Wv total compensation

Wv total compensation DEFAULT

Basic Questions

Why are we conducting this study?

Senate Bill 439 (signed 4/1/15) requires, among several actions, that for classified employees, a uniform system of classification be maintained and a compensation study be conducted. The bill requires us to have a job classification system with pay ranges that are tied to the market.

This bill provides us with an opportunity to update our current job classification and pay system, which is outdated in both data and methodology.

What is the purpose of this study?

We are conducting this study in order to create a more equitable structure both within and across our institutions. This will also help us to better align with what other institutions are paying for similar jobs so that we can attract, retain and reward our people.

How is the compensation study being conducted?

The study has been divided into three phases.

Phase 1:

  • Collect and review relevant organization data, information and documentation.
  • Conduct interviews with organization leaders and key stakeholders to understand perspectives, concerns and expectations for the program.

Phase 2:

  • Identify key benchmark jobs.
  • Identify positioning of each element of pay vs. market, and positioning of total pay vs. market.
  • Develop salary structure using results of market pricing.
  • Assign jobs to the salary structure, review and finalize.
  • Develop salary administration guidelines to ensure consistent approach to pay.

Phase 3:

  • Prepare overview of recommended philosophy, program, structure and guidelines for review and endorsement by key stakeholders.
  • Present recommendations to higher education organization leaders and to key stakeholders for feedback, revising as necessary.
  • Finalize philosophy and program details based on stakeholder input.

What is the timing for this project?

Results of the market study and recommendations for a new salary structure with pay ranges were presented to the Legislative Oversight Commission on Education Accountability (LOCEA) in January 2016. Recommendations for policies and the implementation of these policies will be made in 2016.

Who is conducting the study?

The State Legislature requires that an external professional review the classification methodology and compensation program every five years. WVHEPC and CTCS are partnering with Mercer, a global human capital consulting firm to conduct this study. Mercer is evaluating our current classification system and reviewing pay structures relative to the market, and the recommendations will be presented to LOCEA.

What will happen as a result of the study?

Possible changes to the compensation and classification program may arise based on results of the study; however, the main purpose of the study is to ensure consistency and uniformity across the systems. We will have a more accurate picture of how classified employees are paid and enable our institutions to use the dollars they have now by removing the restrictions from the current compensation program.

What is a salary structure and what will the new methodology include?

The salary structure provides the framework for the program, and pay guidelines outline how the program will be managed.

Examples of guidelines to be developed include:

  • Using a salary range appropriately
  • Starting salaries
  • Impact of performance on compensation
  • Promotions, transfers and demotions
  • Titling standards
  • Part-time compensation
  • Temporary assignments
  • Taking on permanent additional duties
  • Salary increase guidelines/matrix
  • Program maintenance, including:
    • Benchmark methodology
    • Monitoring market changes
    • Updating the salary structure

How often do pay structures need to be reviewed?

Legislation requires that we review our pay structures every five years, based on available funding.

Why is the current methodology being reviewed?

It is best practice to review your compensation program periodically. The State Legislature also requires that an external (or third party) professional services firm review the classification methodology and compensation program every five years. The current point-factor methodology in place is no longer the best practice in compensation management as more effective methodologies have been developed in recent years.

Our current system encourages artificial levels of jobs that are not aligned to the market. Misalignment to market prevents accurate representation of competitiveness. This, in turn, affects recruitment and retention efforts.

What other organizations do we benchmark against?

When comparing jobs in the systems to the market, it is important to understand the scope of the job responsibilities and that the competitive landscape for each job may differ. Mercer conducted stakeholder meetings with representatives from each of the 23 organizations in the HEPC CTCS systems, as well as with ACCE leadership in order to build an understanding of the competitive landscape for the jobs in each organization. This was done prior to determining the jobs for benchmarking.

Some jobs:

  • Compete locally with other local employers
  • Are higher education specific
  • Are more regional or even national
  • Differ among institutions within the systems

What information will be shared as a result of this study?

There is an acceptable level of transparency relative to pay structures, which is available as a public institution. Once the study has been completed, all employees will have equal access to information that can be disclosed, such as job structure, your position within a pay range, class specifics and salary administration guidelines. Our goal is to remain transparent throughout this entire process. We will continue to share information and updates with you as they become available.

What will the structure look like going forward?

The preliminary findings of the market study have resulted in a recommendation for a new salary structure by Mercer consultants and have been vetted by the Commission and Council. The new pay structure consists of 12 pay grades with a range spread of 60 percent from the range minimum to range maximum. The midpoints of the new pay grade were set at the market rates found in this study.

What will change as a result of this study?

  • Job classification process: How we determine the classification of a job may change as a result of the mandated review. We will look at job responsibilities, reporting relationships and other key factors and develop guidelines to determine how any jobs that need to be added will fit into the structure. Tools will help determine levels, and there will be clearer governance on managing positions.
  • Pay structure relative to market: With the addition of market pricing software, we will be able to provide greater consistency when making compensation decisions.

As a result of the study, how many jobs were found to be below market?

Of the 4,988 classified staff in the higher education system, 904 were found to be below the new range minimums, and 571 were found to be above the new range maximums.

What are the implications of these findings?

The total cost to bring these employees up to the new minimum is approximately $1.77 million. Best practice suggests that this does not have to happen immediately but can be rolled out incrementally over a period of three to five years as budgetary restrictions allow.

Will my pay change as a result of this study?

SB 439 specifically states that no employee will lose any compensation as a result of this study. The way that employees are compensated going forward may change as we move to the concept of ‘pay within range’ as an institution.

What’s not changing as a result of this study?

Job responsibilities and reporting relationships will not change. The study is looking at jobs, not people. Daily responsibilities of individual employees, as well as reporting relationships, will not be affected.

Will my job title change as a result of this study?

As we work through this study, we may find that the same job across multiple organizations has been given multiple titles. We will be working to clean up job titles across organization, and titles may change as a result of this.

What are the next steps?

  • Allow institutions time to vet the slotting of their employees.
  • Provide regular updates about the project to employees and constituents through this website.
  • Create a formal compensation philosophy.
  • Approve a salary structure based on compensation philosophy and finalize with HR leaders from all institutions.
  • Analyze classification methodology and ensure evaluated jobs align with their respective labor markets.
  • Implement JDExperts job description management software as the repository for job information for all state higher education organizations.
  • Review job descriptions and develop overarching WVHEPC job descriptions for institutions to use. If these overarching descriptions need to be altered at the institution level, institutions will be able to create their own descriptions and upload them to JDExperts.
  • Review benchmark and non-benchmark jobs slotted to the structure, making adjustments as needed.
  • Develop guidelines and train institutional human resources officers and managers who may administer pay.
  • Implement ePRISM, labor market pricing software, to update the statewide salary structure. This software will be available to institutions for market pricing jobs for faculty and non-classified employee categories.
  • Revise system classification and compensation rules.

Who can I contact with questions?

Please contact your local CHRO with any questions that you may have.


FAQs

The minimum and maximum are set at what percentage of midpoint?

The structure is designed with a 60 percent range width and a 16 percent progression between grade midpoints.

What adjustments, if any, were made to the midpoint (market)?

No adjustments were made to the midpoint. We used the market rates.

Is market set at the 50th percentile?

The midpoints for the salary structure were developed based on the market 50th percentile. The market varies and cannot be ‘set’.

Do midpoints vary for exempt vs non-exempt? By job families? Or by any segmentation at all?

Midpoints do not vary by exemption status, job families or segmentation.

What is the anticipated progression from entry to market for new employees?

This will be determined by the salary administration guidelines that are developed. A standard process for placing new hires in a range will also be addressed in the guidelines.

What is the range spread within a pay grade?

It is anticipated that the spread will be 60 percent within each pay grade.

Did you look at where all the schools are now before arriving at where the new minimums should be set?

No, the minimums were set based on the market data and overall compensation levels. The market was determined by size of institution and student enrollment, types of degrees offered, location of school, level of research, etc.

What factors will determine how employees progress through a range?

There will be guidelines in place that will assist CHROs and managers in determining how employees will progress through the range.

What is the cost to bring all classified employees to the new minimums?

The total cost to bring these employees up to the new minimum is approximately $1.77 million.

How many employees are above current market rates?

Of the 4,988 classified staff in the higher education system, 571 were found to be above the new range maximums.

How many employees are below current market rates?

Of the 4,988 classified staff in the higher education system, 904 were found to be below the new range minimums. Once all employees are brought to the minimum, they will be within the market range, and their pay will be considered to be market competitive. As we review the job descriptions and assignment to new pay grades, these numbers may fluctuate slightly.

How many pay grades will there be? How will the new pay grades correspond with what we currently have?

The preliminary findings of the market study have resulted in a recommendation for a new salary structure by Mercer consultants. Vetted by the Commission and Council, the new pay structure consists of 12 pay grades with a range spread of 60 percent from the range minimum to range maximum. The midpoints of the new pay grade are set at the market rates found in this study. There is no correlation between the new pay grades and what we currently have. The new grades are based on market information.

Will job titles change?

As we work through this study, we may find that the same job across multiple organizations has been given multiple titles. We will be working to clean up job titles across organizations, and titles may change as a result of this.

What determines where an employee gets placed within a range in the new structure?

A job’s initial placement in a grade is based on the job’s responsibilities and job description. The job is then placed in a range within that grade. This placement is based on the job’s current salary. The salary guidelines will determine the pay grade for new jobs moving forward (i.e. new hires, promotions, etc.).

When is this work being done?

This work will take place next year.

When will new rules and policies be written to implement the new system?

We are currently working to develop new rules and policies which will be outlined in the salary administration guidelines. They will be communicated once finalized.

What types of projects related to the market study are the CHROs working on?

CHROs are currently working to review the proposed structures for accuracy. They will also be working to review job descriptions, ensuring that they are updated and consistent across the organizations. Additionally, they are meeting with HEPC to discuss individual institutions’ specific jobs and their placement within the structure.

CHROs will also receive training on the new market pricing software, ePRISM, so that they will be able to identify market ranges within their specific institutions.

What types of flexibilities will the institutions have in classification and compensation in the new system?

With the new system, the temptation to reclassify jobs as a way to give pay increases should be eliminated. Individual employee compensation can be managed within the pay range without creating unnecessary levels of job titles. This will help ensure the system remains uniform and that job titles are used consistently across higher education institutions.

What surveys were used in the market study? What types of industries are represented in these particular surveys?

Surveys from Mercer, Towers Watson and the Bureau of Labor Statistics (BLS) were used in the market study. College and University Professional Association (CUPA) surveys were used for jobs specific and exclusive to higher education (i.e. Admissions Officer). All industries are represented in the surveys.

Were our benefits considered as part of our compensation for purpose of the market study?

No, benefits were not included in this study.

Did Mercer find geographical differences in the market for any areas of the State?

Mercer used a regional data cut to represent the region within which these institutions compete for talent. Where national data was utilized (due to data availability), a geographic differential was applied to reflect variation relative to national figures as found in the Economic Research Institute’s Geographic Assessor. While there were a handful of instances/specific jobs where one area (namely Southern WV) was lower than others, there was no consistent theme to justify different geographical differentials in addition to or different from the state differential of negative eight percent.

How will internal equity be maintained?

The salary administration guidelines will address internal equity.

Did the market show different levels of jobs existing in the market? (i.e., Secretary, Admin. Sec. and Admin. Sec. Sr.)

The current system allows for the creation of more levels within the same job than what is reflected in the market. For example, the current system includes three different levels of an HR Assistant. Meanwhile, the market provides one level of an HR Assistant because it does not distinguish to this granular degree. In situations such as this, an organization can distinguish levels by differentiating pay and utilizing the full range of the set pay grade.

I’m in a job with a generic title (such as Project Coordinator), how was my job matched in the market?

Generic titles were matched to the market based on actual job responsibilities.

How are the current experience equivalencies going to be dealt with in the new system?

Experience equivalencies are not uniform for all job titles. Additionally, the determination of experience equivalencies is determined at the institution level. There are currently no plans to develop a uniform guideline that sets equivalencies at the systems level.

What types of training will be available and who will be trained?

Human resources employees and managerial/leadership level positions involved in compensation management at each institution will be trained. Classification and compensation committee members will also be trained. HEPC will provide classification and compensation specific courses suitable for obtaining and renewing certifications for individuals working in Human Resources at HEPC and CTCS institutions. HEPC will always be available for support, and technology providers will also be available for questions.

What are the next steps? What is the timeline for implementation? What approvals are necessary prior to implementation?

  • Allow institutions time to vet the slotting of their employees.
  • Provide regular updates about the project to employees and constituents through this website.
  • Create a formal compensation philosophy.
  • Approve a salary structure based on compensation philosophy and finalize with HR leaders from all institutions.
  • Analyze classification methodology and ensure evaluated jobs align with their respective labor markets.
  • Implement JDExperts job description management software as the repository for job information for all state higher education organizations.
  • Review job descriptions and develop overarching WVHEPC job descriptions for institutions to use. If these overarching descriptions need to be altered at the institution level, institutions will be able to create their own descriptions and upload them to JDExperts.
  • Review benchmark and non-benchmark jobs slotted to the structure, making adjustments as needed.
  • Develop guidelines and train institutional human resources officers and managers who may administer pay.
  • Implement ePRISM, a labor market pricing software, to update the statewide salary structure. This software will be available to institutions for market pricing jobs for faculty and non-classified employee categories.
  • Revise system classification and compensation rules.

The Vice Chancellor and HEPC/CTCS leadership are working with the legislative representatives to plan for approval and implementation of the new system. Currently, implementation will depend on a modification of WV Code. The actual date for implementation will depend on completion of the steps listed above, the State of West Virginia’s budget situation, and passage of legislation. At this time, it is anticipated that implementation may be as early as July 2017.


Definitions

Best practices: A set of guidelines or ideas that represent the most effective course of action

Classified employee: For purposes of this study, classified employees can include non-faculty and non-executive employees.

Job Classification system: A job classification system is developed to create a fair and consistent method of determining a job’s position within all jobs in the system.

Compensation program: A philosophy that drives and governs an organization’s decisions regarding how they pay their employees

ePRISM: A comprehensive compensation management, modeling and planning tool that enables organizations to evaluate data, develop strategies and execute compensation programs

HRTMS: A job description management tool that acts as both a hub and source for all compensation-related data

Job title: The name for an individual’s job or position, as recognized by the organization

Market: The competitive market for benchmarking includes higher education and similarly situated companies, institution and organization comparisons, depending upon the specific job responsibilities. Similarly situated companies take into consideration geography, organization size and complexity, recognizing that the job responsibilities for certain jobs is affected by these factors.

Market pricing: Market pricing provides a range of values to inform about current market practice. As part of this study, we will be market pricing jobs and not the skills of the people currently in the jobs. Individual performance, experience, and background can impact pay position.

Pay range: Pay is managed through pay ranges, which are defined for each grade in each job family. The pay range reflects the pay that is expected for the full range of proficiency.

Salary/pay structure: An important component of a compensation program that helps to ensure consistent and competitive pay both within the organization and in the external market

Salary progression: An individual’s pay will progress with reference to their proficiency (relative to the requirements of their job) and the competitiveness of their pay.


Documents

Sours: https://www.wvhepc.edu/inside-the-commission/offices-and-affiliates/human-resources/compensation-study/

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Bureau of Labor Statistics. (June 2, 2021). Average annual pay of employees in West Virginia from 2001 to 2020 (in U.S. dollars) [Graph]. In Statista. Retrieved October 18, 2021, from https://www.statista.com/statistics/732780/west-virginia-annual-pay/

Bureau of Labor Statistics. "Average annual pay of employees in West Virginia from 2001 to 2020 (in U.S. dollars)." Chart. June 2, 2021. Statista. Accessed October 18, 2021. https://www.statista.com/statistics/732780/west-virginia-annual-pay/

Bureau of Labor Statistics. (2021). Average annual pay of employees in West Virginia from 2001 to 2020 (in U.S. dollars). Statista. Statista Inc.. Accessed: October 18, 2021. https://www.statista.com/statistics/732780/west-virginia-annual-pay/

Bureau of Labor Statistics. "Average Annual Pay of Employees in West Virginia from 2001 to 2020 (in U.S. Dollars)." Statista, Statista Inc., 2 Jun 2021, https://www.statista.com/statistics/732780/west-virginia-annual-pay/

Bureau of Labor Statistics, Average annual pay of employees in West Virginia from 2001 to 2020 (in U.S. dollars) Statista, https://www.statista.com/statistics/732780/west-virginia-annual-pay/ (last visited October 18, 2021)

Sours: https://www.statista.com/statistics/732780/west-virginia-annual-pay/
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Most up to date information can be found in Employee Benefits section within the WVSOM employee handbook

Overview

As an employee of the State of West Virginia, an extensive array of benefits is available to the employee and his/ents. These benefits significantly increase the value of the employee’s total compensation and p an enhanced working environment. Benefits include, but are not limited to, comprehensive health insurance; life insurance; paid leave for vacation and holidays; paid sick leave; and retirement. In addition, employees have the opportunity to participate in a variety of optional health benefit plans, insurance programs, and monetary savings plans. The information contained herein is designed to provide employees with a brief overview of the provided and optional benefits. This information is not intended to answer every possible question, but to give the employee an idea of what is available and how these programs work. WVSOM is not responsible for any action taken or harm caused to the employee because the information contained herein was too vague, incomplete, incorrect, or changed after the time this document was written or updated. Detailed information on each benefit and the necessary enrollment forms are available in the WVSOM Office of Business Affairs/Payroll Office. Proper enrollment is the responsibility of each employee. All employee benefits are offered to WVSOM employees by the State of West Virginia and are subject to control and changes by the State of West Virginia.

Retirement

WVSOM strives to provide full-time regular employees with as many options as possible to maximize their retirement savings opportunities. Employees participate in a tax-sheltered program and both the employee and the employer contribute 6 percent of the employee’s gross pay (automatically deducted each pay period) into the plan. Employees choose their own investment options from a variety of accounts including mutual fund programs. Members are vested immediately. To build even higher income for retirement years, employees can make additional contributions to the supplemental retirement plans. Supplemental tax sheltering is available up to the maximum allowed under federal tax guidelines through two additional programs. Employees may change allocations and transfers between certain accounts when they choose. This is a defined contribution plan. Retirement benefits are based on the funds that have accumulated in the account (not the years of employment) at the time of retirement.

Health Insurance

The Public Employees Insurance Agency (PEIA) offers multiple health insurance plans to full-time regular employees which include benefits for hospital, surgical, major medical, prescriptions, and other medical expenses. Premiums, copayments, and out-of-pocket payment maximums are based on the employee’s salary and the type of coverage (plan A, B, C etc.) chosen. For qualified employees, health insurance coverage begins on the first day of the month following employment with the completion and submission of the required forms. Employees can make changes to their coverage during PEIA’s open enrollment period and/or when they experience a qualifying event. Changes to an employee’s PEIA coverage must be submitted within the time frame stipulated by PEIA.

WV Public Employee Insurance Agency (PEIA)

Life Insurance

Life insurance is available to eligible employees and their dependents. Benefit choices include basic life insurance, optional life insurance, and optional dependent life insurance.

Basic life insurance for full-time regular employees is offered to all employees at no additional cost and is offered even if the employee does not choose health insurance through PEIA. The insurance benefit currently totals $10,000 ($20,000 in case of accidental death) for each participant, until an employee reaches a certain age. Currently, when an employee reaches the age of 65 the insurance benefit incrementally decreases as the employee ages. Employees who decline the life insurance but later decide to accept the life insurance are subject to underwriting and may be declined.

One may elect to be covered at his/her expense by an additional optional amount of term life insurance. These additional amounts also double if the death is accidental. The employee may also choose to cover his/her spouse with additional optional life insurance coverage of $5,000 - $40,000 and/or eligible dependent children for $2,000 - $10,000 of optional coverage. The purchase of life insurance coverage is subject to approval and may require medical documentation.

Mountaineer Flexible Benefits

Mountaineer Flexible Benefits is an additional benefits program which allows tax-free deductions for supplemental insurance plans. These options are available to eligible, active employees. They may be continued upon retirement, but may not be continued if the employee resigns or is terminated. Enrollment is upon hire and then once each year during April and May. Once enrolled, the plan is binding for a one-year period unless the employee experiences a significant change in family status.

The options currently include:

  • Dental care
  • Vision care
  • Hearing plan
  • Flexible spending accounts
  • Legal plan
  • Long term income disability protection
  • Short term income disability protection
  • Health savings account (for participants in PEIA plan c)

Consolidated Omnibus Reconciliation Act of 1986 (COBRA)

COBRA requires that most employers sponsoring group health plans offer employees and their eligible dependents the opportunity for a temporary extension of health care coverage at group rates in certain instances where coverage would otherwise end. If an employee is covered under WVPEIA, he/she has the right to choose this continuation coverage if coverage is lost and criteria related to this act are met. The employee should contact the WVSOM Office of Business Affairs/Payroll Office on rights and obligations under this act and may also request a copy of the Statement of Rights to Continue Coverage. COBRA coverage requires the former or non-covered employee to pay the premium for continued insurance coverage. An employee may request information on the amount of premium necessary to continue his/her coverage from the WVSOM Office of Business Affairs/Payroll Office. The employee must understand that COBRA benefits can only be offered for a limited amount of time.

State Credit Union

The State Credit Union is a West Virginia, member owned, not-for-profit, financial organization available to the employees of WVSOM and is located in Charleston, WV. The purpose of the credit union is to promote saving and to provide low cost loans and services to its members. This benefit may be continued upon retirement from the school. 

WV State Credit Union 

Social Security

All employees must contribute to Social Security. These funds are matched by WVSOM. The benefits provided are determined by federal law.

Worker’s Compensation

Worker’s Compensation Insurance helps protect employees against financial loss resulting from on-the job injuries or death caused by certain work related injuries. Worker’s Compensation may pay claims involving medical, hospital and related bills; disability; loss of body limbs, such as an arm or leg; and some dependent benefits. WVSOM pays for Worker’s Compensation Insurance for each employee.

On-the-job injuries must be reported to the Office of Human Resources as soon as possible after they occur. The employee shall submit a written incident report to his/her supervisor or his/her designee within 24 hours after the injury occurs. All accidents must be reported, regardless of whether they result in a Worker’s Compensation claim. Each supervisor is responsible for providing the forms to the Human Resources Office. Incident Report Forms and Workers’ Compensation claim forms are available at the Office of Human Resources. Failure to submit an incident report form within 24 hours after the injury occurs may prevent an injured employee’s ability to collect Workers’ Compensation benefits. The time period to file a claim begins from the time of injury, not the time of first medical treatment. Accordingly, filing a Workers’ Compensation claim form for all work related injuries is imperative to protecting the employee’s right to collect Workers’ Compensation benefits.

  • WVSOM Stay at Work Program
  • WVSOM Incident Report Form
  • WVSOM Bloodborne Pathogen Exposure Form

Educational Assistance

WVSOM encourages employees to be lifelong learners and has developed an excellent program which provides opportunities for qualified staff to enhance professional knowledge or skills and to improve WVSOM Employee Handbook 2019 18 academic credentials. Staff approved for this program may receive both supplemental funding for costs and tuition plus release time without pay from work.

Requests for educational development funding will be processed by the Educational Development Committee. Supporting documentation must be provided by staff. Educational development funds are separate and distinct from professional development funds. In addition to funding from this source, some tuition waivers at local educational institutions are made available to staff each year. Guidelines and application materials for this program are available online on the Human Resources webpage or by request to the Office of Human Resources.

  • Guidelines for Continuing Educational Development
  • Application for Educational Development Funds
  • Frequently Asked Questions for Educational Development
  • Educational Leave Request Form

Educational Release Time

Leave without pay for continuing education may be provided to employees under certain conditions. When these conditions are met, eligible employees may be released from work to attend classes during normal work hours. The request must be in writing with supporting documentation provided and must be approved by the immediate supervisor and the Office of Human Resources. This time shall not exceed three hours per week and shall not result in a negative impact on the quantity and quality of the work performed. If an employee takes more than three hours of academic courses per term during regular working hours, educational release time may be granted; however, the employee would be required to work the number of hours necessary to make up the hours missed beyond the 3-hour limit.

Only full-time regular employees are eligible for leave without pay to attend classes, not to exceed three hours per week.

In order to be granted educational release time, an employee must have been employed in his/her current position for at least 6 calendar months prior to the beginning of the term in which he/she seeks admission.

The employee may not be on probation or in an improvement period to be eligible for educational release time.

Employees must present evidence of completion of the course work to his/her supervisor at the end of each semester. Failure to provide evidence of completion may impact future approvals for educational release time.

Before the semester in which the class is to be taken, each employee is required to provide his/her supervisor a written request for unpaid educational release time. The supervisor shall then approve or disapprove the release and provide for the requesting employee a written statement of the decision. All requests for unpaid educational release time shall be submitted to the Office of Human Resources by the supervisor. Employees utilizing unpaid educational release time must submit this time through WVSOM’s payroll system.

During emergencies or overtime work situations the employee must work as assigned regardless of previously approved educational release time.

Campus Parking

Employees may park in all campus spaces with the exception of those designated for visitors, patients, emergency vehicles, or those otherwise designated by WVSOM. Parking in restricted spaces may result in towing, fines, and/or loss of parking privileges.

There is no fee for parking; however, each employee is required to obtain a parking decal and to display it in the appropriate location on his/her vehicle(s) at all times. New employees will be provided a decal during orientation, and may request more than one. Replacement decals are available from the WVSOM Office of Business Affairs/Maintenance Department.

Vehicles parked in spaces designated for disabled persons must display the proper state issued disability tag or plate. Parking in these spaces without the proper tag or plate may result in towing, fines, and/or loss of parking privileges.

Health & Wellness Programs

WVSOM offers a wide range of health and wellness services to employees to promote their well-being. These services include community engagement opportunities, a fitness facility, and Human Resources programs related to health and wellness. The mental and physical health and well-being of employees is vital to the success of WVSOM and is necessary to maintain safety and high standards of education and health care. WVSOM is committed to fostering health and wellness in the work and educational environment and ensuring accreditation standards and procedures related to health and wellness, as set by the American Osteopathic Association Commission on Osteopathic College Accreditation, are met.

This commitment will be accomplished through the WVSOM Wellness Committee. The Assistant Dean for Student Affairs serves as the administrator responsible for overseeing the WVSOM Wellness Committee. The Assistant Dean for Student Affairs in conjunction with the WVSOM Wellness Committee develops plans, procedures, and regulations necessary to carry out WVSOM’s program and evaluate the operations of the institution at regular intervals to assure their conformity with this objective.

All current employees and their significant others/spouses are eligible to use the WVSOM Founders Activities Center in accordance with policies and procedures specific to the Founders Activities Center. The Founders Activities Center has a full size gymnasium, indoor running track, free weights, and stateof-the-art aerobic and cardio machines.

Additionally, WVSOM has a parade ground for outdoor activities, the WVSOM Park, and the employee lounge that are all available at no charge. The park is open to the public.

All employees and their guests are expected to use common courtesy at all times when using WVSOM facilities. This includes proper disposal of all trash, proper attire, acceptable language, and conformity with WVSOM policies and practices. Use of the WVSOM recreational and fitness facilities is a privilege not a right and may be restricted or terminated for failure to abide by appropriate policies and procedures.

Recreational and Fitness Facilities

All current employees and their significant others/spouses are eligible to use the WVSOM Founders Activities Center in accordance with policies and procedures specific to the Founders Activities Center. The Founders Activities Center has a full size gymnasium, indoor running track, free weights, and stateof-the-art aerobic and cardio machines.

Additionally, WVSOM has a parade ground for outdoor activities, the WVSOM Park, and the employee lounge. All of these are available at no charge, but a PROX/ID card is required for entry into the Founder’s Activities Center and the employee lounge. The park is open to the public.

All employees and their guests are expected to use common courtesy at all times when using WVSOM facilities. This includes proper disposal of all trash, proper attire, and use of acceptable language. Use of the WVSOM recreational and fitness facilities is a privilege not a right and can be restricted or terminated for failure to abide by appropriate policies and procedures.

WVSOM is a state institution. Use of alcoholic beverages on campus is limited and must be approved in advance by the President. Excessive alcohol consumption by any person on the campus of WVSOM or at a WVSOM sponsored event will not be tolerated.

Library

Employees have complimentary access to all services of the library including the public access computers. There are student conference rooms, a 24/7 study area, study rooms and a computer lab that are designated for students, residents, and employee training. Access to these areas may be granted to employees under special circumstances. Use of these student areas is at the discretion of the Library Director and must be scheduled in advance.

Sours: https://www.wvsom.edu/hr/benefits
The Difference between Base Salary \u0026 Total Compensation

West Virginia state government salaries are available through The Herald-Dispatch and the West Virginia State Auditor's Office.[1][2]

According to 2008 U.S. Census data, the state of West Virginia and local governments in the state employed a total of 117,327 people.[3] Of those employees, 93,289 were full-time employees receiving net pay of $288,640,423 per month and 24,038 were part-time employees paid $20,440,633 per month.[3] More than 57% of those employees, or 67,113 employees, were in education or higher education.[3]

Legislator salaries

See also: Comparison of state legislative salaries
State legislators
SalaryPer diem
$20,000/year$131/day. Set by compensation commission. Unvouchered.

State executive salaries

See also: Compensation of state executive officers


As of 2008, the salary of West Virginia's governor ranked 44th among U.S. governors' salaries. The average salary earned by U.S. governors was $128,735. The median salary earned by U.S. governors was $129,962.[4]

Judicial salaries

See also: State court budgets and judicial salaries
Chief JusticeAssociate Justices

$136,000

$136,000

As of 2010, the salary of West Virginia's chief justice ranked 47th among U.S. chief justices' salaries. The average salary earned by U.S. chief justices was $155,230. The median salary earned by U.S. chief justices was $151,284.[5]

As of 2010, the salaries of West Virginia's associate justices ranked 45th among U.S. associate justices' salaries. The average salary earned by U.S. associate justices was $151,142. The median salary earned by U.S. associate justices was $145,984.[5]

State profile

USA West Virginia location map.svg
Demographic data for West Virginia
 West VirginiaU.S.
Total population:1,841,053316,515,021
Land area (sq mi):24,0383,531,905
Race and ethnicity**
White:93.6%73.6%
Black/African American:3.3%12.6%
Asian:0.7%5.1%
Native American:0.2%0.8%
Pacific Islander:0%0.2%
Two or more:2%3%
Hispanic/Latino:1.4%17.1%
Education
High school graduation rate:85%86.7%
College graduation rate:19.2%29.8%
Income
Median household income:$41,751$53,889
Persons below poverty level:22.2%11.3%
Source: U.S. Census Bureau, "American Community Survey" (5-year estimates 2010-2015)
Click here for more information on the 2020 census and here for more on its impact on the redistricting process in West Virginia.
**Note: Percentages for race and ethnicity may add up to more than 100 percent because respondents may report more than one race and the Hispanic/Latino ethnicity may be selected in conjunction with any race. Read more about race and ethnicity in the census here.
See also: Presidential voting trends in West Virginia

West Virginia voted Republican in all five presidential elections between 2000 and 2016.

More West Virginia coverage on Ballotpedia

See also

External links

Sours: https://ballotpedia.org/West_Virginia_state_government_salary

Compensation wv total

Private Investigator Blog

West Virginia

West Virginia Public SalariesThis is a directory of links to state, county and municipal government salary and employee name databases. These searchable databases of government salaries, pay, overtime and compensation of government workers are compiled by news organizations, consumer watchdog organizations, open government advocates and government agencies. These are helpful to private investigators and judgment collectors to find place of employment and locate assets. Look up salaries and employees’ names.

State of West Virginia government employee phone directory
West Virgina state employees gross compensation, 2006 (PDF)
State employees pay
State Employees Total Compensation (Search for employee name requires free registration)
West Virginia state employees, 2011, salaries over $80,000 (starts on page 92) (PDF)
West Virginia state employees, 2007, salaries over $70,000 (starts on page 120) (PDF)
West Virginia state employees, 2006, salaries over $70,000 (starts on page 117), all 2006 employees (PDF)
West Virginia K-12 School Salary Database
West Virginia Vendors
Huntington WV Employees Pay, 2010
Kanawha County WV 2013 (PDF)
Kanawha County Metro emergency operation gross compensation, 2006 (PDF) and 2008 (PDF)
Kanawha County Parks and Recreation salaries
Kanawha County Schools employees compensation, 2007

If you know of or you’re looking for a database or list of employees that isn’t here it doesn’t mean it’s not out there. Ask me and I’ll look for it and add it to PI buzz. There are so many government agency directories and salary lists that I can’t keep up with adding them as quickly as they proliferate.

Share
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Total Compensation Package

State of wv employee salaries

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West Virginia Employee Salaries 20202000

4 hours ago21 rows · Employee Salaries. The average employee salary for the State of West Virginia in 2020 was $46,943. This is 28.8 percent lower than the national average for government employees and 22.4 percent lower than other states. There are 146,667 employee records for West Virginia. Share.

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West Virginia State Employee Salaries Open The Books

9 hours ago101 rows · Year Employer Name Title Annual Wages Source; 2018: West Virginia University: Huggins …

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Pay West Virginia

6 hours ago WV Division of Personnel > State Employees > Pay. Pay. Your pay (salary) was determined at the time you were hired, based on your job classification, your qualifications, and your agency­’s financial determination. Subsequent to your hire are other issues that affect how much of your salary you bring home. On this page, you’ll find

Website:Personnel.wv.gov

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Employee Compensation

8 hours ago 2017 information for West Virginia University and Marshall University was provided by the respective universities. Some listings have a " " symbol which indicates that the employee had received compensation from more than one agency during the reported period. Click …

Website:Wvtransparency.com

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West Virginia Employers GovSalaries: salaries database

2 hours ago21 rows · List of government employers in West Virginia state.. GovSalaries. Job Salaries; West …

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Welcome West Virginia

8 hours agoState Transparency - Search Budgets and Financial Records State Transparency - General Revenue State Transparency - Vendor Payments State Transparency - Special Reports Local Government Transparency User Guide Welcome Total Compensation and WV Taxpayer Receipts State K-12 Education Spending State COVID-19 Transparency

Website:Wvcheckbook.gov

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Classification and Compensation West Virginia

2 hours ago Classification and Compensation. For both employees and employers who have questions about classification and/or compensation issues, the following links provide a good starting point. For further assistance, contact a Classification and Compensation specialist by calling 304-414-1856. NEW!

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State Employees West Virginia

3 hours agoState Employees. The employees of West Virginia State Government are our greatest asset. By hiring the best, most qualified applicants, we build and maintain a quality workforce to serve the State’s citizens; however, the hiring process is only the beginning. Once hired, we want to retain our employees, and we recognize the importance of

Website:Personnel.wv.gov

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Home Page wvsao.gov

1 hours agoState Auditor Re-evaluates wvOASIS Project Budget to Save the State Millions of Dollars. May 01, 2017. West Virginia Securities Commission Secures a Conviction in the Largest Ponzi Scheme in WV History. January 24, 2017. State Auditor John B. McCuskey Aims to Complete the wvOASIS Project During First Year in Office.

Website:Wvsao.gov

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WV Division of Personnel

5 hours ago Current and Former State Employees. If you: have previously been employed by the State of West Virginia and have surpassed the probationary period to become certified permanent are currently working as a state employee and have surpassed the …

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160 Salaries at State of West Virginia Shared by Employees

6 hours ago A free inside look at State of West Virginia salary trends based on 160 salaries wages for 137 jobs at State of West Virginia. Salaries posted anonymously by State of West Virginia employees.

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Classification/Compensation Plan. All Titles. West Virginia

8 hours ago Services and WV Veterans Nursing Home in Clarksburg, WV 9606 3 B R NURSE 2 PG: 15 31,164 - 57,660 2,597 - 4,805 Hiring rate $57,660 at Bateman Hospital and Sharpe Hospital Hiring rate of $29,912 other DHHR facilities Hiring rate $35,040 at Rehab. Services Hiring rate of $45,552 at West Virginia Veterans Nursing Facility in Clarksburg, WV 9607 3

Website:State.wv.us

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State of West Virginia

6 hours ago West Virginia State Holidays This service will remind you when West Virginia state offices are closed for a holiday. When you visit Gov2Go, you will be able to manage your reminders at any time as well as sign up for additional services. For more information about the Gov2Go app and website go to getgov2go.com. Close.

Website:Wv.gov

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Average State of West Virginia (WV) Salary PayScale

Just Now The average salary for State of West Virginia (WV) employees is $43,650 per year. Visit PayScale to research State of West Virginia (WV) salaries, bonuses, reviews, benefits, and more!

Rating: 3.3/5(15)

Website:Payscale.com

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State of West Virginia Salaries Salaries by Job Title

6 hours agoState of West Virginia employees earn $43,000 annually on average, or $21 per hour, which is 42% lower than the national salary average of $66,000 per year. According to our data, the highest paying job at State of West Virginia is an Office Assistant at $18,000 annually.

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State of west virginia Worker Salaries Glassdoor

Just Now Real salaries of employees at State of west virginia, reported anonymously. State of west virginia salaries at companies.

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West Virginia state government salary Ballotpedia

1 hours ago West Virginia state government salaries are available through The Herald-Dispatch and the West Virginia State Auditor's Office.. According to 2008 U.S. Census data, the state of West Virginia and local governments in the state employed a total of 117,327 people. Of those employees, 93,289 were full-time employees receiving net pay of $288,640,423 per month and 24,038 were part-time employees

Website:Ballotpedia.org

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Reports wvsao.gov

7 hours ago Download the FY 2019 State Auditor's Office Financial Reports 1900 Kanawha Blvd. East, Building 1, Room W-100, Charleston, WV 25305 Toll Free 877.982.9148 : Phone 304.558.2251 : Fax 304.558.5200

Website:Wvsao.gov

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West Virginia Public Salaries Private Investigator Blog

Just Now West Virginia. This is a directory of links to state, county and municipal government salary and employee name databases. These searchable databases of government salaries, pay, overtime and compensation of government workers are compiled by news organizations, consumer watchdog organizations, open government advocates and government agencies.

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Dictionary

Frequently Asked Questions

What is the state tax rate in WV?

West Virginia (WV) Sales Tax Rates by City. The state sales tax rate in West Virginia is 6.000%. With local taxes, the total sales tax rate is between 6.000% and 7.000%.

What is workers compensation in WV?

Workers' compensation covers medical care for the work-related injury as well as lost income due to being unable to work, for the short or long term. The State of West Virginia requires most employers that have at least three employees to provide workers' compensation coverage.

What is WV state tax?

The West Virginia state sales tax rate is 6%, and the average WV sales tax after local surtaxes is 6.07%.

How many representatives does the state of WV have?

West Virginia. The state of West Virginia has two senators in the United States Senate and three representatives in the United States House of Representatives.

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