Guidelines for Managers
FY18 Non-represented Staff Salary Program
Funding and basis for decisions
Base Salary Increase
Funding (3% of eligible compensation) for salary increase based on merit, internal equity, and the external market; funds included in unit budgets.
Effective 7/1/17, monthly paid
Effective 6/18/17, bi-weekly paid
Performance based one-time bonuses, centrally allocated funding.
Effective date varies
* Salary increases for managers are contingent on completion of mandatory training by self and all subordinate staff (non-represented and represented); and completion of performance reviews for all subordinate non-represented staff. Salary increases for individual contributors are contingent on completion of mandatory training.
The campus-wide investment in our non-represented staff in FY18 will be approximately $15 million through salary increases and performance bonuses.
Base Salary Increase - based on merit, internal equity, and the external market…
The full 3% pool will be used for the salary program. Managers should determine an employee’s salary increase based on 3 factors:
- Merit – a pay for performance approach based on the employee’s performance rating.
- Internal equity - the employee’s salary relative to the campus-wide average salary for the employee’s job title.
- External market - the employee’s salary relative to the midpoint of the salary range for their grade (which is based on market data).
Note: Salary ranges (MSP/PSS) will be increased by 2.5% effective 7/1/17.
A. Base salary increase - Consider placement in the salary range and performance
In the example below, those above market (compa-ratio above 100%) receive a smaller increase so that those performing at the same level but being paid under market (compa-ratio less than 100%) can get closer to market.
Table A. Example of how both performance and market lag could be considered
* A compa-ratio is the employee’s salary relative to their salary grade midpoint (an employee whose salary is equal to their grade midpoint has a 100% compa-ratio)
Note: These are recommended % increases only (based on a 3.0% salary program)
B. Consider Job Proficiency
Progress in taking on full responsibilities of the job, typically a consideration for new hires who may not be operating yet at the full level of responsibility; or someone with a new stretch role or assignment who has yet to demonstrate the ability to take on the full scope of job responsibilities.
- Performance evaluations due by 8/31/17.
- Salary increase decisions due by 8/31/17, and merit rosters released the week of 9/4/17 and due by 9/22/17.
- Salary increases effective 7/1/17 for monthly paid employees, and 6/18/17 for bi-weekly paid employees.
- Salary increases for PPSM Supervisors/Managers are contingent on:
- Completion of performance reviews for all subordinate non-represented staff in their unit by 8/31/17 confirmed by their manager (exceptions approved by unit head).
- Completion of mandatory sexual violence and sexual harassment (SVSH) prevention training by self and all subordinate staff (non-represented and represented) in their unit, confirmed by their manager (exceptions approved by unit head).
- Salary increases for individual contributors (non-manager/supervisor staff) are contingent on completion of mandatory sexual violence and sexual harassment prevention training.
- Salary increases that are delayed (due to #4 or 5 above) will not be retroactive and will be effective the 1st of the month following completion of the required training and/or performance reviews.
Bonus Option – One-time performance bonuses…
$2M (centrally funded)
Often top performance includes delivery of a significant stretch goal which may lend itself to a one-time bonus. Managers are encouraged to consider a combination of base salary increases and bonuses. Situations vary across units and types of jobs. There is more information about the bonus program available at this link.