The Management Series Session II
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The Management Series Session II The Management Series Session II Presentation Transcript

  • The Management Series Session II “ Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success” Your NU Values Partners Brought to you by: The Training and Development Team Good Morning, and Welcome!
  • “ Welcome our Campus Leader”
    • Mary Haven M.S.
    • Associate Dean
    • School of Allied Health Professions
    • Expanding distance education
    • Developing core interdisciplinary courses
    • Serving Native American communities
    • Building research infrastructure
  • School of Allied Health Professions Update
  • School of Allied Health Professions
    • 10 Programs
    • 170 Entering Students
    • 345 Total Full-Time Students
    • 33 Full-Time Faculty
    • 300 Courtesy and Part-Time Faculty
    • 610 Total Clinical Sites
  •  
  •  
  • UNMC’s Physician Assistant Program ranked 14 th of 40. UNMC’s Physical Therapy Program was ranked 31 st of 141.
  • 2004-2005 Applicants 3.74 101 Radiography 3.44 23 Radiation Therapy 3.41 222 Physician Assist. 3.57 111 Physical Therapy 3.56 43 Nuclear Medicine 3.06 54 Medical Tech. 3.32 26 Medical Nutrition 3.64 19 Diag. Med. Sono. 3.14 12 Cytotechnology 3.32 10 Clinical Perfusion Overall GPA Number Program
  • 2004-2005 Matriculants 3.80 14 Radiography 3.51 7 Radiation Therapy 3.70 40 Physician Assist. 3.81 42 Physical Therapy 3.73 7 Nuclear Medicine 3.30 36 Medical Tech. 3.34 6 Medical Nutrition 3.86 7 Diag. Med. Sono. 3.28 6 Cytotechnology 3.27 4 Clinical Perfusion Overall GPA Number Program
  •  
  • Programs Available Via Distance 2006 Clinical Perfusion 2005 Cytotechnology 2005 Radiography 2001 Radiation Therapy 1991 Medical Technology Year first offered via distance Program
    • Your UNMC
    • facilitators:
    • Alice Weyant
    • Compensation Consultant
    • Jen Maly
    • Compensation Consultant
    Session II Compensation Administration
  • Jennifer Maly & Alice Weyant Strategic Staffing and Compensation Human Resources Department THE MANAGEMENT SERIES Compensation Administration Session II November 5, 2004 “ Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success” Your NU Values Partners Brought to you by:
  • Agenda
    • Goal
    • Classification and Compensation System
        • Objectives
    • Compensation Infrastructure
        • Job Documentation/Analysis
        • Job Evaluation
        • Pay Structures/Market
        • Performance Leadership
        • Partnership
  • Goal Successful Management of Compensation Administration Partners Tools Knowledge Consult
  • Outcomes
    • Responsiveness
    • Information/Knowledge Exchange
    • Understanding
    • Accountability
    • Decision Quality
    • Results Impact
    Increased
    • Objectives –
        • Cost Effectiveness
        • External Equity
        • Internal Equity
        • Pay for Performance
        • Administrative Consistency
        • Legal Compliance
    Classification and Compensation System
    • Legal Compliance –
    • Age Discrimination in Employment Act
    • May not discriminate against an individual because he/she is 40 years of age or older.
    • Americans Disability Act
    • May not discriminate against a qualified individual because of a disability.
    • Civil Rights Act, Title VII
    • May not discriminate based on race, color, gender, religion or national origin.
    Classification and Compensation System
    • Legal Compliance –
    • Equal Pay Act
    • May not discriminate based on gender in regards to pay.
    • Fair Labor Standards Act (FLSA)
    • Establishes minimum wage, overtime pay, record keeping, and child labor standards
    • Pregnancy Discrimination Act
    • May not discriminate based on pregnancy, childbirth or related conditions.
    Classification and Compensation System
    • Create a more flexible and efficient classification and compensation system
    • Improved linkage between pay and performance
    • Establish relevance to market
    • Maximize user understanding and support
    • Incorporate technology
    Compensation Infrastructure
  • Compensation Infrastructure Market Surveys “ Relevance” Pay Structures “ Bands” “ Zones” “ Benchmarks” Performance Leadership “ Competencies” “ Key Behaviors” Job Documentation “ Job Analysis” Job Evaluation “ Job Families” Faculty Staff Human Resources Partners
  • Job Documentation Job Documentation “ Job Analysis” Job Documentation “ Job Analysis” Performance Leadership “ Competencies” “ Key Behaviors” Job Evaluation “ Job Families” Market Surveys “ Relevance” Pay Structures “ Bands” “ Zones” “ Benchmarks” Faculty Staff Human Resources Partners
    • A systematic method to gather and
    • analyze relevant and important job
    • content information.
    Job Analysis Process
    • Provides the basis for performance appraisal.
    • Provides documentation for legal and regulatory compliance.
    • Identifies minimum qualifications.
    • Determines reclassifications and updates.
    • Identifies salary survey comparisons.
    • Operational use. Identify needs and develop org design.
    Job Analysis Process
  • Job Analysis Process Conduct Develop Maintain/Update
  • Sources
    • Primary
    • Information obtained directly from incumbent and/or supervisor.
    • Secondary
    • Information obtained from other sources.
    • Consists of written information about
    • job content and is the result of a job
    • analysis effort.
    Job Documentation
  • Job Documentation Hierarchy Class Specification Position Description Job Description Standard Operating Procedures Performance Standards
    • Five Steps to
    • Writing an Effective Position Profile
    • 1. Write the basic function and responsibility statement.
    • 2. Determine the major functions and percentages
    • of time allocated to each function.
    • 3. For each function, determine the duties.
    • 4. Determine the minimum qualifications
    • (knowledge, skills, abilities).
    • 5. Determine if there are any physical, environmental
    • or special demands.
    Job Documentation
  • Five Steps to Writing an Effective Position Profile
    • 1. Basic Function and Responsibility Statement
    • Example – Staff Secretary Under limited supervision, provides secretarial and administrative support to three faculty members for the Family Medicine department.
    • 2. Major Functions & Percentages of Time
    • Example – Staff Secretary
      • A. Typing 50%
    • B. Correspondence 20%
      • C. Public contact/Reception 15%
      • D. Conference Coordination 10%
      • E. Filing 5%
    Five Steps to Writing an Effective Position Profile
    • 3. Duties and Responsibilities
    • Example – Staff Secretary
      • D. Conference Coordination 10%
    • D1. Schedules speakers for bi-monthly departmental
    • seminars by calling individuals from established
    • listings, ascertaining availability, determining event
    • dates and composing confirming correspondence.
    Five Steps to Writing an Effective Position Profile
  • Five Steps to Writing an Effective Position Profile
    • 4. Minimum Qualifications
    • (knowledge, skills, abilities)
    • Example – Staff Secretary
    • - A high school education is necessary.
    • - Four years of secretarial experience, or successful
    • completion of business courses, or an equivalent
    • combination of education and experience, is
    • required.
  • Five Steps to Writing an Effective Position Profile
    • 5. Physical, Environmental or Special Demands
    • Work Environment and Physical Demands
      • Travel
      • Odd hours
      • Peak times of activity
    • Physical Requirements Form
      • Exposure to hazardous materials
      • Lifting
      • Patient Care and Contact
    • steps
  • Position Profile
    • Job Titles
    • FLSA Exemption Status
    • Basic Function & Responsibilities Statement
    • Characteristic Duties & Responsibilities
    • Organizational Structure
    • Personal Contacts and Purpose of Contacts
    • Minimum Qualifications
    • Knowledge, Skills and Abilities
    • Work Environment and Physical Demands
    • Scope
    • Physical Requirements
    • profile
  • Position Profile Tips
    • Don’t rely solely on a job’s history.
    • Clarify the actual tasks and responsibilities first.
    • Minimum qualifications established have direct bearing on performance.
    • Duties must be truly doable.
    • Use specific language.
    • Generally regarded as a legal document.
  • Pay Structures Job Documentation “ Job Analysis” Performance Leadership “ Competencies” “ Key Behaviors” Job Evaluation “ Job Families” Market Surveys “ Relevance” Pay Structures “ Bands” “ Zones” “ Benchmarks” Faculty Staff Human Resources Partners Pay Structures “ Bands” “ Zones” “ Benchmarks” Market Surveys “ Relevance”
  • Pay Structures
    • Consists of a series of pay ranges, or
    • “ grades”, each with a minimum and
    • maximum pay rate.
  • Pay Structures
    • Establish relevance to market
    • Flexible/efficient
    • User understanding
    • Link pay and performance
    • Incorporate technology
    • Job Family list)
    • ( Groupings of related jobs with common
    • vocations/professions in that they have similar
    • market characteristics, related key behavior,
    • continuum of knowledge, skills and abilities.
    • Band
    • Represents total job family pay opportunity.
    NU Values
    • Zone
    • Reflects job groupings where all job classifications
    • assigned to said zone share common characteristics
    • in the execution of the job responsibilities.
    • Benchmark Range
    • Market “relevant” benchmark ranges; reflecting
    • competitive and relevant market data results.
    NU Values
  • Pay Structures $ $ Job Family Pay “ Band” Specialist Assistant Associate Senior Job Category “ Zone” Job Relevant “ Benchmark Range”
    • 18 Respected Survey Sources
      • National
      • Regional
      • Local
      • Healthcare
      • Non-healthcare
    Market Pricing
      • Summarized collection of data from several sources.
  • Building Pay Structures Pay Range - Has a minimum pay value, a maximum pay value and a “midpoint” , or central value. Range Spread - The difference between the maximum and the minimum.
  • Range Spreads Minimum Maximum
    • 50% - 70%
    40% - 50% 30% - 40% 25% - 35%
  • Benchmark Ranges Therapy Asst HC01H Dental Assistant HCO4H
  • Competitive Range - Minimal Qualifications - Less Competence - “Trainee” Incumbents - Exceeds Qualifications - C onsistently Exceeds Performance Expectations - Unique Individual Qualifications - Industry “Expert” Minimum Maximum Competitive Range - Fully Qualified - Fully Competent 33% 67%
  • Job Evaluation Job Evaluation “ Job Families” Job Documentation “ Job Analysis” Performance Leadership “ Competencies” “ Key Behaviors” Job Evaluation “ Job Families” Market Surveys “ Relevance” Pay Structures “ Bands” “ Zones” “ Benchmarks” Faculty Staff Human Resources Partners
  • Job Evaluation
    • Systematic determination
    • of the relative value of
    • jobs within the organization.
  • Job Evaluation Job Family Zone Assignment Benchmark Range
    • Zone Placement Matrix
    • Measures Job Content Value
    Zone Assignment FACTORS/DEFINITIONS
  • Benchmark Range Medical Technologist $40,340 $41,961
  • Job Evaluation
    • Job evaluations are conducted when:
    • New jobs are created.
    • There are significant changes
    • in job content of existing
    • positions.
    • Updating of Position Profiles.
    Job Content Personal Interactions Supervision Responsibility/Impact Skills/Abilities Position Profile
  • Performance Leadership Performance Leadership “ Competencies” “ Key Behaviors” Job Documentation “ Job Analysis” Performance Leadership “ Competencies” “ Key Behaviors” Job Evaluation “ Job Families” Market Surveys “ Relevance” Pay Structures “ Bands” “ Zones” “ Benchmarks” Faculty Staff Human Resources Partners
  • Performance Leadership Feedback Recognition & Reward Planning Expected Performance Performance Period Appraise (a part of Feedback and Recognition)
  • Job Valuation vs. Performance Leadership Job Content Valuation Employee Performance Leadership Values
  • Pay Administration
    • Classification Related
    • Reclassification
    • Significant Change in Content
        • Demotion
        • Promotion
    • No Reclassification
    • Additional Responsibilities
        • Pay Adjustment
    • Employee Related
    • Promotion
    • Additional Responsibilities
    • Demotion
    • Market Adjustment
    • Equity Adjustment
    • Performance Adjustment
    • Annual Adjustment
    • Factors that impact the positioning of an incumbent’s pay level:
      • Qualifications of incumbent (education/experience).
      • Performance contributions (length of service).
      • Pay levels of similarly situated incumbents in
      • comparable jobs.
      • Pay History.
      • Total cash compensation (base pay, stipends, other).
      • Department budget and fiscal resources available.
      • Competitive Conditions.
    Pay Considerations
  • Pay Range Positioning - Minimal Qualifications - Less Competence -“Trainee” Incumbents - Exceeds Qualifications - C onsistently Exceeds Performance Expectations - Unique Individual Qualifications - Industry “Expert” Minimum Maximum Competitive Range - Fully Qualified - Fully Competent 33% 67%
  • Pay Range Positioning
    • - Minimal
    • Qualifications
    • - Less Competence
    • “ Trainee”
    • Incumbents
    - Exceeds Qualifications - C onsistently Exceeds Performance Expectations - Unique Individual Qualifications - Industry “Expert” Minimum Maximum Competitive Range 33% 67% - Fully Qualified - Fully Competent Individual Performance Pay Increase Opportunity Lower Performance Higher Performance Meets All Expectations
  • Pay Analysis All UNMC Range – OS 011 LOW AVERAGE HIGH $23,000 28,400 34,000 MIN 33% 67% MAX $22,225 26,267 30,309 34,351 COM LOW AVERAGE HIGH $24,700 29,400 33,940 Competitive Range $28,922 Incumbent
  • Pay Analysis 10/02/78   80.7%   $14.25 Employee D 10/02/04   62.2%   $13.25 Employee C 12/01/03   32.0%   $11.62 Employee B 09/09/02   6.6%   $10.25 Employee A   Date of Hire     (Range Penetration % for OS 010) Incumbents     58%     Range Penetration % $15.29 $13.49 $12.59 $11.69 $9.89 Base Salary           Current OS 010 $14.65 $13.04 $12.21 $11.38 $9.77 Base Salary Range Max = 100% 67% Mid = 50% 33% Min = 0% Market Range Aged Market Avg Range Spread Clerk 50%
  • Goal Successful Management of Compensation Administration Partners Tools Knowledge Consult
  • Strategic Staffing & Compensation Thank you, nuvalues.unmc.edu
  • Wrap-up reminders…
    • This is your management series
      • We listen to your feedback!
    • Professional Development Plans
      • Keep it simple
      • Talents (Strengths)
      • Self Assessment Library
      • Successful Manager’s Handbook
      • Option to meet with us
      • Include your supervisor (enhances communication)
    • Session III: Interviewing & Selecting Talent
      • Friday, January 7th … Same place, same time!
  • The Management Series “ Committed to understanding and delivering value-added customer service that contributes to our customers’ overall success” Your NU Values Partners Brought to you by: The Training and Development Team Thank you!