Winter 2003
MAP Implementation Nears Completion
Achievement Pay Awarded
MAP Pay Options Approved
MAP Progress Report Data
What Does MAP Mean To You?
What People Are Saying About MAP
The first Performance Development Cycle under MAP was successfully completed at the end of September 2002. For many MAP eligible staff and their supervisors, this process opened doors to effective communication; for others, it re-affirmed an existing environment of workplace communication and collaboration.
In recognition of the fact that the transition to MAP is close to completion, the MUS, MSU, and UM labor/management committees endorsed a change in title: the Montana University System Achievement Project is now the Montana University System Achievement Program.
Responding to concerns expressed by MAP eligible staff and their supervisors, the labor/management committees approved modifications in the MAP vocabulary. It is hoped that these changes in the terminology better reflect the purpose of the terms:
- "Broadbands" are now "Occupational Bands."
- Job titles are assigned to one of the six occupational bands: Health Services, Information Technology, Professional, Research, Specialist, and University Support Services. Occupational Bands are a tool for organizing job titles and are not a factor in establishing salary rates. (Note: the Executive Band has been eliminated since it was not being used).
- "Market Zones" is now "Hiring Zones."
- Job titles are assigned to a hiring market zone based on a comparison to the Montana OES wage data and other relevant data. The amount of flexibility, if any, that is available for determining a newly hired employee's rate of pay is based on the hiring market zone. The work to develop Hiring Zones and to assign job titles appropriately is currently underway.
98.4% of MAP eligible employees met or exceeded their goals during the first Performance Development Cycle and were awarded achievement pay on November 1, 2002.
By the end of December 2002, the campuses had embraced the ability to reward employees through the new pay options offered in MAP.
- Strategic Pay is typically awarded in situations related to retention and recruitment.
- Progression Pay (also known as Career Ladders) is approved when the department has an operational need for a higher work level and an employee has an interest in meeting that need. Funding must be identified prior to seeking approval.
- Lump Sum Bonuses can be requested in pre-determined increments from $100 to $1000. Bonuses recognize exemplary service or contribution to the university that go far beyond the typical expectations associated with performing the duties of an employee's job.
Pay Options approved during the period of January-December 2002:
- Strategic Pay (22)
- Progression Pay/Career Ladders (36)
- Lump Sum Bonuses* (49)
Lump Sum Bonus distribution breakdown:
$1000 - 15
$750 - 4
$500 - 14
$350 - 6
$200 - 8
$100 - 2
*Lump Sum Bonuses recognize the efforts of individuals that go beyond "excellent" to the level of "extraordinary" service. The reasons for bonus awards are as diverse as the work accomplished throughout the University system. Examples of work that has been recognized include:
-Revenue Generation
-Efficiency
-Cost Savings
-Stepping up in Staffing Shortages
-Statewide recognition for extraordinary job performance
-Life Safety
-Program Development
-Quantity
-Exceeding Project Goals
-Providing Assistance
-Originality
At the request of the MUS, MSU, and UM labor/management committees, an assessment instrument was distributed last fall. Approximately 3,270 copies were sent to MAP eligible employees, their supervisors, and the campus executive leadership. 935 were returned for a response rate of 28.5%. The summary of data from the Progress Report follows. In the interest of space and clarity, only the items with a significant rate of response are reported.
- 40% rated their approval of the MAP Program as Supportive/Very Supportive
- 38% rated their approval of the MAP Program as Somewhat Supportive/Neutral
- 22% rated their approval of the MAP Program as Not Supportive
14% Formalized performance planning & review process providing regular feedback to staff.
13% The ability for staff to have an opportunity for input into their own evaluations.
11% Improved communication between managers, supervisors, and staff members.
Additional training and/or resources needed:
23% web site
17% newsletters
14% workshops
13% topical flyers
13% MAP presentation for supervisors
Training Topics needed:
14% Building Career Ladders
11% Pay Plan Options
10% Roles & Responsibilities of Supervisors
Improvements in department's internal communication due to MAP:
15% Increased sharing of information: either formally or informally.
13% Increased understanding and awareness of departmental goals by all employees.
12% Increased understanding and respect for the roles played by staff and supervisors.
9% More informal communication throughout the department.
27% answered this question as "None of the Above."
In the comments, most of those who checked this response reflected that "we already had all of this."
A small minority commented that "it'll never change."
Best way to get information about MAP:
19% Broadcast e-mail
14% web site
13% flyers/bulletins
Note: A large number asked that electronic resources not be the only method by which information is disseminated.
Summary:
As is frequently the case when a new program is implemented, time and quantity of paperwork were of concern to many.
With the implementation phase behind us, the time commitment should lessen as the steps required in the Performance
Development Cycle become routine. Similarly, as familiarity with the pay options increases,
it is expected that the preparation of the written documentation will become easier.
- "MAP has reinforced our staff's approach to communication & collaboration".
- "MAP provides an excellent framework for communication between staff and supervisors".
- "I now have more responsibility for defining my path & how I move along it."
- Somewhat supportive…that's pretty good considering I started out a 'no way.'"
- "Be patient and stay the course-this culture change will take some time (3-5 years at least)."
- "The performance review process was awesome both as supervisor & staff."
- "MAP is a great concept and will, HOPEFULLY, take on new meanings as it evolves."
- "I have some apprehensions about MAP. Why is it that employee incentive awards are contingent on the department having funds available? Good employees in 'cash strapped' departments can't be rewarded equitably as employees in 'rich' departments. The MUS system should provide funding across the board for incentive awards."
- "Felt especially good about how I did my job from compliments from faculty, staff, and students re my flexibility, patience, and willingness to help the student. I felt appreciated and important to them."
- "Moral support, confidence, opportunity, and autonomy that come to me from my supervisor help me to grow and enjoy my position."
- "Supervisor has been more than willing to supply any reasonable, needed item for training and educational purposes."
- "I think MAP has potential - but there is a definite need for more involvement by supervisors…"
- "I'm impressed with the benefits of engaging in the MAP process, including the checkpoints and now the Performance Evaluation. I’ve been on both the giving end as a supervisors and the receiving end as an employee."
- "I'm very excited and happy about the MAP project. This is just the kind of feedback that I need in order to grow and make improvements. Thank you."
- "Flexible - no; pay options - not enough; reward individual - how; increased job satisfaction - no; increased efficiency and productivity - yes; encourages change - no; enables sharing of ideas - yes."
- "As a supervisor I have had a wonderful MAP experience and look forward to the next MAP cycle now that we have all had an opportunity to get our feet wet."
- "Challenges outside of my MAP goals have caused me to use all the job success factors, especially interaction with others and resourcefulness and results."
- "I believe that the MAP process has forced some departments to open lines of communication that were either weak or nonexistent before."
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