Compensation Manual for Non-Represented Employees

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1 INTRODUCTION

This Compensation Manual applies as appropriate to all Non-Represented employees of Seattle Public Schools.

1.1 About this Guide
The purpose of this guide is to provide an overview of the objectives, policies, and procedures of the compensation
system for non-represented staff who are employed in the Seattle Public Schools. This handbook serves as a guide
and information source for managers/supervisors and employees to understand the process and work with the
system effectively through the Human Resources Department. This manual will be reviewed yearly by the HR staff
and representation from other departments as needed.

Compensation policies for Non-Represented Employees of the Seattle Public Schools are developed and
maintained by the Human Resources Department, with approval by the Superintendent or his/her designee. The
Assistant Superintendent of Human Resources or designee is responsible for administering these policies with the
support of staff.

2. COMPENSATION PHILOSOPHY
Seattle Public Schools views its employees as its most valuable asset in providing efficient and effective services
and supports to schools and students. The District's compensation philosophy seeks to attract, develop, and retain
a high-performing workforce that can execute the mission and objectives of the school District. Specific
components of the philosophy are to:

ensure we are competitive with other school districts, public agencies and private industry in Seattle
and the Puget Sound Region. Remaining competitive will help attract, hire and retain a talented and
productive work force,
maintain a pay structure that is data driven, equitable and transparent in reflecting the actual
requirements and responsibilities of our work in any position.

3. TIMELINES FOR REQUESTS
Requests for a change in classification and/or compensation may be initiated by the employee and/or
his/her supervisor but must have the approval of the Assistant Superintendent before being
submitted to the Compensation Manager.
Final approval of change of classification and/or compensation will be through Compensation
Committee, which consists of the Deputy Superintendent, Assistant Superintendents and General
Counsel (Operations Cabinet).
Changes to an employees classification and/or compensation should become effective on either
March 1 or September 1; paperwork to effect a change should be completed and into HR by
December 30 for March 1 effective date and June 30 for September 1 effective date.

4. ROLES & RESPONSIBILITIES FOR COMPENSATION

4.1.1 The Compensation Committee (All Non-Represented Positions)
Comprised of all members of the Operations Cabinet.
Review and approve Compensation Plan changes and increases if applicable.
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Review and approve any changes to the Compensation Manual, as recommended by the Assistant
Superintendent of Human Resources.
Review and approve classifications and salary actions of manager level or above OR of grade 25 and
above.

4.2 Director of Operations, Human Resources
Ensures that the compensation team and district supervisors are faithfully adhering to policies and
procedures.
Oversees the compensation process, in collaboration with the Assistant Superintendent of Finance,
the Assistant Superintendent of Human Resources, and the Deputy Superintendent.
Review and submit policy exceptions, compensation increases, and job evaluation disputes to the
Assistant Superintendent, as appropriate, to the Compensation Committee.

4.3 Compensation Manager
Develop, recommend and maintain written policies and procedures to ensure the fair and consistent
administration of employee compensation.
Develop the model that governs recommended individual increases.
Review, recommend and/or approve compensation specific actions related to hiring rates,
promotions, and demotions put forth by the Superintendent, Department supervisors and/or the
compensation team.
Review reclassification requests to ensure that all requests are fully completed and approved by the
immediate supervisor and a cabinet level member. All requests for manager and above OR grade 25
and above will need the Compensation Committees final approval which is signed by the Deputy
Superintendent.
Evaluate current job descriptions, based on information provided by supervisors, and perform job
evaluations as needed to determine the appropriate salary grade for each position, in response to
reclassification requests or development of new positions.
Review recommendations of supervisors to ensure compliance with established policy and
consistency between administrative divisions and district policies.
Refer all policy exceptions to the Compensation Committee which is composed of the members of
the Operations Cabinet and meets weekly.
Review and determine proper job classification for all new non-represented positions and work with
Budget to ensure proposed changes are funded.
Ensure that all requests have the required signatures for approval including the reason for the
request and any appropriate required and supporting documents.

4.4 Department Supervisor
It is the responsibility of an employee's supervisor to submit classification and salary adjustment recommendations
to the appropriate Assistant Superintendent who will then submit it to the Manager of Compensation for analysis
and a recommendation. Approval, as appropriate for a final decision, will be made by the Compensation
Committee. Each submission should include:

1. PCR (Personnel Change Request)
2. Hiring Freeze Exemption Authorization (if required)
3. Compensation Request Form completed through Step 7 (copy and path attached). Still working on the
flow of paperwork through HR, this Form may not be necessary.
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4. Organization Chart showing proposed changes.
5. Listing of old and new reporting structure. This includes who reports to this person and who he/she
reports to.
6. Other forms Still working on the flow of paperwork through HR, other forms may not be necessary if a
duplicating info contained on the PCR.
7. Submission of above to HR.

5. POSITION ADMINISTRATION GUIDELINES
The goal of SPS's compensation policies is to appropriately align salary ranges with competitive benchmarks,
market valuation, and to consistently value positions based on required responsibilities, scope, experience, and
skills.

The SPS salary structure for non-represented employees consists of pay grades and salary ranges that are assigned
based on the position's job classification and work year.

5.1 Salary Ranges for Positions
Salary ranges define where positions are placed on the non-represented salary scale. Salary ranges reflect the
relative value of each position and establish a minimum, midpoint and maximum base pay for each position.

Salaries are adjusted based on the work-year calendars for different employee groups, using the annual number of
days worked as the factor for pro-rating the pay schedule of an employee.

5.2 External Competitiveness
Salary ranges are based on local, state, regional, and sometimes national rates of pay for school districts, public
agencies and in some cases private sector industries. The District also participates in salary surveys, analyzes
prevailing current market pay rates, and adjusts its salary ranges as appropriate based on available budget
resources. SPSs midpoint of a position may be at or above the comparative average of market data for the
position.

5.3 Internal Equity
Where there is no external competitive data available (non-benchmark positions), the Classification and
Compensation Committee will make a grade placement determination. Factors influencing this placement include:
an analysis of similar job descriptions in SPS; relative complexity of the position as stated in the job description;
analysis of peer positions and their job descriptions; reporting structure (both higher and lower); placement within
the functional area as well as in organization (org chart); recommendation of the appropriate Assistant
Superintendent as well as the Manager of Compensation.

5.4 New Positions/Job Descriptions
The process to create a new job description is as follows:
1) The supervisor creates a new job description, after getting verbal approval from the appropriate Assistant
Superintendent. Form Job Description Template found on the Fusion pages.
2) The supervisor meets with the Manager of Compensation:
to ensure the information submitted is complete,
to review the wording and content, to see if there are existing positions that might cover the same
duties,
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to understand where the supervisor is envisioning this new position relative to his/her existing
position(s),
to understand where these duties have been previously assigned, and to determine if that position
should be reviewed in light of having fewer or lesser responsibilities, or if the previous position
should be inactivated,
to review the present org chart and place the new position in it.
3) The Compensation Manager will:
Conduct a market study to determine if relevant and current market data exists.
If so, analyze the market suggested placement with the present position placements, and then
recommend a placement on the salary scale to the Classification and Compensation Committee.
If not, analyze the new and existing job descriptions and recommend a placement on the salary scale
to the Compensation Committee.
After the Compensation Committee has approved the recommended placement, the compensation
manager will complete the necessary paperwork to enter the new job description into the system
(and if appropriate, remove the old job description/title), assign job code and other fields; enter into
SAP, NeoGov, the HR Shared Drive, SPS Website, and Non-Rep Job Title List.

5.5 Changed Positions/Job Descriptions
1) If the essential functions of a position have significantly changed due to technological or operational
modernization, the supervisor, department manager or superintendent leadership members may request a
formal position review. Workload issues are separate from essential functions and cannot be addressed by
modifying a job description (this is a workload issue).
2) The process to change a job description is as follows:
2.1 The supervisor adds/changes/deletes information on the present job description by highlighting
additions and/or changes and crossing out deletions.
2.2 The supervisor meets with the manager of compensation:
to review the wording and content,
to see if the additional duties are contained in other job descriptions,
to determine the effect of the new/changed/deleted content on the position as well as any
others which could be affected by the changes. To understand which position(s) was(were)
responsible for these duties in the past,
to understand where the supervisor is envisioning this changed position relative to his/her
existing position(s),
to review the present org chart to correctly place the changed position in it.
3) The compensation manager will:
3.1 Analyze the revised job description to determine whether a change of grade is appropriate.
3.2 If so, present the recommendation and rationale to the Compensation Committee for approval if
the positions recommended grade is 25 or above, or if the position is entitled manager or above.
3.3 If approved, or if below the threshold for Compensation Committee review/approval, or no change
of grade indicated, the changes will be made on the job description and entered into SAP, NeoGov,
the HR Shared Drive and website.
3.4 Notify the supervisor of the results.
3.5 If a title, grade change, FLSA or other change contained in the job code table, complete and send to
recipients, the Budget Office Notification Form.
3.6 HR HRIS will change the job code in SAP upon receipt of the Budget Office Notification Form.
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3.6 The new/changed job title/grade will be added/changed on the Non-Rep Job Title List.

5.6 Inactive Positions/Job Descriptions
The process to inactivate a job description is as follows:
1) Ensure there are no incumbents in the job code/job description.
2) Complete and send to recipients, the Budget Office Notification Form.
3) HR HRIS will deactivate the job code in SAP, upon receipt of the Budget Office Notification Form.
4) Remove from NeoGov, Website, and Non-Rep Job Title List.
5) Transfer file from active to inactive job descriptions on shared drive.

5.6 Hiring Process
The hiring process is somewhat automated for ease of use and to ensure all steps have been accomplished.
1) The hiring manager completes a personnel change request (PCR) on NeoGov indicating the position to
be hired for.
2) The PCR is then automatically routed to the appropriate budget department to indicate whether there
are sufficient funds and the specific cost center.
3) The PCR is then automatically routed to the HR employment analyst, who advertises for the position.
4) The hiring manager accesses NeoGov to review the applicants for the open position. S/he screens,
interviews, checks references, and selects the candidate best suited for the position and notifies the HR
employment analyst.
5) The analyst gives the Compensation Manager a copy of the application and the job description. The
manager creates and completes a Salary Placement Worksheet and gives back to the analyst. If the
position is a manager or above, or a DoTS employee grade 25 or above, the compensation manager will
bring it before the Compensation Committee for review and approval; then return it to the analyst.
6) The analyst makes the job offer, creates the job offer letter, communicates all hiring information, and
gives the hiring packet to HRIS to enter into SAP so the new employee can be set up for internal systems
and entered into payroll.
If this process is not followed, the hiring manager must obtain the Class and Compensation Form, complete all
areas, and obtain all authorizing signatures, then give to HRIS for entry into SAP.

6. INDIVIDUAL SALARY ADMINISTRATION GUIDELINES

6.1 New Hire Salary Placement
A new employee will be placed on the salary scale in the designated range for the position. The salary step
placement will be based on the qualifications of the individual as compared to the requirements of the position.
Additional comparisons will be made of the salaries of other incumbents in the position, its past incumbent, its
peers, direct reports and supervisor, and the date of hire (taking into consideration that if the employee is hired
within three (3) months of the annual salary step increase, he/she will not be eligible for the annual step increase).
The Deputy Superintendent at his or her discretion may also recommend a salary. General guidelines are as
follows:

Minimum (Step 1 to Step 4), for a new employee who does not meet the minimum requirements of the
position; or if the person is considered an intern; in a learning capacity; in a temporary situation, or other
unusual circumstance.
Step 5, for a new employee with only minimum qualifications.
Step 7, midpoint, for a new employee with preferred qualifications.
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Step 8 and above, for a new employee who possesses both the minimum and preferred qualifications
and/or has credentials greater than the preferred requirements. The decision to move higher than a Step
7 must be documented by the additional qualifications/education over minimum and preferred.
Unless internal equity dictates otherwise, normally a new hires salary will not be placed above Step 10.

When an employee is hired from another organization, the employee's past salary may be a factor in salary
placement at SPS. However, recognizing that different organizations are not equal in their application of
compensation models, making a salary offer based only on an individual's salary history with a previous employer
may jeopardizes SPSS ability to sustain a fair internal system of compensation. All salary quotes to potential new
hires, in addition to the above guidelines, will take into consideration internal equity as well as potential
compression with supervisors and direct reports.

6.2 Promotional Salary Placement

A promotion is defined as a change to an individual resulting from the advancement to a different position that
requires activities of significantly increased job complexity and/or responsibility (position must go through the
posting, hiring, interviewing process), or the position has changed grade levels as a result of a market analysis.
Department supervisors and or Cabinet level leaders may submit requests for reclassification related increases,
and promotional increases related to reorganization or restructuring but must follow the hiring process to ensure
the District has given everyone an opportunity to apply for the position, and that the best candidate (whether
internal or external) is selected for the position. Before the Compensation Manager can begin a promotional
salary placement analysis, all paperwork must be received from the HR Hiring Analyst showing the PCR, the
posting, the budget approval, and the hiring interviewing process. Managers and supervisors are not authorized to
make commitments to employees regarding promotions, reclassifications, or salary until after the HR Department
and the Compensation Committee have reviewed and approved the action. The Manager of Compensation will
process these and make recommendations for approval. All positions of manager or above require Compensation
Committee approval. All other positions will require the approval of the Assistant Superintendent of Human
Resources.

All promotional increases granted to employees must be paid for within the department's existing budget.
Supervisors must provide documented evidence of the available budget to the Director of Human Resources as
part of their initial hiring request. This information included budget cost center and approval is contained on the
PCR Form.

The Compensation Committee is responsible for reviewing all requests for promotions of manager or above.

The Manager of Compensation will review the individuals present salary and compare it to the salaries of:
The past incumbent(s) of the position,
The present incumbent(s) of the position,
The supervisor of the position,
The peers of the position,
The positions and incumbents of those positions, which report to it.
The past experience and education of all incumbents,
A minimum increase of 4% if doing so does not disturb internal equity.

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After approval, the Compensation Manager will notify the appropriate HR Analyst to put the increase into effect.

An employee may not submit a reclassification request as that must come from the department supervisor or
Cabinet level leader. However, an employee who believes that he/she is working outside the scope of the job
description should notify his/her supervisor. If there is no satisfactory resolution, the employee should contact the
Human Resources Operations Director.

6.3 Downward Reclassification Salary Placement
A downward reclassification occurs when an employee moves (voluntarily or involuntarily) to a position in a lower
grade. The impact of a downward reclassification on an employee's salary is dependent on the circumstances of
the reclassification.

Restructuring - a manager may recommend to the Human Resources team a department restructure that
may include a direct lateral transfer (same grade) or a downward transfer (to a lower grade) of an
employee. Human Resources must review and approve all recommendations, giving consideration to
equity. In a downward change resulting from restructuring, the employee will be put into the new grade
at a step closest to (but above) what he/she is presently making. If the employee is making an amount
greater than the maximum of the new salary range, his/her salary will be frozen (999 override) for a
period not to exceed three (3) months. It will then be slotted into the correct range. During this time, no
increase in salary will be given, including cost-of-living, salary structure changes, or other general
increase.
Performance - If the downward reclassification results from performance-related issues and these issues
are adequately reflected in performance evaluations, the employee's placement on the new salary
schedule will be consistent with the grade of the position to which they are newly assigned. The step will
be determined by internal equity taking into consideration the present step of the employees salary. The
Assistant Superintendent of Human Resources or designee must approve exceptions to this guideline.
Voluntary- if the downward reclassification results from a voluntary application for and transfer into a
lower level position, the employee's salary may not be greater than the maximum of the new grade and
the step will be decided upon based on internal equity. If there are no other incumbents in the same job
title, the salary will be calculated as for a new hire with additional consideration given to past SPS
employment.

6.4 In-Grade Salary Adjustments
6.4.1 In-grade salary adjustments, or lateral transfers, can be a movement to another job in the same
salary grade in the same department. Lateral transfers do not necessitate a corresponding change in salary,
except for adjustments required to reflect the work calendar days of the new position, if applicable, and
adjustments to maintain internal equity within the department.
6.4.2 In-grade salary adjustments are rare occurrences and will not be approved for full departments
or large numbers of employees. Under limited circumstances, a manager may request the Compensation
Committee to evaluate a non-represented position(s) for a salary adjustment(s) within a range, in the absence
of a change in classification. Such adjustments shall only be considered if the following conditions are met:

The employee's salary placement is below that of a majority of his/her peers who are performing a job
with the identical grade, comparable duties, and responsibilities and is performing at an equal or greater
performance level, and factors indicate that the salary is not placed correctly with regard to internal
equity, which includes factors such as education and time in position (or similar outside position)
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6.4.3 In-Grade salary adjustments must be approved by the Compensation Committee. All requests
must be made during the open dates. Any such allowed adjustments must be funded within the existing
budget of the department.

6.5 Interim or Temporary Salary Adjustments

The following guidelines apply to an employee to interim appointments, both for filling vacancies and interim
upgrade appointments:

6.5.1 An interim or temporary appointment should not last longer than six (6) months. It is the
responsibility of the immediate supervisor to justify the reasons for an interim/temporary appointment as well as
the expected date of ending of the assignment. This date will be entered into SAP and will automatically convert
the persons salary to what it was before the interim/temporary salary adjustment. If it is expected to last longer,
up to an additional six (6) months may be allowed, however the reasons for the additional length must be
presented to the Compensation Committee for approval before the first interim or temporary period has expired.
6.5.2 Employees receiving interim appointments will have their salary placed at the grade level and
step for the position they are filling. This will entail a review of salary as outlined in the new hire salary process. If
the position becomes permanent, the interim will be taken off the title and the salary will remain as it was
during the interim period.
6.5.3 No temporary upgrades or appointments will be made for less than ten (10) working days.

6.6 Employee above Maximum of Salary Range (code 999)
6.6.1 Paying above the maximum of the salary range is not consistent with the District's overall
compensation approach. It causes internal equity problems and inflates the organization's compensation
expenses.
6.6.2 By design, employees who reach the maximum of their salary range are consistently meeting
employee performance expectations for the position. These employees may be encouraged to pursue job
promotions that elevate their salary range and provide renewed opportunities for salary growth.
6.6.3 Any salaries above the maximum of the appropriate salary range must be reviewed by and
approved by the Compensation Committee. Their SAP record should show their correct grade and level with a
code 999 salary override along with a memo indicating when the override will end.

6.7 Change in employee work year
An employee whose work year is changed in the same pay grade shall have his/her annual salary adjusted
according to the compensation scale for each pay grade and shall retain his/her current step.

6.8 Employee Transfers between Non-Represented and Represented Salary Schedules

Pay grade and salary placement for employees who transfer from a represented position to a non-represented
position will be determined solely in relation to the position to be filled and its associated work-year, and must
adhere to the compensation policies for non-represented employees, regardless of differences in pay scales and
work-year between represented and non-represented groups, in order to maintain internal equity among non-
represented staff. The education and previous experience of the employee will be considered in the initial
placement as it would for external hires. It is expected that open position has gone through the hiring process of
posting, interviewing, and selection of the transferred employee.
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Compensation for employees who transfer from a non-represented position to a represented position will be
determined based on the provisions of the appropriate collective bargaining agreement.

6.9 Rehires/Retirees
Rehired employees will be hired and compensated based on the policies and procedures for new employee hires in
accordance with the rules and laws of the State of Washington. Retirees may be used only if no other candidate
meets the qualifications of the position. Rehired employees and retirees will be placed no higher than their former
base rate based on step and grade. Appropriate documentation must be kept in the HR department that confirms
and documents the reason for hiring a retired candidate.

If a terminated or retired employee is rehired as an hourly employee, the current rate schedule for non-rep
hourly rates will apply. The hourly compensation is for base rate only; there will be no additional benefits
bestowed upon or accrued while the employee is hired as an hourly status, nor additional consideration of salary
in lieu of benefits.

The following is a rate list (updated Jan, 2014) for non-rep hourly employees who are usually retired or hourly
rehires:

Type of Hourly Employee Job Code/Salary Plan Hourly Rate
Hourly Management Principals 7361 HR1 $50.00
Hourly Management Assistant Principals 7361 HR1 $45.00
Hourly Management Administrative 1 Analytical work 7361 HR1 $40.00
Hourly Management Administrative 2 Highest level analytical work 7361 HR1 $45.00
Management Non-Administrative 7361 HR1 $30.00

7 GROUP SALARY ADMINISTRATION GUIDELINES

7.1 Annual Salary Adjustments

During the planning for the next school year the Assistant Superintendent of Human Resources, Assistant
Superintendent of Finance, Director of Operations and the Manager of Compensation will develop an Annual
Compensation Plan that will include a schedule for calculating the salary budget for Non-Represented employees.
The Annual Compensation Plan will specify the criteria by which individual employees will qualify for salary
increases and the total proposed pool of funds to be used. The Annual Compensation Plan must be approved by
the Superintendent and will be included in the budget projections for the next fiscal year.

7.2 Criteria for Annual Salary Increases

In reference to step progressions during the annual salary adjustments, only employees who have been in their
position for three months or more as of the effective date of the increase will be eligible for an annual increase.



COMPENSATION FORMS/PUBLICATIONS

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Salary Placement Worksheet
Compensation Approval Form
Personal Change Request (also available on-line)
Salary Schedules for 260, 223, and 204 day Non-Rep Employees
Compensation Bulletin for Management Staff



See also: Administrative Guidelines for Compensation NON-REPRESENTED