Staff

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Staff AdministratorJob Evaluation Grading
System

• Jane Shock-Osborn
• Compensation Employee Relations Manager
• Human Resources
• June 2009

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Compensation System Objectives

• Attract and retain best talent to support
  strategic goals
• Improve internal equity
• Improve market equity
• Addresses living wage social justice issues
• Set challenging and realistic goals

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Current System

• Implemented in January 2001
• Staff Grades 400 through 460
• Administrator Grades 500 through 570
• Positions assigned to grade based on broad
  description of job duties
• Pay Ranges updated in 2006, then annually

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New Job Evaluation and Grading System

• Office Human Resources contracted with the Koker
  Goodwin Associates to develop
• New job evaluation system
• Updated pay grades to reflect current, relevant
  market data (updated annually).
• New job evaluation tool and related grades
  supported by an automated system
• Less reliance on other sources to benchmark pay

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Job Evaluation

• The new job evaluation tool uses a point factor
  system to determine the appropriate pay grade for
  each position. 
• The jobs are rated based on 10 factors.
• Experience Required
• Education Required
• Managerial Responsibility
• Interpersonal Skills
• Independent Judgment
• Mental Process/Problem Solving
• Organizational Impact
• Organizational Restraint
• Physical Safety
• Working Environment

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• EXPERIENCE The amount of experience required to
  enable an employee (with the necessary education)
  to attain acceptable proficiency and skill in the
  job
• EDUCATION The formal education needed to
  perform the duties and fulfill the
  responsibilities of the job

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• MANAGERIAL RESPONSIBILITY The degree to which
  the elements of supervision and management must
  be carried out in coordinating activities,
  functions or sub-functions
• INTERPERSONAL SKILLS The level and scope of
  direct contacts, and the communication skills
  needed to work effectively with people inside and
  outside the organization

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• INDEPENDENT JUDGEMENT The latitude permitted
  for independent judgment in solving problems
• MENTAL PROCESS/PROBLEM SOLVING The extent and
  nature of the problems to be solved.  This
  dimension measures the nature and complexity of
  the problems the employee encounters and must
  solve.

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• ORGANIZATIONAL IMPACT The level of authority to
  make decisions that impact achievement of key
  organizational objectives, financial results
  and/or overall mission
• ORGANIZATIONAL RESTRAINT The extent of
  restraint under which the employee operates. 
  Considers the supervision received and the
  potential for errors.

10

• PHYSICAL SAFETY The physical working conditions
  under which the employee must operate and the
  level of physical activity associated with the
  work
• WORKING ENVIRONMENT The risks and discomfort in
  the employee's physical surroundings, or the
  nature of the work assigned
• and safety regulations required

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Automated Job Evaluation System

• More efficient position pay data is easily
  accessible resulting in improved internal equity
• Quicker turn around time on job studies
• Improved reporting capabilities
• Improved analysis of position pay relative to
  market
• Accurate accessible data supports improved
  analysis and decision making

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New Pay Grades

• New grades based on a market structure comprised
  of 20 grades
• Non-exempt Staff positions allocated to grades 4
  through 13
• Exempt Administrator positions allocated to
  grades 8 through 18
• Grades 8 through 13 shared by Staff and
  Administrators

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New Pay Grades

• Pay grades updated annually, reflect levels of
  work at Loyola relative to reliable market data
• More precise measurement and tracking tool

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Implementation

• Human Resources met with managers supervisors
  to evaluate each position or groups of positions
  at Loyola using the new job evaluation method
• Assigned each position to the appropriate new
  grade
• New job evaluation and grades will go into effect
  on July 1, 2009.

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Implementation

• Human Resources notified each employee of their
  positions grade in the new system
• New grade will not affect your current rate of
  pay
• New system will support Loyola in making more
  precise pay decisions in the future based on
  annual salary surveys and standardized methods

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How Does This Improve the Compensation System
at Loyola?

• Improves internal equity
• Strengthens market competitiveness
• New job evaluation system supports consistent,
  documented job evaluation practices
• New pay ranges reflect the levels of work at
  Loyola in relation to reliable market data
• New pay ranges will allow employees to monitor
  individual progress through their assigned grade
  towards a targeted market goal

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Questions DiscussionJane Shock-OsbornCompensa
tion Employee Relations ManagerHuman
Resources5000 York Road, 2nd Floor410-617-1370j
fshockosborn_at_loyola.edu