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2011 Annual Benefits Enrollment Alicia Miner Senior Director of Talent and Strategy University of Phoenix Graduation Team Career Progression & Compensation Structure CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX

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2011 Annual Benefits Enrollment

Alicia MinerSenior Director of Talent and Strategy

University of Phoenix Graduation Team Career Progression & Compensation Structure

CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX

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2011 Annual Benefits Enrollment

Today’s Objectives

Review the Career Progression model and philosophies

Provide updates and new developments since initial communication

Provide understanding of how the model and process will work

Overview of leadership role in career progression

Review of what is still being developed for future consideration and inclusion

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2011 Annual Benefits Enrollment

University of Phoenix provides access to higher education opportunities that enable students to

develop knowledge and skills necessary to achieve their professional goals, improve the productivity of

their organizations and provide leadership and service to their communities.

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2011 Annual Benefits Enrollment

Career Progression ModelReview

CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX

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2011 Annual Benefits Enrollment

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2011 Annual Benefits EnrollmentThe Employee Career Cycle

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2011 Annual Benefits EnrollmentModel Philosophy and Objectives

Student Success

Create meaningful progression criteria that will inhibit customer-focused behaviors and a positive student experience

Business Success Alignment with regulatory standards and limitations

Targeted development of employees to enhance overall employee, student and organizational success

Employee Success

Provide a model of career and growth opportunities to distinguish outstanding employees through a standardized model

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2011 Annual Benefits Enrollment

Advisor/Counselor

Sr Advisor/Counselor

Executive Advisor/Counselor

Sr Specialist

Executive Specialist

Manager I

Manager II

Associate Director

Director

SeniorDirector

Career Promotion Ladder

Man

agem

ent Tr

ack

Individual Contributor Track

Updates

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2011 Annual Benefits Enrollment

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The Specialist Roles

Specialists will obtain advanced knowledge in specific areas Specific student bases requiring advanced knowledge

(Education, Alumni, etc.) Advanced knowledge bases (Title IV, Degree

Completion, etc)

Slotting will not occur with the specialist roles

Advisors will perform unique skill validations to move into the specialist role Example: Mentoring, training or exhibiting in a key area

of specialty

Advisors will receive a certification in their specialty area

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2011 Annual Benefits EnrollmentBecoming a Specialist

Specialty Detail ACA ENR FIN

Healthcare Specialist X X X

Doctoral Specialist X X X

Education Specialist X X X

Military Specialist X X X

International Specialist X X X

Academic Alliances/Workforce Solutions Specialist X X

Employee Specialist X X X

Master Level Specialist X

Alumni Specialist X X X

Re-entry Specialist X

Specialty Detail ACA ENR FIN

Tribal Specialist X X

Dual Role Specialist X X

UOPX Ambassador Specialist X X X

Student Workshop Specialist X X X

Student Progression Specialist X

Funding Options Specialist X

Initial Specialty Areas Specialty Area Being Explored for Future

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2011 Annual Benefits EnrollmentPoint of Entry Criteria

Education – Bachelors Degree Required for Career Progression and All Employees

Training – Completed prior to role placement (as outlined in model)

Skill demonstration – Validated prior to role placement (as outlined in model)

Compliance – All compliance requirements current Time in Role Tenure –1 Year Minimum (Adv); 2 Year

Minimum (Mgr and Dir) Current Standing – No disciplinary (WW) within last 6

months

Updates

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2011 Annual Benefits Enrollment

PERFORMERS will progress through standard and/or promotional increases

Continuous NON-PERFORMERS will progress through disciplinary process/termination

Prom

otion

Sta

ndard In

crease

Standard Salary Increase

Accountability Model Dependency

Will not

remain in

organizatio

n to get

standard

increasesPerformance Accountability: Progressive

Disciplinary/Termination

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2011 Annual Benefits Enrollment

Compensation and Employee Transition

CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX

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2011 Annual Benefits Enrollment

Tenure factor will be reconsidered in FY13

Business demand will drive need for higher level opportunities

Employees will be placed into model at current level and current salary

There will not be salary decreases for those currently above the salary maximums

Transition Into Model

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2011 Annual Benefits Enrollment

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Transition Into Model (Cont.)

Standard promotion percentages Compensation for employees over salary structure

maximums Non-base building Supplemental amount considered in calculating OT

Lump amount paid equally over 26 pay periods:

Example if over maximum:

Employee Example Salary- $10,000

Company Annual Standard Increase Example Amount- 3%

Eligible Amount- $300

$300 / 26 pay periods

Employee ending base salary- $10,000

No change to base salary

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2011 Annual Benefits EnrollmentCompensation: General

Positions reviewed for benchmarking Enrollment, finance and advisement customer service positions in like industry

Comparison of skills needed for job and what market is paying for same job skills

Mid points of salary ranges are the “market” median

Analysis of national labor costs in high and low labor cost markets Analysis of what employers in markets are paying

N1 Structure-national average

N2 Structure-cities where labor cost is 10% or greater than national average

Types of compensation opportunities Annual standard increase determined annually-(all employees)

Determined with analysis of

National salary planning data

Company affordability

Market data on job and skills

Career Progression-promotional increase

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2011 Annual Benefits Enrollment

Advisor/Counselor

Sr. Advisor/Counselor

Exec Advisor

Sr. Specialist

Exec Specialist

Manager I

Manager II

Assoc Director

Director

SrDirector

Compensation: National Structure

N1 $ 51,020 - 84,180

N1 $ 58,880 - 97,160

N1 $ 51,020 - 84,180

N1 $ 67,960 - 112,140

N1 $ 78,440 - 129,430

N1 $ 45,050 - 72,080

N1 $ 33,500 - 54,110

N1 $ 39,030 - 62,450

N2 $ 36,850 - 59,520

N2 $ 56,120 - 92,600

N2 $ 49,550 - 79,290

N2 $ 42,930 - 68,690

N2 $ 64,765 - 106, 875

N2 $ 56,120 - 92,600

N2 $ 74,755 - 123,355

N2 $ 86,285 - 142,375N1 and N2

Salary

structures

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2011 Annual Benefits Enrollment

Training and Skill Demonstration

CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX

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2011 Annual Benefits EnrollmentCareer Progression Training

Leadership, competency and functional/technical training components

Program guides for each role/level

Computer-based and instructor led training courses

Sequenced to prioritize learning and build out process

Learning Management System (LMS) for registering and tracking status of training completion

Training will continue to be built throughout the year

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2011 Annual Benefits Enrollment

Current employees expected to complete training and skill demonstration applicable to their transition level

Ensuring all employees are equally prepared and have the same skills and development opportunities

Employee must meet the daily expectations of their current role

Program designed for incremental progression throughout the year

Employees should work with manager on guidance of training hours to ensure current and future role success

Employee Accountability

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2011 Annual Benefits EnrollmentTraining Process

Learning management system (LMS) will house each program loaded by role/level for full employee visibility

Employee will register for selected required training through LMS

Completion of training will be recorded in LMS

LMS will display completion status and progress toward program completion

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2011 Annual Benefits EnrollmentProgram Guides

For each job function and level

Description of course objectives

Type and duration of training

Instructor led

Webinar

CBT/Web-based

Breakdown of required versus optional training

Suggestions for additional optional training to support skill and competency development

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2011 Annual Benefits EnrollmentLearning Management System: Program of Study

Each role has a “program of study” in the system for employee sign-up

Courses will outline any pre-requisites required

Attachment feature for syllabus or templates required

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2011 Annual Benefits EnrollmentProgram Breakdown

Programs will list all required training courses for registering

Skill demonstration activities will be listed for registering and tracking

Additional optional learning will be shown but not required

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2011 Annual Benefits EnrollmentSkill Demonstration

Employees will “sign-up” to request skill to be validated through LMS

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Skill demonstration expectations will be broken down along with training requirements in program of study guides Some skill demonstration activities will require pre-

requisite training courseso Ex: Skill demonstration of analysis of business performance indicators

would require the associated training

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2011 Annual Benefits Enrollment

Skills and Validation Process

WHAT needs to be demonstrated (two samples):

Analyze business performance indicators and prepare and present on findings, meaningful conclusions, suggestions to further investigate or take action

Complete a problem-prevention analysis on a process or service and present it to the people involved

HOW it will be validated:

Candidate will do a thorough review and analysis of a business case scenario

Candidate will need to provide summary, findings, recommendations, etc. to hiring team for validation

Upon validation hiring team will mark as complete in employee LMS record

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2011 Annual Benefits Enrollment

Promotion Process

CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX

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2011 Annual Benefits EnrollmentWhy Centralized Hiring?

Ensures all candidates that get to second round interview are unbiased selections and equally qualified through approved criteria

Promotion and compensation alignment with regulations

Consistent organizational hiring practices

Partnering of hiring team and campus management to ensure compliance and selection for best fit for team

Ability to assess candidate trends and talent pipelines for organizational reporting and model success measures

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2011 Annual Benefits EnrollmentPromotion Process Key Points

In-line promotion opportunities will be considered beginning in March Leadership openings are considered urgent business needs and

will be filled through process as needed Ensures ability to complete new training requirements Ensures ample time to develop needed competencies to be

successful in newly defined roles

Promotion process timing Advisor and in-line promotions - QUARTERLY Leadership Promotions - AS NEEDED

Established for ground and online promotions

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2011 Annual Benefits Enrollment

Certified in competencies and behavioral-based interviewing Generation and reporting on hiring trends and pipeline

information Developing and maintaining relationships with campus

leadership Key contributors to continuous process and model

enhancements Moving from operations role to full-time hiring position

Career Progression Hiring Team

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2011 Annual Benefits EnrollmentThe Complete Promotion Process

Business need identified

Recruiting team validates criteria has been met

Behavioral based first round interview (recruiter/hiring

director)

CP hiring director completes candidate data input analysis

Behavioral based second round interview (two hiring directors/

campus manager)

Unanimous decision determines candidate promotion

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2011 Annual Benefits Enrollment

Leadership openings due to attrition and/or growth

Job posted to begin hiring process

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2011 Annual Benefits EnrollmentRecruiting Team Validates Criteria

Time in Role

Degree verification

No disciplinary (WW) within last six Months

Confirmation that training and skill demonstration has been met

Verification of compliance requirements current

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2011 Annual Benefits EnrollmentBehavioral Based 1st round Interview

Interview Process Leader- Recruiter and Hiring

director

Advisor levels-Recruiter

Competency based behavioral interviews

Alignment of questions to competencies and skills required at each job level

‘Pass’ candidates move to next round

Image displayed is for

leadership level

promotions, advisor

process varies slightly

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2011 Annual Benefits EnrollmentData Input Analysis

Coaching and Daily Behaviors

CWEB Coaching History

Mid-year/Annual appraisal

QPP goals/notes

Attendance history

Peer/grad team feedback (future)

Customer Service

NPS Data

DQSS Data

Employee General

Employee key accomplishments

Current Resume

Team opening profile35

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2011 Annual Benefits EnrollmentBehavioral Based 2nd Round Interview & Selection

Interview Process Leader- 3 people: 2 CP

hiring directors AND campus hiring manager

Advisor- CP hiring director

Decision must be unanimous

Ensuring a consistent unbiased process while creating best selection for team and culture fit

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Image displayed is for

leadership level

promotions, advisor

process varies slightly

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2011 Annual Benefits EnrollmentDiscussion: Leadership Question Scenario

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• John is an employee that is struggling in his current role but wants to progress into the manager role.

• He has a difficult time managing conflict, completing the necessary tasks of his current job, and with time management.

• I am concerned because he has a strong background and interviews very well, but don’t think he would be a good fit for the role.

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2011 Annual Benefits EnrollmentDiscussion: Leadership Question Scenario #2

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• Jane is an employee that consistently meets expectations.

• She has strong leadership qualities, communication skills and critical thinking.

• I’m worried she will not stand out in the hiring process as those involved do not see her day to day display of the key attributes?

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2011 Annual Benefits Enrollment

Post Implementation and Key Points

CONFIDENTIAL – NOT FOR FURTHER DISTRIBUTION – NOT FOR DISTRIBUTION OUTSIDE OF APOLLO GROUP OR UNIVERSITY OF PHOENIX

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Electronic format for meeting basic tracking needs

Enhancing model for effectiveness (Ongoing Post-implementation)

Aligning student platform features with employee data and usability

Electronic Portfolio: Long-term Vision

Moving from Better to Best

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2011 Annual Benefits EnrollmentPost Implementation and Next Steps

Continuous Developments and Future Inclusions DQSS use as criteria NPS as criteria Electronic portfolio

Measuring Model and Philosophy Effectiveness Reporting and analysis of candidate hires and declines for

trending and opportunities for improvement Continuous assessment of skill and training needs

Ongoing resources on changes and enhancements Podcasts, CP reference book, job aids, CP SharePoint

Future phases of career progression modeling Outlining of interdepartmental movement Non grad team future phases Apollo subsidiaries may be in future phases

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2011 Annual Benefits EnrollmentKey Concepts

Standardized model that provides avenues to distinguish between average and above average employees

This compensation/progression model depends on employee and leadership accountability

Leaders must take an active role in developing and holding their employees accountable

Employees must take initiative in owning their career development and personal accountability

This model will continue to evolve with the business over time

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2011 Annual Benefits EnrollmentYour Role in Ensuring Model Success!

Understand model objectives and the regulatory restrictions that lead to model criteria

If you don’t understand something – ask!

Own the material and ensure your employees understand what’s in it for them, the student and the business

Support employees through continuous coaching, development AND accountability

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2011 Annual Benefits EnrollmentCareer Progression Resources

Campus leadership

Local HRBP

Career Progression team

Alicia Miner - x 7136135

Heather Armstrong - x 3876205

Kelly Hover - x 7136643

Jennifer Garrison - x 3877708

Brad Fulton - x 3875922

Corey Milley - x 3876722

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2011 Annual Benefits EnrollmentCommunication Roll Out – Next Steps

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Timeline Tactic Audience/ Activity

1-2 weeks after leadership meeting

Follow-up WebEx meetings; walk through materials; clarify questions

• Career Progression support, HRD and anyone seeking clarification

9/19-9/30 Career Progression roll out to director level (Owner: RVPs, CDs, HRDs and regional communicators)

• Directors

10/3-10/14 Career Progression roll out to manager level (Owner: RVPs, CDs, Directors, HRDs and regional communicators)

• Managers

10/17-10/28 Career Progression roll out to employees(Owner: RVPs, CDs, Directors, Managers HRDs and regional communicators)

• Employees

Post career progression roll-out

Employees review materials on own, meet with leader one-on-one to follow-up

• All Employees/Levels

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2011 Annual Benefits Enrollment

Communication Support Tools

Communication PowerPoint deck

Speaker notes with detailed explanations

FAQs and Key Messages documents

Podcasts (Leader, director, manager and employee level)

Videos (Leader, director, manager and employee level)

SharePoint site to house all Career Progression documents

Pre-recorded WebEx meetings with Alicia Miner

Career Progression program guide (electronic for all employees)

Introduction and recap emails (from RVPs/Jerrad and Dianne) to reinforce messaging, create excitement, etc.

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2011 Annual Benefits EnrollmentQuestions?

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