2020 - Houston Independent School District
HISD Compensation Manual2019 – 2020
Table of ContentsI.Compensation Management at HISDA.Compensation PhilosophyB.The Compensation Management Process11II.Determining Employee PayA.Determination of Salaries for New HiresB.Determination of Salaries Due to TransfersC.The Compensation Committee348III.Pay Administration for Particular JobsA.PrincipalsB.Assistant Principals and DeansC.Administrator Jobs with Fixed RatesD.Jobs 34/T or HigherE.TeachersF.Associate TeachersG.Part Time Degreed Teachers & Hourly LecturersH.Employees Working in Summer School AssignmentsI.Summer Temporaries - AuditJ.Nutrition Services EmployeesK.Other Jobs with Special Rates910151516171818191921IV.HISD Compensation TablesA.Initial Compensation Placement TablesB.Master Pay Scale Salary TablesC.Hourly Master Pay Scale Salary TableD.Technology Pay Scale Salary TableE.Assistant Principals and Deans Pay Scale Salary TablesF.Principal Pay Scale Salary Tables222530313235V.Pay ting PayAllowancesBus Driver Supplemental CompensationCompensatory TimeCreditable Year of ServiceDifferential CompensationExempt Employees Special Project PayExtended TimeExtra Duty PayGrantsHazardous Duty DifferentialBusiness Operations PayLeave of AbsenceLongevity PayOvertime PayPaid Time Off & Partial Day Absence for Exempt EmployeesPay PeriodsPerformance ContractsPlanning TimePolice Officer PaySkilled Crafts PersonnelTeacher Adjustment and Teacher AllotmentWork SchedulesI Page
VI.StipendsA.B.C.VII.Policies for Assessing EducationA.Evaluating Education CredentialsB.Acceptable Degrees7676VIII.Policies for Evaluating Prior Work ExperienceA.Policies Concerning Credit for Prior ExperienceB.Submission of Service RecordsC.Salary Placement for Specific Positions777879IX.The Job Evaluation ProcessA.OverviewB.Job Evaluating ObjectivesC.Job Evaluating ProcessD.Approval Authorities for Job Evaluations86878891X.Questions92XI.Payroll Calendar & Personnel Subareas/Salary PlansA. Bi-weekly Payroll CalendarB. Personal Sub Areas/Salary Plans9394XII.Appendix96Stipend Information and PoliciesStipend List by NumberStipend List with Annual AmountsAthleticsAthletics - High SchoolAthletics - Middle SchoolBilingual StipendsCareer ReadinessChairperson, Lead TeacherCo-Curricular - High SchoolCo-Curricular - Middle School & Elementary SchoolCoordinatorsCurriculum DepartmentGifted and TalentedProfessional Development ServicesRecruitmentSpecial Education ServicesSpecial Education - Child StudySpeech TherapistsSupport ServicesVirtual SchoolExtra Duty PayTeacher 7374II P a g e
Compensation TerminologyThe purpose of this section is to provide definitions for key terms and processes presented in theCompensation Manual.1.Acting Pay – Temporary additional pay for a regular employee assigned to perform duties of ahigher level position on a temporary basis.2.Allowance – A sum of money that is given regularly for a specific purpose (i.e. car and cellallowances).3.Back Pay – An amount of pay due to an employee for periods prior to the current pay period.4.5.Change in Months – The movement of an employee from one position to another at thesame pay grade, but with different number of months or schedule.Creditable Year of Service – The number of days that determines whether an employeequalifies for base pay increases. 90 days of full-time or 180 days of half-time service earnedduring a 12-month period as defined by TRS Guidelines.6.CTE – Career and Technology Education7.Demotion – A demotion occurs when an employee moves into a position which is in a lowerpay grade than the position s/he was in previously.8.Duty Schedule (work schedule) – The number of specified days employees are required towork within the position’s annual work schedule.9.Exempt Employee – An employment status that indicates that an employee is exempt fromthe provisions of the Fair Labor Standards Act (FLSA) regarding payment of overtimewages. Exempt employees are paid on a salaried basis.10.Extended Time – Employees on the Teacher Salary Schedule who work beyond the regularcontract year (as determined by the principal) shall be paid at their daily rate of pay.Extended time cannot be used for teaching summer school.11.Extra Duty Pay – Employees on the Teacher Salary Schedule who have assignmentsbeyond the regular day during the school year (as determined by the principal) shall be paidat the standard rate of 25/hour for the additional time worked. For example, tutoring.12.Fair Labor Standards Act (FLSA) – A federal law which governs minimum wage, overtimepay, and equal pay for men and women in the same type of jobs, and child labor. The lawalso has extensive record-keeping requirements.13.Hourly (Regular Status and Temporary Status) – An employment status indicating that theregular or temporary status employee is compensated with an hourly wage versus amonthly salary. Hourly employees are paid only for hours worked.14.Job Evaluation – The process used by HISD to review job duties via a Job AnalysisQuestionnaire (JAQ) for assignment of a pay grade and for determining exempt/nonexempt status.Nonexempt Employee – An FLSA employment status that indicates an employee mustreceive overtime compensation at a rate of one and one-half times the regular rate of payfor all hours worked over 40 in a work week.15.16.Overtime – Working hours in excess of a regular working day or week. Under the Fair LaborStandards Act (FLSA), non-exempt employees must be paid one-and-one-half times theirnormal wage rates for all hours worked in excess of 40 in any work week.III P a g e
17.Pay Grade – The numeric designation that identifies the range of difficulty and responsibilitiesof work and the level of qualification requirements for the job.18.Pay Period – A recurring length of time over which employee time is recorded and paid (i.e.26 pay periods a year).19.Pay Plan – A compensation and payroll construct that groups people who have like workschedules and like professional attributes. Please see Section XII, Appendix for pay plancodes and definitions.20.Performance Contract – An agreement between HISD and certain administrators whichspecifies a predetermined level of compensation in exchange for the District’s right toterminate and non-renew said administrators.21.Promotion – A promotion occurs when an employee moves into a position which isin a higher pay grade than the position s/he was in previously.22.Re-evaluation – This is the process used for assessing the value of a job when the dutiesand responsibilities of an existing job have changed substantially.23.Regular status employee – This status indicates that an employee works for HISD on anopen-ended basis, rather than for short periods of time. Regular status employees can beclassified further as either salaried (exempt) or hourly (nonexempt).24.Salary – A salary is an annual compensation amount paid to exempt employees in exchangefor performance of job duties. Monthly rates for exempt employees are calculated bydividing their annual salary by the number of months in their work schedule. Longevity,allotment pay, and performance contract pay are not used to calculate a salariedemployee’s base salary.25.Salary Survey – Provides information concerning outside pay levels for a wide variety ofpositions. HISD also conducts special surveys which pertain to special competitivesituations and other pay practices which are strategically important to the district.26.SBEC – State Board for Educator Certification27.Service Record – An official document used by Texas school districts to recordservice/experience and unused State days.28.Structure Adjustment – Periodically, the district may choose to increase the minimum,midpoint, and/or maximum of any or all of the pay grades. When this process occurs, it is astructure adjustment.29.TEA – Texas Education Agency30.Temporary Status Employee – This status indicates that an employee works at HISD on anhourly, as-needed basis, rather than an open-ended basis.31.Transfer / Lateral - A lateral transfer occurs when an employee moves into a position whichis in the same pay grade as the position he/she was in previously. A lateral transfer doesnot result in a pay adjustment. A change in work schedule only is not considered a lateraltransfer.IV P a g e
HISD Board of EducationHuman Capital Philosophy StatementThe District’s greatest strength is its human capital. The personal, face-to-face contact between teacherand child will always be the central event in education. Changes in the district’s structure, governance,and policies underscore the importance of this relationship; that is, through reform, they exist to supportthe relationship. In addition, the District sets high expectations for school leadership to inspire creativethinking and innovative approaches that lead to instructional and operational excellence.Employees of the District shall not discriminate on the basis of or engage in harassment motivated by age,race, color, ancestry, national origin, sex, handicap or disability, marital status, religion, veteran status,political affiliation, sexual orientation, gender identity, and/or gender expression. A substantiated charge ofharassment against a student or employee shall result in disciplinary action.V Page
I.Compensation Management at HISDOverviewThis section provides an overview of the HISD processes used to manage the compensation programand the HISD compensation philosophy, from evaluating positions and establishing pay rates toadministering pay programs over the long term.A.Compensation PhilosophyThe compensation philosophy of HISD has two major components: Compensation position: For non-teacher, central administration and business supportpositions, HISD targets compensation at market competitive levels for which HISD competesfor talent. Compensation for teachers and school based administrators is targeted at the topquartile for large urban Region IV school districts.Labor markets: Primary labor market is the greater Houston metropolitan area with anemphasis on education. HISD may consider general industry pay practices foradministrative, business operations, and technology jobs.The following diagram shows the relationship between our objectives ofexternal competitiveness and internal equity.Compare payto theexternalmarketplaceIs pay competitive?Is pay equitable?Compare payto similar jobclassificationsandemployeeprofilesStrategic Goal: Maintain a balance between external and internal competitiveness and equityB.The Compensation Management ProcessCompensation management at HISD is a multi-faceted process focused on furthering the organization’scompensation philosophy. The major aspects include defining and evaluating jobs, establishing payrates and ranges for jobs, determining the proper compensation level for employees, and administeringvarious aspects of the pay program over the long term.1 Page 2019-2020 HISD Compensation Manual
Overview of the compensation management processThe CompensationManagementProcessOrganization of theCompensationManualJob Definitionand ValuationEmployee PayDeterminationSection IXcovers policiesconcerning jobcreation andevaluationSections II-IV coverpolicies concerninginitial pay rates foremployeesOngoingAdministrationSections V, VII andVIII cover the manypolicies that impactongoing paymanagement needsThe following policies reflect the major elements of the compensation management process at HISD.1.Defining and Evaluating Jobs: Job evaluation is a systematic process for determining therelative value of various jobs within the district. Once a position has been in use for a periodof time, re-evaluation may become necessary if the scope of the job has changedsubstantially.2.Determining a Job’s Market Value: Once a position’s relative internal value has beenestablished through the HISD job evaluation process, the Compensation departmentdetermines its dollar value in the external marketplace. To accomplish this, theCompensation department relies on a series of surveys which allow comparisons withnumerous types of positions.Through combining the information obtained from both the job evaluation process and themarket valuation process, jobs can be assigned to appropriate pay grades. A more detaileddiscussion of determining a job’s market value and pay grade assignment is presented inSection IX.C of this manual.3.Determining an Employee’s Actual Pay Rate: Once the position has been assigned aspecific pay grade, that grade’s pay range can be used to assist in assigning the employee’ssalary or pay rate.Many other factors can impact an employee’s pay rate within a particular pay grade. SectionsII-IV present a series of policies used to determine how employees are paid, based on factorssuch as experience, the length of the work schedule, and even the job family associated withcertain positions (such as employees in the Nutrition Services Department).4.Administering Pay Over the Long Term: The prior three steps are just the beginning ofcompensation management at HISD. Over time, any number of changes can be made toan employee’s pay rate. From promotions and transfers to periodic adjustments made topay grades and individual pay, the Compensation department monitors and occasionallymay recommend adjustments to employee pay and the supporting structures in order toachieve external competitiveness and internal equity. New policies may also be adoptedfrom time to time.Unless expressly so provided, new compensation policies are not retroactive.2 Page 2019-2020 HISD Compensation Manual
II.A.Determining Employee PayDetermination of Salaries for New Hires1. Policies Concerning Credit for Prior Experiencea. Teachers:Salaries are determined through experience credit by placement at theappropriate step of the Teacher Initial Compensation Placement Table. HISD grants one (1)year of teaching experience for every one (1) year of TEA approved teaching experience.(See HISD Policies for Evaluating Prior Work Experience on page 90.)b. Nurses and Speech Therapists: HISD grants nurses one year of HISD experience forevery one year of relevant non-school based RN experience, up to ten years credit. HISDalso grants speech therapists one year of HISD experience for every one year of relevantnon-school based experience, up to 10 years, including up to three years of internshipexperience. No more than ten (10) years of total non-school non-TEA based experience willbe credited toward advanced salary placement on the appropriate Salary Table for theseroles. School-based experience will be credited on the basis of one (1) year for each yearof validated experience. (See HISD Policies for Evaluating Prior Work Experience on page90 for explanation and exceptions).Evaluation Specialists are paid on the appropriate pay table. (See page 96.)Counselors and Librarians are paid on their appropriate pay tables.c. Assistant Principals and Deans are paid on the same Initial Compensation PlacementTable. (See page 12-13.)d. Principals: Salaries for principals are developed based on a combination of paycomponents including years of experience as principal, school level, and campus-basedvariables. (See pages 14-18.)e. Non-Teachers: For employees on the master pay scale and the technology pay scale,HISD may grant a 2.5% increase over the pay range minimum for every year of related anddocumented work experience. Maximum salary placement is 10 years, which is 25% overthe pay range minimum. The chief human resources officer has the authority to approvesalaries up to the beginning of the 4th quartile through grade 27/T8 and up to midpoint forsalaries grade 28/T9 and above. No salary can exceed the maximum of the salary range.Salaries over midpoint must be reviewed and approved by the Compensation Committee.New Crafts/Trades, Nutrition Services, and Custodian personnel above pay grade 19 mayreceive credit for related work experience. (See page 101.) Employees have 90 calendardays from the date of hire to document prior experience for the experience credit to beeffective the hire date. Submission after the 90th day may or may not be accepted and willbe effective as of the pay period in which it is received by Human Resources. Documentsshould be provided to the HR Business Partner. (See Section VIII) Additional experiencecredit will not be added if the employee has received a special salary.f.Rehires: Employees who return to HISD employment in the same job code or pay gradewithin six months from the effective date of the end of their employment with HISD will beplaced at the same salary they were earning on the last date of their employment, not toexceed the maximum of the range. Employees who return to HISD employment after aperiod of six months from the effective date of their last date of employment with HISD willbe placed in the same manner as listed above. Teacher allotment and longevity are notrestored to rehired employees. For retirees returning to HISD employment, AdministrativeRegulation DC2, Guidelines and Procedures Regarding Hiring Teacher RetirementRetirees, applies.3 Page 2019-2020 HISD Compensation Manual
2. Approval Process for Policy ExceptionsAny request not following standard policy must be submitted to the chief human resourcesofficer. Relevant work experience is determined by the appropriate human resources businesspartner and/or the administrator over the applicable area of employment. If noagreement can be reached over relevant experience, the final determination is made bythe chief human resources officer.Salaries are determined according to HISD policies, regardless of funding source.The salary amount of previous incumbents is not a factor in determining salaries of theirreplacements.A salary is considered final when assigned and effective. Requests by departments forsalary changes will not be considered for new hires or promotions after the effectivedate.The amounts of special salaries approved by the superintendent, the CompensationCommittee, or the chief human resources officer are final numbers.An employee may not request a review of a salary after one year.The superintendent of schools has the authority to authorize retention and sign-onbonuses; departments or schools must fund the cost.B. Determination of Salaries Due to Transfers1. Promotions Promotional opportunities will be created based on business needs and align withbudgetary requirements.A promotion is defined as advancement to a job in a higher level pay grade which mayinclude increased authority, duties, and/or responsibilities. Lateral transfers aremovement to positions that are the same pay grade and are not promotions.Career paths are defined as opportunities for employees to advance through theorganization on a designated course, based on individual performance, businessneeds, and available budget. Moving through a career path does not result in anautomatic adjustment to base pay. There may be circumstances where a career pathprovides for lateral movement and therefore, may not be accompanied by a payincrease.Promotional increases for internal candidates on the master pay scale and thetechnology pay scale may be calculated in two ways and the highest salary will beused:a. Using the appropriate percentage, according to the HISD Promotion Policy charton page 7. The chief human resources officer can approve up to 2% abovethese promotional increases.b. Using the method applied to new hires, i.e., all relevant experience may beconsidered for placement, up to 25% over the minimum of the salary range.The chief human resources officer can approve salary exceptions to promotionalincreases up to the beginning of the 4th quartile through grade 27/T8 and up tomidpoint for salaries grade 28/T9 and above. All requests must come from the chief ofthe business area.Requests for promotional increases outside of the above calculations m
Athletics - High School 51 Athletics - Middle School 53 Bilingual Stipends 54 Career Readiness 56 Chairperson, Lead Teacher 56 Co -Curricular - High School 57 Co -Curricular - Middle School & Elementary School 57 Coordinators 58 Curriculum Department 60 Gifted and Talented 61
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Table of Contents a. District 1 pg. 6 b. District 2 pg. 7 c. District 3 pg. 9 d. District 4 pg. 10 e. District 5 pg. 11 f. District 6 pg. 12 g. District 7 pg. 13 h. District 8 pg. 14 i. District 9 pg. 15 j. District 10 pg. 16 k. District 11 pg. 17 l. District 12 pg. 18 m. District 13 pg. 19 n. District 14 pg. 20
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