Compensation Plan Objectives

Collin County Community College District desires to attract, retain and motivate competent and dedicated employees who can share in the successful growth of the college and attain their individual career objectives.  In support of this philosophy, CCCCD has established a Compensation program with processes and procedures to accomplish the following objectives:

• For our salary structure to be as competitive as possible with the labor market from which we recruit employees

• For each employee to be:

• Paid within the appropriate Market Decision Band salary range for the position

• Reviewed regularly to consider performance and developmental achievements, consistent with the college’s goals and achievement indicators

Overall Guidelines

All compensation adjustments and assignments must be approved in advance of the work being started.  All compensation decisions are documented in writing with appropriate approvals.

A.    Starting Pay

A new employee’s beginning salary is established within the appropriate “Market Decision Band” salary range for the position classification, plus 0.5% per year of prior related experience, to a maximum of 5% for 10 years of experience.  

B.    Promotion

When an employee is promoted to a new or vacant position in a higher Market Decision Band, the promotional increase is the greater of 5% of the employee’s current salary or the hiring salary that a new employee in that position would receive.  An employee must have been in the current position for a minimum of 6 months. 

C.  Voluntary Transfer

The college values staff and administrative employees gaining additional breadth and depth of experience, and supports employees competing for different positions throughout the college.  New positions can offer opportunities for an employee to learn new skills, and cross-training builds capacity within the organization.  Therefore, when an employee competes for and is selected for a different position in the same Market Decision Band, the employee receives the greater of a 5% increase or the salary of a newly hired employee in that job.  An employee must have been in the current position for a minimum of 6 months.   

D.  Demotion

·       Voluntary

An employee may request a demotion, which may be as a result of a competitive or non-competitive selection process.  The employee's salary will be adjusted by 5%. 

      ·       Performance or Disciplinary

      A Disciplinary or Performance-related Salary Action accompanies a demotion for disciplinary or performance reasons.  When applied to exempt employees, Disciplinary or Performance-related Salary Actions should become effective at the beginning of a workweek.                      

            Same Band

         The employee may be assigned less responsibility in the same Market Decision Band.  The revised duties of the employee must be documented and reflect a decrease in level of responsibility.  The salary must be reduced by 5%.  The employee may not maintain his or her current salary and/or receive an increase for the next annual adjustment.

            Lower Band

         The employee may be assigned to a position in a lower Market Decision Band.  The revised duties of the employee must be documented and reflect a decrease in level of responsibility.  The employee's salary must be reduced by 5%.  The employee may not maintain his or her current salary and/or receive an increase for the next annual adjustment.

E.  Temporary Pay/Acting Pay

Temporary pay may be given to an employee who is assigned different duties on an interim (or acting) basis or because of the need for additional assignments associated with a special time-limited project, in the same or different position in the same or a higher Market Decision Band.

Temporary pay is a non-competitive management-initiated practice paid at the discretion of the college.  The effective date for beginning and ending temporary pay also is at the college’s discretion.  The appropriate vice president/provost may recommend temporary salary adjustments, with approval by the Vice President of Organizational Effectiveness & Human Resources.

Temporary pay is recorded as a special rate and is discontinued when the employee no longer performs the additional assignment(s), following the same guidelines as promotions, demotions and voluntary transfers.  The amount of temporary pay shall not be the basis for computation of promotion or leave balance payments if the employee separates.  Any salary adjustments received during a temporary assignment will be determined on the new existing salary.

F.  Role Change (Reclassification)

A role change is a non-competitive action in which the responsibilities of a position are substantially changed.  Since decision-making is the primary factor used in this analysis and placement, positions will not change Market Decision Bands due to increased workload or for additional responsibilities that require similar levels of decision-making. 

The provisions of the compensation guidelines for promotions, demotions and lateral transfers are used when a position is re-evaluated.

Position Analysis Request (PAR) Process and PAR Form

G.  Annual Performance Reviews and Compensation

Compensation may be adjusted annually based on the formal performance evaluation of the employee by his or her supervisor.  An employee with satisfactory performance, as documented on the annual performance evaluation, is eligible to receive the increase designated for his or her classification as of September 1, if the Board of Trustees approves increases.

An employee with unsatisfactory performance, as documented on the annual performance evaluation or through the college’s formal disciplinary process, may not receive an increase to his or her salary.  The appropriate vice president/provost and the president must approve any supervisory recommendation for a salary increase for an employee with unsatisfactory performance.

Frequently Asked Questions

• How was my Market Decision Band determined?

A professional compensation analyst with Fox Lawson & Associates evaluated each staff and administrative position description.  Subsequently, each Vice President or Provost reviewed the results of the analysis for all positions within his/her division.  Additional analysis was conducted as market salaries were applied to the decision bands.  The final results were again reviewed and approved by the college’s leadership team and by the Board of Trustees.  The compensation team analyzes new positions with approval for salary placement by the Vice President of Organizational Effectiveness & Human Resources.

• How do I progress from one “band” to the next?

Employees may apply for any open position with a higher-level Market Decision Band or may be promoted within their division.  Each current position has been evaluated and placed on a Market Decision Band based on the type of responsibilities identified in the position description.  Decision-making is the primary factor used in this analysis and placement.  A position will not change bands due to increased workload or for additional responsibilities that require similar levels of decision-making.

• How are changes made to my position description?

The Compensation team documents any changes to the position description when submitted annually on the annual performance evaluation form.  Any changes needed prior to this time must be submitted to the compensation department for review.  Significant changes that may be considered an organizational change must be submitted to Compensation with approvals from the appropriate Leadership Team Member and the President.

• How are new employees placed on a Market Decision Band?

A new employee’s beginning salary is established within the appropriate “Market Decision Band” salary range for the position classification, plus 0.5% per year of prior related experience, to a maximum of 5% for 10 years.    A new employee’s starting salary will not exceed a current employee’s salary within the same Market Decision Band, with the same years of experience.  

• What are the definitions of each Market Decision Band?

Five distinct types of decision-making are recognized, ranging from the most far-reaching decisions on college policy and strategic direction to less complex decision-making.

1.      Positions in Market Decision Band "A" generally make defined decisions that are based on the manner and speed of performing the elements of an operation.

2.      Positions in Market Decision Band "B" make operational decisions that are based on carrying out the operations of the selected process.  

3.      Positions in Market Decision Band "C" make process-based decisions that are concerned with the selection of a process for accomplishing the work.

4.      Positions in Market Decision Band "D" and "Dean" make interpretive decisions that translate the programs established at a higher level within the organization into operational plans and schedules.

·        Senior management positions in the college make planning and programming decisions that result in programs to achieve the objectives established by the President. 

·        Where do I find information on how job descriptions are reviewed?
Job descriptions are updated as a part of the annual staff performance appraisal process.  Positions with significant changes that require higher levels of decision-making should be reviewed through the Position Analysis Request process.
Position Analysis Request (PAR) Process and PAR Form

·        Does my education determine my progress to a different Market Decision Band?

Learning and academic excellence are two of CCCCD’s core values.  The college acknowledges and supports the accomplishment of educational credentials through a tuition reimbursement program.  Attainment of additional academic credentials can prepare an employee for new positions and responsibilities.  Open positions are posted on the college’s web site at: https://jobs.ccccd.edu/.  

• What are the Market Decision Bands?

Note:  Salary band maximums were suspended in 2004.

Note: Compensation for the Provosts, Vice President of Organizational Effectiveness and Human Resources, Executive Director of Foundation and Development, Executive Vice President, Vice Presidents, and President are based on performance/accomplishment of goals and based on established market data from CUPA, the Fox Lawson study, the TACC salary survey and the Alvin Administrative Salary Survey.