SECTION 5
PERFORMANCE AND SALARY ADMINISTRATION
It is important that all staff perform to the best of their abilities at all times and conduct themselves in a manner that is professional and ethical. When it is determined that a staff member is not fulfilling their job responsibilities, violates a College policy, or acts inappropriately, the College may exercise it's discretion and discipline the individual.
The disciplinary action should be just and in proportion to the seriousness of the violation. In addition, the discipline should be administered privately by the supervisor as soon as it is practical.
For most infractions discipline should be progressive using the following steps.
Verbal Warning
An oral warning issued for minor infractions.
Written Warning
A written warning is issued on a Disciplinary Report form and is used for repeated minor infractions or more serious infractions. (The Director of Human Resources must approve the written warning prior to it being given to the staff member.) The warning should include the following information
Unacceptable behavior and/or performance
Expected behavior and/or performance
Additional supervision or training to be provided
Time frame when improvement is expected
Consequences of continued unacceptable behavior
Staff member's comments
Signature of staff member and supervisor
Disciplinary Review Period
A 60 day probationary period during which time the staff member must correct or improve the unacceptable behavior and/or performance.
Termination of Employment
For infractions that are sufficiently serious in of themselves or for continued failure to respond appropriately to prior corrective action, termination is appropriate.
Suspension
If events are such that the supervisor feels compelled to take immediate action when a termination appears possible, the supervisor may suspend the individual with pay pending a full investigation. The suspension should last no longer than 3 working days except in highly unusual circumstances. The objective of the suspension is to determine if a termination of employment is appropriate. Supervisors must consult with their Director or Vice President and the Director of Human Resources prior to suspending a staff member.
In some instances, a staff member may be terminated immediately if the infraction is very serious. Examples of infractions that can result in immediate termination are:
1. Possession, use, or being under the influence of intoxicating beverages or drugs while at work.
2. Theft of College funds or property.
3. Bodily assault upon a person or fighting on campus.
4. Immoral or indiscreet conduct on campus.
5. Possession of a firearm or other dangerous weapon.
6. Threatening, intimidating or coercing other staff or students.
7. Insubordination or refusal to carry out job responsibilities, directing threatening or abusive language at the supervisor.
8. Fraud - knowingly accepting pay for time not worked.
No staff member shall be terminated without the prior approval of the appropriate Vice President/Dean, Director of Human Resources and director of the department.
The primary purpose of the performance appraisal is to foster meaningful and open communication between staff and their supervisors concerning job performance. The performance review should also be used to: provide feedback on how staff are doing, encourage professional development by identifying ongoing training opportunities, improve job effectiveness and productivity by establishing goals and objectives for the year, and to plan for future promotional opportunities. Both the supervisor and staff member participate in writing the performance appraisal. The first performance appraisal is completed at the end of the 90 day trial period for new or transferred staff. Subsequent evaluations are completed annually in February in preparation for the annual salary administration process in April. Original performance appraisals with signatures of the supervisor and staff are to be forwarded to and maintained by Human Resources.
5.3 SERVICE AWARDS AND RECOGNITION
Colorado College recognizes the importance of service to the institution by giving service wards to staff after each five years of continuing service. Staff will be given a gift certificate equal to $10 for each year of service. In addition, they will receive a gift (memento) from the bookstore and will be recognized publicly by their Vice President/Dean and President of the College at the Annual Support Staff Recognition Ceremony.
5.4 SPECIAL RECOGNITION PROGRAM
Once a year, Colorado College recognizes three staff members who, during the past year, have shown outstanding performance or achievement, innovation or have made a positive contribution to the institution. Nominations are submitted by any member of the College Community. A selection committee appointed by the Support Staff Advisory Committee reviews the nominations and selects three individuals to receive the award. Recipients receive a $500.00 cash award, a plaque, lunch with the President of the College and will be recognized at the Annual Support Staff Recognition Ceremony.
The purpose of the salary administration program is to: attract and retain qualified staff, evaluate jobs fairly within the College, maintain a systematic salary structure, provide competitive salaries, and ensure that salaries are administered without regard to race, color, creed, sex, national origin, age, sexual orientation or disability. All positions are classified into pay grades based on relative value, and are established using competitive salary ranges. Individual staff are paid based on education, experience and performance.
Job Evaluation
The process begins with staff completing a job analysis questionnaire which asks individuals to provide pertinent information about their position:
Primary duties and responsibilities
Education and experience requirements
Special skills
Supervisory responsibility
Physical and mental requirements
Financial responsibility
Problem solving
Contacts
Supervisors review and verify information provided by staff on the Job Analysis Questionnaire and forward to Human Resources who develops a standardized position description for the position.
Individual position descriptions are then reviewed by the Job Evaluation Committee in order to group descriptions into discrete job classifications based on comparability of responsibilities and job requirements.
The job evaluation process consists of a point factor approach which is used to establish internal job values. Positions are measured based on the following factors.
Working knowledge, skills and abilities
Decision-making requirements
Contacts
Supervisory responsibility
Work environment
Various levels are defined for each factor; and the factors are weighted based on importance to the College and value in the marketplace. This assures appropriate linkage between internal job evaluation results and job values in the marketplace. Points are assigned to each factor level based on the overall factor weighting and the relative differences between levels. A grade is then assigned to the position based on the total point score resulting from the point factor evaluation process.
Results of the job evaluation process are shared with the supervisor and staff member. If the supervisor or staff member do not agree with the results of the job evaluation process, they may ask the committee to reconsider their decision, providing additional information that may be pertinent to the process.
Salary Structure
Positions are grouped into salary grades based on their job evaluation point scores to reflect internal equity. A range of pay is determined for each grade based on market data for similar positions, this assures external competitiveness. Pay ranges show a minimum, mid point and maximum for each grade. The range minimum is designed to be a competitive start rate for new hires who meet the minimum qualifications for the position. The mid point is set to be competitive with the average rate paid in the market for similar positions. The range maximum is reflective oft the maximum rate by organizations in the external market.
Every year, in the fall, the College review salary survey data from several sources to determine if staff are being paid competitively. Recommendations are made at that time for changes to the salary structure or individual positions. Changes are typically effected on July 1 of the following year.
In a well designed salary program, there is an appropriate salary for each staff member in their pay range that is both competitive with the external market and internally equitable. This salary level reflects:
The level of responsibility (grade)
Length of experience at this level of responsibility (position in the pay range)
Individual performance (position in the pay range)
Therefore, staff pay is based on the College's ability to pay, the staff's overall performance and their length of service.
New Hires
Starting salaries for new staff will be determined based on individual experience and qualifications and will be competitive with our marketplace and comparable to Colorado College staff with similar background and experience.
Promotional Increases
Staff promoted to a higher salary grade will receive a salary increase that is commensurate with their experience and qualifications.
Salaries Above the Maximum
Staff with salaries above the maximum of the salary range will continue to be considered for annual salary increases if performance warrants an increase.
Salaries Below the Minimum
As salary ranges change, staff with salaries that fall below the minimum of their range will be given raises to bring their salaries at least to the minimum of the range
Annual Salary Increases
Staff are considered for a salary increase once a year in the spring. Increases are granted based on the College's ability to pay and overall job performance. The amount of the increase is proportionate to the overall performance rating with Outstanding performers receiving larger percent increases than Effective performers. Annual increases are effective at the beginning of the new fiscal year.
12 month staff - effective date is July 1
10 month staff - effective date is August 1
9 month staff - effective date is September 1
Temporary Promotions/Increased Responsibility
From time to time, the College may ask staff to take on additional job responsibilities due to unforeseen circumstances. If the additional responsibilities will be carried out over a period of several months, a special salary adjustment may be warranted. Supervisors should contact their Vice President/Dean and the Director of Human Resources for further information.
Position Reclassification
To insure the integrity of the job evaluation program, supervisors and staff should review position descriptions periodically to ensure they are current and accurate. Revised position descriptions should be forwarded to Human Resources so they can be evaluated by the Job Classification Committee to determine if the revised position description is appropriately graded.