Salary Information in Workday

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Salary Information in Workday Advice and
Resources for Managers

• June 2015

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Topics

• Whats new about salary information in Workday
• Key points for managers to keep in mind
• Confidentiality of salary information
• Yales compensation policy practice
• Tips for salary conversations with staff
• Resources
• Questions?

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Whats New? Whats Not.

• New
• On July 1, in Workday, managers of staff who have
  employees assigned to their supervisory
  organization will be able to view salary
  information on those employees easily, with just
  a few clicks.
• Not New
• The business standards and regulations for
  confidentiality of salary information, the
  compensation philosophy and practice at Yale, and
  the guidance for conversations about salary
  between managers and employees have not changed
  with the ease of access to salary information
  available to managers in the Workday environment.

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Key points for managers to keep in mind

• As a manager you may be seeing salary information
  for the first time, or seeing it presented
  differently than whats familiar to you - which
  might raise some questions at first glance.
• Managers are considered agents of the university,
  so whenever more, or different information
  becomes accessible to you, having some tips on
  how to interpret and use it is particularly
  important.
• Your HRG is your first best contact for guidance
  on understanding employee salary information and
  the universitys compensation policy and
  practice.

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Confidentiality of Salary Information

• A Few Key Points
• Salary information of individual employees is
  confidential, and should not be shared except as
  needed for a specific business reason, and then
  only with responsible individuals, and with care
  that the information remains confidential.
• Aggregate salary information across a
  departments employees must also be treated
  confidentially, and again, should not be shared
  except as described above, or when senior
  leadership has a need to facilitate management
  and decision making across a unit.
• When salary information needs to be shared
  electronically, it should be transmitted in a
  secure file that is password protected or on a
  secure server with controlled access.
• Managers should follow the guidelines established
  under the Standards of Business Conduct, and
  refer to the additional reference information on
  policy, legal and regulatory, and university
  practice provided in the special document on
  Compensation Principles, Policies and Practice
  for MP Staff which can be found in the
  Managers Toolkit.

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Compensation Policy Practice

• Yale develops its compensation and classification
  programs with several goals in mind
• To attract and retain extraordinary talent.
• To create appropriate salary structures based on
  the responsibilities and technical requirements
  of each position, and to establish salaries
  accordingly.
• To award salary increases based on individual
  contributions and performance.
• To pay salaries that are competitive with those
  of comparable positions at comparable employers,
  within comparable labor markets.
• To develop salaries that are consistent with the
  university's budgetary guidelines and are a key
  element of the universitys total rewards
  package.

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Compensation Policy Practice (cont.)

• More detail about Yales Compensation Practices
  and Policies, including
• Job Evaluation Process and Method
• Salary Ranges and Bands
• Annual Salary Review Merit
• How salaries are set at the time of hire
• Assuring fairness and equity
• and more
• Can be found here
• Staff Workplace Policies- Section 200-
  Compensation Management
• Managers Toolkit

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Tips for salary conversations with staff

• Employees may come to their managers with
  questions or concerns about their salary. It
  might be to seek a pay raise, or express a
  perception that others make more than they do, or
  that their position is not valued correctly, or
  any other number of thoughts about how their pay
  compares with others inside or outside of their
  department or the university.
• It can be challenging to respond to employee
  concerns about salary issues, particularly if
  the manager is worried about the employees
  morale, or suspects there actually might be some
  basis to the issue they are raising.

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Tips for salary conversations (cont.)

• Trying to respond in the moment, or without good
  counsel, can present pitfalls for the manager,
  and result in inadvertently providing wrong
  information, or setting inappropriate
  expectations on the part of the employee.
• In all of the above scenarios, it is appropriate
  to respond Thank you for bringing forth your
  concerns. Let me review with Human Resources and
  get back to you.
• Managers should not feel responsible for
  providing immediate responses to employees
  salary questions when an appropriate answer may
  be outside of their experience or expertise.
  Consulting ahead of time with HR, and then
  handling the conversation with the employee
  yourself maintains the best practice of
  responding to the employee directly and helps
  keep the relationship between the manager and
  employee strong and positive.

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Resources and addresses

• Staff Workplace Policies- Section 200-
  Compensation Management
• Managers Toolkit
• Standards of Business Conduct
• Compensation and Classification Website
• Human Resources Generalist

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Questions?

• Note All of the information contained within
  this deck and referenced websites and documents
  is not a substitute for obtaining guidance and
  expertise from a Human Resources Generalist or
  Compensation Planning department.