Bruce Tingle, CCP and Michelle Karr, CCP UTSA

29,000 students Second largest University in UT System 800 full time faculty 2,500 staff employees Annual merit exercise Ad hoc pay adjustments throughout year Salary equity exercise

Formalized salary structures Regular structure updates Significant progress in addressing broad pay issues Targeted specific job groups Management education Improve starting salaries Focus on competitive pay Management commitment In past, equity exercises, gave general guidance.

Limited Budget Senior Management Request to have HR: Allocate budget to areas with most need Provide individual increase recommendations Incumbent data available to HR: Length of service at University Annual performance ratings Compa-ratio Differences in pay distribution between grades

Finalize Manager makes final decision within recommended range and budget Recommend Based on score and compa-ratio Assess Collect performance, proficiency and scope with tool Budget Reviewed pay distribution by grade; top 20% ineligible

Sustained Performance Five scale ratings Proficiency Entry Developing Proficient Expert Scope Significant duties over the “normal” duties for the job.

NameJob Title 2009 Rating What is the employee’s sustained performance level? JOB PROFICIENCY How proficient is the employee in his/her job duties SCOPE Does the employee have responsibilities significantly greater than the standard job duties? I SP - SP SP + OEntryDev.Prof.ExpertYes JaneSr. AnalystSP JoeAnalystO JackAdmin.SP JillManagerO

Simple, easy to use tool Preliminary feedback indicates that the people identified for an increase were the most deserving Lessons Learned: Difficult to administer in Excel and Access Scope modifier was not clearly understood Assessment scale may need slight modifications

1.0 Grade 61

ENTRY FULLY COMPETENT SENIOR Scope of Job PAYPAY This is what we want to look for