Job Classification and Salary Study 2021

(Revised 8/2021)

2

Table of Contents

Section 1: Introduction ......................................................................................... 3

Section 2: Methodology ........................................................................................ 5

Section 3: Market Salary Study Summary, Findings and Recommendations ......... 9

Section 4: Proposed Pay Plans & Structure .......................................................... 25

Section 5: Personnel Policies and Processes ........................................................ 35

Section 6: Implementation and Costs .................................................................. 41

3

Section 1: Introduction

4

Introduction The college president requested that the TVCC Human Resources department conduct a classification

and salary assessment of jobs for all current college classifications. This report presents the findings and

recommendations of the study. HR’s findings and recommendations are based on:

• Market salary research results.

• Current organizational structure.

• Meetings with employees, supervisory, managerial, and senior management employees.

• Job analysis based on input from individuals, groups, and members of job families.

• Internal equity and external competitiveness considerations.

The goal of TVCC HR for this project was to provide the foundation for an appropriate classification and

compensation system and pay plan based on current compensation levels for similar higher education

sector employers. In response, TVCC HR has developed a proposed pay plan and developed salary

adjustment recommendations for current incumbents in included TVCC classifications.

Project Focus

The objectives of the study were to:

• Conduct a review of all college job descriptions.

• Gather salary and classification and compensation data from similar/competitor institutions.

• Develop a revised classification plan; and,

• Develop a revised compensation and pay plan.

• Provide options for the board’s consideration to find a reasonable and cost-effective way to

transition to the new plan(s).

5

Section 2: Methodology

6

TVCC HR PROJECT STAGES AND ACTIVITIES Project Initiation – Developed project proposal, work plan and timeline. Discussed with administration and HR staff and revised project work plan.

Initial Meetings – Met with Human Resources staff to clearly define the scope, goal(s), and objective(s) for the proposed study.

Conducted classification data and Distributed PDQ’s – Collected and reviewed classification data from employees. HR’s online, web-based job information questionnaire – available to all current TVCC employees in included classifications to gather job specific information on specific duties, responsibilities, and essential knowledge, skills, and abilities.

Developed New Job Descriptions – Created updated job descriptions based on data provided by the employees.

Conducted supervisor sessions – conducted supervisor sessions to gather input regarding the job descriptions. Supervisors were to help provide information regarding job duties that the employees are expected to perform and either approved, modified, or removed any proposed changes made by the employee.

Collected job descriptions – collected and reviewed job descriptions from available descriptions that could be found online. Benchmarked job duties against those of TVCC. Only job duties that matched TVCC’s by a minimum of 70% were selected as an eligible position.

Collected/Analyzed Compensation Data – Collected and reviewed compensation data from institutions and salary data from the Texas Association of School Boards (TASB) and the College and University Professional Association for Human Resources. Salary data from TASB and CUPA-HR were both filtered by enrollment size to match TVCC. TASB data is only from the state of Texas and CUPA-HR data is nationwide.

Conducted Job Analysis – Performed analysis of compensable factors based on completed jobs. Met with Senior Leadership to ensure transparency and to allow for feedback and input.

Developed Revised Pay Plan – Developed a preliminary proposed pay plan based on the results of the market salary study, job analysis, and internal/external equity considerations.

Developed Salary Adjustment Recommendations – Developed salary adjustment recommendations for all College classifications based on the revised pay plan(s) and employee classification, longevity in current positions, and current salary.

Developed & Submitted Draft Report – Developed and submitted a Draft Report for College review integrating the job analysis, proposed pay and classification plan, salary study, and implementation recommendations.

Develop & Submit Final Report – Submitted a Final Report upon final review.

7

Exhibit 1-2 illustrates a flow-chart process used for developing a proposed pay and classification plan.

8

Approach Overview

To begin the study, TVCC’s HR department reviewed preliminary information. At this time, HR

conducted initial meetings with HR staff and administration and tailored several instruments to be used

in conducting the compensation and classification analysis, including:

• a Position Description Questionnaire (PDQ); and

• a Market Salary Study to be conducted with comparable classifications with a selected group

of institutions and external data providers.

The study methodology included:

• Collection of current personnel, human resources, and organizational background

information.

• Development, distribution, collection, and analysis of PDQ’s.

• Identification and selection of comparable institutions for the market salary data.

• Identification of classification benchmarks.

• Conduct of a salary research for selected positions; and

• Analysis with recommendations concerning the relative ranking of college positions to

develop a classification plan that will ensure internal equity.

9

Section 3: Market Salary Study Summary, Findings and Recommendations

10

Market Salary Study

The College employs a wide range of jobs that contain a mix of work responsibilities found in

both the public and private sectors. The Market Salary Study of selected benchmark positions reflected

the variety of duties and responsibilities in which higher education institution employees engage. The

Market Salary Study is one of the key components of a classification and compensation study, as well as

one of the more difficult and sensitive activities in the study process.

The Human Resources staff developed a list of target institutions to be studied. Unfortunately,

due to timing of the needed data we were not able to retrieve data from all the target institutions. This

required the staff to on occasion reach beyond the targeted institutions, as well as outside the State of

Texas and gather job duty data from institutions. However, with the comprehensive adjustments for

Cost of Living (COL), Educational Level and Year of Experience (YOE) comparisons, the data was found to

be useful. Using benchmark classifications, HR performed the technical analysis and evaluation for each

job at the institution. Organizations included as targets in the salary study are those that are:

• Competing with the College for employees, for either lower level or higher-level positions.

• Geographically situated in such a fashion as to almost automatically be considered

a competitor.

• Institutions that are similar in size based on enrollment.

• Structured similarly to the College or providing similar types of services.

• Attractive to highly valued employees for one reason or another; and,

• Provided readily available data online.

Benchmark Jobs

The job descriptions included as benchmarks in the study were clearly and concisely described.

All job duties had a clear and identifiable relationship to other College jobs and were representative of

the various functional areas within the various work areas/units within TVCC. Job descriptions that had

at a minimum of 70% match to the job duties to TVCC’s job description was considered a viable

benchmark.

In addition to the statement of job duties and responsibilities, specific information pertaining to

the education requirements and work experience needed for the job was included. The institutions

matching job title, annual minimum salary, duty days, and annual hours was also included in the study.

11

The data from the study was used to assist with the classification of the various jobs within the

pay structure. It is important to note, however, that the market study simply serves as an indicator of

market trends and the internal job analysis is a critical element in determining pay grade assignments.

Institutions Studied:

Alvin Community College

Austin Community College

Barstow Community College

Blinn College

Boston College

Brazosport College

Cerritos Community College

Collin College

Colorado State University

Community college of Rhode Island

CUPA-HR- Salary Data

Dallas College

El Camino College

El Paso Community College

Grayson College

Lane Community College

Laredo College

Lee College

Los Angeles Community College

McLennan Community College

Middlebury College

Navarro College

Pima Community College

Portland Community College

Reading Area Community College

San Antonio ISD

San Jacinto Community College

Tarrant County College

TASB- Community College Salary Data

TASB- ISD Salary Data

Texas Southmost College

Tyler Junior College

University of New Mexico

University of Southern California

Studied Job Classes

The proposed pay plan put employees into a grade range for Staff employees, Police and Public

Safety positions, Information Technology, Administration, and a separate schedule for Faculty. Specific

details of the plans are provided in report tables starting in Section 4: Proposed Pay Plans and Structure.

12

Studied Job Titles:

Academic/Workforce Advisor

Accounting Specialist

Administrative Assistant

Admissions Specialist

Assistant Athletic Trainer

Assistant Campus Director

Assistant Controller

Assistant Registrar

Associate Vice Provost

Asst. Dir. of Bookstore Services

Asst. Director SFA

AVP Academic Affairs

AVP Instructional Innovation

AVP of Enrollment Mgmt.

AVP of Facilities Mgmt.

AVP of TDCJ

AVP Workforce Education

Bookstore General Clerk

Bookstore Purchasing Clerk

Building Services Manager

Building Services Technician

Campus Events Specialist

Campus Police Investigator

Campus Police Officer

Campus Police Sergeant

Continuing Ed Coordinator

Counselor

Development Officer/Scholarships

Director of Acct Svcs. /Controller

Director of Adult & Cont. Ed.

Director of Athletics

Director of Bookstore Svcs.

Director of Building Services

Director of Campus Police

Director of Client Support Services

Director of Dual Credit

Director of ERP Programming

Director of Financial Aid

Director of Human Resources

Director of International Students

Director of LRC

Director of Marketing & Comm.

Director of Media Support Svcs.

Director of Network Support Svcs.

Director of Recruiting & HSO

Director of SPEA

Director of SSS

Director of Student Housing

Director of Student Life

Director of Student Pathways

Director of System Support Svcs.

Director of Testing

Director of Trans. & Log.

Dispatcher

Dual Credit Specialist

Enrollment & Administrative Advisor

Enrollment Coordinator- TDCJ

ERP Analyst

Executive Assistant I

Executive Assistant II

13

Executive Assistant III

Executive Director of the Foundation

Facilities Coordinator

Financial Aid Officer I

Financial Aid Officer II

Graphic Art & Design Coord.

Graphic Art Design Specialist

Head Athletic Trainer

Housing Manager

Housing Specialist

Human Resource Generalist

Human Resources Specialist

Institutional Effect & Res Analyst

Instructional Aid

Instructional Designer

IT Procurement Specialist

Librarian

LMS Administrator

LRC Specialist

LRC Technical Assistant

Multimedia Specialist

Network Administrator

Payroll Coordinator

PC LAN Analyst

PCI Coordinator

Provost

Recruiter

Recruiting Coordinator

Reference Librarian

Research & Assessment Generalist

Senior Business Analyst

SFA Specialist: VA/PELL

Specialist, HSC

Sports Information Officer

Sr. Acct- Financial Reporting

Sr. Acct-Grants & RR

Student Retention Advisor

Systems Administrator

Technical Workforce Advisor

Testing Specialist

Trans & Logistics Specialist

Tutor Coordinator

Unit Enrollment Coordinator-TDCJ

VC/LAN Analyst

Videographer

VP of Admin Svcs/CFO

VP of Information Technology

VP of Instruction

VP of Student Services

Web Programmer

Classification

An organization’s classification system establishes how its human resources are employed to

perform its core services. The classification system consists of the titles and descriptions of the different

classifications which define how work is organized and assigned. It is essential that the titles and

descriptions of an organization’s classifications accurately depict the work being performed by

employees to ensure equity within the organization and to enable comparisons with positions at peer

14

organizations. The purpose of a classification analysis is to identify such issues as incorrect titles,

outdated job descriptions, and inconsistent titles across departments and levels.

In the analysis of the College’s classification system, TVCC HR collected classification data

through the Position Description Questionnaire (PDQ) and benchmarking processes. The PDQ’s, which

were completed by employees and reviewed by their supervisors, provided information about the type

and level of work being performed for each of the College’s classifications. The benchmarking process

provided supervisors an opportunity to provide specific recommendations regarding the pay or

classification of positions in their areas.

An additional secondary process was performed prior to the completion of the job description

submission period. TVCC HR conducted a series of job specific discussions with supervisors to further

clarify and explore issues related to the College’s classification system. TVCC HR reviewed and utilized

the data provided in the PDQ’s and benchmarks, as well as through the secondary discussions, as a basis

for the classification recommendations below.

Classification Findings

The classification system being used by the College was found to be generally accurate and job

titles typically described the work being performed by employees. However, it was found that some

classification titles did not accurately reflect the pay grade or tasks completed by the employee. TVCC

HR has proposed the following classification changes within the current classification system. A

comprehensive listing of the classification changes can be found in Exhibit 3-1.

EXHIBIT 3-1 Proposed Classification Title Changes

Old Classification Title New Classification Title Enrollment Specialist Admissions & Records Specialist Admissions Specialist Admissions & Records Specialist

Enrollment Coordinator- Pre-Service Enrollment Coordinator- TDCJ Enrollment Coordinator- In-Service Enrollment Coordinator- TDCJ

Guidance Associate II Academic/Workforce Advisor Counselor- HSC Assistant Campus Director

Counselor/Assistant to the Provost Assistant Campus Director Counselor- TDCJ Unit Enrollment Coordinator- TDCJ

Payroll Coordinator Human Resources Specialist Research & Assessment Generalist Sr. Research & Assessment Analyst

Campus Events Specialist Student Life Specialist Accounting Specialist- General Accounting Clerk

15

If approved TVCC HR will be providing the updated job descriptions, which encompass any edits or

changes necessary to reflect the most current work being performed in the role.

Compensation

The compensation system analysis consisted of three parts:

• An assessment of the current compensation system.

• An external salary study; and

• An internal equity assessment.

Using data related to the College’s salary schedules and employees, an assessment was

performed to examine the nature of the existing salary schedules, the progression of employee salaries

through pay grades, employee tenure, and the distribution of employees in the College.

During the market salary study, the College’s pay ranges for selected benchmarked

classifications were compared to the median minimum of the identified market. Details regarding the

market salary study were provided in Compensation Findings of this report.

EXHIBIT 3-2 Example of a studied position

Organization Duty Days Hours

Minimum Pay

Range

Degree Match

YOE MATCH

COL Adjustment

Adjusted Salary or Median

Minimum

% Job Duty

Match

TASB-CC 260 8

$48,703

TASB- ISD 260 8

$36,605

CUPA-HR 260 8

$41,988

Austin CC 260 8 $40,494 0% 3% -5.50% $39,482 90%

Dallas CC 260 8 $36,000 10% 3% -4.55% $39,042 100%

Collin College 260 8 $40,863 0% 3% -3.65% $40,597 100%

AVG $41,070

MEDIAN $40,040 Job Placement TVCC HR evaluated the included college classifications to assign positions to an appropriate

pay range. There are three primary sources of input for job placement:

16

1. The value of the job profile as determined by the employee, the direct supervisor and when

available, a combination of the values collectively provided by subject matter experts through

the combination point assessment derived from the PDQ.

2. The value of the market data as determined by published data was entered into the database as

a reference point for job placements and for referential jobs within the same or similar

occupational families.

3. The input from the leadership of the organizational unit directly responsible for the jobs in his or

her department. This is reflected in the Internal Relationship Adjustment (IRA) setting, which

may be either a positive or negative number, depending on final discussion with leadership

regarding job profile placement within the overall organizational hierarchy.

TVCC staff served as a facilitator to bring the primary source data together in a meaningful way,

organize it into a pay plan or plans, depending on the needs of the institution and to support and assist

the institution with making crucial decisions regarding overall hierarchal placement of jobs.

The study results and outcomes are not the result of decisions made in isolation by HR but are the

result of the staff working to bring together all the different viewpoints of the shareholders, from the

entry level employee to the highest-level executives, assisting and supporting in ordering responsibilities

of the work into a compensation and classification plan that serves as a starting point for making current

and future placement decisions.

Information about each employee’s job was collected through a PDQ. The questionnaire was

available online, sent via email from HR, and was made available to all incumbents in included TVCC’s

classifications. The PDQ asked employees to rank their job based on the decision band method (DBM) in

each of six different decision bands and provide additional information about their characteristics of the

decision and responsibility levels.

Descriptions of each Band Level:

Band F – Policy Making Decisions

Band F decisions determine the scope, the direction, and overall goals of the organization. They take

into consideration all the major departments, the limits of funds available to each department, and the

scope of their programs. The only limits on Band F are those imposed by law and/or economic

conditions. Band F decisions are typically made at the board or senior executive level (Board, Council,

CEO)

Band E – Programming Decisions

17

Band E decisions deal with the means of achieving the goals established by Band F. These decisions are

concerned with the formulation or adjustment of strategic direction for major

functions/divisions/departments of an organization, and allocation of resources amongst these groups.

The positions at Band E are typically in charge of or responsible for advising managers heading up such

major functions as marketing, administration, finance, etc. Band E decisions are generally made at the

senior management level.

Band D – Interpretive Decisions

Band D decisions involve strategic plans and programs for divisions/ departments needed to interpret

and carry out the goals and objectives developed by higher levels. These decisions specify what is

required in the lower Bands, and how the resources allocated by Band E are to be deployed. If

circumstances change, involving uncertainty of information or outcome, Band D decisions set

precedents, establishing what is to be done in similar circumstances in the future. Middle managers or

departmental heads typically make Band D decisions.

Band C – Process Decision

Band C decisions involve determining the means or process of achieving the objectives, standards or

guidelines established by higher Bands. They are subjected to limits such as; available technology and

resources and to the constraints set by Band D. There is an analytical component in positions at this

level. Supervisors, professional staff, senior technical specialists and senior level support staff typically

make Band C decisions.

Band B – Operational Decisions

Band B decisions focus on how to carry out the process indicated by Band C decisions. Band B

employees are required to complete the tasks within the limits set by the specified process but they do

have a choice as to how and when the operations are carried out. Band B decisions are generally made

by lower-level professionals and office personnel.

Band A – Defined Decisions

Band A decisions have to do with the manner and speed of performing the elements of the operation.

There is no choice as to what the elements of the process are, but there is a choice as to how the

elements are performed. Band A decisions are typically made at entry level and in semi-skilled positions.

18

The internal equity assessment reviewed and analyzed the relationships between, and the type

of work being performed by the College’s employees. Specifically, a composite score was assigned to

each of the College’s classifications that quantified the classification’s level on five separate

compensatory factors. The level for each factor was determined based on responses to the PDQ.

These compensatory (job) factors are:

• Leadership - degree to which a position receives direction or provides direction to others.

• Working Conditions - degree to which a position operates in an environment of change or risk

to oneself or others

• Complexity - degree to which higher level educational, knowledge, or analytical abilities must be

utilized

• Decision Making - degree to which a position acts autonomously and oversees the actions of

others. (Band Level)

• Relationships – degree to which the position interacts with others

Compensation Findings Market Minimums

A starting point of the analysis is to compare the average market minimum for each

classification to the College’s range minimums. Market minimums are generally considered as an entry-

level salary for employees who meet the minimum qualifications of a classification.

Employees with salaries at or near the range minimums are less likely to have mastered the job

and would have not acquired the skills and experience necessary to be fully proficient in their

classification.

Exhibit 3-3 illustrates that the College is, on average, 23.3% below market at the minimum of their

respective salary ranges for all surveyed classifications.

Several conclusions can be drawn based on the collected data:

• The surveyed position differentials range from 77% below market minimum for the Housing

Manager classification to 0.4% percent below market for the Development Officer & Scholarship

Coordinator.

• Of the 111 classifications with market minimum percentage differentials, 95 (85.6%) were below

market at the minimum. (Note: 16 (14.4%) classifications do not have an established pay range).

• 48 surveyed positions are 20 percent or more below their respective market minimums.

19

Market Midpoints

This subsection explores the comparison between average peer midpoints and the midpoints for

classifications in the College. Market midpoints are important to consider as they are commonly

recognized as the salary point at which employees have achieved full proficiency and are performing

satisfactorily in their classification.

Exhibit 3-3 illustrates that the College is, on average, 28.5% below market at the midpoint of the

respective salary ranges for all surveyed classifications.

Based on the collected data, the following observations can be made:

• The surveyed position differentials range from 75% below market midpoint for the Housing

Manager to 4% below for the Development Officer & Scholarship Coordinator classifications.

• Of the 111 classifications with market midpoint percentage differentials, 95 (85.6%) are below

market at the midpoint, while the remaining 16 (14.4%) do not have established pay range

midpoints to compare.

• 59 surveyed positions were 20 percent or more below their respective market midpoints.

Market Maximums

The peer salary range maximums are compared to the College’s range maximums for each

benchmarked classification. The market maximum is significant as it represents the upper limit salary

that an organization might provide to retain and/or reward experienced and high performing

incumbents. Additionally, being competitive at the maximum allows organizations to retain highly

qualified employees in classifications that are difficult to fill.

Exhibit 3-3 illustrates that the College was, on average, 31.8% below market at the maximum of

the respective salary ranges for all surveyed classifications.

Based on the collected data, the following observations can be made:

• The surveyed position differentials range from 79% below market maximum for the Housing

Manager to 7% below for the Development Officer/Scholarship Coordinator classifications.

• Of the 111 classifications with market maximum percentage differentials, 95 (91.7 percent)

were below market at the maximum, while the remaining 16 (14.4%) classifications do not have

established pay range maximums.

• 62 surveyed positions were 20 percent or more below their respective market maximums.

Range Spreads Range spreads (the width of salary ranges) allow for flexibility when determining hiring salaries,

indicate the room for growth within a classification, and provide a metric for which the College can

20

compare its current compensation structure to the rest of the market. Range spread is generally set

between 50 to 70 percent for best practice.

Exhibit 3-3 shows the average range spreads for each of the surveyed positions. The College’s

range spreads vary between 34.4% for the Admissions Specialist classification and 76.4% for the

Continuing Education Program Coordinator classification. Overall, the College has much narrower range

spreads compared to the market which is 60%, with an overall average range spread of 49.7% across all

pay ranges.

EXHIBIT 3-3 Minimum, Midpoint, Maximum, and Range Spread Summary

Job Title Below Minimum

Below Midpoint

Below Maximum

Range Spread

Academic Support Coordinator No Data Academic/Workforce Advisor 30% 35% 38% 50.00% Accounting Specialist- AP 10% 14% 17% 50.00% Accounting Specialist, General 42% 47% 45% 56.25% Accounting Specialist, Accts Rec. 11% 15% 18% 50.00% Administrative Assistant 51% 57% 61% 50.00% Admissions Specialist 37% 59% 63% 34.37% Assistant Athletic Trainer 17% 26% 30% 44.00% Assistant Controller 19% 23% 27% 50.00% Assistant Registrar 2% 6% 9% 50.00% Associate Vice Provost No Data Asst. Dir. of Bookstore Svcs 28% 33% 36% 50.00% Asst. Director SFA 18% 23% 26% 50.00% AVP Academic Affairs No Data AVP Instructional Innovation No Data AVP of Enrollment Mgmt. 20% 30% 34% 44.00% AVP of Facilities Mgmt. 37% 44% 48% 48.26% AVP of TDCJ No Data AVP Workforce Education No Data Bookstore General Clerk 27% 32% 35% 50.00% Bookstore Purchasing Clerk 7% 11% 14% 50.00% Building Services Manager 38% 44% 48% 50.00% Building Services Technician 1% 5% 8% 50.00% Campus Police Investigator 17% 22% 25% 50.00% Campus Police Officer 26% 32% 36% 48.91%

21

Campus Police Sergeant 24% 29% 32% 50.00% Continuing Ed Coordinator 23% 8% 11% 76.42% Counselor No Data Unit Enrollment Coordinator- TDCJ No Data Asst. Campus Director No Data Develop Officer & Scholarships 0% 4% 7% 50.00% Dir Inter Stu/Completion Advisor No Data Dir, Marketing & Communication 20% 25% 28% 50.00% Dir. Adult & Cont. Ed. No Data Director of Acct Svcs/Controller 27% 37% 41% 44.00% Director of Athletics 33% 39% 42% 50.00% Director of Bookstore Svcs 8% 13% 15% 50.00% Director of Building Services 56% 62% 66% 50.00% Director of Campus Police 21% 26% 30% 50.00% Director of Client Support Services 19% 23% 26% 50.00% Director of Dual Credit 8% 13% 11% 56.25% Director of ERP Programming 3% 7% 10% 50.00% Director of Financial Aid 23% 19% 22% 61.67% Director of Human Resources 44% 49% 53% 50.00% Director of LRC No Data Director of Media Support Svcs 2% 6% 9% 50.00% Director of Network Sup Svcs 2% 6% 8% 50.00% Director of Recruiting & HSO 2% 6% 8% 50.00% Director of SBDC No Data Director of Student Life 44% 38% 41% 63.64% Director of SPEA 18% 28% 31% 44.00% Director of SSS 4% 8% 11% 50.00% Director of Student Housing No Data Director of Student Pathways 7% 11% 14% 50.00% Director of System Support Svcs 8% 12% 15% 50.00% Director of Testing No Data Director of Trans. & Log. 9% 14% 16% 50.00% Dispatcher 28% 33% 37% 50.01% Dual Credit Specialist 32% 43% 47% 44.00% Campus Events Specialist 28% 33% 37% 50.00% Enrollment & Administrative Advisor 6% 10% 13% 50.00% Enrollment Coordinator 41% 46% 50% 50.00%

22

ERP Analyst 21% 26% 29% 50.00% Executive Assistant I 67% 73% 78% 50.00% Executive Assistant II 51% 57% 61% 50.00% Executive Assistant III 50% 56% 60% 50.00% Executive Director 11% 22% 30% 36.98% Facilities Coordinator 2% 6% 9% 50.00% Financial Aid Officer I 27% 38% 41% 44.00% Financial Aid Officer II 17% 26% 30% 44.00% Graphic Art & Des Coord 63% 69% 74% 50.00% Graphic Art Design Specialist 43% 48% 52% 50.00% Head Athletic Trainer No Data Housing Manager 77% 75% 79% 58.50% Housing Specialist 27% 33% 36% 50.00% Human Resource Generalist 18% 23% 26% 50.00% Human Resources Specialist 36% 41% 45% 50.00% Inst. Effect & Research Analyst 18% 28% 32% 44.00% Instructional Aide 34% 45% 49% 44.00% Instructional Designer 55% 54% 58% 56.96% IT Procurement Specialist 9% 18% 21% 44.00% Librarian 17% 22% 25% 50.00% LMS Admin No Data LRC Specialist 41% 47% 51% 50.00% LRC Technical Assistant 58% 55% 59% 58.50% Multimedia Specialist 2% 7% 9% 50.00% Network Administrator 2% 6% 8% 50.00% PC LAN Analyst 2% 7% 9% 50.00% PCI Coordinator 3% 7% 10% 50.00% Provost No Data Recruiter 14% 24% 27% 44.00% Reference Librarian 17% 22% 25% 49.33% Research & Assmnt Generalist 7% 11% 14% 50.00% SBDC Advisor No Data Senior Business Analyst 14% 25% 29% 41.60% SFA Specialist: VA/PELL 27% 33% 36% 49.71% Specialist, HSC 9% 18% 21% 44.00% Sports Information Officer 63% 70% 74% 50.00% Sr. Acct- Financial Reporting 22% 27% 30% 50.00%

23

Sr. Acct-Grants & RR 15% 20% 23% 50.00% Student Retention Specialist 9% 13% 16% 50.00% Systems Administrator 11% 15% 18% 50.00% Technical Workforce Advisor 1% 9% 12% 44.00% Testing Specialist 33% 39% 42% 50.00% Trans & Logistics Specialist 42% 47% 51% 50.00% Tutor Coordinator 47% 53% 57% 50.00% VC/LAN Analyst 12% 16% 19% 50.00% Videographer 10% 14% 17% 50.00% VP of Admin Svcs/CFO 45% 51% 55% 50.00% VP of Information Tech. 6% 10% 13% 50.00% VP of Instruction No Data VP of Student Services 27% 32% 35% 50.00% Web Programmer 4% 8% 11% 50.00%

23.3% 28.5% 31.8% 49.7%

Faculty Compensation

A starting point of the analysis is to compare the average market minimum for each level to the

College’s range minimums. Market minimums are generally considered as an entry-level salary for

faculty who meet the minimum qualifications of a classification.

Faculty with salaries at or near the range minimums are less likely to have mastered the job and

would have not acquired the skills and experience necessary to be fully proficient in their classification.

Exhibit 3-4 illustrates that the College is, on average, 21.6% below market at the minimum, 9.4% below

midpoint, and 25.5% below Maximum of their respective salary ranges for all studied schedules.

24

EXHIBIT 3-4 Minimum, Midpoint, Maximum, and Range Spread Summary

9 Month Salary Range

Below Minimum

Below Midpoint

Below Maximum

Range Spread

Level 0 No Data Level 1 23% 8% 22% 60% Level 2 26% 11% 26% 59% Level 3 13% 8% 24% 56% Level 4 21% 8% 24% 54% Level 5 25% 13% 31% 50%

21.6% 9.4% 25.5% 55.8%

Range Spreads

Range spreads (the width of salary ranges) allow for flexibility when determining hiring salaries,

indicate the room for growth within a classification, and provide a metric for which the College can

compare its current compensation structure to the rest of the market. Range spread is generally set

between 50 to 70 percent for best practice.

Exhibit 3-4 shows the average market range spreads for each of the studied levels. The College’s

range spreads vary between 50% for Level 5 to 60% for Level 1. Overall, the College has an in average

range spread compared to the market, with an overall average range spread of 55.8% across all pay

ranges.

Summary

From the analysis of the data gathered in the external labor market assessment, the following

conclusions can be made:

• From 405 external job descriptions and 351 salary data points and 14 faculty salary schedules

(6.5 per benchmarked classification), it was determined that College is 23.3% below the market

minimum of salary ranges of benchmark positions for staff and 21.6% below market minimum

for Faculty.

• The average market range spread across the salary ranges of all surveyed positions is 60%,

which is broader than the 49.6% overall average found across all the College’s pay ranges for

staff, but Faculty were found to be within the average at 55.8%.

25

Section 4: Proposed Pay Plans & Structure

26

Proposed Compensation Plan Pay Plan Structure

TVCC HR has established a pay plan structure as follows:

• “S” series for all staff positions included within the scope of the study.

• “P” series represents all Public Safety positions included in the scope of the study.

• “T” series for all Information Technology positions included within the scope of the study.

• “A” series for all Administration positions included within the scope of the study.

Pay Range widths:

Range spreads (the difference between the minimum and maximum salary levels for each pay

grade) are generally set between 50 and 70 percent for best practice. TVCC HR has chosen to use 60% as

the standard pay range spread.

Pay Grades TVCC HR has established Pay Grades as follows (See Band Descriptions in Section 3):

• For positions with pay band “A” will have a pay range of 100-155

• For positions with pay band “B” will have a pay range of 135-195

• For positions with pay band “C” will have a pay range of 175-225

• For positions with pay band “D” will have a pay range of 230-280

• For positions with pay band “E” will have a pay range of 285-335

• For positions with pay band “F” will have a pay range of 340-350

• The only position with no pay range is the President as its salary is set by the Board of

Trustees.

EXHIBIT 4-1 Pay Grades

Pay Grade

Minimum Salary

Mid-Point Max

100 $25,837 $33,588 $41,339 105 $26,612 $34,596 $42,579 110 $27,410 $35,633 $43,856 115 $28,233 $36,703 $45,173 120 $29,080 $37,804 $46,528 125 $29,952 $38,938 $47,923 130 $30,851 $40,106 $49,362

27

135 $31,776 $41,309 $50,842 140 $32,730 $42,549 $52,368 145 $33,711 $43,824 $53,938 150 $34,723 $45,140 $55,557 155 $35,764 $46,493 $57,222 160 $36,837 $47,888 $58,939 165 $37,943 $49,326 $60,709 170 $39,081 $50,805 $62,530 175 $40,253 $52,329 $64,405 180 $41,461 $53,899 $66,338 185 $42,705 $55,517 $68,328 190 $43,986 $57,182 $70,378 195 $45,305 $58,897 $72,488 200 $46,664 $60,663 $74,662 205 $48,064 $62,483 $76,902 210 $49,506 $64,358 $79,210 215 $50,992 $66,290 $81,587 220 $52,521 $68,277 $84,034 225 $54,097 $70,326 $86,555 230 $55,720 $72,436 $89,152 235 $57,391 $74,608 $91,826 240 $59,113 $76,847 $94,581 245 $60,887 $79,153 $97,419 250 $62,713 $81,527 $100,341 255 $64,595 $83,974 $103,352 260 $66,532 $86,492 $106,451 265 $68,528 $89,086 $109,645 270 $70,584 $91,759 $112,934 275 $72,702 $94,513 $116,323 280 $74,883 $97,348 $119,813 285 $77,129 $100,268 $123,406 290 $79,443 $103,276 $127,109 295 $81,826 $106,374 $130,922 300 $84,281 $109,565 $134,850 305 $86,810 $112,853 $138,896 310 $89,414 $116,238 $143,062 315 $92,096 $119,725 $147,354 320 $94,859 $123,317 $151,774 325 $97,705 $127,017 $156,328 330 $100,636 $130,827 $161,018

28

335 $103,655 $134,752 $165,848 340 $106,765 $138,795 $170,824 345 $109,968 $142,958 $175,949 350 $113,267 $147,247 $181,227

PROPOSED CLASSIFICATION SLOTTING To ensure that classifications are being compensated competitively in comparison to the

market, TVCC HR proceeded to determine the placement of classifications within the proposed salary

schedules, using the results of the market salary survey as a guide.

After initial slotting was complete, additional adjustments were made to maintain existing

hierarchy and to account for the College’s understanding and knowledge of each position which cannot

be captured through the PDQ or salary survey processes. Based on this process, Exhibit 4-2 displays the

proposed placement of each classification into a specific pay grade.

EXHIBIT 4-2 Proposed Salary Grade Assignments

Class Position/Title S,P,T, or A Band Grade

SA100 Bookstore General Clerk S A 100 SA105 Bookstore Purchasing Clerk S A 105 SA110 Ranch Hand S A 110 SA120 Building Services Technician S A 120 SA120 Dual Credit Specialist S A 120 SA120 Instructional Aide S A 120 SA120 Student Life Specialist S A 120 SA120 Testing Specialist S A 120 SA125 Admissions & Records Specialist S A 125 SA125 LRC Technical Assistant S A 125

SPA125 Police Dispatcher SP A 125 SA130 Administrative Assistant S A 130 SA130 Accounting Clerk S A 130 SA130 LRC Specialist S A 130 SB135 Accounting Specialist S B 135 SA140 Recruiter S A 140 SA145 CE Program Development Specialist S A 145 SA145 Housing Specialist S A 145

29

SA145 SFA Specialist S A 145 SA145 Transportation & Logistics Specialist S A 145 SB150 Enroll & Admin Advisor S B 150 SA155 FA Officer I S A 155 SA155 Graphic Art & Design Specialist S A 155 SB155 Housing Manager S B 155 SB160 Academic Support Coordinator S B 160 SB160 Enrollment Coordinator S B 160 SB160 Student Retention Specialist S B 160 SB165 Executive Assistant I S B 165 SB165 Facilities Coordinator S B 165 SB165 HR Specialist S B 165 SB165 Videographer S B 165 SB170 FA Officer II S B 170 SB170 Graphic Art & Design Coordinator S B 170 SB170 Recruiting Coordinator S B 170 SB170 Tutor Coordinator S B 170

STB175 IT Procurement Specialist ST B 175 SB175 Assistant Director of Bookstore S B 175 SB175 CE Program Development Coordinator S B 175 SB175 Develop Officer & Grants S B 175 SB175 Executive Assistant II S B 175 SB175 Inst. Effectiveness & Research Analyst S B 175 TB175 Multimedia Specialist T B 175 TC175 PC/LAN Analyst T B 175 SB175 Technical Workforce Specialist S B 175 SB180 Assistant Athletic Trainer S B 180 PB180 Police Officer P B 180 SB185 Academic Workforce Advisor S B 185 PB190 Police Investigator P B 190 SB185 Sports Information Officer S B 190 TC190 VC/LAN Analyst T B 190 SB195 Building Services Manager S B 195 TC195 Web Programmer T B 195 SC200 Assistant Director of SFA S C 200 SC200 HR Generalist S C 200 SC200 Instructional Designer S C 200 PC200 Police Sergeant P C 200 SC200 Senior Research & Assessment Analyst S C 200

30

SC200 Unit Enrollment Coordinator- TDCJ S C 200 AC205 Director of Bookstore Svcs A C 205 AC210 Director of Transportation & Logistics A C 210 SC210 Executive Assistant III S C 210 SC210 Senior Acct- Grants S C 210 SC215 Counselor S C 215 SC215 PCI Coordinator S C 215 SC215 SBDC Advisor S C 215 SC220 Librarian S C 220 SC220 LMS Administrator S C 220 SC220 Reference Librarian S C 220 SC220 Senior Acct- Financial Reporting S C 220 AC225 Director of International Students A C 225 TC225 ERP Analyst T C 225 SD230 Asst. Campus Director S D 230 AD230 Director of Media Support Svcs A D 230 AD230 Director of Testing A D 230 AD240 Director of Dual Credit A D 240 AD240 Director of SSS A D 240 AD240 Director of Student Life A D 240 SD240 Head Athletic Trainer S D 240 TD240 Network Administrator T D 240 SD240 Senior Business Analyst S D 240 AD245 Director of Adult & Cont. Ed. A D 245 AD245 Director of Student Pathways A D 245 AD250 Assistant Controller A D 250 AD250 Director of Recruiting & HS Outreach A D 250 AD255 Director of Admissions/Registrar A D 255 AD255 Director of Campus Police A D 255 AD255 Director of Client Support Services A D 255 AD255 Director of Student Housing A D 255 TD255 Systems Administrator T D 255 AD260 Director of Building Services A D 260 AD260 Director of Network Support Svcs A D 260 AD265 Director of Marketing & Communications A D 265 AD270 Director of SBDC A D 270 AD270 Director of System Support Svcs A D 270 AD275 Director of Athletics A D 275 AD275 Director of LRC A D 275

31

AD280 Director of SPEA A D 280 AD280 Associate Provost A D 280 AD280 Director of Financial Aid A D 280 AE285 Director of Acct Svcs/Controller A E 285 AE285 Director of ERP Programming A E 285 AE285 Executive Director of Foundation A E 285 AE295 Director of Human Resources A E 295 AE300 AVP Academic Affairs A E 300 AE300 AVP Instructional Support & Innovation A E 300 AE300 AVP of Enrollment Management A E 300 AE300 AVP of Facilities Mgmt. A E 300 AE300 AVP TDCJ A E 300 AE300 AVP Workforce A E 300 AE305 Provost A E 305 AF350 VP of Admin Svcs/CFO A F 350 AF350 VP of Information Tech. A F 350 AF350 VP of Instruction A F 350 AF350 VP of Student Services A F 350

EXHIBIT 4-3 Proposed Faculty Grades/Levels

Level 0 Level 1 Level 2 Level 3 Level 4 Level 5

Cert/Diploma Bachelor's Master's degree +

0-23 additional graduate hours

Master's degree + 24-44 additional graduate hours

Master's degree + 45 additional

graduate hours Ph.D.

EXHIBIT 4-4 Proposed Faculty Salary Schedule (9-Month)

9 Month Salary Range Min Mid Max

Level 0 $39,900 $46,552 $61,433 Level 1 $43,890 $51,207 $67,577 Level 2 $46,085 $53,768 $70,956 Level 3 $47,928 $55,918 $73,794 Level 4 $49,845 $58,155 $76,745 Level 5 $56,325 $65,715 $86,722

32

Master’s Degree No prior teaching

Experience

Master’s Degree No credit hours

on Doctorate

Master’s Degree No credit hours

on Doctorate

Master’s Degree plus 36 graduate

credit hours

Master’s Degree plus 36 graduate

credit hours

Doctorate (No credit hours

beyond doctorate)

Tyler Jr. College

Angelina College

Kilgore College

Paris Jr. College #

Panola College #

Texarkana College

Trinity Valley Community College #

37,796 45,293** 51,177** 62,692** 66,483** 78,166**

59,745 (7)

43,658 47,423 51,204 56,685 59,328 64,049

36,518 (8) 42,018 (7) 44,077 (7) 51,336 (7) 54,433 (7)

63,005

46,150 51,365 57,872 64,425 64,425 67,564

43,880 47,180 50,480 56,402 59,702

44,100

43,684 47,978 51,828 57,134 60,982

41,100* 41,100 41,100 42,100 42,100

COLLEGE DISTRICT

61,688

Northeast Texas Community College

BASE SALARY – NINE-MONTH CONTRACT

BEGINNING SALARY

AFTER 10 CONSECUTIVE

YEARS

AFTER 15 CONSECUTIVE

YEARS

AFTER 20 CONSECUTIVE

YEARS

AFTER 20 CONSECUTIVE

YEARS

AFTER 5 CONSECUTIVE

YEARS

39,840 43,918 47,604 54,079 57,379

66,317

The faculty salary schedule promotes additional pay for years of experience as well. At year 15 each

year of experience is worth 1.5%, and at year 20 each year of experience is worth 2%. Additionally with

this new schedule this now puts TVCC faculty in line with other institutions as has been brought up in

past budget consultations. See Exhibit 4-5 for the annual East Texas Faculty Salary Survey. In 19-20

TVCC was ranked the lowest starting salary for a faculty member with a Master’s Degree and no prior

teaching experience.

EXHIBIT 4-5 East Texas Community Colleges Survey of Faculty Salaries (2019-2020) *(No data for 2020-2021)

BEFORE

33

AFTER

The proposed salary schedules will feature the following common elements:

For staff, police and public safety, information technology and administration:

• 61 separate pay grades

• a constant range spread of 60% for Grades 100 through 400

• a consistent spread between grades of 3%

In addition to the previously mentioned features, the schedule has a minimum of $25,837 (equivalent to

$12.42 per hour), which is close to the Living Wage (LW) calculation from

https://livingwage.mit.edu/counties/48213, of $12.75 for 1 adult with 0 children, and a constant

midpoint progression between Grades 100 and 400 of 3%.

For Faculty:

• 6 different levels for educational attainment

• Ranges between levels are more consistent

• Ranges between years of experience are 1% until year 15, then goes to 1.5% for years 15-19,

and then 2% for years 20-30.

Master’s Degree No prior teaching

Experience

Master’s Degree No credit hours

on Doctorate

Master’s Degree No credit hours on

Doctorate

Master’s Degree plus 36 graduate

credit hours

Master’s Degree plus 36 graduate

credit hours

Doctorate (No credit hours

beyond doctorate)

Tyler Jr. College 37,796 45,293** 51,177** 62,692** 66,483** 78,166**

COLLEGE DISTRICT

59,328 64,049

Trinity Valley Community College # 46,085 (2) 48,435 (2) 50,906 (5) 58,155 (3) 62,958 (2) 71,143 (2)

Texarkana College 43,658 47,423 51,204 56,685

67,564

Panola College # 43,880 47,180 50,480 56,402 59,702 63,005

46,150 51,365 57,872 64,425 64,425

47,978 51,828 57,134 60,982 66,317

BASE SALARY – NINE-MONTH CONTRACT

BEGINNING SALARY

AFTER 5 CONSECUTIVE

YEARS

AFTER 10 CONSECUTIVE

YEARS

AFTER 15 CONSECUTIVE

YEARS

AFTER 20 CONSECUTIVE

YEARS

AFTER 20 CONSECUTIVE

YEARS

Angelina College 39,840 43,918 47,604 54,079 57,379 61,688

Kilgore College 41,100* 41,100 41,100 42,100 42,100 44,100

Northeast Texas Community College 43,684

Paris Jr. College #

34

• The faculty salary schedule will be used for placement only for new incoming faculty.

• No steps, if the college wishes to do steps then a set amount would need to be

determined and that can be entered into the budget and calculated each year.

In addition to the previously mentioned features, the schedule has a minimum of $39,900 (equivalent to

$19.19 per hour), which is above the Living Wage (LW) calculation from

https://livingwage.mit.edu/counties/48213, of $12.75 for 1 adult with 0 children.

Allocation of Employees within the New Proposed Ranges

• For employees whose current salary level is below the minimum level in the assigned range, the

salary level would be at least to the minimum in the range.

• For employees with current salary levels exceeding the maximum level in the assigned range,

the salary would be frozen at that level, and the employee would be ineligible for any raises

until the range is adjusted to allow movement. (This does not apply to COLA adjustments).

The placement of employees within the newly proposed salary plan is based on a formula

designed to address internal equity. No salary for any employee is recommended for reduction. Each

employee has a calculated target salary and is then recommended for placement in the proposed pay

grade. No salary will be calculated above the range maximum.

Maintaining the Integrity of a Plan Regardless of an institution’s philosophy concerning advancement opportunities afforded to

employees, it is essential that movements in the economy, and more specifically, the labor market in

which the college competes, be addressed at the system level. Accordingly, salary administration

procedures should take their priority based on funding levels and the college’s philosophies on pay.

Cost of Living Increases (COLA) • Any cost-of-living adjustments should be applied to the entire plan.

• If the cost-of-living adjustment is applied to the base salary, then the employee would get the

cost-of-living increase. Employees who are at the maximum of their salary range who are not

eligible to additional compensation can receive the COLA adjustment but nothing above that.

35

Section 5: Personnel Policies and Processes

36

Compensation Philosophy Recommendations As an employer, TVCC embraces a fair and equitable compensation plan to support achievement of

the following goals:

1. The College strives to provide a total compensation program that is fiscally sound and equitable

in the defined marketplace.

2. Benchmarking of select classifications is used as a best practice for compensation of similar

positions.

3. Competitive ranges are established for all positions to provide the flexibility needed to adapt to

market changes, maintain internal equity, and address needs of the College that will ensure a

high level of service to the students and communities that it serves.

4. Starting pay for new employees is based upon education and work experience related to

positional requirements as well as market conditions.

5. Pay adjustments, other than allowances and supplements, should be provided to employees

when appropriate to address equity, market responsiveness, and consistency in the

administration of the College’s compensation program.

6. Employees are eligible for pay increases resulting from true promotions and reclassifications.

7. Pay ranges for TVCC job groups should be reviewed as needed, but not less than every two

years.

Personnel Policies The following recommendations cover both the implementation of the plan, as well as the on-

going administration of the plan. Numerous opportunities exist for varied work experiences and career

advancement within the institution. The following outlines how associated pay changes can be

administered based on the category of change. All final decisions on the administration of pay are

subject to approval. In all instances of employee/job reassignment, the employee would be placed in the

range, not to exceed the maximum of the range unless specifically stated.

Reclassification When a class has been reclassified to a higher pay grade, the employee’s salary shall increase at

least 3%, but not more than the maximum salary of the new pay grade.

If the reclassification results in an upgrade of one pay grade, the employee’s pay will be moved

upward by 3%. An upgrade of two or more pay grades will increase the employee’s pay by an additional

2% increase for each additional pay grade, up to a maximum of 10%.

37

Any increase of more than 10% would require documentation by the department or agency and

a supporting recommendation from Human Resources. For an individual reclassification, done outside

the normal budget cycle, the effective date of the pay increase will be consistent with the next full pay

period. Reclassification or changes in pay grade, whether resulting from an internal or external

compensation study or individual change in pay grade, shall not be retroactive.

Internal Equity Adjustments, because of the implementation of a system-wide study, shall not be

subject to the same guidelines as the “Reclassification” guideline. Internal Equity Adjustments can be the

result of the application of a formula, applied to all positions in the same pay plan, and are done to ensure

employees’ salaries are internally equitable and are not done to reflect an individual “job audit” of a single

member incumbent. Internal Equity Adjustments are also not tied to performance measures. TVCC may

determine an Internal Equity Adjustment strategy that is separate and apart from the guidelines that

cover reclassification.

A reclassification that results in movement to a lower pay grade shall be processed in the same

manner as a demotion. In the case of a voluntary demotion, or the reclassification of a position to a lower

pay grade, adjustment to an employee’s salary will be made as follows:

• a 3% salary reduction for a demotion of one pay grade level,

• a 5.5% salary reduction for a demotion of two pay grade levels,

• an added 1.5% salary reduction for each additional pay grade level thereafter.

If, after the pay grade adjustment, the employee(s) salary is greater than the maximum salary of the

new pay range, the employee will continue to be paid at the higher rate of pay for the remainder of the

current fiscal year and through the last day of the next full fiscal year. On the first day of the subsequent

fiscal year the salary will be adjusted to the maximum salary of the assigned pay grade.

Promotion A promotion is an appointment to a position in a classification with a higher pay grade. An

employee may be promoted while in any status if they have established current eligibility for the

promotional position. Promotional recruitment shall be open only to current TVCC employees who have

been employed at least 90 days prior to the posting of the job announcement.

An employee may be appointed to serve regular appointed or temporarily in a higher class upon

the recommendation of the Department Supervisor and approval of the Director of Human Resources,

provided that the employee meets the eligibility requirements of such higher classification. A temporary

38

promotional appointment shall not exceed one (1) year but may be extended upon approval by the

Director of Human Resources. Once the temporarily promoted employee is no longer performing the

duties of the higher classification, the employee shall be returned to his/her former classification and

position and to the salary at which he/she would have been entitled had he/she remained in the

position.

Whenever an employee receives a temporary or regular appointed promotion, the employee’s

salary rate shall be adjusted upward by 10% or to the minimum of the pay grade for the employee’s new

position, whichever is greater. A Department Supervisor may request a salary adjustment above 10% or

the minimum of the pay grade when an employee who is promoted to an interim position and possesses

specialized training, skills, experience or an advanced or professional degree directly related to the work

of the position. The Department Head’s request is subject to both approval of the Director of Human

Resources and budget availability. The Director of Human Resources may develop a systematic method

to be used for placement of such employees within a pay range.

The Human Resources Department shall maintain copies of written requests for salary increases

above 10% or the minimum of the pay grade and the decisions regarding the same for a minimum of

three (3) years.

Lateral Transfers A lateral transfer occurs when an employee is transferred from one job class to another in the

same, or substantially equivalent, pay grade. When there is no change in pay grade there shall be no

adjustment in base salary. A lateral transfer is not considered a reclassification or a promotion. Lateral

transfers from one pay plan to another will result in the employee being placed in the new pay range at

the same salary.

Hiring • A new full-time employee’s salary is the sum of the minimum of the salary range, plus an

amount equal to one percent of the minimum of the salary range, times the number of years of

job-related experience (up to ten years within the last twelve years.)

• New part-time employees are hired at the minimum of the position’s assigned pay grade. The

part-time hourly rate of pay is calculated based on the annualized pay grade minimum, divided

by 1950, 2080, or 2160, depending on the position.

• In limited circumstances for hard-to-fill positions, placement recommendations may be adjusted

from these experience formulas upon recommendation by the Director of Human Resources.

The hiring rate for a new employee with no additional equivalent and/or relevant level

39

experience over the requirement is the minimum of the salary range to which the job

classification is assigned. Salary Rate Determination is calculated in accordance with the

systematic method developed by the Director of Human Resources for use in determining the

placement of employees within a pay range.

• Upon approval by the Director of Human Resources, a new employee appointed to a position

may be offered an entry salary rate above the minimum rate of the salary range for the position.

To obtain approval to offer an entry salary above the minimum rate, a department supervisor

must submit a written request to the Director of Human Resources. In recommending an entry

salary rate above the minimum rate of the salary range for a position, a Department supervisor

shall consider an applicant’s prior experience, education, unique competencies, and other

qualifications directly related to the position as well as internal budget constraints.

• Former TVCC employees who (a) left their employment in good standing; who were not

terminated from employment; (c) who have no disciplinary actions, including written warnings,

written reprimands, demotions or suspensions within the twenty-four (24) months preceding

their separation; and (d) who apply for re-employment to a position within the same pay grade

within six (6) months from the date of their most recent separation from a regular appointed

position may be re-hired at the same salary rate of the position held when separated, subject to

budget availability. If a former employee is re-hired into a position with a higher salary grade,

the employee may receive the equivalent of either their salary at separation or the minimum of

the salary range for the new position, whichever is greater, and this shall not trigger the raising

of salaries of incumbent employees. The employee must meet current standards and eligibility

requirements for the class in which the employee is re-hired.

• Difficult to fill positions include those that have not received adequate interest to select a

qualified candidate and/or where a job offer has been made that is rejected by one or more

qualified applicants.

• Internal Equity is an equally important consideration in filling a vacant position. Before a salary

offer is made, Human Resources will also consider the current salaries and length of service in

the same/similar job class or classes of current incumbents. It is the policy of college to make

every effort to avoid inverted salary relationships by bringing in newly hired employees at a

salary or rate that exceeds the current salaries of comparably placed existing employees in the

same/similar job class.

• The Human Resources department may additionally consider current salary if the open position

40

is determined to be a “hard to fill” position. “Hard to fill” positions will be determined by the

college based on recommendations and documentation by the Human Resources department

and will be based on the length of time the position has remained unfilled, the difficulty to

recruit, and the market conditions of the position, at the time of a vacancy.

• Hiring Range is typically considered that span in salary between the minimum of the range and

the midpoint for most positions. For Administration level positions, the qualifications of the

applicant and/or the needs of the college should include the discretion to hire anywhere within

the range. However, consideration should still be given to existing salaries of other employees

who are in directly comparable positions.

Maximum of the Range Ranges are established to reflect the market value of a job and not an incumbent. Once an

employee reaches the maximum of his/her assigned range, the salary is frozen, and the employee is not

eligible for any additional compensation unless there is a range movement that would result in a higher

maximum.

Future Salary Adjustment Recommendations

The cost to implement and maintain the compensation system should be driven by changes in

the labor market and should be applied globally to the system, which, in turn, adjusts each salary range.

Compensation systems that are well maintained address two primary issues on an annual basis:

• the cost to maintain competitiveness within the system; and,

• The cost to adjust individual salaries.

From time to time, the college may determine the need to adjust pay grades/ranges based on

some factor, such as the Economic Cost Index (ECI) or the Consumer Price Index (CPI) to maintain

competitiveness at salary range minimums and hiring rates, as well as accommodate current incumbent

pay progression within the grades. Ideally, funding permitting, the college should conduct a

salary/market review periodically to assess market conditions and ensure a competitive posture in

personnel recruitment and retention. At this time, a more detailed comparison to the external market,

as well as, to immediate competitors can be made using a comprehensive methodology such as that

used in this review.

41

Section 6: Implementation and Costs

42

Plan Implementation

TVCC HR recommends that the new compensation structure go into effect as soon as feasible

along with the recommended salary adjustments. The Implementation model brings any current

employee whose base salary is below the proposed minimum up to the minimum. For those employees

whose current base pay exceeds the proposed minimums, no change is recommended to their salaries

at this time because they are paid within the proposed salary range, which reflects current market

conditions.

TVCC HR recognizes that implementation of the new or revised compensation and classification

programs must consider the financial disposition, current salary levels, and other variables unique to the

College. Only after all of these factors are considered can a feasible implementation program be

designed. TVCC HR has worked to provide implementation options that will permit the College to

address the current inequities and will provide a framework for external competitiveness.

It is especially important that during the current economic times that the College retain its

highly qualified work force by providing a fair, and competitive, compensation program. Additionally, it

is equally important, that the College does not overpay for positions. The proposed implementation plan

carefully attempts to balance these two important considerations.

Purpose of the Implementation Plan

The foundation of the implementation calculation is one that is forward looking and does not

look back on how current salaries came about. Transition to a new plan is not meant to change every

pay decision, promotion or other legal changes in salary that have occurred over the tenure of the

employee; nor is it meant to pretend the new pay structure should be retroactive in concept to the day

an employee was hired.

To the extent that any uniform formula may result in unintended consequences, there may be

isolated instances where administrative adjustments would be needed to address an inequity that is not

readily apparent. This is not intended to address internal inequities, perceived by employees that might

result from previous pay structures or previous pay decisions. TVCC HR assumes that all previous salary

changes were based on information that was considered valid and appropriate at the time the decision

was made.

43

As part of the overall study, observations and recommendations regarding personnel policies and

processes directly related to the implementation and subsequent administration of the proposed pay

plans were discussed.

Options

As part of this study, TVCC HR is presenting various implementation options for transitioning the College from the old pay structure to the new pay structure, each of which carries different annual fiscal impacts.

The options and their operational definitions are:

• Bring to New Minimum (BNM) – This approach maintains current employee salaries unless their

existing salary falls below their newly assigned pay grades minimum. When this occurs, the

employee’s salary is raised to the new minimum.

• Classification Date Parity (CDP) – Each employee's salary is placed within their recommended

range based on how long they have worked in their current position.

• Total YOE (10 Yr. Cap) (TOT) – Each employee’s salary placed within their recommended range

based on how long they have worked in in their current position, along with any prior applicable

experience within the last 12 years that is comparable, with a cap of 10 years.

• Hybrid- Upon analyzing the data HR found that using the CDP for faculty, and TOT for staff

brought about the best results in terms of amount of employee adjustments, compression, and

overall streamlines employees’ salaries along with their classifications appropriately.

There is not a “correct” approach for transitioning employees into the proposed system and each has its

own unique strengths. For example, a strength of the Bring to New Minimum approach is that it

minimizes transition costs, however, can cause issues when hiring in new employees with the new

ranges, whereas a strength of the Classification Date Parity and the Hybrid model is that it addresses

compression to the extent possible, however, the costs may not be feasible.

Implementation Costs

Implementation options and recommendations consider the following:

• Current salary.

• Current job title or rank; and,

• Longevity with TVCC.

44

HR has calculated a target salary for each employee that fairly and equitably makes an

adjustment. If the employee’s current salary exceeds the target salary, then the calculations did not

provide any further adjustment. No employee is recommended for any decrease in salary, even if the

current salary substantially exceeds the target salary. TVCC HR does recommend that any employee

whose current salary exceeds the target salary should continue to advance through the ranges until they

reach the range maximum.

No employee should receive any additional salary adjustments once their salary has reached the

maximum of the range. The recommendation is to freeze the salary until there is sufficient market

adjustment to provide an increase. Exhibit 6-1 shows the implementation cost for the option that is the

best fit for the college, the number of employees impacted by the change, the average adjustment for

those receiving adjustments, and the average magnitude of the change on the impacted employees.

EXHIBIT 6-1 Implementation Options and Costs

Option Total

Implementation cost (approx.)

# of Employees Receiving

Adjustments

% of Employees Receiving

Adjustments

Average Salary Adjustment

Average Percentage Adjustment

HYBRID $974,886.16 177 55.5% $5,466.28 Staff - 16.3%

Faculty - 8.6%

The method of moving salaries through the salary schedule and setting new salaries for new hires, skill-

based pay, market adjustments, promotions, and transfers depends largely on an organization’s

compensation philosophy. It is important for the College to have established guidelines for each of these

situations and to ensure that they are followed consistently for all employees. Common practices for

progressing and establishing employee salaries are outlined below.

Salary Progression As outlined above, TVCC HR recommends that the College implement the new salary schedule which

would involve an adjustment of employee salaries to ensure they are properly placed in the proposed

salary schedule. While this major adjustment should be performed when financial feasible, the College

45

should also adjust salaries annually. TVCC HR recommends that the basis of salary adjustment in the

future be done at two distinct levels:

1. Structural: Adjustment to the pay ranges should be done annually, with the aim of adjusting for

the changes in cost-of-living. TVCC HR recommends the College tie the annual compensation

structure movement to the local change in the Consumer-Price-Index (CPI). This annual

adjustment will ensure pay ranges do not rapidly fall out of line with that of market peers.

However, when conducting small-scale surveys, the College should also collect salary schedule

movement and anticipated movement from its peers to gauge if market movement is keeping

pace with CPI movement.

2. Classification: As a result of the market surveys, the College may identify classifications or job

families that are experiencing considerable market movement and, as a result, reassignment of

the pay grades should be considered when this occurs. Alternatively, for any classifications that

have become hard to recruit and retain, pay grade reassignment should also be considered to

ensure the College is competitive for both recruiting new talent and retaining existing

employees.

While it is unlikely that all classifications will need to be analyzed and adjusted for several years, a

small number of classification pay grades may need to be reassigned more frequently. If one or more

classifications are exhibiting high turnover or are having difficulty with recruitment, the College should

collect salary range data from peer organizations to determine whether an adjustment is needed for the

pay grade of the classification(s). If increasing a classification’s pay grade based on market data does not

help with the recruitment and/or retention issues, it may be necessary for the College to offer incentives

to attract employees to the position and/or to encourage employees to remain in the position.

In order to maintain competitiveness between compensation and classification studies, the College

should continue adjusting its salary schedule on an annual basis, as required. In addition to using the

consumer price index (CPI) values for cost of living adjustments, the College would benefit from also

contacting the local peer group and determining the approach to salary schedule adjustments made by

peers. The College may find it struggles to navigate through changing economic conditions and with

organizations competing for the same human resources. For this reason, the College should conduct a

comprehensive classification and compensation study every three years.

An established process allows for assessment of a classification to determine if, internally, it is

compensated equitably in comparison to other like classifications and assists with collecting the data

46

necessary to determine if the classification is titled correctly. A well-established schedule allows for

evaluation of positions— as requested by employees or supervisors—when there is evidence that a

position’s primary duties have changed, when a classification is newly created, and/or at regular

intervals to ensure that slotting relationships are maintained across the organization.

In Closing The objective of this Job Classification and Compensation Study was to improve the internal and

external equity of both the structure by which employees are compensated, as well as the way positions

relate and compare to one another across the institution. This was accomplished by analyzing data

gathered internally and externally, which informed the recommendations made in this report.

Combining the market data with the internal data gathered through the PDQ process, TVCC HR

was able to make recommendations which improve the equity and competitiveness of the College’s pay

structure and the placement of classifications within that structure. Using the market data that was

obtained for the 20-21 fiscal year, by adopting the proposed salary schedule and grade order list for the

21-22 fiscal year, the College’s salary schedule will move to at market for all positions at TVCC. The

recommendation in this report provides a competitive compensation structure— internally aligned with

the classification structure—and system administration practices that will provide TVCC with a

responsive compensation and classification system for years to come. While the upkeep of this

recommended system and associated pay and classification guidelines will require work, the College will

find that having a competitive compensation and classification system that encourages strong

recruitment and employee retention is well worth the effort.