Administrative Faculty compensation
Compensation information
| Compensation Grade | Min | Q1 | Mid (Q2) | Q3 | Max |
|---|---|---|---|---|---|
| E | $135,821 | $181,095 | $226,370 | $271,644 | $316,918 |
| D | $83,120 | $110,827 | $138,534 | $166,242 | $193,949 |
| C | $59,186 | $78,914 | $98,643 | $118,371 | $138,100 |
| B | $43,035 | $57,380 | $71,726 | $86,072 | $100,417 |
| A | $34,960 | $46,614 | $58,267 | $69,920 | $81,574 |
Note: For employees subject to the Employer‑Paid Retirement Plan, the amounts shown will be reduced as provided by law.
Updated July 2024.
UAM 2,507: Administrative Faculty Job Descriptions
Administrative Faculty within the ÁñÁ«ÊÓƵ are grouped by level of responsibility. Positions are placed within one of five compensation grades on the approved Administrative Faculty Salary Schedule. Human Resources performs job evaluation for Administrative Faculty positions using the Administrative Faculty Job Evaluation Model and the Administrative Faculty Job Description Form. Salaries schedules are developed using comparative data from peer institutions and are approved by the Board of Regents. Administrative faculty positions require a minimum of a Bachelor's Degree unless a degree equivalency is advertised.
All candidates should meet the minimum educational and experience requirements of the position for which they are applying.
Internal equity with both incumbents in the same job and those throughout the university should be considered when determining the appropriate salary.
New hire salary should allow room for growth and recognition through the merit process within the salary range.
If a salary above midpoint or the second quartile (Q2) is requested, the hiring authority shall submit a justification to the Vice President outlining the request. In most cases, comparable salaries for external and internal positions can be provided by Human Resources to the Provost for further analysis on internal and external equity.
Salaries that exceed the maximum on the salary schedule require approval by the Chancellor. This is appropriate in extraordinary circumstances for difficult to recruit positions of high importance (i.e. related to accreditation, strategic vision, etc).
Data Utilized in Evaluating Where to Set Starting Salary
Consider salary equity within department and with other similar positions on campus. Contact Human Resources for assistance in obtaining this data. Minimum salary is found on the application form in Workday, when the applicant answers the question. Salary minimums for Academic and Hourly Letters of Appointment, Postdoctoral Scholars, Graduate Assistants can be found in the Salary Schedule.
Determining Where to Set Salary
The minimum of the salary range equates to the minimum qualifications required of the position. If an employee meets the minimum qualifications of the position, they should be compensated at the minimum of the salary range.
Salary above minimum is based on the employee's experience. The incremental years of experience for above minimum salary begin once the employee has met the top end of the experience range required in the job description. For example, if the job requires five years of experience in a comparable position and the chosen candidate has 10 years of experience, the additional years of directly related experience will be considered for additional salary after the required five years have been met.
The midpoint of the salary range is considered the market value of the position and it is expected that the faculty member at this salary or above is fully productive in the position and has considerable experience in the job or a directly related position.
Other Factors in Determining Salary
The hiring manager will consider different factors in deciding what salary is appropriate within the available range. Several factors can determine the appropriate scale. These include:
- Other salaries paid within the university
- The market
- The particular role
- Education
- Professional training or certifications
- Number of years relevant functional experience
- Number of years relevant industry experience
- Number of staff previously supervised
- Special abilities or national recognition
Hiring managers are encouraged to:
- Set realistic pay levels for your faculty and staff;
- Determine what is most important for an individual to be successful in the position and review how the candidate meets those criteria;
- Focus on the opportunities of the job rather than focusing on compensation. What do you offer in terms of a bigger team, bigger organization, bigger budget, bigger visibility, job growth? With this information, individuals look for less "bigger" in terms of compensation to make a move or accept an offer.
Use the Experience-Based Salary Guidelines below to help guide the setting of salaries.
Experience-Based Salary Guidelines
The below list describes best practices in the setting of a faculty staff's salary. It recommends the appropriate salary range depending on experience or administrator approval.
- Up to 3 years of experience at the same job level beyond the minimum requirements: First quartile: Minimum to Q1
- 4-7 years of experience at the same job level beyond the minimum requirements: Second quartile: Between Q1 and Q2
- 7-10 years of experience at the same job level beyond the minimum requirements: Midpoint: Q2
- More than ten years of experience at the same job level beyond the minimum requirements: May exceed Q2 with Vice President approval
For positions within the University that are hard to fill or have a high market value, please contact the Associate Vice President, Human Resources for assistance.
2,515: Guidelines for Faculty, Postdoctoral Fellow, and Medical Resident Promotion
Knowledge Base article:
The amount and date of COLAs are established by the Nevada Legislature and authorized by the Governor. Cost of Living Adjustment is determined by the State Legislature and is a percentage of an employee's base salary and is typically awarded across the board, regardless of funding source. The Nevada Legislature meets on the biennium in odd-numbered years at which time they propose increases (if any) and dates of implementation, for the following two fiscal years. COLA is typically allocated “across-the-board” to all eligible state employees effective July 1, but it is possible that the legislature allocates different amounts based on employee type or implements COLA at different times of the year.
Eligible employees
- Classified Employees
(adjustments are made to the classified compensation schedule) - Regular Continuing Faculty
Ineligible employees
- Postdoctoral Fellows
- Temporary Faculty
- Letter-of-Appointment Faculty
- Medical Residents
- Student Employees
- Graduate Student Employees (TAs and RAs)
- Volunteers, Adjunct Faculty and Emeritus Faculty (unpaid)
| Academic Year | Percentage of Increase | Date Increase Granted | Recipient |
| 2018-2019 | 3% | 7/1/18 | Across the Board |
| 2017-2018 | 3% | 7/1/17 | Across the Board |
| 2016-2017 | 2% | 7/1/16 | Across the Board |
| 2015-2016 | 1% | 7/1/15 | Across the Board |
| 2014-2015 | 0% | 7/1/14 | No COLA Adjustment |
| 2013-2014 | 0% | 7/1/13 | No COLA Adjustment |
| 2012-2013 | 0% | 7/1/12 | No COLA Adjustment |
| 2011-2012 | 0% | 7/1/11 | No COLA Adjustment |
| 2010-2011 | 0% | 7/1/10 | No COLA Adjustment |
| 2009-2010 | 0% | 7/1/09 | No COLA Adjustment |
| 2008-2009 | 4% | 7/1/08 | Across the Board |
| 2007-2008 | 2% | 7/1/07 | Across the Board |
| 2006-2007 | 4% | 7/1/06 | Across the Board |
| 2005-2006 | 2% | 7/1/05 | Across the Board |
| 2004-2005 | 2% | 7/1/04 | Across the Board |
| 2003-2004 | 0% | 7/1/03 | No COLA Adjustment |
| 2002-2003 | 4% | 7/1/02 | Across the Board |
| 2001-2002 | 4% | 7/1/01 | Across the Board |
| 2000-2001 | 0% | 7/1/00 | Faculty-No COLA |
| 2000-2001 | 2% | 7/1/00 | Classified |
| 1999-2000 | 0% | 7/1/99 | No COLA Adjustment |
| 1998-1999 | 3% | 7/1/98 | Across the Board |
| 1997-1998 | 3% | 7/1/97 | Across the Board |
| 1996-1997 | 3% | 7/1/96 | Across the Board |
Merit pay was supported by the state legislature in 2014 and 2022. Future merit salary increases are at the discretion of the Nevada State Legislature, which meets for 120 days biannually during odd-numbered years.
Compression/Inversion analysis are completed periodically to analyze Academic positions by rank and discipline and Administrative positions by grade and job family for compression and inversion adjustments. Results are communicated to the Vice Presidents, Provost, President and Faculty Senate to determine whether the differences identified can be addressed.
Compensation assessment studies are conducted, typically every two years, to test campus compensation practices for any systematic bias based on gender or race/ethnicity. Following a thorough analysis of factors that influence pay, results are communicated to the Provost, President and Faculty Senate that identify the presence of any systematic bias based on gender or race/ethnicity.
With supervisor permission, administrative faculty may teach a course for additional income. Please download and complete the following form for all overload requests.
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