Boston University Compensation Program 1 Whats New in Compensation Boston University Compensation Program 2 Carolyn GorhamExecutive Director HR Operations Mary Beth DillonAssistant Director of Compensation ID: 1021864
Download Presentation The PPT/PDF document "Compensation: Update & Position Desc..." is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
1. Compensation:Update & Position Description OverviewBoston University Compensation Program | 1
2. What’s New in Compensation Boston University Compensation Program | 2Carolyn Gorham-Executive Director, HR OperationsMary Beth Dillon-Assistant Director of CompensationCompensation Redesign ProjectECM Platform for Merit Processes
3. ObjectivesBoston University Compensation Program | 3Discuss the role of the position description as an important toolIdentify the components of position descriptions & their purposesSAP forms & workflow
4. Creating & Maintaining PositionsBoston University Compensation Program l 4SAP is our system for Creating and Maintaining a positionPositions are Created or Maintained in SAP by the department and sent through the WorkflowIf this is a new position, or the position has significant changes, please have a preliminary dialogue with your HRBP or your assigned Compensation Consultant.Compensation evaluates the position to determine/validate:Comparison to the external market and internal peersCompliance with wage and hour lawsAll positions are considered to be over-time eligible (non-exempt) until proven otherwise via an analysis of the position descriptionCompliance with equal opportunity laws requiring disability accommodations
5. A role that is created to fulfill a business need of an organization.What is a Position?
6. A detailed list of the predominant, recurring duties and responsibilities assigned to a role.Position descriptions should not contain all possible assignments; just the ones that are the most prevalent. What is a Position Description?
7. The position description is used for communicating the work assigned to an employee, recruitment, budgeting and performance management.Applications of Position Descriptions
8. What’s Included in a Position Description?Boston University Compensation Program l 8Summary StatementEssential FunctionsReporting Relationships & Budget ResponsibilityDecision Making & Independence of ActionPhysical Working ConditionsCharacteristics required for competent performanceSkillsAttributesExperienceEducationCertificationsPosition Title
9. Summary StatementBoston University Compensation Program l 9Define what is the organizational need for this role.Succinct, overview of the general nature, level and purpose of the positionBrief; just a few sentences. Please use official names instead of acronyms Example of an Administrative Assistant Summary:“Perform a wide range of administrative and office support activities for the department and/or managers and supervisors to facilitate the efficient operation of the organization.”
10. Essential FunctionsBoston University Compensation Program l 10The responsibilities of the role are identified and documented in the Essential Functions. This is where the what, how & why of each responsibility should be outlined.Consider & include:Activities performed, supervised, or managedFrequency with which the responsibility is performedWith whom this role interacts and collaboratesExpectations for results/impact of responsibilityAuthority for decision makingTo what extent the position sets processes, goals, financial limits or quality standards
11. Remember….The Essential Functions describe the critical responsibilities required to be performed to be successful in the role, not the skills of the incumbent or potential candidate.The most important responsibility should be located in Essential Function #1 (even if that is not where the majority of time will be spent).The SAP format allows for up to 6 Essential Functions. Generally, position descriptions should have 4 or more Essential Functions.Similar responsibilities can be bundled together. The percent of time must be included with each Essential Function; this is a general annual estimate. Each responsibility is generally not more than ~30% of the time of the role.
12. Essential Function WorksheetBoston University Compensation Program l 12Use the Essential Functions Worksheet to help organize your thoughtsSteps:List all activities, duties and tasksCluster related activities togetherEliminate duplicatesClarify languageDelete extraneous statementsReview each grouping to develop an Essential Functions statementWhat is the position responsible for?How do the activities support that responsibility?
13. 13Write Quick List of Duties Group Related DutiesCreate Essential Function StatementsPrepare and plan for meetings and conferencesSecure space for meetings and conferencesOrder office suppliesMaintain inventory of office suppliesPrepare requisitions for special orders of suppliesInform meeting participants of meeting location and timeDistribute agendasTrack department budgetDraft and type correspondenceMake travel arrangementsSchedule meetingsRun reportsFile paperworkCharge cost of supplies to departmentsWork with vendorsPrepare and plan for meetings and conferencesSecure space for meetings and conferencesInform meeting participants of meeting location and timeDistribute agendasWork with vendorsSchedule meetingsCoordinate all aspects of meetings & conferences by:Scheduling meetings and conferences and informing participants of location and timeSecuring space and working with vendors to set up meetings and conferencesSending soft-copy agendas to participants before the meeting and distributing hard copies during the meetingOrder office suppliesMaintain inventory of office suppliesCharge cost of supplies to departmentsPrepare requisitions for special orders of suppliesMaintain office supplies inventory by:Monitoring supply inventory and replenishing as necessary Preparing requisitions for special ordersCharging cost of supplies to appropriate departmentsTrack department budgetDraft and type correspondenceMake travel arrangementsRun reportsFile paperworkPerform administrative and secretarial support for the department, including:Tracking department budget and running reports Making travel arrangementsFilingDrafting and typing correspondenceExample of an Essential Function Worksheet for anAdministrative Assistant role
14. Physical Working ConditionsBoston University Compensation Program l 14Identify the environment and expectations necessary to perform the Essential Functions such as:SittingDrivingTravelingUsing computerExposure to heat or coldExposure to specific substancesAbility to lift a certain amount of weight & frequency
15. Education, Experience & SkillsBoston University Compensation Program l 15Select the minimum requirements for Education and Experience that are required to proficiently perform the dutiesList only Skills that apply to the position, regardless of whether the incumbent or candidate has more/less skillsIdentify the necessary level of proficiency that applies to each skill
16. Position TitleBoston University Compensation Program l 16The position title identifies the Functional discipline: (Finance, Human Resources, Student Services)General nature and level of work (Coordinator, Analyst, Supervisor, Manager, Director)Examples:Student Services CoordinatorBudget AnalystFinancial Aid Manager
17. Wage & Hour Laws and Equal OpportunityBoston University Compensation Program |17Fair Labor Standards Act (FLSA)Establishes whether the position is overtime-eligibleThe Department of Labor considers all jobs to be non-exempt until proven otherwiseAmericans with Disabilities Act (ADA)Requires that position descriptions include working conditions:Prolonged standing or sittingWorking outdoorsLifting, carrying etc.Facilitates whether a candidate with a physical disability can perform the duties of the position either with or without reasonable accommodation
18. Department of Labor Tests for FLSA Exempt ClassificationBoston University Compensation Program l 18FLSA Duties Tests describe specific types of work that can be “Exempt” from eligibility for Overtime PayThere are four principal Duties TestsIf Position does not meet the Duties Tests, Position is eligible for overtime payCurrent:Minimum salary level required for exemption is $455 per week- annual equivalent of $23,660In Limbo:Minimum salary level required for exemption is $913 per week- annual equivalent of $47,476Regularly receives predetermined amount of compensation each pay period Generally no deductions for time off or breaks
19. Two Types of HCM Forms (OM & PA)Personnel Administration (PA) - actions related to: the employee’s record such as HiringPosition updateLOA/Return from LOAPosition change/transferAdditional paymentsSalary Cost DistributionTerminationRetirementOrganizational Management (OM) – actions related to: building and maintaining reporting structure of organization such asCreating a PositionMaintaining a PositionDelimiting a Position
20. Workflow for Creation of a Position
21. SAP-Where is the Position Data is CapturedBoston University Compensation Program | 21Shuchita Rao, HCM Trainer srao22@bu.edu617-353-4466Training Resources:For Process Guide and Quick Reference Guide:http://www.bu.edu/tech/support/buworks/help/hcmLogin to BUworks (http://www.bu.edu/buworks)Click on “Manager Self Service” tabClick on “Organization” tabClick on “Create a Position” link
22. Boston University Talent Acquisition| 22Effective hiring involves predicting the performance of people you don’t know.
23. ObjectivesBoston University Talent Acquisition| 23Outline the hiring process Develop interview questions that lead to a successful hireIdentify what questions you can and cannot askEvaluate the applicantProvide tools to hire the best candidate
24. BU Hiring Overview*Follows up with contingent offer letterIncludes work schedule, manager, and start date (revised if necessary), ContingenciesIncluding background check and references#16 Employee completes OEM, if applicable
25. Stage one: recruitingIdentifying the Recruiting ProcessPartnering with your HR Talent Acquisition Specialist (TAS)Determining Recruitment SourcesBoston University Talent Acquisition | 4
26. Understanding the Recruitment Process:The Position Posting Process Step ActionOnePosition is created and maintained in SAP TwoPosition goes through Workflow (approval process)ThreePosition is received in HR Four Talent Acquisition Specialist (TAS) works with hiring manager to develop posting and discusses recruitment strategyFivePosition is posted on HR Careers website SixHiring manager will receive notification that the position is postedBoston University Talent Acquisition | 5
27. The Hiring ProcessStepActionOneApplicants applyTwoTAS reviews and forwards resumes to hiring managerThreeInterviews CandidateFour Reference Checks completedFiveHR extends the offer and does background checksSixApplicant is hired and onboarding beginsOnce your position has been posted to the website, you will receive a SilkRoad Recruiting login account. Login = BU loginPassword will be sent from OpenHireBoston University Talent Acquisition | 6
28. BU Recruitment SourcesBoston University Talent Acquisition | 28BU HR websiteHERC (Higher Education Recruiting Consortium)Higher Ed JobsInside Higher EducationLinked In (by request of manager or upon recommendation of TAS)Most jobs are pulled automatically to Indeed, Simply Hired and Glassdoor, as well as, some other aggregate sitesOther sites or publications are discussed with hiring manager. Payment for these sites is by the departmentTerrier Temps
29. Maximizing Posting DescriptionsBoston University Talent Acquisition| 29Use conventional job titlesKeep abbreviations in mindWrite job responsibilities using action verbsInclude time and travel requirementsDifferentiate the requirements i.e. preferred skills, required skillsConsider the length of the job description
30. STAGE TWO: INTERVIEWINGEstablishing job competencies (skills, behaviors and attitudes)Reviewing candidate materialsPreparing questionsInterviewing the candidateBoston University Talent Acquisition | 9
31. Establishing Job CompetenciesBoston University Talent Acquisition| 31OutcomesWhat do you want this person to accomplish?Skills What actual skills and knowledge must a person possess to achieve the desired outcomes?Experience What experience is necessary? What experience is helpful, but not absolutely necessary?Organizational AlignmentWhat does the specific environment of this position require? What personal characteristics are helpful in being successful in this position?
32. What to Look for in a ResumeBoston University Talent Acquisition | 32Signs of achievementSpecific resultsTransferable skills and experiencesAppropriate education and work backgroundContinuity and duration of employmentGaps in timeUnclear, incomplete or conflicting informationLarge numbers of relocationJob changes that do not indicate advancementAccuracy in spelling, grammar and format
33. Boston University Talent Acquisition | 33Lawful or Unlawful Quiz
34. Lawful/UnlawfulBoston University Talent Acquisition| 34GenderSexual Orientation or Sexual IdentityGenetic InformationRaceColorNational OriginReligionAgeDisabilityConvictionsStatus in MilitaryMarital or Parental Status
35. Types of Interview QuestionsBoston University Talent Acquisition| 35Behavioral SituationalRapport BuildingOpen-endedClosedContrary evidence
36. Ask for specific examples which show what the candidate has done in the past and what he/she would do in the future.The single best predictor of future behavior is past behavior!Behavioral interviewingBoston University Talent Acquisition | 15
37. Behavioral InterviewingBoston University Talent Acquisition | 37A person’s past performanceA person’s motivations, thought process, decision making process, assessment of situations, problem-solving skills, analytical skills and action takenApplication of prior experience to future job-related situations
38. Example 1QuestionWhat are your strengths?AnswerI think I’m a hard worker.BehavioralTell me about a project that required you to put in some extra effort to meet a deadline.Boston University Talent Acquisition | 17
39. ASK BEHAVIORAL QUESTIONS“Tell me about a time when . . .”you demonstrated the job criteria we’re interested in.Boston University Talent Acquisition | 18
40. Situational Interviewing QuestionsBoston University Talent Acquisition | 40This is when the candidate may not have the actual experience you are looking forYou want to “see”:How the candidate would assess the situationTheir thought process in resolving the situationIf you were to develop a program for our department, what would you do?You have multiple tasks to accomplish. How would you prioritize the tasks?
41. Effective Questioning TechniquesBoston University Talent Acquisition | 41Rapport building questionsDo you think it will ever stop raining?Open-ended questionsWhat do you like about your current job?Closed questionsHow many years have you worked in healthcare?
42. Effective Questioning TechniquesBoston University Talent Acquisition | 42Contrary evidence questionsYou mentioned you work hard to build your customer service team. Can you tell me about a time when it didn’t work?SilenceIt’s okay. Take some time to think about it before you answer.
43. Interview AgendaBoston University Talent Acquisition | 43Greet candidateEstablish rapportSet agenda for the dayAnnounce note-takingPrepare questionsProbe to clarifyunderstandingGive candidate opportunity to ask QuestionsDescribe job & organizationAsk for references that verify job performanceDescribe interview process (& highlight next steps)Escort candidate outPrivate Location, free from interruptions* Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico
44. Take NotesBoston University Talent Acquisition | 44Inform the candidate that you will take notesWrite down positives and negativesUse key words and phrases to rememberCode key facts with *After interview - evaluate behaviorsMake sure your conclusions have supporting examples
45. The Do’s of InterviewingBoston University Talent Acquisition | 45Do ask all candidates the same questionsDo use the Interview GuideDo find out type of work environment/management style candidate prefersDo engage multiple members of current staff for interviewingWhat questions can you ask in an interview?Would I ask all candidates this question?Is it relevant to the job they will be performing?Does it have the effect of being discriminatory?
46. At the End of the InterviewBoston University Talent Acquisition | 46Review notes to see if you need any more informationProvide an overview of position and role in organizationDO NOT provide feedback that could be interpreted as an implied promise of employmentVerify that candidate is interested in positionElicit questions and provide answersExplain interview process and next stepsThank the candidate for comingEscort the candidate to the next interviewer
47. STAGE THREE: SELECTIONEvaluating objectivelyChecking ReferencesMaking the contingent job offerConducting the Background CheckBoston University Talent Acquisition | 28
48. Evaluate CandidatesBoston University Talent Acquisition | 48Understand selection criteria in advanceComplete assessment while interview is fresh in mindAssess candidate’s responses in all selection areasCompare to skill proficiency levelsBase conclusions on facts, examples and observationsIdentify strengths and limitations in each areaNote areas of weakness or weak data for discussionParticipate in interview team discussion* Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico
49. The Selection ProcessComponent StepsPrepare the job offer Notify Talent Acquisition Specialist when approaching a finalist(s) If external candidate, Talent Acquisition will reach out to schedule HR Interview Discuss details of the offer with your TAS and if applicable with Business/Finance office i.e. salary expectations, start date, etc.Manager needs to complete the Position Offer Detail FormCheck ReferencesReference checks can be done by manager or TAS; part of TAS Service Level AgreementComplete at least two external referencesIf internal finalist, the finalist’s direct Supervisor must supply you with a written reference, which should then be forwarded to your Talent Acquisition SpecialistUse Reference Check Form – a written summary must be sent to HRBoston University Talent Acquisition | 31
50. The Selection ProcessComponent StepsMake the contingent job offerOnly Human Resources can extend an offer of employmentThe Contingent Offer is pending Background CheckHR will submit the Background Check Conduct Background CheckBackground checks must be conducted for all employees - may take up to 2 weeksCertain positions may require CORI/SORI checks Plan accordingly!Finalist cannot start in the position until the background check is completed and approved by HR Boston University Talent Acquisition | 32
51. Stage four: onboardingPreparing before the employee startsUniversity orientationDepartment orientationBoston University Talent Acquisition | 35
52. Why is Onboarding Important? Boston University Talent Acquisition | 52Providing a welcoming, collegial, and professional environment, as well as, the tools and resources is necessary to ensure a new hire’s success at BU.Provides information about the university’s cultureCovers compliance items such as policies and required new hire paperworkGives clarity to the position and performance expectationsEnsures a connection between colleagues, the department and the university
53. Stages of OnboardingBoston University Talent Acquisition | 53Prior to employee’s arrival Inform staff of the employee’s arrivalSet up and clean the new employee’s office spaceWork with IT to obtain and set up computer equipmentDay One New Hire OrientationTour of the building/office/facilitiesCheck in with new hire to review work schedule, dress code, office protocolWeek One Introduce the new employee to staffEstablish access to appropriate computing resources, electronic files, copier, fax machinesReview the position descriptionResource: Onboarding on www.bu.eduhttp://www.bu.edu/hr/manager-resources/onboarding/orienting-your-new-employee/
54. Onboarding System – Red CarpetBoston University Talent Acquisition | 38
55. Thank youBoston University Talent Acquisition | 55