IST2A IST1A Telecommunications & Operations IST4B IST3B IST2B IST1B Training & Communications & Help Desk Services IST3C IST2C IST1C Facilities Operations Maintenance LOG4A LOG3A LOG2A LOG1A Security, Safety Environment LOG4B LOG3B LOG2B Planning & Design LOG4C LOG3C LOG2C LOG1C Services Operations LOG3D LOG2D LOG1D Admissions & Registrar Financial Aid, Placement Counseling Services Student Affairs SAF4A SAF3A SAF2A SAF1A SAF4B SAF3B SAF2B SAF1B SAF4D SAF3D SAF2D SAF1D Job Families
  • 6. Example #1 Admissions, Recruitment & Registrar SAF 4 A IST 3 A ADM 2 G ADM 1 A COM 2 A COM 1 D SAF 3A IST 2B IST 1A SAF 2A (10) SAF 1A (15)
  • 7. Example #2 NCS IST 4B (3) IST 4A (2) IST 3 C (1) IST3B (4) IST2B (6) IST 1B (1) IST 3A (9) IST 2A (9) IST 1A (3) ADM 1A (2)
  • 8. Example #3 Accounting FIN 4B (5) IST 2A (3) IST 2 C (1) FIN 3B (4) FIN 2B (4) FIN 1B (6) IST 1A (3) ADM 1A (1) IST 1C (3)
  • 9. Vacant Position -Decision Process Same sub-family? Yes No Needs changed? Identify appropriate sub-family and level Identify appropriate level Review Family Role Profiles Review role Profile Yes No Need to fill the position? Yes No No action/ standby Initiate Job Posting Process
  • 10. Vacant Position – Scenario 1 IST 2A 2 years $41,000 IST1A from Other dept. 3 years n/a n/a n/a .5 year $48,000 Lou McKee 4 years n/a n/a n/a .5 year $51,000 Julie Côté 4 years n/a n/a n/a .5 year $54,000 Bill Dove 4 years B B B 14 years $65,000 Ann Duval Staff Data Comparison & History 6 years B B B 4 years $61,000 Lara Kall 9 years B A A 4 years $64,000 Lori Webb 6 years A n/a n/a 1 year $55,000 Kim Lee 4 years B B n/a 2 years $49,000 Joe Blake 3 years B B B 12 year $55,000 Ed Stuart 2001 2000 1999 Merit Category Previous Related Experience Time in Position Current Salary Profile
  • 11. Vacant Position – Scenario 2 IST 2A 8 years $54,000 IST2B from other dept. 3 years n/a n/a n/a .5 year $48,000 Lou McKee 4 years n/a n/a n/a .5 year $51,000 Julie Côté 4 years n/a n/a n/a .5 year $54,000 Bill Dove 4 years B B B 14 years $65,000 Ann Duval Staff Data Comparison & History 6 years B B B 4 years $61,000 Lara Kall 9 years B A A 4 years $64,000 Lori Webb 6 years A n/a n/a 1 year $55,000 Kim Lee 4 years B B n/a 2 years $49,000 Joe Blake 3 years B B B 12 year $55,000 Ed Stuart 2001 2000 1999 Merit Category Previous Related Experience Time in Position Current Salary Profile
  • 12. Vacant Position – Scenario 3 IST 2A 4 years n/a n/a n/a $60,000/yearcontract External Candidate 3 years n/a n/a n/a .5 year $48,000 Lou McKee 4 years n/a n/a n/a .5 year $51,000 Julie Côté 4 years n/a n/a n/a .5 year $54,000 Bill Dove 4 years B B B 14 years $65,000 Ann Duval Staff Data Comparison & History 6 years B B B 4 years $61,000 Lara Kall 9 years B A A 4 years $64,000 Lori Webb 6 years A n/a n/a 1 year $55,000 Kim Lee 4 years B B n/a 2 years $49,000 Joe Blake 3 years B B B 12 year $55,000 Ed Stuart 2001 2000 1999 Merit Category Previous Related Experience Time in Position Current Salary Profile
  • 13. Salary Scale High -> $64,000 Low -> $48,000 Avg -> $54,666 Base Salary 71% 90% 100% Salary Data of Grade 5 l l l $47,517 $60,234 $66,927 Min. Max. IST 2A 72% 76% 73% 81% 82% 91% 96% 97% % = Staff members’ compa-ratio
  • 14. Establish Salary of External Candidate Position current salary on new scale Compare education & experience with other staff members Calculate compa-ratio
  • 15. Example – New Position
    • As the new Controller of the Accounting Department, you are reviewing the organizational structure, and the range of services offered by the various units.
    • You want to create two (2) new positions responsible for financial analysis, cost analysis, revenue forecasting, and tax advice for the University.
    • You want to attract candidates with 3-8 years experience & professional designation.
    • You expect the role will evolve over time, and you are uncertain whether these positions should be matched to a level 2 or level 3 role profiles ( FIN–B ).
  • 16. Role Profile Levels
    • Level 1:
      • Supervisory positions
      • Specialized administrative & technical positions
    • Level 2:
      • Professionals
      • Supervisory positions
    • Level 3:
      • Unit managers
      • Senior professionals
    • Level 4:
      • Managers of major units, with University wide impact, leading a team of professionals & support staff.
  • 17. Type of Salary Adjustments
    • Additional responsibilities ( base )
      • Significant and measurable impact within the same profile
      • Aligned with unit priorities
    • Special project ( non-base )
      • Assigned by Manager
      • Work related project
      • Align with departmental priority
      • For a limited period
      • Payment at project-end
  • 18. Type of Salary Adjustments (cont’d)
    • Market adjustment ( base salary )
      • Market pressure created recruitment difficulty.
      • Turnover has increased.
    • Market adjustment ( non-base salary )
      • Temporary shortage due to Labour market changes.
      • Current high demand skills
        • Review every 1-2 years
  • 19. Type of salary adjustment (cont’d)
    • New skills & competencies
      • Discussed and planned prior with the Manager.
      • Directly work related.
      • Completion of formal education program above and beyond basic requirements .
      • Observable and measurable knowledge, skills and behaviors.
  • 20. Additional Responsibilities Decision Process Evolution of the position? Yes No Why?
    • No change in role profile
    • No salary adjustment
    Employee strong performance Recognized through Merit exercise New Dept. objectives & needs Responsibilities evolve? Another Profile Same Profile & Level Possibility of salary adjustment Identify potential Profile Same grade Higher grade Promotion Lower grade * * The employee salary would be “Red circled” Review internal equity
  • 21. Additional Responsibilities SAF 1A Data Comparison & History NOTES Average salary for : Average of years in position : 19 SAF1A in dept .: $41,000 In dept.: 2 years 26 SAF1A at McGill .: $41,000 N/A B B B 3.5 years $39,250 Mia Azoca 1 year A n/a n/a 1 year $41,000 Bob Venne 2 years B B n/a 2 years $44,000 Xu Wei N/A A B n/a 2 years $39,250 Susan Roe N/A B n/a n/a 1 year $39,250 Jean Dubé 2001 2000 1999 A n/a Merit Category B 2 years 2 years $45,000 Sean Kaye Previous related experience Time in Position Current Salary Profile
  • 22. Salary Scale: SAF 1A High -> $45,000 Low -> $39,250 Avg -> $41,290 Base Salary 71% 90% 100% Salary Data of Grade 3 l l l $39,059 $49,510 $55 012 Min. Max.
  • 23. Market Adjustment 6 years A n/a n/a 1 year $55,000 Kim Lee 4 years B B n/a 2 years $49,000 Joe Blake 3 years B B B 12 year $55,000 Ed Stuart 6 years B B B 4 years $61,000 Lara Kall 4 years n/a n/a n/a .5 year $51,000 Julie Côté 4 years n/a n/a n/a .5 year $54,000 Bill Dove 9 years B A A 4 years $64,000 Lori Webb 4 years B B B 14 years $65,000 Ann Duval 3 years n/a n/a n/a .5 year $48,000 Lou McKee 4 years IST2B from other dept $54,000 Gil Besner 4 years n/a n/a n/a External hire $58,000 Juliet Candid 2 years IST1A from other dept. $47,517 Claude Amel Data Comparison & History 2001 2000 1999 IST 2A Merit Category Previous related experience Time in Position Current Salary Profile
  • 24. Salary Scale High -> $64,000 Low -> $48,000 Avg -> $54,666 Base Salary 71% 90% 100% Salary Data of Grade 5 l l l $47,517 $60,234 $66,927 Min. Max. IST 2A 72% 76% 73% 81% 82% 91% 96% 97% % = Staff members’ compa-ratio
  • 25. Market Adjustment - Decision Process Base salary increase or non-base? Yes Market adjustment required? * Consider career & staff development, special projects, … Review appropriateness of role profile & discuss market data with HR Review position global situation (i.e.: turnover, recruitment issues, etc.) No * Is there a market problem elsewhere at McGill for the same type of position?
  • 26. What is the Market?
    • Labor market
    • Reference or comparator markets
      • Selected by McGill
      • For “M” jobs, we recruit Greater Montreal area
      • Professional and managerial positions
        • Canadian not-for-profit sector,
        • Public and university sectors in Quebec,
        • Large employers in Greater Montreal area.
  • 27. High Demand Skills
    • Knowledge and skills where supply is limited:
      • Does not satisfy demand.
    • Shortage of “qualified” candidates and staff:
      • Creates pressure for a higher salary premium.
    • Hot skills change over time as the labor market changes.
  • 28. Project Assignment –Decision Process Is support or replacement available? Yes Is the project over and above current job? Review: Project scope, period, precedents & plan deadlines, responsibilities & deliverables No Salary stays as is Does the project increase job complexity? No Yes No Is non-base payment appropriate ? What % or $$$ makes sense? Yes
  • 29. Payment for Special Project ???
    • The Administrative Assistant/Officer in your department must coordinate the Cyclical Review for your department. She worked most week-ends and many evenings during the past 3 months, and you want to reward her extra work.
    • Your Department will have to move to another building, and you just asked your Administrative Assistant to coordinate the move. She asked if she would be compensated for some of her overtime.
    • The Systems Analyst in your department does a lot of extra work for the department during the evening. You have seen him/her during the day helping graduate students and faculty members with their research. He/she never says “no” to a request. You feel you may be “taking advantage”, and you wonder what could be done.
  • 30. Highlight Review
    • HR management is a critical function of the manager’s role.
    • Any decision can not be taken in isolation…Equity!
    • Many tools and info are available to help you, as managers, towards enlightened decisions!
    • HR professionals are consultants to support you.
  • 31. “ M” Compensation Performance Dialogue Development Plan Competency Model Succession Planning Global HR Approach
  • 32. Contact List
    • Salary Administration Group:
    • Manager :
    • Josephine Leake – 3342
    • Officers :
    • Johanne Bellefleur – 2681
    • Laura Fabrizi – 2302
    • Merita Ryan – 8430
    • Shirley Winstanley – 8699
    • 2. Your APO/R
  • 33. Other Questions??????? … Comments??????
  • 34. Back-up Material
  • 35. Administrative process
  • 36. Basic Principles
    • Salary Equity
      • Fair positioning of salary within the scale of each team members with same job profile.
      • The positioning must take into account;
        • year into the job,
        • related experience,
        • Job performance,
        • education level and
        • Equity with colleagues within the unit.
  • 37. Basic Principles
    • Equitable vs. “One Size Fits All”
    • Equitable means :
    • You have considered all 4 aspects (see previous slide) to differentiate team members .
    • “ One Size Fits All” means :
    • You treat all team members the same way even though they have different level of contribution .
  • 38. New system - Definitions
    • Salary Adjustment:
      • A change in salary distinct from:
        • annual salary increase (Merit or General increase)
        • promotional increase.
      • Salary adjustments may be:
        • base
        • non-base:
          • lump sum payments
          • premium
  • 39.
    • Behaviour:
      • Manner of acting or conducting oneself in carrying out one’s work responsibilities.
    New system - Definitions
  • 40. New system - Definitions
    • Competency:
    • Work related knowledge, skills and behaviors needed to effectively perform a position or role.
    • Core competencies are behavioral and required by all the professional or managerial positions.
    • Specific competencies are relevant to each job family. They include:
      • Behavioral competencies
      • Technical competencies (ex.: accounting, engineering, human resources management, etc.)
  • 41. New system - Definitions
    • Profile competencies:
    • Know-how needed to effectively perform the key roles identified in a Role Profile, such as:
      • Skills,
      • knowledge,
      • and behaviors
    • Profiles within the same job family will share some competencies,
    • Vary from one level to another as a function of:
      • Know-how,
      • the complexity,
      • problem solving and
      • decision-making.
  • 42. New system - Definitions
    • Competency Model Facilitates:
      • Recruitment activities
      • Promotion decisions
      • Development strategy
  • 43. New system - Definitions
    • Job family:
    • Role profiles are grouped with:
      • job families and
      • sub-families
    • … which share a common purpose or service in support of the University’s mission.
    • A job family represents:
      • a potential professional or
      • managerial career path
    • … across and within departments.
  • 44.
    • Role Profile:
    • Describe in generic terms:
      • Responsibilities & accountability of position
      • Within each sub-family
      • Within a structure of up to four levels.
    • Description includes:
      • General description of:
        • Job family,
        • Key Roles & responsibilities, and
        • Typical functions.
    Definitions (cont’d)
  • 45. Definitions (cont’d)
    • Unit Manager:
    • The head of a:
      • faculty,
      • department
      • or unit.
    • The term “unit” captures:
      • All administrative and academic units, which are:
        • Neither identified as faculties or departments.
  • 46. Definitions (cont’d)
    • Equity
      • Equity within a unit or the university as a whole, taking into account the various factors that determine an individual’s salary.
    • Reference point
      • 90% of the maximum of the salary scale of a grade.
  • 47. Definitions (cont’d)
    • Integration Adjustment : (When new scale)
    • The increase needed to bring an employee’s salary to the minimum of their new scale or an adjustment equal to one quarter (¼) of the amount needed to maintain an employee’s position in their new salary scale.
    • The formula is :
    • [ { ( (old salary)-(old min.) X (new max.–new min.) ) + new min.–old salary } X 1/4 ]
    • (old max.)-(old min.)
      • PROVIDE AN EXAMPLE
    • Reference Point :
    • 90% of the maximum of the salary scale of a grade.
  • 48. Definitions (cont’d)
    • Integration Adjustment : (When new scale)
    • The increase needed to bring an employee’s salary so that he/she can maintain position in the new scale.
    • The new salary must be at least at the minimum of the new scale
    • Or equal to one quarter (¼) of the amount needed scale.
      • PROVIDE AN EXAMPLE
  • 49. Definitions (cont’d)
    • Role Profile:
    • Role profiles, describe in generic terms the significant responsibilities and accountability of positions within each sub-family within a structure of up to four levels.
    • The description of each role profile includes:
      • general description of the Job family,
      • Key Roles and responsibilities,
      • and Typical functions.
    • Job match:
  • 50. Creation of Profiles- Methodology
    • Hay Guide Chart Methodology:
    • The job evaluation plan used by McGill Pay Equity Committee to determine the relative value of role profiles.
    • This plan considers the following factors:
      • 1) Know-how
      • 2) Problem solving
      • 3) Accountability
      • 4) Working conditions
    • From now on……
  • 51. Salary Adjustment – Decision Process Does the employee merit a base salary increase? Yes No Why? Determine % of base increase or lump sum considering equity Received approval Why? Recommend increase to V-P, Dean or Delegate and to HR if higher than 90% of scale (reference point) Complete form Consult employee’s file Inform employee Verbally and by writing Complete Appointment form High performer Margin before 90% Good experience High performer already close to max. Good experience Discuss the recommendation with APO/Rs and agree on it.
  • 52. Job Family Student & Academic Services Profiles Admissions & Registrar SAF 4A SAF 3A SAF 2A SAF 1A Financial Aid, Placement Counseling Services SAF 4B SAF 3B SAF 2B SAF 1B Students Affairs SAF 4D SAF 3D SAF 2D SAF 1D
  • 53. Market Adjustment - Decision Process Base salary increase or non-base? Yes No Market adjustment required? * Identify proper reason for salary adjustment Identify best appropriate role Profile with level Review all Family role Profiles to determine need Review position global situation (i.e.: turnover, recruitment issues, etc. Yes No Complete a Request for Market review by Human Resources No File decision in employee’s file See process illustrate at slide 23 Received approval? Yes Salary adjustment: Permanent or Temporary? Non-base Base See process illustrate at slide 26 Communicate decision to employee * Is there market problem elsewhere at McGill for same type of position?
  • 54. Information Systems & Technology Profiles Systems Development Telecommunications & Operations IST 4A IST 3A IST 2A IST 1A IST 4B IST 3B IST 2B IST 1B Training & Communications & Help Desk Services IST 3C IST 2C IST 1C Job Family - example
  • 55. Salary Adjustment – Decision Process Is a base salary adjustment justified? Yes No Why? Why? Consult employee’s file
    • Additional responsibilities?
    • Special project?
    • Market adjustment?
    • New skills or competencies?
    • Special adjustment do not apply
    • OR
    • Special adjustment apply but already at top of scale