Establishing a salary for a new employee or deciding to give a promotional increase requires careful consideration. In both cases, you should determine how the employee's prior experience, knowledge, and skills compare with other employees already performing the same job. Below is additional information related to; salary ranges, salary setting, salary placement guidelines, and more. Each position has a specific salary grade assigned. The Berkeley campus has Salary Grades 15 through 30 with each grade having a unique salary range (minimum, mid-point, and maximum). The Salary Placement Guidelines below are intended to provide managers with the framework they need to establish and maintain fair and equitable salaries within their units.
To find salary rates for specific titles (both grade-based and step-based), use the Title Code System (TCS) Web Inquiry tool.
The UC system-wide Title Code System (TCS) can be used to view up-to-date information and rates for all UC title codes, both academic and non-academic, represented and unrepresented.
Instructions for Use:
Click on Title Code System (TCS).
Click on "Non-Academic" Titles.
Type in one or more search criteria on the "Search Form" page and click "Search" at the bottom of the page.
On the "Search Results" page, click on the title code that you want to open up and view rates for.
Salary Ranges (MSP/PSS)
Grade Change List July 1 2019
Ranges effective July 1, 2019
|Salary Grade||Personnel Program||Salary Range|
Ranges effective July 1, 2017
|Salary Grade||Personnel Program||Salary Range|
Department heads or designees can make job offers (for new hires and promotions) up through the midpoint of merit-based Professional and Support Staff (PSS) positions. Before making job offers above the midpoint, consult your recruiter. Establishing a starting salary for a new employee or deciding to give a promotional increase requires careful consideration. In both cases, you should determine how the employee's prior experience, knowledge, and skills compare with other employees already performing the same job.
Before establishing the starting salary of a new employee, consider each of the following factors:
Recruiting difficulty (size of qualified applicant pool, length of recruitment, etc.)
Candidate's salary expectations
Comparable internal salaries
Employee's knowledge, skills, and experience compared to others performing similar work
Authority up to the midpoint of the range is delegated to the hiring department. The Vice Chancellor or delegated Dean has approval through the range. Consultation with HR is expected for above midpoint salaries.
For PPSM-MSP and PPSM-PSS positions:
Requests for consideration above the midpoint are approved by the Vice Chancellor, except where this authority is re-delegated. MSP appointments above the midpoint of the salary range may require final approval by the appropriate Vice Chancellor.
Consult with the Compensation Unit, as needed, for salaries above midpoint.
Counter offers - Managers may make a counter offer when an employee is offered a lateral transfer. To avoid bidding wars, the manager offering the position is limited to one salary offer, to which the employee's current manager may make one counter offer. The employee then decides which offer to accept. The same criteria will be used for setting salaries in reclassifications and promotions.
Salary Placement Guidelines
The Salary Placement Guidelines are intended to provide managers with the framework they need to establish and maintain fair and equitable salaries in managing the workforce.
These guidelines apply to new hire, promotional, reclassification, stipend, equity, and merit increase salary actions. These are guidelines only and do not take the place of University PPSM policy or campus procedures.
These Salary Placement Guidelines apply to the broad salary ranges, which do not have steps and which allow managers to appoint employees at a specific whole dollar amount.
First Quartile (from the minimum up to halfway to the midpoint of the range): The first quartile of the range is usually intended for individuals who are new to the grade, are in a learning situation, and/or do not have substantial experience in the new position.
Second Quartile: The second quartile of the range is intended for employees who have gained experience and skill and who are becoming more proficient in the position for which they were hired. They generally meet expectations in their positions.
Midpoint: The midpoint usually represents the market rate for a position, and a fully experienced employee might be paid at this level.
Third Quartile: The third quartile is typically reserved for experienced employees who frequently exceed expectations.
Fourth Quartile: The fourth quartile of the range is normally reserved for individuals who have extensive experience and who are consistently exceptional performers.
Base pay, is an employee’s regular grade-based salary.
For non-competitive lateral moves, normally there will be no change in salary. For a lateral move into a competitively recruited position, a salary increase may be granted based on the qualifications of the employee, requirements of the position, departmental budget, and internal equity.
By Agreement Payments
By Agreement Title Codes
Title Codes are "By Agreement" when there are no specific salary ranges associated with that title code. Titles are "By Agreement" when incumbents in those positions might be paid a wide range of salaries based upon specialization (e.g., football coaches are generally paid significantly more than tennis coaches). By Agreement title codes may have any DOS codes; they are NOT restricted to BYA or BYN.
By Agreement DOS (Description of Service) Codes
Payroll DOS (description of service) codes can be BYA (By Agreement - eligible for retirement) or BYN (By Agreement - not eligible for retirement). By Agreement DOS codes are NOT restricted to By Agreement title codes.
An equity increase is typically based on a salary inequity that cannot be corrected through the merit review cycle.
A salary inequity exists when an employee's salary is significantly below that of others in the same title code with similar performance, experience, skills, knowledge, and assignments. Examples of situations that may indicate a salary inequity include:
The salary of a long term-employee is low relative to a new hire whose salary is market-driven.
Significant salary compression exists between a supervisor and his/her employees.
An employee changes from a casual to a career position in the same class.
Market factors influence recruitment and retention.
Reasons for Equity Increases:
Equity increases may be provided for those employees who are compensated at a relatively lower level for the work they perform.
Managers should consider addressing significant salary differentials within the UC Berkeley campus.
Employees with relatively low salaries: Employees within a specific job title (e.g. Financial Services Analyst 3) whose annual salary is significantly lower than the average salary across campus in that same job title.
Salary Compression: There should generally be a reasonable salary differential between supervisor/manager and that position’s subordinates.
Factors should be part of the decision on an equity increase:
The performance of the employee relative to other employees in the same job title.
The special skills and expertise of the employee relative to other employees in the same job title.
Actual salary compression of the manager’s or supervisor’s salary relative to the salaries of the subordinate employees.
Recent salary increase the employee may have received.
An administrative stipend may be paid when a career employee is temporarily assigned the duties of a position in a higher salary grade (defined by salary range midpoint), or when other significant new projects or duties, that are not part of the employee’s regular position, are assigned for a minimum of 30 working days (six weeks) up to a maximum of 12 months in duration.
Stipends should be processed as a percentage of the employee’s monthly rate of pay.
It is management’s responsibility to ensure that the temporary assignment does not exceed 12 months. An extension of a stipend beyond 12 months requires the approval of the Compensation department.
For contract appointment and limited appointment employees, change the contractual rate of pay and/or increase the employee’s FTE percentage.
Stipends for employees covered by collective bargaining agreements must be administered in accordance with the appropriate collective bargaining agreement.
The amount of the administrative stipend shall not exceed the amount of salary increase that could be received by an employee if she/he were to receive a permanent promotion to the higher level title, which is typically up to 15%. When recommending an administrative stipend, managers should consider potential internal equity issues.
Administrative Stipends up to 5% are recommended for:
· Employees temporarily performing higher level duties up to 10% time;
· work is lateral but considerably different and outside the scope of the current position and requires up to 10% additional time;
· work is lateral but supervision of 3 or more FTE is added;
Administrative Stipends up to 10% are recommended for employees temporarily performing higher level duties up to 20% time.
Administrative Stipends up to 15% are recommended for employees temporarily performing higher level duties 20% or more time.
Stipends that exceed 15% and/or one year in duration have been previously audited by the UC Regents. Compensation strongly recommends that stipends be capped at 15%.
The sum of the individual’s salary plus the stipend cannot exceed the salary range maximum of the higher level position.
Assignment of temporary duties at a lower level (defined by salary range midpoint) does not warrant a stipend.
Administrative Stipends should not be provided for:
· Assignment of duties at a lower level;
· Additional duties assigned to cover short periods of vacation or other leave;
· Periodic increases in volume when the nature/complexity of duties is at the same level;
· Providing a “training opportunity” to develop an employee’s skills and competencies to perform higher level duties; or,
· When the temporary work being provided would change the FLSA exemption status of the incumbent from non-exempt (typically P2 level) to exempt (typically P3 level). In this case, please request a temporary reclassification of the position.
Consult with the Compensation Unit, as needed, for questions related to stipends.
It is rare that non-represented staff are provided with a temporary reclassification for temporary performance of a higher level position. With one exception, under the PPSM program, stipends should be provided to non-represented staff employees in place of temporary reclassifications (temporary promotion to a higher level position). Thus, employees who receive a stipend retain their classification and are granted a stipend as a percentage of their salary.
The one exception when a temporary reclassification may be appropriate is 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 need to be compensated at the premium rate of time and a half and conflict with the exemption of the higher level position.
Temporary reclassifications should be submitted to the Compensation Unit. In almost all cases, this is when a higher level position already exists and a temporary reclassification to a higher level position may be appropriate to assure compliance with the Fair Labor Standards Act (FLSA). The Compensation Unit tracks these temporary reclassifications to ensure a full recruitment has occurred for the higher level role.
Temporary reclassifications required prior Compensation Approval. Requests for temporary reclassifications should be sent to your Compensation Consultant.
Student Assistant rates
Student Assistant positions are created and reserved only for registered UC students. The positions are slotted into one of three levels within the Student Assistant II – IV job series (004919 – 004921).
Please note the usage of the Appointed Official (Student Activities) (004329) title code is intended to be used ONLY for non-UC students and all appointments within the 004329 title code need to be 3-limited appointment types.
Setting salaries within the broad student assistant salary range should be based upon the salary (hourly rate) one would typically pay a staff employee to perform similar functions adjusted for a lower level of responsibility. The primary focus of our students is their academic program. Work assignments are adjusted around those priorities so students are generally not held to the same level of performance and/or accountability as career or limited term employees.
One may consider adjusting a student employee’s salary after one year.
Beginning October 1, 2018 the City of Berkeley minimum wage requirement increased to $15.00/hour. Effective July 1, 2019 the City of Berkeley minimum wage requirement is increasing to $15.59/hour. UC Berkeley Student Assistant II and III minimum salary rates will be increased to $15.59/hour to align with the Berkeley city minimum wage.
Note: The City of Berkeley minimum wage increased in the following yearly steps:
10/1/17 - $13.75 per hour
10/1/18 - $15.00 per hour
07/1/19 - $15.59 per hour
For information regarding pay schedules and pay dates, please visit the Central Payroll website