In-Range Salary Adjustments for Civil Service Employees
Responsible University Officer: Vice President for Human Resources
Policy Owner: Director, Employee Relations and Compensation
Policy Contact: See Contacts Section.


The University provides to responsible administrators/supervisors of civil service employees an option of granting to them in-range salary adjustments outside of pay increases executed through annual pay plans. Reasons for such increases in salary are limited to the categories of market, merit, retention, internal equity and workload adjustments. This type of salary adjustment is to be used with discretion. Decisions to make this adjustment will be made only after consideration of the impact to all positions within a department or larger unit. In-range salary adjustments will be applied judiciously and in full compliance with the criteria and procedures as defined in this policy.

Provisions and Terms


This policy governs the provision for in-range salary adjustments for Civil Service employees.

Excluded from coverage under this policy are:

  • Union-represented staff
  • Student employees
  • Individuals on academic appointments including faculty, academic professional and administrative employees, or graduate assistants.
Types and Criteria for In-Range Adjustments
  1. Market Adjustments
    An in-range salary adjustment may be provided where an incumbent's placement within the pay range is not consistent with relevant market data. The appropriate responsible administrator/supervisor may initiate a temporary augmentation of the affected employee's salary, if the perceived market problem is such that a unit is in danger of losing employees within a classification (job code) before the Office of Human Resources completes a market analysis and a final decision is made on the amount and continuation of any increases.

  2. Merit Adjustments
    A merit adjustment may be awarded if the responsible administrator/supervisor determines that an employee's performance is especially meritorious. The performance appraisal must document an exceptional level of performance.

  3. Retention Adjustments
    A retention adjustment may be awarded to counter a bona fide employment offer from outside the University.

  4. Internal Equity Adjustments
    Colleges and administrative units are responsible for establishing and maintaining equitable pay relationships within their work units. Factors to consider in determining equitable pay relationships are: employee credentials, employee salary history at the University, and documented employee work performance.

    Internal equity increases may be recommended whenever an equity problem is discovered. Every college and unit must have consistent hiring and promotion practices. It is expected that departments making salary offers to new employees will evaluate the new employee's overall credentials against the salary, credentials, and performance record of existing staff in order to preserve internal equity within the work unit.

    In the rare event that a unit hires a similarly qualified new employee at a pay rate greater than that of similarly qualified incumbents in the same classification, the responsible administrator may recommend an in-range salary increase to bring incumbents pay into an equitable relationship. The responsible administrator/supervisor will review the documented work performance as well as credentials of current employees in making pay decisions.

  5. Workload Adjustments
    Due to the elimination of positions and/or greater need to increase the unit's effectiveness and efficiency, it is sometimes necessary to increase an employee's workload. The assignment of higher level responsibilities may result in a reclassification to a higher classification (job code) for the incumbent. Often the additional or new duties do not rise to the level which would justify a change in classification. Where there are extreme and documented increases in the workload, the responsible administrator/supervisor may recommend an in-range adjustment to recognize the additional effort.

In-Range Adjustments for Employees in Broadbanded Classifications

Broadbanded classifications (job codes) may contain up to five levels. In-range salary adjustments for employees in broadbanded classifications may be awarded only within a specific expertise level.


The University understands the business need of providing an option to increase an employee’s salary distinct from those increases which result from annual pay plans. This policy provides for such need.

General Information or Procedural Assistance
  • Primary: Responsible administrator/supervisor
  • Secondary: Local campus, college, or administrative unit HR administrator
  • Other (as needed): Office of Human Resources specialist or consultant
Document Processing
  • HRMS Key Contact
  • Office of Human Resources Call Center


In-Range Salary Adjustment
A recurring increase to an individual's salary, the total base pay amount of which must fall within the existing classification's (job code's) salary range to which the individual is appointed. This type of increase is distinct from one which results from annual pay plans


Responsible Administrators/Supervisors
Responsible for assessing the need for salary adjustment action according to the criteria stated in this policy and for providing an appropriately documented recommendation.
Chancellor, Provost, Vice President, Dean, or designee
Evaluate and approve or deny the recommendation for an in-range salary adjustment. Units may have more detailed process guidelines related to this type of salary adjustments for departments reporting to them (optional).
Office of Human Resources Consultant
Responsible for advising the unit-campus human resource administrator and/or the senior administrator, responsible administrator, and/or the direct supervisor with regard to documented need and process.


There is no related information associated with this policy.

May 2008 - Policy converted to the new University-wide format for administrative policies.
March 2000 - Additional information provided and greater clarity given; information reformatted.
June 1995
February 1995

Document Feedback

Date Revised

May 2008

Date Effective

February 1995