The guidelines on the following pages are meant to help managers and
employees understand in general terms the parameters and processes
involved in salary administration as it relates to regular,
non-bargaining UNM staff employees. If after studying these guidelines
you have specific questions or concerns on particular topics, you may
refer to FastInfo
or contact your Human
Resources Consultant.
A new title may be assigned to a vacant position when a) an
additional position has been newly budgeted and the role is demonstrably
different in nature from other positions in the immediate work unit, or
b) when an existing position is changed substantially to the degree that
a different job classification is required.
When a new title is requested, the hiring department completes either
a Position
Review Questionnaire (PRQ) or a list of duties and responsibilities
that is detailed enough to identify the role and evaluate it for
appropriate classification. This documentation is submitted to the
appropriate HR Consultant, along with a current organization chart
showing the immediate work area (to include supervisor, peer, and
subordinate positions, if any.)
A prerequisite classification review of a new position request is typically conducted by HR/Compensation if:
- No other position with the same classification exists within the immediate work group. ("Immediate Work Group" may be defined as a cluster of staff positions that (1) are closely associated organizationally and (2) share a common set of day-to-day work goals and objectives.)
- OR
- The primary duties and responsibilities of the role will differ from those of the former incumbent to the extent that the position may no longer be correctly classified
- OR
- The Position Classification Code of the requested title has a "7" or higher as a second digit (e.g. A7085)
- OR
- The requested position classification is in the Professional Intern series.
Specialized
positions, meaning positions for which the duties and
responsibilities cannot be interpreted as being applicable to a
classification other than the one being requested, do not need
Compensation approval before posting.
For a list of position classifications that fall into the Specialized
category see UNM
Staff Titles Approved for Posting without Prior Classification from
HR/Compensation.
The Compensation Department evaluates the request and sends a
position classification approval notification to the requesting
department manager and the HR Consultant, along with a new
classification description, if appropriate.
Following receipt of the job classification approval notification
from Compensation, the hiring department manager then initiates the
implementation of the reclassification by submitting the appropriate
documentation as required by the UNMJobs process.
When an employee vacates a department, the same position
classification is typically posted to replace the vacancy. If, however,
the duties of the position have changed to the extent that the primary
duties and responsibilities no longer match the classification
description for the current title, the department should request a new
or revised position classification. See 2. New Positions.
The first quarter of a pay range is considered the range of fair
value for a newly hired employee meeting the standard specifications of
the job. New employees are typically hired in the first quarter of the
range. However, in establishing appropriate starting rates the hiring
department should consider factors such as education and experience
beyond the minimum requirements for the position, directly related
unique skills and competencies, strength of the relevant job market, and
internal equity within the department See 5. Internal Equity
Adjustments below.
Departments that are starting new employees between April 1 and June
30 should anticipate the outcome of the annual Mass Salary
Update (if allocated by the Regents - also see 12 below) as a
factor when negotiating a starting salary offer. Hiring officials should
contact their HR Consultants for guidance when establish salary rates
for new employees.
4.1. Staff Employees Hired Under an Employment
Contract
Unless otherwise authorized by the President, contract-based staff
appointments are typically established for a period of up to one (1)
year, subject to renegotiation for renewal effective July 1 of each
year. However, in cases where the initial appointment date falls between
April 1 and June 30, the new contract should be established with an end
date of June 30 of the ensuing fiscal year, not subject to renewal at
the end of the current fiscal year. In such cases the starting salary
rate should anticipate the outcome of the annual "Mass Salary Update"
for the current fiscal year.
All other administrative processes for such contracts, including
approvals, are the same as for annual contracts.
4.2. Employees Hired into Bargaining Unit Positions
For employees whose position classifications are included in a
collective bargaining unit, please refer to the appropriate bargaining
agreement.
When a job candidate is hired into a department, the prospective new
employee's starting salary should typically not exceed the salary of any
existing Regular or Term employee in the same job title and work unit
who has comparable or greater qualifications. If it becomes necessary to
offer a job candidate a higher rate of pay under these conditions, then
the University's Internal Equity Policy applies see Section 3.1 UAPPM
3500.
Hiring officials should in any case contact their HR Consultant
before making a salary offer to a prospective employee to determine
whether or not the offer will generate an equity situation and, if so,
to determine appropriate compliance with the Internal Equity policy.
Temporary and On-Call employees are not covered
by this guideline.
For bargaining unit employees please refer to
the appropriate union bargaining agreement.
A promotion is the progression, through the competitive process, of
an employee into a pre-existing position with increased responsibility
(and higher pay grade) relative to the employee's present position.
Promotions are typically accompanied by a pay increase. Guidelines for
promotional increases are as follows:
- The employee's new pay rate must be at least at the new range
minimum.
- The department should follow the provisions of the New Hire
Guidelines (see above) when setting salary rates for promotions.
- All salary considerations should be reviewed in the context of
equity with similar positions in that department.
For competitive promotions occurring between April 1 and June 30 the
hiring department should take into consideration the annual Mass Salary
Increase as a factor when negotiating a starting salary offer.
For bargaining unit employees please refer to
the appropriate union bargaining agreement.
A position may be reclassified if it is determined by HR/Compensation
that the key duties and responsibilities of the employee's current
position - or his/her revised role following a unit reorganization - are
(or will be) demonstrably and significantly inconsistent with his/her
current position classification.
Reclassification requests received by HR/Compensation will be
accepted only if: the request is the result of a major,
externally-influenced change in business operations that affects the
organization of the entire work unit, OR the request is
the result of the discovery of an existing out-of-classification
situation that requires remedial action outside of normal HR business
processes.
It is the responsibility of department management to request a review
and evaluation of the job duties of an employee under these
circumstances. HR will not review requests originating directly from an
incumbent employee without written concurrence and support from the
department's Director or equivalent authority.
7.1
Prerequisites for Reclassification
A position should be reviewed for potential reclassification if the
majority of its current primary duties and responsibilities are
substantially and demonstrably different from those listed in the
description for the classification assigned to the position.
Employees assigned to positions that are in "Pre-Defined" career
ladder families normally follow the Career Ladder process, see Vertical
Career Ladders below, for progression into the higher position
classification. An exception to this guideline may occur in the case of
a major externally influenced reorganization of the organization to
which the employee belongs.
7.2 Reclassification
Procedure
Once major changes in a position's job responsibilities have been
identified by the department, the employee and manager should jointly
complete a Position
Review Questionnaire (PRQ) . The manager then obtains the
appropriate signatures and a letter of support for the review from the
Dean, Director or other point of authority, as may be designated by the
relevant Executive Vice President.
This package is then submitted to the Division of Human Resources. HR
then reviews and evaluates the request. An HR/Compensation
representative may conduct an on-site "job audit", depending on the
individual clarity, characteristics, and circumstances of the
reclassification request.
Once the evaluation has been completed and a determination has been
reached, HR sends a Notification of Position Classification Review
back to the initiating department manager along with classification
details and a new job description where appropriate. It is the
responsibility of the department manager then to discuss the
determination with the employee.
7.3
Reclassification Salary Adjustments
A reclassified employee may receive a salary adjustment at the
discretion of the department if the new position assignment is one or
more grades higher than the incumbent employee's current grade
assignment. If a salary adjustment is warranted, the salary is typically
effective as of the date of the next payroll cycle. The effective date
is noted on the Notification of Position Classification Review.
If a pay increase is deemed appropriate for a reclassification,
standard practice for the increase is up to 10% per grade or to at least
the new salary range minimum. Actual pay increase decisions for
reclassifications are also dependent on other factors, such as internal
equity concerns and budget constraints within the department.
Reclassification increases should not typically exceed 20% unless a
greater amount is needed to reach the new range minimum.
If a classification review determines that there is insufficient need
for a higher-graded classification, but identifies significant increases
in duties and responsibilities within the current or a same-grade
classification, HR may recommend an appropriate increase in salary for
the incumbent within current pay range, depending on the evaluated work
value of the expanded duties also see 8. Compensation for Additional
Duties below.
Employees who are reclassified or who receive a job-based in-range
salary adjustment between April 1 and June 30 remain eligible for
year-end salary increases through the annual Mass Salary Update.
7.4 Retrograde
Reclassifications
A classification review may result in a position being moved to a
lower level classification, based on current and future job
responsibilities needed in the operating unit.
An employee who accepts a retrograde reclassification may be subject
to the New Hire guidelines regarding salary placement
see New Hires above. If it is determined that a decrease in
salary is required, the department must provide the employee written
notification at least 90 days prior to the
implementation of the reclassification.
If it is determined by means of a formal HR review that (1) an
employee has, for the foreseeable future, assumed additional on-going,
higher level duties that are not included in the description for the
position classification, and (2) that the new duties are not extensive
enough to warrant a full position reclassification, then an "in-range
adjustment" may be appropriate to compensate for the additional duties
being performed.
The typical in-range adjustment ranges between 3% and 7% of salary.
However, individual increases may vary case-by-case according to such
factors as the nature and extent of additional duties assumed, internal
pay equity considerations, and budget constraints. In-range adjustments
greater than 10% are atypical and would not normally be considered
advisable in such cases.
The guidelines and processes for in-range adjustments for the
assumption of higher duties are similar to those for reclassifications.
A voluntary reduction in grade is the movement from a position to a
lower-graded position that has been initiated at the stated request of
the incumbent employee. A negotiated reduction in grade typically occurs
as a result of a formal agreement (mediated or otherwise) between the
employee and hiring department management. In the case of voluntary or
negotiated demotions, treatment of base pay is as follows:
- The employee's new salary rate should be determined based on
employee qualifications in comparison with the minimum requirements of
the new position classification
- Internal equity, department budget constraints, and employee
performance evaluations may be used as factors in salary rate
determination
A voluntary or negotiated demotion should not result in a salary
increase in any case.
For bargaining unit employees please refer to
the appropriate union bargaining agreement.
A lateral transfer is the movement of an employee to another job
within the same pay grade as his or her present job. Non-competitive
lateral transfers are typically accomplished without an increase in
salary. Competitive lateral transfers should follow the New Hire
Guidelines.
It is expected that an employee will occasionally perform duties
above and below his or her grade or classification with no additional
pay or reduction in pay. However, if an employee primarily performs work
at a higher level of responsibility over an extended period of time,
typically greater than one month, the employee should be appointed to an
interim assignment, subject to the following conditions:
- The employee must assume the majority (at least 70%) of the job
responsibilities of the higher position
- The employee must meet the minimum qualifications of interim
position
- The interim assignment may not exceed 6 months.
A "memorandum of understanding" outlining the interim
assignment should be established at the start of the assignment. The
memorandum should outline the nature and expected term of the assignment
and should make it clear that at the conclusion of the assignment the
employee will be returned to his/her original classification.
Upon commencement of an interim assignment, the employee's
interim salary must be established at a level not less than the minimum
of the new pay grade. If the salary is above minimum, the interim
salary should be based on qualifications in relation to the minimum
requirements of the new position.
A typical increase for an interim appointment is between 5% and 10%
of salary, depending on the nature of the appointment, internal equity
considerations, and budget constraints.
An employee who is on an interim assignment at the time of a Mass
Salary Update, see Mass Salary Update Increases below, may
receive an increase as per the general MSU guidelines by using the
following procedure:
- Identify the pay rate in place prior to the interim appointment
(the "Base Rate")
- Apply the intended MSU percentage to the identified Base Rate to
determine a new Base Rate
- Re-apply the original percentage value of the
interim increase to the new Base Rate to find the new Interim Rate.
Upon return to normal duties the employee's new Base Rate should
reflect the value of the original Base Rate plus the cumulative
percentage value of all standard pay increases that have been
awarded during the interim assignment.
In cases where duties and responsibilities have been temporarily
added to an employee's current position, but not to the extent that an
interim assignment is warranted, a temporary in-range adjustment may be
awarded within the employee's current classification. The typical
increase rate for such an adjustment is 3-7%, but may vary depending on
the level and extent of the extra duties assumed, internal equity
considerations, and budget constraints. All procedures, constraints, and
approval processes are the same as for interim assignments.
For bargaining unit employees please refer to
the appropriate union bargaining agreement.
Each year an allocation of budgeted funds for general pay increases
for employees is considered by the Board of Regents. When made available
by the Board, these funds are distributed to employees at the beginning
of the following fiscal year in a process known as a "Mass Salary
Update" (MSU).
HR, in conjunction with the Office of Planning, Budget, and Analysis
(OBPA), establishes and disseminates University-wide guidelines for the
internal distribution of the annual MSU allocation approved by the
Board, provided such an allocation is forthcoming that year.
It is the responsibility of management to distribute the MSU
allocation in accordance with these guidelines and within established
budget parameters. Employee performance, position in range, and equity
with other employees in the work unit should be considered by management
as factors in the MSU allocation.
Departments who have questions or issues related to individual salary
increase allocations or other aspects of the "Salary Planner" process
should initially contact their HR Consultant for guidance.
HR will not accept requests for MSU-related pay increases
after July 31 of the year of the MSU. There can be no
exceptions to this rule, since there are significant legal implications
associated with awarding retroactive pay increases to public sector
employees in the State of New Mexico.
The Non-Bargaining Staff Salary Range Structure is reviewed annually
for market competitiveness. As a result of these reviews the ranges may
be adjusted.
Employees do not receive individual pay increases as a result of
salary range adjustments unless their salaries fall below the new range
minimum for their respective pay grade. If the range structure increase
is concurrent with a Mass Salary Update, the increase would be applied
only if the employee's pay rate remains below the range minimum after
the MSU increase is applied. See the Staff Salary Range Structure for
additional information.
The University may, under isolated, extraordinary circumstances,
provide non-standard "off-cycle" salary adjustments to a defined
population of employees who are in positions that have been determined
by HR to be acutely market-critical to key institutional operations.
Such adjustments are made on a case-by-case basis, in response to
unusually competitive conditions observed in the external job market for
similar positions and the resulting degree of assessed risk to the
institution.
Market-based pay increases are exceedingly rare and are considered to
be outside of the normal staff compensation process, except in cases
where an increase is required to bring an individual salary up to the
minimum of the new pay range. The standard University approach to job
market parity is to adjust salary grades for affected position
classifications and then to deal with individual compensation issues
through use of the Internal Equity Policy, if necessary see Section
4.3. UAPPM 3500.
A "Vertical" Career Ladder provides another avenue for a regular
staff employee to advance in classification and grade. This program
consists of a formal agreement between an employee and unit management
for employee development over a period not less than 6 months into an
identified higher position. The competitive process is not required for
an employee to advance through a vertical Career Ladder.
There are no absolute limits to the number of Vertical Career Ladders
an eligible employee may undertake at UNM. However, an employee may
complete no more than two (2) consecutive Vertical Career Ladder
progressions without an intervening position change through the
competitive process. After successfully competing for an internal
position, the employee may again become eligible for two (2) more
consecutive Career Ladder progressions. This cycle may then repeat
itself, depending on organizational capacity and individual
circumstances.
Note: Job progressions that occur as a result of a
formally stated condition of employment (e.g.: progressions from
"Pre-Certified" to "Certified" trades positions, Professional
Internships, and certain formalized traineeships) are not defined as
Career Ladders and are not counted against the limits described above.
15.1 Employee
Preconditions
All of the following preconditions must exist before an employee is
deemed eligible for a Career Ladder:
- The employee must be a regular full- or part-time member of staff
- The employee must have successfully completed his/her probationary
period
- The employee's most recent performance review must reflect overall
performance of "meets expectations" or above
- The employee must not be currently subject to disciplinary action
- The employee may not commence a second Career Ladder until at least
12 months has elapsed since the date of the completion of the first
Career Ladder.
15.2 Position
Preconditions
- Not all UNM position classifications are available for
Vertical Career Ladders. For example, high level
administrative and operational management classifications, identifiable
by a second digit of 7 or higher in the Pclass Code (e.g. A7999)
are not Career Ladder eligible. For PClass Codes see Position
Classification Description Listing. Departments must therefore
contact HR to ensure position availability before developing a Career
Ladder program for an employee.
- There must be a demonstrated business need for someone to perform
the duties and responsibilities stated in the Position Classification
Description for the proposed higher position.
- Duties and responsibilities may not be taken away from an existing
employee to create a career ladder opportunity for another employee.
- A Career Ladder may not be initiated for an employee within 12
months of a layoff from a position in the same job family within the
immediate work unit.
15.3 Types of
Vertical Career Ladders
Vertical Career Ladders fall into 2 categories:
- Structured or Pre-Defined Career Ladders that
occur within one of a number of defined job family series (for
advice on specific Pre-Defined Career Ladders contact your Human
Resources Consultant)
- Non-structured or "Individualized" Career Ladders
that bridge between job families or between position classifications
that do not fall into a pre-defined job family series.
15.4
Distinguishing Characteristics
Vertical Career Ladder programs, either Pre-Defined or
Individualized, are primarily predicated on the identification of the
"Distinguishing Characteristics" between the responsibilities of the
position classification currently occupied by the employee and those of
the higher level classification to which the employee aspires.
Distinguishing characteristics are the key functional
responsibilities of a position classification that make it significantly
different from and greater than another classification at a lower pay
grade. Distinguishing characteristics may in some cases be specifically
noted on the description for the position classification. If they are
not, then departments should use the 3 to 5 statements listed at the top
of the duties and responsibilities section.
Departments should always consult with HR during the process of
identifying distinguishing characteristics for the purpose of initiating
a Vertical Career Ladder
15.5
Vertical Career Ladder Process and Forms
The manager and the employee enter into a formal Career Ladder
agreement by completing and signing a series of documents. Copies of the
signed Career Ladder and related documents must be submitted to HR for
approval both prior to commencement of the Career Ladder process and
upon completion of the process.
See the Staff
Career Ladder Introduction for more detailed information and access
to vertical Career Ladder forms and procedures.
15.6 Career Ladder
Duration
Generally, a Career Ladder can be expected to take between 6 and 12
months to complete. The actual length of time needed to complete a
Career Ladder depends on the time it takes the employee to attain the
minimum qualifications and the knowledge, skills and abilities required
for the higher level classification, as well as the time it takes for
the employee to demonstrate competency in the key duties and
responsibilities of the higher-level classification.
Career Ladder duration may not in any case be
less than six months from initiation to completion.
15.7 Pay
Increases upon Completion of a Vertical Career Ladder
As standard practice, the typical vertical Career Ladder increase is
up to 10% of salary per pay grade to a maximum of 20%, depending upon
budget, internal equity, or other internal operational constraints,
including the proviso that the employee's base pay must not be less than
the minimum of the pay range for the higher level classification.
If an employee receives a Career Ladder pay increase between April 1
and June 30, that employee remains eligible for an annual pay increase,
if allocated by the Regents, through the Mass Salary Update (MSU).
In cases where a vertical Career Ladder is unavailable to an
employee, it may be possible to establish an "In-Range" Career Ladder
program. The intent of this program is specifically to provide
opportunities for professional development and associated salary
advancement to valued employees who are willing and able to take on
expanded work responsibilities but who, for various reasons, are blocked
from participating in a vertical Career Ladder program.
In-Range Career Ladders do not count against the total number of
"vertical" Career Ladders available to an employee. However, it is
expected that there will be no more than one In-Range Career Ladder
granted to an employee in a given position.
16.1
Eligibility for In-Range Career Ladders
Regular staff employees may participate in the program, provided that
the following criteria are met:
- The business need for the assumption of higher duties has been
established by management and confirmed in writing by the appropriate
Dean, Director, or Chair.
- The assumption of higher duties have been formally agreed to in
writing by both the employee and the manager, and countersigned by the
Dean, Director, or Chair.
- The duties to be assumed by the employee are not being taken away
from other employees in the unit.
- The proposed duties have been clearly established as being beyond
the scope of the current position, as determined by the Division of
Human Resources.
- The proposed duties will comprise at least 20%, but no more than
40-45% of the total FTE of the position.
- The employee is past probation, has received a "Meets Expectations"
or higher rating on his/her last performance evaluation, and is free
from current disciplinary action.
16.2
In-Range Career Ladder Process and Forms
The process for establishing and completing In-Range Career Ladders
closely parallels that of the vertical Career Ladder process; however
the forms used are different. See the In-Range
Career Ladders Supplemental Notes and Guidelines for more detailed
information and access to In-Range Career Ladder forms and procedures.
Please contact your HR Consultant initially for guidance in the
establishment and processing of In-Range Career Ladders.
16.3 Pay
Increases upon Completion of In-Range Career Ladders
The typical increase for an In-Range Career Ladder is expected to
range between 3-7%. In exceptional cases a higher increase may be
proposed, to a maximum of 10%, depending on the nature of the expanded
duties assumed. In each case the proposed increase will be reviewed by
HR/Compensation and will be subject to budget and internal equity
approval by the Principal Executive of the operating unit.
If an employee receives a Career Ladder pay increase between April 1
and June 30, that employee remains eligible for an annual pay increase,
when allocated by the Regents, through the Mass Salary Update (MSU).
Retroactive salary increases to State employees (including UNM
employees) for work already performed are considered in violation of the
"gifts" provision of New Mexico State Constitutional Law, unless it has
been formally recognized by the institution that a back payment is
necessary remediate an earlier nonpayment caused by an administrative
error or operational oversight, such as misclassification or other
failure to duly compensate for additional duties on the part of the
employee's management.
Therefore, a salary adjustment resulting from reclassification,
career ladder, or assumption of higher responsibilities within range
will not be backdated further than the first pay period following the
official signature date of the department's initial formal request for
HR review.
Extra Compensation is a form of non-standard payment awarded to
employees in FLSA "Exempt" positions who may, from time to time, provide
occasional services to operating units other than their own. The
following preconditions are required for an FLSA "Exempt" staff employee
to be considered eligible for Extra Compensation:
- The employee must have already performed the work at the time of
payment,
- The additional work must have been performed outside of the
employee's home department, under the supervision of someone other than
the employee's normal supervisor,
- The work must have been of a non-repetitive nature designed to
address a one-time, specific business need.
- The work must have been performed either outside of normal working
hours or while on paid annual leave,
- The work must not have otherwise resulted in an interdepartmental
conflict of interest.
- The work must not be part of a pre-agreed inter-departmental staff
support arrangement. In such cases the correct approach is to create a
separate budgeted position within the receiving department's
organizational structure.
- The compensation must be based on a reasonable rate of pay in
relation to the duties performed (i.e. the compensation should be
equivalent to an hourly rate that is within the UNM pay range
applicable to the nature and level of services provided.)
If all of the above preconditions are met, the department may request
Extra Compensation for the employee by submitting a Non-Standard
Payment form along with a record of hours worked, a statement of the
nature and level of duties performed, and documented evidence that the
work was performed either outside of normal hours or on annual leave,
signed by appropriate department management. If any of the above
preconditions are not met, the department should contact the appropriate
HR Consultant to explore possible alternative arrangements for employee
compensation, such as creation of a second, on-call assignment.
Additional employee work assignments that are proposed for
compensation though the Non-Standard Payment process should be brought
to the attention of the appropriate HR Consultant before the
work is performed to establish compliance with Section 8 UAPPM
3500 and the above-stated preconditions. Failure to follow this
procedure could result in significant administrative problems and delays
in payment.
Non-Exempt employees do not receive Extra Compensation.
These employees are typically paid for such work at their normal rate of
pay via the normal payroll process, subject to FLSA overtime provisions
as appropriate.
A shift allowance is an additional hourly pay rate applied to a
non-exempt employee's base pay if, during a given pay period, at least
half of total hours worked are on either a second or third shift.
Employees are paid at a 2nd Shift allowance rate if at least half their
work hours are between 4:30 p.m. and midnight, and a 3rd Shift allowance
rate if at least half their work hours are between midnight and 8:00
a.m. See Section
5 UAPPM 3500 for more information.
Note: A University-wide schedule of approved shift
allowance rates has been established by the Division of Human Resources
for non-exempt staff in non-bargaining unit positions.
Departments that employ shift workers should refer to the Shift
Allowance Schedule on the Human Resources Website to determine
appropriate shift allowance rate. Shift allowance rates that do not
conform to this schedule will be rejected by the Banner HRPR system.
Employees in FLSA "Exempt" positions are not
eligible for shift allowances.
For bargaining unit employees please refer to
the appropriate union bargaining agreement.
Compensation for standby status will be determined by the degree to
which an employee's free time is restricted. The factors considered in
determining if standby pay is appropriate are:
- The FLSA exemption status of the employee (see below)
- Restrictions on the employee's location
- Expected response time to return to work
- The number of other employees available to be called
- The frequency and urgency of calls received
Employees who are asked to leave a phone number or carry a pager, but
who are free to attend to personal matters without restriction, are not
eligible for Standby Pay. Employees are paid Standby Pay only if, while
on standby, they are so restricted that they cannot pursue normal
personal activities.
The typical Standby rate is $2.00/hr. If there is a valid business
need within the organization to vary from this rate, the department
should contact the appropriate HR Consultant to determine a rate that is
more appropriate to its business need.
Non-exempt, non-union employees who are called to work while on
Standby will be paid at their regular rate of pay for the hours actually
worked, subject to FLSA overtime provisions. (Also see Section
7 UAPPM 3500.)
Employees in FLSA Exempt positions are not eligible for Standby pay.
For bargaining unit employees, please refer to the appropriate union
bargaining agreement.
On-call employees are employed on an intermittent basis to work
special events and peak work periods, to fill in for an absent employee,
or in other occasional circumstances. Hours worked are typically
irregular and non-repetitive in nature. On-call assignments should not
exceed 520 hours (0.25 FTE) in a given calendar year (see below).
Temporary employees are employed to fill a specific departmental need
for pre-defined period of time, typically not to exceed six months.
Hours of work may be either full-time or part-time, but are established
and repetitive in nature throughout the period of employment.
On-Call and Temporary employees are generally ineligible for UNM
benefits. However, any Temporary or On-Call employee who exceeds 520
work hours in a given fiscal year will be placed in the UNM Retirement
Plan, and ERA contributions will be deducted from that employee's pay
from the ensuing pay period until the end of the given fiscal year or
until employment with the University ceases, whichever is sooner. This
process will then be repeated for every subsequent fiscal year within
which the employee works at UNM.
On-call and temporary employees who are active at the time of the
annual mass salary update may, at the discretion of the department,
receive an hourly pay increase at that time provided that the increase
is within the guidelines established for regular employees. In these
cases, the department must submit a separate request for each individual
employee to HR for approval.
An employee in an otherwise "Exempt" position classification who, by
virtue of reduced appointment percentage (FTE), receives an actual
salary rate that is less than the equivalent of $455
per week must be administered as Non-Exempt during that period,
regardless of the employee's 1.0 FTE pay rate.
Example:
An employee is correctly classified as a "Program Specialist", which
is an "Exempt" classification. The employee's full-time-equivalent pay
rate is $45,000/year, which translates to $865.38/week.
This employee, however, works at a reduced appointment percentage
equivalent to 0.5 FTE. Therefore the actual salary rate
being paid to this employee is $22,500/year, which translates to
$432.69/week.
In this case the actual salary rate is below the
FLSA exemption minimum of $455/week. The employee must be administered
as "Non-Exempt" even though the position classification passes the
exemption test for employees earning more than this amount.
22.1 Exceptions
Part-time employees in otherwise exempt teaching, licensed medical
practitioner, licensed attorney, or outside sales classifications are
not affected by this rule.
Part-time employees in otherwise exempt computer-related
classifications are not affected by this rule if they earn at least the
equivalent of $27.63/hour ($57,470.40/year @ 1.0 FTE).
22.2 Impact on Other
Employees in the Same Classification
In cases where the ruling does apply, it may affect not only the
employees in question but also employees who are job sharing the same
budgeted position. It will not, however, affect other employees assigned
to the same position classification if (a) their actual pay is
equivalent to $455/week or more, and (b) their position can be
demonstrated to meet all other exemption requirements as outlined in
FLSA.
22.3 Departmental Procedures
Employing departments must ensure that any employee in an exempt
classification who receives a reduction in appointment percentage is
changed to non-exempt status if his/her actual base salary falls below
the equivalent of $455/week as a result of the reduction. Note:
This amount translates to $1,971.67/month, or $23,660/year.
In these cases, the change in exemption status should be noted on
both an ePAN
and a copy of the Decrease
in Appointment Percent Resulting in Change of e-Class form. The
completed package should then be forwarded to HR. All FTE changes must
coincide with the beginning of a biweekly pay period. See the current
payroll schedule for pay period dates.
An hourly pay rate must be established based on the actual weekly
rate of pay divided by the nominal hours worked per week (calculated
from the appointment percent.) At this point the employee is subject to
all provisions of the Fair Labor Standards Act. The department must
ensure that all hours worked are accounted for on timesheets, that the
employee is paid for any time worked over his/her established FTE, and
that overtime rates are paid for any hours in excess of 40 that are
worked during a given week.
Departments are expected to exercise due diligence by (1) monitoring
each employee falling into this category on a monthly basis and (2)
ensuring that the employee is reinstated to exempt status if the actual
weekly base salary over the period has been increased above $455 for any
administrative reason. HR will carry out second-level campus reviews on
a quarterly basis, and departmental records are subject to internal
audit.
A counter-offer may be considered on an exception basis if a key
professional or managerial employee in a position that has been deemed
both critical to business needs and difficult
to fill has received and can produce a written employment offer
from a hiring agency that is external to UNM.
All proposed counter-offers must be discussed case-by-case with HR,
to determine that the above criteria are met, before making the offer to
the employee. In no case will a counter-offer be approved if the
original employment offer comes from another UNM department.
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24.1 Preconditions
Placement in Clinical salary ranges may be proposed for a
specifically defined clinical position classification only if all of
the following conditions are in place:
- The position classification must call for specific professional
licensure/certification as a stated minimum requirement.
- The position classification must provide direct professional
services in one or more areas that are key to the overall mission of
the institution.
- The position classification must have been confirmed by HR to be
highly market-sensitive, typically difficult to fill, and
mission-critical to the University or one of its major components.
- The pay rates in the comparative job market must have a verified
history of being significantly higher than the market rates to which
the UNM generic Staff Salary Range Structure is aligned.
- HR must have determined through review of intrinsic work value
that upgrading the classification within the UNM generic Staff Salary
Range Structure is not appropriate.
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24.2 Procedures
The initiating department must first prepare a written request to
move an identified position classification or set of classifications to
the Market-Specific pay range structure. The request documentation
should contain, at minimum, the following elements:
- A letter of justification, signed by the department principal,
outlining the background behind and reasons for the request (using the
above list of preconditions as the basis.)
- A complete and current listing of the employees who would
potentially be impacted by the request, to include UNM ID, name, org
title and code, pclass title and code, and current salary rate.
- A concise statement of the duties and responsibilities of each
included position, as well as the current minimum education,
experience, and licensure/certification requirements of the
position(s) and the unique knowledge and skills needed to perform the
role successfully.
- A detailed 12-month turnover analysis for each position
classification, including separation rates, reasons for separation,
and summaries of outcomes of attempts to fill vacant positions in the
classification(s) over the period, if any.
- Any quantitative, verifiable information obtained by the
department that would facilitate an assessment of the request.
-
The above documentation should first be forwarded to senior line
management for preliminary review and approval. Once this approval has
been obtained in writing, the requesting department should route the
package to Human Resources Compensation via the appropriate HR
Consultant.
-
If, after review, HR Compensation verifies that there is a genuine
market-based need to move a position classification into a
Market-Specific pay range within grade, HR Compensation will assign an
appropriate range to the classification based on proximity to the
surveyed market average for comparable positions in other institutions
and internal job equity considerations.
HR Compensation will notify all impacted departments and HR
Consultants of any changes and will work administratively with the
Employee Data Center to ensure that all changes are entered into the
HRPR system.
Employees who are assigned to position classifications that have been
moved into Clinical Salary Ranges will not typically receive pay
increases if their current pay rates are at or above the minimum of the
newly assigned range. Employees whose pay rates fall below the new range
minimum will be raised to the minimum rate only (see Section 14 above.)
Once a position classification has been moved to a Clinical Salary
Range, all employees assigned to the classification, regardless of
location of employment, will be administered within that pay range.
