The University introduced a new compensation program for Non-Represented, Non-Academic Employees (EClasses MA, NE, NN and NC) – called the Non-Represented A/P (Administrative/Professional) Merit Program. The objectives and features are described here.
Why was a change made? The changes are a result of a comprehensive study conducted by Total Compensation & Wellness (2005-2007) which explored replacements to the current Hay compensation system. Working with an outside consultant, Total Compensation and Wellness held interviews, convened focus groups, and conducted a benchmark salary survey of WSU jobs. The input we received from various parties included suggestions to make the compensation program: more consistent with private sector practices, easier to administer, less bureaucratic, easier to understand, that supports career and employee development.
What are 4 the key changes?
* Externally focused compensation strategy (using market-based methods)
* Steamlined compensation structure (one schedule, with fewer and wider salary bands)
* Individualized job approach (replaced generic classifications)
* Simplified policies/processes (permitting decentralized compensation administration)
Why did we adopt an “externally-focused” compensation strategy?
In order to be competitive and attract and retain good quality workers, WSU has adopted market-based methods to:
• insure WSU pay processes are aligned with market pay practices
• provide for decentralized salary administration
• permit flexibility to meet staffing needs
• improve the pay-for-performance linkage
On-going market-based methods will include: use of compensation survey data to establish the hierarchy of WSU jobs, use of market pricing to slot new jobs into our internal job hierarchy, use of regular salary studies to maintain and verify our job hierarchy over time, and regularly adjusting the salary structure to be consistent with trends in the general labor market.
Why did we change the compensation structure?
The new salary structure - a set of salary bands that encompass the competitive salary rates in the marketplace - is designed to allow for greater flexibility to pay individuals within the wider bands without “reclassification”. Features of the new structure include:
• Each salary band (formerly called salary grade) is defined by a minimum, midpoint and maximum
• A single schedule (with Bands A through G) replace the multiple old schedules
• Each salary band is wider than the old salary grades
For any one job, the pay level depends on the salary band the job is matched to. However, for any one individual, the actual salary is still determined by annual merit salary adjustments, based on pay-for-performance principles.
Why did we change the job description format?
We have replaced the prior Hay job classification approach (where the description was generic and described a broad classification of people doing similar jobs) with individualized job descriptions. Every employee covered under the Program is encouraged to develop a tailored job description that captures the job they are doing -- and to revise the job description as often as needed -– so that it is accurate, current and captures the information needed for performance appraisals, employee training, as well as candidate recruitment and selection.
The TEMPLATE for the job description has five (5) sections:
• Job Purpose – short paragraph which describes occupational and organizational role.
• Essential Functions – 6 to 8 action statements, with measureable outcomes, that define the key job tasks and the expected performance results.
• Work Context – based on a prescribed grid which identifies features of the job that clarify the job scope (who the job reports to; leadership, supervisory, organization, financial and customer accountability; and freedom to act).
• Minimum Qualifications – minimum requirements (education/experience) for new hires. Preferred education/experience can also be included.
• Competencies – up to 6 key organizational or job-specific behaviors expected for experienced, competent, fully effective employees
Why did we change the process for administering salary transactions?
We have decentralized the salary administration process – we believe this will allow the institution to respond more quickly to changing market and unit needs. The Executive of each School, College or Division has the authority to approve salary transactions such as:
• New hire salary offers
• Promotions or demotions
• Transfers
• Salary equity adjustments