Compensation

Transparency: Compensation policies, guidelines, and procedures will be as transparent as possible

Structure: A clear and articulated approach enables more consistency across the University

Adaptability: Strategies support today’s needs and also evolve with the University

Compliance: Commitment to upholding state and federal legal requirements

Equity: Pay practices that promote fairness

Performance excellence: Rewards for contributions that align with and support the University’s mission and goals

Market excellence*: 以市场为导向的薪酬结构，与相关市场保持一致，并符合大学的可行性

Our pay structure is guided by four key principles:

• Transparency of policies, guidelines, and procedures
• A clear and articulate structure to ensure consistency across the organization
• Adaptability to meet the needs of our evolving workforce today and tomorrow
• Compliance with both state and federal law

Bargaining Unit staff should refer to their collective bargaining agreements for pay details.

General Pay Structure – Hourly

General Pay Structure – Annual

Clinical Pay Structure – Hourly

Some clinical ranges have defined start rates outside of this table. For specific information regarding your range, please visit the Job Structure Alignment self-service page in HRMS.

Clinical Pay Structure – Annual

Some clinical ranges have defined start rates outside of this table. For specific information regarding your range, please visit the Job Structure Alignment self-service page in HRMS.

Program components

大学的员工薪酬计划旨在为员工薪酬和职业发展提供基础.

The benefits of the key program components are detailed below.

1. 薪酬范围提供了大学范围内对类似工作分类的一致性，并认识到工作的不同程度的影响和复杂性.
2. 薪酬结构建立了市场参考薪酬范围，以帮助确保与市场保持一致，并为制定薪酬决策提供了系统的方法.
3. 薪酬管理指南阐明了大学在各种就业情况下如何做出有关薪酬的决定.

薪酬方案的总体设计很简单:工作内容和角色决定工作的薪酬范围, and the specific responsibilities and scope, combined with the skills, knowledge, education, 工作经验和表现决定了个人的基本工资在这个范围内.

Figure 1. Both job and employee determine appropriate base pay

该补偿计划旨在满足澳门威尼斯人网上赌场当前和未来有效保留的需要, recruit, motivate, and develop administrators and staff. The Compensation Governance Committee, Human Resources, Managers and Employees have important roles to play in program governance.

Compensation Governance Committee

The Compensation Governance Committee consists of the President, Provost, CEO of the Medical Center, Executive Vice President for Administration and Finance, Vice President and General Counsel, Senior Vice President for Human Resources and Chief Human Resources Officer, Vice President for Equity and Inclusion, and Vice President for Communications. 委员会在确保薪酬方案具有竞争性和公平性方面发挥着关键作用, administered in accordance with its design, and maintained to ensure ongoing relevance. Specific responsibilities include the following:

• Define compensation philosophy and support the compensation program’s implementation
• Partner with Human Resources to maintain policies, ensure alignment with institutional needs, and promote equity, fairness, and competitive compensation
• 通过确保经理和员工理解项目的发展和维护，支持和促进项目

Human Resources

人力资源部负责评估薪酬计划，并提供相关数据和流程，以确保薪酬决策具有竞争力, equitable, and meet regulatory standards. Human Resources will partner with managers and leaders, providing specialized experience and expertise to:

• Administer and maintain the University of Rochester’s compensation structure
• Provide detailed review, analysis, data, and recommendations to support compensation and classification decisions
• Provide information, education and advice on market practices, trends, and analysis to leaders, managers, and employees
• Partner with and support managers in compensation determination decisions
• Administer classification and compensation decisions and actions
• Audit how compensation is administered to ensure legal compliance, equity and alignment with effective compensation practices
• 评估并回应领导、经理和员工关于薪酬的问题和担忧

Managers and supervisors

Managers and supervisors play a critical role in ensuring credibility, consistent application of the guidelines, and communication with employees. Specifically, responsibilities of managers and supervisors include:

• 获取并维护项目知识，了解项目对员工的影响
• 支持该计划，遵循其指导方针，在建议员工薪酬和分类变更时提供全面准确的信息
• Consult with Human Resources to ensure alignment to compensation and classification guidelines
• 积极主动地与员工沟通，告知他们该计划及其对他们的影响, along with providing feedback to the applicable HR Business Partner as applicable

Employees

而员工不负责做出薪酬决定或积极管理该计划, they do have other important responsibilities:

• 通过熟悉大学提供的有关其当前角色以及可能的职业发展机会的信息来了解该计划
• Discuss questions or concerns with their manager
• Perform job responsibilities effectively and ask for guidance when necessary

Compensation Structure Development

澳门威尼斯人网上赌场的薪酬结构包括两个独立的结构:(1)一般结构和(2)临床结构, which are each based on competitive market data, best practices in compensation program design, and the University of Rochester’s specific needs, with a focus on balancing the flexibility necessary to hire and promote the best talent. 这些结构还为帮助确保整个大学的内部公平提供了一个框架.

The compensation structures were developed using available compensation survey market data. Data from various survey vendors, including Mercer, Willis Towers Watson (WTW), Culpepper Life Sciences, Pandion Optimization Alliance, and Western Management Group’s EduComp, are referenced to assess compensation at higher education institutions, research and healthcare organizations, as well as general industry employers. 这组市场数据表明，澳门威尼斯人网上赌场必须在更广泛的竞争环境中竞争某些角色. 大学将继续评估其工作的竞争情况，并根据需要调整市场数据来源.

Market data collected typically provides a range of average pay for a particular role. 大学使用市场中位数数据点来确定围绕市场数据创建的薪酬范围，以适应在职人员的各种技能和经验水平. 大学会继续检讨市场基准，并在有需要时调整大学的薪酬幅度.

Pay range

每个薪酬范围都有一个最低和最高薪酬率，它定义了给定角色的最低和最高薪酬范围. Jobs are assigned to a range based on the market data and the following criteria for each job:

• scope and major responsibilities
• complexity and impact
• knowledge, skills, and competencies
• minimum education and experience required

薪酬计划的薪酬范围足够广泛，以适应不同的经验和表现水平, 所有员工都可以期望在与其工作工资范围相关的工资范围内获得报酬.

Annual Performance-Based Merit Increase

大学通常实行年度绩效加薪，根据员工上一年的表现为其提供加薪的机会. 员工的绩效加薪在年度绩效评估过程中进行评估，并考虑到整体加薪预算(如果有的话)和当前薪酬的竞争力(e.g., relationship of current base salary to the competitive range for the role).

• 新入职员工的奖金将根据个人入职日期按比例增加. Details will be provided in the July merit program guidelines in the spring of each year.
• 在某一年的5月1日前晋升或调任新职位的员工仍有资格参加年度绩效计划.
• 在某一年的5月1日之后晋升或调任新职位的员工将获得一个考虑到即将到来的绩效计划的工资率.

重要的是要注意，基于绩效的绩效增长不被视为生活成本的增长.

“Above the Range” salaries

当员工的基本工资(无论是工资还是小时工资)高于当前工资范围的最大值时，他们的基本工资被归类为“高于范围”. There may be rare cases where an employee will be paid this way due to historical pay decisions. If Human Resources confirms that an employee is in the correct job, the job is assigned to the correct range, and the employee’s base pay is more than 120% of the maximum amount of their job’s pay range, 员工可以通过年度绩效计划获得一次性加薪，而不是基本工资的加薪. Importantly, 能否获得年度绩效加薪或其他方面的资金，不是确定超出特定职位薪酬准则的基础.

Equity and market adjustments

澳门威尼斯人网上赌场将继续保持警惕，防止和解决未来可能出现的任何薪酬不平等问题. If a review of staff pay surfaces discrepancies attributable to inequity, 人力资源部将与部门领导合作，优先考虑必要的薪酬调整.

• “公平调整”指的是为确保员工的薪酬适当反映他们的知识而进行的薪酬调整, skills, experience, and education in relationship to others in similar positions. In some instances, 这也可能与转移到更准确地反映该职位所执行的工作类型和级别的工作分类有关. Equity adjustments may be approved and processed at any time throughout the year.

At times, it may also be necessary to adjust pay to recognize significant market changes.

• “Market Adjustment” refers to a pay adjustment to recognize significant, sustained increases in the market value of a given job. The compensation program will be maintained to reflect overall market movement, but occasionally, unusual market circumstances may warrant targeted adjustments to a job or group of similar jobs. These are typically processed with the annual performance-based merit increases, but market conditions may require they occur at other times in the year.

New hire pay determination

It is important to establish appropriate pay for all new hires to the University of Rochester, which reflects the employee’s relevant skills, knowledge, competencies, and experience, and is also equitable compared to current University of Rochester employees.

Promotions

晋升被定义为员工在更高的薪酬范围和/或职业水平上的工作.

If a promotion is warranted, 经理将与人力资源部合作，记录并确认该员工正在或将在不同级别的范围内工作, responsibility and complexity. Upon promotion, 将在新的薪酬范围内决定新职位的适当薪酬, based on the employee’s skill, knowledge, experience, performance, and internal equity. Since circumstances vary, the following factors will be considered:

• Demonstrated knowledge and skills at the new role level
• Pay of other similarly situated employees

The goal is to start the employee at the appropriate point in the pay range for the new job, rather than apply a uniform promotional pay increase in all circumstances.

Demotions

当员工申请并接受一份薪水较低的工作时，就会出现自愿降职. This may warrant a pay decrease, with the amount determined by taking into account the employee’s current pay, the new pay range, the knowledge, skills, and performance of the incumbent, and pay of other similarly situated employees.

Transfer/lateral moves

当员工接受了一份与他们以前的职位相同薪酬范围的工作时，就会发生转移/横向移动.

因为在相同薪酬范围内的工作在责任水平和市场薪酬方面通常是相等的, a salary adjustment is usually not warranted following a lateral move. 提议的薪酬调整必须合理化，并与范围内调整类似，以确认相对于新工作的更高水平的业绩.

Part-time employees

Pay for part-time employees who are working at least 17.每周工作5小时，不是季节性或临时工人，应该使用与全职员工相同的原则来确定, then pro-rated to reflect the employee’s work schedule.

Non-exempt jobs

• 非豁免工作的兼职工作人员将按该职位的正常时薪支付工资, considering the employee’s skills, knowledge, experience, and performance in relationship to others in similar positions. 估计的年薪数字可以通过将这个小时率乘以员工每年计划工作的小时数来计算. Staff members in non-exempt jobs will be paid for all hours actually worked, and will be eligible for overtime in accordance with the Fair Labor Standards Act (i.e., overtime is payable for hours worked in excess of 40 per week).

Exempt jobs

• 从事豁免工作的兼职工作人员的工资将按比例确定，他们将作为从事同一工作的全职员工获得的工资. 该工作将根据在澳门威尼斯人网上赌场的角色和职责分配一个薪酬范围, and the employee’s salary

Assumptions

Calculation of annual part-time salary

非全日制工作人员必须(1)支付的工资基础达到或超过目前的FLSA和纽约州的工资门槛, 以及(2)满足适用的FLSA和NYS法律要求下的适当职责测试, to be considered salaried and exempt from the overtime pay requirement.

If a part-time staff member in an exempt, salaried job works beyond the expected number of work hours, the employee is not eligible for overtime pay. If the part-time staff member consistently works beyond expected number of work hours, 员工的经理应该调查发生这种情况的原因，并确定一个适当的解决方案. Some reasons could include increased workload or lack of resources. 如果最初按比例支付工资的工作时间表始终不能满足部门的需要, the schedule should be renegotiated and the pay re-calculated accordingly.

Additional Work and Additional Compensation Policy

The University’s Additional Work and Additional Compensation Policy (Policy 211) allows, in certain cases, 对于分配给合格雇员的明显超出其主要工作分类范围的额外工作，以及在正常职责之外临时执行的额外工作，向其提供的额外报酬. Arrangements for additional pay should occur under extraordinary circumstances only, 并且在将工作分配给员工之前，必须得到相应部门和人力资源部的批准. Furthermore, the additional work typically should not last for more than four weeks at a time. For work that will last more than four weeks, contact Human Resources to discuss alternatives.

If the work being performed is outside of the employee’s primary department, 在进行任何工作之前，必须获得一级部门主管的批准. No commitment to an employee for such work and compensation is binding until so approved. 如果额外的工作是持续的性质，并成为工作的正常责任, contact Human Resources and update the job description with the additional responsibilities. 然后，人力资源部将审查这些额外的责任，并评估调整基本工资是否合适. For additional information related to the Additional Compensation Policy, please contact Human Resources.

Compensation Structure and Pay Review Process

To remain effective and competitive, 澳门威尼斯人网上赌场打算每年审查薪酬结构，并根据市场趋势和大学需要更新薪酬结构.

Structure adjustments will be based on market survey data. 人力资源团队将对市场薪酬结构变动进行年度审查.

我们会每3至4年对基准职位进行全面评估，以确定任何特定的市场趋势(职位分类), specific jobs, etc.) that may warrant change to position within the structure.

本文档中使用了以下术语和概念，定义如下(按字母顺序列出).