Human Resources » Compensation & Payroll » Compensation Advisory Board » Five-year Strategic Plan

Five-year Strategic Plan

The Human Resources five-year strategic plan is based on what HR staff learned from UT's first workforce strategic plan. Workforce strategic planning provides the framework for the University's most important asset – its people. The plan's purpose is to provide a clear picture of UT's workforce profile and to compare the results against future needs – ultimately providing recommendations and strategies for recruitment, employee development and retention. HR priorities are clustered in five categories:

  • Compensation
  • HR technology plan and metrics
  • Performance management and professional development
  • Recruitment and workforce strategic plan
  • Work culture enhancement

Below is the compensation portion of the plan, on which CAB will advise, and other plan excerpts with which CAB will assist.

Read the full plan here.


A phased approach to address compensation issues, with a long-term plan including market and internal equity issues, pay for performance and incentive compensation. This work includes review/update of compensation policies and practices, development of career paths and assessment of internal development and promotion opportunities.


Completed: Reestablish Benefits Advisory Group. With broad representation from audit, finance (including IRIS and payroll) and human resources, the group will focus on: broad communication of new benefits and changes to/or deletion of existing benefits, review of financial implications and fiduciary responsibilities for benefits and implementation of technology modifications as needed.

Completed: Establish a Compensation Advisory Board (Done). Recommended by the external compensation consultant, the board would be a diverse group of 8-10 individuals, representing statewide administration, faculty and staff. The group's purpose is to revise/update UT's compensation philosophy, policies and practices, to analyze and determine market position and internal equity, and to recommend compensation strategies such as pay for performance, incentive compensation plans, retention plans and bonus programs. The group also will develop an Employer of Choice model for the University.

  • Accomplishments to Date
  • Work in progress: Revising and creating new compensation policies; work teams making recommendations for compensation, benefits and work culture improvement – based on Sibson survey results and 2011 Employee Engagement Survey.

Develop Career Ladders. The statewide compensation team will develop the foundational pieces of a career ladder structure, which can be used in any discipline throughout the university. A first step will be an evaluation of current career ladder structures – what's working well and what can be improved or enhanced.

  • Work in Progress: CAB compensation team working on guidelines and recommended strategy for common jobs statewide.

Completed: Conduct Detailed Analysis of UT's Compensation Structure. The statewide compensation team will conduct analysis of market relationships and internal equity issues. Comparisons will include the state, TBR, peer institutions of higher education and regional competitors.

  • Accomplishments to Date: Completed Sibson total compensation assessment; revised statewide PDQ cyclical review process; partnered with chancellors to draft 2012 Compensation Guidelines; entity-specific multi-year compensation plans in progress; conducted and passed OFCCP hiring and equity review audits on three campuses in 2010.
  • Work in Progress: An important step will be to begin tracking critical information that is needed to determine UT's market position. The team will work with recruitment and employee relations to begin tracking and recording in SAP: (1) offers that are declined and why, and (2) exit interview information – why employees leave the university (when related to total compensation, should include counter offer amount, where, total benefits package, etc.).

Completed: Conduct Detailed Analysis of UT's Benefits. The statewide benefits team will analyze UT's benefits programs compared to the state, TBR, peer institutions of higher education and regional competitors.

  • An important step will be further analysis of the usage and value of UT tuition assistance programs: (1) comparison of this benefit to peer institutions of higher education and regional competitors, and (2) review of employees who utilize this benefit and the relationship to their performance rating and opportunities for advancement and promotion.
  • Accomplishments to Date: Developed/Implemented biannual benefits communication piece mailed to each employee's home – FOR YOUR BENEFIT; partnered with IRIS to enhance online personal benefits statement.

Excerpts from "Performance Management/Professional Development":

Completed: Define Performance Management and Develop Plan for Implementation. Steps will include:

  • Benchmark performance management systems for best practice ideas
  • Write competency-based job descriptions, with performance and behavioral expectations incorporated and required training and compliance tied to position
  • Develop performance management process and tools (at least annual performance evaluations with clear distinction between needs improvement, meets and exceeds; tool/ process for performance improvement (sets expectations within defined period of time) and professional development plan)
  • Develop career progression structure by functional areas, including both career paths, and individual progression (from dependent to contributing independently to mentoring to leading)
  • Develop onboarding process (with assigned coach) and probationary feedback for new employees
  • Determine how to track performance in SAP (with workflow reminders)
  • Develop three methods of training: face-to-face, videoconferencing and webinars – to be incorporated into plan
  • Pilot program in one area
  • Distribute training to campuses/institutes and develop evaluation method
  • Accomplishments to Date: In 2011, revised performance evaluation form and provided training statewide to supervisors; developed varied opportunities to deliver learning including video conferencing, web-based training and web streaming. The Statewide Training Advisory Committee is further developing strategies. Renegotiated the SkillsSoft contract, which provides more than 300 e-learning modules at no cost to departments.
  • Work in Progress: Statewide design team is working on 360o feedback process/forms (supervisor and peer review) for 2012, as well as recommending a system and process for automating the entire performance management process.

Develop Succession Planning Model and Plan for Implementation. Steps will include:

  • Benchmark performance management systems for best practice ideas
  • Develop model for UT, which includes tools for assessing bench strength and incorporating development programs and advancement plans
  • Develop training, implementation tools and support team; pilot model and tool at statewide executive level (including opportunities for advancement across campuses/institutes and with a focus on increasing diversity at senior levels)
  • Develop tool to track success and opportunities for improvement and develop evaluation method.

Develop Model for Career Development Institute. Purpose of institute is to improve internal development and promotional opportunities for UT high performers. Job families targeted should align with organizational needs – areas of difficulty finding required competencies or identifying diverse candidate pools. It will be important to align programs with opportunities – so successful program participants have an opportunity for advancement. Steps to include:

  • Benchmark other programs for best practice ideas
  • Create statewide committee to develop this concept.

Excerpt from "Workforce Strategic Plan and Work Culture Enhancement":

Implement Statewide Healthy Campus Program. Begin with American Cancer Society (ACS) Gold Certification, which includes five steps:

  1. Tobacco use
  2. Diet and nutrition
  3. Physical activity
  4. Screening and early detection
  5. Access to quality treatment and clinical trials

As a next step, an ACS representative will meet with HROs at fall retreat to discuss program requirements. HROs to determine next steps for statewide implementation and develop project plan in collaboration with employee relations' councils and faculty councils. Statewide project plan to be presented to president's staff for approval and required funding. This is a 2013-14 intitiative.

  • Work in Progress: CAB Work Culture Improvement Team developing the initiative.