“M’s at McGill:

Current status, concerns, salary policy, and future directions”

Prof. Anthony C. Masi, Provost

McGill University

Management Forum 2007

New Residence Hall Ballroom

27 November 2007

M-staff: 2003-2007

increase of 291 positions (31.2%)

“term positions” increased by only 11, from 284 to 295 (3.9%) over the

same period

“total growth” in administrative and support staff: 2853 to 3398, or 545

positions (19.1%)

much faster growth than “academic renewal”

net growth of tenure-track staff from 2003 to 2007: 1394 to 1571 or

12.7%

students increased by only 4.3%

2003 2004 2005 2006 2007

933 1,033 1,098 1,175 1,224

1. support for the mission of the University

2. front-line, back-office: services orientation

3. integral element of McGill’s strategic plans

Why this growth in “M’s”?

communications

career development

management skills

leadership

performance dialogue

salary policy

Issues of concern

M’s need mechanisms for involvement in McGill’s strategic thinking white paper

student life and learning

master plan

campaign McGill

M’s need to be more involved in and more informed about the development of “policies” M-Forum and other venues

Communications

opportunities to develop skills, duties, and responsibilities

measuring competencies and contributions programs and tools

access, relevance, impact

vertical and horizontal moves backfill, backup and succession planning

Career development

people resources projects managing-up managing-down peer relationships

Management skills

understanding context seeing what others do not integrating materials building teams execution, results, delivery mentoring

Leadership

setting goals and expectations measuring outcomes and achievements establishing priorities planning strategies adaptability, flexibility, with focus dealing with stress collegiality discussing assessments and opportunities

Performance dialogue

goals: equity, fair play, and transparency

several years of budget deficits but no cuts, until this fiscal year

MELS: requirement to balance deficit in short term

Board of Governors: requirement to develop plan for repaying

debt in medium term

FY 2007-2008

first year of budget cuts, in the form of re-allocations, totalling

over $9M, but no reductions in staff

Salary policy 1

for academics: competitiveness with McGill’s peer institutions in Canada (and in consultation with MAUT)

Principal Shapiro (be at or above the median of the G-10)

Principal Munroe-Blum (be among the top 4 in the G-13)

for M’s: competitiveness in the local labour market (and consultation with staff association)

for unionised staff: consistency with previous settlements in collective agreement and based on mandatory negotiations

Salary policy 2

2007-08 academic salary policy at 5.8% is “all in”: minimum increase (1.35%)

merit (3.35%)

Subtotal (comparable to M salary policy): 4.7%

retentions, anomalies, equity issues (0.6%)

promotional increases (0.4%)

professional development allowances and “Faculty club” salary diversion indexation (0.1%)

Salary policy 3

M’s salary policy, 2.5%, contains:

minimum increase (1.35%)

merit (1.15%)

but, for M’s the University picks up, “off-policy”:

professional development costs (0.5%)

promotional increases, reclassifications, equity issues (1.5%)

index for “Summer Flex-days” (0.004%)

if calculated as “academic policy” = 4.50%

Salary policy 4

McGill difference is comparable to other Quebec universities for FY 2007-2008: faculty increases ranged from 4% to 5%

administrative and support staff increases ranged from 2% to 3%

Salary policy 5

external “drivers” of salary policy decisions:

historical trends (where possible)

“co-operative wage survey” (others tell us and we tell them)

research on public sector and relevant private sector wage

settlements (as indicated in data from Statistics Canada quarterly)

quarterly wage settlements for Quebec public service 2006 (average 2.1%):

average across 4 “similar” sectors for 2006: 2.4%

Salary policy 6

Q1 Q2 Q3 Q4

2.1% 1.8% 1.7% 2.7%

McGill’s position for academics has failed to keep up with the

comparators or the principles of the Principals

barely 5th among the original G-10, 7th among the G-13

yet, performance indicators such as Maclean’s and the “Times Higher

Education Supplement” place us at the top of Canada’s universities

recruitment and retention are major issues for faculty

external hires into McGill create new pressures on salary expectations

for current faculty

equity considerations based on matching offers for those recruited

away from McGill

Salary policy 7

•  staff development and training– leadership development program

– organisational development function

– HR presence and support in the community

– HR to partner with units and work teams

2007-08 “M” HR Objectives 1

• review and enhance recognition programs– years of service recognition (Lapel Pin Program)

– quarter century ceremony

– Principal’s awards

– creating an endowment to fund these in perpetuity

2007-08 “M” HR Objectives 2

• M compensation:– define McGill’s total compensation philosophy

(aligned with the University’s goals, objectives, and strategies)

– review M compensation structure to ensure its alignment with philosophy and goals

– determine positioning within reference market(s) to ensure competitiveness in attracting and retaining best talent

• public sector in Quebec (and Canada?)

• universities and non-profit organisations in Quebec

• large Montreal employers in “similar” sectors

2007-08 “M” HR Objectives 3a

• determine components of total compensation – base salary

– incentive/variable pay

– emphasis on “pay for performance” (merit)

– review the merit model and its implementation

• ensure salary scales reflect competitive positioning

2007-08 “M” HR Objectives 3b

• provide in-depth analysis, engage in consultations, and develop recommendations for FY 2008-09 and beyond– compensation programs

– structures

– processes

• develop a multi-year model for M and academic salary policies

2007-08 “M” HR Objectives 3c

M staff at McGill: valuable and valued colleagues

contributors to McGill’s success

but their direct comparators for compensation and salary policy are not tenure track faculty

Conclusion 1

institutional commitment consult earlier and broadly on design of salary (and

other) policies

continue to be transparent about the “drivers”, indicators, and rationales

provide accurate and timely data on market comparators

communicate on all issues, but especially salary policy, more effectively

Conclusion 2

Provost’s commitment “clear understandings make for long friendships”

within the constraints just outlined:

do what can be done to recognise, morally and materially, the dedication, loyalty, contributions, hard work, and achievements of M staff at McGill

Thank you for inviting me to address M-Forum, for you time, and your attention!

Conclusion 3

Do you have questions for my answers?