|Approved on January 7, 2008||Signatures and dates
on archival copy
|30 days after approval|
|James E. Kemper|
Associate Vice President for Finance and Administration for Human Resources
Executive Vice President and Provost
|Roderick J. McDavis|
The amount of work-related time, or longevity, required in each zone depends on a number of factors and varies from individual to individual and from position to position. These factors include: the nature of the duties and responsibilities of the position; the relative learning curve required by the position; the skill level and contribution of the incumbent, etc. The zone titles do not imply the employee's actual level of job performance; however, they do suggest an expected level of job competency.
Movement between zones is strongly influenced by the annual pay increase for employees and movement of the pay structure. There is no targeted timeline for movement between zones.
Pay structure salary levels are evaluated annually by University Human Resources Compensation staff for appropriate adjustments based on market data. This is typically accomplished in the spring in preparation for staff salary and budget planning. University Human Resources utilizes a compilation of national survey databases and other market data to make adjustment decisions.
The amount of the promotional increase should be guided by comparing the relationship of the employee's current pay to the market zone of the higher pay range for the new position. Normally, a promotion should move the employee to either the Developing or the Market Zone. The following should be taken into consideration:
Promotional increases must be between 7% and 12% of the employee's current pay, except that the new pay must be at least the minimum of the new pay grade, and the new pay must be at most the maximum of the new pay grade. Department Heads should consult with University Human Resources about the most appropriate pay amount.
Decreases for demotions must be between 7% and 12% of the employee's current pay, except that the new pay must be at least the minimum of the new pay grade, and the new pay must be at most the maximum of the new pay grade. Involuntary demotion pay decreases require flexibility on behalf of the employing department. Department Heads should consult with University Human Resources about the most appropriate pay amount.
The following criteria should be taken into consideration:
If it is determined that the position should be reclassified to a higher pay grade, the incumbent will receive a pay increase between 7% and 12% of the employee's current pay, except that the new pay must be at least the minimum of the new pay grade.
If it is determined that the position should be reclassified to a lower pay grade, there may be a change in the employee's pay. The amount of the pay decrease should be guided by comparing the employee's current pay to the Market Zone of the lower pay range.
In either case, if the new pay rate as determined by the above paragraphs exceeds the maximum of the pay range, then the employee's situation shall be considered "red-circled". Those employees in red-circled situations will receive their upgrade wage increase and their future raises as described in subsection X, below, except that any lump-sum portion of an upgrade wage increase will be paid immediately.
The effective date of any pay decrease resulting from a reclassification will be determined by University Human Resources, and may be immediate, but is never retroactive.
The effective date of any pay increase resulting from a reclassification depends on how the job changed over time, and how the reclassification was initiated:
If a classification is reslotted to a higher or lower pay grade, there is no immediate change to the pay rate of employees currently in that classification, unless the employee's pay rate falls below the minimum of the new pay grade, in which case, his or her pay rate would be set at the minimum of the pay grade. If the employee's pay rate is above the maximum for the new pay grade, then his or her situation is "red-circled," and future raises will be implemented as described in subsection X, immediately below.
If the raise would bring the new pay to a value that is at or below the new maximum for the pay grade of the job, then the entire increase will be added to the employee's base pay.
If the raise would bring the new pay to a value that exceeds the new maximum for the pay grade of the job, then the employee's situation is described as "red-circled," and the raise will be provided as a combination of a (possibly zero) base pay adjustment together with a single lump-sum payment at the start of the fiscal year, according to the following method:
The result of this approach is that normal raises "compound," with each year's raise being calculated on a higher base pay, except for "red-circled" employees, whose base pay does not increase until the pay structure "catches up" with them.
If a red-circled classified employee receives a lump-sum pay increase at the start of the fiscal year, and during the fiscal year the employee receives a pay increase under any of the provisions of subsections IV through IX, above, then the lump-sum will be pro-rated by pay periods, and the portion after the effective date of the pay change will be "recaptured" (or "redistributed") evenly over the remaining pay periods.
If a red-circled classified employee receives a lump-sum pay increase at the start of the fiscal year, and during the fiscal year, employment terminates for any reason, or the employee experiences any of the transitions described in subsections IV through IX, above, resulting in a constant or decreased pay, then no part of the lump-sum will be "recaptured."
Should the requirements of the position change substantially, or the contributions of the individual be so exceptional, that a mid-year base pay adjustment is possibly warranted, a business case should be presented to the appropriate Planning Unit Head for concurrence, and to the Associate Vice President for Human Resources for advice, counsel, and direction.
|Dick Piccard revised this file (http://www.ohio.edu/policy/s40-055.html) on May 30, 2012.|