Classification & Compensation Workshop Sheila Forsberg, - - PowerPoint PPT Presentation

Sheila Forsberg, Consultant Forsberg Consulting Services Jacques Whitfield, Chief Human Resources Officer Yuba Community College District

Classification & Compensation Workshop

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Overview of Workshop

Classification and Compensation – Relationship Define Classification – what is classification? Understanding Classification – what it is and isn’t Job Evaluation Methods Job Evaluation Factors Classification Process Determining Compensation Navigating the Hazards – Factors to Avoid

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Relationship of Classification to

Compensation

Classification

Defines the organizational structure Basis for establishing a compensation program that is related to

the nature and level of work performed

Means of ensuring internal equity Provides current and accurate job descriptions – performance

evaluation, recruitment tool

Compensation

Market competitiveness

Attract and retain well qualified personnel

Internal equity

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What is Classification?

Process through which positions are assigned to a level within

the organization

Based upon clear definitions and consistent use of class levels,

class series, titling conventions, and levels of supervision

Basis for establishing defensible salary levels and ensuring

internal equity

Must be understandable, defensible, and easily administered

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Understanding Classification – what it is and isn’t

Positions are classified – not people Recognizes a regular and ongoing assignment Classification levels reflect material differences in scope,

complexity, and responsibility

Business needs of the organizational unit

Not intended to recognize/reward knowledge or skills

unrelated to assigned job

Not based on personal performance Not based on longevity Not based on an increase in volume of work

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What are Job Evaluation Methods

Systematic approach to determining the relative worth or

importance of each job in a classification plan

Quantitative – Point Factor, Factor Comparison Pros – considered more objective; compares dissimilar jobs Cons – difficult to learn, maintain, and administer; not easily

understood; requires significant training

Non-Quantitative – Job Ranking, Whole Job Pros – requires less time to learn and maintain; easily

understood and communicated; flexible

Cons – considered less objective

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Job Evaluation Factors

Expertise

Education and Training

Measures the knowledge, skill, and ability required to perform the job as

acquired through education and training Complexity

Measures the difficulty, increased discretion, resourcefulness, and

technical effort required Experience

Measures the years of directly related experience required for a candidate

to be successful

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Job Evaluation Factors – cont’d

Decision Making

Independence –Authority or “Freedom of Action”

Measures the amount of independence and latitude involved in the decision

making process by evaluating the nature of the supervision that a particular class receives, e.g., direction, general direction, administrative direction, general administrative direction, policy direction

Impact of Decisions

Evaluates the freedom and authority to complete assignments that involve

problem solving and decision making, and the consequences of associated decisions on the organizational unit and/or the organization as a whole – does not simply measure accuracy of completing assignments

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Job Evaluation Factors – cont’d

Supervisory Responsibility

Nature of group supervised, e.g., unskilled/semi-skilled,

paraprofessional/technical, professional, supervisory/management

Diversity of staff supervised, e.g. students, classified, adjunct, faculties,

administrators

Direct supervision vs. technical/functional

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Job Evaluation Factors – cont’d

Contacts

Type of Contacts

Identifies the types and levels of people within whom the employee most

regularly has contact, e.g., general, customer, diverse, executive Purpose of Contacts

Nature and purpose of the typical interactions required between the

employee and others

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Classification Process

Gather information – research, interviews Analyze information Using job analysis, analyze the essential duties of the job

against each factor on a relative basis

Compare to other classifications within same or related job

family

Horizontal and vertical

Determine appropriate compensation

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Determining Compensation

External Market

Determine labor market Conduct survey – comparability Evaluate relationship based on labor market position (policy) –

mean, median, other

Internal Equity

Analyze internal relationships using Job Evaluation Factors Place salary using horizontal and vertical internal relationships

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Navigating the Hazards – Factors to Avoid

Volume of Work Central Tendency/Leniency and Severity Individual Qualifications

Performance – Halo Effect (positive or negative) Longevity

Organizational Issues

Future assignments Potential changes

Market Conditions/Recruitment Issues

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