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A New Operating System for How We Work

Implementing ACC’s New Compensation & Classification System

As we prepare to launch the Implementation phase of ACC’s Compensation & Classification (C&C) Study, we want to be clear: this is not just a structural tweak. It’s a philosophical shift in how we define, support, and value work across the College.

We are replacing an outdated, inconsistent model with a new “operating system” - one designed in collaboration and care in order to bring clarity, equity, and shared purpose to how we grow and serve as professionals. This shift reflects our Theory of Change: if we align systems, behaviors, and culture around the student experience, we will improve outcomes for everyone.

Why This Shift Matters

ACC’s former system had grown complex and inconsistent. Overlapping job descriptions, unclear titles, and pay that was variable and compressed made it hard to grow careers or manage teams equitably. We heard this from staff at every level, and we took it seriously.

That’s why, with the support of our consultant Guidehouse, we’ve spent the past year rethinking the foundation. We engaged with departments, met with employee associations, reviewed data, and designed a system built on three key outcomes:

• Fairness: Equitable compensation for similar work across the College
• Clarity: Simplified, consistent job profiles that define expectations and pathways
• Growth: A structure that supports career development and student-centered service

This isn’t a “flip-the-switch” change. It’s a long-term commitment to doing things differently…and better.

Shared Language, Shared Understanding

One of the most important shifts is linguistic: we're moving toward shared, intentional language. For example:

• A Job Profile is a districtwide standard that captures the core responsibilities of a role, regardless of location or department.
• Ex: Coordinator 
• A Job Description reflects the duties an employee performs in their job.
• Ex: Coordinator, Student Life 

Understanding this distinction will help managers and employees navigate changes, identify gaps, and ensure alignment as we move forward.

We will also enhance consistency and opportunities for growth by introducing positional levels with most of the 15 new job profiles now defining competencies for a Senior level. This is part of our commitment to shared understanding and clearly defined expectations for growth and impact.

Each job profile will include standard duties, knowledge, and skills required for the role. Where a Senior level exists, it will come with additional competencies and responsibilities reflecting increased autonomy, leadership, and positive impact on the team and culture.

There are two ways someone may hold a Senior title:

We’ll share more about what this process will look like and how we will ensure it remains sustainable and consistent.

Because of these two distinct paths, some employees may learn sooner than others whether their role will include a Senior designation. That’s okay; fully arriving at our future state is an iterative process that will take time. The HR leadership team, including your HR Business Partners, will continue communicating with you along the way. 

What’s Next

Guidehouse is meeting with departments to map positions in their area to one of the 15 core job profiles we will be basing all positions on now and in the future. 

In the coming weeks:

• Managers will receive resources and training
• Pre-letters will be shared with employees
• Conversations will begin about what the new structure means for individuals and teams

This fall, HR will begin partnering with leaders across the College to implement updated job profiles and, for about 10% of staff, adjust compensation upward. (Remember, no one’s pay will decrease, even if their job profile changes). 

To support these changes, we’ll be offering new tools, HappyHR Training Bites, to help employees and supervisors navigate Workday, job profiles, and ongoing performance conversations.

What’s Not Changing

This process is designed to improve your experience, not destabilize it. So here are three important reassurances:

• No one’s salary will be reduced
• No jobs will be eliminated as part of this change
• Day-to-day work will remain the same for most employees

This is a defining moment for our culture. When we commit to clarity and consistency in how we structure roles, we’re not just changing HR stuff. We’re reinforcing a student-centered, equity-driven way of working together.

We invite your feedback. For the duration of implementation, I'll be holding VCHR Office Hours every Friday from 3:30 - 4:30 p.m. to answer your questions. Or, check out the virtual suggestion box on the C&C Study site HERE.

We’re grateful to every employee who has participated in this work so far and excited to continue this journey with you. 

HR NEWS

How many people should be on a Staff search committee?

I keep hearing different numbers.

ACC does not have a policy but we recommend your search committee contain 3-4 employees: yourself and a subject-matter expert who has knowledge about the skills the incoming employee will need to have, as well as a stakeholder who works in another area but who may work closely with or depend on the work of whoever is selected. There is no required maximum size of your Search Committee.

Here are some considerations in forming your Search Committee:

• Make sure members understand and uphold ACC’s values and demonstrate a commitment to inclusivity and belonging in the workplace
• Before inviting someone to the committee, get approval from their supervisor
• Include various employee types, years of service, knowledge of the position being filled, and prior experience with hiring

Be sure to take time to communicate with search committee members so that there's a common understanding of your needs, priorities, and timeline.

Adjunct Hiring Fair Draws Hundreds of Job Seekers

HR more or less took its show on the road last month to help with the Adjunct Faculty Hiring Fair. Our experts were on hand to help attendees with applications, direct them to interviews, and, in some cases, write a job offer on the spot.

54 new Riverbats were hired at the event, which drew more than 300 attendees from the community. The fair was organized to meet the needs of significantly higher fall enrollments. With an additional 4,000 students enrolling compared to last fall, instructors were needed to fill hundreds of new course sections.

Fourteen ACC departments were represented at the fair, including Psychology, History, Biology, and Student Development.

New Faculty Orientation Signals the Start of a New Semester

As many as 100 new ACC faculty members are expected to go through orientation Monday, August 18. That's one of the largest orientations we've ever held. They're gearing up for the start of classes on August 25.

Attendees will create email accounts, get ID badges, explore insurance benefits, and review faculty contracts. They'll get a quick but meaningful dose in ACC culture with welcomes by Chancellor Russell Lowery-Hart and Instruction Vice Chancellor Dr. Gaye Lynn Scott. And they'll get a crash course in more than a dozen ACC services in a sort of speed-dating event.

But that's just Monday! All week they'll participate in various boot camp experiences. If we want our students to start strong, we have to expect the same of our faculty! Welcome to ACC!

Maria Hernandez

HR Shared Services Specialist

That last great hire you made? Maria may have been the wizard behind the curtain making it happen. She leads managers through every step of the hiring process - from posting openings to coordinating interviews to onboarding new team members. She's been at ACC just shy of two years, learning the student side of the house before joining the HR Team. We asked her some questions to get to know her better.

How did your work in Student Affairs set you up for your role in HR?

During my time at the South Austin as a Student Affairs Assistant, I saw firsthand the impact of community and collaboration. That experience showed me that at ACC, we’re more than just a team — we’re a family. (Thank you Vidal and Diana!) It deepened my appreciation for student-centered work and the importance of fostering a supportive environment for both students and staff.

What have you learned about yourself at ACC?

Working in HR has been a transformative experience that has helped me grow both personally and professionally. It’s taught me to believe in myself, step out of my comfort zone, and trust in my ability to achieve whatever I set my mind to. Through this journey, I’ve discovered strengths I didn’t know I had and developed a deeper confidence in my capabilities.

What is your favorite ACC Value and what does it mean to you?

One of the values I connect with most deeply is Joy. I strive to create a positive, uplifting environment wherever I work, and I find genuine fulfillment in helping and supporting others. Bringing joy to my workplace isn’t just a mindset — it’s part of how I build strong relationships, foster collaboration, and contribute to a culture of care and connection.

If you could wave a magic wand, what would you wish for?

I’d wish to spread joy and positivity wherever I go. Whether it’s helping someone through a tough day or being a small part of their success, I’d love to bring light to as many people as possible.

What’s a fun fact most people don’t know about you?

I ride horses! It’s a unique hobby that’s taught me a lot about patience and discipline.

Thanks, Maria, for bringing joy and light to HR every day!