presentation to yap campus compensation & benefits study
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College of Micronesia-FSM. Presentation to Yap Campus Compensation & Benefits Study Results of Stages One & Two September 2010. Background Overview. Background Overview. - PowerPoint PPT PresentationTRANSCRIPT
Presentation to Yap Campus
Compensation & Benefits Study
Results of Stages One & Two
September 2010
College of Micronesia-FSM
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
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
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
Sp. Service Contracts - Budget (F/Y10) 935,640
$
a) Current Compensation Special Service Contracts
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
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
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
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
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
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
Range Max
Range Min
1600 -
198 -
Job Evaluation Points
Average
Median
638 -
589 -
b) Job Evaluation Results
Company Regression Analysis (Base Salary)
c) Regression Analysis
Exponential Regressione.g. Position X = 450 JE points
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
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
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)
d) Job Audit / Streamlining Results
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
d) Job Audit / Streamlining Results
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
Management StructureCurrent
Vice President Administration
President
Vice President Stud. Services
Vice President CRE
Vice President Inst. Affairs
Exec. Director Land Grant
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
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.
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
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
Yap Extension CenterProgram / Services Pros Cons Recommendation Comments
AA in Teacher Prep Demand is high for certification
Having enough faculty to deliver the
coursesMaintain
Strategic scheduling of courses needed.
First priority of distance learning
Development Ed. (ACE) Achieving College
Excellence
There is always a need for Developmental
Education / Pell eligible.
High demand on resources Keep at YEC
Public HealthCapacity building. Potential for PDP /
AHEC funding. Keep at YEC as a
cohort Cohort
Nursing
Demand/need is there. National priority.
Potential for PDP / AHEC funding.
Keep at YEC as a cohort / strategic
scheduling
Cohort / high school graduates to National
Campus
Community Health Assistant Program /
Health Worker
Ongoing training / retraining need. Sector
development grants
Change in State Plan focus for dispensary
staffingKeep as PDP Cohort / Dispensary
worker
Program / Services Pros Cons Recommendation Comments
Carpentry & Cabinet Making
Small business opportunities . Support
for capacity building. Equipment on the
ground
Limited teaching faculty.
Low enrollment
Maintain as a cohort or consider
discontinuing
Cohort. Check PCC enrollment in these
programs
TYC in Teacher Preparation
There is a need. Potential for distance
learning delivery
Limited teaching faculty and course load
for existing faculty.
Keep at YEC as a cohort
Cohort / strategic scheduling
CA in Law Enforcement
There is a need / Professional
Development career ladder
Limited teaching faculty
Not currently offered
Cohort. Consider combining with PEC
or CEC
CA in Trial CounselorPotential for PDP. There is an ongoing
need
Limited teaching faculty. Relies on
lawyers in the workforce
Maintain at YEC as a cohort Cohort
CA in BookkeepingPotential for PDP. There is an ongoing
need
Program may be outdated Keep at YEC Only as a cohort
approach
Yap Extension Center
Program / Services Pros Cons Recommendation Comments
CA in Building Maintenance
There is a high demand on and off island. Potential for PDP.
Limited teaching faculty Keep at YEC
High demand. Proactive recruitment. Run as a
cohort periodically
CA in Agriculture & Food Technology
Ongoing agricultural initiatives in CRE. CRE
has staff to support program. We have
space now.
Keeping enrollment at a sustainable level Keep at YEC
Proactive recruitment. Requires 1 x full time
instructor / coordinator.
CA in Secretarial Science
There is a large work sector that needs
training / retraining. Potential for adult
education/ develop.
No faculty Keep at YEC Cohort
Short term training There is a high demand. Additional funding. Expand opportunities
at YEC
Sector development grants possible.
Centre Director to be proactive.
Apprenticeship Program(s) Potential for PDP
Keep at YEC and continue to expand
opportunity
Proactive recruitment
Yap Extension Center
Program / Services Pros Cons Recommendation Comments
TRIO ProgramsAdded value to our
services. Indirect cost
Soft money Maintain at YEC UB. Do we have any plans if soft money
runs out ?
Admissions & Records 1 x Personnel for
Admissions & Records and Financial Aid
Centralized services
Financial Aid See above Centralized services
Counseling / Tutoring / Advising
1 x Personnel for counseling, tutoring,
advising, peer counseling
Business Office 1 x Personnel
Yap Extension Center
Program / Services Pros Cons Recommendation Comments
Recreation Activities 1 x Personnel
Dispensary 1 x Personnel
Library
Resources are on the ground. Essential for
support to all curriculum programs
Keep at YEC
Needs expansion to meet student
enrollment and required needs.
Collection should reflect program offerings.
Bookstore Duties to be combined with Fiscal Officer
Outsource the student store or run it as an
auxiliary
Human Resources 1 x Personnel
Yap Extension Center
Program / Services Pros Cons Recommendation Comments
Information Technology 1 x Personnel
Maintenance 1 x Specialist &
2 x maintenance workers
Security 5 x Personnel
Custodial 2 x Personnel
Yap Extension Center
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
- 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
- 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)
- improved operational efficiency
- optimization of resources
- coordinated development of new services
- timely procurement / delivery of resource materials (special focus)
- 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)
Cost Reduction / Management
- improved fiscal management
- improved operational efficiency
- 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
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)
Market Data - Sources
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
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%)
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)
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%)
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)
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%)
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)
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%)
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)
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%)
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)
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
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
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
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
600 JE Points
(20 Positions) e.g. Grade K (Step 1)
500 JE Points 505 JE Points
595 JE Points
Competitor’s Approach
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
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
Step 1 - Identification of an implementation range
Step 2 - Migrate all employees into the new model
Our Approach
Base Salary Regression Line (15th Market Percentile)
Job Evaluation Points
$ U
S
Implementation (Step 1)
$ 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)
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)
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)
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)
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)
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)
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)
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)
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)
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)
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)
468
Base Salary Regression Line (25th Market Percentile)
Mkt Base Salary $30,527
$ U
S
Job Evaluation Points
e.g : Position X
$ 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
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
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
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
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
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
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
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
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
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
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
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
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
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
Stage 2 : External Analysis
Stage 1 : Internal Analysis
Supp. Projects : Performance Management / (optional) Development of Pay Incentives
Stage 3 : Implementation
Typical Project Overview
Stage 2 : External Analysis
Stage 1 : Internal Analysis
Supp. Projects : Performance Management / (optional) Development of Pay Incentives
Stage 3 : Implementation
Typical Project Overview
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
Performance Management e.g. Guam Community College
Three new performance management tools are being implemented :
a) Academic Administrators
b) Faculty
c) Staff (classified positions)
Performance Management e.g. Guam Community College
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
+ 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
+ 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
+ 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
+ 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