View2022
View 2022 is the University of Mississippi's initiative to redesign our classification and compensation program.
View 2022 will support the objectives to invest in career development for staff and further expand career paths for staff and take steps to ensure equitable compensation for roles that require similar skillsets.
Why is this change important?
We seek to be a model employer so we can attract and retain the best talent. Part of this is having the right approach to defining jobs and managing pay. The current compensation program has been in place for over 20 years. Within that time, compensation practices have developed organically, and our approach no longer aligns with best practices. One example of this is we have over 1,200 job titles that are very specific to each and every job. This makes it very difficult to compare roles across the university and to the market. To ensure that the University of Mississippi can equitably, consistently, and efficiently manage compensation for all employees, a new philosophy, structure, strategy, process, and system must be established. View 2022 is an unprecedented opportunity to modernize all areas of compensation!
View 2022 aligns with the university’s strategic plan, Empower Now, specifically: “Alignment of resources to maximize organizational efficiencies and effectiveness.” View 2022 will support the objectives to invest in career development for staff and further expand career paths for staff and take steps to ensure equitable compensation for roles that require similar skillsets.
Who Can I Contact with Questions?
For questions about View 2022, please review the View2022 FAQs. If your question isn’t addressed in the FAQs, the HR Compensation would love to hear from you. Please contact Bryce Drew (rbdrew@olemiss.edu) or Jody Bevill (jabevill@olemiss.edu) for more information.
Moving the University Forward
Compensation Structure
Our compensation structure is organized by how we can more consistently place roles within the job families.
View2022 Road Map
Clarity Through Transparency
The decision-making process and data utilized within the compensation program is freely shared with employees. The partnership of leadership and HR in the transparency of information will drive clarity. It is important to note that our guiding principle here is clarity through transparency not agreement. Agreement will be desired, but understand some decisions will not have agreement across all members of the University.
Process Consistency
Changes to employee pay or classification must be consistent with compensation policies and processes. Instances for exceptions and inconsistency will be reduced while equity and consistency will be increased. Compensation-related strategy/plans will be tailored around the compensation program framework. There will no longer be a need for leaders to manipulate the compensation system to ensure their employees are reasonably paid.
Work-Driven Compensation
Compensation should be data-driven and pay should reflect the work performed (or to be performed, new hire), by the employee rather than titling or tenure alone. Compensation for additional work should be limited and reflect genuine complexity differences with applied expertise in the applicable job.
Internal Equity
Compensation program elements must support internal equity. Variations in compensation must be related to observable work-related factors. Examples of observable work-related factors and a definition of equity for the University Of Mississippi can be found within the compensation playbook. Some examples of dimensioning to evaluate pay differences include; Tenure, Complexity of role, experience outside of the University, autonomy within role, scope of accountability, effective knowledge, etc.
Leadership Accountability
Leaders are responsible for understanding the compensation program and administering compensation in alignment with the program design. Leadership accountability is also inclusive of the proper workforce planning and stewardship of university funds and effectively managing budget and allocated resources.
Key goals of View2022
- Attract and retain qualified employees
- Provide fair salaries for all workers at UM
- Provide clearer paths for staff career growth and advancement
- Provide a salary structure to enable UM to be competitive with other employers and higher education institutions over the long term
Will I be impacted?
The Scope of View 2022 includes classified staff roles. Below are positions within the scope of this initiative.
(INCLUDED) Classified, Permanent and Temporary Staff
- Non-exempt, hourly staff members
- Exempt, salaried staff members (not listed as unclassified)
(NOT INCLUDED) Unclassified
- EEO1 Executives
- Faculty
- Researchers
- Coaches
- Librarians with academic rank
Glossary
The list below will be a living document which means as we progress through the VIEW2022 more terms, concepts and definition will be added or slightly modified.
| Term / Concept | Description |
|---|---|
| Career Path | Varied forms of career progression including advancement within a subfamily or transition to a different discipline of work. This can be examined through the job classification framework. |
| Career Track | A career type characterized by unique responsibilities. The career tracks at UM are Operational, Professional, and Managerial (not a specifically linear progression). |
| Compensation Philosophy | A formal statement documenting UM's position on employee compensation and creating a framework for consistency by defining components of the compensation program. |
| Compensation Playbook | Guidelines that ensure salaries and pay adjustments are determined by using a consistent approach across the organization and are aligned with the compensation program’s design and intent. |
| Compensation Program Elements | The various levers an organization can pull to reward employees for their work |
| Compensation Surveys | Collections of data on current market rates and trends. Surveys report data by industry, nature of work, financial scope or size, geography, etc. Surveys are conducted by third-party professional organizations and stored internally in a compensation database to inform internal pay practices. |
| Competitive Labor Market | The primary industry or peer group against which the University of Mississippi competes |
| Complexity of Work | The duties, the degree of autonomy, and the scope of responsibilities. The level of complexity is based on the work and not on the employee in the role. |
| Dimension Level Guide | Guide with established criteria utilized to categorize work responsibilities within the compensation frame work. Utilizing the same dimensions when evaluating roles will help drive consistency in process. Dimensions currently in place are (Complexity of Work, Communication, Scope of Accountability, Autonomy, Effective Knowledge, People Management) |
| Equity | The practice of ensuring employees performing similar duties (in similar work environments) are paid fairly without regard for race, color, gender, religion, sex, national origin, age, and/or disability for similar work performed,. Takes into account market and job-related factors such as performance, education, work experience, seniority, etc. |
| Exempt | The term that refers to jobs that are not covered by the Fair Labor Standards Act (i.e., “exempted” from the law). Exempt employees are paid a set salary for defined responsibilities and are expected to fulfill the duties of their jobs regardless of hours work required. Employees in exempt jobs are not eligible to receive overtime compensation. |
| Fair Labor Standards Act (FLSA) | A federal law that sets the minimum wage as well as other work rules and guaranteed overtime pay for work beyond 40 hours a week for jobs covered by the law. The law includes specific “tests” to determine whether a job will be covered by the law (“non-exempt”) or not covered (“exempt”). These tests consider job duties, (such as education, experience, skills, or performance) not characteristics of a specific employee |
| Job Family and Subfamily | A job Family and Subfamily is an overall grouping of jobs where work performed is of similar nature. Families and subfamilies are intended to reflect the nature of the work and may not align directly to the organizational structure. |
| Job Framework | An organization of UM jobs into families, subfamilies, career tracks and levels based on the job's responsibilities within the university. |
| Job Levels | Variations in the degree of jobs, such as the differences between the entry, intermediate, and senior levels, based on differences in scope, organization impact, complexity of work, independence and supervision, and/or management responsibilities. |
| Job Profile | A generalized description of a role, without regard to any specific employee, that describes the work performed and impact to the organization. Used as system of record for HR staff. Not meant as a means for performance mgmt or recruiting. |
| Job Responsibilities | A series of statements indicating what the major work responsibilities are and why they are performed. The responsibility statements support the job summary and form the basis for development of specific objectives or performance standards. |
| Job Summary | A clear, concise statement explaining the major functions of the position. The job summary describes the "what" and the 'why," not the "how." |
| Managerial Career Track | Jobs that oversee broad portfolios of responsibility; plan, prioritize, and/or direct responsibilities of employees; and/or manage strategy and policy development for a function, department, or unit. |
| Market Data | Salary data provided by reputable salary survey vendors that represents the external market |
| Market Definition | External organizations UM compare ourselves to. The University of Mississippi will use a combination of the following labor markets to ensure competitive compensation. Peer Institution, Aspirational Peer Institutions, SEC Institutions, and regional data. Market Definitions will vary based on the role. |
| Market Match | A job whose major responsibilities and requirements are common in the market. These jobs are typically included in salary surveys and have reliable market data readily available year after year. |
| Market Position | An organization’s stance on employee pay relative to market. Unique market factors may lead to different market positioning for certain segments of the university. |
| Market Salary Benchmarking | The linking of jobs to the market by analyzing and comparing standard job descriptions to the compensation survey benchmark. Note: review is of the work and responsibilities assigned to the role, not the comparing of titles. |
| New Hire Pay Setting | Process or guidelines as to where a new hire should be brought into the compensation structure. The University will use a quartile system that places the new hire within the compensation structure based on defined criteria including experience, KSB, and education. New hires will not be placed within the new compensation structure based on individual department budget. |
| Non-Benchmark Job | A job that is either not common in the market or that is not included in compensation surveys. Jobs that have been tailored to meet specific needs of the institution or a department, or to align with the expertise of an individual are examples of non-benchmark jobs |
| Non-Exempt | Refers to jobs that are covered by the Fair Labor Standards Act (i.e., “not exempted” from the law) and are subject to all its provisions. Employees are required to account for time worked on an hourly and fractional hourly basis and are paid for overtime hours. |
| Operational Career Track | Jobs that provide support and/or service in a “hands-on” environment that contributes to regular University operations. This may include, but is not limited to, work that is administrative, technical, and/or operational in nature. |
| Pay Ranges | Lower and upper limits of compensation for a job, typically housed within one structure |
| Position Description (PD) | A description of a specific job as it relates to an employee (i.e., position), which is based primarily on a standard job description. Used for performance management for the specific role. |
| Professional Career Track | Jobs that primarily design, implement, guide, and/or deliver processes, programs, and/or policies using specialized knowledge or skills typically acquired through advanced education or equivalent advanced learning attained through experience. |
| Recruiting Profile | Detailed description of a role without regard to any specific employee used to advertise a specific job to a job seeker. An engaging description of daily tasks, KSAs, minimum, and preferred qualifications. |
| Salary Grade | The building blocks of a salary structure. Each salary grade has a range (minimum and maximum values) |
| Salary Maximum | The highest rate of pay within a salary range. |
| Salary Midpoint | The middle of a salary range. |
| Salary Minimum | The lowest rate of pay in a salary range. |
| Salary Range | The lower and upper limits of compensation of a job, which include minimum, midpoint, and maximum values. |
| Salary Structure | A hierarchical grouping of jobs and salary ranges within an organization. Salary structures are often expressed as salary grades that reflect the value of a job in the external market and/or the internal value to an organization. |
| Salary Survey Anchoring | Process of aligning a current UM job to a salary survey in which a direct match is not available. The job is then anchored above or below the closest available match within the survey to best price the job. |
| Subject Matter Expert (SME) | A person who possesses a deep understanding of a particular subject. SMEs are utilized throughout this study. |
| Thumbnail Job Description | A concise description of work being represented in a job found in a compensation survey. This is used to tie UM jobs to the external market. |
| View2022 | Name of the Classification and Compensation survey being completed at the University of Mississippi. |
The Importance of Inclusive Project Management
For a successful implementation of View2022, it is essential to have the engagement and participation of various groups at different stages of the project. Due to the complexities in jobs and reporting structures that currently exists across the institution, it is necessary to understand and accurately describe the work being done by employees. For this reason, we are relying on the involvement of all groups to share communication, attend town hall meetings, check for website updates, participate in role specific interviews, and share feedback.
The following groups, composed of UM and Huron employees, will primarily be responsible for the management of the project. As we navigate through our timeline, we will be engaging a diverse group of stakeholders across the university to create a more inclusive and educational process that will equip our employees with the knowledge of our compensation program
Project Team & Huron Consulting
- Andrea Jekabsons – Chief Human Resource Officer
- Pam Johnson – Assistant Director of Benefits and Compensation
- Bryce Drew – Human Resource Manager of Compensation
- Jody Bevill – Human Resource Generalist of Compensation
- Kurt Dorschel – Sr. Director (Huron Consulting)
- Kalkidan Tefera – Higher Education Manager (Huron Consulting)
- Mark Malakh – Project Manager (Huron Consulting)
- Ryan Bedell – Higher Ed Consulting Sr. Associate (Huron Consulting)
Advisory Committee
- Dr. Danielle Beau Ammeter – Asst. Dean for Undergraduate Programs and Instructional Associate Professor of Management: Management
- Coleman Grimmett – Senior Director for Business Operations
- Dr. Paul Johnson – Assc. Dean, Associate Professor of Management, and Thomas Colbert Lecturer in Entrepreneurship: School of Business Administration
- Joy Shideler – Controller
- Richard Bradley – Business Manager for Academic Affairs
- Dr. John Yaun – Assistant Vice Chancellor for Student Affairs and Director of Student Housing
- Tiffany Edwards – Assistant Athletic Director Administration
- Al Ling – Director of Business Applications and ERP Support
- Tracy Vaughn – Business Manager Student Housing
- Aleshia Hall-Campbell – Executive Director of Institute of Child Nutrition
- Jennifer Saxon – Executive Associate Athletic Director
Stakeholder Engagement
- (July 2022) Senior Leadership Review 1 – Project Plan, Scope, methodology, desired outcomes, Senior Leadership support request
- (Aug 2022) Compensation Current State Survey – 150 Leaders, across 70 departments, Opportunity for input on current state
- (Aug 2022) Advisory Committee Meeting 1 – Project Overview, review design and compensation philosophy
- (Sept 2022) Advisory Committee Meeting 2 – Structure review, target market open discussion, Title structure
- (Sept 2022) Senior Leadership Review 2 – Project update. Structure, target markets, title structure, philosophy review
- (Sept 2022) View2022 Campus Forum 1 – Open meeting for all employee to engage and discuss View2022 (Facilities)
- (Sept 2022) View2022 Campus Forum 2 – Open meeting for all employee to engage and discuss View2022 (Zoom)
- (Sept 2022) View2022 Campus Forum 3 – Open meeting for all employee to engage and discuss View2022 (Overby Auditorium)
- (Oct 2022) Advisory Committee Meeting 3 – Job Profiles, Title structure, Pay Setting discussion
- (Oct 2022) View2022 Campus Forum 4 – Open meeting for all employee to engage and discuss View2022 (Student Union Room 124)
- (Oct 2022) View2022 Campus Forum 5 – Open meeting for all employee to engage and discuss View2022 (Garland 102)
- (Oct 2022) View2022 Campus Forum 6 – Open meeting for all employee to engage and discuss View2022 (Student Union Room 124)
- (Oct 2022) Advisory Committee Meeting 4 – Recap, SME training preview, change group focus to now sharing information across campus as Change Champions
- (Oct 2022) View2022 Overview – Counsel Academic Administrators – Focus on sharing with Deans and Faculty members
- (Oct 2022) Job Profile Review Training with SMEs – 105+ SME identified across 69 departments updated on project and trained to review job profiles
- (Oct 2022) View2022 Overview – Lead In-Service for Executives – 80+ Executive Level employees
- (Nov 2022) Job Profile Follow Up – Meeting with all Job families to review submissions of Job Profiles. 105+ SMEs across campus Wave 1
- (Dec 2022) Job Profile Follow Up – Meeting with all Job families to review submissions of Job Profiles. 105+ SMEs across campus Wave 2
- (Dec 2022) 1 Question Survey Sent to all Staff – Pulse campus on priorities within a compensation program
- (Jan 2023) Job Profile Follow Up – Meeting with all Job families to review submissions of Job Profiles. 105+ SMEs across campus Wave 3
- (Jan 2023) Senior Leader Meeting – Discuss project status, seek guidance on key decisions around how View2022 will be completed
- (Jan 2023) Survey to all Staff – Identify what is most important to our staff. Title, Pay, Daily Responsibilities, Work Culture
- (Feb 2023) Survey results on Title, Pay, Daily Responsibilities, Work Culture share to staff via UMToday
- (Feb 2023) Employee Mapping Training sessions (4 Total) – Train 120+ leaders on View2022 structure and Employee Mapping process
- (Mar 2023) Employee Mapping Meeting – 100+ meetings between UM Leaders, Consultants, HR Comp team to complete Employee Mapping stages 1.0, 2.0, 3.0
- (April 2023) Employee Mapping Office Hours 1 – Hosted office hours for all leaders that wanted to connect on Employee Mapping, or any topic of View2022
- (June 2023) Employee Mapping Office Hours 2 – Hosted second office hours for all leaders that wanted to connect on Employee Mapping 2.0, or any topic of View2022
- (July 2023) Red and Blue newsletter sent to all employees to give update View2022 project
- (July 2023) UM today communication sent to give update to all employees on View2022 project status
- (Aug 2023) Senior Leader Meeting- Meeting 1 of 3 to review final outputs from View2022 Study – Structure
- (Aug 2023) Senior Leader Meeting- Meeting 2 of 3 to review final outputs from View2022 Study – Financials
- (Aug 2023) Senior Leader Meeting- Meeting 3 of 3 to review final outputs from View2022 Study – Implementation
- (Nov 2023) View2022 Campus Forum 7 – Open meeting for all employee to engage and discuss View2022
- (Nov 2023) View2022 Campus Forum 8 – Open meeting for all employee to engage and discuss View2022
- (Nov 2023) View2022 Campus Forum 9 – Open meeting for all employee to engage and discuss View2022
- (Nov 2023) Final Calibration Meeting – Meet with 40+ departments to review results of study, make final adjustments
- (Dec 2023) View2022 Campus Forum 10 Desoto Campus / Zoom – Open meeting for all employee to engage and discuss View2022
Engagement Opportunities to come (Jan – March)
- Continued educational communication to inform all employees on View2022 final outcomes
- Leadership training on new compensation program management / administration to all levels of leadership
Phase 1 – Understand the Current State (Complete)
- Analysis of current Pay Structures, Assess current employees’ view on current classification system, how we compare to external markets today
Phase 2 – Establish Foundations (Complete)
- Build a Pay Structure framework. Consistent spreads, and progression percentages
- Build a Classification framework. How we define work. Job Families, Sub Families, Career Tracks, and Career Levels. Build definitions and criteria behind all levels of Classification framework
Phase 3 – Develop/Update Job Profiles (Complete)
- Build draft profiles. Utilize subject matter experts (SMEs) from across campus to review all profiles
- SMEs review draft Profiles and make edits, additions, deletions. Build profiles to capture what work is being completed here at the University.
- Consultants and HR review notes, make adjustments to all Profiles
Phase 4 – Map Incumbents to New Profiles (Complete)
- Build draft of where all current employees could be placed within new structure
- Review Draft with leadership
- Leadership works throughout their team to make edits as to where all their employees would be mapped
- Consultants and HR review requested changes
Phase 5 – Develop Pay Range Structure and Administration (In Progress)
- Build draft pay range structure with consistent pay ranges and pay progression
- Adjust width and ranges based upon market data
- Finalize pay Range structure
- Place all Job Profiles into pay Pay Range Structure
Phase 6 – Communication and Implement (In Progress)
- Communicate and educate current employees on the new, finalized compensation design
- Anticipated Phase I Implementation: January – June 2024
- Anticipated Phase II Implementation: July – December 2024
3/18/2024 – View2022 Campus update
- FY2025 preliminary budget planning activities are underway by university leaders, including department chairs, department heads and administrators. Below is some helpful background information.Consistent with past budgeting processes, salary and wage guidelines, which are used to determine potential pay increases, will be provided to signatory officers in April.
It is important to clarify that View2022 –new classification and compensation structure for classified staff positions – will be determined and announced separately from the salary and wage planning process. View2022 remains on schedule, and a timeline and instructions for implementation will be announced this summer.
The View2022 study and plan development began in spring 2022, with an estimated timeline of two to three years from development to implementation, while actively operating in collaboration with the financial and budget process.
The Current status and phase of View2022 is “Phase 5: Develop Pay Range Structure and Administration.”
More than 300 campus members participated and provided input.
The View2022 partnering senior leaders, Provost Noel Wilkin, VC Charlotte Pegues and VC Steven Holley, along with the Department of Human Resources team, greatly appreciate all who have engaged and participated in this important process for our campus.
Additional budget updates will be shared as needed throughout the next several months while the university completes planning for FY2025.
For questions, please email hr@olemiss.edu
10/30/2023 – View2022 Open Forum Meetings Round 2
- Campus wide announcement made via UM Today to invite all employee to attend open discussion on View2022.
7/10/2023 – View2022 Campus update
- Campus wide update on the progress and status of View 2022.
2/2/2023 – View2022 Survey Results Posted
- 1123 Employees completed a brief survey about what they value/ hold as important. This message was to share that those results are now available online.
9/14/2022 – View2022 Open Forum Meetings
- Campus wide announcement made via UM Today to invite all employee to attend open discussion on View2022.
8/1/2022 – View2022 Project Kickoff
- Campus wide announcement made via UM Today to introduce View2022 as University of Mississippi’s compensation program redesign initiative.
We are here for you
If you can't find the answer to your questions on our FAQ page, please reach out to our Manager of Human Resources - Compensation and Classification, Bryce Drew
Bryce Drew
Manager of Human Resources - Compensation & Classification