COLLEGE OF SOUTHERN NEVADA · 2016-03-11 · TMT (Transition Management Team) 2 Faculty Senators, Volunteers, Program Directors, Designated Human Resources Personnel 54 Volunteers

July 31, 2013, 2:30 PM

Slide 1

COLLEGE OF SOUTHERN NEVADA Administrative and Academic Faculty Salary Study

Academic Faculty Open Forum Sessions

Sept 26 & 27, 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 2

q  History In Brief Background Purpose of the Project

q  Highlights of The Project Objectives of the Project Academic Faculty Compression Concerns

q  About Us Narrative of Who We Are

q  Project Approach Priorities Project Phases Project Timeline Communication Logistics

q  Important Resources q  Q & A

HISTORY IN BRIEF

September 26th & 27th 2013 Copyright 2013 Ulibarri-Mason Global HR LP Slide 3

BACKROUND

In 2012, the Nevada System of Higher Education (NSHE) revised its compensation procedures and guidelines relating to the structure of existing academic salary schedules for community colleges.

The changes are:

"   Transitioning of academic faculty from the current “Step” structure to a “Range” Structure

"   Indexing the median of the academic “Range” structure to 78% of the national university faculty peer group of 49 land grant colleges

"  Adoption of an “Equity Salary Adjustment Plan” agreed upon by the faculty senate and the president of the college

PURPOSE OF THE PROJECT

The purpose of this project is to assist the CSN Administration and Faculty to implement the NSHE guidelines.

Copyright 2013 Ulibarri-Mason Global HR LP Slide 4 Sept 26 & 27, 2013

NEVADA STATE HIGHER EDUCATION COMMUNITY COLLEGE SALARY STUDY ACADEMIC SALARY SCHEDULE, 2013 - 2014

Copyright 2013 Ulibarri-Mason Global HR LP Slide 5

Max = Range Median x 1.466178 Q3 = Range Median x 1.203361 Median = Range Median @ 78% Q1 = Range Median x 0.830879 Min = Range Median x 0.681941

Sept 26 & 27, 2013

Range 5 Median = 1.20 x Range 3 Median Range 4 Median = 1.12 x Range 3 Median Range 3 Median = 78% of University Academic Salary Schedule Median Range 2 Median = 0.88 x Range 3 Median Range 1 Median = 0.80 x Range 3 Median

MEDIAN STRUCTURE RANGE STRUCTURE

Catalyst


q  Salary position in the “Step” plan moved to corresponding row (Grade )in the “Range” plan.

q  Faculty salaries will be between the Minimum and Maximum of the Grade.

q  Salary of faculty below new minimums would be brought up to minimums.

Sept 26 & 27, 2013

HIGHLIGHTS OF THE PROJECT


PRIMARILY TO…

"   Develop a transition strategy for moving Academic Faculty from a “Step Pay Plan” to a “Range Structure”.

"   Assist CSN in developing methodologies for addressing salary compression and equity challenges resulting from the transition.

"   Address internal equity and compression issues that resulted from the 5-year salary increase moratorium, salary reductions, and furloughs.

"   Update the market position for “hard-to-recruit” employee groups (“Market Factor Schedule”).

"   Review compensation policies such as initial placement, movement through the range, and performance to ensure ongoing compensation equity practices.


CAUSES OF SALARY COMPRESSION

"   New hires bumping into or exceeding current employees’ salaries, that have been frozen due to years of no increases.

"   Positions that are below the new minimum that would be moved up when the structure is updated. These positions will bump into positions in the old minimum, particularly in Steps 1 through 7.

"   Adjustments in Steps 1 through 7 will further impact other Steps.

"   Other causes of salary compression stemming from the 5-year salary increase moratorium, salary reductions and furloughs.

"   Market Factor positions that are “hard-to-recruit” have not been reviewed since the imposition of the freeze and salary reduction


CADEMIC FACULTY SALARY COMPRESSION ISSUES

ABOUT US


Slide 11

"   Founded in 1994 "   Experienced Providing Services to Higher Education "   Experienced Providing Services to other Governmental Agencies "   Consultants Assigned to this Project

OUR FIRM AND OUR CONSULTANTS HAVE PROVIDED CONSULTING SERVICES TO:

University of California System CalState University Northridge

Tufts University Northern Arizona University, Yavapai

Metropolitan State University of Denver Embry-Riddle Aeronautical University

University of Texas Pan-American University of Texas Southwestern Medical Center

Alamo Colleges, San Antonio Dallas County Community College District

Santa Fe Community College Texas Tech University System

University of Houston-Downtown Texas Southern University

Copyright 2013 Ulibarri-Mason Global HR LP


TEAM BIOGRAPHY AND PROJECT ROLES TEAM BIOGRAPHY AND PROJECT ROLES

Daniel Ulibarri, PhD, SPHR (Cognitive Psychology - UC, Berkeley)

Role: Principal Investigator

Experience: 25+ Years HR Consulting and Practice

IHE Served: Stanford University, Alamo Colleges, Santa Fe College, Dallas County Community College, University of New Mexico, University of Guam, Metropolitan State University of Denver

Primary Duties: Communication, Final Sign-off, Statistical Analysis, Job Analysis, Compensation Structure Review

Sheila Ortego / McLaughlin, PhD, University of New Mexico, American Studies. President Emeritus, 2012

Role: Senior Higher Education Advisor

Sheila is President Emeritus at Santa Fe, Community College in Santa Fe, NM. She has 13 years administrative and executive experience in community colleges, retiring as President in 2012. Dr. Ortego (now McLaughlin) is interim President of Pima Community College, Tucson). Primary Duties: Board / Executive Level Communication, Coalition Support Building, Administrative Compensation Financial Impact & Policies Analysis & Compensation issues affecting Higher Education

Elena Mason, BBA, CCP, SPHR (HR & Finance - University of Hong Kong)

Role: Project Manager

Experience: 18+ Years HR Consulting and Practice

IHE Served: Alamo Colleges, Santa Fe College, Dallas County Community College, Metropolitan State University of Denver, University of Houston-Downtown

Primary Duties: Project Management, Resource Management, Job Analysis, Job Description Review and Rewrites, Market Study, Cost Benefit Analysis

Brian Stout, Ph.D. Pharmacology, University of Texas Health and Science Center, San Antonio.

Role: Faculty Consultant and Data Analysis Brian has over 10 years of experience as a faculty member and 8+ years neuroscience research. Brian has served as Academic Leader (Faculty Dean) and President of the Faculty Senate at Northwest Vista College. Brian is the only founding member of the Faculty Senate still serving. Brian actively participates in science outreach and education programs across San Antonio. Brian recently received the Star Service Award for his role in the Alamo Colleges Faculty Compensation Committee.

Sheila McLaughlin

Brian Stout

C S P 1 2 A - 0 2 7

TEAM BIOGRAPHY

James Fleming, PhD (Psychological Measurement, Eval., and Quantitative Methods – UC Berkeley)

Role: Senior Statistician and Faculty Consultant

Experience: 25+ Years Consulting, Teaching. Retired faculty &researcher Cal State University, Northridge

Served: Alamo Colleges, Metropolitan State University, Denver, Cal State University, University of Arizona, Yavapai, Embry-Riddle Aeronautical University, University of Houston, Downtown.

Primary Duties: Statistical Analysis, Meta Analysis, Reporting.

James Litrownik, MA (Educational Psychology— UC Berkeley)

Role: Faculty Compensation Data Analysis and Comparisons

Experience: 25+ Years higher education faculty research and compensation analysis for UC System. Served: University of California System, University of Houston, Downtown, CUPA Advisor.

Primary Duties: Statistical Analysis, Faculty Compensation Research, Data Analysis and Reporting


TEAM BIOGRAPHY

Ellen Switkes, PhD (Inorganic Chemistry – MIT), Asst. Vice President Emeritus, Academic Affairs, University of California System.

Role: Higher Education Advisor Experience: 25+ Years in Higher Education

Served: Alamo Colleges, Metropolitan State University of Denver, UC California System, School of Global Health, TUFTS University, University of Houston, Downtown, Berkeley Institute on Higher Education.

Primary Duties: Communications and Reviews of Deliverables focusing on Higher Ed Practices In addition to Ellen’s experience as a faculty member and senior administrator at the University of California, Santa Cruz, and University of California System, as Assistant Vice President of Academic Affairs, Ellen has been consulting with UM Global HR since 2008 where she worked on the Metropolitan State University of Denver, and Alamo Colleges Compensation projects

Jim Litrownik

Ellen Switkes

PROJECT APPROACH



PRIORITIES

1. Establish Transition Management Team (TMT)

2. Transition Faculty from Current Step To Equivalent Position in Range

2a. Adjust Faculty Salaries that are Below Minimum & Document Cost

3. Perform Internal Equity Analysis & Recommend Adjustments for Faculty Placement

3a. Determine Impact of Moving Faculty to Minimum, Develop Compression Fix Strategy and Document Cost

3b. Determine Impact of “3a” on other Faculty 3c. Conduct Statistical Regression Analysis and

Scatter Plot Analysis to Determine and Recommend Salary Adjustments and Document Costs

4. Collect Market Data for “Market Factor” Group 4a. Use local market / regional market

5. Review and Update Policies

6. Provide Impact Analysis and Recommend Course of Action


PHASES

Phase I Planning, Due Diligence and Communication

Phase II Review of NSHE Task Force Report

Phase III Conduct Market Study for “Market Factor Schedule” i.e., Hard-to-Fill Positions

Phase IV

For Administrative Faculty: Conduct Job Duties Analysis, Job Title Convention, and Placement of Job Titles in Grades.

For Academic Faculty:

Transition Faculty from Step Salary Schedule to Range Salary Schedule

Phase V Conduct Internal Equity Analysis

Phase VI Develop & Recommend Policies and Guidelines on Initial Placement and Strategies for Ongoing Implementation

Project Closeout Final Report, Transition, and Ongoing Maintenance Implementation

Slide 17

Phases Major Steps Sept Oct Nov Dec Jan I Planning & Due Diligence and Formulation of TMT II Review of NSHE Task Force Repot III Conduct Market Study of Hard-to-Fill Market

Factor Schedule Positions IV Transition Faculty from Step to Range Structure

Pay Plan •  Faculty Below Minimum

•  Internal Equity Adjustments V Conduct Internal Equity Analysis and Cost Impacts

VI Develop Policies and Guidelines on Initial Placement and Strategies for Ongoing Implementation

•  Drafts & Final Report

Ongoing Maintenance Implementation Strategy


Project Completion is Jan 30, 2014

= Subtasks = Milestones = Major Tasks


"   Regular, once a month meetings with TMT

"   Letter Announcing the Project and Details of the TMT

"   Town Hall Meetings

"   Project Dashboard

"   Ongoing Communication

"   Drafts and Final Report

"   Appeals Process


TEAM NAME WHO? WHY? OBJECTIVES

Oversight Committee1 •  CSN President •  Senior Vice President Finance

and Administration •  Vice President Academic/

Student Affairs •  Faculty Senate Chair •  AFA Chair; and •  Senior Director of Human

Resources

For coalition support building

Clarify objectives of the project.

Discuss state funding parameters and budget limitations as they pertain to the implementation of the initiative.

Leadership and project advocacy when it comes to seeking Board of Regents support.

TMT (Transition Management Team) 2

Faculty Senators, Volunteers, Program Directors, Designated Human Resources Personnel 54 Volunteers is current count

For setting up the working committee

To champion the project

Review all consultant’s deliverables

Discuss results

1. Oversight Committee is the “Project Sponsor” or the “Project Champion”. This is typically made up of senior administrators and faculty leadership.

2. TMT is “Transition Management Team”; is also known as the “Working Committee” and is typically made up of key senior

personnel from various departments and employee groups such as: faculty, administration, and staff.


"   Arrange Data By Academic Class In Scatter Plot "   Identify Patterns

In this example, nine-month salaries are used along with Year of Hire to conduct a regression analysis. The graph shows significant variability in all Classifications— i.e., faculty in the same class, with the same years of service, but different salaries.

BEFORE: REAL DATA EXAMPLE OF “BEFORE” COMPRESSION FIX: FACULTY SALARIES BY CLASSIFICATION AND HIRE YEAR (YEARS OF SERVICE)

“BEFORE”


Step Two Example Compression Fix— Adjust the salaries of 425 faculty with 0 to 7 years experience by a factor of 1.75% depending on year hired. Equity Adjustments:

1.  2011 A = 1, all others = 0: All new hires at B or above have a 4% increase from Step A to Step B, that is not in the new schedule. A 1 year credit places them too high

2.  Three (3), 2010 hires in Steps A, B, C, get 1 year instead of 2 (same reason as above).

3.  Two BA faculty at Step D need 1.5 instead of 1 to meet initial placement.

4.  Forty-two (42) Faculty at Step I need a .5 Increase to stay above Step H by at least $500.

STEP ONE: Identify faculty below the minimums of new range, update salary and document cost.

STEP TWO: Compression Fix— Adjust the salaries of faculty with 0 to 7 years experience by a factor to account for compression due to Step One.


"   Arrange Observations By Academic Class and Regress Current Location in Steps with Salaries "   Identify Positions That Require Attention (Anomalies) "   Determine Reason or Explanation for Anomalies

In this example, a group of individuals in the Master’s Classification with 9-month salaries is arranged and regressed with their location in the salary ranges (step location). Observations that are over and above the line are identified as anomalies. Reasons for anomalies can be both inversion and compression due to high demands for those particular professions.

STEP THREE: Identify Positions That Require Attention


Example (Work we did for a community college in Texas):

"   From 3 Years to 5 years to 7 Years Credit "   A constant, non-compounded, 1.75% per year (instead of the current 4% for the first year and 2%

thereafter up to 5 years) helps prevent salary compression and places more value on years earned at the college.

STEP FOUR: Change Initial Placement Policy

Initial Placement Under the Range Salary Schedule EDUCATION Base Years of Experience

CLASSIFICATION 0 Years 1 Year 2 Years 3 Years 4 Years 5 Years 6 Years 7 Years BA $38,500 $39,174 $39,848 $40,521 $41,195 $41,869 $42,543 $43,216

MA $42,000 $42,735 $43,470 $44,205 $44,940 $45,675 $46,410 $47,145

MA + 12 $43,050 $43,803 $44,557 $45,310 $46,064 $46,817 $47,570 $48,324

MA + 24 $44,126 $44,898 $45,670 $46,443 $47,215 $47,987 $48,759 $49,531

MA + 36 $45,229 $46,021 $46,812 $47,604 $48,395 $49,187 $49,978 $50,770

MA + 48 $46,360 $47,171 $47,983 $48,794 $49,605 $50,417 $51,228 $52,039

PhD $48,678 $49,530 $50,382 $51,234 $52,085 $52,937 $53,789 $54,641 Experience Increase Non-Compounding 1.75% 3.50% 5.25% 7.00% 8.75% 10.50% 12.25%

Credit per Year 1.75% 1.75% 1.75% 1.75% 1.75% 1.75% 1.75%

Current Rate 2.00% 4.04% 6.12% 8.24% 10.41% 12.62% 14.87%


"   Move to new minimums "   Adjust Compression in First Few Steps

That Are Directly Impacted "   Examine The Impact on The Rest of the

Grades

"   Develop Strategy for Dealing with Issues, Including Providing Increases to Certain Classification, Adjust Years of Experience Credit, Change Initial Placement and Institute Policies

"   Provide a One-Time Across-The-Board Increase To Prevent Compression From Creeping Up In Latter Years

Now the graph shows that salaries are aligned with their respective classification. Variability is removed.

STEP FIVE: Apply Possible Fixes “AFTER”

Slide 25

John Scarborough: Senior Director, Department of Human Resouces Email: [email protected] Tel: (702) 651- 7489 Patty Charlton: Senior Vice President, Finance and Administration Email: [email protected] Tel: (702) 651-6557

PROJECT TEAM


UM GLOBAL PROJECT CONTACTS

Daniel Ulibarri, PhD/SPHR Email: [email protected] Tel: (469) 767-1772 Eléna Mason, CCP/SPHR Email: [email protected] Tel: (214) 636-9025

CSN PROJECT CONTACTS

Q & A


Documents

COLLEGE OF SOUTHERN NEVADA · 2016-03-11 · TMT (Transition Management Team) 2 Faculty Senators, Volunteers, Program Directors, Designated Human Resources Personnel 54 Volunteers