The University applies the classified employee pay practices to its wage employees.
Pay Band StructureThe Commonwealth’s chart for pay band and 2015 salary ranges. |
Affordable Care Act (ACA) and 1500 Hour RuleIt is now a matter of state law that employees who are not eligible for benefits under the state health care plan may not work more than 29 hours per week on average over the course of a year. The “measurement” year has been defined as each May 1 through April 30 of the following year, to coincide with the open enrollment period for the state health plan and the ensuing Health Benefits Plan Year. ACA FAQ’sWage employees are still limited to working no more than 1500 hours per year, per state agency. However, the wage hire anniversary dates are no longer relevant. There are no exceptions to the 1500 hour limit. |
FLSAThe purpose of FLSA is to establish minimum wage and overtime standards. It distinguishes between covered (non-exempt) and excluded (exempt) employees and establishes an overtime threshold of 40 hours. Training on the Fair Labor Standards Act is available for your review. |
Pay PracticesYour pay can change for several reasons, including promotion, transfer, demotion, or a change in job duties. Also, the University may increase salaries through general pay scale adjustments. In-Band AdjustmentsAn in-band salary adjustment is a non-competitive pay practice which allows agency management the flexibility to adjust individual salaries within their Pay Band based on a change in duties (higher level).a change in job duties and responsibilities The Green Light Committee will determine the review process, timing and frequency of in-band adjustments. In-band adjustments can increase an employee’s salary up to 10%, not to exceed the pay band maximum. In addition, there is a maximum limit of 10% per employee per fiscal year for in-band adjustments. PromotionPromotion is the movement of an employee to a different position in a higher pay band. This movement is the result of the employee applying for the position through the recruitment and selection process. Salary is negotiable from the minimum of the pay band up to 15% above current salary. (Salary may not be below the minimum of the new pay band.) The hiring department has the flexibility to offer a salary increase up to the amount budgeted for the position as long as it falls within the 15% limit. Human Resources will confirm the pay factors justification prior to the offer being made. In the event a proposed increase exceeds the budgeted amount for the position, the proposed salary must be approved in advance by the appropriate vice president before an offer is made. The Budget Office will confirm the availability of funding and Human Resources will confirm compliance with the pay guidelines and pay factors justification. Role ChangeA role change occurs when an employee remains in his/her current position but the role changes. The change can be upward, downward, or lateral. The appropriate vice president will determine the approval process for all role changes. The approval process will include a classification analysis by Human Resources. An upward role change, which is defined as movement to a different role in a higher pay band, may result in a salary increase up to 10% or to the minimum of the higher pay band. A lateral role change, which is defined as movement to a different role in the same pay band, may result in any salary increase up to 10%. A downward role change, which is defined as movement to a different role in a lower pay band, will not result in a salary decrease unless the employee’s salary is above the maximum of the lower pay band. If the salary is above the pay band maximum, it will be frozen and reduced after six months. Temporary PayTemporary pay can be provided to an employee who experiences a change in job duties and responsibilities for a specified period of time (i.e., assignment to a special project, reassignment during organizational changes, etc.). Temporary pay is not intended to cover brief recruitment periods, and should not last longer than six months. Extensions to the six month limit due to exceptional circumstances may be granted by the appropriate vice president. When temporary pay is provided for assuming duties in a different role in a higher pay band, salary may be increased up to 15% above the employee’s current salary, not to exceed the pay band maximum. When temporary pay is provided for assuming duties in the same or different role in the same pay band or being assigned a special project, salary may be increased up to 10% above the employee’s current salary, not to exceed the pay band maximum. The appropriate vice president, in conjunction with Human Resources, must approve requests for temporary pay prior to the duties being assigned. Voluntary DemotionA voluntary demotion is when an employee voluntarily moves to a different role in a lower pay band through the recruitment and selection process or through non-competitive means. Salary is negotiable from the minimum of the lower pay band up to the employee’s current salary. Additionally, if the employee’s current salary exceeds the maximum of the lower pay band, the University has the option of freezing the employee’s salary for up to six months. After six months, the employee’s salary must be reduced at least to the new pay band maximum. The University must explain the timing and amount of the salary reduction before the employee accepts the demotion. Human Resources will confirm the pay factors justification prior to the demotion becoming effective. Voluntary TransfersA voluntary transfer is employee-initiated movement to another position in the same or different role in the same pay band. The employee may seek the transfer through the recruitment and selection process or through a non-competitive process. With a competitive voluntary transfer, employees may negotiate a salary offer from the minimum of the pay band up to 15% above the employee’s current salary, not to exceed the pay band maximum. The salary normally may not provide more than a 15% salary increase except when necessary to bring an employee’s salary to the minimum of the hiring range. There may be circumstances where the negotiated salary for a competitive voluntary transfer is the same or less than the employee’s current salary. Pay factors, comparison of the positions in terms of complexity, results and accountability, and budgeted salary are some factors which may affect negotiated salary. The non-competitive voluntary transfer allows the employee to negotiate a salary offer from the minimum of the pay band to 10% above the employee’s current salary, not to exceed the pay band maximum. The hiring department has the flexibility to offer a salary increase up to the amount budgeted for the position. Human Resources will confirm the pay factors justification prior to the offer being made. |
Pay Practice ChartChart describing how each pay practice is used. |
Career Group / Role Descriptions |
13 Pay FactorsA definition of the 13 Pay Factors. |
FLSAThe purpose of FLSA is to establish minimum wage and overtime standards. It distinguishes between covered (non-exempt) and excluded (exempt) employees and establishes an overtime threshold of 40 hours. |
Overtime & Compensatory Leave PolicyIt is the policy of the University of Mary Washington to compensate employees for overtime in compliance with the Fair Labor Standards Act (FLSA) and Policy Number 3.15, Overtime Leave, Department of Human Resource Management Policies and Procedures. Under the provisions of the FLSA non-exempt employees must be paid at the time and one-half overtime rate for those hours physically worked over forty within a seven calendar day workweek (workweek). The workweek established by UMW is from 12:01 a.m. Monday through midnight on Sunday. Normally, forty hours are scheduled over the five-day period, Monday through Friday. Full-time classified employees are required to work a minimum of forty hours in a workweek or use personal leave. Some FLSA exempt employees may be compensated with hour-for-hour compensatory leave for hours physically worked over forty within one workweek if they meet the provisions as described in section IV. Overtime pay or compensatory leave is authorized only for exceptional requirements of an emergency or temporary nature. The earning of either to satisfy routine agency or departmental requirements is prohibited. While this policy provides management the prerogative of determining when and how much overtime pay or compensatory leave can be earned, supervisors are responsible for controlling the work hours of all employees. Non-exempt employees are not allowed to work overtime without their supervisor’s approval. Employees who work overtime hours without supervisor’s approval may be subject to disciplinary action. The University will limit the earning of overtime pay and compensatory leave whenever possible. Proper planning can, in most instances, avoid the necessity of either. The University of Mary Washington prohibits the continual earning of overtime pay or compensatory leave. Supervisors must obtain signature authorization from the appropriate area vice president before permitting employees to earn overtime pay or compensatory leave. Click here to view the full policy. |
Other Compensation Related ProgramsUMW offers several recognition programs that show appreciation for the hard work and dedication of UMW employees. |