ValuingWork@Wellesley
Frequently Asked Questions

Why did we undertake this project?

Our goal is to develop a fair and effective way to reward excellent performance at Wellesley. In order to do this, we need a more flexible compensation program, which not only focuses on the skills and behavior which Wellesley values, but also provides a baseline for an effective performance evaluation and reward system so that our staff know their contributions are honored. We want to build trust that positions are classified fairly and equitably. We have developed clear salary administration and performance management policies that are available to all employees.

What’s the current program and why aren’t we keeping it?

Wellesley College employs approximately 500 administrative staff. Twelve years ago, the job classification system was reviewed and positions were placed into twenty grades. Classification structures are typically reviewed every ten years because all organizations face internal changes in organizational structure and the way work is structured as well as external changes driven by innovation, technology, and a changing workforce. We classify jobs to assess relative internal value of jobs and to compare them to our competitive salary markets. Over time, our roles and organizational structure have changed, rendering the program inflexible and cumbersome to use. Many staff have complained about its rigidity, perceived inequities, and lack of focus on reward and recognition. With salary increases remaining low across the board and the lack of an effective performance evaluation process, the classification program began to be misused as a way to increase pay. Managers have felt there were no mechanisms to reward their best performers. With the endorsement of the President and senior leadership, we developed a more flexible program which values the work we contribute at all levels, and which creates a basis for a more effective way to reward excellent performance.

How was the work done on the project? Who was involved?

This is an ambitious project, which challenges all of us to look at the roles we play as contributors to the mission of Wellesley College. Since May 1999, we have involved senior leadership, faculty chairs of academic departments, managers and administrative employees throughout the College in this project. There were major design teams in four areas: role classification, salary administration, performance management, and communication. Focus groups for employees at all levels were held. We invited and received input from the Compensation and Personnel Policy Advisory Committee (CPPAC), the Administrative Council, and the College community through presentations and through our website. Consultants from the Wilson Group provided technical expertise at key points. You will find information about the various elements of the program, the purpose, the history and methodology, and the roles of employees, managers, and senior leadership in the Introduction and Overview section.

Is the Valuing Work @ Wellesley program an attempt to make Wellesley College operate more as a business?

Wellesley College is an educational institution, dedicated to providing the best possible learning environment for all our students. In order to ensure that we are providing the best possible education, we need to follow good management policies and practices relating to how we compensate employees. Among other results, this will enable us to compete successfully for employees and to hire and retain high performing administrative staff. Also, the challenges of technology, a changing workforce, innovation, and fast-paced change affect all organizations. The Valuing Work @ Wellesley Program is not a pre-packaged program for classifying roles and administering salaries. Valuing Work @ Wellesley is a program developed specifically by and for Wellesley College with input from all levels of the Wellesley community. Every element of the program recognizes the value of our work here and its relationship to the fulfillment of Wellesley’s mission. The Introduction and Overview section provides additional information on what the program is and what we hope it will accomplish.

What impact does this new program have on me?

Most of us may see very little difference at first. There will be a simpler salary structure with only seven levels. These levels will be based on the varied roles we play. The salary bands associated with each level will be broad which means that it will be easier for you to move to another position within the College without undue focus or barriers of grade and pay range. There will be more flexibility within the salary bands for market adjustments. You will have a clearer understanding of the criteria being used to determine the classification level of your position, and also what the expectation is at that level for skills, actions, and behaviors. These criteria and expectations will become a critical foundation for a meaningful process to manage and improve performance, develop skills, and identify career objectives. The Role Classification section describes the purposes of role documentation.

How will this new program impact salaries and benefits?

No one’s salary will be reduced as a part of this project. Reviewing our current benefits is not a part of this project. No one will lose the benefits for which they are currently eligible.

What criteria were used to evaluate my job?

We wanted to develop a program that would identify what is important to Wellesley now and in the future. The criteria for evaluating the roles we play were developed by a cross-functional team of your colleagues at Wellesley. The design team developed a model that considers the following compensable factors or competencies, namely: Service to Constituents, Expertise, Accountability/Responsibility, Collaboration, Communication, Innovation & Problem Solving/Critical Thinking, and Development of Self and Others. The degree to which you are required to use these competencies in your role determines the level of your job. You can find more detailed information on the classification factors in the Role Classification section.

Is length of service valued under this program?

Valuing Work @ Wellesley recognizes the importance of how we do our jobs rather than how long we have done them. The wide salary bands associated with each level allow more salary growth for longer service employees based on individual performance. Length of service is not a factor in the program nor was it in the prior system.

How was my level determined?

During the past year, administrative staff employees completed role documents describing the demands of the position. The process of role documentation was completed in a variety of ways: sometimes individually, sometimes by pairs, and sometimes by teams of incumbents in collaboration with the supervisor. A core team of representatives from Human Resources together with selected managers evaluated each role document using the compensable factors to determine the appropriate level for that position. Then, senior leadership and selected managers reviewed the results to ensure the assigned level made sense both within the division and College-wide. The Role Documentation and Role Classification sections detail how a role document is completed and how the role is classified.

What can I do if I don’t agree with my level?

We went through such an intensive process in classifying administrative staff roles, with so many checks and balances, and such extensive participation of managers and senior leadership that we are confident that every position has been assigned to the correct level. There will be no review of levels for one year or until October 2001. If you have questions about your Role Document, speak with your manager as your first resource.

When should my role document be updated and reviewed?

A new role document should be completed when a role has changed significantly enough to require new documentation. A role focuses on factors such as the groups or areas the position serves, the end accountabilities of the role, and the overall abilities and skills required for the specific type of work. Since the focus is not on a collection of tasks, role documents need to be updated less frequently than job descriptions. However, the role document is a dynamic document that should not be filed away. It is crucial for performance management and career development. The Role Documentation section provides additional information.

What positions are in what level?

You can find general information about the type of positions at each level on the Human Resources website, www.wellesley.edu/HR/ under "Valuing Work." This overview information is also provided with the classification letters.

What salary bands are associated with each level?

Please see the salary bands table. This information is also provided with the classification letters sent to each employee.

What does it mean to have wide salary bands?

There is a very wide salary band associated with each level. Positions that may in the prior system have been both a grade above and a grade below your position may be within your salary band in the new one. A supervisor may be in the same salary band as the staff member she or her supervises. Additional information can be found in the Salary Structure and Salary Administration Policies section.

How will my salary be determined in the future?

The degree to which you are required to use the areas of skill or competencies is what determines the level of your position. Market pay will help us determine what the salary range should be for your job. Your actual performance in the job will be what actually determines your pay on an ongoing basis.

What market data are used?

Human Resources collects salary survey information on benchmark positions. Benchmark positions are positions that are typically found in educational institutions and/or general industry. The type of position will determine whether local, regional, or national data are appropriate. The type of position will determine whether we look at data obtained from educational or cross-industry surveys.

My role is unique. How do you determine my salary?

All positions are in some way unique and every role is important in supporting the mission of Wellesley College. Your role has been assigned a level within the Wellesley College role classification system using factors that apply to all roles. Part of the market for your salary includes those employees in comparable positions in the same level. In some situations, we will seek additional information outside of Wellesley to ensure competitive salaries.

Do you anticipate any salary increases as a result of this?

No. Each year, Wellesley College has had external consultants review our administrative salaries in order to ensure that we remain competitive with the external market. As a part of this project we reviewed administrative salaries looking at both market competitiveness and internal equity. Because Wellesley College has regularly looked at the competitiveness of administrative staff salaries, very few adjustments were necessary. However, the market continues to change rapidly for certain positions and we will review those positions more frequently to ensure that we maintain competitive pay.

Will my salary be reduced if I’m paid above the market?

No. Wellesley College will not reduce base pay levels. Please refer to the Salary Structure and Salary Administration section.

I am paid over the maximum of my salary band; will I be eligible for future salary increases?

Employees near or at the maximum of the salary band assigned to their positions will be eligible for increases only to the maximum of the band. Increases beyond the maximum of the band will be distributed in lump sum payments based on performance. Please refer to the Salary Structure and Salary Administration section.

What happens if my salary is below the minimum of the salary range for my level?

Because Wellesley College consistently reviewed the market competitiveness of administrative staff salaries, most employees are paid over the new range minimums. As a salary policy, no employee will be paid below the minimum of her or his level. Please refer to the Salary Structure and Salary Administration section.

If this program does not affect my salary and benefits, why should I care about it?

The emphasis on roles in the new classification system allows employees to continue to develop their careers by taking on new assignments and tasks within the same role or by moving into similar roles in different areas of the College. An essential part of this project is the development of a new performance management program. A meaningful process and tools for setting expectations and assessing results will provide managers with a way to more clearly differentiate pay among various types of performers. In November 2000, a new performance management tool will be introduced. With a simpler and more flexible classification model and an effective performance management program, we will create the essential basis for more innovative reward systems to acknowledge excellence.

What is coming next?

The next step in the Valuing Work @ Wellesley program is the introduction of the performance management program in November 2000. Training programs will be supporting this initiative throughout the year. By effectively using the performance management program, we will create the basis for more innovative reward systems to acknowledge excellence. HR will be working with senior leadership, managers, and administrative staff to develop these new programs.

Acknowledgements

Since May 1999, senior leadership, faculty chairs, managers and administrative employees throughout the College have devoted many hours to this project. We would like to thank everyone who participated in any way for their important contributions and support in this process. We especially would like to acknowledge the participants of the various design teams. They are your colleagues and we appreciate their commitment of time and expertise to the development of this program.