XAVIER UNIVERSITY
STAFF PAY GUIDELINES
Revised 03.15
Ta b l e o f C o n t e n t s
Xavier University Staff Pay Guidelines
July 2013 (Revised March 2015)
Total Compensation Philosophy ............................................................................ 1
Compensation Program Governance .................................................................... 4
Salary Structure ..................................................................................................... 5
Staff Salary Structures (37.5 and 40.0 hour schedules) ................................. 6
Assigning Jobs to Grades ................................................................................ 7
Paying within the Structure .............................................................................. 7
Creating a New Position / Job ......................................................................... 7
Setting the Initial Salary ................................................................................... 9
Guidance for Paying Within a Grade ............................................................... 9
FLSA Wage & Hour Guidelines ........................................................................... 10
Titling Guidelines ................................................................................................ 111
Job Re-evaluation Requests .............................................................................. 122
Understanding Job Re-evaluation ............................................................... 122
Re-evaluation Requests .............................................................................. 122
Job-Related Changes .......................................................................................... 13
Salary Adjustments .............................................................................................. 14
Annual Increases ......................................................................................... 144
Equity and Market-Based Adjustments ....................................................... 144
Off-Cycle Increases ..................................................................................... 144
Appendix I. Comparison Market Details............................................................... 16
Appendix II. Glossary of Terms ............................................................................ 19
Total Compensation Philosophy
The Xavier University (“Xavier”) President’s Cabinet collaboratively worked to develop the
University’s compensation philosophy. Leadership will be mindful of these principles when
making any compensation-related decisions.
Xavier University’s
Total Compensation Philosophy
OVERVIEW
Xavier University is a Jesuit Catholic institution deeply committed to our mission and values.
These values constitute the foundation for our identity and guide the way we approach all
things. Fundamentally, Xavier is a non-profit educational institution that focuses on
providing an excellent and transformative educational experience so that our students are
shaped by our Jesuit mission and identity, and our alumni truly become men and women for
others. Xavier also affirms that those who serve the institution, including faculty, staff, and
administrators, are ultimately the ones responsible for fulfilling our mission and achieving
our goals. This acknowledgement then provides the basis for our total compensation
philosophy.
VALUES
A number of specific Ignatian values apply to all areas of our work, and to the context for
employment and compensation at Xavier. These include:
Rigor
Originating directly from the founding work of St. Ignatius of Loyola, an ethic of work—both
in service to others and in developing and realizing our human gifts—has been a
fundamental value of the Jesuits. This value applies to those who work for, serve Xavier,
and support our mission. The standards for working at Xavier are therefore substantial,
both in the quality of individuals who are hired as well as the work that they perform in their
respective roles.
Magis
The word Magis refers to the greater, the more. The people of Xavier incorporate this
philosophy into their work by seeking to serve Xavier and our students in the fullest way
possible, and by continuing to seek ways of improving ourselves and the way we serve
society.
Responsibility
Xavier serves society by providing education to the citizens and leaders of tomorrow.
Former Superior General Peter Hans Kolvenbach, SJ noted that the measure of a Jesuit
university lies in who their graduates ultimately become. In order to provide access to a
Xavier educational opportunity and to do so in a way that reflects a reasonable cost to
students, the University is committed to acting in a responsible manner in order to maintain
a high quality educational experience and simultaneously an effective and efficient
operational and cost structure. This is reflected in Xavier’s attention to an appropriately
sized workforce of highly competent individuals who are compensated fairly and in a
comprehensive way.
1
Respect
Xavier’s culture is intended to embody the value of respect among all people. This is
demonstrated in the way that faculty and staff are hired, led, treated, and compensated. We
uphold the principles of equal employment opportunity, diversity, and inclusion. Respect
and compassion are woven into the fabric of everything we do, including our working
environment.
Cura Personalis
One of the most fundamental elements of Jesuit mission and identity is cura personalis—
care for the whole person. Xavier is committed to providing a quality work environment that
acknowledges the needs of the whole person. This is demonstrated in our total
compensation philosophy, as well as Xavier’s acknowledgment of a work-life integration for
all.
Justice
Within the context of our mission and identity, operational needs, and external environment,
Xavier is committed to providing our faculty, staff, and administrators with a quality working
environment and a fair comprehensive classification and compensation structure.
Reflection and Discernment
Xavier cares deeply for its faculty and staff, the services they provide, and the contributions
they make in support of our mission. As a result, Xavier’s approach to total compensation is
based on careful and thoughtful reflection, planning, and action. We utilize all available
information, combined with careful analysis and planning, culminating in sound practices
with regard to total compensation for our employees.
GUIDING PRINCIPLES
As an expression of its Jesuit Catholic mission, Xavier University maintains a
comprehensive compensation program which recognizes the dignity of each person and is
directed at attracting, retaining, and rewarding an accomplished and diverse faculty and
staff. The total compensation program (salary and benefits [e.g., medical, tuition remission,
retirement, vacation, professional development]), policies, and practices are grounded in the
following guiding principles:
Xavier’s compensation system both aligns with and simultaneously exemplifies our overall
mission, strategies, and plans. Compensation policies and procedures support our mission,
identity, vision, values, goals, and long-term direction.
Xavier’s compensation system is competitive within the relevant markets for faculty and
staff, and equitable based on job responsibility and performance.
Xavier’s compensation system ensures good and enduring stewardship of resources, both
human and financial.
Xavier’s merit-based compensation is an important component of our faculty and staff’s
salary progression and is dependent upon performance. This feature of our compensation
system provides the capability to recognize outstanding performance.
Xavier strives to ensure that compensation decisions are made as objectively as possible.
Our compensation system will be supported by reliable market data, reviews for internal
equity, and performance evaluations.
2
In addition, the President’s Cabinet defined comparison markets against which to compare
Xavier’s compensation levels. Details are provided below.
Higher Education Comparison Market:
The institutions on this list are a representation of the market from which the University recruits
talent.
Criteria for inclusion on this list include:
National 1

Location:

Student Enrollment: Between 4,000 and 12,000 students

Institution Type(s):
Private Religious; Private Not-For-Profit

Degrees Granted:
Master’s
Note that separate comparators for Athletics jobs exist due to the nature of that particular
market for talent. A full listing of institutions in each of the comparison markets (Staff &
Administration and Athletics) can be found in Appendix I. Senior leadership are not covered by
the structure resulting from this initiative and are benchmarked against a more narrowly defined
comparison market group determined by Compensation Committee of the Board of Trustees.
General Industry Comparison Market:
For jobs commonly found in general industry, a number of survey sources are used. National1
data points for similar sized organizations and companies are selected as reference points.
1
Sibson Consulting, an independent third-party, conducted a study of the cost of labor in Cincinnati, Ohio
relative to the United States average. Results indicate that Cincinnati is on par with the national average.
3
Compensation Program Governance
Xavier strives to treat its employees in a manner that reflects our Jesuit principles. To maintain
an environment of fairness and to ensure that the program is administered in a consistent,
responsible manner, the roles and responsibilities for the parties involved in compensation
decisions and/or administration are defined as such:
• Fulfills position’s essential functions, as defined by the Position Description Questionnaire
Employee
• Responds to feedback provided as related to job responsibilities and performance
• Provides accurate records of hours worked, as needed
• Raises issues about job responsibilities and/or compensation with his or her manager
Individuals
with Direct
Reports
•
•
•
•
•
•
•
Understands job responsibilities and requirements of jobs in his or her area of responsibility
Develops and maintains open and trusting relationships with staff
Maintains accurate and current job descriptions
Sets performance expectations, provides clear and helpful feedback, and evaluates performance
Collaborates with the Office of Human Resources to develop and maintain appropriate salaries
Communicates compensation messages in a timely and transparent manner
Addresses issues or concerns about job responsibilities and/or compensation from employees,
escalating requests when needed
• Consistently and fairly administers the employee compensation program
Office of
Human
Resources
• Communicates the pay program to ensure understanding within the Xavier community
• Reviews market competitiveness periodically to ensure that pay levels are appropriate relative to
the market
• Designs the salary structure and maintains it relative to the market
• Assists with employee questions and concerns
• Serves as a resource for information about the compensation program, which includes providing
strategic guidance to leadership
• Serves in an advisory role to the University Planning and Resource Council (UPRC)
• Monitors the effectiveness and competiveness of compensation program and practices
Office of
Payroll
• Issues paychecks per University guidelines
• Reconciles issues in a timely manner
University
Leadership
• Sets and communicates institutional strategy, objectives, and operational goals to the community
• Sets the standard for performance planning, coaching and feedback, and holding their
direct/indirect reports accountable for the same
• Makes decisions consistent with the Total Compensation Philosophy
• Ensures that communications with the University employee population are transparent
• Reviews and endorses comparison market(s)
Board of
Trustees
• Approves Senior Leadership comparison market group
• Evaluates, provides oversight and approves performance and compensation for specified
employees defined by law and reviews compensation of other identified employees
• Reviews and approves compensation pool for University
4
Salary Structure
A large portion of Xavier’s exempt and non-exempt staff jobs have been benchmarked to
reliable market data sources and the market consensus from these sources has informed the
development of the salary structure. The structure is designed to allow the University to attract
and retain employees. If institutional needs or specific jobs/job families require greater
competitiveness, the pay position for select jobs and/or job families may be modified.
The staff salary structure is made up of several components:

Grade is the label used for a single salary range. The structure has 12 grades with control
points (minimums, midpoints, maximums), one grade with no maximum, and two additional
grades (X and Y) to manage senior leadership pay and pay for other unique jobs (e.g., jobs
paid with a stipend or whose incumbents are part-time) which do not fit in the structure. The
minimum is the lowest point at which an employee whose job is within a specific grade will
be paid.
NOTE: The University does not intend to compensate its employees below the
minimum. At the time these pay guidelines were implemented, the University
committed funding to bring all employees up to at least their grade minimum
salary levels.

The midpoint is the average of the minimum and the maximum. It is literally the “middle” of
the grade. Pay for employees who are fully competent in their roll will cluster around this
point once the structure and any related adjustments are fully implemented.

The maximum is the highest point at which an employee whose job is within the grade will
be paid. In circumstances involving high performance, individuals may be granted a lump
sum payment.
5
XAVIER UNIVERSITY’S STAFF SALARY STRUCTURE AS OF JULY 2015
Salary Structure (37.5 hour schedule)
Grade
25
26
27
28
29
30
31
32
33
34
35
36
37
X
Y
Min
$23,154
$25,500
$26,826
$30,090
$33,660
$38,352
$43,656
$46,716
$54,264
$62,934
$72,726
$87,618
$105,774
N/A
N/A
1st
Quartile
$24,888
$27,438
$29,580
$33,150
$37,026
$42,228
$48,042
$53,754
$62,424
$72,420
$85,476
$105,162
$129,642
N/A
N/A
Mid
$26,648
$29,274
$32,232
$36,108
$40,392
$46,002
$52,428
$60,792
$70,482
$81,804
$98,124
$122,706
$153,408
N/A
N/A
3rd
Quartile
$28,356
$31,212
$34,884
$39,168
$43,758
$49,878
$56,814
$67,830
$78,642
$91,290
$110,874
$140,250
TBD
N/A
N/A
Max
$30,090
$33,150
$37,536
$42,126
$47,124
$53,652
$61,098
$74,766
$86,802
$100,674
$123,624
$157,692
TBD
N/A
N/A
Salary Structure (40 hour schedule)
Grade
25
26
27
28
29
30
31
32
33
34
35
36
37
X
Y
Min
$24,697
$27,200
$28,614
$32,096
$35,904
$40,909
$46,566
$49,830
$57,882
$67,129
$77,574
$93,460
$112,825
N/A
N/A
1st
Quartile
$26,548
$29,267
$31,549
$35,360
$39,494
$45,043
$51,245
$57,337
$66,586
$77,248
$91,175
$112,172
$138,284
N/A
N/A
Mid
$28,424
$31,225
$34,381
$38,515
$43,085
$49,069
$55,924
$64,835
$75,181
$87,258
$104,665
$130,886
$163,636
N/A
N/A
3rd
Quartile
$30,246
$33,293
$37,210
$41,779
$46,675
$53,203
$60,601
$72,352
$83,885
$97,376
$118,266
$149,600
TBD
N/A
N/A
Max
$32,096
$35,360
$40,038
$44,934
$50,276
$57,229
$65,171
$79,751
$92,588
$107,386
$131,866
$168,205
TBD
N/A
N/A
Depending on trends in the market and Xavier’s compensation strategy, the institution will
complete a comprehensive market study to assess the structure’s competitiveness and
alignment with the Xavier’s strategic objectives. A revised salary structure will be developed
and implemented whenever appropriate and authorized by University Leadership.
6
Assigning Jobs to Grades
In summer 2011, Position Description Questionnaires were completed by 99% of employees
and collected by the Office of Human Resources. Positions with highly similar responsibilities (in
terms of types of responsibilities, scope of accountability, and overall complexity) were grouped
to form jobs. In some cases, jobs contain multiple employees and, in others, jobs contain a
single employee.
The grade to which jobs were assigned was determined as follows:

Benchmark jobs (those for which market data was collected and analyzed) were initially
assigned to grades based on the market consensus (i.e., market value) of the job relative to
the grade midpoint. In very select cases, job assignments shifted slightly based on either
the placement of other highly similar jobs or the strategic value of the job to Xavier.

Non-Benchmark jobs (those not included in the market competitive assessment) were
assigned to grades based on the degree to which they are similar to benchmark jobs
already assigned to grades within the structure. Factors for this comparison include impact
of accountability, latitude of decision-making, level of managerial responsibility,
education/experience requirements, and skill level.
For both types of jobs, career progression from one level to the next and reporting relationships
were taken into account when assigning a job to a grade.
Paying within the Structure
The compensation program’s salary grades are wide enough to accommodate a variety of
experience and performance levels. Each employee can expect to be paid within the range
associated with his or her job’s salary grade. Base salaries within the range will be determined
by considering each individual’s skills, knowledge, experience, and performance.
Creating a New Position / Job
From time to time, it may become necessary to create a new job to allow the University to
achieve its strategic goals. HR will complete reviews for new positions as needed. When this
becomes necessary, the manager, appropriate leader, and HR will follow the following steps:
Step 1: Develop a Position Description for the Job
The manager, working with the appropriate leader and the Office of Human Resources as
needed, develops a position description for the job using the position description template to
account for the key duties of the job.
Step 2: Assess to Determine if Position Can Fit an Existing Job Title
HR completes a review of the position description to determine whether it fits into a job which
currently exists at Xavier. If it does, the position is incorporated into this job title, and pay is
based on the grade for the job title. If not, proceed to Step 3.
7
Step 3: Review the Description and Determine its Grade Assignment
Either through a quantitative market analysis (for benchmark jobs) or a qualitative comparison
against jobs already assigned to grades in the salary structure (non-benchmark jobs), the Office
of Human Resources will determine the grade in which the job will be placed.
Once this process has been completed and the position is filled (either internally or externally),
the starting salary will be set using the process detailed under Setting the Initial Salary.
8
Setting the Initial Salary
Setting a starting salary involves a review, by the Office of Human Resources, of a job’s
responsibilities and requirements as well as the skills and experience of the incumbent, using
the salary range associated with the job’s grade as the guideline.
Step 1: Review Skills and Experience of the Individual
Individual pay will be set within the grade collaboratively by the Office of Human Resources and
the employee’s manager. This decision will be based on the incumbent’s skills, knowledge, and
experience.
Step 2: Review Internal Equity
Before any salary is finalized, the Office of Human Resources will conduct a review of salaries
of current employees in similar jobs to ensure internal equity.
Step 3: Define Appropriate Salary Level
The Office of Human Resources, the manager and the appropriate leader will work together to
set an appropriate starting salary, either for an internal or external candidate, using the chart
below.
Guidance for Paying Within a Grade
Step 4: Process Final Salary Recommendation
Final salary recommendation is submitted to the Office of Human Resources for review. Upon
approval, the Office of Human Resources will submit this information to the Office of Payroll.
Note that this process may vary depending on the level of the job at Xavier.
9
FLSA Wage & Hour Guidelines
Xavier administers its compensation program so that it is in compliance with all state and federal
guidelines. One key federal law that governs pay is the Federal Labor Standards Act (FLSA). It
is very important that those who manage employees and approve timesheet submissions to the
Office of Payroll be well-versed in this law.
This legislation places all employees into one of two designations, based on type of job
responsibilities, reporting relationships, and/or qualifications of the person.
1.
An exempt employee is one who passes all exemption tests under FLSA and who is not
required to be paid overtime pay.
2.
A non-exempt employee is one who does not pass the exemption tests under FLSA and
is eligible to receive overtime pay (1½ times regular hourly rate for any time worked over
40 hours per week).
Federal and state laws require that employees in non-exempt jobs be paid for all the time they
work. According to the Federal Labor Standards Act (FLSA), Xavier can be penalized for failure
to pay for unauthorized time worked.
It is the responsibility of the manager to communicate when overtime is and is not appropriate
for an employee. It is the responsibility of the employee to follow managerial guidance and to
work overtime only when it is approved by his or her manager.
The Office of Human Resources is responsible for making determinations on exempt- or nonexempt status based upon federal laws.
Further detail on FLSA can be found on the Department of Labor’s website:
http://www.dol.gov/compliance/laws/comp-flsa.htm
10
Titling Briefs
Job titles will be developed based on the guidelines described in this section. These guidelines
are intended to ensure that job titles are consistent across the University and accurately
describe the work for appropriate placement within the compensation structure. They are also
meant to minimize internal equity issues and reduce legal risks.
All job titles at Xavier must meet the following criteria:
1.
Accurately reflect the duties associated with the job
2.
Be similarly worded to other like jobs in the market
3.
Follow one of the following constructs:
a.
If the employee manages people:
b.
1)
Level, Function
2)
Example: Manager, Accounting
If the employee manages a function:
1)
Function Level
2)
Example: Web Content Manager
4.
Avoid excessive language or inflated terminology
5.
Be approved by the Office of Human Resources
The table below may be used to abbreviate titles, if needed.
TITLING ABBREVIATIONS
Term
Abbreviation
Term
Abbreviation
Administrative
Admin
Information
Info
Analyst
Anlst
Manager
Mgr
Assistant
Asst
Senior
Sr
Associate
Assoc
Services
Svcs
Center
Ctr
Specialist
Spec
Executive
Exec
Supervisor
Spvr
Executive Director
Exec Dir
Technician
Tech
General
Gen
Vice President
VP
11
Job Re-evaluation Requests
Understanding Job Re-evaluation
During the normal course of operations, changes in primary position responsibilities may make it
necessary to rewrite or update the Position Description Template (PDT). If a position changes
substantially, these changes should be noted and forwarded to the appropriate department
head for review and approval. The department head should review changes to ensure equitable
distribution of departmental workloads and appropriate assignment of tasks. Once the
department head approves these changes, the PDT should be rewritten and submitted to the
Office of Human Resources for review.
Positions are reclassified only when formal review by the Office of Human Resources staff
determines that the grade of the position should be changed.
The following are examples of situations that may warrant a job reevaluation:

Department reorganization and job restructuring

Addition of full-time staff reporting to the job

Addition of new area(s) of responsibility

Change in greater than 30% of job content

Major change in level of authority and accountability
Re-evaluation Requests
Requests for re-evaluation should be made by the manager to whom the position reports, and
not by individual employees. If an employee believes that his or her job needs to be
reclassified, he or she should discuss this with his or her manager, who will review the request
with the Office of Human Resources to determine the appropriate course of action.
The schedule for re-evaluation requests is below. Note that only one re-evaluation per job is
permitted in a given fiscal year.
RE-EVALUATION SCHEDULE
Fall Semester
Spring Semester
Action
October 1
March 1
Materials and approval submitted to HR
December 15
May 15
Manager notified of results
January 1
July 1
Effective date for any change in title, grade or compensation
12
Job-Related Changes
Throughout the normal course of University operations, it is possible that an employee’s job will
change for a number of reasons. The table below highlights several different types of changes
as well as their impact on the employee.
JOB CHANGES
Type of Change
Impact
Movement to a Higher Grade
May be either due to the re-grading of current job
or promotion to a new job
Employee will be compensated in accordance with
the new job’s grade with position within the range
determined based on the individual employee’s
skills and experience
Movement within Current Grade
Lateral move to a new job in the same grade
Employee’s compensation will be re-evaluated
relative to the new job and may or may not receive
an adjustment
Movement to a Lower Grade
May be either through re-grading of current job,
demotion to a new job or voluntary job change
If movement is voluntary:
• Employee will be compensated in accordance
with the new job’s grade (pay likely reduced)
• Step-downs may be used if warranted
If movement is not voluntary:
• Employee salary will remain the same but will be
managed relative to the new grade; if pay is
above the maximum of the new range, up to a 2
year step down will be put in place to adjust pay
to the appropriate level
Interim Appointment
Assignment of additional job responsibilities on a
non-permanent basis
Each case will be evaluated individually by the
Office of Human Resources and any related pay
change will be in effect until the interim
appointment is complete
Earning a Degree or Other Professional
Designation
Employee pay will not change unless job
responsibilities change significantly
13
Salary Adjustments
Annual Increases
The Office of Human Resources will provide analysis and recommendations for annual
increases using relevant external and internal information to the University Planning and
Resource Council (UPRC) for their review. The UPRC determines if it is in the best interest of
the institution to allocate funds for salary increases and whether the labor market trends indicate
a need for increases. Should an increase be approved, The Office of Human Resources will
determine the most appropriate method of allocating these increases. While it is the intent of
the University to provide annual salary increases when finances permit, Xavier University
cannot guarantee that such increases will occur every year.
Equity and Market-Based Adjustments
The Office of Human Resources will review market data and internal salaries regularly. From
time to time, it may be necessary and appropriate to adjust salaries to establish/maintain
internal equity or to recognize significant market changes. If an adjustment is warranted, it will
be identified separately.

Equity Adjustment: An adjustment that is made to ensure that an individual employee’s
salary appropriately reflects his or her skills, knowledge, experience, and performance.

Market Adjustment: An adjustment that is made to recognize changes in the competitive
market salary for a job. Market adjustments are unlikely to occur often, because the salary
structure is based on market analysis and is updated regularly to ensure continued
competitiveness. Occasionally, however, unusual market circumstances may warrant an
adjustment.

Counter-Offer: An adjustment that is made after a review of salary is initiated by a manager
when an employee has an offer from another organization. Employee should provide a
documented offer containing the job title and salary at the other organization This counteroffer will be made after a thorough review of both market data and internal salaries in the
job.
The Office of Human Resources will approve all adjustments prior to implementation.
Off-Cycle Increases
There may be special circumstances that warrant a pay increase independent of the annual
increase. If this is the case, they will be communicated separately from other increases. Offcycle increases are limited to once per year, if provided.
14
APPENDIX
I. Comparison Market Details
15
Appendix I. Comparison Market Details
Higher Education Comparison Market:
The institutions on this list are a representation of the market from which the University recruits
talent. The list will be reviewed annually when a review of benchmarking data is completed.
Criteria for inclusion on this list include:
National 1

Location:

Student Enrollment: Between 4,000 and 12,000 students

Institution Type(s):
Private Religious; Private Not-For-Profit

Degrees Granted:
Master’s
Note that the Board of Trustees and the President’s Cabinet identified separate comparators for
Athletics jobs due to the nature of that particular market for talent. A full listing of institutions in
each of the comparison markets (Staff & Administration, Athletics, and Athletic Director) can be
found in Appendix I. Senior leadership are not covered by the structure resulting from this
initiative and are benchmarked against a more narrowly defined comparison market group.
STAFF & ADMINISTRATION (continued on next page)
Institution Name
Abilene Christian University
1
Location
Abilene, TX
Ashland University
Ashland, OH
Bellevue University
Bellevue, NE
Belmont University
Nashville, TN
Benedictine University
Lisle, IL
Bentley University
Waltham, MA
Bradley University
Peoria, IL
Butler University
Indianapolis, IN
Campbell University
Buies Creek, NC
Canisius College
Buffalo, NY
Cardinal Stritch University
Milwaukee, WI
Chapman University
Orange, CA
College of Saint Rose
Albany, NY
Columbia College
Columbia, MO
Columbia College Chicago
Chicago, IL
Concordia University Wisconsin
Mequon, WI
Sibson Consulting, an independent third-party, conducted a study of the cost of labor in Cincinnati, Ohio
relative to the United States average. Results indicate that Cincinnati is on par with the national average.
16
Institution Name
Location
Creighton University
Omaha, NE
Davenport University
Grand Rapids, MI
Drake University
Des Moines, IA
Drury University
Springfield, MO
Elon University
Elon, NC
Emerson College
Boston, MA
Fairfield University
Fairfield, CT
Fairleigh Dickinson University Metropolitan Campus
Teaneck, NJ
Gonzaga University
Spokane, WA
Hawaii Pacific University
Honolulu, HI
Ithaca College
Ithaca, NY
La Salle University
Philadelphia, PA
Lewis University
Romeoville, IL
Liberty University
Lynchburg, VA
Loyola Marymount University
Los Angeles, CA
Loyola University Maryland
Baltimore, MD
Loyola University New Orleans
New Orleans, LA
Marist College
Poughkeepsie, NY
Marygrove College
Detroit, MI
Mercer University
Macon, GA
Mercy College
Dobbs Ferry, NY
Monmouth University
West Long Branch, NJ
Mountain State University
Beckley, WV
New York Institute of Technology Main Campus - Old Westbury
Old Westbury, NY
Providence College
Providence, RI
Quinnipiac University
Hamden, CT
Regis University
Denver, CO
Rider University
Lawrenceville, NJ
Roosevelt University
Chicago, IL
Sacred Heart University
Fairfield, CT
Saint Catherine University
Saint Paul, MN
Saint Joseph's University
Philadelphia, PA
Saint Leo University
Saint Leo, FL
Santa Clara University
Santa Clara, CA
Seattle University
Seattle, WA
Simmons College
Boston, MA
Southern New Hampshire University
Manchester, NH
Springfield College
Springfield, MA
St. Edward's University
Austin, TX
Suffolk University
Boston, MA
The College of New Rochelle
New Rochelle, NY
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Institution Name
Location
The University of Scranton
Scranton, PA
Touro College
New York, NY
University of Detroit Mercy
Detroit, MI
University of Indianapolis
Indianapolis, IN
University of New England
Biddeford, ME
University of New Haven
West Haven, CT
University of Redlands
Redlands, CA
University of Tampa
Tampa, FL
University of the Incarnate Word
San Antonio, TX
Villanova University
Villanova, PA
Wilkes University
Wilkes-Barre, PA
ATHLETICS
Institution
Location
Boston College
Chestnut Hill, MA
Butler University
Indianapolis, IN
Creighton University
Omaha, NE
DePaul University
Chicago, IL
Georgetown University
Washington, DC
Gonzaga University
Spokane, WA
Marquette University
Milwaukee, WI
Providence College
Providence, RI
Purdue University Main Campus
West Lafayette, IN
Saint Louis University
Saint Louis, MO
St. John's University
Queens, NY
The Ohio State University Main Campus
Columbus, OH
University of Dayton
Dayton, OH
University of Notre Dame
Notre Dame, IN
University of Richmond
University of Richmond, VA
University of Virginia
Charlottesville, VA
Vanderbilt University
Nashville, TN
Villanova University
Villanova, PA
Wake Forest University
Winston-Salem, NC
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Appendix II. Glossary of Terms

Benchmark Job: A job whose duties are at least a 70% match with one or more external
market briefs

Compa-Ratio: A comparison of incumbent salary to the midpoint of their pay grade. Used
to determine how individual and collective pay aligns with the institution’s structure

Comparison Market: The market against which an institution compares its pay levels; this
can either be a specific list of institutions, an industry, a geographic region or some
combination of these; often, a comparison market is reflective of the places from which
talent is sourced or to which it is lost

Comparison Market Group: A specific list of institutions against which pay data is
compared. This is sometimes referred to at Xavier as a compensation peer group

Competitive Pay Assessment: A comparison of the institution’s pay levels to those of the
market for talent

Competitive Range: The range around the targeted pay level of the comparison market
that is considered competitive, typically based on the needs and strategic objectives of the
institution

Essential Function: Duties and/or responsibilities that define the nature and purpose of a
job

External Equity Assessment: Degree of alignment of salaries for benchmark jobs with the
external market

Job Profile: A document which describes the essential functions, objectives, skills, and
experiences required for successful performance in multi incumbent jobs. Generally, this
document is used for hiring purposes as well as for conducting competitive pay
assessments

Market Brief: A short, written description of a job in a market survey

Market Survey: A study detailing the aggregate market pay rates for jobs; used to compare
jobs at an institution to the aggregated pay levels at other comparable institutions

Non-Benchmark Job: A job which cannot be matched to an external market brief as less
than 70% of the duties are a strong match

Pay Dispersion: An analysis which reviews the distance between the maximum and the
minimum pay in a job title via the following formula: (Maximum Annualized Full Time SalaryMinimum Annualized Full Time Salary)/Minimum Annualized Full Time Salary

Position Description: A document describing the essential functions, objectives, skills, and
experiences required in order to successfully perform in a position; generally, this document
is tailored to a specific incumbent’s duties and is used to facilitate the performance
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management process. For single incumbent jobs, the position description serves as the job
profile

Staff: All non-faculty positions.
20