Professional Staff Compensation Program Guidelines

Transcription

1 Professional Staff Compensation Program Guidelines Under the provisions of the Revised Code of Washington RCW 28B , Western Washington University is authorized to establish and administer programs for a range of professional staff positions exempted from coverage under the provisions of the Civil Service Law, Chapter RCW. PROGRAM PHILOSOPHY Western Washington University maintains a professional staff compensation program in support of achieving the mission and vision in a manner consistent with the organization s values and fiduciary responsibility as a state funded University. This program is designed to incorporate market and/or internal alignment, merit and experience, in totality, to meet the program objectives. It will be managed with the goal of attracting, retaining, engaging and motivating employees whose contributions are critical to the long-term success of the University. PROGRAM OBJECTIVES Incorporate market and/or internal alignment, merit and experience Attract, retain, engage and motivate the talent that contributes to Western s excellence Provide a compensation program that strives to be: o Fair o Equitable o Transparent o Administered in a consistent, predictive and timely manner Assist employees in understanding how their position and performance plays a role in accomplishing the University s objectives by encouraging open communication at all levels. Provide a compensation program that can adapt to significant changes in the market and within the dynamics of the organization COMPENSATION MARKET DEFINITION The primary data that will be used for compensation reviews: CUPA (College and University Professional Association Human Resources) Internal alignment Page 1

2 In some cases, other markets may be used. Data will be gathered from compensation surveys published by organizations with a proven track record for providing reliable survey data. SALARY SURVEY To provide an ongoing consistent methodology, Human Resources will conduct a wage analysis of market data/internal alignment and salary trends on an annual basis, including assigning positions to a pay range. Recommendations from this analysis will be forwarded to the President, Vice Presidents and members of the Professional Staff Organization (PSO) Salary and Benefits Committee. Decisions to adjust the professional staff salary structure will be in response to competitive movement of pay levels in the labor market. These decisions will be made in primary consideration of Western s budgetary health as well as information on market compensation trends and projections. SALARY STRUCTURE The current salary grade structure is displayed on the Professional Staff Salary Ranges webpage. When the President or appropriate Vice President has concurred with a request to establish a new professional staff position, review an existing position or make a change to an employee s title, the Human Resources Department will evaluate the position and assign an appropriate salary grade/title as outlined in the Position Program guidelines. SALARY ADMINISTRATION The information below outlines the framework for how an employee is placed within the salary structure and how they subsequently move through the compensation program. In specific and exceptional situations it may be necessary to place employees outside these guidelines. Placement outside of the guidelines require written documentation based on one or more of the following reasons: Experience of the candidate above and beyond the expectations for the role Market conditions for similar positions in similar institutions Circumstances that make recruitment or retention of the role difficult Relevant academic or professional preparation and certification above and beyond the expectations for the role Relevant experience of the candidate at Western Washington University Exceptions must be approved by the President or appropriate Vice President and Human Resources. Page 2

3 Table 1 illustrates the guidelines for positioning new and existing employees in the range. Positioning is in consideration of current market data/internal alignment, performance/job mastery and experience. Table 1 Position in the Range Lower Middle Upper General Guidelines for Range Positioning Employees who are new to the position and/or learning the role and/or not yet fully proficient. Typically, employees will have less than five (5) years experience in their position; or performance does not fully meet standards on a consistent basis. This is the target pay range for the position and reflects the wages most comparable to the market. Typically, employees will have more than five (5) years experience in their current position and are fully proficient, meeting performance expectations. Generally, professional staff employees will fall in the middle third of the pay range. Factors include extraordinary market circumstances, recruitment and retention issues, and experience. Performance is effective and consistently exceeds expectations. SALARY PLACEMENT STARTING SALARIES Starting salaries recommended by the employing official are established in accordance with Table 1 above and require review and concurrence by the President or appropriate Vice President and Human Resources. EXISTING EMPLOYEES Employees should be positioned in their salary range in accordance with Table 1 above. COMPENSATION ADJUSTMENTS Compensation adjustments may be warranted in the case of one or more of the following: Change in duties and responsibilities Market and/or Internal Alignment Retention Experience Performance All salary increases or special compensation adjustments require the approval of the President or appropriate Vice President and Human Resources. Presidential approval will be required for a position salary increase exceeding ten (10) percent, excluding promotions. SALARY UPGRADE A salary upgrade results when a position review confirms that the duties and responsibilities have increased or changed substantially as to warrant an increase to the position's assigned salary grade. Page 3

4 Employees who receive a salary upgrade will be placed in that range based upon their relevant experience. IN-GRADE SALARY ADJUSTMENT An in-grade salary adjustment may be approved in the occurrence of one or more of the circumstances outlined below: Change in duties and responsibilities Market and/or Internal Alignment Retention Experience Performance ACROSS THE BOARD There may be circumstances when the University applies across the board adjustments. These adjustments are determined by budget considerations and allocated as determined by the University President. There must be a performance evaluation completed within the prior year with an overall rating of at least a three (3) to be eligible for an across the board compensation adjustment. ONE TIME PAYMENT One time payments are lump-sum amounts determined by the President or appropriate Vice President and Human Resources. There must be a performance evaluation completed within the prior year with an overall rating of at least a three (3) to be eligible for a one time compensation adjustment. PROMOTION A salary increase may be approved when an individual promotes to a different position having a higher salary grade. Transfer to a different position within the same salary grade does not require or preclude a salary adjustment. TEMPORARY PAY INCREASE A professional staff employee may receive a temporary salary increase when assigned additional responsibility outside of their current scope, as determined by Human Resources. MERIT The professional staff merit program is a performance-based system established to provide a transparent framework for recognizing individual contributions in support of the organization s mission and values. This Page 4

5 program is designed in conjunction with the Employee Performance Appraisal System (EPAS) program to clarify and communicate performance expectations. See Table 2 below. There must be a performance evaluation completed within the prior year with an overall rating of at least a three (3) to be eligible for a merit-based compensation adjustment. Table 2 Performance Rating (5) Superior/Outstanding Contributions (4) Exceptional/Exceeds Expectations (3) Competent/Meets Expectations Rating Key Performance consistently exceeds expectations Performs with minimal supervision/direction; autonomous and independent in task completion Exercises a high level of critical thinking and innovation; exhibits traits of high-trust behaviors: practice accountability, keep commitments, deliver results, create transparency, etc. Performance frequently exceeds essential functions of the position Performs the task/function consistently, in a timely manner Initiates and takes responsibility for tasks Performs the task/function at a very high level of quality Performance fully meets expectations on a consistent basis Performs the task/function consistently, in a timely manner Initiates and takes responsibility for tasks Merit Increase (2) Marginal/Needs Improvement Action Alert: Contact Human Resources for assistance in developing a Performance Improvement Plan and coaching to success (1) Unsatisfactory Action Alert: Contact Human Resources to initiate process for coaching to success Performance does not consistently meet requirements Improvement is necessary Performance is below minimal acceptable standards Immediate improvement is required Not Not EXPERIENCE The professional staff program has established a mechanism to consider experience, relevant to an employee s current position. Current employees assigned to a position within the same range as their existing range will maintain their relevant experience. Page 5

6 Position in the Range Lower Middle Upper General Guidelines for Range Positioning in Consideration of Experience/Longevity Employees who are new to the positions and/or learning the role and/or not yet fully proficient. Typically, employees will have less than five (5) years experience in their position; or performance does not fully meet standards on a consistent basis. Generally, professional staff employees will fall in the middle third of the pay range. This is the target pay range for the position and reflects the wages most comparable to the market and internal alignment. Typically, employees will have more than five (5) years experience in their current position and are fully proficient, meeting performance expectations. Reserved for placement of those individuals whose experience results in effective performance which consistently exceeds expectations. Last Update, Page 6