HR Units

Human Resources

Office Location
415 West 6th Street
875 Perimeter Drive MS 4332
Moscow, ID 83844-4332
Phone: (208) 885-3609
Fax: (208) 885-3602

General Email

Department Phone List

Employment Services

Office Location
415 West 6th Street
875 Perimeter Drive MS 4332
Moscow, ID 83844-4332
Phone: (208) 885-3609
Fax: (208) 885-3602

General Email

Department Phone List

Payroll Services

Office Location
415 West 6th Street
875 Perimeter Drive MS 4332
Moscow, ID 83844-4332
Phone: (208) 885-3609
Fax: (208) 885-3864

General Email

Department Phone List

Benefits Services

Office Location
415 West 6th Street
875 Perimeter Drive MS 4332
Moscow, ID 83844-4332
Phone: (208) 885-3697
Fax: (800) 646-6174

General Email

Department Phone List

PDL

Office Location
Administration Building
Room 216 - 220
875 Perimeter Drive MS 3166
Moscow, ID 83844-3166

Phone: (208) 885-2322
General Email

Miscellaneous

Updated September 5, 2013

Please check back frequently, as responses to many of the questions will expand as additional information becomes available. We expect to add new questions approximately twice a week. Please use the online feedback/questions form to continue contributing to this study.

  • How will the new class system benefit UI in 5 years?
    Updating the system and job descriptions helped us with compliance and it gave us the data necessary to develop a long term plan for compensation and classification. We will start to address other areas and issues to best meet priorities and recruit and retain staff.
  • For the positions we have that are vacant, does someone need to enter those JDs into the portal?
    Those VACANT positions have been assigned, by PCN, to the appropriate supervisor. This supervisor was determined as the individual who approved the timesheets of the person previously holding the VACANT position. The supervisor is responsible for completing the UIJD in the portal. Directions for supervisors, both in the form of a manual or training module, are available on: http://www.uidaho.edu/human-resources/classification-and-compensation-study/New-UI-Job-Description-Information.
  • What is the process from here?
    As of August 27th, the appeal process is next and then the classification study is done and the system will be implemented.  Reclassification for changes to positions occurring after the appeals process will be opened back up.
  • How do I get an electronic copy of my job description?

    Please ask your immediate supervisor for a copy. If they are unable to provide a  copy, they should contact the appropriate Affirmative Action Coordinator.

  • My past and current supervisor has just now left the UI. My department head will now be my immediate supervisor, until a new faculty member is hired. Do I list her in both places as supervisor or her first and then the Dean as her supervisor? Continued...
    Question continued:
    I can’t leave any of the sections blank, so I have to name someone.
    Answer:
    Yes, list her as the immediate supervisor and the Dean as her supervisor.
  • Can you comment on the strengths & weaknesses of this plan in relation to how unit level managers are to apply the new plan as a practical tool to hire and retain top flight staff?
    The hiring and retaining of top flight staff is a high priority for the University but is not one that is addressed by the classification system.  It is addressed by the compensation system and practices and how those are administered.    Our leadership is sensitive to this issue and is working on a long-term plan for the future.
  • What prioritization in University state funding request is the salary adjustment CEC?
    President Burnett and the Presidents Council have made this a very high priority for all the Universities.
  • Can you make some general comments with regard to your view of merit-based pay in a university system, and specifically comment on the role merit is to play – if any role at all - in our new comp system?
    Merit pay is valued by our University, the State Board of Education and the legislature.  Our compensation system can accommodate merit pay.  The system that typically drives merit pay is our performance management system, and of course having the money to dedicate to it.
  • I noticed that Admin Assistant 3’s ended up in grades ranging from 4 to 7. How can that range be so varied between such similar jobs?
    One reason to do a comprehensive study is to update job information, in many cases, information that had not been updated for many years, and compare current jobs to each other and to the marketplace.  The fact that currently classified AA3s ended up in such different grades is an excellent example of the level of inconsistency in the old system based on how long it had been since the job information was updated.
  • What were the labor markets to which our positions were compared?

    For these purposes, the best labor markets are those employers from which you often attract new employees and to whom you lose employees.

    Sibson Consulting used the College and University Professional Association for Human Resources surveys for universities with budgets between $175M and $525M, almost all of which have student enrollments between 6100 and 18,300.   Jobs in the University’s FLSA exempt benchmarked positions were compared to similar posts in this national, higher education market.

    For local and regional searches, Sibson Consulting used Towers Watson survey instruments and Mercer surveys.  They also used ALA –APA surveys for Library positions, Abbott Langer for foundations and other non-profits.

  • Can I still hire people during this study? Can I reorganize my department? Can I change job duties for a position before I go to recruit?

    Yes, the study has no bearing on these issues. See the answer to the next question about reclassification requests.

  • Our pay practices are restrictive leaving my only options to get more money to leaving for another job or trying to get reclassified. What is the solution?

    This is a big question.  As part of this process, the university will evaluate our pay practices (e.g. starting wage rates, what happens on promotion or reclassification, increases in pay outside of annual increases).  We will also explore how we may better meet the University’s and our employees’ needs through changes to how we recruit and promote people within the University.

    No promises but these classification and compensation studies create a logical and timely opportunity to examine these other closely related aspects.

  • Will this plan result in any pay cuts and title demotions?

    The University has committed to using this program as a tool to support the recruitment and retention of a diverse, high-quality workforce to fulfill the mission of the University.  The program will not result in pay cuts or title demotions.  We will assign system or classification titles to each position and allow managers to designate position titles if they wish.

  • Will this study be used to eliminate or consolidate positions?

    No. The study will not consolidate positions; however, it may consolidate system (aka classification) titles.

  • What are you not telling us? What is the hidden agenda?

    Transparency through this entire process is important to the University leadership, consultants and HR.  We will make every effort to communicate thoroughly and always honestly throughout the project.  If we don’t know an answer, that is what we will say.  If it is something that has yet to be properly vetted or truly is confidential, that is what we will say.