Procedure 18-9

1.    PURPOSE

1.1.    This document establishes the procedures that complement University Policy 3 - Salary Administration for Regular Non-Unionized Support Staff (“Policy 3”).
It outlines the institutional framework applicable to the evaluation and classification of positions, as well as the resulting salary determination for non-unionized regular support staff positions classified in the Confidential (NC) category or the Management (NM) category, as defined in section 2.1 of Policy 3.

This procedure: 
•    Establishes the principles and methodology applicable to position evaluation and classification. 
•    Establishes the process to determine, administer and apply salaries to classified positions.
•    Determines the process for administering salaries, including salary levels, adjustments, progression and market measures. 
•    Determines authority and responsibility regarding position evaluation and classification.

2.    DEFINITIONS
2.1.    Terms and expressions used in this procedure have the following meaning:

Temporary assignment: Appointment of a staff member holding a substantive position to another position, approved by the staff member’s supervisor, for a temporary fixed period of at least twenty (20) consecutive working days. Temporary assignment contracts should not exceed two (2) years and can be renewed with the approval of the substantive position supervisor.

Salary analysis:  An assessment used to determine a staff member’s salary within a salary class. This assessment is done in accordance with this procedure, taking into consideration internal equity. It is based on the salary class in effect and the staff member’s relevant work experience. The salary determined by the analysis cannot be below the minimum or exceed the salary cap of the salary class. 

Red circle: Status of a staff member whose annual salary is higher than the salary cap of their salary class. A staff member who voluntarily changes position loses red circle status.

Salary class (class): The level within a salary scale. Each position is assigned to a salary class within the NC or NM category. For administrative purposes, the NM 1 class is one level above the NC 8 class. 

Position classification: A University process though which a position is evaluated and its level determined relative to the uOttawa organizational architecture, in keeping with a recognized methodology. Classification of a position is the basis of its match to a salary class and scale and as well as for subsequent salary administration.

Salary scale: Range of rates indicating the minimum, maximum and salary cap for each salary class. The minimum of each salary class is 80% of its maximum and the salary cap cannot, under any circumstances, exceed the maximum salary.

Manager: Any University staff member in a managerial or supervisory position. 

Hay methodology: A quantitative method ensuring internal equity in job evaluation and classification used to analyze the relative value of positions based on know-how, problem solving, accountability and internal relativity.

NC: Abbreviation for the Confidential category of a position, as defined in Policy 3.

NM: Abbreviation for the Management category of a position, as defined in Policy 3. 

Progress-through-the-ranks (PTR): An annual salary increase provided to employees who have not yet reached the salary cap of their salary class who have fully met the performance expectations for the position, up to the salary cap of their class. 

Temporary additional responsibilities: Responsibilities beyond the scope of a staff member’s substantive job description that are assigned to a staff member on a temporary basis for a period of twenty (20) consecutive working days or more.

3.    SCOPE AND APPLICATION

3.1.    This procedure applies to regular non-unionized administrators and support staff in NC or NM positions. 

3.2.    This procedure is to be read and applied in conjunction with Policy 3 — Salary Administration for Regular Non-Unionized Support Staff.

3.3.    Evaluations are carried out in a way that ensures consistency and relativity among University positions.

4.    ROLES AND RESPONSIBILTIES

4.1. Associate vice-president, human resources: Holds institutional authority regarding non-unionized position evaluation and classification, and determination of salaries within established scales. Recommends salary and salary structure adjustments as necessary.
Specifically, the associate vice-president, human resources, has the following responsibilities and powers regarding position evaluation and classification:

• Ensures University governance and oversight of the position evaluation and classification process conducted by the Centre of Expertise in Work Organization (Human Resources).
• Determines position classification, group and level subsequent to the evaluation and classification process.
• Approves exceptions to use of the Hay methodology for position evaluations.
• Ensures consistent application of salary administration processes outlined in this procedure.

4.2 Executive Committee of the Board of Governors: Approves salary scales and salary increases. 

4.3 Managers: Ensure that job descriptions are up to date and and accurately reflect roles and responsibilities.

5.    POSITION EVALUATION AND CLASSSIFICATION 

5.1.    All decisions pertaining to classification of non-unionized positions are based on formal evaluations conducted according to this procedure.

5.2.    Specifically, an evaluation is required in the following situations:

a) creation of a position
b) significant change to a position’s responsibilities and job description
c) a required reclassification of a job category
In all these cases, the evaluation is the sole starting point for the classification process, and is conducted according to the recognized methodology.

5.3.    The impact on compensation resulting from the classification or reclassification must be in compliance with the applicable provisions of Policy 3.

5.4.    A formal request for a position evaluation must be made to Human Resources. Managers must then provide duly completed copies of: 

a) The evaluation request signed by the manager 
b) The job description signed by all parties
c) An updated organizational chart signed by the designated manager, including position numbers and salary class, but excluding names

5.5.    When Human Resources receives a position evaluation request, it determines if this calls for creating a new position, re-evaluating the position or abolishing the position to make way for a new one.

5.6.    If there are grounds to evaluate the position(s), Human Resources management conducts the evaluation(s) according the processes and principles outlined in this procedure.

5.7.    Applicable principles

a) The University of Ottawa uses the Hay methodology as the institutional standard in position evaluation and classification. This methodology is the basis for decisions applying to non-unionized positions.
b) Position evaluation requires structured, objective and documented study, to ensure consistency, relativity and internal equity within the University. It must consider know-how, problem solving, responsibility or accountability, and position relativity within the organizational architecture.
c) As a public institution, the University considers internal equity, relativity between positions and consistent organizational architecture to be of  key importance. These principles guide all classification decisions.
d) To acknowledge that the University operates within a competitive environment, limited exceptions to position classification levels can be considered when they can be justified within the business, strategic or market environment. These exceptions are determined by the associate vice-president, human resources, based on explicit, documented criteria and must never exempt the positions in question from a Hay methodology-based evaluation.  They can be made based on an assessment of the context (sometimes with a specific time and duration), leading, for example, to a better positioning of the job relative to the market.

5.8.    Process qualities
The evaluation and classification process:

• Is structured and documented.
• Is based on analysis rooted in a recognized methodology.

Includes discussion with the units involved.

5.9.    Decision appeals 

a) On receipt of a decision subsequent to a position evaluation and before an appeal of this decision, the designated manager should contact the associate vice-president, human resources, to review the decision and clarify the application of the evaluation and classification process and methodology.
b) The designated manager can then decide to file a written appeal with Human Resources within ten (10) working days of receipt of the decision.
c) Human Resources receives the appeal, analyzes it from an administrative point of view and prepares a file for submission to a committee made up of the vice-president, finance and administration, and the secretary general.
d) Appeals are submitted in writing and must deal with:

• Application of the evaluation and classification process
• Adherence to the recognized methodology and principles set out in this procedure

e) The committee’s decision is final.

6.    PAY PERIODS

6.1.    Employees are paid on a semi-monthly basis, on the 15th and the last working days of each month (or the last working days preceding them).

a) Pay deposited on the 15th or previous working day is for the period from the 1st day of the month up to the 15th day of the month.
b) Pay deposited on the last working day of the month is for the period from the 16th of the month to the last day of the month.

7.    ANNUAL SALARY INCREASES

7.1.    Salary increases are normally effective at the beginning of the fiscal year (May 1) and are based on the following formulas:

a) An overall economic increase is applied to all employees’ base salaries and salary scales. Red circle staff members receive 50% of the economic increase without resulting in a base salary being below the salary cap of the salary class.
b) Staff members whose base salaries are below the salary cap of their salary class receive a PTR increase of 2% of their base salary, without exceeding the salary cap of the salary class for the position.
Staff members with less than 12 months of service on the date of the increase receive a prorated PTR increase.
No PTR adjustment is made for periods of unpaid leave of three months or less. For unpaid leave of more than three months, the PTR increase is adjusted in proportion to the full period of the leave. The full PTR increase is granted to staff members on unpaid leave when the activities during that leave are recognized as experience or education relevant to their position. In such cases, the decision is made jointly by faculty or service management and Human Resources management.

7.2.    Staff members on temporary assignment receive a salary increase based on their substantive position. The temporary assignment salary is recalculated according to section 12 of this procedure.

8.    HIRING SALARY

8.1.    Human Resources is responsible for performing a salary analysis for newly hired staff members, taking internal equity into account.

8.2.    The result of the salary analysis is shared with the hiring manager, who should not engage in prior salary discussions with the candidate.

8.3.    If the hiring manager is not comfortable with the result of the salary analysis, the manager must discuss this issue with their HR adviser in Talent Acquisition before making a verbal offer to a candidate.

8.4.    The hiring salary cannot under any circumstances exceed the salary cap of the salary class for the position.

9.    PROMOTIONS AND UPWARD POSITION RECLASSIFICATIONS

9.1.    When a staff member moves from one position to another of a higher salary class, or if their substantive position is reclassified at a higher salary class, the staff member’s salary is determined by Human Resources using one of the following methods, whichever results in the higher salary:

a) Salary analysis
b) 5% base salary increase per salary class above the current position salary class
The salary can under no circumstances exceed the salary cap of the salary class for the position.

10.     LATERAL TRANSFERS (same salary class)

10.1.    When a staff member moves from one position to another of the same salary class, Human Resources performs a salary analysis and the staff member’s salary is adjusted if the result of the analysis is higher than the current salary. If the result is lower than the current salary, the salary stays the same and cannot be reduced.

10.2.    The salary can under no circumstances exceed the salary cap of the salary class for the position.

11.     DEMOTIONS AND DOWNWARD POSITION RECLASSIFICATIONS

11.1.    When a staff member moves from one position to another of a lower salary class, or if their current position is reclassified at a lower salary class, no adjustment is made to the staff member’s salary as long as it does not exceed the salary cap of the new salary class.

11.2.    If the staff member’s salary is above the maximum of the new salary class, the salary is subject to the following:
a) If the demotion was initiated by the staff member or following disciplinary action or performance-related issues, the staff member’s salary is decreased to the salary cap of the new salary class.
b) If the demotion results from a reclassification or restructuring, the staff member becomes red-circled and the salary is subject to section 7.1 of this procedure.

12.     TEMPORARY ASSIGNMENTS (INTERIM BONUS)

12.1.    When a staff member accepts a temporary assignment to a position of a higher class, Human Resources raises their salary by 5% per salary class above the substantive position salary class. This calculation, however, can never be below the minimum of the temporary position’s salary class. There is no salary analysis performed for temporary assignments.

12.2.    If the temporary assignment is to a position of the same or of a lower salary class, the staff member maintains their current salary, even if it is above the salary cap of the temporary assignment position’s salary class. If it is to a position of a lower class, future salary increases are based on the staff member’s substantive position and the staff member is not considered red circled.

12.3.    When a staff member is on temporary assignment, all benefits are based on the staff member’s substantive position, except for the annual leave accrual, which is based on the temporary assignment position.

12.4.    If a staff member on temporary assignment is on sick leave (as defined in Procedure 18-11 of Policy 9) for a period greater than 15 consecutive working days, their interim bonus is suspended retroactive to the start date of their absence and the overpaid amount is recovered in subsequent pay periods. 

13.    TEMPORARY ADDITIONAL RESPONSIBILITIES (second source)

13.1.    When temporary additional responsibilities are assigned to a staff member who remains in their substantive position, Human Resources conducts a job evaluation simulation based on the assumption that the responsibilities would be permanent, to determine if the addition of these responsibilities would increase the salary class if they became permanent.

13.2.    If the results demonstrate that the additional responsibilities would have an impact on the position’s salary class if they were to become permanent, the staff member is granted a second source equal to 5% of their current salary per additional salary class. No salary analysis is performed for second-source responsibilities.
a) This second source is payable for the duration of the period during which the employee performs the temporary additional responsibilities.
b) The additional salary granted for the performance of the temporary additional responsibilities is non-pensionable and non-insurable.

13.3.    If the simulation results show that the additional responsibilities would not have an impact on the position’s salary class were they to become permanent, no additional salary is granted.

13.4.    If the temporary additional responsibilities become permanent, the job description must be updated and sent to the Job Evaluation Committee. Notwithstanding section 13.2.a) above, the second source ceases on the date the request for the job evaluation is received by Human Resources. If the position is reclassified upward, retroactive pay is calculated based on this date.
If the position is not reclassified upward, the second source cannot be reinstated.

13.5.    If more than one staff member assumes the additional responsibilities, the job evaluation simulation is performed as per section 13.1 for each of the positions assuming these responsibilities. The rules in section 13 are then applied, which could generate a different result for each staff member performing the additional responsibilities.

13.6.    If a staff member receiving a second source is on sick leave (as defined in Procedure 18-11 of Policy 9) for a period greater than 15 consecutive working days, their second source is suspended retroactive to the start date of their absence and the overpaid amount is recovered in subsequent pay periods. 

14.    RETROACTIVE PAY 

14.1.    The retroactive pay period is limited to three (3) months prior to the date of the official job evaluation request being received by Human Resources, whether:

a) A position reclassification results in an increase in salary class.
b) An employee accepts a temporary assignment to a position of a higher class.
c) Additional salary is payable due to temporary additional responsibilities.

14.2.    If a job evaluation request has been delayed for reasons beyond the manager’s control, the manager can request an extension to the retroactive period. In such cases, if Human Resources deems the justification is acceptable, the retroactive date can be changed. Retroactive pay periods exceeding six (6) months must be approved by the associate vice-president, human resources, and must never exceed twelve (12) months. 

14.3.    When a position is matched to a generic job description, any resulting retroactive salary increase is limited to three (3) months. Moreover, this retroactive date cannot precede the effective date of the generic job description in question.

14.4.    In the case of a restructuring simultaneously affecting at least three positions in a faculty or service, the date on which changes come into effect must be set as soon as possible through agreement between Human Resources and the director responsible for the restructuration (or an individual holding a higher-level position).

15.    CHANGE TO POSITION WITH DIFFERENT AVERAGE REGULAR WEEKLY HOURS

15.1.    If a staff member switches to a position where the average regular weekly hours of work differ from those of their former position, the new salary is determined by Human Resources in two steps:
1) The employee’s current salary is recalculated based on the new regular hours of work.
2) The recalculated salary is adjusted to reflect any other applicable provisions of Policy 3 or of this procedure.

16.    SALARY ADJUSTMENTS

16.1.    If a staff member can substantiate that they have relevant experience justifying a higher salary within the salary class, they should discuss the matter with their manager. The director (or an individual occupying a higher-level position) can request that Human Resources review this salary.

16.2.    A salary analysis is completed by Human Resources to determine if the salary should be adjusted. If so, a recommendation is made to the associate vice-president, human resources, for approval.

16.3.    If an adjustment is approved, the new salary takes effect on the date on which the request was received by Human Resources and is not retroactive.

17.    RECRUITMENT AND MARKET BONUSES

17.1.    In exceptional cases, when deemed necessary by Human Resources, a recruitment or market bonus can be offered to attract candidates.

17.2.    Before offering a bonus, the total compensation package (including the annual salary, pension plan and group insurance benefits) should be considered and explained to the recruiting manager and the candidate.

17.3.    Recruitment and market bonuses are non-pensionable and non-insurable.

17.4.    If a staff member receiving a recruitment or market bonus is on sick leave (as defined in Procedure 18-11 of Policy 9) for a period greater than 15 consecutive working days, their bonus is suspended retroactive to the start date of their absence and the overpaid amount is recovered in subsequent pay periods.  
17.5.    Two types of bonuses can be provided when hiring a new staff member:

a)    Market bonus
A market bonus is designed to compete with compensation offered outside the University. Following a market study, Human Resources determines if a bonus is warranted and, if so, establishes the maximum amount that can be offered.
The market bonus amount is valid for three (3) years. After that time, Human Resources conducts a new market study to determine whether the bonus should be discontinued, adjusted or extended for another three (3) years (renewable every three (3) years). 
Market bonuses are increased annually based on the economic increase applicable to the position’s salary scale. For the bonus to remain consistent with the market, the following measures are taken:
  a)    The bonus is reduced by any PTR increase provided.
  b)    If the position is reclassified, the bonus is adjusted proportionally.
  c)    If there is a change to the salary scale other than the annual economic increase, the bonus is adjusted proportionally. 

If the employee changes positions, the market bonus is discontinued.
b)    Recruitment bonus

A recruitment bonus is designed to temporarily compensate a candidate who would experience a decrease in compensation by joining the University.
This is a fixed bonus that decreases by the same percentage each year over a period of three (3) years (33.3% per year).

APPENDIX:

• Policy #3 Salary Administration of Regular Non-Unionized Support Staff
• Regular non-unionized staff in a confidential position (NC) salary scale
• Regular non-unionized staff in a management position (NM) salary scale
• Job Evaluation / Appeal Forms
• Job description Guides and templates
• Unique Job Description Template