This page is a list of all frequently asked questions for the Compensation section. The questions are grouped into different categories. Please click on the appropriate topic to view questions and answers for that section.
The first of the month following receipt of all necessary documentation to the Compensation department in central Human Resources
A promotion involves movement from one position to a different position with a higher salary range midpoint through a competitive recruitment process. An upward reclassification involves a change in the functions of a position, which results in the assignment of an employee’s current position to a new payroll title with a higher salary range midpoint. A reclassified employee retains the majority (50% or more) of the prior functions and assumes additional functions as well.
Positions at the Manager 4 (M4) level serve as the senior manager overseeing a large organization with multiple departments. They identify objectives and direct critical programs with major constituencies across campus. Very few positions on campus meet the M4 criteria. In contrast, a M3 position leads a critical function on campus, typically managing multiple subordinate organizations with different levels of Managers 1 and 2, Supervisors, professionals and other staff.
Positions at the Manager (M3) level lead a critical function on campus, typically managing multiple subordinate organizations with different levels of Managers 1 and 2, supervisors, professionals and other staff. In contrast, a M2 position has responsibility for managing a department though subordinate managers, supervisors and professionals, serves as a consultant to senior management, has significant responsibility to achieve broadly stated goals for the department, identifies objectives, directs programs, and develops overall departmental strategies and policies.
Specific differences are described by the generic scope of each supervisory and managerial level. Another way to look at it is that a manager is responsible for making significant decisions on what the unit does: its purpose, functions and role, and for making commitments and decisions that require the expenditure of significant unit resources. Managers have a significant, external focus (to the world outside the unit), whereas a supervisor has a more internal focused responsibility for implementing the manager’s decisions through the work of subordinate employees. Once a decision is made on what to do, supervisors have a significant role in deciding how to do it; how to achieve the objective established by the manager. Supervisors often perform the same kind of work that the subordinates do; managers do not do the daily work of the unit as a regular part of their work, they may do it more on an exception basis or in resolving the most difficult problems facing the unit.
Positions at the Manager 2 (M2) level have responsibility for managing a department though subordinate managers. In contrast, a Manager (M1) level position is the primary manager of a unit or department and does not manage subordinate managers. This is a difficult concept to apply consistently given the lack of hierarchy in many departments on campus, and great care is taken to ensure employees were not unfairly disadvantaged based on department. The M2 level definition includes those who oversee one or more managers or multiple supervisors and professionals. The review process also consistently applies other components of generic scope –positions at the M2 level need to document in the job description how the incumbent would serve as a consultant to senior management, have significant responsibility to achieve broadly stated goals for the department, identify objectives, direct programs, and develop overall departmental strategies and policies
The key differences between Supervisor 1 (S1) and Supervisor 2 (S2) are defined by the generic scope. An S1 provides immediate supervision to a unit or group of operational or technical employees, whereas an S2 provides supervision and guidance to a group of professionals or skilled operational and technical employees.
The Supervisory and Managerial category describes positions that exercise independent judgment in determining the distribution of work of at least 2 FTEs, and make decisions or recommendations about 3 or more of the following: hiring decisions, performance ratings, merit increases, promotional opportunities, reclassification requests, written warnings, suspensions, disciplinary actions, and/or resolution of grievances or complaints. Each individual job description is reviewed against this definition, and if the customized job content provided by the manager for custom scope, key responsibilities, problem solving and supervision (including organizational chart) does not support the definition of a supervisor or manager job standard, the position will subsequently be approved for a professional job title. Professionals may achieve and be responsible for many of the same functional responsibilities as a manager or supervisor, but achieve results through their own, personally-performed duties, rather than through the efforts of direct reports.
Specific differences between manager and supervisor are described by the generic scope of each supervisory and managerial level.
Another way to look at it is that a manager is responsible for making significant decisions on what the unit does: its purpose, functions and role, and for making commitments and decisions that require the expenditure of significant unit resources. Managers have a significant, external focus (to the world outside the unit), whereas a supervisor has a more internal focused responsibility for implementing the manager’s decisions through the work of subordinate employees. Once a decision is made on what to do, supervisors have a significant role in deciding how to do it; how to achieve the objective established by the manager. Supervisors often perform the same kind of work that the subordinates do; managers do not do the daily work of the unit as a regular part of their work, they may do it more on an exception basis or in resolving the most difficult problems facing the unit.
The generic scope for a professional 5 describes a position that is a recognized campus expert with significant impact and influence on campus policy and program development. Professional positions at this level regularly lead projects of critical importance to the overall campus. Very few positions on campus are at the Professional 5 level.
In contrast, professional 4 positions regularly serve as a technical leader to their department/campus community, perform duties requiring specialized expertise, and frequently analyze or resolve issues that are unique and without precedent.
If the job description submitted provides very limited customized content that supports the level 5 scope, the Compensation Unit can’t assume the employee is performing a professional level 5 position.
The generic scope for a professional 4 describes a position that regularly serves as a technical leader to their department/campus community, performs duties requiring specialized expertise, and frequently analyzes or resolves issues that are unique and without precedent.
The generic scope for an experienced professional 3 describes a position requiring full understanding of the professional field, the ability to apply theory and put it into practice resolving problems of diverse scope and complexity, and broad job knowledge. If the job description submitted provides very limited customized content (i.e., problem solving examples don’t align with professional level 4 key responsibilities or scope) the Compensation Unit can’t assume the position is performing at a professional level 4.
Length of service, while providing employees and the campus with a wealth of institutional knowledge, does not by itself determine the level of responsibility required for the position. Length of service, as well as experience on committees or special projects outside of the scope of the primary job responsibilities, are helpful for preparing the individual for future career opportunities but also do not define the scope or level of the current position.
The generic scope for an experienced professional 3 describes a position requiring full understanding of the professional field, the ability to apply theory and put it into practice, resolving problems of diverse scope and complexity, and broad job knowledge.
A P2 position typically applies acquired professional knowledge and skills to complete tasks of moderate scope and complexity, and exercises judgment within defined guidelines or practices to determine appropriate action.
If the job description submitted at a P3 level provides very limited customized content in custom scope, key responsibilities or problem solving that support the level 3 scope, the Compensation Unit can’t assume the employee is performing at a professional level 3 and would change the title to a P2.
Sometime in the future, key responsibilities from the job description will be copied into the performance evaluation form. Until that additional functionality is available, supervisors/managers will need to copy the content from the description into the performance evaluation form manually. In this manner, there is a direct link between the job description and the performance expectations of the employee performing that job
How much detail is required on the job description? Will the generic job standard suffice with very little customization?
A job description for review should provide a sentence or two for each applicable key responsibility to explain or customize that responsibility for an individual position. Also, bullet points that expand using examples on specific responsibilities for the incumbent are helpful. We also ask for 2 -3 examples for each of the problem solving sections. The problem solving examples should support the decisions expected of the category and level (i.e., Professional 4: decision making examples aligned with a technical leader demonstrating specialized expertise and resolution of unique issues; Manager 3: managerial decisions demonstrating oversight of subordinate organizations through different levels of managers, supervisors, and professionals.) See Categories and Levels for definitions of the job levels.
It is especially important to provide an accurate and true representation of an individual’s job duties because what is described in the job description will be the basis for review on the performance appraisal form. In other words, since an employee’s performance expectations will be based on their job description, the description needs to accurately define the job.
Merit Roster Processing
On July 1, 2014, all employees in CX, PA and SX will be receiving a 3% range adjustment.
Step Increase for eligible, career employees in CX and SX
ELIGIBILITY – CX
Who is eligible to participate in the CX July 1, 2014 Seniority Based Step Increase?
Individuals appointed to career appointments covered by the above mentioned bargaining contract, CX :
1. who is on a non-probationary, career status in a position covered by CX on July 1, 2014, and
2. who has a status of (a) active or (b) leave of absence, and
3. who has a documented performance evaluation of “Satisfactory”, and
4. who has more than 10 years of University Service without break in service, and
5. whose current step is below the maximum step rate for the title
What determines the step increase?
Employee with 10-19.99 years of University service moves 1 step within range
Employee with 20+ years of University service moves 2 steps within range
ELIGIBILITY – SX
Who is eligible to participate in the SX July 1, 2014 Step Increase Implementation?
Individuals appointed to career appointments covered by the above mentioned bargaining contract, SX :
1. who is on a non-probationary, career status in a position covered by SX on July 1, 2014, and
2. who has a status of (a) active or (b) leave of absence
Employees with an appointment type 2 (Career) and appointment type 7 (Partial-Year Career) are considered a "career" employee.
Is an employee in a career appointment who is on probation eligible to be considered for the Step increase?
No, this is only for non-probationary career employees.
Yes, if the total number of hours worked in the prior 12 months is 1,000 hours or more.
Yes, assuming they meet all other eligibility criteria. However, the step increase for employees on leave cannot be processed by the automatic roster upload to HCM, but by the department when the employee returns from leave.
Can it be assumed that an employee who is eligible for Employee-Paid (EPD) and/or University-Paid Disability (UPD) is automatically eligible for family and medical leave?
Although in most cases a health condition that qualifies an employee for disability payments under UPD/EPD will also qualify as a serious health condition under FMLA/CFRA, it cannot be assumed that eligibility for disability payments under UPD/EPD automatically entitles an employee to family and medical leave. To qualify for family and medical leave due to the employee's serious health condition, the following three tests must be met:
- The employee must satisfy the employment eligibility requirements under FMLA/CFRA;
- The employee's health condition must satisfy the definition of a serious health condition under FMLA/CFRA; and
- The employee must not have already exhausted his or her entitlement to family and medical leave.
Yes, a supervisor may require an employee to provide reasonable documentation such as a birth certificate or court document of a family relationship or a statement from the employee concerning the relationship.
How can a supervisor determine if a request for vacation qualifies as family and medical leave without invading an employee's privacy?
It will not always be possible to know if a request for vacation should really be considered as family and medical leave and covered under the FMLA and CFRA. However, since vacation is granted based on the department’s operational needs, a department may postpone an employee's request for vacation due to staffing requirements if the employee has not specifically requested vacation for a family and medical leave qualifying reason.
The employee will need to provide sufficient information to establish a qualifying reason under FMLA/CFRA so that the supervisor is aware of the employee's potential entitlement (i.e., that the leave may not be denied). The employee's request can then be reviewed as a potential family and medical leave and eligibility under FMLA/CFRA assessed.
Are teaching and research assistants eligible for family and medical leave? What about per diem and contract employees?
GSIs, GSRs, per diems, and contract employees are entitled to family and medical leave if they meet the eligibility requirements; however, leave need not be granted beyond a predetermined separation date. Under FMLA, University-paid health care coverage is required only if the employee has an entitlement to health care coverage at the time the leave is requested. For the purpose of administering family and medical leave for GSIs and GSRs, the graduate student health insurance premiums paid by the University are considered "employer-provided" health care benefits.
Are faculty who hold joint appointments with affiliated entities (e.g., the VA Hospital) or without salary appointments eligible for family and medical leave?
Faculty holding joint appointments or without salary appointments will be eligible for family and medical leave only if:
- The "12 months of University service" requirement is met;
- It cannot be clearly demonstrated that the faculty member did not work at least 1,250 hours for the University during the previous 12-month period; and The University is the "primary employer."
Employees may be eligible for up to 12 workweeks in a calendar year. If and employee has a 100% appointment, this translates to 60 work days or 480 hours. A part-time employee if eligible, also receives 12 workweeks pro-rated according to their established schedule.
Academic appointees must meet the same "12 months of service" criteria as any other employee to be eligible for family and medical leave. In addition, full-time faculty are deemed to have worked the requisite 1,250 hours unless the University can clearly demonstrate that the faculty member has not worked the requisite hours.
No it is not. Although it is harder for part-time and partial year employees to satisfy this requirement, most part-time employees appointed at 75 percent or more time will meet the "1,250 hours worked" requirement, provided that paid and unpaid absences during the previous 12-month period have not been excessive.
How is eligibility determined for FLSA exempt staff? How does the University determine whether the "1,250 hours worked" requirement has been met?
You should assume that an exempt appointee with at least 12 months of University service is eligible for family and medical leave unless your written records indicate that the employee has worked less than the required 1,250 hours.
Does the "1,250 hours worked" requirement mean 1,250 hours of actual work or 1,250 hours on pay status?
The "1,250 hours worked" requirement means 1,250 hours of actual work, including overtime; it does not include periods of paid leave (including all observed holidays, vacation, and sick leave) and unpaid leave. Service need not be continuous.
A family member is a parent, spouse, or child of the employee. "Child" means a biological, adopted, or foster child, a stepchild, a legal ward, or a child of an employee who stands in place of a parent (that is, who is charged with a parent's rights, duties, and responsibilities) to that child who is either under 18 years of age or is an adult dependent child. An adult dependent child is an individual who is incapable of self-care because of a mental or physical disability within the meaning of Government Code section 12926.
Grandparents, grandchildren, in-laws, domestic partners as well as other persons, who may not be related but are residing in the employee’s household, are not covered by FMLA and/or CFRA. There may be provisions in other policies and contract articles that allow use of leave to care for these individuals, so refer to PPSM, APM or the appropriate union contract.
In the event that both you and your spouse are eligible for leave under FMLA/CFRA, you may receive 12 weeks each if leave is taken for your own serious health condition or that of a child, spouse or parent.
If both you and your spouse are employed by the University, and you both qualify for leave under the FMLA, you may receive a combined total of 12 weeks of leave for the birth, adoption or placement of a child. Leave can be taken consecutively or simultaneously. Intermittent leave granted for the care of a newborn or placement of a new child can only be granted where business needs permit.
Under federal regulations, a "health care provider" is defined as: a doctor of medicine or osteopathy, podiatrist, dentist, chiropractor, clinical psychologist, optometrist, nurse practitioner, nurse-midwife, or a clinical social worker who is authorized to practice by the State and performing within the scope of their practice as defined by State law, or a Christian Science practitioner. A health care provider also is any provider from whom the University or the employee's group health plan will accept medical certification to substantiate a claim for benefits.
A "serious health condition" means an illness, injury, impairment, or physical or mental condition that involves one of the following:
- Hospital Care
Inpatient care (i.e., an overnight stay) in a hospital, hospice, or residential medical care facility, including any period of incapacity or subsequent treatment in connection with or consequent to such inpatient care.
- Absence Plus Treatment
A period of incapacity of more than three consecutive calendar days (including any subsequent treatment or period of incapacity relating to the same condition), that also involves:
- Treatment two or more times by a health care provider, by a nurse or physician's assistant under direct supervision of a health care provider, or by a provider of health care services (e.g., physical therapist) under orders of, or on referral by, a health care provider; or
- Treatment by a health care provider on at least one occasion which results in a regimen of continuing treatment under the supervision of the health care provider.
Any period of incapacity due to pregnancy, or for prenatal care. [NOTE: an employee's own incapacity due to pregnancy is covered as a serious health condition under FMLA but not under CFRA.]
- Chronic Conditions Requiring Treatment
A chronic condition which:
- Requires periodic visits for treatment by a health care provider, or by a nurse or physician's assistant under direct supervision of a health care provider;
- Continues over an extended period of time (including recurring episodes of a single underlying condition); and
- May cause episodic rather than a continuing period of incapacity (e.g., asthma, diabetes, epilepsy, etc.).
- Permanent/Long-term Conditions Requiring Supervision
A period of incapacity which is permanent or long-term due to a condition for which treatment may not be effective. The employee or family member must be under the continuing supervision of, but need not be receiving active treatment by, a health care provider. Examples include Alzheimer's, a severe stroke, or the terminal stages of a disease.
- Multiple treatments (Non-Chronic Conditions)
Any period of absence to receive multiple treatments (including any period of recovery therefrom) by a health care provider or by a provider of health care services under orders of, or on referral by, a health care provider, either for restorative surgery after an accident or other injury, or for a condition that would likely result in a period of incapacity of more than three consecutive calendar days in the absence of medical intervention or treatment, such as cancer (chemotherapy, radiation, etc.), severe arthritis (physical therapy), kidney disease (dialysis).
The current department will need to contact the old department for an assessment of the employee's performance for the time period the employee was in the old department in order to determine eligibility.
Employees who do not have a written, documented performance evaluation during the recent twelve month, evaluation period will be deemed to be "Satisfactory".
An employee works 50% time in my department and 50% time in another control unit. How will this employee's increase be handled?
The employee will appear on two rosters – your department roster and the roster in the other control unit. Each 50% appointment will be handled separately.
No, when the rosters are submitted electronically, the campus e-policy holds that whoever submits the roster has obtained the internal approvals necessary to generate the salary increases. However, departments are encouraged to maintain signed hard copies of their rosters.
Recognition & Achievement Awards
In order for the Achievement or Spot Award to have optimal visibility for the employee, it is recommended that the Achievement or Spot Award be paid to employees via a check or pay advice that is separate from their normal paycheck even though the tax rate is higher. Providing employees with a separate check or pay advice along with a Thank You Letter and an Award Certificate will reinforce the campus’ appreciation for the special achievement.
Award funds are allocated based on the number of eligible staff employees in the following appointment types: Career, Partial-Year Career, Contract, Limited, and Per Diem. The population is based on figures as of the end the fiscal year.
Are student employees (Casual Restricted staff) eligible for this recognition program and, if so, what student populations are eligible to receive an Achievement or Spot Award?
Students are NOT eligible to receive Achievement Awards, which are limited to Career, Partial Year Career, and Contract employees. Student employees ARE eligible to receive Spot Awards. Both Work Study and non-Work Study student employees in non-academic positions are eligible to receive Spot Awards.
The program is funded by a payroll assessment of eligible populations. Funds are distributed to the Vice Chancellors or Dean on the basis of the eligible population. The funds are a portion of campus payroll and not a deduction from individual salaries.
Any employee who is eligible (based on the published criteria) may be nominated for an Achievement or Spot Award. However, the employee must be on active pay status or on an approved unpaid leave at the time the award payment is processed.
Employees who are part of a team may be considered for the Berkeley Campus Achievement and Spot Award program. Teams that are recognized via Spot Awards will receive $500 per team member. Teams recognized via Achievement Awards will receive $1,000 per team member (not the $2,000 minimum individual Achievement Award amount due to the higher total costs for team Achievement Awards).
Can departments, divisions, or colleges supplement the Achievement Award or $500 Spot Award amounts with additional funds if they are available?
The award funds may not be supplemented by department, division or college funds.
What happens if a Control Unit does not spend all of its Achievement and Spot Award funds in a given fiscal year?
Control Units will receive an allocation for Achievement and Spot Awards at the beginning of each fiscal year. In the new fiscal year, Deans and VCs will receive a supplemental annual allocation to “top off” last year’s remaining funds (if any) in order to provide a total allocation appropriate for their employee headcount as of the end of the previous fiscal year.
The campus will seek feedback from supervisors, staff, and administrators to ensure the program is achieving outcomes that benefit the campus, departmental operations and individual employees. Control Unit Administrators will also review usage of Achievement and Spot Awards to ensure colleges, divisions, and departments are encouraged to utilize the program funds. Central HR will evaluate and monitor usage of funds on a regular basis.
Although a nomination form may work for many areas of campus, for some areas, it may not be the most effective means to determine who may deserve an Achievement or Spot Award. If a campus department feels another method of nomination may be more appropriate, an alternative approach may be used, provided it is reviewed with the Control Unit Administrator and the Compensation Unit to ensure the method meets the guidelines of the Achievement and Spot Award program.
PPSM Pay Matters
With one exception, under the PPSM program, stipends are granted to employees, including those in step ranges, in place of temporary reclassifications or promotions. Thus, employees in this program retain their classification and are granted a stipend as a percentage of their salary. The PPSM procedures identify the factors managers should consider in recommending an administrative stipend.
In certain cases, a temporary reclassification or promotion to a higher level position may be appropriate to assure compliance with the Fair Labor Standards Act (FLSA). If the employee's permanent position is non-exempt under FLSA, e.g., Financial Analyst 2, and the higher level position is exempt under FLSA, e.g., Financial Analyst 3, a temporary reclassification/ promotion with a change in title may be appropriate. Otherwise, any time worked over 40 hours in a workweek in the higher level position would have to be compensated at the premium rate of time and a half and conflict with the exemption of the higher level position.
Note that consideration for a stipend may also be given on an exceptional basis for performance of "other significant duties not part of the employee's regular position."
Will new hires covered by the PPSM program be eligible for merit increases during their probationary periods?
Yes, if they are otherwise eligible.
As with other increases - merit, promotion, reclassification - the salary structure for the position will determine whether increases are granted by percentage or step: positions with step ranges will remain eligible for a half-step increase; limited appointment employees who meet the requirements will be eligible for a percentage increase of up to 2%.
Do employees who accept lateral transfers retain merit eligibility if they transfer within three months of a merit review date?
Yes, employees who accept lateral transfers retain eligibility for their merit increases.
Under the Personnel Policies for Staff Members (PPSM), the hiring department is delegated salary setting authority, up to and including Step 3, for those in step ranges, and between the minimum and up to and including the midpoint of the range for those in salary grade ranges. The Vice Chancellor approves salaries above the midpoint and Step 3. (Information about delegations for setting salaries upon reclassification, promotion, or lateral transfer is posted elsewhere on this site.)
Each of the four Student Assistant series levels has a defined pay range. Departments should consider the title and salary level provided to limited or career staff performing similar work, the knowledge, skills and abilities the student employee brings to the position, and the departmental budget.
Actions taken for employees represented by bargaining units must still be in accordance with the contract language covering the situation.
More than 25%, i.e., 25.1% or higher.
Say, for example, that an employee is moving from a salary grade 18 position to a grade 17 position. Is it acceptable to provid
No, moving from a salary grade 18 to a grade 17 position is considered a downward reclassification or a demotion, not a lateral transfer, since the midpoint of the grade 17 salary range is lower than the midpoint of the grade 18 salary range.
Who has the authority to approve a reclassification or promotional or lateral transfer salary increase and what is the maximum increase they can offer?
The department head (or designee) may approve reclassification/promotional and lateral transfer salary increase requests up to and including the midpoint of the range for a position without steps and up to step 3 for a position with steps. To ensure that salary decisions receive all due consideration, each Vice Chancellor will continue to have the authority to approve salaries above the midpoint of the range for Professional and Support Staff (PSS) positions and Management and Senior Professional (MSP) positions. However, each Vice Chancellor has the authority to further delegate that authority within his or her control unit.
Under University policy, an employee's total base salary increase in a single fiscal year may not exceed 25% of the employee's June 30 salary, unless an exception is granted by the Chancellor.
The Compensation Unit is available to provide guidance to managers and supervisors who are making decisions about salaries, for external market salary comparisons and internal equity considerations based upon availability of information. If you have questions about your own salary range, please talk to your manager or supervisor. (For more information, see Salary ranges.)
No, lateral transfer salary increases are not automatic. A lateral transfer salary increase may be given upon movement to a position that was openly recruited. A manager should consider the skills the employee brings to the new position, relevant external market comparisons, internal equity, and departmental budget considerations. The department offering the lateral transfer may make one salary offer. The transferring employee's current department can counter-offer if it chooses, but one time only, to avoid bidding wars. As in the case of other salary offers, managers will want to consider the criteria discussed above. A manager may have the funds to offer a salary up to the range midpoint, or even to request approval of an over midpoint salary from the relevant Vice Chancellor. But in doing so, the manager will also want to avoid creation of inequities with others in the unit.
The Compensation Unit is available to provide guidance to managers and supervisors who are making decisions about salaries, for external market salary comparisons and internal equity considerations based upon availability of information. If you have questions about your own salary range, please talk to your manager or supervisor. (For more information, see Salary Ranges.)
An employee's new salary after a reclassification or promotion depends on a number of factors, including external market comparisons, internal equity, departmental budget considerations, the employee's performance, and the knowledge and skills the employee brings to the position.
A lateral transfer is movement to another position with the same salary range midpoint. A lateral transfer may occur within a department, or between departments on the Berkeley campus, or between campuses.
The federal Fair Labor Standards Act (FLSA) regulates whether an employee is overtime-eligible (“non-exempt”) or overtime-exempt (“exempt”). Most employees covered by the FLSA must be paid at least the minimum wage and premium pay for any hours they work beyond 40 in a workweek. The minimum wage for California is currently $10 per hour. Some localities have adopted higher minimum wages. The FLSA does, however, exempt certain kinds of covered employees from the minimum wage and overtime requirements, including bona fide executive, administrative, and professional employees. To qualify for one of the executive, administrative or professional exemptions, an employee must be paid a predetermined salary that is above a certain amount and meet the applicable duties test.
At this point, UC campuses will continue to proceed with implementation plans already in place. In the coming months, the UC Office of the President will be following further developments on the status of the DOL’s overtime rule, potentially revisiting some of the classification decisions made in the last few months, and engaging in consultation and communication with campus locations.
Prior to the announcement of the temporary injunction, communications to affected employees at Berkeley and throughout UC had already occurred. Corresponding changes to overtime statuses and payroll schedule changes had also been made. UC’s decision to implement planned changes is one that is, at this time, least disruptive to affected employees.
An established UC-wide committee of HR, Legal and other subject matter experts will closely follow further developments on the status of the DOL’s overtime rule and make recommendations on UC's next steps to President Napolitano.
Professors, lecturers, tutors and others teachers, doctors, medical residents, veterinarians and attorneys are not subject to either the salary basis or salary level tests. This means that these professionals are considered exempt regardless of the amount they earn for performing services.
Currently, most employees who are classified as overtime-exempt must earn at least $455 per week, according to the FLSA. Beginning December 1, 2016, to qualify for the executive, administrative or professional exemption, the FLSA requires that an employee earn no less than $913 per week, or $47,476 per year. To comply with this new overtime rule, the University of California has reviewed your position and salary and reclassified you as overtime-eligible.
Non-exempt, overtime-eligible employees must be paid no less than the minimum wage and a premium rate for any hours worked beyond 40 in a workweek. Hospitals are permitted to base FLSA overtime eligibility on either 40 hours in a workweek or 80 hours in a 14-consecutive day work period (the 8/80 option). If the University requires or permits an employee to work overtime, then it is generally required to pay the employee premium pay for such overtime work.
Now that I am a non-exempt, overtime-eligible employee, why am I required to record the number of hours I work each day?
The FLSA requires the University to keep certain records for each non-exempt, overtime-eligible employee, including records of the number of hours worked each day and the amount of wages earned. Talk to your manager or supervisor about local time reporting requirements.
The new non-exempt, overtime-eligible employees will transition to the biweekly pay schedule on November 20, 2016.
Here are the specific pay dates during that period:
- December 1: Final monthly paycheck for work performed between November 1 through November 19, full benefits deduction for December 2016.
- December 14: Full paycheck for biweekly period of November 20 through December 3, first ½ of January 2017 benefits deductions.
- December 28: Full paycheck for full biweekly period of December 4 through December 17, second ½ of January 2017 benefits deductions.
Rehired retirees are also changing to non-exempt and overtime-eligible even if they earn over the threshold rate of $47,476 on a part-time basis. This population generally works varying hours and the time worked is more easily managed on a bi-weekly pay schedule.
Your local payroll office can provide you with the 2016 and 2017 biweekly payroll schedule calendars.
You will receive a minimum of 26 and a maximum of 27 paychecks in a year. Because biweekly periods do not always line up exactly to the calendar year, there is often a biweekly pay period that crosses over from December to January. As a result, the gross pay reported on an annual W-2 tax form may not exactly match your annualized pay rate, and occasionally there will be 27 periods in one year.
For staff and academic employees, your accruals are based on your hours on pay status. If the time you work on pay status varies, then so will your accruals. Therefore, a full-time employee should expect to see the same accruals over the course of the year, while a part-time employee’s accruals may vary.
Accruals for biweekly employees are credited at the end of every two pay periods (every four weeks) based on hours on pay status during those two pay periods. Biweekly employees accrue 13 times in a calendar year, compared to 12 times for monthly employees. The accruals for each pay period are therefore smaller, but your annual vacation and sick accrual rate is the same.
During the transition, you will be credited at the end of the monthly November pay period based on the hours worked November 1 through November 19, and credited again in December for the hours worked November 20 through December 17 (the end of the first biweekly accrual period).
There are two methods you can use to calculate your hourly rate (based on a 40-hour workweek):
- Method 1: Take your monthly salary rate and divide by 174 (the average number of working hours in a month). For example, if your monthly salary is $3250.00 per month: $3250.00 ÷ 174 = $18.68 per hour.
- Method 2: Take your annual salary and divide it by 2088 (the number of working hours in a year). For example, if your annual salary rate is $39,000.00 per year: $39,000.00 ÷ 2088 = $18.68 per hour.
It is important that you review your personal budget situation and determine your income needs based on the new biweekly pay schedule. In preparation for the conversion, we suggest that you take the following steps:
- Review your current tax withholding elections and make any necessary changes. Pay particular attention to additional tax withholding amounts.
- Review your current voluntary contributions to your 403(b) and 457(b) plans.
- If appropriate, request that third-parties adjust your automatic withdrawal or bill-pay dates to align with your new pay schedule.
A deduction holiday occurs when there are three biweekly pay periods in a month. During a deduction holiday, no flat-dollar deductions are taken from pay; only percent-based deductions are taken. Typically, deduction holidays occur twice a year, based on pay period end date. Pay dates with deduction holidays can be found on the biweekly pay schedule calendars.
I have a garnishment deduction. How will the transition to biweekly pay affect the amount deducted for my garnishment?
If the garnishment deduction is calculated as a percentage of your earnings, a deduction will occur each pay period, up to the maximum deduction allowed based on federal and state regulations. For example, if your garnishment deduction is 25 percent of your pay, that amount will be deducted each payday.
If the garnishment deduction is a fixed amount, the amount will be recalculated to a biweekly amount. That calculation is then divided into two payments. For example, a monthly $250 garnishment payment will become $125, deducted during each biweekly paycheck.
The UC mandatory retirement contributions, University of California Retirement Plan and the Defined Contribution Plan, are taken each biweekly payday.
Percentage deduction: If you set up your contributions as a percentage deduction, the percentage amount will be taken each paycheck (26 times a year). For example, if your current 403(b) contribution is 5 percent per month, a 5 percent contribution will be made each biweekly payday.
Flat Dollar deduction: If you set up your contributions as a fixed flat dollar amount, the flat dollar amount will be split in half, and one-half will be withheld per biweekly payday. For example, if your current 403(b) contribution is $100.00 per month, it will be divided into a $50.00 contribution each biweekly payday. For months with three paychecks, one paycheck will have no fixed flat dollar deductions taken.
If you have automatic bill pay set-up for any regular expenses, such as mortgage payments, student loan payments or car payments, we encourage you to work directly with your financial institution(s) to change payment dates as needed. As a biweekly employee, your pay dates vary since you are paid every other Wednesday.
If you have an additional tax amount deducted from your paycheck, that monthly amount will be split in half, and one-half will be withheld from each biweekly check. If you would like to adjust your additional withholding amount, please go to the At Your Service website and review and/or update your W-4/DE-4 Form. For other tax questions, please consult IRS and State Franchise Tax Board websites or contact a tax professional for help. For other tax questions, please consult IRS (https://www.irs.gov/) and State Franchise Tax Board (for California: https://www.ftb.ca.gov/) websites or contact a tax professional for help.
Who should I contact if I have questions regarding my FLSA classification or the biweekly pay cycle conversion?
If you have questions for which you need immediate assistance, please contact your supervisor or local staff human resources or academic personnel office. (CSS 1st Contact center 510-664-9000 option 3).
Supervisors are responsible for submitting form to ServiceNow.
The UC Berkeley Transition Assistance Vacation Cash-Out Program is a temporary program to help eligible exempt employees transitioning to a biweekly pay schedule. A vacation payout of up to 80 hours of accrued vacation is available to eligible non-exempt employees.
The Transition Assistance Program was designed to help during the transition period from a monthly pay period to a biweekly pay period. We encourage you to look at the biweekly paydate calendar at Payroll Calendar Deadlines webpage, evaluate your financial need during that transition pay period and consider whether the Transition Assistance Program is right for you.
You are eligible if you are an exempt employee that has been identified and notified by Central Human Resources and will be reclassified to a non-exempt position on November 20th, 2016.
Employees will be able to apply from 8am November 4, 2016 to 5pm November 15, 2016.
The payout of vacation will be subject to the W-4 withholdings that you have set up at the time that you receive payment.
You must complete, sign and submit the Transition Assistance Program application during the application period (November 4 - November 15). The application form can be downloaded here.
Signed applications can be turned in by:
Fax: (510) 642-2888
Drop-off at location: Central HR, University Hall, 2199 Addison St, Suite 192, Berkeley CA
If you provide your email address, you will receive an email within 48 hours of receipt that your application was approved, denied or requires clarification. Further instructions will be provided if your form was not completed accurately and you will have an opportunity to correct it.
Your requested vacation will be paid on December 1, 2016.
You will receive the payment as part of your regular wages paycheck by either direct deposit or paper check -- whichever way you are receiving your paycheck now.
Human Resources will only approve the payout for the vacation that you have currently accrued and recorded in the Campus Payroll system.
Your first biweekly pay date will be December 14, 2016.
No. For curtailment you will be able to use vacation leave before it is accrued.
Before you decide on the amount of vacation to cash out, please consider any future vacation time you may be expecting to take especially during November 1 through November 19th. You may want to deduct your planned vacation hours from your current balance and then evaluate the vacation amount you would like to cash out.
Only employees converting to non-exempt status and a bi-weekly pay schedule are eligible to request the vacation cash-out to assist with the transition.
That depends on the scope of the work assigned and the duration of the assignment. Decisions are handled on a case by case base, in accordance with standard campus procedures governing the performance of work at a higher level for an appropriate period of time.
Yes. Employees may be re-assigned, depending upon the operational needs of the campus.
In an emergency situation, the duties and responsibilities will be determined by the unit management. It is expected that employees will work in their units and perform the tasks necessary to restore the department to operating status. Depending on the length of time and whether the person performs duties at a higher level, the person may be considered for a stipend or temporary reclassification.
Exempt employees (under the FLSA) are not eligible for additional pay, nor do they earn overtime.
Exempt employees are eligible for stipends if they perform work for an extended period of time outside their normal assignments (typically at a higher salary level).
Depending upon the nature of the disaster, the types of systems available, and length of time of work stoppage, we would pay employees the same as the previous pay period. Other factors that will be considered include timing of the disaster and the length of time functions are expected to be down.
Make checks payable to "UC Regents," and send them to the normal location:
Business Services - Insurance Section
University of California
2195 Hearst Ave #120
Berkeley, CA 94720-1104
If the Berkeley campus is shut down, payments should be sent to the Office of the President unless the disaster is affecting them as well:
UC Human Resources & Benefits
Health & Welfare Administration
PO Box 24570
Oakland, CA 94623-1570
Payments, payable to "UC Regents," should be sent to the normal location unless other instructions are announced:
Business Services - Insurance Section
University of California
2195 Heast Ave #120
Berkeley, CA 94720-1104
If email is still running, emails giving pertinent information would be sent out. Website communications would be used if available as well.
Payments will be made as regularly scheduled unless the disaster requires a change.
If the direct deposit system is available, staff will continue to be paid in that manner.
Normal dates will be adhered to unless the disaster requires changing the dates.
Employees will be paid on the next regular pay day.
Salary Program FY17
Staff covered by Personnel Policies for Staff Members (PPSM) policy:
- In a Career or contract appointment included in salary ranges 15 – 30 hired before 1/4/16
- On payroll in an eligible position and appointment on the date that the pay increase is paid, and
- Performing at a level that meets expectations.
The retroactive effective date for merit increases is 7/1/16. You will receive retroactive payment by 11/1/16 for those on a monthly schedule and by 11/16/16 for those on a bi-weekly pay schedule.
Equity increases will be effective 11/1/16 if paid monthly and 10/23/16 if paid biweekly and will be available in the paycheck 12/1/16 if paid monthly and in their paycheck on 11/16/16 if paid biweekly.
New this year, merit increases for PPSM Supervisors and Managers are contingent on:
- Completion of written performance reviews for all subordinate non-represented staff in their unit by 8/31/16, confirmed by the VCs and Deans, or designees
- Completion of mandatory Sexual Harassment and Sexual Violence prevention training by all subordinate staff (non-represented and represented) in their unit, confirmed by the VCs and Deans, or designees. (Managers can check the status of their employees training and completion progress through this link)
New this year, merit increases for individual contributors (non-manager/supervisor staff) are contingent on completion of mandatory Sexual Harassment and Sexual Violence prevention training.
What happens if the required Sexual Harassment and Sexual Violence prevention training and/or performance reviews are not completed?
If completion of the required training and/or performance reviews does not occur, merit increases will be delayed and will not be retroactive. The merit increase will be effective the 1st of the month following completion of the requirement(s).
The above must be completed by 8/31/16.
Merit increases will be effective at the beginning of the fiscal year. In the case of equity increases, we want to give managers time to work with our Central HR compensation team to identify the highest priority equity needs.
I’ve been working at Berkeley for several years and never had a formal performance evaluation. What is HR doing to hold managers accountable? What are you doing to ensure that every staff member receives a formal evaluation?
Managers should provide formal evaluations to their employees. This year managers must complete written performance reviews for all subordinate non-represented staff in their unit by 8/31/16, confirmed by the VCs and Deans, or designees. Merit increases that are delayed will not be retroactive and will be effective the 1st of the month following completion of the required training and/or performance reviews.
Berkeley is administering a 3% non-represented salary program. UCOP issued high-level guidelines for administering non-represented salary increases, which are the same across all UC campuses. These guidelines include a requirement for merit-based pay. The guidelines give chancellors flexibility to develop a plan that is suited to the economic conditions and operational needs on each campus while taking into account performance, market and equity considerations at each individual campus. We are giving managers the flexibility to consider both merit and equity (internal and external). We are also funding $2M for performance based bonuses through the Staff Appreciation and Recognition (STAR) program. We are committed to performance based pay and are using both the salary program and the STAR program to that end. However, we also want to be mindful of the fact that we also have external and internal equity issues to address.
Managers should inform their staff about their salary increases by the end of October. Employees paid monthly will see the increase in their paycheck on 11/1/16 and those on a bi-weekly schedule will see the merit increase in their 11/16/16 paycheck. Equity increases, if provided, will be in their paycheck 12/1/16 if paid monthly and in their paycheck on 11/16/16 if paid biweekly.
Does this mean that there will be some staff who won’t be receiving any increase? How is the campus addressing increases in cost of living?
Staff whose performance does not meet expectations (i.e. a rating of 1 or 2) will not receive an increase. Managers are considering both one-time bonuses and base salary increases. Performance, external, and internal equity will drive those decisions. Percentages will vary. Berkeley provides merit increases and salary adjustments which reflect the increased value of the employee’s contributions to the organization rather than cost of living increases.
We want to be able to address both merit and equity. The funding is admittedly limited, but we have done the best we can within the constraints of UCOP’s guidelines.
The funding for this program comes from campus budgets. We receive no additional funding from UCOP to support any of these increases. Units were advised as they were planning for their FY17 budgets to include 3% for an anticipated non-represented salary program.
These are annual spending caps, so all managers are required to administer merit increases up to a maximum of 2% and they are receiving information about how much that is. Similarly, they are asked to consider equity increases up to an annual cap of 1%.
A 3% salary program is consistent with other UC salary programs this year. It is a small pool that needs to be administered carefully if we are to address both merit and equity. We are also funding one-time bonuses to support a performance based approach. The reasons include:
- We know we have top performing staff who we want to reward and recognize with the right compensation.
- We know overall that we lag the market by around 10%.
- We know we may have some internal equity issues.
Collectively, the needs are beyond what we could possibly fund. We’re doing what we can this year. It isn’t something we think we can resolve in one year but we feel we’re taking a step in the right direction.
Must the department give equity increases to all employees on the list provided by Central Human Resources?
The names on the list are recommendations for consideration. The manager decides who will get an increase and the amount of the increase. This list is based upon analysis of relatively low salaries campus-wide. This list does not take into account such factors as:
- Special skills and expertise
- Recent salary increases received, or
- Actual salary compression within the department for the managers and supervisors.
Based upon these factors, departments may:
- Modify the recommended percentage equity increase
- Indicate whether the employee should not receive an equity increase, and/or
- Add employees to the list for a special equity increase.
- The employee must be appointed to a career, partial-year career, or a contract appointment to be eligible for the equity program.
- The employee should generally have an annual salary BELOW the midpoint of the salary range (below a compa ratio of 100).
- The employee must have a documented performance rating of “3—Meets Expectations” or higher.
- The employee must not have received an equity increase greater than or equal to 2% since January 4, 2016.
See the FAQs for the merit salary program. The same criteria apply to the equity program. In addition, if the individual received an equity increase of 2% or more after 1/4/16, they are ineligible. Also, the current annual salary is below the midpoint of the salary range. The equity program is specially designed to address employees with relatively low pay on campus.
I understand that under PPSM policy, an employee’s total salary increase in a single fiscal year shall not exceed 25% of the employee’s base salary. Will this employee be eligible to receive any further salary adjustment?
Full Question: An employee in my department has already received a 24% salary increase in 2015. I understand that under PPSM policy, an employee’s total salary increase in a single fiscal year (including reclassification, promotion, and equity adjustments) shall not exceed 25% of the employee’s base salary. Will this employee be eligible to receive any further salary adjustment?
No, that employee would not be eligible for an equity increase in FY 2016-2017. Since the equity increase is effective November 1, 2016, it will be in the same fiscal year.
The amount of the increase is determined by the manager and varies depending on relative compensation differences and other performance or proficiency factors. The 1% refers to the total amount of funds available in the pool.
The manager has the flexibility to add names for Compensation to review. Yes, as long as those added employees meet the eligibility requirements listed above, including current salaries not above the midpoint in their salary range.
May we add employees to the equity list if those additions then total more than 1% of the total base salaries for non-represented employees?
Full Question: The list of employees submitted and their recommended increases total 1% of the department’s total base salaries for non-represented employees. We have other employees paid relatively low in the range. May we add employees to the equity list if those additions then total more than 1% of the total base salaries for non-represented employees?
The department may not exceed the 1% for the equity program without prior approval of the Vice Chancellor or Dean. They may decide to move equity allocations between departments in their unit so as not to exceed 1% overall. The equity program should not exceed the 1% for any organization.
The equity rosters will be available for Equity Administrators the week of October 4th.
Who is ultimately responsible for making these decisions? Are we going to have to wait on HR approval? Or can we inform employees as soon as we've made our decisions?
The Compensation Unit should be involved in the review of the equity increase however the manager makes the decision.
What if I don't use my 1% equity pool because my department has been making equity adjustments on a regular basis? Is that money I get to keep in my budget?
The equity funds may be applied later in the year as needs arise and it may also be moved to other departments within the same unit that have equity priorities. The equity funds may not be used for merit increases.
Can I reserve part of my 1% pool to use at a later date in case one of my employees comes to me with another job offer in the months ahead that I'd like to compete with in order to retain that employee?
Merit or equity funds may not be used to increase the size of one-time performance bonuses.
If an employee on the equity roster has a recommended equity increase of 10%, may we give that employee a 0% merit increase, since that employee is going to receive a more sizable increase?
No. The equity increase recommendation is in addition to the merit program, not to replace it. The equity program increase should not replace the merit program, since the employee has already been identified as paid low relative to other employees on campus in the same job title.
If the department wishes to delete an employee from the equity list, what sort of documentation is necessary?
The equity roster has a drop-down choice citing the following reasons for deletion of an employee from the equity list: “Performance; Special Skill/Expertise; Actual Salary Compression; Recent Salary Increase; Other.” The department must select one of those choices. The Compensation Unit may contact the department to obtain more detail regarding the proposed deletion.
If the department wishes to add an employee to the equity list, what sort of documentation is necessary?
The equity “additions” roster has a drop-down choice citing the following reasons for addition of an employee to the equity list: “Low Salary; Special Skills/Expertise; Actual Salary Compression; Performance; Other.” The department must select one of those choices. Central Human Resources may contact the department to obtain more detail regarding the proposed addition.
If the department wishes to modify the percentage given for an equity increase, what sort of documentation is necessary?
The roster has a drop-down choice citing the following reasons: “Low Salary; Special Skills/Expertise; Actual Salary Compression; Performance; Other.” One of the choices should be selected to indicate why an equity increase is being modified. Central Human Resources may contact the department to obtain more detail regarding the proposed modification.
Staff covered by Personnel Policies for Staff members (PPSM) policy:
- In a Career or contract appointment included in salary ranges 15 – 30 hired before 1/4/16
- On payroll in an eligible position and appointment on the date that the pay increase is paid, and
- Performing at a level that meets expectations.
Contract appointments are handled on a case by case basis.
- New hires and rehires on or after 1/4/16
- Rehired Retirees
- Employees who have salaries exceeding the salary range maximum for their position
The matrix below is an example of how the employee’s performance rating and the quartile the employee resides in the salary range (market lag) may be considered. Individual managers may administer the program differently.
How do I explain why an employee with a 4 rating in the 4th quartile has a salary increase range of 1.0-1.5% and another employee with a 3 rating in the 1st quartile has a higher increase range of 2.0-2.5%?
Berkeley’s salary ranges are market priced to the Bay Area. A job is considered paid at market when the compa-ratio is close to 100%. An employee in the 4th quartile (118% compa-ratio or higher) is well-paid for their job while an employee in the 1st quartile (65-83%) is at the low end of the market range for their position. The employee in the 1st quartile should be receiving larger increases if they are performing satisfactorily or better to bring them closer to market. The employee in the 4th quartile should receive a smaller increase because they are already well-paid for their job. If a significant stretch goal was achieved the employee could be considered for a one-time performance bonus.
The guidelines state that merit increases for Supervisors/Managers are contingent on completion of written reviews for all subordinate non-represented staff confirmed by their manager. At what managerial level will the increase be affected?
If you are a supervisor/manager, you must complete performance reviews for each of your non-represented direct reports to be eligible for a merit increase. If any of these required performance reviews are incomplete as of 8/31/16, your merit increase will be delayed until the 1st of the month following completion of the missing review(s).
This delay affects only your merit. Merits for your own manager and for your subordinate managers are not affected (assuming they have each completed all of their own required reviews).
Berkeley’s salary ranges will be adjusted by 2% effective July 1, 2016.
PPSM policy covered employees with an appointment type 2 (Career) and appointment type 7 (Partial-Year Career) are considered a “career” employee.
An employee is promoted or reclassified from a represented position into a non-represented PPSM position , and received a promotional/reclassification salary increase. Is this employee still eligible to participate in this 2016-17 salary program?
Full Question: An employee is promoted or reclassified from a represented position (covered by policies contained in the bargaining unit contract) into a non-represented PPSM position on or after January 4, 2016, and received a promotional/reclassification salary increase. Is this employee still eligible to participate in this 2016-17 salary program?
No, eligibility is limited to non-represented, career staff covered by PPSM before January 4, 2016.
It depends. Some contracts stipulate that the employee receive the same percentage increase as the campus control figure. Departments should review all contracts to determine if a salary adjustment will need to be provided.
Should employees who have separated from the University on or after the effective date of the program, but before the payout date, receive the increase?
No. Based on past practices and operational considerations, any separated or terminated employee is ineligible for a salary increase. They must be actively employed on the payout date to receive the increase.
What’s the expectation for employees funded by grants or other restricted fund sources? Will they receive increases?
Employees are eligible to receive the increase regardless of fund source.
An employee in my department has already received a 24% salary increase this fiscal year. Will this employee be eligible to receive any further salary adjustment?
Full Question: An employee in my department has already received a 24% salary increase this fiscal year. I understand that under PPSM policy, an employee's total salary increase in a single fiscal year (including merit, reclassification, promotion, and equity adjustments) shall not exceed 25% of the employee's base salary (as of June 30, 2016, in this situation) unless an exception is granted by the Chancellor. Will this employee be eligible to receive any further salary adjustment?
When the updated PPSM Policy 30 was issued in 201, it stipulated that system-wide salary program salary increases are now excluded from the 25% calculation. Hence, no need to gain additional approval for a merit salary increase that takes the current fiscal year total increase percentage over 25%.
If an employee transferred from another UC location after January 4, 2016 to our campus, are they eligible to receive a merit increase?
It depends. Assuming that the entire eligibility criterion is met, then, yes, the employee is eligible. However, in the automated merit roster the employee will appear to be ineligible since they did not have a Career appointment at UC Berkeley before January 4th (HIRE). Please send the employee’s name and the name of the previous UC location to Compensation Operations Manager Scott Dinkelspiel (firstname.lastname@example.org) for validation that the employee did not receive a salary increase when moving to the Berkeley campus. Departments will be notified regarding the update process once the eligibility validation has been completed.
No. Once a career employee drops below a .50 FTE, appointment status changes to Limited.
If the stipend was established as a percentage of base pay, the stipend should increase when the base salary increases. If the stipend was established as a flat dollar amount, the stipend amount should not change.
Yes, assuming they meet all other eligibility criteria. Merit increases for employees on leave can be processed by the web-based application.
An employee recently transferred to my department. With the performance evaluation period being July 1, 2015 to June 30, 2016, how do I conduct a performance evaluation?
The current department will need to contact the old department for an assessment of the employees’ performance for the time period the employee was in the old department in order to determine eligibility. If no one is available to provide that review, the current evaluation should state the period of time being used by the current supervisor.
PPSM requires that all non-represented staff have an annual performance evaluation. Employees who do not have a written, documented performance evaluation during the past twelve months (July 1, 2015 – June 30, 2016) will be deemed to be “3 – ME – Meets Expectations” and are eligible to receive a salary increase.
An employee works 50% time in my department and 50% time in another department. How will this employee’s increase be handled?
The employee will appear on two rosters – your department roster and the roster in the other department. Each 50% appointment will be handled separately.
Performance Bonus Program
Managers are encouraged to consider using one-time bonuses for top performance achievements at any time during the year. However, Achievement Awards typically occur toward the end of the fiscal year. In fy17, we have set aside $2 million to be allocated to campus units for use on Spot and Achievement Awards, and to be distributed within the unit at the discretion of the unit head. Individual award decisions are at the discretion of unit managers, and are handled through the Staff Appreciation and Recognition (STAR) program which continues to provide for $500 Spot Awards and Achievement Awards from $2000 up to $10,000 (or 10% of the annual base whichever is lower). Managers have the flexibility to award substantial one-time bonuses and consider a lower base adjustment, particularly in situations where the achievement of a significant stretch goal warrants a higher level of reward than can be provided with a base salary adjustment. The STAR award review process varies by unit. This program supports our commitment to developing and rewarding a high performance culture.
Managers who nominate an employee for an Achievement Award should follow their unit’s established process for review, approval and pay-out of the award.
Performance-based awards via the STAR program are one-time bonuses covered by centrally allocated funding.
The Teamsters are eligible for the STAR program. Other represented staff are not eligible.