Human Resources

Staff Organizational Structure Review and Classification and Compensation Study

Project Purpose

The University of Wyoming is committed to creating a workplace experience where all staff members can grow, excel, and thrive.

As the University moves forward with implementing the academic restructuring plan, we are beginning a thoughtful and deliberate journey to review non-faculty organizational structures, job classifications, job titles, and compensation programs.

Starting in November 2022, the project team began conducting campus-wide surveys, interviews, and focus groups to provide a clear, data-driven picture of the current state organizational structure and services to improve the experience of our staff.

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Main Page

 

Guiding Principles

  1. Align available resources with their greatest use and purpose. This is not a cost-cutting exercise.
  2. Create a workplace where all staff members can grow, excel, and thrive at UW.
  3. Build an innovative administrative support model to efficiently and effectively meet the needs of students, faculty, and staff.
  4. Strive towards logical job hierarchy, consistency in job titles, and equitable distribution of responsibilities aligned with the mission and goals of the university.
  5. Understand the competitive job market for all staff positions and develop an adaptable methodology to routinely update for long-term success.

Case for Change

Final Report - Class/Comp Study

 

Frequently Asked Questions

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The following job titles have been identified as having the potential of being impacted by the shared services model.  This is not an exclusive list and other positions may be identified as we continue toward implementation:

  • Accountant
  • Accountant, Senior
  • Accounting Associate
  • Accounting Associate, Senior
  • Administrative Associate
  • Assistant Director, Business Operations
  • Business Manager
  • Business Manager, Executive
  • Director, Business Operations
  • Financial Analyst
  • Office Assistant, Senior
  • Office Associate
  • Office Associate, Senior
  • Staff Assistant

Human Resources will consult with impacted employees and leadership in the Division. Impacted employees will be given as much advance notice as possible.  This is scheduled to take place in early May. Since this process is a departmental reorganization, those impacted will be required to transition to the new position. 

It is estimated that 15-20 employees will be moved to the Human Resources Shared Services, and 70-90 employees will be moved to the Budget and Finance Share Services.

Salaries are not expected to be impacted but modeling is in process to determine if changes to compensation will need to be made.

Location and moves are dependent on multiple factors, but there is an expectation that Shared Services employees will have a “home” in one or multiple units that they serve, with an expectation that they are mobile, and can set up work from various campus locations to attend to institutional needs.

The Shared Services employees will have a day-to-day presence in the units that they serve and will need to be deeply connected to ensure continuity of services.  There is an expectation that these partners will be thoroughly trained in their respective shared service area and will be considered the resident expert for Human Resources or Budget and Finance for these areas.  This will ensure that each department/unit will have dedicated service through these individuals.  Human Resources and Budget and Finance will work closely with the units/partners and leadership to ensure a seamless transition. The positions will report directly to Human Resources and Budget and Finance, depending on which shared service they belong to.

A review of current title, compensation, and experience, in addition to individual consultation, will aid in determining the best placement for an employee.

While impacted units/departments and individuals may be consulted during the process, employees will be directly placed without the need to apply. These changes will follow the Departmental Reorganization process.

As part of the organizational review, the impacted employee, home department, and Human Resources will collaborate to shift and balance duties to make every employee successful in meeting the University’s mission and priorities.  If job responsibilities are removed from an employee’s position, the intention is not to downgrade or change the salary of the position that an employee is in. If there are significant changes in the essential functions assigned to an existing benefited staff or administrative professional position, the position audit process will be used.

Following individual consultation with Human Resources and their division, employees will be transitioned to new roles, beginning July 1, 2024.

 

Desired Future State

Roles and responsibilities should be standardized

Workload should be evenly distributed

Reporting structures should be logical and promote accountability

Career paths should be clear and defined

Compensation should reflect an understanding of the market