Transcript Performance-Management-Compensation-System

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History of the system
 Position Information Questionnaire (PIQ)
 PIQ Review Process
 Performance Appraisals
 Equity Reports
 Salary Placement
 Linking performance to annual pay increases
 Training
 Future enhancements
 Questions?

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1997
- ECAPS requested that the College review the Administrative/Professional (A/P)
compensation system and address employee concerns.
1998
-A/P staff focus groups were conducted to identify those concerns.
Later
in 1998, Support staff requested and were invited to be a part of the new system
2000-2001
Implementation of new system
Delta College responded to employees request to develop a system to tie
compensation to performance:
This system facilitates a common approach to performance feedback and development
planning among employees.
Employee/Supervisor communication and feedback provide the foundation of the system.
Documents and rewards good performance.
Allows employees to move through the pay ranges based upon performance.
Provides consistent documentation
Ensures equity among department and demographic groups of employees.

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A Position Information Questionnaire (PIQ) is the questionnaire used by the College to place
positions for Administrative Professional and Support Staff within the pay grade system.
The College uses a quantitative method of job placement in which factors are utilized to
assess duties and responsibilities comprising a job and to subsequently establish the job's
rank/pay range.
When the Performance Management & Compensation System was established by Delta in
consultation with PriceWaterhouseCoopers it was determined that the 8 factors below,
encompassing knowledge, skills and competencies, were important and would be used to
evaluate the value of positions.
1) Knowledge and skills
2) Minimum years of position-related experience
3) Impact of actions
4) Work environment
a:-control over tasks
b:-pressure and intensity of assignments
c:-position currency requirements
5) Innovation/creativity/problem solving
6) Communication (speaking, writing, listening, reading, negotiation, & interpretation)
7) Teamwork
a:-participation
b:-team leadership
8) Leadership and vision
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PIQ Review Process
As part of the appraisal process the mid and year end forms contain a check box asking employees and supervisors to review the employee’s
One Page Job Description to ensure that it represents the responsibilities expected of his/her position for the upcoming performance year. If
there are significant changes to be made, they are asked to contact the Human Resources Office for guidance on revision procedures. The chart
below indicates the steps once a PIQ is updated.
PIQ created or revised
for new or existing
position (Supervisors
responsibility)
Supervisors forwards PIQ
to HR for initial review and
point/pay grade
calculation. In order to
maintain integrity of the
system, HR is responsible
for reviewing the position
ratings and grade level
against other positions in
the College to look for
equity and recommends
changes to the supervisor if
needed.
HR communicates
initial points/pay grade
to supervisor (if there is
a proposed pay grade
change HR relates
financial impact)
PIQs with significant
changes resulting in pay
grade change require
Executive Council
approval prior to PIQ
Team Review
After Executive
Approval, HR forwards
PIQ to Primary and
Secondary Reviewers
Each Executive Staff member has access to the
factors information which can be referenced prior to
signing a PIQ with proposed changes to look for
equity across their department as well as the entire college.
If Primary and
Secondary Reviewers
are in agreement, HR
communicates final pay
grade determination to
Executive and
Supervisor
If Primary and
Secondary Reviewers
final pay grade
determination is not
what was proposed by
Executive and
Supervisor, the decision
may be appealed
PIQs with minor changes where there
are no change in points or pay grade
the PIQ is not sent to reviewers.
Reason for EC approval: to alert for
budget planning, to raise awareness so
there are not duplication of efforts across
college.
If Primary and
Secondary Reviewers
do not agree, PIQ is
sent to entire PIQ
Review Team
Appeal Team is
appointed by the
President.
Supervisor presents
reasons for the appeal
Final authority to establish placement of a position resides with the President
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Two times per year (mid-year and year-end), supervisors are required to
give formal feedback by completing the appraisal document.
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Employees are rated on the following Appraisal Factors:
 Application of Knowledge
 Effectiveness of Communication
 Responsibility and Dependability
 Quality and Productivity
 Problem Solving
 Flexibility/Adaptability
 Professional Development
 Supervision (if applicable)
 Budget Management (if applicable)
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The ratings are specific to each factor. However, in general they indicate
the following:
5 – Mentor level performance
4 –Consistently exceeding expectations
3 – Solid performance, regularly meets high expectations
2 – Does not meet expectations, needs improvement (Performance
Improvement Plan* (PIP) required)
1 – Very serious performance concerns (Performance Improvement Plan*
(PIP) required)
In this system, expectations of a "3" are very high and representative of a
strong, solid performer, definitely NOT a mediocre performer.
* All Performance Improvement Plans must be reviewed by the Director of Human Resources
before given to an employee. The Director ensures that the PIP addresses job related issues and
is done so with fairness and equity.
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Immediate
supervisor - The immediate supervisor completes the appraisals for all of his/her
employees. After completing the forms, the supervisor reviews the overall results to examine if
they appear to be fairly appraised.
Next-level
supervisor - The immediate supervisor submits the appraisals to his/her supervisor
for review. If necessary, the supervisors discuss any specific issues or concerns. The immediate
supervisor may also wish to discuss any developmental plans he/she will be establishing with
employees.
Executive
staff supervisor - In the rare instance where the immediate supervisor and next level
supervisor do not agree on any part of the appraisal, the executive staff supervisor will be
consulted for resolution. Executive staff supervisors may also choose to review all appraisals
prior to submission to Human Resources. Executive staff supervisors will also review the ratings
summary provided by Human Resources.
Human
Resources - Human Resources compiles a summary of ratings and provides this
summary to each Executive staff supervisor for employees in their area of responsibility. This
summary is used to look at fairness in the ratings across the units of the College to establish that
there are no apparent biases on the basis of gender, ethnicity, age, etc. Human Resources
also reviews the appraisals to see that no inadvertent, illegal, or inappropriate language or
examples are written in the appraisals.
President
- The President is provided with a summary of ratings for all areas of the College.
Review by the second level supervisor, Executive staff members and by Human Resources is intended to assure
that appraisals are objective, fair and consistent within departments, across areas of the college, and across
the college as a whole.
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To determine an employee’s appraisal average add all of the ratings and
divide by the number of factors. The increase is based on the corresponding
paygrade quintile as indicated in this chart:
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Use the percentage increase, as approved by the Board of Trustees, and
apply it to the quintile, within the paygrade, which corresponds to the
employee's appraisal rating. (ie. for the 7/1/08 increase the figures in the
2007-08 paygrade quintile chart were used).
Example: Employee A is in a pay grade 5 position, with an annual salary of
$37,000; the Board approves a 2.25% increase, the employee's
performance ratings average 3.1. (The increase will be based on the top of
the 3rd quintile of pay grade 5). Employee A's increase would be 2.25% x
$48,609 (top of 3rd quintile) = $1,094. The new salary amount would be
$37,000 + $1,094 = $38,094.
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
All new employees and existing employees who become
new supervisors meet with HR for individual training regarding
the system.

HR offers general overview training and opportunities for Q&A
sessions though the COS multiple times each year

All information related to the system is accessible to
employees on the HR website
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
We have requested to have the appraisal moved to an
online form
• Streamlines process and simplifies by moving electronically and
allows the supervisor to review the action plans electronically
when completing the next year’s mid and year-end reviews
• Allows for process to collaborate with COS to provide
professional development sessions that directly align with the
needs of employees
• Provides the college with measurable data related to
development objectives and action plans
• Offers future ability to use the data for related services and to
meet needs of employees and college administration for
continuous quality improvement
• Improved information related to staff management
• Savings on printing and paper costs aligns with college
philosophy of working “green”
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