University of Idaho

Salary Model

• Develop an institutional salary model for all employees
• Recognize market value and performance
• Encourage professional growth
• Provide "balance" for all employees

The model is intended to provide methodology for administrators, supervisors, and employees to continually assess progress toward the above goals. The model also provides structure to assess current university salaries and peer group market values and formulate an annual salary policy to continue progress toward these goals. This document is divided into sections that will address the different employee areas in an overall University of Idaho initiative.

1. Hiring new employees at salaries which are competitive and equitable (based upon education, experience, and performance) within UI guidelines,
2. Administering salaries consistently for continuing employees, and
3. Requiring current job descriptions and performance evaluations for all employees.

2. The University of Idaho will recruit the best people through:

1. Offering market based salaries, which attract and retain quality employees, and
2. Performing job analyses to ensure positions are compared accurately.

1. Across the board increases to maintain relative position at UI
   The across the board increases (not necessarily cost of living) will be provided to all employees showing at least satisfactory performance.
2. Promotion/advancement increases to recognize career growth and development
   Promotion/advancement will be awarded to those individuals who have met all the appropriate criteria for promotion/advancement in UI policy and procedures.
3. Merit performance pay to reward meritorious performance
   Merit pay will be awarded based on documented performance in the annual performance evaluation at the departmental level.
4. Equity increases to guide adjustments toward a determined market value
   Periodically (at least every three years) equity reviews will be done to see if employees with at least satisfactory performance are moving toward market average. A salary prediction model (Appendix I) will be used to predict salaries based on merit, market, and length of service. Employees who have a predicted salary which is >10% above the actual salary will be considered for an equity adjustment by his/her supervisor.

1. Based on availability of funds and board and legislative policy, reflects all components of the 4-part salary model,

2. Assures equitable treatment of all employee groups, and

3. Provides guidance for the relative priority and level of funding for each part of the 4-part model to be funded from the change in employee compensation (CEC) funds approved by the board and legislature for each employee group. A major priority each year will be to fund a limited number of promotion/advancement increases in each employee group.

COMPUTATION OF RANGES

• Determine Market Value for Appropriate Employee Group and Range
• Range is 85% - 125% of Market Value

1. Across the board salary increases to maintain relative position at UI

Across the board increases will be given annually to all employees showing satisfactory performance.

2. Significant salary increases upon promotion in rank

• Assistant to Associate Professor:

• FY99- $3000 (Academic Year); $3667 (Fiscal Year)
• FY00- $4000 (Academic Year); $4889 (Fiscal Year)
• FY01 and thereafter- $5000 (Academic Year); $6111 (Fiscal Year)

• Associate to Full Professor:
• FY99- $4500 (Academic Year); $5500 (Fiscal Year)
• FY00- $5500 (Academic Year); $6722 (Fiscal Year)
• FY01 and thereafter - $6500 (Academic Year); $7944 (Fiscal Year)

3. Merit performance pay to reward meritorious performance

1. Merit pay increases will be given to reward meritorious performance based on documented written performance evaluations and performance ratings.
2. Guidelines will be established annually and consistently applied.

3. Equity increases to guide adjustment for continuing employees toward determined market value

1. Equity reviews will be done periodically (at least every three years) to ensure that appropriate internal and external relationships are being maintained for each faculty member.
2. The salary prediction model (Appendix I) will be used to provide a general guide for the administrative units in determining individual inequities. Employees who have a predicted salary which is >10% above the actual salary will be considered for an equity adjustment by his/her supervisor.

2. The salary model will be implemented as follows:

1. Salary market will be determined annually for each rank and discipline using salary data obtained from the Oklahoma State University Salary Study (or other appropriate surveys for disciplines not in the OSU study) for the 12 selected peer institutions.
2. Salary schedules will be established for each rank and discipline using the average as the mid-point (median) or 100% market level and a range of 85% -125% based on the median (Appendix II-V).
3. Initial hires will be brought in between 85 -100% of market salary based on experience and survey data.
4. Faculty members who serve in administrative roles will be placed in the model at the appropriate rank with a conversion to a fiscal year appointment and additional incentives based on responsibilities. A shadow salary will be maintained at the faculty salary level and updated by all salary increases. For faculty currently serving in administrative roles, a shadow salary will be determined based on the existing salary structure in the department and the salary range for the discipline. When an individual steps down as an administrator, the salary will be returned to the shadow salary. If >15% reduction is required, the reduction will be phased in at a rate of 15% per year.

2. Significant salary increases upon promotion in rank

3. Equity increases to guide adjustment for stipends toward determined market value

1. Equity reviews will be done periodically (at least every three years) to ensure that appropriate internal and external relationships are being maintained for all stipend levels.
2. Net stipends will be evaluated based on current market level and considered for adjustment toward the market level.

2. The salary model will be implemented as follows:

1. Net stipend (total stipend minus fees paid) market will be determined annually for each discipline using stipend data obtained from the University of Nebraska Stipend Survey (or other appropriate surveys for disciplines not in the OSU study) of the 12 selected peer institutions.
2. Net stipend schedules will be established for each discipline and for both teaching and research assistants using the average as the mid-point (median) or 100% market level and a range of 85% -125% based on the median (Appendix VI, VII).
3. Total benefits for research and teaching assistants will be evaluated on a regular basis to determine equity in benefits packages.

1. Across the board salary increases to maintain relative position at UI

Across the board increases will be given annually to all employees showing satisfactory performance.

2. Significant salary increases to provide incentives for career growth and development

1. Advancement increases will be given for movement to a higher level position within the institution or for position reclassification commensurate with the established percent difference between the pay grades.

1. Funding will be provided for advancement increases for a limited number of position reclassifications as determined in the annual salary policy. All classified positions will be reviewed on a rotating basis every five years.

3. Merit performance pay to reward meritorious performance

1. Merit pay increases will be given to reward meritorious performance based on documented written performance evaluations and performance ratings.
2. Guidelines will be established annually and consistently applied.

3. Equity increases to guide adjustment for continuing employees toward determined market value

1. Equity reviews will be done periodically (at least every three years) to ensure that appropriate internal and external relationships are being maintained for each classified staff member.

1. The salary prediction model (Appendix I) will be used to provide a general guide for the administrative units in determining individual inequities. Employees who have a predicted salary which is >10% above the actual salary will be considered for an equity adjustment by his/her supervisor. An analysis will be done at least every three (3) years by Human Resource Services to evaluate need for equity funding. The salary prediction model gives consideration to factors such as time in classification, position in the salary range, and performance level in determining the pace at which employees move toward the policy line. The goal is that satisfactory employees move toward market average within seven (7) years. Priority should be given to employees who have served five or more years in their current classification.

2. The salary model will be implemented as follows:

1. During the performance evaluation process each year, each employee’s results oriented job description will be reviewed and updated by his/her supervisor.
2. Market ranges from the Idaho Personnel Commission will be used to establish the salary schedules and will be evaluated for differential based on local market conditions. All jobs will be analyzed by the staff in human resource services and given appropriate "Hay Point" scores before being placed in the appropriate range. The current range table for classified staff is in Appendix VIII.

1. Across the board salary increases to maintain relative position at UI

Across the board increases will be given annually to all employees showing satisfactory performance.

2. Significant salary increases to provide incentives for career growth and development

1. Advancement increases will be rewarded for in-university promotion to a higher position or for taking on additional responsibilities through reorganization. These increases will place the individual between 85%-100% of the market salary of the new position. NFE mid-year increases also require Board approval.
2. Funding will be provided for advancement increases for a limited number of position advancements as determined in the annual salary policy.

3. Merit performance pay to reward meritorious performance

1. Merit pay increases will be given to reward meritorious performance based on documented written performance evaluations and performance ratings.
2. Guidelines will be established annually and consistently applied.

3. Equity increases to guide adjustment for continuing employees toward determined market value

1. Equity reviews will be done periodically (at least every three years) to ensure that appropriate internal and external relationships are being maintained for each non-faculty exempt employee.
2. The salary prediction model (Appendix I) will be used to provide a general guide for the administrative units in determining individual inequities. Employees who have a predicted salary which is >10% above the actual salary will be considered for an equity adjustment by his/her supervisor. An analysis will be done at least every three (3) years by Human Resource Services to evaluate need for equity funding. The goal is that satisfactory employees move toward market average within seven (7) years.

2. The salary model will be implemented as follows:

1. During the annual performance evaluation process, each employee’s results oriented job description will be reviewed and updated by his/her supervisor.
2. Market ranges for non-faculty exempt (NFE) staff must begin by establishing the market for these positions and providing a system of job analysis. Market for these positions will be based on CUPA (College and University Personnel Association) survey data based on the peer group. A market review will be done annually to ensure that ranges are competitive.
3. Ranges for NFE will be established at 85% and 125% of market and positions will be assigned to the ranges after appropriate job analysis is done (Appendix IX).

4. Assignment to a salary range will be determined by an analysis and comparison of the duties, responsibilities, and qualifications required for the position and based on the job descriptions. An analysis will be performed by Human Resource Services staff to determine a point assignment and placement in the range.

1. Across the board salary increases to maintain relative position at UI

Across the board increases will be given annually to all employees showing satisfactory performance.

2. Significant advancement increases to provide incentives for career growth and development

1. Advancement increases will be rewarded for in-university promotion to a higher position or for taking on additional responsibilities through reorganization. These increases will place the individual within 85% of the market level of the new position.
2. Funding will be provided for advancement increases for a limited number of position advancements as determined in the annual salary policy.

3. Merit performance pay to reward meritorious performance

1. Merit pay increases will be given to reward meritorious performance based on documented written performance evaluations and performance ratings.
2. Guidelines will be established annually and consistently applied.

3. Equity increases to guide adjustment for continuing employees toward determined market value

1. Equity reviews will be done periodically (at least every three years) to ensure that appropriate internal and external relationships are being maintained for each non-faculty exempt employee.
2. The salary prediction model (Appendix I) will be used to provide a general guide for the administrative units in determining individual inequities. Employees who have a predicted salary which is >10% above the actual salary will be considered for an equity adjustment by his/her supervisor.

2. The salary model will be implemented as follows:

1. Salary market will be determined annually for each position using salary data obtained from the CUPA study and based on the peer group (Appendix X).
2. Salary schedules will be established for each position using the average as the mid-point (median) or 100% market level and a range of 85%-125% based on the median.
3. Initial hires will be brought in between 85%-100% of market salary based on experience and survey data unless approved by the President.
4. For faculty members serving in administrative roles, a shadow salary will be maintained at the faculty salary level and updated by all salary increases. When an individual steps down as an administrator the salary will be returned to the shadow salary. If >15% reduction is required, the reduction will be phased in at 15% per year.