August / September 2021

The University of Rochester’sCareer Path Modernization Project

Employee Forum

CPM Employee Forum 1Agenda 1. Introductions

2. What led us here?3. CPM Overview4. Project Status5. Questions and Answers6. Continued Engagement

Kathy GallucciChief Human

Resources Officer

Dan SalamoneInterim Senior Director,

University Compensation

Sonya GarlingtonDirector, Compensation

Today’s Presenters

Outdated job structure and programs no longer include

all the work being done across the University

Decentralized policiescreate lack oftransparency

Overgeneralization or lack of visibility into other roles

means unclear career path opportunities for employees

Our current compensation and job structure is 40-years old and now hinders our ability to plan, manage, compensate, develop, and engage our employees.

CPM Overview

Having a strong job structure as a foundation enables the development of better talent programs and strategies relating to:

• Total Rewards (pay and benefits) structures• Equity and Inclusion initiatives• Workforce planning and succession planning• Performance management• Career support, professional development and career

advancement

The goal of CPM is to create a new, relevant job structure that will impact the ways we hire, pay, develop, and advance our workforce

Job FamilyClinicalAcademic & Student ServicesFinance

*Job Sub-Family

AmbulatoryClinical SupportImagingNursing

Academic AdministrationAdmissionsFinancial AidStudent Engagement

AccountingFinancial Planning & BudgetingInvestment ManagementPayroll & Tax

Career Stream

Clinical – Individual contributors who come in direct physical contact with patients and have responsibility in a clinical discipline focused on patient needs.

Support - Support institutional strategy through tactical support of daily activities

Professional - Execute institutional strategy, with a range of responsibilities in a professional discipline or specialty

Management - Management roles that operationalize strategy and activities

Executive – Focus on overall functional and business strategies and goals; sets vision

Job Level Hierarchical position of jobs based on incremental changes in complexity, impact and requirements. (P1, P2, P3, P4, etc.)

Broad

Specific

Example of a Future State Job Structure

* Groups jobs that share skill sets/knowledge

Create a structure for how employees may progress in their careers consistent with organizational needs.

Give employees visibility into different career paths and empower their own professional development.

Establish levels and requirements for career progression that will guide growth opportunities.

Assign jobs to the appropriate level in our new job structure.

Organize positions for classification clarity and transparency.

Create a compensation system in which pay is assessed relative to the market.

CPM is about the development, organization, and implementation of a new job structure with relevant, corresponding job profiles that accurately reflect the work being done at UR. It will enable us to:

× an effort to change the responsibilities of employees.× intended to reorganize departments or units.× the same as training or individual career development planning.× a budget savings initiative.× about individual raises or promotions.

CPM is NOT:

Project Leadership Team includes key HR leadership members who manage project planning, operationalization, and progress

Project Team includes key HR members in roles that are critical for CPM success. They act as a sounding board for project deliverables, processes, and plans

Advisory Committee includes representatives from across the University who provide expertise regarding divisional needs, department resources, and position specific functions

Steering Committee includes senior leadership from across the University who provide direction and support for the project, as well as oversee progress

For a full list of committee members, visit the CPM website.

Project Committee Structure

Project Timeline

CPM is a multi-year project broken out into six phases:

Compensation PhilosophyEstablish Compensation Philosophy to articulate the guiding principles for setting and administering compensation.

Structure, Leveling, & MappingDevelop an organized framework (which includes career streams, levels, job families and sub-families) for leveling and reviewingjobs across the University. This includes department review of the job mapping.

Market Pricing and AssessmentConduct market pricing analysis to determine market salary rates and form the basis for the salary structure.

Pay Structure DevelopmentUsing market data that reflects the multiple markets within which UR competes for staff talent, develop market-referenced salaryranges.

Pay Administration GuidelinesDevelop pay administration guidelines to guide salary administration and decision-making.

ImplementationTransition staff to new job structure.

Phase 1: Compensation Philosophy

Included in this phase:• Input from stakeholders from across the organization to understand relevant challenges and priorities.

The themes from these interviews will guide the new Compensation Philosophy, job structure and other aspects of CPM.

• Development of a Compensation Philosophy that will define the University’s guiding principles on compensation. It creates a framework for consistent pay and will inform CPM and the University’s compensation practices.

Status:• Currently socializing the Compensation Philosophy with leadership (ie Senior Leadership Group,

Cabinet, and others), as well as key stakeholders (ie Advisory Committee, Genesee Staff Council, and others)

Phase 2: Job Structure, Leveling and Mapping

Included in this phase:• The creation of a new job structure which is the foundation of the project• Once the new structure is developed:

• Jobs will be mapped to the new structure• Departments will review current roles to ensure they’re mapped to the appropriate job classification• Titling conventions will be developed to provide consistency and transparency for career exploration• Tools will be developed to drive consistency in how jobs are mapped to the new structure

• Technology Evolution:• HRMS team begins making the required changes to the HRMS system• Implementation of a new compensation administration tool, MarketPay, to provide better, easier and more

efficient matching of jobs to market• Implementation of a new job library tool, JDXpert, to provide the community insight into our jobs

Status:• Recently completed Job Structure workshops (Mercer-led); will begin reviews shortly.

Phase 3: Market Pricing &Competitive Assessment

Phase 4: Pay Structure Development

Included in this phase:• Identification of the appropriate markets, factors and

guidelines to use when “matching” jobs to the market• Jobs will be “matched” to comparable jobs in the

market via compensation surveys. This provides a comparison group, enabling assessment of pay relative to market

• Assessment of pay competitiveness at a high level (e.g. types/categories of jobs, levels, etc.)

Included in this phase:• A new pay structure is developed, including pay grades

and pay grade ranges (minimum, midpoint and maximum)

• Jobs are assigned to the pay structure (i.e. to a pay grade) based on their market match

• Implementation plans are finalized

Phase 5: Pay Administration Guidelines Phase 6: Implementation

Included in this phase:• Development of best practices for how pay will be

administered moving forward. These guidelines will align with the Compensation Philosophy, the new job structure, and the new pay structure

• The Wage & Salary Program and compensation policies and procedures will be refreshed as appropriate

• A Compensation Governance Committee will be established for ongoing direction and support

Included in this phase:• Additional tools are available to help the University

community understand the new job and pay structures and their implementation

• HRMS system updates are completed• Employees are made aware of the alignment of their

position in the new job structure.• New job structures take effect

Questions and Answers

Stay engaged with CPM

Tell us what you thought of today’s forum.

A survey link will be emailed to you this week for feedback on today’s Employee Forum

Explore the content from today’s sessionA recording of this

presentation and the slides will be on the website

Attend the next Employee Forum

Employee Forums this winter will focus on our Job Structure and Compensation Philosophy

Stay engaged after the forum

Project Summary

Scope and Phases

Project Committees

CPM Glossary

Frequently Asked Questions

Visit:Rochester.edu/working/cpm

There are more resources available for you on the CPM website