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5.3 Compensation Program

5.3 Compensation Program

The Office of Human Resources is responsible for and oversees the compensation program at Ithaca College.  Our philosophy in designing and implementing our compensation program is to:

  • Attract, retain, and reward a diverse, talented, and effective staff by paying competitive salaries with consideration for market conditions, skills, knowledge, and expertise.
  • Recognize staff's contributions and value to the College.
  • Manage pay through a flexible, market competitive structure.
  • Provide internal equity and consistent administration throughout the College.

Although the Human Resources staff will have a role in ensuring pay is managed effectively and consistently, the relationship with department supervisors will be one of collaboration and consultation.

The College’s compensation program for staff and administration was designed to be market competitive, offer flexibility to department supervisors in making appropriate pay decisions, and ultimately promote opportunity for growth and advancement. Human Resources, department supervisors, and staff all have a role to play in maintaining the compensation program and ensuring all aspects of the program are appropriately managed.   

The Human Resources Office will serve as a resource to department supervisors and staff and will provide guidance, perspective, and support in making pay decisions. Department supervisors will be expected to utilize the guidelines and tools available to make recommendations regarding pay, ensure staff understand the compensation program, work with staff to keep job descriptions current, and use Human Resources to help ensure appropriateness of decisions and consistency with pay guidelines. While staff will not be responsible for making pay decisions or actively managing the compensation program, they do have an obligation to understand the program by accessing resources made available to them, discussing questions or concerns with their supervisor or Human Resources, and working with their supervisor to keep their job description current.

Compensation Structure

The College's staff compensation structure consists of fifteen pay bands that represent a continuum of salaries or market medians for a wide range of positions. The actual market range for each individual position will fall within the broad range of the band. The minimum, maximum and even the middle of the pay band does not represent any one position's actual market range.

Pay Bands

The pay bands were developed through an extensive analysis of market data for benchmark positions across the College. Benchmark positions represent jobs commonly found at other institutions or industries with generally consistent core responsibilities and job requirements and for which reliable pay data is available. Positions where the primary function and qualifications are not easily matched are compared internally to similar positions that do have a benchmark comparison.

Each pay band is broad enough to accommodate various degrees of competencies and job proficiencies, and offers opportunity for career development and advancement within the band.

Each position is assigned to the appropriate pay band based on the market assessment, and the primary roles and responsibilities of the position. The Pay Band Chart linked below illustrates the types of positions assigned to various pay bands.

Placement of Positions within the Band

All staff and administrative positions are placed into one of the pay bands based on the market range for the position or the internal benchmark comparison. As illustrated in the Pay Band Chart, the hiring range and the market median for each position is determined and used to place the position within the appropriate pay band. The hiring range and the market median for each position falls within the Pay Band.

Pay Practices

Changes to Job Content

Jobs assigned additional duties and responsibilities that significantly alter the nature of the job may warrant a review for a reclassification. From time to time, a job may be assigned additional duties and responsibilities that do not materially change the nature of the job and, therefore, do not warrant a pay band change. In instances where the individual must demonstrate or develop a different level of skill, competency, job knowledge and experience, a salary adjustment for the individual may be appropriate. It is essential to distinguish between a change in the job content and a change in the employee’s skills, competencies, job knowledge, and experience.  

5.3.1 Job Description:  Issuance and Revision

It is the supervisor’s responsibility to provide each employee with a copy of the formal job description and to discuss it with the employee.  It is also the supervisor’s responsibility to make sure the job descriptions are kept up-to-date; a request for a job review should be directed to the  Office of Human Resources whenever there are significant changes in the a job.

It is possible, however, to make minor changes to a job description without the need for a job review or reclassification.  Supervisors should forward a draft of the description with any proposed wording changes to the Office of Human Resources.

Job descriptions should be reviewed by the supervisor at least once a year, at the time the performance evaluation is conducted, and every time a job is vacated.  In addition to the formal job description, the supervisor may wish to write and issue a more detailed task description.  The task list should be specific and not outside the realm of the job description.  Keep in mind that the band placement of the job is concerned only with the duties and responsibilities of the job.  The performance or productivity of the individual currently in the job should not be considered when placing a position into the appropriate pay band.

Managing Pay within the Band

No one should be paid above the pay band maximum or below the pay band minimum. In the rare instance where a salary above the band maximum may be appropriate, the recommendation must be reviewed and approved by the appropriate Vice President and the Office of Human Resources.

Determining Salaries/Rates for New Hires

When determining the starting salary for a new employee, the market range for the position along with several key characteristics such as job knowledge, skills, experience, and capacity for complex work will be considered. The hiring supervisor should take into account the following:

  1. How does the experience of the candidate compare to the minimum job requirements?
  2. How does the depth and breadth of the candidate's skills, job knowledge, and overall competencies compare to the position requirements?
  3. What are the candidate's current job responsibilities? Are they comparable to the position to which the candidate has applied?
  4. What is the candidate's current salary? How does it compare to the market for the position applied for?
  5. How does the candidate's current salary compare to peers with similar experience, job knowledge, and skills?

Although the pay band is broad enough to recognize competencies ranging from entry level to expert, knowing the hiring range for the position is essential and should be communicated to candidates to avoid any misunderstanding of how the pay bands are used. The pay band represents the market median of a number of positions; the middle of the band does not represent the market median for any one position.

Determining Salaries/Rates for Additional Responsibilities added to a Job and/or Career Progression/Promotion within Band

When additional duties and responsibilities are permanently added to a position and/or require demonstration or development of different levels of skill, job knowledge, and experience, an increase in salary within the established pay band may be appropriate depending upon the magnitude of change. In some cases, career progressions and promotional opportunities within a pay band have been outlined through detailed job descriptions with expanded qualifications. The following steps should be taken to determine the appropriate salary adjustment:

  1. Update the job description to reflect the new responsibilities and any related skill requirements, if this does not already exist.
  2. The supervisor should provide a written rationale outlining the changes in duties and skill requirements.
  3. Human Resources will consult with the department supervisor to determine whether a salary adjustment within the pay band is appropriate.

*Human Resources will work with department supervisors to determine actual increase amounts.

Promotion to a Higher Pay Band

Being promoted involves taking on significantly greater responsibilities in a job that is assigned to a higher pay band. Such a move generally warrants an increase in base salary to recognize these additional responsibilities and to ensure that the incumbent’s pay is consistent with the market and internally appropriate for the new job. (An exception might occur if the employee’s current salary is very high in the band for his/her current job.)

Human Resources and department supervisors will collaborate to develop an appropriate salary within the new pay band, based on the employee’s skill, knowledge, experience, and performance. Since circumstances vary and each employee has a different pay history, it is important to consider multiple factors when making pay decisions relating to promotions. These factors are shown in the chart below.

Use this chart to determine an appropriate increase for a promotion to a higher band. Consider how each criteria statement applies to the employee and plot the assessment on the corresponding line. After plotting each of the criteria, a pattern is likely to be evident. This pattern will help develop an appropriate increase recommendation.

Job Reclassification

If a job changes significantly, a review for reclassification should be conducted. The following steps should be undertaken:

  1. The department supervisor should update/revise the job description to reflect the new responsibilities any any related skill requirements.
  2. Representatives from the Office of Human Resources will review the job description and determine if the job is a benchmark job by comparing to job descriptions identified in salary surveys. If the job is a benchmark, Steps 3a to 3d below will be followed. If the job is not a benchmark, Step 4 will be followed.
  3. Benchmark jobs:
    1. The market price for the job will be determined by using the Ithaca College Market Pricing Guidelines
    2. The proposed pay band will be determined by looking for the "best fit" in the salary structure, based on the market median and on the market 25th to 75th percentile range.
    3. The position will be compared to other Ithaca College jobs in the proposed pay band as well as in adjacent bands, to ensure appropriateness internally. Similar roles and reporting relationships will be reconsidered.
    4. The job will be assigned to the appropriate pay band, balancing market value with the internal role.
  4. Non-Benchmark jobs:
    1. If it is determined that a position is not a benchmark job, the appropriate band assignment will be determined by following the Internal Benchmarking Guidelines.
    2. The job will be assigned to a pay band and Step 5 will be followed.
  5. Once the job has been assigned to a pay band, it will be determined whether a salary adjustment should be recommended and, if so, what should be its magnitude:
    1. The incumbent's skills, knowledge, experience, and performance will be reviewed along with the relative change in job duties and responsibilities.
    2. The salaries for incumbents in similar or related jobs will be reviewed to check for internal equity prior to making a salary adjustment.

Transfer to a Job in the Same Pay Band

Not all career advancement opportunities are promotions. An employee can advance by taking a different job in the same pay band. This enables him/her to become broadly skilled, therefore, enhancing his/her ability to contribute to the College, and may eventually lead to promotion to a job in a higher pay band. Although a transfer to a position with the same or similar job duties and responsibilities would not result in a salary adjustment, transferring to a different position within the same pay band that requires assuming significant new or more complex responsibilities may warrant a salary adjustment.  Based on the following criteria, a representative from the Office of Human Resources will consult with the hiring supervisor to determine the appropriateness and any salary adjustment.

Demotion to a Job in a Lower Pay Band

At times, an employee may be reassigned to a position in a lower pay band. This most likely will occur as a result of a more appropriate fit between the employee’s capabilities and the skills and expectations of a different job.

Involuntary Demotion

When an employee is reassigned to a job in a lower pay band on an involuntary basis based on disciplinary or other performance issues, the incumbent’s salary will be adjusted to reflect the responsibilities of the new job. In cases where a position is reassigned to a new pay band due to a reorganization or restructuring, the individual’s salary may remain the same, but will be managed within the new pay band’s pay range. If the salary is over the maximum, it will be “frozen” until the natural structure movement attains or exceeds the “frozen” salary level.

Voluntary Demotion

If an employee elects to take a job in a lower pay band, his or her salary should be reduced to reflect the responsibilities of the new job.

The amount of salary decrease should reflect the difference between the band of the current job and of the new job.

Before finalizing these salaries, however, the incumbent’s skills, knowledge, experience, and performance will be reviewed along with the market median for the position and in comparison to incumbents in similar roles. The initial salary adjustment recommendations, may be modified if necessary, to ensure internal equity with the current incumbents in similar positions in the new pay band.

Rates for Rehired Employees

A former employee who is rehired into the same job title and pay band in the same department within one year from the resignation date will receive either the same rate of pay prior to leaving the College, or if the pay bands have been revised, the appropriate adjusted amount.  If the employee is rehired into the same job title and pay band, but in a different department, the employee will receive the same rate paid prior to leaving unless the hiring supervisor provides information to indicate otherwise.

Paid Leaves of Absence

See Volume III, Leaves of Absence (and the sections which follow) for information about paid leaves of absence such as those for military duty, jury duty, bereavement, and similar circumstances.

Grant-Funded Positions

Grant-funded positions are subject to the same guidelines as all other Ithaca College positions.  The supervisor must consult with the Office of Human Resources before a grant proposal is submitted if the grant includes funds for employment, either for an external hire or a current employee.  After a grant is approved, representatives from the Office of Human Resources will work with the department to write job descriptions and determine the appropriate pay band and rate of pay for any newly created positions. 

5.3.2 Annual Salary Review

Salary increases are given primarily at the time of the College’s annual salary review, except as a result of a promotion or job reclassification.  Salaries are reviewed once a year and changes are effective with the first pay period in August of the new fiscal year.

The allocation for increments for each department is established by the College budget process and takes into consideration the availability of College resources and other factors such as inflation, cost of living, and the competitiveness of the College’s pay rates in relation to those of comparable employers.  Guidelines for determining individual increases for employees are issued to supervisors each year.

The supervisor recommends the increase for each employee in the supervisor’s department according to these guidelines. 

Salary Review Procedures

The salary review process may include provisions for general merit increases, additional merit increases, and one-time merit payments. 

While it is the intent of the College to provide annual salary increases, Ithaca College cannot guarantee that such increases will occur every year, nor can it guarantee an amount. Employees with consistently solid performance are eligible to receive general merit increases, if the College authorizes increases for that year.

Salary Surveys

Equity and Market Adjustments

The Human Resources Department reviews market data and internal salaries regularly. From time to time, it may be necessary and appropriate to adjust salaries to recognize significant market changes or to establish/maintain internal equity.

  • "Market Adjustment" refers to an adjustment that is made to recognize changes in the competitive market salary for a job. Market adjustments are unlikely to occur often because the pay band structure is based on market analysis and is updated regularly to ensure continued competitiveness. Occasionally, however, unusual market circumstances may warrant an adjustment.
  • "Equity Adjustment" refers to an adjustment that is made to ensure that an individual employee's salary appropriately reflects his/her skills, knowledge, experience, and performance. Equity adjustments may be made at the same time as the merit increase, but should be clearly communicated as such to the employee to avoid confusion.

The compensation structure is reviewed annually and revised, as appropriate, within the limits of the College’s financial resources.  This review includes an analysis of rates paid throughout the College, in the local community, and in other appropriate labor markets offering comparable work and employment conditions.

5.3.3 Fair Labor Standards Act

In 1966, amendments to the federal Fair Labor Standards Act (FLSA) of 1938 brought colleges under the jurisdiction of the Wage and Hour Law.  The FLSA regulates the minimum wage for employees, as well as payment of overtime.

The College is also governed by New York State Wage and Hour Laws, and when provisions are more restrictive than the federal law, the state law governs.

All employees should direct questions regarding provisions of the FLSA to the Office of Human Resources.

Wage and Hour Exemptions (Exempt/Non-Exempt)

All employees are covered by the Fair Labor Standards Act as amended; however, some positions are “exempt” from certain provisions of the act, such as the requirement to pay overtime for hours worked in excess of forty per week.  An employee qualifies for exempt status only by meeting conditions stipulated in the law that define a bona fide “executive,” “administrator,” or “professional.”  An employee will be considered to be paid “on a salary basis” within the meaning of the regulations if under the employee’s employment agreement the employee regularly receives each pay period on a weekly, or less frequent basis, a predetermined amount constituting all or part of this compensation, which amount is not subject to reduction because of variations in the quality or quantity of work performed.

The College cannot arbitrarily assign exempt status to a position.  The Compensation and Organizational Design Department is responsible for interpreting the FLSA and for making exempt status determinations that will meet the standards of the final authority, the U.S. Department of Labor.

Standard Payroll Work Week

The standard payroll week for all employees is 12:01 a.m. Monday to 12:00 p.m. (midnight) Sunday. This standard is necessary to enable computation of overtime under the Fair Labor Standards Act. The regular workweek for staff may be 37.5 or 40 hours, with work schedules established in accordance with the needs of specific departments.  (Some departments have evening or night shift schedules.) Special instructions for time reporting for nurses are explained in the TRF section of the Parnassus HR/Payroll documentation.

Within departments, there may be positions with schedules that vary from the standard work schedules. This may include, but is not limited to, a four-day work week option.  These are established after consultation with the Compensation and Organizational Design Department.  See also Flexible Work Arrangement Policy.

What is Work Time?

Employees classified as non-exempt must be paid for all hours worked including those in excess of the normally scheduled workweek. In determining the total hours, all hours a non-exempt employee is "permitted or required to work" must be counted. This includes work performed at the College, at home, or away from campus. A non-exempt employee should not be asked or permitted to take work home except in unusual circumstances. Work may not be done at home without prior approval from the supervisor. In calculating the total number of hours worked, waiting time, changing and washing time, mealtime, and travel time under certain circumstances must be included. For example, if an employee must cover the telephone when eating, the time must be counted. If a non-exempt employee on an overnight job-related trip travels during regular working hours or the corresponding hours on Saturday or Sunday, these hours must be paid. Questions regarding whether or not time should be paid, should be directed to the Compensation and Organizational Design department.

Overtime and Overtime Premium

The FLSA requires that non-exempt employees be paid the premium rate of one and one-half times the regular rate for all hours worked in excess of 40 hours in a standard workweek. In calculating 40 hours, it is the College's policy to include all paid hours (including hours worked, sick, personal, or vacation time; and holiday time equal to the number of hours the individual is normally scheduled to work) authorized by the supervisor and paid for under a College benefit entitlement. (Premium pay for holidays is not counted as hours worked.)

Even though a non-exempt employee may be working only part-time in a particular department, the College is responsible for paying overtime if the employee works elsewhere for the College and accumulates a total of more than 40 hours in a week. In those cases, the supervisors in both areas should consult with the Office of Human Resources to determine the rate of overtime pay.  A formula prescribed by the Fair Labor Standards Act will be applied.

The supervisor should carefully control overtime. Employees should be requested to work overtime only when absolutely necessary. The supervisor must authorize all overtime in advance. Supervisors should inform employees at the onset of employment that it is a condition of employment that they will work overtime if asked. Also, supervisors should indicate the usual frequency for overtime in their department.

If possible, when overtime work must be scheduled, the supervisor should give the employee advance notice. It is also the supervisor's responsibility to offer the opportunity to earn overtime pay as equally as possible among the employees who are capable of performing the work.

Reduced Hours in Lieu of Overtime Pay

According to the provisions of the Fair Labor Standards Act, a non-exempt employee’s request to take compensatory time instead of payment for overtime may not be granted unless the supervisor can schedule the time to be taken off in the same work week in which the “extra hours” are worked.  It is not allowable to take “time off” during the following workweek, even if it is within the same pay period.  Special rules apply to hours worked on a holiday.  See the information pertaining to the holiday pay during the semester break at www.ithaca.edu/hr/compensation/winterHolPay.htm.

While exempt employees are expected to work whatever hours are necessary to complete the job, an exempt employee may, on occasion be granted “time off” at the discretion of the employee’s supervisor.  Exempt employees are not eligible for overtime pay for hours worked over forty in a week.

Record Keeping Requirements

In order to plan work, manage budgets, and track time off, Ithaca College requires all supervisors to maintain accurate records of time and attendance for employees in their areas. Employees in non-exempt jobs are required to maintain daily time records. Employees in exempt jobs must also record time away from work (e.g., vacation and medical and personal time) through the Self Service Time in the Human Resources Payroll system, Parnassus.

Supervisors must ensure that all staff complete online time cards properly. Supervisors are responsible for reviewing and approving the online time cards each pay period.

5.3.4 Special Payments

Holiday Rate

When a non-exempt, benefits-eligible employee is required to work a full shift on a day designated as a holiday and that day would be a normally scheduled work day, that individual will be paid time and one-half for the actual hours worked, and will accrue a full holiday day.  In the event, the individual works a partial shift on a day designated as a holiday, the individual will be paid time and one-half for the actual hours worked, will be paid holiday time for the remaining hours, and will accrue the number of hours actually worked on the holiday up to the number of hours normally scheduled for that day.  If an individual is asked to work on a day designated as a holiday, but that day would not be a normally scheduled work day, the individual will be paid time and one-half for the actual hours worked.  The individual will not receive holiday time for that day since it is not a normally scheduled workday for that individual.

For example, if an individual is regularly scheduled to work 8 hours and works 3 hours, the individual would be paid 3 hours at time and one-half and 5 hours of holiday pay.  In addition, the individual would accrue 3 hours of holiday time to be used at a later date.

Employees who are not benefit eligible do not receive holiday pay.  In the event an individual who is not benefit eligible works during this time frame, she/he will be paid straight time for the hours worked.

Holiday Pay in Special Situations

Benefits-eligible employees who are scheduled to work only during the academic year will receive holiday pay for Thanksgiving, Winter Holiday Break, and New Year’s in accordance with the College holiday schedule.  This applies even if the employee is not scheduled to work on the holiday or on the days that precede or follow the holiday, but does not apply unless an employee is returning for the spring semester.

Any employee who is on disability during an official College holiday will only receive holiday pay if the employee is receiving pay from the College (i.e. medical, vacation, or personal leave) in addition to disability payments.

Additional Duties Pay

When necessary, employees will be expected to “fill in” for short periods of time for another position in a department.  When an extended period of time is involved, there may be remuneration.  If an employee is asked to assist in the employee’s department by assuming additional responsibilities or a higher level of responsibility for an extended period of time (e.g., to cover a medical leave of a co-worker), the supervisor may compensate the employee at a higher rate of pay after consultation with a representative in the Office of Human Resources.  In these cases, payment may be made over the duration of the time period involved or in one or more lump sum payments.

Payment of Shift Differentials

Hourly employees who are regularly scheduled to work second or third shift are paid a shift premium.  This is to recognize that these hours are usually less desirable to work.  In order to qualify for a shift premium, an employee must be regularly scheduled to work a full shift (a normal workday of 8, or 7.5).

  1. If this criterion is met, a shift premium will be paid on an hourly basis for employees who start between 1:00 p.m. and 9:59 p.m. (second shift) and for employees who start between 10:00 p.m. and 4:59 a.m. (third shift).
  2. In situations where an employee's work hours cross from one shift to another in the same workday, the shift premium will be paid at the shift rate for which the employee is regularly scheduled.
  3. The shift premium is paid only for hours actually worked. The premium is not paid for vacation, personal, medical, or bereavement leave or holiday or other paid time off; the shift differential is paid only for the hours actually worked, the other hours would be paid at the employee's regular rate.
  4. When calculating overtime pay, the hourly rate includes the shift premium. For example, if an employee's rate of pay is $9.25 an hour and the employee normally works second shift and receives an additional $1.00 an hour shift differential, the overtime rate is calculated as follows: 

$9.25 (hourly rate) + $1.00 (shift premium) = $10.25
$10.25 x 1.5 = $15.38 (overtime hourly rate)

 Determination of Essential Employees and Compensation Issues Relating to Official Closings

Determining "Essential" Employees

During an official emergency closing, it is anticipated that some employees in Physical Plant, Public Safety, and the Health Center will be “essential.”  The directors of physical plant and public safety will establish appropriate procedures for designating “essential” employees and communicating with employees.  No other employees will be considered “essential” without consultation with an executive officer and the Office of Human Resources.

In the event of a College closing, “essential” personnel are expected to report to work or remain at work for their regularly scheduled hours, and possibly beyond, or until the emergency is over.

Payments to Essential Employees When an Emergency Closing Is in Effect

When an emergency closing is in effect, all employees designated as “essential” and who report to work will be compensated at their regular rate and will receive an additional one and one-half times their regular rate for all hours worked during the first three days the College is officially closed.  (See Parnassus documentation, TRF section, for instructions on completing the TRF for “essential” employees when an emergency closing is in effect.)

Payments to Employees Who Are Not Required to Report or to Remain at Work ("Non-Essential")

During an official emergency closing, all “non-essential” employees who had been scheduled to work will be paid for their normally scheduled work hours, for up to three days. Employees who are using sick time or previously scheduled vacation or personal time will not have those hours converted to emergency closing (regular) hours.

If a closing lasts more than three consecutive days, the president will determine the pay policy for “essential and non-essential” employees.

Recall to Work

If a non-exempt employee has worked or is on authorized, paid time off and is recalled to work, the employee will be paid in one of two ways, whichever is greater:  (1) a minimum of the equivalent of 3 hours at straight time or (2) for all hours worked with any hours over 40 in the week paid at time and one-half.  Equivalent time off may be given in the same workweek in lieu of payment.

EXAMPLE A

An employee has completed the normal 37.5-hour workweek and worked two additional hours when recalled to work for twenty minutes.  The employee would be paid three hours of straight time pay beyond the 39.5 hours for a total of 42.5 hours at straight time.

EXAMPLE B

If an employee has taken 40 hours of vacation and is then called in to work three hours on Saturday, the employee will receive three hours at the time and one-half rate since these hours began after the employee already had 40 hours of authorized paid time off.  This is consistent with the College's policy for payment of overtime.

EXAMPLE C

If an employee worked 39 hours and is recalled for two hours, the employee will be paid 39 hours at straight time plus the three hour recall minimum (for a total of 42 hours at straight time), because this is greater than paying an additional one hour at straight time and one hour at time and one-half.

Recall to Attend Mandatory Meetings

If a non-exempt employee must attend staff meetings outside of the employee’s regularly scheduled work hours, the employee should be compensated at the usual hourly rate and according to the policy on payment of “recall hours.”  Shift arrangements in some College departments means there is no time when all employees are on duty at once; therefore, some employees will have to attend meetings during off-duty hours.  An appropriate approach is to establish a set time for the meetings and compensate individuals for the time from the start to the formal conclusion of the meeting.  The meeting should be scheduled at a time that would fall within the normal workday of as many employees as possible. Whenever possible, the work schedule of employees who normally work 40 hours should be rearranged so that the total hours of a given week do not exceed forty including the hours of the staff meeting.

If any employees choose to attend meetings that are not mandatory, but are for their own benefit, they do not need to be compensated for the time in the meeting.

Payment on Death of an Employee

A check will be issued to the estate paying the deceased employee’s regular pay for the pay period in which death occurs.  A second check will be issued to the estate paying any vacation balance.  (This calculation is through the date of death.)  A third check will be issued to the estate representing a payment equivalent to one month’s salary, which is calculated by taking 1/12 of the employee’s annualized salary at the time of death.

If an employee is not entitled to a paycheck for the period in which the employee dies and there are no paid time away balances, the estate will receive a check for one month’s salary only.  For example, if a person who works only during the academic year dies in July, the estate receives 1/12 of the annualized salary at the time of death.

The appropriate executive officer and the associate vice president for human resources should be notified immediately in the event an employee is seriously ill or dies.  The associate vice president for human resources will arrange for the payments. 

5.3.5 Payroll Procedures

Payment of Salaries

The College has two different payroll schedules based on FLSA requirements for exempt and non-exempt personnel.

Bi-weekly Payroll – Non-exempt employees must be paid by the hour and receive paychecks every other week. The bi-weekly pay schedule is issued annually. Paychecks, or pay advices for those on direct deposit, are usually issued on Friday following the end of a pay period, and are distributed through the employee's department.

Semi-monthly Payroll – Employees in exempt positions are paid twice a month: the pay schedule is the 15th and the last day of each month or on the last regular business day preceding these dates when they fall on a holiday or weekend, except during Winter Holiday Break.

Direct Deposit – Arrangements have been made to offer a direct-deposit option. Information on the services offered and enrollment forms are available through Employee Self-Service and in the Payroll Office. Employees are strongly encouraged to look into the advantages of direct deposit. The paycheck is deposited on the scheduled pay date, and the pay advice slip is available online.

Paycheck Deductions

The College makes the following payroll deductions:

  • Federal income tax,
  • New York State income tax,
  • Social Security tax (FICA),
  • New York City income tax, if applicable, and
  • California State income tax, if applicable.

Employees who wish to change the number of tax exemptions may obtain a W-4 form from Payroll or make the changes online through Employee Self Service.

If an employee is eligible to participate in benefits, the employee’s College benefit credits and charges are reflected in each paycheck.  In addition, the College will make any deductions required by law or court order and in some cases at the request of the employee (e.g., the CFCU Community Credit Union or the United Way).

Benefits-eligible employees who work less than 12 months per year are placed on an alternative benefits payment schedule.  This schedule allows the employee to pay for the costs of their coverage during the period of time scheduled to work.  For example:  A benefits-eligible employee who works 10 months would have 1/21 (instead of 1/26) taken out every pay period.

Wage Attachments and Assignments

The law requires that the College process wage assignments, tax levies, or other court-ordered wage attachments.  When the College is notified, the Office of Human Resources will handle the matter and will discuss it with the employee.  Employees will be encouraged to arrange for direct payment and a written release from the creditor.

Verifications of Employment and Wage Inquiries

All requests for verification of employment and employee salary information should be directed to the Office of Human Resources.

There are times when individual employees initiate the request for completion of paperwork (i.e. mortgage applications, etc.).  While the Office of Human Resources will make every effort to complete appropriate forms as quickly as possible, employees need to be aware that this process may take more than one day and should plan accordingly.

Last Updated: January 1, 2013