ÍƼöÐÓ°ÉÔ­´´

Note: For employees subject to the Employer‑Paid Retirement Plan, the amounts shown will be reduced as provided by law.

Updated July 2024.

Note: For employees subject to the Employer‑Paid Retirement Plan, the amounts shown will be reduced as provided by law.

Updated July 2024.

This information is available in PDF format in the following Knowledge Base article:
 

For policy guidance, please refer to the University Administrative Manual.

UAM 2,695: Additional Compensation, Supplemental Pay, and Overloads

UAM 2,695: Additional Compensation, Supplemental Pay, and Overloads

 to download the PDF version or view the previous year's calendar.

2,550: Types of Contract Arrangements for Faculty

2,695: Additional Compensation, Supplemental Pay, and Overloads

Shadow base salary

Shadow salary is a salary record that is maintained by Human Resources in Workday when a "B" contract faculty member assumes an "A" contract or an “A” contract assumes additional duties. The shadow salary is adjusted for each salary increase (usually merit and COLA) so that if the faculty member returns to a "B" contract, the salary amount has been maintained and the conversion is easily accomplished. This shadow base salary will be the salary to which the faculty member returns when the additional duties are removed.

Academic overload

In special cases, the dean or director may grant special permission for an "A" or "B" contract academic faculty member, to teach and receive additional compensation during the contract year for one additional course per semester either in the faculty member's home department or another academic department including Continuing Education/Extended Studies.

The maximum pay rate on non-contract days is the daily rate equal to the base salary divided by the number of contract days (usually 168-169).

The amount and date of COLA are established by the Nevada Legislature and authorized by the Governor. Cost of Living Adjustment is determined by the State Legislature and is a percentage of an employee's base salary and is typically awarded across the board, regardless of funding source. The Nevada Legislature meets on the biennium in odd-numbered years at which time they propose increases (if any) and dates of implementation, for the following two fiscal years.  COLA is typically allocated “across-the-board” to all eligible state employees effective July 1, but it is possible that the legislature allocates different amounts based on employee type or implement COLA at different times of the year.

Eligible employees

• Classified Employees  
  (adjustments are made to the classified compensation schedule)
• Regular Continuing Faculty

Ineligible employees

• Postdoctoral Fellows
• Temporary Faculty
• Letter-of-Appointment Faculty
• Medical Residents
• Student Employees
• Graduate Student Employees (TAs and RAs)
• Volunteers, Adjunct Faculty and Emeritus Faculty (unpaid)

2,518: Starting Salary

Salary schedules for 9-month ("B" contract) and 12-month ("A" contract) academic faculty includes four ranks specific to Instructor, Assistant Professor, Associate Professor and Professor titles. New hires typically start at the Instructor or Assistant Professor rank. However, if a search advertises for and receives applicants qualified for higher ranks the new hire may be placed into the higher rank. Tenure upon hire is only awarded with approval by the Board of Regents.

A separate Executive Salary Schedule is established by NSHE for Dean and above administrators.

All candidates should meet the minimum educational and experience requirements of the position for which they are applying.

Internal equity with both incumbents in the same job and those throughout the university should be considered when determining the appropriate salary.

New hire salary should allow room for growth and recognition through the merit process within the salary range.

If a salary above midpoint or the second quartile (Q2) is requested, the hiring authority shall submit a justification to the Vice President outlining the request. In most cases, comparable salaries for external and internal positions can be provided by Human Resources to the Provost for further analysis on internal and external equity.

Salaries that exceed the maximum on the salary schedule require approval by the Chancellor. This is appropriate in extraordinary circumstances for difficult to recruit positions of high importance (i.e. related to accreditation, strategic vision, etc).

Data Utilized in Evaluating Where to Set Starting Salary

Consider salary equity within the department and with other similar positions on campus. Contact Human Resources for assistance in obtaining this data.  The minimum salary is found on the application form in Workday when the applicant answers the question.  Salary minimums for Academic and Hourly Letters of Appointment, Postdoctoral Scholars, and Graduate Assistants can be found in the Salary Schedule.

Determining Where to Set Salary

The minimum of the salary range equates to the minimum qualifications required for the position. If an employee meets the minimum qualifications of the position, they should be compensated at the minimum of the salary range.

Salary above the minimum is based on the employee's experience. The incremental years of experience for above minimum salary begin once the employee has met the top end of the experience range required in the job description. For example, if the job requires five years of experience in a comparable position and the chosen candidate has 10 years of experience, the additional years of directly related experience will be considered for additional salary after the required five years have been met.

The midpoint of the salary range is considered the market value of the position and it is expected that the faculty member at this salary or above is fully productive in the position and has considerable experience in the job or a directly related position.

Other Factors in Determining Salary

The hiring manager will consider different factors in deciding what salary is appropriate within the available range. Several factors can determine the appropriate scale. These include:

• Other salaries paid within the university
• The market
• The particular role
• Education
• Professional training or certifications
• Number of years of relevant functional experience
• Number of years of relevant industry experience
• Number of staff previously supervised
• Special abilities or national recognition

Hiring managers are encouraged to:

• Set realistic pay levels for your faculty and staff;
• Determine what is most important for an individual to be successful in the position and review how the candidate meets those criteria;
• Focus on the opportunities of the job rather than focusing on compensation. What do you offer in terms of a bigger team, bigger organization, bigger budget, bigger visibility and job growth? With this information, individuals look for less "bigger" in terms of compensation to make a move or accept an offer.

Use the Experience-Based Salary Guidelines below to help guide the setting of salaries.

Experience-Based Salary Guidelines

The below list describes best practices in the setting of a faculty staff's salary. It recommends the appropriate salary range depending on experience or administrator approval.

• Up to 3 years of experience at the same job level beyond the minimum requirements: First quartile: Minimum to Q1
• 4-7 years of experience at the same job level beyond the minimum requirements: Second quartile: Between Q1 and Q2
• 7-10 years of experience at the same job level beyond the minimum requirements: Midpoint: Q2
• More than ten years of experience at the same job level beyond the minimum requirements: May exceed Q2 with Vice President approval

For positions within the University that are hard to fill or have a high market value, please contact the Associate Vice President, Human Resources for assistance.