A. Internal Equity: Internal
equity has two (2) dimensions. The first is the relationship between the
salary in question and those of employees in similar positions at the University. The
second dimension is the relationship between the salary in question and salaries of others in
similarly situated positions, relative to their seniority and
advancement
dates, so as not to create a compression of salaries ignorant of time in service or
time in role or band considerations.
B. Relevant Education and
Experience: Relevant education is education obtained in a formal
program of study, which is required or preferred for the position in question. Relevant experience is prior to current paid work in a position or positions similar to that position for which the salary is under review. Generally, non-relevant education or experience should not be factored into salary or salary adjustment
considerations.
C. Scope of Responsibilities:
College campuses are rather unique organizations. One way colleges
are unique is in organizational structures. Sometimes, on smaller campuses like Longwood's, employees have combinations of jobs which would be
divided among
several employees in different classifications on larger campuses.
Individuals
performing these types of positions on small campuses typically require additional
skills and are of greater value to the institutions.
D. Criticality of Position in
Relations to the University's Mission: The University's core mission is
academic excellence. Positions which most closely support the core mission are typically considered more critical than those which are less closely
aligned.
E. External Market Factors:
There are two dimensions to external market. One is the relative availability of qualified persons in the pool. Generally, a scarce market condition places a higher premium on a position. The second relates to maintaining salary competitiveness in relation to competing employees in the market specific to the position in question.
A. Identify Recruitment Markets
and Level of Market Competitiveness: Identification of different recruitment markets assist in determining market competitiveness for the
University's jobs. Longwood's applicable recruitment markets considers local, regional, and
national markets for jobs. Here is the level of determining Longwood's market position
relative to each of the following defined recruitment markets:
Practitioner I - Local
Practitioner
II - District
Practitioner
III- District
Administrative/Management I- Regional
Administrative/Management II- State
Administrative/Management III- National
Band 1
& 2: 1. Local - Farmville, Crewe
Band 3: 2.
District - Lynchburg, Farmville, Charlottesville,
Band 4: 3.
Regional - Richmond, Beach Area, Roanoke, Winchester
Band 5: 4.
State - North Carolina, Virginia, West Virginia, New Jersey, Maryland
Band 6: 5.
National - Nationwide
Longwood
University's specific high impact jobs that are operational critical and where salary dollars are identified is the Information and Instructional Technology Services Department.
B. Internal Considerations:
Longwood considers a number on internal factors, which demonstrate the range and flexibility in developing Salary Administration
philosophy:
1. Duties and Responsibilities: determining internal salary rates using performance, behavioral competencies and technical expertise.
2. Longwood's Distribution of Increases: granting the highest pay
increases to those who contribute most to meeting the University's goals.
3. Bonus Payment Decisions: administered centrally.
4. Pay Administration: providing management with tools that will allow
for
flexibility in making pay decisions.
5. Human Resource Responsibility: shared ownership.
6. Administrative Responsibility: centralized human resources oversight
(equity
balance).
C. Funding Considerations:
Section 4-6.01 k of the 2000 Appropriation Act dealing with funding
of salary increases including promotions, reallocations and in-band adjustments.
1. Except as otherwise provided for in this subdivision, increases in the level
of
compensation of any job role contained in the compensation and classification plans approved by the Governor shall be effective beginning with the first pay
period, defined as the pay period from June 25 through July 9, of the fiscal year if:
a. the agency certifies to the Secretary of Finance that funds are available within the agency's appropriation to cover the cost of the increase
for the remainder of the current biennium and presents a plan for covering the costs next biennium and the Secretary concurs, or
b. such funds are
appropriated by the General Assembly. If at any time the Secretary of
Administration shall certify that such change in the level of compensation for a
job role is of an emergency nature and the Secretary of Finance shall certify
that funds are available to cover the cost of the increase for the remainder of the
biennium within the agency's appropriation, such change in compensation
may be effective on a date agreed upon by these two Secretaries. The
Secretary of Administration shall provide a monthly report of all such
emergency changes in accordance with
§ 4-8.00, Reporting Requirements.
2. Salary adjustments for any employee through a promotion, reallocation, or
in-range adjustment shall occur only if:
a. the agency has sufficient funds within its appropriation to cover the cost of the salary adjustment for the remainder of the current biennium; or
b. such funds are appropriated by the
General Assembly.
D. Other Agency Policies.
E. The following is the level in
the organization that is responsible/accountable to implement the
Compensation Management System: Administration (the agency heads:
Executive Management Team); Human Resources; managers; and first-line supervisors.
1. Administration will:
a. establish Longwood's salary administration philosophy;
b. establish agency salary administration policies;
c. develop a list of compensation priorities for the agency;
d. review use of pay practices;
e. establish readiness criteria for decentralization within Longwood;
f. identify what functions and pay decisions will be decentralized;
g. respond to employee appeals;
h. review and follow-up on reports; and
i. review Equal Employment Opportunity (EEO) impact of salary decisions, role allocations, and other decisions impacting pay or potential pay.
2. Human Resources will:
a. provide employees with information on the new compensation plan;
b. provide training to managers and employees;
c. assess salary priorities and departmental needs in developing and acting on pay practices;
d. establish and allocate positions into proper Role;
e. approve pay actions;
f. provide for program evaluation;
g. collect data and provide reports; and
h. stay informed about the compensation program.
3. Managers will:
a. determine responsibility for assigning Work Titles;
b. gather information in support of pay increases such as:
(1) the percentage of increase requested;
(2) the source of funding;
(3) the total percent of previous increase during current fiscal year;
(4) addressing any internal alignment issues in the department;
(5) providing justification for percentage increase requested addressing:
(a) agency business need;
(b) duties and responsibilities;
(c) performance;
(d) work experience and education;
(e) knowledge, skills, abilities (KSAs) and competencies;
(f) training, certification and licenses held;
(g) internal salary alignment;
(h) market availability;
(i) salary reference data;
(j) total compensation;
(k) budget implications;
(l) long-term impact; and
(m) current salary.
c. recommend pay actions;
d. negotiate salaries with applicants and employees within standard pay
practices;
e. provide feedback to employee on Performance Evaluation; and
f. encourage and coach employee regarding career development.
4. First-Line Supervisors will provide employee's current performance rating.
F. Recruitment and Selection:
Longwood's recruitment and selection process for employment
practices are:
1. Advertising Jobs: The Role titles with the work titles in parenthesis.
2. Selection: Starting pay determinations (negotiated) is a combination
of both the Human Resources Department and decentralized hiring managers.
3. Documentation (Tools and Forms): Pay Action Worksheet.
G. Performance Management
Process:
1.
Salary
Increases: No salary increases have been appropriated by the General Assembly for 2001 to date. If the General Assembly passes an increase later in
the year, the University will award increases in a manner consistent with
instructions from the General Assembly.
2.
Evaluation
Form: Institutional modifications to the standard state form are not substantive, but merely provide additional data fields to aid users in
completing and accessing information on the form.
3.
Optional
Evaluation Factors: Attendance/punctuality and safety have been added
as additional performance factors.
4.
Appraisal
of the Employee: The supervisor's evaluation will be supplemented by an
employee self-assessment. Three hundred sixty (360) degree feedback will be implemented at a date yet
to be identified, subsequent to the initial transition year for the
instrument.
5.
Appraisal
of Team/Group: Longwood will not implement this aspect of the
instrument.
6.
Employee
Feedback on Manager's Performance: The University does not believe
this to be a productive consideration. Supervisors may engage in survey
activities with employees in their units at their own volition and discretion, but not as a
formal part of the Performance Management Process.
7. Interim
Evaluations: Interim evaluations of both three (3) and six (6) months will be used
following performance-related disciplines to augment the annual
evaluation and
provide a measuring tool for periodic progress. A six (6) month
interim evaluation will
be used anytime a Classified employee changes roles. The
Commonwealth's Interim Evaluation Form will be used for the initial year.
H. Pay Practice Process:
1. The
following pay determination factors are considered:
a. agency business needs;
b. duties and responsibilities;
c. performance;
d. work experience and education;
e. KSAs and competencies;
f. training, certification and licenses held;
g. internal salary alignment;
h. market availability;
i. salary reference data;
j. total compensation;
k. budget implications;
l. long-term impact;
m. current salary;
2. The levels of flexibility or control allowed in the administration of pay
practices are as follows:
a. Starting Pay: Starting pay for new employees and rehires is negotiable from
the minimum of the pay band up to fifteen (15) percent above current salary not to exceed pay band
maximum. Exceptions higher that fifteen (15) percent may be granted
as appropriate at the agency's discretion. The authorization is shared
accountability.
b. Promotion: Movement to a different Role in a higher pay band is negotiable from the minimum of the new pay band up to fifteen (15) percent above current salary. The salary may not be below the minimum of the
new pay band. The authorization is shared accountability.
c. Voluntary Transfer - Competitive: When movement is within the same Role
or to a
different Role in the same pay band there is no authorization for an increase.
d. Voluntary Transfer - Non-Competitive: When movement is within the same Role or to a different Role in the same pay band there is no authorization for
an increase.
e. Voluntary Demotion: Movement to a different Role in a lower pay band
is negotiable from the minimum of the pay band up to current salary but not to exceed the pay band maximum with Agency option to freeze salary above maximum for six (6) months. The authorization is shared accountability.
f. Temporary Pay: Assuming new duties and responsibilities on a temporary basis in a higher pay band results in an increase of zero (0) to fifteen (15) percent above the current salary not to exceed the pay band maximum.
Assuming new duties and responsibilities on a temporary basis in the same pay band results in an increase of zero (0) to ten (10) percent increase not to exceed
pay band maximum. The authorization is shared accountability.
g. Role Change (Formerly Reallocation): Upward movement results in an increase of zero (0) to ten (10)
percent or to the minimum of higher pay band; Downward movement results in no change in salary unless current salary
is above the maximum of the lower pay band. Salary will be reduced after six (6) months. Lateral movement results in an increase of zero (0) to ten (10) percent not to exceed the pay band maximum. The authorization is centralized (approved by Human
Resources).
h. In-Band Adjustment: A change in duties or application of new
KSA's, competencies, retention, and internal alignment results in an increase of zero (0) to ten (10) percent but is not to exceed pay band maximum. The maximum is a ten (10)
percent increase per fiscal year for in-band adjustments (to include any increase for lateral role changes). The authorization is shared accountability.
i. Disciplinary or Performance-related Salary Action: These salary
actions result in a minimum of a five (5) percent decrease
or movement to lower pay band. The authorization is decentralized to management.
j. Competitive Salary Offer: The agency may match an outside offer not to
exceed the maximum of the current pay band. The authorization is both centralized (approved by Human Resources) and decentralized to management.
3. Some potential options and considerations for the administration of pay
practices are:
a. Starting Pay: Variable increases from the minimum of the pay band to fifteen
(15)
percent above the current salary may be used based on recruitment
difficulty, criticality of job, or
other pay factor determinations.
b. Promotion: Variable increases determined by management are allowed
based on pay determination factors and ten (10) percent increase without
the approval of Human
Resources and eleven (11) to fifteen (15) percent with the
approval of Human
Resources.
c. Voluntary Transfers (Competitive -same or different Role in same
pay band): Established guidelines authorize no increase in pay.
d. Voluntary Transfers (Non-Competitive - same or different Role in
same pay band): Established guidelines authorize no increase in pay.
e. Voluntary Demotions: Variable decreases determined by management
are allowed based on pay determination factors.
f. Temporary Pay (different Role in higher pay band): Variable increases determined by management are allowed based on pay determination factors up to a five (5) percent increase
without the approval of Human Resources and six (6) percent to fifteen (15) percent with the approval of Human
Resources. The established time period for receiving temporary pay
minimum is from thirty (30) days to a maximum of sixty (60) days. Extension requests will be
handled and approved because of a failed search.
g. Temporary Pay (different Role in same pay band): Variable increases determined by management are allowed based on pay
determination factors up
to five (5) percent without the approval of Human Resources and six (6) to ten (10) percent with the approval of Human Resources. The established time period for
receiving temporary pay is thirty (30) to sixty (60) days. Extension requests will be handled and approved because of a failed search.
h. Role Change (Upward or Lateral): A set percentage of ten (10)
percent is assigned for all
Upward Changes (e.g. incumbents would receive three [3], five [5], eight [8], percent, etc.) There is no authorization for change in pay for
Lateral Role changes.
i. In-Band Adjustments: Management is allowed the flexibility to determine in-band
salary amounts based on pay determination factors up to five (5) percent
without approval from Human Resources and six (6) to ten (10) percent with approval from
Human Resources. In-band adjustments are allowed any time during the fiscal year. Management should grant the entire
increase at one time.
j. Disciplinary or Performance Related Salary Action: A mandatory
salary reduction of five (5)
percent is authorized. (Note: If in the same pay band, salary cannot fall below minimum of the pay band and if in lower pay band salary
cannot exceed the new maximum
salary).
k. Competitive Salary Offer: Once the critical need to make a competitive
offer has been determined, the agency may match the outside offer but is not authorized to exceed the maximum
of the current pay band.
I. Recognition Award
Process:
Longwood follows the guidelines established by the state.
J. Hourly Employees: Pay
practices for part-time/hourly employees at Longwood:
1. Starting Pay: Starting pay for a new part-time employee or a rehire is
negotiable from the minimum
of the pay band up to fifteen (15) percent above current salary not to exceed the pay band
maximum. Exceptions higher than fifteen (15) percent may be granted as
appropriate at agency discretion. The authorization is a shared
accountability.
2. Role Change (Formerly Reallocation): Upward: A zero to ten (0-10)
percent increase or an increase up to the minimum
of the higher pay band is authorized; Downward: No change in salary is authorized unless the current salary is above
the maximum of the lower pay band. Salary is to be reduced after six (6) months; Lateral: A zero (0) to ten (10) percent increase not to exceed the pay band maximum is authorized. The authorization
is
centralized
(approved by Human Resource).
K. Program Evaluation:
Longwood monitors the selection of individual pay actions for evaluation, budget-related issues, compensation program's effectiveness, and an
action plan to evaluate the implementation of the Compensation Management
System. Patterns of salary actions are
also monitored. Scheduled reviews are also conducted annually for the pay practice activity, including
demographic (race, gender,
role, pay band) distribution of salary actions. A ten (10)
percent sample of pay actions
is selected by Longwood to be reviewed. Trends are
evaluated within the departments, across the agency, and
findings are communicated back to
the departments. The Budget
Office will compare the budgeted amount to actual payroll expenditures and determine how much is being spent.
The Budget Office will also monitor
financial implications. Effectiveness of the Compensation Program's impact is based on
management accomplishing the mission of Longwood University and also includes
the
impact on employee relations and morale in the departments. The action plan will
identify areas of concern and department managers/supervisors that need additional training and communications.
L. Appeals Process:
Longwood will rely on the state grievance process for the appeals process.
M. EEO Statement: All
salary adjustments must be based on legitimate reasons as detailed in
the pay determination factors and must be unrelated to race, gender, national
origin, age, religion, political affiliation, or disability.
N. Communications Plan:
1. The University will identify and deliver information regarding the new Compensation Management System to faculty and staff.
2. Managers/supervisors have been identified and training will begin September
19
through September 25, 2001.
3. Two (2) full days will be allowed for managers/supervisors consisting of six
(6) hours
daily. The Compensation Reform training materials established by the Department of Human Resource
Management (DHRM) will be utilized.
4. Three (3) days consisting of two (2) sessions each day will be conducted for all
Classified employees. The Compensation Reform training materials developed by DHRM will be utilized.
5. The Compensation Management Plan will be ongoing. Refinements and
developments will be disseminated through training sessions (e.g. Performance
Management), and the New Employee Orientation Program.
Revised and approved by the Board of Visitors, September 7, 2002.
