Human Resources

Staff Compensation System Overview

Objectives

  •  For our salary structure to be competitive with the labor market from which we recruit employees 
  • For individual employee base pay to be:
    • Within the salary range of the position
    • Fair
    • To be reflective of the employee’s total contribution to the university
    • To be reviewed regularly in light of performance and development achievements
  • Must be affordable and must support the objectives of the university

Values

  • Our Christian Community
    • Caring environment
    • Mutual respect
    • Cooperative and supportive approach to relationships
    • Servant Leadership
  • Exceptional service to our students
  • Accountability and competence of our employees
  • Meeting commitments to all of our customers
  • Open, ongoing, participative communications
  • Continuous development and learning
  • Teamwork
  • Promotion of diversity and cultural competency
  • Innovative thinking and entrepreneurial action

Staff Compensation System Introduction and History

 In 2001, a cross-functional team of staff and faculty from across campus was appointed to work with Human Resources.  An external compensation consultant was hired to assist the team.   The team began by reviewing survey responses from Senior Leadership about compensation systems and a compensation philosophy for Belmont.  Using this information, the team reviewed compensation systems appropriate for Belmont.  Based upon Belmont’s economic and organizational structure, a modified broadbanding approach was recommended. 

 A  broadbanding structure places all staff jobs in one of a few groups. Each group has a broad range of responsibilities as defined by the organization.  Each “broad band” has many varied types of jobs, which though functionally are different, have similar levels of responsibility and pay.  To arrive at the number of bands or compensation groups appropriate for Belmont University staff, the Compensation Team worked through the original position hierarchy and grouped positions with comparable impact on organizational success.  Then using a number of national and local salary surveys, matched most staff positions with market data, and grouped positions with comparable levels of pay. 

Annually the broad band structure is reviewed and the ranges are updated as needed to reflect the current market conditions.  With the increase in the number and diversity of the staff positions at Belmont University, an increase in the number of broad band groups from 7 to 10 was required. Each position has a new compensation group. The change does not reflect demotions to any position.  Click here for each broadband group description.

The salary range for each compensation group is divided into three thirds or pay tritiles.   The salary for a newly hired employee will fall between the minimum and the top of the first tritile of the range.  The hiring manager will review the earnings history of the candidate, their education and experience, the compensation of other current employees with similar responsibilities, and the budget for the position in order to set the starting salary for the new employee.  

The rate at which employees progress through the salary range will be based on how well they perform their assignments and their growth in the current job, as well as budgetary considerations.  Tritile two represents typical competitive market pay for the group.  Typically employees whose salaries fall in the second third of the range are those who are fully qualified and who have sustained acceptable performance over a prolonged period of time. 

Belmont University provides the opportunity for annual growth in staff pay based on a number of factors.  The two primary factors are past performance and overall contribution to the university.  However, comparisons of current pay to their peer group, comparisons of current pay to the external market value and internal economic conditions are also key elements in the decision.  Employees with the highest performance levels should receive the greatest recognition. 

Appropriate supervisory and Senior Leadership approvals are required for any changes to a staff member’s salary or compensation group.  A staff compensation guide and training for managers is available.  For more information, click here for Frequently Asked Questions for staff employees.

Click here for hourly starting wages for 2013-2014 .