Policy Number: III-19
Last Reviewed: August 19, 2024
Responsible Dept.: Human Resources
Office to contact for clarifications: Human Resources
A signed copy of this policy is available in the President’s Office.
Purpose:
In accordance with the Department of Human Resources Management (DHRM) and the Virginia Community College System (VCCS), Virginia Western Community College (VWCC) adopts the following Salary Administration Plan. This plan specifies how VWCC will manage the job evaluation, compensation, and performance management components of the Commonwealth’s Compensation Management System. The Salary Administration Plan serves as the foundation for ensuring consistent application of pay administration decisions and alleviating employee disputes.
The effective date for this plan is July 1, 2020. The VWCC Salary Administration Plan is in effect until the college decides to make a revision based on changing organizational needs; the plan is updated as part of the DHRM, VCCS, or VWCC strategic planning process; or the plan must be revised to comport with legislation approved by the General Assembly, which may impact parts of the plan.
Definitions:
Competitive – The action of an employee applying for a position, interviewing, and being selected for a new position.
Competitive Salary Offer – The ability for the college to offer a base pay increase to retain an employee when the employee is offered a job outside of the college or a Commonwealth of Virginia State government agency.
Disciplinary or Performance Related Salary Action – Removal of duties or movement to a different role in a lower pay band. A 5% reduction in base pay is required.
In-band Adjustment – Base pay action when there has been at least one of the following: 1.) A change in duties, 2.) An application of new knowledge/skill/abilities from education, certification, licensure, etc.; 3.) retention efforts, or 4.) internal alignment.
Promotion – Movement to a different role in a higher pay band. A promotion is competitive.
Reassignment within the Pay Band – Based on college staffing or operational needs, the movement to a different role in the same pay band.
Role Change – There are three types of role changes: 1.) Upward to a higher pay band in a different role, 2.) downward to a lower pay band in a different role, or 3.) lateral to a different role in the same pay band.
Starting Pay – Base pay for new or rehires at the time of employment.
Temporary Pay – Assuming new duties and responsibilities on a temporary basis requiring a different role in a higher pay band or same or different role in the same pay band.
Voluntary Demotion – Movement to a different role with a lower pay band. Movement can be competitive or non-competitive.
Voluntary Transfer – Movement within same role or to a different role in the same pay band. Movement can be competitive or non-competitive.
Policy:
The Commonwealth’s compensation philosophy is to pay employees in a manner sufficient to support and develop a high-performance workforce that provides quality service in a fiscally responsible manner to the citizens of Virginia.
The mission of the Virginia Community College System is to give everyone the opportunity to learn and develop the right skills so lives and communities are strengthened.
The Virginia Community College System (VCCS) and Virginia Western Community College will properly compensate its workforce to develop and retain high-performing individuals. VWCC will use compensation management as an instrument to support the accomplishment of our mission and goals. At the same time, we will practice responsible fiscal stewardship for the citizens of the Commonwealth.
Our compensation goals align with the Commonwealth’s:
- Retain qualified leaders and team members.
- Attract qualified talent.
- Motivate the workforce by rewarding sustained performance and exceptional contributions.
- Support leaders in realizing organizational objectives.
Underlying this philosophy are the following principles:
- To establish a base pay that is competitive with the labor market.
- To encourage employees to embrace a culture where results/outcomes are more important than entitlements (i.e., seniority, hierarchy or expectation of additional pay for changing responsibilities).
- To provide salary increases that focus on employees gaining demonstrable skills and competencies that are critical to the accomplishment of the college and/or work unit missions.
- To focus on the value of total compensation, which includes salary and non-salary benefits such as healthcare, retirement, life insurance, disability insurance, annual and sick leave.
VWCC will administer its compensation program in a manner consistent with the mission, goals, and business objectives of the VCCS and the college. The VWCC Salary Administration Plan will:
- Assure that comparable jobs are valued with similar methodology and assigned to the same role.
- Promote employee focus on college and work unit missions and outcomes.
- Be market responsive and fiscally responsible.
- Be administratively efficient and responsive to organizational changes.
- Be easily understood and communicated.
Identify Recruitment Markets and Level of Market Competitiveness
VWCC will identify the necessary recruitment markets within already established guidelines.
All classified positions will be advertised in the Recruit Management System (RMS) and local, regional and state sources as necessary. For EEO/AA purposes, additional advertisement may be required based upon the specific position.
Internal Considerations
VWCC will consider a number of factors when developing and refining our Salary Administration Philosophy. The factors we have looked at to date include the following:
- Business need(s).
- Budget implications.
- Overall college performance.
- Long-term fiscal impact.
- Total compensation package.
- Salary reference data (both locally and nationally)
- Market availability.
- Current salary structure, practices, and policies.
- Position’s duties and responsibilities.
- Employee’s work experience and education.
- Employee’s knowledge, skills, abilities, and competencies, and,
- Training, certification and licensure processes.
Based upon the VCCS plan and delegated authority, VWCC will exercise flexibility in examining exceptional cases. The college’s delegated authority agreement from the VCCS spells out the relationship between the system office and VWCC. The VCCS allows for base pay increases for those who apply new skills or competencies that are deemed critical to the accomplishments of a given unit or to the accomplishment of the college’s mission. For individuals who attain professional certifications, licenses, or degrees directly related to their role at the college, we will support bonus payments as financially feasible.
VWCC will utilize a number of compensation management tools to reward high performance and to encourage and foster a collaborative work environment. It is our intention to provide managers with the proper tools to allow flexibility in making pay decisions through a shared ownership with VWCC human resources professionals. Pay actions may occur only if our agency has sufficient funding to cover the increased salary costs. We will monitor this process closely through the president and the vice presidents.
Finally, VWCC will monitor and modify its policies, practices and procedures to make certain that we are in compliance with any modifications that may arise from DHRM, VCCS, or through General Assembly action.
Funding Considerations
The Appropriation Act, subject to change, details the funding of salary increases including promotions, reallocations and in-band adjustments and is as follows:
- Except as otherwise provided for in this subdivision, increases in the level of compensation for any job role contained in the compensation and classification plans approved by the Governor shall be effective beginning with the first pay period, defined as the pay period from June 25 through July 9, of the fiscal year if: (1) the agency certifies to the Secretary of Finance that funds are available within the agency’s appropriation to cover the cost of the increase for the remainder of the current biennium and presents a plan for covering the costs next biennium and the Secretary concurs, or (2) such funds are appropriated by the General Assembly. If at any time the Secretary of Administration shall certify that such change in the level of compensation for a job role is of an emergency nature and the Secretary of Finance shall certify that funds are available to cover the cost of the increase for the remainder of the biennium within the agency’s appropriation, such change in compensation may be effective on a date agreed upon by these two Secretaries. The Secretary of Administration shall provide a monthly report of all such emergency changes in accordance with § 4-8.00, Reporting Requirements.
- Salary adjustments for any employee through a promotion, reallocation, or in-range adjustment shall occur only if: (1) the agency has sufficient funds within its appropriation to cover the cost of the salary adjustment for the remainder of the current biennium or (2) such funds are appropriated by the General Assembly.
VWCC and the VCCS will continue to review and comply with The Appropriation Act dealing with funding of salary increases including promotions, reallocations and in-band adjustments. We are mindful of the fact that increases in the level of compensation for any job role contained in the compensation and classification plans approved by the Governor shall be effective beginning with the first pay period, defined as the pay period from June 25 through July 9, of the fiscal year. We will certify to the VCCS, and thusly the Secretary of Finance (and the Secretary of Education) that funds are available within the college’s budget to cover the cost of the increase. Likewise, VWCC will only allow salary adjustments for any employee through a promotion, reallocation, or in-range adjustment only if: (1) we have sufficient funds within our appropriation to cover the cost of the salary adjustment for the remainder of the current biennium, or if, such funds are appropriated by the General Assembly.
Other Agency Policies
We will periodically review all of our existing policies, practices, and information systems requirements to determine if revisions and adjustments need to be made in order to ensure that the policies are current with the Compensation Management System. This will be an on-going review and all levels of management will be involved, including, the college president, the vice presidents, department managers, and the VWCC Human Resources Office.
Responsibilities
The following is an outline of the types of actions for which each level within VWCC will be responsible/accountable in order to administer the Compensation Management System.
Administration
(President’s executive team inclusive of all vice presidents, associate vice presidents, and those deemed appropriate by the college president.)
As the VWCC senior administrators, this level will oversee the Salary Administration Plan by:
- Establishing a plan and designating levels of approval authority.
- Establish strategic planning for the VWCC classified compensation program.
- Establish a compensation policy for classified employees.
- Reviewing college-wide financial implications of classified compensation practices.
- Monitoring compliance with rules and regulations of the classified compensation program.
- Evaluating the program and its impact on classified employees.
- Conducting an annual assessment of VWCC Classified Salary Administration Plan.
President
As the chancellor’s senior administrator at the college, this individual will oversee the Salary Administration Plan by:
- Complying with the plan and designating levels of approval authority.
- Holding the Vice President of Financial and Administrative Services, the Human Resources Office, departments and managers accountable for salary decisions and proper application of the Salary Administration Plan.
- Assessing overall priority of potential pay issues for the college.
- Overseeing compliance with rules and regulations of the classified compensation program.
- Reviewing EEO impact of salary decisions, role allocations, and other decisions impacting pay or potential pay.
- Reviewing summary reports regarding pay decisions to ensure compliance with program guidelines.
- Reporting on the impact of the compensation program.
Vice Presidents
This administrative position will:
- Be held accountable for insuring that funds are available for salary decisions and proper application of the Salary Administration Plan in their respective areas.
- Propose various methods for funding various pay practices set forth in the Salary Administration Plan each fiscal year and report such to the President’s Cabinet for review and approval.
- Insure consistent application of policies within their functional areas and correct problems.
Department Head/Dean/Director/Manager/First-Line Supervisor
This administrative level may do the following:
- Encourage and coach employee career development.
- Provide feedback to employee on performance.
- Recommend pay actions to upper management.
- Comply with rules and regulations of the compensation program.
- Gather information to support the pay action, including:
- Salary requested;
- source of funding;
- total percent of previous increases during the fiscal year; and,
- justification for percentage pay action requested using the pay determination factors.
VWCC Human Resources Office
The Associate Vice President of Human Resources, or their designee, will work in conjunction with the system office Human Resource Office staff. VWCC Human Resources Office staff will assist college administration and employees in implementing the VCCS and VWCC Salary Administration Plans and Classified Compensation Management System by:
- Providing managers and employees with information on the Compensation Management System.
- Conducting training on classified compensation and the Salary Administration Plan for managers and employees.
- Partnering with managers and providing consultation on pay actions.
- Providing current and new employees with information on the classified compensation plan and the VWCC Salary Administration Plan.
- Providing tools and resources to manage compensation flexibility.
- Maintaining documentation of all actions and developing reports regarding pay decisions.
- Complying with rules and regulations of the classified compensation program.
- Reporting and reviewing EEO impact of pay decisions, role allocations, and other decisions impacting pay or potential pay.
- Ensuring communication of information concerning the classified compensation program and the VCCS and VWCC Salary Administration Plans to supervisors and employees.
- Assessing salary priorities and departmental needs in developing and acting on pay practices.
- Complying with rules and regulations of the classified compensation program.
- Assuring that pay actions can be supported by adequate funding.
- Approving pay actions when appropriate.
- Responding to employee appeals.
- Reviewing reports regarding pay decisions.
Employee
All VWCC employees will:
- Support self-development and application of new skills, competencies and managing career development.
- Stay informed about classified compensation program and the VCCS and VWCC Salary Administration Plans.
- Attend applicable training and informational workshops.
The chart below outlines some suggested options for identifying responsibilities within the organization and should not be perceived to be an exhaustive listing of all possibilities.
| Responsibility (Examples) | Administration | Fiscal/Budget | Compensation | Manager | First-Line Supervisor | Employee | Human Resources |
|---|---|---|---|---|---|---|---|
| Establish college Salary Administration philosophy | X | X | X | ||||
| Establish college salary administration policies | X | X | |||||
| Self development and application of new skills, competencies | X | X | X | ||||
| Respond to employee appeals | X | X | X | X | |||
| Provide for program evaluation | X | X | X | X | X | ||
| Collect data and provide reports | X | X | X | ||||
| Review EEO impact of salary decisions, role allocations, and other decisions impacting pay or potential pay | X | X | |||||
| Stay informed about compensation program | X | X | X | X | X | X | |
| Provide employees information on new compensation plan | X | X | X | X | |||
| Provide training to managers and employees | X | X | |||||
| Develop a list of compensation priorities for the college | X | X | X | ||||
| Assess salary priorities and departmental needs in developing and acting on pay practices | X | X | X | X | |||
| Establish and allocate positions into proper role | X | ||||||
| Determine responsibility for assigning work titles | X | X | |||||
| Information gathering/support for increase: — Percentage increase requested — Source of funding — Total percent of previous increases during current fiscal year — Address any internal alignment issues in department — Justification for percentage increase requested addressing: * Agency Business Need * Duties and Responsibilities * Performance * Work Experience and Education * Knowledge, Skills, Abilities and Competencies * Training, Certification and License * Internal Salary Alignment * Market Availability * Salary Reference Data * Total Compensation * Budget Implications * Long Term Impact * Current Salary (for demotions and downward role changes) | X | X | X | ||||
| Recommend pay actions | X | X | |||||
| Approve pay actions | X | X | |||||
| Negotiate salaries with applicants and employees | X | X | |||||
| Negotiate within employee initiated pay practices | X | X | |||||
| Review use of pay practices | X | X | |||||
| Establish readiness criteria for decentralization within the agency | X | X | |||||
| Identify what functions and pay decisions will be decentralized | X | X | |||||
| Provide feedback to employee on performance evaluation | X | X | |||||
| Employee’s current performance rating | X | X | |||||
| Encourage and coach employee career development | X | X | X | X | |||
| Seek career development opportunities | X | X | X | X | X |
Recruitment and Selection Process
VWCC’s recruitment markets will be primarily within the state. For faculty positions and hard-to-fill positions, especially those requiring high levels of specialized expertise, VWCC will recruit nationally, advertising in a variety of sources such as general online job boards, higher education-specific job boards, as well as professional journals and specialized online job sites. VWCC is committed to offering total compensation packages that are sufficiently competitive to attract and retain qualified and talented people for all positions. For critical positions with significant recruitment and retention challenges, VWCC may offer appropriate recruitment and retention incentive options as allowed by the Compensation Management system and contingent upon availability of funds.
In the area of recruitment, the college will advertise using the role title and appropriate pay band. Working title will be optional. The hiring range will be established by Human Resources prior to posting the position and after conducting a salary analysis of the position being recruited. The hiring range may be more open-ended (e.g., commensurate with qualifications) to allow flexibility if circumstances dictate. Some positions may be posted as “open until filled” if difficult to fill and/or deemed appropriate based on operational needs. Employee work profiles (EWP) are used as the base document for determining appropriate advertisement.
New hire starting pay determinations will be centralized in the Human Resources Office. Hiring managers and vice presidents may be consulted. Human Resources is responsible for documenting the pay factors used for determining the starting pay.
When a position becomes vacant, the opportunity exists to reassess staffing needs. Before making an immediate decision to replace staff, supervisors should examine the existing workforce carefully and consider whether it is possible to rearrange existing staff and/or work responsibilities and processes to better achieve organizational objectives. The supervisor may want to redefine the vacant position by modifying the employee work profile. If the scope of the position changes significantly (i.e., reporting relationship, role within the organization, job duties, qualification requirements, etc.) the revised employee work profile would be submitted to Human Resources via the Position Analysis Request process to examine the position classification.
Performance Management Process
Performance management is the ongoing process of planning, discussing, coaching and evaluating for improved performance. VWCC requires annual evaluation of all classified employees’ performance directly related to the EWP and performance plan. In addition, during the course of the performance cycle, supervisors are encouraged to periodically discuss performance with employees and utilize the Interim Evaluation form as a tool. Supervisors also may issue Acknowledgement of Extraordinary Contribution forms or Improvement Needed/Substandard Performance forms to employee for addressing issues at any time. Reviewers play a vital role in performance management to ensure consistency. Performance management involves the Performance Planning and Evaluation Policy, Standards of Conduct, Employee Recognition Policy, and other related policies to provide opportunities for employees and influence employee performance. The Human Resources Department provides the general direction and oversight for performance management.
Pay Practice Process
All administration of pay practices will be centralized and approved by the Associate Vice President of Human Resources, with general oversight by the VCCS System Office Human Resources. The level of delegated authority to the VWCC will be addressed in the individual college’s delegated agreement between the chancellor and the college president. VWCC is aware that pay actions may occur only if the agency has sufficient funding to cover the increased salary costs for the remainder of the current budget year and future years.
In determining salaries, college management MUST take the following pay determination factors into consideration:
- Agency Business Need
- Duties and Responsibilities
- Performance
- Work Experience and Education
- Knowledge, Skills, Abilities and Competencies
- Training, Certification and License
- Internal Salary Alignment
- Market Availability
- Salary Reference Data
- Total Compensation
- Budget Implications
- Long Term Impact
- Current Salary (only related to demotions and downward role changes)
The VWCC Human Resources Office will collect data to monitor and analyze compensation trends to ensure no disparate impact occurs. If trends indicate a potential disparate impact, then the VWCC Human Resources Office will assertively address the issue to correct the negative impact.
VWCC will use a variety of compensation management tools to reward high performance, encourage initiative, foster a collaborative work environment, and create a climate where people are willing to assume new duties and assignments to accomplish the mission and attain department objectives.
The chart below indicates who is authorized and/or responsible for compensation decisions within the college’s Delegated Authority Agreement. In some situations, responsibility is shared among several individuals, including the college president, Vice President of Financial and Administrative Services, Associate Vice President of Human Resources, and in rare situations, the supervisor.
| Pay Practice | Pay Guidelines | Authorization |
|---|---|---|
| Starting Pay New employee Rehires | Negotiable from minimum of pay band not to exceed pay band maximum, based on pay factors | Approved by management and HR |
| Promotion Movement to a different role in a higher pay band | Negotiable from minimum of pay band not to exceed pay band maximum, based on pay factors | Approved by management and HR |
| Reassignment Movement to a different and/or similar role within the same pay band | No change in base salary except to adjust for NOVA differential | Approved by management and HR |
| Voluntary Transfer – Competitive Movement within same role or to different role in the same pay band | Negotiable from minimum of pay band not to exceed pay band maximum, based on pay factors | Approved by management and HR |
| Voluntary Transfer – Non-Competitive Movement within same role or to different role in the same pay band | Negotiable from minimum of pay band not to exceed pay band maximum, based on pay factors | Approved by management and HR |
| Voluntary Demotion (Competitive or Non-Competitive) Movement to a different role in a lower pay band | Negotiable from minimum of pay band up to current salary not to exceed pay band maximum (Agency option to freeze salary above maximum for 6 months). Salary may be less than employee’s current salary. | Approved by management and HR |
| Temporary Pay Assuming new duties and responsibilities on a temporary basis | Salary amount assessed by agency management based on pay factors. | Approved by management and HR |
| Role Change (Formerly Reallocation) | Negotiable from minimum of pay band not to exceed pay band maximum, based on pay factors Downward: No change in salary unless above maximum of the lower pay band, reduce after six months Lateral: Negotiable from minimum of pay band not to exceed pay band maximum based on pay factors | Approved by management and HR |
| In-Band Adjustment or Bonus Change in duties – Application of new KSA’s, competencies – Retention – Internal alignment | Salary amount assessed by agency management based on pay factors | Approved by management and HR |
| Disciplinary or Performance-related Salary Action | Minimum 5% decrease or to lower pay band | Approved by management and HR |
| Competitive Salary Offer | Salary offer to retain employee within state government not to exceed maximum of pay band. | Approved by management and HR |
Listed below are some options and considerations for the administration of pay practices. However, this is not intended to be an exhaustive listing of all options available in implementing the new pay practices.
Starting Pay
Starting pay is the starting salary for an individual not currently employed by the Commonwealth of Virginia.
- Variable increases based on recruitment difficulty, criticality of job and other pay factor determinations.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), application and/or resume, salary being requested, reason(s) for the request and certification of funds.
Promotion
Promotion is the movement of an employee to a different position in a higher pay band. This movement is the result of the employee applying for the position through the recruitment and selection process.
- Variable increases based on recruitment difficulty, criticality of job and other pay factor determinations.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), application and/or resume, salary being requested, reason(s) for the request and certification of funds.
Voluntary Transfers (Competitive – same or different role in same pay band)
A competitive voluntary transfer is normally an employee-initiated movement to another position in the same or different role in the same pay band. The employee may generally seek the transfer through the recruitment and selection process.
In the event the transfer is lateral (same or equivalent role), the employee will receive no increase in base pay.
- Variable increases based on recruitment difficulty, criticality of job and other pay factor determinations.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), application and/or resume, salary being requested, reason(s) for the request and certification of funds.
Voluntary Transfers (Non-Competitive – same or different role in same pay band)
A non-competitive voluntary transfer is an employee-initiated movement to another position in the same or different role in the same pay band. The employee generally requests a transfer to a different position in the same pay band. A request must have been initiated prior to any recruitment activity commencing. The position may be in the same or different role.
- In certain situations, the negotiated salary may be less than the employee’s current salary.
- Variable increases based on market shortage, criticality of job and other pay factor determinations.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), salary being requested, reason(s) for the request and certification of funds.
Non-competitive transfers may also be management initiated based on organizational needs, as an ADA accommodation, or disciplinary action.
Voluntary Demotions (competitive and non-competitive)
A voluntary demotion is when an employee voluntarily moves to a different role in a lower pay band through the recruitment and selection process or through non-competitive means.
Salary adjustments are variable with salary remaining at current level and/or reductions taken to the minimum of the pay band. Salary may not exceed pay band maximum (Agency option to freeze salary above the maximum for 6 months). No salary increases may occur with a voluntary demotion, and salary may decrease.
- Variable decreases from current salary to minimum of pay band based on pay factors
- Disciplinary and/or performance related actions require a minimum of 5% decrease or to minimum of pay band
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), documentation of employee’s current salary (only related to demotions and downward role changes), salary being requested, reason(s) for the request and certification of funds.
Temporary Pay (different role in higher pay band)
Temporary pay can be provided to an employee who experiences a change in job duties and responsibilities for a specified period of time (i.e., assignment to a special project, reassignment during organizational changes, etc.). Temporary pay is not intended to cover brief recruitment periods.
- Percentage of base salary is determined based on scope of added responsibility.
- Establish time period for receiving temporary pay.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), temporary pay being requested, reason(s) for the request, and certification of funds.
Temporary Pay (different role in same pay band)
Temporary pay can be provided to an employee who experiences a change in job duties and responsibilities for a specified period of time (i.e., assignment to a special project, reassignment during organizational changes, etc.). Temporary pay is not intended to cover brief recruitment periods.
- Percentage of base salary is determined based on scope of added responsibility. Establish time period for receiving temporary pay.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), documentation of employee’s current salary, temporary pay being requested, reason(s) for the request and certification of funds.
Role Change (Upward or Lateral)
A role change occurs when an employee remains in his/her current position, but the role changes. The change can be upward, downward, or lateral.
Increases as the result of an upward role change will be determined based on available funding through the budget development process.
Upward role change
- Increase established by agency management based on pay factors, not to exceed pay band maximum.
Lateral role change
- May increase as established by agency management based on pay factors, not to exceed pay band maximum.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), salary being requested, reason(s) for the request and certification of funds.
In-Band Adjustments or Bonus
An in-band adjustment (i.e., an adjustment to an employee’s base salary) or an in-band bonus (i.e., a one-time pay action not impacting base salary) may be provided due to:
- A change in job duties and responsibilities.
- Application of new skills and competencies from education, certifications, licensures
- Retention (i.e., responding to salary market changes, labor market fluctuations, etc.).
- Internal alignment, salary compression and other internal inequities.
The review and approval process for requesting in-band salary adjustments or bonuses generally occurs on an annual basis, contingent upon availability of funds. Human Resources will work closely with each manager and vice president when determining in-band adjustments. Increases provided as the result of an in-band adjustment will be determined based on available funding through the annual budget development process.
When and if funds are made available, Human Resources will normally process in-band adjustment or bonus requests in the spring and/or fall. Supervisors may submit requests for in-band adjustments and bonuses to Human Resources at any time during the year.
Types of In-Bands Pay Adjustments or Bonuses
Change in job duties and responsibilities
Increase established by agency management based on pay factors, not to exceed pay band maximum.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), salary being requested, reason(s) for the request and certification of funds.
Application of new KSAs and competencies from education, certifications, or licensures
Increase established by agency management based on pay factors, not to exceed pay band maximum.
As funding permits, VWCC supports base pay increases for those who apply new skills or competencies or who attain professional certifications or licenses or degrees that directly correlate to the work being performed and/or the mission of VWCC. Employees must request approval in advance for consideration of their planned goal in order to be considered for compensation once the goal is attained.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), salary being requested, reason(s) for the request and certification of funds.
Retention (i.e., responding to salary market changes, labor market fluctuations, etc.)
Increase established by agency management based on pay factors, not to exceed pay band maximum.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), salary being requested, reason(s) for the request and certification of funds.
Internal Alignment, Salary Compression and Other Internal Inequities
An increase may be granted to align an employee’s salary more closely with those of other employees within the same agency who have comparable levels of training and experience, similar duties and responsibilities, similar performance and expertise, competencies, and/or knowledge and skills.
- Increase established by agency management based on pay factors, not to exceed pay band maximum.
Documentation needs to include in part: Pay Action Worksheet (PAW), Employee Work Profile (EWP), documentation of salaries within the same role code, reason(s) for the request and certification of funds.
Disciplinary or Performance Related Salary Action
Under the Standards of Conduct policy, an employee’s job duties and responsibilities may be reduced as a result of improper conduct or poor performance. This reduction in job duties may result in the employee moving to the same or lower pay band or same or different position. In either case, the employee’s salary must be reduced a minimum of 5%. If movement is within the same pay band, the employee’s reduced salary cannot be below the band minimum. If movement is to a lower pay band, the employee’s reduced salary cannot exceed the maximum of the lower band.
- Mandatory 5% minimum salary reduction (note: if in same pay band, salary cannot be below minimum and if in lower pay band cannot exceed new maximum salary).
- Allow for variable decreases greater than 5% determined by management based on pay determination factors.
Documentation needs to include: Pay Action Worksheet (PAW), Employee Work Profile (EWP), documentation of employee’s current salary, salary being requested, reason(s) for the request and certification of funds.
Competitive Salary Offer
A competitive salary offer is when an employee receives a salary offer from an organization external to the Commonwealth (private, not-for-profit, public non-state agency), the employing agency may make a competitive offer not to exceed the amount of the job offer, or the maximum of the pay band.
Occasionally, the need arises to make a competitive salary offer in order to retain mission-critical employees. Whether or not a particular individual is critical to the work unit’s mission is based on management’s evaluation of the following: the specific knowledge, skills and abilities the particular employee brings to the job; specialized training and/or licensure which the employee has obtained and is critical to the work tasks and duties; the unavailability of specialized skills in the current labor market; excessive turnover in the position; or other factors as identified by the department. Once the critical need to make a competitive offer has been determined:
- Match outside salary offer not to exceed maximum of pay band.
Documentation needs to include: Competitive salary offers must always be in writing to be verified and confirmed by Human Resources, Pay Action Worksheet (PAW), and Employee Work Profile (EWP), documentation of employee’s current salary, salary being requested, reason for the request, and certification of funds.
Recognition Award Process
VWCC has developed and implemented an Employee Rewards and Recognition Policy. Options for rewards and recognition are set forth in that policy.
Part-time, Hourly Employees
Certain hourly employees, depending upon availability of funds, may be eligible for a general salary increase when approved by the General Assembly, VCCS, and VWCC. These hourly employees are also eligible for participation in certain recognition incentives as identified by the VWCC Rewards and Recognition and the Educational Assistance and Continuous Learning for Employees policies.
Program Evaluation
VWCC will continually evaluate the administration of the Compensation Management System.
Policy on Policies
The VCCS and VWCC will review and revise all pertinent existing policies, practices, procedures, and information systems requirements to conform to the provisions of the Compensation Management system.
VWCC will follow the policies as updated by the Department of Human Resource Management and the VCCS.
Appeal Process
VWCC will rely on the state grievance process for their appeal process for employees.
EEO Statement
The VCCS and VWCC EEO statement is as follows concerning the implementation of the compensation reform pay practices:
All salary adjustments must be based on legitimate reasons as detailed in the pay determination factors. It is the policy of Virginia Western Community College to provide equal employment opportunities without regard to race, color, religion, sex, national origin, age, qualified individuals with disabilities, marital status, protected veteran status, sexual orientation, gender identity, national origin, genetic information or any other protected characteristic under applicable law. This policy relates to all phases of employment, including, but not limited to, recruiting, applicants, employment, placement, promotion, transfer, demotion, reduction of workforce and termination, rates of pay or other form of compensation, selection for training, the use of all facilities, and participation in all college-sponsored employee activities. Provisions in applicable laws providing for bona fide occupational qualifications, business necessity or age limitations will be adhered to by the college where appropriate.
Communications Plan
VWCC has trained all employees and supervisors on the compensation plan and performance management. This training will continue to be provided to all executives, managers and employees and to all new employees during employee orientation.
Authorization and Signature
The VWCC Salary Administration Plans must be approved, signed and dated by the college president and the Associate Vice President of Human Resources, and submitted to the VCCS Human Resources Office.
Review and Revision History
Please note: Tracking of revision histories started in January 2024. Changes occurred prior to this time.
| Date | Description |
|---|---|
| 2/1/2024 | – Changed definition of competitive salary offer to align with DHRM policy change. – Removed section regarding internal competitive salary offer – Aligned EEO statement to Policy III-16. |
Additional Information:
References
VCCS Policy Manual Section 3
DHRM 1.40 Performance Planning and Evaluation
DHRM 1.45 Probationary Period
DHRM 1.55 Return to State Service
DHRM 2.05 Equal Employment Opportunity
DHRM 2.10 Hiring
DHRM 3.05 Compensation
Delegated Authority Agreement between VCCS and Colleges
