TITLE & TOTAL COMPENSATION PROJECT LEVEL-SETTING PRESENTATION – AUGUST, 2019
Agenda 01 | WELCOME 02 | PROJECT OVERVIEW 03 | JOB FRAMEWORK 04 | COMPENSATION STRUCTURE 05 | BENEFITS SUMMARY PRELIMINARY RESULTS 06 | LEARNING OPPORTUNITIES 2
Quick History Wisconsin Act 32: Provided UW System and UW-Madison with an opportunity 2011 to create their own “separate and distinct” personnel systems University Personnel System (UPS/HR Design): An effort to build a more 2015 efficient and effective UW human resource system Title and Total Compensation Project: First review of UW’s (non -faculty) 2017 compensation and (all employees’) benefit programs in 30 years 3
Title & Total Compensation • The UW is committed to attracting, retaining, and rewarding a highly qualified and diverse workforce, both now and in the future. • The UW’s Title and Total Compensation Project is a collaboration between UW-Madison, UW System, in consultation with Mercer and Huron Consulting groups. • The goal of the project is to update UW title and compensation foundational structures to be more in-tune with the market. 4
Why are We Engaged in this Work? TITLE & COMPENSATION BENEFITS Market-informed Time off, wellness, and retirement programs ATTRACT ENGAGE PERFORMANCE RETAIN RECOGNITION Alignment of strategic goals Reward employee contributions with employee work MOTIVATE DEVELOPMENT WORK LIFE BALANCE Opportunities for Practices that help employees achieve professional and personal growth flexibility Employees Managers Leaders • Clearer • Simpler job • Consistent expectations market descriptions • Better defined comparison • Relevant market career • Connection to comparisons opportunities institutional • Consistent goals approach 5
Major Components of the Project Title and Compensation Benefits Analysis BENEFITS PROCESS TITLE & COMPENSATION PROCESS Titles & Standard Job Descriptions Benefits Employee Analyze Market Valuation Benefits Data/Validate Analysis Preferences Compensation Philosophy Survey Modernize Title and Compensation Structure(s) 6
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Current Stage - Mapping Process • UW System HR will provide a proposed match based upon a title structure crosswalk (between the old and new title structures). • Mapping will be sent to institutions in mid- to late-August. HR will work with division leaders to confirm/adjust mapping as needed. • Mapping process will wrap up in mid-fall. • Employees will can anticipate reviewing their updated job titles and job descriptions with their managers in winter 2019-2020. Mapping changes may be possible at this point in collaboration with HR/Division Leaders. • Formal appeals process for employees will be instituted as of the implementation date (March, 2020). 9
Communication/Training - Next Steps & Project Implementation Timeline* & To-do List for 2019 September – December 2019- August 2019 December 2019 November 2019 and beyond ASSESS COMMUNICATE REVIEW ENGAGE Manager-Readiness & TTC Town Halls Standard Job Descriptions Employee-Manager Knowledge of TTC @ UW System Released Conversations • • • • Joint Governance Advisory Town Hall meetings held Standard Job Descriptions Employee-Manager Council via Webex: details TBD available online Conversations • • • • Key questions to assess Comprehensive project Comment period begins: Feedback is considered current level of update, Standard Job Employees may send and may be used to refine understanding Description release date feedback in real-time job descriptions set • • Feedback analyzed Employee-Manager • eLearning training conversations scheduled • Findings are used to refine modules available @ UW System Institutions framework for Employee- • Manager conversations Manager training on Employee-Manager conversations Change Management - Communication - Employee Feedback *Timeline may be modified based on needs and circumstances. 10
Important reminders for employees: • As a result of this project: • You will not lose your job • You will not have to re-apply for your job • The work you do will not change • Your pay will not be cut • You will not receive a raise - any increases in pay are out of scope of the project and will need to be funded and planned over time by leadership • Changes to current benefits offerings are out of scope of this project and subject to Board of Regent and legislature review and approvals. • Your job title and job description may change 11
Agenda 01 | WELCOME 02 | PROJECT OVERVIEW 03 | JOB FRAMEWORK 04 | COMPENSATION STRUCTURE 05 | BENEFITS SUMMARY PRELIMINARY RESULTS 06 | LEARNING OPPORTUNITIES 12
Job Framework STANDARD JOB JOB SUB-FAMILY JOB FAMILY JOB TITLE CAREER PATH CAREER LEVEL DESCRIPTION Academic Services and Equity, Diversity, and Student Experience Inclusion Employee Services Manager Level 8 Benefits Specialist Description Administration Executive Leadership Organizational Level 7 HR Generalist Contributor Facilities and Capital Advancement Planning Level 6 HR Specialist Animal Care Financial Organizational Level 5 Development Health and Wellness Arts Services Payroll and Benefits Level 4 Athletics Human Resources Level 3 Clinical Faculty Information Technology Level 2 Communications and Libraries, Archives, and Marketing Museums Level 1 Compliance, Legal, and Outreach and Protection Community Engagement Dining, Events, Hospitality Services, Public Broadcasting and Sales *not all Job Families represented 13
Career Paths & Career Levels • UW’s job framework includes 2 career paths and 8 career levels Career Paths Career Levels Recognizes incremental Management changes in job responsibilities and scope Organizational Contributor Consistent across all job families and sub-families (excludes Faculty) 14
The five factors that differentiate the different career levels are: 15
Job Title Indicates the nature of work performed A job title represents a job Indicates the job’s role in the commonly found in the organization market. Suggests the level of difficulty and responsibilities 16
Standard Job Description Communicates an overall picture of the nature of work performed A summary statement of facts Communicates the job’s role in about the nature, role, scope, the organization responsibilities, and other key Describes the kind of work, level of difficulty, responsibilities, and elements of a job in an working conditions required of organization. the job Focuses on the job and not tailored to any specific employee 17
Where do all the tasks go? Performance Management Recruitment Specific Tasks Standard Operating Procedures Job Market 18
When will Employees see their Updated Title and Job Description? • Employees can anticipate reviewing their updated job titles and job descriptions with their managers in winter 2019-2020. • The conversation should focus on whether the job title and job description accurately reflects the work you do. Finalized compensation structure information will not be available at this time. • The project team, in partnership with institution Human Resources, will provide supervisors and managers information and training resources in preparation for winter 2019-2020 employee-manager conversations. 19
Agenda 01 | WELCOME 02 | PROJECT OVERVIEW 03 | JOB FRAMEWORK 04 | COMPENSATION STRUCTURE 05 | BENEFITS SUMMARY PRELIMINARY RESULTS 06 | LEARNING OPPORTUNITIES 20
Building a truly differentiated and unique employee experience begins with Total Rewards competitive compensation and benefits as the foundation. The job framework – career paths, job families, career levels – provides the structure for the UW to build and support career development. Create staying power through a U N I Q U E proposition with purpose • Provide employees with meaningful and fulfilling work that matters • Make employees proud to work for an organization that makes a positive impact on society through a compelling mission and vision • Help employees feel like they belong here P U R P O S E Create a DIFFERENTIATED experience • Support employees with their career journey • Provide employees with flexibility to make work “work” for them • Help employees manage their physical, financial and emotional well-being C A R E E R S W E L L - B E I N G Provide a COMPETITIVE compensation and benefits offering • Pay employees fairly and competitively • Reward employee contributions C O M P E N S A T I O N B E N E F I T S • Provide programs to manage employee health and wealth 21
Strategic Priorities – Compensation Philosophy The University of Wisconsin is committed to attracting, retaining, and rewarding a highly qualified and diverse workforce, both now and in the future. The job framework and compensation program support and facilitate these important goals by: • Encouraging excellence by rewarding individual contributions that support the UW’s mission and goals. • Supporting competitive and equitable compensation practices through a job framework, salary structure and clear, flexible administrative guidelines. • Establishing a foundation for career development both within and across job groups/families and job sub-groups/families. • Developing a benefits package that is comprehensive, competitive, and market-informed. 22
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