FINAL JOB PORTFOLIO

JOB TITLE: PRINCIPAL PUBLIC RELATIONS OFFICER (MEDIA & EXTERNAL RELATIONS)

Submitted by

Fiyinfoluwa Elegbede

Department of International Relations & Affairs

La Roche College,

Pittsburgh, PA

COURSE: HUMAN RESOURCES ADMINISTRATION

JULY 10, 2013

JOB ANALYSIS AND DESIGN

O*NET Code: 27-3031.00

http://www.onetonline.org/link/summary/27-3031.00

A. Job Responsibilities and Duties

1. Job Title: Principal Public Relations Officer (Media and External Relations)2. Department: Public Relations Department3. Supervisor: Director of Public Relations4. Description of Duties:

a. Summary: To manage by promoting and creating an intended public image and perception of the University through extensive media and external relations. A strategic relationship with be maintained with journalists for the creation and maximization of media opportunities and also oversee the production and distribution of the weekly staff bulletin.

b. Expected Job Output: A positive public perception of the University is desirably achieved which includes smooth relationship with the media, efficient media coverage of internal and external organization events, unhindered and prompt passage of information within the internal community and a regular release of the weekly bulletin.

c. Tasks Performed Daily, Weekly and Monthly: This include sourcing for newsworthy materials within the internal community, either by interviewing students, staff or faculty; covering of any and every University related events; doing a regular track of University mentions in print, electronic and mass media; communicating with, or responding to external inquiries about the University in collaboration with the Director; assigning a secretary for the weekly departmental staff meeting and directing the meeting in the absence of the Director, and other assigned duties as deemed fit by the Director including preparations for the weekly bulletin through assigned article write-ups.

d. Irregular Duties: Scheduling informal visits with community leaders around the local community with a view of garnering local perception of the University and general conduct of non-resident students; scheduling an impromptu staff meeting in case of emergency or coverage of breaking news involving students, staff or faculty of the University among other irregular responsibilities.

5. Work materials: This regular and/or daily use of computers (desktop and laptops), printer, photocopying, dedicated telephone lines, vehicles, microphones, voice recorder, publishing softwares, writing pad and pen.

6. Non-human Responsibilities: This includes transportation stipends given out to local journalists who covers University events within the College campus, and finances for miscellaneous use; an official car for transportation ease, special telephone lines. The use of these must be accountably reported to the Director for records and reimbursements when necessary.

7. Reports: These include a record of media mentions of the University on a daily basis in all media platforms, reports of monetary expenditures prepared on a daily basis for procedural ratifications, and employee conduct reports for interns and probation officers.

8. Source of Instruction: Instructions are conveyed orally and through written memoranda9. Supervision: Supervision is usually carried our once a week on the first day of the new week

after the departmental meeting. This involves a special meeting with other Principal Public Relations Officers and the Department Director with a view of going over the activities of the past week and expectations of the coming week. Emphasis is given to the weekly bulletin and covering of university related events.

10. Job Review: This includes a successful publication of the weekly bulletin, coverage of all university related events within each week on or off campus and media mentions of university activities within the print, electronic or mass media on a weekly basis.

B. Reporting and Relationships

11. Supervising Employees: There are a minimum of 15 employees under supervision including not less than 5 interns at every quarter. These employees include Media Officers, Protocol and Passages Officer, Department Secretary, Driver, Electrician and Cleaners.

12. Work Authority regarding Supervising Employees: This position is not authorized to hire, terminate or transfer supervising employees but is encouraged to provide unbiased evaluations of employee performance for a discretionary use of the Director.

13. External Contacts: All academic departments staff students and faculty, administrative departments up to the Vice-Chancellor’s Office for the purpose of news gathering and dissemination of information, the Information, Communication and Technology Department (ICT) for event props and internet access for external communications.

C. Working Conditions

14. Location Condition: There is a low level of noise as there are few officers sharing a single office, as well as potentially noise visitors from other departments who throng the department for event coverage solicitation. Noisy University community during breaks or popular student areas

15. Dangers or Hazards: potentially extreme weather and possibility of students riot which often times might lead to a severe loss of proper and/or bodily injury

D. Job Qualifications:

16. Work Experience: Experience in media, journalism, public relations, newsletter publishing or related fields

17. Amount: Three or more years of previous experience18. KSA’s: Knowledge of production, communication and dissemination techniques and methods

including written, oral and visual media. Knowledge of the English Language content and structure including grammar, composition and spelling. Knowledge of marketing strategy useful is communicating acceptable information. Knowledge in Customer services useful in evaluating customer satisfaction, through feedbacks. Basic computer application knowledge as well as administrative and clerical procedures.Desired skills include effective conveyance of information through speaking, a good listener and point taker, critical and logical thinking, reading comprehension, writing, people relation, social perceptiveness, time management, problem solver and an art of judgment and decision making.Desired abilities include being able to orally comprehend others, efficient oral expression, written expression and comprehension, speech clarity, speech recognition, deductive and inductive reasoning, and problem sensitivity.

19. Minimal Education Level: Must possess at least a Bachelor’s Degree in Media and Communications, Public Relations, Journalism or other relative majors.

20. Special Physical Skills: Superb written and oral communication skills. Strong project management skills and ability to multi-task, set priorities, and follow through

21. Special Certification: Preference will be given to Membership with the Public Relations Society of America (PRSA).

JOB DESCRIPTION

Job Title: Principal Public Relations Officer (Media and External Relations)

Position Purpose: The purpose of this position is to create and promote a desirable image of the University within and outside the University community with efficient primary, personal responsibility for media relations and maximization of media opportunities.

Typical Job Duties:

1. Serving as the initial contact for all media calls and trusted counsel for staff in media outreach.2. Cultivating personal relationships with members of the media from local, regional and national

outlets.3. Assisting other staff members in building media relationships, including conducting media

training workshops.4. Actively building and managing relationships with University community in order to identify

communication opportunities and foster collaboration and mutual support.5. Identifying ways to expand and exploit media opportunities, with a focus on garnering coverage

that is favorable, targeted in geographic areas of focus.6. Coordinating the assembly, publication and distribution of the weekly bulletin7. Communicating with people outside the organization, representing the organization to

customers, the public, government, and other external sources in person, in writing, or by telephone or e-mail.

8. Observing, receiving, and otherwise obtaining university-related information from all relevant sources.

9. Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person.

10. Overseeing the weekly departmental staff meeting in the absence of the Director11. Ensuring coverage of all university-related events within and outside the university community

through activities such as anchoring, note-taking, video and picture coverage as well as coordinating protocol services in the absence of the Principal Protocol Officer

12. Prepares weekly activity reports highlighting accomplished goals and shortcomings, and employee evaluations for the review of the Director

13. Communicating University-related events to the print, electronic and mass media on a weekly basis

14. Establishing long-range objectives and specifying the strategies and actions to achieve them.

Physical Requirements: This might include regular driving and/or walking around the College Campus and hours of sitting behind a desk.

Working Conditions: Some noise

Equipment and Machines Used: Car, Trolleys, Photocopiers, Printers, Computers, Voice recorders

Reporting Relationship: The Principal Public Relations Officer (PPRO) reports directly to the Director of Public Relations. The PPRO in turn oversees Media officers, protocol officers, interns, photographers and graphic designers who assist in the operations of carrying out his responsibilities

Qualifications:

Education: Bachelor’s Degree or higher AND three (3) or more years of experience in media, journalism, public relations, or related fields

Job Knowledge/Skills Required:

1. Superb written and oral communication skills2. Strong project management skills and ability to multi-task, set priorities, and follow through3. Personal honesty, integrity and commitment to the interests and goals of the University4. A deep respect for deadlines and results5. An effective personal and management style in teamwork bearing individual responsibility

for advancing the organization’s goals and objectives6. Fluent Media Relations or knowledge of Journalism and Newsletter Publishing7. Strong and proactive decision making effectiveness and ability to work independently

ADA JOB ANALYSIS

Job Title: Principal Public Relations Officer

Physical Demands: 1. Daily/Weekly Physical Demands

a. Standing- 30% b. Walking- 60% c. Sit: 70%d. Using/Reaching with hands and arms: 70%e. Talk/Hear: 100%

2. Vision Requirements:a. Ability to adjust focus

Work Environment Documentation:1. Work place can be quiet, loud or busy depending assignment location within and

outside the University2. Climate depends on the time and season of the year

Redesigning Job

Redesigning this job involve increasing its Autonomy. The level of supervisory reporting will be made more limited, such as monthly reports in place of the current weekly reports from the PPRO to the Director. Likewise, the ability to choose whom the job holder wishes to work with will also play a role in attaining an increased level of job satisfaction. This will include being empowered to hire, fire, transfer and replace immediate subordinates, rather than the current bureaucratic imposed workers as designed by the Director with more friendly, competent, qualified and trained workers under his supervision.

PLANNING AND RECRUITMENT

I will be embracing recruitment strategies that will likely guarantee the most efficient outcome of preferred candidates for the position. Three of these readily come to mind which are

1. Internal Recruiting: I will be utilizing the available departmental information boards to post vacancies in the department, as well as internal memorandum, announcement during weekly departmental meeting, and posting in the published weekly University bulletin. This will provide opportunity for current employees to consider applying for the opening with the advantage of having being well known to the University and its mission purpose. Likewise this is a cheaper and quicker way of recruiting and will also provide a smooth career path upgrade to successful applicant(s). Preference will inevitably be given to candidates whose performance management over the years have been on a positive rise and all applications will be submitted to the HR Department.

2. External Sources - Direct Applicants and Referrals

Referrals will be encouraged through current staff and faculty of the University through a College-wide memorandum and posting on the College website and job boards through the HR department. The chances of securing employees with an understanding of the values and standards of the University is bright, as well as being yet, a cheap and fast means of attracting potential employees especially from the local area. Preference will be given to referrals from dependable and outstanding current employees with an impressive working track record.

Rewarding referrals will come in the form of offering a quoted discount for the referring employee in the College bookstore and other affiliated stores. A discount of 30% on each and/or every item bought for duration of six (6) months will be issued to any employee that successfully referred a new employee. This will be aimed at serving as incentive for additional referrals of potential successful employees by other current employees as well as serve as compensation to the employee who refers another successful job candidate.

3. External Sources - Electronic Recruiting

Vacancies will be shared and posted on the online job boards of professional bodies and the Alumni organization. The professional body of public relations specialists’ guarantees a pool of potential

employees with measurable track record by virtue of membership of the body. An example is the Public Relations Society of America (PRSA – www.prsa.org). The Alumni organization also maintains a list of former students who are now various professional fields and is a source of attracting potential candidates with understanding of the social terrain of the University, its values, principles and its mission and vision.

The recruitment yield ratio chart will be utilized to identify (for records and future hiring purposes) the most efficient source of recruitment by dividing the number of selected applicants for interviews against the number of received resumes from each recruitment source. The source with the highest yield ratio of selected applicants for interviews will be a preference in future hiring efforts.

JOB PLACEMENT AD

The Public Relations Unit of the University of Agriculture, Pittsburgh seeks a Principal Public Relations Officer (Media & External Relations) to join its team of Public Relations Specialists. The Public Relations Unit is responsible for creating tangible public relations and sustaining public understanding and support on a systematic basis for the University. The Unit is responsible for the facilitation of free flow of information between the University and its various publics. The Unit also strives to achieve in the area of stimulating a better understanding of the policies and character of the University with the community; creating public awareness of the University’s need for greater social and financial support on a regular basis; ensuring that the University as a corporate body, maintains cordial relations with its corporate and individual neighbors; creating and sustaining public awareness of the University’s enviable records and image of academic excellence and upholding positive media relations practice.

RESPONSIBILITIES INCLUDE:

- Identifying ways to expand and exploit media opportunities, with a focus on garnering coverage that is favorable, targeted in geographic areas of focus.

- Actively building and managing relationships with University community in order to identify communication opportunities and foster collaboration and mutual support

- Ensuring coverage of all university-related events within and outside the university community- Preparing weekly activity reports highlighting accomplished goals and shortcomings, and

employee evaluations for the review of the Director- Coordinating the assembly, publication and distribution of the University Weekly Bulletin

THE IDEAL CANDIDATE WILL POSSESS;

- Bachelor's Degree in Public Relations, Mass Communications or other relevant fields- Three (3) or more years’ experience in Media Relations, Journalism, Public Relations or related

fields.- Superb written and oral communication skills- Strong project management skills and ability to multi-task, set priorities, and follow through- Personal honesty, integrity and committed understanding of the interests and goals of the

University- A deep respect for deadlines and results- Fluent Media Relations or knowledge of Journalism and Newsletter Publishing- Strong and proactive decision making effectiveness and ability to work independently

SELECTION AND PLACEMENT

TEST AND INTERVIEW QUESTIONS, DESIGN AND APPROACH

For the testing regarding the Principal Public Relations Officer (Media and External Relations) job, it is important to outline what I seek out in the ideal candidate other than meeting the basic requirements.

I am looking for a leadership skill, ability in my ideal candidate, someone that is motivated and shares the values of the institution. I am also looking for someone with interest in a career path and willingness to learn the skills for advancement as the job advances or enriches.

Hence, candidates selected from among the resume submissions will be first pre-interviewed through a phone call by the HR department. The phone call will aim at identifying how candidates handle specific situations and or problems that occur on the job. Such as their approach to a situation where the weekly bulletin cannot the publishing deadline because one of the sub-workers (the photographer) lost all the films that would have been used in the bulletin. This is to observe how the candidate handle pressure and independent decision making, some of the major qualities attributed to the position (content validity).

Successful candidates from this stage are then invited to a panel interview which includes the Department Director, the Human Resource Manager and a current worker in similar position in the department. One of the purposes of initiating the panel interview is to ensure that certain qualities of the candidate which might potentially be missed by a panel member might be noticed by another.

The candidate will be taken through series of tests to deduct how reliably qualified he or she is, including the length of experience with the media clout and how such have been utilized, professional body affiliation(s), understanding of the institutions value system, people relations, career interest, cognitive abilities, personality and physical abilities.

Employment Test Questions

1. The University Board of Trustees just concluded its 360th General Meeting, and part of the conclusion was the selection of a new Commencement Date. Prepare a Press Release notifying the Public of this decision

2. Provide in clear detail account, the process of Publishing a News Bulletin (please note that this will include initial stages of gathering information, compilation, design, taking to press and distribution). Also provide attendant supervisory techniques towards these processes.

3. The aftermath of the decision by the Board of Directors to increase the school fee has ignited a violent protest amongst students with massive properties damage. Prepare a Statement for the Director who is about to address media queries regarding this event.

4. Design a Program Schedule for an upcoming media lunch parley with the University Vice-Chancellor

This test aims to examine the critical thinking skills, leadership ability and practical understanding of the ethics of Public Relations.

The writing aspects of the test are designed to examine the applicants writing skills and organization of thoughts into a communicable message with clarity, while the test for publishing knowledge is an integral part of the job responsibilities.

A comparison between the writing samples is aimed to test the ability of the applicant’s ability to communicate coherent messages in writing. However, the reliability of the test questions will be observed from the consistency in the results from each test question as answered by the applicants.

The question of preparing a Statement for the Director’s response to media queries is aimed at observing his ability to engage in critical thinking in times when such happens on the job. A correct response will detail the University’s commitment towards critical assessment of the situation and investigation with a means of assigning discipline to erring students, who otherwise would have been expected to bring their grievance to the authorities peacefully. The response is expected to specifically point out the tolerant nature of the University administration towards free speech and grievances and an effort to reach a peaceful resolve. The consistency between the applicant’s ‘correct’ response to the test question and the expected response detailed above is aimed at showing the Content Validity of the test question.

Specific interview questions will include:

1. What is your full name, and have you ever worked under a different name?2. How many years of media relations or journalism have you had?3. Tell us about your experience in managing a public reputation and perception of any

organization in the past4. Kindly share with us your past experience, previous professional training or knowledge on

Magazine and Newsletter publishing5. Describe your educational background, experience and your professional affiliation(s) if any, that

you consider to be in relevant to your qualification for this job?6. Will you need any special accommodation relevant to your ability to perform this job if

selected?7. Are you currently employed with any organization and on what summarized capacity is your

responsibility in this organization?8. What are the three most important values you demonstrate as a leader? Tell us a story that

demonstrates each of these leadership values in practice within your workplace or former workplace

9. What actions and support, in your experience, make a team function successfully?

10. What are the three most important factors that make you an effective, valued coworker in your current or former job? What would your supervisor say are the three most important factors?

11. Describe five things about the communication within an organization that must be present for you to work most effectively?

12. Tell us about a time when you reorganized a department or significantly changed employee work assignments. How did you approach the task? How did the affected employees respond to your actions?

13. Are you willing to agree to have a drug test, a criminal background check, references checks, educational background checks and others as appropriate for this position?

14. What must exist in your work place for you to be motivated and happy?15. In your view, what makes accomplished public relations professional in an ivory tower?

A relatively consistent review from the panel members on successful selected candidates justifies the (interrater) reliability of such testing and the potential of the candidates to accrue a high yield ratio regarding performance on the job.

Successful candidates from the interview will be then required to undergo a Reference and Background checking, a bid to relate their potential job performance with their testing results. Likewise, an alternating comparison between the results of their testing results, and outcome of the reference and background checks will further validate their predictive performance on the job.

At the end of these, the most successful candidate will meet these criteria;

i. Possession of Basic Qualificationsii. Balanced combination of Ability and Motivationiii. People Relation Skillsiv. Understanding of the Institution Values (Ethics and Culture)

Such successful candidate will be offered the job, while a gentle thank-you note will be mailed to the unsuccessful applicants, thanking them for considering working for the institution and their cooperation in the course of testing.

PERFORMANCE EVALUATION, DISCIPLINE AND RETENTION

BARS APPRAISAL

Preparing For Duty:

7. Always early for work, professionally dressed, clocks in regularly, review and coordinate preparation of weekly bulletins, delegate media mention checks to relevant subordinates, attends departmental weekly meeting.

6. Always early for work, professionally dressed, review and coordinate preparation of weekly bulletins, attends departmental weekly meeting.

5. Arrives early for work, unprofessionally dressed, review and coordinate preparation of weekly bulletins, attends departmental meeting

4. Arrives work on time, review and coordinate preparation of weekly bulletins, attends departmental weekly meeting

3. Arrives late for work, unprofessionally dressed, does not attend weekly departmental meeting, delays in weekly bulletin publication.

2. Arrived late for work, does not clock in, does not attend weekly departmental meeting, fails to publish weekly bulletin

1. Arrived late for work, unprofessionally dressed, did not clock in, failed to publish weekly bulletin, did not attend weekly departmental meeting, does not check and review media mentions.

Conduct on Duty (University Event):

7. Arrives early for event, ensures multimedia is set up and tested, draws up the event program-schedule, effectively anchors event, interviews important guests at end of event, writes a report on event for publication, reports to supervisor on event outcome.

6. Arrives early for event, ensures multimedia are set up and tested, anchors event shadily, and writes report for publication, reports to supervisor on outcome.

5. Arrives early for event, does not ensure multimedia are set up and tested, anchors event shadily, and writes report for publication, reports to supervisor on outcome.

4. Arrives on time for event, multimedia are not set up nor tested, anchors event shadily, writes report for publication, reports events outcome to supervisor

3. Anchors event shadily, does n not write a report for publication

2. Arrived late for event, does not ensure correct multimedia functions, anchors event shadily, does not report to supervisor

1. Does not attend events, fails to interview important guests that showed up for event, did no write up on events, fails to report to supervisor.

DISCIPLINE SYSTEM

The purpose for any form of Discipline will include;

1. Unprofessional dressing and conduct at work or towards other employers, employees and University clients

2. Perpetual lateness to work and/or absenteeism3. Poor conduct of work such as managing media mentions and relations, weekly Bulletin

productions and other relevant responsibilities4. Poor preparation, organizing and summary report of University events5. Failure to initiate media focus on University or University-related events

Progressive Discipline Approach:

STEPS ACTION1. Verbally addressing the specific situation with an unofficial warning, while giving room for

employee explanation in an informal setting

2. Issuing a written official warning , from the Director with room for employee official written response

3. The Issue of a second official warning (probationary) in which the Registrar, and Deputy Registrar (Senior Staff Affairs) and Department Director are copied. The employee is invited to present an oral defense in a panel setting. Counseling is provided with optional training in stress or time management and workplace conduct.

4. Employee is placed on temporary suspension while the Registrar, and Deputy Registrar (Senior Staff Affairs), Department Director and invited external HR expert reviews his file case, identifying options to avoid involuntary turnover (through recommended specialized training or counseling) and/or avoiding legal liabilities in the case of repeated offense and eventual termination

5. Termination and exit-interview.

RETENTION STRATEGIES

1. Motivation

My foremost strategy I will be implore is motivating the employee. This involves enriching and granting more autonomy on the job by adding more decision making authorities to job and diverse variety of skills needed to accomplish the job. I will create an avenue for more effective feedback channels, ensure the working condition is friendly and initiate efforts to remove hostilities, ensure regular and effective communication channels, provide sponsored counseling services (if and whenever needed) and well as rewards and compensations for extraordinary efforts.

2. Development

I will introduce series of employee development initiatives to increase abilities and job satisfaction. These include sponsored job-related training programs in overseas countries and local workshops after having deduced arrears that needs development from the results of performance evaluation which may include writing workshops and/or public speaking seminars. I will provide incentives to facilitate a smooth career-path transition process which accommodates work promotion over number of accumulated years with garnered experience. These involve a placed priority on internal recruitment over other forms of recruitment, while also making available on the job regular mentorship by supervisors and other higher officials.

EMPLOYEE TRAINING AND DEVELOPMENT

The training approach for the Principal Public Relations Officer job which I am working on will involve

the selection of employee for training, which will be decided after assessing the training needs of the

employee. This involve his readiness, identifying specific areas for training and most importantly, in

relation to job duties and responsibilities.

The organization needs involve effective sustenance of public understanding and support on a

systematic basis for the University and the PPRO (M&E) has a huge role to play in this regard, being one

of the key personnel in the Public Relations Unit, saddled with the responsibility of facilitating of free

flow of information between the University and its various publics. Hence, an employee performance

evaluation will be used to assess where improvement is needed in dual consultation between employee

and the HR Department as well as with the immediate Supervisor.

The training methods will be primarily through workshops, held in both around the locality and in a

foreign firm with reputation for Public Relations Training. Both training will be aimed at accomplishing

four (4) defined areas of public relations development. These involve;

- The art of PUBLIC SPEAKING

- Mastery in WRITING

- Managing an effective MEDIA RELATIONS and,

- Workshop on MAGAZINE AND NEWSLETTER PUBLISHING

The local workshop, held within the locality where workplace is located will deal in extensive knowledge

in Newsletter and Magazine Publishing with experts within the Printing and publishing Industry

facilitating the sessions. It is a designed 3-day expansive workshop in which transportation costs, room

and board of participating employee will be covered by the University as well as Workshop Fees. These

Newsletter Workshops are designed to teach participants how to design, format, and print newsletters

focusing on their ability to place eye-catching stories as the headline, exclusion of non-relevant stories

from the magazine, the use of pictures to further convey messages, using computer software to design

newsletter formats and organization, how to print specific types of newsletter or magazine pages as well

as the system of distribution of published materials among other necessary things deemed fit for

teaching by the tutor, who is usually an expert in the publishing industry.

The international training program for public relations professionals is conducted by the Penman PR

Training Institute which focuses on Public Relations Writing (such as Press Releases, news reporting and

articles), Public Speaking (including speeches, Master of Ceremony, and anchoring meetings), and

managing an effective media relations (for the media coverage and dissemination of University related

news, events and other publicity measures as deemed fit). These trainings include mock writing contests

to a particular complaint against an organization they work for, and then presenting an organizational

view in order to acknowledge the complaint, assess its validity and assuring the audience it will be

looked into, while also maintaining the organizational non-tolerance policy for short-standard services.

Another form of training is an engaged civil debates with an attempt to observe coherence, organization

and clarity in expression of a supported view, while also providing a corrective criticism of an opposing

view.

This international training usually in Washington, DC, USA lasts for two (2) weeks and is fully sponsored

(transportation, room, board and training fees) by the University.

At the end of the training however, the training will be put under close observation to measure if it

achieves what it was designed to achieve as trained employee will be observed at workplace to identify

the usage of training experience and lessons in the work day, and performance-improving, result-

oriented efforts will be duly recognized and acknowledged.

The success of the training will be evaluated based on improved performance on areas where training

was basically specified. In the case of the PPRO (M&E) in this University, the success of training will be

evaluated using observations from improved writing skills (from sponsored writing workshops) in

Reports, Articles, Press Releases; and a more effective program anchoring (deduced from the Public

Speaking seminars) in University and University-related events as may be assigned.

The employee job experiences garnered through increased understanding, knowledge, skills and other

abilities through combination of relationships, problems, demands, tasks and other features of their job,

will be adopted as a prominent approach to employee development.

The culture of establishing current employees for future positions if emphasized in the University owing

to the many merits of having established employee taking up new higher positions due to their

understanding of the University mission and vision as well as the work ethics and a continuous follow of

team work with fellow employees in their departments and around the University.

There exists a structure of employee growth within the University non-teaching Staff ranks through

accumulated points decided based on their past and ongoing performance and their length of working in

the University. This is assessed when relevant every four years.

The PPRO (M&E) is established as a Level 11 employee based on Salary Grade and potential growth

include promotions to Assistant Director, Public Relations (ADPR) – Level 13, Deputy Director, Public

Relations (DDPR) – Level 14 and Director, Public Relations (DPR) – Level 15 which is the highest office

within the Public Relations Unit.

Working with the right people in terms of motivated, dedicated and passionate employees to the

mission and vision of the organization is key to achieving organizational growth and development.

Hence, the HPO focus will be on the People... people who are highly motivated, understands their work

both in design and in inept analysis, are aware of their productive contribution to the growth and

development of the organization through dedicated and passionate service, constantly engaged in

development initiatives and aware of their potential ascension towards a career-progression within the

company, acknowledges and expresses satisfaction with a committed input towards achieving the

organization goals.

The possibility of advancing to higher non-Academic Staff positions within the University Staff structure

will be highly considered for a high-performing dedicated PPRO candidate in the Public Relations Unit.

Such high-level positions include the Registrar’s office where there can be ascension from the Public

Relations Unit into offices such as the Assistant Registrar, Deputy Registrar and Registrar.

To prepare for this manner of promotional growth, emphasis will be placed on Training and

Development of Employees in management Areas and this might include a paid Executive Course at the

Harvard Business School for Administrative Executives. Also, there will be irregular short stints of work

transfer to the Registrar’s office for a period not more than 6 months at a time in order to give employee

an insight into the operations of other departmental sections within the University.

COMPENSATION STRUCTURE, INCENTIVES AND BENEFITS

The BLS Pay Level for a Public Relations Specialist in Pittsburgh is $56, 230

(http://www.bls.gov/oes/current/oes273031.htm)

I. Maximum BLS: 35% of $56, 230 56,230 x .35 = $19,680

II. Legally Required Benefits: A. Social Security/Medicare:

i. $56,230 (mean wage) x 6.2% (OASDHI) = $3,486.26ii. $56,230 (mean wage) x 1.455 (Medicare) = $$815.335

i + ii = $3,486.26 + $$815.335= $4,301.595

B. FUTA: 6% of $7000 = $420SUTA: 3% of $8500 = $255

FUTA = $420 - $255= $165

C. Worker’s Compensation Insurance: #6104Base Rate 2013: $0.9621WCI = (56,230/100) x $0.9621

= 562.3 x 0.9621= $540.99

Total Legally Required Benefits = $4,301.595 + $165 + $540.99= $5,007.59

Remaining BLS = Maximum BLS – Total Legally Required Benefits= $19,680 - $5,007.59= $14,672.41

III. Optional Benefit Programs

a. Health Benefits: Average Single Premium per Enrolled Employee For Employer-Based Health Insurance

Employer Contribution: $4,180

b. Paid LeaveCost of Paid Leave Per Day = $216.27

Sick Leave : 5 Days = $1,081.35Paid Holiday: 3 Days = $648.81Paid Vacations: 4 Days = $865.08Personal days: 4 Days = 865.08

Total = $3,460.32

c. Other BenefitsGym Membership: $680 per yearEnd of Year Bonus: $4,000Child Care/Tuition Support: $2000

Total = $6,680

Usage Policy: Unused days will be cashed up at the end of the year by employees.

Variation: Employees with longstanding relationship with the University for as long as 5 years and upwards will get an additional day in their paid holidays which could either be used as a Personal Day or added to their vacation days.

Final Input:

A. Legally Required Benefits Total = $5,007.59B. Optional Benefits Program Total: $4,180 + $3,460.32 + $6,680 = $14,320.32

C. A + B = $5,007.59 + $14,320.32 = $19,327.91

Maximum BLS (35%): $19,680 - $19,327.91 = $352.09

INCENTIVES

i. Employee of the month award of $100 worth of Amazon card. The selection will be performed by all employees including supervisors and managers.

ii. Sponsored trips for training and workshops on work-related topics such as Writers Seminar, Public Speaking Workshop etc. This will be merited based on outstanding performance efforts by selected employee and for development initiative for employees showing weakness in such areas.

iii. New Year’s Official gifts for administrative level employees such as Hampers and Souvenirs from University Store or affiliate stores.

iv. Spot Bonus will be permitted and encouraged, but solely at the discretion of the giver.