{"id":8816,"date":"2019-11-15T21:02:15","date_gmt":"2019-11-16T02:02:15","guid":{"rendered":"https:\/\/www.rochester.edu\/human-resources\/?page_id=8816"},"modified":"2026-07-23T16:31:56","modified_gmt":"2026-07-23T20:31:56","slug":"compensation","status":"publish","type":"page","link":"https:\/\/www.rochester.edu\/human-resources\/benefits\/compensation\/","title":{"rendered":"Compensation"},"content":{"rendered":"","protected":false},"excerpt":{"rendered":"","protected":false},"author":6,"featured_media":0,"parent":176,"menu_order":6000,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"footnotes":"","_members_access_role":[],"_members_access_error":""},"class_list":["post-8816","page","type-page","status-publish","hentry"],"acf":{"lead_in":"","display_title":"","subtitle":"Attract top talent, motivate employees, and reward performance.","call_to_action":"","hero_image_placement":"right_image","hero_media":"images","hero_pattern_option":"colorful","hero_video":"","hero_image_landing":"","hero_image_landing_two":"","hero_image_landing_three":"","content_modules":[{"acf_fc_layout":"text","anchor":"","css_class":"","title":"<h2 class=\"utopia-font\" style=\"text-align: center;\"><span class=\"ui-provider ed cdv bsc cdw cdx cdy cdz cea ceb cec ced cee cef ceg ceh cei cej cek cel cem cen ceo cep ceq cer ces cet ceu cev cew cex cey cez cfa cfb\" dir=\"ltr\">Valuing excellence<\/span><\/h2>","content":"<p class=\"u-text-lead\" style=\"text-align: center;\">The 糖心传媒 is a community where all can pursue and achieve their highest objectives for themselves, their community, and the world. Faculty and staff should have the tools to achieve success and be rewarded for hard work. Our aim is to attract, motivate, reward, retain, and develop quality employees.<\/p>","background_color":"#ffffff","width":"width-medium"},{"acf_fc_layout":"card_grid","anchor":"","css_class":"","title":"<h2 style=\"text-align: center;\">Topics on this page<\/h2>","description":"","background_color":"#ffc70a","width":"width-large","columns":"4","cards":[{"card_title":"<h5>Compensation Philosophy<\/h5>","card_text":"","card_background_color":"#FFFFFF","card_hover_color":"#283faf","card_link":{"title":"","url":"#compensation-philosophy","target":""},"card_hover_arrow":"","card_image":"","card_image_size":"image_full","card_image_placement":"image_above","card_image_hover_state":"hover_zoom","card_image_link":""},{"card_title":"<h5>Pay Structure<\/h5>","card_text":"","card_background_color":"#FFFFFF","card_hover_color":"#283faf","card_link":{"title":"","url":"#pay","target":""},"card_hover_arrow":"","card_image":"","card_image_size":"image_full","card_image_placement":"image_above","card_image_hover_state":"hover_zoom","card_image_link":""},{"card_title":"<h5>Pay Administration Guidelines<\/h5>","card_text":"","card_background_color":"#FFFFFF","card_hover_color":"#283faf","card_link":{"title":"","url":"#pay-administration-guidelines","target":""},"card_hover_arrow":"","card_image":"","card_image_size":"image_full","card_image_placement":"image_above","card_image_hover_state":"hover_zoom","card_image_link":""},{"card_title":"<h5>Timekeeping<\/h5>","card_text":"","card_background_color":"#FFFFFF","card_hover_color":"#283faf","card_link":{"title":"","url":"#timekeeping","target":""},"card_hover_arrow":"","card_image":"","card_image_size":"image_full","card_image_placement":"image_above","card_image_hover_state":"hover_zoom","card_image_link":{"title":"","url":"https:\/\/www.rochester.edu\/human-resources\/professional-success\/","target":""}},{"card_title":"<h5>Additional Resources<\/h5>","card_text":"","card_background_color":"#f4f4f4","card_hover_color":"#283faf","card_link":{"title":"","url":"#resources","target":""},"card_hover_arrow":"","card_image":"","card_image_size":"","card_image_placement":"","card_image_hover_state":"hover_fade","card_image_link":""}]},{"acf_fc_layout":"accordion_new","anchor_id":"compensation-philosophy","classes":"","title":"<h2 class=\"header__title h1\">Compensation Philosophy<\/h2>","description":"A compensation philosophy is a formal statement defining the guiding principles of an organization\u2019s position on employee compensation. It explains the rationale behind employee pay, creates a framework for consistent pay, and forms the basis of our pay administration guidelines.\r\n\r\nThe 糖心传媒 recognizes that our employees are at the heart of our institution, and we strive to create a supportive, engaging, and inclusive work environment where all employees can thrive.\r\n\r\nIn order to succeed in our academic, research, and clinical missions, we must develop, attract, retain, and engage a highly qualified workforce. The 糖心传媒\u2019s compensation philosophy aligns and supports these goals in a way that is objective, comprehensive, and designed to evolve with our organization.\r\n\r\nOur compensation philosophy will be administered and maintained by the Compensation Governance Committee, comprised of senior leadership from across the University.","background":"plain","background_color":"#ffffff","style":"row_blank","expand":"yes","accordions":[{"acf_fc_layout":"accordion","accordion_title":"Guiding principles","icon":"","row_content":"<strong>Transparency: <\/strong>Compensation policies, guidelines, and procedures will be as transparent as possible\r\n\r\n<strong>Structure:<\/strong> A clear and articulated approach enables more consistency across the University\r\n\r\n<strong>Adaptability:<\/strong> Strategies support today\u2019s needs and also evolve with the University\r\n\r\n<strong>Compliance:<\/strong> Commitment to upholding state and federal legal requirements","accordion_anchor":""},{"acf_fc_layout":"accordion","accordion_title":"Components of our philosophy","icon":"","row_content":"<p class=\"p1\"><strong>Fairness:<\/strong> Pay practices that promote consistency across the University<\/p>\r\n<strong>Career progression:\u00a0<\/strong>Pathways for those ready, willing and able to advance in their career\r\n\r\n<strong>Market competitiveness*:\u00a0<\/strong>Salary structures aligned to the relevant markets and subject to\r\nUniversity feasibility","accordion_anchor":""}]},{"acf_fc_layout":"interstitial","anchor_id":"","classes":"","layout":"layout_inline","lead-in":"FOR YOUR RECORDS","title":"<h2 class=\"interstitial-module__title module__title h1\">Full compensation philosophy<\/h2>","content":"We\u2019ve provided a PDF with a detailed description and overview of our compensation philosophy for your reference.","call_to_action":{"title":"Download now","url":"https:\/\/www.rochester.edu\/human-resources\/wp-content\/uploads\/2023\/06\/career-path-modernization-compensation-philosophy.pdf","target":""},"bg_color":"#ffc70a"},{"acf_fc_layout":"accordion_new","anchor_id":"pay","classes":"","title":"<h2>Pay Structure<\/h2>","description":"Our pay structure is based on our Compensation Philosophy and does the following:\r\n<ul>\r\n \t<li>Supports fairness with job alignment and pay practices<\/li>\r\n \t<li>Aligns with and supports the University\u2019s mission and goals<\/li>\r\n \t<li>Is guided by the market for the job<\/li>\r\n<\/ul>\r\nThe pay structure consists of market-guided pay ranges, which are determined by the job\u2019s responsibilities and role.\r\n\r\nLearn more about <a href=\"https:\/\/www.rochester.edu\/human-resources\/professional-success\/career-development\/\">job structure, including job levels, career streams, and job family groups and job families<\/a>.","background":"plain","background_color":"#ffffff","style":"row_blank","expand":"yes","accordions":[{"acf_fc_layout":"accordion","accordion_title":"Pay structure guiding principles","icon":"","row_content":"Our pay structure is guided by four key principles:\r\n<ul>\r\n \t<li>Transparency of policies, guidelines, and procedures<\/li>\r\n \t<li>A clear and articulate structure to ensure consistency across the organization<\/li>\r\n \t<li>Adaptability to meet the needs of our evolving workforce today and tomorrow<\/li>\r\n \t<li>Compliance with both state and federal law<\/li>\r\n<\/ul>","accordion_anchor":""},{"acf_fc_layout":"accordion","accordion_title":"General and Clinical University pay ranges","icon":"","row_content":"Bargaining Unit staff should refer to their collective bargaining agreements for pay details.\r\n\r\n<strong>General Pay Structure - Hourly<\/strong>\r\n\r\n[ninja_tables id=\"222322\"]\r\n\r\n<strong>General Pay Structure - Annual<\/strong>\r\n\r\n[ninja_tables id=\"222312\"]\r\n\r\n<strong>Clinical Pay Structure - Hourly<\/strong>\r\n\r\n[ninja_tables id=\"222302\"]\r\n\r\nSome clinical ranges have defined start rates outside of this table. For specific information regarding your range, please visit the Compensation page of your worker profile in myURHR Workday.\r\n\r\n<strong>Clinical Pay Structure - Annual<\/strong>\r\n\r\n[ninja_tables id=\"222292\"]\r\n\r\nSome clinical ranges have defined start rates outside of this table. For specific information regarding your range, please visit the Compensation page of your worker profile in myURHR Workday.","accordion_anchor":"general-clinical"}]},{"acf_fc_layout":"accordion_new","anchor_id":"pay-administration-guidelines","classes":"","title":"<h2>Pay Administration Guidelines<\/h2>","description":"The 糖心传媒 recognizes that its most valuable resource is its people. The University\u2019s compensation program is designed to attract, retain and motivate a highly talented and committed workforce in support of the University\u2019s mission and goals.\r\n\r\nThis section describes the pay administration guidelines that will be used to ensure continued alignment of employee pay with the compensation philosophy and program design, and promote consistency across the institution. These guidelines are intended to be applied consistently across the University, while providing flexibility in certain situations as necessary to meet organizational needs. While the University intends to maintain these guidelines to ensure stability in our policies and practices, we reserve the right to modify them in coordination with the Compensation Governance Committee (CGC), at any time, with or without notice.\r\n\r\nYou can <a class=\"u-link-pdf\" href=\"https:\/\/www.rochester.edu\/human-resources\/wp-content\/uploads\/2023\/09\/university-of-rochester-pay-administrative-guidelines.pdf\">download the Pay Administration Guidelines<\/a>.","background":"plain","background_color":"#ffffff","style":"row_blank","expand":"yes","accordions":[{"acf_fc_layout":"accordion","accordion_title":"Compensation Program overview","icon":"","row_content":"<strong>Program components<\/strong>\r\n\r\nThe University\u2019s staff compensation program is designed to provide a foundation for staff compensation and career progression.\r\n\r\nThe benefits of the key program components are detailed below.\r\n<ol>\r\n \t<li>Pay ranges provide University-wide consistency on the classification of similar jobs and recognize various levels of impact and complexity of work.<\/li>\r\n \t<li>The compensation structure establishes market-reference pay ranges to help ensure alignment with the market and a systematic method for making pay decisions.<\/li>\r\n \t<li>Pay administration guidelines articulate how decisions regarding compensation will be made at the University under a variety of employment situations.<\/li>\r\n<\/ol>\r\nThe overall design of the compensation program is simple: job content and role determine the pay range of the job, and the specific responsibilities and scope, combined with the skills, knowledge, education, experience and performance of the job holder determine the individual\u2019s base pay within the range.\r\n\r\nFigure 1. Both job and employee determine appropriate base pay\r\n\r\n<img src=\"https:\/\/www.rochester.edu\/human-resources\/wp-content\/uploads\/2023\/09\/pay-admin-guidelines.png\" \/>\r\n\r\n&nbsp;","accordion_anchor":""},{"acf_fc_layout":"accordion","accordion_title":"Program governance","icon":"","row_content":"The compensation program has been designed to meet the current and future needs of the University of Rochester to effectively retain, recruit, motivate, and develop administrators and staff. The Compensation Governance Committee, Human Resources, Managers and Employees have important roles to play in program governance.\r\n\r\n<strong>Compensation Governance Committee<\/strong>\r\n\r\nThe Compensation Governance Committee consists of the President, Provost, CEO of the Medical Center, Executive Vice President for Administration and Finance, Vice President and General Counsel, Senior Vice President for Human Resources and Chief Human Resources Officer, and Vice President for the Office of Engagement and Enrichment. The Committee plays a pivotal role in ensuring that the compensation program is competitive and consistently applied, administered in accordance with its design, and maintained to ensure ongoing relevance. Specific responsibilities include the following:\r\n<ul>\r\n \t<li>Define compensation philosophy and support the compensation program\u2019s implementation<\/li>\r\n \t<li>Partner with Human Resources to maintain policies, ensure alignment with institutional needs, and promote fairness, and competitive compensation<\/li>\r\n \t<li>Support and promote the program by ensuring managers and employees understand the development and maintenance of the program<\/li>\r\n<\/ul>\r\n<strong>Human Resources<\/strong>\r\n\r\nHuman Resources is responsible for evaluating the compensation program and providing relevant data and processes to ensure compensation decisions are competitive, fair, and meet regulatory standards. Human Resources will partner with managers and leaders, providing specialized experience and expertise to:\r\n<ul>\r\n \t<li>Administer and maintain the University of Rochester\u2019s compensation structure<\/li>\r\n \t<li>Provide detailed review, analysis, data, and recommendations to support compensation and classification decisions<\/li>\r\n \t<li>Provide information, education and advice on market practices, trends, and analysis to leaders, managers, and employees<\/li>\r\n \t<li>Partner with and support managers in compensation determination decisions<\/li>\r\n \t<li>Administer classification and compensation decisions and actions<\/li>\r\n \t<li>Audit how compensation is administered to ensure legal compliance, consistency, <span style=\"font-size: inherit;\">and alignment with effective compensation practices<\/span><\/li>\r\n \t<li>Assess and respond to leader, manager, and employee questions and concerns regarding compensation<\/li>\r\n<\/ul>\r\n<strong>Managers and supervisors<\/strong>\r\n\r\nManagers and supervisors play a critical role in ensuring credibility, consistent application of the guidelines, and communication with employees. Specifically, responsibilities of managers and supervisors include:\r\n<ul>\r\n \t<li>Obtain and maintain knowledge of the program and how it impacts employees in their area of accountability<\/li>\r\n \t<li>Support the program by following its guidelines and providing thorough and accurate information when recommending compensation and classification changes for employees<\/li>\r\n \t<li>Consult with Human Resources to ensure alignment to compensation and classification guidelines<\/li>\r\n \t<li>Communicate positively and proactively with employees to inform them about the program and how it affects them, along with providing feedback to the applicable HR Business Partner as applicable<\/li>\r\n<\/ul>\r\n<strong>Employees<\/strong>\r\n\r\nWhile employees are not responsible for making compensation decisions or actively managing the program, they do have other important responsibilities:\r\n<ul>\r\n \t<li>Understand the program by familiarizing themselves with the information provided by the University regarding their current role as well as possible career advancement opportunities<\/li>\r\n \t<li>Discuss questions or concerns with their manager<\/li>\r\n \t<li>Perform job responsibilities effectively and ask for guidance when necessary<\/li>\r\n<\/ul>","accordion_anchor":""},{"acf_fc_layout":"accordion","accordion_title":"Compensation Program development","icon":"","row_content":"<strong>Compensation Structure Development<\/strong>\r\n\r\nThe 糖心传媒 compensation structures consist of two separate structures: (1) General Structure and (2) Clinical Structure, which are each based on competitive market data, best practices in compensation program design, and the University of Rochester\u2019s specific needs, with a focus on balancing the flexibility necessary to hire and promote the best talent. The structures also provide a framework for helping to ensure continuity across the University.\r\n\r\nThe compensation structures were developed using available compensation survey market data. Data from various survey vendors, including Mercer, Willis Towers Watson (WTW), Culpepper Life Sciences, Pandion Optimization Alliance, and Western Management Group\u2019s EduComp, are referenced to assess compensation at higher education institutions, research and healthcare organizations, as well as general industry employers. This set of market data recognizes that the University of Rochester must compete across a broader competitive landscape for certain roles. The University will continually assess the competitive landscape of its jobs and adjust market data sources as needed.\r\n\r\nMarket data collected typically provides a range of average pay for a particular role. The University uses market median data points to establish a range of pay which was created around that market data to accommodate a wide variety of skill and experience levels of job incumbents. The University will continue to review market benchmarks and adjust University pay ranges as necessary.\r\n\r\n<strong>Pay range<\/strong>\r\n\r\nEach pay range has a minimum and maximum rate of pay that defines the lower and upper range of compensation for a given role. Jobs are assigned to a range based on the market data and the following criteria for each job:\r\n<ul>\r\n \t<li>scope and major responsibilities<\/li>\r\n \t<li>complexity and impact<\/li>\r\n \t<li>knowledge, skills, and competencies<\/li>\r\n \t<li>minimum education and experience required<\/li>\r\n<\/ul>\r\nThe compensation program\u2019s pay ranges are wide enough to accommodate a variety of experience and performance levels, and all employees can expect to be paid within the pay range associated with their job\u2019s pay range.","accordion_anchor":""},{"acf_fc_layout":"accordion","accordion_title":"Compensation Program management","icon":"","row_content":"<strong>Annual Performance-Based Merit Increase<\/strong>\r\n\r\nThe University generally administers an annual merit increase as an opportunity to provide employees with an increase in pay based on their performance during the prior year. An employee\u2019s merit increase is assessed during the annual performance evaluation process and takes into consideration the overall salary increase budget (if any) and the competitiveness of current pay (e.g., relationship of current base salary to the competitive range for the role).\r\n<ul>\r\n \t<li>Merit increases for recently hired staff will be prorated based on the hire date of the individual. Details will be provided in the July merit program guidelines in the spring of each year.<\/li>\r\n \t<li>Staff who have been promoted or transferred to a new role BEFORE May 1 of a given year will remain eligible for the annual merit program.<\/li>\r\n \t<li>Staff who have been promoted or transferred to a new role AFTER May 1 of a given year will be offered a pay rate that accounts for the upcoming merit program.<\/li>\r\n<\/ul>\r\nIt is important to note that performance-based merit increases are NOT considered a cost-of-living increase.\r\n\r\n<strong>\u201cAbove the Range\u201d salaries<\/strong>\r\n\r\nAn employee\u2019s base pay (whether salary or hourly) is categorized as \u201cAbove the Range\u201d when their base pay is above the maximum amount of their current pay range. There may be rare cases where an employee will be paid this way due to historical pay decisions. If Human Resources confirms that an employee is in the correct job, the job is assigned to the correct range, and the employee\u2019s base pay is more than 120% of the maximum amount of their job\u2019s pay range, the employee may receive lump sum pay increases rather than increases to their base pay through the annual merit program. Importantly, the availability of funds for an annual merit increase or otherwise is not a basis for setting a salary that exceeds the pay guidelines for a given position.\r\n\r\n<strong>Equity and market adjustments<\/strong>\r\n\r\nThe 糖心传媒 will remain vigilant about preventing and resolving any pay inequities that may arise in the future. If a review of staff pay surfaces discrepancies attributable to inequity, Human Resources will work with department leaders to prioritize necessary compensation adjustments.\r\n<ul>\r\n \t<li>\u201cEquity Adjustment\u201d refers to a pay adjustment made to ensure that an employee\u2019s pay appropriately reflects their knowledge, skills, experience, and education in relationship to others in similar positions. In some instances, this may also be tied to movement to a job classification that more accurately reflects the type and level of work being performed in the position. Equity adjustments may be approved and processed at any time throughout the year.<\/li>\r\n<\/ul>\r\nAt times, it may also be necessary to adjust pay to recognize significant market changes.\r\n<ul>\r\n \t<li>\u201cMarket Adjustment\u201d refers to a pay adjustment to recognize significant, sustained increases in the market value of a given job. The compensation program will be maintained to reflect overall market movement, but occasionally, unusual market circumstances may warrant targeted adjustments to a job or group of similar jobs. These are typically processed with the annual performance-based merit increases, but market conditions may require they occur at other times in the year.<\/li>\r\n<\/ul>\r\n<strong>New hire pay determination<\/strong>\r\n\r\nIt is important to establish appropriate pay for all new hires to the University of Rochester, which reflects the employee\u2019s relevant skills, knowledge, competencies, and experience, and is fair compared to current 糖心传媒 employees.\r\n\r\n<strong>Promotions<\/strong>\r\n\r\nA promotion is defined as an employee\u2019s movement to a job in a higher pay range and\/or career level.\r\n\r\nIf a promotion is warranted, the manager will partner with Human Resources to document and confirm that the employee is or will be functioning at a different level in terms of scope, responsibility and complexity. Upon promotion, a determination will be made regarding the appropriate salary for the new role within the new salary range, based on the employee\u2019s skill, knowledge, experience, performance, and internal benchmarking. Since circumstances vary, the following factors will be considered:\r\n<ul>\r\n \t<li>Demonstrated knowledge and skills at the new role level<\/li>\r\n \t<li>Pay of other similarly situated employees<\/li>\r\n<\/ul>\r\nThe goal is to start the employee at the appropriate point in the pay range for the new job, rather than apply a uniform promotional pay increase in all circumstances.\r\n\r\n<strong>Demotions<\/strong>\r\n\r\nA voluntary demotion occurs when an employee applies for, and accepts, a job in a lower pay range. This may warrant a pay decrease, with the amount determined by taking into account the employee\u2019s current pay, the new pay range, the knowledge, skills, and performance of the incumbent, and pay of other similarly situated employees.\r\n\r\n<strong>Transfer\/lateral moves<\/strong>\r\n\r\nA transfer\/lateral move occurs when an employee accepts a job in the same pay range as their former position.\r\n\r\nSince jobs in the same pay range are generally equivalent in terms of level of responsibility and market pay, a salary adjustment is usually not warranted following a lateral move. Proposed pay adjustments must be rationalized and documented similarly to in-range adjustments to recognize a higher level of performance relative to the new job.\r\n\r\n<strong>Part-time employees<\/strong>\r\n\r\nPay for part-time employees who are working at least 17.5 hours per week and are not seasonal or occasional workers should be determined using the same principles as for full-time employees, then pro-rated to reflect the employee\u2019s work schedule.\r\n\r\nNon-exempt jobs\r\n<ul>\r\n \t<li>A staff member in a non-exempt job who works part-time will be paid the regular hourly wage for the position, considering the employee\u2019s skills, knowledge, experience, and performance in relationship to others in similar positions. An estimated annual pay figure can be calculated by multiplying this hourly rate by the number of hours the employee is scheduled to work per year. Staff members in non-exempt jobs will be paid for all hours actually worked, and will be eligible for overtime in accordance with the Fair Labor Standards Act (i.e., overtime is payable for hours worked in excess of 40 per week).<\/li>\r\n<\/ul>\r\nExempt jobs\r\n<ul>\r\n \t<li>The salary for a staff member in an exempt job who works part-time will be determined by pro-rating the salary they would have received as a full-time employee working in the same job. The job will be assigned to a pay range based on roles and responsibilities at 糖心传媒, and the employee\u2019s salary<\/li>\r\n<\/ul>\r\n<em>Assumptions<\/em>\r\n<table>\r\n<tbody>\r\n<tr>\r\n<td>Annual full-time base salary<\/td>\r\n<td>$60,000<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Full-time work week<\/td>\r\n<td>5 days<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Scheduled days per week<\/td>\r\n<td>3 days<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Part-time percentage (3 divided by 5)<\/td>\r\n<td>60%<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\n<em>Calculation of annual part-time salary<\/em>\r\n<table>\r\n<tbody>\r\n<tr>\r\n<td>Annual full-time salary<\/td>\r\n<td>$60,000<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>times Part-time percentage<\/td>\r\n<td>x 60%<\/td>\r\n<\/tr>\r\n<tr>\r\n<td>Annual part-time salary<\/td>\r\n<td>$36,000<\/td>\r\n<\/tr>\r\n<\/tbody>\r\n<\/table>\r\nPart-time staff must both (1) be paid on a salary basis that meets or exceeds the current FLSA and NYS salary thresholds, and (2) satisfy the appropriate duties test under the applicable FLSA and NYS legal requirements, to be considered salaried and exempt from the overtime pay requirement.\r\n\r\nIf a part-time staff member in an exempt, salaried job works beyond the expected number of work hours, the employee is not eligible for overtime pay. If the part-time staff member consistently works beyond expected number of work hours, the employee\u2019s manager should investigate the reasons this is occurring and determine an appropriate solution. Some reasons could include increased workload or lack of resources. If the work schedule on which the prorated salary was originally based consistently proves not to meet the needs of the department, the schedule should be renegotiated and the pay re-calculated accordingly.\r\n\r\n<strong>Additional Work and Additional Compensation Policy<\/strong>\r\n\r\nThe University\u2019s Additional Work and Additional Compensation Policy (Policy 211) allows, in certain cases, for additional pay to be provided to an eligible employee for additional work assigned to them that is clearly above the scope of their primary job classification and is performed outside of normal duties on a temporary basis. Arrangements for additional pay should occur under extraordinary circumstances only, and must be approved by the appropriate department and Human Resources before the assignment of work to an employee. Furthermore, the additional work typically should not last for more than four weeks at a time. For work that will last more than four weeks, contact Human Resources to discuss alternatives.\r\n\r\nIf the work being performed is outside of the employee\u2019s primary department, approval must be obtained by a supervisor in the primary department before any work is performed. No commitment to an employee for such work and compensation is binding until so approved. Where the additional work is of a continuing nature and becomes a normal responsibility of the job, contact Human Resources and update the job description with the additional responsibilities. Human Resources will then review these extra responsibilities and assess if an adjustment to the base pay is appropriate. For additional information related to the Additional Compensation Policy, please contact Human Resources.","accordion_anchor":""},{"acf_fc_layout":"accordion","accordion_title":"Ongoing review processes","icon":"","row_content":"<strong>Compensation Structure and Pay Review Process<\/strong>\r\n\r\nTo remain effective and competitive, it is the University of Rochester\u2019s intention to review the compensation structure annually and update the compensation structure as market trends and University needs warrant.\r\n\r\nStructure adjustments will be based on market survey data. The Human Resources team will conduct an annual review of market compensation structure movement.\r\n\r\nA comprehensive assessment of benchmark jobs will be conducted every 3-4 years to identify any particular market trends (job groupings, specific jobs, etc.) that may warrant change to position within the structure.","accordion_anchor":""},{"acf_fc_layout":"accordion","accordion_title":"Program definitions","icon":"","row_content":"The following terms and concepts are used in this document and are defined as shown below (listed in alphabetic order).\r\n\r\n[ninja_tables id=\"128892\"]","accordion_anchor":""}]},{"acf_fc_layout":"card_grid","anchor":"","css_class":"center-text","title":"<h2 style=\"text-align: center;\">Beyond compensation<\/h2>","description":"<p style=\"text-align: center;\">Working at the University has value beyond a paycheck, including health care, retirement, wellness opportunities, tuition waivers, a home ownership program, staff awards and recognition programs, as well as other discounts and perks.<\/p>\r\n&nbsp;","background_color":"#f4f4f4","width":"width-large","columns":"2","cards":[{"card_title":"<h3>Awards and recognition<\/h3>","card_text":"Each year we honor staff members for their commitment to our mission and outstanding contributions to the University community.\r\n<p class=\"card_cta\">Learn about employee recognition<\/p>","card_background_color":"#FFFFFF","card_hover_color":"#283faf","card_link":{"title":"","url":"https:\/\/www.rochester.edu\/human-resources\/professional-success\/recognition\/","target":""},"card_hover_arrow":"","card_image":"","card_image_size":"","card_image_placement":"","card_image_hover_state":"hover_fade","card_image_link":""},{"card_title":"<h3>Learning and development<\/h3>","card_text":"We provide professional development programs to help employees keep up with skills, expand their knowledge, and work better together.\r\n<p class=\"card_cta\">Discover growth opportunities<\/p>","card_background_color":"#FFFFFF","card_hover_color":"#283faf","card_link":{"title":"","url":"https:\/\/www.rochester.edu\/human-resources\/professional-success\/staff-training\/","target":""},"card_hover_arrow":"","card_image":"","card_image_size":"","card_image_placement":"","card_image_hover_state":"hover_fade","card_image_link":""}]},{"acf_fc_layout":"text","anchor":"timekeeping","css_class":"","title":"<h2>Timekeeping<\/h2>","content":"To ensure employees are accurately paid for time worked and the University is compliant with state and federal laws, it\u2019s important that employees are following all time reporting processes. Below are resources to assist you.\r\n<h3 style=\"font-weight: 400;\"><strong>Requesting timekeeping access in myURHR UKG<\/strong><\/h3>\r\n<p style=\"font-weight: 400;\">Managers and timekeepers who require timekeeping access in <a href=\"https:\/\/www.rochester.edu\/human-resources\/myurhr\/\" data-outlook-id=\"8b0d1244-59cf-40bd-89a5-bdc3846601a6\">myURHR UKG<\/a> should complete the following training courses in <a href=\"https:\/\/mypath.rochester.edu\/\" data-outlook-id=\"6aca16d9-bec9-41cd-a6de-665fc4e376d7\">MyPath<\/a>:<\/p>\r\n\r\n<ul style=\"font-weight: 400;\">\r\n \t<li>Time and Labor Compliance Training for New Timekeepers<\/li>\r\n \t<li>Suite Wide Basics in myURHR UKG<\/li>\r\n \t<li>Time Entry in myURHR UKG<\/li>\r\n \t<li>Managing Timecards: Training for Managers in myURHR UKG<\/li>\r\n<\/ul>\r\n<p style=\"font-weight: 400;\">Staff can submit a security request for timekeeping access via self-service in Workday:<\/p>\r\n\r\n<ol style=\"font-weight: 400;\">\r\n \t<li>Log in to <a href=\"https:\/\/www.rochester.edu\/human-resources\/myurhr\/\" data-outlook-id=\"e27f1beb-f30f-40db-8a7a-8bbcca28362e\">myURHR Workday<\/a><\/li>\r\n \t<li>Click on the menu (at the top left)<\/li>\r\n \t<li>Select Authorization Request Application<\/li>\r\n \t<li>Complete the application<\/li>\r\n \t<li>Click OK<\/li>\r\n<\/ol>\r\n<p style=\"font-weight: 400;\">The role request will route to an employee\u2019s manager and HR Business Partner for approval.<\/p>\r\n\r\n<h3>More timekeeping resources<\/h3>\r\nOur <a href=\"https:\/\/www.rochester.edu\/human-resources\/professional-success\/managers-toolkit\/managing-engaging\/compensation-benefits\/#timekeeping-for-managers\">Manager's Toolkit<\/a> has specific timekeeping rules, training, and guidance for managers specifically. Additional helpful resources are included below\u2014these are PDF files for easy downloading and printing.\r\n<ul>\r\n \t<li style=\"list-style-type: none;\">\r\n<ul>\r\n \t<li style=\"list-style-type: none;\">\r\n<ul>\r\n \t<li><a href=\"https:\/\/tech.rochester.edu\/services\/myurhr-ukg-ukg\/\">Quick reference guide for reporting time in myURHR UKG<\/a><\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ul>\r\n<\/li>\r\n<\/ul>\r\n<a class=\"button button--blue\" href=\"https:\/\/www.rochester.edu\/human-resources\/professional-success\/managers-toolkit\/managing-engaging\/compensation-benefits\/#timekeeping-for-managers\">View timekeeping resources for managers<\/a>","background_color":"#ffffff","width":"width-medium"},{"acf_fc_layout":"accordion","anchor_id":"wage-salary-program","classes":"hide-content","title":"<h2>Wage and Salary Program<\/h2>","description":"The Office of Human Resources' Wage and Salary Program supports managers and employees through the employee lifecycle including job offer, performance evaluations, service milestones and job changes.\r\n\r\nExplore components of the Wage and Salary Program via the drop-downs below. Or, you can download the Wage and Salary Program.","layout":"center","width":"width-medium","background_color":"#f4f4f4","style":"row_simple","row_bg_color":"","row_text_color":"#252525","row_bg_color_hover":"#252525","row_text_color_hover":"","row_border_color":"#252525","row_border_weight":"normal-border","animation":"","icon":"chevron-icon","icon_location":"right-icon","accordions":[{"title":"Annual merit increase","row_content":"The University administers a performance-based annual merit increase as an opportunity for supervisors to provide employees with an increase in pay based on their performance in the prior year. The University Wage &amp; Salary Program allows for performance-based increases, it is NOT considered a cost of living increase.\r\n\r\nThe effectiveness of a performance-based increase relies on the supervisor assessing and evaluating performance and the achievement of objective and measurable goals over the past year. While it may be easier to provide the same percent increase to all staff, an effective pay-for-performance program challenges supervisors to identify and recognize the \u201cleading\u201d performers; those who are key contributors in the department and exhibit the skill and ability to perform work at the next level even if the variations are slight.\r\n\r\nAll employees should receive a performance evaluation at least annually. Find more information on performance management for managers <a href=\"https:\/\/www.rochester.edu\/human-resources\/professional-success\/managers-toolkit\/managing-engaging\/performance-management\/\">here<\/a>.","accordion_anchor":""},{"title":"Job changes","row_content":"Changes to compensation can be initiated when an employee receives a salary offer, promotion, demotion, or lateral transfer. See definitions and more information for these categories below.\r\n\r\nNote: this assumes the availability of funds and approval by the appropriate Dean, Director, or Vice President.\r\n<h5>Salary offers and internal equity<\/h5>\r\nSalary offers for new\/rehires, promotions, demotions and lateral transfers may be made according to the assigned grade on the wage schedule and should be based on a number of factors, as applicable:\r\n<ul>\r\n \t<li>Education<\/li>\r\n \t<li>Relevant experience<\/li>\r\n \t<li>Competencies<\/li>\r\n \t<li>Special skills brought to the job<\/li>\r\n<\/ul>\r\nAdditionally, salary offers must be carefully weighed against the salaries of incumbent staff in similar jobs to consider internal pay equity. Under New York State law, hiring managers cannot ask for a candidate\u2019s current rate of pay\/salary, but can ask a candidate their pay\/salary expectations.\r\n<h5>Promotion<\/h5>\r\nA promotion is defined as movement to a new classification in a higher grade.\r\n\r\nOnce the top candidate is identified, the hiring manager sends the resume and 'request to offer' form to their HR Business Partner for review and salary offer recommendation, unless the position title only exists within the hiring department (also known as a discrete classification). The 'request to offer' form will be returned to hiring manager with the recommended rate and approval for routing to Finance and the HR Service Center.\r\n<h5>Demotion<\/h5>\r\nA demotion is defined as movement to a new classification in a lower grade.\r\n\r\nAs with promotions, once the top candidate is identified, the hiring manager sends the resume and 'request to offer' form to their HR Business Partner for review and salary offer recommendation, unless the position title only exists within the department (also known as a discrete classification). The 'request to offer' form will be returned to the hiring manager with the recommended rate and approval for routing to Finance and the HR Service Center.\r\n<h5>Lateral transfer<\/h5>\r\nA lateral transfer is defined as movement to a new classification in the same pay grade or to a new department without a change in classification.\r\n<ul>\r\n \t<li><strong>Lateral transfers within same grade but different classification:<\/strong> Once the top candidate is identified, the hiring manager sends the resume and 'request to offer' form to their HR Business Partner for review and salary offer recommendation, unless the position title only exists within the department (also known as a discrete classification).<\/li>\r\n \t<li><strong>Lateral transfers within same classification:<\/strong> Lateral within the same classification generally would not result in change in pay. However, they will need to be reviewed by an HR Business Partner, unless the position title only exists within the department (also known as a discrete classification). In either case, the 'request to offer' form will be returned to the hiring manager by the HR Business Partner with a recommended rate and\/or approval for routing to Finance and the HR Service Center.<\/li>\r\n<\/ul>","accordion_anchor":""},{"title":"Milestone in job classification","row_content":"Changes in compensation can be initiated for employees who are below the grade minimum on the current wage schedule, to make a range placement adjustment, for the end of probationary or introductory period or to make an adjustment within the hiring range. See definitions and more information for these categories below.\r\n<h5>Below grade minimum<\/h5>\r\nEmployees are to be hired at no less than the minimum of their assigned pay range. Recently hired, transferred or promoted employees who were hired under the previous pay grade ranges may fall below the minimum of the new ranges. If that\u2019s the case, the employee\u2019s wage must be brought up to the new minimum of their grade.\r\n<h5>Range placement adjustment<\/h5>\r\nRange placement adjustments are a method for increasing an employee\u2019s salary within their pay range and uses the midpoint to help ensure employees with sustained satisfactory performance experience reasonable progression through the pay range.\r\n\r\n<strong>For hourly-paid staff in non-exempt classifications<\/strong>, it is recommended that the midpoint be achieved after 3-5 years in classification.\r\n\r\n<strong>For Professional\/Administrative\/Supervisory (PAS) staff<\/strong>, it is recommended that the midpoint be achieved after 5-7 years in classification.\r\n\r\nTo achieve this, an adjustment may be granted once in the program year in addition to the annual merit increase for staff who fall below the midpoint of their pay range.\r\n<h5>End of probationary or introductory period assignment<\/h5>\r\nHourly-paid and PAS staff whose starting salaries are within the Hiring Range may be considered for an adjustment at the end of the probationary or introductory period, not to exceed the top of the hiring range. These adjustments help employees reach the top of the hiring range, provided the employee is satisfactorily performing the role.\r\n\r\nStaff paid at or above the top of the hiring range are not eligible for adjustments at the end of probationary or introductory period; these employees may be eligible for an annual merit increase.\r\n<h5>Hiring range adjustment<\/h5>\r\nSalaries that remain within the hiring range after a merit increase are given consideration for an adjustment six months after a merit increase, not to exceed the top of the hiring range. These adjustments help employees reach the top of the Hiring Range, provided the employee is satisfactorily performing the role.\r\n\r\nStaff paid at or above the top of the hiring range are not eligible for hiring rate adjustments.","accordion_anchor":""},{"title":"Market \/ equity adjustments","row_content":"These types of adjustments require applicable senior leadership endorsement, finance support, and Human Resources review prior to a recommendation being processed via a Personnel Action Form (PAF).\r\n\r\nIf you're a manager and have particular concern that you feel needs special attention, or you are considering market and\/or equity reviews, please contact your Human Resources Business Partner for assistance (provided you have leadership and finance approval). Human Resources can provide compensation-related data such as market relationships, trends, or data sets to assist in analyzing staff range penetration.","accordion_anchor":""},{"title":"Increases due to the New York State Minimum Wage, the Living Wage, and University Wage Schedules","row_content":"<h5>New York State Minimum Wage<\/h5>\r\nThe 糖心传媒 is committed to compliance with all New York State laws. Employees will receive adjustments so that they are paid at least the minimum wage as set by the government. Employees who receive minimum wage adjustments are still eligible for consideration for any performance-based and\/or additional components of the Wage and Salary Program.\r\n<h5>Living Wage<\/h5>\r\nThe University is committed to pay parity with the City of Rochester\u2019s Living Wage. All active, full-time and part-time, non-bargaining unit employees are to be paid at least the equivalent of the City of Rochester\u2019s Living Wage. Employees who receive minimum wage adjustments are still eligible for consideration for any performance-based and\/or additional components of the Wage and Salary Program.\r\n<h5>University Wage Schedules<\/h5>\r\nEach year, the University adjusts the wage ranges in accordance with New York State Minimum Wage and any employees not paid at the minimum of their assigned pay range will be automatically increased to ensure regulatory compliance.\r\n\r\nFor employees whose rates will be increased, it is strongly suggested that the supervisor plan accordingly to consider these upcoming increases and be sensitive to incumbents\u2019 pay equity or compression issues.","accordion_anchor":""},{"title":"Significant related federal and New York State regulations","row_content":"<h5>Regulations related to salary history<\/h5>\r\nIn accordance with New York law, applicants cannot be required or asked to disclose their salary history. The University does not consider an applicant\u2019s current or past salary in determining whether to interview, hire, or promote a candidate and does not rely on the wage or salary history of an applicant in determining that person\u2019s wages or salary if hired. This applies to both internal and external job applicants.\r\n<h5>Fair Labor Standards Act (FLSA) \/ New York State Compliance<\/h5>\r\nInherent in the Wage &amp; Salary Program is the obligation to ensure compliance with a variety of federal and state labor laws. The University is committed to providing ongoing education, evaluative services, and audits to ensure compliance with time and labor reporting requirements.\r\n\r\nIn addition, the development and validation of functional descriptions should be occurring in order to assess the appropriateness of classification assignment relative to hourly and salaried designation consistent with criterion specified in labor laws. Individuals with supervisory responsibility are encouraged to attend and participate in compliance training programs and support ongoing audits to ensure compliance.\r\n<h5>Compensation guidelines and University policies<\/h5>\r\nWhere there is conflict between these guidelines and University policies, the information in these guidelines supersedes University policies. In addition, individual operating units may require additional approvals on processes noted above.","accordion_anchor":""}]},{"acf_fc_layout":"card_grid_new","anchor":"resources","css_class":"","title":"<h2>Additional compensation resources<\/h2>","description":"","card_grid_cta":"","background_color":"#f4f4f4","width":"full-width","cards":[{"acf_fc_layout":"card","card_width":"quarter","card_overline":"","card_title":"<h5>Career Development: Job Structure and Titling<\/h5>","card_text":"We provide a clear, consistent job structure that aligns roles and levels across the institution.","card_image_icon":"none","card_image":"","card_icon":"","card_icon_color":"#252525","card_image_size":"","card_image_placement_full":"","card_image_placement":"","card_background_color":"#ffffff","card_hover_color":"#00205b","card_link":{"title":"Explore career development resources","url":"https:\/\/www.rochester.edu\/human-resources\/professional-success\/career-development\/","target":""},"card_hover_arrow":"arrow"},{"acf_fc_layout":"card","card_width":"quarter","card_overline":"","card_title":"<h5>Total Rewards: Benefits, Pay &amp; Perks<\/h5>","card_text":"Our Total Rewards package goes beyond basic benefits and compensation.","card_image_icon":"none","card_image":"","card_icon":"","card_icon_color":"#252525","card_image_size":"","card_image_placement_full":"","card_image_placement":"","card_background_color":"#ffffff","card_hover_color":"#00205b","card_link":{"title":"See benefits","url":"https:\/\/www.rochester.edu\/human-resources\/benefits\/","target":""},"card_hover_arrow":"arrow"},{"acf_fc_layout":"card","card_width":"quarter","card_overline":"","card_title":"<h5>Manager's Toolkit<\/h5>","card_text":"Find resources related to time reporting processes established so that employees are paid properly.","card_image_icon":"none","card_image":"","card_icon":"","card_icon_color":"#252525","card_image_size":"","card_image_placement_full":"","card_image_placement":"","card_background_color":"#ffffff","card_hover_color":"#00205b","card_link":{"title":"Learn about managing compensation","url":"https:\/\/www.rochester.edu\/human-resources\/professional-success\/managers-toolkit\/managing-engaging\/compensation-benefits\/","target":""},"card_hover_arrow":"arrow"},{"acf_fc_layout":"card","card_width":"quarter","card_overline":"","card_title":"<h5>Compensation FAQ<\/h5>","card_text":"Find answers to commonly asked compensation questions, including pay ranges, job levels, and program guidelines.","card_image_icon":"none","card_image":"","card_icon":"","card_icon_color":"#252525","card_image_size":"","card_image_placement_full":"","card_image_placement":"","card_background_color":"#ffffff","card_hover_color":"#00205b","card_link":{"title":"Compensation FAQs","url":"https:\/\/www.rochester.edu\/human-resources\/contacts\/frequently-asked-questions\/compensation\/","target":""},"card_hover_arrow":"arrow"}]}]},"yoast_head":"<title>Compensation | Office of Human Resources | 糖心传媒<\/title>\n<meta name=\"description\" content=\"Learn about compensation packages for 糖心传媒 employees, timekeeping resources, and pay administration guidelines.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.rochester.edu\/human-resources\/benefits\/compensation\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Compensation | Office of Human Resources | 糖心传媒\" \/>\n<meta property=\"og:description\" content=\"Learn about compensation packages for 糖心传媒 employees, timekeeping resources, and pay administration guidelines.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.rochester.edu\/human-resources\/benefits\/compensation\/\" \/>\n<meta property=\"og:site_name\" content=\"Office of Human Resources\" \/>\n<meta property=\"article:modified_time\" content=\"2026-07-23T20:31:56+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.rochester.edu\/human-resources\/wp-content\/uploads\/2022\/01\/Link-Preview-Office-of-HR-1200x630.png\" \/>\n\t<meta property=\"og:image:width\" content=\"1200\" \/>\n\t<meta property=\"og:image:height\" content=\"630\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/benefits\\\/compensation\\\/\",\"url\":\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/benefits\\\/compensation\\\/\",\"name\":\"Compensation | Office of Human Resources | 糖心传媒\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/#website\"},\"datePublished\":\"2019-11-16T02:02:15+00:00\",\"dateModified\":\"2026-07-23T20:31:56+00:00\",\"description\":\"Learn about compensation packages for 糖心传媒 employees, timekeeping resources, and pay administration guidelines.\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/benefits\\\/compensation\\\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/benefits\\\/compensation\\\/\"]}]},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/benefits\\\/compensation\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Home\",\"item\":\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"Total Rewards: Benefits & Pay\",\"item\":\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/benefits\\\/\"},{\"@type\":\"ListItem\",\"position\":3,\"name\":\"Compensation\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/#website\",\"url\":\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/\",\"name\":\"Office of Human Resources\",\"description\":\"糖心传媒\",\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/www.rochester.edu\\\/human-resources\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-US\"}]}<\/script>","yoast_head_json":{"title":"Compensation | Office of Human Resources | 糖心传媒","description":"Learn about compensation packages for 糖心传媒 employees, timekeeping resources, and pay administration guidelines.","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/www.rochester.edu\/human-resources\/benefits\/compensation\/","og_locale":"en_US","og_type":"article","og_title":"Compensation | Office of Human Resources | 糖心传媒","og_description":"Learn about compensation packages for 糖心传媒 employees, timekeeping resources, and pay administration guidelines.","og_url":"https:\/\/www.rochester.edu\/human-resources\/benefits\/compensation\/","og_site_name":"Office of Human Resources","article_modified_time":"2026-07-23T20:31:56+00:00","og_image":[{"width":1200,"height":630,"url":"https:\/\/www.rochester.edu\/human-resources\/wp-content\/uploads\/2022\/01\/Link-Preview-Office-of-HR-1200x630.png","type":"image\/png"}],"twitter_card":"summary_large_image","schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"WebPage","@id":"https:\/\/www.rochester.edu\/human-resources\/benefits\/compensation\/","url":"https:\/\/www.rochester.edu\/human-resources\/benefits\/compensation\/","name":"Compensation | Office of Human Resources | 糖心传媒","isPartOf":{"@id":"https:\/\/www.rochester.edu\/human-resources\/#website"},"datePublished":"2019-11-16T02:02:15+00:00","dateModified":"2026-07-23T20:31:56+00:00","description":"Learn about compensation packages for 糖心传媒 employees, timekeeping resources, and pay administration guidelines.","breadcrumb":{"@id":"https:\/\/www.rochester.edu\/human-resources\/benefits\/compensation\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/www.rochester.edu\/human-resources\/benefits\/compensation\/"]}]},{"@type":"BreadcrumbList","@id":"https:\/\/www.rochester.edu\/human-resources\/benefits\/compensation\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/www.rochester.edu\/human-resources\/"},{"@type":"ListItem","position":2,"name":"Total Rewards: Benefits & Pay","item":"https:\/\/www.rochester.edu\/human-resources\/benefits\/"},{"@type":"ListItem","position":3,"name":"Compensation"}]},{"@type":"WebSite","@id":"https:\/\/www.rochester.edu\/human-resources\/#website","url":"https:\/\/www.rochester.edu\/human-resources\/","name":"Office of Human Resources","description":"糖心传媒","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/www.rochester.edu\/human-resources\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"}]}},"_links":{"self":[{"href":"https:\/\/www.rochester.edu\/human-resources\/wp-json\/wp\/v2\/pages\/8816","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.rochester.edu\/human-resources\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.rochester.edu\/human-resources\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.rochester.edu\/human-resources\/wp-json\/wp\/v2\/users\/6"}],"replies":[{"embeddable":true,"href":"https:\/\/www.rochester.edu\/human-resources\/wp-json\/wp\/v2\/comments?post=8816"}],"version-history":[{"count":80,"href":"https:\/\/www.rochester.edu\/human-resources\/wp-json\/wp\/v2\/pages\/8816\/revisions"}],"predecessor-version":[{"id":224822,"href":"https:\/\/www.rochester.edu\/human-resources\/wp-json\/wp\/v2\/pages\/8816\/revisions\/224822"}],"up":[{"embeddable":true,"href":"https:\/\/www.rochester.edu\/human-resources\/wp-json\/wp\/v2\/pages\/176"}],"wp:attachment":[{"href":"https:\/\/www.rochester.edu\/human-resources\/wp-json\/wp\/v2\/media?parent=8816"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}