Human Resources

Appendix E - University Compensation Policy

Revised: 6/8/2020

The general objectives of this compensation plan are to promote pay equity between University employees not covered by negotiated or prevailing rates and others employed in or for the State, insure the orderly advancement of individual employees within the pay ranges approved for their positions, minimize the opportunity for arbitrary pay treatment, and utilize progressive pay practices employed in both governmental and private industry. All policies and procedures set forth in this compensation plan are subject to the Statutes and Rules of the State Universities Civil Service System of Illinois and the Board of Trustees of Western Illinois University Policies and Procedures governing Civil Service employees.

The level of compensation paid to University employees will be comparable to salaries paid for work of similar character by other employers defined as a Compensation Comparability Base located within each Regional Compensation Area designated for each job classification and adjusted to maintain internal equity based upon position classification factors. Employees are subject to rates within each salary range for each job classification. The rates (a) provide for an orderly progression and (b) recognize years of service and performance. This plan further recognizes the need for additional monetary reward to the employee where increased value to the University has been gained through experience on the job, and/or job related education. The Office of Human Resources will be responsible for reviewing salary ranges for all job classifications at the University by comparing them with defined published salary surveys, existing labor market, and economic factors, comparable Civil Service Systems in the State of Illinois, and the other state universities in Illinois for each job classification. Additional reviews may be requested by either the Director of Human Resources or the Civil Service Employees Council (CSEC) when warranted.

Expediting the personnel and administrative decision process is recognized as an important factor to provide the University with incentives to recruit, retain, and motivate an adequate staff of competent, well-qualified employees. The plan is designed to provide the operational units of the University and all employees with clear and consistent policy, and procedural explanations to effect and maintain equitable treatment of all employees throughout the University.

The Director of Human Resources, in consultation with the Associate Vice President for Budget and Finance, shall issue rules and procedures and take other actions as needed to carry out this policy.

Section I. Authorities and Responsibilities

It shall be the responsibility of the Director of Human Resources to render interpretations of this pay plan. It shall be the responsibility of the head of each employing department to furnish to the Director such information as may be required in the administration of this pay plan.

All status, open range, non-administrative employees or those otherwise included by the Director of Human Resources shall be paid a salary in conformance with this pay plan. Increases, decreases or adjustments in base salary following the effective date of this pay plan shall be made only in accordance with the provisions of this pay plan, subject to the approval of the State Universities Civil Service System.

This plan recognizes the need for an Appeal System for circumstances that develop beyond the scope of the Compensation Plan for individuals. Employees may file written appeals with the Associate Vice President for Budget and Finance, or designee. These appeals must be filed within 30 days of any such act of omission or commission. The decision of the Associate Vice President, or designee, must not violate any present policy, procedure, or regulation which has been established by the Board of Trustees of Western Illinois University or the University; they may, however, recommend that present policy be revised.

Section II. Administration of Range Structure

  1. Annual increases, when available, are typically implemented sometime after July 1, dependent upon the exact date the appropriations bill is signed by the Legislature and salary recommendations are approved by the administration at Western. However, the effective date for annual increases shall normally be July 1 of each year. The annual increase will vary according to appropriations received.
  2. Starting Salary
    1. The starting rate shall be the base salary in the class except as provided for below. (Individuals reemployed less than one year after termination, refer to Section II J.1.a.)
    2. Starting salary adjustments will be granted commensurate with the applicant’s qualifications and related experience and will be in proper relation to similarly situated employees in the same classification. Determinations shall take into consideration the applicant’s prior experience, education and other qualifications directly related to the position to ensure internal equity based on the following provisions:
      1. Any relevant experience gained at any employer prior to the offer date shall be considered for the basis of a starting salary adjustment. The definition of relevant shall be: experience in a directly related position which has been gained in an equal or higher level position than the new position.
      2. The interpretation of these provisions is made by Human Resources.
      3. Only experience in excess of the minimum qualifications may be considered.
      4. Relevant advanced education may also be considered; however, the total equivalent full time education (in months) will be divided in half.
      5. Prior to implementation of the starting salary adjustment, Human Resources will evaluate and verify all eligible previous experience and education. Assuming the results of the verification are positive, Human Resources, in consultation with the hiring department, may offer the higher starting salary at the time of the applicant’s selection to a status appointment.
      6. The maximum adjustment new employees may receive is ten percent (10%). Exceptions will be made only with the approval of the Associate Vice President for Budget and Finance, or designee.
  3. Annual Increase Implementation
    1. Delay of Increase: The employing department may withhold from the marginal or unsatisfactory employee a salary increase by advising the Director of Human Resources in writing that the employee's performance is below an acceptable level of performance. The employee shall be notified by his immediate supervisor that the satisfactory performance increase will not be granted as a result of unsatisfactory performance.
    2. An annual increase, which has previously been delayed, may be restored at such time as performance is of a satisfactory nature after a period of ninety (90) days from the effective date for such annual increases. When an employee's salary approaches the maximum of the salary range for their classification, the following provisions shall apply:
      1. A job audit may be conducted, if requested, when an employee's salary reaches step 18 to ascertain whether or not the position is correctly classified.
      2. If the position is determined to be correctly classified, subsequent annual increases shall equate to the annual increases for other employees. The provisions of Section 3 below shall also apply.
    3. When factors are in evidence and funds are available to justify a higher salary range for a classification, all employees in the class may be adjusted to the new dollar value. If an employee's present salary exceeds the range maximum and a higher salary range is assigned to their classification that does not exceed their salary, there shall be no adjustment in their salary because of the range change.
  4. Effect of Promotion
    1. Promotion to a classification assigned to a higher pay grade than that of the employee's present classification, either through assignment to a position in another class or through reclassification or reallocation of the employee's present position, shall result in an increased rate of pay equal to ten percent (10%) or to the minimum of the new salary range, whichever is higher.
  5. Effect of Demotions
    1. When an employee is demoted to a position with lower pay and the employee has previously served in the lower class, the employee's pay reverts back to their former pay in the lower class plus any raises (annual, range, merit, etc.) that the person would have received by remaining in the former class.
    2. When an employee is demoted to a position with lower pay and the employee has never served in the lower class, the employee's pay reverts to the same numerical step, or equivalent, and its dollar value, as the employee held in the former range.
    3. A salary change due to a demotion shall not affect an employee's eligibility for the annual increase.
  6. Effect of Transfers
    1. A transfer, effected at the request of the employee, to a classification assigned to a lower pay grade, will result in assignment to the same numerical step, and its dollar value, as the employee held in the former range.
    2. A transfer effected at the request of the employee, to a classification assigned to a lower pay grade and the employee has previously served in the lower class, the employee's pay reverts back to their former pay in the lower class plus any raises (annual, range, merit, etc.) that the person would have received had he/she remained in the former class.
    3. A transfer effected at the request of the employee, to a classification assigned to the same pay grade, will exclude the employee from eligibility for a starting salary adjustment under the provisions of Section II.B.
    4. A salary change effected by a transfer shall not affect an employee's eligibility for the annual increase.
  7. Effect of Moving to an Open Range Classification from an Established Rate, Negotiated or Prevailing Rate Classification
    1. When an employee in an Established Rate, Negotiated or Prevailing Rate classification moves to a position in an Open Range classification, the following procedures shall be followed:
      1. Status employees with a minimum of sixty months of continuous service at Western in a status position may begin at five percent above base salary.
      2. Status employees with more than sixty months of continuous service at Western may receive one percent for each additional twelve months of service.
      3. A maximum of ten percent (10%) may be received.
    2. The following provisions apply to a, b, and c above:
      1. The interpretation of these provisions is made by Human Resources, with exceptions approved by the Director of Human Resources based on other salary related inequities.
      2. The increase will be implemented automatically unless the employing supervisor submits a written recommendation to Human Resources at the time of hire that the increase be denied. Appropriate reasons for such denial may include negative impact on departmental morale or other salary related inequities.
    3. An employee receiving an adjusted salary under this provision will not be eligible to receive a starting salary adjustment under provision II.B.
  8. Effect of Bumping Due to Layoff
    1. When an employee is bumped to a position with lower pay and the employee has previously served in the lower class, the employee's pay reverts back to his/her former pay in the lower class plus any raises (annual, range, etc.) that the person would have received by remaining in the former class.
    2. When an employee is bumped to a position with lower pay and the employee has never served in the lower class, the employee's pay reverts to the same numerical step or equivalent, and its dollar value as the employee held in the former range.
    3. A salary change due to bumping shall not affect an employee's eligibility for the annual increase.
  9. Effect of Leaves of Absence or Layoff
    1. When an employee returns from a leave of absence or layoff, his/her former salary shall be reinstated plus any increases that would have been available since that time.
  10. Effect of Re-employment After Termination
    1. Should an employee terminate employment from the University and subsequently be reemployed within the same classification, the following rules shall apply:
      1. If re-employment occurs within one (1) year of termination, the former employee will be re-employed at the same rate held on date of termination unless credit for previous service results in a higher salary under the provisions of Section II B. Annual increases distributed after re-employment shall be administered as if there has been no break in employment.
      2. If re employment occurs more than one (1) year after termination, the starting rate shall be at Step 1 of the range.
    2. Should an employee terminate employment from the University and subsequently be reemployed in a different classification, the following rules shall apply:
      1. If re-employment occurs within one (1) year of termination, the employee will be re-employed at the rate held on the date of termination plus or minus the percentage difference between the pay grades of the two classifications. Annual increases distributed after re employment shall be administered as if there had been no break in employment.
      2. If re-employment occurs more than one (1) year after termination, the starting rate shall be at Step 1 of the range.
  11. Permanent Salary Adjustments
    1. Permanent salary adjustments can be made on the basis of market or equity adjustment or retention offers. Before a salary adjustment is applied, a review shall be performed considering such factors as statewide or regional labor market conditions, internal and/or external pay grade relationships and/or key areas of responsibility.
    2. The following considerations may be used in determining the appropriateness and amount of increase for a salary adjustment:
      1. Permanent significant change in responsibilities of the position that does not require a reclassification or reallocation
      2. Individual position responsibilities in relation to the job classification
      3. Individual responsibilities in relation to the responsibilities of others in the same classification and budget unit
      4. Relationship of the individual salary to the relevant market range and median zone
      5. Salaries of others in the same level within the unit in relation to the same market range and median zone
      6. Salaries of others in the same unit in different classifications and pay levels and their relationship to their different market ranges and median zones
      7. Salary increases for others that change any existing salary relationships
      8. Change in scope and complexity of key areas of responsibility and/or competencies
      9. Introduction of new key areas of responsibility from different classifications
      10. Scope and complexity of new key areas of responsibility
      11. To retain highly skilled and marketable employees who have received an offer or who are being actively recruited by other institutions, or where there is compelling evidence that a preemptive action is necessary to prevent the loss of a valued employee, and who in the judgement of management has exceptional potential for future contributions to the University.
        1. Retention offers shall take into consideration the external market for the employee’s current position, the impact on internal equity, and the employee’s performance.
    3. Salary adjustments can be initiated by Human Resources or at the request of the department.
    4. Justification for salary adjustments on the basis of market or equity requested by the department must include a narrative of the change in duties or relationship of the position to internal or external salary data.
      1. Relevant market range and median zone data and/or external or internal offers of employment will be confirmed by Human Resources.
      2. The justification and salary data will be reviewed by the Office of Equal Opportunity and Access for consistent application of the policy.
  12. Temporary Salary Increases
    1. Certain circumstances may dictate the need to provide employees with additional compensation for limited periods of time. Departments may work in conjunction with Human Resources to structure pay increases of limited duration for the following situations:
      1. Project-based pay increases may be awarded to employees who are assigned a long-term project that significantly adds to their job duties and responsibilities for a discrete period of time. Such increases may be given in increments tied to project milestones or as a lump-sum bonus at the project’s completion.
      2. Temporary pay adjustments may be provided to an employee who assumes the duties and responsibilities for another position in whole or in part for a specified period of time.
      3. Temporary upgrades will be provided when an employee assumes the duties and responsibilities of another classification on a temporary basis. The employee must be on the active register for the higher classification, if such a register exists. If the relevant register does not exist, the employee must meet the minimum required qualifications for the classification to which assignment is being made. The employee shall receive the starting rate of the upgraded classification or a ten percent (10% increase), whichever is greater.

Civil Service Handbook

Appendices

Other Links