General Information for Administrative & Professional Faculty to University Staff Administrative and Professional

Transcription

1 HR Plans Employment Type Appointment Type HR Plans Market Pay Range General Information for Administrative & Professional to A&P, Exempt (You are in VRS Managerial & Professional Staff Employee (M&P): but have the faculty disability plan) University staff employees who manage a division or subdivision of a major academic or administrative unit and/or exercise significant knowledge, discretion and independent judgment gained through advanced education or experience. This category includes coaches and assistant coaches on individually negotiated contracts. M&P Staff are typically exempt employees under the provisions of the Fair Labor Standards Act, and therefore not eligible for overtime. Fixed term appointment A&P who become replace their term appointment with the standard terms and conditions of. For those individuals holding restricted positions (positions with an end date in the Integrated System), the designated end date will continue to apply. Compensation N/A The Plan is based on a compensation philosophy of using market information on salaries from similar jobs to determine employee pay ranges. As the Plan matures, the University expects the market pay ranges to become more precise and targeted to School and Department needs. Market-based pay ranges are used to determine base salaries. Market pay information comes from more than 25 published and independent salary surveys of related employment markets. Market data includes salary data on pay rates of similar jobs, in relevant sectors (higher education, private, public, etc.) and in similar markets, primarily the entire state of Virginia, including Northern Virginia. National and regional data are used for positions that are recruited nationally and regionally. Relevant local market data is only used when the local market ranges are higher than regional or national ranges. Market pay ranges are divided into thirds. The beginning third reflects emerging qualifications and competencies, the middle third reflects proficiency and full qualifications, and the upper third is reserved for advanced capabilities, unique qualifications or subject matter expertise, and for those whose performance consistently exceeds expectations. These factors help determine where a salary belongs in a range. Employee salaries typically fall between the lower and upper end of their market range, and it is possible for salaries to be above or below a market range. 1

2 Pay Range Adjustments Annual Increases Performance Pay Competitive Starting Pay A&P faculty adhere to the Provost s Employment of non-tenure-track Policy for Performance Reviews display?id='hrm-003' The annual report and the supervisor s evaluation become part of the basis for salary adjustments and promotions. Salary increases are based on merit; they are not automatic. Recommendations for salary adjustments originate within the department and are reviewed and approved by the appropriate supervisor, vice president, and, as needed, the president. See Performance Management for more details. N/A U.Va. market pay ranges are periodically reviewed against market data to ensure that they keep pace with changing market conditions. Annual salary increase opportunities are determined by the U.Va. Board of Visitors and can also be determined by the General Assembly. Annual guidelines are established for merit pay increases. See Performance and Compensation Sections. Performance is one area where employees can directly influence their pay. are eligible for pay increases based on their performance evaluation ratings. Contingent on the availability of funds, higher performance ratings may result in higher increases. See Performance Planning and Evaluation for more detail on performance evaluations. The University develops guidelines for performance based pay increases. If an employee s salary is above the market pay range, the increase may be a one-time payment, rather than a base pay adjustment. Market ranges are used in the determination of competitive starting pay for both internal and external candidates accepting new positions. There are no state-mandated limitations. The University s Pay Action tool (PA) is used to support informed salary decisions, including determining initial offers. PA assists managers to consider salary decisions systematically, using seven key factors, resulting in more consistent and equitable decision-making across Grounds. See glossary of terms ( for more information. The seven factors are: Qualifications (education, experience, unique skills) Job content and individual performance contribution) The position of the employee s pay in the market pay range 2

3 Payroll Schedule Skill Acquisition Monthly Employee s pay relative to similar jobs at U.Va. Employee s pay relative to average market salary for similar jobs outside U.Va. Pay history Length of total State and University service Administrative & Professional who convert to will be paid biweekly. For more information visit Reward and recognition bonus payments, non-monetary awards, and recognition leave (up to five paid days) are available to recognize a member s contributions to the overall objectives of the University. The employee s acquisition of a new skill or skills, documented as part of the Development Plan Additionally, the program may also typically reward: Teamwork A special project A new or modified business practice Exemplary effort Employee appreciation There is no cap on the number of bonuses received for skill acquisition, but the total value of employee recognition bonuses received may not exceed $3000 annually. Skill Application Significant Change in Job Duties no change in role-title Promotion for skill application: employees who apply new skills on the job as listed in the Development Plan may receive a promotional pay increase. There are no caps on the amount of the pay increase. Pay decisions are made at the School/Department level. If the employee is at the top of the market pay range, the increase is typically provided as a bonus rather than a base salary increase PA is used to support salary decisions. Promotion with no change in market range: employees who experience significant changes in duties and responsibilities but no market range change may receive a promotional pay increase. There are no caps on amount of the pay increase. Pay decisions are made at the School/Department level. If the employee is at the top of the market based pay range, the pay adjustment is typically provided as a onetime payment, rather than a salary increase. PA is used to support salary decisions. 3

4 Significant Change in Job Duties change in role/title Promotion with change in market range: who experience significant change in duties and responsibilities, resulting in a market range change may be granted pay increases. There are no caps on the amount of the increase. Pay decisions are made at the School/Department level. PA is used to support salary decisions. 4

5 HR Plans Performance Planning and Evaluation Performance Planning & Evaluation, A&P faculty, and use a performance management process that has Classified Staff use the Performance a greater emphasis on planning and communications between Planning and Evaluation Process, supervisors and employees. Performance planning is central to Lead@UVa. You can read about the the Plan, and is designed to provide employees process in the adjoining column. and supervisors with opportunities for more meaningful However, certain aspects apply only to performance discussions; supportive learning and development. plans; and opportunities to reward performance and accomplishments with compensation and promotions. There are 3 sections in the performance management process: 1) Goals; what you do 2) Competencies; how you do it 3) Development plan The guiding principle behind the system is managing performance for success. Supervisors help employees make the connection between individual performance goals, departmental objectives, and University-wide strategies. Employees and supervisors work together to set clear goals and identify competencies and development activities to support the employee s continued growth. The performance evaluation process has a five-point rating scale. The process begins with employee self-evaluation and includes a calibration process to build consistency into the way evaluation ratings are applied. are eligible for pay increases based on their performance evaluation ratings. See the Compensation Section for more detail. As part of the annual performance process, the supervisor and employee agree on the employee s goals, competencies, and development plans for the year and review progress on an on-going basis. The performance management system, Lead@UVa also focuses on career development. Supervisors support staff career development goals. Together, supervisors and employees work together to set goals, identify strategies and actions to achieve them, and track and measure progress. Acquiring skills listed in the Development Plan can result in bonuses; raises when using new capabilities; and can lead to promotions within career paths. See the Compensation Section for more information. 5

6 HR Plans Career Development Model Career Development A&P Staff may take advantage of may take advantage of career opportunities at career development support and the University by enriching their career skills in their current resources at the University in order to work, developing capabilities to advance in their current career grow career skills in current roles, and path, or transitioning to other career paths. Career development develop capabilities to seek demonstrates the University s commitment to the employee by: opportunities in other roles and career 1) making it a key piece of the performance planning process, groups. and 2) supporting it with pay and promotion opportunities. The University provides information, resources and support to assist employees and supervisors with career development. Employees who wish to support their education may use the Education Benefits program. Supervisors are expected to support employees career development goals. Employees are expected to make their own career choices and to keep their capabilities current. The Plan is designed intentionally so that employee career development, performance management, and compensation work together in a coordinated way. Supervisors and employees identify career goals, the performance management process tracks them, and the compensation process rewards them. The University provides support and resources for employee career development, training, and education. A Development Plan is part of the annual performance planning process. Accomplishing a development activity may result in bonuses and/or raises; significant changes in job responsibilities as a result of a development activity accomplishment may result in promotion. HR s Office of Employee Development offers training and development courses for employees to gain and renew skills, grow in their jobs, and develop their careers. Supervisor training is provided on career development, as well as the performance management system and compensation guidelines. The University provides information, resources and support to assist employees and supervisors with career development. Employees who wish to support their education may use the Education Benefits program. Supervisors are expected to support employees career development goals. Employees are expected to make their own career choices and to keep their capabilities current. HR s Office of Employee Development offers training and development courses for employees to gain and renew skills, grow in their jobs, and develop their careers. Supervisor training is provided on career development, as well as the performance management system and compensation guidelines. 6

7 HR Plans Retirement System Disability Program Annual Leave Leave & Other Benefits Virginia Retirement System A&P who elect to move to and elected VRS upon hire, remain in VRS. The STD benefit program is managed The STD program is managed by a third party vendor that by a third party vendor that reviews and reviews and approves claims and duration of absence based on approves claims and duration of medical necessity. As a former A&P, switching to absence based on medical necessity. As, income replacement for the approved STD an A&P member, income period would be at 100%. Details are available at replacement for the approved STD period is at 100%. Details are available at In an instance when a disability lasts longer than the six months of STD and is likely to be permanent, the member could apply for a VRS Disability Retirement. Otherwise, no further income replacement benefits are available. Annual leave is available to A&P faculty members who hold full-time appointments of a year or longer. Annual leave for faculty is granted in accordance with the contractual cycle (12-month contractual cycle receive 22 working days). Part-time faculty are eligible for leave proportionate to working time. Annual leave need not be taken all at once but may be distributed throughout the year at the faculty member's option with the concurrence of the supervisor. In an instance when a disability lasts longer than the six months of STD and is likely to be permanent, the member could apply for a VRS Disability Retirement. Otherwise, no further income replacement benefits are available. The Leave Plan combines three types of leave - annual, sick, and family/personal - into a consolidated leave program, giving employees more flexibility in how they use their time off. Leave balances are available at the beginning of the leave year. For some employees who switch to status, the number of annual leave days could be higher than their current allotment, depending on the years of employment. Details are available at Leave Accrual Leave Reporting Leave over Maximum Carry-over Total leave balance for the year is available at the beginning of the year. N/A Any unused annual leave lapses at the end of each fiscal year and may not be accumulated. There is no compensation made for any unused leave at the time of separation from University Total leave balance for the year is available at the beginning of the leave year. 4 hour increments; time of less than 4 hours is considered discretionary for exempt employees and not reported. Time and leave are reported in SSTL (Self-Service Time and Leave). The leave program includes a cash-out provision. Once the amount of earned annual leave goes beyond the maximum hours allowed for carry forward, the plan will pay for those "use-or-lose" hours at 50 percent of their value. 7

8 Part-time Health Insurance (20-31 hours per week) Supplemental Benefit Credit employment. Responsibility for recordkeeping of annual leave for members of the faculty lies with the departments. Part time salaried employees are entitled to enroll in the part-time health insurance plan. They pay both the employee and employer premium. Not available. Part-time salaried employees who participate in this program are entitled to receive a 50% subsidy toward the cost of the employer portion of the health insurance premium. A $450 annual supplemental benefit credit is provided to fulltime and part-time benefits-eligible with annualized salaries* at or below $42,000 per year to offset benefit deductions including the U.Va. Health Plan, parking, supplemental life insurance, Tax Deferred Savings Plans, gym memberships, and more. The amount an employee receives in a specific paycheck depends on how frequently they are paid and the number of months worked per year. Part time (less than 32 hours per week) benefitseligible employees are eligible for 50% of the credit. Please be aware that this money can only be applied toward the amount needed for benefit deductions in any given pay period. If benefit deductions do not exceed the supplemental benefit credit in any given pay period, the extra supplemental benefit credit funds cannot be received as income. *see glossary at 8

9 HR Plans Grievance Procedure Employment Policy A&P faculty adhere to the University s Grievance Procedure for Administrative General Employment Policy licies/grievance.html An Alternative Dispute Resolution (ADR) Process is available to resolve employment-related problems and complaints informally and voluntarily without fear of retaliation. Any University employee may request ADR. Read more at All new employees hired as M&P and O&A, and Classified staff electing to become in M&P or O&A University Staff positions, follow the State s Grievance Procedure. All employees hired as E&SA and those A&P faculty electing to become have access to the University s grievance procedure. See University s Resolving Grievances for Employees Employment Policy: based on the State s grievance procedures, or the University Grievance Process An Alternative Dispute Resolution (ADR) Process is available to resolve employment-related problems and complaints informally and voluntarily without fear of retaliation. Any University employee may request ADR. Read more at Standards of Conduct A&P faculty adhere to the University s Employment of Non-Tenure-Track Employment Policy display?id='hrm-003' The Standards of Conduct policy for employees ( 014) adopts the State s DHRM Policy 1.60 Standards of Conduct, found at Layoff Policies A&P adhere to the University s Guidelines for General Staffing Due to Financial Stringency Employment Policy licies/staffing.html The layoff policy for employees ( 015) adopts the State s DHRM Policy Layoff, found at except: The notice period has been increased to give University Staff a 60-day notice of layoff, rather than the current State policy of 14-day notice. Under the system, a position is considered to be restricted if the position is: 1. created to complete a specific function or project within a defined period of time, and has a required system end date established at the time of hire or as subsequently extended; or 2. funded wholly or in part from non-continuous or nonrecurring funding sources (e.g., grants, donations, contracts, etc.) and contingent on the continued 9

10 Severance Policies A&P are governed by the terms of their appointments. availability of funding, the cessation of which for any reason results in the abolition of the position. The severance policy for employees ( 016) adopts the State s DHRM Policy 1.5 Severance Benefits found at Telecommuting There is no current policy. Alternative Work Schedules There is no current policy. The new Telecommuting Policy is used by both Classified and. Requires a formal work plan be developed by the employee and supervisor The new Alternate Work Schedules Policy is used by both Classified and. Requires a formal work plan be developed by the employee and supervisor Probationary Period There is no probationary period. A&P have limited term appointments. The probation policy continues to require a twelve (12) month probationary period for newly hired or previous employees re-hired after a break in service. This period may be extended an additional six (6) months under exceptional circumstances. Current A&P who elect to become M&P Staff and have completed one year of service are not required to serve a probationary period. Those who have served less than one year will serve the remainder of the12 months as probationary employees. Requires UHR review of extensions and terminations Teaching N/A in the E&SA and M&P categories are permitted to teach students after receiving faculty appointment and department permission. ( 019) External Consulting A&P faculty adhere to the University s Consulting by of the University of Virginia Employment Policy. licies/consult.html The Policy on External Consulting & Professional Service allows external consulting and encourages professional service. Applying for Future Staff Job Openings The policy requires A&P to obtain approval of the Dean of a School or the Provost. Eligible A&P faculty hired for future job openings may remain Administrative and Professional or may elect to convert to. employees who apply for and accept different positions remain employees. 10