In April, 2012 Ohio University began the first phase of a compensation project covering classified non-bargaining employees and administrative/professional employees on all campuses. This project, called COMPENSATION 2014 (Comp 2014), involves a review of current job classifications and the development of new pay plans. The project aims to create consistent job classifications and clear career tracks for all administrative, professional and non-bargaining unit classified employees and ensure that salaries are market based.
The University Human Resources Compensation team initiated the COMP 2014 Team to satisfy the requirements of the University’s voluntary Resolution Agreement entered into with the Department of Education (DOE) to comply with DOE regulations.
The Comp 2014 Team has been working with an experienced Human Resources consulting firm, which has been hired to help complete the project within the timeframe mandated by a Department of Education resolution agreement. A Steering Committee was created to review and provide advice on project objectives, communication strategy, deliverables, and timelines. Pam Benoit and Steve Golding have been identified as the Executive Sponsors for the Compensation 2014 Project.
Please click on the links to the left to view more about the roles of the Comp 2014 Team, the Steering Committee and the Executive Sponsors.
The Comp 2014 Team continues to make progress towards achieving the project objectives by its Dec. 1, 2014 deadline.
In February 2014, members of the Comp 2014 Steering Committee, as well as subject matter experts across the University, were asked to review the draft job families, sub-families, career tracks, and job level grids and provide feedback to the Comp 2014 Team. The feedback received was extremely helpful and essential to the continued progress of the Comp 2014 project. The output of this phase was the framework that included approximately 27 job families each with 3 career tracks and 14 job levels representing the 1,900 positions included in the scope of the resolution agreement.
As of March 2014, the COMP 2014 project team has completed phase three of the project. The goal of phase three was to develop a job framework that includes job families/sub-families and career tracks for classifying positions. There are 27 job families used to group jobs involving similar types of work (e.g. human resources, finance and business, administrative services, etc.) with sub-families providing a further refinement of the family (e.g. human resources sub-families might include benefits, employment, compensation, etc.). Completed Job Family Grids and full Framework will be posted within the coming months.
Career tracks further clarify the nature of the work being performed; the team has developed three career tracks for the University: technical and administrative support, individual contributor and management. The job framework will provide consistent position leveling based on requirements, impact and complexity of the role versus an incremental task orientation. The framework also reinforces that advancement to a higher career level is not automatic and requires performing duties that are more complex and have a greater level of impact across the organization.
Phase four of the Comp 2014 project is entering its final stages. This phase includes identifying comparison markets, benchmark jobs and matching benchmark jobs to surveys, and analyzing market data. During this phase, the University obtains market data from surveys of comparable positions among our peer higher education institutions, as well as from market surveys of positions in general industry, where appropriate. Following the completion of phase four, work in the final phases will begin which include: creation of pay structures, FLSA review, equity analysis, and implementation; which are projected to be completed by Dec. 1, 2014.
As a reminder, while positions may shift grades as the University develops and transitions to the new structure, employee pay will not be reduced as a result of this effort. That commitment was made to employees at the inception of this project and it has not changed. The project may result in increased pay in certain areas, based on a market and equity analysis; however, the University believes that pay is generally competitive, and does not expect that a large number of pay adjustments will be required. The University will continue to work through all steps of the project to determine the results.