Iowa State University University Human Resources Classification and Compensation Unit 3810 Beardshear Hall

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Iowa State University | University Human Resources

Classification and Compensation Unit | 3810 Beardshear Hall

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Table of Contents

INTRODUCTION ... 3

SECTION I EXTERNAL COMPETITIVENESS ... 4

Market Analysis ... 4

P&S Turnover Analysis ... 5

Historical Turnover Data ... 6

Turnover by Gender ... 7

Turnover by Years of Service ... 7

Turnover by Pay Grade ... 8

Professional and Scientific New Hire Analysis ... 9

Pay Matrix ... 10

SECTION II INTERNAL EQUITY AND DEMOGRAPHICS... 12

General Classification Distribution ... 12

Pay Grade Distribution ... 14

P&S Staff Demographics ... 15

Gender Distribution by Pay Grade ... 15

Minority Distribution by Pay Grade ... 16

Definitions... 17

Appendix A ... 19

Agriculture Market Matches ... 19

Science and Research Market Matches... 19

Environmental Health and Safety Market Matches ... 20

Engineering Market Matches ... 20

Information Technology Market Matches ... 21

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INTRODUCTION

We are pleased to present this special edition of the Professional and Scientific (P&S) Human Capital Annual Report. This report is prepared by the Classification and Compensation unit in the Department of University Human Resources using source data from Institutional Research (IR) and University Human Resources (UHR). Salary data used in this report reflect salaries as of October 31, 2014 (FY2015). Data provided by Institutional Research is from October 2014 and turnover data reflects information from July 1, 2013 - June 30, 2014 (FY2014).

The purpose of the FY2015 report is to provide data on targeted P&S classifications of strategic interest to the university and its stakeholders. The report provides analysis of turnover, salary comparison to identified markets for targeted classifications, analysis of new hire salaries, and equity demographics. Furthermore, the report assists UHR in monitoring salary trends, both internal and external to the University that affect

Professional and Scientific classifications and guides the recommendations UHR makes to university administration regarding the market competitiveness of salaries.

This year’s report focuses on the areas of agriculture, science and research, environmental health and safety, engineering, and information technology. These areas were identified based on the demand for skills, the difficulty of recruiting for or retaining positions, and/or anticipated impact on the university’s mission and vision.

Compensation systems should support a competitive level with external labor markets in order to support the ability to recruit and retain qualified professional staff and support internal equity within the University. Section I, External Competitiveness, contains general information about P&S salaries of targeted

classifications as compared to established salary surveys. This salary data reflects the mean of relevant markets where the University competes for talent and is compared to the average salary of targeted P&S classifications which are benchmarked against competitors.

Section II, Internal Equity and P&S Demographics, provides data and information used to review equity within P&S classifications. This includes data related to the distribution of P&S staff by organizational unit, pay grades, etc. Demographic information is displayed in a number of charts that provide a general overview of the P&S population.

Iowa State University complies with the Iowa Administrative Code and the Board of Regents, State of Iowa, policy on comparable worth. Furthermore, ISU is committed to diversity and gender equity. Section II, Internal Equity, provides demographic data on P&S salaries and serves as a mechanism to identify trends impacting the compensation program.

Caution should be used in drawing conclusions from the data. Staff members from the Classification and Compensation unit of University Human Resources are available to provide assistance and consultation in analyzing the data. The phone number for the Classification and Compensation unit is 515-294-4800. Julie Nuter, Associate Vice President of University Human Resources

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SECTION I - EXTERNAL COMPETITIVENESS

Market Analysis

The first step in evaluating how competitive Professional and Scientific salaries are with relevant labor markets is to identify classifications to compare to market. A targeted approach was taken in the FY2015 report to identify classifications. Classifications were selected by the Classification and Compensation unit and sourced by examining areas with high impact positions that are difficult to recruit or retain. Focus areas for the FY2015 report include agriculture, science and research, environmental health and safety,

engineering, and information technology.

Consistent with past practices, benchmark classifications must have a minimum of three incumbents at the time data was examined, salary data must be readily available in targeted surveys, and the classification must be common to Iowa State University and relevant markets. The final list of benchmarks for FY2015 includes 30 classifications and can be viewed in more detail in the appendix.

Market comparisons were made using the average ISU salary as of November 2014 for each identified classification and compared to the market data (at the mean) for a comparable position. Comparisons to market data are made on both an un-weighted average (single classification) and a weighted basis (all incumbent salaries in a classification).

Please note that comparisons are made on the duties of a position (minimum of 70% match), not titles, since job titles vary widely. The data reflects the most current national and regional survey data as of December 2014 (FY2015).

University Human Resources uses two primary market salary survey sources: the Economic Research Institute (ERI) database and the College and University Professional Association (CUPA) database. ERI is a single comprehensive market data source that provides human resource research for general and varied industries in the form of published reports. The database is updated quarterly and includes thousands of benchmark classifications and a compilation of hundreds of published surveys. ERI obtains national average data that can be adjusted for specific locality, region or industry. The CUPA salary database is used for select benchmark positions where there was a better match to the benchmark – typically in positions unique to higher education institutions. ERI was used to benchmark all classifications in this report.

Selected classifications were compared to market in December 2014 for data collected in November 2014. A visual breakdown of each area is provided in the appendix. The chart below shows the weighted and un-weighted comparison to market for each targeted area. The un-weighted salary to market ratio was calculated by taking the sum of the ISU average salary multiplied by the number incumbents and dividing that by the sum of the corresponding market matches multiplied by the number of incumbents. A listing of all jobs for which market data was gathered and the individual comparisons to market data are shown in Appendix A and sorted by title.

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Focus Area Benchmarks Number of Incumbents Number of Un-weighted Average Weighted Average

Agriculture 3 48 86.11% 86.84%

Science and

Research 8 311 87.48% 84.63%

Environmental

Health and Safety 3 13 77.06% 75.43%

Engineers 3 25 83.65% 83.85%

Information

Technology 13 293 93.89% 95.70%

P&S Turnover Analysis

The following charts examine turnover for employees in Professional and Scientific positions. Turnover is defined as resignations including retirements and term appointments, but does not include transfers, promotions or demotions to other P&S positions. As such, caution should to be used when reviewing or making decisions based on this data.

FY 2014 Turnover Rate by Reason

Reason Count %

Accepted Academic Position 3 1.10%

Accepted Other Employment 99 36.26%

Death 4 1.47%

Education/Return to School 15 5.49%

Layoff 4 1.47%

Long Term Disability (LTD) 2 0.73%

Non-competitive Salary 1 0.37%

Personal 64 23.44%

Retirement 44 16.12%

Retirement Phased 1 0.37%

Retirement Phased Plus 7 2.56%

Spousal/Partner Employment 4 1.47%

Term/Temp Appt. Ended 25 9.16%

Grand Total 273 100%

Turnover Rate = 9.8%

Source: University Human Resources

The effectiveness of compensation practices can be measured, in part, by recruiting, hiring, and retaining qualified and competent staff. The chart above shows the number of separations that occurred during

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FY2014 and the reasons indicated for the separations. As the chart displays, there were 273 P&S resignations during FY2014. This is an overall turnover rate of 9.8%. Retirements accounted for 52 of the 273 positions. If retirements are factored out, the turnover rate is 8.1%. All turnover data includes retirements unless

otherwise stated.

Historical Turnover Data

Fiscal Year FY2010 FY2011 FY2012 FY2013 FY2014

Turnover Rate 15.1 10 9.6 9.8 9.8

Source: University Human Resources

The five-year turnover data shows that the turnover rate has declined since 2010 when the retirement incentive was offered. However, the turnover rate for FY2014 is historically similar to previous years. ISU’s turnover rate is lower than the national average of 27.8% for a comparable workforce during FY2014 according to data from the Bureau of Labor Statistics’ Job Openings & Labor Turnover Survey (JOLTS). Unemployment data reported from Iowa Workforce Development reflects a state unemployment rate of 4.1% and 2.7% for Story County as of December 2014. This information can be found at

http://www.iowaworkforce.org/. The US Bureau of Labor Statistics reports an unemployment rate of 2.7% for the city of Ames as of December 2014. More information about this can be found at

http://www.bls.gov/eag/eag.ia_ames_msa.htm.

The following two graphs show the turnover rate as a percentage by fiscal year. The second graph excludes separations due to retirement. This gives a graphic representation of the turnover trend since FY2010.

Source: University Human Resources

15.1 10 9.6 9.8 9.8 0 2 4 6 8 10 12 14 16

FY2010 FY2011 FY2012 FY2013 FY2014

Tu rn ov er R at e Fiscal Year

Turnover Trend

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Source: University Human Resources

Turnover by Gender

FY 2014 Turnover by Gender

Gender Count Percent

Female 145 53.11%

Male 128 46.89%

Total 273 100%

Source: University Human Resources

Turnover by Years of Service

The chart below and subsequent graphs show turnover for FY2014 broken down by years of service at the University.

Turnover by Years of Service

Years of Service Count Percent

Less than 1 46 16.85% Less than 2 49 17.95% Less than 5 61 22.34% Less than 7 28 10.26% Less than 10 24 8.79% More than 10 65 23.81% Total 273 100.00%

Source: University Human Resources

9.12 7.89 8.25 7.8 8.1 5 5.56 6.5 7 7.5 8 8.59 9.5

FY2010 FY2011 FY2012 FY2013 FY2014

Tu rn ov er R at e Fiscal Year

Turnover Trend Excluding Retirements

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Source: University Human Resources

Turnover by Pay Grade

Also examined is the impact of turnover in relation to pay grades.

FY2014 Turnover by Pay Grade

Pay Grade Count % of Employees in Pay Grade % Turnover

30 40 4.56% 14.65% 31 13 4.67% 4.76% 32 56 17.73% 20.51% 33 50 17.80% 18.32% 34 36 12.23% 13.19% 35 23 15.92% 8.42% 36 17 10.24% 6.23% 37 19 9.59% 6.96% 38 8 3.87% 2.93% 39 4 1.63% 1.47% 40 5 1.37% 1.83% 41 2 0.40% 0.73% Total 273 100.00% 100.00%

Source: University Human Resources

0 5 10 15 20 25 30 35 40 <=1 <=2 <=5 <=7 <=10 >10 Per cen t o f T ur no ver Years of Service

Turnover Trend by Years of Service

FY2010 FY2011 FY2012 FY2013 FY2014

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Source: University Human Resources

The graph above compares the percent of employees in each pay grade (blue) to the percent of employees that left the university by pay grade (red). Pay grades 30-34 had a higher rate of turnover than the percent of total University employees that they represent.

Professional and Scientific New Hire Analysis

New Hires by Pay Grade

Pay

Grade No. of Hires Minimum At Within First Third Between 1st third and Midpoint Above Midpoint 30 48 3 35 5 5 31 45 0 32 11 2 32 100 4 73 15 8 33 101 2 77 12 10 34 49 0 32 14 3 35 61 3 36 11 11 36 31 1 20 6 4 37 35 1 17 8 9 38 11 0 7 0 4 39 5 0 1 1 3 40 3 0 0 0 3 41 4 0 0 0 4 Totals 493 14 330 83 65

Source: University Human Resources

0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30 31 32 33 34 35 36 37 38 39 40 41 Per cen t Pay Grade

Turnover by Pay Grade Comparison

% Employees in PG % Turnover in PG

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Iowa State University's pay policies allow for hiring supervisors to offer salaries for new hires up to the first third of the respective pay grade without additional review. This practice provides hiring supervisors some latitude to address issues such as exceptional qualifications, individual salary requirements, market

conditions, and previous salary history. Offers above the first third require additional review and approval. Justification for starting salary offers above the hiring range may include, but are not limited to, exceptional individual qualifications, market competitiveness, and internal equity. The pie graph below indicates that the majority (approximately two thirds) of P&S new hires have been made within the hiring range during FY2014.

Source: Human Resource Services

Pay Matrix

The Professional and Scientific pay matrix for FY2015 has twelve (12) ranges of pay: pay grades P30 – P41. The grade of any given classification is based on the outcome of a job factor evaluation system that measures seven compensable areas: knowledge and education, complexity, innovation, impact on institutional mission (scope), internal interactions, external interactions and leadership. The University’s pay structure reflects a hierarchy based on internal evaluation of jobs.

For FY2015, analysis of market factors affecting pay structures was researched and evaluated. Based on the research of market trends, the university adjusted the pay matrix. All pay grades were adjusted by +1.25% on July 1, 2014.

3%

67% 17%

13%

Breakdown of New Hire Starting Salaries

FY14

At Minimum Within First Third Between 1st third and Midpoint

Above Midpoint

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2014/2015 Professional and Scientific Salary Matrix

(Effective July 1, 2014)

P&S 2014-2015 Salary Matrix

Level Minimum 1st Third Midpoint Maximum

41 $95,852 $121,397 $134,296 N/A 40 $83,858 $106,206 $117,380 N/A 39 $73,607 $96,915 $108,569 $143,532 38 $65,768 $84,402 $93,720 $121,672 37 $57,609 $73,933 $82,095 $106,580 36 $52,374 $67,213 $74,631 $96,889 35 $45,927 $58,940 $65,446 $84,965 34 $40,467 $51,932 $57,665 $74,863 33 $38,047 $47,558 $52,314 $66,581 32 $34,523 $43,154 $47,470 $60,417 31 $31,393 $38,717 $42,380 $53,368 30 $28,968 $35,244 $38,382 $47,796

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SECTION II - INTERNAL EQUITY AND DEMOGRAPHICS

The following information and graphs reflect metrics related to the Professional and Scientific employee population. Data displayed outlines relationships between P&S employee distributions by organizational units and pay grades. This section also provides information on Professional and Scientific staff

demographics.

General Classification Distribution

The graph below contains information provided by Institutional Research. It shows the number of full-time equivalent (FTE) positions among P&S, Merit, and Faculty, and the change in staffing levels over a five-year period.

ISU data continues to reflect that the Professional and Scientific classification represents the largest number of employees at the University.

Source: Institutional Research

0 500 1,000 1,500 2,000 2,500 3,000

Faculty Professional and Scientific Merit

N umb er o f F ul l-T ime E qu iv al en t Em pl oy ees

Employee FTE by Group Distribution

Oct-10 Oct-11 Oct-12 Oct-13 Oct-14

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The chart below shows the number of employees in the major divisions at ISU as of October 2014 (FY15) by pay grade groupings.

Source: Institutional Research

The following chart shows the distribution of total employees in the major divisions over a five- year span. A snapshot of the data was taken in October for each fiscal year.

Source: Institutional Research

500 18 51 41 55 91 715 75 174 116 57 149 353 52 68 94 29 60 24 16 16 4 20 17 0 100 200 300 400 500 600 700 800 Academic &

Research Ames Lab Bus & Finance Extension Office of thePresident Student Affairs Pay Grade

P & S Distribution by Organizational Unit

and Pay Grade as of October 2014

30-32 33-35 36-38 39-41 0 500 1000 1500 2000 Academic &

Research Ames Lab Bus & Finance Extension &Outreach Office of thePresident StudentAffairs

N umb er o f E mp lo ye es Organizational Unit

P & S Distribution by Organizational Unit

as of October 2010-2014

2010 2011 2012 2013 2014 N umb er o f Emp lo ye es

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Pay Grade Distribution

The following chart shows a side-by-side distribution of the number of employees within each pay grade as of October 2014 (FY15).

Source: University Human Resources

The following chart shows the average salary by pay grade.

Source: University Human Resources

126 129 492 494 338 443 283 265 108 48 38 11 0 100 200 300 400 500 600 30 31 32 33 34 35 36 37 38 39 40 41 N umb er o f E mp lo ye es Pay Grade

P&S Distribution by Pay Grade as of October

2014

$0.00 $50,000.00 $100,000.00 $150,000.00 $200,000.00 30 31 32 33 34 35 36 37 38 39 40 41 Sal ar y Pay Grade

Average FTE Salaries Compared to First Third and

Midpoint

Average FTE Salary First Third

Midpoint

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P&S Staff Demographics

Gender Distribution by Pay Grade

The first chart below reflects the female to male ratio in each pay grade. The second chart compares salaries between males and females within each pay grade from October 2014 (FY15).

Source: Institutional Research

Source: Institutional Research

30 31 32 33 34 35 36 37 38 39 40 41 GrandTotal Male 45 44 151 189 156 221 153 166 57 32 22 5 1241 Female 89 85 342 311 182 227 130 99 51 16 16 6 1554 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Per cen t o f S ta ff by G en der Pay Grade

Distribution by PG and Gender

Male Female $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000 $200,000 30 31 32 33 34 35 36 37 38 39 40 41 FT E A ve ra ge Sa la ry Pay Grade

Distribution of P & S Staff by Pay Grade, Gender and

Average Full-Time Equivalent Salary as of October 2014

Female Male

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Minority Distribution by Pay Grade

The first graph shows the ratio of minority to non-minority employees sorted by pay grade. The second graph compares the salaries of the two groups by pay grade.

Source: Institutional Research

Source: Institutional Research

30 31 32 33 34 35 36 37 38 39 40 41 Total Non-Minority 114 118 452 442 307 388 259 233 95 43 35 8 2494 Minority 20 11 41 58 31 60 24 32 13 5 3 3 301 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Per cen t M in or ity Pay Grade

Headcount of Minority/Non-minority P&S Staff

by Pay Grade, October 2014

Non-Minority Minority $20,000 $40,000 $60,000 $80,000 $100,000 $120,000 $140,000 $160,000 $180,000 $200,000 30 31 32 33 34 35 36 37 38 39 40 41 FT E A ve ra ge Sa la ry Pay Grade

Distribution of Minority/Non-Minority by Pay Grade

and Average Full-Time Equivalent Salary as of October 2014

Minority Non-Minority

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Definitions

Benchmark positions or Key Jobs – A typical job, or group of jobs, used as reference points for making pay

comparisons within and/or external to the organization. Benchmark jobs are used in salary surveys for wage comparisons with the external labor market.

Comparable Worth - A provision within Iowa law. It means the value of work as measured by the composite

of the skill, effort, responsibility and working conditions normally required in the performance of work. It is one form of internal equity between like jobs within the University.

Exempt – Refers to a position that is not eligible for overtime pay based on guidelines set by the Fair Labor Standards Act (FLSA).

External Competitiveness – Refers to the pay relationships among organizations and focuses attention on the

competitive positions reflected in these relationships.

FLSA – The Fair Labor Standards Act of 1938 is a federal law that established regular working hours, overtime

pay at time and a half regular wages, child labor and defined specific exempt occupations.

FTE - Full Time Equivalent (FTE) is a unit of measure which is equal to one full time, annual-salaried position.

One FTE is typically measured at 2,080 hours per year. Part-time and part-year employees are expressed as a portion of a full FTE based on the number of hours and percentage of time worked.

Hiring Range – The first-third of each salary grade where most new hire salaries should fall.

Internal Equity – Refers to the pay relationships among jobs within a single department, college/division or

the entire organization. It involves establishing equal pay grades and standards for jobs of equal worth and acceptable pay differentials for jobs of differing worth.

Job Classification – Individual positions having comparable duties and responsibilities.

Job Family – Jobs involving work of a similar nature having different skill and responsibility levels. A job family

will consist of several job groups.

Job Group – A series of jobs grouped on the basis of common skills, qualifications, technology, workplace,

career paths and organizational tradition. A job group will consist of several job series.

Job Series - A group of classifications representing progressively higher levels of skill, experience, complexity

and responsibility.

Labor Market - The labor market is a group within the labor force whose members could fill a particular job.

Labor markets could be local, regional, or national depending on the classification of the position.

Market Ratio – Percent of the comparison between the actual salaries and the market salaries.

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Mean – Sometimes referred to as the simple average. The mean is calculated by adding the total of all items

and dividing by the number of items added. For instance, the process to find the mean of five salaries would be to add all five salaries and then to divide by 5.

Median – Value that separates the highest half of the sample from the lowest half. To find the median,

arrange all the observations from lowest value to highest value and pick the middle one.

Non-Exempt – Refers to positions that are entitled to overtime pay based on the Fair Labor Standards Act

(FLSA).

Pay Differentials – Pay differences among levels within the organization, such as the difference in pay

between adjacent levels in a career path, between supervisors and subordinates, between union and non-union employees, and between executives and other employees.

Pay Grade – One of the classes, levels, or groups into which jobs of the same or similar values are grouped for

compensation purposes. All jobs in a pay grade have the same pay range – maximum, minimum, and midpoint.

Pay Range – The range of pay rates from minimum to maximum set for a pay grade or class. Position – Tasks grouped together to form a job and classified based on level of responsibility and

qualifications. Positions can be full-time or part-time and are designed to meet unique organizational needs.

Range Midpoint – The salary midway between the minimum and maximum rates of a salary range. The

midpoint rate for each range is usually set to correspond to the pay policy for the particular institution.

Turnover Rate – The percentage of an organization’s positions that became vacant during a period of time.

The turnover rate is calculated by taking the number of resignations that occurred during the period divided by the number of positions that were in the organization at the time. For example, if there were 200

positions in an organization over the period of calendar year and 20 of them became vacant during that period of time, then the turnover rate would be 10%.

Weighted Average / Weight Ratio – An average that takes into account the proportional relevance of each

component, rather than treating each component equally.

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Appendix A

The following charts show the market matches for targeted benchmark positions with the weighted and un-weighted average by focus area. Market data was collected in December 2014.

Agriculture Market Matches

University Title Pay

Grade Average Annual FTE Salary

Number of

Incumbents Industry Survey Mean Market Ratio Agricultural Specialist II* 32 $43,820 23 ERI DSM $48,062 91.17% Agricultural Specialist III* 33 $50,832 16 ERI DSM $59,679 85.18% Agricultural Specialist IV* 34 $60,205 9 ERI DSM $73,426 81.99% Un-weighted Average: 86.11% Weighted Average: 86.84%

Science and Research Market Matches

University Title Pay

Grade Average Annual FTE Salary

Number of

Incumbents Industry Survey Mean Market Ratio

Assistant Scientist I* 33 $48,231 38 ERI DSM $52,622 91.66%

Assistant Scientist II* 34 $54,101 58 ERI DSM $66,465 81.40%

Assistant Scientist IV 36 $78,029 5 ERI DSM $83,316 93.65%

Associate Scientist* 37 $76,295 71 ERI US $91,217 83.64%

Research Associate I* 30 $35,816 54 ERI DSM $45,871 78.08%

Research Associate II* 32 $42,148 60 ERI DSM $52,151 80.82%

Scientist I* 38 $97,158 14 ERI US $103,040 94.29%

Scientist II* 39 $115,059 11 ERI US $119,478 96.30%

Un-weighted Average: 87.48% Weighted Average: 84.63%

*Reflects a change in industry and/or market match

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Environmental Health and Safety Market Matches

University Title Pay

Grade Average Annual FTE Salary

Number of

Incumbents Industry Survey Mean Market Ratio Environmental

Specialist III 35 $62,487 6 ERI DSM $88,654 70.48%

Industrial Hygienist II* 34 $56,965 4 ERI DSM $70,302 81.03% Industrial Hygienist III* 35 $66,203 3 ERI DSM $83,091 79.68% Un-weighted Average: 77.06% Weighted Average: 75.43%

Engineering Market Matches

University Title Pay

Grade Annual FTE Average Salary

Number of

Incumbents Industry Survey Mean Market Ratio

Engineer Designer

II* 34 $54,085 9 ERI DSM $64,194 84.25%

Engineer III* 35 $66,281 10 ERI DSM $77,591 85.42%

Engineer IV* 36 $76,089 6 ERI DSM $93,615 81.28%

Un-weighted Average: 83.65% Weighted Average: 83.85%

*Reflects a change in industry and/or market match

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Information Technology Market Matches

University Title Pay

Grade Average Annual FTE Salary

Number of

Incumbents Industry Survey Mean Market Ratio

Analyst/Programmer* 33 $49,604 10 ERI DSM $59,241 83.73%

Director ITS I* 38 $116,000 4 ERI US $132,900 87.28%

Information Systems

Leader* 37 $97,766 8 ERI US $115,164 84.89%

Manager Information

Technology I* 36 $82,460 12 ERI DSM $91,575 90.05%

Manager Information

Technology II* 37 $92,658 4 ERI US $110,463 83.88%

System Analyst I* 34 $55,132 28 ERI DSM $61,919 89.04%

System Analyst II* 35 $66,143 60 ERI DSM $69,923 94.59%

System Analyst III* 36 $78,836 57 ERI DSM $81,012 97.31%

System Support

Specialist I* 31 $42,958 10 ERI DSM $42,731 100.53%

System Support

Specialist II* 32 $46,036 32 ERI DSM $47,899 96.11%

System Support

Specialist III* 33 $56,527 32 ERI DSM $54,557 103.61%

System Support Specialist IV 34 $64,674 19 ERI DSM $62,250 103.89% Systems Analyst, Senior* 37 $96,973 17 ERI DSM $91,757 105.68% Un-weighted Average: 93.89% Weighted Average: 95.70% Industry Key

ERI DSM = ERI General Industry (Des Moines) ERI US = ERI General Industry (United States)

*Reflects a change in industry and/or market match

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