OACIS is UCSB's online system for classification functions, such as, creating job descriptions, updating job descriptions, and requesting reclassifications. It is no longer used for posting jobs or applying for jobs. Refer to the Employment section of the HR website for information on our new Talent Acquisition Management (TAM) system.
The Supervisor. If a Supervisor has employees reporting to him/her, the Supervisor should be set up in the system as a "Submitter". Contact Human Resources at x4664 to set up an account.
You need to “switch hats” for a session and become a Submitter. Log in to OACIS, then click on Change User Type on the left side of the page. (If you don’t see this as an option on the left menu, contact HR.) Click the user type you want to be for that session, Submitter, and click Change Group. Make sure the top of the page now says "Your Current Group: Submitter" and that your left menu options have now changed. The next time you log in, it will revert to the last group name you chose, so you’ll have to repeat the steps above to become a Reviewer again.
You have to create a new Job Description for every individual employee, even if their job description happens to be exactly the same as another employee’s. However, the system makes it easy for you to copy the duties from one job description and paste them directly into another employee’s job description. In the “Search Duties to Copy” tab, you simply search for the employee’s job description you want to copy and click the “Select and Continue” button. One caveat: The employee whose job description you want to copy must already have an approved job description in the Job Description Library for this to work correctly. HR advises that Supervisors with multiple, identical job descriptions enter the first one into OACIS then contact their Compensation Analyst to request an expedited review. After the Compensation Analyst reviews the first job description and sends it to the Job Description Library, the Supervisor can then copy this employee’s duties in to the remaining job descriptions
Note: Both departments need to agree to change the department code because once the department code has been changed the home department will no longer have access to that job description. The job description will still have the history associated with it. However, as mentioned previously, the home department will not be able to perform actions on it nor have access to it.
A Lateral Transfer is when one employee moves into another position of the same classification and level, usually a different budget provision. A Lateral Reclass is when an employee moves into a different position with a different classification but same level (same salary max), and they usually take their budget provision with them.
Processing a Lateral Transfer-
- The supervisor/manager submits an Update for the Job Description the employee is moving into. They will need to fill out the Briefly explain the basis for updating this Job Description: field on the Action Justification tab, explaining the purpose for a Lateral Transfer.
- They will also need to send an email to the Employment Manager explaining what they are doing.
- Compensation will approve/deny the Update.
Processing a Lateral Reclass-
1. The supervisor/manager submits a Reclass for the job description.
2. The Compensation Analyst follows the procedures for denying or approving a Reclass (no employment involvement is needed).
If the Limited appointment position was recruited for via OACIS....
- Start a New Career Job Description action in OACIS.
- Enter all of the job details on the new action, including the incumbent's name and ID number.
- On the Action Justification tab, reference the original limited job description, and make note of the original recruitment.
- Fill out any internal approvals on the Approval Steps tab.
- Submit to Compensation for review and approval.
- Once approvals are finalized, archive the Limited Job Description.
If the Limited Appointment position was NOT recruited for via OACIS.....
All Career Appointments must meet a recruitment requirement.
- Complete steps 1-5 above.
- Do not include the limited incumbent's name and ID number on the job description.
- Once Compensation has approved your Job Description, create a Requisition from a Job Description.
If a department believes that an exception to the recruitment requirement is warranted, they will need to work with Employment to determine if this is possible. To do so, the following steps would apply:
- Fill out the necessary Waiver of Recruitment paperwork and attach it to the requisition on the Attached Documents tab before submitting to Employment.
Once Employment reviews the requisition they approve a Hiring Proposal, which creates a Job Description in the JD Library.
Dual employment is the term used to describe additional time worked by a staff employee in a second appointment when he/she also holds a 100% appointment. Dual employment occurs when the employee performs the additional work repeatedly, rather than on a one-time or sporadic basis.
FLSA: Exempt vs. Non-Exempt
These situations require consultation and review by Human Resources, sometimes in collaboration with Academic Personnel. Please contact Compensation for assistance.
Yes, but the part-time employee must also be compensated on a salaried basis. For example, if an exempt employee has a 50% appointment, they would be paid at 50% of the established monthly rate. The workload should be adjusted as appropriate.
Yes. Regardless of whether or not the overtime was authorized in advance, the department is obligated to pay unauthorized overtime. Corrective action may be appropriate against the employee for not following department procedure. Ultimately it is the Supervisor's responsibility to know and be aware when an employee works overtime and to address unauthorized overtime in a timely way.
Yes, detailed records to the quarter hour can be kept for employees who charge a percentage of their salary to various grants or who are working on a number of accounts and the work charged to each account varies, or for other purposes, such as management reports, as long as the recording of time does not relate to pay.
A salary structure with standard progression rates established within a pay range for a job. Employees may progress from step to step on the basis of performance or other negotiated reasons.
A salary structure with a minimum and maximum value to the pay range for a job. An individual progresses through the range based on performance or equity.
A range adjustment is an across-the-board salary increase affecting individual employees' pay and their relative step-based pay structure.
Career employees may be eligible for a pay increase when:
1. their position gets reclassified upwards;
2. a significant inequity in salary exists (see Equity Guidelines) and the department chooses to rectify it (not required);
3. they are promoted (via recruitment) to another position on campus;
4. there is a campus merit program; or
5. there is a union negotiated increase.
Eligibility requirements will vary according to the contract or policy. Please refer to the guidelines and procedures for the specific merit population.
On the roster screen, click on the employee’s name in order to see what data was present in PPS at the
time of the roster “snapshot”. An employee is selected for the roster based on the data present in a
number of fields on PPS.
Important fields in PPS that are used in employee selection include:
Screen Field Data needed to indicate merit eligibility
EAPP Appointment Type ‘2’ (Career) or ‘7’ (Partial-Year Career)
EAPP Distribution End Date At least one distribution needs to end on or after the merit
EPER Next Salary Review Date Needs to be the merit effective date or earlier
EPER Next Salary Review Type Should display ‘2’ or ‘3’, as appropriate
EPER Employee Relations Code Needs to reflect appropriate code
During the preliminary roster stage, departments should determine whether an eligible employee is
missing from the roster and make the necessary corrections in PPS, before the final roster is created. See
the previous question/answer above to help determine what fields may need to be adjusted in PPS.
If an employee is missing from the final roster, you will not be able to add him to the roster. Wait until
the web process is completed to enter his new rate to PPS manually, using Action Code ‘04’. Along with
processing this action in PPS, an email or memo must be sent to Human Resources stating the
employee’s performance rating.
Deleting an employee from the roster should be a rare occurrence. If an ineligible employee appears on
the preliminary roster, you may need to correct some data fields in PPS to ensure that employee does not
appear on the final roster. If an ineligible employee still appears on the final roster, then it might be
appropriate to delete the employee from the roster.
Otherwise eligible employees who are not receiving a merit increase (e.g., due to an unsatisfactory
performance rating) should remain on the roster so that funds generated by their presence are left in the
pool of available dollars. This is important for balancing the total amount spent against the overall
Performance ratings are entered as 1, 2, 3, 4 or X.
1 = Demonstrates a high degree of expertise and mastery in all aspects of the position in a
2 = Fully performs the entire range of duties in a professional manner.
3 = Generally performs essential duties satisfactorily.
4 = Does not perform essential duties in a satisfactory manner.
X = No written performance evaluation has been done.
Date format is MM/YY, and it cannot be later than the current month. If using “X” as a performance
rating, enter the current month (MM/YY).
NOTE: Performance evaluations should take place sometime during the twelve months prior to the merit
Please make every effort to have someone else enter your merit rating and salary increase. “Someone
else” can either be another preparer in your department, a department chair with an account, or a control
point. If it is absolutely not possible for another person to enter it, then you may enter your own, but you
should follow through with documentation to your control point. An example of documentation could be
an email to the control point with a copy going to the department chair. Your control point may give you
further instructions on this topic.
Note that all “self-updates” are marked with a flag in the system and will be reviewed at the end of the
Only the permanent position can be merited during the web merit process, although both will appear on
rosters. As long as the temporary reclassification or stipend shows up on a separate roster line, you’ll be
able to delete that temporary line from the roster without disrupting the permanent position (this is an
example of an appropriate use of the delete function). Keep in mind that the two lines may appear on
two different departments’ rosters.
Later, follow your usual process on requesting rate increases for temporary reclassifications and stipends
(if appropriate) – request control point approval, then contact HR Compensation with the approved
The system will allow you to merit an employee up to the range maximum only, so it may revise your
The web-based merit system will allow employees to receive a below-range merit, even if they continue
to be below the minimum after the merit is applied. If this occurs, it is very important to remember to
bring the employee to the minimum of the range after the web merit process is completed. Use action
code ‘33’ (Manual Range Adjustment) when you process this action in PPS.
The 25% maximum salary increase rule under PPSM 30 no longer exists. It was removed from policy in 2018.
Red-Circling is when an employee's pay rate is approved to be above the established salary maximum for that position. Hence, the employee is usually not eligible for further base pay increases until the range maximum surpasses the employee's pay rate.
Yes. Your supervisor has a right to assign new duties to you and you are expected to begin performing them upon receipt of the assignment. If the new duties make up 20% or more of your position, your supervisor should add them to your job description and submit the job description to Compensation for review.
Supervisors are now responsible for printing out an employee job description and obtaining wet signatures after the employee has been hired, the job description has been updated, or a reclassification has been approved. It is also their responsibility to give a copy of the signed job description to the employee for their records and retain the original signed copy in the department's personnel files. They do not need to send the signed job description to Human Resources.
A confidential employee is an employee who is required to develop or present management positions on collective bargaining, or whose duties normally require access to confidential information that contributes significantly to the development of management positions on collective bargaining.
Types of Supervision
Level of supervision is determined by the way in which work is assigned, when it is reviewed, how it is reviewed, and what guidelines, prototypes and protocols are available.
Definitions of Types of Supervision Received:
- Close Supervision — indicates that the incumbent is assigned duties according to specific procedures. Work is checked frequently, and in addition there may be formal training.
- Supervision — indicates that the incumbent performs a variety of routine duties within established policies and procedures or by referral to the supervisor’s guidelines.
- General Supervision — indicates that the incumbent develops procedures for performance of variety of duties; or performs complex duties within established policy guidelines.
- Direction — indicates that the incumbent establishes procedures for attaining specific goals and objectives in a broad area of work. Only the final results of work done are typically reviewed. Incumbent typically develops procedures within the limits of established policy guidelines.
- General Direction — indicates that the incumbent receives guidance in terms of broad goals and overall objectives and is responsible for establishing the methods to attain them. Generally the incumbent is in charge of an area of work, and typically formulates policy for this area but does not necessarily have final authority for approving policy.
Some of the staff positions at the University of California, based on job title classification, are organized into collective bargaining units that are exclusively represented by a union or employee organization. California's Higher Education Employer-Employee Relations Act (HEERA) gives UC employees the right to decide whether or not they want to unionize and have collective bargaining as the sole means of determining their wages, hours and other terms and conditions of employment. There are thirteen collective bargaining units (CBU) on the UC Santa Barbara campus. More information about HEERA and the collective bargaining process is available on the Office of the President’s collective bargaining web pages and at the Public Employment Relations Board (PERB) web site. PERB is the state agency responsible for oversight of HEERA and the collective bargaining process between the University and employee organizations/unions representing our employees.
When you were hired, your hiring supervisor or the employment recruiter should have informed you if your position is part of a collective bargaining unit and represented by a union. If you are uncertain, please ask your supervisor, department personnel coordinator or business officer. You can also search the Salary Scales by job title classification to determine representation. The Salary Scales indicate whether a job title classification falls into a specific unit by code. (The campus often uses these codes as an informal reference for the bargaining units, e.g, CX, SX, TX)
If a position is not represented by a union, the job title/position is non-exclusively represented (often referred to by the code "99") and is covered by Personnel Policies for Staff Members.
Your position has been classified based on the majority of work being done in the position and an analysis of compensable factors. Most jobs include a variety of duties, spanning a variety of levels and job series. The Compensation Analyst is responsible for evaluating the duties based on compensable factors and determining if more than 50% are classifiable at a higher level. The most common compensable factors are complexity, freedom to act, consequence of error, scope (variety of duties), supervision, accountability for resources, and level of communications.
Here is an example of a clerical position and how a Compensation analyst might break it down:
25% Budget Assistance (__Assistant III)
30% PPS/Payroll (__Assistant III)
20% Conference Coordination ( __Assistant II)
10% Department Reception ( __Assistant I)
10% Travel (__Assistant II)
10% General Clerical Assistance to Manager (__Assistant II)
Overall Classification level = __Assistant III (55% of duties -> majority)
If you have evaluated all the functions and duties of your position, and you believe that the majority of work factors out to a higher level, then contact your Supervisor to let them know that you believe you may be working “out of class” and would like to have your job description submitted for reclassification. If your supervisor agrees with your assessment, then they would need to follow the on-line classification procedures for submitting a reclassification. If your supervisor doesn’t agree with your assessment, they should give you an explanation.
A promotion is the assignment of an employee from one position to another position, by way of an open recruitment, which is in a class having a higher salary range maximum. A reclassification is the change of title of an employee's current position to a title of a different class having a higher salary range maximum.
If you think that an update action on a job description might result in a change of title (be it lateral, upward or downward) please speak with your Compensation Analyst before starting any action. With any action it is important to consult your Analyst before submission, however, this situation is uniquely important due to the way the system is designed. Compensation does not have the ability to change the payroll title within an update action. The analyst's only option with an update is to continue the Job Description at the same title. If you do submit the Job Description as an update and the analyst determines that there should be a change in title the analyst will have to return the action to you for cancellation and you will then need to enter a brand new reclassification action instead. So the bottom line is, if there are any questions in your mind whether or not an action will result in a change of title, please speak with the analyst before you start an action.
If you feel that your position has evolved to a higher level due to a significant change in duties, additional duties being added, or if the way you are now expected to perform the majority of your duties has evolved to a new level, then your position may be eligible for reclassification.
If you have made a reasonable effort to work with your supervisor on the review of your position and you strongly disagree with their assessment of your job, you may contact a Compensation Analyst in HR for advice on how to submit your own reclassification.
No. The “50% rule” implies that at least 50% of your duties should be classifiable at a higher level in order to be eligible for an upgrade (a.k.a. upward reclassification). Your position may already have a blend of levels in it and only need to change by 30% to cause a shift in the balance of the classification level.
After the Compensation Analyst has reviewed the job description, they will approve it and submit it to the Job Description Library. When this happens, the Supervisor will receive an auto-generated email.
Submitters should log into OACIS and click on Pending Actions. Find the Employee’s record and see what it says in the ‘Status’ column. This will indicate what stage the review is in. Supervisors may consult directly with the Compensation Unit regarding the status of the reclass review. Employees should consult with their immediate supervisor regarding the status of their reclassification.
A desk audit is an “interview” by a Compensation Analyst with the incumbent of the position in order to gather more information to aid in the evaluation of the position. Desk audits are not done by request. They are only conducted when a compensation analyst feels it is necessary to gain further information or clarification about the duties and responsibilities of a position that has been formally submitted for reclassification.
Career Tracks is a new job classification structure that aligns jobs at the University into job families that more accurately reflect job duties, and supports the development of possible career paths designed to enhance career mobility. Levels for individual contributor, supervisory and management roles within each distinct functional area are defined consistently across occupations and with the labor market for comparable jobs.
All non-represented staff at UCSB will be mapped to the Career Tracks structure, not including those who are represented by unions, the Senior Management Group (SMG) and Academic positions.
Each employee’s payroll title will change to a new title code under the Career Tracks standards. Current responsibilities, working or business title and compensation will not change.
Career Tracks will make the classification of jobs more transparent and consistent, will make it easier to identify promotional opportunities by making clear specific types of positions across campus, will provide clear career planning tracks, and can be used as a resource for creating new and updating job descriptions.
Our current classification system was built on UC systemwide classifications that have become outdated (40+ years old). Career Tracks will more accurately reflect current job duties, organized within job families and functions. This new structure will set the foundation for a more transparent classification and career planning process going forward and allow us to better align our jobs to the external labor market. The implementation of Career Tracks payroll titles will also provide the organization with a fresh review of the current role and responsibilities for each employee.
Each position will be assigned a new payroll title that is part of a designated job family and function. Each payroll title will be assigned a personnel program (MSP or PSS), an exemption status and new salary grade and range. The personnel program and exemption status will be applied consistently throughout UC as locations transition into Career Tracks payroll titles.
The terms in the proposed job structure distinguish the work that people perform. By looking at the differences in scope and responsibility between jobs, we can describe each job more accurately in relation to other jobs.
The family is a group of jobs that involve work in the same general occupation. These jobs have related knowledge requirements, skill sets, and abilities. Finance is an example of a family. It is a general way to organize job functions into bigger groups to ease searching through the numerous job functions available.
The function is a more specialized area within a family. In a function, the same or relatively similar work is performed, a similar skill set is required, and it is possible to move within the function with minimal training. For example, Purchasing is a function within the Finance family.
The category defines the type of work performed, as opposed to the occupation or subject matter. The three categories are: 1) Operational & Technical, 2) Professional, 3) Supervisory and Managerial. A job function can include more than one type of work, so within Purchasing, you could have jobs in professional, supervisory and managerial categories.
The career level reflects the amount of responsibility, impact, and scope of a job. We have determined the appropriate number of levels within each category per job function by looking at market survey data and working with subject matter experts for that family and function. For example, a Buyer in the Professional job category could be a level 1, 2, 3, 4, or 5 professional. In the Supervisory and Managerial category, there are a possible total of 6 levels. Establishing the appropriate number of levels based on category facilitates comparison of UC jobs with comparable jobs in market salary surveys. At the same time, not all functions will require the full number of levels. The number of levels in the Career Tracks job structure for each function is reflective of how the work is currently organized at UC.
A job standard is designed to be a general description of the work that is typically found in the career level of a specific category. Job standards rarely reflect the unique work each individual may be asked to perform as part of his or her regular responsibilities. The work performed by an individual reflects the organization’s goals and structure. The goal is to capture at least 50% - 60% of the predominant job duties for a given job. Supervisors and managers can use the job standards as a starting point in developing customized job descriptions that reflect the individual’s unique responsibilities, yet still align to the job standards for all UC staff in that job.
Yes. All locations (Office of the President, campuses and medical centers) will implement the Career Tracks structure for their locations. This will provide greater career mobility and transparency within and across all UC locations.
No. Career Tracks only changes payroll titles. Employees may still use the current working titles of coordinator, assistant director, director, etc., as appropriate.
No. Actual job duties and expectations will not change. Employees will be assigned a payroll title in the new Career Tracks structure that best fits the current job/role performed.
No. There will be no immediate impact to pay (either upward or downward), although the new classification system will provide a better foundation for determining appropriate market-based salaries in the future. Ongoing reviews will occur for any employees whose compensation is outside the salary range.
Managers will receive final mapping notifications, and will distribute individual notices to employees informing them of their new title codes, job standards and pay grades, prior to implementation in the payroll system. Employees should discuss any mapping concerns with their Supervisor or Manager. When the Manager deems appropriate, a reconsideration review can be submitted which will require the department head’s approval and endorsement for the VC prior to HR review. In some cases, we may also consult with the systemwide steering committee.
New job descriptions are not required to transition to the Career Tracks job structure, although managers and employees can begin to use the new job standards database to create customized new job descriptions as needed.
The process of moving a job from the current classification/payroll title into a new payroll title that is part of a designated job family and function is referred to as “mapping.”
Preliminary mapping was based on current job descriptions in OACIS. During the mapping review process, departments will have the opportunity to submit a “Request for Change” form, and include an updated job description when the changes to the job are substantial and significant, but would not qualify for reclassification under the current system. These job descriptions will be considered under the Career Tracks implementation process.
Jobs that have experienced significant changes to warrant a reclassification review should be submitted under the ongoing reclassification process already in place. These will continue to be reviewed according to existing practices, and will be managed outside of the Career Tracks implementation.
Job descriptions that have changed, but the changes are not anticipated to affect the current or new classification level, should be submitted under the ongoing job description update process already in place. These will continue to be reviewed according to existing practices, and will be managed outside of the Career Tracks implementation.
The major duties of a given job, (i.e. the reason the position exists), determine how to map it to a new job function. Positions that are multifunctional should be mapped to the job function that constitutes more than 50 percent of the job. If no one component of the job is 50 percent or more, the job function that has the greatest percentage of duties, or the function that would be emphasized during recruiting should be used. In some cases a multifunctional job, such as administrative operations within the General Administration family, can be selected for mapping.
Job standards for each new Career Tracks payroll title are available on Sharepoint and are accessible to all UCSB employees with a NetID (select “Forms Authentication” from the drop down menu).
Human Resources Compensation Analysts have completed preliminary job mapping recommendations based on a review of each employee’s existing job description. This preliminary work was done to assist unit leaders and managers with the task of reviewing and refining the recommended new payroll title for each employee. Managers and supervisors will work with Unit Mapping Coordinators to review current job responsibilities and expectations for each employee in preparation for confirming his or her new payroll title in the Career Tracks structure. Managers may also collaborate with peer managers within the unit to ensure that all managers apply a consistent approach to reviewing and finalizing these recommendations.
More information on the professional, supervisory and managerial job levels can be found on the Career Tracks portion of the Compensation website; please refer to the Career Tracks Structure accordion under General Information. (link provided)
The Compensation Unit found when comparing job descriptions for employees in the same payroll titles that in some cases the responsibilities, scope, required knowledge and skills, staff size, or other key variables were different. In some cases job duties changed over time for a given employee but the job description on record was never updated to reflect assumption of additional responsibilities.
The implementation of Career Tracks payroll titles provides the organization with a fresh review of the current role and responsibilities for each employee. New titles were assigned in consultation with managers to ensure that the most current information for each job was taken into account for assigning a payroll title in the new structure.
The new Career Tracks job architecture has been built to align with the labor market for comparable jobs at other organizations. In a few cases we found that we had more levels of a given function here at UCSB than existed elsewhere. It is possible that employees previously in different job levels were mapped to a new, consolidated payroll title that now has external comparators in the labor market. Given that each payroll title has been assigned a broad salary range, previous differences in experience, performance or responsibilities should still fit within the new salary grade and range for affected employees.
Some of the new job series have fewer levels than the current job series. Therefore, having a different number in the title does not indicate that the new classification is "lower." For example, a current Analyst 3 might be comparable to a Research Administrator 2. Remember, when the new classifications are implemented, an employee's salary will not be affected.
Employees have been mapped to payroll titles by their managers to reflect the demands of the unit and the work required to support the organization for that function. Even though an employee may possess skills, experience or educational degrees beyond those required for their new payroll title, he/she has been mapped to the new structure based on the responsibilities, scope, knowledge and skills, etc. required by the position. For example, an employee may have a law degree, but the salary range and payroll title of their new Career Tracks position are reflective of their current responsibilities, not their law degree.
Upon implementation of Career Tracks, the previous Series Concepts and title codes will be retired and no longer available for use. Certain title codes from the Series Concepts will stay available in limited capacity, and for a limited timeframe; OP is still developing standards and there will be circumstances where we will use the existing title codes until the Career Tracks structure has been fully developed.
The generic scope for a P3 describes a position requiring full understanding of the professional field, the ability to apply theory and put it into practice resolving problems of diverse scope and complexity, and broad job knowledge. A P2 position typically applies acquired professional knowledge and skills to complete tasks of moderate scope and complexity; exercises judgment within defined guidelines or practices to determine appropriate action. If the job description used to assign the new payroll title did not reflect the scope and requirements of the P3 then the incumbent is appropriately mapped to the P2.
The generic scope for a P4 describes a position that regularly serves as a technical leader to their department or broader community, performs duties requiring specialized expertise, and frequently analyzes or resolves issues that are unique and without precedent. If the job description provided no or very limited content that aligned with professional level 4 key responsibilities or scope, we couldn't assume the employee was performing a P4 position. Length of service, while providing employees and the organization with a wealth of institutional knowledge, does not by itself determine the level of responsibility required for the position. Length of service, as well as experience on committees or special projects outside of the scope of the primary job responsibilities, are helpful for preparing the individual for future career opportunities but do not define the scope or level of the current position.
The generic scope for a P5 describes a position that is a recognized expert with significant impact and influence on system-wide policy and program development. Professional positions at this level regularly lead projects of critical importance to the overall organization. Few positions were mapped to a P5. In contrast, P4 positions regularly serves as a technical leader, perform duties requiring specialized expertise, and frequently analyze or resolve issues that are unique and without precedent. If an employee’s job duties as currently described provide no or very limited content that aligns with the P5, the employee was mapped to a P4 position.
Additional review and calibration was conducted across all units for P5 positions to ensure fairness and consistency in applying the definition of this level.
If you meet the supervisory definition under the California Higher Education Employer-Employee Rights Act (HEERA), you will still be a supervisor. You will have a supervisory designation in the payroll system and may use a supervisor working title. You just will not have “Supervisor” in your payroll title.
Employee pay will not change, but a new salary structure provides better pay guidance for your manager to make future pay decisions. Career Tracks is not a salary program.
Salary grade ranges will be a proxy for competitive pay levels in the marketplace for your job. Understand that the market is different for different types of positions.
Current salary programs are driven by policy (PPSM 30, Compensation). The Compensation Unit is responsible for reviewing and recommending changes to the policies and procedures that affect staff salaries. All updated policies will be posted on the HR website prior to implementation. While Career Tracks implementation will not have any direct impact on these programs, it will provide the campus with better resources for making data driven decisions regarding salary actions.
University pay programs must be more sensitive to the market because we compete against other employers (both private and public) for the best talent. Once jobs are more clearly defined as compared to the market, the job and compensation structures will be easier to understand and administer.
We are using a number of reputable third-party market salary surveys to link our jobs to the market, including two well-known surveys that specialize in educational institutions. Because we also compete with public and private organizations for employees, our survey data will also include market salary information gathered from local companies.
Employee pay will not change as a result of being mapped to a new payroll title, and this applies even if you are paid above the new salary range maximum. Your salary will be frozen until such a time as it falls within the range, or you transfer out of your current position.
Once we have changed salary ranges for each job to reflect competitive pay practices at other employers in our labor market, your salary range might be higher than under the old structure, which was not market based. This should not be interpreted as a devaluation of your position. It may result in more salary growth potential than you had previously.
In a perfect world, employees with extensive experience and a proven track record of outstanding performance are typically paid in the upper half of their salary range; employees with less experience, who have been recently promoted, or who do not consistently demonstrate outstanding performance are paid in the lower portion of their range. It is difficult to apply these principles to UC at this time because we are just now transitioning from a salary range structure that was not always based on the current market. We expect the new salary structure to provide better guidance for administering salaries over time.
As in our current state, competitive pay information that we gather from third-party professional salary surveys is generally collected and reviewed every one to two years. We will review our salary ranges each year and make updates, as appropriate, to ensure our salary ranges are aligned with labor market pay levels.
We consider all types of employers – private, public and higher education – to be part of our labor market depending on the particular job. Generally, our market is defined by the organizations with whom we compete for employee talent.
Pay data is collected in different ways. A primary source is salary surveys. UC, as well as many other public and private organizations participate in third-party salary surveys. Each participating organization reports pay data for its employees anonymously for the jobs described in the survey and the results are then consolidated and reported in a manner that keeps each organization’s data confidential.
Each salary range in the new structure is intended to reflect prevailing pay rates for all of the payroll titles that have been assigned that range. Some ranges have 50 -75 payroll titles. Each range has therefore been designed to be broad enough to allow managers across the UC system to administer pay for their jobs. Where an individual is paid within a range is further reflective of experience, contribution, peer pay levels within the unit or related units, and the department’s budget or ability to pay. Employees who are paid at the upper portion of their salary range are the exception rather than the rule, as is the case at many employers.