| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 47.51 |
| Liaison | Mike Evans |
| Submission Date | Feb. 2, 2016 |
| Executive Letter | Download |
Williams College
PA-9: Employee Compensation
| Status | Score | Responsible Party |
|---|---|---|
|
0.00 / 3.00 |
Danielle
Gonzalez Assistant Director HR |
Number of employees:
Number of staff and faculty covered by sustainable compensation standards, guidelines, or policies; and/or collective bargaining agreements:
Does the institution have employees of contractors working on-site as part of regular and ongoing campus operations?:
Number of employees of contractors working on campus:
Number of employees of contractors covered by sustainable compensation standards, guidelines, or policies and/or collective bargaining agreements:
A brief description of the sustainable compensation standards, guidelines, or policies; and/or collective bargaining agreements covering staff, faculty and/or employees of contractors:
Williams is committed to realizing its vision of educational excellence. The College recognizes that the people who make up its faculty and staff are central to achieving this objective. Williams seeks to offer a competitive "total rewards" compensation package designed to address the diverse and evolving needs of its faculty and staff. The institution supports a total compensation system that (1) is designed to attract, retain and reward people who are committed to Williams goals and values and who are capable of achieving performance objectives; (2) provides compensation consistent with a position's contribution to the institution; (3) is aligned with relevant external markets and the availability of institutional resources; and (4) allocates compensation in a fair, equitable, and consistent manner.
Does the institution wish to pursue Part 2 of this credit (assessing employee compensation)?:
Number of staff and faculty that receive sustainable compensation:
Number of employees of contractors that receive sustainable compensation:
A brief description of the standard(s) against which compensation was assessed:
A brief description of the compensation (wages and benefits) provided to the institution’s lowest paid regular, full-time employees:
A brief description of the compensation (wages and benefits) provided to the institution’s lowest paid regular, part-time employees:
A brief description of the compensation (wages and benefits) provided to the institution’s lowest paid temporary (non-regular) staff:
A brief description of the compensation (wages and benefits) provided to the institution’s lowest paid temporary (non-regular, adjunct or contingent) faculty:
A brief description of the compensation (wages and benefits) provided to the institution’s lowest paid student employees (graduate and/or undergraduate, as applicable):
The local legal minimum hourly wage for regular employees:
Does the institution have an on-site child care facility, partner with a local facility, and/or provide subsidies or financial support to help meet the child care needs of faculty and staff?:
Does the institution offer a socially responsible investment option for retirement plans?:
The website URL where information about the institution’s sustainable compensation policies and practices is available:
Data source(s) and notes about the submission:
We are market driven and use market salary survey data, but who do not have an articulate basic needs approach. I suspect this is a test we would meet but we have not articulated this in the past.
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The following is our current language:
In accordance with the compensation philosophy the support staff and administrative staff salary programs are reviewed regularly to assure that they remain competitive with the appropriate labor market. Jobs are compared with a designated group of peer colleges and universities, similar jobs in a geographic area, or with organizations with similar functions.
The Office of Human Resources reviews the salary structure annually to determine how inflation and the influence of the various labor markets have impacted salaries. Input from department heads concerning the competitive environment of specific professions is solicited. Information about other organizations is gathered through salary surveys. Decisions to revise a salary structure are based on external market conditions and the College's operating circumstances.
Market competitiveness:
"Benchmark" jobs are those that have a comparable job in the labor market with reliable survey data. These jobs form the anchor of the salary structure, and are identified based on individual department and institutional survey data. Human Resources reviews selected jobs annually.
Those jobs that do not have comparable jobs in the labor market are slotted in relationship to benchmark jobs based on similar functions and responsibilities.
We are market driven and use market salary survey data, but who do not have an articulate basic needs approach. I suspect this is a test we would meet but we have not articulated this in the past.
----
The following is our current language:
In accordance with the compensation philosophy the support staff and administrative staff salary programs are reviewed regularly to assure that they remain competitive with the appropriate labor market. Jobs are compared with a designated group of peer colleges and universities, similar jobs in a geographic area, or with organizations with similar functions.
The Office of Human Resources reviews the salary structure annually to determine how inflation and the influence of the various labor markets have impacted salaries. Input from department heads concerning the competitive environment of specific professions is solicited. Information about other organizations is gathered through salary surveys. Decisions to revise a salary structure are based on external market conditions and the College's operating circumstances.
Market competitiveness:
"Benchmark" jobs are those that have a comparable job in the labor market with reliable survey data. These jobs form the anchor of the salary structure, and are identified based on individual department and institutional survey data. Human Resources reviews selected jobs annually.
Those jobs that do not have comparable jobs in the labor market are slotted in relationship to benchmark jobs based on similar functions and responsibilities.
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.