InBand Adjustment Policies and Procedures for classified and wage employees

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In-Band AdjustmentPolicies and Proceduresfor
classified and wage employees

• University of Mary Washington
• Office of Human Resources
• Summer 2005

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Course Objectives

• Definition of an In-Band Adjustment
• UMW and State Policy
• General eligibility criteria
• Change in Duties (new higher level duties)
• Application of new knowledge from
  licensure/certification
• Process and Timelines
• Future Planning
• Communicating with Employees
• Employee Recognition
• Question and Answers

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Green Light Committee
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HR Area Consultants
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What is an In-Band Adjustment?

• In-Band Adjustment is a
• multi-faceted non-competitive pay practice and
• Management tool specifically designed to provide
  agency management the flexibility to manage
  employee compensation based on their agencys
  unique needs

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State Pay Band Ranges
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Goals of the In-Band Process

• The In-Band Process
• Provide management with flexibility to adjust
  individual employees salaries based on a change
  in duties (higher level) and/or
  professional/skill development
• Provide individual employees with potential
  salary growth by recognizing career progression
• Provide management with tools to resolve specific
  salary issues.

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Keep in mind

• In-Band adjustments are not performance awards
• Not intended to be across the board increases
• Operational factors should always be considered
• Agency Business Need - Duties and
  Responsibilities
• Internal Salary Alignment - Knowledge, Skills,
  and Abilities
• Performance - Training, Certification, Licensure
• Budget Implications - Long Term impact
• Current Salary - Total Compensation
• Market Availability - Work Experience
  Education
• Salary Reference Data

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Key Points of Policy ELIGIBILITY

• Non Probationary Classified Employees
• Must have a current Contributor performance
  evaluation rating
• Must not have received Written Notice within six
  months of effective date
• Probationary Classified Employees
• Eligible after 9 months of continuous employment
• Received an interim Contributor performance
  evaluation rating
• Wage Employees
• Eligible after 9 months of continuous employment

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Maximum Adjustment Allowed

• Employees at maximum of pay band are not eligible
  for in-band adjustments or bonuses.
• Employee may receive more than one in-band
  adjustment or bonus within a fiscal year but
  combined in-band bonuses and in-band salary
  increases can not exceed 10

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Reasons for In-Band Salary Adjustments
Job Changes involving higher level duties

• Application of new knowledge, skills, and
  abilities
• from licensure, certification, or education

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Change in Duties Adjustments(new, higher level)

• Higher level duties assigned on or after
  9/25/2000
• Performed higher level duties for at least 6
  months

Does not include new tools to perform
same function
Indicators of Higher Level

• Greater independence in duties
• More responsibility for complex components of a
  process
• New decision-making authority
• Higher level of complexity (problem-solving,
  policy development)
• Adoption of higher level duties previously
  performed by supervisor
• Substantial amount of change
• New Supervision
• Additional supervisory responsibility within
  same scope of duties

Possible Result Up to 10 base pay adjustment
from original salary
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Application of new KSAs from Licensure,
Certification, or Education

• Eligibility Requirements
• Based on license, degree, or certification from
  an official accreditation program
• Source pre-approved by university management
• Must include copy of license, certification, or
  transcript
• Description of how newly acquired KSAs are being
  applied in performance of duties
• Applied for a minimum of 6 months
• Possible Result
• Non-base pay bonus or
• In-band salary adjustment if application of KSAs
  results in higher level duties (addressed through
  guidelines of Change in Duties adjustments)

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Examples of Eligible and Non-Eligible Education,
Licensure, Certification

• Eligible
• Completion of degree programs
• Professional certification programs
• Comprehensive Supervisory program or institute
• Technical certifications
• Not Eligible
• Courses used for remediation purposes
• Individual classes
• Knowledge learned in the course of a job
• Training on new tools to perform the same function

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Your Role

• Your role is to determine whether
• This is the most effective management tool to
  address the issue
• The effect of this request on all employees in
  area has been considered and
• Decision is based on agency operational needs
  (optional business plan)

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The Request Review Process
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Request Process

• How can a request be initiated?
• Area supervisors who conduct classified employee
  evaluations and/or have authority to
  hire/terminate wage employees may submit requests
  to you on HR Form R-1 (with signature).
• Your designated supervisor and the GLC member
  from your area must review, approve, and sign the
  request form (R-1).
• Designated supervisor submits the request to HR
  for compliance review before the request is
  submitted for official GLC decision.

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Supervisors Worksheet/PAW forIn-Band Adjustment
Requests
HR Form R-1
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Employee Work Profile (EWP)Supervisor Request
Process

• Make Sure
• Old and new EWPs are included, with duties and
  changes highlighted
• of time devoted to change in duties is noted
• Updated EWPs are initialed and dated by
  supervisor and reviewer verifying that EWP
  accurately reflects all changes

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Supervisor Worksheet (Form R-1)Supervisor
Request Process

• Supervisors Worksheet (see handout)
• Complete thoroughly
• Provide details and supporting facts where
  applicable
• Emphasize higher level changes
• Provide education documentation if applicable
• Relate to UMW Business needs
• Completed request must be received by established
  deadline

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HR Compliance Review

• Review for appropriate signatures and
  documentation by deadline
• Incomplete requests will be returned to the
  designated supervisor for completion
• Only completed requests submitted by the deadline
  will be forwarded to GLC for review

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Green Light Committee (GLC)

• Committee Members
• Executive Vice President
• Vice President for Academic Affairs and Dean of
  Faculty
• Vice President and Dean of Faculty for CGPS
• Senior Vice President for Advancement and
  University Relations
• Review requests twice in a fiscal year
• Decision based on agency need and funding

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Communication of Results

• GLC makes decision
• HR sends GLC decision to designated supervisor
• HR sends pay increase letters to employee
  receiving an adjustment with a copy to immediate
  supervisor

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Denial Follow-up Options
Situation
Supervisors Option

• Application did not meet eligibility criteria

• Submit new request in subsequent rounds

• Submit request for reconsideration to HR within
  10 workdays of receipt of GLC decision.
• Reconsideration Requirements
• Appropriate sections on Supervisors worksheet
  (R-1) completed
• GLC member approval on form

• 2. New information became available, that was
  not available to supervisor at time of request

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Key Dates

• Fall Review
• Employee Information Sessions August- September
  2005
• Fall Review Submission September 23, 2005
• Adjustment Effective Date January 10, 2006
• Spring Projected Review
• Supervisor Training January- February 2006
• Spring Review Submission February 9, 2006
• Adjustment Effective Date May 25, 2006

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Making the Tough Decisions
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Catching Up
How do I choose?

• Select only from those that qualify
• Apply departmental guidelines (with designated
  supervisor) considering the following
• Past commitments
• Longevity of assignment
• Criticality to operations (past/present)
• Relative value of higher level indicators (i.e.
  Is independent decision-making in your operation
  more important than more complex components of a
  process?)
• Other department specific considerations

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Planning for the Future
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Business Plan Guidelines

• Analyze the current situation
• Assess immediate and future need
• Look for the gap
• Determine how/if compensation tools can meet
  these needs
• If compensation is the tool to meet the
  operational need, develop a compensation plan

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Is Compensation the right tool?

• Should this issue be addressed through other
  means? For example, through
• Restructuring
• Training
• Employee Relations
• If compensation becomes a relevant tool, then
  which compensation tool would be most effective?

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Compensation Tools

• Temporary Pay
• Role Changes
• Competitive Offers
• Retention Bonuses
• In-Band Salary Adjustments

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Communicating with Employees
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Be Proactive

• Work with your designated supervisor to establish
  internal guidelines
• Communicate general guidance to employees about
  your internal process

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In response to employee requests to be
recommended.
Be prepared

• Set an appointment to meet with the employee
• Prior to the meeting
• Become familiar with the employees EWP.
• Be sure you understand the in-band guidelines for
  higher level duties and application of new KSAs.
• Be familiar with your internal departmental
  application of these guidelines.

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Tips in a Dialogue

• Listen, listen, listen (there may be other
  non-salary issues)
• Communicate your understanding of the employees
  concern
• Be able to explain how the definition of higher
  level duties and application of KSAs applies to
  the situation
• Be able to distinguish between performance and
  in-band criteria
• Give an appropriate and honest response (dont
  pass the buck)

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Possible Responses

• That you will be mindful of what you learned in
  your discussion with him or her as you decide
  which recommendations to forward
• That you intend to forward a recommendation, and
  that university wide priorities will determine
  which are awarded.
• There are many eligible requests, some of which
  may be addressed in later rounds
• That based on your understanding of the policy,
  this does not meet the criteria for an in-band
  adjustment.
• If it is a non-salary issue, begin to address it
  at that time

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If all else fails.

• If necessary, remind the employee of other ways
  to address their concerns
• Discuss with others in Chain of Command
• Consult with HR
• Consult Department of Employee Dispute Resolution
  (EDR)
• Mediation and Grievance Process

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Employee Recognition
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Informal Recognition Ideas

• Personal thank you
• Thank you note
• Make an informal award
• Acknowledgement of Extraordinary Contribution
• Create a Hall of Fame wall
• Office Appreciation box

Other Tips in Supervisors Handbook http//www.um
w.edu/employeedevelopment/supervisor_handbook
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Tips On How To Give Recognition

• Be
• Timely
• Specific
• Sincere
• Personal
• Proportional

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UMW Recognition Awards

• WOW Cards
• 25.00 (classified and wage employees)
• Leave cards (classified employees only)
• VPSW
• Charles Coleman Service Memorial
• State Service Awards
• UMW 30 Year Service Award

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Suggested Follow up Discussion with your
Designated Supervisor

• How do the criteria apply in my area?
• What are the internal request procedures?
• Other topics to be discussed

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Summary and Concerns