Questions and answers about the Classification and Compensation Study.
Quantify whenever possible. Indicate dollar volume for financial responsibility, number of accounts, ledgers, grants, number of faculty in department, number of persons supervised, etc.
The position’s immediate supervisor should develop the position description and share with the employee so the expectations of the job functions are clear. The supervisor and management have the right and responsibility to authorize the content of a position description (assign duties and responsibilities).
Avoid using ambiguous terms such as “assist,” “advise,” “handle,” “inspect,” and “research.” If it is essential that such terms be used, the degree of assistance, advice, handling, inspecting, or researching should be stated.
Complexity of Work Performed
Consequence of Errors
Reports and Record Keeping
Knowledge and Experience
Responsibility for Public Contact
Use these KSA’s as the College standard, then write additional ones specific to the position.
Problem Solving – Identifies and resolves problems in a timely manner; Gathers and analyzes information skillfully; Develops alternative solutions; Works well in-group problem solving situations; Uses reason even when dealing with emotional topics.
Interpersonal Skills – This position requires a strong interpersonal and communication skills and the ability to work effectively with a wide range of constituencies in a diverse setting.
Oral Communication – Speaks clearly and persuasively in positive or negative situations; listens and gets clarification; Responds well to questions; Demonstrates group presentation skills; Participates in meetings.
Written Communication – Writes clearly and informatively; Edits work for spelling and grammar; Varies writing style to meet needs; Presents numerical data effectively; Able to read and interpret written information.
Cost Consciousness – Works within approved budget; Develops and implements cost saving measures. Articulates financial implications and realities.
Ethics – Treats people with respect; Keeps commitments; inspires the trust of others; Works with integrity and ethically; Upholds organizational values.
Planning/Organizing – Prioritizes and plans work activities; Uses time efficiently; Plans for additional resources; Sets goals and objectives;
Quality – Demonstrates accuracy and thoroughness; Looks for ways to improve and promote quality; Applies feedback to improve performance; Monitors own work to ensure quality.
Information Technology – Experience with and understanding of automated systems and analytical and reporting tools.
New College makes safety for its community a top priority. When interruptions in normal college operations occur as a result of an emergency, the college will exercise efficient use of its resources to ensure the safety and welfare of the college community, continuity of key operations, and the protection of college property.
The College’s Emergency Operations Plan (EOP) integrates the responses of all available college resources and provides for varying levels of campus emergency preparedness needed to address specific circumstances. The plan describes the roles and responsibilities of departments and employees in protecting life and property, in responding to the needs of those affected, and in disseminating accurate and timely information to the campus and the public. The goal is to ensure an organized, structured, coordinated and caring response in all emergency situations.
The EOP identifies designated personnel who may be needed to perform duties on campus during an interruption in normal operations. Essential personnel provide vital support to the college in the event of an emergency or disaster resulting in the official suspension of classes and/or closing of offices.
When the college officially closes or suspends classes due to an emergency, essential employees may be required to report to work if directed to do so by a supervisor or the college’s executive management team.
Departments are responsible for identifying essential employees and notifying them where and when they are required to report to work.
Essential employees should receive and acknowledge written designation of their essential employee status from their department. This will be accomplished upon their initial hire and renewed each year during their performance evaluation and position description review. The written designation remains in effect until the essential employee designation is rescinded in writing.
Continuation of critical and essential services.
Maintaining integrity of infrastructure, property or systems.
Staffing or functions needed at any point during a period offices are closed.
Response or assessment before, during or immediately following an emergency event.
Essential employees also have a responsibility to monitor official College communications related to an emergency, including the Campuswide Alerts page, and the campus phone alert system as well as maintain up-to-date contact information in Employee Self Service (NewCleis)
• If nonexempt employees are required to work during an emergency closing, in addition to their normal pay, they will earn one hour of compensatory leave for each hour worked during the emergency closing. For example, if a nonexempt employee works during an emergency closing for eight (8) hours, the employee will earn eight (8) hours of regular pay (unless they are in overtime status for the workweek), plus they will be granted eight (8) hours of compensatory leave. The employee may receive pay for the compensatory hours worked if requested. If the compensatory leave is not used by the employee within six (6) months following its accrual, the employee will be paid for the leave.
• Exempt staff employees are eligible for compensatory leave at the discretion of the supervisor. If a supervisor elects to provide compensatory leave, the same rules that apply to non-exempt employees will apply to exempt employees.
• Faculty are not eligible for compensatory leave under this process.
We are pleased to report that the College is progressing on the work needed to complete the staff position classification and compensation project. Sibson Consulting, a human resources consulting firm nationally recognized for its work with higher education institutions, has reviewed all USPS and A&P position descriptions and is now conducting the market study.
Our ability to recruit and retain quality talent requires a competitive and fair compensation program that reflects our culture and work environment. We will accomplish this by providing a financially responsible, overarching compensation program, salary structure and job evaluation system.
The study phase is expected to run through the summer of 2018. A project timeline for the study is included with this correspondence. The implementation plan will likely take several years to accomplish. Please note that until the study is fully completed we will not know what adjustments, if any, may be made to individual salaries. We will keep you informed of our progress.
We appreciate your support and patience as we embark on this important effort. Thank you
Information Update (July 12, 2018)
1. All position descriptions have been received, analyzed and benchmarked by Sibson compensation analysts. Sibson’s analysts have made recommendations regarding title changes and reclassifications based on these benchmarks.
2. Meetings have been held with each of the President’s senior staff to ensure that every employee is appropriately classified, that the organizational structure is accurate and that each position is placed correctly within the unit.
3. A new position classification and pay grade system has been developed based on 11 pay grades. An employee’s length of service in a given position was factored as part of compensation considerations.
4. A review of salary compression issues within position titles based on date of hire within the position is almost complete and options for addressing this issue are being formulated.
5. The College is closing out FY 2017-18 and building the FY 2018-19 operating budget. Analysis is being completed for determining the funding that can be set aside for salary adjustments for all employees, including staff covered under the Sibson study as well as faculty (who are not part of the Sibson study). Implementation of the Sibson salary study will be structured around what is affordable for this current fiscal year.
Upon completion of the study an implementation plan will be developed. It will not be financially feasible to increase everyone at one time, but a plan will be developed to make adjustments possible over a manageable period of time with a goal to begin in summer.
Position descriptions were reviewed by Human Resources. Those that had not been updated for several years were reviewed with management. Further review will be forthcoming as the study continues.
Please see the link for the Benchmark Institution List on this page.
If the position descriptions need revising, employees will be notified by their supervisors. The results of the Sibson salary survey portion of this project will not be known until summer. Campus communications will be forthcoming as the project continues.
Employees will be notified by letter if they are affected by the salary survey results.
No. The Sibson study is being conducted to give us updated position descriptions that will result in a classification system that coordinates with the SUS system. The study will also aid us in benchmarking position salaries.
No. It will not be used to judge job effectiveness or job performance.
Yearly. It is a best practice that supervisors and employees review the position descriptions at the same time as the annual evaluation for any significant changes in duty.
Once the study is complete individuals who are performing in excess of their respective job description will be ‘flagged’ and re-evaluated as to the proper channels to take to remedy the situation. For example, some positions may need to be re-classified.
Each position description will state the knowledge, skills, abilities, education level, and amount of experience required. After the review of job descriptions, the relative recruitment markets will be determined and from this a salary range will be applied.
Sibson utilized College and University Personnel Administration (CUPA) salary survey data for CUPA Staff in High Education and two other companies who specialize in salary compensation data:
Willis Tower Waters (TW)
For CUPA data see the national benchmark peer group slide.
For TW and Comp Analyst they used Tampa, Sarasota metro level data. If metro level data was not available, United States data were analyzed.
See this slide Methodology Overview
Information regarding additional phases and implementation will be provided as the budget is finalized for the fiscal year.
New College of Florida Salary Schedules
Log into New Cleis
Select the “Employee” tab
Select “Pay Information” option
Select “Compensation Package” option
View your total compensation package
Amounts are projected over a full year based on your current salary benefits package and plan elections.