Hours and Compensation Policies

  • 12-Month Payment Policies for Staff and Faculty

    STAFF

    Exempt Staff:  Pitzer College requires that all faculty and exempt employees be paid their annual salary over twelve months regardless of the fact that they will actually work over a shorter time period.  Specifically, the academic year salary shall be paid in twelve equal installments issued on or before the 26th day of each month, beginning on July 1 and ending on June 30.

    Nonexempt Staff:  Nonexempt staff are paid biweekly for actual hours worked, over 26 pay periods throughout the fiscal year, beginning on July 1 and ending on June 30.

    In the event a separation from service occurs before the end of the 12-month payment period, employee will be entitled to an additional payment for the amount actually earned from the beginning of the 12-month pay period until the date of his or her separation from service, but which has not yet been paid. This additional payment will be included in the employee’s final paycheck. For this purpose, “separation from service” shall have the same meaning as that term is defined in section 1.409A-1(h) of the Treasury Regulations.

    FACULTY

    Pitzer College requires that all faculty and exempt employees be paid their annual salary over twelve months regardless of the fact that they will actually work over a shorter time period.  Specifically, the academic year salary shall be paid in twelve equal installments issued on or before the 26th day of each month, beginning on July 1 and ending on June 30.  Faculty members are expected to be in residence at the college from August 15th in the fall through commencement in the spring.  Visiting faculty who teach only one semester will be paid for specific periods in accordance with individual terms of employment.  Visiting faculty who teach in both semesters of an academic year will be paid in twelve equal installments in the same manner as regular faculty.

    In the event a separation from service occurs before the end of the 12-month payment period, employee will be entitled to an additional payment for the amount actually earned from the beginning of the 12-month pay period until the date of his or her separation from service, but which has not yet been paid. This additional payment will be included in the employee’s final paycheck. For this purpose, “separation from service” shall have the same meaning as that term is defined in section 1.409A-1(h) of the Treasury Regulations.

    In compliance with IRC 409A

    Last updated: 1/1/08

  • Lactation Breaks

    The College will provide a reasonable amount of break time to accommodate a female employee’s need to express breast milk for her infant child.  The break time should, if possible, be taken concurrently with other break periods already provided. The College has available the use of a lactation room on campus in which the employee may express milk in private. Access to the room is controlled through issuance of keys to employees requesting the use of the space by contacting the Office of Human Resources and by signing an agreement.

    Last updated: 6/1/12

  • Make-Up Time for Non-Exempt Employees

    A non-exempt employee may request time off for personal obligations (such as attending a child’s parent-teacher conference) and make up the time instead of using vacation or personal time, IF the following steps are followed:

    1. The employee must complete the request form (“Personal Obligation Make-up Time Form”) in advance. Forms are available from the supervisor or Human Resources.   The form identifies the dates and hours the employee is requesting to make up for work time missed within the same workweek.
    2. The supervisor approves the written request by signing the request form. The signed form is stapled to the employee timesheet.
    3. The make-up work must be performed within the same 7-day workweek as time off will be taken.
    4. The makeup time may not be used to create an alternative work schedule (example: the same request every week).
    5. The employer is prohibited from encouraging or otherwise soliciting an employee to make the request.

    When these steps are followed, the employee may take time off and make up the hours without overtime pay. The employer does not have to pay overtime for the made up work except for hours in excess of 11 hours of work in one day or 40 hours in one workweek.

    Last updated: 6/1/12

  • Overtime for Non-Exempt Employees

    Normally, for non-exempt staff, the work will be completed during regular working hours. However, the supervisor may schedule overtime hours when it is required to meet the needs of the College or department. Federal and state laws regulate the amount of overtime pay for non-exempt employees. Non-exempt staff members may work overtime only with the prior approval of the supervisor.

    Overtime:
    Overtime hours are paid at one and a half times the regular hourly rate. The overtime calculation is based on hours actually work and therefore vacation, sick, holiday, paid release time and paid on-call hours do not count towards the overtime calculation. In accordance with state and federal law, the overtime hourly rate is paid for:

    • hours worked over 8 in one day, AND
    • hours worked over 40 in a week, AND
    • any hours worked on the 7th consecutive day.

    Double Time:
    Double time is paid for hours worked over 12 in one day OR over 8 hours on the seventh consecutive day worked. Double time is paid at two times the regular hourly rate.

    Sick Leave and Vacation Pay:
    Vacation time is accrued and sick time is granted per pay period and based on the employee’s eligibility for a specific vacation or sick benefit plan. The employee’s balances are available on the time and attendance system, or from their supervisor. Sick time balances are also available on pay statements.

    Compensatory Time Off:
    Compensatory time off is not allowed.  Overtime must be paid according to the guidelines listed above.

    If you have any questions about overtime, please see your supervisors or the Pitzer Human Resources Office.

    Last updated: 08/16/17

  • Paychecks

    Paychecks are usually sent to your campus address.  However, you may elect to have your paychecks mailed to your home or deposited electronically to your financial institution.  Electronic deposits and payday schedules are discussed during the New Hire Orientation. Please contact the Pitzer Human Resources Office if you have any questions or need additional assistance.

    Last updated: 6/1/12

  • Pay Cycles and Time Records

    For payroll purposes, the workweek begins on Saturday at 12:01 a.m. and ends at 12:00 midnight Friday. This practice may vary for those with flexible work schedules, but the workweek will always be a fixed seven-day period.

    Non-exempt employees (paid on an hourly basis) will be paid biweekly every other Friday. Exempt employees are paid monthly on the 26th of each month. For paydays that fall on a Saturday, Sunday or holiday, you will be paid the prior business day. If you are absent on payday and someone else is to pick up your check it will not be released without a signed, handwritten note from you authorizing the name person to pick it up. The person designated to pick up your check will be asked to produce identification with their photograph.

    Vacation days will be paid on the regular pay cycle in which vacation is taken.  If you resign with at least 72 hours’ notice, you will be paid on the date of separation for all wages and unused accrued vacation time. If you resign with less than 72 hours’ notice, you will be paid all wages and accrued unused vacation time no later than 72 hours after notice is given.  If you are terminated, you will be paid on the date of termination for all wages and accrued unused vacation time.

    Employees in both exempt and non-exempt positions must complete timesheets.  In some departments time clocks may be utilized. All time is recorded using our electronic time and attendance system.

    Last Updated: 9/17/15

  • Pay for Unused Vacation Time at Termination of Employment

    At termination of employment, you will be paid for the vacation days you have earned but have not taken (subject to the vacation accrual cap of 33 days).  The number of days will be calculated based on the vacation schedule in the section on “Vacations” in this handbook, less the number of days used.

    Last updated: 9/9/15

  • Payroll Deductions

    The College takes deductions from your paychecks that are required by law, including deductions for FICA (Social Security and Medicare) and withholding for federal and state income taxes.  In addition, you may authorize other voluntary deductions, such as health or dental insurance premium(s). Your paycheck statement itemizes all deductions and provides information regarding your earnings to date.

    You will be asked to claim federal and state withholding exemptions by completing a federal W-4 and/or a state DE-4 form.  If you later wish to change the number of exemptions claimed, you must complete new forms.  You may contact the Pitzer Human Resources Office to obtain forms.

    W-2 forms are sent annually by U.S. mail to your home address on file and postmarked on or before January 31st of each year.  In order to insure timely receipt of your W-2, remember that it is your responsibility to notify the Pitzer Human Resources Office of any change in your home address.

    Last updated: 9/17/15

  • Rest Breaks and Meal Periods for Non-Exempt Employees

    MEAL BREAK

    Non-exempt employees may not work longer than 5 hours without at least a 30-minute meal break, except that if the total work period per day is no more than 6 hours, the meal period may be waived by mutual consent of the employee and the supervisor.

     The meal break may be longer than 30 minutes, but it may not be less, and must be off-duty, meaning that no work is performed. If a non-exempt employee works more than 5 hours without at least a 30-minute meal break, unless the meal break has been waived (as provided above), the employee’s department must pay a penalty equal to one hour of regular pay.

    The meal break must begin prior to the 6th hour of work. It is strongly advised that all non-exempt employees take their unpaid meal break by the beginning to their 5th hour of work to ensure that meal break is taken. It is the responsibility of the supervisor, to ensure that their employees takes a meal break.

    If a non-exempt employee fails to take a meal break as directed by the supervisor (e.g. not a College necessity), the issue may be addressed through disciplinary action, however, the College is still required to pay the missed meal penalty. Employees will not be permitted to waive their meal break, unless that request is put in writing and signed by the employee and supervisor. An employee who has waived their meal break previously, may always request a meal break on a particular work day.  An additional meal break may be required for employees working more than 10 hours a day.

     REST BREAKS

    Non-exempt employees must take one ten-minute break with pay for every 4-hour block of time worked, or major portion of the block worked. The rest break must be in the middle of the 4-hour work shift if possible. Rest breaks are paid and therefore the employee should not record the break times on the timesheet, or clock in and out for these breaks.

    Rest breaks may not be combined into a longer break or with a meal breaks, or used at the beginning or end of shift times in order to arrive late or leave early. The intent of these breaks is to provide a mental and physical break from the employee’s work. If an employee is not permitted to take their break(s), the employee’s department must pay a penalty equal to one hour of regular pay. Employees should be encouraged and always permitted to take their rest breaks. Rest breaks may be scheduled based on the needs of the department or College.

    Last updated: 08/16/17

  • Rounding Rule for Pay for Non-Exempt Employees

    Exact work times must be reported on timesheets. The payroll system is configured to round to the nearest quarter of the hour to determine pay for non-exempt employees. For example:

    • Punch In/Out between:  7:53 am to 8:07 am — rounded to 8:00 am for calculation of pay
    • Punch In/Out between:  8:08 am to 8:22 am — rounded to 8:15 am for calculation of pay

     The rounding is intended to be fair and neutral and to compensate employees for all time worked over time.

    Last Updated 08/16/17

  • Staff Salary Inquiries

    Purpose/Overview
    To provide individualized information on where the employee’s salary is in relation to available external market data and review the process used for determining staff salaries. The Staff Wage and Salary Program policy provides the full explanation of how staff salaries are determined.

    Definitions

    External Market Data: the Director of Human Resources gathers salary survey information from various sources each year. These surveys include various comparable employers local and nation-wide. This information is provided by various think tanks and associations and is required to be kept confidential. Information provided during a salary inquiry will be stated so as to protect the confidentiality of participating institutions.

    Procedure/Policy

    •  Staff member contacts Human Resources and makes an appointment with the Director.
    • Employee meets with the Director of Human Resources. Director provides a memorandum showing the employee’s current annualized salary, years of service, and corresponding grade level salary information. Director will provide limited external market data to the extent possible.

    Responsibility

     The Director of Human Resources is responsible for providing information to staff employees making inquiries about how their salary is determined. The Dean of Faculty is responsible for providing this information to faculty employees.

  • Temporary Employee Hiring Policy

    Purpose/Overview

    Temporary employees may be hired with approval from the area Vice President for the following purposes:

    • Short-term replacement due to a leave of absence
    • Short-term department projects
    • Special projects and assignments
    • Short-term replacements for vacant positions (coinciding with a competitive recruitment process)
    • As defined by the Area Vice President

    Definitions

    A temporary employee:

    • is an employee who works a specific job assignment, in a non-budgeted position, for a specific period of time;
    • is employed by the College for no more than 12 months;
    • may be benefits eligible on the first of the month following sixty days of employment of working 30 or more hours per week;
    • performs temporary duties or permanent duties on a temporary basis; and
    • is terminated at the end of the employment period.

    Procedure/Policy

    If there is an open recruitment for the temporary employee, the hiring department is responsible for recruiting for all temporary positions. Temporary positions can be included in the regular job posting processes if they are for a period of 3 months or longer.

    Once the hiring manager has completed the recruitment process or a candidate has already been identified, the hiring manager must complete the following process:

    • For all non-student positions, the hiring manager should consult with HR to create a job description and determine the appropriate salary range for the position.
    • A completed Authorization to Hire Temporary Employee form is submitted to HR
      • The form must have the area VP’s signature at the time of submission
      • The form must have the temporary employee’s name and contact information
    • A background check must be completed by HR for all non-student employees prior the temporary employee may begin working.
      • HR will contact the temporary employee directly from the contact information provided on the Authorization to Hire form
      • Background checks take up to 5 days to complete
    • Once the background check is completed, HR will contact the supervisor/hiring manager.
    • The Hiring Manager will contact the temporary candidate to verbally offer the position and confirm the start date.
      • The start date must be submitted to HR if different from the start date listed on the Authorization to Hire form.
    • All temporary employees must complete new hire paperwork with HR either before starting or on their first day of employment
      • New Hire Paperwork Includes:
        • Acknowledgement of Temporary Employment
        • I-9
        • W-4 and DE 4
        • Confidentiality Agreement
        • MPN Notice
        • Employee Information Form
      • HR will inform the hiring manager prior to the end of the assignment to ensure the assignment is terminated and a final check is obtained.
      • If a temporary assignment is extended beyond the date indicated on the Authorization to Hire form, an additional form will need to be completed and signed by the area VP.
        • Temporary employees that receive extended assignments will be required to complete a new Acknowledgement of Temporary Employment
        • If a new form is not completed and sent to HR prior to the end of the assignment, the temporary employee will be terminated on the original end date.
      • Temporary, non-student, assignments may not be any longer than 12 months in length. All temporary, non-student, assignments will be terminated at the end of twelve months.
      • Approval to move temporary positions to full-time, budgeted positions must follow the appropriate College procedures.

    Last updated: 11/1/11

  • Unemployment Compensation

    Employees separated from the College may, under certain conditions, be eligible to receive unemployment compensation benefits. Pitzer College does not make the determination for eligibility. Contact the local State Employment Development Department brancho office for information and assistance.

    Last updated: 9/17/15

  • Wage and Salary Program for Staff

    The Wage and Salary Program reflects the College’s commitment to fairness and equity in establishing a competitive compensation program. The program is reviewed annually to evaluate the College’s effectiveness in achieving its compensation goals.

    Compensation Goals

    To provide fair and equitable compensation for all staff employees through a wage and salary structure that:

    1. Employs objective standards to classify positions based upon job content;
    2. Establishes generally competitive compensation rates for individual positions based upon comparisons with comparable jobs at similar institutions;
    3. Enables the College to attract, retain and reward competent employees, and
    4. Is financially viable in terms of the institution’s current and expected financial resources.

    History and Structure of the Program

    The Claremont Colleges Wage and Salary Program was developed by the Colleges in consultation with professional management consultants who provided expert counsel in the fields of compensation structure and wage and salary administration. The program is administered at each of the Claremont Colleges through the Human Resources Office at that College. The Pitzer College Wage and Salary Program is administered by the Director of Human Resources who reports to the Vice President for Administration and Treasurer.

    The Wage and Salary Program establishes objective and uniform standards to evaluate positions in order to assure fair and equitable pay rates. Positions are analyzed for job content and evaluated under the Wage and Salary Program based upon varying degrees of difficulty and responsibility inherent in the position. Positions are then classified into grades and recommended salary ranges are established reflecting the relative complexity of positions in relationship to each other based upon the comparison of various aspects of a job (e.g. the skill or knowledge required to perform its duties, the amount of creativity of resourcefulness required, the administrative responsibility that comes with the position in terms of guiding or supervising the work of other people, and the impact of decisions and actions made in a given job upon the operation of the institution). Classification of a position in a salary grade involves a careful determination of the relationship of that position to other jobs internally and the application of data from wage surveys done with local area employers and comparable educational institutions. It should be noted that it is the position that is evaluated and not the individual incumbent in the position.

    The pay structure identifies recommended salary ranges for each salary grade. The mid-point range of the salary grade represents that point at which it is anticipated an employee has developed the knowledge of the organization and the level of skills in his/her specific tasks that enable the employee to be fully productive. Orderly progression to the mid-point range of the salary grade normally occurs over a period ranging from 4 to 8 years depending on the relative complexity of the position, an evaluation of the employee’s job performance, and the availability of institutional financial resources. Optimally, an employee will achieve full productivity and reach the appropriate mid-point salary range by the completion of the fifth year of sustained acceptable job performance.

    Program Objectives

    The objectives of the Wage and Salary Program are to provide for:

    • Objective, written generic descriptions of positions in terms of their duties, responsibilities and qualification requirements.
    • Salary grades containing ranges to allow fair and equitable compensation consistent with salaries paid by others for positions with the same or similar responsibilities within The Claremont Colleges.
    • Salary ranges broad enough in each grade to permit proper rewards to individuals who demonstrate outstanding performance and service.
    • Orderly progression through the salary ranges and grades.
    • Other objectives that the College, at its discretion, may deem appropriate or necessary.

    Salary Adjustments

    Normally, employees are hired at or near the entry-level salary recommended for that position and progress to the appropriate mid-point range of the salary grade. In some cases, and primarily as a result of competitive market conditions, it may be necessary to fill a position at a salary level that is beyond the recommended entry level for the position. In such cases, salary adjustments necessary to accommodate progression through the recommended salary range may be modified accordingly.

    Guidelines for distributing salary increases are developed each year by the Senior Staff and the Director of Human Resources in order to determine the best distribution of available budget funds, generally keeping the following goals in mind:

    • Fair and equitable compensation;
    • Orderly progression to the mid-point range appropriate for each position;
    • Competitive compensation based on market indices for comparable positions at educational institutions of our type;
    • Other goals that the College, at its discretion, deems appropriate or necessary.

    Salary adjustments normally coincide with the beginning of the fiscal year on July 1st. Employee supervisors are expected to make salary recommendations for individual employees keeping within the overall salary guidelines established in conformance with fiscal goals and budget guidelines adopted by the Board of Trustees and based upon the employee’s job performance.

    Program Maintenance

    All existing position descriptions within the Wage and Salary Program are reviewed periodically to ensure their correct classification. Newly created positions are incorporated into the Program by the same means of evaluation used for existing jobs. Provision is also made for review and re-evaluation of position classifications where there has been a significant change in the job content or where valid reasons exist to question the accuracy of the existing classification.

    An employee requesting such review should notify his/her supervisor. The supervisor will identify the new job content and contact the Director of Human Resources to discuss the request for review. The Director of Human Resources will evaluate the request and make a recommendation to the department supervisor and the Vice President/Treasurer as to whether there should be a change in the existing grade level or simply a revision of the job description. Again, it should be noted that the evaluation process considers the position content and not the incumbent.

    The Wage and Salary Program normally is reviewed annually to determine the College’s effectiveness in implementing its compensation goals. Criteria used to evaluate the program may include, but are not limited to, a review of employee retention/turnover statistics; comparison of actual salary and benefits paid at comparable institutions, and review of the general economy and labor markets. In addition to wage surveys by local area employers, Pitzer College utilizes comparative salary and benefit information for certain benchmark positions at educational institutions participating in the Association of Independent California Colleges and Universities (AICCU) and at The Claremont Colleges. Taking into consideration the College’s competitive vacation and benefit policies, employees compensated within 10% of the appropriate market comparison or recommended step/mid-point range are considered to be at market parity.

    This program description is intended to serve as an expression of the College’s intentions with respect to staff wages and salaries and is for informational purposes only. In no way shall this program description impose any obligation, contractual or otherwise, for the College to conduct a wage or classification study or implement a particular wage or salary schedule. Such decisions remain at the College’s sole discretion.

     

    Last updated: 6/1/12

  • Wage Garnishments

    On occasion, an employee’s financial difficulties may result in garnishment of wages.  A small fee may be charged to the employee for each garnishment transaction.  The College strongly encourages staff members to avoid situations that require such action. Employees who have repeated garnishments of their wages may be subject to disciplinary action up to and including termination of employment.

    Last updated: 6/1/12