A Quick Guide to Benchmarking

Frequently Asked Questions

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No. Positions in Monterey and in Washington D.C. have a 15% geographical difference added to them. 

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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. 

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Generally, all positions will be treated the same regardless of funding source. 

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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.

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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.

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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.

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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. 

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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
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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

 

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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    
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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.