2011 Annual Benefits Enrollment
Alicia MinerSenior Director of Talent and Strategy
University of Phoenix Graduation Team Career Progression & Compensation Structure
CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX
2011 Annual Benefits Enrollment
Today’s Objectives
Review the Career Progression model and philosophies
Provide updates and new developments since initial communication
Provide understanding of how the model and process will work
Overview of leadership role in career progression
Review of what is still being developed for future consideration and inclusion
2011 Annual Benefits Enrollment
University of Phoenix provides access to higher education opportunities that enable students to
develop knowledge and skills necessary to achieve their professional goals, improve the productivity of
their organizations and provide leadership and service to their communities.
2011 Annual Benefits Enrollment
Career Progression ModelReview
CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX
2011 Annual Benefits Enrollment
2011 Annual Benefits EnrollmentThe Employee Career Cycle
2011 Annual Benefits EnrollmentModel Philosophy and Objectives
Student Success
Create meaningful progression criteria that will inhibit customer-focused behaviors and a positive student experience
Business Success Alignment with regulatory standards and limitations
Targeted development of employees to enhance overall employee, student and organizational success
Employee Success
Provide a model of career and growth opportunities to distinguish outstanding employees through a standardized model
2011 Annual Benefits Enrollment
Advisor/Counselor
Sr Advisor/Counselor
Executive Advisor/Counselor
Sr Specialist
Executive Specialist
Manager I
Manager II
Associate Director
Director
SeniorDirector
Career Promotion Ladder
Man
agem
ent Tr
ack
Individual Contributor Track
Updates
2011 Annual Benefits Enrollment
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The Specialist Roles
Specialists will obtain advanced knowledge in specific areas Specific student bases requiring advanced knowledge
(Education, Alumni, etc.) Advanced knowledge bases (Title IV, Degree
Completion, etc)
Slotting will not occur with the specialist roles
Advisors will perform unique skill validations to move into the specialist role Example: Mentoring, training or exhibiting in a key area
of specialty
Advisors will receive a certification in their specialty area
2011 Annual Benefits EnrollmentBecoming a Specialist
Specialty Detail ACA ENR FIN
Healthcare Specialist X X X
Doctoral Specialist X X X
Education Specialist X X X
Military Specialist X X X
International Specialist X X X
Academic Alliances/Workforce Solutions Specialist X X
Employee Specialist X X X
Master Level Specialist X
Alumni Specialist X X X
Re-entry Specialist X
Specialty Detail ACA ENR FIN
Tribal Specialist X X
Dual Role Specialist X X
UOPX Ambassador Specialist X X X
Student Workshop Specialist X X X
Student Progression Specialist X
Funding Options Specialist X
Initial Specialty Areas Specialty Area Being Explored for Future
2011 Annual Benefits EnrollmentPoint of Entry Criteria
Education – Bachelors Degree Required for Career Progression and All Employees
Training – Completed prior to role placement (as outlined in model)
Skill demonstration – Validated prior to role placement (as outlined in model)
Compliance – All compliance requirements current Time in Role Tenure –1 Year Minimum (Adv); 2 Year
Minimum (Mgr and Dir) Current Standing – No disciplinary (WW) within last 6
months
Updates
2011 Annual Benefits Enrollment
PERFORMERS will progress through standard and/or promotional increases
Continuous NON-PERFORMERS will progress through disciplinary process/termination
Prom
otion
Sta
ndard In
crease
Standard Salary Increase
Accountability Model Dependency
Will not
remain in
organizatio
n to get
standard
increasesPerformance Accountability: Progressive
Disciplinary/Termination
2011 Annual Benefits Enrollment
Compensation and Employee Transition
CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX
2011 Annual Benefits Enrollment
Tenure factor will be reconsidered in FY13
Business demand will drive need for higher level opportunities
Employees will be placed into model at current level and current salary
There will not be salary decreases for those currently above the salary maximums
Transition Into Model
2011 Annual Benefits Enrollment
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Transition Into Model (Cont.)
Standard promotion percentages Compensation for employees over salary structure
maximums Non-base building Supplemental amount considered in calculating OT
Lump amount paid equally over 26 pay periods:
Example if over maximum:
Employee Example Salary- $10,000
Company Annual Standard Increase Example Amount- 3%
Eligible Amount- $300
$300 / 26 pay periods
Employee ending base salary- $10,000
No change to base salary
2011 Annual Benefits EnrollmentCompensation: General
Positions reviewed for benchmarking Enrollment, finance and advisement customer service positions in like industry
Comparison of skills needed for job and what market is paying for same job skills
Mid points of salary ranges are the “market” median
Analysis of national labor costs in high and low labor cost markets Analysis of what employers in markets are paying
N1 Structure-national average
N2 Structure-cities where labor cost is 10% or greater than national average
Types of compensation opportunities Annual standard increase determined annually-(all employees)
Determined with analysis of
National salary planning data
Company affordability
Market data on job and skills
Career Progression-promotional increase
2011 Annual Benefits Enrollment
Advisor/Counselor
Sr. Advisor/Counselor
Exec Advisor
Sr. Specialist
Exec Specialist
Manager I
Manager II
Assoc Director
Director
SrDirector
Compensation: National Structure
N1 $ 51,020 - 84,180
N1 $ 58,880 - 97,160
N1 $ 51,020 - 84,180
N1 $ 67,960 - 112,140
N1 $ 78,440 - 129,430
N1 $ 45,050 - 72,080
N1 $ 33,500 - 54,110
N1 $ 39,030 - 62,450
N2 $ 36,850 - 59,520
N2 $ 56,120 - 92,600
N2 $ 49,550 - 79,290
N2 $ 42,930 - 68,690
N2 $ 64,765 - 106, 875
N2 $ 56,120 - 92,600
N2 $ 74,755 - 123,355
N2 $ 86,285 - 142,375N1 and N2
Salary
structures
2011 Annual Benefits Enrollment
Training and Skill Demonstration
CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX
2011 Annual Benefits EnrollmentCareer Progression Training
Leadership, competency and functional/technical training components
Program guides for each role/level
Computer-based and instructor led training courses
Sequenced to prioritize learning and build out process
Learning Management System (LMS) for registering and tracking status of training completion
Training will continue to be built throughout the year
2011 Annual Benefits Enrollment
Current employees expected to complete training and skill demonstration applicable to their transition level
Ensuring all employees are equally prepared and have the same skills and development opportunities
Employee must meet the daily expectations of their current role
Program designed for incremental progression throughout the year
Employees should work with manager on guidance of training hours to ensure current and future role success
Employee Accountability
2011 Annual Benefits EnrollmentTraining Process
Learning management system (LMS) will house each program loaded by role/level for full employee visibility
Employee will register for selected required training through LMS
Completion of training will be recorded in LMS
LMS will display completion status and progress toward program completion
2011 Annual Benefits EnrollmentProgram Guides
For each job function and level
Description of course objectives
Type and duration of training
Instructor led
Webinar
CBT/Web-based
Breakdown of required versus optional training
Suggestions for additional optional training to support skill and competency development
2011 Annual Benefits EnrollmentLearning Management System: Program of Study
Each role has a “program of study” in the system for employee sign-up
Courses will outline any pre-requisites required
Attachment feature for syllabus or templates required
2011 Annual Benefits EnrollmentProgram Breakdown
Programs will list all required training courses for registering
Skill demonstration activities will be listed for registering and tracking
Additional optional learning will be shown but not required
2011 Annual Benefits EnrollmentSkill Demonstration
Employees will “sign-up” to request skill to be validated through LMS
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Skill demonstration expectations will be broken down along with training requirements in program of study guides Some skill demonstration activities will require pre-
requisite training courseso Ex: Skill demonstration of analysis of business performance indicators
would require the associated training
2011 Annual Benefits Enrollment
Skills and Validation Process
WHAT needs to be demonstrated (two samples):
Analyze business performance indicators and prepare and present on findings, meaningful conclusions, suggestions to further investigate or take action
Complete a problem-prevention analysis on a process or service and present it to the people involved
HOW it will be validated:
Candidate will do a thorough review and analysis of a business case scenario
Candidate will need to provide summary, findings, recommendations, etc. to hiring team for validation
Upon validation hiring team will mark as complete in employee LMS record
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2011 Annual Benefits Enrollment
Promotion Process
CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX
2011 Annual Benefits EnrollmentWhy Centralized Hiring?
Ensures all candidates that get to second round interview are unbiased selections and equally qualified through approved criteria
Promotion and compensation alignment with regulations
Consistent organizational hiring practices
Partnering of hiring team and campus management to ensure compliance and selection for best fit for team
Ability to assess candidate trends and talent pipelines for organizational reporting and model success measures
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2011 Annual Benefits EnrollmentPromotion Process Key Points
In-line promotion opportunities will be considered beginning in March Leadership openings are considered urgent business needs and
will be filled through process as needed Ensures ability to complete new training requirements Ensures ample time to develop needed competencies to be
successful in newly defined roles
Promotion process timing Advisor and in-line promotions - QUARTERLY Leadership Promotions - AS NEEDED
Established for ground and online promotions
2011 Annual Benefits Enrollment
Certified in competencies and behavioral-based interviewing Generation and reporting on hiring trends and pipeline
information Developing and maintaining relationships with campus
leadership Key contributors to continuous process and model
enhancements Moving from operations role to full-time hiring position
Career Progression Hiring Team
2011 Annual Benefits EnrollmentThe Complete Promotion Process
Business need identified
Recruiting team validates criteria has been met
Behavioral based first round interview (recruiter/hiring
director)
CP hiring director completes candidate data input analysis
Behavioral based second round interview (two hiring directors/
campus manager)
Unanimous decision determines candidate promotion
2011 Annual Benefits Enrollment
Leadership openings due to attrition and/or growth
Job posted to begin hiring process
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2011 Annual Benefits EnrollmentRecruiting Team Validates Criteria
Time in Role
Degree verification
No disciplinary (WW) within last six Months
Confirmation that training and skill demonstration has been met
Verification of compliance requirements current
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2011 Annual Benefits EnrollmentBehavioral Based 1st round Interview
Interview Process Leader- Recruiter and Hiring
director
Advisor levels-Recruiter
Competency based behavioral interviews
Alignment of questions to competencies and skills required at each job level
‘Pass’ candidates move to next round
Image displayed is for
leadership level
promotions, advisor
process varies slightly
2011 Annual Benefits EnrollmentData Input Analysis
Coaching and Daily Behaviors
CWEB Coaching History
Mid-year/Annual appraisal
QPP goals/notes
Attendance history
Peer/grad team feedback (future)
Customer Service
NPS Data
DQSS Data
Employee General
Employee key accomplishments
Current Resume
Team opening profile35
2011 Annual Benefits EnrollmentBehavioral Based 2nd Round Interview & Selection
Interview Process Leader- 3 people: 2 CP
hiring directors AND campus hiring manager
Advisor- CP hiring director
Decision must be unanimous
Ensuring a consistent unbiased process while creating best selection for team and culture fit
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Image displayed is for
leadership level
promotions, advisor
process varies slightly
2011 Annual Benefits EnrollmentDiscussion: Leadership Question Scenario
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• John is an employee that is struggling in his current role but wants to progress into the manager role.
• He has a difficult time managing conflict, completing the necessary tasks of his current job, and with time management.
• I am concerned because he has a strong background and interviews very well, but don’t think he would be a good fit for the role.
2011 Annual Benefits EnrollmentDiscussion: Leadership Question Scenario #2
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• Jane is an employee that consistently meets expectations.
• She has strong leadership qualities, communication skills and critical thinking.
• I’m worried she will not stand out in the hiring process as those involved do not see her day to day display of the key attributes?
2011 Annual Benefits Enrollment
Post Implementation and Key Points
CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX
2011 Annual Benefits Enrollment
Electronic format for meeting basic tracking needs
Enhancing model for effectiveness (Ongoing Post-implementation)
Aligning student platform features with employee data and usability
Electronic Portfolio: Long-term Vision
Moving from Better to Best
2011 Annual Benefits EnrollmentPost Implementation and Next Steps
Continuous Developments and Future Inclusions DQSS use as criteria NPS as criteria Electronic portfolio
Measuring Model and Philosophy Effectiveness Reporting and analysis of candidate hires and declines for
trending and opportunities for improvement Continuous assessment of skill and training needs
Ongoing resources on changes and enhancements Podcasts, CP reference book, job aids, CP SharePoint
Future phases of career progression modeling Outlining of interdepartmental movement Non grad team future phases Apollo subsidiaries may be in future phases
2011 Annual Benefits EnrollmentKey Concepts
Standardized model that provides avenues to distinguish between average and above average employees
This compensation/progression model depends on employee and leadership accountability
Leaders must take an active role in developing and holding their employees accountable
Employees must take initiative in owning their career development and personal accountability
This model will continue to evolve with the business over time
2011 Annual Benefits EnrollmentYour Role in Ensuring Model Success!
Understand model objectives and the regulatory restrictions that lead to model criteria
If you don’t understand something – ask!
Own the material and ensure your employees understand what’s in it for them, the student and the business
Support employees through continuous coaching, development AND accountability
2011 Annual Benefits EnrollmentCareer Progression Resources
Campus leadership
Local HRBP
Career Progression team
Alicia Miner - x 7136135
Heather Armstrong - x 3876205
Kelly Hover - x 7136643
Jennifer Garrison - x 3877708
Brad Fulton - x 3875922
Corey Milley - x 3876722
2011 Annual Benefits EnrollmentCommunication Roll Out – Next Steps
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Timeline Tactic Audience/ Activity
1-2 weeks after leadership meeting
Follow-up WebEx meetings; walk through materials; clarify questions
• Career Progression support, HRD and anyone seeking clarification
9/19-9/30 Career Progression roll out to director level (Owner: RVPs, CDs, HRDs and regional communicators)
• Directors
10/3-10/14 Career Progression roll out to manager level (Owner: RVPs, CDs, Directors, HRDs and regional communicators)
• Managers
10/17-10/28 Career Progression roll out to employees(Owner: RVPs, CDs, Directors, Managers HRDs and regional communicators)
• Employees
Post career progression roll-out
Employees review materials on own, meet with leader one-on-one to follow-up
• All Employees/Levels
2011 Annual Benefits Enrollment
Communication Support Tools
Communication PowerPoint deck
Speaker notes with detailed explanations
FAQs and Key Messages documents
Podcasts (Leader, director, manager and employee level)
Videos (Leader, director, manager and employee level)
SharePoint site to house all Career Progression documents
Pre-recorded WebEx meetings with Alicia Miner
Career Progression program guide (electronic for all employees)
Introduction and recap emails (from RVPs/Jerrad and Dianne) to reinforce messaging, create excitement, etc.
2011 Annual Benefits EnrollmentQuestions?
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