COMPENSATION

DEPARTMENT OF HUMAN RESOURCE MANAGEMENT POLICY NO.: 3.05

POLICIES AND PROCEDURES MANUAL EFFT. DATE: 09/25/00

REV. DATE: 04/25/05

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COMPENSATION

APPLICATION: Classified and hourly employees.

PURPOSE

To establish, maintain, and administer a compensation plan for positions

covered by this policy.

DEFINITIONS

Agency Business Need

This is one of thirteen Pay Factors used for pay determination purposes.

Agency Business Need describes the specific activities and

organizational, financial, and human resource requirements that are

derived from the agency’s mission.

Agency Salary

Administration Plan

This document outlines how agencies will implement the Compensation

Management System and is the foundation for ensuring the consistent

and equitable application of pay decisions. The Agency Salary

Administration Plan addresses the agency’s internal compensation

philosophy and policies; r

esponsibilities and approval processes;

recruitment and selection process; performance management;

administration of pay practices; program evaluation; appeal process;

EEO considerations and the employee communication plan. Agencies

should review the plan periodically to ensure its continued conformance

to state policy and applicability to the agency’s mission and

organizational needs.

Alternate (Pay) Band

(See Salary Range.) A salary range assigned to one or more positions

based on agency needs or an approved Competitive Differential. (See

Human Resource Management Manual, Chapter 9, Differentials and

Supplements.)

Budget Implications

This is one of thirteen Pay Factors used for pay determination purposes.

Budget Implications consider the short and long-

term financial

consequences of pay decisions and how salary dollars are managed by an

agency.

Competitive

Differential

Competitive differentials are based on local market conditions and are

typically reflected through an Alternate Pay Band, which extends the

minimum and maximum salaries of an existing pay band. Competitive

differentials are administered as a percentage of base pay that may be

added to the pay band to address a particular position, Work Title,

Standard Occupational Classification (SOC) or

Role because the

normal salary range is not competitive due to market conditions in a

specific agency and/or geographic location. They may apply to

locations in either the statewide (SW) Pay Area or the northern Virginia

(FP) Pay Area. (See Differentials.)

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Competitive Salary

Offer

External: This Pay Practice allows agency management to counter a

higher salary offered by an organization outside the Commonwealth to

an employee deemed critical to the agency.

Internal: This Pay Practice allows agency management to make one

counter offer to a higher salary offered by another state agency to an

employee deemed critical to the agency's mission and operations.

NOTE: A competitive offer may not occur within an agency.

Current Salary

This is one of the thirteen pay factors used for pay determination

purposes. Current Salary is the candidate's or incumbent's present base

pay compensation, which may be reported as an hourly wage, weekly,

semi-monthly, monthly or annual salary. It does not include shift

differentials, temporary pay, benefits, overtime, incentive premiums,

bonuses, commissions or other similar non-base pay compensation.

Demotion

Voluntary: Employee initiated movement to a different position in a

lower Pay Band. This move may result from a competitive (recruitment)

or non-competitive (employee request) process.

Performance or disciplinary

: Management initiated assignment of an

employee to the same or a different position in the same or lower Pay

Band with less job responsibilities that results in a minimum of a 5%

reduction in base salary.

Differentials

Base pay adjustments to make salaries more competitive with the

market. Differentials may be applied to Roles, Standard Occupational

Classification (or SOC) Titles, Work Titles, Pay Areas, or individual

positions in an agency and/or geographic location.

Disciplinary or

Performance-Related

Salary Action

This Pay Practice is initiated by agency management for disciplinary or

performance reasons and results in a minimum of a 5% reduction in base

salary. (See Demotion: Performance or Disciplinary.)

Duties And

Responsibilities

This is one of thirteen Pay Factors used for pay determination purposes.

Duties and Responsibilities describe the primary and essential work

functions performed by an employee or group of employees. Variation in

duties and responsibilities helps distinguish one employee from another

for comparison purposes.

Exceptional Recruit-

ment and Retention

Incentive Options

Exceptional Recruitment and Retention Incentive Options may be

applied when there are significant recruitment and retention problems for

positions that are critical to the agency’s mission and on-going

operations. These options include sign-

on bonus, retention bonus,

project-based incentives, compensatory leave, annual leave, and referral

program.

Hiring Range

A segment of the pay band included, at agency option, in job

advertisements to communicate the salary the agency is willing or able

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to pay current or potential employees, and used exclusively in the

hiring process. (See Salary Range.)

In-Band Adjustment

This multi-faceted Pay Practice allows agency management the

flexibility to adjust employees’ salaries on the basis of Change in

Duties, Professional/Skill Development, Retention, and Internal

Alignment.

In-

Band Adjustments provide employees potential salary growth by

recognizing career progression, and provide management with tools to

resolve specific salary issues.

In-Band Bonus

A pay option that allows an agency to provide a lump-sum payment in

lieu of a base pay adjustment to an employee for changes in duties, the

application of new knowledge, skills or abilities, retention, or internal

salary alignment.

Internal Salary

Alignment

This is one of thirteen Pay Factors used for pay determination purposes.

Internal Salary Alignment is a fairness criterion that takes into

consideration the proximity of one employee’s salary to the salaries of

others who have comparable levels of training and experience; duties and

responsibilities; performance; and knowledg

e, skills, abilities and

competencies.

Knowledge, Skills,

Abilities And

Competencies

This is one of thirteen Pay Factors used for pay determination purposes.

Knowledge refers to acquired principles and practices related to a

particular job; Skills refer to acquired psychomotor behaviors; and

Abilities are the talents, observable behaviors or acquired dexterity.

Competencies are behaviors, knowledge and skills that directly and

positively impact the success of the employee. Together KSA’s are the

elements listed for job requirements, hiring qualifications or employee

credentials. Additionally, KSA’s are a job evaluation consideration for

the Compensable Factor, Complexity of Work and the application of

acquired KSA’s are essential to the In-Band Adjustmen

t (Professional

and Skill Development) pay practice.

Long Term Impact

This is one of thirteen Pay Factors used for pay determination purposes.

Long Term Impact considers the strategic and financial effect of

anticipated future salary costs, staffing changes, salary alignment among

employees, career growth and salary reference data changes.

Market Availability

This is one of thirteen Pay Factors used for pay determination purposes.

Market Availability is the relative availability of suitable, qualified

candidates in the general labor market that is subject to the changes in

supply and demand.

Non-Base Pay Options

Pay options or programs such as In-Band Bonuses, Employee

Recognition Programs, Service Awards, or the Employee Suggestion

Program, that provide lump-sum payments, leave or non-monetary items

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to employees. Non-Base Pay Options are not included in the calculation

of base pay but are considered part of an employee's total compensation.

Pay Area

The Commonwealth's pay plan recognizes two distinct pay areas (1)

Statewide (SW) and (2) Northern Virginia (FP), where market

conditions require the use of expanded pay ranges. The Statewide Pay

Area (SW) applies to positions in all localities in the state except those

designated in northern Virginia. The northern Virginia Pay Area (FP)

applies to positions located in the counties of Fairfax, Arlington, Prince

William and Loudon –

and the cities of Alexandria, Fairfax, Falls

Church, Manassas, and Manassas Park.

Pay Band

(See Pay Structure and Salary Range.)

Pay Factors

These thirteen factors are considered by managers for determining and

justifying pay actions and include Agency Business Need; Duties and

Responsibilities; Performance; Work Experience and Education; KSAs

and Competencies; Training, Certification and Licensure; Internal Salary

Alignment; Market Availability, Salary Reference Data; Total

Compensation, Budget Implications; Long Term Impact; and Current

Salary.

Pay Practices

These practices provide the rules for setting and changing compensation

and include Starting Pay, Promotion, Voluntary Transfer, Voluntary

Demotion, Temporary Pay, Role Change, In-

Band Adjustment,

Disciplinary or Performance-Related Salary Action, and Competitive

Offer. (See Attachment A.)

Pay Structure

The structure of Pay Bands established by the Commonwealth. This

structure consists of 9 stepless Pay Bands.”

Performance

This is one of thirteen Pay Factors used for pay determination purposes.

Performance considers previous and/or current work accomplishments or

outcomes and behavioral inter-

actions that are assessed as part of the

Performance Management Program.

NOTE: All management-initiated salary increases normally are reserved

for employees performing at the “contributor” or “extraordinary

contributor” level.

Promotion

This pay practice allows the advancement of an employee to a different

position in a higher Pay Band through a Competitive Selection Process.

Reassignment Within

The Pay Band

Action of agency management to move an employee from one position

to a different position in the same Role or Pay Band.

Re-Banding

This action involves the movement of a Role to a higher Pay Band due to

extreme changes in the labor supply or market conditions. Such actions

will occur infrequently because of the Pay Band structure.

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Role Change

This pay practice allows agency management to change a position to a

different Role in a higher, (Upward Role Change), lower (Downward

Role Change), or same (Lateral Role Change) Pay Band.

Salary Range

The pay range assigned to a position for purposes of recruitment, Pay

Practices, and compensation administration. A salary range may be the

Pay Band; an Alternate Band; a Sub-Band; a

Northern Virginia (FP)

Expanded Range

; or, for competitive recruitment actions, a hiring

range, as determined by the agency.

Salary Reference Data

This is one of thirteen Pay Factors used for pay determination purposes.

Salary Reference Data is a composite of relevant salary information (e.g.

average salary range, median salary, weighted average sal

ary, etc.)

extracted from available surveys that indicate market pricing for various

jobs in the Commonwealth.

Starting Pay

This Pay Practice is used to attract highly skilled and competent job

candidates (new hires or rehires) to the Commonwealth’s workforce.

Sub-Band

A portion of an existing Pay Band that has a defined minimum and

maximum salary within that Pay Band. A Sub-Band is a tool used to

manage employees’ salaries within Pay Bands based on agency need.

Sub-Bands may be established at agency discretion in accordance with

the agency's Salary Administration Plan. (See Salary Range.)

Supplements

Payments that apply to specific positions designed to address unique

needs of the agency. Supplements are not added to an employee's base

pay.

Temporary Pay

This Pay Practice applies when an agency assigns an employee to

perform different key (essential) duties on an interim basis, or for

critical assignments associated with a special time-

limited project, or

for employees serving in an acting capacity

in a higher level position,

or for military pay supplements. Temporary pay is not added to an

employee’s base pay.

Total Compensation

This is one of thirteen Pay Factors used for pay determination purposes.

Total Compensation includes all forms of cash compensation (e.g. base

pay, shift differentials, overtime, on-call pay, bonuses, commission, etc.)

and the dollar value of the employer-sponsored benefit package (e.g.

health and dental insurance, long and short term disability, paid leave,

retirement, life insurance, etc.).

Training, Certification

And License

This is one of thirteen Pay Factors used for pay determination purposes.

Training refers to a specialized course of instruction outside the realm of

recognized academic degree programs. Certificatio

n refers to a

specialized course of study resulting in a certificate upon successful

completion. License refers to a licensing credential that is required by

law to practice one’s occupation.

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Voluntary Transfer

This personnel action occurs when an employee moves to a different

position within the same or different Role within the same Pay Band.

Voluntary Transfers may be accomplished through a Competitive or

Non-competitive Process.

NOTE: Non-

competitive transfers must be within the same agency or

betwee

n agencies under a common parent agency. Transfers between

different

agencies must be accomplished through a competitive process.

Work Experience And

Education

This is one of thirteen Pay Factors used for pay determination purposes.

Work Experience and Education is the relevant employment history and

academic qualifications of the employee or applicant.

DHRM

RESPONSIBILITIES

Makes recommendations to the Governor regarding the establishment

and maintenance of a compensation plan for the Commonwealth,

monitors agency compliance with the plan, and recommends corrective

action when necessary in accordance with its statutory authority.

• Develops, implements, and interprets policies, procedures and

guidelines on employee compensation.

• Establishes and defines

the compensation plan and pay

administration policies and guidelines.

• Provides the Governor and the General Assembly with salary survey

results projecting market movement in salaries and pay structure.

• Establishes and recommends changes to Pay Band assignm

ents and

to differentials and supplements for Roles.

• Develops, maintains and publishes salary schedules.

•

Reviews agencies’ Salary Administration Plans and monitors agency

implementation and activities related to pay administration taking

appropriate action when agencies are out of compliance.

• Approves or disapproves agency’s requests for exceptions to the Pay

Practices when circumstances justify an action outside the policy’s

parameters.

AGENCY

RESPONSIBILITIES

• Continuously reviews agency compensation practices and actions to

ensure that similarly situated employees are treated the same and that

all aspects of compensation management are conducted without

regard to race, sex, color, national origin, religion, sexual

orientation, gender identity, age, veteran status, political affiliation

genetics, or disability.

Policy amended January, 11, 2014 per Executive Order Number 1

(2014) Equal Opportunity.

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• Maintains appropriate records and documentation on compensation

actions.

• Enters appropriate compensation transactions in the Commonwealth's

human resource information system.

• Provides documentation requested by DHRM on compensation

actions.

• Provides internal and/or external training opportunities on compen-

sation principles and practices to staff conducting compensation

activities.

COMPENSATION

ADJUSTMENTS

Employees’ salaries will be adjusted as provided in:

• Relevant provisions of the Appropriation Act (Budget Bill).

• This policy and other state policies with compensation provisions.

PAY PRACTICES

Agencies s

hould implement compensation actions prospectively.

Compensation actions retroactive more than 90 days should be discussed

with DHRM prior to implementation.

Agencies must set or adjust salaries based on the following guidelines.

Salary decisions must be documented.

NOTE: Pay practices are to be applied to actions occurring within or

between agencies except as noted below.

Starting Pay

Starting pay guidelines are flexible to attract a highly skilled, competent

workforce. Starting pay decisions are the res

ponsibility of individual

agencies.

• This practice applies to new hires and rehires to the state workforce.

•

Salary negotiations for starting pay consider the Pay Factors and

provisions of the Agency’s Salary Administration Plan.

• Starting pay is negotiable from the minimum of the assigned Salary

Range up to 15% above the applicant’s current salary. The negotiated

rate may result in a decrease from the applicant’s current or most

recent salary.

• If salary negotiations within 15% are unsuccessful, agencies’ may

negotiate offers that exceed 15%, with the approval of the agency

head or designee, when recruitment efforts result in no reasonable

alternative selection. Agencies must document that pay factors were

considered to ensure that an appropriate salary was offered to secure

job acceptance.

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• The employee’s pay may not exceed the maximum of the assigned

Salary Range.

Promotion

Salary negotiations for promotions consider the Pay Factors and

provisions of the Agency’s Salary Administration Plan.

• When an employee is promoted to a position in a different Role in a

higher Pay Band, the promotional increase is negotiable from the

minimum of the new Salary Range up to 15% above the current

salary.

• Promotional salary must not be below the Salary Range minimum,

even if this rate exceeds 15% above the employee’s current salary.

• Agencies also may approve exceptional promotional increases above

15% and above the hiring range minimum as long as the resulting

salary is within the new Pay Band and the action is supported by the

Pay Factors. Agencies must provide DHRM with documentation for

any such exception.

• The employee’s pay may not exceed the maximum of the new

assigned Salary Range.

Voluntary Transfer

Salary negotiations for voluntary transfers consider the Pay Factors and

provisions of the Agency’s Salary Administration Plan.

Voluntary Transfer–

Competitive

• When an employee competes for a different position in the same

Pay Band, within the same or different agency, the employee’s

salary is negotiable from the minimum of the assigned Salary Range

up to 15% above the current salary.

• The position may be in the same or different Role.

•

In some situations, the negotiated salary may be less than the

employee’s current salary.

• The employee’s pay may not exceed the maximum of the assigned

Salary Range.

Voluntary Transfer–

Non-Competitive

• When an employee requests a transfer to a different position in the

same Pay Band, the employee’s salary is negotiable between the

minimum of the assigned Salary Range up to 10% above the current

salary.

•

The position must be in the same agency (or another agency under a

common parent agency).

• The position may be in the same or different Role.

•

In some situations, the negotiated salary may be less than the

employee’s current salary.

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• The increase may not exceed the assigned Salary Range.

Demotion

Salaries for demotion consider the Pay Factors and provisions of the

Agency’s Salary Administration Plan.

Voluntary

An employee may request a demotion, which may be as a result of a

competitive or non-competitive selection process. Non-competitive

voluntary demotions must be within the same agency (or between

agencies under a common parent agency).

•

The employee’s salary is negotiable from the minimum of the lower

pay band up to the employee’s current s

alary, not to exceed the

maximum of the assigned Salary Range.

•

If the employee’s current salary exceeds the maximum of the lower

assigned Salary Range, the agency has the option of freezing the

salary for up to six months.

• After six months the salary must be reduced to the maximum of the

maximum of the assigned Salary Range.

Performance Or

Disciplinary

Agency management may initiate a demotion for discipline or

performance reasons. (See Policy 1.40, Planning, Performance and

Evaluation and Policy 1.60, Standards of Conduct.)

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 Pay Band

• The employee may be assigned less responsibility in the same Pay

Band.

•

The agency must redefine the duties of the employee to reflect a

decrease in level of responsibility.

• The salary must be reduced a minimum of 5%.

• The employee may not maintain his or her current salary or receive

an increase.

Lower Pay Band

• The employee may be assigned to a Role in a lower Pay Band.

•

The agency must redefine the duties of the employee to reflect a

decrease in level of responsibility.

• The employee’s salary must be reduced to at least the maximum of

the lower Pay Band, and may be placed at any salary within the

lower Pay Band as long as there is a minimum 5% reduction in pay.

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• The employee may not maintain his or her current salary or receive

an increase.

In Lieu of Layoff

See Policy 1.30, Layoff.

Temporary Pay

Agencies may provide temporary pay to an employee who is assigned

different duties on an interim basis, or because of the need for

additional assignments associated with a special time-limited project, or

for acting in a higher-

level position in the same or different Role in the

same or a higher Pay Band, or for military pay supplements.

Temporary pay is a non-competitive management-initiated practice

paid at the discretion of the agency. The effective date for beginning

temporary pay also is at the agency’s discretion.

•

Temporary salary adjustments that may be authorized by agency

management consider the Pay Factors and provisions of the

Agency’s Salary Administration Plan.

•

Temporary pay is recorded as a special rate with an identified

expiration date, and is extended as necessary or discontinued when

the employee no longer performs the additional assignment(s).

• The amount of temporary pay shall not be the basis for computation

of promotion or leave balance payments if the employee separates.

Temporary Pay–

Higher Pay Band

When temporary pay is granted for assuming the duties of a different

Role in a higher Pay Band, agency management may grant 0-15% above

the employee’s current salary as long as the offer does not exceed the

maximum of the assigned Salary Range.

Temporary Pay–

Same Pay Band

When temporary pay is granted for assuming the duties of the same or

different Role in the same Pay Band, agency management may grant 0-

10% above the employee’s current salary as long as the offer does not

exceed the maximum of the assigned Salary Range.

Role Change

A non-competitive action in which a position is changed to a different

Role in a higher, lower or same Pay Band. There is no change in position

number.

Salary changes for upward, downward or lateral Role Changes consider

the Pay Factors and provisions of the Agency’s Salary Administration

Plan.

Upward

Role Change

Occurs when a position is changed to a different Role in a higher Pay

Band.

• Agency management may grant a 0% to 10% salary increase.

• The salary must be increased at least to the minimum of the higher

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Pay Band.

• The salary increase may not exceed the maximum of the assigned

Salary Range.

Downward

Role Change

Occurs when a position is changed to a different Role in a lower Pay

Band.

•

The employee’s salary remains unchanged unless it exceeds the

maximum of the lower assigned Salary Range.

• If the employee’s salary exceeds the lower Salary Range maximum,

the salary is maintained for a six-month period, and then must be

reduced to the maximum of the assigned Salary Range.

Lateral

Role Change

Occurs when a position is changed to a different Role in the same Pay

Band.

• Agency management may grant a 0% to 10% salary increase.

• The salary increase may not exceed the maximum of the assigned

Salary Range.

• A salary increase due to a Lateral Role Change is considered similar

to in-

band adjustment and counts toward the 10% fiscal year

maximum for In-Band Adjustments.

In-Band Adjustment

(IBA)

A non-competitive pay practice that allows agency management

flexibility to provide potential salary growth and career progression

within a Pay Band or to resolve specific salary issues.

Salary changes for in-band adjustments consid

er Pay Factors and

provisions of the Agency’s Salary Administration Plan.

• The range of increases for individual in-band adjustments is 0% to

10% during a fiscal year (June 25 – June 24 of the following year).

• An employee may receive more than one in-band adjustment

(including Lateral Role Change) within a fiscal year provided the

increases do not exceed 10%. (Each percentage increase is added to

the employee’s current salary.)

• The employee’s base salary must not exceed the maximum of the

assigned Salary Range.

• Employees at the maximum of their assigned salary ranges are not

eligible for in-band adjustments.

• Agencies may request DHRM approval of exceptional in-band

increases that exceed 10% during a fiscal year when it is

demonstrated that the circumstances, based on pay factor analysis,

significantly exceed the criteria normally applied by the Agency’s

Salary Administration Plan. Resulting salaries must not exceed the

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maximum of the salary range.

NOTE: In some cases, agencies may wish to provide compensation

to employees in a form that is not included in an employee's base

pay. In-Band Bonuses provide an avenue for agencies in such

situations. See "Non-Base Pay Options" below.

In-Band Adjustment

Change In Duties

• An increase of 0-10% may be granted to employees who assume

new higher-

level duties and responsibilities that are critical to the

operations of an agency.

In-Band Adjustment

Professional/Skill

Development

• An increase of 0-10% may be granted to employees who apply new

knowledge and skills that benefit the agency and are acquired

through job-related training, education, certification, and/or licensure.

In-Band Adjustment

Retention

• An increase of 0-10% may be granted to prevent employees from

seeking employment outside the agency including:

- employ

ees in occupations that have high value in the labor

market when salaries have not been competitive with the

marketplace. In such cases, the adjustment is normally granted

to all employees in a particular occupation or functional area to

avoid turnover.

- individual employees who are assigned to key functions.

In-Band Adjustment

Internal Alignment

An increase of 0-10% may be granted to align an employee’s salary

more closely with those of other employees’ within the same agency who

have comparable levels of training and experience, similar duties and

responsibilities, similar performance and expertise, competencies, and/or

knowledge and skills.

Competitive Offer

Agencies may provide competitive salary adjustments to employees who

are deemed critical to the agency's mission and on-

going operations

when the employee receives a job offer from another state agency

(internal competitive salary offer), or from outside of state government or

other entities not subject to the Virginia Personnel Act (external

competitive salary offer). A competitive offer may not occur within an

agency. When providing competitive salary adjustments, agencies should

consider the following guidelines:

• Determine that the written offer or other verification is legitimate;

and

• Assess the criticality of retaining the employee, the impact on agency

operations if the employee separates and the difficulty in recruiting to

replace the employee.

Internal Competitive

Salary Offer

When an employee receives a higher salary offer in the same or higher

Pay Band from another state agency, there can be only one counter

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offer from the current agency.

•

The amount of the competitive offer may not exceed the amount of

the job offer from the other agency, or the maximum of the current

assigned Salary Range.

•

The other state agency may not make a second offer in response to

the current agency’s counter-offer.

•

At agency discretion, employees may return to their former position

within thirty days at their former annual salary or at the salary

offered by the former agency in the competitive offer process.

External Competitive

Salary Offer

• When an employee receives a salary offer from an organization

external to the Commonwealth (private, not-for-profit, public non-

state agency, or State non-classified), the employing agency may

make a competitive offer not to exceed the amount of the job offer,

or the maximum of the assigned Salary Range.

•

If an agency accepts an employee’s request to rescind his or her

resignation within 30 calendar days of separation, the employee’s

salary may be reinstated at an amount held at the time of separation

or at the salary offered by the agency in the competitive offer

process.

NON-BASE PAY

OPTIONS

Non-

Base Pay Options allow agencies to provide payment, leave, or

non-monetary

items to employees (see Attachment B). These pay

options or programs include In-

Band Bonuses, Awards for Length of

Service (see Policy 1.10), Employee Recognition Programs (see Policy

1.20), and the Employee Suggestion Program (see Policy 1.21).

In-Band Bonuses

In-Band Bonuses allow agencies flexibility to provide additional

compensation to employees without adjusting employees' base pay.

Bonuses offer an option when:

• a bonus is more appropriate than a base pay adjustment; or

• management is addressing bu

dget constraints but is able to fund

non-base adjustments in the current fiscal year.

In-Band Bonuses may be provided for the following reasons:

• Change in duties

• Professional/Skill Development

• Retention

• Internal Alignment

NOTE: In-Band Bonuses for chang

es in duties or internal alignment

should be used only when, due to budget constraints, the agency

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requires time to develop budget options to fund base pay adjustments.

Agencies should consider the Pay Factors and provisions of the

Agency’s Salary Administration Plan when providing in-band bonuses.

• The range for an individual in-band bonus is 0% to 10% during a

fiscal year.

• An employee may receive more than one in-band bonus (or in-band

adjustment or Lateral Role Change) within a fiscal year provided

the combined bonuses and salary increases do not exceed 10%.

• Employees at the maximum of their assigned pay band

are not

eligible for in-band bonuses. Agencies using Sub-

Bands may grant

in-band bonuses to employees’ at the maximum of their Sub-

Bands.

However, employees may not be granted in-

band bonuses if the

maximum of the Sub-Band also is the maximum of the Pay Band.

• Agencies may request DHRM approval of exceptional in-band

bonuses that exceed 10% during a fiscal year when it is demonstrated

that the circumstances, based on pay factor analysis, significantly

exceed the criteria normally applied by the Agency’s Salary

Administration Plan.

EXCEPTIONAL

RECRUITMENT AND

RETENTION

INCENTIVE

OPTIONS

Exceptional incentive options are reserved exclusively for situations

where employees are extremely difficult to recruit and retain and

critical to the agency’s mission and ongoing operations. (See

Attachment C.)

These practices apply to new hires to state government (recruitment)

and current employees (retention).

All salary actions require the consideration of the Pay Factors.

•

Agencies may use these options individually or select a number of

options to use in combination with each other.

•

Agencies may use these options in conjunction with the

Commonwealth’s pay practices when appropriate.

• Agencies determine whether positions, Roles and/or Career Groups

are to be provided Exceptional Recruitment and Retention Incentive

Options. This determination is based on criticality to agency mission,

significant recruitment and retention difficulties, and similarity to

incentives used in the related labor market.

• Agencies choosing to use Exceptional Recruitment and Retention

Incentive Options must coordinate these options with the appropriate

Cabinet Secretary and notify the Department of Human Resource

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Management (DHRM).

• Agencies should decide on an internal approval process to access

these Exceptional Recruitment and Retention Incentive Options.

Agencies must review and reevaluate the need to continue these

Exceptional Recruitment and Retention Incentive Options at least

annually based on market availability and the type of competition that

exists in the labor market. (See Human Resource Management Manual,

Appendix I.)

Sign-On Bonus

Sign-On Bonuses are used to encourage individuals to accept

employment in specific critical positions, Roles, or Career Groups.

•

Agencies must identify positions, Roles and/or Career Groups

eligible for a sign on bonus.

• Agencies may offer a sign-on bonus

of up to $10,000 to new

employees who accept employment in these positions

• The new employee must agree to work for the Commonwealth and

remain with the employing agency for a period up to one year.

• Agencies must establish a schedule of payment, either one lump sum

payable at hiring or divided into two or more payments.

• A formal written agreement, which includes requirements for

satisfactory performance and duration of employment, must be

executed with each employee outlining payback terms if the

agreement is not met.

NOTE: Before an agency enters into an agreement, the agreement

should be reviewed and approved by the Office of the Attorney

General.

Retention Bonus

Retention Bonuses are used to encourage current employees to remain in

specific critical positions, Roles, or Career Groups.

• Agencie

s must identify positions, Roles and/or Career Groups

eligible for a retention bonus.

• Agencies may offer a retention bonus

of up to $10,000 during a fiscal

year to current employees.

•

The employee must agree to work for the Commonwealth and

remain with the employing agency for a period up to one year.

• Agencies must establish a schedule of payment, either one lump sum

payable at hiring or divided into two or more payments.

• A formal written agreement, which includes requirements for

satisfactory performance

and duration of employment, must be

executed with each employee outlining payback terms if the

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PAGE 16 OF 22

agreement is not met.

NOTE: Before an agency enters into an agreement, the agreement should

be reviewed and approved by the Office of the Attorney General.

Project-Based

Incentives

Project-Based Incentives are used to encourage individuals in specific

positions, Roles, or Career Groups to remain employed for the duration

of key projects that are critical to the agency's operation or mission.

• Agencies must det

ermine valid projects that are critical to the

agency’s operation or mission, identify participants (positions, Roles,

and/or Career Groups) eligible for the incentive bonus, and develop

project plan/milestones to identify the timing of payments.

NOTE: Ag

encies should use PSP100 to identify projects that are

eligible for Project-Based Incentives.

• Project-Based Incentives may be paid at the completion of the

project, or in increments upon the completion of identified

milestones. The amount an employee can receive for a Project-Based

Incentive may not exceed $10,000 per fiscal year for any project or

cumulatively for milestones completed on a project.

•

The employee must agree to work for the Commonwealth and

remain with the employing agency for a period of one year or more,

depending on the length of the project.

• A formal written agreement, which includes requirements for

satisfactory performance and duration of employment, must be

executed with each employee outlining payback terms if the

agreement is not met.

NOTE: Before an agency enters into an agreement, the agreement

should be reviewed and approved by the Office of the Attorney

General.

Compensatory Leave

Compensatory Leave incentives are intended to encourage employees to

remain in specific critical positions, Roles or Career Groups.

•

Agencies must identify positions, Roles and/or Career Groups

eligible for compensatory leave incentives.

• Agencies may extend indefinitely the time period for compensatory

leave to be used by employees who occupy these positions.

• Agencies must document any extensions authorized and retain

information in the agency files.

• Agencies may pay off compensatory leave balances to this

designated group of employees rather than allowing the time to

accrue.

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Annual Leave

Annual Leave incentives include: (1) providing additional annual leave,

(2) advancing annual leave based on repayment from future accruals, or

(3) paying employees for a portion of their existing annual leave

balances. These incentives are intended to encourage individua

ls to

accept or continue employment in or current employees to remain in

critical positions, Roles, or Career Groups.

•

Agencies must identify positions, Roles and/or Career Groups

eligible for annual leave incentives.

• Agencies may provide up to 30 days (240 hours) of annual leave per

leave year to new and existing employees as an incentive to accept or

continue employment, or retain employees in these positions. For

new employees, agencies should negotiate the exact amount of

annual leave that will be provided at the beginning of employment

and enter this amount into the leave system.

• Agencies may advance annual leave, up to 30 days (240 hours),

rather than providing additional annual leave. In such cases further

leave accrual would be delayed until the emplo

yee has worked

enough pay periods to have earned the amount of leave advanced.

•

Agencies may elect to pay off any existing accrued annual leave

hours, negotiating with the employee the amount of leave balances to

be paid. Agencies should encourage employees to retain an annual

leave balance to cover unforeseen situations that may arise and in

which the employee may need to use this leave time.

• A formal written agreement, which includes requirements for

satisfactory performance and continued employment for at least one

year, must be executed with each employee outlining payback terms

if the agreement is not met.

NOTE: Before an agency enters into an agreement, the agreement

should be reviewed and approved by the Office of the Attorney

General.

Referral Program

Referral Programs are intended to encourage current employees to refer

individuals as applicants for critical positions, Roles, or Career Groups.

•

Agencies must identify positions, Roles and/or Career Groups

eligible for referral program incentives.

• Agen

cies may implement a Referral Program in which agency

employees are eligible to receive a payment of up to $1,500 for

referrals that result in hiring external job applicants in these positions.

• External job applicants are those who are not employed by any

agency in any branch of Virginia state government. Referred

applicants must not have an active job application on file with the

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agency.

• Agencies may determine the payment schedule, whether paid as a

lump sum or several payments, for referral bonuses; e.g., one half of

the referral payment may be paid once the applicant has been hired

and begins work, with the remainder paid once the applicant

completes the probationary period.

•

To receive payment, referring employees must be employed in

classified positions

and working in a state agency at the time the

referral payments are due. If bonuses are scheduled over several

payments, the referring employee must still be working as a

classified employee in a state agency to receive any subsequent

payments.

• Hiring mana

gers/supervisors and agency recruiting staff are not

eligible to participate in the referral program.

The following procedures shall be followed when implementing the

Referral Program.

• The referring employee forwards written notification of the referral

with application/resume of the applicant to the agency’s Human

Resource office.

• The Human Resource office confirms the referral in writing.

• Once an applicant is hired and begins work, the Human Resource

office obtains authorization for the referral paymen

t(s), verifies the

referring employee's eligibility, and forwards the information to the

agency payroll office.

NOTE: In cases where referrals were made by employees of other

agencies, the agency should forward this information, along with the

funds for

the referral payment, to the fiscal office of the referring

employee's agency. Payment then is made to the employee from

these funds.

If payments are made in multiple payments, the Human Resource

office authorizes any subsequent referral payments as described

above in accordance with the agreement.

REASSIGNMENT

WITHIN THE

PAY BAND

From time-to-time agency business (staffing or operational) needs may

require the movement of staff. Reassignment Within the Pay Band is the

management-initiated action that

is used for this purpose. Under

Reassignment Within the Pay Band:

• Employees may be moved (reassigned) to different positions within

the same assigned Salary Range.

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• The position to which an employee is reassigned may be in the same

or a different Role within the same Salary Range.

• The employee's base salary is not changed as a result of the

reassignment.

REBANDING

When an agency is experiencing staffing problems for a Role a request

for Rebanding may be proposed to DHRM or the General Assembly may

init

iate a study. The Human Resource Management Manual provides

guidelines. The effective date for Rebanding normally will be June 25,

unless a different effective date is approved by the Secretary of

Administration and the Secretary of Finance because of an emergency

situation.

Employee increases will be determined cooperatively by DHRM and the

affected agency(ies) based on the severity of the problem and available

funding.

DIFFERENTIALS

Differentials are authorized by DHRM to provide payments as base pay

djustments to make salaries more competitive with the market.

Differentials may be applied to Roles, Standard Occupational

Classification (SOC) Titles, Work Titles, or Pay Areas or be based on

geographic locations.

Authorized differentials include:

• Comp

etitive differentials based on local market conditions.

(Although this issue may be addressed through other means such as

Alternate Bands.)

• Out-of-

State differentials that apply to individuals hired by the

Commonwealth in areas outside Virginia.

Proposals for additional differentials must be submitted to DHRM with

appropriate documentation. (Refer to the Human Resource Management

Manual, Chapter 9 for additional information about differentials.)

Discontinuing

Differentials

When an employee moves from one position to another, any differential

that might apply to the former position is removed if it does not apply to

the new position.

When a differential is discontinued because it no longer applies to the

Role, SOC Title, Work Title, Pay Area or geographic location, etc.,

employees affected by the change will retain their current salaries.

Employees whose salaries are at or above the new, reduced Pay Band

maximum will be frozen until the Role is re-

banded or Pay Band

adjustments allow for additional salary increases.

SUPPLEMENTS

Supplements are non-base-

pay payments that apply to specific

positions under certain circumstances. Supplements apply to situations

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where employees are doing something in addition to what is normally

expected of employees in similar

jobs. Supplements are designed to

address unique needs of an agency and often reflect market practices

used for similar jobs. Supplements are not added to an employee's base

pay, but are processed through payroll as "special payments."

DHRM authorization is not needed for agencies to use the supplements

listed below. However, if an agency desires to implement other types of

supplements, information on the desired supplement must be submitted

to DHRM prior to implementation. This will allow DHRM to determine

the potential for statewide impact.

Type of Supplements

Call-Back Pay

If employees are called back to work during non-work hours, agencies

may choose to pay them for a minimum number of hours, even though

the employee actually may have worked less than the specified minimum

time.

Camp

Supplement paid to employees for days spent at summer camp

supervising the activities of mentally disturbed children.

Medication

Supplement paid for hours or shifts spent dispensing medication by

employees who have completed required training - but whose Roles do

not normally require dispensing medication.

On-Call

Agencies may choose to provide this supplement to employees who are

required to be available to return to work. For non-exempt employees, if

the on-call

assignment is so restrictive that it prevents the employee

from effectively using the time for personal benefit, the time may be

considered work time and on-call payments do not apply. Otherwise, on-

call duty is not considered work time. On-call pay must be included in

the non-exempt employee's regular rate of pay when computing

overtime liability.

Shift Pay

This supplement generally is used when an agency has a demonstrated

need based on staffing problems or market conditions for shifts that do

not conform to the first shift, or 8:00 a.m. to 4:00 p.m. The amounts may

vary depending on the shift assignment and whether employees are

assigned fixed or rotating shifts.

Working

Conditions

This supplement may be provided to employees who have unusual risks

sociated with their positions that exceed the risks normally associated

with the work environment of state employees.

Documenting

Supplements

Agencies should maintain documentation that supports

• The rationale for the supplement;

• The circumstances under which the supplement will be paid; and

• The amount of the supplement.

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RETURN TO STATE

SERVICE

Resignation

All former employees' salaries will be established according to the

Starting Pay provisions of this policy.

Exception: Employees returning to

state service after resigning for

military reasons may have their salaries established according the

provisions of Policy 4.50, Military Leave. (Also, refer to Policy 1.55,

Return to State Service.)

LWOP Conditional

(Position Not Held)

LWOP Unconditional

(Position Held)

• Return to the same position results in a salary equivalent to that held

at the time of LWOP.

• An agency may provide a higher salary if the employee has attained

significant experience or training in the same or similar occupation

while on LWOP.

Virginia Sickness And

Disability (VSDP)

Short Term Disability

Return to the same position results in a salary equivalent to that held at

the time of short-

term disability, including any increases for which the

employee may be eligible.

Long Term Disability

(Working)

Return to active employment (as defined by the VSDP) in the

employee’s position results in a salary equivalent to that held prior to

long-term disability, including any increases for which the employee

may be eligible. For VSD

P purposes, active employment will be

considered when there is:

• full-time return to the original job with modified duties; or

• at least 50% return to the original job with or without modified

duties.

Long Term Disability

Return to classified employment from LTD normally must be through

the competitive recruitment process. Former employees’ salaries will be

set according to the Starting Pay provisions of this policy.

However, when an employee is medically released as fully able to return

to work, the agency may reinstate the employee to the position and salary

held prior to disability without competitive recruitment. Such placement

may occur under the following conditions:

• placement is made within a reasonable timeframe;

• the employee’s position has not been filled; and

• the agency considers the position to be a valid vacancy.

Return From Layoff

See provisions of Policy 1.30, Layoff.

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Return From Military

Leave

See provisions of Policy 4.50, Military Leave.

AUTHORITY

The Department of Human Resource Manage

ment issues this policy

pursuant to the authority provided in Chapter 12, Title 2.2 of the Code

of Virginia.

INTERPRETATION

The Director of the Department of Human Resource Management is

responsible for official interpretation of this policy, in accordance with

section 2.2-1201 of the Code of Virginia.

Questions regarding the application of this policy should be

directed to the Department of Human Resource Management's

Division of Agency Human Resource Services.

The Department of Human Resource Managem

ent reserves the right to

revise or eliminate this policy at any time

RELATED POLICIES

Policy 1.40, Performance Planning and Evaluation

Policy 1.60, Standards of Conduct

Policy 2.05, Equal Employment Opportunity

Policy 2.10, Hiring

Policy 3.10, Compensatory Leave

Policy 4.10, Annual Leave

Policy 4.57, Sickness and Disability Program