Portland State University
PA-12: Employee Compensation

Dinning Services
Janitorial
Property Management

Note - this number shows a significant increase this year due to better counting of contractors covered by a CBA.

in-kind benefits include: health benefits, employer-paid retirement contributions, FICA taxes, the Portland city transit tax, disability, unemployment, and workers comp.

PSU Compensation Philosophy:
MISSION STATEMENT (ROLE OF PAY)
 Portland State University views compensation as a core element of a highly competitive overall employee package that also includes generous health and retirement benefits, tuition benefits, and a supportive work environment. To this end, the University will:
o Provide salary opportunities that are based on job responsibilities, experience, expertise, and performance. Strive to be competitive within the markets in which the University competes for talent, and promote internal equity, with consideration for the financial resources of the University
o Ensure understanding of the total compensation program through open, clear, and accessible communication on key components and opportunities of the program
o Permit the appropriate level of flexibility to accommodate all PSU staff segments and their requirements.
 The compensation structure will reflect the University’s Strategic Initiatives, cost to students including access and affordability, culture of the institution, reflect our commitment to positive relationships with our employees and employee unions, and support PSU’s ability to recruit and retain professional talent in a competitive market as fiscally feasible

COMMITMENT AND MAINTENANCE
 Total compensation is defined as the sum of all cash and benefits provided to PSU employees. PSU will strive to be market competitive in overall total compensation.
 The compensation program may also provide flexibility to adjust market positioning of strategic roles to meet key institutional needs and/or market pressures.
 A commitment to maintaining the total compensation program, through:
o Clear and consistent titling practices. Regular updating of position descriptions
o Periodic review of job structure, families, and levels (2-4 years)
o The identification of key benchmark jobs used to monitor the market
o Periodic review of the salary structure with adjustments made as necessary and as financially feasible to maintain market competitiveness HR / Sibson AP Advisory Committee Un/Un Advisory Committee

University Compensation Philosophy
o Periodic reviews of incumbent salaries relative to one another to ensure internal equity
o Ongoing communication with appropriate bargaining units and staff

ROLES AND RESPONSIBILITIES SENIOR ADMINISTRATION MANAGERS / SUPERVISORS
HUMAN RESOURCES
 Communicate campus wide
 Endorse program design
 Set strategic compensation goals
 Set performance standards
 Endorse salary structures
 Provide resources to maintain program
 Collaborate with HR
 Work within established compensation guidelines
 Update job descriptions
 Understand needed skills, knowledge, experience, etc.
 Set performance expectations
 Conduct annual evaluations
 Communicate openly with staff
 Subject matter experts
 Design, develop, and maintain compensation program
 Provide strategic and operational advice to leadership
 Provide tools and resources to managers
 Maintain market data
 Monitor effectiveness of program
 Communicate salary program

Data from Justin Moore, HR Analyst

Living wage of $19.20 was accurate at time of data retrieval in January 2021.