Mosaic Compensation Policy
Updated August 2011
Compensation practices will be established and maintained to enable the Mosaic Project
to attract, retain and motivate qualified employees. These practices should be
competitive within the industry and applicable marketplace, fair, and equitable within the
organization, cost-effective, and well-managed.
PROCEDURES
1. Grade and Range Structures
a. The Mosaic Project will maintain salary grade structures.
b. Jobs may be assigned to a grade using a point factor system.
c. Each grade within the structure will have a range consisting of the following:
Minimum
The lowest compensation for incumbents in that grade. Pay below
minimum could create non-competitive, inequitable compensation
and make it difficult to attract qualified job candidates.
Midpoint
The target compensation for a fully qualified, good performing
incumbent. Pay at this level will generally equate to what is being
paid for comparable jobs to the relevant compensation survey area.
Maximum
The highest grade that Mosaic will pay incumbents in that grade.
Pay above this level could create pay inequities and excessive cost.
d. Grade structures will be reviewed annually to ensure market competitiveness.
2. Placement in Range
a. New hire compensation is usually set at minimum, but can be set between
minimum and midpoint depending on the selected applicant’s specific experience for the
position.
b. Pay progression through a range is not automatic but is based upon each
employee’s individual performance.
c. Employees will not be normally paid below minimum or above maximum.
Exceptions must be approved by the Board’s Executive Committee.
3 Merit reviews
a. Merit increases may be granted annually to regular full-time and part-time
employees working at least half-time who have been employed for one year based on
their individual performance and contribution to Mosaic. Such increases are made at the
sole discretion of Mosaic and are not guaranteed.
b. Merit increases will be generally granted as an increase to base pay.
c. Increases that will place an employee’s pay above the maximum will not be
granted.
d. The Human Resources Committee or Executive Director will develop an
annual merit budget, taking into account factors such as business conditions,
competitiveness of pay levels, and market trends. Total merit expenditures will not
exceed the established budget without prior Board approval.
e. The Human Resources Committee or Executive Director will develop a merit
chart using the performance distribution and position in range. The chart will ensure that
high performers receive larger increases, average performers receive an average increase
and low performers receive no increase.
f. Each employee will have a performance evaluation scheduled during the
summer prior to a merit review. No merit increase will be granted if a performance
evaluation has not taken place in the past 12 months.
g. An employee who has been promoted within 90 calendar days of the review
date is not eligible for a merit review until the next summer. Employees with more than
90 calendar days, but less than 12 months since a promotion are eligible for a pro-rata
merit increase as follows:
merit percentage x months since promotion
12
h. An employee on an extended leave of absence at the time of the merit review
will be considered, in accordance with the above standards, when the employee returns to
work. The pro-rata method will be used if the leave of absence has extended more than
30 consecutive calendar days.
i. Any salary increase payable due to merit review will be effective by 1 January
of the year following the summer in which the employee is granted a salary increase.
j. Supervisors will meet with their employees individually to discuss merit
reviews. Employees will receive documentation of their merit review and the amount of
increase, if any.
4. Promotions, Demotions, Reclassifications
a. The Mosaic Project endeavors to promote the best-qualified employees to
increasingly responsible positions when there is an opportunity to do so.
b. Promotional pay increases are determined by considering:
1. The employees’ qualifications to perform the new job;
2. The significance of the change in duties and responsibilities;
3. The employee’s pay relative to the new salary grade;
4. The amount and recency of the employee’s last pay increase;
5. The employee’s pay in relation to others in the new job.
c. Promotional pay increases should generally raise the employee’s pay to at least
the minimum, but not higher than the midpoint of the new salary range.
d. Employees who are demoted or who bid on a lower graded job will be
reclassified to the appropriate grade level of the new position. The new pay rate will be
determined by the employee’s experience, skill, and performance, but will not exceed the
maximum of the new range.
e. Reclassification of jobs may occur when a job is reevaluated. When a job is
reevaluated, a change in pay is generally not made unless current pay is outside the new
salary range.
5. Equity Adjustments
N/A
6. Communications
Supervisors should provide each of their employees the following information
relating to compensation.
a. Job title;
b. Pay grade and range information;
c. Fair Labor Standards Act status (exempt or non-exempt);
d. Current pay and its relationship to midpoint (compra-ratio);
e. Current job description.
7. Approvals
a&b N/A
c. All personnel actions requiring Board approval will be effective the first of the
pay period following the Board approval action.
1. Pay which is above maximum or below minimum of pay range;
2. Changes to pay structures;
3. New job classifications;
4. Changes to pay of Executive Director.