OLPM

USY.V  Personnel Policies
(Note: OLPM sections on this page may be cited following the format of, for example, "USY.V.F.1.1". These policies may be amended at any time, do not constitute an employment contract, and are provided here only for ease of reference and without any warranty of accuracy. See OLPM Main Menu for details.)

F. Compensation

1.   Authority

1.1   The Board of Trustees authorizes the Chancellor, in consultation with the Administrative Board, to establish a job evaluation system and compensation policies. These shall comply with state and federal legislation, and shall be established and implemented to promote the goals of internal equity, reward for meritorious performance, effective recruitment, and retention of faculty and staff.

1.2   Definition of Compensation.

1.2.1   For status appointments (see USY V.C.6.2.4) compensation is defined as base salary paid as regular budgeted earnings.

1.2.1.1   Benefit contributions are made only on base salary, not on additional pay. (See USY V.F.7.1)

1.2.2   For adjunct appointments (see USY V.C.6.2.4), compensation is defined as remuneration for services performed during a specific appointment period.

1.3   Pay Ranges. The Board of Trustees authorizes the Chancellor to establish a set of pay ranges and classification assignments for PATs, Academic Administrators, Extension Educators, and Operating Staff. The USNH Human Resources Director shall be responsible for establishment and maintenance of the pay program. Faculty salary levels and ranges shall be set by individual institutional authority, unless covered by collective bargaining obligations.

1.4   Supplemental Pay Policies. The Board of Trustees authorizes the Chancellor to establish compensation policies relating to hours worked, work in excess of regularly classified and compensated work, holiday pay, shift differentials and policy for payment of hourly adjunct employment.

1.5   Compensation Policy. The Board of Trustees retains the authority to establish compensation guidelines for annual increases and the principals and standards for distribution except as noted below. The Personnel Committee of the Board of Trustees shall be responsible for making all recommendations regarding distribution of salary increase funds. The Financial Affairs Committee of the Board of Trustees shall be responsible for making all recommendations concerning the amount of the annual increase.

1.5.1   The Board of Trustees delegates to the Executive Committee the responsibility to set starting salaries and any changes in salary for Principal Administrators. Such salaries shall be reviewed and established upon recommendation of the Chancellor.

1.5.2   The Board of Trustees delegates to campus Chief Executive Officers the authority to award equity increases (as defined by policy USY V.F.9.5) in any amount (excluding PAs and those covered by collective bargaining) and discretionary increases (as defined in USY V.F.9.9) so long as the funds come from previously approved dollars committed to base annualized salary funds.

1.5.3   The Board of Trustees authorizes the Chancellor to award administrative adjustments as defined in policy USY V.F.9.8. Such responsibility shall be delegated for administrative purposes to the USNH Director of Human Resources.

1.5.4   The Board of Trustees authorizes the Chancellor to establish compensation policies for personnel actions including promotion, transfer, demotion, and reclassification.

 

2.   Job Evaluation

2.1   Authority/Evaluation System. The Chancellor shall establish a job evaluation system for PAT and Operating Staff positions. The basis of the job evaluation system shall be the content of the position. The USNH Office of Human Resources shall be responsible for the methodology and maintenance of job evaluation standards and is authorized to make adjustments to those methods and standards. Any overall change of job evaluation or purchase of a new system shall be approved by the Chancellor in conjunction with the Administrative Board.

2.2   Job Content and Organizational Structure. Each component institution shall be responsible for organizing its tasks, jobs, and organizational structure. Each shall have the authority to restructure organizations and job content to meet institutional needs and to fulfill the institutional mission. The campus Human Resources Office shall be responsible for monitoring and maintaining job descriptions.

2.3   Administration

2.3.1   The campus Human Resources Office is authorized to classify all Operating Staff positions using the job evaluation system established in USY V.F.2.

2.3.2   The Chancellor shall appoint a System-wide committee to classify all USNH PAT positions using the job evaluation system established in USY V.F.2.

2.3.3   The USNH Office of Human Resources is authorized to classify positions as Academic Administrators based upon campus recommendations.

2.3.4   The University of New Hampshire is authorized to establish the classifications of the Extension Educators ranks.

2.3.5   The USNH Board of Trustees as defined by Trustee policy shall be the sole authority for the classification and establishment of positions as Principal Administrators.

2.4   Designations. The job evaluation method for PAT positions shall include the designation of either AMS (Administrative, Managerial, and Supervisory), or generic PAT.

2.4.1   AMS shall normally include director level positions and will mean that a point-factor process of job evaluations was utilized.

2.4.2   Generic shall normally include specialists and professionals and will mean that a classification and market-based method of job evaluation was utilized.

 

3.   Establishment of Pay Ranges

3.1   Pay Ranges

3.1.1   Wage and Salary Schedules, including hourly rates for non-exempt staff members and annual rates for exempt staff members, will be established by the USNH Human Resources Office.

3.1.2   Each pay range consists of minimum and maximum dollar amounts at each end of the scale. The pay range minimum is the lowest pay rate for all jobs in a particular range, and the pay range maximum is the highest rate staff members may attain for all jobs in that pay range. The width, or spread, of each pay range is approximately 25% from the range minimum to the midpoint, and approximately 25% from the midpoint to the maximum.

3.1.3   The USNH Human Resources Office will revise pay ranges whenever necessitated by operational requirements. This usually occurs when an across-the-board pay adjustment is implemented for staff members.

3.1.4   A wage schedule for Extra Help appointments will be established and revised periodically by the USNH Human Resources Office. Minimum and maximum hourly rates are included for various categories of suggested skills and services.

3.2   Assignment of Classified Jobs to Pay Ranges

3.2.1   Generic classifications are assigned to a specific pay range by utilizing compensation studies to compare the salary survey market range midpoint for a like job to the closest matching USNH range midpoint. If directly related compensation data is unavailable, the classification will be assigned to a range by taking into account:

3.2.1.1   Similarity of managerial responsibilities and/or professional expertise with other comparable classifications within the University System.

3.2.1.2   Similarity of background requirements, education and experience with other comparable USNH classifications.

3.2.2   AMS classifications are assigned to a pay range through the use of an evaluation plan or rating system in which points are given to specific degrees of responsibility for each job factor within five main evaluation areas. The points accrued are totaled and averaged, and assignment is made to the AMS Band containing the appropriate point spread. Each Band contains two or three progressive pay ranges; the choice of the appropriate range within the Band is left to the institution.

 

4.   Determination of Exempt/Non-Exempt Status

4.1   Every job shall be designated as exempt or non-exempt as defined by the Fair Labor Standards Act. The component institution's Human Resources Office shall be responsible for making such determinations in consultation with the USNH Office of Human Resources.

 

5.   Pay by the Hour Policies (Pertains to Non-Exempt Pay Policies)

5.1   Hours Worked

5.1.1   Definition and Authority. The workweek begins on Saturday and ends on Friday. The standard workweek is 37.5 hours for office and technical staff, and 40.0 hours for facility, craft, service and dining hall staff. Authority to determine what constitutes time worked to comply with FLSA resides with the campus Human Resources Office with advice from the USNH Office of Human Resources as appropriate.

5.1.2   Records. The campus Human Resources Office is responsible for maintaining time and attendance records, which must be completed by the staff member and signed by the supervisor.

5.1.3   Work Schedules. The supervisor may not change a staff member's regular work schedule without prior approval by the campus Human Resources Office. When this occurs, the supervisor must give reasonable (normally defined to be thirty [30] calendar days) advance notice to the staff member. This policy is intended to cover permanent or major changes, and is not intended to prohibit flexibility in dealing with ad-hoc/short-term needs. (See USY V.C.6.2.5.1.4)

5.1.4   Rest Periods. Each full-time staff member is allowed to take two 15-minute rest periods per day away from his/her job, which are considered time worked. The immediate supervisor will determine when rest periods may occur. Rest periods are not cumulative.

5.1.5   Meal Periods. All staff members are entitled to take a daily meal period at a time consistent with operational needs, which is considered as time not worked. Meal periods normally last for one hour, but may be scheduled for a shorter period by the supervisor who usually determines a consistent meal period schedule and the time allotted. By state law, no staff member may work more than five consecutive hours without an unpaid half-hour meal break. The Human Resources Office should be consulted if questions arise about conformance with the law.

5.2   Paid Holiday Leave

5.2.1   Eligibility. To receive paid holiday leave, a staff member must hold a status appointment; her/his appointment dates must encompass the holiday, and s/he must not be in a leave without pay situation immediately prior to or following the holiday. If a staff member is on paid leave when a designated holiday occurs, he or she will receive paid holiday leave, and the time will not be charged as vacation leave or earned time.

5.2.2   Payment. All full-time eligible status employees receive holiday leave amounting to their base hourly rate multiplied by their usual daily hours not to exceed eight hours (for percent time staff see below). The eleven paid USNH holidays equal a maximum of 82.5 hours of paid holiday leave hours per calendar year for full-time OS on a 37.5 hour work week schedule and 88 paid holiday leave hours for those on a 40 hour work week schedule.

5.2.2.1   Operating Staff with percent time appointments. Each case is individualized, based on the staff member's appointment dates, working schedule, and when the holidays fall as per below:

5.2.2.1.1   FLEX-TIME appointments. Those staff members whose appointment dates cover the full fiscal year (the 12 month period from July 1 - June 30), but are less than 100%, will have their appointment percentage applied to the holiday leave hours for the week within which the holiday falls. For example, a 75% fiscal year (July 1 - June 30) appointment within which a staff member works three eight hour days and one six hour day each week of the fiscal year, would receive 75% of eight hours (i.e., six hours) of paid holiday leave during a week with one holiday.

5.2.2.1.2   FLEX-YEAR appointments. Those staff members whose appointment dates do not cover the entire fiscal year will have the percent-time of their work hours for the work week in which the holiday falls applied to the holiday hours as long as the holiday falls within the staff member’s appointment dates. For example, an 80% appointment within which a staff member works full-time (eight hours a day) from August 11 – May 28 would have the percentage of her/his work hours for the week in which the holiday falls (100%) applied to the holiday hours (eight hours).

5.2.2.2    A holiday is counted as a day worked for the purpose of computing overtime pay (see USY V.F.7.3.1)

5.3   Curtailed Operations may be declared and authorized by the Campus Chief Executive Officer (or his/her designee) in the event of an emergency or extreme weather conditions. In such situations, status hourly staff members may be directed to perform assignments, come in late, leave early, or not come in at all as applicable to the period of curtailed operations and shifts specified. Curtailed Operations may be a partial closure of the institution or a full closure. A period of Curtailed Operations of seven (7) calendar days or less is considered short duration. Under Emergency Response, Curtailed Operations may be declared for a longer period of time (see USY V.D.14).

5.3.1   Monetary Payment for Curtailed Operations of Short Duration

5.3.1.1   If a status staff member does not report to work due to weather conditions and curtailed operations is declared, the staff member shall charge her/his earned time for any work hours not covered by the curtailed operations.

5.3.1.2   Status staff members are entitled to pay for the day if all of the following conditions exist:

  • No more than two hours of his/her shift occur after the end of curtailed operations.

  • The staff member has not previously requested the use of sick leave, vacation or earned time for the scheduled hours.

5.3.1.3   Status staff members not directed to leave early or come in late will receive their regular pay for the regularly scheduled hours worked plus equal compensatory time off later.

5.3.1.4   In certain operations requiring continuous 24-hour service, staff members may be authorized payment instead of equal time off.

5.3.2   Absences Not Covered By Curtailed Operations Pay. In cases of marginal weather conditions when operations are not formally curtailed, staff members who do not report to work at a specified time or choose to leave work early will be required to use vacation time, earned time or leave without pay.

5.3.2.1   The component institutions may designate and maintain a list of staff members who are necessary for operations through weather or other emergency conditions. Such personnel will continue to be required to receive supervisory approval for weather/emergency related absences.

 

6.   Salary/Pay

6.1   Definition. Staff members who are exempt from the provisions of the Fair labor Standards Act are paid by salary. Exempt staff are expected to work those hours which are necessary to accomplish effectively the objectives of the position, but no less than 40 hours per week. When excessive hours are consistently required of a staff member in the regular job, the supervisor and staff member should mutually discuss a resolution around the needs and responsibilities of the job and appropriate administrative options using Human Resources as a resource.

6.2   Holiday Pay. A staff member, who is exempt from the provisions of the Fair Labor Standards Act and eligible to receive holiday pay, will be compensated at his/her usual daily salary. If the staff member is in a position requiring that he/she work on a designated holiday, arrangements should be made with the supervisor to take a day off with pay at a mutually agreeable time.

6.3   Curtailed Operations may be declared and authorized by the Campus Chief Executive Officer (or his/her designee) in the event of an emergency or extreme weather conditions. In such situations, status exempt staff members may be directed to perform assignments, come in late, leave early, or not come in at all as applicable to the period of curtailed operations. Curtailed Operations may be a partial closure of the institution or a full closure. A period of Curtailed Operations of seven (7) calendar days or less is considered short duration. Under Emergency Response, Curtailed Operations may be declared for a longer period of time (see USY V.D.14).

6.3.1   Monetary Payment for Curtailed Operations of Short Duration. If a staff member does not report to work due to weather conditions and curtailed operations is declared, the staff member shall charge her/his leave time for any day or half-day not covered by the curtailed operations if the staff member has not previously requested the use of sick leave or vacation/personal leave for the scheduled time.

 

7.   Additional pay

7.1   Definition. Additional pay is extra compensation that is paid to a status faculty or staff member above salary paid as regular budgeted earnings. Faculty and staff benefit contributions are not made on additional pay, except FICA. Some additional pay applies to adjunct staff. In those situations, the applicability is referenced under the specific type of additional pay. There are three categories of additional pay which may be either inside or outside the regular appointment period: Hourly-based for Services, Salary-based for Services, and Additional Pay for Recognition (described in USY V.F.7.3, 7.4, and 7.5). Appointments which may involve additional pay are also referenced in USY V.C.6. Some additional pay applies to non-status staff. In those situations, the applicability is referenced under the specific type of additional pay.

7.2   Conditions for Review and Approval of Additional Pay

7.2.1   All categories of hourly-based additional pay for services (USY V.F.7.3) require prior approval by the status position supervisor as well as those approvals noted in the particular policy section below. Campus policy may dictate additional procedures as well as specify that some on-going payments, such as shift differential, need not be approved at each event or each pay period.

7.2.2   All categories of salary-based additional pay for services (USY V.F.7.4) shall be subject to an approval process determined by campus policy which shall include the following:

7.2.2.1   At a minimum, the supervisor shall be made aware of all such additional payments, and policy may require prior approval.

7.2.2.2   Categories of pay inside the appointment period, described in USY V.F.7.4.2 and 7.4.4, shall require prior approval by the supervisor and at least one of the following offices: the Office of the President, the appropriate Vice President, or the Human Resources Office, or their designees as determined by campus policy or procedure. Campus policy may also require additional approvals, such as those by the Office of Sponsored Research.

7.2.2.3   Categories of pay outside the appointment period, described in USY V.F.7.4.1 and 7.4.3, will have approval processes described by campus policy. A single approval may be sufficient.

7.2.3   Categories of additional pay for recognition (USY V.F.7.5) shall have approval processes determined by campus policy. That approval process must include at least one central campus administrative office. Campus policy may also require additional approvals such as those by the Office of Sponsored Research.

7.2.3.1   Exception. Longevity (USY V.F.7.5.6) shall require only a review of the calendar years of service by the campus Human Resources Office.

7.2.4   Other conditions. Any approvals for additional pay within the appointment period described in USY V.F.7.4.2 and/or 7.4.4 must include documentation that the payment is for services performed outside the duties and responsibilities of the staff member's classification. In the case of Principal Administrators, Academic Administrators, Librarians, PATs, Extension Educators and Operating Staff, the absence from the regular job duties shall be accounted for through the use of documented vacation/earned time or other such appropriate arrangements made and documented with the supervisor in advance. Furthermore, any additional pay for Principal Administrators requires advance approval of the Executive Committee of the Board of Trustees.

7.3   Hourly-based Additional Pay for Services for adjunct appointments. In addition to approvals noted in the sections below, all categories of non-exempt additional pay for services require prior approval by the supervisor as noted above in USY V.F.7.2.

7.3.1   Overtime Pay. Time worked, by status and adjunct staff, in excess of 40 hours in any week is paid at one and one-half times the regular rate of pay (USY V.F.7.3.1.1). The hours worked in all jobs must be paid by the hour and combined for calculation of overtime. The only exception is when the additional job is teaching a credit course. For staff members who work a 7.5 hour day or a 37.5 hour work week, the first 2.5 hours per week are paid at their base hourly rate. For status staff, a paid holiday leave day is counted as a day worked for the purpose of computing overtime pay.

7.3.1.1   Regular Rate of Pay. Determination of regular rate of pay for the purpose of complying with FLSA requires that certain types of salary increments be included with the base rate when computing the regular rate of hourly pay for overtime purposes. These increments are shift differential, weekend differential, longevity and stand-by pay, as applicable.

7.3.1.2   Pay for Scheduled Work on a Holiday. Status staff members who, prior to the holiday, are scheduled to work on an authorized holiday are paid at one and one-half times the base rate for all hours worked (see USY V.A.4.9.2) in addition to their paid holiday leave.

7.3.1.2.1   Pay for Call-in on Holidays. Status staff members who were not scheduled to work on an authorized holiday, but who do so at the request of their supervisor, are compensated at double the base pay rate for the hours worked with a guaranteed minimum of three hours. This compensation shall be in addition to any holiday leave pay they would have received without working.

7.3.1.3   Compensatory Time. If permitted by campus policy, compensation for overtime for status Operating staff members may be in the form of compensatory time off in lieu of a monetary payment. Such compensatory time will be at one and one-half hour for each hour of overtime worked in excess of 40 hours in one week. For staff members who work a 7.5 hour day or a 37.5 hour work week, compensatory time off for the first half hour of extra work per day, or the first 2.5 hours per week will be at an hour-for-hour rate. Compensatory time may only be applied to status appointments and may not be applied if the overtime is a result of a staff member having both a status and adjunct appointment.

7.3.1.3.1   Agreement. Compensatory time must be the result of a mutual agreement between the staff member and supervisor prior to the performance of the work without any coercion or pressure by the supervisor.

7.3.1.3.2   Accumulation. In general, staff members may accumulate up to 240 hours of compensatory time with the exception of those engaged in public safety work who may accumulate 480 hours as applicable. Since compensatory time may not be carried from one fiscal year to another, staff members should be permitted to take accumulated compensatory time off within a reasonable period of time after the overtime is worked.

7.3.1.3.3   Monetary Payment. Compensatory time will be paid off in cash prior to or on June 30 of each year. If a staff member terminates or transfers to another department, cash payment will be made for accumulated compensatory time based either on the average regular rate of pay over the last three years or the final regular rate of pay, whichever is higher.

7.3.1.3.4   Records. Unless otherwise specified by the institution, the supervisor is responsible for maintaining records. Records of compensatory time must be maintained and preserved to include:

  • Number of compensatory hours earned each work week by each employee
  • Number of compensatory hours used each work week by each employee
  • Number of hours of compensatory time paid in cash
  • For law enforcement personnel, an indication of the work week period for each employee

7.3.2   Stand-by Pay. Compensation paid to those status and adjunct staff members who are specifically required in writing by their supervisors to restrict their travel and consumption of alcoholic beverages during non-working hours. The purpose of such restrictions is for the institution to be able to provide an immediate and safe response to any emergency situations. Such payment is limited to operations that are designated as essential services by the institution.

7.3.2.1   Monetary Payment. Stand-by compensation is paid on a per hour basis at a rate determined by the decision of each component institution within a range established by USNH Human Resources, to a maximum of $30 per day.

7.3.2.2   Guidelines. The receipt of stand-by compensation is not contingent upon being asked to come in to work since the staff member is being compensated for the inconvenience factor. However, if requested to come in while on stand-by, the staff member shall be paid his/her base hourly rate for the time actually worked plus overtime when appropriate with a guaranteed minimum of two hours. If the work is performed via teleworking from home, the hours worked are paid and overtime applied as appropriate, but the two-hour minimum is not applicable. In all instances, stand-by compensation will also be included.

7.3.3   Callback Pay. Compensation paid to a status or adjunct staff member who is called back to work after having completed scheduled work hours and at a time which precedes the start of the next regular working day. This pay compensates an employee for the inconvenience of leaving her/his residence to return to work and returning to her/his residence after completion of the required tasks.

7.3.3.1   Monetary Payment. Compensation for callback to work is one and one-half times the base pay rate for the hours worked with a guaranteed minimum of three hours pay. If the work is performed via teleworking from home, the hours worked are paid at one and one-half times the base pay rate, but the three-hour minimum is not applicable.

7.3.3.1.1   Exception. If a staff member is called back to begin work before her/his normal shift time and continues working into her/his regular shift, compensation for such work is not considered to be callback pay, and normal overtime policies will apply.

7.3.4   Shift Differentials. Extra compensation paid to status staff members who are assigned by their department to work shift hours (as defined below) as part of their base work week hours. Shift differentials will apply to basic work hours assigned to the following time frames:

7.3.4.1   Second shift which commences anytime at/or after 3 p.m., or before 8 p.m. Payment will include an increase of $.30 per hour in addition to the base hourly rate. (Note: The shift payment rate for the entire shift is determined by the beginning time of the shift.)

7.3.4.2   Third shift which commences any time at/or after 8 p.m. or before 4 a.m. Payment will include an increase of $.35 per hour in addition to the base hourly rate. (Note: The shift payment rate for the entire shift is determined by the beginning time of the shift.)

7.3.4.3   Weekend shift which occurs when a staff member works on Saturday or Sunday as part of his/her base work hours. Payment will include a weekend differential of $.25 per hour in addition to the base hourly rate. Second or third shift differentials as outlined above will also be paid when applicable. (Note: Weekend work hours are defined as Friday midnight through Sunday midnight.)

7.3.4.4   Adjunct staff, including student workers and tipped wait staff, is not eligible for mandated shift as described above. Hourly and non-continuing staff may be hired at hourly rates which reflect the impact of recruiting for difficult shift periods.

7.3.5   Pay for Adjunct Hourly Appointments. The pay rate is determined by the type of adjunct appointment (see USY V.C). It is expected that the hours worked in the adjunct appointment will be outside the status staff member's normal work hours/day. If the work occurs during the staff member's regular work day, the staff member may, only with the concurrence of the supervisor, perform the adjunct work during the regular work day and either use earned time/vacation leave or make up the hours through a documented agreement with the supervisor.

7.3.6   Pay in lieu of holiday leave. When a designated holiday falls on a full-time status operating staff member's regularly scheduled day off, s/he may take the same number of holiday hours off with pay during the same or following week; or, if approved by the supervisor, collect the value of the holiday at the staff member's regular rate as additional compensation (for percent-time staff see USY V.F.5.2.2.1). Such payment is not counted as time worked for FLSA overtime purposes.

7.3.6.1   When status staff members, such as dining or other service staff, are temporarily laid off because of an academic break period containing a designated holiday, such as Thanksgiving or Christmas, and are recalled immediately following the break, they may collect holiday pay only if they worked or were on approved paid absence on the last scheduled work day before and first scheduled work day after the break.

7.4   Salary-based Additional Pay for Services -- by Event, Project, or Course. All categories of exempt additional pay for services shall be subject to an approval process as outlined in USY V.F.7.2 (See also USY V.D.7.1-10).

7.4.1   Faculty Non-appointment Period Supplemental Payments. Compensation for teaching or services for an event or project which occurs outside the faculty member's base appointment period.

7.4.1.1   Faculty Supplemental Pay. Pay for work on a sponsored project, administrative stipend (summer only), or other activities that are performed outside the faculty member's academic year appointment dates. Time and pay limitations are determined by system/campus policy and, where applicable, collective bargaining agreements and/or sponsor regulations for sponsored projects (see UNH V.F.7.3.6).

7.4.1.2   Summer Pay. Applicable only to academic year faculty, pay for USNH administered summer period activities, including teaching, effort on internally and externally sponsored projects, and administrative work. Time and pay limitations are determined by system/campus policy and, where applicable, collective bargaining agreements and/or sponsor regulations for sponsored projects (see UNH V.F.7.3.5).

7.4.2   Faculty Supplemental Pay during the Appointment Period. Compensation for teaching or providing services for an event or project that is not included in the regularly assigned workload of the faculty member. This includes teaching overload courses in the faculty member's academic division, teaching for Continuing Education, institutes and all other USNH institutions, or work on sponsored projects, which occur during the faculty member's academic or fiscal year appointment period. Time and pay limitations are determined by system/campus policy and, where applicable, collective bargaining agreements and/or sponsor regulations for sponsored projects (see UNH V.F.7.3.6).

7.4.2.1   Faculty Administrative Stipend. Pay for administrative services performed, such as acting appointments, department/program chair, center/program director, and special projects assigned as overload. Time and pay limitations are determined by system/campus policy and, where applicable, collective bargaining agreements and/or sponsor regulations for sponsored projects (UNH V.F.7.3.2).

7.4.3   Payment for Staff Work Outside the Normal Appointment Period. Compensation made for services rendered to USNH which are not included in the duties and responsibilities as outlined in the staff member's classification and which are performed outside the staff member's normal work period (e.g. outside daily work period, weekends, outside the flex appointment).

7.4.4   Payment for Staff Work Inside the Appointment Period. Compensation made for services rendered to USNH which are not included in the duties and responsibilities as outlined in the staff member's classification, and which are performed inside the staff member's normal work period.

7.5   Additional Pay -- Recognition, Recruitment, Other. These categories of additional pay shall have approval processes as described in USY V.F.7.2.

7.5.1   Bonus. Compensation awarded to status and adjunct faculty and staff to recognize contribution, extraordinary effort, attainment of skills at the end of an introductory period, or for assuming for a period of time extra duties which are not included in the duties and responsibilities as outlined in the staff member's classification.

7.5.2   Compensation in Lieu of Reimbursement -- Only for Faculty, Extension Educators, PATs, Academic Administrators and Principal Administrators. Compensation paid a faculty or exempt staff member as part of a recruiting effort intended to provide payment for items such as relocation costs that may not be eligible for direct reimbursement under IRS and/or USNH guidelines. (Information regarding the transition payment form can be found on the USNH Financial Services website.)

7.5.3   Acting Appointment Stipend. Compensation paid to a staff member who assumes some higher level responsibilities of a vacant position for a period of time, typically a period of six months or less, while retaining the benefits and a significant portion of the duties and responsibilities of his/her status position. (See also "bonus" (USY V.F.7.5.1) and "interim appointment" (USY V.F.8.6))

7.5.4   Temporary Upgrade. A temporary upgrade is for a period of six months or less and may occur when a staff member is temporarily assigned duties and responsibilities that clearly exceed the established duties and responsibilities of the classification of his/her status position. Such action may include a change in title and/or the need for additional compensation. The payment of compensation may be made during the period of the temporary assignment or may be in the form of a bonus at the end of such service.

7.5.5   Temporary Increase in Percent Time. A temporary increase in percent time is for a period of six months or less and occurs when a staff member is temporarily assigned an ongoing increase in hours/days of work. Compensation for the extra time worked, based on the staff member’s regular hourly/annual rate, will be provided during the period of the temporary increase in percent-time.

7.5.6   Honorarium. An honorarium is an award that may be provided to a status or adjunct faculty or staff member by the University System as a token of its appreciation and is often associated with the faculty/staff member serving as a distinguished or keynote speaker for a special lecture, symposium, or workshop. Honoraria are compensated by a one-time, non-negotiable cash payment to a recipient and are unrelated to the faculty/staff member's base rate of pay. (See USNH Financial Policies and Procedures for specifics regarding payments and taxes, http://finadmin.usnh.edu/pol_proc/chapter_08/pro08-008.aspx)

7.5.6.1   Honorariums for Non-resident Aliens. Due to strict federal regulations related to non-resident aliens, any honorarium to a non-resident alien must be pre-approved by the campus Human Resources Office or its designee.

7.5.7   Award. A one-time payment to a faculty/staff member awarded by the institution in recognition of special achievement. (See USNH Financial Policies and Procedures for specifics regarding payments and taxes, http://finadmin.usnh.edu/pol_proc/chapter_08/pro08-008.aspx) (For non-cash awards, see USY V.F.10.4.4).

7.5.8   Longevity Pay -- Applicable only to status Operating Staff with current status employment start dates prior to July 1, 2011. An extra pay increment awarded to status hourly staff to recognize length of service to the University System. To conform to FLSA regulations, longevity payments are included in the regular rate for the purpose of computing overtime.

7.5.8.1   Increments. Longevity increments for operating staff are as follows:

On completion of 10 years service--2%

On completion of 15 years service--4%

On completion of 20 years service--6%

On completion of 25 years service--8%

On completion of 30 years service--10%

7.5.8.2   Determination of Length of Service. For longevity purposes, a year of service will be equal to a calendar year of status employment, i.e. 12 consecutive months from date of hire equals one calendar year. If an employee held a status flex-year appointment of 75% for 10 years, the total years of service for longevity purposes would be 10 years.

7.5.8.3   Calculation of Longevity Increment. The longevity increment, awarded each pay period, is calculated by multiplying the base pay for that pay period by the longevity percentage.

7.5.8.4   Beginning Accrual. Length of employment will start from the first day of status employment of at least 75% time.

7.5.8.5   Effective Date. Longevity increments shall be effective on the staff member's anniversary date of status employment.

7.5.9   Payment of Accrued Earned Time and Vacation/Personal Leave. Any Earned Time and vacation/personal leave paid at retirement, termination, or paid as a result of a status change, such as from exempt to non-exempt, or a policy exception, is considered additional pay. (See USY V.A.4.10.7 & 4.10.8 for Earned Time and USY V.A.4.11.6 & 4.11.8 for exempt staff.)

 

8.   Initial Salary Policy

8.1   Starting Salary

8.1.1   Authority. The Board of Trustees delegates to the campus Chief Executive Officers the authority to establish starting salaries for exempt/non-exempt staff members. The responsibility for approving salaries that fall within the guidelines in 8.1.2. is delegated to the campus Human Resources Office after consultation with appropriate deans or directors.

8.1.2   Exempt/Non-exempt Staff (Exempt category includes Extension Educators)

8.1.2.1   The starting salary of a new staff member having only the minimum qualifications for the classification will normally not exceed the range minimum.

8.1.2.2    With documentation showing qualifications far in excess of the minimum, the CEO, or her/his designee, may authorize hiring hourly rates for Operation Staff above the first quartile. Documentation supporting such hires shall be maintained in the campus HR office.

8.1.2.3   Starting salaries for exempt and non-exempt staff that are in excess of the first quartile will be subject to the approval of the campus Chief Executive Officer or his/her designee.

8.1.2.4   If a new staff member has academic preparation and/or directly related experience in excess of the minimum acceptable qualifications for the job, a guideline of five percent for each applicable year of education, training or directly related experience may be added to the minimum. In no instance shall an employee be hired above the job range maximum. See USY V.F.3.1.2

8.1.2.5   If an individual is a candidate for more than one position, the chief campus Human Resources Officer will mediate and coordinate efforts between the prospective employers to establish a single salary offer to the candidate.

8.1.3   Faculty

8.1.3.1   Authority. The Board of Trustees delegates to the campus Chief Executive Officer the authority to establish starting salaries for all new faculty members. The responsibility for determining the starting salary is delegated to either the campus Human Resources Officer or the Chief Academic Officer after consultation with appropriate deans, department chairs or directors. Such consultation will include appropriate market data. Where applicable, such consultation will conform to collective bargaining agreements.

8.1.4   Principal Administrators (see USY V.F.1.4.1)

8.2   Promotion

8.2.1   Authority. The Board of Trustees authorizes the Chancellor to establish policies for personnel actions involving promotion. The campus Human Resources Office is delegated the responsibility for determining salaries for promotions based on the guidelines set forth in 8.2.3 through 8.2.7.

8.2.2   Definition. A promotion is an assignment to a vacant position with a higher salary range. A staff member has the right to pursue and be considered for employment opportunities in other areas of the System without prejudice to his/her current responsibilities. Promotions will be made on the basis of individual merit and qualifications.

8.2.3   Starting Salary. The starting salary and placement within the new range for a staff member will be based on the individual's own qualifications and the guidelines and philosophy for starting salary as outlined in 8.1, not on the individual's placement in the former range.

8.2.4   Eligibility for Promotion. Staff members on an initial introductory period are not normally eligible for promotion until the end of the introductory period.

8.2.5   Service Credit. Staff members who are promoted to a different position, either within the same institution or to another, will suffer no loss of service credit or benefits.

8.2.6   Eligibility for Evaluation/Salary Increase. Promoted staff members will be evaluated after five and one-half months on the new job and then annually thereafter.

8.2.7   Non-exempt to Exempt. In cases of promotion from non-exempt to exempt staff the following guidelines should be considered in determining the appropriate salary.

8.2.7.1   If on a 37.5-hour week, the staff member's current salary should be converted to a 40-hour weekly equivalent.

8.2.7.2   Since exempt staff do not receive longevity, the longevity increment, if applicable, should be added to the new salary base.

8.2.7.3   After these computations have been made, final placement within the new salary range should be made in accordance with salary guidelines shown in 8.2.3.

8.3   Transfer

8.3.1    Authority. The Board of Trustees authorizes the Chancellor to establish policies for personnel actions involving transfers. The campus Human Resources Office is delegated the responsibility of approving all transfers before commitments are made and for determining salaries based on the guidelines set forth in USY V.F.8.3.3.

8.3.2    Definition. A transfer is the voluntary acceptance of another position within the University System, or a reclassification, to a classification in a lower or the same pay range, and will normally effect no change in service date or benefits for the staff member.

8.3.3    Transfer salary. At the time of transfer, the campus Human Resources Office, in conjunction with the hiring department, will determine the staff member's salary at the time of transfer, based on the staff member's qualifications and the guidelines and philosophy for starting salary (USY V.F.8.1) as well as the philosophy described in compensation for equity (USY V.F.9.5). This salary will be communicated in writing to the staff member at the time of transfer.

8.3.3.1    If the transfer results in no change or a higher salary or rate of pay, the new/continuing salary or rate of pay increase can be immediate.

8.3.3.2    If the transfer results in a lower salary, there will be a transition period of not less than three months during which the hourly or salary rate of the staff member will be maintained at his/her current rate. The transition period is inclusive of any notice period in cases where the staff member is a successful candidate in a search.

8.3.4   Eligibility for transfer. Staff members in an introductory period are not normally eligible for transfer until the end of the introductory period.

8.3.5   Non-exempt to Exempt. In cases of a transfer from non-exempt to exempt staff, the following guidelines should be considered in determining the appropriate salary.

8.3.5.1   If on a 37.5-hour week, the staff member's current salary should be converted to a 40-hour weekly equivalent.

8.3.5.2    Since exempt staff do not receive longevity, the longevity increment, if applicable, should be added to the new salary base.

8.3.5.3    After these computations have been made, final placement within the new salary range should be made in accordance with salary guidelines in USY V.F.8.3.3.

8.4   Reclassification

8.4.1   Authority. The Board of Trustees authorizes the Chancellor to establish policies for personnel actions involving reclassifications. The Chancellor has delegated the responsibility for classification review of all non-exempt positions to the campus Human Resources Office. Responsibility for classification reviews of existing exempt positions has been delegated to a System-wide committee appointed by the Chancellor.

8.4.2   Definition. A reclassification is the reassignment of a position to another generic or AMS classification which is based on changes in the duties and responsibilities of the job since its last review. If a position is reclassified, it may be assigned to either the same, a higher or lower range within the salary schedule. Operating staff who are reclassified to PAT will have their job performance evaluated after five and one half months and then annually during the designated evaluation period.

8.4.2.1   Approval. The supervisor through the department head makes requests for approval of exempt classification reviews to the appropriate Principal Administrator.

8.4.2.2   Effective Date. All reclassifications for exempt positions reviewed by the USNH Classification Committee will be effective no earlier than the Monday following the meeting at which the position was first reviewed. Reclassifications for non-exempt positions will be effective no earlier than the Monday following the classification determination by the campus Human Resources Office.

8.4.2.3   Appeals. Classification determinations by the USNH Classification Committee may be appealed either in writing or through a personal appearance by the supervisor at one of the Committee meetings. Such appeals must contain additional information that was not included for the initial review.

8.4.3   Reclassification Pay Changes. A position reclassification may result in an increase, decrease or maintenance of earning potential. If the reclassification is to a higher salary range, the staff member's placement and salary level within the new range will normally be determined according to the following guidelines:

  • a reclassification of one pay range would result in a salary adjustment of no more than five percent or to the minimum of the new pay range,

  • a reclassification of two pay ranges provides a salary adjustment of no more than 7.5 % or to the minimum of the new pay range, or

  • a reclassification of three or more pay ranges provides a salary adjustment of not more than 10 % or to the minimum of the new pay range.

8.4.3.1   Nonexempt to exempt. In cases of reclassification from non-exempt to exempt staff, the appropriate salary adjustment is determined as follows:

8.4.3.1.1   If on a 37.5-hour week, the staff member's current salary should be converted to a 40-hour weekly equivalent.

8.4.3.1.2   Since exempt staff do not receive longevity, the longevity increment, if applicable, should be added to the new salary base.

8.4.3.1.3   After these computations have been made, final placement within the new salary range should be made in accordance with salary guidelines shown in 8.4.3.

8.4.3.2   Maintenance of Former Salary. At the time of reclassification, the former salary level may be retained when the new classification assignment is to a pay range that is either lower or the same.

8.4.3.3   Limitations. In all reclassifications, the staff member may not be paid less than the minimum or more than the maximum of the new pay range.

8.4.3.3.1   Exceptions. In circumstances where the current salary or hourly rate is above the maximum of the new pay range, the salary or hourly rate will be maintained until such time as the pay range increases to encompass the salary/hourly rate, or maintained for a period of one year from the date of the reclassification.

8.5   Demotion

8.5.1   Authority. The Board of Trustees authorizes the Chancellor to establish policies for personnel actions resulting in demotion. The campus Human Resources Office is delegated the responsibility: (a) of approving all demotions before commitments are made, and (b) for determining salaries and transition period based on the guidelines set forth in USY V.F.8.5.3-4.

8.5.2   Definition. A demotion is the involuntary change of a staff member to a lower pay range and may occur as a result of: (1) the assignment of a staff member to a position in a classification with a lower pay range than the staff member's former position; or (2) a reclassification when the position is assigned a classification in a lower pay range than the previous classification. Demotion is not recommended for any individual who has not yet completed the initial introductory period. (See USY V.C.8.4)

8.5.3   Salary. At the time of the demotion, a staff member's salary may be maintained, or it may be reduced following a transition period (see USY V.F.8.5.4). The campus Human Resources Office will be involved in determining the staff member's salary. This salary will be communicated in writing to the staff member at the time of the transition. The hourly or salary rate after the transition period will normally be made according to the following criteria:

8.5.3.1   A change of one pay range lower provides a pay rate reduction of no more than five percent, but no lower than the range minimum, and normally no higher than the maximum, of the new range.

8.5.3.2   A change of two pay ranges lower provides a pay rate reduction of no more than 7.5%, but no lower than the minimum, and normally no higher than the maximum of the new range.

8.5.3.3   A change of three or more pay ranges lower provides a pay rate reduction of not more than 10%, but no lower than the minimum and normally no higher than the maximum of the new range.

8.5.3.4   Exception. If the staff member's hourly or salary rate at the time of demotion exceeds the new pay range, the new range maximum will normally be assigned. However, the Human Resources Office may authorize a salary over the range maximum when warranted by such considerations as the staff member's length of service and institutional desirability of the transition.

8.5.4    Transition period salary. If the hourly or salary rate of the staff member will be reduced as a result of the demotion, his/her current rate will be maintained for a transition period of not less than three months, and normally not more than one year. The length of time of the transition period is determined by the hiring department in consultation with the Human Resources Office and will consider such factors as equity, the staff member's length of service, and the institutional desirability of the transition.

8.6   Interim Appointment

8.6.1   Authority. The Board of Trustees authorizes the Chancellor to establish compensation policies for interim appointments. Such appointments are made at the initiation of the campus and the campus Human Resources Office is delegated the responsibility for personnel actions involving interim appointments.

8.6.2   Definition. Interim appointments are applicable to status positions which are created to fill a need for a specific appointment period. An interim appointment may be filled by an internal faculty/staff member or an external hire. If the appointment is internal, the faculty/staff member appointed does not retain a significant proportion of his/her permanent status position's duties/responsibilities.

8.6.3   Length of appointment is normally for six months or more.

8.6.4   The hourly rate/salary for the appointment will be determined by the position's supervisor in consultation with the campus Human Resources Office. At the termination of the interim appointment, the internal faculty/staff member will return to his/her permanent status position and compensation with any salary increases added that might have occurred during the period of the interim appointment.

 

9.   Other Types of Continuing Increases

9.1   Authority. The Board of Trustees retains the authority to establish compensation guidelines for continuing increases. The Personnel Committee of the Board of Trustees shall be responsible for making recommendations regarding distribution of salary increase funds. The Financial Affairs Committee of the Board of Trustees shall be responsible for making a recommendation about the amount of annual salary increases. The campus Chief Executive Officer or his/her designee is delegated the responsibility for advising campus departments of the percentage guidelines applicable to annual salary increases. The USNH Director of Human Resources and the Vice Chancellor for Planning/Budget will coordinate compliance with the systemwide percentage guidelines through a review of each total campus recommendation.

9.2   Across-the Board Increase

9.2.1   Definition. An across-the-board increase is an annualized, fixed percentage amount that is applied to all pay ranges and to salaries of all staff/faculty except those listed as exceptions in Trustee Wage and Salary Guidelines. All across-the board increases are dependent upon the availability of funds allocated for that purpose. As referenced in the Trustee Wage and Salary Guidelines, across-the-board increases are withheld in certain circumstances including cases of poor performance as determined by the supervisor in consultation with the campus Human Resources Office (see USY V.F.9.10).

9.3   General Increase

9.3.1   Definition. A general increase is a percentage or an annualized amount (the amount may differ by occupational type) which is applied to all staff/faculty salaries except those listed as exceptions in Trustee Wage and Salary Guidelines or those excluded by provisions of collective bargaining agreements. However, application of a general increase shall not result in a staff member's salary exceeding its assigned pay range maximum. All general increases are dependent upon the availability of funds allocated for that purpose. As referenced in the Trustee Wage and Salary Guidelines, general increases are withheld in certain circumstances including cases of poor performance as determined by the supervisor in consultation with the campus Human Resources Office (see USY V.F.9.10).

9.4   Market Equity Range Change. When salary survey data indicates that the range assignment of a particular classification is no longer competitive, the campus Human Resources Office, in cooperation with the USNH Director of Human Resources may move the classification and staff in it to a higher salary range.

9.4.1   Exempt Staff. Exempt classifications may be applicable or relevant to other positions at more than one campus, so each campus Human Resources Director will comment on the range change prior to USNH approval.

9.4.2   Non-Exempt Staff. Since non-exempt range changes are based primarily on local survey data, range changes for non-exempt classifications require the approval of the singular campus in that particular location, with the concurrence of the USNH Human Resources Office.

9.4.3   Monetary Considerations

9.4.3.1   The range may be moved with or without an accompanying salary adjustment to staff members in the classification, however, those staff members whose salary falls below the new range minimum must be adjusted to the minimum.

9.4.3.2   If a salary adjustment is given to an exempt classification, the percentage need not be the same for each campus, but normally should be equal for all in the same classification within the campus.

9.4.3.3   The amount of the salary increase is not to exceed 10% and is dependent on such factors as the severity of recruitment problems, actual incumbent salaries and consideration of seniority in the classification.

9.4.3.4   The monetary source for all market equity range change increases is any valid permanent salary source.

9.4.4   Review Cycle. The selection of classifications to be moved may be made at any time, but a review will be conducted at least once a year by the campus Human Resources Office in consultation with the USNH Director of Human Resources.

9.5   Equity Adjustment

9.5.1   Authority. The chancellor delegates to the campus Chief Executive Officer the authority to award equity adjustments in any amount to exempt and non-exempt staff as long as funds come from dollars committed to base annualized salary funds.

9.5.2   Definition. An equity adjustment is a salary increase that may be granted to a staff member when a responsible administrator in conjunction with the campus Human Resources Office, recognizes an inconsistency in a staff member's compensation that should be corrected when either of the following conditions exists:

9.5.2.1   An internal equity adjustment may be appropriate when salary inconsistencies are found due to differences in the compensation paid to staff members in the same classification with equal years of service within the classification which cannot be explained by differences in education, training, and/or job performance.

9.5.2.2   An external or market equity adjustment may be appropriate when salary inconsistencies are found because salary survey data indicates that the mean or median salary for a like position in the outside market is considerably higher than the compensation paid to a staff member within USNH.

9.5.3   Monetary payment. The amount of any such equity adjustment is dependent on the availability of funds.

9.6   Merit Increase

9.6.1   Definition. Merit increases are pay increases that may be awarded each fiscal year to staff members for excellence in work performance based on an annual review by the employing department. All merit increases are dependent upon the availability of funds allocated for that purpose.

9.6.2   Limitations. No meritorious performance increases may be awarded which cause staff members' salaries to exceed their salary range maximums.

9.7   Introductory Increase

9.7.1   Definition. A supervisor, in consultation with Human Resources may award an introductory increase, which is a salary adjustment that recognizes the attainment of significant skills during an introductory period when a staff member is newly hired, transferred, promoted, or reclassified. (See USY V.C.8) A supervisor may award a bonus in lieu of an increase (See USY V.F.7.5.1). The effective date of the increase or bonus is the end of the introductory period.

9.7.2   Monetary Payment. Introductory increases are not to exceed five percent and are subject to the availability of funds. The employing department is authorized but not obligated to grant such an increase.

9.8   Administrative Adjustment

9.8.1   Authority. The Board of Trustees authorizes the Chancellor to award administrative adjustments when certain conditions exist. Such responsibility shall be delegated for administrative purposes to the USNH Director of Human Resources.

9.8.2   Definition. An administrative adjustment is a salary increase that may be granted by the USNH Director of Human Resources, upon the recommendation of the Chief Campus Human Resources Officer, when such an adjustment is necessary:

  • to compensate for an administrative error,

  • to conform to other provisions of the compensation program, or

  • because it has been otherwise demonstrated to be in the best interests of the University System.

9.9   CEO Discretionary Increase

9.9.1   Authority. The Board of Trustees delegates to the campus Chief Executive Officer or Chancellor, as applicable, the authority to award discretionary increases as long as the funds come from previously approved dollars committed to base annualized salary funds.

9.9.2   Definition. A CEO Discretionary increase is a salary adjustment to be awarded only in exceptional cases during the fiscal year, (separate from annual merit increase considerations), in which the annual salary rate of a faculty or staff member may be increased by an amount up to 5%.

9.9.3   Exception. Such adjustments may also be in the form of a bonus, which does not affect the continuing salary or benefits calculation base.

9.10   Delay of Increases

9.10.1   Absences. In the following cases of absence by a staff member, continuing increases will be delayed and may be granted upon return to active service:

  • Leave of absence without pay

  • Worker's Compensation leave

  • Interim disability leave

  • Earned time sick pool use

  • Extended military leave

  • Temporary military leave

  • Leave pending resolution of a grievance

  • Leave of absence due to layoff

  • Leave from the institution

9.10.2   Probation. If a staff member is placed on an extended initial or a post-initial probation, the effective date of all increases during that time period will be delayed until he/she successfully completes such probation.

9.10.3   Retroactive Payments. The only times retroactive payments are allowed in delay of increase cases is when a staff member is on temporary military leave or when a grievance is resolved in favor of the staff member.

9.10.4   Exceptions. Delay of increases does not apply to the following:

  • Professional development leaves (full or half-pay)

  • Leaves covered by earned time or traditional vacation/sick leave program

 

10.   Pay Distribution The University System encourages all employees to participate in the electronic direct deposit program for their payroll payments. USNH considers this the standard method of pay and, unless directed otherwise by the employee, will request information necessary to establish direct deposit at the time of employment. Electronic direct deposit provides many benefits to the employee. It is a free service that offers the fastest, safest, and most dependable method for employees to receive their payroll payments. It eliminates the possibility of a lost or stolen check and allows employees to direct fixed amount portions of their payroll payments to multiple financial institutions if desired. The campus Human Resources office will be responsible for determining how information about payroll options will be communicated to employees. For those employees not able to take advantage of direct deposit, the USNH standard method of pay distribution, a paper payroll check will be generated and mailed to the employee's designated campus or home address on the appropriate Friday. Checks will normally not be distributed to employees earlier than the official payment date for that particular pay period.

10.1   Pay Year/Periods. The pay year is either fiscal (July 1 through June 30) or academic (specific dates, provided annually by each campus which encompass the beginning and ending dates of the academic year). USNH pays faculty and staff members on a bi-weekly basis.

10.1.1   Salaried (exempt) employees receive their pay on the pay period ending date and are paid through the date the pay period ends.

10.1.2   Hourly (non-exempt) employees receive their pay the week after their pay period ending date and are paid for work performed through the pay period end date including any additional pay such as shift, overtime, etc.

10.2   Compensation Schedules. USNH faculty and staff shall normally be compensated during the payroll periods inclusive of their appointment beginning and ending dates.

10.2.1   Hourly staff members are paid through a positive pay process, which means that payment is the direct result of the entry of hours worked into the payroll system.

10.2.2   Continuing status faculty and PAT staff who are either a flex year (percent time) employee or are employed on an academic year basis may elect to "spread/defer" their pay and receive their regular budgeted salary over a 12 month pay schedule. There shall be an annual process which allows such faculty and PAT staff to change their compensation schedule; such changes must be made before the pay year begins. Once elected, that schedule cannot be altered by any circumstance, except leave without pay, until the next election period. In the case of leave without pay, there is no option to distribute or "spread" pay.

10.3   Pay Advances. Except as provided below, in no instance shall an employee receive advanced compensation before the requisite amount of service has been rendered.

10.3.1   Exceptions. In exceptional situations, it is possible to pay a portion of a continuing faculty/staff member's salary not to exceed the anticipated net pay before the requisite service has been rendered if the circumstances are known in advance and approved in writing by the appropriate supervisor, campus official and System official.

10.4   Pay Deductions

10.4.1   Authority. Various types of payroll deductions and withholdings may occur during the pay year. The payroll office shall be responsible for interpretations and applications of required deductions. Federal and State statutes require the payment of certain taxes and these shall occur each pay period as appropriate.

10.4.2   Tuition Taxability. USNH is required by federal law to add the value of waived tuition to the employee's paycheck for federal taxation purposes if the employee, spouse, or dependent child is enrolled in a graduate program and is considered by the enrolling institution to be a matriculating graduate student.

10.4.3   Fellowship payments provided to "degree-candidates" are exempt from tax withholding only to the extent they are used for tuition and related instructional expenses, fees, books, supplies, and equipment. Amounts used for room, board, or other living expenses are subject to income tax. Non-degree candidates receive no income tax exemption. USNH is not responsible for reporting the compensation to recipients via either the Form 1099 or the Form W2; the recipient is responsible for reporting the income to IRS when filing the annual tax return. USNH is also not responsible for withholding any taxes from these payments if said payments are taxable; the recipient is responsible for making tax deposits directly to IRS. Payments made to non-resident aliens are reportable to IRS by USNH via Form 10425 and generally taxes must be withheld when the payment is made.

10.4.4   Prizes, gifts, and awards provided to employees by USNH must be paid through the USNH Payroll system and are taxable and reportable to the IRS. (See USNH Financial Procedures for specifics regarding payments and taxes, http://finadmin.usnh.edu/pol_proc/chapter_08/pro08-008.aspx)

10.4.5   Non-cash fringe benefits provided to employees are taxable income and must be reported to IRS on the employee's Form W2. (See USNH Financial Procedures for specific regarding taxes, http://finadmin.usnh.edu/pol_proc/chapter_08/pro08-008.aspx)

10.4.6   Court Mandated Withholdings. Required withholdings such as those mandated by a probation court, levies or garnishment of wages, etc. shall occur by court order and as specified by the terms of that order.

10.4.7   Overpayment. Payroll deductions for overpayments resulting from administrative error are governed by standards in NH RSA 275:48. An employee may write a check for the overpayment or agree to payroll deductions to recover the overpayment. Repayments made by payroll deductions require a voluntary, written repayment agreement from the employee and may not exceed 20% of the employee's gross pay for a pay period. The agreement must include: (1) the dates the deductions will begin and end, (2) the amount of the deduction as agreed upon by the employee and employer, and (3) an agreement as to whether the employer can take the remaining balance from the last check in cases of termination or retirement. The payroll deductions will begin one pay period after the date of the written agreement. Should an overpayment not be recovered through payroll deductions or via personal check, USNH will pursue payment through Campus Credits and Collection or the court system.

10.4.8   Benefit deductions will occur as authorized by the employee's enrollment in the fringe benefit program and as defined by the plan year.

10.4.9   Optional Benefit and Activity Deductions. Additional payroll deductions for optional benefits and/or campus-related programs (parking, cultural arts campaign, etc.) shall occur as designated by the specific program and/or employee's written authorization. In general, the amount of the deduction should be in whole dollar units.

10.4.10   Professional Organizations. Dues deductions for professional organizations are governed by the Administrative Board or by labor contract agreement, and are currently defined by contract or else during a four-pay cycle during October and November each year. No new deductions may be added without formal approval.

10.4.11   Written Consent Deduction -- Worker's Compensation. A faculty or staff member who is collecting wages from Workers' Compensation will not have certain payroll withholdings or payroll deductions occur until and unless he/she has provided written consent to do so.

10.4.12   Termination and Tuition Benefit. A faculty or staff member who terminates during a semester in which the educational benefit is being used shall be eligible for a pro-rated portion of the benefit. The employee will be expected to pay for the pro-rated course value granted to self, spouse, or dependent child for the remaining portion of the semester.

10.5   Pay Effective Dates. The effective date for all increases/decreases shall normally be the calendar day on which the personnel transaction occurs as defined by policy or as specifically authorized by the Board of Trustees or their administrative designee.

10.6   Deceased Faculty/Staff. Upon the death of an employee, the payment of wages for service rendered shall be made based on provisions of relevant federal and/or state statute(s). In addition, a sum equal to the number of days of accrued annual leave (vacation or earned time) will be paid, using the same provisions as prescribed by termination of employment.

10.7   Honorarium Pay. Honorariums, when paid to employees, are processed through the payroll system and not as an accounts payable. (See USNH Financial Procedures for specifics regarding payments and taxes, http://finadmin.usnh.edu/pol_proc/chapter_08/pro08-008.aspx)

 

11.   Total Compensation for Principal Administrators

11.1   Board of Trustees policy, BOT V.F.2.4, delegates to the Administrative Board the authority to adopt a policy on total compensation for Principal Administrators (PAs) other than the Presidents and Chancellor (CEOs). The authority to set compensation in accord with the Administrative Board's policy is delegated to each President and the Chancellor for their respective subordinate PAs, subject to compliance with the process set forth in subsections BOT V.F.2.4.1 through 2.4.6.

11.2   Each institution of the University System of New Hampshire shall develop a policy on total compensation for Principal Administrators (PAs) that reflects the needs of that institution and submit it to the Administrative Board for information only. The institutional policy shall conform to the requirements of the Board's policy cited in the preceding section as well as this policy.

11.3   Institutional PA compensation policies should reflect financial prudence as well as marketplace realities. One of the main goals of a compensation policy should be to attract, reward and retain an effective senior leadership team.

11.4   Institutional PA compensation policies should also reflect USNH's Total Rewards philosophy, with some portion of a principal administrator's total compensation "at risk"--construed as merit-based pay and/or bonus pay. This reflects a second main goal of a PA compensation policy: to provide incentives for very high levels of performance.

11.5   It is responsibility of the institution's president to apply the institution’s policy. A president's decisions under the approved policy will be shared with members of the Administrative Board for information only.

 


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