IPMAHR Annual Conference

1
IPMA-HR Annual Conference

• Pay For Performance
• Jim Fox, PhD, IPMA-CP
• Bruce Lawson, CCP, IPMA-CP
• Gary OBannon, IPMA-CP
• Tom Briggs, IPMA-CP
• Michael Kitchen, IPMA-CP
• October 11, 2006

2
PRESENTATION OVERVIEW

• Pay Philosophy
• Merit Pay
• Performance Evaluation
• The Kansas City Experience
• Questions and Discussion

3
WHY PEOPLE WORK

• People work for rewards -monetary and other
• Rewards must be internally equitable and
  externally competitive

4
PAY PHILOSOPHY

• Base Pay
• Pay Progression
• Variable Pay

5
BASE PAY

• Purpose
• To provide Employees with compensation that
  reflects the fundamental value of the job to the
  organization.

6
BASE PAY QUESTIONS

• What pay level do you target as your level of
  competitiveness with the market? Do you lead,
  lag, or match the market?
• Do you manage pay around an established job rate
  or market guide?
• Is base pay maintained with automatic increases
  for market value, cost-of-living, or a
  combination?

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PAY PROGRESSION QUESTIONS

• Does the current pay system reward employees for
  performance, longevity, or a combination of both?
• Does the City consider productivity, new skills,
  or knowledge acquired in determining additions to
  base pay?
• Does the current pay system include base building
  rewards for both individual and team performance?
• How are salaries treated for employees that have
  reached the maximum of the pay range?

8
VARIABLE PAY QUESTIONS

• Do you offer short and long-term incentives in
  addition to base pay?
• Do you offer non-base building cash incentives?
• Do you offer employees non-cash recognition
  programs?

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MERIT PAY

• Purpose
• Align performance with business objectives.
• Recognize and reward top performers.
• Achieve higher levels of individual, team, and
  organizational performance.

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MERIT PAY

• Trends
• Strategic Focus
• Changing Values
• Pay Delivery

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STRATEGIC FOCUS

• Alignment of compensation with the goals and
  objectives of the organization.
• Creating ownership value.
• Flatter organizational structures focus on
  performance of the whole, not just its parts.
• Establishing higher standards for performance and
  rewards.
• Clearly defined goals.
• Differentiation in pay based on performance.
• Management discretion and accountability.

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CHANGING VALUES

• Public sector movement away from automatic,
  entitlement pay.
• Pay for job skills and qualifications flexible
  hiring practices.
• Management desire to recognize and reward
  outstanding performers.
• Organizational demographics.
• Shorter term employees loyalty to career, not
  the organization.
• Aging workforce and decreasing talent pool.
• Entry-level work skills and experience.

13
PAY DELIVERY

• Considerations
• Mix of reward vs. entitlement pay.
• Base pay and salary structure(s).
• Individual vs. team/group incentives.
• Performance measurement.
• Plan administration and management.
• Employee perceptions.

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PAY DELIVERY
Merit Pay
General Increase
Base Pay
Progression Steps
Skill-Based Pay
Individual Salary
Other
Gain Sharing
Goal Sharing
Variable Pay
Skill-Based Pay
Also called Incentive Pay Alternative Pay
Recognition/Achievement
Bonus Plans
Pay for performance-type plans
Source Seminar PS201, New Strategies
Applications for Public Sector Compensation,
WorldatWork/IPMA, 2000.
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REQUIREMENTS FOR SUCCESS

• Budgeting Strategies
• Management Commitment
• Communication
• Training

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BUDGETING STRATEGIES

• Zero-based vs. fixed budgets.
• Eliminate automatic pay increases.
• Flexibility appropriate to business needs.
• Funding meaningful rewards to distinguish levels
  of performance.
• Budgeting market vs. actual salaries - managing
  pay around a market control point.
• Alternative rewards.
• Non-cash incentives.
• Lump-sum bonuses.

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COMMITMENT

• Alignment of business goals, performance
  measures, communication and feedback, and rewards
  for performance.
• Developing the performance appraisal process.
• Organization wide objectives.
• Common criteria and standards for measuring
  employee performance.
• Review and revision of performance appraisal
  process to ensure consistent outcomes and
  performance improvements.

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COMMUNICATION

• Performance management is an on-going process,
  not a one-time event.
• Requires clear definitions of goals and
  expectations.
• Linking measurements to rewards and consequences
  requires consistency and follow-through.
• On-going communication and feedback.

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TRAINING

• A successful performance management system takes
  time
• A clear understanding of business objectives as
  they relate to employee performance
• Ability to set goals and measure achievement
• A review of measures to assure reliability and
  appropriate balance of all objectives
• Training, training, and more training.

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PAY SYSTEM DESIGN

• Examples
• Alternative reward approaches.
• Broad banding
• Skill based pay
• Individual incentives
• Group based incentives

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BROAD BANDING
Advantages

• Flatter organizational structure collapses
  multiple salary ranges into fewer broad bands.
• Wider ranges supports recognition of different
  levels of employee contributions.
• Greater flexibility in employee resources to meet
  organizational goals encourages broadening of
  skills.
• Less focus on titles and grades supports team
  approach.
• Greater responsibility of managers to manage
  compensation.

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BROAD BANDING
Disadvantages

• Less traditional cost control measures.
• Elimination of control points (midpoints).
• Higher salary range maximums.
• More responsibility for administration by Human
  Resources and management.
• Requires effective communication/education of the
  system relative to individual pay.
• Doesnt work if current incentives and benefits
  are tied to pay grade.
• Requires new job evaluation and market
  orientation.

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SKILL BASED PAY
Advantages

• Pay is directly related to definable and
  measurable skills acquired and applied in the
  work setting.
• Individually based pay vs. job based pay.
• Encourages skill and career development.
• Encourages cross training and creates staffing
  flexibility.
• Reinforces teamwork and employee involvement.
• Higher output and quality over the long-term.

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SKILL BASED PAY
Disadvantages

• Skill blocks can be difficult to define and
  price.
• Best for trades jobs, can be effective for public
  safety jobs.
• May result in paying for skills not used.
• Requires established certification process.
• Requires time and money for training.
• More employees can top out.
• Greater administrative complexities.

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GROUP BASED INCENTIVES
Advantages

• Encourages employees and management to work
  together in solving problems of cost, quality,
  and efficiency.
• Rewards documented improvements.
• Emphasis on teamwork and employee involvement.
• Encourages higher productivity and quality.
• Lower staffing levels needed.
• Measures of improvement can be financial,
  operational or a combination.

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GROUP BASED INCENTIVES
Disadvantages

• Difficulty in setting measurable objectives.
• Rewards may not be large enough to motivate
  change in behavior.
• Public distrust of pay for improvements.
• Bonus formulas can be overly complex.
• Requires significant time to set up.
• Requires good baseline performance measures.

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INDIVIDUAL INCENTIVES
Advantages

• Emphasis is on individual performance or
  contribution.
• Consistent with historical values of pay and
  performance.
• Includes a variety of recognition programs.
• Relatively easy to install.
• Can establish clear measures for success.
• Top performance can be distinguished from regular
  duties.
• Encourages on-going communication and feedback.

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INDIVIDUAL INCENTIVES
Disadvantages

• Difficult to set measurable performance criteria
  for many jobs.
• Encourages individual performance at expense of
  group.
• May be perceived as unfair because of subjective
  nature.
• Fails if managers do not distinguish between
  different levels of performance.
• Fails if organization does not allocate funds for
  meaningful rewards.
• Administrative systems must be monitored.

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THE CITY OF KANSAS CITYSVariable Pay Plan
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Variable Pay Plan
Phase I
Phase II
Phase III
Phase IV
Pre-Negotiations
Negotiating the Variable Pay Plan
Implementation of the Variable Pay Plan
Challenges and Lessons Learned
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PHASE I Pre-Negotiations

• Began laying the ground work during previous
  (2003/04) negotiations
• Previous MOU (2003/04) included a provision
  acknowledging the parties intent to move to a P4P
  system.

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PHASE I Pre-Negotiations

• 2003-2005 Agreement included a provision which
• Stated that the parties would begin separate VPP
  negotiations.

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PHASE I Pre-Negotiations

• 2003-2005 Agreement included a provision which
• Outlined the basic structure of plan
• Combination of longevity and performance
  increases added to employees base pay.

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PHASE I Pre-Negotiations

• 2003-2005 Agreement included a provision which
• Basic structure of plan
• Incentives for attainment/demonstration of KSC
• Gain-sharing

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PHASE II Negotiating the Plan

• Reviewed previously agreed upon VPP language.
• Select members of both negotiating teams attended
  a Gain-Sharing Conference sponsored by AFSCME.

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PHASE II Negotiating the Plan

• Searched for Low Hanging Fruit and common areas
  of agreement.
• Avoided discussing monetary increases.

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PHASE II Negotiating the Plan

• Searched for Low Hanging Fruit and common areas
  of agreement.
• Both sides desired a system that would
• Reward high achievers.
• Reward employees who attain/demonstrate valued
  knowledge, skills and competencies

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PHASE II Negotiating the Plan

• Both sides desired a system that would
• Encourage and reward employee input.
• Allow employees to share in savings/increased
  revenue resulting from employee input

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PHASE II Negotiating the Plan

• Hurdles
• What to call the new system (Variable Pay vs. Pay
  for Performance)
• Areas to be included in incentive plan
• Standards

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PHASE II Negotiating the Plan

• Hurdles
• Based pay increases vs. one-time payments
• Amount of base pay increases
• Amount of cash incentives

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PHASE II Negotiating the Plan

• Hurdles
• Unions concern regarding pay systems utilized
  for other bargaining units and employee groups
• Fairness
• VPP Incentive period

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PHASE II Negotiating the Plan

• Increases
• Provided Union with financial information
• Had budget Officer attend a negotiation session
  to discuss financial picture and answer questions
• Failure to reach agreement could result in loss
  of positions

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PHASE II Negotiating the Plan

• Increases
• Submitted offer that would allow outstanding
  employees to attain previous merit increase
  amount
• Had budget Officer attend a negotiation session
  to discuss financial picture and answer questions
• Failure to reach agreement could result in loss
  of positions

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PHASE III Implementing the Agreement

• Communication/Training to managers/supervisors
• Communication to Front-line employees

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PHASE III Implementing the Agreement

• Traditional classroom type training
• Posted training on intranet
• Developed Supervisory guide book with handout
  materials

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PHASE III Implementing the Agreement

• Traditional classroom type training
• Posted training on intranet
• Developed Supervisory guide book with handout
  materials

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PHASE IV Lessons Learned

• Plan Ahead
• Look for Ways to give Union a perceived win
• Keep elected Officials informed

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PHASE IV Lessons Learned

• Control Information
• Be Flexible but Firm
• Identify Champions of your Goals (Management
  Union)

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Kansas City, MissouriMarket Adjustments Job
Banding

• (Hourly L M-Class Employees excluding
  firefighting positions)

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History

• A Resolution was passed by the City Council in
  the Fall of 2004
• Directed the City Manager to position salaries
  competitive within the relevant market
• Expected results
• increase the Citys ability to compete in the
  market
• attract
• retain employees

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Methodology

• Spring of 2005, established subcommittee, which
  included representation by AFSCME Local 500
  leadership
• Prepared a RFP to gather survey and market data,
  hired Fox Lawson and Associates
• Agreed on what would constitute the survey
  market 37 public/private agencies responded
• Results showed that City job classes were an
  average of 14.6 below the market minimum
• Joint recommendation was to apply this to the
  majority of the hourly job classifications

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Phase 1Effective September 3, 2006

• Increased the minimum salaries for the majority
  of the hourly job classifications by a minimum of
  14.6
• Average percentage below surveyed market (37
  organizations participated in the survey prepared
  by Fox Lawson Associates)

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New Minimums Based on Market Adjustments
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Effect of Market Adjustments on Incumbent
Employees

• All hourly employees currently below the new
  minimum salaries moved to the new minimum of
  their respective pay range on September 3, 2006
• Impact ranges from 16 to 624 per month
• Employees that move to the new minimum salary,
  but received less than a 2 base increase, will
  receive an additional increase bringing their
  total increase up to 2
• Therefore, the minimum impact for all affected
  employees will be a 2 base increase in addition
  to any other due increases.

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Market Adjustments Impact on Pay Anniversary
Dates

• New pay anniversary dates were established for
  those employees that moved to the new minimum and
  received at least a 2 increase
• Pay anniversary dates for others will remained
  the same
• This process will mitigate the ability of a
  lesser tenured employee from leap-frogging a
  more senior incumbent

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Examples of Job Banding

• Current Title New Title
• Equipment Operator I
• Equipment Operator II Equipment Operator
• Equipment Operator III Senior Equip Operator
• Accounting Clerk I
• Accounting Clerk II Accounting Clerk
• Accounting Clerk III Senior Account
  Clerk

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Examples continued

• Current Title New Title
• Maintenance Worker I
• Maintenance Worker II Maintenance Worker
• Maintenance Repairer I
• Maintenance Repairer II Maintenance Repairer

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Impact of on Minimum Qualifications

• The Minimum Qualifications for the banded jobs
  will be the lower minimum qualifications.
• Examples
• Banded job Revised MQs
• Accounting Clerk I
• Accounting Clerk II (former) Accounting Clerk I
• Equipment Operator I
• Equipment Operator II (former) Equipment Operator
  I

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Impact on Incumbents

• Example 1
• Current Equipment Operator I making 1,800 per
  month
• will now be an Equipment Operator
• Make a new salary of 2,244 per month and
• Will have a new pay anniversary date.
• Example 2
• Current Equipment Operator III making 2,200 per
  month
• Will now be a Senior Equipment Operator
• Make a new salary of 2,355 per month and
• Will have a new pay anniversary date.

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Impact on Incumbents

• Example 3
• Current Equipment Operator III making 3,300 per
  month
• Will now be a Senior Equipment Operator
• Make a new salary of 3,366 per month and
• Will not have a new anniversary date

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Phase II IIIMarket Adjustments

• Phase 2 - May 2007
• Increase the majority of the hourly job
  classifications maximum salaries by 5.4.
• Phase 3 - Fall 2007
• Re-survey hourly positions and make additional
  market adjustments as necessary.

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Part IBase Pay Compensation

• A. Performance Appraisal Increases
• B. Variable Base Pay Incentive Awards

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Merit Increases

• Based on attaining an overall rating mark of
  Meets Expectations
• Paid as merit increase
• Pay anniversary date remains the same

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Variable Base Pay Incentive Awards

• Award Period
• December 1 to November 30
• First award period will begin February 1, 2006
  through November 30, 2006.

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Variable Base Pay Incentive Awards

• Sick Leave
• Safety/Customer
• Service
• CrossTraining

• Citizen Satisfaction
• Exceeds Expectations

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Variable Base Pay Incentive Awards

• Must Meet Expectations overall to be eligible
  for additional incentives to the base.
• A Meets Expectation in any trait does not
  guarantee the receipt of an incentive award.

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Sick Leave Incentive

• Eligible if use 41 hours or less of scheduled or
  unscheduled sick leave
• Employees who work significant amounts of
  overtime are entitled to use more sick leave
  (Appendix SL in MOU)

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• Sick Leave Incentive 41 hours
• OT Hours Addl S/L Total S/L
• 160-319 4 45
• 319.1-479 8 49
• 479.1-639 12 53
• 639.1-799 16 57
• 799 20 61

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• Exception
• Sick Leave used as part of approved FML absences

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• Example 1
• An employee who used 25 hours of sick leave and
• 16 hours of excused dock and 20 hours of
• emergency vacation leave received a rating mark
• of Meets Expectations in Attendance and Overall.
• Is the employee eligible?
• Yes or No?

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• Example 2
• An employee who used 25 hours of sick leave and
• 40 hours of unexcused dock and received a rating
• mark of Fails to Meets Expectations in
  Attendance.
• Is the employee eligible?
• Yes or No?

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Safety Incentive

• Employee is eligible for Safety Incentive award
  if
• In a position designated as Safety Incentive
  Eligible by HR
• Had no Safe Work Practice Violations
• Had no preventable vehicular or non-vehicular
  accidents
• Had no incidents of failing to report accidents
  and injuries immediately in accordance with
  Safety Handbook

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Safety Incentive

• Example 1
• The employee
• Was in a Safety Incentive Position (SIP)
• Received a Meets Expectations in Safety,
• Had no preventable accidents,
• Was cited for failing to wear proper safety shoes
• Is the employee eligible?
• Yes or No?

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Safety Incentive

• Example 2
• The employee
• Was in a SIP
• Received a Meets Expectations in Safety and
  Overall,
• Had one accident that was ruled non-preventable,
  and
• Had no safe work practice violations.
• Is the employee eligible?
• Yes or No?

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Customer Service Incentive

• Eligible if
• Not in a Safety Incentive Position
• Received a rating mark of Exceeds Expectations
  in Customer Service trait
• (Non-Exempt rating form to be revised to CS)
• Had no substantiated complaints during the award
  period
• Had no discipline or written counseling regarding
  customer service performance during the award
  period

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Customer Service Incentive

• Example 1
• The employee
• Is in a non-SIP position
• Received a rating mark of Meets Expectations in
  the CS trait
• Had no substantiated complaints.
• Has received no discipline or counseling for
  customer service performance
• Is employee eligible?
• Yes or No?

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Cross-Training Incentive

• Eligible if
• Demonstrates ability to perform regular job
  duties of at least one other position/assignment
  of an equal or higher level in a proficient
  manner
• Performs those duties when requested
• Note Employees must meet the MQs of the
  position in which they are cross-trained to
  perform.

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Cross-Training Incentive

• Each employee must be offered at least one cross
  training opportunity
• Training may be formal or informal
• Previous cross-training experience may qualify

• Length of training should be of reasonable
  duration
• Remain eligible in subsequent years if remain
  proficient and performs duties when requested

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Cross Training Incentive

• Example 1
• The employee
• Is a Maintenance Worker II
• Received a Meets Expectations in all traits
• Meets the MQs of an Equipment Operator II
• Is able to perform the duties normally performed
  by an Equipment Operator II, and
• Does so when requested.
• Is the employee eligible?
• Yes or No?

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Cross Training Incentive

• Example 2
• The employee
• Is an Adm. Assistant I
• Received an overall rating of Exceeds
  Expectations on their annual review
• Relieves CSRs and IPs during lunch break periods
  and other absences.
• Is employee eligible?
• Yes or No?

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Citizen Satisfaction Incentive

• Eligible if
• Increase of 3 or more in the Overall Quality of
  Customer Service trait in the City Auditors
  Offices Annual City Services Performance Report
• All eligible employees will receive this award
  if met.

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Base Pay Incentive Award

• Exceeds Expectations
• Awarded to employees who meet at least three of
  the four incentives.
• Sick Leave
• Safety/Customer Service
• Cross Training
• Citizen Satisfaction

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Part II

• Cash Incentive Awards

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Cash Incentives

• Education Recognition
• Workers Compensation Reduction AFSCME Only
  
• Department Approved Certifications

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Education Incentive

• Eligible if
• Overall performance appraisal rating of at least
  Meets Expectations
• Possess educational level beyond that which is
  required for their position
• Degree is reasonably related to their position or
  enhances promotability

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Education Incentive

• Incentive is paid monthly
• Monthly Education Incentive Award begins May 1,
  2006.
• Awards paid during first pay period for previous
  month
• Not included in employees base pay

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Monthly Educational Award

• H.S. Diploma/State-
• issued GED
• 25
• AA Degree
• 50
• BA/BS Degree
• 100
• Masters Degree
• 150

• Employees who possess a diploma/degree while in a
  job class that does not require a diploma/degree,
  or does not allow for the substitution of a
  diploma/degree may receive

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Education Award

• Example 1
• The employee
• Works in a position that requires a Bachelors
  Degree
• Has a Masters Degree in a related field
• Is employee eligible?
• Yes or No?

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Education Award

• Example 2
• The employee
• Works in a position that requires a Bachelors
  Degree or an equivalent combination of education
  and experience
• Has a Bachelors degree
• Is employee eligible?
• Yes or No?

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Cash Awards

• Workers Compensation
• AFSCME Group Award

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Reduction in Workers Compensation Costs

• Eligible if
• Worked for City continuously for at least 1 year
  prior to end of award period.
• Received a rating of Meets Expectations in
  Safety on last performance appraisal

• No preventable vehicular or non-vehicular
  accidents
• No Safe Work Practice violations
• Not found to have failed to report an
  accident/injury

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Reduction in Workers Compensation Costs

• City shares each 20 reduction with eligible
  bargaining unit employees
• Reduced expenses split 50/50 between City and
  eligible employees
• Divided equally among all eligible employees

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Department Approved Certifications, Licenses and
Registrations

• Eligible If
• Possesses certifications, licenses and/or
  registrations not required for their position
• Deemed beneficial to their position by the
  Department

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Department Approved Certifications, Licenses and
Registrations

• Awarded at the employees annual performance
  appraisal
• Remains eligible each year as long as
  certification, license or registration is
  maintained and deemed relevant
• Note Appendix C2 in MOU lists currently
  approved certifications

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Department Approved Certifications, Licenses and
Registrations

• Eligible
• Position Certification
• Fleet Maint. Tech. ASE Certifications
• Maint. Mechanic Certified Electrician
• CSR MARC CS Certification
• Secretary Adm. Professional Cert.

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Department Approved Certifications, Licenses and
Registrations

• Not Eligible
• Position Certification
• EO III Class A CDL
• Public Health Nurse First Aid Cert.
• Plant Operator II Level C Water Cert.

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Overview of Compensation Plan

• Year One
• May 1, 2005 through April 30, 2006

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Base Increases- 1st Year

• Not at Top of Range
• First Year3.25 paid out on pay anniversary date
• At Top of Range
• First Year 2.5 paid out on pay anniversary
  date
• or
• One time cash bonus of 1750.00

101
Overview of Base Compensation Plan

• Year Two Three
• May 1, 2006 through April 30, 2008

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Employees Not at the Top of Their Pay Range
Years 2 3 May 1, 2006-April 30, 2008
103
Base Increase

• Not at Top of Range
• Second third year 2.25 plus any earned
  incentives

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Employees at the Top of Their Pay Range 2nd
Year of the AgreementMay 1, 2006-April 30, 2007
Note No additional increase for meeting at least
3 of the incentives or exceeds expectations
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Employees at the Top of Their Pay Range 3rd
Year of the AgreementMay 1, 2007-April 30, 2008

• Note No additional increase for meeting at least
  3 of the incentives or exceeds expectations
• These increases will not increase the maximum of
  the pay range.

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YEAR 2 REVIEW PERIODS

• Year 2 Performance Appraisal
• May 1, 2006-April 30, 2007
• Paid on anniversary date
• Year 2 Variable Pay Incentives
• February 1, 2006-November 30, 2006
• Paid in January 07
• (Pay anniversary dates between May and December
  06)

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YEAR 3 REVIEW PERIODS

• Year 3 Performance Appraisal
• May 1, 2007-April 30, 2008
• Paid on anniversary date
• Year 3 Variable Pay Incentives
• December 1, 2006-November 30, 2007
• Paid in January 08
• (Pay anniversary dates between May and December
  07)

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Example

• An Employee who is not in a SIP, has pay
  anniversary date of Feb 1. The employee met the
  requirements for Sick Leave, and Customer
  Service. However, the Cross-training and Citizen
  Satisfaction goal is not met.
• Employee receives no increase in January 2007.
• Employee is entitled to receive a base pay
  increase on anniversary date of 3.08. (2.25
  .50 .33 3.08)
• Note Employee does not receive .25 Exceeds
  Expectations bonus.

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Example

• An Employee who is in a SIP, has pay anniversary
• date of Nov. 15. The Employee met all of the
• requirements for the Sick Leave, Safety and Cross
• training.
• Employee receives base pay increase of 2.25 on
  anniversary date.
• Employee also receives incentive base pay
  increase of 1.54. (.50.33.46.251.54)
  received 1st pay period in January.
• Total increase 3.79

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Example

• Employee in SIP at the top of his pay range
  during the 2nd year meets the Sick Leave, Safety
  and CrossTraining incentives. (Anniversary Date
  June 1)
• Employee entitled to receive a base pay merit
  increase of 1.0 on anniversary date
• Employee receives incentive pay increase of 1.3-
• (.50.40.401.3) in 1st pay period in January
• Merit Incentive 2.3
• Note Employees at top of pay range are not
  entitled to receive bonus for Exceeds
  Expectations.

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Example

• Employee in SIP at top of her pay range during
  3rd year meets all incentives including Citizen
  Satisfaction. (April 1 anniversary date).
• Employee is entitled to receive a merit base pay
  increase of 1.0 on anniversary date
• Employee is entitled to receive a variable pay
  increase of 1.96. (.50.50.50.46)
• Merit Incentive 2.96 received on anniversary
  date

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Documentation/Tracking

• Tracking for annual incentives starts February 1,
  2006 and ends Nov. 30, 2006.
• Departments must report to HR which incentives
  employees met by December 8, 2006.

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Supervisors Need to

• Set annual performance goals for Meets
  Expectations for all traits and Exceeds for
  Customer Service
• Tell employees to submit documentation of
  education levels to HR Consultants/Liaisons for
  entry into PeopleSoft

• Document cross training, including
• Who was trained
• What training included
• When training was held
• Who was asked to perform tasks for which they
  were cross-trained employees response.

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Supervisors Need to

• Document incidents of
• Safe Workplace Violations
• Preventable Accidents
• Failure to report accidents or injuries
• Track OT hours

• Document Customer Service Complaints
• What was the complaint
• How was it investigated and substantiated (or
  not)

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DocumentationLicenses, Certificates
Registrations

• Departments should
• Compile a list of relevant licenses, certificates
  and registrations
• HR will
• Compile a list of standardized award amounts for
  various licenses, certificates and registrations
  (i.e. CDL, CPR/First Aid)

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Questions?