UNC School of MedicineUNC School of MedicineHuman ResourcesHuman ResourcesQuarterly MeetingQuarterly Meeting

Wednesday, March 9, 201110:00 – 11:30

Dr. Harvey LineberryDr. Harvey Lineberry

WELCOMEWELCOME

GENERAL ANNOUNCEMENTS

UNIVERSITY TARGETED STAFFING*partnering with UNC to provide full-service temporary staffing

*dedicated presence on campus, expressly serving the needs of UNC departments

*providing temporary staff to meet challenges caused by position vacancies, special projects,

short-term or seasonal needs, surges in workload, emergencies, and leaves of absence

CONTACTJulie Ellis, Manager

Administrative Office Building104 Airport Drive, Campus Box 1045

julie_ellis@unc.edu 843-7760

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Charlene Williams, Taylor Libby and Pete Johnson

Classification and CompensationClassification and Compensation

New SPA Position Description Form (re: supervisory spans and layers)

Additional Documentation Requirements for SPA Career Banding Salary Increases

Tips For Completing Employee Competency Assessments

Tips For Documenting Justifiable Salary Recommendations

Layoff Re-employment Priority Status

*

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New SPA Position Description FormNew SPA Position Description Form

• Resulting from the Chancellor’s Memo on Supervisory Spans and Layers (see OHR announcement http://hr.unc.edu/news-events/CCM3_025457)

• New form has a revision date of 11/18/10

• Section 11 is revised to address supervisory responsibilities Indicate number of direct reports If less than four it is considered an exception, and will require direct approval of the Dean

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Additional Documentation Requirement Additional Documentation Requirement for SPA Career Banding Salary Increasesfor SPA Career Banding Salary Increases

*• OSP is now requiring additional documentation for SPA Career Banding increases

• Salary actions impacted: Position Competency Change Change in Branch/Role Temporary - Additional Duties Permanent - Updated Duties

• Documentation required:Position Description (PD-102-CB)Organizational ChartSalary Recommendation FormCopy of the last ECA on fileCopy of new ECA, documenting how the employee is demonstrating the new competencies that are required

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Tips for Completing the Employee Tips for Completing the Employee Competency AssessmentCompetency Assessment

• Ensure an ECA is on file for every permanent SPA employee

• Be sure to enter the ECA ratings in HRIS

• Remind Managers & Supervisors the importance of rating the employee’s assessment appropriately allowing room for career progression

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Tips for Completing the Employee Competency Assessment Tips for Completing the Employee Competency Assessment continued:continued:

• In the “Supervisor comments” Section of the ECA:

Provide an opening statement to detail the change in employee competencies between assessments

Reference the additional and/or growth of duties, and describe how the employee is demonstrating competencies related to the new duties

Provide specific examples of duties that validates how the employee is demonstrating the competencies on the job

Consider competencies in terms of knowledge, skills, and abilities demonstrated on the job (e.g. John demonstrates a broad level of communications as evidenced knowledge of various print and electronic media sources as well as his knowledge of more cutting edge social media communication outlets.)

Address competencies the State has identified for the relevant classification title

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Tips for Completing the Employee Competency Assessment Tips for Completing the Employee Competency Assessment continued:continued:

• Avoid use of any performance language. It is o.k. to mention the employee specifically

• Obtain all necessary signatures

• The effective date for salary increases are on a current basis

• Salary increases will not be processed until all required documentation is received

• When a position moves to a higher level (i.e., overall position competency increase, or reclassification to a higher branch/role), it is reasonable to expect the new ECA rating to be lower than the old ECA rating. The supervisor’s comments should explain the growth and development of the position as it pertains to the requested action.

• Manager may choose to assess the employee after 90 days. If so, a salary increase request must be postponed for 90 days until the new assessment is completed.

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Tips for documenting justifiable salary Tips for documenting justifiable salary recommendationsrecommendations

• Justifications shall address the FAIR pay factors Funding Appropriate Market Rate Internal Pay Alignment Required Competencies of the Position

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Salary Justification Example For Filled Positions

• The salary requested for this position is based on the employee demonstrating increased proficiency as evidenced {by the increase in position competency; change in branch/role, increase in the ECA rating}. 

• New responsibilities taken on by the employee include {provide details of new responsibilities}. These responsibilities are in addition to existing responsibilities {provide details of existing responsibilities}.

• The increased responsibilities have resulted in a higher level of competencies displayed on the job by the employee. {Provide specific examples of the increase in displayed competencies; i.e., knowledge increased from developing to applied as the employee has demonstrated the ability to contribute to the design of experimental procedures, etc.}.

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Salary Justification Example For Filled Positions continued:

• Funds for the increase {are available in the grant that supports this position; are limited, therefore the salary is below the market rate; are limited, therefore the salary is below that of other employees; etc.}.

• The increase will bring the salary {within the market range, closer to the market rate, above the market rate} for this position.

• Internal pay alignment is maintained when compared with other

employees in the same branch/role/competency. The difference in pay is due to {identify specific employees, particularly if the new salary results in a higher salary than that of comparable employees. Provide details regarding differences in pay. Reasons to exceed the salary of other employees might be due to the availability of funding, differences in ECA ratings, differences in WPPR ratings, or differences in the complexity of responsibilities}.

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Layoff Re-Employment Priority Status

• Priority status is for 2 years

• HR Facilitators are responsible for contacting the Office of Human Resources before creating a new position to replace an abolished position due to layoff

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Jennifer Turner and Lauren Lentz:

Recruitment and Selection

Justifications for Salary Recommendations

RIF Documentation

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• New Hire/Lateral Transfer/Reassignment Sample Justification:

{Candidate name} offers the breadth of knowledge and essential skills sought for this position. The job requires an individual with demonstrated competencies in {insert details of skills essential to the position}.

The salary recommendation recognizes the competencies required of the position and the skill set demonstrated by {Candidate Name}. This candidate has proven {insert candidate skills relevant to required competencies of the job}.

The salary recommendation is consistent with other employees in similar {Branch/Role} positions with the same skill set {if applicable, add licensure or certification requirements here} OR The salary recommendation is consistent with other employees in {Branch/Role} positions with the same skill set {if applicable, add licensure or certification requirements here}.

Justifications for Salary Recommendations

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• New Hire/Lateral Transfer/Reassignment Sample Justification Continued:

We are offering the {insert Market Rate}, as this is in alignment with our budget. {Insert relevant budget information for reason of salary offered. Example: “Due to restrictions of our grant funded budget, we cannot pay a higher rate at this time.”}.

Given the duties and responsibilities of the position, the department has determined paying at {Insert Market Index %} of the Market Rate. The exception is {insert Employee Name(s)}, who is currently at {Insert Market Rate} due to {include specialized skill sets here, relevant information regarding difference in salary compared to salary recommendation for new hire}.

Justifications for Salary Recommendations continued:

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Justifications for Salary Recommendations continued:

• Helpful Hints for Completing the Salary Recommendation Form for New Hires and Voluntary Transfers

• Reminder ~ Justifications shall address the FAIR pay factors

FundingAppropriate Market RateInternal Pay AlignmentRequired Competencies of the Position

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RIF DOCUMENTATION

• DOCUMENTATION REQUIRED FOR RIF PLANS

When submitting RIF Plans, in addition to the organizational chart, departments must submit

a)a copy of the annual performance review; including the ECA rating.

b)The ratings must have been entered in HRIS

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Bonnie Smith

PERFORMANCE MANAGEMENT INFORMATION

Important Reminders

Communication, Teamwork and Compliance Principal Function (Current)

New Principal Function, Mandatory (effective June 1, 2011)

Importance of Accurate Performance Appraisals

Training Opportunities

• April 5, 2011 9:00-11:00, MBRB G202

• April 6, 2011 9:00-11:00, Bondurant G-100 Auditorium

• April 11, 2011 2:30-4:30, Bondurant G-010

Training OpportunitiesTraining Opportunities

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Leeanne Walker and John HartLeeanne Walker and John Hartpresentingpresenting

Vendor Relations PolicyVendor Relations Policy

Why Is There A Policy?Why Is There A Policy?

• The Patient Protection and Affordable Care Act was signed into law March 23, 2010. The new law contains a “Physician Payment Sunshine Provision” that requires drug and medical device manufacturers to publicly report gifts and payments given to physicians and teaching hospital personnel beginning in September 2013. This Act, in addition to health care reform in general, has raised widespread national interest in reforming how academic medical centers interact with Vendors.

How Does This Affect Me?How Does This Affect Me?

• Individuals may not accept personal gifts including:» Pens» Notepads» Other Marketing Items• Financial Relationships with Vendors are

required to be disclosed annually. • Family members of UNC and SoM

employees are also prohibited from accepting gifts, meals and marketing products from Vendors. They are also required to disclose employment, investments, etc.

Definition of General Professional Definition of General Professional Conference or MeetingConference or Meeting

A general professional conference or meeting is a meeting sponsored by a professional association or other entity whose purpose is to promote healthcare, education, and/or networking rather than to manufacture, sell, or distribute products or services that might be used by healthcare providers or patients.

External Professional Activities for PayExternal Professional Activities for Pay

Covered personnel who are allowed to consult may do so for compensation for Vendors as long as they:

•Comply with the University Policy on External Professional Activities for Pay or similarly UNCHCS or UNC Hospital policies; and•Disclose to your supervisor, through the appropriate reporting mechanism, the amount of compensation they expect to receive from the proposed consulting activity; and•Their consulting relationships, including projected compensation, are publicly available

•Their compensation for such activities is not deemed

excessive by their supervisor.

Q&A’sQ&A’s

Question:

Can we still use old pens and pads that we

have been given in the past from Vendors?

Answer:

No, you will need to either throw these items

away or take them home.

Question:

My colleagues are occasionally invited to dinner

programs sponsored by drug and technology

companies which consist of a physician speaker

discussing new drugs and new technology. Can

this practice continue?

Answer:

No, this meeting does not meet the definition of professional conference or meeting which states that a meeting sponsored by a professional association or other entity whose purpose is to promote healthcare, education, and/or networking rather than to manufacture, sell, or distribute products or services that might be used by healthcare providers or patients.

Question:

Can a Navy Reserve representative provide a lunch for our residents while discussing Naval career opportunities?  During the lunch, he also like to distribute mugs, sunglasses, and pens with the Navy logo printed on it.  Is this permissible?

Answer:

Yes, this Navy event is permissible.  This type of event is not affected by the new Policy on Vendor Relations, because it does not involve a vendor who manufactures and provides products used in patient care and research.

Question:

How does this policy relate to entities who want to bring lunch and tell residents about job opportunities?  What about job fairs off campus that provide food? 

Answer:

The situations are permissible under the new Policy on Vendor Relations.  The situations described do not involve vendors who manufacture and/or provide services used in patient care and/or in research. 

Question:There are reps who want to visit our residents and buy

lunch for them.  Neither of the reps are selling medical equipment or supplies but rather they represent a disability insurance company who wants to discuss policies for the residents to individually purchase after graduating.  Because this does not involve patient care or research but rather opportunities affecting the residents’ personal lives and expenses, is this sponsored lunch allowed under the new Policy?

Answer:

Yes, it does not involve a business that manufactures and/or provides products or services used in patient care and research.

Question:

Can a pharmaceutical rep come into the school, outside of the clinic and/or patient area, to talk to students and staff about products without bringing any gifts or food?  The staff feel they learn information from the rep that may help with patient care.

Answer:

It is okay for a pharmaceutical rep to come in to discuss a product so long as no food or gifts are provided by the rep.  While the policy tends to discourage and in some cases prohibit financial relationships with vendors that promote products for research or patient care, we do want to promote education for our staff.  Also, please note other policies that may be applicable to this scenario—there are certain places, such as the clinics, where pharmaceutical reps are not allowed to enter to discuss products.  That is covered under a different policy. 

Question:

My staff has asked if a pharmaceutical rep can come in to the office to discuss a product without any gifts, food, pens, etc. The staff feel that they learn information from the rep that may help with patient care.

Answer:

It is okay for the rep to come in the office to discuss a product as long as no food, gifts, or pens are given. A good rule of thumb to keep in mind is that we do not want any type of financial relationship with a vendor that promotes products for research or patient care. We do however want to promote education for our staff.

Question:

A group of medical staff have a dinner meeting along with other medical staff in the community. The dinner is paid for by a Vendor but the topic is not related to the products sold by the Vendor. Nor does the Vendor leave any type of information or give-a-ways. Is this allowed?

Answer:

This arrangement would not be allowed because it does not meet the definition of general professional conference or meeting since it is with one Vendor. Your only other option is to pay for your meal.

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