CLASSIFIED EMPLOYEE PERSONNEL ADVISORY COMMITTEE

MINUTES
October 9, 2002

Guests at this meeting are Candy Holt, state MAP coordinator, and Martha Sellers, MSU MAP coordinator.

From Candy … First of all she is not affiliated with any campus. Her position is an overall position. She feels it will take fie years to get a good system in place. The intent of the MAP program is to change the way classified are valued on campus. The heart of the MAP program is a philosophy to improve communication, pay options, work performance vs. goals.

Concerns from classified staff:

• Amount of additional time involved to do a good job
• Questions and redo's required by P and PS has placed too much of a micro management situation on the program. These should be left between supervisors and employees. If the supervisor approved those set of goals for an employee, then trust the supervisor and employee
• Standardize the number of goals. Many supervisors require six goals, while others ask for only three. It needs to be a realistic number since it requires additional work. The equity of the goals sets is a considerable problem as well. An employee does not receive any more pay for six goals than three; nor any extra funding for more in-depth goals than "shallow" goals
• Deadlines do not mesh with deadlines for the academic year. P&PS needs to be more aware of academic items … opening of classes, mid term testing, finals week, graduation ceremonies, closing down a semester … those deadlines have to be met first. If MAP deadlines continue to conflict with those academic deadlines, you will continue to receive information you need late from employees
• Communication between supervisors and employees doesn't seem to be happening the way MAP was envisioned
• Is MAP a classification or a performance system or both?
• No chance for advancement
• Problem setting goals - shouldn't have a specific number
• There is considerable confusion over the process
• There is no uniformity across the campus as to how MAP is being implemented
• Writing role descriptions - new employees shouldn't write their own role descriptions. Supervisors should provide employees with a job description that was used to hire the employee and that should be used. No employee should be writing their own job description
• What kind of money is being spent on managing the MAP program?
• What about instances of employees doing all the work, and the supervisor is just signing off on it?
• Many positions are not set up for "goals" under this system. Administrative type positions have an advantage over "line" type workers
• Departments need to have flexibility with bonus pay and strategic pay exceptions
• An hour of overtime more than makes up for a MAP increase
• Not participating in MAP is not an option - it is required. If an employee refuses to participate in the program, it is grounds for dismissal
• The outcome that MAP hopes to provide is not obvious. There are a lot of hoops to jump through

• The reason personnel is involved is to maintain equity
• Employees must take ownership in establishing a goal
• Lump sum payments - no request approved will go unfunded
• This program provides for progressive pay and career ladders, and strategic pay
• If the goals are new permanent duties, then an employee is to be permanently compensated. MAP goals are not meant to be new duties assigned, but are meant to be a focused effort on existing duties of the employee
• Goals - a goal can be a maintenance and carry over to more than one year. If an employee is having trouble setting goals, Martha is most willing to help.
• Progression pay - an employee's job responsibilities may be increased by the supervisor.
• There is a wealth of information and forms on the main MAP website.
• It is possible for an employee to enter the system mid-process and still receive the incentive pay
• There is an established appeals process for those who did not receive the achievement pay after participating in the program