Professional Staff Compensation
Program Manual

Introduction

Compensation Strategy Statement
Professional Staff Compensation Program Goals
Applicability and Eligibility
Positioning of Compensation

Job Descriptions
Overview
Definition
Developing Job Descriptions

Job Classification System
Definition
Methodology
System Administration
Ongoing System Maintenance

Salary Administration

Salary Adjustment Policies
Starting Salaries
Promotions
Reclassifications
Lateral Movement
Voluntary Reductions
Interim Assignments
Special Market Adjustments
Equity Adjustments
Merit Increases

INTRODUCTION [Back to top]

The Cleveland State University Professional Staff Compensation Program Manual is designed to outline the administrative polices and procedures and to assist in the equitable, consistent and effective administration of salaries. The policies and procedures contained herein shall be administered without regard to an employee's race, color, religion, national origin, ancestry, age, sex, handicap, disability, disabled or Vietnam era veteran status, or sexual orientation. Cleveland State University will conduct periodic audits to ensure that its Compensation Program is being applied consistently and equitably across the University.

COMPENSATION STRATEGY STATEMENT [Back to top]

Professional Staff Compensation Program Goals

Cleveland State University's compensation strategy is designed to support the following goals:

To allow Cleveland State University to attract and retain high quality professional staff;

To reward employees based on their support of CSU's specific mission, strategies and operating plans;

To reward staff based on their experience and performance; To achieve and maintain consistency, equity and fairness in evaluating and compensating employees consistent with
the University's Affirmative Action Plan; and

To promote communication with and participation by various University constituencies in developing effective compensation programs.

Applicability and Eligibility

Cleveland State University Professional Staff has the potential to significantly impact strategic and/or operating results. Consequently, Professional Staff are covered by this strategy are entitled to participate in an effective performance management system which includes goal setting and annual performance appraisal.

Positioning of Compensation

Compensation will be positioned to reflect both the need for internal equity and external competitiveness. Cleveland State University will utilize a job classification system to effectively assess and monitor the internal equity of compensation within and between colleges and departments.

With regard to external competitiveness, Cleveland State University would like to provide compensation opportunities which are at or slightly above competitive norms, as defined by
the competitive employment market.

Actual salary levels and periodic salary adjustments, as they apply to specific individuals, will be heavily impacted by performance and market conditions under established procedures apportioned uniformly throughout the University.

Finally, Cleveland State University will periodically consider the positioning of compensation as it relates to fixed versus variable components.

All decisions regarding the determination of a salary grade or awarding a salary adjustment shall be made without regard to an employee's race, color, religion, national origin, ancestry, age, sex, handicap, disability, veteran status or sexual orientation.

JOB DESCRIPTIONS [Back to top]

Overview

The foundation of any compensation program begins with the identification of a job. Additionally, job descriptions satisfy a number of organizational needs including:

Hiring

Job descriptions are essential for the internal and external hiring processes by detailing the functions and requirements of a position. Additionally, they explain job duties to employees considering transfers. Finally, they orient employees to their positions. Consequently, job descriptions must be in place prior to the commencement of the recruitment process.

Compliance

The Americans with Disabilities Act makes job documentation critical. Documentation can reduce exposure to litigation by providing the foundation for distinguishing between relatively minor job duties and "essential" job functions.

Performance Appraisal

Supervisors and employees rely on job descriptions for an understanding of job requirements and for measuring employee performance against responsibilities and duties.

Training

Job documentation assists supervisory personnel with planning for the development and advancement of their staff.

Salary Surveys

Job descriptions are utilized by compensation professionals to match comparable jobs to surveys in order to obtain accurate market pay data for internal comparison and development of pay structures.

Organizational Relationships

Documented responsibilities and accountabilities provide information for organizational charts and clarify departmental work flow. They also ensure that all aspects of the work are considered and assigned so that there is no duplication of two positions being assigned to accomplish the same task.

Career/Succession Planning

Job descriptions not only explain the functions of a position, but the requirements for advancing to other positions.

Definition

A classification description summarizes the typical duties, responsibilities and qualifications that apply to all positions within the same classification (i.e. Administrative Assistant, etc.) A job description summarizes the duties and responsibilities performed by an individual employee (i.e. employee A in the College of Z).

A job description is not intended to be a detailed record of every aspect of the job. Nor is it intended to reflect the personal characteristics of the incumbent (educational attainments, performance results or individual work instructions). Rather, a job description is intended to be a summary document that identifies key job functions and indicates the general level of responsibility and minimal requirements to perform the job.

As an ongoing process, the Cleveland State University Professional Staff Compensation Program will require supervisors to update or create new job descriptions when jobs change
significantly, when new jobs are added or when organizational structure changes alter the key responsibilities of a job. It is important to remember that job changes are determined by the college's or department's requirements and not by incumbent changes (educational accomplishments, attainment of new skills, or overall accomplishments).

Developing Job Descriptions

Once a need to create or update a job description has been identified, the supervisor should contact the Director of Compensation or a Human Resources Staff member for appropriate assistance. At Cleveland State University, a number of approaches are utilized to obtain position information:

Position Description Questionnaire

Generally, a position description questionnaire is completed by the supervisor and/or the employee. The questionnaire seeks a description of job content; establishes the need for the existence of the position; identifies the types of problems encountered; the degree
of guidance, direction and supervision received and/or provided; and the overall impact of the position on the University. (Activity Dictionaries can be utilized to assist with job content identification; they are available upon request from the Department of Human Resources Development and Labor Relations). The questionnaire is then forwarded to the Compensation Director for review and analysis, job description development and subsequent classification.

Job Description Draft

As a job changes, management personnel may find it necessary to revise the description, adding or deleting responsibilities, changing the emphasis, enhancing the clarity, etc. Usually, editing the existing description is all that is required. When a new position is created, a rough draft of the job description is produced, outlining the major responsibilities of the job. Job description drafts are then sent to Human Resources for final formatting and subsequent classification.

Job Audit/Interview

First hand observations and interviews provide additional information about the complete job. An on-site visit and direct observation by a Human Resources staff member will ensure that the various responsibilities involved in a particular job are clearly documented.

Once the job analysis described above is completed, a job description is developed by the Human Resources staff member. Overall, job descriptions are brief, usually limited to two
pages. They are comprised of three sections:

Job Identification section

Records the classification title, department, classification code and salary grade.

Job Description section

A functional statement summarizing the job; and position
responsibilities highlighting the primary position duties and essential job functions.

Job Qualification section

Details the minimum education, skills and experience required to perform the job functions.

The completed job description is then forwarded to the requesting department for supervisor approval. If corrections are necessary, the description is returned to Human Resources for revision. This procedure continues until the document is acceptable to the
incumbent, the department and appropriate senior level management.

JOB CLASSIFICATION SYSTEM [Back to top]

Definition

Job classification involves identifying jobs which are valued similarly from an internal perspective. The result is a classification structure which includes a number of grades into
which all jobs are assigned (each distinct grade includes positions of similar complexity and responsibility).

Methodology

Job classification begins with identifying how jobs should be valued. Cleveland State University utilizes 11 factors for job classification. They are:

Factor Title	Weight
Education	Triple Weight
Experience	Triple Weight
Decision-making	Triple Weight
Independence of Action	Double Weight
Organizational Knowledge	Double Weight
Complexity of Analysis	Double Weight
Seriousness of Error	Single Weight
Confidential Data	Single Weight
Nature of Relationships	Single Weight
Overall Impact	Single Weight
Type of Supervision	Single Weight

System Administration

1. Classification Committee:

Consists of three to five members.

The committee addresses the appropriate classification of:

New jobs, and jobs with significantly changed duties and responsibilities.

2. Classification Action Requests:

All requests for classification action are initially made by and through the head of the key organizational unit (President's Office, Provost, or one of the Vice Presidents). For example, if an employee or supervisor is concerned about a classification assignment, he/she directs the concern to his/her Vice President--as opposed to the Committee.

Each request must be documented, in memo format, detailing the reasons for classification action. (Classification of filled positions previously reviewed within the preceding twelve month period will NOT be allowed).

If the unit head believes a request merits consideration, the following information will be forwarded to the Director of Compensation in the Department of Human Resources Development and Labor Relations, at least one month prior to the next regularly scheduled committee meeting:

The Classification Request,

An up-to-date Position Description Questionnaire,

An organizational chart showing the department structure and the job's placement within the structure,

The current and proposed job descriptions, and

Supporting documentation.

The Compensation Director will independently review the merits of each classification request. As part of this review, the Director or Human Resources Staff member may conduct an independent investigation to confirm job responsibilities and other related aspects of the job. Following the independent review, the Compensation Director will present a recommendation to the Vice President of Human Resources. The recommendation will then be presented to the unit head requesting the classification action in an attempt to
reach consensus relative to a Committee presentation. If, after these discussions, either the Vice President for Human Resources and Labor Relations or the unit head choose to go forward, the Committee should review the classification request.

3. Pre-Committee Meeting Actions:

The Compensation Director will forward to each Committee member, at least one week prior to the Committee meeting, the following information relative to each classification request:

The Classification Request,

An up-to-date Position Description Questionnaire,

An organizational chart showing the department structure and the job's placement within the structure,

The current and proposed job descriptions,

Supporting documentation-if any --from the unit head,

Results of the Human Resources independent review,
and

Documentation, if any, relative to conversations held between Human Resources and the unit head subsequent to the independent review.

In addition, the Compensation Director should forward to Committee members information on how other CSU jobs are aligned relative to each classification factor.

4. Committee Meeting Operation:

The Committee will meet on a monthly basis (or quarterly if the demand for review is less) to discuss classification requests.

The Committee is chaired on a rotating basis by each member.

The Compensation Director serves as a voting Secretary to the Committee, with responsibility for:

Distributing preparatory materials, including agendas, and Recording final classification recommendations.

With regard to each classification request, a representative from the initiating organization unit may make a presentation which includes highlights of the preparatory material and other pertinent information. The representative may invite job incumbents (those affected by the classification decision) to participate during the presentation and respond to Committee members' questions. However, once the presentation is complete, only Committee members participate in further deliberations.

The Compensation Director then presents the results of the independent review.

Following completion of presentations, the Committee classifies the position-a match is made between a job's duties and responsibilities with the classification factor definitions. It is especially important to note that jobs are valued according to their scope and outputs, not the people that occupy them. Additionally, consideration must be given to relativity -- the classification factors assigned to other jobs within the organizational unit and within CSU are compared to the job in question.

The Committee votes on each classification factor and retains the option to deliberate on all classification factors as they relate to a specific job, not just the specific factors that concerned the organizational unit representative. Although the Committee should strive
for consensus in decision-making, a majority vote constitutes a recommendation.

If, as a result of comparisons with similar jobs, there is concern that an adjustment needs to be made to another job, no action is to be taken until a subsequent meeting.

Votes by the Committee can result in both upward or downward movement in the classification of jobs.

Recommendations are forwarded to the Human Resources Vice President for final approval.

All recommendations are viewed as both preliminary and highly confidential. No discussions of the process or outcomes are to take place until the classifications are finalized and made public.

5. Post Committee Meeting Action:

Upon receipt of the Committee recommendations, the Human Resources Vice President may accept, reject or request reconsideration of all or a portion of the recommendations.

If the Human Resources Vice President accepts the recommendation, the Vice President or designee will communicate the recommendation to the requesting unit head. If the unit head agrees, the Compensation Director or designee will adjust all related classification records and documents, including the processing of any adjustments to base pay salary levels if dictated by salary administration policies and procedures.

If the Human Resources Vice President rejects the recommendation or requests reconsideration of all or part of a specific classification request, the outlined "Committee Meeting Operation" processes will generally apply.

If the unit head is not satisfied with the Committee's recommendation, the unit head may appeal the decision via a written request submitted to the Vice President of Human Resources, outlining the reason for appeal. Together, they will make a presentation to the President for final determination.

No new positions may be filled until the procedures described in this subsection are completed. Reevaluations of positions previously evaluated within the preceding twelve month period will not be allowed.

Ongoing System Maintenance

1. Position Reclassification

Maintenance of the job classification system requires a periodic review of positions in response to changes in level of responsibility, functional content or reporting relationships. Such changes relate solely to the positions, not to changes related to the incumbents' personal skill or performance.

When significant changes in positions occur, the supervisor is responsible for completing an updated job description and submitting a request for reclassification to the Compensation Director in Human Resources. If the change is the result of a departmental reorganization, or if the change affects more than one position, it may be necessary to reclassify all the jobs to assess the changes in the overall hierarchy.

Recognition for individual performance is not appropriately made through the reclassification process. However, there are times when an individual's performance of a position may actually result in a gradual change of responsibilities and duties. When this occurs, the supervisor may request a position reclassification under the following conditions:

There is a clear need for higher or lower level of ongoing work, either in addition to or in lieu of work previously performed.

The change in duties is significant enough to warrant a reclassification, particularly as measured by the internal hierarchy of job levels.

In any event, reclassifications of filled positions previously evaluated within the preceding twelve month period will not be allowed.

2. Organizational Changes

Supervisors considering major organization changes should consult with the Compensation Director in Human Resources early in the process. The Compensation Director can provide guidance on developing position content, reporting relationships and budgeting considerations using the anticipated job values. New or changed jobs should be formally classified or reclassified prior to making any actual staffing changes or new hiring.

3. New Jobs

When a new position is established, it must be classified with a proper salary grade and title. The process is the same as that for a reclassification. Prior to initiating a recruitment process, the appropriate unit head must complete a position description, the job must be classified and funding approval must be obtained.

SALARY ADMINISTRATION [Back to top]

Definitions

Once a position is classified, jobs of approximately equal skill and level of responsibility are grouped together into salary grades. Although the jobs in a salary grade are treated alike
for salary administration purposes, individuals may earn different salaries dependent upon their experience, credentials and performance. Salary grades are assigned actual dollar
values and each salary grade has a salary range.

A salary range is composed of a minimum, midpoint and maximum dollar value paid for each salary grade. Additionally, the salary range is divided into quartiles. Employees in the first
quartile of the salary range are typically new hires or promotees. They have limited experience and minimum qualifications. Employees in the second and third quartiles
of the salary range typically are well-trained and experienced. Their performance fully meets expectations for the job. Most salaries should fall in this category. Employees in the fourth quartile of the salary range typically have full mastery of the function or job. They are consistently exceptional performers with significant tenure on the job.

The salary grade in which a job is classified is one of a series of salary ranges or salary grades that comprise the salary structure. The salary structure for the Cleveland State
University Professional Staff Compensation Program can be found in Exhibit B.

On an annual basis, the Compensation Director will analyze the entire structure and make adjustments based on industry trends and/or market conditions if Cleveland State University's economic condition can withstand such adjustments.

SALARY ADJUSTMENT POLICIES [Back to top]

Starting Salaries

Offers to new hires will be determined in conjunction with the Compensation Director, Director of Affirmative Action and appropriate Department Director only after verifying that the position is properly classified and recruitment activities have been completed.

The hiring range for open positions will be the range between the minimum and the first quartile. Exceptions beyond the first quartile must be approved by the Vice President, Human Resources Development and Labor Relations. Any salary offer exceeding the
salary grade midpoint must also be approved by the appropriate Vice President/Provost.

In developing a salary offer, consideration must be given to the candidate's background (education, experience and skill level), the current competitiveness of the market for the particular job, and any other factors that may be pertinent. Additionally, consideration must be given to internal equity within the department and across the university.

Salaries earned by other individuals in the same or similar jobs must be analyzed to ensure that the salary of the new employee is neither too high nor too low in consideration of the relative experience levels of existing employees.

Promotions

Promotions are defined as a movement from one position to another more challenging and responsible position in a higher salary grade and/or an upward position title change where the degree of skill, effort and responsibility are significantly greater than the previously occupied position (i.e. Office Assistant - grade 1 to Administrative Assistant - grade 3; Associate Director-grade 7 to Director-grade 9, etc.).

When an employee is promoted, the individual will receive a salary adjustment effective the date of active employment in the new position. The size of the promotional increase granted is dependent upon: a) the new position's salary grade versus the old position's salary grade; and b) equitable positioning of the employee's new salary in the salary range.

The promotional increase will normally be set within the first quartile of the new grade. The Compensation Director will review the recommended promotional increase with the Department Head and the Director of Affirmative Action to ensure internal equity and equity within the Compensation Program. Promotional increases in excess of the first quartile will require the approval of the requesting area's Vice President/Provost and the Vice President of Human Resources Development and Labor Relations.

Department Directors will be required to pay their employees fairly and competitively within the parameters of the Compensation Program. Therefore, an employee should not be
promoted unless the Department Director can justify the employee's increased position responsibilities and can fund any corresponding increase in salary.

Reclassifications

When a position is reclassified and a change in grade is the final result, the following guidelines will govern adjustment of the incumbent's salary:

If the change is due to a significant increase in responsibilities of the position (i.e. Research Assistant to Research Associate), then the current salary of the incumbent will be adjusted in accordance with the guidelines governing promotional increases. Salary adjustments in conjunction with reclassifications must be approved by the Vice President of Human Resources.

If the change is due to a decrease in responsibilities (Administrative Assistant to Office Assistant), then the current salary of the incumbent will not be adversely impacted. However, the salary will be subject to the maximum rate allowed in the new salary grade.

If the change is due to other factors other than increased or decreased responsibilities, then the current salary of the incumbent will not be adjusted, except to the extent dictated by the minimum and maximum rates of the new salary grade. (for example, if during position classification a comparison is made to similar jobs within the institution, and there is concern that an adjustment needs to be made to another job, the adjustment will be made to the position's grade, but not to the incumbent's current salary).

Lateral Movements

A lateral move is defined as the movement from one position to another in the same salary grade without an increase in title. Generally, the salary of the incumbent remains the same. Any salary adjustments in conjunction with lateral moves must be approved by the Vice President, Human Resources Development and Labor Relations.

Voluntary Reductions

If an employee voluntarily takes a reduction in position title and/or salary grade, his/her salary may remain unchanged or it may be reduced depending on the circumstances involved. For example, if the employee's current salary is above the maximum of the lower position's salary range, then the employee's salary will be reduced to the maximum of the lower salary grade's range. Such salary reductions will be effective as of the date of active employment in the new position unless otherwise specified by the Human Resources Department.

Interim Assignments

If an employee accepts an interim assignment to a position with a higher salary grade and/or title, the employee's current salary will be adjusted only for the period corresponding to the interim assignment, to the minimum of the higher salary grade or increased by 5%, whichever is greater. If an employee is given an interim assignment to a position with a lower salary grade and/or title, the employee's current salary will not be affected. Interim salary adjustments will be coordinated with the appropriate Department Head, Director of Compensation and Director of Affirmative Action.

Special Market Adjustments

In order to maintain market competitiveness or to aid in the recruitment and retention of employees in positions where there is a shortage of qualified candidates in the marketplace, it may be necessary to adjust the salaries of all incumbents holding the same job title within a salary grade. Proposals for special market adjustments will be developed by the Compensation Director. Such proposals will be based on substantial survey data and other known facts documenting the threat to retention and inability to recruit at current salary
levels. All special market adjustments must be funded by the departments seeking to recruit and retain qualified personnel. Such adjustments must be approved by the Vice President, Human Resources.

Equity Adjustments

Similar to special market adjustments, an equity adjustment is defined as a special salary action to correct an inequity that cannot be corrected within the normal salary guidelines. This adjustment is used to react to sudden shifts in the competitive labor market where the hiring rate of a new candidate may cause an internal inequity. Consequently, an adjustment may be applied to individual members or a specific classification affected by the inequity.

Merit Increases

Merit increases are granted to employees to recognize and reward effective performance over a period of time, usually not less than one year. The percentage of merit increase awarded to an individual employee will be directly related to their performance ratings.

Note: All recommended salary adjustments will be made depending upon budget availability.