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Classification & Compensation

Classification & Compensation Actions



To create new/additional staff positions, the following is required:

  • Budget availability
  • Vice president approval

Compensation will review job duties and responsibilities to determine position classification and appropriate compensation. This review can take up to 15 business days to complete depending on the complexity of the new position.

Contact your Compensation partner for additional information on creating new staff positions.



Hiring rates for staff candidates vary based on internal equity, budget availability and the posted recruiting rates. Typically hiring rates range from the minimum to midpoint of the established pay range for the job title in which the candidate is being hired. A salary above the midpoint of the pay grade requires prior approval from Compensation. Hiring employees below the minimum or above the maximum of the pay grade is not permitted. 



There are multiple types of out-of-cycle compensation options available with the purpose of correcting salary inequity, addressing compression and as a method to retain high performers.   
Employee Eligibility: 

  • Must have at least six months of continuous service in current position 
  • Be in a benefits eligible position 
  • Last performance evaluation must be “Meets Expectations” or higher 

Note:  Ineligible if on a Performance Improvement Plan 

These compensation options are submitted through the PeopleSoft Eform (https://www.utsa.edu/hr/eForms/QuickGuides/Staff-Student/JAC/JACPayRateChange.pdf) process and require prior Vice President and Compensation approval.   

 

Out-of-Cycle Increases 

When to Use 

Pay Parameters 

Equity Increase 

To address pay inequities within the same or similar job titles for employees with comparable education and experience, skill set and/or similarly situated employees. 

  • Budget availability 
  • Internal equity 
  • External market analysis 
  • Salary must be within the pay grade 

Pay Compression 

When there are two jobs in the same job family with an employee in a lower pay grade earning more than an employee in a higher pay grade. 

Market Competitiveness 

To recognize compensation changes in the labor market for specific jobs, based on a market analysis conducted by Compensation.  

Substantial Expansion of Duties 

Occurs when the employee’s job duties have increased in complexity however does not warrant a change in title/classification.  

One-Time Bonus 

An incentive for employee to remain through the completion of a critical project or assignment. 

  • Budget availability 
  • Performance deliverables 

 



Reclassifications usually occur as a result of one of the following:

  • A vacant position exists that the department wants to change to a different title to better meet departmental needs.
  • An employee’s job duties and responsibilities have changed so that his/her current title is no longer appropriate, and the employee meets the minimum requirements of the new title. This review can take up to 15 business days to complete depending on the complexity of the position.

Contact your Compensation partner with questions related to reclassification increases.



Merit increases are performance-based increases typically awarded at the end of the annual evaluation period for meeting or exceeding performance standards. Merit increases are based on budget availability, as well as published criteria established by the university president or his/her designee. All full-time and part-time regular benefits-eligible employees who have been continuously employed for at least six months may be eligible for a merit increase.

Contact your Compensation partner for further information/clarification.



A staff salary supplement may be provided to a full time, benefits eligible staff for the following situations. The assignment duration must be a minimum of one month and cannot exceed one year. 
Eligibility: 

  • Must have at least six months of continuous service in current position
  • Be in a full time benefits eligible position

Last performance evaluation must be Meets Expectations or higher

Option 

When to Use 

Pay Parameters 

Employee Assigned into Interim Role 

Assignment into a higher-level interim position 

  • Budget availability 
  • Qualifications of employee should be appropriate for the assignment/s 
  • Supplements range from 10-20% of the employee’s monthly salary 

Employee Temporarily Assigned Higher Level Duties 

Temporarily assigned higher-level duties that are outside the scope of the incumbent’s position 

  • Budget availability 
  • Qualifications of employee should be appropriate for the assignment/s 
  • Supplements range from 10-15% of the employee’s monthly salary 

Employee Temporarily Assigned Additional Duties 

Temporarily assigned responsibilities that are significant and clearly defined as an addition to the normal workload 

  • Budget availability 
  • Supplements range from 10-15% of the employee’s monthly salary 

Staff salary supplements are submitted as an Additional Pay request Eform (https://www.utsa.edu/hr/eForms/Presentations/Staff-Student/AdditionalPay/AdditionalPay.pdf) in PeopleSoft.   



Retention/counteroffers may be an option when:

  • An employee critical to the university’s mission receives a job offer AND
  • The department wishes to match the external offered salary to retain the employee.

Contact your Compensation partner to discuss the possibility of a retention/counteroffer.


 

Compensation is responsible for managing UTSA’s compensation processes and works collaboratively with the manager. Academic Affairs manages faculty compensation, except for faculty salary benchmarks.   Compensation provides direction and guidance on compensation policies, processes and procedures and are your strategic partners for all compensation services, which are outlined below.

Career Ladder:
A career ladder can be developed to allow for a progression of jobs in a specific occupational field, thereby providing an opportunity for employees to advance within a job family.  Titles are ranked from highest to lowest based on level of responsibility, qualifications and compensation.  An example of a career ladder is the Administrative Associate, which has level I, II and Senior levels.

Counteroffer:
A counteroffer may be necessary to retain a top performer if the employee is offered a salary higher than their current pay, by another employer, to perform comparable duties.   If the counteroffer creates inequities in pay for the department or division, an action plan is recommended to address the inequities. Note:  Evidence that an external offer of employment was made is required.  This review can take one business day to complete.

Demotion:
A demotion is movement to a job in a lower pay grade and can be both involuntary and voluntary. Demotions generally warrant a pay decrease, with the amount to be determined by the individual circumstances, considering the incumbent’s current pay against the pay grade range of the lower lever position, the knowledge, skills and performance of the incumbent, and pay of other similarly situated employees. To initiate a request for a demotion, please contact your HRBP who will partner with Compensation.

Desk Audit:
A desk audit or job evaluation is a procedure where an employee’s duties and responsibilities are evaluated to determine if the employee's position is appropriately graded in terms of grade, pay level, title and classification.  The desk audit is an opportunity for the employee to describe the responsibilities of his/her position and provide illustrative examples. Compensation will obtain information from the employee’s supervisor regarding the employee’s job duties. Based on the findings, Compensation will evaluate the employee’s title and pay and make appropriate recommendations. 

Equity Adjustments:
An equity adjustment is a change in pay rate to address pay inequities within the same or similar job titles for employees with comparable education and experience, skill set and/or similarly situated employees.  Equity adjustments can also be made to recognize compensation changes in the labor market for a specific job or jobs.  A comparative analysis is conducted to ensure that salaries are internally consistent and externally competitive within the higher education industry.  Internal equity adjustments are not intended to ensure employees in the same job classification receive the same salary.    Employees should not be informed of changes in pay until after final approval is received.

Fair Labor Standards Act (FLSA) Review:
The Department of Labor governs FLSA criteria that must be met in classifying a position as exempt or non-exempt, referred to as the duties test. Non-exempt positions are required to be paid overtime or compensation time at time and a half; exempt positions receive a salary for all hours worked and are not eligible for overtime pay.  All job descriptions are reviewed against the FLSA duties test to determine if the position is non-exempt or exempt. 

Interim Appointment or Temporary Duties:
Supplemental pay is used when an employee is temporarily assigned an interim appointment or given additional duties that are outside the scope of the employee’s position.  The assignment duration must be a minimum of one month and cannot exceed one year. 

Eligibility criteria:  Must be in a benefits eligible position, have at least six months of continuous service in current position and last performance evaluation must be “Meets Expectations” or higher.  Note: Employees are ineligible for supplemental pay if they are on a Performance Improvement Plan. 

Pay parameters:

  • An employee is temporarily assigned a higher-level interim position - supplements range from 10-20% of the employee’s monthly salary 
  • An employee is temporarily assigned higher level duties that are outside the scope of the incumbent’s position - supplements range from 10-15% of the employee’s monthly salary
  • An employee is temporarily assigned responsibilities that are significant and clearly defined as an addition to the normal workload - supplements range from 10-15% of the employee’s monthly salary

Job Description:
A job description is a tool used to collect information for an in-depth analysis of a position.  A job description is created or revised when a new position is identified or when the duties or functions of a position evolve or change so that the current job description is no longer an accurate depiction of the position. Information contained in the job description will be used to assign the appropriate classification and pay grade.  Job descriptions contain the job title, summary, job duties and responsibilities, required qualifications and skills and working conditions. 

Market Analysis:
A market analysis is a review of internal compensation compared to external higher education market conditions.  A compensation analysis is conducted to determine if there is misalignment with market-based compensation levels and salary compression, which would then require a pay adjustment to bring pay in alignment.  Best practice reflects a compensation analysis is conducted every few years.

Salary Offers:
Using the salary range associated with the position’s job grade, all new starting salaries will be evaluated based on the candidate’s relevant knowledge, skills and experience as it relates to the position. Compensation partners with Talent Acquisition to review salary offers above mid-point. The assessment, which may take up to one business day, compares current salaries of employees who hold similar positions in the same job classification or pay grade, and that have similar levels of education and experience. 

New Position:
When creating a new position, the department drafts the job description, which should include job title, summary, job duties and responsibilities, required qualifications and skills and working environment and physical demands. Compensation reviews the draft job description to understand core duties, reviews against FLSA duties test to determine if it meets exempt status and benchmarks with other universities and/or salary survey data in order to determine appropriate pay grade.  This review can take up to 15 business days to complete depending on the complexity of the new position.  

Promotion Non-Competitive:
A promotion is when an employee is reclassified from their current title to a different title that is assigned to a higher salary grade.  Promotions can also occur when an employee moves from one level to a higher level within the same career ladder.   The new salary is determined based upon the employee’s skill, knowledge, experience, performance, and current pay rate in relation to the new pay grade range.

Reclassification:
A reclassification may be required when there is a substantive change in the duties and responsibilities due to changes associated with a realignment, consolidation of two positions into one, or the role has not been reviewed in a long time.   Reclassifications may or may not result in a change in salary grade.  Reclassification reviews may take up to 15 business days depending on complexity.   Employees should not be informed of changes in title and pay until after final approval is received from Compensation.

Retention Bonus:
A retention bonus is a targeted payment outside of the employee’s regular salary and is offered as an incentive to retain the employee on the job through the completion of a critical project or assignment.  A retention bonus is based on performance deliverables and budget availability, i.e., position is being eliminated and the manager wants to retain the employee to complete a critical project beyond the 60-day notice period.

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