Broad Banding General Sessions

8/3/2019 Broad Banding General Sessions

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BROADBANDING


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OVERVIEW

GOALS/OBJECTIVES Decentralize compensation management &

administration

Reduce the need for reclassification reviews and

improve speed of processing Provide a mechanism to reward employees for

skills and competencies outside of annual salaryrecommendation process

Provide more flexibility in pay for new hires Attract & retain employees in high skilled areas

Maintain internal equity

Allow for geographic differentials and market

competitiveness


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What is Broadbanding?Grade levels Broad Bands

(50% wide) (minimum 200% wide)

Current structure for In a Broadband structureProfessional spans over this could be changed to

12 levels; classified spans 14 total

over 21 levels (4 bands with 3-4 zones each)

$28,895-$43,343

$26,544-$39,816

$24,355-$36,533

$22,376-$33,564

$45,000

135,000

$34,000-

$102,000

$22,300-

$100,800$12,486-$47,900

$31,503-$47,255


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BAND DEFINITIONSLEADERSHIP: Implements long-range objectives & links to strategic plans of the

university, has significant management responsibilities and accountabilities,

manages multiple levels of staff, and is accountable for long-term success of a unit.Titles include Director, Division Head, etc.

MID-MANAGEMENT: Has direct first-line mid-management accountability,

executes and interprets policies for the successful operations of an assigned section

or functional area of a unit. Titles include Manager, Assistant Director, etc.

PROFESSIONAL: Requires professional-level skills necessary to accomplish a wide

range of assignments within a functional or specialty area; skills are usually

demonstrated by a college degree or equivalent related career experience in a

specific discipline. Titles include Accountant, Engineer, etc.

ADMINISTRATIVE/OPERATIONAL SUPPORT: Typically task oriented;

provides for clerical, analytical, administrative, and operational support needs of a

unit under immediate/general supervision. Titles include Administrative/Department

Secretary, Records Tech, Carpenter, etc.


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BAND SALARY RANGE AND PAY

ZONE DEVELOPMENT

Broad salary ranges are created for each band to

accommodate the diversity of jobs and the wide range

of values the market places on them.

Within each band, three to four pay zones may be created

to:

Recognize jobs having differing levels of complexity,

responsibility and skill

Capture appropriate market differentials between jobs

Ensure that internal equity relationships are preserved

Provide employees with the opportunity for growth

within the zone

Guide supervisor to place the employees salary in the

band based on market


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Band And Zone Pay Ranges

Minimum Maximum$12,486 $47,900

Zone C Minimum Control Maximum

$20,000 $30,400 $40,800

Zone D Minimum Control Maximum

$23,500 $35,500 $47,900

Administrative/Operational Support Band

Zone A Minimum Control Maximum

$12,486 $19,000 $25,500

Zone B Minimum Control Maximum

$16,500 $25,100 $33,600


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Professional Band

Minimum Maximum

$22,300 $100,800


$22,300 $35,300 $48,400


$31,500 $50,000 $68,400


$39,000 $61,800 $84,600

Zone D Minimum Control Maximum

$46,400 $73,600 $100,800


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$34,000 $52,400 $70,700


$40,500 $64,000 $86,400


$49,000 $75,500 $102,000

Mid-Management Band


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$45,000 $69,300 $93,600


$55,000 $84,700 $114,300

Leadership Band


$64,900 $100,000 $135,000


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PROGRESSION WITHIN ZONES AND

BANDS(subject to available department funds)

Performance based salary increases

Market changes

Acquisition and application of higher level

skills and competencies

More complex work assignments

Acquisition of relevant and necessary

technical certifications


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JOB FAMILIESExample of Job Families:

Administrative/Operational Support Band:

Job Family title: Records Technician

NMSU titles: Accounting Tech I & II, Records Tech I & II,

Records Specialist, Audit Budget Tech I & II

Professional Band:

Job Family title: Computer Software Engineer

NMSU titles: Engineer I-V


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DEFINITION OF ROLES

Roles have been redefined to allow fordecentralization of compensation

management and administrationHUMAN RESOURCES OFFICE: Will take on the role of a consultant rather than a

gatekeeper

Be involved in training and conduct/maintainmarket survey data

Review salary requests having significant impact


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DEFINITION OF ROLES, contd

HUMAN RESOURCES OFFICE LIAISON:

Conduct daily oversight and monitoring of theprogram

Ensure policies and procedures are being followedin their designated area

SUPERVISOR:

Assure equitable and nondiscriminatoryapplication of all policies

Recommend salary adjustments

Recommend placement within bands

Screen resumes and conduct interviews


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DEFINITION OF ROLES,contd

MANAGER/DEPT. HEAD:

Review employee appeals

Review and approve all pay decisions

VP/DEAN:

Review and approve all pay decisions Assure equity and consistency in

compliance with policies and procedures


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PAY POLICIES AND PROCEDURES

Promotion or reclassification will be based onperformance, internal equity and market

Allows pay increases of up to 15% to bedetermined at the College/VP level for allclassifications

Pay structure focus is on performance

Adjustments for longevity, service increases,degree increment adjustments will continue

Annual salary adjustments will continue to includea cost of living and performance adjustment


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Overview of Laws

Age Discrimination in Employment Act

(ADEA) of 1967:

Protects certain applicants and employees 40

years of age and older from discrimination

on the basis of age in hiring, promotion,discharge, compensation, or terms,

conditions or privileges of employment.

(U

.S. Department of Labor website: www.dol.gov)


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Overview of Laws Title VII of the Civil Rights Act of

1964

Prohibits discrimination in hiring, promotion,discharge, pay, fringe benefits, job training,

classification, referral, and other aspects ofemployment, on the basis of race, color,religion, sex or national origin.


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Overview of Laws Equal Pay Act

Basically prohibits salary inequities betweenprotected and unprotected classes. Salary

differences must be explained by

performance, job content, or individual

credentials in keeping with reasonableindustry practices. (Broadbanding: What It Is andHow ItWorks at the Ohio State University. Ch. 7. Pg.57. Lewellen, Fowler)


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Implementation General Sessions

Meetings with administration

Meetings with employees by unit

Training for managers

Appeal Process


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QUESTIONS? CONTACT:

[email protected] Resources

Agustin Diaz 646-2805

Mack Adams 646-4148

Doris Gleason 646-1742

ACAP Executive Council

Tim Nesbitt

[email protected] Tammy Anthony

[email protected]

Norma [email protected]

Paula Ross

[email protected]

Broad Banding General Sessions

Documents

Transcript of Broad Banding General Sessions