| Overall Rating | Gold |
|---|---|
| Overall Score | 75.77 |
| Liaison | Daryl Pierson |
| Submission Date | March 1, 2022 |
Portland State University
PA-12: Employee Compensation
| Status | Score | Responsible Party |
|---|---|---|
|
0.96 / 3.00 |
Amanda
Wolf Program + Assessment Coordinator Campus Sustainability Office |
"---"
indicates that no data was submitted for this field
Part 1. Living wage for employees
23.70
US/Canadian $
Percentage of employees that receive a living wage (benefits excluded):
84
Part 2. Living wage for employees of contractors
Yes
A list or brief description of significant on-site contractors:
Dinning Services
Janitorial
Property Management
Janitorial
Property Management
Percentage of employees of on-site contractors known to receive a living wage or be covered by collective bargaining agreements (i.e., union contracts):
81.20
Part 3. Minimum total compensation for employees
100 percent
A brief description of the minimum total compensation provided to the institution’s lowest paid employee or pay grade:
in-kind benefits include: health benefits, employer-paid retirement contributions, FICA taxes, the Portland city transit tax, disability, unemployment, and workers comp.
Optional Fields
Yes
A copy or brief description of the institution’s written policy stating its commitment to a living wage:
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
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
Website URL where information about employee compensation is available:
Additional documentation to support the submission:
---
Data source(s) and notes about the submission:
Data from Brandon Bighaus, HR Analyst
Living wage of $23.70 was accurate at time of data retrieval in January 2022.
Living wage of $23.70 was accurate at time of data retrieval in January 2022.
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.