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Establishing, updating, maintaining and communicating the campus wide university staff compensation system

• The university staff compensation system gradually moves employees closer to the听range midpoint ( the fully experienced level)听with progressive time in the role. The salary midpoint is not designed to be a new hire starting rate.听
• Salary movement through the range is based on annual merit, across-the-board, and/or range progression targets depending on available budget and campus priorities each year.
• Additional salary increases may occur when a position description is updated to reflect higher level job duties (job reclassification) or a transfer/promotion to a higher level position with a higher pay range. 听

Establishing, updating, maintaining and communicating campus wide university staff pay ranges.

• The university staff compensation structure is built around a range midpoint representing the market average or median for similar work for a fully independent employee with several years of experience in the current role.听 The range midpoint is not designed to be a new hire starting rate.
• The range consists of a minimum (which is the start of the 1st quartile), a 2nd quartile, a midpoint (which is the start of the 3rd quartile) a 4th quartile and a range maximum.听
• The range maximum and minimum values are typically 20% above and below the midpoint.
• Jobs are assigned to different pay ranges based on responsibilities reflecting a different type of work or a different level of assignment. Positions are allocated to a different pay range as determined through the campus position description review process.
• Pay ranges overlap such that an experienced employee in a lower pay range may have a higher salary than a new employee in a higher pay range.
• Pay ranges typically contain progressively increasing minimums, midpoints and maximums providing increasing career growth opportunities as employees are promoted to higher pay ranges.
• Employees are to be paid within the pay range assigned to their positions.
• Hiring departments may use a portion of the pay range for hiring and promotional purposes.

Establishing, updating, maintaining, and communicating the job titling framework and job leveling requirements used to classify university staff positions campus-wide.

• Job families are used to group substantially similar jobs based on the nature of the work.
• Positions are leveled within job families based on the position description鈥檚 assigned duties, the complexity of the work performed, level of independence, supervision exercised, oversight received, proficiency required, campus impact, and minimum education, experience, or job-related requirements.
• Each position鈥檚 job family, level, title, and pay range or range are documented on the position description reviewed and approved by HR in the .听

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Advising and recommending employee pay increase priorities and university staff structural adjustments to campus executive leadership as needed on an annual basis.

• Recommendations may include but are not limited to, across-the-board, merit, range progression, range structural adjustments, minimum wage, and/or pay equity adjustments
• HR reviews the staff compensation structure at least annually as part of the campus budget planning process, taking into account such factors as the campus strategic goals, cost of labor, market data for relevant labor markets, pay equity, talent supply and demand fluctuations, and federal and state minimum wage and labor laws.
• The market analysis is used to advise campus leaders on adjustments that may be needed to build and maintain the campus university staff salary structure.听 听
• HR conducts regular staff employee pay audits to inform pay equity and pay structure recommendations.
• The timing and amount of increases is an annual decision (not automatic) made by campus executive leadership dependent upon campus priorities and available budget.

Overseeing and implementing campus-wide pay setting processes for university staff considering time in role, experience at CU, internal pay equity for substantially similar positions, and pay range location.

• Each university staff position is assigned a payroll job code and a compensation code, which in turn is assigned a pay range based on HR鈥檚 annual analysis of competitive market salary data and internal alignment factors.
• All university staff positions at the time they are created, updated, or filled, are assigned a compensation code by HR based on the job duties (and other related factors) as outlined by the hiring department in the position description in comparison to similar positions across campus.
• This ensures that positions performing substantially similar work are categorized into a single code for salary setting and pay alignment.
• When there is a staff vacancy, a promotion, or a position description update is needed, HR reviews the position description provided by the hiring department and classifies the position with the appropriate CU payroll title, compensation code, and associated pay range.听
• HR notifies the hiring manager and the division, college/school, or department HR liaison of the approved pay range/range. HR Talent Acquisition (TA) and Position Management/Compensation (PMC) will advise campus departments on an appropriate salary range to publish in the job posting (which is often the first quartile or the first two quartiles depending on the hiring department鈥檚 budget and any pay equity considerations for similar work) and to offer a final candidate.听听

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• Communicating classified staff pay ranges, rules, classification requirements, and pay system information as provided by the state of Colorado.

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