Pay Grade Structure
Having multiple pay positions for each pay grade provides the flexibility to reward different levels of performance and competencies. Each benefits-eligible staff position falls within a grade in the new structure, and the target-pay positions within the grade were determined by market data. An individual’s position within their pay grade will reflect their performance and experience/time in that position at ºÚÁϳԹÏÍø±¬ÍøÕ¾.
| Market Entry Zone | Market Mid Zone | Market Premium Zone |
|
← Entry 40th Percentile Developing employees with successful performance |
← 55th Percentile → Experienced employees who are consistently meeting expectations |
75th to 90th Percentile → Experienced employees who are consistently performing well or above expectations |
Each pay grade range provides the flexibility to reward different levels of individual development and performance. An experienced employee who is fully meeting goals and competency expectations can expect to be paid around the third-pay position, while someone newer to the position might be closer to the entry-pay position. An experienced employee who consistently delivers exceptional performance could expect to be paid at the high end of the market mid-zone, approaching the premium zone.
Each pay grade has five pay positions:
- Entry: fortieth percentile
- Second pay position: between the fortieth and fifty-fifth percentile
- Third pay position: fifty-fifth percentile
- Fourth pay position: seventy-fifth percentile
- Fifth pay position: ninetieth percentile
Human Resources will, at least annually, assess the salary pay grades to ensure they are updated to reflect market changes.
Salary Structure Summary
Annual Rates (1.0 FTE, based on 2080 annual hours)
| Salary Grade | Entry (40th Percentile) |
2nd Point | 3rd Point (55th Percentile) |
4th Point | 5th Point (90th Percentile) |
|---|---|---|---|---|---|
| 1 | $37,440 | $37,900 | $38,300 | $42,200 | $46,000 |
| 2 | $38,700 | $39,700 | $40,700 | $44,800 | $48,800 |
| 3 | $42,600 | $43,700 | $44,800 | $49,300 | $53,800 |
| 4 | $44,400 | $46,900 | $49,300 | $54,900 | $60,400 |
| 5 | $48,800 | $51,500 | $54,200 | $60,300 | $66,400 |
| 6 | $53,600 | $56,600 | $59,600 | $66,300 | $73,000 |
| 7 | $59,000 | $62,300 | $65,600 | $73,000 | $80,400 |
| 8 | $65,000 | $68,600 | $72,200 | $80,300 | $88,400 |
| 9 | $71,500 | $75,500 | $79,400 | $88,400 | $97,300 |
| 10 | $74,200 | $80,800 | $87,300 | $100,400 | $113,500 |
| 11 | $81,600 | $88,800 | $96,000 | $110,400 | $124,800 |
| 12 | $89,800 | $97,700 | $105,600 | $121,500 | $137,300 |
| 13 | $103,200 | $112,300 | $121,400 | $139,600 | $157,800 |
| 14 | $118,700 | $129,200 | $139,600 | $160,600 | $181,500 |
| 15 | $136,400 | $148,500 | $160,500 | $184,600 | $208,700 |
| 16 | $163,700 | $178,200 | $192,600 | $226,300 | $260,000 |
| 17 | $184,900 | $208,000 | $231,100 | $271,600 | $312,000 |
Hourly Rates
| Salary Grade | Entry (40th Percentile) |
2nd Point | 3rd Point (55th Percentile) |
4th Point | 5th Point (90th Percentile) |
|---|---|---|---|---|---|
| 1 | $18.00 | $18.22 | $18.41 | $20.29 | $22.12 |
| 2 | $18.61 | $19.09 | $19.57 | $21.54 | $23.46 |
| 3 | $20.48 | $21.01 | $21.54 | $23.70 | $25.87 |
| 4 | $21.35 | $22.55 | $23.70 | $26.39 | $29.04 |
| 5 | $23.46 | $24.76 | $26.06 | $28.99 | $31.92 |
| 6 | $25.77 | $27.21 | $28.65 | $31.88 | $35.10 |
| 7 | $28.37 | $29.95 | $31.54 | $35.10 | $38.65 |
| 8 | $31.25 | $32.98 | $34.71 | $38.61 | $42.50 |
| 9 | $34.38 | $36.30 | $38.17 | $42.50 | $46.78 |
| 10 | $35.67 | $38.85 | $41.97 | $48.27 | $54.57 |
| 11 | $39.23 | $42.69 | $46.15 | $53.08 | $60.00 |
| 12 | $43.17 | $46.97 | $50.77 | $58.41 | $66.01 |
| 13 | $49.62 | $53.99 | $58.37 | $67.12 | $75.87 |
| 14 | $57.07 | $62.12 | $67.12 | $77.21 | $87.26 |
| 15 | $65.58 | $71.39 | $77.16 | $88.75 | $100.34 |
| 16 | $78.70 | $85.67 | $92.60 | $108.80 | $125.00 |
| 17 | $88.89 | $100.00 | $111.11 | $130.60 | $150.00 |
Pay Below the Entry Pay Grade
Typically, an employee will not be paid below the minimum pay grade assigned to their position. An employee who may not be performing adequately may be paid a lower salary. In a case where an employee’s salary falls below the minimum, all efforts should be made to quickly bring the employee’s performance and skills up to the standards of the job; pay should then be adjusted accordingly. If performance and skills cannot be sufficiently enhanced over a short period of time, the manager, in conjunction with Human Resources, should determine the appropriate course of action.
Pay Above the Ninetieth Percentile
The College does not cap pay, but the ninetieth percentile is the highest pay position in the structure. In cases where an employee exceeds the ninetieth percentile, the College will require an additional level of review, to include the senior vice president in the area where the employee works, the vice president for human resources, and the senior vice president for finance and administration. The result of the review may be a recommendation for a regular increase, a partial increase and partial lump sum, or a lump sum based on performance and degree to which the pay is already above the ninetieth percentile. Any salary adjustments described above will need to be approved in advance by the applicable senior officer, vice president for human resources, senior vice president for finance and administration, and the president.
As grades are adjusted to reflect market changes, employee pay that was above the ninetieth percentile in the previous year may again fall within the market premium zone, in which case a secondary level of review is not required.
Managing Pay
Human Resources is responsible for managing and overseeing pay decisions, in consultation with the appropriate senior vice president, dean, department head, and manager and/or supervisor, based on available market data and internal equity.
Managers should consult with Human Resources for guidance on pay decisions for benefits-eligible, part-time, and casual positions. No pay decisions should be communicated until appropriate approvals have been received.
Starting Pay
Determining the appropriate starting salary for a new employee requires the consideration of several factors in relation to the applicant and incumbents of current positions. Decisions will have to be made after a careful assessment of available information from interviews, reference checks, educational accomplishments, the pay of staff in similar roles, etc. Starting salaries are based on candidates’ job qualifications, work experience, and the pay grade range for each position. Starting salaries typically fall within the minimum and target of the pay grade. In order to attract highly skilled and experienced performers or to respond to specific market conditions, however, limited exceptions may be made. Hiring managers must consult with Human Resources prior to discussing salary with prospective candidates and before extending a salary offer.
Supplemental Pay
Supplemental pay is additional pay for assuming temporary new duties/responsibilities in a higher career stage. Supplemental pay, in the form of one-time payments, can be provided to an employee who is assigned different or additional duties and responsibilities on an interim basis for a limited period of time (i.e., assignment to a special project, reassignment during organizational changes, filling a vacant position, extended leave of another employee, etc.).
The amount of the adjustment will be determined by Human Resources in consultation with the supervisor and the senior vice president or dean of the division. The one-time payment will be based on the pay grade of the interim position, the responsibilities to be assumed by the employee, and the level of additional effort required. Once an employee is relieved of the additional responsibilities, any payments will end. The job description of the higher-level position is used to specifically identify additional responsibilities.
Annual Salary Increases
Each year, as part of the annual budget process, the board of trustees approves the staff salary increase pool based on recommendations from the treasurer. If a pool is established, salary increase decisions are based on two factors:
- An employee’s overall performance, based on at least two performance check-ins over the past twelve months
- Where an employee’s current pay falls within the pay grade
Staff salary increases will be determined by managers, department heads, division heads, deans, and senior vice presidents using guidelines designed to reward performance and to begin to move employee pay to the appropriate position within the pay grade. Managers may have flexibility to determine an appropriate salary increase within the provided pay grade if the increases remain within the salary budget parameters and the pay grade.
The amount of increase is designed to speed up salary growth for employees with performance scores of “exceeds expectations” or “exceptional performance” or for those scored as “successful” but whose salary/rate is lower than the expected position within the pay grade. Likewise, the salary increase will keep steady or adjusted to slow down salary growth for employees whose salary is already at or above the appropriate position within the pay grade based on performance.
It is expected that, as a result of solid performance, an employee will progress over time through the pay grade for their position. Salary pay grades provide the flexibility to reward different levels of individual development and performance while assuring that individual pay is competitive for the level of performance delivered.
All continuing, benefits-eligible staff are eligible for an annual salary consideration. New employees or employees hired into a different position who start after March 30 will not be eligible for an increase until the following year. Employees hired between January 1 and March 30 may receive a prorated increase.
Managers/supervisors should ensure this is communicated to the employee at the time of hire and that it is reflected in the appointment letter. Individuals on extended leave will not receive a salary increase until they return from their leave.
Market Adjustments
The salary structure will be reviewed annually to ensure market competitiveness and internal equity. The College will regularly assess the pay grades relative to the defined market. A manager may request that a select job or incumbent be reviewed for a market-based adjustment to align the salary with the market. This is most common when labor market pressures force pay rates higher. In limited cases, market adjustments may be warranted if attracting new hires or retaining existing employees is challenging at current pay levels. In addition, internal adjustments may be necessary to maintain equity between new employees and existing staff, when comparing skills and competencies. These adjustments are typically based on the positioning of the salaries relative to the market and the College’s budget. Human Resources will review market adjustments with senior vice presidents and deans for approval as a part of the annual staff salary-increase process.
If applicable, annual salary increases will be viewable in Workday along with the total rewards statement on July 1 of each year.