Santa Clara University

Human Resorces

Section 500: Pay and Compensation

501. Compensation

Statement

University compensation policy is designed to accomplish these objectives:

The University compensates employees for skill, effort and responsibility required for their positions, their individual performance measured against expectations; other relevant factors(e.g., market competitiveness) and in accord with financial resources.

The University has established, and continues to review position descriptions, associated pay ranges, and rates of pay within these ranges.

Policies and procedures pertaining to compensation and wage and salary administration are openly communicated. However, particulars of individual pay rates and/or pay adjustment decisions are held in strictest confidence.

Responsibility

Human Resources develops, administers, and interprets the University’s compensation policy for staff in consultation with University officers and governing bodies.

Resource

Contact Human Resources if you have questions about this policy or if you would like more information.


Policy Approved: October 23, 1998
Last Updated: October 28, 1998

Maintainer: Human Resources

 clear

502. Position Analysis and Evaluation

Statement

All newly established University positions, and positions that have changed significantly are reviewed by Human Resources in consultation with relevant parties to determine appropriate wage and salary ranges. Assignment of positions to ranges in the pay structure promotes compensation equity and consistency.

If a position’s placement in the pay structure changes because of reevaluation, changes to incumbent’s pay, if any, will be determined under the promotion, lateral transfer, demotion, and starting pay policies.

Procedure

Descriptions of new positions to be established, or existing positions that have significantly changed, should be submitted to Human Resources by the supervisor. The compensation officer will evaluate the skill effort and responsibilities inherent in the position description and determine the appropriate pay range for the position according to the following position evaluation process:

Position Description

Position descriptions should be written by the incumbent and the supervisor in conformance with the University’s preferred format and approved by the second level supervisor.

Position Evaluation

Human Resources will evaluate the position based on skill, effort and responsibility required. If there are questions about level of skill, effort or responsibility, the supervisor and incumbent will be asked to complete a detailed position analysis questionnaire. A pay grade will be tentatively assigned using the results of the evaluation. The department will be contacted for concurrence.

Evaluation Review

If the supervisor does not concur with the position evaluation, the compensation officer will review the evaluation with the second level supervisor and the chief Human Resources officer. If there continues to be disagreement, a final determination will be made by the chief Human Resources officer in consultation with the position’s division vice president.

Responsibility

Human Resources administers this policy in consultation with relevant parties. Human Resources and other University departments follow the procedures outlined above.

Resource

Contact Human Resources if you have questions or if you would like more information about this policy.


Policy Approved: October 23, 1998
Last Updated: October 28, 1998

Maintainer: Human Resources

 clear

503. Starting Pay

Statement

The University has established minimum and maximum starting pay for positions. These are based on pay ranges and the qualifications and expected performance of newly hired individuals.

Procedure

The normal hiring range for any position is from the minimum to the first quartile of the pay range assigned to the position. The minimum hiring pay is the minimum of the pay range for the grade. The maximum hiring pay is the midpoint of the pay range for the grade.

Factors used to determine an individual’s starting pay within the hiring range include:

Human Resources will make a starting pay recommendation to the hiring supervisor based on an assessment of the successful candidate's experience, education, and training and the pay of others in the department and in similar positions across the University.

Training Status

Occasionally, an individual who shows significant promise but does not meet the minimum qualifications, may be placed in a position on a training status. The length of the training status must be established in advance, and there must be a specific training program in the areas in which the individual does not meet the minimum position qualifications. Both the length of the training program and the areas in which the individual does not meet the minimum position qualifications must be communicated in writing to the affected employee. Departments should contact Human Resources to determine the rate of pay for individuals on training status.

After successfully completing the training period, the individual will be granted an increase in salary determined using the guidelines listed for new hires. Individuals who fail to meet the minimum qualifications after training will be terminated at the end of the training period. Written communication should clearly state that failure to meet the objectives in the allotted time may result in termination.

Responsibility

Hiring supervisors are responsible for consulting and coordinating with Human Resources before communicating starting pay rates to prospective new hires. Human Resources is responsible for evaluating candidates’ credentials, University internal equity considerations, and external competitiveness goals in recommending starting pay rates. Exceptions for good reason, may be made by divisional vice presidents in consultation with the chief human resources officer.

Resource

Contact Human Resources if you have questions about this policy or if you would like more information.


Policy Approved: October 23, 1998
Last Updated: October 28, 1998

Maintainer: Human Resources

 clear

504. Pay Ranges

Statement

All positions are assigned pay ranges based upon required competencies, job content, performance qualifications, internal equity considerations and external market conditions. Pay ranges are reviewed annually and adjusted as resources permit. Individual rates of pay must fall within the assigned pay range for the position.

Procedure

For each position a benchmark is targeted that establishes the midpoint of the pay range.

Pay ranges are set in relation to the target pay or midpoint. The minimum of the range is the lowest salary the University will pay for the position. The maximum of the range reflects the highest salary the University will pay for the position, regardless of the qualifications or performance of the employee occupying the position.

Salaries below the Minimum or above the Maximum

Individuals whose salaries fall below a newly established or adjusted range minimum will be increased to the new minimum when resources permit. Incumbents whose salaries fall above the maximum are not entitled to receive increases in their base salary until their salaries fall within the range as the result of adjustments to the range.

Responsibility

Human Resources develops, administers, and interprets the University’s compensation policies for staff in consultation with University officers and governing bodies.

Resource

Contact Human Resources if you have questions about this policy or if you would like more information.


Policy Approved: October 23, 1998
Last Updated: October 28, 1998

Maintainer: Human Resources

505. Promotion, Lateral Transfer, and Demotion

Statement

The University has established definitions and procedures concerning employee promotions, lateral transfers, and demotions.

Procedure
Promotion

A promotion is any movement of an employee or a position from a lower to a higher pay range.

Demotion

A demotion is any movement of an employee or a position from a higher to a lower pay range.

In the case of a promotion or demotion, the amount of the incumbent’s pay change, if any, will be determined based on the expected performance in the new position and rates of pay for other positions in the range. However, the employee’s pay may not exceed the maximum of the range for the new position. For more information, see the University’s starting pay policy.

Lateral Transfer

A lateral transfer is any movement of a person or position between positions assigned to the same pay range. No change in pay rate results from a lateral transfer. If internal inequity in pay results from a lateral transfer, it should be addressed at the next regularly scheduled annual increase.

Responsibility

Human Resources develops, administers, and interprets the University’s compensation policies in consultation with University officers and governing bodies.

Resource

Contact Human Resources if you have questions about this policy or if you would like more information.


Policy Approved: October 23, 1998
Last Updated: October 28, 1998

Maintainer: Human Resources

 clear

506. Merit Increases

Statement

The University has adopted a pay for performance program as part of the overall compensation strategy. Merit pay is one of the methods the University uses to reward successful performance. Merit pay increases are based on these factors:

Procedure
Merit Budget

Each fiscal year, the University Budget Council recommends to the President a pay increase pool, if any, for which financial resources are available, to meet the objectives of the compensation program for the following fiscal year. The Board of Trustees approves the pay increase budget.

Annual Performance Review

Employee performance is formally reviewed at least once each year. The focus of the review is whether and to what extent the employee met the planned performance and development objectives or standards for the position. The performance review process calls for the supervisor and the employee to examine the employee’s performance results during the past year against expectations set and to document same in an annual report to the second level supervisor which is maintained in the University’s personnel file.

Merit Increases

In accordance with published University guidelines, supervisors recommend whether an employee should receive any increase and, if so, the amount of increase appropriate for performance results. Factors that should not be considered for merit increase include: length of service, internal equity, market comparability, and cost of living.

Employees at Range Maximum

An employee whose pay is at or near the maximum of the range may not be granted an increase that would cause the base salary to exceed the maximum of the range for the assigned position.

Responsibility

Supervisors, in consultation with Human Resources, administer the University’ s merit increases and follow the procedures outlined above.

Resource

Contact Human Resources if you have questions about this policy or if you would like more information.


Policy Approved: October 23, 1998
Last Updated: October 28, 1998

Maintainer: Human Resources

 clear

507. Special Awards and Other Pay Increases

Statement

Additional pay may be awarded to employees in certain cases where outstanding performance warrants it. In some cases, it is additive to base, in others not (e.g., bonuses). Pay adjustments may be made to address internal inequities, meet extenuating market conditions, or for other reasons.

Procedure
Special Recognition Awards

When employees distinguish themselves, their departments or the University, by extraordinary outstanding performance, special bonus pay may be awarded. In such cases, a lump-sum award may be made in an appropriate amount recommended by the supervisors and approved by the appropriate executive officers. Special recognition awards do not increase the employee’s base rate.

Special Stipends

In certain circumstances, additional pay may be awarded to an employee whose workload has significantly deviated from normal expectations. Examples of special situations include; long-term special projects; assigned work in another department; and performing a specific position or function that is significantly different from the position for which the employee is normally compensated. Supervisors who wish to recognize these special situations should consult with Human Resources for direction and guidance before committing to or arranging for additional pay.

Other Pay Increases

Occasionally, adjustments may be made to specific pay rates to address inequities or to meet extenuating market conditions. These adjustments do not include normal merit increases, promotions, or position reevaluations. Such adjustments are coordinated through Human Resources.

Responsibility

Human Resources administers the University’s special awards and other pay increases policy following the procedure outlined above.

Resource

Contact Human Resources if you have questions or if you would like more information about this policy.


Policy Approved: October 23, 1998
Last Updated: October 28, 1998

Maintainer: Human Resources

 clear

508. Differential Pay

Statement

Santa Clara University provides premium differential pay for scheduled evening and night shifts worked by employees. The University determines which positions are eligible for differential pay based on the current and critical needs of the organization. Shift differential is considered a premium payment; it is not considered a part of base pay. It is used by the University to attract and retain qualified full-time and part-time employees for specific position classifications assigned to evening and night hours. Differential pay recognizes work schedules that fall outside the normal work day.

Procedure
Eligibility for Differential Pay

Eligible employees will be informed prior to employment in or transfer to positions having differential status. Shift differential is paid for full 8, 10, or 12 hour shifts scheduled to begin between 1:00pm and 9:00am the following day, provided the majority of straight time hours are worked between 3:00pm and 7:00am. To be eligible for shift differential, the employee must be scheduled by the supervisor to work the hours covered by differential pay.

Shift differential is not paid when an employee is on a paid leave (i.e., sick, vacation, holiday, etc.)

Changes in Status

A department may request a change in the differential status of an established or new position by submitting a written request for the change to Human Resources. Human Resources will review the request and advise the department in writing of the final decision. The designated positions for differential pay are based on the business needs of the University. The University may change the differential status of a position at any time.

Time Recording

Shift differential must be recorded according to University payroll procedures. Forms must be submitted within five work days after the end of the pay period in which the eligible hours were worked. All evening and night hours that are scheduled, worked and recorded must be approved by the immediate supervisor.

Responsibility

Human Resources is responsible for designating which positions are eligible for differential pay; the departments may not make this designation. Supervisors are responsible for administering differential pay in proper and timely manner. Human Resources will assist supervisors and departments with this task.

Resource

Contact Human Resources if you have questions about this policy or if would like more information.


Policy Approved: October 23, 1998
Last Updated: October 28, 1998

Maintainer: Human Resources

509. Overtime Pay

Statement

The University compensates staff employees in accordance with University policy as well as applicable California wage and hour laws and the federal Fair Labor Standards Act (“FLSA”), as may be amended from time to time.

Consistent with California wage and hour laws and the federal Fair Labor Standards Act, non-exempt employees at the University are entitled to overtime pay. The University’s overtime policy is also applicable to non-exempt temporary and/or special assignment employees.

Hours of Work

Each department of the University establishes the normal work days and work shifts for positions within the department. The standard work week begins at 8:00 am on Monday and ends at 5:00 pm on Friday. For purposes of calculating pay and overtime the workweek consists of seven consecutive 24 hour periods beginning at 12:00 am Sunday and ending 11:59 pm Saturday; therefore, Saturday is the 7th day of the workweek. Employees should be advised of their normal work days and work shifts before they are hired; however, department heads may change the established work day or shift according to the business needs of the department.

Overtime Rate

Non-exempt employees are paid time and one-half their regular rate of pay for:

Non-exempt employees are paid double their regular rate of pay for:

Approval of Overtime

The supervisor must approve all overtime in advance of the hours actually being worked. An employee may request overtime in order to complete an assignment; however, the supervisor is not obligated to grant the overtime request.

An employee who works overtime without the prior approval of his or her supervisor is in violation of this policy and may be disciplined. Nonetheless, when an employee works overtime, even without the approval of the supervisor, overtime must be recorded on his or her time sheet and paid in accordance with applicable law.

Computation

For the purpose of computing whether more than forty (40) hours in a week or eight (8) hours in a day are worked, the University counts only those hours actually worked and excludes any leave, whether paid or unpaid.

Additionally, where the hours are worked in more than one position and/or department of the University, the highest hourly rate will be used to calculate and pay overtime.

Mandatory Overtime

When overtime needs arise in a department, a supervisor may require overtime of employees. It is expected that employees work overtime as requested. The supervisor should make every effort to notify employees in advance concerning the date and amount of overtime hours required.

Exempt Employees

All employees performing duties classified as exempt are not covered by California’s wage and hour laws and/or the FLSA and, therefore, by definition, are not entitled to overtime pay. Depending on the requirements of the position, additional work time may be necessary beyond the normal schedule. It is expected that exempt staff will work as needed to accomplish the goals and duties of the position.

Make-Up Time

The University allows non-exempt employees to use makeup time when they need time off to tend to personal obligations. Employees may take time off and then make up the time later in the same workweek, or may work extra hours earlier in the workweek to make up for time that will be taken off later in the same workweek.

All makeup time must be worked in the same workweek as the time taken off. Additionally, employees may not work more than 11 hours in a day or 40 hours in a workweek as a result of making up time that was or would be lost due to a personal obligation. Makeup time worked will not be paid at an overtime rate.

An employee must submit a written request for makeup time to his or her supervisor. Requests for make-up time must be made at least 24 hours in advance of the requested time off or working the make-up time, whichever is sooner.

Requests will be considered based on the legitimate business needs of the department at the time the request is submitted. A separate written request is required for each occasion that an employee requests makeup time. Makeup time requests must be pre-approved in writing before the requested time off is taken or the makeup time is worked, whichever is sooner.

If the time off is taken and an employee is later unable to work the scheduled makeup time for any reason, the hours missed will normally be unpaid. However, supervisors may arrange another day to make up the time if possible, based on scheduling needs. Additionally, if makeup time is worked in advance of time planned to be taken off, the employee must take that time off, even if it the time off is no longer needed for any reason.

An employee's use of makeup time is completely voluntary. The University does not encourage, discourage, or solicit the use of makeup time.

Call-Back Time

Call-back time occurs when a nonexempt employee responds to an emergency call and returns to work outside his/her normal working hours without advance notice. Call-back time is paid the same as regular hours worked. The regular or agreed wage for this period, as well as applicable overtime, must be paid.

The minimum compensation for "call-back" time is two hours pay. Compensation for call-back time includes the actual time spent traveling to and from the call-back duty.

On-Call or Standby Time

Non-exempt employees who are away from work but are required to stay at home or “on-call” (also known as “standby”) status may be eligible for pay for the hours spent “on-call” or on standby status. However, “on-call” time is not compensable if the employee can use the time spent on-call primarily for his/her own benefit.

In determining whether on-call time is work time, the University considers:

Please contact the Department of Human Resources for consultation regarding whether on-call or standby time constitutes “work time” for which compensation is owed.

Carrying a pager or similar electronic device normally does not constitute hours worked, provided the employee is free to come and go as he or she pleases.

Responsibility & Resource

Each department head is responsible for assuring compliance with this policy. Each employee is responsible for appropriately and accurately recording all hours worked on his/her timesheet, working overtime when required and for obtaining supervisory approval in advance of working requested overtime. Supervisors are responsible for scheduling and assuring that employees properly record all regular and overtime hours. For more information please refer to the Guidelines for Managing Overtime and Related Scheduling.

Cross-reference to Staff Policy 203: Employment Categories


Policy Approved: May 26, 2009
Last Updated: June 5, 2009

Maintainer: Human Resources

© 2014 Santa Clara University | Contact Us
500 El Camino Real Santa Clara, California 95053-0850 | (408) 554-4392