Brief Project Overview
Ball State University is working with Huron to review and strengthen how roles are defined, how career pathways are structured, and how compensation decisions are made across the University.
This work supports our commitment to clearer processes, more consistent decision-making, and greater transparency over time. It also builds on the priorities outlined in Destination 2040 and reflects our continued focus on supporting the faculty and staff who make our mission possible every day.
As part of this effort, we are reviewing current job classifications, defining job families, levels, and competencies, aligning compensation structures, and identifying clearer career pathways for employees. We are also conducting market benchmarking with relevant institutions and sectors to provide important context for future decisions.
This work will take time. Any resulting changes will be considered carefully and implemented thoughtfully through a phased approach.
Current State Assessment Summary
Huron has completed the first phase of this work, which focused on understanding Ball State’s current classification and compensation practices.
This phase included interviews and focus groups, census data review, policy review, peer practice benchmarking, and review of Gallup survey results. These analyses were intended to provide a clearer understanding of where the University is today and help guide the next phases of the project.
The assessment identified several strengths across the University, including a strong sense of purpose and commitment to students, a comprehensive benefits program, and collaboration between units and People and Culture.
The assessment also identified opportunities to improve clarity, consistency, and transparency in how roles are structured, how career pathways are defined, and how compensation decisions are made. These findings will help guide the next phases of work as Ball State continues building a more consistent and transparent framework.
Current State Assessment Materials
The materials below summarize the first phase of work and provide an overview of the analyses completed, key strengths identified, and opportunities that will guide future phases of the project.
These materials are intended to provide a high-level summary for employees and stakeholders. They acknowledge areas for improvement while focusing on opportunities, actions, and organizational progress.
Timeline
Understanding and Alignment
March - May 2026
- Align on project logistics and governance
- Assess current state of compensation program
Job Evaluation & Classification
May - September 2026
- Build job classification framework
- Develop and validate catalogue of unique jobs
- Enhance point-factor system & competencies
Compensation Structure
October 2026 - February 2027
- Define compensation strategy
- Build salary structure(s)
- Align jobs to relevant labor markets
- Model potential pay adjustment scenarios
Governance Support
February - March 2027
- Create guidelines for governing the program
- Deliver resources to support roll-out of proposed changes
Methodology
Census Analysis
Analyzed the 3,107 employees in BSU's census to identify patterns in compensation.
Interviews & Focus Groups
Conducted interviews and focus groups with 77 employees across BSU to understand the current state of the program.
Policy Review
Reviewed 8 policy & procedure areas related to compensation to assess potential risks and gaps.
Peer Practice Analysis
Assessed public compensation resources for 22 peer institutions to identify leading practices.
Gallup Survey
Huron also reviewed Q12 Gallup Survey findings to provide additional insight. Not a core analysis.
Strengths & Opportunities
Identified Strengths
- Strong employee loyalty driven by meaningful work, pride in serving student, supportive teams, and a sense of community.
- Benefits are a strong part of the employee value proposition - especially health, retirement, tuition remission, and learning opportunities.
- People & Culture partners effectively with units, helping them work within policy and budget constraints.
- Strong governance for non-exempt staff, delivered with a lean staffing model compared to peer institutions.
Identified Opportunities
- Provide structured career pathing and growth opportunities.
- Develop data-driven frameworks for determining pay.
- Evaluate internal equity and market competitiveness of jobs.
- Create clear, consistent compensation policies and procedures.
- Enhance unit involvement with and understanding of compensation actions.
Project Deliverable Connections
Support Career Pathing
Organize jobs by work function and complexity, showing how staff can grow over time.
Assess Internal Equity
Understand similar roles across BSU and review them together, identifying pay parity concerns.
Align Internal Processes
Evaluate, update, and communicate classification and compensation policies, procedures, and guidelines.
Update Pay Ranges
Develop updated pay ranges and a clear, consistent method for assigning a range to a job.
Assess Market Comparison
Define appropriate talent markets for each job and benchmark internal pay against the external market.
Engage Units & Employees
Engage SMEs and advisory groups to inform direction. Communicate clearly and build in time for feedback.
Common Questions
The University will not be making immediate pay adjustments. This project will help us understand how current compensation compares to the market and will inform compensation planning going forward.
We will balance the need to remain competitive with available resources when prioritizing any future increases. There are no guaranteed pay increases as a result of this project. Any future decisions will be considered carefully and in alignment with institutional priorities.
No. The purpose of the compensation study is to understand how the University’s compensation compares to the market so we can make informed decisions over time. Reducing pay is not part of this effort.
This project is intended to support clearer career pathways, more consistent pay practices, and greater transparency in how roles are defined and compensated.
Not every component of the project will apply to every employee group in the same way. Most components will apply to professional and staff positions. Faculty and service roles will be impacted more selectively, with market benchmarking included for all groups.
As an immediate result of this work, Ball State does not plan to:
- Change the core responsibilities of any position
- Adjust reporting lines, including direct supervisors
- Reduce employee pay
- Eliminate positions
This work is intended to provide greater consistency in how roles are structured and how pay decisions are made.
This project addresses a long-standing need to ensure the University remains competitive and uses its resources responsibly in how we classify and compensate employees. It is funded with one-time dollars designated for strategic initiatives—not recurring funds used for salaries. Engaging an external partner for a defined period allows us to complete this work efficiently without adding permanent positions or increasing ongoing costs.
We expect the current project work to continue through Spring 2027. Full implementation will take longer, with an estimated timeline of three to five years.
The results will be used to inform the next phases of the project, including development of the job classification framework, point-factor system, competencies, compensation structure, and implementation planning.
The findings provide important context for future decisions, which will be evaluated carefully and implemented through a phased approach.
Not all findings will result in immediate changes. This work is designed to help us better understand our current state and identify areas where improvements may be considered over time.
Updates will be shared as decisions are made and resources are developed. Employees can expect communication from People and Culture by email, along with ongoing updates to this webpage.
Open forums via Zoom are scheduled for 2-3 p.m. on Tuesday, Sept. 15, and 10-11 a.m. on Tuesday, Sept. 29. These sessions will provide additional context and answer questions about the project. Register for an open forum through Workday.
Employees may also speak with their manager, supervisor, or HR partner for help identifying the appropriate resource.
Faculty, professional, staff, and service employees are included in this project, but in different ways.
- Job families: Professional, staff, and service
- Competencies: Professional, staff, and service
- Job Classification Framework: Professional
- Market analysis: Faculty, professional, staff, and service
No. This project does not include individual desk audits.
The current staff classification system will be reviewed as part of this process to ensure alignment with the new Job Classification Framework. Adjustments may be made based on that review.
This is a common and valid concern in a university environment, where many roles span multiple functions. Positions are classified based on the primary purpose of the role, essential duties, level and complexity of the work, and overall impact.
No. This study evaluates the role, not the individual in the role. Performance reviews and compensation decisions related to performance are handled separately.
This work builds on the University’s strategic priorities and reflects a long-standing opportunity to bring greater clarity and consistency to how roles are defined and supported. It also helps ensure Ball State remains aligned with practices across higher education and the broader workforce.
Huron Consulting Group is partnering with People and Culture, along with more than 100 faculty and staff members from across campus who are serving on advisory and steering teams.
These groups provide input and feedback throughout the process.
What Happens Next
The project is now moving into the next phase of work, which focuses on job evaluation and classification.
Next Steps: Upcoming Milestones
This slide summarizes upcoming milestones as the project moves from communicating Current State Assessment results into job evaluation and classification, compensation structure, and governance support.
Job Classification Framework
Huron and People and Culture are continuing work on the job classification framework, including job profiles, job families, and levels. HR partners will help review and validate job profiles and mapping with appropriate University leaders.
Point Factor System
The project team will review and test tools used to evaluate job levels and support consistent classification decisions. This work will primarily involve People and Culture and HR partners.
Competencies
The project will also identify competencies that can help clarify expectations and support employee development. This work may inform future conversations about performance management and career growth.
Employee Engagement
Additional updates and opportunities for questions will be shared as the project continues. Open forums via Zoom are scheduled for 2-3 p.m. on Tuesday, Sept. 15, and 10-11 a.m. on Tuesday, Sept. 29. These sessions will provide additional context and answer questions about the project. Register for an open forum through Workday.
How This Work Applies Across Employee Groups
The table below shows how key components of this project—classification, job families and levels, competencies, and market benchmarking—apply to different employee groups:
Employee Group Table
Employee Group |
Job Classification Framework |
Job Families & Levels |
Competencies |
Market Benchmarking |
Faculty | No | No | No | Yes |
Professional | Yes | Yes | Yes | Yes |
Staff | Review Current | Yes | Yes | Yes |
Service | No | Job families only | Yes | Yes |
Most components of this work will apply to professional and staff positions. Faculty and service roles will be impacted more selectively, with benchmarking included for all groups.
Why Huron
Huron brings experience working with colleges and universities across the country to improve operations and support long-term sustainability.
Their role is to:
- Listen to members of our campus community
- Review our current processes and systems
- Identify areas where we can improve
- Offer recommendations informed by their work in higher education
This partnership allows us to take a thoughtful and informed approach—one that reflects both national experience and Ball State’s values.
Our Commitment
Ball State’s enduring values continue to guide this work.
We will approach this effort with transparency and care, with respect for the people who make our University strong.
As we move forward, we will continue to focus on:
- Supporting our faculty and staff
- Improving how we operate
- Advancing our mission
Project Definitions
For more information about key terms used throughout this project, view the Classification Architecture and Compensation project definitions.