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Jim Kochanski
Blake Sheldon
Carolyn Wong

Compensation Study Project Team Leader

Yves-Rose SaintDic
Chief Diversity Officer
Special Assistant to the President on Diversity
yves-rose.saintdic@gcsu.edu

Hall House
Phone: 478-445-5596
Fax: 478-445-5891
CBX 028

Compensation Study Committee Members

Susan Allen
Chief Budget Officer
Director of Payroll Services
susan.allen@gcsu.edu
204 Parks Hall
Phone: 478-445-5650
Fax: 478-445-5890
CBX 021

Toi Franks
Vice-Chair, Staff Council
Coordinator of Office Services
Office of the Division of Information Technology
toi.franks@gcsu.edu
204 Chappel Hall Office
Phone: 478-445-6897
Fax: 478-445-1202
CBX 050

Crystal Hurt
Sr. Compensation and Data Manager
crystal.hurt@gcsu.edu
Hall House
Phone: 478-445-5596
Fax: 478-445-0491
CBX 028

Dr. Matthew Liao-Troth
Dean, The J. Whitney Bunting College of Business
matthew.liao-troth@gcsu.edu
203 Atkinson Hall
Phone: 478-445-5497
Fax: 478-445-5249
CBX 010 

Carol Ward
Interim Director of Human Resources
carol.ward@gcsu.edu
Hall House
Phone: 478-445-5596
Fax: 478-445-0491
CBX 028

 

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Compensation Philosophy

Vision for the Staff Compensation Program

The program is intended to provide competitive, fair, and equitable salaries in order to attract, retain, and engage highly qualified administrators and staff without regard to race, color, religion, sex, sexual orientation, national origin, age, disability, veteran status, or any other legally protected status. The principles of this program are intended to cover all regular staff and non-faculty positions.

How the Vision will be Realized

Program Model

  • GC’s staff compensation program will be designed to provide organization and structure to the way in which salaries are administered, while allowing for sufficient flexibility to meet the needs of the University. To this end, GC will:
    • Provide pay opportunities/ranges that:
      • Are based on job responsibilities (not individuals)
      • Are competitive within the markets in which the University competes for talent
      • Promote internal equity across the Schools
    • Consider the institution’s financial resources
    • Recognize and compensate expertise, sustained contributions, and performance
    • Manage salaries for all divisions and schools using the same program and guiding principles

Pay Components

  • Base salary will be the primary method of compensating individuals at GC. It will reflect the value of the job in the market, the role in the University, and the capabilities and contributions of the individual
  • Any other additional pay, when permitted, may be granted in accordance with established guidelines
  • Other benefits such as tuition remission, health and retirement plans, and work environment will continue to be essential components of the compensation strategy at GC, as a complement to competitive salaries

Internal/External Valuation

  • GC will consider both the external competitiveness and internal valuation of jobs. The program will use market data as a reference for creating the salary structure and salary ranges. Pay will be competitive in aggregate
  • Benchmarking to comparison markets will inform salary ranges, and will be used as a reference for determining salaries for individuals
  • The school will strive to maintain internal equity across the institution. This is defined as providing similar compensation opportunities for similarly situated administrators and staff (i.e., jobs with similar market values in the same job family will be assigned to the same salary grade; administrators and staff with similar expertise, experience, and performance will be paid similarly)

Comparison Markets

Job Category

Type of Employer(s)

Other Criteria Used

Location

Senior Administrators (Directors and above)

For higher education specific jobs: Public and private, 4-year Master’s (Large) & Doctoral/Research institutions
For cross-industry jobs: Blend of general industry and not-for-profit organizations; functionally relevant markets for jobs/job families will be used

Range around operating budget, faculty FTE, and student FTE

National

Professionals (Independent Contributors and Managers)

For higher education specific jobs: Public and private, 4-year Masters (Small, Medium, Large), Doctoral, and Research-Intensive institutions
For cross-industry jobs: Blend of general industry and not-for-profit organizations; functionally relevant markets for jobs/job families will be used

Range around operating budget

Southeast region; Georgia

Entry Level Exempt

Non-exempt (office support, technical, trades, etc.)

Blend of general industry and not-for-profit organizations; functionally relevant markets for jobs/job families will be used

All organizations

Central Georgia; Baldwin County

Link to Performance

  • The structure will help support and facilitate a linkage between compensation, career development, and performance management
  • The University intends to support a culture of performance and reward individuals accordingly
    • Individual base salaries will be managed within the salary range for the job and will consider the skills, knowledge, experience, and performance of the incumbent
    • Salary increases should be determined by the degree to which each individual contributes to GC, department, or area goals depending on the job, and demonstrates excellence in handling their job responsibilities, as documented in the performance evaluation process
    • Salary increases and opportunities for advancement will not be an entitlement and will be subject to the institution’s fiscal conditions
    • Position and job descriptions will be reviewed and updated as necessary to ensure clear, mutual understanding of responsibilities and performance standards

Communication/Openness

  • GC will ensure understanding of the compensation program through open, clear, and accessible communication to staff
  • The link between job performance, goal achievement, and salary increases will be clearly communicated to all employees
  • Managers will be trained and held accountable for effectively planning, managing, coaching, and evaluating the performance of their staff, as well as creating a positive work environment that supports growth and staff development
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