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Pay for Performance

Overview

Pay for Performance is the compensation program for non-represented employees. Through the performance management process, which culminates in an annual performance review, the goal is to reward higher performance with higher pay.

Meaningful conversations between supervisors and employees about our work at UC Riverside should take place throughout the review period. The annual review, which occurs at the end of the performance year, is a time to celebrate accomplishments, evaluate performance, achievements and contributions toward the mission and goals of the university, and to think about how we can grow professionally. Your annual review is also the basis for determining your compensation for the year ahead.

It’s all part of our commitment to provide our non-represented employees with market-competitive performance-based compensation.

Process Improvements

The Chancellor’s Committee on Staff Compensation, comprised of human resources practitioners and leaders throughout the campus was established in March 2014 to review the then-current, non-represented employee compensation practices and make recommendations to guide the future staff merit program. In October 2014, three workgroups were formed to develop recommendations in three key areas:  performance evaluations, merit-based salary program and strategic equity adjustments.

The Performance Evaluation Workgroup was charged with recommending improvements to the performance management process in support of four merit program principles that were based on broad manager and supervisor feedback:

  • Shared understanding of performance standards.
  • Meaningful differentiation between levels of performance.
  • Organizational Unit accountability for distribution of ratings.
  • Aligning the merit process with the performance management process.
Their work resulted in several recommendations
  • Redesign performance factors, standards and rating scales.
  • Ensure factors, standards and rating categories are clear, understandable and consistently applied.
  • Increase accountability.
  • Incorporate a commitment to employee development.
  • Change timing of the performance appraisal process to support July 1 effective date for merit increases.
Actions for 2019 non-represented performance appraisal process
  • Further revised each of the seven (7) performance factors to make them more inclusive of other working environments.
  • Further revised the Performance Factors and Behavior Indicators Guide with behavioral descriptors for each rating level for each performance factor, making it easier for employees and supervisors to understand and explain.
  • Continued the use of calibration and merit distribution principles within each school, college and organizational unit, to help ensure consistent evaluation practices.
Calibration

This is the process in which performance and performance ratings at each level are discussed and normalized within a group. The conversations determine what differentiates performance. The outcome of implementing this process will be to drive greater consistency in the rating process across the school, college or organizational unit. Each school, college or organizational unit has the flexibility to construct this process in the way that is most effective for them.

  • Within each school, college or organizational unit, an individual or group of individuals at the leadership level takes responsibility for coordinating and communicating the calibration and merit distribution process.
  • Supervisors and managers within that school, college or organizational unit are directly engaged/involved with the calibration process.
Distribution of Merit

This is the process in which the merit dollars/amounts are applied to individual employees based on performance. Each school, college or organizational unit has the flexibility to construct this process in the way that is most effective for them. We recommend the adoption of the following distribution principles:

  • No across-the-board distribution. There is differentiation in the application of merit dollars.
  • The only factor considered in the application or distribution of merit funds is annual performance (e.g. equity and/or placement in the range/market are not considered). However, employees must complete the required Cyber Security training and Sexual Harassment Prevention training. Noncompliance will impact the individual's merit award.
  • Application of dollars/merit is consistent across performance ratings.
  • Supervisors are informed about the merit application process outcomes prior to communication with individual employees.