Establishing a starting pay rate for both internal staff and external candidates involves a comprehensive and collaborative review by senior leaders and HR. It is important to establish a pay rate within the pay grade based on the candidate’s skills, knowledge, and experience, and that is equitable in comparison to current University staff.

RIT is committed to recognizing staff whose contributions advance both departmental priorities and the University’s overall goals. When financially feasible and approved by senior leadership, merit increases are awarded annually and based primarily on performance.

Employees are generally eligible for merit consideration unless they:

• Were hired or promoted within three months of the merit review date;
• Are currently on a performance improvement plan or received a Does Not Meet Expectations rating on the corresponding year’s performance evaluation; or
• Have an offer or promotion letter that specifies different merit eligibility timing or conditions.

Each year, University leadership reviews institutional performance, market conditions, and available resources to determine whether to authorize a merit increase program. If approved, a merit budget is established, typically as a percentage of payroll. Individual merit awards may vary based on a number of factors, including an employee's position within their pay grade.

While RIT strives to invest consistently in staff compensation, annual merit increases are not guaranteed. Human Resources will provide guidance and recommendations to support fair and informed decision-making whenever a merit program is authorized.

Employees whose base pay is below the maximum of their pay grade will receive merit increases as adjustments to base salary, even if the increase results in pay exceeding the grade maximum. Employees whose base pay already exceeds the grade maximum will receive their merit award as a lump-sum payment. If future pay range adjustments bring an employee's salary back within the range, subsequent merit increases will be applied to base pay.

The Staff Career Architecture supports career exploration and development at RIT. Career movement occurs when staff advance through job profiles, levels, and streams or grow within their current job profile and level based on changes in job responsibilities, scope, and/or complexity. Beyond the annual merit process, staff may experience changes to their pay through several additional mechanisms. The following sections describe these types of changes and provide corresponding pay guidance.

Promotion

A promotion is the advancement to a higher job level with greater responsibility, scope, or complexity, within or across Career Streams, for example: O1 to O2, S2 to S3, S4 to M2.

Staff may be considered for promotion to the next level within the current job profile in Stream O and Stream S once per year, concurrent with the annual performance review cycle. Stream M positions are subject to competitive search. In limited circumstances (e.g., retention), an employee may be considered for an off-cycle promotion or a promotion into or within Stream M. The staff promotion process is described below.

Lateral Movement

A lateral move occurs when a staff member moves into another job at the same Career Stream and level, for example: S2 to S2. Any pay adjustment is determined by the staff member’s current pay relative to their new position and internal equity.

Growth Within Role

In the case that an employee is assigned expanded duties that do not warrant movement to a higher job level, the employee can remain in their job and grow within their current role. In this case, leaders may assign expanded additional job duties and provide an in-grade increase (2-5%), if warranted. Leaders have the authority to make this type of pay adjustment with senior leader approval; Human Resources is available to assist as needed.

Demotion

A staff member may move voluntarily or involuntarily to a position with a lower job level or a different stream involving reduced responsibilities (e.g., M2 to S3, S4 to S3). Such changes occur when the new role is a better fit for the employee's capabilities or when requested by the employee, subject to managerial approval and Human Resources review. Typically, a demotion will include a decrease in base pay to align with the new role's pay grade.

RIT utilizes different compensation mechanisms to address different types of work and contributions. Selecting the appropriate type of pay depends on the nature of the work and its timing, scope, and impact on the employee’s primary role. Human Resources may review requests and assist in determining the appropriate approach.

Additional pay refers to temporary compensation provided either during a defined assignment period or as a one-time Exceptional Contribution Payment for temporarily assuming additional job duties at a higher level or for exceptional contributions. Additional pay differs from increases related to promotions, permanent job changes, and market or retention adjustments. Additional pay should not be used in the computation of raises, promotions, or any other employment decision regarding compensation.

Interim Assignments

An interim/temporary assignment occurs when an individual is assigned higher-level job responsibilities for a defined period due to a vacancy or leadership absence. Interim appointments/temporary assignments are generally recognized through a temporary increase to base pay. While the employee remains in their current job profile, a business title may be assigned or adjusted as appropriate to reflect the interim role. Such arrangements typically last 3 to 12 months; extensions may be requested as needed.

Temporary base pay adjustments should be proportionate to the scope, duration, complexity, and level of responsibility of the assignment.

Supplemental Pay

Supplemental pay is intended to recognize full-time exempt staff who temporarily assume clearly defined responsibilities or project work that is distinct from, but does not replace, the employee’s primary role or represent a formal interim appointment.

Supplemental pay is tied to work performed over a defined period of time and is typically provided across that period rather than after completion. Such arrangements are generally short-term in nature (typically less than six months), with payment aligned to the expected duration, level of effort, and scope of the work being performed.

One-time Exceptional Contribution Payments

A One-time Exceptional Contribution Payment is a discretionary form of recognition, separate from the annual merit program, used to acknowledge and reward exempt staff for exceptional contributions that significantly exceed normal performance expectations. One-time Exceptional Contribution payments recognize outcomes or results - such as the successful completion of a special project, exceptional individual effort, meaningful improvements to business processes, or measurable cost savings - after the work has been completed. One-time Exceptional Contribution payments should not be tied to hours worked, workload volume, or additional assigned duties.

One time Exceptional Contribution Payments should be proportionate to the scope, duration, and impact of the contribution and should not be combined with other forms of additional pay for the same work or timeframe.

In limited circumstances, pay adjustments may be considered outside of the regular merit or career movement processes.

Retention Adjustments

A retention adjustment or counteroffer may be considered if the University is at imminent risk of losing a high-performing staff member in a critical role, supported by: verifiable, documented evidence of an external offer; active recruitment from outside the University; or other strong evidence that the University is at risk of losing the staff member.

Market Adjustments

A market adjustment recognizes significant and sustained changes in the competitive pay for a job. Market adjustments occur infrequently, as the staff pay structure is maintained and reviewed regularly. Occasionally, however, unusual market conditions may warrant an adjustment. Human Resources usually initiate such adjustments, though a senior leader may request a review if they believe there is a significant pay disparity as compared to the external market.

Equity Adjustments

An equity adjustment is intended to ensure that a staff member’s pay appropriately reflects their skills, knowledge, experience, and performance relative to similarly situated peers. Leaders typically consider equity during the annual merit increase program. However, if a senior leader identifies a significant equity issue, they may request an off-cycle review.

The Staff Promotion Nomination and Selection Process provides a structured mechanism to consider advancing staff to the next level within their current job profile for positions in Stream O and Stream S when there is an ongoing organizational need for the sustained performance of work at that higher level. Promotion is not an automatic or expected outcome, nor is it based solely on an employee's readiness, performance, or tenure. Promotion opportunities are limited and should only be considered (or proposed) when there is a demonstrated business need, an available higher level within the Staff Career Architecture, and sufficient justification that the position has evolved to require higher-level responsibilities on an ongoing basis.

Stream M positions are generally filled through competitive search. In limited circumstances (e.g., retention or critical organizational need), promotions into or within Stream M may be considered.

The promotion process runs concurrent with the annual performance review cycle and typically begins 16 weeks prior to the promotional effective date (e.g., September 1). The annual cycle provides an opportunity to evaluate and consider promotion requests; it should not create an expectation that staff members will be eligible for or receive a promotion each year. Off-cycle promotions may be considered in limited circumstances where business needs require advancement outside the standard cycle.

To be considered for a promotion, the following criteria must be met:

• Business Need: a clear and ongoing need exists for the sustained performance of higher-level work that aligns with institutional priorities.
• Career Architecture and Organizational Alignment: a higher job level must exist within the applicable job profile, and the proposed promotion must be appropriate within the structure of the department or unit.
• Sustained Higher-Level Responsibility: the staff member has consistently demonstrated capability to perform at the higher level, in accordance with the job level framework. Specific examples must be provided for each job level criterion to demonstrate that the staff member is meeting the level expectations. Typically, this includes at least 3–6 consecutive months of performing higher-level duties prior to the promotion request.
• Performance: the staff member has consistently met or exceeded performance expectations.
• Skill Level: the staff member's knowledge, skills, and abilities meet the minimum requirements of the higher-level role.
• Experience: generally, the employee will have been in their current role for at least two years prior to being considered for promotion. Exceptions may be considered where all other criteria are clearly met and documented.

The following factors — alone or in combination — are not sufficient rationale for promotional consideration:

• Length of service with the organization
• Completion of a degree, credential, or training
• Increase in volume of work
• Addition of responsibilities of similar scope and complexity

See the full guidelines document for details regarding the Staff Promotion Nomination and Selection Process and timeline.