This document discusses different methods for valuing goodwill in a business. It defines goodwill as the reputation or good name of a business that can be expressed in monetary terms. It then explains three methods for calculating goodwill: the average profit method, which multiplies average profits by the number of years purchased; the super profit method, which considers excess profits over a normal rate of return; and the capitalization method, which calculates the capital needed to generate average profits based on a normal rate of return. For each method, it provides an example calculation to illustrate how to apply the method.
CMG aims to acquire sheet metal companies to maximize shareholder returns and reach over $15 million in revenues by 2015. The transaction outline involves merging with a company with $1.8 million in revenues and partner projects worth over $5 million. It also includes shareholder payouts over 18 months, a share buyback, multi-year consulting contracts, and earn-outs based on gross margin targets. The outline provides a call option to purchase minority shares based on valuation formulas tied to EBITDA.
The document summarizes information about graduate business programs at the Kenneth Levene Graduate School of Business, including an MBA, MHRM, graduate certificates, and courses. Facilities include administrative offices, teaching rooms, an executive technology room, and a graduate student lounge and study area. The faculty comprises experienced professors covering various business disciplines. Programs are offered part-time, full-time, online and in person. Admission requires relevant work experience and a minimum GPA, while the GMAT is required for the MBA. Course offerings for winter/spring/fall 2008 are also listed.
The document provides an overview of a compensation project at UM for non-academic staff. The goals are to establish an externally competitive and internally equitable compensation package across locations. Each position was evaluated and placed in a salary grade and range based on factors like skills, impact, and responsibilities. The project aims to recruit, retain, and reward employees while ensuring fairness and consistency. It does not change duties, structures, or cause layoffs but provides transparency around compensation decisions. HR partners with managers on issues like market adjustments, promotions, and administering guidelines.
Webinar - How to Attract and Retain the Best Talent for your Organization.pptxPayScale, Inc.
So how do you effectively attract the best talent in the market? What should you do to retain your top talent? Payscale’s Director of Talent Acquisition, Emily Kent, and Sr. Manager, HR, Tim Douglass, will be answering these questions and more. Register now and find out what you can do to recruit, and keep, the best talent for your organization.
The document provides information on rethinking a company's compensation strategy. It discusses why having an effective compensation strategy is important, especially given current market challenges. It outlines the difference between a compensation philosophy and strategy. The document then discusses the key considerations and steps in developing or revisiting a compensation strategy, including determining scope, data sources, pay ranges, and addressing locations and transparency. It provides an example case study of the compensation strategy journey at Payscale, including their goals, processes, and next steps. The document concludes with final tips for developing a compensation strategy.
Is it Time to Rethink Your Compensation Strategy?PayScale, Inc.
Join Payscale’s Lexi Clarke, Chief Human Resources Officer as she discusses how to rethink and build a better compensation strategy that works for your organization.
The document introduces the Occupational Interest Schedule (OIS), an assessment tool developed by the authors to help management students identify their career interests. The OIS consists of 162 occupations across 9 domains. It aims to help students, institutions, and businesses. For students, it provides insight into their strongest interests to guide career exploration. For institutions, it offers data on student interests to inform course offerings and placements. For businesses, it allows targeting hiring at institutions with relevant student profiles. The document outlines the development, administration, scoring, and applications of the OIS, noting it has been used successfully at various Indian institutions.
This document discusses different methods for valuing goodwill in a business. It defines goodwill as the reputation or good name of a business that can be expressed in monetary terms. It then explains three methods for calculating goodwill: the average profit method, which multiplies average profits by the number of years purchased; the super profit method, which considers excess profits over a normal rate of return; and the capitalization method, which calculates the capital needed to generate average profits based on a normal rate of return. For each method, it provides an example calculation to illustrate how to apply the method.
CMG aims to acquire sheet metal companies to maximize shareholder returns and reach over $15 million in revenues by 2015. The transaction outline involves merging with a company with $1.8 million in revenues and partner projects worth over $5 million. It also includes shareholder payouts over 18 months, a share buyback, multi-year consulting contracts, and earn-outs based on gross margin targets. The outline provides a call option to purchase minority shares based on valuation formulas tied to EBITDA.
The document summarizes information about graduate business programs at the Kenneth Levene Graduate School of Business, including an MBA, MHRM, graduate certificates, and courses. Facilities include administrative offices, teaching rooms, an executive technology room, and a graduate student lounge and study area. The faculty comprises experienced professors covering various business disciplines. Programs are offered part-time, full-time, online and in person. Admission requires relevant work experience and a minimum GPA, while the GMAT is required for the MBA. Course offerings for winter/spring/fall 2008 are also listed.
The document provides an overview of a compensation project at UM for non-academic staff. The goals are to establish an externally competitive and internally equitable compensation package across locations. Each position was evaluated and placed in a salary grade and range based on factors like skills, impact, and responsibilities. The project aims to recruit, retain, and reward employees while ensuring fairness and consistency. It does not change duties, structures, or cause layoffs but provides transparency around compensation decisions. HR partners with managers on issues like market adjustments, promotions, and administering guidelines.
Webinar - How to Attract and Retain the Best Talent for your Organization.pptxPayScale, Inc.
So how do you effectively attract the best talent in the market? What should you do to retain your top talent? Payscale’s Director of Talent Acquisition, Emily Kent, and Sr. Manager, HR, Tim Douglass, will be answering these questions and more. Register now and find out what you can do to recruit, and keep, the best talent for your organization.
The document provides information on rethinking a company's compensation strategy. It discusses why having an effective compensation strategy is important, especially given current market challenges. It outlines the difference between a compensation philosophy and strategy. The document then discusses the key considerations and steps in developing or revisiting a compensation strategy, including determining scope, data sources, pay ranges, and addressing locations and transparency. It provides an example case study of the compensation strategy journey at Payscale, including their goals, processes, and next steps. The document concludes with final tips for developing a compensation strategy.
Is it Time to Rethink Your Compensation Strategy?PayScale, Inc.
Join Payscale’s Lexi Clarke, Chief Human Resources Officer as she discusses how to rethink and build a better compensation strategy that works for your organization.
The document introduces the Occupational Interest Schedule (OIS), an assessment tool developed by the authors to help management students identify their career interests. The OIS consists of 162 occupations across 9 domains. It aims to help students, institutions, and businesses. For students, it provides insight into their strongest interests to guide career exploration. For institutions, it offers data on student interests to inform course offerings and placements. For businesses, it allows targeting hiring at institutions with relevant student profiles. The document outlines the development, administration, scoring, and applications of the OIS, noting it has been used successfully at various Indian institutions.
2015.09.03 INTG1-GC-1030, Finance for Marketing Decisions - RockoffJoshua Rockoff
This syllabus outlines an integrated marketing finance course that will be held on Thursdays from 6:10-8:45 PM. The instructor is Joshua Rockoff and students will learn key financial concepts and metrics used to plan, analyze, and manage marketing programs. They will conduct hands-on exercises in areas like budgeting, break-even analysis, and calculating customer lifetime value. Assessment includes quizzes, a midterm, group project, and final exam. The course aims to provide students experience applying financial analysis to real-world marketing scenarios.
This document outlines the key aspects of determining return on investment (ROI) for training programs, including: identifying stakeholders and their needs; writing goals and measurable objectives; assessing learning and collecting data on costs, benefits, and impact over time; and reporting findings to justify the training budget and demonstrate value. ROI analysis aims to quantify the effectiveness of training and provide evidence of its business impact.
This document outlines the key aspects of determining return on investment (ROI) for training programs, including: identifying stakeholders and their needs; writing goals and measurable objectives; assessing learning and collecting data on costs, benefits, and impact over time; and reporting findings to justify the training budget and demonstrate value. ROI analysis aims to quantify the effectiveness of training and provide evidence of its business impact.
The document discusses return on investment (ROI) in training and development. It covers determining ROI by identifying stakeholders' needs, setting goals and objectives, assessing learning outcomes, and calculating expenses. ROI is important to quantify training effectiveness, manage budgets, and gain management support. The document also outlines models for calculating ROI, factors to consider in reporting findings to stakeholders, and the importance of using data to improve future training.
This document summarizes a training on return on investment (ROI) evaluation. It discusses determining stakeholders' needs, writing goals and objectives, assessing learning outcomes, and calculating costs and benefits to determine ROI. ROI is used to quantify training effectiveness, justify budgets, and provide evidence to management. The training covers developing data collection plans, accounting for all costs, and reporting findings to stakeholders in a timely manner.
Webinar - Mid-Year Check In: Are you Prepared to Tackle Compensation througho...PayScale, Inc.
Whether you are just getting started in comp, or looking for a refresher on compensation practices, join Payscale compensation professional, Sam Noble on as she deep dives into compensation practices and what to be thinking about as we head into the second half of the year.
The document is a position description for a National RTO Administration & Compliance Coordinator position. The role involves coordinating and implementing the administration and compliance of an organization's Registered Training Organization. Key responsibilities include supervising RTO employees, coordinating administration and compliance activities, ensuring proper implementation of finances, and liaising with RTO staff. The role also occasionally involves training and assessment duties such as developing teaching materials, delivering and assessing training, and moderating outcomes.
This document summarizes an incentive plan seminar discussing compensation strategies for motivating employee performance. It addresses issues around incentive plan design and provides suggestions. Specific compensation strategies covered include bonus plans, which are suggested for rewarding short-term quantified performance, and employee stock ownership plans (ESOPs), which are posed as a way to reward long-term performance. Benchmark ranges for common ESOP grants based on role are also provided. The document aims to provide guidance on effectively structuring incentive plans to drive desired business results through employee actions and alignment of goals.
Getting a Return on Investment from Campus Recruiting - Metrics that MatterUniversum Webinars
When it comes to investing in the future of your organization, establishing clear metrics is crucial. Yet far too many companies still don't have a strong understanding of ROI when it comes to campus recruiting.
Register now for the webinar, Getting a Return on Investment from Campus Recruiting - Metrics that Matter, to learn how you can increase recruiter effectiveness, quality of hire, and reduce costs before you even step on campus this Fall. Universum America's Vice President of Advisory Services, John Flato, will dive into:
- The fundamental pillars of a campus recruiting program
- Why you need to use metrics - and how to measure success
- What you need to understand your return on investment
The document provides an overview of Aspen Group, Inc., a publicly traded online university. It discusses Aspen's business model, competitive advantages, and financial projections. Key points include:
- Aspen focuses on graduate degree programs like MBAs and MSNs, which have higher completion rates and salaries than undergraduate programs.
- Their low tuition rates and in-house student acquisition model help keep costs down compared to competitors.
- Projections estimate growing student enrollment from 2,300 in 2013 to 5,000 in 2015, with revenues increasing from over $4 million to over $11 million in that period.
- Aspen expects to break even on an adjusted EBITDA basis around 2,500 students and achieve
Growth Strategies for Charter Schools: Start-up, Expansion, Maturity | Califo...Charter School Capital
Charter schools face a variety of challenges at each stage of growth. This panel session will outline the challenges charters face during phases of growth from start-up to expansion, through maturity. Our panel of experts will also offer best practices learned from their experiences, and used to achieve success.
MM PyschoTools proposes including career interest tests in educational plans to help students choose career paths aligned with their interests and abilities, reduce job mismatches, and increase productivity. The tests assess personality, interests, values, and aptitudes to recommend suitable careers. Students would complete the online tests for around R850, with the cost covered through premiums paid by customers.
This document provides an overview of N-15 Consultants and their work developing surveys and prototyping websites for enrollment management systems. It outlines their pilot project with NYU involving developing a survey called the MGE Survey to understand student perspectives and define key factors for universities. It then discusses building their own surveying tool and prototyping a website called MOTIF to target student interests. The document concludes with recommendations, financial projections showing anticipated revenue and costs, and a request for funding in exchange for equity.
The document discusses compensation and job evaluation. It defines compensation as consisting of base pay, supplementary compensation like benefits, and incentive pay. It describes the process of job evaluation which involves analyzing and ranking jobs based on factors like skills, effort, responsibilities to determine appropriate pay levels. Job evaluation seeks to establish a fair and equitable compensation system and provide a basis for pay decisions. Common methods of job evaluation include ranking, grading, and point-based systems.
This strategic plan document outlines six strategic aims for the college over 2014-2017: 1) Dynamic and Inspirational Teaching, Learning and Assessment, 2) Excellent Success and Progression, 3) Innovative and Exciting Offer, 4) Amazing People, 5) Exceptional Resources, and 6) Entrepreneurial Edge. Each aim has objectives and actions to achieve the college's mission of empowering students and vision of creating an amazing organization by 2017.
Effectiveness in compensation can be defined by attracting premier talent (offer compelling value proposition), driving sustained success (reward results) and instilling a culture of confidence (build a competitive advantage). Learn the "habit" of pay planning that will drive that result.
The document discusses career planning and development. It describes the four stages of a career: exploration, establishment, maintenance, and decline. It also outlines the career planning process, which involves assessing individual needs/strengths and organizational opportunities in order to develop a career plan. Key aspects of career planning include choosing a career path aligned with one's values, interests, and skills; gaining experience through activities like internships; and seeking guidance from career counselors or other resources. The goal of career planning is to set career goals and identify paths to achieve them.
Webinar - Navigating Compensation Budgeting SeasonPayScale, Inc.
Join members of Payscale’s HR and compensation team for an event that will prepare you for the upcoming compensation budgeting season. We will cover exciting new data on the topic as well as actionable insights and tips to help you be successful whether it is your first time, or you are a seasoned pro.
Have a look at a presentation from the Workshop in Nice which was organised within the TRIGGER project (project number: 2617309-EPP-1-2020-1-SK-EPPKA2-CBHE-JP). The aim of the project is to improve conditions at universities in Central Asia and to educate students in an innovative way so they acquire the skills needed for today's job market. In this presentation Côte d'Azur University will take you through planning, managing, and promotion of graduates employability in cooperation with employers and will introduce different services to support the students in this regard.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
2015.09.03 INTG1-GC-1030, Finance for Marketing Decisions - RockoffJoshua Rockoff
This syllabus outlines an integrated marketing finance course that will be held on Thursdays from 6:10-8:45 PM. The instructor is Joshua Rockoff and students will learn key financial concepts and metrics used to plan, analyze, and manage marketing programs. They will conduct hands-on exercises in areas like budgeting, break-even analysis, and calculating customer lifetime value. Assessment includes quizzes, a midterm, group project, and final exam. The course aims to provide students experience applying financial analysis to real-world marketing scenarios.
This document outlines the key aspects of determining return on investment (ROI) for training programs, including: identifying stakeholders and their needs; writing goals and measurable objectives; assessing learning and collecting data on costs, benefits, and impact over time; and reporting findings to justify the training budget and demonstrate value. ROI analysis aims to quantify the effectiveness of training and provide evidence of its business impact.
This document outlines the key aspects of determining return on investment (ROI) for training programs, including: identifying stakeholders and their needs; writing goals and measurable objectives; assessing learning and collecting data on costs, benefits, and impact over time; and reporting findings to justify the training budget and demonstrate value. ROI analysis aims to quantify the effectiveness of training and provide evidence of its business impact.
The document discusses return on investment (ROI) in training and development. It covers determining ROI by identifying stakeholders' needs, setting goals and objectives, assessing learning outcomes, and calculating expenses. ROI is important to quantify training effectiveness, manage budgets, and gain management support. The document also outlines models for calculating ROI, factors to consider in reporting findings to stakeholders, and the importance of using data to improve future training.
This document summarizes a training on return on investment (ROI) evaluation. It discusses determining stakeholders' needs, writing goals and objectives, assessing learning outcomes, and calculating costs and benefits to determine ROI. ROI is used to quantify training effectiveness, justify budgets, and provide evidence to management. The training covers developing data collection plans, accounting for all costs, and reporting findings to stakeholders in a timely manner.
Webinar - Mid-Year Check In: Are you Prepared to Tackle Compensation througho...PayScale, Inc.
Whether you are just getting started in comp, or looking for a refresher on compensation practices, join Payscale compensation professional, Sam Noble on as she deep dives into compensation practices and what to be thinking about as we head into the second half of the year.
The document is a position description for a National RTO Administration & Compliance Coordinator position. The role involves coordinating and implementing the administration and compliance of an organization's Registered Training Organization. Key responsibilities include supervising RTO employees, coordinating administration and compliance activities, ensuring proper implementation of finances, and liaising with RTO staff. The role also occasionally involves training and assessment duties such as developing teaching materials, delivering and assessing training, and moderating outcomes.
This document summarizes an incentive plan seminar discussing compensation strategies for motivating employee performance. It addresses issues around incentive plan design and provides suggestions. Specific compensation strategies covered include bonus plans, which are suggested for rewarding short-term quantified performance, and employee stock ownership plans (ESOPs), which are posed as a way to reward long-term performance. Benchmark ranges for common ESOP grants based on role are also provided. The document aims to provide guidance on effectively structuring incentive plans to drive desired business results through employee actions and alignment of goals.
Getting a Return on Investment from Campus Recruiting - Metrics that MatterUniversum Webinars
When it comes to investing in the future of your organization, establishing clear metrics is crucial. Yet far too many companies still don't have a strong understanding of ROI when it comes to campus recruiting.
Register now for the webinar, Getting a Return on Investment from Campus Recruiting - Metrics that Matter, to learn how you can increase recruiter effectiveness, quality of hire, and reduce costs before you even step on campus this Fall. Universum America's Vice President of Advisory Services, John Flato, will dive into:
- The fundamental pillars of a campus recruiting program
- Why you need to use metrics - and how to measure success
- What you need to understand your return on investment
The document provides an overview of Aspen Group, Inc., a publicly traded online university. It discusses Aspen's business model, competitive advantages, and financial projections. Key points include:
- Aspen focuses on graduate degree programs like MBAs and MSNs, which have higher completion rates and salaries than undergraduate programs.
- Their low tuition rates and in-house student acquisition model help keep costs down compared to competitors.
- Projections estimate growing student enrollment from 2,300 in 2013 to 5,000 in 2015, with revenues increasing from over $4 million to over $11 million in that period.
- Aspen expects to break even on an adjusted EBITDA basis around 2,500 students and achieve
Growth Strategies for Charter Schools: Start-up, Expansion, Maturity | Califo...Charter School Capital
Charter schools face a variety of challenges at each stage of growth. This panel session will outline the challenges charters face during phases of growth from start-up to expansion, through maturity. Our panel of experts will also offer best practices learned from their experiences, and used to achieve success.
MM PyschoTools proposes including career interest tests in educational plans to help students choose career paths aligned with their interests and abilities, reduce job mismatches, and increase productivity. The tests assess personality, interests, values, and aptitudes to recommend suitable careers. Students would complete the online tests for around R850, with the cost covered through premiums paid by customers.
This document provides an overview of N-15 Consultants and their work developing surveys and prototyping websites for enrollment management systems. It outlines their pilot project with NYU involving developing a survey called the MGE Survey to understand student perspectives and define key factors for universities. It then discusses building their own surveying tool and prototyping a website called MOTIF to target student interests. The document concludes with recommendations, financial projections showing anticipated revenue and costs, and a request for funding in exchange for equity.
The document discusses compensation and job evaluation. It defines compensation as consisting of base pay, supplementary compensation like benefits, and incentive pay. It describes the process of job evaluation which involves analyzing and ranking jobs based on factors like skills, effort, responsibilities to determine appropriate pay levels. Job evaluation seeks to establish a fair and equitable compensation system and provide a basis for pay decisions. Common methods of job evaluation include ranking, grading, and point-based systems.
This strategic plan document outlines six strategic aims for the college over 2014-2017: 1) Dynamic and Inspirational Teaching, Learning and Assessment, 2) Excellent Success and Progression, 3) Innovative and Exciting Offer, 4) Amazing People, 5) Exceptional Resources, and 6) Entrepreneurial Edge. Each aim has objectives and actions to achieve the college's mission of empowering students and vision of creating an amazing organization by 2017.
Effectiveness in compensation can be defined by attracting premier talent (offer compelling value proposition), driving sustained success (reward results) and instilling a culture of confidence (build a competitive advantage). Learn the "habit" of pay planning that will drive that result.
The document discusses career planning and development. It describes the four stages of a career: exploration, establishment, maintenance, and decline. It also outlines the career planning process, which involves assessing individual needs/strengths and organizational opportunities in order to develop a career plan. Key aspects of career planning include choosing a career path aligned with one's values, interests, and skills; gaining experience through activities like internships; and seeking guidance from career counselors or other resources. The goal of career planning is to set career goals and identify paths to achieve them.
Webinar - Navigating Compensation Budgeting SeasonPayScale, Inc.
Join members of Payscale’s HR and compensation team for an event that will prepare you for the upcoming compensation budgeting season. We will cover exciting new data on the topic as well as actionable insights and tips to help you be successful whether it is your first time, or you are a seasoned pro.
Have a look at a presentation from the Workshop in Nice which was organised within the TRIGGER project (project number: 2617309-EPP-1-2020-1-SK-EPPKA2-CBHE-JP). The aim of the project is to improve conditions at universities in Central Asia and to educate students in an innovative way so they acquire the skills needed for today's job market. In this presentation Côte d'Azur University will take you through planning, managing, and promotion of graduates employability in cooperation with employers and will introduce different services to support the students in this regard.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
2. Faculty Salary Formula Sub-committee:
Who we are:
Daniel Diaz
Hiroko Hirakawa
Christine Riley
Natalya Shelkova
Richie Zweigenhaft
3. What do we want this formula to accomplish?
Align with Guilford Values:
Excellence, Diversity, Justice, Equality
Create Clarity:
Transparency, Predictability, Consistency
Build Trust:
Reduce resentments engendered by past practices
4. Values Question #1:
Should there be a salary differential
based on academic discipline?
Values Dilemma:
Excellence vs. Equality/Justice
[all work is equally valued]
5. Intentional Salary Difference by Discipline
Pros:
● Consistent with our value of
Excellence
● Recruit credentialed faculty in
high demand fields - fewer
people available for those
positions
● Recruit excellent faculty in all
fields
Cons:
● Not consistent with Guilford values of
Equality and Justice.
● Does not honor all faculty work
equally.
● Perpetuates and privileges the
gender, race, and other biases
current reflected within the market.
6. Values Question #2:
Should our desire to truly value diversity
be reflected in our salary model?
Values Dilemma:
Diversity vs. Equality
[all work is equally valued]
7. Intentional Salary Difference to Enhance Diversity
Pros:
● Allows us to compete with other colleges
to hire faculty from diverse backgrounds -
some are in great demand [consistent
with our value of Diversity & Excellence]
● Recognizes the additional burden that
some faculty bear in mentoring students,
and other unacknowledged workload
issues
● May help balance out the bias and
discrimination that is built into the
employment market
Cons:
● Does not equally value all faculty work
[works against our value of Equality]
● It’s questionable whether it is legal -
courts have gone both ways
● Defining diversity for this purpose, and
deciding what attributes we will privilege,
is a deeply troubling and complex matter.
It would be very easy to get this wrong.
8. DRAFT Faculty Salary Equity Formula
+ + + =
Base Pay
Per Rank
Terminal
Degree
Discipline
Premium
[market]
Phase
Out
Credit for
Years of
Experience
TARGET
SALARY
9. DRAFT Faculty Salary Equity Formula
RANK
Instructor
Assistant
Associate
Professor
BASE
$45,000
$52,000
$63,000
$80,000
DEGREE
$5,000
$5,000
$5,000
$5,000
DISCIPLIN
E
[Market]
%
of
$15,000
Phase
out
over time
CREDIT
FOR
EXPER-
IENCE
$200
per
year
=
TARGET
SALARY
[Equity]
+
Other options:
* Cost of Living Increase
* Merit Increase
* Endowed professorship
* Diversity considerations
10. Market Factors by Discipline* - Example
Market Factor = $15,000
Disciplines: % Market Factor Added to Base Salary
Humanities/ Social Sciences/ Education
Arts / Peace Studies / etc. 0% $ 0
Criminal Justice/ Geology / Some Foreign Languages /
Some subdisciplines in Math / Economics, etc. 35% $ 5,250
Chemistry / Health Sciences
Sport Sciences, etc. 50% $ 7,500
Business Management 70% $10,500
Accounting, Computer Science, Network Security 100% $15,000
11. Crediting Prior Experience* Example
Years of credited experience =
100% College teaching, full-time
75% Related professional experience
60% High School / other FT teaching
40% Teaching Assistant/Graduate Assistant teaching
12. Example #1: Target Salary Calculations
Sarah
Second year as Assistant Professor in Guilford's Chemistry Department.
Came to Guilford with:
2 years of high school teaching
3 years of Graduate Assistant teaching during her doctoral program at a research university
4 years as research chemist
1 year as a professional journalist
13. Example #2: Target Salary Calculations
Donald
In his 4th year as Associate Professor of English (6 years as Assistant Professor).
Came to Guilford with:
3 years teaching one course per semester in graduate school. He was responsible for developing the
syllabus, doing his own grading, advising students and serving on committees.
5 years teaching English full-time at community college before starting his doctoral program.
15. The Dickinson College Salary Model
The Values reflected in the Dickinson College salary model
closely align with Guilford College values.
All faculty are paid on the same basis, regardless of discipline [mostly]
Faculty are involved in the setting of parameters and considering exceptions
Our Goal is to pay all faculty based on the same criteria.
16. Why would we not do this immediately?
1. Dickinson pays all faculty very well
• 85-90% percentile of AAUP salaries
1. They’ve been doing this for over 40 years
1. There is an option for $5k for market pressure in 3 specific disciplines
We have to start somewhere…..
17. “Phase Out Market Factor Over Time”
1. Reduce Market Factor incrementally each year, as we
move all salaries toward their targets.
1. Set a goal to eliminate the market factor within 6-8 years
19. Implementation - The proverbial devil is in the details
Once the Formula is established:
1. Create a FACULTY COMMITTEE to guide implementation and administration.
2. Create a TARGET SALARY for each current faculty member. SHARE it with them. Everyone
should know their target and how it was determined.
3. Determine the COST of full implementation and estimate time to achieve it.
4. Establish a set of PRIORITIES for implementation based on Compensation Philosophy.
5. PHASE OUT salary increment based on academic discipline over time.
23. Implementation, continued
NEW FACULTY:
• Hire at a rate that is equitable within their Guilford department [not their Target Salary]
• Share Faculty Salary Equity Model with all incoming faculty so they know what to
expect.
• Provide new faculty with their Target Salary so they know what we are aiming for.
• Move them toward their Target Salary in the same way as all other Guilford faculty.
Editor's Notes
Christine
All
Christine
Daniel
Daniel
Hiroko
Hiroko
Richie
Richie
Richie
Richie
Natalya
natalya
Christine - “Late in our process, we learned about one college that has successfully balanced both market and equity”