Salary Information in Workday Advice and Resources for

Salary Information in Workday – Advice and Resources for Managers June 2015 1 "Not for Further Distribution"

Topics • What’s new about salary information in Workday • Key points for managers to keep in mind • Confidentiality of salary information • Yale’s compensation policy & practice • Tips for salary conversations with staff • Resources • Questions? 2 "Not for Further Distribution"

What’s New? What’s Not. New • On July 1, in Workday, managers of staff who have employees assigned to their supervisory organization will be able to view salary information on those employees easily, with just a few clicks. Not New • 3 The business standards and regulations for confidentiality of salary information, the compensation philosophy and practice at Yale, and the guidance for conversations about salary between managers and employees have not changed with the ease of access to salary information available to managers in the Workday environment. "Not for Further Distribution"

Key points for managers to keep in mind • As a manager you may be seeing salary information for the first time, or seeing it presented differently than what’s familiar to you which might raise some questions at first glance. • Managers are considered agents of the university, so whenever more, or different information becomes accessible to you, having some tips on how to interpret and use it is particularly important. • Your HRG is your first best contact for guidance on understanding employee salary information and the university’s compensation policy and practice. 4 "Not for Further Distribution"

Confidentiality of Salary Information A Few Key Points • Salary information of individual employees is confidential, and should not be shared except as needed for a specific business reason, and then only with responsible individuals, and with care that the information remains confidential. • Aggregate salary information across a department’s employees must also be treated confidentially, and again, should not be shared except as described above, or when senior leadership has a need to facilitate management and decision making across a unit. • When salary information needs to be shared electronically, it should be transmitted in a secure file that is password protected or on a secure server with controlled access. • Managers should follow the guidelines established under the Standards of Business Conduct, and refer to the additional reference information on policy, legal and regulatory, and university practice provided in the special document on “Compensation Principles, Policies and Practice for M&P Staff” which can be found in the Manager’s Toolkit. 5 "Not for Further Distribution"

Compensation Policy & Practice Yale develops its compensation and classification programs with several goals in mind: • To attract and retain extraordinary talent. • To create appropriate salary structures based on the responsibilities and technical requirements of each position, and to establish salaries accordingly. • To award salary increases based on individual contributions and performance. • To pay salaries that are competitive with those of comparable positions at comparable employers, within comparable labor markets. • To develop salaries that are consistent with the university's budgetary guidelines and are a key element of the university’s total rewards package. 6 "Not for Further Distribution"

Compensation Policy & Practice (cont. ) More detail about Yale’s Compensation Practices and Policies, including: • Job Evaluation Process and Method • Salary Ranges and Bands • Annual Salary Review & Merit • How salaries are set at the time of hire • Assuring fairness and equity • and more … Can be found here: Staff Workplace Policies- Section 200 - Compensation Management Manager’s Toolkit 7 "Not for Further Distribution"

Tips for salary conversations with staff • Employees may come to their managers with questions or concerns about their salary. It might be to seek a pay raise, or express a perception that others make more than they do, or that their position is not valued correctly, or any other number of thoughts about how their pay compares with others inside or outside of their department or the university. • It can be challenging to respond to employee concerns about salary issues, particularly if the manager is worried about the employee’s morale, or suspects there actually might be some basis to the issue they are raising. 8 "Not for Further Distribution"

Tips for salary conversations (cont. ) • Trying to respond in the moment, or without good counsel, can present pitfalls for the manager, and result in inadvertently providing wrong information, or setting inappropriate expectations on the part of the employee. • In all of the above scenarios, it is appropriate to respond: “Thank you for bringing forth your concerns. Let me review with Human Resources and get back to you. ” • Managers should not feel responsible for providing immediate responses to employees’ salary questions when an appropriate answer may be outside of their experience or expertise. Consulting ahead of time with HR, and then handling the conversation with the employee yourself maintains the best practice of responding to the employee directly and helps keep the relationship between the manager and employee strong and positive. 9 "Not for Further Distribution"

Resources and addresses • • • Staff Workplace Policies- Section 200 - Compensation Management Manager’s Toolkit Standards of Business Conduct Compensation and Classification Website Human Resources Generalist You may have to right click and then select “open hyperlinks” to link to pages. 10 "Not for Further Distribution"

Questions? Note: All of the information contained within this deck and referenced websites and documents is not a substitute for obtaining guidance and expertise from a Human Resources Generalist or Compensation Planning department. 11