Classification and Compensation System

1
Christopher Newport University Development and
Implementation of a Compensation
Program February 7, 2012
McKnight Associates, Inc. www.smcknight.com
2
Todays Discussion

• Consulting Team
• Compensation Study
• ePDQ Demonstration

3
Consulting Team
4
McKnight Associates, Inc.

• Founded in 1996
• Practice is Human Resources
• Primarily Higher Education Clients
• Colleges and Universities
• Medical Centers
• Other Public Sector Clients
• Public Utilities
• Health Care Systems
• Clients are Located Internationally
• Consultants are Highly Experienced in and
  Knowledgeable of Higher Education

5
Client List

• Arizona Western Community College
• Arizona State University
• Arizona University System
• California State University-Monterey Bay
• California State University-San Marcos
• California State University - Sacramento
• Canisius College
• Charles R. Drew University
• City University
• CUPA-HR Benefits Survey
• Cuyahoga Community College District
• Dubai School of Government
• Duke University
• Eastern New Mexico Roswell CC
• Embry-Riddle Aeronautical University
• Elgin Community College
• Franciscan University
• Georgia College State University
• Gonzaga University

• Peirce College
• Pepperdine University-Graziadio Business
• Pomona College
• Robert Morris College
• Samuel Merritt College
• San Jose State University
• Southern Connecticut State University
• St. Johns College
• St. Olaf College
• SUNY-Binghamton
• SUNY-Cortland
• SUNY Downstate Medical Center-Brooklyn
• SUNY Health Science Center-Syracuse
• University of Arizona
• University of California-San Diego
• University of California-San Francisco
• University of Florida
• University of Mary Washington
• University of Maryland

6
Project Team

• Stan McKnight
• More than 30 Years in Higher Education Sector
• UCLA, Purdue, Iowa, Tennessee, Oklahoma
  Universities
• Started Consulting Business in 1996
• Drew Brock
• 12 Years in Higher Education Sector
• Ph.D. Industrial Relations
• Consulting Business with McKnight since 1998

7
Compensation Study
8
Compensation Study Summary

• Phase One Planning and Initial Communications
• Planning and Organizing
• Town Hall Meetings
• Phase Two Market Study
• Layout and Benchmark
• Published Surveys
• Gap Analysis
• Phase Three Job Analysis
• Update Job Descriptions
• Electronic Form (e-PDQ)
• Supervisor and Employee Training
• Review Results
• Phase Four Pay Structure
• Model Pay Line Blends Market and Point Count Data
• Compression/Equity Analysis
• Cost Analysis and Multiyear Implementation Plan
• Communications and Feedback

9
Our Approach

• Market Analysis and Solution Building
• Job Analysis
• Design Pay Ranges

10
Job Evaluation Study Steps

• Job Information Collected by March 10, 2012 using
  Position Description Questionnaire (e-PDQ)
• Jobs Evaluated using Weighted Point Counts and
  Assigned Pay Ranges based on Points that will be
  Linked to Market Data
• Questionnaire Collected by e-Mail using MS Excel
  Program

11
Summary Of Weighted Factors

• Factor Percent of Total Points
• A. Entry Qualifications
• Education, Training,
• Experience, etc. 25
• B. Job Content
• Difficulty of Thinking and Problem-Solving
  22
• Personal Interaction 10
• Supervision Exercised 14
• Working Conditions 4
• Total Content 50
• C. Responsibility and Impact on End Results
  25
• TOTAL 100

12
Who Should Complete the e-PDQ?

• Completing the e-PDQ is the Responsibility of
  Supervisors
• Collaborative Approach Between the Supervisor and
  Staff Member is Encouraged
• Staff may also Collaborate Together if the Duties
  of Several Positions are Nearly Identical
• Goal is to Provide the Most Complete and Accurate
  Information Possible
• Timely Completion is Important
• Deadline March 10, 2012

13
Timeline

• Estimated Project Schedule

Objectives Key Tasks Milestones
Develop Baseline View Campus Meetings Market Study ePDQ Training Job Analysis Start Project February 2012
Recommendations and Options Review Results April 2012
Finalize Options and Communicate Final Report Feedback Conclusion May 2012
14
Philosophy

• How should exempt staff salaries compare to
  faculty salaries?
• How should staff salaries compare to other Higher
  Ed Institutions?
• Where should we position staff salaries in the
  market, i.e., mid or upper quartile?
• Appropriate external benchmarks?
• How should we balance external/internal equity?
• Pay for Performance for all jobs?
• Variable Pay Opportunities for what jobs?

15
(No Transcript)