We are pleased to announce that Gallagher Consulting has been selected through a competitive bidding process, guided by an interdepartmental Salary Study Committee, to conduct the 2018 Compression and Equity Salary Study for full-time Academic and Administrative employees. Gallagher Consulting (which includes the former Fox Lawson & Associates that conducted our 2008 Administrative Faculty Salary Study) has been in business for more than 90 years. More information on Gallagher can be found at: https://www.ajg.com

The intention of this study is to provide a comprehensive compression and equity review and analysis of all full-time Academic and Administrative Faculty positions in the most transparent way possible. This webpage has been established to provide employees with up-to-date information regarding the study to include: Project Communications, Project Presentations, and FAQs. Employees are encouraged to explore this page frequently to ensure they receive all current information.

Individuals with questions regarding the study can submit those inquiries via email to 2018 Salary Study.

Project Updates

January 25, 2019

  • Gallagher has reviewed data to ensure receipt of all necessary information, including:
    • Comprehensive review of the academic faculty and administrative faculty census documents to ensure full understanding of all data points.
    • Review of job descriptions received against titles represented in the census documents to ensure receipt of all appropriate job information.
    • Analysis and discussion of general information such as historical COLA information and process for employee placement into salary structures to ensure understanding of background information which informs the pay equity and compression analyses.
  • Gallagher is currently in the process of conducting overall reviews and analyses of CSN data – to be complete by February 8th, including:
    • Review and analysis of current pay dispersions, such as:
      • Percent representation of protected and non-protected groups in management level positions.
      • Percent representation of protected and non-protected groups in various salary groupings (i.e. percent of females within a salary range of $50,000 - $60,000, $61,000 - $71,000, etc.)
      • Average range penetration of protected and non-protected groups.
      • Average seniority of protected and non-protected groups.
    • Calculation of the uncontrolled pay gap between protected and non-protected groups (uncontrolled pay gap does not control for a similar type and level of work, thus this statistic is not used to make pay equity conclusions).
    • Conducting overall regression analyses to identify potential pay equity issues.

The information provided above outlines the broadest analyses that Gallagher will conduct for the purposes of this study. Gallagher understands the importance and sensitivity of this type of study, and thus will continue to make more refined, detailed comparisons as the study progresses.

Presentations

Current State of Classification and Compensation System
CSN utilizes a six(6)-grade broad salary structure (A, B, C, D, E, and EX), in accordance with the NSHE salary framework and guidelines, for its Administrative Faculty (291) positions The former salary structure is used to place employees at the time of hire, promotion, or reclassification to avoid creating or exacerbating salary compression

View the CSN Classification and Compensation Study Employee Kick-off Presentation.

View the College of Southern NevadaStudy Update –Initial Pay Equity Analysis

View the College of Southern Nevada Pay Equity & Pay Compression Executive Summary

 

Appeals Process:

FAQs

Will I get a raise?

This depends on the results of the study and placement of your job in the salary structure. If the study results in a particular classification placed in a pay grade and being paid less than minimum of the pay range, we will recommend an appropriate salary adjustment. However, increases depend on the availability of funds for that purpose and on the College’s acceptance of any such recommendations. We cannot guarantee that anyone’s salary will be increased.

Will my salary be cut?

We will not cut any salary based on the results of the study. Rather, some salaries may be red-circled (frozen) if they are over the maximum of the new pay range, until the maximum of the range catches up to the employee’s salary as a result of periodic salary range adjustments, or until the employee is promoted to another classification.

What other organizations will be compared with ours for the salary survey?

This is not an external salary study.  We are determining appropriate pay range placement based on job content and internal equity.

How long will the study take?

The timeline to have the study complete in May of 2019, however, the results may not be communicated until review and necessary approvals by the College.

Will employees be able to provide input?

Yes, the Consultant may have questions on the job content as they review for appropriate grade placement. If this occurs you will be notified by Human Resources and scheduled appropriately.  It is not good or bad if the Consultant needs to talk with you, it is just to ensure their understanding of the job responsibilities.

How does the appeals process work?

CSN has indicated it will make available some type of appeals process for employees who wish to utilize such a process.  The details of that appeals process will be provided at the time the study results are communicated to employees.

How will you select individuals for interviews?

The consultant will identify job titles or job groups requiring clarification, and Human Resources will connect the consultant with the appropriate manager or employee to help provide clarification.

Who has final authority for implementing the Consultant’s recommendations?

Ultimately, it is up to the College’s senior leadership (Presidents and Vice Presidents) to either accept or reject the recommendations of Gallagher. Given the depth and scope of the project and the reputation of our firm as both experienced and fair, we anticipate most of our recommendations to be well received by the College.

When will the results be implemented?

Our goal is to implement the results for the next fiscal year, however, that will be confirmed by the College leadership as the Study evolves.

Will we get to see a copy of the recommendations? When?

Typically a summary report is made available to employees once the College has reviewed and approved it. While the report does not disclose individuals’ salaries, it will include overall recommendations for newly proposed classification structures and salary schedules.

My new job description does not describe what I do, so how will I be placed in the right grade?

Prior to the commencement of the Study, CSN’s Human Resources solicited current job descriptions from all Administrative Faculty. The goal of this project is to ensure all Administrative Faculty are in the correct grade and then placement within the grade. 

How much are they paying you for this study? Wouldn’t it be better to just give the money to employees?

In a study of this kind, the cost per employee is generally less than $100—an insignificant amount compared to the potential for pay increases over time as recommended by the study. Further, in our experience, the one-time cost of a compensation study pays off in the long term for both employees and the organization because an up-to-date compensation system helps the organization to stay competitive.

What happens if the classification assignment is at a lower or higher compensation level than an individual’s current job?

If one were assigned to a classification with a lower compensation, the employee would be held harmless at current salary levels until compensation associated with the new class “caught up” with the individual’s current salary.  If the outcome of the Study is to classify a position to a classification with a higher associated salary, the individual would be given the commensurate placement on the compensation range for the new class.  Depending on the size of the increase and the available funds, any increase may need to be accomplished in phases.