No employee’s pay will be automatically adjusted (either upward or downward) due the FY18 salary structure. Individual managers make pay decisions after considering such factors as financial feasibility, employee performance, and internal equity.
Human Resources conducts periodic reviews of Utah State University’s salary structure for benefited staff to address market changes and best practices. For several months prior to adopting the FY18 Salary Structure, the salary structure was evaluated and updated to better align with the current market to:
- Provide competitive, market based salaries for recruitment and retention.
- Accommodate salary growth, especially for those who are either paid above, or approaching, the maximum of their salary range.
Developing the salary structure involved the following steps:
- Obtained salary and job description information from various surveys, including a national survey of doctoral-granting universities, a survey of northern Utah employers which included businesses, local government, and higher education institutions, and a survey of specific occupations.
- Matched USU positions to survey positions to identify benchmark job titles (i.e. jobs with similar qualifications and responsibilities).
- Assigned USU benchmark jobs to salary ranges in the updated Salary Table.
- Assigned remaining job titles to comparable salary ranges in the updated Salary Table depending on the relationship to the benchmark job titles.
- Reviewed initial salary range assignments and made adjustments as appropriate.
After extensive market analysis, Human Resources was able to match a substantial majority of USU jobs with survey jobs resulting in 84% of employees with job titles for which the salary range is based directly on survey data.
Benchmarking matches were based on the comparison of the job description. The job title has little bearing on a USU job being matched to a survey job. To qualify as a benchmark, the USU job description and the survey job description must have at least a 70% match in job duties.
University pay programs must be sensitive to the wider labor market because we compete with other employers (both private and public) for the best talent. Matching our jobs to similar jobs in the market is the foundation for a market-based salary structure and enables us to build a salary structure that aligns with the market.