This description will include a narrative overview and further detail based upon data contained in the Questionnaire for Professional Jobs.

The point value is based on information collected through the Questionnaire for Professional Jobs. The questionnaire is designed to gather information about aspects of professional positions within the University which have been determined to be important in setting compensation. The Questionnaire gathers information in these areas: knowledge; required education; required experience; professional development; nature and use of information; creativity; planning; nature and channels of communication; teaching/training; supervision; consulting; budget responsibility; policy responsibility; organizational impact; change management; job environment, and reporting level.

Responses to the questionnaire are analyzed using a software system. The software system combines and weights questionnaire responses using a statistical model designed by the Joint Salary Study Committee to reach a point value for each position.

The statistical model is tied to the external market through benchmark positions. These are positions which were selected to represent the full range of positions within the University. For these positions we collect data about the salaries paid by other employers, particularly in northern New England and in higher education. This information is collected from published salary surveys. The statistical model is designed to weigh questionnaire data to produce point values which best replicate the market value hierarchy of salaries for the benchmark positions. The same model is applied to non-benchmark positions as well. Consequently, the point values for all positions reflect both market value and internal equity for positions with similar levels of responsibility, knowledge, skill and ability.

1. New Hires

   The starting salary for a new employee will be no less than the minimum of the salary range for the grade. Starting salary will be determined by considering the new employee's qualifications, experience, the employee's level of responsibility, and a uniform review of market factors and internal equity. The uniform review of equity and market factors will be developed by the individual campus and should include salary comparisons with peer or other similar salaries in the same salary grade; and local, regional and, as needed, national salary data for similar jobs (content). The recommended salary will be determined through consultation between the hiring department, the campus designee and equal opportunity.

2. Transfers
   1. An employee's recommended salary resulting from transfer to a different position at a higher salary grade or a voluntary transfer to a lower salary grade will be determined by considering the affected employee's qualifications, seniority, experience, the employee's new level of responsibility, and a uniform review of market factors and internal equity. The uniform review of equity and market factors will be developed by the individual campus and should include salary comparisons with peer or other similar salaries in the same salary grade; and local, regional, and as needed, national salary data for similar jobs (content). The recommended salary will be determined through consultation between the hiring department, employee, the campus designee and equal opportunity.

   2. Involuntary transfer to a different position at a lower salary grade will be determined by considering the affected employee's qualifications, seniority, experience, the employee's new level of responsibility, and a uniform review of market factors and internal equity. The uniform review of equity and market factors will be developed by the individual campus and should include salary comparisons with peer or other similar salaries in the same salary grade; and local, regional and, as needed, national salary data for similar jobs (content). The recommended salary will be determined through consultation between the hiring department, the employee, the campus designee and equal opportunity.

      The employee may appeal the recommended salary within 10 working days of the determination and communication of the recommended salary to the employee. The appeal must be submitted in writing to the campus designee and must include a statement of the reason(s) for the appeal. The appeal will be reviewed by a standing committee composed of one campus UMPSA unit member (chosen by the campus UMPSA President), one University campus member (chosen by the campus President or as directed, the campus designee), and one member mutually agreed to by the above two members. The standing committee will have alternate members. Appeal decisions will be by majority rule. Appeals committee members shall not be individuals directly involved in the primary salary determination process for the employee. An appeal answer will be issued with 15 working days. The decision and procedures of this appeals committee shall be binding and shall not be grievable.

   3. Transfer to a different position within the same salary grade will ordinarily assume the employee maintains his/her current salary. Under extraordinary circumstances the salary may be adjusted within the salary grade after considering the affected employee's qualifications, seniority, experience, the employee's new level of responsibility, and a uniform review of market factors and internal equity. The uniform review of equity and market factors will be developed by the individual campus and should include salary comparisons with peer or other similar salaries in the same salary grade; and local, regional and, as needed, national salary data for similar jobs (content). The recommended salary will be determined through consultation between the hiring department, the employee, the campus designee and equal opportunity.

3. Range Re-Classification

   Reclassification: When there is a significant change in the responsibilities of a position, a new Questionnaire for Professional Jobs shall be completed. Re-classification occurs when analysis of the new questionnaire results in evaluation at a different salary grade. It is important to note that the addition or deletion of duties to a position may result in:

   • a change in grade and commensurate salary adjustment;

     (or)

   • insufficient point change to result in a grade change;

     (or)

   • a decision by the University to remove duties rather than approve the re-classification.

   When an existing position is re-evaluated at a higher grade, an incumbent's salary may be adjusted in proportion to the change in responsibility, but in no case to less than the minimum for the salary range. The employee's salary will be determined considering the affected employee's qualifications, seniority, experience, the employee's new level of responsibility, and a uniform review of market factors and internal equity. The uniform review of equity and market factors will be developed by the individual campus and should include salary comparisons with peer or other similar salaries in the same salary grade; and local, regional and, as needed, national salary data for similar jobs (content). The recommended salary will be determined through consultation between the hiring department, the employee, the campus designee and equal opportunity. An approved re-classification and commensurate salary increase becomes effective retroactive to the date of Questionnaire completion by the employee or to the date of the assumption of the additional duties/responsibilities if they were assumed after completing the Questionnaire.

   If an existing position is re-evaluated at a lower salary grade, the salary may be adjusted in proportion to the change in responsibility, but in no case to less than the minimum for the salary range. The employee's salary will be determined considering the affected employee's qualifications, seniority, experience, the employee's new level of responsibility, and a uniform review of market factors and internal equity. The uniform review of equity and market factors will be developed by the individual campus and should include salary comparisons with peer or other similar salaries in the same salary grade; and local, regional and, as needed, national salary data for similar jobs (content). The recommended salary will be determined through consultation between the hiring department, the employee, the campus designee and equal opportunity. For the case of re-classification to a lower grade any salary adjustment is effective on the date the re-classification is officially approved.

   The employee being reclassified to a lower salary grade may appeal the recommended salary with 10 working days of the determination and communication of the recommended salary to the employee. The appeal must be submitted in writing to the campus designee and must include a statement of the reason(s) for the appeal. The appeal will be reviewed by a standing committee composed of one campus UMPSA unit member (chosen by the campus UMPSA President), one University campus member (chosen by the campus President or, as directed, the campus designee), and one member mutually agreed to by the above two members. The standing committee will have alternate members. Appeal decisions will be by majority rule. Appeals committee members shall not be individuals directly involved in the primary salary determination process for the employee. An appeal answer will be issued with 15 working days. The decision and procedures of this appeals committee shall be binding and shall not be grievable.

4. Stipends

   A stipend may be paid in addition to a base salary for the temporary assignment of additional responsibilities. Stipends are external to the job evaluation system and salary grade determinations. Stipends may not be used to circumvent the evaluation system.

Each campus designee may read the entire database and use all data in comparing positions. The campus designee may enter or change only records for positions at that campus. The designee is responsible for the accuracy of the data regarding campus positions. The campus designee may allow read only access to others at the campus who have responsibility for some aspect of salary administration. The Equal Opportunity Director shall have read only access. The software and database are not available to employees and supervisors except as they work with the campus designee in completing a Questionnaire for Professional Jobs. The designee will provide data about a specific position to the employee, supervisor, or an authorized UMPSA representative.

The System Office of Human Resources will periodically provide an updated copy of the entire database to each campus designee, so that accurate and complete data is used in any comparisons. In the long run it is our goal to have the software and data on a network, but updated data will be provided in an alternate manner until that is possible. A procedure will be implemented to confirm the successful loading of revised data. The System Office will provide for appropriate back up of the database and secure storage for back up data. The System Office, in consultation with the campuses, will update benchmark designations and collect market data every three years. The System Office will provide read only access to the entire database to one designated UMPSA representative.

In order to maintain the integrity and credibility of the salary program the University and UMPSA will establish a joint committee to periodically review the program. The committee will audit procedures, review the questionnaire, look at job evaluation trends, review benchmarks, and consider feedback received from employees, supervisors, and human resources. The committee will meet annually or more often if needed and will advise the University and UMPSA of its findings and recommendations. Salary ranges should be reviewed annually and the entire program should be reviewed every five to ten years.