Monday, 7/15/19     //     2:30pm - 4:00pm     //     Room 219 

Note Taker: Haley Johnson

Attending: Anya Petersen-Frey, James Elder, Rob White, Lynne Bennett, Katina Sifantonakis, Elliott Fraughton, Ben Leimbach, Lisa Fuller, Mandy Self, Jodi Emery, Merilee Anderson, Lauren Andersen, Dolores Heaton, Danielle Thomsen 

Agenda:

Finance & Operations Strategy Meeting - Anya

• Notes here: Finance & Operation Strategy Notes
• Reminder: these strategy meetings are open to all CECE staff. If you're interested in hearing what's going on in a certain program or service area, you're more than welcome to attend. They are 30 minute presentations with time for Q&A. 

Compensation at the University - Danielle

• We've had some comments come in through Office Vibe that we wanted to address with Danielle, so she joined us to talk about that. 
• One of the issues we're facing is that the compensation structure at the University is not well understood. 
  • Every position has a job code that's used when you're hired. You can find the job code table with job descriptions here: https://www.hr.utah.edu/comp/jobcodetable.php
  • Each job code has a grade assigned to it, which determines the pay range of that position.
  • You can then see the range of that grade using the salary determination tool on the HR website: https://www.hr.utah.edu/comp/salaryDetermination.php
  • There are four quartiles within each range that narrow the pay range dependent on job experience and skills.
    • To hire someone into the fourth quartile, you need a VP's approval.
  • The midpoint noted in the salary determination tool is what we find to the market average to be. Every year, compensation participates in salary surveys and takes a set amount of job codes and benchmarks them against market to see if we're in the right place or if we need to make adjustments.
• Other salary considerations:
  • Sometimes people will perceive that they have the exact same job as someone else but are getting paid differently. However, it's important to look at job duties; often times people in the same job code will have different duties. The person taking on extra job duties is likely to be paid more.
  • At the U specifically, budget is a big consideration and informs all that we do, including determining salary. 
  • Internal equity is also a large consideration. We always look at it for each job within CE, however, sometimes we need to offer someone a bit more money to come over here and they're the person we really need to hire for the position.
  • There is a vast number of factors that contribute to determining salary. Danielle advises that management keeps that in mind when discussing salary with employees. It's also okay to say to you need to do some research first if you're getting questions that you aren't prepared to answer. It can be hard with how many jobs and employees we have to know the specifics of somebody else's job. 
• Note about salary changes: HR prefers compensation changes on the 1st of the year unless there has been a job change. As much as possible, all changes should take place at the start of the year.
  • As you are aware, there's an average 2% cost of living raise. Most people will receive that raise; if someone isn't going to receive it they should be informed by their manager. 
  • Any raise more than 4% needs to be approved during the budget committee update.
• If management would like help in having these conversations with employees, Danielle is always available. She can either help coach managers on how to have the conversations, actually sit in on meetings between the manager and the employee, or act as a resource that managers can refer their employees to. That being said, Danielle finds that the best approach is for managers to build a rapport with their employees and handle the conversations themselves.

Best Practices for Internal Applicants - Danielle

• When you post a position with the University, there are three different options:
  • You can post externally, which must last a minimum of 7 business days and is open to everyone.
  • You can post internally to the University, which is open to all current employees of the University.
  • You can post internally to Continuing Education, which is only open to current CE employees and must be open for at least 3 business days.
• When we have internal applicants for positions, we have an opportunity to help them with their professional development.
  • We are often the first employer for people and they don't always know yet how to navigate these situations. That gives us the opportunity to give them the best case scenario as far as the support we can provide.
• If you have an employee who is an internal applicant who does not get the position, our recommendation is that somebody talks to them personally about it. The person who initiates the conversation could be either the hiring manager or the employee's current manager. 
  • Danielle tends to email the person to let them know she's not moving forward with their application and ask for some times over the next couple days that she can meet with them and talk about it. This gives the employee time to process the news that they're not getting the job before receiving feedback. When you do meet with that employee, you can absolutely have frank conversations with them. It's important for people to understand where they're at and we don't do anyone a service by inflating their confidence or telling them their skills are better than they are. 
• If an internal applicant doesn't get the job and could use a bit more help, they can always meet with Danielle. She can go over the basics such as which jobs are a good fit and which may not be. She can also point that employee towards certain training that will help them move into a particular field. If there's a need for short-term projects, we can have employees work on those projects so they can determine if it's work they actually enjoy or not. 
  • Lauren has had a few occasions where she couldn't give the internal applicant the job but that she was able to give them a short-term project so that they could bolster their experience.
    • Often it is lack of experience that makes it so that our internal applicants aren't the top candidate. 

Development Plan Formation Process - Jodi

• Leadership has been working to formulate a development (fundraising) plan for the whole organization. We have gotten to a point where we need to develop a holistic plan and define our priorities. This will help us become more consistent in our development efforts.
• Haley will be sending out an email to gather case statements from each program so that we can build a presentation for Heidi Woodbury, the new VP of University Advancement. Please follow through with that when you see it.
  • We are trying to build towards running an annual campaign at the end of the year. The case statements will be instrumental in getting that done, plus they're a good internal exercise for each program.
  • Having case statements also helps people redirect donors to other programs within our area if it turns out the one specific area is not what they're looking for.
    • The more people here in CE who can be well-versed and able to speak to our programs in a meaningful way, the better. Case statements will help people achieve that.
• Development is all about building relationships, so it's a constant job. The leadership team is going to take on development roles as a part of their function. They'll all be working on building relationships in the community and work on making this development plan a more consistent awareness piece.
• There are certain things we will need to ask for money for in the future: we'll need funding for Adult Learners as well as a new Osher building. It's better to incorporate these asks into an ongoing development plan rather than create a number of one-off campaigns every time we need money. Youth has ongoing scholarships requests that we can work with as well.
• In terms of raising funds to maintain the building, there are opportunities for naming that we've not taken advantage of. We could name a number of things.
• We've had a number of false starts when it comes to development and we're really hoping to get something solid in place this time around. That being said, we are not looking to hire a development director. 
• The University is currently in a capital campaign and we want to show that the community comes to us and that we have something to offer.

Staff Council Updates - Jodi on behalf of John

• Staff council is encouraging all staff to actively engage in their retirement planning.
• Katina is looking into having Fidelity and TIAA come up to our office so that CE employees can meet with advisors here. 
• Katina is also looking at bringing someone from HR's Benefits department come talk to us (possibly during a special topics meeting). 

Professional Development - Anya

• In terms of professional development that requires travel, we are currently looking at creating a new approval process since Concur (the new travel tool) doesn't have a built in process. This form will need to show whether your professional development has been approved before Katina moves forward in booking travel. Sterling and Katina are our point people on using Concur. Dolores' entire staff will also have training, so Julie can act as back up if needed.
• During the last leadership meeting, we discussed required travel for each program. Some programs have an amount of travel they need to accomplish in the year, so we're going to take that into account and build some type of system to figure out what's fair across CE.
• Currently, the KB does not have an article detailing our professional development policy. What was there previously is now outdated. We are working to get something new.
• CE has historically covered the cost of our employees taking CE classes for professional development. The key here is to be able to determine whether the CE course is related to the current job or not. If someone wants to take classes for their own personal development (not related to work), then we would not cover those costs.
• Given our budget constraints, it's time for management to think creatively about how we can help our staff engage in professional development.

All Hands 2020 - Jodi

• Feedback on the last All Hands meeting was mixed, but generally positive. These meetings are not going anywhere and we are doing our best to keep building them up.
• We discussed possible dates during the last leadership meeting and came up with 5/4/2020. 
  • Discussion reveals that Sandy may have intensives running at that time, so we will likely need to find a new date.
  • This date is only tentative at this point. Haley is doing her best to avoid Fridays, schedule it for the morning when people have more energy, find a time before Youth is really in the weeds preparing for summer camps, and that's between ELI sessions so that instructors can attend. 

Parking Codes - Anya

• We've decided to eliminate individual parking codes for each department and use the same one for all of CE. 
• When using a parking code at one of the kiosks, make sure to take your receipt and give it to Katina when you return.
• If you have a special event, we will still get a separate parking code for that. (We don't want people having our internal parking code) The unit running the special event will pay for that code.
• We realize many codes have been created in the past. At this point, shut those all down and only use the CE-wide code. If you do not have that code, Katina can give it to you.

Course Evaluations - James

• IS&T is planning to move the one question survey over to qualtrics in the next few months. 
• We'll be moving Pro Ed course evaluations over; IS&T will be talking with Lauren and Shelby about the transition out of survey monkey. 
• Moving into qualtrics will allow us to create a more automated process. Once Pro Ed has been moved, we'll probably work on ELI next, then Youth.
• This tailors nicely into campus' wider push for transitioning over to qualtrics. 
• If you're interested in gathering certain data points regarding your programs via survey, you are welcome to start formulating those. However, this is something that will be discussed more in-depth at the data governance meeting next month. We're hoping to develop similar questions throughout CE. 
• This will not be replacing the one question survey. Customers will be able to respond to that one question and walk away from the larger survey if they don't want to provide any more feedback than that.

Updates

• Katina is working on updating the CE Crisis Communication Plan. We will be reviewing that plan in the very near future since it's been a while since we developed it. 
• CE will be closed on 12/27/19! This is a paid day for all employees. You do not need to enter any codes into Kronos. Salaried employees should leave their timecards alone and hourly employees should enter their regular hours for that day. 
  • This extends to ALL of CE. Jodi checked with Marti and she said that UGS would not need IT support on that day.