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All:  We have what I'll call 3 levels of employees in ITS (and a few other areas).   Classified Staff (hourly) that are overtime eligible (required to pay overtime to), Classified Staff (hourly) that are deemed overtime exempt, and full EXEMPT employees.   Obviously the classified that are OT eligible get 1.5 x wage for hours > 40.   Exempt staff have their own rules, benefits, etc. 
The issues come with the Classified Staff that are OT exempt (that we are not required to pay for extra hours).   They are truly our "middle class".  In the past we had a policy that these employees received straight time for any hours worked in excess of 45/week.   This was far less than time and a half, but it adequately compensated them for extra hours (and they often have to work extra hours).  CompTime never seemed to be much of an option, because they have a hard enough time using up their vacation time ... we can't afford to have them gone anymore than we have to.  
What does your school do (if anything) to compensate employees in this "middle class" if you have them? 
1)  Do you just say "Suck it up and be happy you still have a job!"
2)  Compensate them on a case by case basis ... which usually means nothing at all.
3)  Compensate them to some schedule/formula as I outlined above
4)  Something else ...
These employees saw a signficant pay reduction when our school decided to stop paying straight time for these extra hours, and the extra hours didn't go away (they probably have even more now).   That's not good for morale, and it's not good for retention.

THANKS for any ideas/thoughts.   I'm being told by HR that is basically "against the law" to have a specific formula for compensating them.  I disagree!
Carmen A. Rahm
Asst. VP for Info. Technology
Central Washington University
400 East University Way
Ellensburg, WA  98926
Direct Phone:          (509) 963-2925
Mobile Phone:         (360) 271-2992
ITS Office Phone:   (509) 963-2333
ITS Homepage:
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In the Oregon University System, exempt union positions receive comp time on a one to one basis (one hour worked of overtime = one hour of comp time).  This is included in the union contract.  We don't have many exempt positions, but it does include our programmer/analysts.  The majority of IT positions are non-exempt union staff and they are compensated with either pay or comp time (their choice).

Brad Christ
Chief Information Officer
Southern Oregon University

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Carmen, I feel your pain about staff retention.  Tough challenge!  The smaller the IT department, the tougher it is not only due to the financial part but also the opportunity to advance – or lack thereof.

We have only two types, hourly (they get paid for each hour they work, including 1.5x for anything over 40), and the EXEMPT who get nothing for their OT regardless of how many hours it might be.  On the other hand, the EXEMPT staff all start with two more weeks of vacation and some other benefits.  The assumption is that the extra time off and benefits, coupled with a higher salary and the expectation that “professionals” do what it takes to get the job done, results in no “compensation” for time worked.  So, that’s our official policy.  We do give some reasonable flexibility for the managers.  For example, if someone is late after working a long day, we don’t worry about it.  If someone needs an hour due to a car repair, we don’t worry about it.  The list of reasons that people may need an hour here or there goes on and one.  So on the other hand, when they need to stay late, or come in for an upgrade, ought to somewhat balance out.  There is no way I’d want to be bothered tracking every 15 minute interval that the employee takes and compare them to the house that I ask them to work.  I guess if there is a continuous huge gap between the work you expect them to do versus the time off, then you will have a problem.  However, in my experience, that indicates that you don’t have enough staff – a whole different problem for most of us.

Bottom line – suck it up J (as long as it’s not excessive)



At UAB, our compensation structure (and the solution options we employ) are similar to what Dennis described in his email below.

We are implementing a time tracking process for monthly staff so that we can begin to put actual numbers on the amount of “extra” time that the professional staff is having to work.  (Our H.R. department has strongly cautioned us about the dangers of tracking exempt staff too closely against the clock, so our tracking methodology is more akin to effort reporting that researchers are required to do.  We’ve created different classifications of work and ask the monthly-paid staff to account for their effort.)  The thinking is that if there is a significant (and quantifiable) amount of uncompensated work being done, we should look at adjusting staffing levels to accommodate the need.  This is in the early stages so we don’t have any hard data to look at yet, but we believe that this will give us real information to analyze and ultimately to use to support staffing/budgeting decisions.


Heather Maddox White
Director, Fiscal & Administrative Affairs
University of Alabama at Birmingham
205.975.0250 Phone | 205.975.2855 Fax |



Regardless of the category of staff (everywhere I’ve been have been pretty much as Heather and Dennis describe) the philosophy I bring is not based on time on campus but is the task completed so I foster the idea among mgrs. and staff that if they need “time “ to do things as Dennis describes just let folk know where you going to be but take it…. AS LONG AS TASK are being completed, eg. projects done on time, clients satisfied…etc. Build this kind of a trusting relationship…and staff tend to stay longer....


Dr. Robert Paterson

Vice President – Information Technology, Planning and Research

Molloy College

Rockville Centre, NY