FY21 Compensation Market Study
In accordance with the College’s established market pricing methodology, Montgomery College P&P 33001, Maintenance of the Classification System (PDF, ) , stipulates that every 12 to 24 months or as needed, a group of benchmark jobs will
be reviewed. This study is essential to validate that Montgomery College's current
salary structures reflect our compensation philosophy, align with relevant labor markets,
remain internally equitable, and are fiscally sustainable. The scope of the study
includes staff, administrator, department chairs, and full-time faculty positions.
- Ensure pay structure reflects our compensation philosophy.
- Assess market position for benchmark jobs and confirm external competitiveness within relevant labor markets. Make adjustments to pay structure if applicable.
- Review pay structure to confirm jobs align based on internal worth.
- Competitive, equitable and fiscally sustainable pay practices.
- Market competitive pay structure enabling MC to attract, motivate and retain key talent.
- Consistent and equitable pay decision-making including hiring, promotions, and internal equity salary adjustments.
The classification and compensation team within Human Resources Strategic and Talent Management (HRSTM) partnered with Segal, a human resources consulting firm, to collect market data and prevailing practices of similarly situated organizations. During the study there were opportunities for employees to provide thoughts and insights. The Classification and Compensation team conducted open informational forums to provide guidance and respond to inquiries. Governance groups were able to share information through appointed advisors.
The study was conducted in two segments: 1) administrators and staff and 2) faculty.
Administrator and Staff Study Outcome
Update: The outcome and implementation of the FY21 Compensation Market Study for staff and administrators is pending. We will share more information as it becomes available.
This study was focused on the alignment of jobs within our salary structures, not
individual employees’ pay. Approximately 134 staff and administrator benchmark jobs (PDF, ) , representing a cross section of our job families, job levels, organizations and
bargaining status were reviewed. Overall Segals assessment revealed:
- the College's salary structure remains relevant,
- specific jobs require grade level adjustments within the College's salary schedule.
Faculty Study
While some of the activities for faculty studies will be performed concurrently, due to additional complexity and analysis required for faculty data. Market information for faculty roles will be gathered from peer institutions to review salary scales based on education, rank and a single pay range. It is anticipated that HRSTM will submit implementation plans for full-time faculty by December 31, 2021.
Timeline
Winter 2021
- Collegewide announcement
- Introduction meetings
- Data collection
Spring 2021
- Analysis and Recommendations
Summer 2021
- HRSTM submits implementation plan
Winter 2020
- Collegewide announcement
- Introduction meetings
Spring 2021
- Identify peer institutions
- Data collection
Summer 2021
- Data collection
Fall 2021
- Analysis and recommendations
December 2021
- HRSTM submits implementation plan
FY21 Compensation Market Study Information Session
FAQ's
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The College followed best practices to select internal benchmark jobs. The selection process included:
- Assessed each job class to ensure the jobs reflect a cross-section of our workforce using the following criteria: organizations (i.e., areas, departments, units), job families (i.e., accounting, financial aid, facilities), job levels (i.e., administrators, managers, professionals, staff), grade levels, and bargaining status.
- Considered if the jobs are likely to have job matches in survey data and the likelihood that the survey match will yield reliable, relevant and robust data.
- If an MC job hierarchy has multiple levels, the level most likely to match to a survey job and yield robust data was chosen. However, we ensured all levels, regardless of job hierarchy, were represented in the study.
- Reviewed the proposed benchmark jobs with Segal (our consultant).
Benchmark jobs are placed in the salary structure based on their target market rate - how the job is paid in the relevant labor market. Non-benchmark jobs are aligned (slotted) based on job-related factors such as job duties, knowledge, skills, abilities, scope, autonomy, complexity, decision-making and supervisory responsibility.
The process to align benchmark jobs in the salary structure is:
- MC’s position description is aligned to MC’s job class specification
- MC’s job class specification is matched to a survey job description and a target market rate is determined
- MC’s job is “slotted” in the salary range with the midpoint that closely matches the target marker rate.
Job slotting is a technique used to align jobs within a job hierarchy or salary structure. Once benchmark jobs have been aligned in the salary structure, non-benchmark jobs are slotted into the same grade associated with the benchmark job that is the closest match based on job-related factors such as knowledge, skills, abilities, scope, autonomy, complexity, decision-making, and supervisory responsibility.
The process to align non-benchmark jobs in the salary structure is:
- MC’s position description is aligned to MC’s job class specification
- MC’s job class specification is compared to similar MC benchmark jobs based on job-related factors such as knowledge, skills, abilities, scope, autonomy, complexity, decision making, and supervisory responsibility.
- MC’s job is aligned with the grade associated with the benchmark job(s) it most closely aligns with.
Supervisors in collaboration with employees are encouraged to update position descriptions as changes occur. Employees are reminded periodically, and at a minimum during the annual performance review process, to review position descriptions. Our policies and practices state that administrators and supervisors are responsible for ensuring that position descriptions accurately reflect the work performed by their staff. Working under this premise, and based on the periodic notifications, existing position descriptions and job class specifications were used as the basis for this study.
The classification of a job for the market study will not be impacted unless there is a major and significant change to the work of a job class. Minor changes to a position description most likely will not impact the benchmark exercise.
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This study has two tracks: 1) staff and administrators, and, 2) faculty. The implementation plan for the staff and administrator study is expected to be submitted by summer 2021. While some of the activities for both tracks will be performed concurrently, due to additional complexity and analysis required for faculty data, the implementation plan for the faculty study is scheduled to be submitted by December 2021.