Salary & Wage Administration
- 4.1 Position and job evaluation
- 4.2 Job grades
- 4.3 Graduate degrees
- 4.4 Starting range for new employees
- 4.5 Promotion
- 4.6 Payday
- 4.7 Payroll deductions
Houghton College strives to compensate its staff and administrators in an equitable manner. Therefore, we use a quantitative point factor technique, in conjunction with external compensation surveys, to determine appropriate compensation. In order to ensure internal equity, a job description is evaluated in relation to other jobs within the institution. In this context job evaluation is concerned with job requirements, not the qualifications of the employee in the job. The end result is job ranking, with the more complex, responsible and skilled jobs grouped at the higher end of the scale and the less complex and lower skilled jobs at the lower end.
The point factor plan utilizes clearly-defined, job-related factors which are assigned numerical values or degrees. Each job is considered separately and evaluated according to the job description.
The following 10 factors are taken into consideration when evaluating positions:
1. EDUCATION OR BASIC KNOWLEDGE - the minimum level of mental development, gained through either formal or equivalent education, necessary to prepare an individual for the position.
2. EXPERIENCE AND TRAINING - experience and on-the-job learning time required for an individual having the specified educational background to satisfactorily execute the responsibilities which are assigned to the position.
3. MENTAL EFFORT - the extent and continuity of mental concentration associated with the position. Consideration is given to the intensity and duration of mental attention or concentration, the requirement for creative thinking, and the presence of deadlines
4. COMPLEXITY OF DUTIES - the complexity of duties of the position in terms of ingenuity, judgment, and latitude for independent action.
5. CONTACTS - the responsibility associated with the position for working with and through other individuals. Consideration is given to the frequency and relative significance of the contacts with others.
6. SUPERVISION RECEIVED/GIVEN - the degree to which the immediate supervisor outlines the methods to be followed or the results to be attained, checks the progress of work or handles exceptional cases. Consideration as to the proximity, extent, and closeness of supervision. Considers the extent and magnitude of supervision of other staff and student workers.
7. MEETING DEADLINES - the frequency and importance of meeting deadlines. Missed deadlines have varying degrees of impact on a function or organization.
8. USE OF EQUIPMENT OR MACHINERY - the degree of training and proficiency required when equipment is necessary to perform job duties.
9. WORKING CONDITIONS - the surroundings and physical conditions under which the work must be performed and the extent to which these conditions make the position disagreeable or hazardous.
10. CONFIDENTIALITY AND INTEGRITY - the degree of confidential information exposed to the individual and the requirement for keeping the information confidential. The level of information in terms of adverse impact on the institution if it should be divulged is the prime consideration in evaluating the confidentiality required.
When the point factoring is completed, the points are added together to arrive at a total to determine the appropriate job grade.
Job evaluations are generally performed only when a new job is developed or a current job description is changed. Part-time jobs are pointed only when necessary to arrive at a new pay rate where a comparable job is not known.
Job grades will not change unless they are reappraised because of major changes in job descriptions. Supervisors desiring to make major changes in a job description which may require a re-classification of the position must secure permission from either their department manager or division administrator and the Executive Director of Human Resources.
The job evaluation with the recommended job grade will be submitted to the administration for final approval.
There are 13 job grades established for full-time staff level positions and six (6) grades established for administrative positions. The higher the grade, the higher the wage range for the grade. Each grade is broken down into quartiles.
Administrative employees who have earned graduate degrees will be compensated on a scale system slightly higher than employees in similar positions without graduate degrees.
Those employees possessing the minimum qualifications of a particular grade should be placed in the first quartile. Those employees possessing more than the minimum qualifications of a particular grade may be compensated, at the discretion of the Executive Director of Human Resources, in a higher quartile.
Any promotion resulting in a one or two grade jump should be accompanied by at least a five percent salary increase. A minimum promotional increase of 10 percent should be awarded for a jump of three grades or more.
Payroll is handled on a direct deposit system to any financial institution which is a member of the Automated Clearing House. Direct deposit is a confidential, electronic means of transferring your pay directly to your bank account. Employees will receive a pay stub each payday through intra-campus mail.
Employees are paid bi-weekly. If any of these dates fall on a weekend or holiday, payday will be on the last preceding bank day. The period covers the dates shown on the pay information slip.
The college is required by federal and state law to make payroll deductions for income tax purposes. These deductions are made on the basis of the number of dependents you declared when you came to work for the college or on updated information you may have given the college since that date.
It is suggested that you contact the Payroll Administrator when you have a change in family status to ascertain what affect it may have on your exemptions.
Deductions may include: Social Security (FICA), federal withholding, and state withholding. Other deductions may be made if approved by the Executive Director of Human Resources. For example: deductions requested by the employee in writing and deductions required by an official order of the court.