Human Resources

Policy: Salary Administration for Confidential, Managerial, and Professional Support Staff

EFFECTIVE DATE:

March 6, 2011 (replaces Policy dated April 1, 1999)

 

Authority:

Vice President, Human Resources, Audit and Sustainability

 

PURPOSE:

As part of a Total Rewards Philosophy, the University of Winnipeg will strive to provide salary equity by:

• Condsidering differences in skill, effort, responsibility and working conditions among positions
• Providing salaries that are competitive with similar positions in relevant labour markets
• Adhering to the availability of funds
• Administering pay equitably, consistently, competently and impartially.  

The purpose of this policy is to define ongoing guidelines and procedures for determining and administering any changes to, or setting of, the salaries of confidential, managerial, and professionalCMP staff excluded from bargaining units.

SCOPE:

This policy applies to all employees at The University of Winnipeg in confidential, managerial, and professional (CMP) staff positions, and who are therefore excluded from collective bargaining units.

RESPONSIBILITY:

The overall responsibility for the administration of this policy lies with the Vice-President, Human Resources, Audit and Sustainability. The Director, HR Services is responsible for the communication, interpretation, and day-to-day administration of this policy.

Determining Rates of Pay for Positions

1. Position Descriptions

• Each distinct position will have a Position Description on the approved format
• Position Descriptions will be used to evaluate the relative value of distinct jobs within the University (see 2. Job Content Evaluation)
• Position Descriptions are normally drafted  by employees and then reviewed and signed off by their immediate Supervisors
• In the case where there is no incumbent, the Position Description is written by the Supervisor of the position
•   Emphasis should be on brevity and clarity
• Position Descriptions should be kept current by employees and their supervisors
• Human Resources is available to assist in writing Position Descriptions

2. Job Content Evaluation at the University: Internal Relativity

• The University uses a systematic methodology to determine the relative ranking of new or changed positions on the basis of job content as described in the Position Descriptions
• The methodology used by the University is the Hay Guide Chart System of position evaluation to measure the relative value of skill, effort, responsibility and working conditions
• Positions are evaluated by a Job Evaluation Committee of trained evaluators chaired by the Director, HR Services. Committee members are CMP staff from different areas of the University with broad university backgrounds. Members are selected by the VP, HR, Audit and Sustainability in consultation with Vice Presidents
• New or changed positions will be evaluated in Committee and, through reaching consensus, assigned a total Hay Point numerical value (Total Hay Points)
• Total Hay Points are used to establish a job ranking hierarchy and the Salary Range for a position

3. Job Evaluation Appeal Procedure

• If the employee and/or his/her superior(s) believes that the evaluation of a position determined by the Job Evaluation Committee is inappropriate he/she may appeal the results of the classification review by submitting an Appeal of Classification Review Form to the Director, of HR Services within twenty (20) working days of receiving the results of the classification review
• The employee and/or his/her superiors bringing the appeal will be asked to present to the Job Evaluation Committee that originally rated the position. The presentation should include reasons for the Appeal and any additional or new information about the position
• Based on the presentation and a re-examination of the Position Description, the Committee will review the original rating and decide if a different rating is warranted
• The Committee shall make every attempt to make a decision within twenty (20) working days of receipt of the appeal
• The Chairperson shall communicate the results of the Appeal, in writing, to the employee and his/her superior(s) and any resulting modifications to pay range and/or salary
• The results of the Appeal are final and binding

4. Salary Range Structure: External Relativity

• Salary ranges shall be reviewed regularly to ensure that the market position objectives in Total Rewards Philosophy are being considered. Salary surveys shall be conducted by the Human Resources Department on a regular basis and analysis prepared to determine market position
• Any General Salary Increase (GSI) to the pay ranges and salaries will normally be effective on the beginning of the pay period in which April 1 falls

 Determining Titles for Positions and Employees

• The final title for a position and for the employee filling it is set by the Director, HR Services in consultation with the reporting manager once the salary range for the position has been determined
• The level of the title will follow the following guidelines:

 

Range	Titling Convention	Range	Titling Convention
11	Executive Director	5	Executive Assistant or Professional
10	Executive Director	4	Assistant or Administrator
9	Director	3	Assistant or Administrator
8	Manager	2	Assistant
7	Manager or Professional	1	Assistant
6	Coordinator or Professional

• Positions in Ranges 8-11 may also have a senior professional title such as Senior Officer which reflects a high level of expertise in a significant area of importance to the University. They may or may not have staff reporting

 

Determining Rates of Pay for Employees

1. Starting Salaries for New Hires: 

• When new employees are hired initially, the HR Consultant and the hiring Manager shall determine the employees’ salaries within their pay range  
• Normally, new employees shall be placed near the minimum of the pay range
• Placement at a higher salary within the range may be made on the basis of competence attained through previous directly applicable education, experience and training or labour market conditions

2. Promotions, Reclassifications and Acting Assignments:

• If an employee moves to a position with a higher pay range maximum (even temporarily) they will normally be awarded a nine percent (9%) increase to their salary
• Acting Assignments will have a specified end date at which time they will either end and salary will revert back or be renewed for another specified period of time
• An Employee’s new salary must be at least at the minimum of the new pay range and not higher than the maximum

 

3. Performance Increases:

• Designed to compensate employees for meritorious performance throughout the past performance year (April 1-March 31) as documented in an annual Performance Review
  
• Used to move employees through their pay range over time
• In 2011, increases will be processed effective the beginning of the pay period in which April 1 or July 1 falls. Starting in 2012 all performance increases will be effective the beginning of the pay period in which July 1 falls. The performance year (period the review covers) remains at April 1-March 31
• Increases are processed upon receipt of a completed Performance Review to Human Resources specifying the performance increase percentage to be applied to actual salary
• For employees who supervise others, their performance increase will only be processed once all the reviews for those reporting to them are into Human Resources. For the reports that have variable performance review dates (e.g. AESES employees), only those with due dates up to March 31 of that year have to be in. If they are not all in by December 15 of that year, they forgo any Performance Increase for that year
•  Performance Increases range from 0-3% of salary depending on the level of performance during the previous year and should be specified in the Performance Review
• A Performance Increase cannot result in a new salary that is higher than the salary range maximum for the position
• Employees hired from outside the University during April, May or June will not be eligible for a Performance Increase in that year and will enter the normal cycle for the following year

4. Over Range Maximum:

• If the implementation of this policy or a transfer to a position with a lower salary range results in an employee’s salary being above the maximum of the new range, they will see their salary remain the same until it falls within the range for their position, when they will once again be eligible for General Salary Increases

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