Compensation: Update & Position Description
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Compensation: Update Position Description Overview Boston University Compensation Program 1 Whats New in Compensation Boston University Compensation Program 2 Carolyn Gorham-Executive Director, HR Operations Mary Beth
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01
Compensation: Update & Position Description Overview Boston University Compensation Program | 1<br>
02
What’s New in Compensation Boston University Compensation Program | 2 Carolyn Gorham-Executive Director, HR Operations
Mary Beth Dillon-Assistant Director of Compensation
Compensation Redesign Project
ECM Platform for Merit Processes<br>
Mary Beth Dillon-Assistant Director of Compensation
Compensation Redesign Project
ECM Platform for Merit Processes<br>
03
Objectives Boston University Compensation Program | 3 Discuss the role of the position description as an important tool
Identify the components of position descriptions & their purposes
SAP forms & workflow<br>
Identify the components of position descriptions & their purposes
SAP forms & workflow<br>
04
Creating & Maintaining Positions Boston University Compensation Program l 4 SAP is our system for Creating and Maintaining a position
Positions are Created or Maintained in SAP by the department and sent through the Workflow
If 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 peers
Compliance with wage and hour laws
All positions are considered to be over-time eligible (non-exempt) until proven otherwise via an analysis of the position description
Compliance with equal opportunity laws requiring disability accommodations<br>
Positions are Created or Maintained in SAP by the department and sent through the Workflow
If 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 peers
Compliance with wage and hour laws
All positions are considered to be over-time eligible (non-exempt) until proven otherwise via an analysis of the position description
Compliance with equal opportunity laws requiring disability accommodations<br>
05
A role that is created to fulfill a business need of an organization. What is a Position?<br>
06
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?<br>
Position descriptions should not contain all possible assignments; just the ones that are the most prevalent. What is a Position Description?<br>
07
The position description is used for communicating the work assigned to an employee, recruitment, budgeting and performance management. Applications of Position Descriptions<br>
08
What’s Included in a Position Description? Boston University Compensation Program l 8 Summary Statement
Essential Functions
Reporting Relationships & Budget Responsibility
Decision Making & Independence of Action
Physical Working Conditions
Characteristics required for competent performance
Skills
Attributes
Experience
Education
Certifications
Position Title<br>
Essential Functions
Reporting Relationships & Budget Responsibility
Decision Making & Independence of Action
Physical Working Conditions
Characteristics required for competent performance
Skills
Attributes
Experience
Education
Certifications
Position Title<br>
09
Summary Statement Boston University Compensation Program l 9 Define what is the organizational need for this role.
Succinct, overview of the general nature, level and purpose of the position
Brief; 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.”<br>
Succinct, overview of the general nature, level and purpose of the position
Brief; 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.”<br>
10
Essential Functions Boston University Compensation Program l 10 The 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 managed
Frequency with which the responsibility is performed
With whom this role interacts and collaborates
Expectations for results/impact of responsibility
Authority for decision making
To what extent the position sets processes, goals, financial limits or quality standards<br>
Consider & include:
Activities performed, supervised, or managed
Frequency with which the responsibility is performed
With whom this role interacts and collaborates
Expectations for results/impact of responsibility
Authority for decision making
To what extent the position sets processes, goals, financial limits or quality standards<br>
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.<br>
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.<br>
12
Essential Function Worksheet Boston University Compensation Program l 12 Use the Essential Functions Worksheet to help organize your thoughts
Steps:
List all activities, duties and tasks
Cluster related activities together
Eliminate duplicates
Clarify language
Delete extraneous statements
Review each grouping to develop an Essential Functions statement
What is the position responsible for?
How do the activities support that responsibility?<br>
Steps:
List all activities, duties and tasks
Cluster related activities together
Eliminate duplicates
Clarify language
Delete extraneous statements
Review each grouping to develop an Essential Functions statement
What is the position responsible for?
How do the activities support that responsibility?<br>
13
13 Example of an Essential Function Worksheet for an
Administrative Assistant role<br>
Administrative Assistant role<br>
14
Physical Working Conditions Boston University Compensation Program l 14 Identify the environment and expectations necessary to perform the Essential Functions such as:
Sitting
Driving
Traveling
Using computer
Exposure to heat or cold
Exposure to specific substances
Ability to lift a certain amount of weight & frequency<br>
Sitting
Driving
Traveling
Using computer
Exposure to heat or cold
Exposure to specific substances
Ability to lift a certain amount of weight & frequency<br>
15
Education, Experience & Skills Boston University Compensation Program l 15 Select the minimum requirements for Education and Experience that are required to proficiently perform the duties
List only Skills that apply to the position, regardless of whether the incumbent or candidate has more/less skills
Identify the necessary level of proficiency that applies to each skill<br>
List only Skills that apply to the position, regardless of whether the incumbent or candidate has more/less skills
Identify the necessary level of proficiency that applies to each skill<br>
16
Position Title Boston University Compensation Program l 16 The 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 Coordinator
Budget Analyst
Financial Aid Manager<br>
General nature and level of work
(Coordinator, Analyst, Supervisor, Manager, Director)
Examples:
Student Services Coordinator
Budget Analyst
Financial Aid Manager<br>
17
Wage & Hour Laws and Equal Opportunity Boston University Compensation Program |17 Fair Labor Standards Act (FLSA)
Establishes whether the position is overtime-eligible
The Department of Labor considers all jobs to be non-exempt until proven otherwise
Americans with Disabilities Act (ADA)
Requires that position descriptions include working conditions:
Prolonged standing or sitting
Working outdoors
Lifting, carrying etc.
Facilitates whether a candidate with a physical disability can perform the duties of the position either with or without reasonable accommodation<br>
Establishes whether the position is overtime-eligible
The Department of Labor considers all jobs to be non-exempt until proven otherwise
Americans with Disabilities Act (ADA)
Requires that position descriptions include working conditions:
Prolonged standing or sitting
Working outdoors
Lifting, carrying etc.
Facilitates whether a candidate with a physical disability can perform the duties of the position either with or without reasonable accommodation<br>
18
Department of Labor Tests for FLSA Exempt Classification Boston University Compensation Program l 18 FLSA Duties Tests describe specific types of work that can be “Exempt” from eligibility for Overtime Pay
There are four principal Duties Tests
If Position does not meet the Duties Tests, Position is eligible for overtime pay
Current:
Minimum salary level required for exemption is $455 per week- annual equivalent of $23,660
In Limbo:
Minimum salary level required for exemption is $913 per week- annual equivalent of $47,476
Regularly receives predetermined amount of compensation each pay period
Generally no deductions for time off or breaks<br>
There are four principal Duties Tests
If Position does not meet the Duties Tests, Position is eligible for overtime pay
Current:
Minimum salary level required for exemption is $455 per week- annual equivalent of $23,660
In Limbo:
Minimum salary level required for exemption is $913 per week- annual equivalent of $47,476
Regularly receives predetermined amount of compensation each pay period
Generally no deductions for time off or breaks<br>
19
Two Types of HCM Forms (OM & PA) Personnel Administration (PA) - actions related to: the employee’s record such as
Hiring
Position update
LOA/Return from LOA
Position change/transfer
Additional payments
Salary Cost Distribution
Termination
Retirement Organizational Management (OM) – actions related to: building and maintaining reporting structure of organization such as
Creating a Position
Maintaining a Position
Delimiting a Position<br>
Hiring
Position update
LOA/Return from LOA
Position change/transfer
Additional payments
Salary Cost Distribution
Termination
Retirement Organizational Management (OM) – actions related to: building and maintaining reporting structure of organization such as
Creating a Position
Maintaining a Position
Delimiting a Position<br>
20
Workflow for Creation of a Position<br>
21
SAP-Where is the Position Data is Captured Boston University Compensation Program | 21 Shuchita Rao, HCM Trainer
srao22@bu.edu
617-353-4466
Training Resources:
For Process Guide and Quick Reference Guide:
http://www.bu.edu/tech/support/buworks/help/hcm
Login to BUworks (http://www.bu.edu/buworks)
Click on “Manager Self Service” tab
Click on “Organization” tab
Click on “Create a Position” link<br>
srao22@bu.edu
617-353-4466
Training Resources:
For Process Guide and Quick Reference Guide:
http://www.bu.edu/tech/support/buworks/help/hcm
Login to BUworks (http://www.bu.edu/buworks)
Click on “Manager Self Service” tab
Click on “Organization” tab
Click on “Create a Position” link<br>
22
Boston University Talent Acquisition| 22 Effective hiring involves predicting the performance of people you don’t know.<br>
23
Objectives Boston University Talent Acquisition| 23 Outline the hiring process
Develop interview questions that lead to a successful hire
Identify what questions you can and cannot ask
Evaluate the applicant
Provide tools to hire the best candidate<br>
Develop interview questions that lead to a successful hire
Identify what questions you can and cannot ask
Evaluate the applicant
Provide tools to hire the best candidate<br>
24
BU Hiring Overview *Follows up with contingent offer letter
Includes work schedule, manager, and start date (revised if necessary),
Contingencies
Including background check and references #16 Employee completes OEM, if applicable<br>
Includes work schedule, manager, and start date (revised if necessary),
Contingencies
Including background check and references #16 Employee completes OEM, if applicable<br>
25
Stage one: recruiting Identifying the Recruiting Process
Partnering with your HR Talent Acquisition Specialist (TAS)
Determining Recruitment Sources Boston University Talent Acquisition | 4<br>
Partnering with your HR Talent Acquisition Specialist (TAS)
Determining Recruitment Sources Boston University Talent Acquisition | 4<br>
26
Understanding the Recruitment Process: The Position Posting Process Boston University Talent Acquisition | 5<br>
27
The Hiring Process Once your position has been posted to the website, you will receive a SilkRoad Recruiting login account.
Login = BU login
Password will be sent from OpenHire Boston University Talent Acquisition | 6<br>
Login = BU login
Password will be sent from OpenHire Boston University Talent Acquisition | 6<br>
28
BU Recruitment Sources Boston University Talent Acquisition | 28 BU HR website
HERC (Higher Education Recruiting Consortium)
Higher Ed Jobs
Inside Higher Education
Linked 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 sites
Other sites or publications are discussed with hiring manager. Payment for these sites is by the department
Terrier Temps<br>
HERC (Higher Education Recruiting Consortium)
Higher Ed Jobs
Inside Higher Education
Linked 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 sites
Other sites or publications are discussed with hiring manager. Payment for these sites is by the department
Terrier Temps<br>
29
Maximizing Posting Descriptions Boston University Talent Acquisition| 29 Use conventional job titles
Keep abbreviations in mind
Write job responsibilities using action verbs
Include time and travel requirements
Differentiate the requirements i.e. preferred skills, required skills
Consider the length of the job description<br>
Keep abbreviations in mind
Write job responsibilities using action verbs
Include time and travel requirements
Differentiate the requirements i.e. preferred skills, required skills
Consider the length of the job description<br>
30
STAGE TWO: INTERVIEWING Establishing job competencies (skills, behaviors and attitudes)
Reviewing candidate materials
Preparing questions
Interviewing the candidate Boston University Talent Acquisition | 9<br>
Reviewing candidate materials
Preparing questions
Interviewing the candidate Boston University Talent Acquisition | 9<br>
31
Establishing Job Competencies Boston University Talent Acquisition| 31 Outcomes
What 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 Alignment
What does the specific environment of this position require?
What personal characteristics are helpful in being successful in this position?<br>
What 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 Alignment
What does the specific environment of this position require?
What personal characteristics are helpful in being successful in this position?<br>
32
What to Look for in a Resume Boston University Talent Acquisition | 32 Signs of achievement
Specific results
Transferable skills and experiences
Appropriate education and work background
Continuity and duration of employment
Gaps in time
Unclear, incomplete or conflicting information
Large numbers of relocation
Job changes that do not indicate advancement
Accuracy in spelling, grammar and format<br>
Specific results
Transferable skills and experiences
Appropriate education and work background
Continuity and duration of employment
Gaps in time
Unclear, incomplete or conflicting information
Large numbers of relocation
Job changes that do not indicate advancement
Accuracy in spelling, grammar and format<br>
33
Boston University Talent Acquisition | 33 Lawful or Unlawful Quiz<br>
34
Lawful/Unlawful Boston University Talent Acquisition| 34 Gender
Sexual Orientation or Sexual Identity
Genetic Information
Race
Color
National Origin
Religion
Age
Disability
Convictions
Status in Military
Marital or Parental Status<br>
Sexual Orientation or Sexual Identity
Genetic Information
Race
Color
National Origin
Religion
Age
Disability
Convictions
Status in Military
Marital or Parental Status<br>
35
Types of Interview Questions Boston University Talent Acquisition| 35 Behavioral
Situational
Rapport Building
Open-ended
Closed
Contrary evidence<br>
Situational
Rapport Building
Open-ended
Closed
Contrary evidence<br>
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 interviewing Boston University Talent Acquisition | 15<br>
37
Behavioral Interviewing Boston University Talent Acquisition | 37 A person’s past performance
A person’s motivations, thought process, decision making process, assessment of situations, problem-solving skills, analytical skills and action taken
Application of prior experience to future job-related situations<br>
A person’s motivations, thought process, decision making process, assessment of situations, problem-solving skills, analytical skills and action taken
Application of prior experience to future job-related situations<br>
38
Example 1 Question
What are your strengths? Answer
I think I’m a hard worker. Behavioral
Tell me about a project that required you to put in some extra effort to meet a deadline. Boston University Talent Acquisition | 17<br>
What are your strengths? Answer
I think I’m a hard worker. Behavioral
Tell me about a project that required you to put in some extra effort to meet a deadline. Boston University Talent Acquisition | 17<br>
39
ASK BEHAVIORAL QUESTIONS “Tell me about a time when . . .”
you demonstrated the job criteria
we’re interested in. Boston University Talent Acquisition | 18<br>
you demonstrated the job criteria
we’re interested in. Boston University Talent Acquisition | 18<br>
40
Situational Interviewing Questions Boston University Talent Acquisition | 40 This is when the candidate may not have the actual experience you are looking for
You want to “see”:
How the candidate would assess the situation
Their thought process in resolving the situation
If 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?<br>
You want to “see”:
How the candidate would assess the situation
Their thought process in resolving the situation
If 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?<br>
41
Effective Questioning Techniques Boston University Talent Acquisition | 41 Rapport building questions
Do you think it will ever stop raining?
Open-ended questions
What do you like about your current job?
Closed questions
How many years have you worked in healthcare?<br>
Do you think it will ever stop raining?
Open-ended questions
What do you like about your current job?
Closed questions
How many years have you worked in healthcare?<br>
42
Effective Questioning Techniques Boston University Talent Acquisition | 42 Contrary evidence questions
You mentioned you work hard to build your customer service team. Can you tell me about a time when it didn’t work?
Silence
It’s okay. Take some time to think about it before you answer.<br>
You mentioned you work hard to build your customer service team. Can you tell me about a time when it didn’t work?
Silence
It’s okay. Take some time to think about it before you answer.<br>
43
Interview Agenda Boston University Talent Acquisition | 43 Greet candidate
Establish rapport
Set agenda for the day
Announce note-taking
Prepare questions
Probe to clarify understanding Give candidate opportunity to ask Questions
Describe job & organization
Ask for references that verify job performance
Describe interview process (& highlight next steps)
Escort candidate out
Private Location, free from interruptions * Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico<br>
Establish rapport
Set agenda for the day
Announce note-taking
Prepare questions
Probe to clarify understanding Give candidate opportunity to ask Questions
Describe job & organization
Ask for references that verify job performance
Describe interview process (& highlight next steps)
Escort candidate out
Private Location, free from interruptions * Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico<br>
44
Take Notes Boston University Talent Acquisition | 44 Inform the candidate that you will take notes
Write down positives and negatives
Use key words and phrases to remember
Code key facts with *
After interview - evaluate behaviors
Make sure your conclusions have supporting examples<br>
Write down positives and negatives
Use key words and phrases to remember
Code key facts with *
After interview - evaluate behaviors
Make sure your conclusions have supporting examples<br>
45
The Do’s of Interviewing Boston University Talent Acquisition | 45 Do ask all candidates the same questions
Do use the Interview Guide
Do find out type of work environment/management style candidate prefers
Do engage multiple members of current staff for interviewing
What 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?<br>
Do use the Interview Guide
Do find out type of work environment/management style candidate prefers
Do engage multiple members of current staff for interviewing
What 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?<br>
46
At the End of the Interview Boston University Talent Acquisition | 46 Review notes to see if you need any more information
Provide an overview of position and role in organization
DO NOT provide feedback that could be interpreted as an implied promise of employment
Verify that candidate is interested in position
Elicit questions and provide answers
Explain interview process and next steps
Thank the candidate for coming
Escort the candidate to the next interviewer<br>
Provide an overview of position and role in organization
DO NOT provide feedback that could be interpreted as an implied promise of employment
Verify that candidate is interested in position
Elicit questions and provide answers
Explain interview process and next steps
Thank the candidate for coming
Escort the candidate to the next interviewer<br>
47
STAGE THREE: SELECTION Evaluating objectively
Checking References
Making the contingent job offer
Conducting the Background Check Boston University Talent Acquisition | 28<br>
Checking References
Making the contingent job offer
Conducting the Background Check Boston University Talent Acquisition | 28<br>
48
Evaluate Candidates Boston University Talent Acquisition | 48 Understand selection criteria in advance
Complete assessment while interview is fresh in mind
Assess candidate’s responses in all selection areas
Compare to skill proficiency levels
Base conclusions on facts, examples and observations
Identify strengths and limitations in each area
Note areas of weakness or weak data for discussion
Participate in interview team discussion * Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico<br>
Complete assessment while interview is fresh in mind
Assess candidate’s responses in all selection areas
Compare to skill proficiency levels
Base conclusions on facts, examples and observations
Identify strengths and limitations in each area
Note areas of weakness or weak data for discussion
Participate in interview team discussion * Adopted from “Selection Process: Sample How To’s and Tools for Success” by HR Consultant Donna Angelico<br>
49
The Selection Process Boston University Talent Acquisition | 31<br>
50
The Selection Process Boston University Talent Acquisition | 32<br>
51
Stage four: onboarding Preparing before the employee starts
University orientation
Department orientation Boston University Talent Acquisition | 35<br>
University orientation
Department orientation Boston University Talent Acquisition | 35<br>
52
Why is Onboarding Important? Boston University Talent Acquisition | 52 Providing 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 culture
Covers compliance items such as policies and required new hire paperwork
Gives clarity to the position and performance expectations
Ensures a connection between colleagues, the department and the university<br>
Provides information about the university’s culture
Covers compliance items such as policies and required new hire paperwork
Gives clarity to the position and performance expectations
Ensures a connection between colleagues, the department and the university<br>
53
Stages of Onboarding Boston University Talent Acquisition | 53 Prior to employee’s arrival
Inform staff of the employee’s arrival
Set up and clean the new employee’s office space
Work with IT to obtain and set up computer equipment
Day One
New Hire Orientation
Tour of the building/office/facilities
Check in with new hire to review work schedule, dress code, office protocol
Week One
Introduce the new employee to staff
Establish access to appropriate computing resources, electronic files, copier, fax machines
Review the position description
Resource: Onboarding on www.bu.edu
http://www.bu.edu/hr/manager-resources/onboarding/orienting-your-new-employee/<br>
Inform staff of the employee’s arrival
Set up and clean the new employee’s office space
Work with IT to obtain and set up computer equipment
Day One
New Hire Orientation
Tour of the building/office/facilities
Check in with new hire to review work schedule, dress code, office protocol
Week One
Introduce the new employee to staff
Establish access to appropriate computing resources, electronic files, copier, fax machines
Review the position description
Resource: Onboarding on www.bu.edu
http://www.bu.edu/hr/manager-resources/onboarding/orienting-your-new-employee/<br>
54
Onboarding System – Red Carpet Boston University Talent Acquisition | 38<br>
55
Thank you Boston University Talent Acquisition | 55<br>