college of southern nevada · primary duties: board / executive level communication, coalition...

Ssptember 26, 2013

Slide 1 Copyright 2013

Ulibarri-Mason

Global HR LP

COLLEGE OF SOUTHERN NEVADA Administrative and Academic Faculty Salary Study

Administrative Faculty Open Forum Sessions

Sept 26 & 27, 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 2

q  History In Brief Background Purpose of the Project

q  Highlights of The Project Objectives of the Project Administrative Faculty Compression Concerns

q  About Us Narrative of Who We Are

q  Project Approach Priorities Project Phases Project Timeline Communication Logistics

q  Technical Explanation q  Important Resources q  Q & A

HISTORY IN BRIEF

September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 3

BACKGROUND

In 2012, the Nevada System of Higher Education (NSHE) updated the Community College administrative salary schedule by indexing Grades 1 – 7 at 83.3% of the university salary schedule.

•  Current employee salaries are not changed when new salary schedules are adopted, except as follows:

1. Faculty below the minimum may be brought up to the minimum

2. Institutions may review salaries for equity adjustments

PURPOSE

The purpose of this project is to assist the CSN Administration in transitioning administrative faculty salaries to the new salary schedule by adjusting salaries to align with the new range minimums, and through internal equity adjustments.

Copyright 2013 Ulibarri-Mason Global HR LP Slide 4 September 26th & 27th 2013

Copyright 2013 Ulibarri-Mason Global HR LP Slide 5

2012 – 13 Administrative Salary Schedule

GRADE MINIMUM MEDIUM MAXIMUM

8 $138,039 $186,539 $235,039

7 97,605 131,898 166,191

6 83,185 112,412 141,639

5 73,196 95,060 116,924

4 56,670 73,598 90,525

3 46,510 60,403 74,296

2 38,274 49,707 61,139

1 30,245 39,279 48,313

2013- 14 Administrative Salary Schedule

GRADE MINIMUM MEDIAN MAXIMUM

8 $140,613 $190,018 $239,422

7 99,429 134,363 169,297

6 83,340 112,622 141,903

5 72,864 94,629 116,393

4 58,561 76,053 93,545

3 48,298 62,725 77,152

2 38,549 50,063 61,578

1 30,403 39,484 48,566

September 26th & 27th 2013

HIGHLIGHTS OF THE PROJECT



OBJECTIVES

"   Confirm that Administrative Faculty positions are appropriately placed in the relevant salary tiers. Identify discrepancies in salary grade tier placements and, as appropriate, recommend alternate salary grade tier placements.

"   Address internal equity and compression issues that resulted from the 5-year salary increase moratorium, salary reductions, and furloughs as well as the transition to the new range minimum.

"   Review compensation policies such as initial placement, movement through the range, and performance to ensure ongoing compensation equity practices.


CAUSES OF SALARY COMPRESSION

Areas of Concern:

"   Salary compression due to new hires bumping into or exceeding current employees whose salaries have been frozen for years.

"   Salary compression due to positions that are below the new minimum that would be moved up when the structure is updated.

"   Other Salary Compression resulting form the 5-year salary increase moratorium, salary reductions, and furloughs.


ABOUT US


"   Founded in 1994 "   Experienced Providing Services to Higher Education "   Experienced Providing Services to other Governmental Agencies "   Consultants Assigned to this Project

OUR FIRM AND OUR CONSULTANTS HAVE PROVIDED CONSULTING SERVICES TO:

University of California System CalState University Northridge

Tufts University Northern Arizona University, Yavapai

Metropolitan State University of Denver Embry-Riddle Aeronautical University

University of Texas Pan-American University of Texas Southwestern Medical Center

Alamo Colleges, San Antonio Dallas County Community College District

Santa Fe Community College Texas Tech University System

University of Houston-Downtown Texas Southern University

Copyright 2013 Ulibarri-Mason Global HR LP September 26th & 27th 2013


TEAM BIOGRAPHY AND PROJECT ROLES TEAM BIOGRAPHY AND PROJECT ROLES

Daniel Ulibarri, PhD, SPHR (Cognitive Psychology - UC, Berkeley)

Role: Principal Investigator

Experience: 25+ Years HR Consulting and Practice

IHE Served: Stanford University, Alamo Colleges, Santa Fe College, Dallas County Community College, University of New Mexico, University of Guam, Metropolitan State University of Denver

Primary Duties: Communication, Final Sign-off, Statistical Analysis, Job Analysis, Compensation Structure Review

Sheila Ortego / McLaughlin, PhD, University of New Mexico, American Studies. President Emeritus, 2012

Role: Senior Higher Education Advisor

Sheila is President Emeritus at Santa Fe, Community College in Santa Fe, NM. She has 13 years administrative and executive experience in community colleges, retiring as President in 2012. Dr. Ortego (now McLaughlin) is interim President of Pima Community College, Tucson). Primary Duties: Board / Executive Level Communication, Coalition Support Building, Administrative Compensation Financial Impact & Policies Analysis & Compensation issues affecting Higher Education

Elena Mason, BBA, CCP, SPHR (HR & Finance - University of Hong Kong)

Role: Project Manager

Experience: 18+ Years HR Consulting and Practice

IHE Served: Alamo Colleges, Santa Fe College, Dallas County Community College, Metropolitan State University of Denver

Primary Duties: Project Management, Resource Management, Job Analysis, Job Description Review and Rewrites, Market Study, Cost Benefit Analysis

Brian Stout, Ph.D. Pharmacology, University of Texas Health and Science Center, San Antonio.

Role: Faculty Consultant and Data Analysis Brian has over 10 years of experience as a faculty member and 8+ years neuroscience research. Brian has served as Academic Leader (Faculty Dean) and President of the Faculty Senate at Northwest Vista College. Brian is the only founding member of the Faculty Senate still serving. Brian actively participates in science outreach and education programs across San Antonio. Brian recently received the Star Service Award for his role in the Alamo Colleges Faculty Compensation Committee.

Sheila McLaughlin

Brian Stout


C S P 1 2 A - 0 2 7

TEAM BIOGRAPHY

James Fleming, PhD (Psychological Measurement, Eval., and Quantitative Methods – UC Berkeley)

Role: Senior Statistician and Faculty Consultant

Experience: 25+ Years Consulting, Teaching. Retired faculty &researcher Cal State University, Northridge

Served: Alamo Colleges, Metropolitan State University, Denver, Cal State University, University of Arizona, Yavapai, Embry-Riddle Aeronautical University, University of Houston, Downtown.

Primary Duties: Statistical Analysis, Meta Analysis, Reporting.

James Litrownik, MA (Educational Psychology— UC Berkeley)

Role: Faculty Compensation Data Analysis and Comparisons

Experience: 25+ Years higher education faculty research and compensation analysis for UC System. Served: University of California System, University of Houston, Downtown, CUPA Advisor.

Primary Duties: Statistical Analysis, Faculty Compensation Research, Data Analysis and Reporting


TEAM BIOGRAPHY

Ellen Switkes, PhD (Inorganic Chemistry – MIT), Asst. Vice President Emeritus, Academic Affairs, University of California System.

Role: Higher Education Advisor Experience: 25+ Years in Higher Education

Served: Alamo Colleges, Metropolitan State University of Denver, UC California System, School of Global Health, TUFTS University, University of Houston, Downtown, Berkeley Institute on Higher Education.

Primary Duties: Communications and Reviews of Deliverables focusing on Higher Ed Practices In addition to Ellen’s experience as a faculty member and senior administrator at the University of California, Santa Cruz, and University of California System, as Assistant Vice President of Academic Affairs, Ellen has been consulting with UM Global HR since 2008 where she worked on the Metropolitan State University of Denver, and Alamo Colleges Compensation projects

Jim Litrownik

Ellen Switkes


PROJECT APPROACH



PRIORITIES 1. Establish Transition Management Team (TMT)

2. Transition Administrative Faculty from Current Step To Equivalent Position in Range

2a. Prior to transition, administrative faculty jobs will be evaluated for placement in the appropriate salary tier and adjustments made if necessary

2b. Salaries transitioned to new schedule and those below new salary range minimums would be brought up to minimum

3. Perform Internal Equity Analysis & Recommend Adjustments for Administrative Faculty Placement

3a. Internal equity analysis is conducted to determine “apparent” compression issues

3b. All instances of compression/internal equity issues are investigated for alternative explanations

3c. Conduct Statistical Regression Analysis and Scatter Plot Analysis to Determine Recommended Salary Adjustments

4. Based on the internal equity results, recommendations are made to individual faculty salaries and approved adjustments can be made.



PHASES

Phase I Planning, Due Diligence and Communication

Phase II Review of NSHE Task Force Report

Phase III Review Job Descriptions and Apply Point Factor Job Analysis To Determine Grade Placement Appropriateness

Phase IV

For Administrative Faculty: Conduct Job Duties Analysis, Job Title Convention, and Placement of Job Titles in Grades and Transition Positions to New Salary Structure

For Academic Faculty:

Transition Faculty from Step Salary Schedule to Range Salary Schedule

Phase V Conduct Internal Equity Analysis

Phase VI Develop & Recommend Policies and Guidelines on Initial Placement and Strategies for Ongoing Implementation

Project Closeout Final Report, Transition, and Ongoing Maintenance Implementation


Phases Major Steps Sept Oct Nov Dec Jan I Planning & Due Diligence and Formulation of TMT II Review of NSHE Task Force Repot

III Review Job Descriptions and Apply Point Factor Job Analysis To Determine Grade Placement Appropriateness

IV Transition Administrative Faculty Into The New Salary Schedule

•  Faculty Below Minimum

•  Internal Equity Adjustments V Conduct Internal Equity Analysis and Cost Impacts

VI Develop Policies and Guidelines on Initial Placement and Strategies for Ongoing Implementation

•  Drafts & Final Report

Ongoing Maintenance Implementation Strategy

Copyright 2013 Ulibarri-Mason Global HR LP

Project Completion is Jan 30, 2014

= Subtasks = Milestones = Major Tasks



"   Regular, once a month meetings with TMT

"   Letter Announcing the Project. Details of TMT

"   Town Hall Meetings

"   Project Dashboard

"   Ongoing Communication

"   Drafts and Final Report

"   Appeals Process



TEAM NAME WHO? WHY? OBJECTIVES

Oversight Committee1 •  CSN President •  Senior Vice President Finance

and Administration •  Vice President Academic/

Student Affairs •  Faculty Senate Chair •  AFA Chair; and •  Senior Director of Human

Resources

For coalition support building

Clarify objectives of the project.

Discuss state funding parameters and budget limitations as they pertain to the implementation of the initiative.

Leadership and project advocacy when it comes to seeking Board of Trustee support.

TMT (Transition Management Team) 2

Faculty Senators, Volunteers, Program Directors, Designated Human Resources Personnel 54 Volunteers is current count

For setting up the working committee

To champion the project

Review all consultant’s deliverables

Discuss results

1. Oversight Committee is the “Project Sponsor” or the “Project Champion”. This is typically made up of senior administrators and faculty leadership.

2. TMT is “Transition Management Team”; also known as the “Working Committee” and is typically made up of key senior

personnel from various departments and employee groups such as: faculty, administration, and staff.

TECHNICAL EXPLANATION


“Levels of Work Difficulty” is a framework for organizing jobs into hierarchical levels of difficulty based on the the complexity of the work that has to be performed.

Jobs that are more complex take longer to complete, require more decision making, present more unknowns, present more ambiguity, and require more alternative plans.


This type of internal equity focuses on the person in the position.

LEVELS OF WORK COMPLEXITY ARE POSITIONS IN THE CORRECT PAY GRADE?


Preliminary review of CSN’s Administrative Salary Tiers and “Job Title Convention”).

"  Some of CSN’s Tiers (e.g., Tiers 2, 3, and 6 will contain jobs of unequal complexity and therefore should be considered for placement in another tier.

"  When mixed complexity occurs, the result is internal inequity, since jobs of unequal difficulty are paid the same.

"   If misalignment of jobs in the Tiers is found, jobs will be referred to HR and the department for revaluation.



Using the PDQ (Job Descriptions): 1.  Each job is classified into one of six strata of

work complexity defined by the job’s purpose, and the level of duties performed.

2.  Each position is scored on job factors: •  Supervisory authority •  Formal education, Certifications, and

Experience required •  Budget and project responsibility •  Job complexity •  Consequences of error •  Communications

3.  Strata level and total points combine to show how job grades and job titles are organized by difficulty and value of tasks performed.

ARE EMPLOYEES PAID COMPARABLY FOR THEIR LEVEL OF EDUCATION, EXPERIENCE, AND RESPONSIBILITIES?


Illustrative Table of Work Complexity (Example only)


1.  Document Years of Service 2.  Identify jobs that are below the grade midpoint through comparative ratio analysis 3.  Regress Salaries with Years of Hire

EXPECTED'PROGRESSION'BY'YEARS'IN'POSITION'

Years'in'Current'Job'

QUARTILE'

Total'Q1' Q2' Q3' Q4'

0'E'3'Yrs.'10# 20# 3#

0# 33#30.3%# 60.6%# 9.1%#

3'E'6'Yrs.'6# 9# 1#

0# 16#37.5%# 56.2%# 6.2%#

6'E'9'Yrs.'1# 8#

0# 0# 9#11.1%# 88.9%#

9'E'12'Yrs.'2# 1# 0# 0#

3#66.7%# 33.3%# 0%# 0%#

>'12'Yrs.' 0#3# 4# 7#

14#21.4%# 28.6%# 50.0%#

Total#19# 41# 8# 7# 75#

25.3%# 54.7%# 10.7%# 9.3%# 100%#

In this example: Q1 and Q2 represents employees that are below midpoint.

Anomalies


"   Arrange Observations By Individual Compa-ratio and Years of Service "   Scatter Plot Analysis: Identify Positions That Require Attention (Anomalies) "   Determine Reason or Explanation for Anomalies

STEP THREE: Identify Positions That Require Attention

In this example: Grade 55 employee group show almost everybody is below the midpoint. One employee with 32 years of service remains at 20% below the midpoint.

Observations Arranged By Year of Hire


In this example: Grade 55 employee group: When arranged by years in current position, compression is also visible. The employee who had been there for over 30 years, actually had been in current position for 12.5 years.

STEP THREE: Identify Positions That Require Attention

Observations Arranged By Years in Current Position


"   Move to New Minimums "   Adjust Compression in First Few Steps

That Are Directly Impacted "   Examine The Impact on The Rest of the

Grades

"   Develop Strategy for Dealing with Issues, Including Providing Increases to Certain Grades, Adjust Years of Experience Credit, Change Initial Placement and Institute Policies

"   If appropriate, Provide a One-Time Across-The-Board Increase To Prevent Compression From Creeping Up In Latter Years

Now the graph shows that salaries are aligned with their respective classification.

STEP FOUR: Apply Possible Fixes “AFTER”

John Scarborough: Senior Director, Department of Human Resouces Email: [email protected] Tel: (702) 651- 7489 Patty Charlton: Senior Vice President, Finance and Administration Email: [email protected] Tel: (702) 651-5667

PROJECT TEAM

Copyright 2013 Ulibarri-Mason Global HR LP

UM GLOBAL PROJECT CONTACTS

Daniel Ulibarri, PhD/SPHR Email: [email protected] Tel: (469) 767-1772 Eléna Mason, CCP/SPHR Email: [email protected] Tel: (214) 636-9025

CSN PROJECT CONTACTS


Q & A


college of southern nevada · primary duties: board / executive level communication, coalition...

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