» Placing Job in Family

  • Job families: A job family is a group of jobs in which the work performed is of a similar nature. It is a macro grouping based on a segmentation and primary concentration of jobs at Chapman University
  • The purpose of job families has both an external and internal perspective:
  • External

Job families will enable the institution to compete for highly talented staff by ensuring that appropriate comparison markets are identified, the organization's pay position is responsive to market pressures, and that roles and titles are reflective of market practices to facilitate the recruitment and retention of qualified staf

Internal

Job families will enable the institution to identify roles that perform similar work across all areas of the University, help ensure consistency of pay and titling for these positions, clarify career opportunities for staff, and will assist with determining internal equity

Job Title/Role Definitions

  • Purpose for job title/role definitions:

Provide a consistent set of definitions and titling conventions for common job titles at Chapman to ensure clarity when possible

To assist with defining job evaluation factors for determining internal equity (job leveling)

To serve as a guide in the future when creating and slotting new jobs

To illustrate career progression and level within the institution

Each job level must be defined clearly, recognizing that there needs to be a degree of flexibility. Categories to describe are:

  • Summary of the role
  • Nature of responsibilities (impact)
  • Definition of scope
  • Education/Experience

* Even though compensation data may be indirectly linked to job titles, it is not defined by them. Compensation can also be influenced by factors such as department size, function criticality, and job scope

Reclassification of a Job

  • During the course of normal operations, changes in roles and responsibilities may make it necessary to update an employee’s position description. Since the market value of job responsibilities is the basis for grade assignments, significant changes in a job’s responsibilities may warrant a review of the job and its market value
  • The following are examples of situations that may warrant a job evaluation:
  • Department reorganization / job restructuring
  • Addition of full-time staff reporting to the job
  • Addition of new areas of responsibility
  • Substantial change in level of authority and accountability
  • A job would not be re-graded for small changes in the responsibilities, earning a degree, etc.
  • Steps include:
  • Notify the appropriate manager for review when changes are determined
  • Review changes to ensure reasonable and equitable distribution of workloads and assignment of duties
  • If changes are substantial, review to see if job belongs in a different job title and submit a PDQ to Human Resources for review
  • Once job has been reclassified, refer to the “managing pay within a grade” guidelines

Transfers/promotion to a job in the same pay grade

  • Not all career advancement opportunities are a promotion; some employees may choose to take a different job in the same salary grade
  • Considerations for increases include the degree of differences in job responsibilities and whether additional training is needed. Salary adjustments (recommended by the Manager to HR) generally would range from 3-8%  (see below) depending on individual circumstances, including:
  • New job roles and responsibilities
  • An employee’s knowledge, skill, experience and performance
  • An employee’s pay history
  • Internal equity

Promotion to a job in a higher grade

  • A promotion involves an employee taking a job in a higher grade. Being promoted involves taking on greater responsibilities in a job that is assigned to a higher salary grade
  • Such a move typically warrants an increase in base salary to recognize these additional responsibilities and to ensure that the incumbent’s pay is consistent with market and internally for the new job
  • Only exception is when employee’s current salary is very high in the grade for his/her current job
  • HR and the manager will collaborate to develop an appropriate salary within the new salary grade, based on the employee’s knowledge, skill, experience and performance, taking into account several factors similar to the individual salary decisions in the “managing pay within a grade” section:
  • Degree of increase in responsibilities
  • Performance compared to expectations
  • Current salary relative to pay range of new grade
  • Current salary relative to new peers (with similar skills, knowledge, competencies, and experience)
  • Criticality of role / skills to Chapman
  • Depth and breadth of skills and knowledge
  • The salary resulting from this increase should then be compared to the quartile definitions for the new grade to ensure that the employee’s contributions and capabilities for the new job are reflected by the new salary

Salary Administration 

  • Staff salary structure
  • Exempt versus non-exempt
  • Salary Grade found through job analysis, job family creation and job description development
    • Identify the job’s grade and associated salary range
    • Review skills and experience of the individual
    • Preview internal equity

See chart below

 Minimum, Mid, and Max  Range

  •  Expanded Responsibilities
    • Additional responsibilities may be added to a job without changing the core responsibilities of the job
    • Even though this typically does not result in a salary grade change, Chapman wants to reward taking on additional responsibilities whenever it is appropriate
    • HR and the manager of the respective department will collaborate to determine the appropriate increase, with the approval of the respective Vice President
  • Job/market pricing
    • Chapman defines comparison markets based on the level and impact of the job, as well as recruiting and retention requirements. Comparison market segments may differ by function:
    • For jobs that are specific to Higher Education (i.e. staff in registration, advancement, and campus life jobs), comparison markets will consist of Higher Education and/or relevant non-profit institutions
    • Jobs that are not specific to Higher Ed (e.g. certain positions in Finance, IT, and HR) may be compared against both Higher Education, non-profit institutions, and/or private sector jobs
    • Comparison markets will also differ based on position level:
    • Comparison markets for Director-level positions and above will consist of Higher Education institutions at the regional or national level
    • Comparison markets for Supervisors and Managers will consist of Higher Education institutions in the Southern California market
    • Comparison markets for Individual Contributor positions will consist of institutions and organizations in the Orange County market

Merit Increases 

Annual Salary Increases

  • Annual salary increases will be based on performance and the salary increase budget determined each year by University leadership
  • The increase pool will be determine by considering market trends, University financial resources, and overall University strategy and goal achievement

 

ILLUSTRATIVE MERIT DISTRIBUTION MATRIX: 4.0% BUDGET  

Performance Rating

 

 Perfomance Rating quartile

 

The above chart:
  • Is intended as guidelines for merit distributions, not hard and fast rules (e.g., matrix does not recognize recent promotions, off cycle adjustments, etc.)
  • Typically accompanies performance rating distribution guidelines

Off-Cycle Salary Increases

  • Off-cycle salary increases are performance-based discretionary increases that can occur at any time during the year outside the normal increase cycle
  • If Manager wishes to recommend an off-cycle increase, he/she must discuss this with and seek approval from the VP and HR to determine if the increase is justified, compatible with the market, and consistent with the University’s pay guidelines

Performance Administration

  • Performance will be an increasingly important factor in determining salary increases. Pay increases are determined by each individual’s contribution to Chapman’s strategic and operational goals, ability to demonstrate excellence in their job responsibilities, and achievement of specific objectives, as documented in the performance evaluation process;
  • Staff goals as well as performance expectations and metrics will be aligned with the goals, needs, and values of the institution;
  • Chapman’s organizational performance and financial capability, as well as economic conditions, will impact the annual budget for salary change;
  • Chapman will maintain:
    • Current and accurate job descriptions to ensure a shared understanding of job responsibilities
    • A consistent performance evaluation system and process that reinforces the objectives and priorities of the institution