Service to the Institute

Type of Policy
Administrative
Policy No
8.5
Last Revised:
Review Date:
Policy Owner
Human Resources
Contact Name
Jarmon DeSadier
Contact Title
Sr. Director of Employee Relations/Deputy Title IX Coordinator - Staff
Contact Email
jdesadier3@gatech.edu
Reason for Policy

It is important to provide clear guidance and support regarding the participation of employees.

Policy Statement

Service to the Institute is valued and encouraged by Georgia Tech. Service to the Institute includes participation in Institute service programs or activities that are separate and in addition to the employee's ordinary job duties. Some examples include institutional governance, service as an advisor to one or more recognized student organizations, or participation in any other Institute service program. All such authorized activities shall be considered within the scope of the employee's employment.

Policy Terms

Exempt and non-exempt employees
are defined in accordance with prevailing employment law. An exempt employee is generally salaried and not employed on an hourly basis.

Service to the Institute
Although employees usually contribute to the Institute primarily through their job responsibilities in their home and work departments, they may also contribute significantly to the development of Georgia Tech by offering appropriate services to the Institute in other parts of campus life. In the context of this policy, service to the Institute includes properly authorized activities outside one's home and work departments as documented in the records of the Institute.

Procedures

Faculty members who provide services to the Institute may refer to the Faculty Handbook for applicable policies and guidelines.

Information regarding serving as an advisor to a student organization may be found at www.involvement.gatech.edu

Responsibilities
Party Responsibility
Student Involvement Director Ensure compliance with policy
Student Affairs Offer assistance with policy interpretation

 

Employment of Foreign Nationals

Type of Policy
Administrative
Policy No
8.3
Effective Date:
Last Revised:
Review Date:
Policy Owner
Human Resources
Contact Name
Lori Jones
Contact Title
Global HR Manager
Contact Email
lori.jones@gatech.edu
Reason for Policy

This policy informs units of the requirements for hiring foreign nationals (excluding student employees), nonimmigrant petitions for temporary employment of foreign nationals, and permanent residency requests for permanent employees.

Policy Statement

Georgia Tech Human Resources is responsible for compliance with federal laws and regulations affecting the employment of foreign nationals. Global HR is authorized to file nonimmigrant petitions for the temporary employment of foreign nationals and immigrant petitions for the permanent employment of foreign nationals.

  • Private attorneys are prohibited from filing petitions on behalf of Georgia Tech. Only the Global HR Manager may sign a G-28 (Notice of Appearance) allowing an attorney to represent Georgia Tech.
  • A list of the categories of nonimmigrant petitions and immigrant petitions that Georgia Tech will file and additional information regarding those petitions can be found at https://hr.gatech.edu/global-human-resources.
  • This policy applies to all foreign national employees (excluding students) and the units seeking to employ them. This policy does not apply to employees in J-1 status.   
  • Individuals in some nonimmigrant categories are not eligible for Georgia Tech appointment, employment, or payment under any circumstances. Georgia Tech appointment, employment, or payment is not permitted unless and until the individual obtains an immigration status permitting appointment, employment, or payment. Additional information regarding US visas can be found at https://travel.state.gov/content/travel/en/us-visas.html.
  • If a nonimmigrant or immigrant request requires expertise or resources not available in Global Human Resources, Global Human Resources may request that the designated Special Assistant Attorney General to the University System of Georgia file a nonimmigrant or immigrant petition at the expense of the employing unit.
  • Foreign nationals who are awaiting the necessary employment authorization or whose work authorization has expired are not allowed to serve as volunteers. Note: Foreign nationals who are financially supported by a source other than the Institute are not considered volunteers.
  • All requests to hire foreign nationals, and requests to file nonimmigrant or immigrant petitions must be submitted in iStart. Additional information regarding iStart and procedures can be found at https://gatech.service-now.com/asc.
Scope

This policy applies to all employees at the Georgia Institute of Technology.

Policy Terms

Foreign National
A person without U.S. citizenship or nationality (may include a stateless person). See the U.S. Citizenship and Immigration Services Glossary for additional definitions: htts://www.uscis.gov/tools/glossary

Immigrant
Refers to a petition processed by U.S. Citizenship and Immigration Services or a visa issued by the Department of State to stay in the United States permanently.

Nonimmigrant
Refers to a petition processed by U.S. Citizenship and Immigration Services or a visa issued by the Department of State for a temporary stay in the United States.

Responsibilities

Office of International Education (International Student and Scholar Services)
Offers assistance with policy interpretation and administers policy pertaining to the J-1 Bridge USA Program.

Georgia Tech Human Resources – Global HR
Global HR is responsible for assisting with policy interpretation and administering policy pertaining to all foreign national employees and potential employees (excluding J-1s).

Units
Units are responsible for timely submission of requests to, or requesting assistance from, Global HR.

Hiring Managers
Hiring managers are responsible for ensuring employees meet all requirements before beginning work.

Employees
Employees are responsible for complying with all terms and conditions of their visa status.

Enforcement

Failure to comply with federal regulations may lead to termination of employment, institutional ban on filing immigrant and nonimmigrant petitions, and/or possible consequences imposed by the federal government.

Policy History
Revision Date Author Description
6/26/2023 Georgia Tech Human Resources Updated policy to allow Global HR to file nonimmigrant petitions for eligible staff, remove procedures, and update outdated information.

 

Tobacco and Smoke-Free Campus Policy

Type of Policy
Administrative
Policy No
5.15
Effective Date:
Last Revised:
Review Date:
Policy Owner
Human Resources
Policy Owners
Administration and Finance
Human Resources
Student Health Services
Contact Names
Julie-Anne Williamson, Assistant VP, Administration and Finance, julieanne.williamson@carnegie.gatech.edu,
Eric White, Strategic Performance Consultant, eric.white@ohr.gatech.edu,
Suzy Harrington, Executive Director, Health & Well-Being, suzy.harrington@gatech.edu
Policy Statement

The Georgia Institute of Technology is committed to taking all practical measures to create a safe and healthy work environment for all students, faculty, staff, and visitors. Georgia Tech complies with the Board of Regents Tobacco and Smoke-Free Campus Policy (6.10).

Compliance
Management is responsible for ensuring adherence to the policy. Violators of this policy may be subject to disciplinary action. Questions or concerns regarding this policy or other related matters should be addressed to the appropriate department manager or to the Office of Human Resources.

Policy History
Revision Date Author Description
10-2015 Policy Specialist Policy Owner and contacts update
10-2014 Human Resources Updates to verbiage

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Progressive Discipline

Type of Policy
Administrative
Policy No
5.13
Effective Date:
Last Revised:
Review Date:
Policy Owner
Human Resources
Contact Name
Jarmon DeSadier
Contact Title
Sr. Director of Employee Relations/Deputy Title IX Coordinator - Staff
Contact Email
jdesadier3@gatech.edu
Reason for Policy

To improve performance, attendance, and/or behavior by coaching employees and encouraging ownership of their job and career

Policy Statement

Progressive Discipline is a constructive and corrective approach to solving work related performance, attendance, and/or behavior concerns. Through this process, employees are provided with the information needed to understand what aspect of their work performance, attendance, and/or behavior is unacceptable and what improvements are needed to demonstrate success.

Scope

Entities Affected By This Policy
All staff at the Georgia Institute of Technology should be aware of this policy.

Who Should Read This Policy
All staff at the Georgia Institute of Technology should be aware of this policy.

Procedures

Overview

It is the responsibility of all employees to adhere to the expectations outlined by their supervisor and to the standard of conduct at Georgia Tech. When employees fail to uphold these standards, the progressive disciplinary process may be utilized. However, there is no required number or sequence of warnings or reprimands that must take place before an employee is terminated. Further, some circumstances may warrant immediate termination.

If the progressive discipline process is used, managers must document the steps of the process as they occur. The steps involved in the process may include: verbal warning, written warning, final written warning, suspension, and termination. Performance and Talent Management (PTM) will review all supervisory recommendations involving disciplinary suspension, investigative suspension, demotion, or discharge and approve or deny such recommendations prior to actions being taken. As part of that process, PTM will review all disciplinary actions that have occurred to ensure they have been fairly administered and are consistent with policy and past practice.

Process/Procedures

For less severe infractions, the initial disciplinary action may be a verbal warning. The discussion between the employee and manager should be serious and professional in manner to ensure that the employee clearly understands the established standards and expectations with regard to his/her unacceptable performance or behavior. A written record of the date and content of the discussion should be maintained in the appropriate file.

A written warning may be issued if the unacceptable behavior is more severe or frequent in nature and/or a verbal warning has already been issued. The written warning should outline the undesirable behavior, state expectations, and indicate the consequences that will occur if there is no improvement in performance. Written warnings should be forwarded to the Office of Human Resources for placement in the employee’s official personnel file.

Suspension without pay may follow a verbal or written warning or may be the first disciplinary action taken if warranted by the circumstances. Prior to suspending an employee, managers must obtain approval from PTM in the Office of Human Resources and supply appropriate supporting documentation. The length of the suspension will depend on the facts of each case such as type and severity of the behavior, previous work performance of the employee, and prior disciplinary actions. The suspension letter should outline the undesirable behavior, state expectations, and indicate the consequences that will occur if there is not any improvement. A copy of the letter should be forwarded to the Office of Human Resources for placement in the employee’s official personnel file.

An employee may be suspended without pay for serious infractions of workplace conduct rules, including, but not limited to, rules prohibiting sexual harassment, workplace violence or drug or alcohol use, or for violations of state or federal laws. Exempt employees may be suspended without pay for serious misconduct, but may not be suspended for performance or attendance issues. Deductions from the pay of an exempt employee may be made for suspensions of one or more full days imposed for disciplinary reasons for infractions of workplace conduct rules, and such disciplinary deductions may only be made in full day increments.

An employee may be placed on an investigative suspension because of alleged serious misconduct. In these cases, the employee is removed from the workplace while the Office of Human Resources investigates the matter. Normally investigative suspension is leave with pay. The Office of Human Resources must approve any investigative suspension.

Termination may be advised when an employee has engaged in serious misconduct or has not corrected performance and/or behavior. Prior to dismissing an employee, managers must obtain approval from PTM in the Office of Human Resources and supply appropriate supporting documentation. If approved, the written letter of termination includes the reason for termination, effective date, and information regarding the appeal process.

Please refer to Progressive Discipline Procedures for additional information on documentation, counseling, and responsibilities for managers.

Responsibilities
Party Responsibility
Performance and Talent Management Offer assistance with policy interpretation.

 

Policy History
Change made Date
Policy streamlined, separated procedures; added and revised language regarding suspension of exempt employees  07/05/2012

 

 

Parking

Type of Policy
Administrative
Policy No
5.11
Effective Date:
Last Revised:
Review Date:
Contact Name
Sherry Davidson
Contact Title
Sr. Director-PTS
Contact Email
sherry.davidson@pts.gatech.edu
Policy Statement

All motor vehicles parked by faculty, staff, students, visitors, contractors/vendors of the Georgia Institute of Technology on Institute controlled parking areas must display a valid parking permit or be parked in designated visitor/metered parking areas. Parking permits may be purchased at the Office of Parking and Transportation Services (PTS), located at 828 West Peachtree Street N.W. Complying with the Institute's parking rules and regulations will help ensure an effective parking control program for the benefit of the entire campus community. Everyone's cooperation is essential. Penalties and fines have been established for violation of the campus parking regulations.

Carpooling, and using alternative transportation to single-occupancy vehicles, such as MARTA, Georgia Regional Transportation Authority, Cobb County Transit, and Gwinnett County Transportation are encouraged. Payroll deduction is available for some of the transit alternatives. Check with the PTS office at 404/385-RIDE (7433) for more information.

Procedures

A parking permit may be obtained by bringing a copy of the vehicle registration and BuzzCard (or other photo identification) to the Office of Parking and Transportation Services. Full-time (benefits-eligible) faculty and staff may also choose payroll deduction as a payment option. Temporary employees are not eligible for this option, and must make payment in full at the time of purchase via cash, check, or charge.

Visitors may purchase temporary parking permits from the Office of Parking and Transportation Services, or park in designated visitor parking areas or at meters and pay the posted rate. Vehicle registration and a driver’s license are required to purchase visitor temporary permits.

Please visit Parking and Transportation Services' web page at: http://www.pts.gatech.edu to obtain a campus parking map, a complete set of parking rules and regulations, lot designations, parking rates, visitor and special event parking, and alternative transportation options.

Parking and Transportation Services’ telephone number is 404-385-PARK (7275).

Policy History
Revision Date Author Description
01-12-2015 Parking and Transportation Update to verbiage

General Work Rules

Type of Policy
Administrative
Policy No
5.9
Effective Date:
Last Revised:
Review Date:
Policy Owner
Human Resources
Contact Name
Jarmon DeSadier
Contact Title
Sr. Director of Employee Relations/Deputy Title IX Coordinator - Staff
Contact Email
jdesadier3@gatech.edu
Policy Statement

It is important that each employee's conduct and performance support and promote Institute and department goals. Review the following rules to serve as a guide in achieving these goals:

Major Rule Violations
Major offenses include any willful, deliberate violation of Institute or safety rules of such a degree that continued employment of the individual may not be desirable. The following are examples of some offenses that may subject an employee to immediate discharge without warning:

  1. Any negligent act that might endanger the safety or lives of others or that might result in damage to or destruction of Institute property.
  2. Insubordination or refusal to perform work assignments properly.
  3. Willful, deliberate, or repeated violations of safety rules.
  4. Willfully falsifying any Institution records.
  5. Leaving Georgia Tech premises during working hours without permission of a supervisor.
  6. Deliberately abusing, destroying, damaging, or defacing Institute property or the property of others on Georgia Tech premises.
  7. Gambling, possession or use of liquor or narcotics, or the unlawful possession of firearms or other dangerous weapons on Institute premises.
  8. Fighting on Georgia Tech premises.
  9. Failure to return to work on expiration of vacation or leave of absence.
  10. Disclosure of confidential Institute information to unauthorized persons.
  11. Taking Institute or other employee's property for one's own use.
  12. Repeated failure to meet financial obligations.
  13. Sexual misconduct.
  14. Failure to cooperate fully in an authorized internal investigation.
  15. Failure to meet the qualifications for the job or terms and conditions of employment (i.e. failure to complete I-9 compliance, or other criteria set for in USG General Criteria for Employment Policy).
  16. Failure to report being charged with a crime (other than a minor traffic offense) to GTHR within 72 hours of becoming aware of such a charge.
  17. Failure to report being convicted of a crime (other than a minor traffic offense) to GTHR within 24 hours of becoming aware of the conviction.

Minor Rule
Rule violations of a minor nature include violations that may affect the continuity, efficiency of safety or work and will not be tolerated if repeated. Minor rule violations may result in either verbal or written warnings to the employee; however, repeated violations could lead to suspension and possibly termination. The following are examples of minor rule violations that may result in either verbal or written warnings to the employee:

  1. Excessive tardiness or absenteeism.
  2. Failure to notify the supervisor within the first two hours after start of shift on first day of absence.
  3. Failure to observe department working-hour schedules.
  4. Unsatisfactory work performance.
  5. Loafing or other abuse of time during assigned working hours.
  6. Interfering with another employee's performance of duties.
  7. Leaving regularly assigned work location without notifying the immediate supervisor (personal needs excepted).
  8. Performing unauthorized personal work on Georgia Tech time.
  9. Defacing bulletin boards or notices posted thereon.
  10. Minor violations of safety rules.
  11. Using Institute resources for personal work.
  12. Using any tobacco product anywhere on the Institute’s property as prohibited by the Board of Regents’ Tobacco and Smoke-Free Campus Policy.
  13. Failure to complete mandatory and required Institutional training.

The above lists are not intended to be all inclusive.

Georgia is an employment at will state. Cause is not necessary to terminate employment.

 

Revision Author Description
October 2023 GTHR Updated to conform with USG HRAP updates.
July 2015 Office of Human Resources Policy update.
June 2026 Office of Human Resources New Policy.

 

Cash Handling Procedures

Type of Policy
Administrative
Policy No
1.4.4
Review Date:
Policy Owner
Bursar’s Office
Contact Name
Gloria J. Kobus
Contact Title
Bursar
Contact Email
gloria.kobus@business.gatech.edu
Reason for Policy

This procedure provides general guidelines for the handling of cash receipts by campus units.

Procedures

Each department/unit is responsible for the funds it receives for the Institute. Cash receipts must be officially recorded on a cash register, approved validating equipment, or in official pre-numbered receipt books. If the receiving location receives an average of $250 per day in cash or checks through the mail, mail receipts should be listed on a checks received log form by someone other than the person who prepares the deposit slip.
The list should be updated with the number of the deposit slip which includes the checks on the list.
All checks in payment of amounts due the Institute must be made payable to "Georgia Institute of Technology." Checks should not be made payable to departments, department heads, or any Institute officials or employees designated by name. If checks are received with the payee improperly designated, but yet deemed acceptable for deposit to Georgia Tech, they should be appropriately endorsed as payable to Georgia Institute of Technology so that they can be properly endorsed to the credit of the Institute by the Bursar. If checks of a repetitive nature are received without the proper payee designation, the drawer should be informed to make future checks payable to "Georgia Institute of Technology."

Separation of Duties
Duties of employee should be appropriately separated between the receiving of Institute receipts and the record keeping and preparation of deposits with the Bursar's Office. No one person should be responsible for all these functions.

Custody and Safekeeping of Receipts

  1. Department heads should make certain that proper safekeeping facilities are available and that proper safeguards are taken to protect Institute funds until they are appropriately deposited with the Bursar's Office or as otherwise designated. Cash or checks payable to the Institute should never be transmitted through campus mail. The number of employees having access to Money stored in a department or unit should be limited. Cash should not be left unsecured overnight. If unusually large sums are on hand after normal hours, arrangements should be made for use of a night depository. A security officer may be requested to accompany the deposits to their destinations.
  2. Cash register procedures should be prepared by departmental personnel in the form of written documentation and approved by Accounting Services. These procedures should contain over-ring documentation, documentation of change fund counts by cashiers, proper check-out policies and documentation, cash register tape retention plans, and other policies as deemed necessary in each situation by management. Cash register tape retention practices and proper references of deposits to daily cash register totals are subject to review and/or audit by authorized personnel in the General Accounting Department or the Internal Audit Department.
  3. Locations which operate cash registers or have average daily receipts over $250 should prepare a daily cash report. This report should include receipt numbers used and/or register totals, amount to be deposited, and cash overages and shortages. These reports should be retained in date order in the receiving location for a period of three years. Receiving locations which currently have cash reconciliation forms which contain the same basic information may continue to use them.

Research Faculty Compensation Administration

Type of Policy
Administrative
Policy No
4.3
Effective Date:
Review Date:
Contact Name
David Bamburowski
Contact Title
Director of Academic & Research Faculty Affairs
Contact Email
dbam@gatech.edu
Reason for Policy

The Georgia Institute of Technology is committed to a Compensation Program for research faculty employees that is externally competitive, internally equitable, promotes retention of good performers and encourages exceptional performance. To this end, the program has been designed to attract and retain the quality and quantity of research faculty personnel required to collectively meet Institute objectives.

Procedures

Compensation Administration Responsibilities

The Research Faculty Employment unit of the Office of Human Resources (OHR) will be responsible for:

  1. Developing and administering compensation policy and procedures applicable to research faculty personnel.
  2. Monitoring and reporting on external markets relative to internal compensation practices.
  3. Reviewing pay related transactions for research faculty personnel to ensure consistency with published policy.
  4. Researching and analyzing published compensation survey data to ensure that proposed salary offers to candidates for open research positions as well as the pay practices for current research faculty are reasonable.

Starting Pay Rates

Education and Job Related Direct Experience
Each open research faculty position is posted with specific requirements for level of education and the number of years of direct job related experience.

Assessment of an individual's qualifications begins with a review of the resume and application to determine the appropriateness of the proposed title and to determine if job qualifications are met.

The results of an assessment of an individual's education, skills and experience as well as job responsibilities ultimately determine the pay rate that will be offered upon employment.

Hiring Range
In determining the appropriateness of a salary offer, data from the most recent Watson Wyatt Survey Reports is referenced. These reports cover professional, middle and top management compensation paid in various markets., The data is compared to the proposed candidate’s degree level, degree major, and years since first degree, experience, knowledge, and responsibilities of the position being filled.

Starting pay rates for new employees as well as those being promoted to a new position are normally set between the 25th percentile, and 75th percentile of survey data reported based on that individual employee’s credentials. The positioning within that range is dependent upon the amount of directly related job experience beyond the basic job requirements that the incumbent brings to the job, as well as market demand for that individual's expertise and credentials.

Processing Offer Rates

A candidate's proposed offer rate will be included in the hiring package when it is forwarded by the hiring department/HR Representative to OHR. The offer rate will be reviewed by OHR – Research Faculty Employment. This review will determine whether the offer is within the hiring range as defined in this policy and appropriate to the candidate’s education and experience or if it exceeds those guidelines.

If OHR – Research Faculty Employment determines that the offer rate is within the guidelines, the hiring package is routed to the Vice Provost for Research and Dean of Graduate Studies for approval. If not, the hiring package is forwarded to OHR - Compensation for further review.

OHR – Compensation will conduct an analysis of the offer relative to guidelines and special circumstances, usually including a discussion with the hiring department. OHR - Compensation will then document the analysis and forward to OHR – Research Faculty Employment with recommendation for approval or disapproval.

OHR – Research Faculty Employment notifies the hiring department that either an exception is in order or that there appears to be no justification for the rate exceeding guidelines. Any appeals from the hiring department are routed to the Associate Vice President - Human Resources for disposition with the department and the Vice President for Research and Dean of Graduate Studies.

Offers should not be extended until all required approvals have been obtained. Every effort will be taken to ensure the review process occurs in a timely manner.

Monitoring Competitiveness

Participating in and analyzing the results of compensation surveys is the primary means of monitoring the competitiveness of pay rates for research faculty personnel. Through this process, pay rates of research faculty personnel are systematically compared to appropriate external markets on an annual basis. The purpose of these comparisons is to ensure that the Institute’s pay practice is maintained at competitive levels and where this is determined not to be the case, to take corrective action as appropriate.

Job Mapping
Compensation comparisons are accomplished through a process of job mapping. Research faculty employees whose job assignments in terms of discipline, educational level, work experience and work assignment are similar to or essential the same as those contained in external survey organizational models and job descriptions are matched up or mapped. This process can apply to several research faculty personnel being mapped to a single survey job description or an single employee’s job duties mapped to a single survey job description.

Compensation Comparison
As these matches are made, the pay rates of Institute research personnel are compared to the median of the survey job match within an appropriate market and differences noted. In this process, care is taken to ensure, to the extent possible, the appropriateness of the market to which comparison is made. Given that the source for attracting new and experienced research personnel may cover multiple geographic areas and organizational types, the national market for all survey participants is generally referenced for comparison purposes. Additionally, the compensation comparison process may include supplemental analyses related to additional cash compensation and benefits values associated with research personnel relative to comparable external market data. The results of the comparison process is summarized in tabular and report form and incorporated in the written report on Institute compensation referenced in Section 4.2 – Compensation Program Review and Approval.

Pay Adjustments

Promotions
A promotion normally occurs during the annual research faculty peer reviewed promotion process. The annual promotion process is scheduled in conjunction with the beginning of the fiscal year (July 1). In any case, an established set of hiring or promotion criteria determines the research faculty title category, i.e., research engineer/scientist/technologist/associate, and level, i.e., I/II/Senior/Principal, to which the faculty member may be elevated.

Merit Adjustments
A merit adjustment may occur as a result of the demonstration of performance relative to job expectations as determined through an annual evaluation. The merit adjustment funding is a result of the actions of the General Assembly and Board of Regents of the University System of Georgia. Merit adjustments are awarded on an annual basis following legislative and Board of Regents approval. There are no strict guidelines regarding the amount of merit increase that should be associated with a given level of performance. However, it is strongly encouraged that significant differences in performance should yield significant differences in reward.

Lateral Transfers
A lateral transfer occurs when an employee is moved to a research faculty position with the same level as the one previously assigned. The reasons for such action are: 1) a simple transfer from one position to another of the same level, particularly when funding ceases to exist in the position previously assigned, 2) the employee has bid for a research faculty position of the same level they currently occupy but in a different department 3) placement in a temporary assignment. Any requests for lateral pay adjustments should be referred to the Office of Human Resources prior to completing a PSF.
Normally pay adjustments are not made as a result of a lateral transfer. Only in cases of extenuating circumstances will an adjustment be considered.
Other Pay Adjustments
Other pay adjustments include those for market equity, increased responsibilities and interim assignments. Requests for these type adjustments should be made in memo form to the Office of Human Resources and include an explanation of why the adjustment is necessary and, in the case of market equity, comparable survey titles matching the position in question.

Processing Pay Adjustments

Processing Pay Adjustments (other than annual merit)
Pay adjustments other than merit adjustments include transfers to interim positions, market adjustments, or acceptance of additional responsibilities and duties, etc.

For these pay adjustments a Personal Services Form (PSF) and justification letter should be completed by the individual's supervisor, approved by appropriate unit management and routed to OHR – Research Faculty Employment.

OHR- Research Faculty Employment will conduct an analysis of the requested adjustment relative to job responsibilities, market and internal equity and may require review by OHR – Compensation. Approval is then sought from the Office of the President, notification sent to the Board of Regents and forwarded to Payroll for processing.

For pay adjustments that do not appear to be supported by market survey data, OHR- Research Faculty Employment or Compensation will contact the unit's Human Resources Representative and discuss the proposed adjustment. This will take in to account not only the market data but also the individual’s credentials and experience. Adjustments that can not be resolved at this stage require final resolution by the Associate Vice President of Human Resources and if necessary, the Vice-Provost for Research as designee for the President.

Pay adjustments are not to be discussed with the employee until all necessary approvals are obtained.

Processing Pay Adjustments (annual merit)
Annual merit adjustments are not processed using the PSF. The Budget Office is responsible for gathering, monitoring and routing documentation associated with these adjustments to Payroll.

Communicating Annual Merit Pay Adjustments

The supervisor should notify the employee in writing that the adjustment is forthcoming. This should occur no later than the effective date of the increase. A copy of the memo should be sent to OHR-Records for inclusion in the employee's personnel file.