Download presentation
Presentation is loading. Please wait.
1
JOB FAMILY STRUCTURE: A foundation For careers
October 9, 2018
2
Job Family Structure Team
Purdue Leadership Purdue Human Resources
3
Purdue Employee Landscape
TOTAL PURDUE EMPLOYEES 20,996 = 1,000 employees FACULTY 2,990 STAFF 8,594 NON-STAFF 9,412 (i.e. Temps, Graduate Students, Post Docs, etc.)
4
Why Do We Need A Job Family Structure?
Staff are 75% of our career employees = 1,000 people FACULTY Consistent titles Clarity on their roles Total transparency into how they can progress in their careers at Purdue STAFF Job and title inconsistency Uncertainty on current roles and where they fit within the broader University structure Lack of transparency into career paths, promotional opportunities or advancement potential Erratic performance management and pay practices
5
What Does A Job Family Structure Do For Us?
The job family structure lays the foundation for clarity into roles, career paths, compensation potential, and titling. It provides the structural base to create consistency in compensation and performance management, robust employee development opportunities, and enhanced career pathing tools. THIS IS AN INVESTMENT IN OUR PEOPLE!!
6
What Is A Job Family Structure?
P6 P5 P4 P3 P P1 S3 S2 S1 L2 L1 M5 M4 M3 M2 M1 P6 P5 P4 P3 P P1 S3 S2 S1 L2 L1 M5 M4 M3 M2 M1 P6 P5 P4 P3 P P1 S3 S2 S1 CAREER STREAMS Represent career types within the University, characterized by unique responsibilities; created to offer alternatives for career progression for Individual Contributors CAREER LEVELS Represents the “placement” within the University structure and recognizes incremental changes in job scope, complexity and responsibilities JOB FAMILY A group of jobs that use a similar body of knowledge SUB FAMILY Sub groups within a job family that describe more specific skills within each discipline JOBS Jobs are the building blocks for a career framework, and have titles that are industry and market relevant, fitting within the culture and structure of the University EXAMPLE Professional Contributor EXAMPLE P3 EXAMPLE Finance EXAMPLE Accounting EXAMPLE Senior Accountant
7
Our Job Family Structure – Career Streams
Represent career types within the Institution, characterized by unique responsibilities Created to offer alternatives for career progression and ensure recognition for Individual Contributors Executive Typically top executives and function heads Provides strategic vision and direction across multiple functions. Goal achievement is through direct and indirect reports’ performance Management People leaders/managers Majority of time is spent overseeing their area of responsibility, planning, prioritizing and/or directing the responsibilities of employees Professional Individual contributors with responsibility in a professional or technical discipline Majority of time is spent overseeing the design, implementation or delivery of processes/programs. Uses specialized skills normally acquired through advanced education Administrative and Operational Support Individual contributors who provide institutional-related support or service (administrative or clerical) OR roles operating in a “hands on” environment in support of daily business activities (e.g., custodial and other service roles). The majority of time is spent in delivery of support services or activities, typically under supervision DO I HAVE A CHOICE BETWEEN A TECHNICAL OR MANAGEMENT CAREER? Police, Fire, and Skilled Trades Individual contributors who focus on protecting university employees, students, the general public and university property OR who focus on technical or operational tasks to support ongoing business operations. Includes skilled technicians in a “hands on” environment that are often highly specialized (e.g., trades)
8
Our Job Family Structure – Career Levels
Represent the “placement” within the Institution structure Recognize incremental changes in job scope, complexity and responsibilities Consistent across job families facilitating talent flows across all areas of the Institution Police, Fire, and Skilled Trades Admin. and Op. Support Professional Management Executive E3 E2 E1 P6 M6 P5 M5 P4 M4 P3 M3 P2 M2 SK 4 S4 P1 M1 HOW MANY STEPS ARE THERE IN THE CAREER LADDER HERE? SK 3 S3 SK 2 S2 SK 1 S1 Note: Illustration not meant to show equivalencies between levels
9
Our Job Family Structure – Job Families
Groups of jobs that use a similar body of knowledge Will typically represent a fairly broad base of knowledge with multiple areas of specialization Job families cut across units and campuses Often employees can move within the job family without requiring additional formal education L2 L1 M5 M4 M3 M2 M1 P6 P5 P4 P3 P P1 S3 S2 S1 Purdue’s Job Families L2 L1 M5 M4 M3 M2 M1 P6 P5 P4 P3 P P1 S3 S2 S1 Academic and Student Affairs Administration Athletics and Recreation Communications & Engagement Facilities Finance Health Services Human Resources Information Technology Learning Support Legal & Compliance Research Safety WHERE ELSE CAN I GO? WHAT OTHER FAMILIES EXIST?
10
Our Job Family Structure – Sub-Families
Sub-groups within a job family that describe more specific capabilities within the discipline Should be defined narrowly enough to represent common skills and market disciplines, but broadly enough to provide opportunities for progression L2 L1 M5 M4 M3 M2 M1 P6 P5 P4 P3 P P1 S3 S2 S1 Academic and Student Affairs Communications & Engagement Human Resources Learning Support Benefits Continuing Education Academic Administration Creative Arts and Visual Design Compensation Early Childhood Instruction Admissions HR Business Partners Instruction Financial Aid Diversity and Inclusion Organization / Talent Development Instructional Design and Technology Library Services Event Planning Registrar Extension Talent Acquisition Legal and Compliance Residential Life Fundraising / Advancement Information Technology Audit Student Activities General Communications Data Management Compliance Student Advising Marketing and Public Relations IT Administration Contract / Grant Administration Administration IT Business Analysis Administrative Operations Partnerships IT Engineering and Development Legal Assessment and Analysis Facilities Risk Management Operations Support Building and Facilities IT Program / Project Management Research Program Administration Campus Planning Research Operations Athletics and Recreation Dining Services IT Security Researchers Athletic Administration and Operations Farm Operations IT Support Safety Grounds Network and Telecommunications Campus Safety Recreation Maintenance & Utilities Team Sports Power Plant Systems Administration Environmental Safety Fire Transportation Finance Police Accounting Health Services Business Management Clinical Financial Analysis Pharmacy Payroll and Tax Psychology and Social Services Procurement Treasury Veterinary Services WHAT ARE THE ADDITIONAL SPECIALIZATIONS WITHIN A JOB FAMILY?
11
Our Job Family Structure – Jobs
The building blocks for the job family structure The intersection of a job family, sub-family, career stream and level Typically defined as 80%+ common responsibilities, and is the basis for assessing internal equity Represent a unique record that is typically associated with one compensation plan (base pay range) JOB FAMILY SUB - FAMILY CAREER STREAM CAREER LEVEL Academic & Student Affairs Business Management Executive Level 6 Facilities Operations Payroll & Tax Management Level 5 Finance Financial Analysis Professional Level 4 Health Services Accounting Administrative & Operational Support Level 3 Human Resources Procurement Police, Fire and Skilled Trades Level 2 IT Treasury Level 1 JOB TITLE Accountant, Lead Accountant, Senior Accountant Accountant, Associate WHAT ARE THE JOB EXPECTATIONS?
12
What We Will Accomplish
PHASE 1 PHASE 2 January 1, 2019 Go-Live January 1 – December 31, 2019 Clear visibility to positioning within the organization Transparency to career pathing and compensation potential Titling consistency Career tools (e-learning, career stream level guide, job catalog) Market driven compensation practices Performance management consistency Talent management/employee development focus Enhanced career pathing tools and resources for employees and managers
13
Our Ask Of You Your Role:
Support the changes, and show vocal support for the project Provide feedback to HR to help facilitate open dialogue
14
Appendices Op/Tech Positions Compensation Bands Titles Timing
Career Stream Level Guide
15
Appendices Op/Tech Positions
Op/Tech Position will be phased out over time No new Op/Tech positions will be created Existing Op/Techs will be grandfathered for benefits and Op/Tech designation Relevant Career Stream and Level will be provided to each Op/Tech Relevant Compensation Bands will apply to future Op/Tech compensation adjustments
16
Appendices Compensation Bands
Mercer has performed a comprehensive market compensation analysis 22 separate compensation bands have been identified, providing for a minimum, median and maximum with each band Philosophically, we are targeting paying our employees at the 50th percentile Experience, qualifications and performance will dictate rationale for above or below median compensation Employees below the Minimum will be brought inside their relevant Compensation Band in the next Merit Increase process Employees above the Maximum will not be eligible for a recurring Merit Increase until their compensation falls within the adjusted bands, however Employees earning above the Maximum are eligible to receive an annual non- recurring Merit bonus payment based on exceptional performance, Additionally, managers may request an exception to this policy, which will need to be approved by the EVP with oversight for the area, and Finally, employees earning less than $44,000 will not be subject to this limitation
17
Appendices Titles Success Factors provides the wherewithal for both “internal” and “external” titles Streamlined, consistent “internal” titles have been created by Mercer The “external” titles will be consistent with the “internal” titles, unless: The job is outward facing and needs a more robust title to portray the correct image, and Such revised “external” title has been approved by the EVP with oversight for the employees’ area.
18
Appendices Timing 9/12/18 Commence roll-out of JFS presentation to third-level managers 9/24/18 Begin roll-out to fourth-level managers 10/8/18 Begin roll-out to fifth-level managers 10/22/18 Provide Manager Toolkit to fifth-level managers and above, and eLearning Tool to all affected employees 11/5/18 Begin communication to all employees
19
Appendices
20
Questions? For more information, please email questions to:
Additional information may be found here:
21
COMPENSATION BENCHMARKING
Peer institutions Institution Affiliation Georgia Institute of Technology AAU University of Colorado, Boulder Indiana University AAU / Big 10 University of Florida Iowa State University University of Illinois at Urbana-Champaign Michigan State University The University of Iowa The Ohio State University The University of Kansas Pennsylvania State University University of Maryland at College Park Notre Dame ACCU University of Michigan Rutgers University - New Brunswick University of Minnesota, Twin Cities Stony Brook University - The State University of New York University of Missouri, Columbia Texas A&M University The University of North Carolina at Chapel Hill University at Buffalo - The State University of New York University of Oregon The University of Arizona University of Pittsburgh University of California, Davis The University of Texas at Austin University of California, Berkeley University of Virginia University of California, Irvine University of Washington University of California, Los Angeles The University of Wisconsin-Madison University of California, San Diego University of Nebraska-Lincoln Big 10 University of California, Santa Barbara Northwestern University University of Chicago
Similar presentations
