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(May - June 2025)

1. Project initiation
2. College and review data
3. Conduct stakeholder interviews

(June - July 2025)

1. Develop job families
2. Create job level framework

 (June - August 2025)

1. Identify benchmark jobs to price
2. Determine appropriate survey sources for comparison markets
3. Obtain data for market pricing
4. Perform competitive market analysis
5. Conduct compression analysis

July - September 2025

1. Create salary structure(s)
2. Discuss job evaluation approaches and assign jobs to the structure
3. Conduct employee and cost implications analysis

Mid - Late Fall 2025

1. Develop implementation strategy
2. Provide communications and training support

2026

1. Draft report of findings and recommendations
2. Review draft report with team
3. Present report to Senior Leadership

The initiative modernizes compensation, strengthens recruitment and retention, and ensures pay practices are equitable and competitive. Through conversations with various campus stakeholders, we have identified several key areas for enhancement:

• Identifying career progression pathways
• Supporting staff development and manager effectiveness
• Standardizing pay structures across departments
• Aligning compensation with market standards
• Promoting transparency and fairness in pay practices

The study encompasses all staff positions, with a separate compensation review occurring for faculty, to ensure equity and market competitiveness across the institution.

The study spans several phases: establishing guiding principles, gathering input, conducting market analysis, developing new salary structures, and planning implementation.

This is a collaborative, cross-campus effort. Samir Datta, VP for Finance & Administration and Chief Financial & Administrative Officer is working with Jill Walsh, AVP of Human Resources and a core team from Human Resources to manage the project day-to-day. This group is working closely with Senior Leadership and the Provost’s Office to guide and shape this project.

The study aims to create a more transparent, equitable, and supportive work environment for both faculty and staff:

• Faculty will benefit from a review of salary equity and competitiveness, helping ensure alignment with peer institutions and market standards.
• Staff will gain clearer job expectations, transparent career paths, and a better understanding of how competitive compensation is determined.

Yes. One of the primary goals of this initiative is to make career growth more visible and accessible. The new job architecture will identify initial career progression through the salary structure and criteria for moving from one job level to the next. Future initiatives will highlight how your skills might be applicable to other areas within the College.

Your daily responsibilities and reporting structure are unlikely to change. Some job titles may be adjusted for consistency and clarity, with advance notice and explanation provided.

No. While job titles may be consolidated to improve consistency and clarity, no positions will be eliminated because of this initiative.

Regular updates will be shared at the key milestones and when recommendations are finalized.

Key stakeholders are engaged throughout the process. Progress is shared via campus email updates and the project webpage, which serves as a central hub for information and resources.

The design phase concludes in December 2025. Implementation will extend across the next few fiscal years, with regular updates and training to support adoption.

The College will begin phased implementation, which may include salary adjustments over time based on budgetary priorities.

Compensation refers to monetary rewards, primarily base pay. This study focuses specifically on base salary.

No. Benefits such as health insurance, retirement, and paid time off are not part of this review, though they are part of the College’s broader total rewards strategy.

Not formally. While non-salary benefits are important, for example, professional development and flexible scheduling, benchmarking is focused on base pay. However, total rewards are considered when determining market competitiveness. While the study doesn’t specifically consider non-salary benefits, we continuously evaluate our benefits and make modifications, as necessary,to ensure competitive and robust plan offerings.

A compensation philosophy is a formal statement explaining the “why” behind pay decisions. It defines guiding principles for fairness, market competitiveness, and alignment with the College’s mission and strategy.

Some employees may see upward salary adjustments based on market data or internal equity. Any increases will be implemented thoughtfully and responsibly, with a phased approach to ensure sustainability.

No, pay reductions will not occur.

Salary compression may occur when newer employees earn close to or more than colleagues with longer years of service, or when pay overlaps between staff and supervisors. The updated salary structures are designed to identify areas of compression. 91�Թ��� will determine how best to address compression based on available budget.

Job architecture refers to the structured organization of roles and career pathways within the College. In collaboration with Segal, we’ve developed the foundational components of this framework, including job families and a job leveling guide.

This framework is designed to bring greater clarity to role expectations and to support managers in guiding career development. Future initiatives will build on this foundation to define specific career pathways, training opportunities, and other resources.

A market assessment compares salaries against external benchmarks to ensure fair, competitive, and sustainable pay. It considers both external markets and internal equity.

A compensation study involves evaluating our pay structures against those of comparable institutions. We review salaries, pay frameworks, and benefits to ensure that we remain competitive in attracting and retaining talent.

In essence, this process helps us:

• Attract and retain top talent
• Ensure fair and consistent compensation practices
• Make informed, data-driven compensation decisions

A benchmark job has responsibilities comparable to similar roles in other institutions or industries, enabling reliable market pay comparisons.

The study draws from reliable surveys such as CUPA-HR, and other external survey sources approved by leadership and HR.

Yes, we are partnering with Segal, a well-established HR consulting firm. Segal has worked with hundreds of colleges and universities nationwide, offering deep expertise in human resources strategy tailored to the unique needs of academic institutions. Their expertise will help us:

• Conduct an objective assessment of our current practices
• Ensure our compensation remains competitive
• Benchmark against peer institutions within our industry and region

Please contact Jill Walsh, Associate Vice President for Human Resources, for assistance (jwalsh@brynmawr.edu / 610-526-5266)