EQUITY PROCESS
(For Employees covered by bargaining unit)
An increase in salary to remedy a salary inequity may be granted in accordance with applicable guidelines.
Step
1
Owner
Supervisor
2
HR
3
Supervisor
4
HR
5
Unit Director
6
HR
1
Equity Increases
Process
Determines they would like to recommend an equity increase for an employee and contacts
HR Generalist (Partner)
Runs BAIRS report
Talks with Manager to discuss the salary analysis (BAIRS report) and the process. This
discussion may include:
 Guidelines for Equity Increases
 The employees job experience and current salary in relation to recruiting and retention
difficulties for the position (recruitments).
 Comparisons with other staff members performing comparable work in the unit,
department, cluster, and for higher level professional and management positions
across the cluster, division and campus.
 An employee’s total salary increase in a single fiscal year (including, for example,
merit, promotional, and equity increases but not including incentive awards) shall not
exceed twenty-five (25) percent of base salary, unless an exception is granted by the
Chancellor.
 Position in the salary range and the employees potential for future growth
Writes a justification including the following:
 Proposed Equity amount
 Justification of why the increase is appropriate, including all relevant information such
as:
o How long employee has been working in title
o Detail of substantial increase in scope of ongoing responsibilities
Prepares Equity Request Form;
Consults with Fund Analyst to confirm availability of money;
Submits to Unit Director.
Reviews the Request, approves by signing and returns an electronic copy to HR for
processing
Submits Request Form to Labor Relations (Joyce with a cc: to Carmen);
 Must allow thirty days for Union response
Notifies Supervisor equity request has been approved; Records transaction in Workforce
Administration; Prepares letter to inform employee of change in salary; Files paperwork in
employee file;
Supplemental Procedures for the HR Generalist (Partner):
I.
An equity increase may be granted under unusual circumstances and is typically based on a serious salary inequity which
cannot be corrected through the merit review cycle.
II.
A salary inequity exists when an employee’s salary is significantly below that of those in the same title code with similar
performance, experience, skills, knowledge, and assignments. Examples of situations which may indicate a salary inequity
include:
a. The salary of a long-term employee is low relative to a new hire whose salary is highly market-driven.
b. There is significant salary compression between a supervisor and his/her employees.
c. An employee changes form a limited-term to a career position in the same class.
d. Market factors influencing recruitment and retention.
III.
If the Chancellor determines that staff salaries are not competitive with the labor market such that staff recruitment and
retention may be affected, the Chancellor also may grant an across the board market increase by organizational unit, job
level and/or title code to address those market lag concerns.
IV.
An equity increase may be considered for an employee who has assumed a substantial increase in scope of ongoing
responsibilities that he/she is currently performing, but not enough for a reclassification or promotion to a higher level. For
example, an employee maybe asked to run additional programs at the same complexity level as current programs run by the
employee.
V.
Upon a lateral move, normally there will be no change in salary. In exceptional cases, an employee may be considered for an
equity increase.
VI.
The department head will submit the request through appropriate channels to the control unit head, except as redelegated.
The Vice Chancellor will review and may consult with HR before making a final decision.
2
Equity Increases