|
[ Up ] [ Salary Increase Guidelines for Budget Managers ] [ Salary Increase Planning Matrix ] [ Salary Management Administrative Guidelines ] [ Guidelines for New Hire Salary Setting ] [ Exempt Prof Sal Ranges ] [ NonEx Admin Sal Ranges ] [ NonEx Tech Sal Ranges ] [ Hay Classification Information ] [ Hay Classification & Pay Policy ] [ Request for Reclassification Review Announcement ]
NON-EXEMPT
ADMINISTRATIVE SUPPORT STAFF
-
Introduction
-
Objectives
of the Classification Program
-
Components
-
Policies
& Procedures
-
Hiring
Pay Rates
-
Annual
Pay Increase
-
Upgrades/Promotions
-
Lateral
Transfer
-
Demotion
-
Position
Description
-
Position
Classification Process
I. INTRODUCTION
The University of Dayton utilizes the Hay method of job evaluation for
classifying all non-exempt administrative support positions. (secretarial and
clerical positions). The Hay system of evaluating and classifying positions is
based on the assumption that job performance meets acceptable standards. The
evaluation process examines the way work is expected to be done. The actual
performance and the characteristics of the employee involved in the work are
excluded from the process. The Hay method does not measure an individual's
effectiveness or need for development, but rather focuses solely on the content
of the job. For additional information regarding the Hay classification system
visit the Hay web site at http://www.udayton.edu/~hr/hayclass/index.html.
The following contains general statements, which constitute policy
guidelines regarding the Hay classification system and pay administration for
non-exempt administrative support staff positions at the University of Dayton.
II. OBJECTIVES OF THE CLASSIFICATION PROGRAM
-
To classify positions and assign them to specific grades within the
University pay plan.
-
To establish pay ranges which consist of minimum, midpoint and maximum for
each grade or level of work.
-
To ensure those persons performing work of similar responsibility are
being paid within the same pay range throughout the University.
-
To standardize position titles.
-
To ensure that classification of positions, establishment of new positions,
and pay rates are monitored by Human Resources through periodic reviews to
provide consistency and internal equity and comparability.
-
To determine our competitive financial position by comparing pay at UD to
pay in the relevant marketplace for persons performing similar work.
-
To provide adequate instruction and training to supervisors regarding
their functions and involvement in the classification program.
-
To inform persons covered by the program about all of its components and
to answer any questions, which are associated with any of its aspects.
-
To establish uniform practices with respect to hiring rates, pay increases,
transfers, promotions, demotions, merit increases, and other pay practices.
III. COMPONENTS
The components of the plan are as follows:
A. Policies and Procedures
B. Hiring Pay Rates
C. Annual Pay Increases
D. Promotions
E. Lateral Transfers
F. Demotions
G. Position Descriptions
H. Position Classification Process
A. POLICIES AND PROCEDURES
-
All positions involved in the Hay classification program have been
classified and assigned a relative Hay point value. This involves describing,
studying, and finally evaluating the nature of each position in terms of
know-how, problem solving, and accountability based on information contained in
the position description and if deemed necessary, an on-site review.
-
A grade is the level to which a position is assigned after it has been
evaluated and points have been assigned. Each grade is associated with a
specific Hay point range and pay range.
-
The pay range of the grade represents the minimum and maximum pay limits
for the position. In essence, it establishes the acceptable pay range for all
incumbents in the grade.
-
The University's general policy on pay scales is as follows: The University
will make every effort to provide pay rates that are competitive in the local
market, taking into consideration its fiscal position and its geographic
location.
-
Human Resources conducts periodic pay surveys to determine the University's
competitive position.
-
Each year Human Resources will review the pay structure and recommend pay
plan changes based on the University's competitive financial position in
relation to compensation objectives.
-
The supervisor should review position descriptions and the essential
functions of the job annually, in conjunction with the Working for the Vision
Performance Management Program or whenever a new person is appointed to the
position, to ensure that the descriptions are timely and current. Each employee
appointed to a new position should be given a copy of the position description.
B. HIRING PAY RATES
Employees should be hired at the lower end of the pay range but at least at
the range minimum. The bottom third of the pay range is the normal hiring range
for new University employees. Exceptionally well-qualified candidates may be
hired above the bottom third up to the midpoint of the pay range after
consultation and approval of Human Resources. Offers exceeding this should only
occur in rare circumstances and must be authorized in advance by the Office
of Human Resources. After April 1 of each year, hiring pay ranges should be
based on the next fiscal year (July 1) pay structure.
C. ANNUAL PAY INCREASE
It is the policy of the University to grant annual pay increases within its
ability to do so. Pay recommendations following initial hire are submitted on a
fiscal year basis by principal administrators at the time budgets are prepared.
Guidelines are established by Human Resources and are distributed to each
office annually, along with budget information. General guidelines in applying
increases are:
-
It is expected that, in granting annual pay increases, supervisors will
correlate percentage increases with performance ratings in accordance with
guidelines given by Human Resources.
-
The annual increase formula is expected to combine the elements of both a
general and merit pay increase. Except for extraordinary situations, one merit
increase in any one fiscal year is the standard.
-
Individuals hired between April 1st and July 1st are not normally eligible
for the annual pay increase. However, on July 1st, their pay will be increased,
if necessary, to ensure that they receive the minimum pay for the appropriate
pay range.
D.
UPGRADES/PROMOTIONS
It is the policy of the
University to support the efforts of employees to advance to positions for which
they are qualified and which meet their career interests and objectives.
Interested employees are encouraged to apply for positions on a promotional or
lateral transfer basis. Supervisors must allow employees within their department
opportunities to seek promotions to other departments. An atmosphere conducive
to exploring promotion or transfer must always be maintained in recognition of
the University's overall position that promotional opportunities are an
important element in retaining a vital and productive work force. (An employee
accepting a promotional position in another department must provide the
customary notice as indicated in the Separation from Service policy in the
Policies and Procedures Handbook).
An upgrade/promotion is the
movement of an employee from one grade level to at least one grade level higher
than the current position.
The
classification of the position does not reflect the performance of the employee
involved in the work. The level of performance by the employee is
distinctly separate and should always be addressed in the employee's annual
performance assessment and reflected in the employee's annual merit pay
increase. A pay increase due to an upgrade or promotion is in addition to
the annual pay increase.
Upgrades
occur when a position has been reclassified because duties and responsibilities
assumed by the incumbent have been changed significantly and a review of this
position is completed by the Hay evaluation committee and Human Resources, which
results in the classification of the position to a higher grade.
The pay policies related to
upgrades are:
1.
Since an upgrade recognizes that the employee is performing a higher
level of work due to the addition of duties and responsibilities requiring a
higher level of knowledge, problem solving, and/or accountability, it should be
accompanied by a pay increase.
2.
An upgrade should be accompanied by a pay increase of 2.5% of the
mid-point of the pay range of the new grade and must be an amount necessary to
earn at least the minimum established for the new pay grade.
3.
Upgrades and pay increases due to reclassifications as a result of a
position classification review requested during the annual review process in
April will be effective on July 1 of that year.
4.
Upgrades and pay increases due to reclassifications requested as a result
of a departmental restructuring will be effective on the first pay date
following the reclassification.
Promotions
occur when an employee vacates his/her present position and moves to an existing
or new position at a higher grade. This move is generally initiated by the
employee's response to a position opening posted by Human Resources.
The pay policies related to
promotions are:
- Since
a promotion recognizes that the employee is performing a higher level of
work, it should normally be accompanied by a pay increase at the time the
promotion occurs.
- Promotional
pay increases are to be coordinated with, and approved by Human Resources.
The following should be considered in determining the amount of promotional
pay increases:
- Degree
of grade change between jobs
- Current
compa-ratio and future compa-ratio. (Compa-ratio refers to the position of
pay within the range). Pay after promotion should typically be lower in
the new pay range than the previous pay in the old pay range.
- Relationship
of pay with others in the same job or same work area.
- A
one-grade promotion should be accompanied by a pay increase of up to 10% and
must be an amount necessary to earn at least the minimum established for the
pay range of the employee's new grade. Any exception must be approved
by Human Resources.
- A promotion of two or more grades should be
accompanied by a pay increase of up to 15% and must be an amount necessary to
earn at least the minimum established for the pay range of the employee's new
grade. Any exception must be approved by Human Resources.
E. LATERAL TRANSFER
A lateral transfer is the movement of an employee from one position to
another, which is equal in grade. When a lateral transfer occurs, the employee
shall normally be transferred at the same rate of pay providing the hiring
department has the ability to pay. (An employee accepting a position
in another department must provide the customary notice as indicated in the
Separation from Service policy in the Policies and Procedures Handbook).
F. DEMOTION
A demotion is the movement of an employee from an existing position to
another position at a lower grade. Demotions can occur for the following
reasons:
- Disciplinary Demotion
- Employee is moved to another job in a lower grade level due to poor
performance.
- Pay is determined by the department and Human Resources following a
review.
- Pay should not exceed pay range maximum of new job.
- Pay typically would be reduced and should be within the pay range of the
new job.
- Management/Administrative Demotion
- Employee is moved to another job in a lower grade level due to a
reorganization and subsequent elimination of the existing position.
- Employee's position is re-evaluated at a lower grade due to a significant
decrease in responsibilities in the current position.
- Pay is determined by the department and Human Resources following a review.
- Pay typically would not be reduced; however, pay should not exceed pay
range maximum of new job.
- Voluntary Demotion
- Employee voluntarily vacates his/her present position and moves to an
existing or new position at a lower grade. This move is generally initiated by
the employee's response to a position opening posted by the Office of Human
Resources.
- Pay is determined by the department and Human Resources following a
review.
- Pay typically would be reduced and should be within the pay range of the
new job.
G. POSITION DESCRIPTION
A position description may be described as a narrative statement of the
nature and level of work being performed by a person in a job. Position
descriptions are used for the following purposes:
- To establish a written record of the major duties and responsibilities of
the position.
- To establish the basis upon which the position is evaluated and classified
utilizing the Hay methodology.
- To provide a source of information for recruitment.
A position description is to be prepared for each individual job at the
University within the scope of this plan. Position descriptions should be
prepared by the incumbents and their supervisors utilizing the position
description form available in Human Resources or at http://www.udayton.edu/~hr/
under "forms". Copies of the position description should be on file
with Human Resources and with the employee currently in the position. Position
descriptions should be reviewed at least annually during the performance
management process to ensure that they are consistent with the actual position
requirements and are reasonably stated. A current position description should
be attached to the annual performance management plan.
H. POSITION CLASSIFICATION PROCESS
- All positions involved in the Position Classification Program for
Non-exempt Administrative Support Staff are described, reviewed, classified,
and assigned a point value utilizing the Hay method of job evaluation. The
value of the position is reflected in its assignment to a specific grade. The
evaluation and classification of the position does not reflect a particular
employee's ability, performance or previous experience. It is based solely on
the factors of the job itself, regardless who is doing the work.
- The evaluation and classification process is conducted by a committee
comprised of members representing a broad cross-section of departments within
the University including clerical/secretarial and related administrative staff
as well as representatives from management and the Office of Human Resources.
- Under this program, the Hay committee evaluates each new
position or re-evaluates each position that has changed in size, scope, or
complexity.
- The committee will meet each year in March to review reclassification
requests. No more than one request per position should be made during any one
twelve month period.
- In the case of new positions or positions resulting from substantial
departmental restructuring, the committee will meet on an as needed basis to
review classification requests.
- The position classification (or classification review) process is as
follows:
- A position description format is provided to the supervisor from the
Office of Human Resources and is also available at http://www.udayton.edu/~hr/
under "forms".
- A written position description is prepared by the incumbent and/or
supervisor, approved by the appropriate supervisor and submitted to Human
Resources.
- In addition to the position description a Request for Position
Classification Review Form must be submitted for existing positions in which duties and
responsibilities have changed significantly. Forms are available in Human
Resources and at http://www.udayton.edu/~hr/ under "forms".
- The Hay committee will receive copies of the position
description from Human Resources and will meet to evaluate the position and
assign Hay points based on the job factors: know-how, problem solving and
accountability.
- In addition to these job factors, positions are
also reviewed to determine if job duties meet the standards established in the
Fair Labor Standards Act for exempt level positions. An on-site job
analysis is conducted to make this determination when the position's current
classification is at a pay grade 10 or in cases where the position description
describes duties that appear to be exempt level.
- A pay grade is applied to each position based on the total value of Hay
points assigned.
- The proposed position classification is presented to Human Resources for
review.
- The classification is reviewed with the appropriate supervisor.
- Appeal
If the department does not agree with the job classification, a request for
further consideration should be made in writing to the Compensation Manager in
HR. In these instances, an on-site job analysis will be
conducted with results submitted to the Hay Committee. The employee's
supervisor will have the opportunity to meet with representatives of the Committee and the
Committee's recommendation will be reviewed with the employee's supervisor.
If there continues to be a disagreement, a final determination will be made
by the Vice President of Human Resources in consultation with the
Provost or appropriate vice president, taking into account the Committee's
recommendation.
- A periodic audit of job descriptions and classifications will be
conducted by the Office of Human Resources at least every three years to ensure
that they are kept up to date and reflect current job duties and
responsibilities.
| 
