Performance Evaluation and Compensation

5.1 Work Performance Evaluation

5.1.1 Performance Management System Policy

Overview
The College’s Performance Management System was developed through shared governance. It seeks to foster meaningful and open communication between supervisors and employees ensuring they receive honest performance information for the year and clear goals and development plans for the coming year. It seeks to improve job effectiveness and productivity through clarity of roles and alignment of goals and constructive feedback and assist employees in planning for future development and opportunities for promotion.
Scope
All full-time employees on contracts longer than 12 months are covered in this policy.
Purpose
The College’s Performance Management System seeks to ensure that:
- employees focus their efforts on achieving the Mission and Vision of the College.
- there is a high degree of alignment between individual employee’s work plan and the strategic goals of the department and the organizational values of the College.
- performance standards on quality and quantity of work expectations are clearly understood by employees.
- there is ongoing feedback on performance expectations during the performance cycle.
- decisions on rewards and recognition awards and salary increases are based on employee performance outcomes.
- opportunities for employee growth and development are identified and supported.
- employees are given the opportunity to address performance challenges and when standards are not met, they are addressed in a timely manner.
- performance ratings are applied in a fair and consistent manner.
Guiding principles
The Performance Management System is guided by the following principles:
- Alignment to College goals
- Focus on employee growth and development
- Objectivity
- Transparency
- Confidentiality
- Consistency and Fairness
- Clarity of roles
- Equity and merit
- Accountability
Application
1. Annual Performance Cycle
  The Annual Performance Cycle comprises of three Phases:
  - Phase 1: Performance Planning
  - Phase 2: Mid-term Performance Review
  - Phase 3: Final Assessment and Rating
2. Work Plans
  Managers/Supervisors and employees must meet and set performance goals within the first 30 calendar days of:
  - the commencement of the Performance Cycle;
  - the new hire’s employment start date for the probationary period;
  - following any significant changes to the position responsibilities or performance goals for the current performance cycle.
  In addition to the formal work planning meetings, supervisors are encouraged to schedule additional meetings with employees as needed throughout the performance cycle.
  There are three parts to the Work Plan: performance goals, core behavioral competencies and development goals. Employees will be rated on the annual performance evaluation for their achievements on the performance goals and core behavioral competencies.
3. Performance assessment
  1. Ongoing Feedback
    Throughout the performance cycle managers/supervisors are expected to give employees feedback on their work performance, coach and mentor them for both development and corrective action and where needed address constraints to achievement of performance goals. When meeting with employee to discuss work performance issues, supervisors are strongly encouraged to have copies of the employee’s position description, work plan(performance goals) and CMI’s core behavioral competencies.
  2. Mid-term review
    There will be an informal review mid-way into the performance cycle at the end of the 6th month and before the end of the 7th month. This is also an opportunity to review and revise performance goals if necessary.
  3. Final Assessment
    Performance assessments are guided by a six-point Rating Scale for performance. The Annual Performance Assessment combines the rating of Performance Goal achievement Rating and Behavioral Competency Rating. The combined rating is expressed as an overall rating using this scale.

Rating	Performance Level	Description
5	Excellent	Performance, achievements and behavior have significantly exceeded the College’s performance criteria. All agreed annual outcomes have been achieved at a higher level than expected. Results of the annual performance cycle are considered to be at the highest level by supervisor, colleagues, peers, clients, and others external to the College. The supervisor has received evidence to verify a much higher level of outcome than expected.
4	Exceeds Expectations	Performance, achievements and behavior have exceeded the College’s performance criteria. Some of the agreed annual outcomes have been achieved at a higher level than expected and all annual outcomes have been achieved. The supervisor has received evidence to verify a higher level of outcome than expected.
3	Successful	Performance, achievements and behavior have met the College’s performance criteria. The agreed annual outcomes have been achieved. There has been an improvement in performance over the last annual assessment.
2	Meets Performance Expectations	Performance, achievements and behavior generally have met the College’s performance criteria. Most of the agreed annual outcomes have been achieved. Improvement is required in one or two areas of the performance criteria.
1	Development	Performance, achievements and behavior have met the College’s performance criteria in most areas. Some of the agreed outcomes have been achieved. Significant improvement is required in several areas of the performance criteria.
	Does not meet Performance Requirements	Performance, achievements and/or behavior have not met the College’s performance criteria in some or all areas. Further assessment and action is required.

Performance Moderation
Performance moderation is necessary to ensure that performance evaluations are carried out consistently and fairly within a department and across the College.
1. Provisional Assessment Rating
  The process of moderation begins when the employee and the supervisor discuss their ratings and come to an agreed rating. The agreed rating is a provisional rating where it has to be referred to an Administrator for approval.
2. Performance Evaluation Moderating Committee
  The Performance Evaluation Moderating Committee (PEMC) will be responsible for ensuring that the annual performance assessment is done in a realistic, consistent and fair manner, as well as it will monitor the performance assessment process by obtaining an overall sense of whether norms and standards are being applied consistently and realistically to employees on the same level.The role, scope and responsibility of the PEMC are outlined in a separate document.
Training
All supervisors must be trained and certified. Likewise, every employee must be trained in the use of the PMS and their role.
User Guides
Performance Management System User Guides outlining the process and procedures will be made available to all employees.
Definitions
Core competency– The College has identified 5 core behavioral competencies that every CMI employee should demonstrate in their work.

User Guide– a guide that provides employees and supervisors with procedures and guidance on how to use the Performance Management System. Three User Guides have been prepared for each of the employee groups: Faculty, Management and Professional and Technical and Support Staff.
Authority
1. Supervisors are responsible for ensuring employees participate in the performance management process.
2. Administrators will approve performance evaluation outcomes for employees in departments under their responsibility.
3. The Performance Evaluation Moderating Committee (PEMC) will moderate outcomes to ensure there is consistency and equity across the College.
4. Human Resources will be responsible for ensuring the system, is administered according to the policy.

5.1.2 Use of the Work Performance Report

The Work Performance Evaluation Report will be used as a measure of the Employee’s level of work performance and effectiveness. The report may be used as the background information for any of the following Human Resources-related actions:

Employee improvement or training programs,
granting salary increments,
rating Employee’s suitability for promotion,
examining the Employee’s suitability for the job, or
justifying administrative decisions to transfer, demote or dismiss the Employee.

5.1.3 Work Performance Evaluation Guidelines

The immediate supervisor of each permanent Employee shall during the first two (2) months of the new work year or salary increment year, discuss with the Employee the objectives, expectations and priorities to be achieved during the coming year.

The protocol for evaluations is as follows:
1. The President evaluates the Vice Presidents and other executive level positions (such as the chief financial officer) that report directly to him/her.
2. The Vice Presidents and heads of administrative divisions evaluate the directors and managers who serve directly under them; directors and managers evaluate the Staff who serve under them.
A permanent Employee, having successfully completed the required probationary period and having been retained in the service of the College, shall be formally evaluated once a year, such evaluation to occur within two (2) months of the end of the work year in accordance with the PMS schedule.
A permanent Employee who receives a less than satisfactory annual performance rating shall be placed on probationary status for a period of six months to one year. (See paragraph Probation subsequent to Evaluation for related policy and procedure).
An Employee whose employment is to be terminated as a result of a work performance evaluation recommendation, must be notified in writing at least sixty (60) days prior to the end of the contract year for which the work performance evaluation was made.
An Employee may appeal an unsatisfactory work performance evaluation if the Employee alleges that the evaluation was unjust, arbitrary or discriminatory. The Employee signature on the work performance evaluation does not necessarily imply agreement but that the evaluation was discussed. Any areas of disagreement should be noted on the form.
The original copy of the work performance evaluation is maintained in the Employee’s Human Resources file. Copies of the work performance evaluation may be requested by Employees and their supervisors.

5.1.4 Probation Subsequent to a Performance Evaluation

Purpose
It is the policy of the College to treat all Employees fairly. In return, the College expects all Employees to adhere to standards of conduct and work performance that are established to enable all to work together to achieve the objectives of the College. In this regard, Employees will be supported and given a fair opportunity to make improvements to their performance, should they fall below standards.
Policy
When an Employee receives a less than satisfactory annual performance rating the Employee shall be placed on probationary status for a period of six months to one year. The decision as to the appropriate length of the probation will be made by the first level supervisor, after consultation with the next level supervisor. If the first level supervisor is the President he/she may choose to consult with the Director Human Resources prior to making the decision.
Application
1. Written Development Plan.
  The supervisor will require that the Employee have a written developmental plan designed to improve the Employee’s performance in clearly identified areas over the specified probationary time period. The developmental plan will be prepared jointly by the supervisor and Employee and will include at a minimum:
  - the expectations of the supervisor as to how the Employee can remedy the deficiency or deficiencies in performance;
  - specific performance goals and objectives, timetables for achieving such goals over the probationary period, and the criteria to be used in measuring progress toward the performance goals;
  - the resources or developmental support, if any, the supervisor is willing and able to provide the Employee to assist in implementing the plan;
  - any adjustment in workload, assignments or responsibilities of the Employee in order to enhance his or her performance and contribution to the mission of the unit; and
  - consequences that might follow if deficiencies are not corrected.
  The developmental plan will be reviewed and approved by the first level supervisor after consultation with the second level supervisor, who may make suggestions for improving the plan. The approved plan will be implemented by the Employee.
2. Monitoring and Re-evaluation of Performance.
  Progress towards achieving the goals and timetables set out in the development plan will be reviewed periodically by the supervisor, who will provide detailed feedback to the Employee and a copy to the second level supervisor. At the end of the probationary period, the first level supervisor will review the Employee’s performance and make one of the following recommendations:
  - The Employee has improved his or her performance, and no further action is necessary pending the next regularly scheduled Employee Performance Review. If, in the opinion of the supervisor, performance has sufficiently improved prior to the end of the established probationary period, the supervisor may recommend that the Employee be removed from probation prior to the end of the probationary period.
  - The Employee’s performance has improved but not at the expected level. The supervisor may require an extension of the probationary period and adjustment in the developmental plan or in the Employee’s workload in order to improve further the Employee’s performance; or
  - The Employee’s performance remains seriously deficient and is deemed to constitute incompetence. In such case, the supervisor will recommend one of the following sanctions:
    - dismissal at the end of the probationary period; or
    - a terminal contract.
  - The supervisor’s recommendation is forwarded to the second level supervisor.
Second Level Supervisor’s Review and the Possible Imposition of Sanctions
The second level supervisor reviews the recommended action:
- If the second level supervisor agrees with a recommendation that no further action is necessary, the review process stops pending the next regularly scheduled Employee Performance Review.
- If the second level supervisor agrees with a recommendation for an extended probation with development plan and/or workload adjustment, the adjustment is implemented and the probationary period and review are extended.
- If the second level supervisor agrees with a departmental recommendation for the imposition of a sanction, the second level supervisor forwards this recommendation to the appropriate executive Administrator or Vice President for review and concurrence. Sanctions may be imposed only in accordance with the Human Resources Policy and Procedure Manual, Chapter Nine “Cessation of Employment”.
- If the second level supervisor disagrees with the departmental decision, the departmental and second level supervisor’s recommendation are forwarded to the appropriate executive Administrator or Vice President for review and final decision.
Definitions
Probation– A period of time formally agreed during which the Employee must make improvements to their performance or be subject to sanctions.Terminal contract– A Contract that will end on the date specified in the contract with no further renewal.
Scope
All full-time permanent employees are covered in this policy.
Authority
The appropriate executive Administrator or Vice-President will approve the recommendation of the probation outcome.
Performance Evaluation Accountability(based on current reporting lines)

FACULTY
Person being evaluated	Evaluation of Parts 1 to 3 1ST Level Supervisor	Final recommendation 2nd Level Supervisor	Final Sign-off
Faculty Member	Chair	Dean of Academic Affairs	Faculty
Chair	Dean of Academic Affairs	VP Academic and Students Affairs	Chair
Faculty member, when it would be inappropriate for the Chair to conduct the evaluation	Alternate nominated by the Dean of Academic Affairs	Dean of Academic Affairs	Faculty

NON-FACULTY
Person being evaluated	Evaluation of Parts 1 to 3 1ST Level Supervisor	Final recommendation 2nd Level Supervisor	Final Sign-off
President	Chair, Board of Regents		President
Administrators (Vice-Presidents, Executive Advisor to the President); Dean of Land Grant, Director Arrak Campus	President		Employee being evaluated
Direct report of the Administrator where it would be inappropriate for them to conduct the evaluation due to a conflict of interest.	Alternate nominated by the Administrator	President	Employee being evaluated
Deans Academic Affairs, Dean Student Services, Director IR, Director, Library Services, Director ABE Ebeye Campus Coordinator, Jaluit Campus Coordinator, Grants Coordinator
Deans Academic Affairs, Dean Student Services, Director, Library Services, Director ABE, Ebeye Campus Coordinator, Jaluit Campus Coordinator	HOD/Dean or designated supervisor	Vice-President, Academic and Student Service	Employee being evaluated
Director HR, Director IT, Director Physical Plant, Director Safety and Security, Director of Business Office, Translator	Vice-President Business and Administration	Vice-President Business and Administration	Employee being evaluated
Direct report of Director HR, Director IT, Director Physical Plant, Director Safety and Security.	Head of Department	Vice-President Business and Administration	Employee being evaluated

5.1.5 Evaluation of the Performance Management System

Purpose
The Performance Management System (PMS) will remain relevant for as long as it continues to meet the needs of the College and its employees. Evaluation of the PMS should help determine whether the system is functioning effectively.
Policy
The Performance Management System will be periodically reviewed for purpose of improving the system. Initial evaluation of the system will be undertaken after the first evaluation cycle in 2017. Thereon, the PMS will be evaluated every two years.
Application
1. Evaluation
  The evaluation strategy will include:
  - Is the system addressing the College’s needs?
  - Does the system effectively integrate with the College’s Planning and Evaluation Framework?
  - Does the system fit the College’s values and culture?
  - Do managers have the necessary skills to use the system?
  - Does it provide useful data for making personnel decisions?
2. The Director Human Resources will be responsible for undertaking the evaluation.
Definitions
Evaluation Cycle- Annual Performance Cycle
Scope
An evaluation of the system should generally involve all users of the PMS.
Authority
Director Human Resources is responsible for the ongoing audit and evaluation of the College’s Performance Management System.

5.2 Total Rewards & Salary Policy

Compensation Philosophy

In order to fulfill its mission, the College of the Marshall Islands shall maintain a compensation program directed toward attracting, retaining and rewarding a qualified and diverse workforce. Within the boundaries of financial feasibility, employee compensation shall be externally competitive and internally equitable, and shall be based upon performance as recognized within the work unit.

5.2.1 Introduction

The College of the Marshall Islands aspires to attract and retain committed and experienced professionals. Without excellence we would not be able to achieve our mission. We recognize that we operate in a competitive market for talented people and we need to be able to respond to this. We therefore acknowledge that different professions and types of jobs operate in different employment markets and hence the need to balance internal equity with external realities. We aim to ensure we pay appropriate amounts to attract and retain the people we need to achieve our mission. We also recognize that our employment proposition includes non-financial elements and we endeavor to provide a total reward package that is affordable and helps make working at The College of the Marshall Islands a rewarding experience in the widest sense.

5.2.2 Scope

This policy describes the principles and overarching framework of the reward system at The College of the Marshall Islands and applies to all employees of the College.

5.2.3 Reward Principles

The College of the Marshall Islands total reward policy is underpinned by our organizational values and principles and aims to assist the achievement of organizational objectives. Specifically these reward principles are that:

Our approach to reward will ensure congruity between the values of The College of the Marshall Islands and the design of job evaluation, pay systems and benefits packages.
Our reward packages will be designed to ensure The College of the Marshall Islands ability to attract, retain and motivate the caliber and mix of people required.
Our reward packages will be affordable to The College of the Marshall Islands and ensure accountability to the people and leadership of the Marshall Islands and all donors to the College.
Our reward packages will aim to be fair, transparent and flexible.
We will ensure that our approach to reward packages do not discriminate on the grounds of gender, age, disability, ethnic origin and any other criteria defined in the equal opportunities policy.
Our approach to reward will be designed to recognize the value of individuals’ contribution to The College of the Marshall Islands and its work.
We will use job evaluation to establish the relative size of all jobs at The College of the Marshall Islands, including administrative, faculty and staff jobs.
We aim for a medium salary position within the agreed pay market.
We will seek the views of employees in the development and implementation of reward programs and systems.

5.2.4 Performance Rewards and Recognition

Annual Compensation Pool. Subject to the availability of funds, the Annual Compensation Pool is a pool of money equal to at least 4% of annual payroll that is earmarked in the annual budget for annual salary increases and/or bonus payments in the following year.
Purpose. In order to fulfill its mission, the College of the Marshall Islands shall maintain a compensation program directed toward attracting, retaining and rewarding a qualified and diverse workforce. Within the boundaries of financial feasibility, employee compensation shall be externally competitive and internally equitable, and shall be based upon performance as recognized within the work unit.
Policy Performance Reward Principles
The College of the Marshall Islands’ performance rewards and recognition policy is underpinned by our organizational values and principles and aims to assist the achievement of organizational objectives. Specifically these reward principles are that:
- Our reward packages will be designed to ensure The College of the Marshall Islands ability to attract, retain and motivate the caliber and mix of people required.
- Our reward packages will aim to be fair, transparent and flexible.
- Our reward packages will include monetary and non-monetary rewards and recognition.
- We will ensure that our approach to reward packages do not discriminate on the grounds of gender, age, disability, ethnic origin and any other criteria defined in the equal opportunities policy.
- Our approach to reward will be designed to recognize performance excellence and the value of individuals’ contribution to The College of the Marshall Islands and its work.
Scope
All full-time employees employed who have completed their first performance cycle are covered in this policy. Employees in grant funded positions will be subject to grant provisions for performance rewards.
Application
1. Monetary performance rewards
  1. All salary points above the lowest salary point in a salary grade level are incremental points in each of the salary grade levels.
  2. Within-grade salary advancement is based on merit in accordance with Performance Achievement Level standards specified in Performance Management System.
  3. An Incremental Progression (IP) is the upward movement by one point on a salary grade level.
  4. A Cash Bonus (CB) is paid as a ‘one-off’ cash reward equivalent to one(1) Pay Period for the Employee(Cash Bonus payments are subject to RMI tax).
  5. Subject to achieving Performance Achievement levels specified in Performance Management System and the requirements specified below, employees will be eligible for consideration for a cash bonus(s) and/or progression between the incremental steps within the grade level of their appointment until the top step is reached.

Rating	Performance Achievement Level	Frequency	Reward
5	Excellent	Year 1	1 IP and 1 CB or 2 CBs
		Year 2	1 IP and 2 CBs
		Year 3	2 IPs
		Year 4 and more	2IPs or 2CBs if at the top of the salary grade level
4	Exceeds Expectations	1CB
		Year 2	1 IP
3	Successful	Met College’s performance criteria showing improvement over the last annual assessment	Commendation (non-monetary recognition/reward)

1. Employees at the end of their first performance cycle are eligible for a performance reward based on their performance evaluation outcome.

Non-monetary performance recognition awards
1. The purpose of non-monetary performance recognition awards is to reward performance excellence as well motivate and encourage employees in their efforts to improve performance standards.
2. Managers and Heads of Departments are encouraged to be creative with non-monetary recognition awards.
Definitions
Incremental Progression- a movement up one point on the salary grade level.
Cash Bonus- A one-off cash reward equivalent to one pay period for the employee.

Authority
The Administrator responsible approves the performance achievement reward upon the recommendation of the supervisor based on the employee’s performance evaluation outcome.

5.2.5 Administrative Delays in Granting Eligible Salary Increases and Bonus Payments

Should an Employee be eligible for consideration an annual increase in salary or a bonus payment and should the granting of an Employee’s salary increase and/or bonus payment be delayed beyond its effective date, due solely to administrative reasons, the salary increment and/or bonus payment shall be made retroactive to the effective date.

5.2.6 Performance Management System Appeals Mechanism

Purpose
The Performance Management System Appeals Mechanism gives employees the opportunity to appeal decisions regarding their performance evaluation outcomes.
Policy
Employees have the right to appeal a formal decision/action made under the Performance Management System using the appeals mechanism.
1. Decisions that can be appealed
  1. Final rating was reached with a pending disagreement from the employee.
  2. An alleged breach in procedure relating to performance evaluation and assessment.
  3. A change to the final performance evaluation rating without the employee’s knowledge.
2. Decisions that cannot be appealed:
  1. Non-monetary rewards.
  2. An evaluation outcome agreed, accepted and signed off by employee.
Appeals Panel
1. Composition
  The Appeals Panel is constituted by the President as follows:
  - Chair nominated by the President
  - A member of the Moderating Committee (who is not the Line Administrator)
  - President or nominee of the relevant Senate
2. Role
  1. The role of the Appeals Panel is to provide an institutional recourse for an employee in a disagreement over the formal outcome of their performance evaluation.
  2. The Appeals Panel will consider written representations from employees in the event of a disagreement and after submission in writing to the Director Human Resources.
  3. The Appeals Panel will respect and maintain confidentiality of all its proceedings.
Application
1. Roles and Responsibilities
  1. Employees have a responsibility to:
    - submit an appeal in accordance with the procedure;
    - clearly state the basis of his/her appeal and provide all the relevant details and supporting evidence.
    - attend meetings held under the appeals procedure; and
    - provide the relevant details in relation to the appeal.
  2. Managers have a responsibility to:
    - to clearly explain and document the reasons behind decisions made and provide any necessary details if a hearing is held.
  3. Human Resources
    - The Appeal submission is made by the aggrieved employee to the Director Human Resources who then ensures the Appeals Panel is activated and set up appropriately.
    - Human Resources may advise the aggrieved employee on the Appeals process.
    - Human Resources may be contacted for facilitation or reconciliation services if necessary after the conclusion of the appeal process.
2. Appeal timelines
  1. An employee who wishes to proceed with an appeal for any of the reasons stated in 2.1 must submit a written appeal to the Director of Human Resources within 10 days of receiving formal communication of the decision being appealed.
  2. The Director of Human Resources will recommend to the President, the convening of the Appeals Panel within five working days after receipt of the written appeal, provided the full documentation is received from the appellant. In the event there are extenuating circumstances and the Appeals Panel is unavailable within the five-day period, the evaluation review period may be extended by mutual agreement with the appellant or by the Director Human Resources.
  3. Upon conclusion of the appeal review, the Appeals Panel will respond to the employee in writing within 10 working days regarding their decision.
3. Appeal Documentation
  1. The employee should include in his/her written appeal specific information about the performance objective outcome and/or behavioral assessment outcome where there is disagreement, documentation and/or evidences/examples of the employee’s performance in the defined areas (for the time period evaluated), and the desired outcome of the appeal.
  2. An appeal citing non-compliance to procedures must specify the alleged breach in procedures and provide supporting evidence.
4. Appeal Outcome
  1. In the event that a decision under areas specified in 2.1 above, relating to any portion of the evaluation is overturned, the employee, their relevant supervisor and Line Administrator will be informed and the employee provided a copy of the revised evaluation. The revised and original evaluation will be retained in the employee’s personal file maintained by Human Resources as the official evaluation of record. Final decisions made by the Appeals Panel are not subject to further appeal.
  2. The Director Human Resources is responsible for all communications with respect to an appeal.
Definitions
Moderation actions- relate to decisions taken by Administrators and the Moderating Committee
Appellant- Person making the appeal.
Line Administrator- Administrator responsible for Appellant’s department
Scope
With the exception of the President, all full-time employees on contracts of 12 months or more are covered in this policy.
Authority
The Appeals Panel make its final recommendation on the appeal to the President for approval.

5.3 Position Establishment, Classification and Grading

5.3.1 Position Establishment

Policy The President, upon the recommendation of the appropriate dean or department head, may establish positions or classes of positions, which are necessary for the efficient operation of the College and its departments. Approval of funding for positions is vested with the Board of Regents as part of the budget approval process.
Purpose The establishment of a position must be driven by an institutional need for that position with a clear justification provided. The process for the establishment of a position is outlined.
Scope This policy applies to new positions and existing positions in need of revision.
Application
1. This policy applies to positions requiring funding from the College’s general funds as well as Grant funded positions.
2. A position must exist before an appointment can be made. Where a position does not exist, the department head must ensure they have sufficient funds to create the position prior to an appointment being made.
3. Job Description A job description detailing the key responsibilities of the position should be provided with the request. The Job Description should be written using the college’s Job Description Form.
4. Determination of the position grade level. As part of its compensation strategy based on internal equity, the College requires that all jobs are evaluated and classified based on the essential and job-related functions as documented in job descriptions. The Job Evaluation Committee https://cmi.edu/executive-council/human-resources-committee/ will assess the position using the college’s job evaluation system to determine the grade level before the request to establish the position is submitted to the President for approval.
5. Classification A position must belong to a job family and categorized under the College’s classification categories.
6. Position title A position will be given a local level title e.g. Secretary, Electrician, Custodian. The Human Resources Department can provide advice on appropriate position titles.
7. Position Code ID Each position will be assigned a position (job) code ID depicting the location, department and position number.
8. Criteria The following will apply to all College positions:
  - Every full-time, adjunct, temporary, part-time and grant-funded appointment must be assigned to at least one position;
  - Employees may be assigned to more than one position but the sum total of all positions assigned must not exceed 100%;
  - the only exception are Adjunct faculty appointments where multiple appointments can be made against a generic position.
  - Vacant positions are normally budgeted up to the mid-point inclusive of benefits.
  - Each position is assigned a budget code.
9. Types of Positions
  1. Permanent Position means a position established by the College that is Full Time, continuing in nature and which entitle the incumbent to an initial contract of three years.
  2. Part Time/Permanent Position means a position where the incumbent is scheduled to work for less than 40 hours per biweekly pay period and whose position is expected to be active for more than twelve (12) months.
  3. Adjunct Position means a position established for multiple semester appointments of part-time faculty. Each Adjunct appointment will not exceed a workload of six (6) credit hours per semester.
  4. Temporary Position means a position that will be active for twelve (12) months or less. Temporary positions include the following:
    1. Positions which do not last more than the academic or budget year;
    2. Positions which are seasonal in nature;
    3. Positions which are part-time and /or intermittent in nature;
    4. Positions which are appointed under the provisions of this policy for Limited Term and Contingency Appointments.
  5. Personal Services contract position serves a specific short term less than 12 months and does not require formal establishment. It is set up as a generic position to which multiple appointments can be made but must not be used as a substitute for hiring permanent employees. Funding for such positions must be confirmed by the Chief Financial Officer prior to any appointment being made.
Procedures
1. Requests to establish new positions must follow the procedures and approval requirements outlined in ‘Procedures to establish a new position’ and use the ‘Form- Request to Establish a new position’.
2. A request to change an existing position must state the justification for the change and the position description revised to reflect the change. The revised position description will be evaluated by the Job Evaluation Committee to determine whether there is a change to the level of the position. Should the position level go up, approval must be sought from the Budget Committee for the increase in funding.
Definitions General funded position– A position funded from the College’s Annual budget allocation.Grant funded position– A position funded under grant projects for the duration of the grant.Temporary position– Maybe funded from salary savings from vacant position(s) or temporary funding. Adjunct position- Created for part-time faculty appointments.

5.3.2 Position Descriptions

The Human Resources Office shall maintain job descriptions for each major classification of College personnel. Each job description should reflect the highest standards of professional expectation and should deal only with the duties inherent in each position. These job descriptions shall include:

the title of the position and the class of the position,
pay level and salary range,
nature of work of the position, or class of position,
description of the duties of the position, or class of position,
desirable knowledge, skills and abilities,
minimum education level as well as other minimum qualifications and experience requirements, and
preferred education level as well as other preferred qualifications and experience.

Job descriptions are subject to the approval of the appropriate dean or division Administrator. Final approval of all job descriptions is vested with the President.

5.3.3 Job Classification and Salaries

The College’s philosophy regarding job classification and salaries is to maintain job classifications and pay levels that are internally consistent and externally competitive. As part of its compensation strategy based on internal equity, CMI requires that all jobs are evaluated and classified based on the essential and job-related functions as documented in job descriptions.

A classification structure has been developed in consultation with CMI staff. The classification structure is designed to support the Human Resources Committee make fair, consistent and equitable decisions on the appropriate classification or level of roles. The classification structure allows for consideration of team based work and recognizes increased complexity of work resulting from the impact of information technology on modern workplaces. The descriptors outlined in the Job Evaluation Manual https://cmi.edu/human-resources-department/human-resources-policies-and-procedures/ also provide broad guidance on the level of performance expected of staff at each level.

Job Families
There are three broad job families at CMI.
1. Administration and Support covering management, professional, technical, general administrative and facilities support roles.
2. Academic and Student support covering non-instructional faculty, library, research and student support roles.
3. Instructional Faculty
  The classification structure and descriptors does not cover the Instructional Faculty family.
A position must belong to a job family and categorized under the College’s classification categories as follows:
- Management
- Professional
- Non-Instructional faculty
- Library
- Research
- Technical
- General Administrative
- Student Support
- Facilities Support
Organizational design and job design
1. Underlying any job classification structure is the concept of organizational design. At the highest level, it involves the establishment of structures, systems and processes which effectively deliver outcomes to an organization in line with its strategic objectives.
2. Organizational design is important in the context of job sizing, as decisions as to which tasks are grouped together into organizational units and to which jobs those units’ report has a big impact on job design. For example, organizational units may be hierarchical and have a functional structure, with each job specializing in one part of the task that the unit is required to achieve. Alternately, a team or project management structure may be adopted, with all roles in the team undertaking several aspects of the task that the unit is required to achieve.
3. Good job design is key to an effective organization. Good job design involves having a clear role, a broad spread of duties, the opportunity to allow the incumbent some latitude on how the work is done, clear levels of accountability and responsibility. Job design informs a range of other HR practices including recruitment of staff, career development, performance management, job sizing and succession planning.
Work Value
1. Work value is based on the premise, that as jobs require more qualifications, skill and knowledge to undertake, as decision making becomes increasingly complex and as the level of accountability becomes greater, so the worth of the job (and the compensation attached to it) increases.
2. Work value is not a subjective analysis of the value of the individual to the supervisor, but a structured process of assessing one job against a standard range of factors common to all jobs.
3. Work value is determined by job sizing. Job sizing is not about the incumbent of the job, but the duties of the job.
4. The job sizing process requires examination of jobs in their broader context, so it is important to explore the levels of jobs above and below the job being considered as well as the organizational context in which the incumbent is required to operate. (This should be included in the job description).
Elements of a job to be considered in determining work value
All job sizing systems rest on the identification of key qualifications, knowledge and skills necessary for the incumbent to do the job. Jobs are evaluated on the basis that the work is required by the College and the outcomes specified in the job description are achieved. Judgements are made based on the minimum qualifications and requirements of the role and not the qualifications and skills of the current incumbent.

The component parts against which every job will be considered are set out below.

Factor	Definition
Knowledge and Experience	These factors describe the inputs necessary to do the job
Minimum qualifications and experience and expertise	This means the level of formal training required to undertake the role and the extent of specialist knowledge and/or of practical experience necessary to perform the duties.
Written communications	This means the level of expertise in researching and writing the necessary to undertake the role.
Spoken communications	This considers the level of expertise and capacity in oral and representational skills necessary to undertake the role
People Requirements	These factors describe the responsibility for control of staff and/or interpersonal skills needed to do the job.
Understanding human relations	The level of interpersonal and/ or student or staff management skills necessary to undertake the role. All jobs must include a statement about interpersonal skills
Team work	The extent to which the role is expected to participate in team work or lead teams.
Supervisory responsibilities	The extent of responsibility for management of staff within the College. Management includes responsibility for staff development, mentoring and completion of performance review.
Authority and Accountability	These factors describe the level of responsibility for the outputs from the position
Decision making authority	The level of discretionary decision making necessary and its direct or indirect contribution to the College of those decisions.
Accountability	Extent to which the role is solely accountable for ensuring accuracy of data, timelines of work, delivering outcomes, exercising financial, student or staff delegations, revenue generation or management of budgets, large groups of staff or capital expenditure.

Hierarchy of factors
1. The CMI classification structure is based on a hierarchical relationship between each of the factors. The more senior the job, the more qualifications, skills and experience are required of the incumbent to successfully exercise the duties of the role, and the more accountability the incumbent will have for achieving the outcomes of the job.
2. Distinguishing correctly between the various levels of responsibility and accountability as represented by each of the factors is critical to a fair and consistent outcome.
Responsibility of the Human Resources Director
The Human Resources Director will gather information obtained from the job description, from consultations with supervisors, as well as the applicable external labor market in which the College competes for a similar position to determine, in consultation with the Human Resources Committee, a position’s classification. Job classification includes evaluating and determining a position’s rank among all college jobs, overtime eligibility and pay range.
Responsibility of all Management Personnel
All management personnel have responsibility for being fully educated on the compensation plan so as to interpret policy fairly for their employees. Managers should:
1. Communicate with employees regarding the compensation plan and work with the Director of Human Resources on program guidelines and individual pay issues.
2. Evaluate their employees with regard to their performance.
3. Work with the Human Resources department when creating new positions and to update existing position duties when changes have occurred and address any potential impact on compensation.

5.3.4 Salary Schedule

The Human Resources Office shall maintain and publish Salary Schedules for each major classification of College positions. Approval of Salary Schedules is vested with the President, in consultation with the Board of Regents. Salary Schedules should be reviewed at least every three (3) years. (See Schedule 1-Salary Scales for 2021-2022)

5.3.5 Job Audits of Positions

The College shall have the right to make and change job assignments, to establish and modify job classifications, and to establish and amend work rules and workloads. Positions at the College shall be classified by job group based on duties, responsibilities, and related job criteria. Each job group will be assigned to a salary/wage range for pay purposes. A request for job audit may be submitted by a Dean or division Administrator as a result of job restructuring due to a vacancy or based on significant market factors impacting College recruitment/retention initiatives. Requests for job audits must be approved by the appropriate Dean or division Administrator, prior to review by the Human Resources Director. Any change recommended as a result of a job audit must be authorized by the President prior to implementation.

5.3.6 Periodic Review of Positions

The President shall conduct (or cause to be conducted) an on-going review of the positions within the College and report his findings to the Board of Regents at least once every two (2) years. This policy does not preclude a staggered review (for example Faculty in even numbered years and Staff in odd numbered years).

5.3.7 Periodic Review of Compensation Plans and Salary Schedule Adjustments

Salary Schedule Adjustments Each year, the Human Resources Director shall conduct a review of Employee salary scales. Such review shall include changes in the cost of living and salary survey data for relevant job markets. The goal will be to annually adjust the salary ranges to maintain the market competitiveness of the College’s salary scales while recognizing budgetary factors. Based on such review, the President may recommend changes to the Board of Regents regarding the salary scales.
Compensation and Classification Plan Review It is anticipated that the Human Resources Director shall conduct a compensation and classification plan review as needed but not less than every five (5) years. Requests for job audit/reclassification by any Employees and their supervisors may be considered independently by the Human Resources Director, in consultation with the Human Resource Committee, with recommendations to the President for approval.

5.3.8 Temporary, Acting at a Higher level, Extra Responsibility and Interim Positions

A permanent Employee may be appointed to serve temporarily in an acting capacity at a higher level position. An initial temporary or acting appointment has no pay associated wit hit. When the period of service of a temporary or acting appointment exceeds thirty (30) days, the compensation for the acting appointment shall be controlled by the following conditions:

The period of service in an acting appointment shall be at least thirty (30) consecutive calendar days, but not more than one (1) year. Following thirty (30) consecutive calendar days, an acting appointment shall be referred to as an Interim Appointment. Placement on the applicable salary grade level for the Interim Appointment will provide the Employee a ten percent (10%) increase above his or her current salary. Pay for an interim appointment shall be deferred until the Employee has served in the position for thirty (30) consecutive calendar days. However, pay at the higher level shall be made retroactive to the effective date of the acting appointment. The temporary higher pay is limited only to
the duration of the interim appointment.
Acting up beyond six (6) months. A month before the period of acting-up is due to finish a review should take place between the role holder and line manager. If it is anticipated that the requirement for acting-up will continue beyond the initial 6 month period, the line manager and the relevant Administrator with guidance from the Director Human Resources should then make a recommendation to the President on whether the acting-up should become a secondment or advertised as a permanent post. At the President’s sole discretion, the acting/interim appointee may be assigned back to his or her regular position at regular salary at any time during the term of the acting/interim appointment.
At the President’s sole discretion, the acting/interim appointee may be assigned back to his or her regular position at regular salary at any time during the term of the acting/interim appointment.
Extra-responsibility. An individual would receive an extra-responsibility allowance if they are asked to:
- Undertake part of the duties of a higher graded role for a continuous period which would normally be for a minimum of thirty days (30) and a maximum of six months;
  or
- If there is a temporary need for specific business purposes for an individual to complete a specific piece of work that is not part of their normal responsibilities.
  Examples when extra responsibility allowance may be appropriate include:
  - Taking on part of a higher graded job, i.e. less than 100% of the duties and responsibilities, to cover sickness absence, maternity leave, career break or other extended periods of leave (but not annual leave).
  - Taking on part of the higher graded job to cover a vacant post until it is filled on a permanent basis.
  - Completion of temporary projects not related to the job holder’s responsibilities.
Payment for extra responsibilities should not always be regarded as a first option for a manager. Consideration should be given to ways in which the work might be re-organized on a temporary basis (up to a maximum of 30 days), so that the essential duties and responsibilities of the role are covered.
Posts may remain vacant or not be covered where the line manager decides this is appropriate.
Duration of extra responsibility allowances- Extra responsibility beyond six months.
A month before the period of extra responsibility is due to finish a review should take place between the role holder and the line manager. If it is anticipated the requirement for extra responsibility will continue beyond the initial six months period, the line manager with guidance from the Director Human Resources should make a decision on whether these responsibilities are now a permanent part of the role. If this is the case, the role should be considered for regrading.
Allowance. Extra responsibility allowance is calculated on the basis of level of extra responsibility undertaken commencing at a minimum of 10% and not to exceed 50% of the role and is calculated as follows:

% of responsibility x minimum salary of the role prorated for the period.
Example: 50% Extra responsibility x $25,000 (Minimum Salary) x 4mths/12mthsExtra responsibility related to a special one-off project will be calculated using the current
hourly rate of the job holder.

5.3.9 Holiday Work Compensation

Rate of Pay. On holidays declared by the College, Employees working under a regular, full time contract of employment are excused from duty with pay. All regular, full time employees in the Staff Support and Technical job groups required to work on a holiday shall be paid for that work at double their hourly rate. The College may make exceptions to this provision based on public safety or property protection needs, providing those exceptions are specified both in the job description for the excepted position and in the affected Employee’s employment contract. Holiday work compensation under this section does not apply to temporary Employees.
Holiday During Leave Without Pay. When a regular Employee is on leave without pay at the close of the work day immediately preceding the holiday and at the beginning of the work day immediately following the holiday, the Employee shall be considered as on leave without pay for the holiday.
Schedule Of Holidays. A schedule of holidays shall be posted at the beginning of each calendar year on the College web site and made available to Employees on campus. A schedule of holidays will also be incorporated in the academic year calendar which shall be included in the College Catalog and posted on the College website.

5.3.10 Promotion

General. A promotion is defined as the appointment of a permanent Employee following the normal recruitment process to a new position which has a higher degree of responsibility and accountability and a higher grade level than the Employee’s former position. The calendar date of the first day in paid service in the promoted position becomes the Employee’s new contract anniversary date for salary increase consideration purposes.
Non-Competitive Internal Promotion Policy
1. Purpose The College of the Marshall Island’s non-competitive internal promotion policy for employees of the College is intended as both a reward for successful performance and an assignment of additional responsibility to an individual who has accepted and fulfilled responsibility well. This policy is consistent with and integral to the College’s Workforce Action and Jitdam Kapeel policies.
2. Parameters and Limitations
  1. In order to fully utilize its available human resources, the College attempts when circumstances permit:
    1. to fill vacancies by promotion from within when practicable and consistent with its commitment to its workforce action policy and Jitdam Kapeel;
    2. to promote on the basis of skills, knowledge, ability, and performance; and,
    3. to provide job training and educational opportunities to help employees perform better and prepare for advancement or new job opportunities.
  2. An internal promotion may be made without a job search by using the following process:
    1. Discussion with the dean/director and appropriate vice president shall take place before initiation of an internal promotion.
    2. Documentation to be presented to the appropriate vice president should include justification for the promotion, annual performance evaluations for the previous two years, and a list of those individuals who are being considered for the promotion.
    3. Internal promotions normally shall be considered within an administrative unit along an established career path, such as a department, or other functional organizational unit. However, this policy can be used to promote any current (full-time) employee of the College.
    4. An informal review/interview process shall be used to ensure that all qualifie dindividuals are considered for the promotion.
    5. An internal promotion request must be approved in writing by the appropriate vice president and submitted through the Human Resources Department to the President for approval.
  3. An internal promotion of a member of the college’s faculty or staff may be made without a search. In the case when such a promotion creates a vacancy within the specific unit or elsewhere within the College, the vacancy created will be filled by the normal recruiting processes, or through the non-competitive internal promotion process.
Probationary Period Subsequent to Promotion
1. Purpose Each employee, following promotion must successfully complete a probationary period. This probationary period is three (3) months for full-time employment.
2. Parameters and Limitations
  1. The probationary period should be regarded as an extension of the assessment process which led up to the promotion. The probationary period serves a working test period and provides an opportunity to assess the employee’s ability to satisfactorily perform the essential position functions as well as the employee’s personal suitability in the work environment. This assessment must be completed before the probationary period ends.
  2. At any time during the probationary period the employee may be deemed by the appointing supervisor to be unsuitable for the new position. The reasons for which an employee may be deemed unsuitable can include the following situations:
    1. the employee is unable to satisfactorily perform the essential functions of the position, even after training, regular performance feedback and opportunities to improve,
    2. the employee proves to be incompatible with the nature of the workplace, with other employees in the workplace, or
    3. the employee behaves in a manner inconsistent with the College’s General Standards of Conduct and Work Performance. Note: a notice period may not be necessary in this circumstance.Before a final determination that an employee on probation is unsuitable for the new position, the appointing supervisor should examine all possible mitigating factors which contributed to poor performance, particularly factors beyond the employee’s control. The appointing supervisor should document performance and consult Human Resources prior to notifying an employee of a determination of unsuitability for the new position.
  3. A probationary employee whose service is not satisfactory may be dismissed or returned to his or her former position, or a similar position upon the recommendation of the department supervisor at any time before the completion of the probationary period. Normally, a probationary employee whose appointment is to be terminated will be given at least two weeks’ notice

5.3.11 Demotion

Non-Disciplinary. A demotion is defined as the non-disciplinary appointment of a permanent Employee to a new position which has a lower grade level than the Employee’s current position. The Employee shall be placed at a point within the new grade level range which maintains the Employee’s current salary. In cases where the new grade level maximum is less than the current salary, the Employee shall maintain the current salary without annual salary increases. The Employee’s demotion shall not change the contract anniversary date for salary purposes.
Disciplinary. If an Employee is demoted for disciplinary reasons, (i.e. for cause), the placement on the lower Pay Level shall be determined by the President or designee.

5.3.12 Transfer

Transfer is defined as the appointment of a permanent Employee to another position on the same salary schedule with the same grade level. The Employee’s salary shall be the same as for the former position. The Employee’s transfer shall not change the contract anniversary date.

5.3.13 Salary Placement on Initial Hire

Placement upon initial hire within the position’s salary range is determined by the Employee’s educational degree and experience using the College’s approved placement formula(s) in Schedule 2.

Placement at the Range Minimum. The following employees will be placed at the range minimum:
1. Employees who do not possess the requisite minimum degree as specified in the job description. (See Chapter 8, Professional Development regarding such Employee’s obligation to obtain the requisite minimum degree and the establishment of a timetable for completion).
2. Employees with the requisite education qualification and minimal experience in accordance with the placement formula.
Placement Between the Range Minimum and Midpoint.
New hires may be considered for placement between the range minimum and midpoint using the approved placement formula for the relevant category of employment.The Director of Human Resources will ensure placement is determined fairly and equitably and will make a recommendation in consultation with the Employee’s supervisor.
Pay Below Minimum.
No Employee shall be paid below the minimum of their salary range.
Pay Above Maximum.
The goal will be to manage salaries within a position’s range as established in the compensation plan. No Employee will be paid above the maximum range for their position.

5.3.14 Recognition on attainment of higher degree qualification

A regular, full-time Employee who attains a degree that exceeds the minimum degree required for the job held by the Employee shall, on the date official transcripts are received by the Human Resources Director, receive a one-time bonus payment equivalent to one month’s salary.

5.3.15 Work Calendar for All Employees Except Faculty

The work schedule is 230 service/calendar days over 12 months.

5.3.16 Overtime and Compensatory Time-Off

Definition. “Overtime” refers to work hours assigned by a supervisor to an Employee in the Support Staff and Technical Job Groups when those assigned work hours exceed forty (40) hours in a workweek. For the purpose of determining overtime only, the work week is defined as five (5) work days within the seven (7) day period between 12:00 am (midnight) Sunday to the following Saturday at 11:59 pm. Employees in the Professional and Management Job Groups are not eligible for any overtime benefit.
Approval. Overtime work requires prior approval by the Employee’s first level supervisor and the appropriate budget manager. Without this approval, the Employee is prohibited from performing overtime work. Overtime should be approved only for an urgent need or for necessary tasks and projects which must meet deadlines. Prior to performing any approved overtime work, the Employee shall be notified in writing by his or her supervisor as to the manner of compensation for the overtime.
Compensatory Time-Off. Overtime with compensatory time off may be approved by the supervisor of the Employee’s department. For each hour of approved overtime worked, the Employee receives one and one-half (1 ½) hours of compensatory time off.
Compensatory Time-Off Procedure. The Employee may take his or her compensatory time off within the fiscal year in which the compensatory time off was earned. It is the responsibility of the Employee to request time off. The supervisor will attempt to grant the time off as requested by the Employee, but the final decision is the supervisor’s, who shall base the decision on the needs of the College. If the supervisor is unable to grant the compensatory time off within the fiscal year, the Employee will receive overtime pay under the provisions below.
Overtime with Pay. For each hour of approved overtime worked, the Employee receives pay at one and one-half (1 ½) times the Employee’s regular hourly rate of pay.
Meal Breaks. If more than 5 hours is worked, the employee must take a half hour break. An employee commencing overtime work after 5pm must take a half hour break. Meal breaks are unpaid.

5.3.17 Shift Differential Compensation

Only those Employees in the Staff Support and Technical Job Groups are eligible for shift differential day, and then only under the following conditions:

Shift differential time. Shift differential time is defined as assigned work carried out between 6:00 pm one day and 7:00 am the following day.
Shift differential rate. Shift differential time shall be paid at a rate of 1.15 (15% higher) times the affected Employee’s regular hourly rate. All other hours worked shall be paid at the regular hourly rate.

5.3.18 Hardship Differential

Purpose
A Hardship Differential recognizes the need to attract and retain the best employees to serve the needs of students of the college and the community in the outer islands through the CMI Centers.
Application
A Hardship Differential of 20% of base salary shall be applied to professional and faculty positions in Centers located outside of Majuro.
Scope
All full-time faculty and professional positions. This policy does not apply to adjunct, special contract and part-time hires.
Application
1. Positions covered under this policy established in Centers in the outer islands should include a hardship differential allowance in the position budget.
2. The Hardship Differential will only apply to the primary position held by the employee and does not apply to acting at higher level positions and/or extra responsibility assigned to a position holder.
Definitions
Base Salary-current salary placement level of the employee excluding allowances.
Authority
Approval of funding for new positions is vested with the Board of Regents as part of the budget approval process (ref. 5.3.1 Position establishment). Grant funded positions are approved as part of the grant approval process.

5.3.19 Remote Work or Work from Home

Purpose
This policy and procedures are provided in response to dealing with the COVID-19 Pandemic and other such situations where employees may be required to work remotely, or work from home.

Policy
Remote work or work from home may be a temporary agreement between the college and the employee. Depending on the circumstances, the President will approve such an arrangement based on the recommendations of the Head of Department and the relevant Vice President.

Approval for remote or work from home arrangements for personal/family reasons will be considered on a case by case basis in the best interests of the college.

Scope
Employees whose core responsibilities can be undertaken remotely using technology and does not require them to be physically present at the College.

Guidelines for work arrangements

Supervisors must assign work to employees that would normally require them to work a full day equivalent to 8 hours.
Where the employee lacks the necessary electronic facilities to work remotely, the college may consider providing some assistance.
Employees are required to attend meetings of committees of which they are members and they must provide adequate notice to the committee chairs to provide zoom access.
Employees are required to check in daily with their supervisors for updates or as required by their supervisor.

Procedures

All work from home or remote work arrangements must be approved by the relevant Administrator prior to approval by the President.
Such arrangements must be immediately reported to Human Resources by the approving Administrator.
Employees are required to clock in using the college’s electronic time and attendance system regardless of whether they ordinarily would do so.
Employees on such an arrangement are required to submit timesheets for payroll purposes.

5.3.20 Market Loading Policy

Policy Statement
Market Loading aligns with CMI’s Compensation Philosophy to attract and retain qualified employees to positions in identified critical areas. It is a recruitment incentive providing remuneration in excess of the salary level for the position.

Purpose for the Policy
The College is faced with ongoing challenges in recruiting and retaining qualified employees to positions in critical teaching and non-teaching areas. Market loading may be applied to positions that the College has identified as critical and challenging to fill.

Definitions
Failed Search- a failed search is after exhaustive attempts using all approved advertising options available to the college.

Statements of Elaboration of Policy

Criteria:
The Administrator responsible will make a justification to the President in consultation with the Director Human Resources based on the following:

After two (2) failed searches, market loading may be included in the third search attempt
The challenges in recruiting and retaining employees to such positions must be in the preceding two years.
Changes to market conditions that may affect the College’s ability to recruit to identified.

Value of Market Loading:

The amount allowable for Market Loading up to a maximum of 20%.
Market loading will apply to the base salary of the
employee.
Market Loading will not apply to extra responsibility
allowances, bonuses and employer contributions to
retirement savings plan.

Duration:
The duration of market loading will be specified in the employment contract for the duration of that contract and is subject to review prior to a renewal of contract.

Application:

Only college credit teaching positions and positions at Level 6 and Level 7 will be considered for Market Loading. Special consideration can be made for positions at Level 5 requiring specialized qualification and experience and identified as critical to the college.
Market loading will generally be considered prior to the position being advertised and is included to the advertised terms and conditions for that position.
Market Loading is subject to funding availability.
Market Loading is approved by the President.
The Human Resources Department will maintain a current listing of all positions approved for Market Loading payment.

5.4 Degree Requirement for Faculty

5.4.1 Minimum Qualification Requirement for Full-time Faculty

All full-time faculty are required to meet the minimum qualifications requirements for the level and discipline being taught. If the faculty members’ degree is not in the field of his or her teaching assignment, equivalency must be established. A determination of equivalency of the degree shall be made by the Vice President for Academic and Student Affairs and the respective Dean in consultation with the department chair.

Determination of Equivalency

Degree equivalence
A determination of equivalency will be based on individual facts and circumstances. In every case the relevant degree is preferred, but if the degree is not in the “field of their teaching assignment,” a determination of equivalency could be based on a US or equivalent teaching certificate in the field, documented relevant experience, and/or another type of professional certificate relevant to the field. An example might be that of a Composition Instructor with an MFA in Poetry, or a Statistics Instructor with a MS in Genetics. Either of these, together with relevant teaching experience would be deemed equivalent.
Minimum Qualifications and Equivalence

Minimum Qualification Requirements for Faculty
Level being taught	Qualifications Requirement	CMI Guidelines on Equivalence
Baccalaureate Degree	Master’s Degree and relevant teaching experience or a PhD and relevant
Associates Degree and Developmental Education	Master’s Degree and three years relevant teaching experience.	(1 and 2 will only apply if no candidate with Masters’ Degree is available) 1. The minimum requirement for equivalency of a master’s degree is a bachelor’s degree in the field of study of their teaching assignment, a minimum of fifteen (15) credits towards their master’s degree and five (5) years of documented teaching experience in a discipline relevant to the field of the teaching assignment. 2. Bachelors’ degree plus a professional certification in the relevant discipline (e.g. Accounting CPA) and five (5) years of documented teaching experience in a discipline relevant to the field of the teaching assignment. Associates degree and recognized expertise in an area of traditional knowledge in language, arts and/or culture plus a minimum of five (5) years relevant teaching experience in a formal institution.
High School Equivalence	Bachelor’s Degree and 3yrs relevant teaching experience in a high school	Associates Degree and 5 years relevant teaching experience in a high school
Vocational Certificate	Bachelor’s degree and 3 years relevant teaching experience in the relevant discipline.	Technical Trade Certificate and relevant industrial work experience with safety certifications plus 5 years teaching experience

5.4.2 Minimum Qualification Requirement for Part-time Faculty

Adjuncts without Advanced Degree:
In the case of adjuncts without a graduate degree, they must demonstrate:

A bachelor’s degree in the field; and teaching experience in the field (or related field)

IT Adjuncts without Advanced Degree:
In the case of Information Technology Instruction (a discipline that has special challenges in these remote islands), adjuncts without a graduate degree must demonstrate:

A bachelor’s degree in the field; and
Teaching experience in the field (or related field) OR
Related work experience in the particular field of the course

Adjuncts in Special Areas of Instruction without Advanced Degree
Courses related to Marshallese language and culture- critical to preserving local heritage and knowledge of the indigenous language where Marshallese language skills are required, adjunct faculty must present a portfolio demonstrating proficiency in both Marshallese and English language. Additionally, they need to show evidence of successful teaching. The same standards apply to other foreign language and culture courses at the College such as those in Japanese and Chinese.

The Vice President of Academic and Student Affairs maintains and publishes a current list of courses for which these policies apply.

5.5 Faculty Workload Policy

5.5.1 Full Time Regular Faculty Workload.

A Full Time Regular faculty member teaches regular credit courses and is employed under a ten month contract. Full Time Regular Faculty are expected to provide 40 hours of service to the College per regular work week. A Full Time Faculty Member’s workload includes:

Teaching a minimum of fifteen (15) contact hours per week with one to four preparations
Teaching classes in accordance with the goals and outcomes of the course as described in thecourse outline
Maintaining accurate records of student attendance and student learning outcomes, the assessment of those outcomes and grades in accordance with CMI regulations
Keeping at least 5 office hours per week
Advising students
Participating in graduation and similar special College functions
Participating in Departmental activities. This includes meetings, curriculum development and developing procedures for improving current classes.
Attending to additional needs of the College and the community as may be required such as:
1. In-house workshops
2. Workshops for businesses or other agencies in the community
3. Participation in student activities (clubs)
4. Public relations
5. Assistance to the community in the area of his/her expertise.

5.5.2 Definitions

Overload: When there is a determination that a course or another section needs to be added and a Faculty member with a maximum teaching load agrees to teach the additional course or section, the additional course or section is considered an overload. Each contact hour above 15 hours will be considered an overload. Contact hours over 15 will be payable. Overload will not exceed 6 contact hours or, equivalently, a 21 contact hour total assignment.
Under-load: When a Faculty member’s class is cancelled due to insufficient enrollment or a full class load cannot be assigned to a Faculty member, the administration through the Department Chair in consultation with the Faculty member is to determine an alternative work assignment. A Faculty member’s salary will not be reduced due to the under-load.
Equitable Workload: Faculty may initiate the grievance procedure if they believe their workload was not equitably assigned and their request for review was not satisfactorily resolved.
Contact Hour: 50 to 60 minutes of class/lab time during which the Faculty member instructs a group of students. Contact hours must be in compliance with USDOE requirements for Title IV purposes.
Faculty: In this policy, faculty or faculty member refers to full time regular only.
Instructional Equivalency: Activity which may be counted as contact hours.

5.5.3 Overload.

The Faculty member will have the right to refuse an overload and the decision will not affect the instructor’s status. The Faculty member is to be compensated above the amount of the regular salary. Compensation for the overload above 15 contact hours is to be computed at the current overload rate and paid during the semester in which the overload occurs.

5.5.4 Purpose.

The purpose of this policy is to define Faculty contract responsibility and to ensure equity in Faculty workload assignments.

5.5.5 Application.

This policy applies to Faculty on contract with the College.

5.5.6 Responsibilities.

Reporting and Certifying Faculty Workloads. It is the responsibility of the Vice President of Academic and Student Affairs (VPASA) through the Dean of Academic Affairs to develop standard forms and procedures and assure consistency across departments in reporting and certifying Faculty workloads.
Semester Schedule and Workload Assignments. The Dean of Academic Affairs and the Department Chairs along with Faculty input are to determine the semester schedule and assign the workload to each Faculty member within the parameters of this policy and adhering to the approved budget for each department. The Dean of Academic Affairs is responsible for finalizing the class schedule. It is the responsibility of the Department Chairs to prepare a report of the workload assignments of all Faculty members teaching in the Department each semester.
Final Approval of Semester Schedule and Workload Assignments. The VPASA is responsible for approving final workload assignments and overload pay. Approved overload assignments will be forwarded to Human Resources to develop special contracts for Faculty with overload hours in excess of 15 hours.

5.5.7 Procedure

Teaching Assignments
1. At mid-term, preparations for the next semester are to begin. (Preparations for the summer session and the fall semester are done during the spring semester.) Course offerings and Faculty workloads are to be drafted during this time by the Dean of Academic Affairs and the Department Chairs in consultation with the individual instructors. Faculty members may be assigned non-instructional activities in lieu of a teaching assignment. The Department Chairs are to submit final schedules to the Dean of Academic Affairs for approval. This approval is to be no later than two weeks prior to the scheduled start of early registration.
2. A Faculty member’s workload may be adjusted during registration if the circumstances dictate. A Faculty member may also be offered an overload if a course needs to be taught and an instructor is not available.
Assignment of Hours
The College has the right to assign Faculty to day and evening instructional hours.
1. Office Hours. Faculty are to include their office hours in the course syllabus, and post and announce the hours (in class and post on the Faculty office door) at the beginning of the semester. If the scheduled hours conflict with a student’s class schedule, the instructor is to arrange for a special appointment.
2. Class Size. The Dean of Academic Affairs in consultation with the Department Chairs will determine minimum and maximum class size. Classes that do not meet the minimum class size by the end of regular registration will be subject to immediate cancellation by the Dean of Academic Affairs.
Instructional Equivalency Guidelines
The following are guidelines for determining instructional equivalencies. It is recognized that all possible situations and activities may not be included. Administrative prior approval is required for any equivalency and for any exception to these guidelines. An equivalent contact hour is equal to at least 48 hours of time devoted to the equivalent task. Therefore, one equivalent contact hour is 48 hours of work, two equivalent hours is 96 hours of work, and three equivalent hours is 144 hours of work.
1. Department Chairs: Department Chairs will be given an equivalent to teaching three contact hours per semester. These three equivalent contact hours will be considered release time. Department chair, and any other faculty receiving equivalencies, must teach a minimum of 9 contact hours. If any combination of equivalencies exceeds 6 contact hours, the excess will be paid as overload, based on the prior approval of the Dean of Academic Affairs.Department Chairs will receive additional equivalencies based on the number of full time Faculty in the department according to the following schedule:
  - 5 – 10 full time Faculty members – one additional equivalent contact hour
  - 11 – 15 full time Faculty members – two additional equivalent contact hours
  - Over 15 full time Faculty members – three additional equivalent contact hours.See 1.11(a)3 for Chairperson Responsibilities.A department chair may not delegate any responsibilities to another faculty member without prior approval of the Dean of Academic Affairs.
2. Supervision of Student Teaching or Student Interns: Faculty supervising student teachers are to be awarded two contact hours for each student supervised. Faculty supervising student interns are to be awarded one contact hour for each student supervised.
3. Science laboratories and clinical activity courses are to be awarded 0.5 hours for each contact hour. In addition science laboratory and clinical activity courses shall be awarded 0.5 contact hours for preparation.
4. Faculty Senate: President will receive three contact hours per semester and Secretary of the Faculty Senate will receive two contact hours per semester.
5. Curriculum Committee (CC): Full time Faculty serving on the CC will receive one contact hour per semester. The CC Chair and Secretary will each receive 2 contact hours.
6. Program Coordinator: If a Faculty member is required to coordinate a specialized program, alternative assignment contact hours are to be awarded upon prior approval of the Dean of Academic Affairs. A program supervisor may be awarded one to three contact hours per semester. These contact hours may be in the form of release time, however if release time is granted for these duties, the Faculty member shall not be permitted overload unless deemed appropriate by the department chair and Dean of Academic Affairs and/or the Vice President of Academic and Student Affairs.
7. Other Administrative Responsibilities: Contact hours may be awarded for extraordinary formal academic advising or significant administrative responsibilities (temporary) relating to the institution as a whole. The total of such awards will normally be one to three contact hours per semester, upon prior approval of the Dean of Academic Affairs. The objectives of
  these approved extra responsibilities shall also be included in the Faculty member’s annual work plan and performance assessment.
8. Creation of New Programs: Faculty who are involved as developers of new programs as part of his/her core workload or an approved overload may be granted workload credit for such activity upon prior approval of the Dean of Academic Affairs and the Vice President of Academic and Student Affairs. Faculty will normally be awarded one to three contact hours
  per semester. The objectives of the new program(s) development shall also be included in the Faculty member’s annual work plan and performance assessment.
9. Research: Faculty who are conducting research may be awarded one to three contact hours per semester upon prior approval of the Dean of Academic Affairs and the Vice President of Academic and Student Affairs.. The research objectives shall also be included in the Faculty member’s’ annual work plan and performance assessment.
10. Community Service: Faculty who are engaging in community service that is a beneficial contribution to the college, community or country may be awarded one to three contact hours per semester upon prior approval of the Dean of Academic Affairs and the Vice President of Academic and Student Affairs. The objectives of the community service shall also be included in the Faculty member’s annual work plan and performance assessment.
11. College Service: Faculty who are engaging in college service that is a beneficial contribution to the college may be awarded one to three contact hours per semester upon prior approval of the Dean of Academic Affairs and the Vice President of Academic and Student Affairs. The objectives of the college service shall also be included in the Faculty member’s annual work plan and performance assessment.
Determination of Instructional Equivalencies
For the categories of Program Supervisor, Other Administrative Responsibilities, Creation of New Programs, Research, Community Service and College Service, the amount, if any, of contact hours shall be determined in consultation with the Department Chair, the Dean of Academic Affairs and the Vice President of Academic and Student Affairs. Final approval resides with the Vice President of Academic and Student Affairs.

5.6 Continuing Education Faculty Workload Policy

5.6.1 Full Time Continuing Education Faculty Workload. A Full Time Continuing Education faculty member teaches non-credit courses and is employed under a ten month contract. The regular work weeks are the same as those of Full Time Regular Faculty. Full Time Continuing Education Faculty are expected to provide 40 hours of service to the College per regular work week.

5.6.2 A Full Time Continuing Education Faculty Member’s workload for the Adult Basic Education (ABE), formerly known as “GED, “ program will include:

Teaching six contact hours per regular work day, for a total of 30 hours per regular work week
Scheduling five office hours per regular work week
Teaching classes in accordance with the goals and outcomes of the course as described in the course outline
Maintaining accurate records of student attendance and student learning outcomes, the assessment of those outcomes and grades in accordance with CMI regulations
Advising students
Participating in ABE graduation and similar special College functions
Participating in Departmental activities. This includes meetings, curriculum development and developing procedures for improving current classes
Attending to additional needs of the College and the community as may be required such as:
1. In-house workshops
2. Workshops for businesses or other agencies in the community
3. Participation in student activities (clubs)
4. Public relations
5. Assistance to the community in the area of his/her expertise.

5.6.3 A Full Time Continuing Education Faculty Member’s workload for technical/vocational programs that may use the “clock hour” conversion for Title IV purposes will include:

Teaching 25 contact hours per regular work week
Scheduling at least five office hours per regular work week to meet with students
Scheduling at least five hours of preparation per regular work week
Teaching classes in accordance with the goals and outcomes of the course as described in the course outline
Maintaining accurate records of student attendance and student learning outcomes, the assessment of those outcomes and grades in accordance with CMI regulations
Advising students
Participating in graduation and similar special College function.
Participating in Departmental activities. This includes meetings, curriculum development and developing procedures for improving current classes
Attending to additional needs of the College and the community as may be required such as:
1. In-house workshops.
2. Workshops for businesses or other agencies in the community.
3. Participation in student activities (clubs).
4. Public relations.
5. Assistance to the community in the area of his/her expertise.

5.6.4 Policy for Adjunct or Part-time Faculty

Adjunct or Part-time Faculty Workload. An Adjunct or Part-time faculty member may teach credit or non-credit courses and is employed as a temporary, at-will, employee. The regular work weeks are the same as those of Full Time Regular Faculty. An Adjunct or Part-time Faculty Member’s workload will include:
1. Teaching six or less contact hours per semester for credit course assignments.
2. Teaching four or less contact hours per day for ABE assignments.
3. Teaching 20 or less contact hours per week for technical/vocational programs.
Exceptions to the workload assignments for Adjunct or Part-time Faculty must be approved by the Dean of Academic Affairs or the Director of Continuing Education.

Acknowledgement:
This policy was adapted from the College of Micronesia, FSM.
www.comfsm.fm

5.7 Salary

Full-time faculty contracts and salaries are referenced to a twelve (12) month calendar year, while service days are referenced to a nine (9) month academic year. Annual salary for Faculty is paid in 26 bi-weekly installments over the full twelve (12) months of the calendar year. Faculty salary is, however, earned over the course of the Fall and Spring semesters; one half of the annual salary amount being earned in the first semester and the second half of the salary being earned in the second semester.

Faculty are typically hired in August or in January to correspond to the start of the Fall or Spring semester.

5.7.1 August Hires

Faculty contracts for those hired in August will be structured so as to end on July 31st, so as to conform to the academic year. Salary will be paid over the 12-month period, beginning on August 1 and ending July 31. Faculty salary is, however, earned over the course of the Fall and Spring semesters; one half of the annual salary amount being earned in the first semester and the second half of the salary being earned in the second semester.

Thus, a faculty member hired in August who is separated from employment after the Fall semester must receive the remainder of the equivalent of 13 pay periods of salary; a faculty member hired in August who is separated after the Spring semester must receive the remainder of the equivalent of 26 pay periods of salary.

5.7.1 January Hires

Faculty contracts for those hired in January will be structured so as to end on December 31st. A faculty member hired in January who is separated from employment after the Spring semester must receive the remainder of the equivalent of 13 pay periods of salary; a faculty member hired in January who is separated after the Fall semester should receive the equivalent of 26 pay periods of salary ending on December 31st.

5.8 Faculty Absences

Faculty are expected to meet all assigned classes and laboratories on a regular basis for the required time. When circumstances permit, a faculty member who expects to miss classes must arrange for a colleague or other professional to fulfill the assignment and should report the absence from class to the department Chair and the Dean of Academic Affairs or the Dean of Adult and Continuing Education.

In some cases, students may be given out-of-class assignments during the absence of the instructor. In no cases should students be left unsupervised in studios or laboratories. Sickness that may result in extended absences requires notification, through the department Chair, to the relevant Dean. For efficient operation of the College, the Dean of Academic Affairs and the department Chair must have knowledge of the location of the faculty. Please note that classes may not be canceled without the permission of the relevant Dean.

5.9 Faculty Substitution

5.9.1 Policy

To provide procedures for coverage of classes during an instructor’s absence and for faculty substitution and remuneration.

5.9.2 Procedure

Faculty Obligations
All full and adjunct faculty members are responsible for creating valuable classroom experiences and assignment for each class period, and preparing written assignments for those occasions when he/she must be absent to ensure continuity of the instructional process in the course. The faculty member also is responsible for notifying he/her department chairperson in advance of a planned absence.
The faculty member shall prepare materials prior to his/her absence and communicate such assignments to the department chairperson and also to the substitute. The department chairperson is expected to facilitate communication and substitution arrangements. The faculty member who will be absent shall find a suitable substitute to cover the classes that she/he will be absent from whenever possible.
In the event a scheduled college class does not meet for a reason beyond the control of the assigned faculty member and his/her department chairperson, the faculty member will be responsible for ensuring that the objectives of the course are still met during the term.
Remuneration for Substitute Teaching
When a full-time faculty member substitutes in another full-time faculty member’s class for more than nine (9) consecutive contact hours, the substituting faculty member shall be paid at the established overload rate commencing with the tenth (10th) contact hour of substitution. The overload rate shall be prorated to reflect the percentage of class periods taught for the substituted class within a semester by the substitute faculty member.
When the faculty member becomes eligible for substitute overload pay, a notification to the Human Resources Department will be prepared by the department chair. This notification will show the overload hours to be paid on the appropriate date(s) and the course information and name of the instructor for whom the substitution was performed on the back.
Full-time Faculty Substituting for Adjunct Faculty
Whenever possible, the long term absence of an adjunct faculty member will be covered by another adjunct under contract who will be paid at the regular adjunct’s rate in lieu of assigning a faculty member. When an adjunct substitute is not available, a full-time faculty member may be assigned to substitute for the absent adjunct instructor. In the latter case, the full-time faculty member substituting for the adjunct instructor will be paid at the appropriate overload rate beginning with the tenth (10th) consecutive contact hour of substitution.

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