| Issue 3 April 2000 In This Issue |
JIQs - Why They
Were Completed In the fall, 891 Classified employees and 201 employees with a primary focus in Information Technology were asked to complete JIQs. Why? Because building a valid compensation and reward program requires that we understand the responsibilities of the jobs covered by the program. By completing a JIQ, employees provided information we needed to better understand job responsibilities and the basis for developing job descriptions in the future. JIQs - Where They’ve Been In total, 871 JIQs were completed: an overall response rate of 79 percent for Classified employees, and 84 percent for IT employees. A deliberate part of the JIQ process was to provide all employees in a given classification the opportunity to describe their job by completing a JIQ. This served two purposes:
Keep in mind that one desired outcome for the overall project is to reduce the need for job audits. Therefore, it was important that we avoided developing narrowly defined job descriptions that focused too much on day-to-day tasks. We knew if we did that, then slight changes in tasks would trigger lots of job audits. To avoid this problem, whenever we had multiple JIQs for the same classification, we used the individual JIQs to develop a representative JIQ. This was accomplished with the help of employees in the affected jobs and Planning Unit facilitators who led employee meetings to develop the representative JIQs. Once the representative JIQs had been developed, the facilitators were able to "flag" JIQs that did not seem to fit with others in the same classification and forward them to UHR for review. "Flagged" JIQs have since been reviewed to determine if duties appeared substantially different and if a job audit was necessary. Approximately 65 were forwarded to UHR for review, and 23 of those have been recommended for job audits. This outcome was recently communicated to facilitators and supervisors. |
JIQs - What’s Next?
The JIQ Process Chart below shows you where the JIQs have been. However, you may be wondering how they will be used.
Classified and IT JIQs will be used in the Discover Phase to:
JIQs will also be used in the future to develop job descriptions and to support job audits.
What Are Benchmark Jobs?
Benchmark jobs are a sample of jobs that meet the following criteria:
What Is A Labor Market?
A labor market is the market in which the university competes to attract and retain employees with the skills needed to perform a particular job. Labor markets vary from job to job. Depending upon the job, the labor market may be local, regional or national; it could include all types of employers, or it could be limited to a specific type of employer.
The project team will use a number of established salary surveys and additional survey information from state universities in Ohio where available.
Why Is It Important To Know What The Market Pays?
While competitive pay is certainly not the only reason to work for the university, it is something we will consider carefully when developing the new Classified and IT pay structures:
| The Survey In early March, the Employee Opinion Survey was sent to all Classified, IT employees, administrators and faculty with administrative appointments. Take a look at the following chart to see participation levels in your planning unit. |
Survey Results We are pleased to announce an overall response rate of 59% for the Ohio University survey. Thanks to all who took the time to participate. These survey results provide a solid representative basis for action planning. Analysis and review of the survey results will occur over the next several months. Key findings will be communicated to university employees this summer following the wrap up of Phase 1: Discover. |
| Project Status Designing a successful compensation plan takes time. Each phase of the project has a series of steps that needs to be completed before moving on to the next Phase. The chart above provides general details of each phase of the project. During Spring Quarter, Watson Wyatt consultants will facilitate project and steering team meetings to:
In Phase II: Invent, we will begin designing the compensation and reward systems. |
Plan Objectives As we move through the phases of the project, it is important to keep in mind why we initiated this project. Key objectives of this undertaking are to create a compensation framework and supporting reward systems that:
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Who’s Who
| OU Project
Team Karen Hudson - Project Manager Rosemary Butcher Kim Greenfest Diana Kasler Nellie Mitchell Steve Noftz Judi Rioch Steve Skidmore Wanda Sheridan Mark Stockman Vicki Storer |
OU Steering
Team Gary North - Executive Sponsor Greg Coen Margaret Cooper Nancy Crist Karen Hudson Sharon Huge Jim Kemper Ted Kohan Doug Mann |
Watson
Wyatt Project Team Watson Wyatt is the human resources consulting firm that is working with the university on this project. Jon Randall -
Project Lead |
| Questions? Visit our website at www.ohiou.edu/comp to view the Frequently Asked Questions link, submit a question of your own through the Contact Us link or contact a project team member. |