Classification and Compensation

Our Philosophy

Montgomery College seeks to provide every employee with a competitive level of compensation that reflects his or her individual contribution to the College’s mission of empowering students to change their lives and enriching lives in the community. We achieve this mission by providing a total compensation package that includes base pay, benefits, personal and professional development, and the intrinsic value of working in an education environment. Being a destination employer means, in part, providing a competitive total compensation package that retains and attracts the best people.

Montgomery College is committed to sound stewardship over the available total reward resources for every employee. This compensation philosophy presents the key objectives and principles that guide the way Montgomery College employees are rewarded and recognized for taking part in the College’s mission.
 

Our Objectives

• Establish compensation levels for positions on the basis of their relative internal worth and external competitiveness within relevant labor markets.

• Reward employees on the basis of work performance. 
  

• Communicate compensation information to maximize employee understanding and appreciation of each reward element in the context of the total compensation package
  

• Administer pay equitably and consistently and in a way that is simple and understood by employees.

• Establish a compensation policy that is consistent with judicious expenditures of funds entrusted to the College.

• Develop reward structures, programs, and practices that will facilitate and support other HR processes, including staffing, succession planning, labor relations, performance management, and career development. 
  

• Maintain appropriate controls to ensure that all compensation is structured and delivered free of inappropriate bias or wrongful discrimination.

• Promote fairness, equal opportunity, and support of the institution’s diversity goals, and comply with all applicable federal and state laws and regulations.
  

Intangible Rewards

• Meaningful and challenging work 

• Opportunities to grow and develop 

• Environment/culture of respect, integrity, College’s core values, and work/life balance 

• Safe, pleasant work environment

• Intellectual, rigorous environment 

Career Ladders

Montgomery College develops career ladders for job hierarchies with multiple levels. A career ladder describes the progression from entry-level positions to higher levels of skill, responsibility, authority, and pay. It also provides a framework and pathway by which employees are provided guidance on professional development and career progression. Career ladders can be instrumental in improving employee career satisfaction, productivity, engagement, and responsiveness in meeting departmental and organizational objectives.

Explore the following career ladders designed to provide you with a clear roadmap of the skills and experience needed for each level of advancement within your job family, and help you identify the necessary steps to achieve your professional goals.

Administrative Aide  (PDF, )
Architect (PDF, )
Building Equipment Mechanic (PDF, )
Cyber Defense Analyst (PDF, )
Cyber Defense Infastructure Engineer  (PDF, )
Financial Aid (PDF, )
HVAC Mechanic (PDF, )
Instructional Support (PDF, )
Librarian (PDF, )
Library Access Services Specialist (PDF, )
Student Services Coordinator (PDF, )

 

Career Advancement  
Career advancement can be to a position at a higher level or at the same level. A position at the same level may offer the opportunity to expand knowledge, skills, and abilities or provide a pathway to advancement.

A promotion is when an employee advances to a position that is classified at a higher pay grade. Most positions are posted through a competitive process. Explore information about Careersnew window.

Use job enrichment and professional meeting time off to enhance skills and knowledge to attain individual career goals while fulfilling the institution’s mission.

Explore Training and Professional Developmentnew window.  

Career Management

Montgomery College is committed to creating a framework to support opportunities for growth as our employees proactively manage their careers by expanding their knowledge, skills, and abilities to achieve desired career goals. Career management   is taking control of your career. It involves planning your career and taking intentional steps to achieve the plan. In other words, career management produces a road map to get you to where you ultimately want to be in a vocation.

Essential aspects of career management include self-awareness, the creation of SMART (specific, measurable, attainable, relevant, and time-bound) goals, career development planning/career exploration, and College needs.  

Self-awareness: Know your interests, skills, abilities, and personal traits.

SMART Goals: These are clearly defined objectives grounded in reality.

Career Development Planning/Career Exploration: Knowing yourself and creating SMART goals are the basis for beginning your career development plan. Take the time to investigate the various resources available to you for professional development, such as taking a credit or noncredit course, enrolling in a leadership development program, or attending classes provided by ELITE. Explore established career ladders and job class specs that provide job information.

College Needs: Understand that job movement opportunities must align with talent opportunities.

The College is committed to providing growth and development opportunities for all MC employees. The College offers many professional and career development opportunities, such as classes in technology, career development, communication, interpersonal relations, diversity and multiculturalism, performance management, and more.  

Review the following job aids:
Applying to Internal Positions in Workday (PDF, )  
Manage Jobs and Career Interests (PDF, )
Manage Your Career/Talent Profile (PDF, )
Manage Talent Details (PDF, )  

Classification Review for Staff and Administrators

All positions are aligned within the College’s pay structure. A position classification review may be necessary if a position has a major or significant change in work or the position has changed as a result of reorganization, technological, or regulatory change that has a significant impact on work. A classification review is conducted to ensure the role is appropriately aligned in the College’s pay structure and with other similarly situated roles.  

Factors considered in a classification review include: nature or type of work performed, level of responsibility, impact of the position, reporting relationships, scope of duties, complexity of work, creativity/innovation, supervision received, supervision exercised, and knowledge and skills required to perform the duties. Factors that are not considered include: longevity, qualifications of the incumbent that are not required of the position, or incumbent performance.  Factors considered in determining whether a change in grade is warranted include: the changes to the position, external market data and comparison with internally comparable positions.  Decisions regarding the position classification is approved by the Chief Human Resources Officer. 

With approval from the unit administrator and senior vice president, supervisors, and above may request a classification review.  

• Prior to submitting a request for a classification review, the position description should be updated and approved by the manager in the Job Wizard.  

• Once the position description is updated, a Classification Review Request Form (PDF, ) , with applicable signatures is attached to the Workday request. Refer to the Workday (PDF, ) Job Change Job Aid (PDF, ) . The Classification and Compensation team will review the request and forward it to the Chief Human Resources Officer for authorization to proceed. 

If the position is reclassified, employees in that role may be impacted. Employee pay may or may not be impacted by a change in classification.   

Upon completion of the review, the Classification and Compensation team will inform the requestor of the results. If the administrator and/or the employee disagree with a classification decision, they should discuss the outcome with their Human Resources Internal Consultantnew window. 

P&P 35001 Compensation Programs (PDF, ) provides additional information.

Degree Attainment for Staff and Administrators/Advanced Degree for Full-time Faculty

The College's compensation program supports the growth of employees through the attainment of additional academic degrees. Staff with benefits and administrators are eligible for a degree attainment award as outlined in College Policy and Procedure 35001- Compensation Programs. View the entire Procedure 35001CP - P&P 35001 (PDF, ) .

Staff subject to a six-month probationary period are eligible to request a degree attainment after the completion of the sixth-month probationary period with at least a “Meets Expectations” rating. Other criteria include earning a progressively higher degree (Associate, Bachelors, Masters, and/or professional or terminal degrees of any discipline) than the degree already on file with the Office of Human Resources and Strategic Talent Management (HRSTM), the institution awarding the degree must be a regionally accredited institution*, and the employee must earn the degree during the course of employment at the College. Upon satisfying all of the award criteria the employee is eligible to receive a lump-sum payment equal to $1,500.00. If an employee is granted a degree attainment award the pay period will appear following a review of the official transcript and verification of the degree attainment. 

An employee’s position does not require a degree to receive a degree attainment award. Employees at the maximum pay of their position grade, if otherwise eligible, can receive a degree attainment award because it does not increase base pay.Only two such awards may be granted during the course of an individual’s employment at the College. If a degree attainment request is denied, subsequent requests for the same level degree will not be accepted.

(*A regionally accredited institution is an institution that is recognized by a regional accreditation agency that oversees institutions that place a focus on academics that are state-owned or non-profit colleges or universities. Visit www.chea.orgnew window for more information.)

A request for an award is submitted via Workday (please use the Degree Attainment Request Job Aid (PDF, ) , for assistance) with the official transcript showing the degree awarded/conferred date uploaded. 

The employee is responsible for contacting the educational institution (or National Student Clearing House) to request that an official transcript, with the degree granting institution’s seal that indicates the degree was awarded/conferred, be e-mailed or access provided directly to the classification and compensation team within the HRSTM office. Upon receipt of the official transcript, you will receive confirmation that the transcript was received.   

If a faculty member, on or after the first day of the fiscal 1997 academic year and while employed by the College, is awarded an advanced degree, or a certificate or license in the discipline for which he is employed by the College, and that advanced degree would result in enhanced salary placement for a faculty member initially hired by the College in such discipline, such faculty member's salary shall be increased, effective as of the beginning of the first fiscal academic year commencing after the faculty member notifies the College of, and furnishes to the College evidence of, the award of such degree, license or certificate. View additional information in the AAUP collective bargaining agreement at Full-Time Faculty Collective Bargaining Agreement. (PDF, )

Department Chair Appointments

The deans or senior vice president for student affairs are responsible for chair appointments.

A department chair is appointed for an initial term of 4 years and may be reappointed for a second 4-year term. They may also be nominated for a third 4-year term. A department chair will not serve more than 12 consecutive years.

Chair appointments are initiated or renewed effective the first day of the fiscal year unless they are interim/acting or appointment due to a staffing change.

A department chair is a 12-month employee with a work schedule of 40 hours per week.

The Classification and Compensation team is responsible for department chair administration, including employment agreements, calculating compensation, and return to faculty processing.

The Department Chair Policy (PDF, ) provides more detailed information. 

Faculty Compensation

Full-time Faculty are governed by the Collective Bargaining Agreement of the American Association of University Professors and Montgomery College Policies & Procedures.

Full-Time Faculty Collective Bargaining Agreement (PDF, )

Part-time Faculty are governed by the Collective Bargaining Agreement of the Service Employees International Union and Montgomery College Policies & Procedures.

Part-Time Faculty Collective Bargaining Agreement (PDF, )

Longevity Award for Staff and Administrators

A Longevity award recognizes an employee’s satisfactory performance and service with the College.  

An employee with satisfactory performance who has been at the top of their salary grade for five consecutive years may be eligible for a Longevity Award of up to $1,560 as a one-time, lump-sum payment. The award is given at the completion of the fifth year and after completion of the performance cycle.

Montgomery College Senior Leadership highly values and respects an employee’s longevity with the College. Longevity awards are acknowledged at the annual Employees and Retirees Recognition Luncheon.

View the entire P&P 35001 Compensation Programs (PDF, ) .

View the Market-based Pay System (PDF, ) presentation.

Nonexempt vs. Exempt Employees

Most jobs are governed by the Fair Labor Standards Act (FLSA) and are categorized as nonexempt (hourly) or exempt (salary).  

Nonexempt workers are paid on an hourly basis and must be paid overtime for hours worked in excess of 40 hours in a workweek.  

Exempt workers are paid on a salary basis, perform exempt-level job duties (as outlined in the FLSA regulations), and are exempt from overtime.   

For more information, see the “Overtime” topic.
View the Compensation Job Aid (PDF, ) .

Overtime Pay 

Overtime is defined as hours worked in excess of 40 hours in a workweek for nonexempt (hourly) employees. The Montgomery College workweek for time reporting purposes begins at 12:00 a.m. on Saturday and ends at 11:59 p.m. on Friday. Overtime must be approved by the unit administrator prior to being worked.

Nonexempt employees are required to be paid overtime for hours worked in excess of the 40-hour workweek at the overtime premium rate of one and one-half times the regular hourly rate, whether approved or not. Only those hours actually worked and Time Off types of holiday, civic/court, bereavement, and operational status change will be eligible for the 40-hour overtime premium. If an hourly employee has a combination of hours worked and paid Time Off in excess of 40 hours in a workweek but all 40 hours do not meet eligibility for the overtime premium rate, then they will be compensated for those hours at the regular hourly rate, which is known as straight time.

Exempt employees are not eligible for any overtime pay. College leadership recognizes the need for exempt employees to work in excess of 40 hours in a workweek when special projects and/or critical initiatives are underway. For additional information, review the "Special Project Pay" tab.

Pay Equity (Within-Grade Pay Adjustment)

A salary inequity exists when an employee’s salary is significantly below that of others in similarly situated roles requiring comparable experience, knowledge, and skills.

An equity review is conducted by examining an employee’s salary history, relevant experience, education, job performance, and certifications/licenses compared to other employees in the same or comparable job classes.

An administrator may request an equity review if they believe that a pay inequity exists among similarly situated employees. A Pay Equity Review Request Form (PDF, ) , with the approval of the SVP is uploaded in Workday via Request Framework. Please use the Request Framework Job Aid (PDF, ) for assistance. The Classification and Compensation team will review the request and forward it to the Chief Human Resource Officer for authorization to proceed.

If a pay adjustment is required, the Chief Human Resources Officer, Chief Business – Financial Strategy Officer and SVP for Administrative and Fiscal Services must approve a pay adjustment.

Pay Structures

Montgomery College’s pay structures are designed to reflect our compensation philosophy. They are reviewed periodically for alignment with the external labor market. They are used to determine initial salary placements, classifications, rank advancement, and other compensation related analyses.

Montgomery College has three (3) pay structures:
1.) Staff (bargaining and non-bargaining), Chairs, and Administrators. FY24 Staff Salary Schedule (PDF, ) .
The design of this pay structure includes pay ranges (minimum, midpoint, and maximum) for each grade. The grade levels recognize the difference in market value, scope of the role, and complexity of the work performed; the range lengths recognize the development of knowledge, skills, and experiences.

Additional wage information for bargaining employees can be found in the AFSCME Collective Bargaining Agreement (PDF, ) and associated Memorandum of Agreement and Side Letters (PDF, ) .

2.) Full-Time Faculty 
The AAUP Collective Bargaining Agreement (PDF, )  and associated Memorandum of Agreement and Side Letters (PDF, )  provide information on pay structure.

3.) Part-time Faculty 
The SEIU Collective Bargaining Agreement (PDF, )  and associated Memorandum of Agreement and Side Letters (PDF, ) provide information on pay structure.

Position Descriptions and Job Classification Specifications

Position descriptions are developed, updated as necessary, and maintained for each administrative and staff position. Position descriptions outline the assigned duties, responsibilities, qualifications, supervisory relationships, and other information specific to a position. Administrative and staff positions are classified according to the duties and responsibilities of the position and assigned to an occupational class.

The purpose of a position description is to: 

• Communicate the duties and responsibilities of a position to an employee 

• Describe knowledge, skills, and abilities (KSAs) for recruitment 

• Develop hiring specifications 

• Serve as a basis for performance expectations 

• Provide effective employee training and development

• Develop job class specifications

• Determine the proper classification and grade level for a position 

• Design and restructure jobs 

• Describe the essential job duties for Americans with Disabilities Act (ADA) purposes 

Job classifications are derived from position descriptions with content that is broader and more general for a group of positions performing the same type of work at the same level with similar duties, responsibilities, and requirements. The job class specification indicates the College’s official title, grade, and minimum qualifications are available in Workday (job profile).

Administrators and supervisors are responsible for ensuring that a position description accurately reflects the work performed by staff and administrators under their supervision. If a position is to be filled by recruitment, the hiring manager will update the existing position description or draft a new position description. (PDF, )  A current, approved position description is required for recruitment to commence. 

The development of a position description for a proposed new administrator position or modification of an existing position is the responsibility of the administrator’s supervisor. Modifications involving changes to organizational structure or the basic function of the position should be reviewed only after discussion with and with the agreement of the President or designee.

If a full-time faculty position is approved to be filled by recruitment, the dean (hiring manager) will draft a new position description (PDF, ) or update the existing position description. A current, approved position description is required for recruitment to commence. 

Position Management

Staff and administrator positions are approved by the Board of Trustees for the efficient and effective utilization of human resources in the achievement of the College's goals. Regular faculty and staff positions may be authorized on an annual basis, or less, and may be full-time or part-time. Temporary faculty and staff positions are for specific assignments and limited periods of time. 

Changes in job duties shall be reviewed prior to the actual reassignment of duties. The supervisor consults with unit administrator regarding probable classification and budget implications. Consideration should be given on the practicality and effectiveness of the proposed changes on staffing patterns. 

Positions are managed within Workday where managers are able to track headcount within their supervisory organization. 

The Workday staffing model includes:  

• Supervisory organization – manager and direct reports 

• Position – assigned to a job profile; filled and open 

• Worker – employee or contingent worker 

Changes to encumbered positions, including location, bargaining status, FT/PT, FLSA, supervisor reporting, etc., are requested via Workday using a Request for Job Change. Job Change (Job Aid) (PDF, ) Changes to vacant positions must be requested via the Classification and Compensation team by emailing: Class.CompTeam@montgomerycollege.edu.  

Types of Positions 
Regular Positions constitute the majority of positions at the college and are funded through the operating budget.  These positions are considered “regular funded” and continue to exist until the college determines it no longer needs the position. Although a regular position may initially be assigned to one unit, it can be reallocated to another unit because of business necessity.   

Temporary with benefits (TWB) positions are created for a certain assignment and term (at least one year), and assignments are usually expected to last no more than one year. These positions are reviewed at the end of each fiscal year to determine if they are to continue. These positions generally end when the project or program the TWB was established to work on concludes and/or the funding for the program runs out. As a result, the employee is separated. These positions are eligible for some benefits. Benefits for part‑time employees shall be on a pro‑rata basis. 

Alternate, conditional or grant funded positions are funded outside of the operating budget, either through money obtained from grants and other private sources or through the generation of external revenue.  Normally, an Alternate Funded position continues to exist as long the funding for the program is available.  If the funding for the position is no longer available but the need for the position continues to exist, the College may decide to convert the position to a regular funded position.  

Short-term temporaries (“casual” temporaries) are short-term positions used for short-term assignments (generally less than 6 months) and are not eligible for benefits such as health insurance or retirement programs) except for those required by law (i.e., workers compensation, sick and safe leave, and FICA). They do not receive the same rights as other employees.   

Transfer of Position(s) 
A transfer form must be executed to transfer a position, regardless of whether it is either vacant or filled. It must be signed by leadership in the sending department, the receiving department, Human Resources and Strategic Talent Management, and the Office of Business Services/Budget. Because each transfer situation is different and more complicated with a filled position, the supervisor and manager should consult with the Classification and Compensation team prior to initiating a transfer. In the event an involuntary transfer is anticipated, Employee Engagement and Labor Relations should be consulted before Classification and Compensation.  

A worker cannot be hired or transferred if there is no open position. 

View entire Procedures P&P 33001 (PDF, ) and P&P 33002 (PDF, )  

Salary Placement

Salary placement is the determination of a staff or administrator’s rate of pay. Guidelines are based on the College’s policies and procedures and apply to new hires, promotions, reclassifications, pay equity and other salary actions. Salary placement is based on the requirements of the position, employee’s qualifications, and internal equity among peers within the same or comparable occupational classes.  

Non-competitive lateral moves normally do not involve a change in salary.  

Salary placement above midpoint of the pay range is approved by the Chief Human Resource Officer.  

The following policies and procedures provide additional information: 
33001CP – Staff Classification Systems and Position Descriptions P&P 33001 (PDF, )  
35001CP – Compensation Programs P&P 35001 (PDF, )   

Employees subject to a collective bargaining agreement may consult the contract for additional information.  

Recruitment 
An applicant’s resume and all other relevant information provided in the employment application process will be evaluated to determine the applicant’s alignment with key responsibilities and minimum qualifications.  

In some instances, the equivalent combination of education, training, certification and/or experience that provides the required knowledge and expertise to perform the essential functions of the job may be considered. Equivalency is determined on a case-by-case basis with input from the recruiter, human resource internal consultant, hiring manager and the classification and compensation team. The hiring manager should provide justification of the candidate’s applicable knowledge, skills, and experience that can be substituted for the documented required qualifications and describe how these qualities will enable the applicant to perform the essential functions of the job. Years of experience may be substituted for an educational requirement.  

Internal Applicants: 

• Internal applicants who do not meet the minimum qualifications will not automatically be disqualified from consideration.

• Certain required licenses and/or certifications may be acquired within a specified time period upon hire. 
  

• An internal employee’s talent profile will be reviewed during the salary placement process. It is important that each employee keep their talent profile up to date. The Talent Data Quick Reference Guide (PDF, ) provides guidance for updating a talent profile. 

Special Project Pay for Exempt Staff 

College leadership recognizes the need for exempt (salaried) employees to work hours in excess of 40 in a workweek when special projects and/or critical initiatives are underway. Exempt employees are not eligible for overtime pay, so "special project pay" recognizes the significant efforts of an employee serving in a critical role in a major College initiative for an approved project. Please note that the project must have an approved project plan that includes funding for "special project pay."

A special project is a temporary assignment expected to accomplish a unique product, process, or service with a defined start and finish date and specific measurable objectives that, when attained through the constraints of time, resources, and costs, signify completion.

A request for special project pay is submitted via Workday, along with the request form Special Project Pay Form (PDF, ) .

Use the Request Framework (Compensation Requests) Job Aid (PDF, )  for guidance to submitting the special project pay request.

View the entire P&P 35001 Compensation Programs (PDF, ) Section VI.

Temporary Salary Increase (TSI)

A temporary salary increase may be given to an administrator or staff employee who temporarily assumes higher level duties and responsibilities for a period of at least 30 days. The TSI must be re-evaluated by the requestor after six (6) months to determine if the TSI should continue. SVP and HRSTM approvals are required for TSI extensions. 

Temporary salary increases are used in situations when an employee assumes higher level duties/responsibilities. A TSI is not given for assuming additional duties and responsibilities for a position at the same or a lesser pay grade.  

A recommendation for a TSI will be made by the employee’s immediate supervisor via Workday. Refer to the Workday Request Framework Job Aid (PDF, ) The recommendation must include justification for the TSI and/or interim/acting appointment and approval of the management chain (generally supervisor through SVP). 

Interim/Acting Appointments  

Employees who are temporarily assigned to a vacant position are categorized as “interim.”  Employees who are temporarily assigned to a filled position where the incumbent is on leave or temporarily performing the duties and responsibilities of another position are categorized as “acting.”  

A recommendation for an interim/acting capacity will be made by the employee’s immediate supervisor via Workday. Refer to the Workday Request Framework Job Aid (PDF, ) . The recommendation must include justification for the TSI and/or interim/acting appointment and approval of the management chain.

View the entire P&P 35001 Compensation Programs (PDF, ) .

• Classification Review Request  (PDF, )
• Pay Equity Review Request  (PDF, )
• Position Transfer/Name Change (PDF, )
• Special Project Pay (PDF, )