New Mexico State Personnel Office
In Pay Band
SPO USE ONLY
Date Logged:
Date Agency Notified:
Date Received:
REFERENCE
Salary upon in pay band adjustment, Subsection C of 1.7.4.12 NMAC
C. Salary upon in pay band adjustment: Upon in pay band adjustment, subject to director approval, budget
availability and reflective of appropriate placement, agencies may increase an employee’s salary up to ten percent (10%)
during a fiscal year. An employee may receive more than one adjustment within a fiscal year provided the salary
increases do not exceed more than ten percent (10%) and the employee’s base salary does not exceed the maximum of
the assigned pay band. When reviewing requests for in pay band adjustments the director will take into consideration
those instances where the requesting agency has employees with a current rate of pay that falls below the minimum of
their pay band.
Salary upon pay band change, Subsection H of 1.7.4.12 NMAC
H. Salary upon pay band change: When a change of pay band is authorized in accordance with the provisions of
1.7.4.9 NMAC, 1.7.4.10 NMAC, and/or 1.7.4.11 NMAC the salaries of affected employees shall be determined in
accordance with Subsection C of 1.7.4.11 NMAC. Employees whose pay band is adjusted upward or downward shall
retain their current salary in the new pay band. Employees’ salaries may be addressed through in pay band adjustment
unless otherwise allowed by statute.
DEFINITIONS, Subsection F of 1.7.4.7 NMAC
F. “In pay band adjustment” means movement within a pay band for demonstrated performance, skill or competency
development, and/or internal alignment, which allows agency management to provide salary growth within a pay band.
DEFINITIONS, Subsection G of 1.7.4.7 NMAC
G. “Internal alignment” means an adjustment that addresses pay issues involving the proximity of one employee’s salary
to the salaries of others in the same agency and classification who have comparable levels of training, education and
experience, duties and responsibilities, performance, knowledge, skills, abilities, and competencies, and who are
appropriately placed.
Salary adjustment to minimum, Subsection N of 1.7.4.12 NMAC
N. Salary adjustment to minimum: An employee whose salary falls below the minimum of the pay band will be
adjusted in accordance with Paragraph (2) of Subsection C of 1.7.4.11 NMAC.
DEFINITIONS, Subsection C of 1.7.4.7 NMAC
C. “Appropriate placement” means those elements to be considered in determining pay upon hire, promotion, transfer or
reduction including the employee’s education, experience, training, certification, licensure, internal pay equity, budgetary
availability and, when known and applicable, employee performance.
DEFINITIONS, Subsection I of 1.7.1.7 NMAC
I. “Compa-ratio” means pay expressed as a percentage of the midpoint of a pay band.
AGENCY INFORMATION (COMPLETED BY AGENCY PERSONNEL)
Business Unit Name:
HR Contact:
Business Unit #:
HR Phone:
HR e-mail:
Requested by (supervisor/manager):
Phone:
DFA Effective Date:
DFA APPROVAL MUST BE ATTACHED
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CURRENT INFORMATION
Employee:
Employee ID:
Classification:
Position #:
Pay Band:
OL #:
Job Class Entry Date:
Bargaining Unit Covered:
Hourly salary: $
Yes
No
Compa-ratio:
PROPOSED INFORMATION
Hourly salary: $
Compa-ratio:
Dollar amount of increase: $
Percent of increase:
%
PROFICIENCY ZONE
Associate Zone (training/learning job): to 81.4%
Independent Zone (fully competent in job): 81.5–115.0%
Principal Zone (contribution significantly beyond the norm in job): 115.1% and above
RATIONALE FOR THE SALARY PROPOSED
Provide specific examples of the employee’s demonstrated performance and contribution that support the requested
comp-ratio/placement in the pay band. Do not just list the job duties of the position; provide specific, measurable
examples demonstrating how well the person performs their job duties.
Non-managers—the key is to provide examples of the demonstrated performance, what the end result was, and how
did it benefit the bureau/division/agency.
Managers—the key is to provide examples illustrating success as managers, not as technicians. How well the manager
met program/function/unit performance measures, how well they managed their staff, etc.
Assistance—use the STAR method in describing the employee’s performance.
Situation: describe a specific event or situation
Task: describe the goal you were working toward
Action: describe the action taken to address the situation
Result: describe the outcome of the action taken
Internal Alignment—provide documentation that addresses pay issues involving the proximity of one employee’s
salary to the salaries of others in the same agency and classification who have comparable levels of training, education
and experience, duties and responsibilities, performance, knowledge, skills, abilities and competencies, and who are
appropriately placed.
BRING TO MINIMUM: Please check the box if this action is to bring the employee’s salary to minimum per Subsection
N of 1.7.4.12 NMAC.
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SIGNATURES
_____________________________ ________
______________
Requesting Supervisor/Manager
Date
_____________________________ ________
Requesting Supervisor/Manager (PRINT)
_____________________________ ________
_______________
Other Agency Required
Date
_____________________________ ________
_______________
Other Agency Required
Date
HUMAN RESOURCE RECOMMENDATION (COMPLETED BY AGENCY PERSONNEL)
Provide details as to why you recommend approval of this action. If you have an alternate recommendation, please
indicate below.
Approval
Approval of alternate salary of $
Compa-ratio
Disapproval
HR Manager:
_____________________________ ________
______________
HR Manager Signature
Date
STATE PERSONNEL OFFICE USE ONLY
Reviewed by:
Date:
Approved by:
Date:
Notes (as needed):
SPO-IPB-002
Rev 5/2011
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