Classified Compensation Administration

Policy No: 
4.1
Type of Policy: 
Administrative
Effective Date: 
March 2011
Last Revised: 
March 2011
Review Date: 
March 2017
Policy Owner: 
Human Resources
Contact Name: 
Kevin Merkel
Contact Title: 
Senior Director-Payroll and Total Rewards
Contact Email: 
Kevin.Merkel@ohr.gatech.edu
Policy Statement: 

Georgia Tech strives to provide a unique employee value proposition that will enable the Institute to attract, retain, and engage the talent needed to define the leading technological institute for the 21st century.

Affiliation, rewarding jobs, and career will be the leading differentiators of Georgia Tech's employee value proposition. Compensation and benefits will support the overall value proposition and facilitate attraction, retention, and high performance of Georgia Tech's talent.

Compensation is positioned competitively according to the relevant talent markets for each major segment of jobs. A culture of recognition will reward and encourage high performance.

Benefits are delivered and communicated to achieve a competitive position with Georgia Tech's peer institutions.

Georgia Tech's compensation program is designed to:

  1. Attract, retain, and motivate employees by providing total compensation practices which:
    • Are competitive with outside market pay levels for similar jobs and aligned with Institution needs.
    • Reinforce a pay-for-performance philosophy.
    • Non-discriminatory.
  2. Encourage employee development by facilitating developmental moves and cross-functional training.
  3. Support teamwork directed toward the accomplishment of Georgia Tech's goals and strategies.
  4. Motivate leadership and other behaviors consistent with creating the leading technological Institution of the 21st century.
  5. Recognize and reward differences in performance and contributions, which create value for the Georgia Tech community.
  6. Promote sound stewardship of compensation expense consistent with the financial goals of the Institution and as a member of the University System of Georgia.
Scope: 

This Salary Administration Plan covers all staff employees across the Institute. This document does not cover faculty or research faculty.

Procedures: 

This Plan neither creates nor constitutes a contract between the employee and the Institute nor does it create a property interest for the employee. The Institute reserves the right to amend or terminate this plan at any time, either with or without notice.

Salary Structures
To better align Georgia Tech’s workforce with the market, the Institute has five salary grade structures

The pay structures described below:

  1. Represent Georgia Tech’s unique work force,
  2. Allow the Institute to better respond to trends in the market place, and
  3. Provide a framework for career movement for employees within their profession.
StructureGrade Level Jobs Found on Structure

Administrative & Professional
Crafts & Skilled Trades

A1 - A15
C1 - C13

Positions responsible for the support, coordination, and management of academics & administration.

Professions include Finance, Human Resources, Administrative Management, Legal Affairs, Academic & Student Services, and Communications.

Positions responsible for the installation, maintenance, repair, and management of structures, grounds, utilities, and related components. Included are positions related to inventory management, warehousing, and mail/delivery.

Professions include Carpentry, Custodial Services, Landscaping, Construction, Instrumentation, Recycling, and Mail Distribution.

 DevelopmentD1 - D11

Positions responsible for the administration, management, solicitation, and development of fundraising, sales, and business growth.

Professions include Development, Sales Management, Consulting, and Venture Catalyst Initiatives.

 

Information Technology  I1 - I11

Positions responsible for the design, configuration, engineering, installation, maintenance, repair, support, and management of computers, computer based systems, applications, hardware, networks, information, and components.

Professions include Software Development, Information Security, Graphic Design, Network Administration, and Technical Support.

 Science & Research Support S1 - S10

Positions responsible for the support, management, and research of science and engineering disciplines.

Professions include Medicine, Dentistry, Engineering, Laboratory Management, Safety, and Architecture.

All employees, including those on acting titles, should be at or above the minimum salary for the job grade unless the employee is on a Performance Improvement Plan.

All salary structures at Georgia Tech consist of the following: a Job Grade, a Range of Pay, and a Market Reference Point.

The Range Of Pay – Each job grade has a corresponding range of pay based on market pay practices and an employee’s development in a job. Each range has three tiers. Individual job performance and job knowledge, as well as the Institute’s financial position, determine the employee’s position in the tier. The following table describes the characteristics of employees whose skills are encompassed by each tier.

Tier I  Tier IITier IIIMarket Reference Point
Typically, these are employees newly hired, assigned, or promoted into the job or employees gaining the breadth of experience and skills needed by the organization.Typically, these are employees with demonstrated skill levels in their field with the demonstrated ability and desire to develop additional skills and knowledge needed to progress.Typically, these are top-performing employees exhibiting consistently outstanding performance with demonstrated skills, knowledge, and abilities in their field, providing innovative ideas and suggestions to support the Institute’s goals.This is the composite of all market data in a grade.

All employees, including those on acting titles, should be at or above the minimum salary for the job grade unless the employee is on a Performance Improvement Plan.

Example for Grade A7:

GradeTier ITier IITier IIIMarket Reference Point
A739,600 - 45,500   45,501 - 55,00055,001 - 60,700   50,000

Performance, over time, is the primary driver to move an employee through the range.

Starting Pay
Rates Starting pay rates for new employees should reflect the skills and experience a candidate brings to the job as well as internal equity in the unit. All salary offers are governed by the following approval matrix:

Supervisors making salary offers to new hires have the ability to use the salary range up to the maximum of Tier 2* for a particular grade.

Any salary offer that would take the candidate above Tier 2 of a range is only considered on an exception basis.

Approval Matrix:

If the Hiring Rate is: Approval Required
 Up to Tier II MaximumManager requesting the starting rate and At least the next manager above
Above Tier IIHis/her manager, HR Representative and Compensation recommendation, Vice Provost, Vice President, Dean, or higher and the AVP of Human Resources

The Institute is not bound to any agreement made by a supervisor who has not first obtained proper approvals.

*Salary offers to current GT employees bidding on higher-level work will follow the promotional guidelines.

Other Compensation
Non-Exempt Overtime
Non-exempt employees are paid at the rate of 1.5 times the regular rate of pay for all hours worked in excess of 40 hours in a workweek*. The regular rate excludes premium pay and other pay that the FLSA does not require to be included in the regular rate of pay. (*See policy 4.9, Overtime Compensation for further information.)

Compensatory Time-Off (Overtime) Non-exempt employees: See policy 4.9, Overtime Compensation for further information.

Differentials
Georgia Tech is made up of a diverse group of Colleges, Schools, Departments, and types of employees. The following guidelines are intended to address varying needs in departments. These guidelines are not mandated but are to help provide the tools that departments need to support their business operations with the budgets that they have available. These guidelines will be applied consistently within departments but are at the discretion of the unit’s management. The differentials, outlined below, only apply to Non-Exempt employees.

Callback Pay
Non-exempt employees are eligible to receive Callback pay.

Callback pay occurs when certain conditions arise requiring a non-exempt employee to report to his or her work location or to perform work at another location at times other than during a regularly scheduled work day. Callback only applies to those employees who are designated as being “On-Call” by a departmental Director or who are called back as a back up to an “On-Call” employee.

Callback pay is paid at 1.5 times the regular rate of pay. Premium pay is excluded from the regular rate of pay for overtime calculations. This premium pay will be offset against overtime pay due for the workweek, if any.

For each instance of Callback pay, employees will receive the greater of:

  1. 4 hours of call-back pay or
  2. Actual hours worked

This includes travel time to the work place.

Employees should report such hours to the nearest quarter hour (e.g. 3.25, 3.50, 3.75, etc.).

NOTE: Non-exempt employees are eligible for this premium pay even if their hours for the workweek do not exceed 40.

Supervisors are not permitted to grant compensatory time off in lieu of On-Call or Callback pay to employees.

On-Call Pay
Non-exempt employees designated by the departmental Director to be “On-Call” will be eligible for an additional payment that equates to two hours of regular pay. Employees in an “On-Call” status may be required to wear a pager or to otherwise be accessible by telephone or another communications device. Such "on-call" hours are not considered hours worked.

Employees “On-Call” are not required to remain on the Institute’s premises but will be required to respond to a call within the timeframe specified by the employee’s department. Only one occurrence of On-Call will be paid per 24 -hour period, beginning with the day the initial On-Call status begins.

For Example:
On-call begins at 5:00 p.m., Friday and ends, Saturday, at 4:59 p.m., only one occurrence will be considered.

Shift Differential
Coverage for evening and night hours of duty is essential for business operations. The intent behind this guideline is to compensate employees who are required to work scheduled hours that are not during the Institute’s "normal business hours."

Hours outside of the “normal working” hour schedule are considered to end after 7:00 p.m. or start before 7:00 a.m.

It is the intent of this policy to pay shift differential on a per-hour basis for each hour an employee performs work within the shift differential period.

Shift differential is calculated as 10% of the employee’s hourly rate. An employee’s hourly rate of pay is calculated by dividing their weekly base salary by the number of days worked in a normal workweek.

Non-exempt employees are eligible for shift differentials if they are required by their supervisors to work a regularly scheduled partial or whole shift between the hours of 7:00 p.m. and 7:00 a.m.

Overtime Hours: Shift differential will not be paid if only overtime hours fall within the shift differential period.

Job Evaluations
Georgia Tech determines the pay grade, title, and exemption status for each job by conducting a job evaluation. A job evaluation can be conducted to determine the level of a new or existing job and may be recommended to the Human Resources RepresentativeContact by a unit manager/supervisor when circumstances warrant.

When the Human Resources RepresentativeContact and manager agree a job evaluation is warranted, they must complete a job (re)evaluation request form (Job Evaluation Tool) and obtain the necessary departmental approvals. The request is forwarded to the Compensation Unit for review.

Job evaluations may occur at any time throughout the year. The most common reasons for conducting a job analysis as well as the accompanying steps are listed below.

Type of Job Evaluation Steps to Take
1. Creation of a New JobWhen a department wants to create a job that is believed to be new to the department or Institute, go to the Job Evaluation Tool.
2. Additional Job ResponsibilitiesSee “ Responsibilities Added to a Job” for guidelines.
 3. Temporary or Interim DutiesAdditional work assigned on a temporary basis should not be compensated by a permanent adjustment to the job. See “TemporaryInterim Assignments” for guidelines.

 

Responsibilities Added to a Job
When a significant shift in the responsibilities of a job occur and become a permanent change, a new job and grade or a change in pay may be appropriate. The following steps should be taken:

  1. The Human Resources RepresentativeContact will consult with the department managersupervisor to discuss a course of action and to determine whether a job evaluation is appropriate.
  2. The manager/supervisor will document the new or additional responsibilities and any related skill requirements (http://www.ohr.gatech.edu/compensation).
  3. The managersupervisor will consult with the Human Resource RepresentativeContact and they will describe in writing mutually agreed-upon changes in responsibilities and skill requirements as well as the impact of the changes on the existing job.
  4. The Human Resource RepresentativeContact will consult with the Compensation Unit to determine if a job evaluation is necessary.

Approvals
The following approvals are always required prior to requesting a job evaluation:

Type of Job Level Being Evaluated:Approval Needed*
 Anticipated Salary of $75,000 or belowi. Manager requesting the evaluation and
ii. At least the next manager above
Anticipated salary of $75,000 or greaterSee “Responsibilities Added to a Job” for guidelines.

 An individual unit may require additional levels of approval. The Human Resources RepresentativeContact will be responsible for obtaining the approvals and working with Compensation during this process.

After the Compensation Unit reviews the request, Compensation will forward its recommendation to the unit’s Human Resources RepresentativeContact. Any pay changes resulting from the Compensation Unit's recommendation will follow the salary change guidelines. Additionally, a Fair Labor Standards Act (FLSA) status of either Exempt or Non-exempt is assigned at that time (See Policy 4.9).

Administrative Placement:
Occasionally, there may be a mismatch between the value of a job to the organization, as determined by the job evaluation system, and the skills of an incumbent or applicant. In those cases, the Institute reserves the right to administratively place a job at a job grade reflecting the value of the skills of the person. This is a very rare situation and is only done for strategic purposes of the Institute. All jobs considered for/on Administrative Placement are to be approved by the AVP-HR and either the:

  • Provost,
  • EVP of Research, or
  • EVP of Administration and Finance
    As appropriate.

Pay Adjustment Types and Pay Treatment
Promotion - Defined
A promotion is a movement to a higher job grade. A promotion occurs as a result of a successful job bid, reevaluation of an existing position, or assumption of additional responsibilities because of reorganization. A salary increase may be warranted to reflect the additional job responsibilities and to recognize the realities of the marketplace and the need for internal job equity.

Promotional increases
Since every employee situation is different, it is important to consider multiple factors when making pay decisions relating to promotions. The Human Resources RepresentativeContact and department manager will collaborate to develop an appropriate salary recommendation within the new grade, based on such factors as the employee's skill, knowledge, experience, and performance, criticality of the role, budget, and market data. The salary change tool outlines these factors and is for formulating a recommendation.

In no instance, should a promotional increase take an employee’s salary above the salary structure maximum.

Promotions within a single structure:
The guidelines for promotional increases within a single salary structure, (e.g., A3 to A4) are as follows:

a. One job grade promotion: 0-10%, or to the minimum of the new salary range, whichever is greater. b. Two or more job grades: 0-15%, or to the minimum of the new salary range, whichever is greater.

Movement between structures:
When a promotion results in movement between salary structures, (e.g., A7-I3), a promotional increase may be considered when the difference between the market reference points is greater than 10%. If the difference between the market reference point is:

a. Greater than 10% but less than 15%, a promotional increase of: 0-10%, or to the minimum of the new salary range, whichever is greater, may be granted.

b. Greater than 15%, a promotional increase of: 0-15%, or to the minimum of the new salary range, whichever is greater, may be granted.

In all instances, the promotional increase should bring the employees pay at least to the minimum of the new salary grade range.

Example 1:
Susan is an A7, making $49,000 in xyz department. She bid on, and was chosen for, a job grade I3, in LMN department.

The salary structure for an A7 is:

GradeTier ITier IITier IIIMarket Reference Point
A739,600 | 45,500  45,501 | 55,00055,001 | 60,70050,000

The salary structure for an I3 is:

GradeTier ITier IITier IIIMarket Reference Point
I339,300 | 46,60046,601 | 57,00057,001 | 64,80051,800

In this case, Susan would not be eligible for an increase because the difference between market reference points is less than 10%.

Example 2:
Susan is an A7, making $49,000 in XYZ department. She bid on, and was chosen for, a job in grade I4, in QRS department. The salary structure for an A7 is:

GradeTier I Tier IITier IIIMarket Reference Point
A739,600 | 45,00045,501 | 55,00055,001 | 60,70050,000

The salary structure for an I4 is:

GradeTier ITier IITier IIIMarket Reference Point
I447,300 | 56,00056,001 | 68,40068,401 | 77,80062,200

In this case, Susan would be eligible for an increase because the difference between market reference points is more than 10%; and she would be eligible for an increase of up to 15% of her current pay.

In awarding any increase, the manager and Human Resources RepresentativeContact would review the salary increase tool, internal equity, and performance ratings in the current role.

The salary increase will be limited to 5% for individuals whose rate prior to the promotional increase is already above the market reference point of the new job's salary range Promotional increases cannot take the employee above the new salary grade maximum.

Approval Matrix:

If the promotional increase is: Approval Needed:
Within the guidelinesThe manager making the request and his/her manager.
An exception to the guidelinesa. His/her manager
b. HR Representative and Compensation recommendation
c. Vice Provost, Vice President, Dean, or higher and the AVP of Human Resources The HR Representative will be responsible for obtaining the Compensation recommendation and analysis.

A newly promoted or hired employee is not eligible for a subsequent promotion (unless within his/her own department) until completion of one year of continuous service in that position. Exceptions to this policy are: 1) work is to be curtailed; and 2) all available employees with at least one year of service have been considered and rejected for the position. In these cases, the employee may be eligible for consideration. For promotionpromotion, eligibility within a department no minimum time in position is required.

Temporary Assignments and ActingInterim Titles
From time to time, it may be necessary for employees at Georgia Tech to take on additional or different responsibilities for a limited period of time. While all employees are expected to fill in for vacations and other short-term situations, additional compensation may be warranted in some circumstances especially when the temporary duties are of a higher level or continue for an extended period of time.

A department managersupervisor initiating a Temporary Assignment or ActingInterim Title in hisher area of responsibility must submit a written proposal to the Human Resources RepresentativeContact explaining the reason for the assignmentappointment, the expected duration, resources required, the method for evaluating successful performance, and the criteria for selecting the employee.

The Human Resources RepresentativeContact will work with HR Consultancy for approval. The following list summarizes the nature and scope of potential assignments and the required accountabilities. A more detailed explanation follows the chart.

Type of Assignment DurationChange in GradeIntentCompensation Treatment Option
Temporary30 + daysNoTo cover an additional temporary workload for the extended absence of an employee.Yes
Acting Title1 - 3 monthsNoTo provide a leadership role in the temporary absence of a leader/manager.Yes
Interim Title3 - 12 MonthsYesTo provide a leadership role during an extended absence of a leader/manager.Yes

A Temporary Assignment is appropriate when an individual is assigned additional duties on a temporary basis in the absence of another employee at the Institution, or to cover additional temporary workload. This generally does not involve a change in the job grade level. The additional work must continue for more than 30 days and must be a significant, clearly defined addition of responsibilities to the normal workload (higher volume of work is excluded from this definition).

An Acting Title is appropriate when an employee is appointed (in writing) to a position of authority on occasions when the incumbent is absent or reassigned for a short period (usually between 1-3 months). This move generally does not involve a change in pay grade. The person in the Acting Title has the authority of the role (e.g., ability to approve vouchers, time sheets, etc.)

An Interim Title is appropriate when an employee is appointed (in writing) to a different position on a temporary basis when a vacancy is expected to last for an extended period (generally 3 months but not to exceed 1 year.) The temporary assignment is outside of the employee's regular duties and generally involves a different grade level. The interim appointee is accountable for effective performance of the full scope of the interim role that is identified by hisher manager at the time of the appointment.

Compensation Changes for Temporary Assignments and ActingInterim Titles:

Temporary AssignmentsActing Titles:
During the period of the temporary assignment, the individual may be eligible to receive additional compensation ranging from 0 – 15% of the employee's current base salary or hourly rate. The amount of increase will depend upon the duration of the Temporary Assignment, the degree of complexity andor criticality of the additional work, the employee's current salary, and the level of performance. (See the salary change tool for guidance.)

Interim Titles:
Acting assignments will follow the promotional guidelines for the duration of the assignment.

Approval Matrix:

If the promotional increase/time in position is:Approval Needed:
Within the guidelinesThe HR RepresentativeContact is responsible for working with HR Consultancy on the approval and review of both Acting and Temporary assignments.
An exception to the guidelines
Assignments longer than 12 months or increases greater than policy.
Any assignment lasting beyond 12 months or request for an increase greater than policy must be approved by:
a. HR Representative
b. HR Consultancy
c. Vice Provost, Vice President, Dean, or higher and the AVP of Human Resources
The HR Representative will be responsible for obtaining the necessary approvals.

Temporary Assignments and Interim Title Conclusions:
When the Temporary Assignment or ActingInterim assignment ends, the interim appointee’s salary rate will return to the salary rate heshe earned prior to the assignment [adjusted for any intervening salary increases (e.g., annual increases, increases due to market or internal equity, etc.)].

Downgrades:

Downgrades to a Lower Job Grade:
On occasion, an employee may be reassigned to a position in a lower grade. Downgrades can occur for several reasons but typically fall into two categories: voluntary and involuntary. A downgrade may also occur for developmental reasons (e.g., gaining experience in another area) or it can be as a result of performance in the current job.

Same Structure Demotions:
Demotions within a structure is movement to a lower grade within the structure, (e.g., A6 to A4)

Demotions between structures:
This occurs when an employee is moved to a lower job grade in a different structure.

a. A demotion of one level demotion will occur with the difference between midpoints is greater than 10% but less than 15%
b. A demotion of more than one level will occur when the difference between midpoints is greater than 15%.

Voluntary:
If the downgrade is voluntary (e.g., bidding on a lower level job) and if the salary is within the new salary range, no change is necessary. If the salary of the employee bidding on the job is above the new salary range maximum, his/her salary will be decreased to no more than the maximum salary rate for the new job on the effective date of the new job. Responsibilities and internal equity will be considered and may result in a salary placed lower in the new salary range.

Involuntary:
Performance Related Downgrades A performance-related demotion occurs when an employee has demonstrated that he/she is unable to perform his/her existing job duties at an acceptable level and management determines that the employee’s skills may be more effectively utilized in a lower level job. On such occasions, the employee’s salary shall be immediately reduced to a level that is within the salary range of the new grade.

Reorganizations and Job Reclassifications Involuntary downgrades can also occur when a job is reassigned to a new grade due to reorganization or restructuring. The individual's salary will initially remain the same, but will be managed to the new grade salary range of the new job within a period of one year.

The Human Resources RepresentativeContact and department manager will collaborate to develop an appropriate salary recommendation within the new grade, based on such factors as the employee's skill, knowledge, experience, and performance, criticality of the role, budget, and market data. The salary change tool outlines these factors and is for formulating a recommendation.

Approval Matrix:

If the promotional increase/time in position is:Approval Needed:
Within the guidelines
An exception to the guidelines
The manager making the request and his/her manger will need to approve
The requesting manager will need to obtain the following approvals for an exception:
  1. His/her manager
  2. HR Representative and Compensation recommendation
  3. Vice Provost, Vice President, Dean, or higher and the AVP of Human Resources
  4. The HR Representative will be responsible for obtaining the Compensation recommendation and analysis.

Lateral Transfers
A lateral transfer occurs when an employee is moved to a position with the same salary grade as the one previously assigned. The reasons for such action are: 1) a simple transfer from one position to another within the same grade, 2) a reclassification resulting in the same pay grade assignment, and 3) placement in a temporary assignment.

A pay increase is not associated with a lateral transfer.

Merit Adjustments
Merit adjustments are funded through the actions of the General Assembly and Board of Regents of the University System of Georgia. That process produces a pay increase pool for each institution. The size of that pool ultimately determines the amount of funds available, if any, for merit adjustments.

If funded, merit adjustments are awarded following legislative and Board of Regents approval.

A merit adjustment occurs as a result of demonstrated performance relative to job expectations as determined through the Performance Appraisal Program.

Merit increases should reflect the employee’s performance. Accordingly, significant differences in performance should yield significant differences in reward.

Merit adjustments should not take an employee’s pay over the maximum of the salary structure. If an employee’s pay at the time merit adjustments are made is close to, over, or near the salary grade maximum, the actual adjustment should be reduced so the salary will stay within the structure and a merit award will be given for any remaining adjustment the supervisor intended to award.

Example:
Loretta Lincoln is a pay grade C6 and her current rate of pay is $44,700. Her performance rating for the previous year was HS and her supervisor wants to award her with a 5% merit adjustment. How will her merit adjustment be handled?

GradeTier ITier IITier IIIMarket Reference Point
C631,900 | 34,70034,701 | 42,50042,501 | 45,50038,600

Loretta’s supervisor can increase her base pay to $45,500 and pay the remaining award in a one-time payment of $1,435.

Exception process for adjusting salaries above the salary structure maximum:
In the event a department believes a permanent addition to a salary is warranted for an employee whose salary is/will be above the structure maximum, the Vice Provost, Vice President, Dean, or higher and the AVP of Human Resources must concur with this action.

Communicating Pay Adjustments
Supervisors/managers may not commit to any change in salary/compensation of an employee without concurrence of Human Resources and the appropriate departmental level approval. The Institute is not bound to any agreement made by a supervisor who has not obtained proper approvals first. 

Salary Change Tool
The salary change tool below helps management think through how to set an employee's salary taking into account various criteria. The pattern that emerges after plotting each of the criteria will help in developing an appropriate increase rate. View the salary change tool here: Salary Change Tool

Responsibilities: 

AVP-HR
The AVP-HR is responsible for the design and oversight of all Human Resources programs including compensation.

Compensation Unit
The Compensation Unit is responsible for:
Monitoring consistent application and interpretation of compensation policy and procedures covering staff positions.

  1. Application of the job evaluation system in determining the value of each staff position in the organization relative to all other staff positions.
  2. Developing, recommending, and revising structures and ranges to adapt to markets where Georgia Tech competes for talent.
  3. Monitoring and reporting on external markets relative to internal compensation practices, and
  4. Providing management with guidelines regarding the administration of compensation at the department/school level.

Human Resource Representatives
Human resource representatives are responsible for local administration of this policy within the unit(s) they support.

Supervisors and Managers
Each supervisor/manager is responsible for implementing and supporting the Institute’s compensation program and policy. Supervisors/managers are responsible for:

  1. Differentiating between levels of performance demonstrated by employees and recognizing the differences through performance evaluations.
  2. Maintaining accurate, up-to-date documentation on employee performance supporting the performance review cycle and resulting merit increases.
  3. Communicating at least the following information to their subordinate employees:
  • The performance management process
  • The relationship of performance to pay
  • Salary potential for the employee’s position
  • Eligibility to receive overtime payments based on exempt or non-exempt status under the FLSA designation determined by job evaluation
  • Job descriptions and the employee’s strategic objectives supporting the organization.

Supervisors/managers may not commit to any change in salary/compensation, outside of the guidelines, of an employee without concurrence of Human Resources and an appropriate departmental level approval. The Institute is not bound to any agreement made by a supervisor who has not first obtained proper approvals.

 

Map of Georgia Tech

Compliance and Policy Management
760 Spring Street N.W. Suite 324
Phone: 404-385-0731