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Salary System

The purpose of this document is to provide information about the salary system to managers for administrative and staff employees.

Salary System Objectives

The objectives of the salary system are to:

  1. Pay each position as fairly as possible in relation to comparable positions at other places of employment and within budgetary limitations.
  2. Pay each position fairly in relation to other positions at the University requiring similar knowledge, skills, and responsibilities.
  3. Provide greater reward to employees whose performance truly excels.

Salary System Components

Key components of the salary system are:

  1. Job Descriptions
  2. Job Evaluation
  3. Salary Surveys
  4. Salary Increases

Job Descriptions

Departments are responsible for writing and keeping their position descriptions current and accurate. When significant changes with responsibilities occur, position descriptions should be updated and submitted to Human Resource Area Consultants for re-evaluation. All position titles require approval by the Compensation Department before use. In addition, the Human Resource Committee must approve the titles of Director, Managing Director, Executive Director, Assistant Dean, Associate Dean, and Dean.

Job Evaluation

The purpose of job evaluation is to establish the value of each position. An Evaluation Committee, whose members have received special training in using a professional job evaluation system, evaluates each position. The Job Evaluation Committee role is to: (1) determine exemption status (whether a position is staff or administrative), (2) make salary grade decisions (whether a position should be on salary grade 53 or 54, etc.), and (3) help promote consistency with similar jobs across campus. Input is received in the form of job descriptions and information from the supervisor. In some cases, members of the committee visit the work site to help understand the position.

The Evaluation Committee assigns each position a job level and salary range. Factors that are considered include know-how requirements, problem-solving challenges, decision-making requirements, level of accountability, working conditions, salary survey job matches, internal equity, and supervisor input. Supervisors are encouraged to review the evaluations of positions reporting to them and give input and suggestions to the Evaluation Committee so the evaluation work may be done as accurately and fairly as possible.

Salary Surveys

Surveys are conducted each year to determine salaries being paid by other employers for jobs similar to those at the University. Considerable time and great care is taken to assure sufficient data is collected and proper comparisons are made. A group of universities of similar size and complexity are used for salary comparisons of staff and administrative positions. In addition, comparative information is collected from the Wasatch front for salary comparisons of staff and administrative positions.

Salary Increases

The Salary Review process (salary increases) is conducted annually and approved increases are effective at the beginning of the academic year. The University provides an annual budget for merit increases (not cost-of-living), in other words pay-for-performance. Accordingly, it is expected that star performers be given an increase well above average, solid performers be given an average increase, and under-performing individuals be given a less-than-average increase. By distributing the money in this manner, we reward those individuals who are achieving results and contributing the most toward the mission of their department and the University.

Updated by the HRS Web Team, Brigham Young University, Provo, UT 84602 - Copyright 2008. All Rights Reserved.