Presentation to National Campus Compensation & Benefits Study Results of Stages One & Two September...

Presentation to National Campus

Compensation & Benefits Study

Results of Stages One & Two

September 2010

College of Micronesia-FSM

Background Overview

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

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

Project Overview

Stage 2 : External Analysis

Stage 1 : Internal Analysis (including Streamlining

Supp. Projects : Performance Management

Stage 3 : Implementation

Project Overview

Committee Results / Instructional Master Plan)

a) Current Compensation

b) Job Evaluation

c) Regression Analysis (Internal)

Stage One : Internal Analysis

d) Job Audit / Streamlining Results

a) Current Compensation

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

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

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

Sp. Service Contracts - Budget (F/Y09) 864,198


$

a) Current Compensation Special Service Contracts



Sp. Service Contracts - YTD (F/Y10) - six months 782,179

$




Sp. Service Contracts - YTD (F/Y10) - six months 782,179

Sp. Service Contracts - YTD less UB & TSP 695,048

$


Instructional Affairs 385,636 49.3

Administrative Services 300,266 38.4


CRE 20,896 2.7

TOTAL 782,179 100.0

$


%


Administrative Services 300,266 38.4


CRE 20,896 2.7

TOTAL 782,179 100.0

$


%

Sp. Service Contracts held by full-time employees (29%) 227,533


Administration 21,674 9.5


CRE 1,730 0.7

227,533 100.0

$ %


b) Job Evaluation

Job evaluation is a process that re-examines the internal equity of all positions based on job size

b) Job Evaluation

It achieves this by assessing the ‘job size’ of individual positions within an organization

using a number of measurement factors

b) Job Evaluation

Each factor provides a point value with their sum representing the total “points”

value of the job

b) Job Evaluation

• 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

147 Positions Evaluated

b) Job Evaluation Results

Range Max

Range Min

1600 -

198 -

Job Evaluation Points

Average

Median

638 -

589 -

b) Job Evaluation Results

c) Regression Analysis

Company Regression Analysis (Base Salary)


Exponential Regressione.g. Position X = 450 JE points

Company Regression Analysis (Base Salary)


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

COM-FSM


Regression Analysis

COM-FSM

Regression Analysis

Student Services

Instructional Affairs

Administration Services

CRE

Regression Analysis

FMI Campus

Chuuk Campus

Pohnpei Campus

National Campus

Yap Campus

Kosrae Campus

Regression Analysis

Food Services

Maintenance

Bookstore

Accounting

Information Technology

Human Resources

IRPO

Dev. & Comm. Relations

Regression Analysis

LRC

Agriculture

Maths & Science

Education

Hotel Management

Vocational EducationBusiness

Academic Programs

Social Science

Language & Literature

Regression Analysis

Peer Counseling

SSSP

FAO

Sports & Recreation

ARO

Student Life

Counseling

Dispensary (Plots Only)


This stage also provided the ideal opportunity to

collectively review the organizational structure

of the College.

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


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

Demographics COM-FSM

Demographics COM-FSMFall Enrollment 2004 - 2009

Demographics COM-FSMAverage Credits per Site

Demographics COM-FSMNew Full Time Students Fall 2004 - 2009

Demographics COM-FSMProgram Completers by School Year / Site

Demographics COM-FSMProgram Completers by Degree Type

Demographics COM-FSM% Students in Good Academic Standing

Management StructureCurrent


Vice President Administration

President

Vice President Stud. Services

Vice President CRE

Vice President Inst. Affairs

Exec. Director Land Grant


Campus DirectorPohnpei

Campus DirectorChuuk

Campus DirectorKosrae

Campus DirectorYap

Campus Director

FMI


President


Vice President CRE


Nat. Campus Nat. Campus Nat. Campus Nat. Campus



Campus DirectorPohnpei

Campus DirectorChuuk

Campus DirectorKosrae

Campus DirectorYap

Campus Director

FMI


President


Vice President CRE


Prog’s / Services Prog’s / Services Prog’s / Services Prog’s / Services Prog’s / Services

CRE Co-ord.S.S. Co-ord.Inst. Co-ord.



- 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

Management StructureProposed

Ext. CenterPohnpei

Ext. CenterChuuk

Ext. CenterKosrae

Ext. CenterYap

Ext. CenterFMI ?


President


Vice President CRE




Creation of State Extension Centers


Ext. C. DirectorPohnpei

Ext. C. DirectorChuuk

Ext. C. DirectorKosrae

Ext. C. DirectorYap

Ext. C. DirectorFMI


President


Vice President CRE






President


Vice President CRE


Prog’s / Services Prog’s / Services Prog’s / Services Prog’s / Services Prog’s / Services

CRE Co-ord.Nat. DirectorsInst. Co-ord.






Ext. C. DirectorYap

Ext. C. DirectorFMI

Nat. Directors




Ext. C. DirectorYap

Ext. C. DirectorFMI ?

President’s OfficeProposed


President


Vice President CRE



ExecutiveSecretary

Receptionist / Telephonist




Ext. C. DirectorYap

Ext. C. DirectorFMI ?


President


Vice President CRE



President’s OfficeProposed

Director IRPO

Director DCR

ExecutiveSecretary

Receptionist / Telephonist

- integrated approach to program development / delivery

Instructional Master Plan

- balanced mix of quality academic and voc. programs

- collective needs assessment /continuous improvement

- enhanced program evaluation / assessment / delivery

- improved performance management (faculty)

Instructional AffairsProposed

Director Voc. Programs


Director LRC

Coordinator Assessment

Director Acad. Programs

Coordinator Distance Learn.

Secretary

Instructional AffairsAcademic Programs - Proposed

Director Acad. Programs

National Campus - Academic Divisional Chairs

National Campus - Academic Faculty

Acad. Coord.Chuuk E.C.

Acad. Coord.Kosrae E.C.

Acad. Coord.Yap E.C.

1 x Acad. Chair

Faculty

1 x Acad. Chair

Faculty

1 x Acad. Chair

Faculty

COM Academic Programs

Note : Pohnpei Academic programs

transferred to Nat. Campus

Director Voc. Programs

National Campus - Vocational Divisional Chairs

National Campus - Vocational Faculty

Voc. Coord.Chuuk E.C.

Voc. Coord.Kosrae E.C.

Voc.Coord.Yap E.C.

1 x Voc. Chair

Faculty

1 x Voc. Chair

Faculty

1 x Voc. Chair

Faculty

COM Vocational Programs

Voc.Coord.FMI E.C.

1 x Voc. Chair

Faculty

Voc. Coord.Pohnpei E.C.

1 x Voc. Chair

Faculty

Instructional AffairsVocational Programs - Proposed

Director LRC

Librarian III Patron Services

Librarian IIITech. Services

CoordinatorMITC

Secretarial Support

LRCProposed

Library StaffLibrary StaffLibrary Staff

Tech. ServicesPatron ServicesMITC

- centralized support services (where possible)

Extension Centers

- increased enrollment / increased revenue

- improved operational efficiency

- wider curriculum (academic / voc. programs)

- optimization of infrastructure / resources

Centralized Support Services

- consistency of service delivery (current)


- optimization of resources

- coordinated development of new services

- timely procurement / delivery of resource materials (special focus)

Administrative ServicesProposed

Director Hum. Resources


Director Info. Tech.

DirectorMaintenance

DirectorProcurement

Administrative ServicesProposed

Internal Service Providers / Centralized Services

ComptrollerBusiness Office

Secretary

AccountantTres/Budget/SP

Accountant Gen.Ledger/LG

AccountantExt. Centers

AccountantPayroll

Administrative ServicesBusiness Office - Proposed

ComptrollerBusiness Office

Payroll Clerk Accountant

Account Clerk

Accountant

Account Tech.

Account Clerk

Fiscal Officer /Bookstore


Fiscal Officer

Bookstore Clerk

Chuuk Ext.C. Kosrae Ext.C. Yap Ext.C. Note : Pohnpei Ext. Center

Business Office services

centralized at Nat. Campus

Note : Food Services and Bookstore transferred to other National Directors

HR. Man.Specialist

AdministrativeSpecialist

DirectorHuman. Res.


HR services centralized at Nat. Campus

Administrative ServicesHuman Resources - Proposed

HR. Man. Spec. HR. Man. Spec. HR. Man. Spec.

HR. Man.Specialist

SystemsAdministrator

InformationSystems Spec.



DirectorInfo. Tech.

Administrative ServicesInformation Technology -

Proposed


IT services centralized at Nat. Campus

Info. Sys. Spec. Info. Sys. Spec. Info. Sys. Spec.

Programmer


AdministrationAssistant

Journey WorkerElectrician

DirectorMaintenance

Administrative ServicesMaintenance - Proposed

1 x Main. Wkr

Equip. Maint.

Journey WorkerElectrician

2 x Main. Wkrs

Elect. / Refrig.

Journey WorkerPlumber

2 x Main. Wkrs

Water / W.Water

Journey WorkerCarpenter

3 x Main. Wkrs

Buildings

Grounds Main.Leader

3 x Main. Wkrs

Grounds

Continued

ProjectManager

Security / SafetySupervisor

DirectorMaintenance

Administrative ServicesMaintenance - Proposed

2 x Shift Sup.

Security / Safety

AdministrativeAssistant

1 x Clerk

Admin/Mail Chuuk Ext.C. Kosrae Ext.C. Yap Ext.C.

Note : Pohnpei Extension Center Maintenance services centralized at National Campus

ProgramSpecialist

13 x Guards (SC)

3 x Main. Wkrs

ProgramSpecialist

2 x Main. Wkrs

ProgramSpecialist

2 x Main. Wkrs

ProcurementOfficer

Procurement Officer

Clerk

Administrative ServicesProcurement - Proposed

DirectorProcurement



Bookstore Clerk

Chuuk Ext.C. Kosrae Ext.C. Yap Ext.C. Note : Pohnpei Ext. Center Bookstore

services centralized at Nat. Campus

Student ServicesProposed

Director Financial Aid

Vice President Student Services

Director Student Life

Prog. DirectorSSSP

Prog. DirectorPeer Counseling

Registrar

Secretary

Student ServicesProposed

Director Counseling

Director Food Services

Data ProcessingAssistant

Data Processing Assistant

Data ProcessingAssistant

Administrative ServicesAdmissions & Records - Proposed

Registrar

Student ServicesSpecialist


Kosrae Ext.C. Yap Ext.C. Note : Pohnpei Ext. Center

Admissions & Records services


Clerk / Typist


Chuuk Ext.C.

Duties consolidated with Financial Aid

Work StudyCoordinator

Financial Aid Coordinator

Financial AidCoordinator

Administrative ServicesFinancial Aid - Proposed

DirectorFinancial Aid




Financial Aid services


Clerk


Chuuk Ext.C.

Duties consolidated with A&R

Financial AidCoordinator

CoordinatorTutoring Prog.

Coordinator Prog.

CoordinatorProg.

Administrative ServicesCounseling - Proposed

DirectorCounseling



Kosrae Ext.C. Yap Ext.C. Note : Pohnpei Ext. CenterCounseling


Student ServicesSpecialist ?


Chuuk Ext.C.

Sp. Contract x ? Sp. Contract x ? Sp. Contract x ?

Sp. Contract x ? Sp. Contract x ? Sp. Contract x ?

Administrative ServicesStudent Life - Proposed

DirectorStudent Life

Student ServicesSpecialist (S&R)


Kosrae Ext.C. Yap Ext.C. Note : Pohnpei Ext. CenterStudent Life



Chuuk Ext.C.

Male Dorm

College Nurse College Nurse College Nurse

4 x Dorm Ass. ?

Female Dorm

4 x Dorm Ass. ?

Sports & Rec.

4 x S. S. Spec’s

Sports & Rec.

College Nurse

Health Assistant

1 x Cook III

Administrative ServicesFood Services - Proposed

DirectorFood Services

1 x Cook II 7 x Cook I

Ass. DirectorFood Services

EducationSpecialist

Student Services Specialist


Administrative ServicesSSSP - Proposed

Prog. DirectorSSSP

Tutoring Prog.Sp. Contract x ?

AdministrativeAssistant

PeerEducator

Peer Educator

Clerk / Typist

Administrative ServicesPeer Counseling - Proposed

Prog. DirectorPeer Counseling

PeerEducator

PeerEducator


Peer Counseling services


PeerEducator

Chuuk Ext.C.

CREProposed

CRE Coord.Chuuk Ext. C.

Vice President CRE

CRE Coord.Kosrae Ext. C.

CRE Coord.Yap Ext. C.

CRE Coord.Pohnpei Ext.C.

Clerk / Typist

CREProposed

Administrative Assistant

Program Coordinator

Res / Ext. AgentsRes / Ext. Agents Res / Ext. Agents Res / Ext. Agents

Pohnpei Extension Center

Pohnpei Extension CenterProgram/Services Pros Cons Recommendation Comments

All Tech/Voc Programs

Existing shop facilities are in

good condition.Moving to Palikir

would require construction of new facilities.

Dorm student transportation

All T/V programs at PEC will be maintained

at upper site

Replacement for existing tech

classroom is still necessary.

Hospitality & Tourism Management

Closer to town for student internship

Dorm student transportation

Maintain at PEC not necessarily at lower site

Program might be up for re-design

CA in Agriculture

Space availability.Sharing resources

with the AS program.

No food processing

facilities at NC.Adjunct Staff availability

Relocate to NC

CA in Secretarial ScienceStaff availability.Utilize availability

of resources.

Relocate to NC under Business Div or complete

redesign of program.

Very young group. Limited current

workforce in the program.

Cohort or short term training program.


Development Ed. (ACE) Achieving College Excellence

Immerse more into college level

academic environment.Availability of

resources.More courses.

Relocate to NC.

Combine with other programs would

require construction of a classroom building at NC.

Law Enforcement Revamp the program and determine the location

Short Term Training

In town closer to the clientele.

Organizational structure in place.

Keep at PEC

Public HealthAccess to health facilities. Access

to clientele.

Transportation for the Dorm

studentsMove to PEC

Need for regular dependable shuttle

service for all programs.

NursingAccess to health facilities. Access

to clientele.


studentsMove to PEC




Community Health Assistant Program

Access to health facilities. Access

to clientele.


studentsKeep at PEC



TRIO Programs Access to clientele. Keep at PEC

Financial Aid Availability of resources.

Administrative functions transferred to NC

During peak times during the semester send a personnel as

needed.

Admissions & Records Availability of resources.



needed.

Counseling/Tutoring/ Advising

Retain 2 x counselors to provide

counseling/tutoring/service at PEC

Business Office Availability of resources.



needed.


Recreation/Activities Availability of facilities.

Retain 1 x personnel to run the sports/recreation

programs at PEC

Dispensary Availability of resources.



needed.

Library Needed servicesKeep as extension

targeted to the curriculum at PEC

Bookstore Availability of recourses. Move Bookstore to NC

Cost Reduction / Management

- improved fiscal management


- optimization of resources

- improved budgeting process

- greater accountability / managed expectations

Performance Management

- enhanced work planning

- provision of constructive feedback mechanism

- link to performance pay

- link to training and development

Obtaining and analyzing market compensation data

Stage 2 Compensation Structuring

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)

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)


Regional Market Percentiles

5th - 95th

Market Data

Regression Analysis

50th

25th

5th

75th

95th

Regression Analysis

50th

25th

5th

75th

95th

15th

10th

5th

Regression Analysis

50th

25th

5th

75th

95th

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

Regression Analysis

50th

25th

5th

75th

95th

Structural Adjustment Cost

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


New Total Compensation

$ 7,630,563

$ 101,925

$ 7,732,488 (1.3%)

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)





$ 5,988,513

$ 204,272

$ 6,192,785




$ 7,630,563

$ 260,283

$ 7,890,847 (3.4%)




103 (28.4%)

260 (71.6%)

363 (100.0%)






$ 5,988,513

$ 464,105

$ 6,452,618




$ 7,630,563

$ 591,363

$ 8,221,926 (7.7%)




185 (51.0%)

178 (49.0%)

363 (100.0%)






$ 5,988,513

$ 871,158

$ 6,859,671




$ 7,630,563

$ 1,110,030

$ 8,740,593 (14.5%)




243 (66.9%)

120 (33.1%)

363 (100.0%)






$ 5,988,513

$ 1,400,322

$ 7,388,835




$ 7,630,563

$ 1,784,290

$ 9,414,853 (23.3%)




303 (83.5%)

60 (16.5%)

363 (100.0%)


Note : the transition to

a more competitive market position may take

over a number of years e.g.

FY11 - 10th market percentile




Option 1

Note : the transition to

a more competitive market position may take

over a number of years e.g.


FY12 - standard increment


FY14 - standard increment

Option 2

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

New Pay Schedule Options


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)

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)

Every employee would have a :grade, step and sub-step

e.g. Employee X Grade I, Step 6, Sub-step B

Pay Schedule Options

Transition Process toNew Compensation Model


Competitor’s Approach

600 JE Points

500 JE Points


600 JE Points

(20 Positions)

500 JE Points


600 JE Points

(20 Positions) e.g. Grade K (Step 1)

500 JE Points


600 JE Points


500 JE Points 505 JE Points

595 JE Points


600 JE Points



595 JE Points

605 JE Points e.g. Grade L (Step 1)


700 JE Points

Our Approach

600 JE Points

(20 Positions)

500 JE Points

Our Approach

600 JE Points

(20 Positions)


595 JE Points

Our Approach

600 JE Points

(20 Positions)


595 JE Points e.g. Grade K (Step 5)

e.g. Grade K (Step 2)

Our Approach

Let’s look at the mechanics of this process

(Two Step Process)

Our Approach

Step 1 - Identification of an implementation range

Step 2 - Migrate all employees into the new model

Our Approach

Regression Analysis

50th

25th

5th

75th

95th

Base Salary Regression Line (15th Market Percentile)


$ U

S

Implementation (Step 1)

$ U

S

Position A - Mkt Base Salary



Position B - Mkt Base Salary


B





$ U

S

A


B

CAP (Pay no more than 105%)




CAP (Pay no less than 95%)

$ U

S

APosition A - Mkt Base Salary


D

B






$ U

S

A

CAP (Pay no less than 95%) C


D

B

$ U

S


CCAP (Pay no less than 95%)






F E

D

B

$ U

S


C





CAP (Pay no less than 95%)


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




$ U

S

CAP - 95% C

A

B



A

B


the cap so we take themidpoint value and transpose this to the new pay schedule



falls between the market and

$ U

S

In this example, the midpoint

CAP - 95%

D (Midpoint)

C




$ U

S

CAP - 95% C

A

B



A

B


In this example, the midpoint

take the cap value and transpose this to the new pay schedule



falls below the cap so we

$ U

S

CAP - 95%

D (Midpoint)

C


Conversion Process

Example

e.g : Position X

468


Mkt Base Salary $30,527

$ U

S


e.g : Position X

$ U

S


CAP (95%) $29,001

468



e.g : Position X

CAP (95%) $29,001

468



$ U

S


$29,463 (Regression Intercept)

e.g : Position X



$ U

S



CAP (95%) $29,001

Midpoint $29,995

468

e.g : Position X



$ U

S



CAP (95%) $29,001

Midpoint $29,995

468

We transpose $29,995

to the new Pay Schedule

e.g : Position X

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

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

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



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

Now that we have an implementation rangefor each unique position the final

step is to migrate all employees into

the new compensation model

Implementation

1. Performance 8 Points 50%2. Education 5 Points 31%3. Experience 3 Points 19%

TOTAL 16 Points 100%

Implementation Criteria

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

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



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



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



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



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

2. Where the employee’s current base salary is above this amount

Score of 15 = $29,461


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



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



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

Stage 2 : External Analysis

Stage 1 : Internal Analysis

Supp. Projects : Performance Management / (optional) Development of Pay Incentives


Typical Project Overview

Integrated Performance Management System

Review

Performance PayTraining

Work Planning

Integrated Performance Management System

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

10 + Steps

7 - 9 Steps

1 - 6 Steps

Old Compensation Model

- 24 months

- 18 months

- 12 months

New Model

Everyone will be reviewed annually


Three new performance management tools are being implemented :

a) Academic Administrators

b) Faculty

c) Staff (classified positions)


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


+ 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

Thank You / Questions

Presentation to National Campus Compensation & Benefits Study Results of Stages One & Two September...

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Transcript of Presentation to National Campus Compensation & Benefits Study Results of Stages One & Two September...