Forms, Policies, & Guides

303 - Job Evaluation

Subject: Job Evaluation (formerly Job Classification, 302 and Job Classification of Officers, 303)

Section: U303

Date: February 2015


 

Purpose:

To describe the holistic job evaluation process at the University of Chicago. This process begins with a review and analysis of a current job description, and includes a recommendation of an appropriate job code, job title, and base pay range that aligns with level of role, scope of responsibility, and is informed by internal and external data.

Policy:

Positions are evaluated based upon the job content in the job description. This holistic process begins with a review and analysis of a current job description whereby the job is assigned to an appropriate job code and job title as compared to comparable positions (i.e., having similarly leveled roles and scope of responsibilities). The HR Partner reviews internal peer data and external market data, to inform the base pay decision process. HR-Compensation is available to help the HR Partner in recommending a base pay range, as needed. Officer and Senior Administration level positions must be approved by the President, the Provost, the Vice President and Chief Human Resources Officer (CHRO), and/or the Board of Trustees.

Guidelines:

A. Job Evaluation for Staff

1. A position is evaluated based upon the job content in the job description. Job evaluation is an evaluation of the job, not a specific employee performing the job. The employee-specific skill set, education, experience, and performance are irrelevant to the job evaluation process.

2. A job is also defined as being within or outside a bargaining unit (i.e. as a union or non-union position).

3. Additionally, the Fair Labor Standards Act (FLSA) exemption status (i.e., exempt or non-exempt) of a position is determined by the FLSA Exemption Review Protocol. The FLSA Exemption Review Protocol follows the Fair Labor Standards Act and regulations, and outlines the partnership between the HR Partner, the FLSA Review Team, and Office of Legal Counsel. Please refer to FLSA Exemption Review Protocol for process details, tools and resources.

4. Positions are also categorized by the number of hours worked (i.e., full or part-time), and duration of position (i.e., staff or temporary).

5. Based upon the review and analysis of the factors described above (i.e., job description review, bargaining unit representation, FLSA exemption status, hours worked, and position duration), the job is assigned to an appropriate job code and job title.

6. Both internal peer data and external market data are used to inform an appropriate base pay range for a position. The following factors inform the base pay range:

a. Level and contribution of the role in relationship to the internal team hierarchy. How does the job fit into the current structure?

b. Internal peer data. Internal peer data is available for positions with five or more incumbents within the same job code and job title. Data is effective as of mid-May to inform the base pay decisions made during the annual compensation process, which begins in the early June timeframe.

c. External market data. External market data reflects the best practice of using a +/-10% range around the 50th percentile (or median) of the market data. Data is effective as of July 1 to align with the annual compensation process. Given the sensitivity of pay data, external market data is shared with HR Partners only.

d. Budget, to ensure funding is available to provide base pay at a level which is internally equitable, externally competitive, and aligned appropriately with the level of the role.

e. Consulting with HR-Compensation, as needed, at the beginning stages of defining a job.

i. If internal peer data and external market data is unavailable, the HR Partner can ask HR-Compensation for additional base pay reference points.

ii. This proactive approach ensures pay is aligned with role, resolves any job title assignment and pay questions before jobs are posted, and facilitates an informed base pay discussion during the interview process.

B. Survey Library

1. HR-Compensation manages the University staff market data survey library.

2. HR-Compensation reviews and updates the library annually to ensure external market data is kept current.

3. The library is a compilation of surveys reflecting:

a. General industry from top tier industry leaders-Towers Watson and Mercer,

b. Higher education-College & University Professional Association (CUPA) and Western Management Ivy Plus, and c. Functional specific (i.e. health care).

4. To preserve data confidentiality, base pay information is shared when all of the following criteria are met:

a. Base pay data is collected through a survey processed by a third party, and not one of the participating organizations,

b. A minimum of five (5) organizations participate in the survey, and

c. Base pay data is current or historical, not reflective of future planning.

d. Requests to participate in a base pay survey must be referred to compensation team.

C. Job Evaluation for Officers and Senior Administrators Definitions:

• These positions include, but are not limited to, those titled as Vice-President, Associate or Assistant Vice President, Associate or Assistant Provost, Associate or Assistant Comptroller, and Secretary; job codes typically begin with 89 numeric series.

• Officers – As defined by the University Bylaws, these positions are titled as Vice-President, Secretary and other such Officers as recommended by the President. Positions titled President and Provost are excluded for the purpose of this policy.

• Senior Administrators – These positions are titled Associate, Senior Associate or Assistant Vice President, Associate or Assistant Provost, Associate or Assistant Comptroller, and other such senior administrators as recommended by the President.

Process:

For Officers:

1. Only the President or the Provost are eligible to request job evaluations for positions with the defined Officer titles.

2. Job evaluation requests must be submitted to the President, Provost, and CHRO for review. The President, Provost, and CHRO may request additional information.

3. If approved, the President will make the Officer recommendation to the Board of Trustees by a docket to the Board of Trustees, as indicated in the Bylaws of the University. The Secretary of the Board will share the resolution of the Board Member discussion with the CHRO.

For Senior Administrators:

1. Only Officers and his/her HR Partner are eligible to request job evaluations for positions with the defined Senior Administrator titles.

2. Job evaluation requests must be submitted to the CHRO for review. The CHRO may request additional information. The CHRO will communicate the final decision.

D. At-Will Employment

Officers, Senior Administrators and non-union staff employees are employed at-will, which means that they or the University can terminate their employment at any time and for any lawful reason, with or without advance notice. The only exception to incumbents' at-will status is where the University has entered into a written employment contract with the incumbent. Exceptions can be made only under the authority of the President and Provost. These exception contracts must be in writing, reviewed by the Office of Legal Counsel, and signed by either the President or the Provost.

 

Employees represented by a bargaining unit may be governed by the appropriate bargaining unit agreement.