2. The Career and Compensation Program (CCP) is a new pay and career framework designed to enhance the University's ’Canes Total Rewards package by providing the flexibility to offer market competitive salaries, recognizing individual contributions based on performance, and creating a structure to support career development within the University. The program ensures: Internal equity between similarly valued jobs Recruitment and retention of top talent Transparent compensation principles, practices and programs Opportunities for career movement across the University What is the Career + Compensation Program? 2’CanesTotalRewards Everything offered to you for your contribution and service to the University including pay, benefits, recognition programs, and training and development.

3. PAY STRUCTURES PAY GRADES PAY RANGES CAREER LEVELS The University of Miami’s Career + Compensation Program will include the following elements: 3

4. COMPENSATION STRATEGY Incorporates the concept of Total Rewards into our compensation program offerings, enhancing the University’s ability to attract, retain, and recognize employee contributions. COMPENSATION STRUCTURE Enables the University to manage compensation competitively through market- based pay grades and ranges. COMPENSATION POLICIES Guidelines for managing compensation to help ensure internal equity and consistent application of the program. CAREER STRUCTURE Provide staff with a framework for planning their personal development and professional advancement at the U. KEY OUTCOMES 4

5. The University of Miami is committed to recognizing staff contributions to teaching, research, and service, and to providing market-competitive pay based on performance. COMPENSATION PHILOSOPHY MARKET ANALYSIS CAREER LEVELS PAY STRUCTURE PAY POLICIES COMMUNICATION & EDUCATION 5

6. Continuously review CCP to ensure market competitiveness (pay grades and ranges) Create preliminary pay grades and ranges Place positions into the preliminary structure Refine job families, determine career groupings and job leveling criteria Place positions into Career Levels Define competitive labor markets, select benchmark positions Conduct market assessment of benchmark jobs Market Analysis and Structure external value Career Levels internal value PROGRAM DESIGN 6 The following process was used to design the new CCP.

7. PAY STRUCTURES The CCP includes a Core pay structure, plus four additional specialized pay structures (Allied Health, Information Technology, Nursing, and Research) to allow for greater flexibility in responding to differences in market pay practices. CORE STRUCTURE PAY GRADE c NURSING STRUCTURE PAY GRADE n INFORMATION TECHNOLOGY STRUCTURE PAY GRADE i RESEARCH STRUCTURE PAY GRADE r ALLIED HEALTH STRUCTURE PAY GRADE h 7

8. CORE STRUCTURE PAY GRADE c The vast majority of staff jobs will be in the Core structure, which will include a cross section of job functions and families, such as: Finance and Accounting (accountant, financial analyst, finance director, auditor) Admissions (admissions director, college recruiter) Student Affairs (academic advisors, student activities representatives) Human Resources (HR manager, benefits analyst, compensation analyst) Communications and Marketing (graphic designer, marketing manager) Facilities and Operations (maintenance mechanics, energy technician, painters) General Office Support (administrative assistant, receptionist) Characteristics of the Core structure include: 13 pay grades and pay ranges Pay grades begin with the letter “c” followed by a numeric value Includes approximately 60% of staff jobs 8

9. ALLIED HEALTH STRUCTURE PAY GRADE h The Allied Health structure is designated for health care professionals involved in ancillary patient care service (jobs that are distinct from nursing, medicine, and pharmacy). Allied Health jobs provide a range of diagnostic, technical, therapeutic, and other patient services. Examples include: Radiologic Technologist Medical Technologist Respiratory Therapist Characteristics of the Allied Health structure include: 9 salary grades and pay ranges Pay grades begin with the letter “h” followed by a numeric value Includes approximately 11% of staff jobs 9

10. INFORMATION TECHNOLOGY STRUCTURE PAY GRADE i The Information Technology structure includes jobs that are responsible for supporting the University’s technology needs, such as software development, telecommunications, networking, and infrastructure support. Examples include: Systems Administrator Database Analyst Help Desk Technician Network Engineer Characteristics of the Information Technology structure include: 13 salary grades and pay ranges Pay grades begin with the letter “i” followed by a numeric value Includes approximately 7.5% of staff jobs 10

11. NURSING STRUCTURE PAY GRADE n The Nursing structure is designated for individual contributor nursing jobs that are responsible for patient care services. Jobs in the nursing structure require a university degree and a registered nurse license. Examples include: Registered Nurse Nurse Specialist Advanced Registered Nurse Practitioner Characteristics of the Nursing structure include: 9 salary grades and pay ranges Pay grades begin with the letter “n” followed by a numeric value Includes approximately 6.3% of staff jobs 11

12. RESEARCH STRUCTURE PAY GRADE r The Research structure includes jobs employed in the scientific research and discovery process. Jobs in this structure work in research administration, statistical analysis, or applied science within the research function. Examples include: Research Associate I, II and III Scientist Postdoctoral Associate Research Support Coordinator Characteristics of the Research structure include: 13 salary grades and pay ranges Pay grades begin with the letter “r” followed by a numeric value Includes approximately 15% of staff jobs 12

13. 13 CAREER + COMPENSATION PROGRAM PAY STRUCTURES

14. CAREER + COMPENSATION PROGRAM and HOW PAY IS DETERMINED Many factors are taken into consideration when determining your pay. Salaries are based on the following criteria: The job’s role within the University, its responsibilities and skills requirements The individual’s knowledge, skills, experience, and performance Budget availability 14

15. CAREER LEVELS : Coming in January 2016 Career Levels represent a new component of our compensation program designed to provide: a structure that aligns jobs in a way that defines pathways for professional growth and development information needed to understand how jobs progress within and across job families a framework for career progression opportunities that represent lateral and vertical job changes 15

16. CAREER LEVELS : How will they work? The Career Levels segregate all jobs into three career categories: Leadership and Management Professional/Research Administrative, Technical, Trades, and Health Care Services Within each career category are tiers (or levels) representing varying levels of job complexity and responsibility. All staff jobs are in one of the three career categories referred to as a Career Level. Examples include: L1 (Leadership and Management – Level 1) P2 (Professional and Research – Level 2) A3 (Administrative, Technical, Trades and Health Care Services – Level 3) 16

17. CAREER + COMPENSATION PROGRAM: Impact on Employees All staff will be in one of five new pay structures with a new pay grade and a career level. Most staff jobs will have salary range minimums, midpoints, and maximums that are similar to the ranges on the current structure. 85% have base salaries that are positioned within the range 12% have base salaries that fall below the range minimum 3% have base salaries that are near or above the range maximum No pay reductions. 17

18. CAREER + COMPENSATION PROGRAM: Impact on New Employees With the launch of Workday, employees will be able to login to the system and view their new grade and Career Level (Career Levels are known as Management Levels in Workday). Staff can view their pay grade in Workday under the Compensation tab in the Workers Profile. 18

19. CAREER + COMPENSATION PROGRAM: Additional Resources Frequently Asked Questions Guidelines to Managing Staff Pay Ulearn Online Course: Understanding CCP Supervisor Talking Points PowerPoint to Share with Your Teams Online Webcasts In-Person Information Sessions Visit miami.edu/hr

20. Appendix 20

21. Professional/ Research Professional/Research Work is primarily achieved by an individual or through project teams Job requires the application of expertise in professional or technical area(s) to achieve results Progression through career levels reflect increasing depth of technical knowledge, project management, and ability to influence others: Performing technically based activities (early in career) Contributing to and managing projects (mid- career) Providing advice/direction in primary areas of expertise (seasoned/expert) Leveraging technical expertise to contribute to strategy and drive business results (thought leader) PROFESSIONAL + RESEARCH Career Level P1 P6 P2 P3 P4 P5 Examples of Professional and Research Jobs: Research Scientist, Pharmacist, Registered Nurse, Financial Analyst, Systems Analyst 21

22. Leadership and Management L5 L1 L3 L4 L2 Leadership & Management Accountable for managing a team of people, setting direction and deploying resources; typically responsible for performance evaluation, pay reviews, and hire/fire decisions Results are primarily achieved through the work of others and typically depend on the manager’s ability to influence and negotiate with parts of the organization where formal authority is not held Progression through career levels reflect acquisition of broad technical expertise, business and industry knowledge, and process and people leadership capabilities Example of Leadership and Management Jobs: Assistant Vice President of Marketing, Executive Director of Business Operations, Accounting Manager, Supervisor of Customer Service LEADERSHIP + MANAGEMENT Career Level 22

23. Administrative, Technical, Trades, Healthcare Services Administrative, Technical, Trades, Health Care Services Office support, operational, technical, and health care service delivery Performs technical tasks required to support ongoing business operations Skills are acquired through vocational education and/or apprenticeships, certifications, and specialized or on-the-job training Does not require a university degree Skilled technician in a hands-on environment, often highly specialized ADMINISTRATIVE + TECHNICAL + TRADES + HEALTH CARE SERVICES Career Level Examples of Administrative, Technical, Trades, Health Care Services Jobs Nuclear Medicine Technologist, Paralegal, Administrative Assistant, Medical Assistant A5 A1 A3 A2 A4 23