Applicable Employee Classes:
All Florida Tech Employees
Revised Date:August 2016
Dr. T. Dwayne McCay, President
The intent of this policy is to provide an available, concise source of information concerning the compensation policies and procedures of Florida Tech. Providing this reference will result in a better understanding of the compensation program and objectives.
The goal of the Florida Tech compensation program is fair payment to employees as a function of several factors, including but not limited to: job duties, span of control and skills required for the position, the evaluation of the actual performance of the duties; and the budgetary constraints of the unit and the university.
A Manager can reward performance most effectively by carefully distributing their merit pool. Merit increases can be used to recognize an employee's performance, contributions, and past year's achievements. Merit increases are not automatic. Merit increases are granted only when the university's general economic condition permits.
When conditions permit, employees will normally be given an annual merit review for the purpose of recommending an adjustment to pay. Per Uniform Administrative Requirements, Cost Principals, and Audit requirements for Federal Awards of Contract or Grant Money, all “soft money” will follow the same annual cycle as the University. If the University does not grant merit Increases due to general economic conditions, then the Office of Sponsored Programs will not authorize merits on grants or contracts. Further information can be found in Part 200.430 of these guidelines.
The merit review process for Staff will normally take place in September of each year, with approved adjustments normally becoming effective in November. Any variation from this cycle requires the approval of the university President. Faculty will follow a different calendar cycle and should refer to the Faculty Handbook for further information.
The general guidelines for an adjustment are as follows:
It is the responsibility of the supervisor to ensure that appropriate forms are completed and submitted in a timely manner. The Supervisor is further responsible to provide a fair and accurate evaluation of the employee’s performance.
All merit increases are subject to approval by the appropriate Senior Vice President and the Office of Human Resources.
A promotion is defined as a change in job responsibilities to another position having higher levels of responsibility and authority. The changes must be reflected in movement into a job in a higher pay grade. For the purposes of this policy, a promotion may be the result of the classification process or through the employment process.
All promotional increases are subject to the following limitations:
1. The granting of a promotional increase must be made at the time of the promotion. Lack of available funds at the time of the promotion will not justify a retroactive or delayed increase. Promotional increases are subject to departmental budgetary limitations and approval of the appropriate Senior Vice President and Office of Human Resources.
2. Employees promoted as the result of the employment process may negotiate a promotional increase with the hiring official. Negotiated promotional increases must result in a rate of pay equal to or greater than the minimum of the new pay grade and equal to or less than the maximum of the new pay grade. Such increases are subject to departmental budgetary limitations as well as the approval of the Office of Human Resources and the appropriate Senior Vice President.
3. An employee who has received a promotion will normally be eligible for consideration for a merit review during the next merit review period unless the promotion occurred within 90 days of the merit review date
4. An employee may be eligible for an increase in his/her rate of pay for movement to a position within the same pay grade if it is determined that the new position has an increase in duties and responsibility. This will be determined by the Hiring Manager for the position, in conjunction with the Office of Human Resources
5. An employee is expected to remain in his/her position for at least six months before seeking promotional opportunities. If in the best interests of the university, the Associate Vice President of Human Resources may grant an exception to this provision. This provision does not apply to Temporary employees.
6. Exceptions to this policy must be approved by the university President.
1. A demotion is defined as a reduction in job responsibilities and authority to a job classification in a lower pay grade.
2. While an employee may request a voluntary demotion for a variety of personal reasons, a demotion may also be the result of reorganization, or represent changes in job function due to inadequate performance, inability to attain job objectives, or disciplinary action.
3. All demotion actions must be reviewed and approved by the Office of Human Resources prior to the action.
4. In the event of a voluntary demotion, subject to departmental budgetary restrictions, the pay of the employee may remain unchanged if that rate falls between the minimum and maximum of the lower pay grade, or the rate may be reduced to an amount that is mutually agreeable to the employee and the supervisor. Under no circumstances will a demotion result in an increase in an employee's rate of pay.
5. In the event that reorganization results in a demotion, subject to departmental budgetary restrictions, the pay of the employee may remain unchanged even if the rate falls above the maximum of the lower pay grade, or the rate may be reduced to an amount appropriate to the classification of the lower level position. 6. In the event of a demotion for performance reasons or disciplinary action, the rate of pay of the employee will, with the approval of the appropriate Senior Vice President, be reduced to a rate within the pay grade to which the employee is assigned. Minimally, if the rate of pay exceeds the maximum of the lower pay grade, the rate of pay of the employee will be reduced to the maximum of the lower pay grade. Under no circumstances will the rate of pay of an employee demoted for performance or disciplinary reasons be permitted to exceed the maximum of the lower pay grade or result in an increase in an employee's rate of pay.
Staff Lateral Transfers
A lateral transfer is a change of job assignment to a job having commensurate responsibilities and authority to the job presently held by the employee. A lateral transfer is, therefore, defined as movement from one job classification to another job classification in the same pay grade. Under normal circumstances, compensation is not affected since both classifications are assigned to the same pay grade. However, should the Hiring Manager determine that duties and responsibilities warrant a pay change the request should be submitted to the Office of Human Resources for review and approval will be given by the appropriate Senior Vice President.
Staff New Hires
This section of this policy applies solely to individuals hired from outside of the university.
1. It is expected that new hires will normally begin employment at a rate below the midpoint of the pay grade. The range of the pay grade between the minimum and the midpoint may be thought of as the "hiring range" for the position.
b. Individuals hired from outside of the university who exceed the minimum qualifications that were the basis for the recruitment process may be hired at any rate up to the mid-point of the pay grade, with the approval of the appropriate Department Head, the appropriate Vice President and the Vice President of Human Resources.
2. Employees hired within three (3) months prior to a general merit review are not eligible for a merit increase as part of that cycle. For example, Merit increases are generally applied to payroll in November. So, any employee hired on or after the previous August 1 would not be eligible for a merit increase that year. Employees are expected to remain in their position for at least six months before seeking promotional opportunities. If in the best interests of the university, the Associate Vice President of Human Resources may grant an exception to this provision. The next opportunity for an employee to receive an increase will be with the annual review in November, subject to the conditions outlined in this policy and procedures promulgated during the merit review process.
Faculty Promotions, Transfers, Demotions and New Hires
Please refer to the Faculty Handbook for guidance on Faculty Promotions, Transfers, Demotions, and New Hires.
Compensatory, or "comp" time, (defined as time off in lieu of cash payments for overtime work) is not permissible under Federal Law. Federal laws require that hourly/non-exempt employees must be paid at an overtime rate for any and all hours worked over forty (40) in a pay week.
Flexible scheduling within the university's pay week (defined as adjusting an employee's schedule during the university's pay week) is an appropriate technique to use in order to avoid an overtime situation. If it is not possible to adjust the hourly/non-exempt employee's schedule by use of flexible scheduling so that the employee works more than forty (40) hours in a pay week, then payment for hours worked in excess of forty (40) must be made at the overtime rate of pay.
Supervisors who permit the use of "comp" time in lieu of cash payments for overtime worked (a violation of federal law), are subject to disciplinary action up to and including discharge.
Employees who are considered exempt from the overtime requirements of the Fair Labor Standards Act (FLSA) will receive no additional compensation for hours worked over forty (40). Non-exempt employees must be paid at an overtime rate for any and all hours worked over forty (40) hours in the university's defined pay week.
1. Overtime calculations are based upon hours actually worked within the university's defined pay week of 12:01 a.m. Sunday to midnight the following Saturday.
a. Vacation Leave, Sick Leave, Holiday Pay, Personal Holiday, Anniversary Day, Bereavement Leave, Jury Duty, and/or any other forms of compensation for hours not actually worked are not included in overtime calculations.
b. Overtime calculations are not based upon a biweekly pay period. Rather, they are based on the defined pay-week.
2. Overtime must be previously authorized and approved by the employee's immediate supervisor and the appropriate budget manager. Employees may not work overtime hours without authorization.
3. It is the supervisor's responsibility to ensure that unauthorized overtime is not worked.
4. Employees may be required to work overtime in connection with university activities or emergencies. Overtime work due to an emergency shall be performed by the employee the supervisor determines to be the most available and capable to perform the job. Such overtime assignments will be made without regard for seniority.
5. The total hours actually worked for one or more departments of the university must be counted in determining overtime, even though employment in any one department may not have exceeded forty (40) hours. In such cases, the department that caused the overtime situation to occur will have the responsibility for paying the overtime.
6. Hours worked within a defined pay week may be adjusted in order to avoid an overtime situation but hours may not be adjusted in a following week.
For example, if an employee whose regular schedule is eight (8) hours per day, Monday through Friday works ten (10) hours on Monday, he/she may be permitted to leave two hours early, or come into work two hours late during the balance of the defined pay week. In this manner, overtime is avoided because the employee will not have physically worked more than forty (40) hours in a pay week. If, in this example, the employee worked the balance of his/her week as scheduled (eight hours per day, Tuesday through Friday), he/she must be paid overtime for the two (2) hours worked over forty (40). The employee may not use the two (2) additional hours to come into work late or leave work early in any week other than the week in which the two (2) hours were worked.
1. Non-Faculty Exempt Employees
A salaried employee will be provided supplemental compensation when the duties to be performed are completely outside the scope of responsibilities for which he/she has been hired. Supplemental duties should be performed outside the department to which the employee is regularly assigned, and outside of normal working hours. At no time should supplemental duties interfere with an employee’s regular position, nor impose on the employee’s department. An employee is expected to fulfill their regular duties first, and at a satisfactory performance level, before assuming additional supplemental responsibilities. Supplemental workload will require the approval of the employee’s supervisor and it is expected that the employee will discuss their plans prior to accepting a supplemental role. An employee’s supervisor will have the right to ask the employee to stop the supplemental work should the role interfere with an employee’s regular position,
When performing duties for another unit, the head of the unit for which the duties are to be performed and the head of the unit from which the employee originates must provide advance approval for both the work to be performed and the rate of pay. The rate of pay for supplemental compensation must be reasonable, consistent with the work performed, and consistent with the rate of pay for like positions.
2. Non-Exempt Employees
Supplemental pay or lump sum payments for hourly employees is not allowed under any circumstance. Non-exempt employees must be paid for every hour worked, and any time worked over 40 in a work week must be paid as overtime pay.
3. Graduate Student Assistants (GSA's)
For the purposes of payroll processing, graduate student assistants are classified as non-faculty contract employees, thus, under normal circumstances, GSA's would not be eligible for supplemental compensation over and above the terms of their contracts. It is recognized, however, that there may be instances when a GSA could provide specific expertise for which additional compensation might be warranted. Division Directors, Department Heads or Program Chairs wishing to provide such additional compensation to a GSA must request approval, in advance and in writing, from the Dean of the Graduate School. If the Dean determines that such additional compensation is justified, he/she will seek the concurrence of the Senior Vice President of Academic Affairs. All approvals must be granted in advance of the activity for which the GSA is proposed to be paid supplemental compensation.
Please refer to the Faculty Handbook for guidance on supplemental pay for Faculty employees.
Advanced Payment Of Earned Wages
An employee may not be paid for time to be worked in the future. Therefore, advances in pay are not permitted. While pay advances are not permitted, an employee may request advanced payment of earned wages under certain circumstances.
Earned wages are wages for a period of time or effort that has passed but has not yet been paid by a paycheck.
1. An employee may request advanced payment of earned wages in case of a financial emergency. Such a request, to include specific details of the financial emergency, must be reviewed and approved by the employee's supervisor, Dean, Division Director, Department Head or Program Chair, and the Vice President of Human Resources.
2. In order to request this payment, the employee must complete the appropriate form and submit the approved form to the Office of Human Resources.
3. By requesting advanced payment of earned wages, the employee, in completing the form, agrees to the following terms:
this payment is not a loan
the employee must pay the university the entire amount of the advanced payment by payroll deduction in the next pay cycle
should the employee separate from Florida Tech, the entire amount will become due and payable
if placed in the hands of an attorney for collection, the employee is responsible for payment of attorney's fees
4. An employee may only receive three advances within any given year, or 365 day period, from the first request.
Payments Due To Administrative Error
Administrative errors include:
1. The employee did not receive a paycheck on a regularly scheduled pay day due to an administrative error in the payroll process. Such administrative errors include: data input errors to the employee's record; data input errors during the time entry process; departmental submission of incomplete paperwork; as well as late submission of required paperwork.
In these instances, the Office of Human Resources, the Payroll Office, and the employing department will attempt to resolve the errors and attempt to issue a paycheck by the close of business on the regularly scheduled pay day.
2. The employee did not receive a paycheck on a regularly scheduled pay day due to the employee's failure to provide required and requested documents in a timely manner.
In these instances, the employee will have to wait for payment until the next regularly scheduled pay day.
Occasionally, administrative errors may result in overpayment of wages to an employee. Once an overpayment is identified by the employee or appropriate payroll representative, they are expected to notify their supervisor immediately. In these instances, the Controller’s Office and the Office of Human Resources will work directly with the employee to recover the overpayment. Each instance will be handled on a case by case basis. Corrections will be made in the shortest time possible, but no later than the end of the calendar year in which the correction was identified. A written repayment plan will be required and kept in the employee’s personnel file.
Emergency Call-In Pay
Emergency call-in pay means that the employee is called or paged by appropriate supervisors to report to campus in order to respond to an emergency at a time that is not adjacent to his/her normal working hours. Such payment is intended to compensate the employee for the inconvenience of returning to the job site. For the purpose of this policy, "adjacent" hours are the hours immediately before and immediately after the normal working hours.
1. Emergency call-in pay is only available to non-exempt employees.
2. An employee who is asked to report early or stay late is not eligible for call-in pay because these hours are adjacent to his/her normal working hours. However, the employee will be compensated for all hours worked at his/her regular hourly rate, and in accordance with appropriate overtime rules and regulations.
a. An employee who has not "clocked" in but is on site before his/her normal working hours and is asked to "clock" in early to respond to an emergency is not eligible for call-in pay but will be paid for the additional time worked at their normal hourly rate.
b. An employee who has "clocked" out but is on site after his/her normal working hours and is asked to "clock" back in to respond to an emergency is not eligible for call-in pay but will be paid for the additional time worked at their normal hourly rate.
3. An employee who has left the site and is called-in during the first shift after his/her normal working hours will receive a minimum of two (2) hours of pay at their overtime rate.
4. An employee who has left the site and is called-in during the second shift after his/her normal working hours will receive a minimum of four (4) hours of pay at their overtime rate.
Compensation While On Partial Paid Leave
An employee receiving partial pay from short-term disability or long-term disability pay may supplement such payments with use of vacation leave and/or sick leave. If an employee is on worker’s compensation leave and receiving payments from the University’s insurance carrier, they may also use vacation and/or sick leave to supplement such payments. However, in no case may the combination of payments exceed the employee’s normal paycheck.
Compensation During University Closure Due To Disaster
See “Release of Employees” Policy, Section 8.18
Pay Transparency Nondiscrimination Provision
The University will not discharge or in any other manner discriminate against employees or applicants because they have inquired about, discussed, or disclosed their own pay or the pay of another employee or applicant. However, employees who have access to the compensation information of other employees or applicants as a part of their essential job functions cannot disclose the pay of other employees or applicants to individuals who do not otherwise have access to compensation information, unless the disclosure is (a) in response to a formal complaint or charge, (b) in furtherance of an investigation, proceeding, hearing, or action, including an investigation conducted by the employer, or (c) consistent with the contractor’s legal duty to furnish information.