Special Compensation: In-Grade Adjustment Kelli Miyamura & Sean - - PDF document

Special Compensation: In-Grade Adjustment

Kelli Miyamura & Sean Halaszyn

2017 HR Mentoring Project

Skit Supervisor: I have an employee who has been doing outstanding work on some big

• projects. I’d like to see if we can get them a raise. What’s the next step?

HR Specialist: We can look into doing an In-grade Adjustment, or IGA. Supervisor: They are a super employee… They’ve been taking on more responsibility and working more independently, so I’d like to get them as much of a raise as possible. HR Specialist: An IGA can be requested for a 1-step (2%) or 2-step (4%) salary adjustment. Supervisor: OK… let’s just make it happen…

An adjustment to base pay or temporary stipend, on a permanent or temporary basis, to recognize an employee’s growth in job or increased competencies.

In-Grade Adjustment (IGA)

Sean An In-Grade Adjustment, or IGA, is an adjustment to base pay or temporary stipend,

• n a permanent or temporary basis, to recognize an employee’s growth in job or

increased competencies.

When to request an IGA

• Change in major duties or responsibilities.
• Change in amount of supervision exercised over the position.
• Personal growth
• Employees after the first year of employment - after they

mastered their assigned work.

Sean Somebody might request an IGA:

• If there are changes in major duties or responsibilities. Changes may be the result
• f new programs being used, a reorganization, a redistribution of work assignments,

new methods or procedures being implemented, or systems. Changes may also

• ccur as the scope and complexity of work gradually increases over time;
• If there is a change in the amount of supervision exercised over the position. The

position is requiring less supervision, the person is demonstrating sound analytical thinking, exercising good judgement, and demonstrating positive decision-making skills;

• For personal growth in the form of increased knowledge, skills and abilities, i.e.

certifications, training, or degree in higher education;

• After an employee’s first year of employment and they have exhibited a mastery of

their assigned work, which may result in being assigned more complex work. Confirm budget availability with your FA. Check to see if prior approval is needed for the IGA per budget execution. If so, action memo will need to be sent to OVCAA.

What IGAs cannot...

Solve problems such as:

• Staff shortages or excessive

workload

• Work which is distributed

inefficiently

• Poor organizational structures
• Unclear work assignments
• Unclear division of work

Or be used to:

• Recognize employee

performance

• Reward long and faithful service
• Compensate employees whose

workload exceeds work schedule and expectations (Think performance award, service award, or overtime)

Sean IGAs cannot solve problems such as:

• Staff shortages or excessive workload
• Work which is distributed inefficiently
• Poor organizational structures
• Unclear work assignments
• Unclear division of work

These issues can be addressed through good management practices. IGAs cannot be used to:

• Recognize employee performance
• Reward long and faithful service
• Compensate employees whose workload exceeds work schedule and expectations

For these, think performance award, service award or overtime.

Type of IGAs

• Growth in Job - Permanent
• Growth in Job - Temporary
• Increased Competencies - Permanent

Kelli Ok, so now you have to determine which IGA is appropriate. There are 3 types:

Growth in Job Permanent

• For permanent changes to the

job that remain characteristic of the same band

• Permanent adjustment to base

pay

• Can be retroactive up to one year
• Request submitted via the

Position Description Generator (PDG)

Kelli Permanent growth in job would be used when there are new and added job duties that remain characteristic to the band in which the employee is in. So for example, if you have a person solely doing HR and then they permanently take on fiscal duties then this may be the IGA for them. The person must have 6 months of experience in the current position and performance rating of meets expectations in the current or most recent evaluation period. This type of IGA can be awarded once every 12 months And be retroactive to 1 year but must have justification as to why. Otherwise it will start the next pay period after approval in the PDG. This type of IGA will be initiated and processed through the PDG.

• Temporary changes to the job

that remain characteristic of the same band

• Temporary stipend
• May be retroactive for up to 60

working days

• Request submitted via the

Position Description Generator (PDG)

Growth in Job Temporary

Kelli Temporary growth in job is used when there are new and additional job duties added to a position temporarily. For example, if you have a HR and fiscal position and the fiscal job becomes vacant, the HR person maky take on more duties to ensure work flows while the position is being recruited for. The HR person may be eligible for a temporary stipend. This IGA can be made retroactive for for 60 working days or 90 calendar days but should not exceed 1 year. It’s possible to extend to 2 years but you will need a justification and approval from Chancellor or vice president. This type of IGA is also initiated and processed through the PDG.

• For increases to an employee’s

skill, knowledge, or abilities

• Permanent adjustment to base

pay

• Requires performance evaluation

documentation that overall “meets” or “exceeds” expectations rating

• Request submitted via Request

for In-Grade Adjustment - Increased Competencies Form

Increased Competencies

Kelli The third type of IGA is increased competencies. This one is usually used after the first year of employment when an employee has learned the rules, regulation, policies and procedures of the University. The supervisor may start to assign more complex work with less supervision after the employee has proved they have the knowledge skills and ability to do the job. Earned a higher degree in field of work. Paper form.

Sections of an IGA

• Justification
• Job Description Factors with Duty Statements

○ Responsibility and Accountability (required) ○ Critical Thinking and Problem Solving (required) ○ Decision Making ○ Knowledge, Skills & Expertise ○ Communication Effectiveness

• Essential Functions
• Performance Expectations
• Job Descriptors
• New or Revised MQs and DQs

Sean The sections of an IGA are: Justification; Job Description Factors with Duty Statements, which is made up of five parts; Essential Function; Performance Expectations; Job Descriptors; New or Revised MQs and DQs The Job Description Factors with Duty Statements has five parts:

• Responsibility and Accountability
• Critical Thinking and Problem Solving
• Decision Making
• Knowledge, Skills & Expertise
• Communication Effectiveness

Justification

• Provide context and rationale for

the request.

Sean The Justification provides the context and rationale for the request. First, provide an

• verall description of how the position and the duties and responsibilities have

permanently or temporarily (depending on which IGA you request) increased the scope and complexity of work. Then consider providing background information that provides overall context for the situational or organizational changes. This justification should provide enough detail to explain the significance of the new or revised duties. In other words, the new or revised duty statements should further explain the impact

• n the position after reading this justification overall.

Choosing 1 or 2-step IGA for growth in job - Job Description Factors with Duty Statements For 1-Step (2%) choose three; for 2-Step (4%) address all five:

Scope of Responsibility and Accountability (required) Critical Thinking and Problem Solving (required) Decision Making Knowledge, Skills and Abilities Communication Effectiveness

Sean IGAs for permanent or temporary growth in job can be 1-step (2%) or 2-step (4%). The number of job description factors that need to be completed is based on which is

• chosen. There are a total of five job description factors, two of which are required for

both 1-step or 2-step IGAs. The required factors are Responsibility and Accountability, and Critical Thinking and Problem Solving. The other ones are Decision Making; Knowledge, Skills and Abilities; and Communication Effectiveness. For a 1-step IGA, in addition to the two required job description factors, a third one must also be completed. For a 2-step IGA, all five should be completed.

Job Redescription Factors w/Duty Statement

Responsibility and Accountability

• The increase in size and scope of

responsibilities and level of authority

Sean This should address how the position has taken on more and/or greater responsibility. Does the job require more independence in determining methods and systems to be

• used. How has the increase in responsibility impacted program effectiveness.

Supervision can be a reason for an IGA. It may not be tied to the number of direct reports but, instead, could be that the position used to work alone and now supervises subordinates. The addition of a new function could also be a reason for an IGA, for example, the position used to only perform fiscal duties, but now HR duties have been added.

Job Redescription Factors w/Duty Statement

Critical Thinking and Problem Solving

• The inherent difficulty of

identifying and resolving problems

Sean This should address how the types of problems and applicable resolutions have become more complex, or how the required problem solving skills have become more complex. Does the position think of possible resolutions independently rather than depending

• n a supervisor for problem resolution?

Do others now turn to this position for help with possible resolutions?

Job Redescription Factors w/Duty Statement

Decision Making

• The judgment required in

making decisions; the consequences and impact of decisions

Sean The position has evolved or grown to make decisions that are more complex. The consequences may be more significant. Decisions require greater depth of

• knowledge. Decisions have higher risk.

Decision making may have a broader impact, affecting the unit, department, college, institute and/or University. To what degree is the position now responsible in decision making versus turning to a supervisor. Examples include hearings or grievance officer, serving as a lead investigator, or preparing settlement agreements.

Job Redescription Factors w/Duty Statement

Knowledge, Skills and Expertise

• The kind and depth of

information which must be understood

• Demonstrated performance of

the skills necessary to apply the information

Kelli The next duty statement will need to address the knowledge skills and expertise. This is defined as…. This usually comes from education and experience from the job and the employee will be able to complete more complex tasks. Examples may look like - an increase of years of experience is now required due to the specialized field, or a higher level of knowledge needed to perform the added duty. Also maybe this person is now advising a higher level of management so more in depth knowledge is needed.

Job Redescription Factors w/Duty Statement

Communication Effectiveness

• Looks at the process of sharing

information through verbal or nonverbal cues and how that information is understood.

Kelli

Some of the goals of communication effectiveness are to create a common perception, changing behaviors and acquiring information. Examples may look like - maybe an employee will have to connect with external constituents or possibly be consulting with unions & executives, providing coaching and counseling to employees, or creating material for presentations.

Essential functions (aka essential duties)

• Fundamental basic duties that an

employee must be able to perform, with or without reasonable accommodations.

• Must be updated in the PDG
• Important in order to comply

with the Americans with Disabilities Act (ADA)

Sean Essential functions are fundamental, basic duties that an employee must be able to perform, with or without reasonable accommodations. These should be updated in the Position Description Generator. Things to consider when determining when functions are considered essential: Amount of time or frequency spent on the task; Reason the position exists is to perform the function and the impact or consequences if the employee cannot perform the task; Few other employees can perform the function or share the workload; Function is highly specialized and the person in the position was hired for special expertise or ability to perform that function.

Performance Expectations

• How should the job be done and

what are the necessary outcomes for satisfactory performance?

• Create for the most significant of

the new or revised duty statements

Kelli Now that there are additional job duties performance expectations need to be created and/or updated to make sure the standards are being met. As with all performance expectations it’s important to be as specific as possible to show what it looks like to be successful doing that particular duty.

Job descriptors

• In the PDG, choose at least one

statement from each of the following

○ Judgement exercised ○ Originality exercised ○ Controls over position ○ Supervision exercised

Kelli In the PDG, the supervisor will be prompted to choose a job descriptor in each of the 4 areas that are reflective of the pay band the employee is currently in. This is to ensure that the employee is performing work reflective of the band they are in.

New or Revised MQs and DQs

• Review and amend position

Minimum Qualifications (MQs) and Desired Qualifications (DQs) as necessary as these may change as a result of the redescription

Kelli With the new duties added the qualifications to be able to perform the duties may change and will need to be updated in the PD. It’s good to remember that the JD has to reflect what the position does at the time a IGA is being requested.

Sections required for IGA

• Justification
• Job Description Factors with Duty

Statements

○ Responsibility and Accountability (required) ○ Critical Thinking and Problem Solving (required) ○ Decision Making ○ Knowledge, Skills & Expertise ○ Communication Effectiveness

• Essential Functions
• Performance Expectations
• Job Descriptors
• New or Revised MQs and DQs

Permanent Growth in Job

Sean All sections should be completed when requesting a permanent growth in job IGA.

Sections required for IGA

• Justification
• Job Description Factors with Duty

Statements

○ Responsibility and Accountability (required) ○ Critical Thinking and Problem Solving (required) ○ Decision Making ○ Knowledge, Skills & Expertise ○ Communication Effectiveness

Temporary Growth in Job

Sean The first two sections should be completed for a temporary growth in job IGA. As a reminder, for both permanent and temporary growth in job, 1-step IGAs require three

• f the five job description factors to be completed, and for 2-step IGAs, all five will

need to be addressed. The first two factors - Responsibility and Accountability, and Critical Thinking and Problem Solving – are required for both 1-step or 2-step IGAs.

Sections required for IGA

• Justification

Increased Competencies

Sean An IGA for increased competencies requires the Justification section to be completed.

Completing the IGA Request

• Review the templates and samples.
• An IGA for increased competencies should be submitted via

the paper form: Request For In-Grade Adjustment - Increased Competencies Form

Sean Templates are available on the OHR website. The text on the template, which is in red, is a helpful guide to completing the sections and can be deleted once it is no longer needed. Once you’ve completed the required sections of the IGA in the template, the text can be copied and pasted into the PDG. An IGA for increased competencies is submitted using a paper form – the Request for In-Grade Adjustment – Increased Competencies Form, which can be found on the OHR website.

IGA Appeal Request

• Can only be made in instances of discrimination or

significant procedural violation

• Memo may be filed with the respective Chancellor/Vice

President indicating “SCA Appeal” within 20 working days of the date of the notice

Sean An appeal can only be made in instances of discrimination or significant procedural violation, for example:

• decision did not follow established procedures;
• decisions made by inappropriate means;
• decision maker demonstrated partiality, inappropriate behavior or misconduct;
• computer glitch; etc.

The memo should indicate “SCA Appeal” in the subject line and include:

• identifying information (position title, position number, organization, incumbent’s

name & supervisor’s name.);

• full and complete justification regarding the alleged discrimination or procedural

violation;

• copy of the email decision notification regarding the IGA request

File an appeal with the respective Chancellor/Vice President within 20 working days

• f the date of the notice

References & Resources

• University of Hawaii System Office of Human Resources. (n.d.). Retrieved from

https://www.hawaii.edu/ohr/retention-evaluation/compensation-adjustments/re questing-grade-adjustment/

• University of Hawaii Office of Human Resources. (9/2007). Classification and
• Compensation. (UH A9.210). Hawaii.
• IGA Samples and Templates

Kelli