How the University of Richmond is Adapting to a Changing Compensation Landscape

In the 2024 Great Colleges to Work For survey results, the University of Richmond was recognized as an Honor Roll Institution. However, the Human Resources team heard and saw opportunities to better support employees’ understanding of compensation at UR and to strengthen our performance management process. The Human Resources team has been taking strides in these areas in multiple ways and more recently by introducing new performance ratings, engaging with managers through the Managers’ Summit, providing trainings on compensation, and leading conversations to educate the campus on compensation and performance best practices.

Through the Managers’ Summit on Wednesday, March 4, attendees learned more about the university’s compensation philosophy, how the merit process will function in Workday, how they can prepare to have clear, grounded compensation conversations with their team, and who they can go to for help and partnership.

During her opening remarks at Managers’ Summit, Geraldine Sullivan, Chief Human Resources Officer, said, “Our goal isn’t just knowledge. It’s confidence — in the framework and in our work together.”

A common theme throughout the event was the idea of instilling confidence in Managers to be able to lead their employees through conversations on pay, leading to higher levels of trust between managers and employees.

Sullivan also stated “Pay is one of the most personal aspects of the employee experience. For many, it reflects how we value their work. It affects engagement and retention, and it directly impacts trust.”

Sullivan continued, “When pay decisions feel unclear or inconsistent, confidence can erode. When they feel thoughtful and principled… trust can be strengthened. Compensation is not just about numbers. It’s about fairness, stewardship, and consistency.  Compensation is also very much an art and a science and that can make it hard for people that are expecting a very black and white methodology.”

Kevin Barry, a Compensation Consultant within the Human Resources team, presented on how compensation truly is both an art and a science. At the Managers’ Summit, Barry shared that there are a multitude of internal and external factors that can influence pay decisions, such as where an employee falls within the pay range, internal equity within their department and across the university, and the employee’s performance.

Performance was another main topic during Managers’ Summit, given that performance and merit are “inseparable” as Sullivan described it. As previously mentioned, performance management was another key area of opportunity at the university, determined by the 2024 Great Colleges to Work For survey results.

With the End-of-Year Reviews opening on Monday, March 30, employees are encouraged to prepare ahead of time. Theran Fisher, Director of Talent and Organizational Effectiveness in Human Resources, shared that, “performance management isn’t something that only happens at prescribed times of the year, nor is it something that only happens in Workday. Every conversation, every interaction has the potential to clarify and reinforce expectations and to give and receive feedback.”

As for concrete actions, Fisher described what managers and employees can do now to prepare for the end of the current performance cycle. For instance, managers and employees can discuss performance during regular one-on-one conversations. They are also encouraged to begin thinking through the upcoming End-of-Year review by looking through the most recent Mid-Year Review and gathering thoughts on performance.

A collection of trainings is currently being released to prepare both managers and employees for the merit process as well as help build understanding into the world of compensation. All employees have access to Compensation & You, a short video series designed to inform university employees of what compensation is, pay grades and structures, and more.

After the engagement at the recent Managers’ Summit, the HR team has announced that they are releasing a version of the event as an in-person training. The training, titled Manager’s Guide to Compensation, will have sessions available from March 19 through April 20. Managers are encouraged to register through Workday.

Along with trainings, the HR team has developed resources for leading effective one-on-ones, compensation and performance conversations, and professional development opportunities, including a new limited-time session for managers titled “Expectations, Feedback, and Follow-Through.” They have consolidated resources onto a new page dedicated to the Merit Process on their site.

Managers’ Summit also functioned as a call to action — that even though the HR team is leading these initiatives, success is determined by the day-to-day work of managers and employees. The partnerships between HR, managers, and employees can help lead the University of Richmond to a future where all employees are better equipped to understand the art and science of compensation. As Sullivan puts it, “Compensation is not something HR does in isolation. It works when all of us operate from the same understanding.”

Scott Lincoln, Associate Director for Custodial and Environmental Services, is embodying what it means to be a partner of HR. When asked about Managers’ Summit and his takeaways, Lincoln shared “The Managers’ Summit was very informative and timely. The conversation continued with my team when we returned to our area.” Lincoln continued, “We reviewed our responsibilities regarding compensation and discussed approaches towards merit increases and conversations. It was interesting to learn different perspectives and align our approach.“

The University of Richmond’s commitment to evolving its compensation and performance management practices demonstrates a proactive approach to building a workplace grounded in transparency, fairness, and trust. By equipping managers with the knowledge and confidence to engage in meaningful compensation and performance conversations, the university is fostering stronger relationships that directly impact employee engagement and retention. As the university moves forward, the collaborative effort between HR, managers, and employees will be key to sustaining this momentum, ensuring that the institution remains a great place to work for years to come.