Notes
Slide Show
Outline
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Mississippi University for Women
  • Classification Plan Update


  • Spring 2005
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Background
  • March 24, 2003 – Staff Classification Committee appointed



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Background
  • Committee’s Goal: get staff input for the development of MUW’s classification plan
  • 14 meetings were held with staff beginning in early fall ’03


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Background
  • The Staff Classification Committee Report submitted to the administration on 4/23/04


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Background
    • Report recommendations:
      • Hire a professional consultant
      • Consider the staff salary administration policy created by the committee
      • Create transparent University policies and procedures
      • Consider experience and education for base pay
      • Base raises on a combination of cost of living, performance and merit
      • Implement reward systems and programs
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Background
    • May 6, 2004 Response from the Administration
    • Funds not available for outside consultant
    • Steps to begin to develop a position classification system on campus
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Classification Plan Purpose
  • Attract, motivate and retain productive staff members
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First Phase
  • Define classification categories


  • http://www.muw.edu/personnel/classplan.html
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First Phase
  • Summer ‘04
  • Classification Definitions draft developed
  • Input received from Unit Managers
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First Phase
  • Fall ‘04
  • Classification spreadsheet developed based on Unit Managers’ recommendations
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First Phase
  • Group like positions together
    • By reviewing job descriptions
    • By relying on unit managers’ recommendations
    • By making some judgment calls after discussion and sometimes disagreement
  • Maintain “working titles”
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First Phase
  • Current Working Titles include:
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First Phase
  • What do these titles mean?
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First Phase
  • Current working titles also include:
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First Phase
  • Under the classification plan, every non-faculty position was placed in one of the classifications.
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First Phase
  • Every position in a classification may not have met each specific criterion, but they did meet most of the criteria.
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First Phase
  • Classification Plan


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First Phase
    • Summary
    • Classification Definitions
  • Group similar positions and establish consistent qualifications for positions
  • Are representative of the positions within them
  • Provide descriptions that generally apply to each of the positions
  • Allow flexibility for positions to have unique responsibilities or qualifications not stated in the classification description
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First Phase
  • Summary Continued
  • Will require the University to be more disciplined in determining position titles
  • Will not replace “working titles”
  • Will appear on job announcements with working title
    • Ex: Custodian I – Working Title
      • Service Maintenance I - Classification

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First Phase
  • Include 25 Classifications
  • May have I, II, or III designation
    • Higher designation, more organizational responsibility
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First Phase
    • Classifications
  • Accounting Service I
  • Accounting Service II
  • Administrative Assistant I
  • Administrative Assistant II
  • Cashier I
  • Cashier II
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First Phase
  • Classifications Continued
  • Clerk I
  • Clerk II
  • Coordinator I
  • Coordinator II
  • Executive Assistant
  • Executive Management
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First Phase
  • Classifications Continued
  • Protective Service I
  • Protective Service II
  • Service Maintenance I
  • Service Maintenance II
  • Service Maintenance III
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First Phase
  • Classifications Continued
  • Skilled Crafts I
  • Skilled Crafts II
  • Skilled Crafts III
  • Specialist I
  • Specialist II
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First Phase
  • Classifications Continued
  • Technical Specialist I
  • Technical Specialist II
  • Unit Director
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Second Phase
  • Establishes a salary range for each classification
  • Reflects a +/-20% range to the average
  • Ensures that salary levels for staff positions will over time become consistent within the classifications
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Final Phase
  • Procedures will be developed to carry out the plan on an ongoing basis.
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Final Phase
  • Reclassifying positions
  • Moving from one classification to another
  • Reviewing and updating salary ranges
  • Addressing other issues that might arise