Salary Administration provides the policies and processes that ensure our administration of administrative staff pay is handled fairly within the College. Wellesley’s salary structure is a set of seven broad salary bands, each of which is assigned to a role classification level. These salary bands are used to align Wellesley’s pay practices with external competitive pay rates.
Wellesley’s salary structure is a set of seven broad salary bands, each of which is assigned to a role classification level. The parameters (minimums and maximums) are established through market analysis.
Salary bands have a three-fold purpose:
- Define the pay opportunity for a given set of roles.
- Reflect sensitivity to competitive market pay rates.
- Aid in the process of attracting and retaining talent through guidelines for pay action
Wellesley’s seven salary bands are broad, flexible and market-competitive. There is also considerable overlap between the bands. The salary band that applies to your position is the same level number as your role classification level. For instance, if your position is assigned to classification level 3, the salary band for level 3 is the overall salary band for your position.
A number of different roles are assigned to each salary band.
- A senior position may be in the same salary band as a more entry-level position.
- A supervisor may be in the same salary band as an employee they supervise.
Each role has a market range based on competitive market rates for jobs in other organizations. Market ranges for roles that are unique to Wellesley College are determined by comparing the market rates for similar roles within the College. These market ranges are used as guidelines for new hires, transfers, and promotions to provide a more precise pay opportunity and to enable manages to make responsible pay decisions. Performance in the role is the primary determinant for additional increases to an employee’s salary over time.
A set of guidelines has been created for managers and employees to use the salary structure effectively. Salary administration policies:
- Ensure consistency and fairness of treatment around pay for all employees of Wellesley.
- Reflect the open, straightforward character of the Valuing Work @ Wellesley program.
- Increase the accountability of managers for employee pay actions.
- Guide the events of new hires, transfers, promotions, and classification review.
- Ensure salary is linked with the role employee plays and their performance in that role.
- Assure that performance is a factor in any salay increases.
- Take into consideration internal equity.
- No Wellesley employee should be paid less than the minimum of the assigned salary band for his or her classification level, nor more than the maximum of the band.
- Employees near or at the maximum of the salary band assigned to their positions will be eligible for increases only to the maximum of the band. Increases beyond the maximum of the band will be distributed in lump sum payments based on performance.
- Market competitiveness will be checked on benchmark positions for which market information is available on an annual basis. Should the market indicate a need, the salary bands will be increased overall, thereby increasing the overall pay opportunity at Wellesley. Band increases will not directly affect actual pay unless such movement renders a salary below the minimum of its assigned band. Salary bands will only be increased as often as the market demands it.
- When hiring an employee from outside Wellesley, the following guidelines are recommended:
- Employees new to Wellesley would normally be hired within the salary band and market range assigned to the role.
- Considerations in determining the hiring salary should include: the new employee’s experience level, market salary for the position, and existing internal salaries both within the hiring department and across the College in similar positions.
- Hiring salaries should be determined collaboratively by the hiring manager and Human Resources. No salary should be discussed with a candidate without prior approval by Human Resources.
- The hiring manager should make the verbal offer to the job candidate while Human Resources composes a formal written offer.
- Exceptions to these guidelines will be deferred to the appropriate senior staff member and determined in consultation with Human Resources.
- Employee Role
- Wellesley College encourages employees to take advantage of career advancement opportunities within the College.
- Wellesley College employees are responsible for seeking out opportunities and discussing them with the appropriate manager and/or Human Resources representative.
- Employees are encouraged to consult with Human Resources to determine the impact of the transfer on the employee's salary.
- Human Resources is responsible for creating a safe, confidential environment where employees can explore options without concern about awkwardness with the current manager/department. Human Resources also plays an important monitoring/consulting role in transfer situations.
- Management Role
- The manager of the transferred employee should support the employee by giving the employee time to transition to the new position.
- The former manager should support the employee’s decision to transfer.
- Managers should offer support to employees who have applied for another opportunity at the College but were not selected for the position.
- Senior leadership is responsible for supporting the development of employees across the College, and for setting this tone for managers under their direction.
- Pay Policies- Transfer or Reorganizations
- When an employee transfers to another position within the College, or within the current department, the employee's salary will be reviewed to ensure internal and external equity and that the employee's pay is commensurate with the level of responsibility for the new position.
- When an employee transfers to another position within the College, or within the current department, with an equivalent level of responsibility, generally, there will be no need to change the employee's salary in conjunction with the transfer.
- When an employee transfers to another position within the College, or within the current department, and that position has greater responsibility, the employee's salary will be reviewed and an increase may be considered.
- When an employee transfers to another position within the College, or within the current department, and that position has significantly less responsibility, the employee's salary will be reviewed and a salary decrease may be considered.
- When a transfer occurs, Human Resources in consultation with the manager will review the transitioning employee's salary on a case by case basis. In all cases, the employee's salary should be commensurate with the employee's role.
- Should a role change due to a reorganization of the work within the department and the employee is offered a role at a lower salary, the employee will have the option of being laid off.
All salary changes must be approved by Human Resources.
Promotions indicate a significant event and should be accompanied by a salary increase at the time of promotion.
- When a promotion is to a position at a higher classification level (a level promotion*) consideration in determining the salary should include the employee’s experience level, market salary for the position, and relevant internal salaries. The guideline for suggested salary increase is 5-8%.
- When the promotion reflects an advancement along an existing departmental hierarchy (a progressive promotion**), the guideline for suggested salary increase is 2-5%. Consideration should also be given for the employee’s experience, the market salary, and internal salaries.
- Promotional increases should be treated separately, in chronology and amount, from merit increases.
- The hiring manager is responsible for timely communication of the promotion or transfer within a department; the senior staff member is responsible for division/college-wide communication, as appropriate.
- Occasionally, an employee may be offered a promotion but because of the employee's experience, the market salary, and internal equity, a salary increase may not be warranted.
* Level Promotion: A promotion which reflects movement from a role in a classification level to another role in a higher classification level, such as a movement from level 2 to level 3.
**Progressive Promotion: A promotion, which reflects movement through a hierarchy in a single function, reflecting increased competency and contribution through experience. Example: Accounting Clerk I to Accounting Clerk II. Criteria for granting a progressive promotion include performance quality and expanded responsibility.