training on new pay plan begins
the state's reformed compensation plan taking effect Sept. 25,
U.Va.'s Department of Human
Resources is gearing up to train supervisors in how to use
the new negotiating tools for attracting and rewarding employees
effectively and fairly. To date, about 2,000 employees have attended
information sessions about the plan.
"Managers will still be doing what they have always done
-- manage employees," said Thomas E. Gausvik, chief of human
resources. They'll have greater flexibility in conducting the
usual duties of hiring and evaluating employees, but greater accountability
for justifying how they're spending their department's money,
What managers will be able to do that they haven't done before
is offer signing bonuses, other one-time bonuses of up to $1,000,
and base salary increases for a variety of different reasons.
For example, if an employee switches to new duties and responsibilities,
goes through special training, or takes on a demanding project,
the supervisor can recognize that employee's efforts and contributions
monetarily with one of the above measures. They also can offer
compensatory time or adjust a work schedule, if that's more desirable.
Figuring out how to take those steps appropriately -- although
faculty managers have been making similar kinds of decisions for
years with faculty members -- will be part of the mandatory training
required of all supervisors.
At the end of this month, Human Resources staff will begin holding
training sessions for the first of three categories of managers.
This group of about 500 includes those who make the budget decisions
or give key budget recommendations, such as deans, department
heads and business officers. The next group to receive training
will be upper- and mid-level managers who review employee salary
recommendations from the managers reporting to them. Those supervisors
who may evaluate employee performance and make salary recommendations
make up the third group.
the 2000 end-of-year pay increase (of 3.25 percent) was already
passed by the General Assembly, the first cycle for evaluating
employee performance will cover the period April 1 to Oct. 31,
2001. Other pay decisions, however, can be made as soon as the
plan goes into effect next month. Human Resources will review
the first round by Oct. 25 and thereafter on a quarterly basis.
Working with the new plan will necessitate more in-depth short-term
and long-term planning, according to Gausvik. Schools and departments
with 50 or more employees will need to form Compensation Management
Committees comprised of key financial personnel to work on such
plans. Smaller groups can also form the committees. In addition
to training the groups' members, Human Resources will designate
a compensation management expert to provide advice and guidance.
of the factors managers need to consider in planning on how to
use the new salary options include: looking at the employee's
duties and responsibilities; performance; work experience and
education; knowledge, skills, abilities and competencies; training,
certification and/or licensure; need for internal salary alignment;
and current salary and total compensation.
addition the department's needs and priorities must be taken into
account, along with the budget implications of the action. Managers
should also refer to salary reference data and might consider
the market availability of qualified people.
dollars that are used to support salary actions such as promotions,
reallocations and competitive offers come from existing agency
budgets through turnover and vacancies. Over the past four fiscal
years, U.Va. has spent on average approximately $1.5 million on
promotions and reallocations, Gausvik noted.
Under the new pay plan, the budgeting process will remain the
same. Thus, the governor and the General Assembly will decide
the amount of future end-of-year performance increases beginning
Nov. 25, 2001. Agencies and departments will continue to fund
promotions, reallocations (now called role changes), and other
bonuses and salary increases from existing budgets using turnover
and vacancy savings.
"The flexibility comes from being able to provide variable
salary increases for reasons that do not require an employee to
leave his or her position and to provide bonuses for performance
or achievement," said Gausvik. "This flexibility means
that agencies have new ways to reward and recognize employees
and spend dollars more wisely."