FAQ
Frequently Asked Questions
Q Are the salary structures the same for Vermont and California?
No. Positions in Monterey and in Washington D.C. have a 15% geographical difference added to them.
Q Are there salary changes based on the individual's location for remote workers?
Compensation is based upon the CA or VT structure depending upon the location of where the role needs to occur and which school/department the work is based out of.
Q Are there any structure differences for grant-funded positions?
Generally, all positions will be treated the same regardless of funding source.
Q Is inflation taken into account?
Yes. The market accounts for inflation generally and we are basing our ranges on the market data. We are not explicitly tying the rates to inflation trends but they do impact the market data.
Q If Leading is 60%, how does someone achieve the entire range of the grade?
Discretionary additions may allow staff to go beyond the percentiles associated with leading. Keep in mind that annual market checks will be completed so those amounts are likely to change over time.
Q What does 2080, 2015 and 1950 "basis" mean?
In order to manage any compensation system there needs to be definitions of full time. Given Middlebury’s long history and the addition of the Middlebury Institute, we have three types of work arrangements. The base line definition of full time impacts schedules, CTO accruals and ultimately the calculation of budgets and pay. However, on an individual employee level the differences are not significant because everything is ultimately built on an hourly foundation and is consistent by work group. Let’s start with MIIS, all work relationships there are based on a 7.5 hours day/1950 hours per year full time definition. So if a .5 FTE salary is stated for a MIIS employee it is based on half of the total hours of 1950. In Vermont we have two different definitions, 2080 hours per year (8 hours per day) for areas that have operations beyond normal business hours such as dining, facilities and public safety, and 2015 annually (7.75 hours per day) for administrative areas.
Q How can we find the grade for a position?
Grades are included in job descriptions. See Searching for Active Job Descriptions which will provide a link and login information for CompAnalyst, our public job description library.
Q What are the pathways to increase individual compensation?
Option 1: Stay in Role No significant movement in ownership or impact |
Option 2: Build Skills in Role Increase level of ownership and impact |
Option 3: Expand Scope/Role Scope and/or role has changed, Promotion to new role |
Option 4: Move to New Role Within depart. or across Institution |
Result: No change to skill matrix assessment, market adjustment if applicable | Result: Move within skill matrix, move up in range | Result: New benchmark and skill matrix assessment | Result: New benchmark and skill matrix assessment |
Q What is our primary comparison market group?
The following list of institutions have an operating expense of $140M - $560M, student enrollment of 2500 - 8000, a private independent and private religious affiliation and is in the Northeast (ME, VT, NH, MA, RI, CT, NY, NJ, PA, DE, MD and DC):
Adelphi University | Johnson & Wales University | Simmons University |
Babson College | Lafayette College | Skidmore College |
Barnard College | Lehigh University | Smith College |
Bentley University | Long Island University Brooklyn Campus | Suffolk University |
Brandeis University | Marist College | Teachers College, Columbia University |
Bryant University | Monmouth University | The Culinary Institute of America |
Bucknell University | New York Institute of Technology | The University of Scranton |
Colgate University | Pratt Institute | University of Hartford |
College of the Holy Cross | Providence College | University of New Haven |
Emerson College | Rensselaer Polytechnic Institute | Wesleyan University |
Fairfield University | Rider University | Widener University |
Fairleigh Dickinson University | Roger Williams University | Worcester Polytechnic Institute |
Ithaca College | Saint Joseph’s University | Yeshiva University |
Q What is our secondary comparison market group?
The following list of institutions have an operating expense of $140M - $560M, student enrollment of 2500 - 8000, a private independent and private religious affiliation and are in the nation:
Adelphi University | Elon University | Monmouth University | Smith College |
A. T. Still University of Health Sciences | Emerson College | New York Institute of Technology | Suffolk University |
Babson College | Fairfield University | Oberlin College | Teachers College, Columbia University |
Barnard College | Fairleigh Dickinson University | Pepperdine University | The Culinary Institute of America |
Belmont University | Florida Institute of Technology | Pratt Institute | The University of Scranton |
Bentley University | Furman University | Providence College | University of Hartford |
Biola University | Gonzaga University | Rensselaer Polytechnic Institute | University of New Haven |
Bradley University | Illinois Institute of Technology | Rider University | University of Richmond |
Brandeis University | Ithaca College | Roger Williams University | University of Incarnate Word |
Bryant University | Johnson & Wales University | Rollins College | University of the Pacific |
Bucknell University | Lafayette College | Saint Joseph’s University | University of Tulsa |
Bryant University | Lehigh University | Saint Mary’s College of California | Wesleyan University |
Colgate University | Lipscomb University | Samford University | Widener University |
College of the Holy Cross | Loma Linda University | Seattle University | Worcester Polytechnic Institute |
Columbia College Chicago | Long Island University Brooklyn Campus | Simmons University | Xavier University |
Creighton University | Loyola University Maryland | Skidmore College | Yeshiva University |
Drake University | Marist College |
Q How do we center ongoing hope, learning and recognition for outstanding folks?
Base compensation is important, we all know that.
But, there is so much more to it! We should be celebrating the small and the big things because we know that people want and need to feel valued, appreciated and seen in their jobs. We have lots of tools for this—from a quick email or thank you chat, to using our emerging rewards and recognition programs, to investing time, energy and resources into development conversations and professional growth.
Do you have a question that hasn’t been covered? Please email Jenna Quenneville, Compensation Specialist, at Jenna@middlebury.edu and we’ll get back to you.