At the bargaining table your APC negotiates pay raises for all through General Salary Increases (GSI).
Here are some other ways to make more money!
| Reclassification | |
|---|---|
| Rationale | Working outside of your classification (e.g., assigned SSP-III work but you’re an SSP-II). If misclassified, you or the Union can request a classification review of your position description. Submit an accurate position description at the higher classification; it should include duties, responsibilities and time percentages reflecting higher class. https://apc1002.org/classifications/ |
| % Increase to base salary | Reclassification to higher class, minimum 5% increase |
| “one time” lump sum | No |
| Self-submit to HR? | Yes |
| Review Timelines | Not in CBA, but typically within 90 days (if approved, raise will be back-dated to submission date) |
| Application Restrictions | Consult campus HR |
| Budget dependent? | No (But if they can’t fund it, request removal of assigned duties that are outside of your classification) |
| Pros | Can self-submit, and review by HR can be somewhat independent, focusing on the accuracy of your new position description at the higher class (though they involve your manager to confirm assigned duties). Can also be justified by a department reorganization. Can request they waive probation period and start as permanent (not an uncommon practice for a promotion, but no guarantee) |
| Cons | You must be assigned work outside of your classification (doing more work, or excellent work doesn’t justify a reclass, but might qualify for an In-Range Progression). Also, they can remove the duties and you will stay in the same class and salary. You typically have to prove your case. It is ideal if your manager is in agreement with the request. It takes time and effort to rewrite a new position description at a higher classification. This might require you to do your own “desk audit,” annualize your duties into percentages of your total time, and assure the new position description accurately reflects that classification’s distinguishing characteristics and definitions to frame your new description. Differences in complexity, sensitivity, responsibility, content knowledge, independent judgement, and the extent of direct supervision/direction you receive from your manager. |
| Strategies |
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| Applicable CBA Articles | 23.6 – 23.8, 13.12, 14.3, 14.9, 14.11, 11.15, 8.10 (Position Description 17.1, 17.4, 8.10, 8.12, 18.1) |
| Recruitment Bonus | |
|---|---|
| Rationale | Inducement to commit to employment with the CSU. (If the candidate does not complete the probationary period, the bonus must be returned to the CSU.) |
| % Increase to base salary | N/A |
| “one time” lump sum | Yes |
| Self-submit to HR? | No |
| Review Timelines | N/A |
| Application Restrictions | N/A |
| Budget dependent? | Yes |
| Pros | Might be that “extra perk” you get along with your new position. |
| Cons | One time increase (though sometimes people can get such bonuses over several months of time. (e.g., 10% for 6 months) Timing is everything – must be applying for a position and convince them you deserve this. |
| Strategies | If you are looking for a new position, this might be an added perk. It is the time to negotiate often from a position of strength. |
| Applicable CBA Articles | 23.9.A |
| Retention Bonus | |
|---|---|
| Rationale | Awarded to an employee for staying with the CSU and for someone who is in a position in a classification that is critical to the ongoing operations of the CSU, is in short supply in the labor market, and is a difficult to recruit for classification. The employee must commit to staying with the CSU for a minimum of 12-months. |
| % Increase to base salary | N/A |
| “one time” lump sum | Yes |
| Self-submit to HR? | No |
| Review Timelines | N/A |
| Application Restrictions | N/A |
| Budget dependent? | Yes |
| Pros | If they know you are considering leaving, it can be a good time for them to show how much they value you. |
| Cons | One time increase (though sometimes people can get such bonuses over several months of time. (e.g., 10% for 6 months) Some managers might feel like this is a very hard core negotiations tactic (threatening to leave), and it might leave a bad impression or they may question your loyalty if done indelicately. |
| Strategies | If you are highly valued, revise your resume and see what’s out there. Then let your management know that this bonus would help keep you there. Figure out the job market and make sure they value your worth! Not only your absence but the other their costs involved in trying to replace you (training, job disruptions, etc.) |
| Applicable CBA Articles | 23.9.B |
| Critical Skills Bonus | |
|---|---|
| Rationale | Awarded to an employee who possesses and use skills that are necessary and critical to the ongoing operations of the CSU. The employee must be actively using the skills in order to receive the bonus. |
| % Increase to base salary | N/A |
| “one time” lump sum | Yes |
| Self-submit to HR? | No |
| Review Timelines | N/A |
| Application Restrictions | N/A |
| Budget dependent? | Yes |
| Pros | Management might feel comfortable providing a “one time” non-budget-breaking means of recognizing your work and valuing your contributions. It can be done for more than one month, so help them be generous in their appreciation! |
| Cons | One time increase (though sometimes people can get such bonuses over several months of time. (e.g., 10% for 6 months) |
| Strategies | Especially during lockdown and now beyond, in many spaces our key value in supporting students has now finally gotten noticed. Let them reward you. |
| Applicable CBA Articles | 23.9C |
| In-Range Progression | |||
|---|---|---|---|
| Rationale | Increased responsibilities and skills | Extraordinary performance | Market or pay equity reasons |
| % Increase to base salary | No set %, but must be within classification salary range. | No set %, but must be within classification salary range. | No set %, but must be within classification salary range. |
| “one time” lump sum | No | No | No |
| Self-submit to HR? | Yes | Yes | Yes |
| Review Timelines | Within 90 days | Within 90 days | Within 90 days |
| Application Restrictions | Every 12 months for self-submission | Every 12 months for self-submission | Every 12 months for self-submission |
| Budget dependent? | Yes | Yes | Yes |
| Pros | When doing work within your current classification but have increased responsibilities and skills. Not an uncommon offer these days given the lockdowns and staffing shortages. If you are the “one who hung in there” and doing many different jobs, let them show their appreciation for all your expanding skills and abilities. | When doing extraordinary work performance within your current classification. Often common during lock down and with current challenges. If you have “stepped up“ are really going “above and beyond” – let them show you how much they appreciate your work! | When doing work within your current classification but market or pay inequities must be rectified. It can be helpful to make your case. There are a variety of resources to identify pay levels on your campus (e.g., Sacramento Bee, your campus stewards might have insights. etc. – not all SSP-IIs). |
| Cons | Generally you want your manager’s support, especially due to budget constraints. | Generally you want your manager’s support, especially due to budget constraints. | Be sure comparable positions are being assessed (rather broad classification categories, e.g., among advisors, recruiters, rather among all SSP-IIs.) Managerial support is helpful here as well. Not everyone has the same interpretation of equity. Help frame it, or insist they are able to explain their version of equity. |
| Strategies | Many people suggest doing your research so you can make the case that there is a pay inequity that must be addressed. | ||
| Applicable CBA Articles | 23.11 | 23.11 | 23.11 |