Policy 5 – Salary Administration, University Support Staff

The policies found on the website of the Secretariat  are compulsory rules for the university community. The authoritative copies of the policies are held by the Secretariat and bear the seal of the university. The online version accessible through the website of the Secretariat is available for information purposes only. In case of discrepancy between the online version and the authoritative copy held by the Secretariat, the authoritative copy shall prevail. Please contact the Secretariat for assistance if necessary.

Established:

29 June 1961

Revised:

 

28 March 2014. Type of revision: Housekeeping

28 February 2020. Amended, official titles only.

Supersedes:

N/A

Class:

S

Responsible/Originating Department:

Human Resources

Executive Contact:

Associate Provost, Human Resources

Related Policies, Guidelines and Procedures:
Policy 18 – Staff Employment

1. Statement of general policy

The staff salary policy of the University of Waterloo (the “university”) will be determined from time to time by the Board of Governors on the recommendation of the Vice-President, Academic & Provost. The Provost’s Advisory Committee on Staff Compensation (“PACSC”) is responsible for preparing recommendations to the Vice-President, Academic & Provost (see Appendix A for composition of PACSC).

The policy of the university is to pay competitive salaries within the limits of its financial situation.  Human Resources is responsible for reviewing the salary structure at least once a year and presenting its findings to PACSC.  Changes in salary policy or structure will be recommended to the Vice-President, Academic & Provost when survey information or legislative changes indicate the need for adjustment.

University salary ranges, composed of a minimum (80%), a job value (100%) and a maximum (120%), are set on 1 May of each year by a range adjustment to job values. This adjustment is determined from a variety of factors including data collected on range adjustments locally, provincially and nationally. As well, information on the increase to the cost of living and other relevant data are considered.

Of primary importance is the maintenance of equity within the university. To ensure internal relationships, the university employs a point system of job evaluation. This system allows comparison of jobs internally by evaluating the skill, effort, responsibility and working conditions of each position.1 This evaluation is required under the Pay Equity Act of Ontario.

2. Administration of the salary program

The administration of the salary program will be the responsibility of Human Resources. Decisions within policy will be made by the appropriate university department head or delegate in consultation with Human Resources.

  1. Specifically, it will be the responsibility of Human Resources to:
    1. Classify all newly established jobs based on a job description prepared by or in consultation with the appropriate department head or delegate and approved by the department head.
    2. Re-evaluate jobs as necessary when significant changes in job content occur.
    3. Review the classifications of positions at the request of the appropriate department head or delegate and interview staff members whose positions are being evaluated.
    4. Conduct salary surveys and review community salary rates.
    5. Review in consultation with the appropriate department head or delegate all wages and salaries paid to part-time, temporary and casual employees to ensure internal and external equity and compliance with other university policies and legislative requirements.
    6. Recommend salary policies and/or policy revisions to PACSC as needed.
  2. Specifically, it will be the responsibility of the department head or delegate to:
    1. Maintain up-to-date job descriptions for each member of the department, a copy of which is to be made available to the incumbent and Human Resources.2
    2. Request in writing to Human Resources a review of a job classification. Accompanying the request will be an accurate description of the skill, effort, responsibility and working conditions of the job to be evaluated, along with any other information deemed pertinent.
    3. Promptly relay to the staff member the decision, and the reasons for the decision, regarding the job evaluation.

3. General provisions/decisions

A.  Job value

The job value is the 100% position in a range.

B.  Starting salary

The starting salary in a position may be at the bottom of the range for a person with little or no experience, up to the job value for a person with full qualifications and experience. Starting salaries will not be above the job value for new university employees. The starting salary will be established by the appropriate department head or delegate in consultation with Human Resources. Commitment should not be made to anyone without prior consultation with Human Resources.

C.  Maximum salaries

Maximum salaries for job classifications or grades are not to be exceeded.

D.  New positions

New positions must have a job description and be evaluated by Human Resources.

E.  Job reviews/reclassifications

Human Resources, at the request of managers and supervisors, reviews the appropriateness of the salary grade or classification of existing jobs. Human Resources determines the appropriate classification by interviewing the incumbent and the manager individually, making comparisons with other jobs within the department and the university and applying the point system of job evaluation.

Staff may request that Human Resources conduct a review (Human Resources would consult with and work through the manager) if: the staff member feels that her/his job duties have changed significantly, and the manager has not reviewed the position after repeated written requests, and the position has not been reviewed for a period of at least three years.  There would still need to be agreement between the manager and the staff member with respect to job duties.

Normally an upward reclassification of one level will be accompanied by a salary increase.  Individual situations may vary due to a variety of factors including internal equity.  Staff members will receive a salary adjustment appropriate to the circumstances up to the job value.  Where an increase will move an individual’s salary above the job value, increases will be up to 5%.  Increases are determined by the department head or delegate in consultation with Human Resources.

When a department head or delegate and Human Resources cannot reach agreement on a specific job classification or interpretation of annual salary increase procedures, the issue in question may be referred in writing to PACSC. Any referral of this kind must take place within 90 days of the decision in question. In such discussions, a member of the department in which the question exists may act as advocate for the department’s point of view and a member of Human Resources will act as advocate for the Human Resources’ point of view. Either department may invite any member of the university community to contribute to the discussion.

F.  Salary increases: merit

All staff members in the salary classification University Support Group (USG) receive increases based on their job performances. Each year, on 1 May, the salary ranges of this group are increased according to section 1 of this policy.

Individual salary increases are determined by a performance evaluation system with specific “performance goals,” i.e., 100% of salary range for a competent performer, 110% for a continuing outstanding performer and 120% for a continuing distinguished performer. Goals above 100% (competent) may be attained over the course of an individual’s career.3

Staff in USG will have their performances formally reviewed annually.

G.  Salary increases: promotion and transfer4

  1. When a staff member is promoted to a new position with a one level higher classification, salaries may be increased up to the new job value. Increases which would take an individual salary beyond the job value of the new grade may be up to 5%. Individual situations may vary due to a variety of factors including internal equity. In such circumstances, a staff member will receive a salary adjustment appropriate to the circumstances, as determined by the department head or delegate in consultation with Human Resources.
  2. Where the promotion is to a level more than one classification higher, a staff member will receive a salary adjustment appropriate to the circumstances as measured by the department head or delegate in consultation with Human Resources.
  3. If a staff member is promoted and her/his salary is below the minimum of the new salary grade the salary will be brought to the minimum immediately.
  4. A lateral transfer will not be accompanied by a salary increase.

Appendix A

Provost’s Advisory Committee on Staff Compensation
(PACSC)

Four members appointed by the Vice-President, Academic & Provost from names submitted by the Staff Association

The Director, HR total compensation

The Vice-President, Administration & Finance

A member of Executive Council, appointed by the Vice-President, Academic & Provost

The Associate Provost, Human Resources (chair)

Salary scales

2024-2025 (pdf)

2023-2024 (pdf)

2022-2023 (pdf)

2021-2022 (pdf)

2020-2021 (pdf)

Past salary scales

1 For more specific information contact Human Resources or the Chair, Provost’s Advisory Committee on Staff Compensation.
2 Information on, and assistance with, preparing job descriptions is available from Human Resources.
3 For more specific information contact Human Resources or the Chair, Provost’s Advisory Committee on Staff Compensation.
4 See Policy 18, section 4, “Recruitment”, for further details.