• An increase of up to 2 percent, which will be given to everyone meeting certain criteria for fully satisfactory performance.
• Increases above 2 percent for high/exemplary performance.
• Minimum pay grade adjustments for selected employees whose salaries fall below the fiscal year 2000 pay grade minimums.

Each of these components will be added to the employee's base salary unless the current salary exceeds the pay grade maximum. As in previous years, lump sum payments will be made to any staff member whose salary exceeds the pay grade maximum.

"Persons with the authority to give performance appraisals and salary increases will be required to attend a meeting to discuss this year's salary administration and merit increase procedures," said Kathy Hagedorn, vice president for human resource management. "All performance evaluation forms will be due at the time salary increases are submitted and must be signed by the supervisor and one higher level of management. All employees must be evaluated in a written form by their supervisors."

To qualify for an increase of up to 2 percent, satisfactory performance of all of the following are required:

• Successful completion of assigned duties.
• No violations of policies set forth in the Policy and Procedures Manual.
• Willingness to perform all job-related functions.
• Positive contributions to the department -- "good citizenship."
• Unscheduled absences (non-FMLA) did not disrupt the department's operations.

Hagedorn said that if one or more of the above criteria are not met, the raise must be less than 2 percent and even may be withheld completely. Supervisors citing areas in which an employee "needs improvement" or is unsatisfactory must follow up with the employee on a regular basis before the next annual performance review.

"The amount of 2 percent was selected because it moderately exceeds the annual consumer price index anticipated at the time of budget preparation," Hagedorn said.

To qualify for an increase greater than 2 percent, the employee must demonstrate a high level of performance or exemplary performance that significantly advances the mission and goals of Saint Louis University and the employing unit.

"The performance appraisal must clearly and fully document the high or exemplary level of performance, as well as successful completion of all assigned duties," Hagedorn said.

Examples include:

• Providing exceptional customer service.
• Sustained excellent performance in spite of unusually high volume or complexity of work.
• Cost savings or revenue generation due to process improvement or new initiatives.
• Achievement of a significant goal that contributes to one of the University's strategic objectives.
• Exceptional supervisory ability to motivate, communicate with and develop staff reporting to them, resulting in a very high performing unit.
• Other justifications as appropriate.

The amount of increase recommended should be commensurate with the level of performance cited.

In addition to these two parts, the Fiscal Year 2000 pay grade structure establishes new rates for pay grades 1 through 13, the nursing pay grades and establishes pay grades specifically designed for computer-related jobs. All employees must be paid at least the minimum of the pay grade to which their position is assigned. Employees affected by these changes have been identified, and funding for the required changes will appear on the budget worksheets.

A minimum grade adjustment should not affect an employee's eligibility for a standard raise or a performance reward as described above. If an employee's performance is not fully satisfactory and he or she is due to receive a minimum grade adjustment, supervisors should discuss with human resources the individual circumstances and necessary steps to be taken.

DEVELOPMENT OF STAFF PERFORMANCE STANDARDS
Managers in the past have asked for assistance from human resources in defining what are acceptable and exceptional performance levels for some generic types of responsibilities and accountabilities, such as customer service, word processing or supervisory responsibilities.

A task force is being formed that will be charged with developing sample standards for staff performance as a tool for managers and employees to jointly develop their own individual standards. These standards will be in place by July 1, 1999, so that the performance evaluation process for fiscal year 2001 can recognize and reward performance against these standards.

"The goal will be to clearly communicate performance expectations, as well as to allow recognition of staff members who significantly exceed the normal standards," Hagedorn said. "Membership of the task force will consist of administrators and representatives from the Staff Advisory Committee, assisted by staff from human resources."

Performance standards will not be dictated for each unit, but standards will be used for all employees. A unit may develop its own goals and standards for FY 2001, which will be approved by the responsible vice president or vice provost, to address unique types of responsibilities and activities.

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