One year of experience credit is typically provided for each year of education for a relevant degree beyond the education required for the job classification. For example, an Administrative Assistant candidate with 4 years of part-time experience prior to working at Duke as a Secretary should be credited with 2 years (50 percent) of relevant work experience.Īs a guideline, experience credit may be provided for relevant education beyond the requirement for the job. Prior work experience is considered “relevant” to the staff member’s current job when the prior duties performed and the knowledge, skills and abilities gained in those prior positions are readily applicable to the job to be performed.Įxperience gained in a part-time position should be pro-rated. Prior work experience that has provided applicable knowledge, and therefore value that is directly relevant to the work to be performed, should be counted when determining relevant work experience. The knowledge, skills, and abilities of the new individual as compared to others in the organization is essential to ensure that the staff member is paid appropriately in comparison others. 120 percent of the Market Target - Long-term experienced professional who possesses well established skill sets and performance capabilities.Īpplicable Knowledge, Skills and Abilities. ![]() Above the Market Target - Highly experienced professional who possesses skills, competencies, and capabilities well beyond the minimum required.Below the Market Target - Fully qualified to perform all duties and responsibilities of the position.80 percent of the Market Target - Meets minimum requirements of the position.There are also specific guidelines for determining merit increases for new hires. If you need assistance in establishing pay rates, contact your entity HR Director. other considerations (budget, legal, internal pay relationships)įor some bi-weekly job classifications, there are more detailed guidelines established annually.applicable knowledge, skills, and abilities.Factors to consider in determining this rate include: The new hire starting rate of pay is determined by the hiring manager. Establishing Pay Ratesĭuke University Health System has established guidelines for assisting managers in determining appropriate pay rates for different situations, including: ![]() Generally, this range of competitiveness is similar to the traditional salary range minimum and maximum. Each market target has a range of competitiveness defined as 80 percent below the market target and 120 percent above the market target. Every job within a band is assigned into one of the three targets and is based on specific work requirements and the knowledge, skill, and competency differences needed to execute the work. This is also known as the "market median."Įach pay band has three market targets. A "market target" is defined as what the market would pay for a fully competent, experienced individual for a particular type of job. ![]() There is a 100 percent spread between the minimum and maximum of each pay band. Compensation trends in the market and external economic factors – such as the Consumer Price Index and unemployment rate – as well as internal economic factors (such as the ability to pay) are also taken into consideration when establishing annual salary and structure recommendations.ĭuke University Health System maintains a salary structure that consists of 13 pay bands. The bands are reviewed for appropriateness and revised to meet the objective of remaining competitive within the market. Rewards and Recognition within Duke Human Resources annually evaluates the external pay rates of benchmark jobs through surveys in order to establish competitive rates of pay. Salary bands are established based on competitive pay practices and are designed to establish the range of salaries that will be paid for respective jobs within the bands. Duke University Health System maintains a broadband pay structure of 13 bands that are based on competitive pay practices and designed to establish the range of salaries that will be paid for respective jobs within the bands. Duke University Health System administers compensation policies and programs that reflect the value of job duties and responsibilities, offer competitive and equitable pay, and provide opportunities for pay growth based on available resources and performance contributions.
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