Presentation to FMI Campus Compensation & Benefits Study
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Transcript of Presentation to FMI Campus Compensation & Benefits Study
![Page 1: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/1.jpg)
Presentation to FMI Campus
Compensation & Benefits Study
Results of Stages One & Two
September 2010
College of Micronesia-FSM
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Background Overview
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COM’s current compensation model has four classifications of employees : Classified, Professional, Management and
Faculty.
Since their adoption in 1996 the classifications have not been adjusted to reflect appropriate labor markets and relevant
economic standards.
Background Overview
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In brief, the study is to address the following areas:
a) accurate classifications and compensation
b) sustainable and competitive pay schedules
c) incentive program(s) linking directly to pay schedules
d) investigate duplicate and nonessential services
Background Overview
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Project Overview
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Stage 2 : External Analysis
Stage 1 : Internal Analysis (including Streamlining
Supp. Projects : Performance Management
Stage 3 : Implementation
Project Overview
Committee Results / Instructional Master Plan)
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a) Current Compensation
b) Job Evaluation
c) Regression Analysis (Internal)
Stage One : Internal Analysis
d) Job Audit / Streamlining Results
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a) Current Compensation
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Base Salary 5,893,634 69.7
Sp. Contract Services 935,640 11.0
Housing 822,000 9.7
Social Security 379,737 4.5
Health 198,669 2.3
Retirement 175,583 2.0
Life 40,073 0.4
8,445,336 100.0
$ %
a) Current Compensation Budget - F/Y10
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Instructional Affairs 2,660,647 44.4
Administration 1,752,563 29.3
Student Services 954,917 16.9
CRE 519,610 9.7
Presidents Office 100,776 2.7
5,988,513 100.0
$ %
a) Current Compensation Departments - as at 4/7/10
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National 2,788,258 47.6
Pohnpei 1,044,568 17.4
Chuuk 789,416 13.2
Kosrae 577,552 9.6
Yap 518,761 8.7
FMI 269,958 4.5
5,988,513 100.0
$ %
a) Current Compensation Campuses - as at 4/7/10
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Sp. Service Contracts - Budget (F/Y09) 864,198
Sp. Service Contracts - Budget (F/Y10) 935,640
$
a) Current Compensation Special Service Contracts
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Sp. Service Contracts - Budget (F/Y09) 864,198
Sp. Service Contracts - Budget (F/Y10) 935,640
Sp. Service Contracts - YTD (F/Y10) - six months 782,179
$
a) Current Compensation Special Service Contracts
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Sp. Service Contracts - Budget (F/Y09) 864,198
Sp. Service Contracts - Budget (F/Y10) 935,640
Sp. Service Contracts - YTD (F/Y10) - six months 782,179
Sp. Service Contracts - YTD less UB & TSP 695,048
$
a) Current Compensation Special Service Contracts
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Sp. Service Contracts - Budget (F/Y09) 864,198
Sp. Service Contracts - Budget (F/Y10) 935,640
Sp. Service Contracts - YTD (F/Y10) - six months 782,179
Sp. Service Contracts - YTD less UB & TSP 695,048
$
a) Current Compensation Special Service Contracts
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Sp. Service Contracts - Budget (F/Y09) 864,198
Sp. Service Contracts - Budget (F/Y10) 935,640
Sp. Service Contracts - YTD (F/Y10) - six months 782,179
Sp. Service Contracts held by full-time employees (29%) 227,533
$
a) Current Compensation Special Service Contracts
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Instructional Affairs 202,313 89.0
Administration 21,674 9.5
Student Services 1,816 0.8
CRE 1,730 0.7
227,533 100.0
$ %
a) Current Compensation Special Service Contracts
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b) Job Evaluation
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Job evaluation is a process that re-examines the internal equity of all positions based on job size
b) Job Evaluation
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It achieves this by assessing the ‘job size’ of individual positions within an organization
using a number of measurement factors
b) Job Evaluation
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Each factor provides a point value with their sum representing the total “points”
value of the job
b) Job Evaluation
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• Education• Experience• Complexity• Scope of Work• Problem Solving• Supervision Received
• Work Environment• Physical Demands• Authority Exercised• Results of Decisions• Contacts• Sup. & Man. Resp.
b) Job Evaluation Criteria
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147 Positions Evaluated
b) Job Evaluation Results
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Range Max
Range Min
1600 -
198 -
Job Evaluation Points
Average
Median
638 -
589 -
b) Job Evaluation Results
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c) Regression Analysis
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Company Regression Analysis (Base Salary)
c) Regression Analysis
Exponential Regressione.g. Position X = 450 JE points
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Company Regression Analysis (Base Salary)
c) Regression Analysis
Exponential Regressione.g. Position X = 450 JE points
Plot the base salary of all employees with the job title of Position Xagainst 450 JE points
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Company Regression Analysis (Base Salary)
c) Regression Analysis
Exponential Regressione.g. Position X = 450 JE points
Plot the base salary of all employees with the job title of Position Xagainst 450 JE points
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COM-FSM
c) Regression Analysis
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Regression Analysis
COM-FSM
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Regression Analysis
Student Services
Instructional Affairs
Administration Services
CRE
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Regression Analysis
FMI Campus
Chuuk Campus
Pohnpei Campus
National Campus
Yap Campus
Kosrae Campus
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Regression Analysis
Food Services
Maintenance
Bookstore
Accounting
Information Technology
Human Resources
IRPO
Dev. & Comm. Relations
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Regression Analysis
LRC
Agriculture
Maths & Science
Education
Hotel Management
Vocational EducationBusiness
Academic Programs
Social Science
Language & Literature
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Regression Analysis
Peer Counseling
SSSP
FAO
Sports & Recreation
ARO
Student Life
Counseling
Dispensary (Plots Only)
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d) Job Audit / Streamlining Results
This stage also provided the ideal opportunity to
collectively review the organizational structure
of the College.
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The focus here was :
a) to investigate duplicate and non-essential services b) to integrate results with the work being undertaken
by the College’s Streamlining Committee
d) Job Audit / Streamlining Results
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e) Cost Reduction / Management
a) Stakeholder Management
d) Master Plan(s) c.f. Instructional Programs
f) Performance Management
d) Job Audit ResultsKey issues that need to be addressed :
c) Centralization of Supp. Services (where possible)
b) Optimization of Regional Campuses
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Management StructureCurrent
Vice President Administration
President
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
Exec. Director Land Grant
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Management StructureCurrent
Campus DirectorPohnpei
Campus DirectorChuuk
Campus DirectorKosrae
Campus DirectorYap
Campus Director
FMI
Vice President Administration
President
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
Exec. Director Land Grant
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Management StructureCurrent
Campus DirectorPohnpei
Campus DirectorChuuk
Campus DirectorKosrae
Campus DirectorYap
Campus Director
FMI
Vice President Administration
President
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
Exec. Director Land Grant
Programs & Supp. Services
Programs & Supp. Services
Programs & Supp. Services
Programs & Supp. Services
Programs & Supp. Services
CRE Co-ord.S.S. Co-ord.Inst. Co-ord.
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Management StructureProposed
Ext. C. DirectorPohnpei
Ext. C. DirectorChuuk
Ext. C. DirectorKosrae
Ext. C. DirectorYap
Ext. C. DirectorFMI ?
Vice President Administration
President
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
Exec. Director Land Grant
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Management StructureProposed
Vice President Administration
President
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
Exec. Director Land Grant
Programs & Supp. Services
Programs & Supp. Services
Programs & Supp. Services
Programs & Supp. Services
Programs & Supp. Services
CRE Co-ord.Inst. Co-ord.
Ext. C. DirectorPohnpei
Ext. C. DirectorChuuk
Ext. C. DirectorKosrae
Ext. C. DirectorYap
Ext. C. DirectorFMI ?
Nat. Directors Nat. Directors
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FMI Extension Center
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1. What are the current FSM goals and objectives in Fisheries development?2. Recertification as required buy STCW 953. FSM goals and objectives in training maritime and fisheries personnel4. How much are you willing to pay per student?5. FMI facilities to prepare for the Guam build-up?6. What is the role of the FSM National Government in recruiting and job placement?7. What are other options for this type of training? Outsourcing to other institutions or partnership with other maritime schools.
FMI Extension Center
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e) Cost Reduction / Management
a) Stakeholder Management
d) Master Plan(s) c.f. Instructional Programs
f) Performance Management
c) Centralization of Supp. Services (where possible)
b) Optimization of Regional Campuses
Summary of Key Issues
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- increased confidence in COM-FSM
Stakeholder Management
- development of partnership(s) c.f. industry
- closer relationships / improved communication
- collective needs assessment /continuous improvement
- greater student focus / preparation / opportunities / jobs
- business development / vocational awareness / education
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- centralized support services (where possible)
Extension Centers
- increased enrollment / increased revenue
- improved operational efficiency
- wider curriculum (academic / voc. programs)
- optimization of infrastructure / resources
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Centralized Support Services
- consistency of service delivery (current)
- improved operational efficiency
- optimization of resources
- coordinated development of new services
- timely procurement / delivery of resource materials (special focus)
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- integrated approach to program development / delivery
Master Plan(s)(in particular Instructional Master Plan)
- balanced mix of quality academic and voc. programs
- Instructional / Information Tech. / Infrastructure
- collective needs assessment /continuous improvement
- enhanced program evaluation / assessment / delivery
- improved performance management (faculty)
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Cost Reduction / Management
- improved fiscal management
- improved operational efficiency
- optimization of resources
- improved budgeting process
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- greater accountability / managed expectations
Performance Management
- enhanced work planning
- provision of constructive feedback mechanism
- link to performance pay
- link to training and development
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Obtaining and analyzing market compensation data
Stage 2 Compensation Structuring
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Market Data - Sources
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Market Data - Sources
1. Regional Comparisons
Guam Community College
Palau Community College
College of the Marshall Islands
American Samoa Community College
Northern Marianas College (unable to participate)
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a) National Faculty Survey 2007 - 2008 (CUPA)
b) Community College Faculty Survey 2007 - 2008 (CUPA)
c) Mid Level Admin & Professional Survey 2007 - 2008 (CUPA)
d) Administrative Compensation Survey 2007 - 2008 (CUPA)
2. U.S. Comparisons (GCC Report)
Market Data - Sources
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Regional Market Percentiles
5th - 95th
Market Data
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Regression Analysis
COM-FSM
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Regression Analysis
PCC
COM-FSM
GCC
CMI
ASCC
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Regression Analysis
PCC COM-FSM
GCC
CMI
ASCC50th
25th
5th
75th
95th
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Regression Analysis
50th
25th
5th
75th
95th
15th
10th
5th
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Regression Analysis
50th
25th
5th
75th
95th
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Regression Analysis
50th
25th
5th
75th
95th
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In developing a revised compensation model :
KEY QUESTION
Where in the market “should we / can we” position the College to be more externally competitive i.e. in attracting and retaining employees ?
Stage 2 Compensation Structuring
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Regression Analysis
50th
25th
5th
75th
95th
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Structural Adjustment Cost
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Current Base Salary Total
Increase to 10th Market Percentile
New Base Salary Total
Estimated Adjustment Cost(10th Market Percentile - Region)
$ 5,988,513
$ 79,991
$ 6,068,504
Current Total Compensation
Increase to 10th Market Percentile
New Total Compensation
$ 7,630,563
$ 101,925
$ 7,732,488 (1.3%)
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Number of Employees (< 10th)
Total Full-Time Employees
Number of Employees (> 10th)
43 (11.8%)
320 (88.2%)
363 (100.0%)
Estimated Adjustment(10th Market Percentile - Region)
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Current Base Salary Total
Increase to 20th Market Percentile
New Base Salary Total
Estimated Adjustment Cost(20th Market Percentile - Region)
$ 5,988,513
$ 204,272
$ 6,192,785
Current Total Compensation
Increase to 20th Market Percentile
New Total Compensation
$ 7,630,563
$ 260,283
$ 7,890,847 (3.4%)
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Number of Employees (< 20th)
Total Full-Time Employees
Number of Employees (> 20th)
103 (28.4%)
260 (71.6%)
363 (100.0%)
Estimated Adjustment(20th Market Percentile - Region)
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Current Base Salary Total
Increase to 30th Market Percentile
New Base Salary Total
Estimated Adjustment Cost(30th Market Percentile - Region)
$ 5,988,513
$ 464,105
$ 6,452,618
Current Total Compensation
Increase to 30th Market Percentile
New Total Compensation
$ 7,630,563
$ 591,363
$ 8,221,926 (7.7%)
![Page 72: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/72.jpg)
Number of Employees (< 30th)
Total Full-Time Employees
Number of Employees (> 30th)
185 (51.0%)
178 (49.0%)
363 (100.0%)
Estimated Adjustment(30th Market Percentile - Region)
![Page 73: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/73.jpg)
Current Base Salary Total
Increase to 40th Market Percentile
New Base Salary Total
Estimated Adjustment Cost(40th Market Percentile - Region)
$ 5,988,513
$ 871,158
$ 6,859,671
Current Total Compensation
Increase to 40th Market Percentile
New Total Compensation
$ 7,630,563
$ 1,110,030
$ 8,740,593 (14.5%)
![Page 74: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/74.jpg)
Number of Employees (< 40th)
Total Full-Time Employees
Number of Employees (> 40th)
243 (66.9%)
120 (33.1%)
363 (100.0%)
Estimated Adjustment(40th Market Percentile - Region)
![Page 75: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/75.jpg)
Current Base Salary Total
Increase to 50th Market Percentile
New Base Salary Total
Estimated Adjustment Cost(50th Market Percentile - Region)
$ 5,988,513
$ 1,400,322
$ 7,388,835
Current Total Compensation
Increase to 50th Market Percentile
New Total Compensation
$ 7,630,563
$ 1,784,290
$ 9,414,853 (23.3%)
![Page 76: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/76.jpg)
Number of Employees (< 50th)
Total Full-Time Employees
Number of Employees (> 50th)
303 (83.5%)
60 (16.5%)
363 (100.0%)
Estimated Adjustment(50th Market Percentile - Region)
![Page 77: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/77.jpg)
Note : the transition to
a more competitive market position may take
over a number of years e.g.
FY11 - 10th market percentile
FY12 - 15th market percentile
FY13 - 20th market percentile
FY14 - 25th market percentile
Option 1
![Page 78: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/78.jpg)
Note : the transition to
a more competitive market position may take
over a number of years e.g.
FY11 - 10th market percentile
FY12 - standard increment
FY13 - 15th market percentile
FY14 - standard increment
Option 2
![Page 79: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/79.jpg)
COM-FSM (full-time employees) No %Base Salary
Increase
Administration Employees < 10th Market Percentile 21 5.8 30,803
Administration Employees > 10th Market Percentile 106 29.2 7,886
Instructional Affairs Employees < 10th Market Percentile 13 3.6 14,274
Instructional Affairs Employees > 10th Market Percentile 118 32.5 12,427
Student Services Employees < 10th Market Percentile 6 1.7 3,903
Student Services Employees > 10th Market Percentile 63 17.4 4,572
CRE Employees < 10th Market Percentile 2 0.6 342
CRE Employees > 10th Market Percentile 30 8.3 2,541
Presidents Office Employees < 10th Market Percentile 1 0.3 2,977
Presidents Office Employees > 10th Market Percentile 3 0.8 266
TOTAL 363 100.0 79,991
Target a Specific Group for an Initial Adjustment e.g.
Option 3
![Page 80: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/80.jpg)
Stage 3 : Implementation
![Page 81: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/81.jpg)
New Pay Schedule Options
Stage 3 : Implementation
![Page 82: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/82.jpg)
Pay Schedule Option
6.2% 5.8% 5.5% 5.2% 4.0% 3.8% 3.7% 3.5%
Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8
3.8% A $13,990 $14,865 $15,739 $16.614 $17,488 $18,188 $18,887 $19,587
4.1% B $14,534 $15,443 $16,351 $17,260 $18,168 $18,895 $19,621 $20,348
4.6% C $15,133 $16,079 $17,024 $17,970 $18,916 $19,673 $20,429 $21,186
5.1% D $15,840 $16,830 $17,820 $18,810 $19,800 $20,592 $21,384 $22,176
5.8% E $16,656 $17,697 $18,738 $19,779 $20,820 $21,653 $22,486 $23,318
(Traditional Approach)
![Page 83: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/83.jpg)
Pay Schedule Option
+ 1% + 1% + 1% + 1% + 1% + 1% + 1%
Step 1 Step 2 Step 20
A B C D A B C D
Grade A 11,000 11,110 11,221 11,333 11,447 11,561 11,677 11,793
+ 14% B 12,540 12,665 12,792 12,920 13,049 13,180 13,311 13,445
+ 14% C 14,296 14,439 14,583 14,729 14,876 15,025 15,175 15,327
+ 14% D 16,297 16,460 16,625 16,791 16,959 17,128 17,300 17,473
+ 14% E 18,579 18,764 18,952 19,142 19,333 19,526 19,722 19,919
Z
(New Approach)
![Page 84: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/84.jpg)
Every employee would have a :grade, step and sub-step
e.g. Employee X Grade I, Step 6, Sub-step B
Pay Schedule Options
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Transition Process toNew Compensation Model
Stage 3 : Implementation
![Page 86: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/86.jpg)
Competitor’s Approach
![Page 87: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/87.jpg)
600 JE Points
500 JE Points
Competitor’s Approach
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600 JE Points
(20 Positions)
500 JE Points
Competitor’s Approach
![Page 89: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/89.jpg)
600 JE Points
(20 Positions) e.g. Grade K (Step 1)
500 JE Points
Competitor’s Approach
![Page 90: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/90.jpg)
600 JE Points
(20 Positions) e.g. Grade K (Step 1)
500 JE Points 505 JE Points
595 JE Points
Competitor’s Approach
![Page 91: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/91.jpg)
600 JE Points
(20 Positions) e.g. Grade K (Step 1)
500 JE Points 505 JE Points
595 JE Points
605 JE Points e.g. Grade L (Step 1)
Competitor’s Approach
700 JE Points
![Page 92: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/92.jpg)
Our Approach
![Page 93: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/93.jpg)
600 JE Points
(20 Positions)
500 JE Points
Our Approach
![Page 94: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/94.jpg)
600 JE Points
(20 Positions)
500 JE Points 505 JE Points
595 JE Points
Our Approach
![Page 95: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/95.jpg)
600 JE Points
(20 Positions)
500 JE Points 505 JE Points
595 JE Points e.g. Grade K (Step 5)
e.g. Grade K (Step 2)
Our Approach
![Page 96: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/96.jpg)
Let’s look at the mechanics of this process
(Two Step Process)
Our Approach
![Page 97: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/97.jpg)
Step 1 - Identification of an implementation range
Step 2 - Migrate all employees into the new model
Our Approach
![Page 98: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/98.jpg)
Regression Analysis
50th
25th
5th
75th
95th
![Page 99: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/99.jpg)
Base Salary Regression Line (15th Market Percentile)
Job Evaluation Points
$ U
S
Implementation (Step 1)
![Page 100: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/100.jpg)
$ U
S
Position A - Mkt Base Salary
Base Salary Regression Line (15th Market Percentile)
Job Evaluation Points
Position B - Mkt Base Salary
Implementation (Step 1)
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B
Position A - Mkt Base Salary
Base Salary Regression Line (15th Market Percentile)
Job Evaluation Points
Position B - Mkt Base Salary
$ U
S
A
Implementation (Step 1)
![Page 102: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/102.jpg)
B
CAP (Pay no more than 105%)
Job Evaluation Points
Position B - Mkt Base Salary
Base Salary Regression Line (15th Market Percentile)
CAP (Pay no less than 95%)
$ U
S
APosition A - Mkt Base Salary
Implementation (Step 1)
![Page 103: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/103.jpg)
D
B
Position A - Mkt Base Salary
CAP (Pay no more than 105%)
Job Evaluation Points
Position B - Mkt Base Salary
Base Salary Regression Line (15th Market Percentile)
$ U
S
A
CAP (Pay no less than 95%) C
Implementation (Step 1)
![Page 104: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/104.jpg)
D
B
$ U
S
APosition A - Mkt Base Salary
CCAP (Pay no less than 95%)
Base Salary Regression Line (15th Market Percentile)
CAP (Pay no more than 105%)
Job Evaluation Points
Position B - Mkt Base Salary
Implementation (Step 1)
![Page 105: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/105.jpg)
F E
D
B
$ U
S
APosition A - Mkt Base Salary
C
Base Salary Regression Line (15th Market Percentile)
CAP (Pay no more than 105%)
Job Evaluation Points
Position B - Mkt Base Salary
CAP (Pay no less than 95%)
Implementation (Step 1)
![Page 106: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/106.jpg)
We next identify a base salary value (for each position) that we can then transpose to the new pay schedule in order to identify
the upper end of an implementation range
We do this by initially identifying the midpoint
Implementation (Step 1)
![Page 107: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/107.jpg)
Base Salary Regression Line (15th Market Percentile)
Position A - Mkt Base Salary
$ U
S
CAP - 95% C
A
B
Job Evaluation Points
Implementation (Step 1)
![Page 108: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/108.jpg)
A
B
Job Evaluation Points
the cap so we take themidpoint value and transpose this to the new pay schedule
Base Salary Regression Line (15th Market Percentile)
Position A - Mkt Base Salary
falls between the market and
$ U
S
In this example, the midpoint
CAP - 95%
D (Midpoint)
C
Implementation (Step 1)
![Page 109: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/109.jpg)
Base Salary Regression Line (15th Market Percentile)
Position A - Mkt Base Salary
$ U
S
CAP - 95% C
A
B
Job Evaluation Points
Implementation (Step 1)
![Page 110: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/110.jpg)
A
B
Job Evaluation Points
In this example, the midpoint
take the cap value and transpose this to the new pay schedule
Base Salary Regression Line (15th Market Percentile)
Position A - Mkt Base Salary
falls below the cap so we
$ U
S
CAP - 95%
D (Midpoint)
C
Implementation (Step 1)
![Page 111: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/111.jpg)
Conversion Process
Example
![Page 112: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/112.jpg)
e.g : Position X
![Page 113: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/113.jpg)
468
Base Salary Regression Line (25th Market Percentile)
Mkt Base Salary $30,527
$ U
S
Job Evaluation Points
e.g : Position X
![Page 114: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/114.jpg)
$ U
S
Job Evaluation Points
CAP (95%) $29,001
468
Base Salary Regression Line (25th Market Percentile)
Mkt Base Salary $30,527
e.g : Position X
![Page 115: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/115.jpg)
CAP (95%) $29,001
468
Base Salary Regression Line (25th Market Percentile)
Mkt Base Salary $30,527
$ U
S
Job Evaluation Points
$29,463 (Regression Intercept)
e.g : Position X
![Page 116: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/116.jpg)
Base Salary Regression Line (25th Market Percentile)
Mkt Base Salary $30,527
$ U
S
Job Evaluation Points
$29,463 (Regression Intercept)
CAP (95%) $29,001
Midpoint $29,995
468
e.g : Position X
![Page 117: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/117.jpg)
Base Salary Regression Line (25th Market Percentile)
Mkt Base Salary $30,527
$ U
S
Job Evaluation Points
$29,463 (Regression Intercept)
CAP (95%) $29,001
Midpoint $29,995
468
We transpose $29,995
to the new Pay Schedule
e.g : Position X
![Page 118: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/118.jpg)
Using the new Pay Schedule identify the closest base salary sub-step
(on the lower side)
$29,756
Grade G
Step 6
Sub-Step C
$29,995
e.g : Position X
![Page 119: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/119.jpg)
Note : this forms the high end of the implementation range (25th Market Percentile)
e.g : Position X
$29,756
Grade G
Step 6
Sub-Step C
$29,995
![Page 120: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/120.jpg)
Step 3 Step 4 Step 5 Step 6
C D A B C D A B C D A B C D A B
GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
$25,630 $29,756
The low end of the implementation range is 16 sub-steps from the high end
e.g : Position X
![Page 121: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/121.jpg)
Step 3 Step 4 Step 5 Step 6
C D A B C D A B C D A B C D A B
GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
$25,630 $29,756
e.g : Position X
$29,756 (Grade G, Step 6, Sub-Step B) - Range Max
$25,630 (Grade G, Step 2, Sub-Step C) - Range Min
Implementation Range
![Page 122: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/122.jpg)
Now that we have an implementation rangefor each unique position the final
step is to migrate all employees into
the new compensation model
Implementation
![Page 123: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/123.jpg)
1. Performance 8 Points 50%2. Education 5 Points 31%3. Experience 3 Points 19%
TOTAL 16 Points 100%
Implementation Criteria
![Page 124: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/124.jpg)
1. Performance 8 Points 50%2. Education 5 Points 31%3. Experience 3 Points 19%
TOTAL 16 Points 100%
This corresponds to the implementation range
Implementation Criteria
![Page 125: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/125.jpg)
1. Performance 9 Points 8 Points
2. Education 4 Points 4 Points
3. Experience 3 Points 3 Points
TOTAL 16 Points 15 Points
Employee
e.g : Position X
![Page 126: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/126.jpg)
Step 3 Step 4 Step 5 Step 6
C D A B C D A B C D A B C D A B
GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
$25,630 $29,756
e.g : Position X
Finally, in comparing this to the employee’s current salary there are two scenarios :
Score of 15 = $29,461
![Page 127: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/127.jpg)
Step 3 Step 4 Step 5 Step 6
C D A B C D A B C D A B C D A B
GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
$25,630 $29,756
e.g : Position X
Score of 15 = $29,4611. Where the employee’s current base salary
is below this amount
![Page 128: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/128.jpg)
Step 3 Step 4 Step 5 Step 6
C D A B C D A B C D A B C D A B
GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
$25,630 $29,756
e.g : Position X
Score of 15 = $29,461Emp X : Current Base Salary = $26,000
![Page 129: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/129.jpg)
Step 3 Step 4 Step 5 Step 6
C D A B C D A B C D A B C D A B
GR. G 25,630 25,886 26,145 26,407 26,671 26,937 27,207 27,479 27,754 28,031 28,312 28,595 28,881 29,169 29,461 29,756
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
$25,630 $29,756
e.g : Position X
Score of 15 = $29,461Emp X : Current Base Salary = $26,000 Emp X : New Base Salary = $29,461 (13% inc)
Grade G, 6, A
![Page 130: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/130.jpg)
2. Where the employee’s current base salary is above this amount
Score of 15 = $29,461
Step 6 Step 7 Step 8 Step 9
D A B C D A B C D A B C D A B C
GR. G 29,169 29,461 29,756 30,053 30,354 30,657 30,964 31,274 31,586 31,902 32,221 32,543 32,869 33,198 33,530 33,865
14 15 16
$29,756
e.g : Position X
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Step 6 Step 7 Step 8 Step 9
D A B C D A B C D A B C D A B C
GR. G 29,169 29,461 29,756 30,053 30,354 30,657 30,964 31,274 31,586 31,902 32,221 32,543 32,869 33,198 33,530 33,865
14 15 16
$29,756
e.g : Position X
Emp X : Current Base Salary = $31,500
Score of 15 = $29,461
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Step 6 Step 7 Step 8 Step 9
D A B C D A B C D A B C D A B C
GR. G 29,169 29,461 29,756 30,053 30,354 30,657 30,964 31,274 31,586 31,902 32,221 32,543 32,869 33,198 33,530 33,865
14 15 16
$29,756
e.g : Position X
Emp X : Current Base Salary = $31,500
Score of 15 = $29,461
Emp X : New Base Salary = $31,586 (0.3% inc)
Grade G, 7, D
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Stage 2 : External Analysis
Stage 1 : Internal Analysis
Supp. Projects : Performance Management / (optional) Development of Pay Incentives
Stage 3 : Implementation
Typical Project Overview
![Page 134: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/134.jpg)
Stage 2 : External Analysis
Stage 1 : Internal Analysis
Supp. Projects : Performance Management / (optional) Development of Pay Incentives
Stage 3 : Implementation
Typical Project Overview
![Page 135: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/135.jpg)
Integrated Performance Management System
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Review
Performance PayTraining
Work Planning
Integrated Performance Management System
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10 + Steps
7 - 9 Steps
1 - 6 Steps
Performance Management e.g. Guam Community College
e.g. GCC under previous compensation model
- 24 months
- 18 months
- 12 months
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10 + Steps
7 - 9 Steps
1 - 6 Steps
Old Compensation Model
- 24 months
- 18 months
- 12 months
New Model
Everyone will be reviewed annually
Performance Management e.g. Guam Community College
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Three new performance management tools are being implemented :
a) Academic Administrators
b) Faculty
c) Staff (classified positions)
Performance Management e.g. Guam Community College
![Page 140: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/140.jpg)
One of the benefits of the new pay schedule
is that a performance range is made available
i.e. as a performance incentive on an
annual basis
Performance Management e.g. Guam Community College
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+ 1% + 1% + 1% + 1% + 1% + 1% + 1% + 1% + 1%
Step 1 Step 2 Step 3
A B C D A B C D A B
Grade A 11,000 11,110 11,221 11,333 11,447 11,561 11,677 11,793 11,911 12,031
+ 14% B 12,540 12,665 12,792 12,920 13,049 13,180 13,311 13,445 13,579 13,715
+ 14% C 14,296 14,439 14,583 14,729 14,876 15,025 15,175 15,327 15,480 15,635
+ 14% D 16,297 16,460 16,625 16,791 16,959 17,128 17,300 17,473 17,647 17,824
+ 14% E 18,579 18,764 18,952 19,142 19,333 19,526 19,722 19,919 20,118 20,319
+ 14% F 21,180 21,391 21,605 21,821 22,040 22,260 22,483 22,707 22,934 23,164
+ 14% G 24,145 24,386 24,630 24,876 25,125 25,376 25,630 25,886 26,145 26,407
Performance Management
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+ 1% + 1% + 1% + 1% + 1% + 1% + 1% + 1% + 1%
Step 1 Step 2 Step 3
A B C D A B C D A B
Grade A 11,000 11,110 11,221 11,333 11,447 11,561 11,677 11,793 11,911 12,031
+ 14% B 12,540 12,665 12,792 12,920 13,049 13,180 13,311 13,445 13,579 13,715
+ 14% C 14,296 14,439 14,583 14,729 14,876 15,025 15,175 15,327 15,480 15,635
+ 14% D 16,297 16,460 16,625 16,791 16,959 17,128 17,300 17,473 17,647 17,824
+ 14% E 18,579 18,764 18,952 19,142 19,333 19,526 19,722 19,919 20,118 20,319
+ 14% F 21,180 21,391 21,605 21,821 22,040 22,260 22,483 22,707 22,934 23,164
+ 14% G 24,145 24,386 24,630 24,876 25,125 25,376 25,630 25,886 26,145 26,407
Performance Management
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+ 1% + 1% + 1% + 1% + 1% + 1% + 1% + 1% + 1%
Step 1 Step 2 Step 3
A B C D A B C D A B
Grade A 11,000 11,110 11,221 11,333 11,447 11,561 11,677 11,793 11,911 12,031
+ 14% B 12,540 12,665 12,792 12,920 13,049 13,180 13,311 13,445 13,579 13,715
+ 14% C 14,296 14,439 14,583 14,729 14,876 15,025 15,175 15,327 15,480 15,635
+ 14% D 16,297 16,460 16,625 16,791 16,959 17,128 17,300 17,473 17,647 17,824
+ 14% E 18,579 18,764 18,952 19,142 19,333 19,526 19,722 19,919 20,118 20,319
+ 14% F 21,180 21,391 21,605 21,821 22,040 22,260 22,483 22,707 22,934 23,164
+ 14% G 24,145 24,386 24,630 24,876 25,125 25,376 25,630 25,886 26,145 26,407
Performance Management
![Page 144: Presentation to FMI Campus Compensation & Benefits Study](https://reader038.fdocuments.in/reader038/viewer/2022110210/56812e7b550346895d941e76/html5/thumbnails/144.jpg)
+ 1% + 1% + 1% + 1% + 1% + 1% + 1% + 1% + 1%
Step 1 Step 2 Step 3
A B C D A B C D A B
Grade A 11,000 11,110 11,221 11,333 11,447 11,561 11,677 11,793 11,911 12,031
+ 14% B 12,540 12,665 12,792 12,920 13,049 13,180 13,311 13,445 13,579 13,715
+ 14% C 14,296 14,439 14,583 14,729 14,876 15,025 15,175 15,327 15,480 15,635
+ 14% D 16,297 16,460 16,625 16,791 16,959 17,128 17,300 17,473 17,647 17,824
+ 14% E 18,579 18,764 18,952 19,142 19,333 19,526 19,722 19,919 20,118 20,319
+ 14% F 21,180 21,391 21,605 21,821 22,040 22,260 22,483 22,707 22,934 23,164
+ 14% G 24,145 24,386 24,630 24,876 25,125 25,376 25,630 25,886 26,145 26,407
Performance Management
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Thank You / Questions