For NYU to achieve its mission of knowledge creation and distribution, it needs outstanding professionals dedicated to moving the University forward as one of the finest global research institutions in the world and a model of higher education for many years to come. To attract, retain, and motivate these high-quality employees, NYU needs to give them the opportunities and challenges to grow the breadth and depth of their skills at NYU, and be rewarded appropriately for their contributions to NYU’s success.
Many higher education institutions are using a type of compensation structure called “Bands” to address the expanding need to provide their employees greater opportunities to grow in their career. This way, they can attract and retain first-class employees.
Employees need the flexibility to move across the University to take on new experiences so they can develop their skills. Bands provide this simpler, more flexible structure, which contributes to an environment where personal and career growth can take place without concern over level.
Bands allow you to focus on career growth and developing your skills—in fact, it should be easier to move between jobs so you can take on new challenges and expand your contributions to the University. They also allow for a broader range of options to consider when planning professional growth and skill development.
With Bands, jobs are organized into larger groups based on level of responsibility. The jobs in each group share certain key characteristics, including:
• Scope—the job’s breadth of responsibilities;
• Reporting relationship—the level of management that the job reports to;
• Required skills—the job’s complexity, degree of specialization, and the necessary education or equivalent experience; and
• Accountability and institutional impact—the degree to which this job bears ultimate responsibility.
While jobs within a band are related across these key characteristics, there are varying degrees of scope and accountability within each band, which creates multiple levels. This allows a more flexible framework for making decisions about employees’ career growth, job movement and skills development within a band.
Here’s a look at some of the advantages of Bands:
Within each band, jobs from any number of different functions are grouped together. When a job is posted, it may be from any of these different functions. Without grades, you’re less likely to focus on just the handful of jobs within your function that represent a grade increase. Instead, you can focus on the many more jobs (from any function) that build new skills or expose you to different areas of the business.
This new approach exposes you to jobs that enable you to acquire new and different skills. That type of growth in skills and responsibilities places the emphasis on broad-based personal growth, rather than vertical job movement (grade-to-grade increases).
With the more flexible structure that Bands provides, hierarchical barriers to teamwork are eliminated. The new structure allows for greater collaboration among peers on a variety of teams.
Level of responsibility is an important element in Bands. It influences Scope, Reporting Relationship and Accountability, which are all key factors in determining how a job is banded. So in your career development, you’re likely to focus on aspects of your current job (and potential new jobs) that increase your level of responsibility.
Our old grade structure was right for its time. But in today’s environment, grades can function as barriers that don’t allow us to achieve our organizational objectives—like the need for people to have a greater breadth of knowledge of our Global Network University, and to move between assignments and across job functions, whether in New York City or across the globe.
Our compensation structure consists of six bands for Administrative and Professional employees. Here’s a look at the Band structure and the broad roles that fall into each band.
|56 ||Officer, Associate Provost, Dean, VP, SVP |
|55||Director, Senior Director, Assistant/Associate Vice President, Assistant/Associate Dean|
|54||Senior Administrative and Professional/First-Level Manager|
|53||Mid-Level Administrative and Professional/First-Level Manager|
|52||Entry to Experienced Administrative and Professional First-Level Supervisor|
|51||Senior Non-Exempt/Non-Union Positions|
*Please note that while the titles above are meant to provide a general representation of the types of titles found at a given band level, title differences may exist across regions and specific global locations.
Each band has associated market rates based on job family or functional discipline—e.g., finance, technology. The scope and range of jobs in each band is so wide that setting salary ranges would offer no benefit. Instead of salary ranges, competitive market rates, which are much more accurate references for the value of a job, are used for individual positions. That means:
• The highest pay level in a band may be twice as high as the lowest pay level for that same band. So people in the same band may be paid differently based on the level and scope of responsibility of their specific job, as well as their own experience and performance...
• Market ranges from one band can overlap with another band. So a person in a lower band could be earning more than a person whose position is in a higher band...
• Two people in different types of jobs may be earning the same amount, even though they’re in different bands...
Your pay level within the band is primarily determined by the market value of that particular job, plus your experience and performance. Pay is continually reviewed through external market studies, which take into consideration geography, cost of labor and university peer institutions.
Note: The salary levels shown in the bands above are for illustrative purposes only and may not correspond with the actual bands.
With Bands, there are three types of career progression:
|Type of Career Progression||Description|
|Band-to-Band Promotion||Movement to a different job in a higher band|
|Within Band Growth||Movement to a different job in the same band|
|Role Enhancement||Adding significantly more responsibility within the same role|
For example, assume you’re a Budget Analyst in Band 52:
• A band-to-band promotion may be advancement to a Budget Manager in Band 53.
• Within band growth may be a move to a Finance Communication Manager in the same Band 52.
• Role enhancement may be advancement to a Budget Analyst II in the same Band 52.
Bands allow you to focus on meaningful ways of tracking your career development. Specifically, developing expertise and building experience through a variety of assignments—in addition to your overall performance and contribution to NYU—will determine the progress you make in your career. You’ll have opportunities to develop your skills, which may result in both lateral and hierarchical career growth.
Band-to-band promotions to new jobs in a different band represent a significant step in career growth. Since each band differs in its scope, reporting relationships, required skills, and accountability, when you move from one band to another, that move represents a significant promotion—and a significant increase in the contribution you can make to NYU.
Bands allow for greater growth within each band. You may progress through several jobs—and receive pay increases—within the same band. You and your manager may even be in the same band. Job changes may be lateral or across functions, depending on business needs and your career interests. Under the Band structure, the focus is on broad-based growth and development, which can happen by moving on to new functions or new jobs—even within the same band.
The degree to which a particular job bears ultimate responsibility—either for work results or for the performance of others. Accountability is one of the characteristics that determine which band a job is placed in.
A structure that places each NYU job within one of six groups. The jobs in each group share certain key characteristics. Bands are a simplified job structure that supports a flatter organization and reduces barriers between functions and people. NYU Bands range from 51 to 56.
Events in which you take on a new job that provides the opportunity to make greater contributions to the University’s success. In Bands, a promotion can occur when you move from a job in one band into a job in a higher-level band.
An individual’s growth—whether it’s in terms of skills, experience, knowledge, or other attributes—which leads to greater professional opportunities.
Movement from one function to another within the organization. Career mobility can help you gain the type of experience, skills, or knowledge to progress in your career. The movement can be cross-functional (from one area of the business to another), or it can be to another job in the same area where new experience, skills, or knowledge can be gained.
An ongoing process of developing the skills, knowledge and overall ability to make greater contributions to the University’s success. Continued development assists you in your efforts to advance your career by providing opportunities to take on roles with greater responsibility. Bands support personal growth because they make it easier for you to consider jobs that would build (or strengthen) a broad base of skills and knowledge.
Refers to specific job function and related content expertise (e.g., technology, marketing, human resources, development).
The process through which a position is analyzed by Compensation to determine the most appropriate band.
A grouping of the major functions across the University. Job families form the basis for determining market reference ranges and setting the value for a given position. There are 16 job families, including:
|C||Non-Exempt Sciences Support|
|D||Academic Program Support|
|F||Finance/Real Estate/Procurement/Grant Management|
|G||General Office Administration|
|I||Campus/Auxiliary/Transportation, Facilities, Public Safety|
|K||Development/Sponsored Research/Grant Writing|
|M||Marketing, Advertising, Public Relations, Media, Video, Audio|
|O||Other Non-Exempt Support, N.E.C.|
The breadth and depth of responsibilities associated with a given position in the University. Job scope is one of the characteristics that determine which band a job is placed in.
The levels within an organization that place employees into a hierarchy. This hierarchy influences reporting relationships, teamwork, lines of communication, and almost every other aspect of the way the University’s employees work with one another.
Guidelines that set the University’s pay levels in line with what similar institutions pay for similar jobs. Market competitiveness relates to one of NYU’s compensation principles.
The process through which the University analyzes pay for similar positions within peer organizations.
The complexity of a particular job and the degree of specialization that the person in the job must be able to demonstrate in day-to-day work. Required skills are one of the characteristics that determine which band a job is placed in.
The process through which employees either acquire new competencies or strengthen existing ones. Skill-building is one of the most effective ways for employees to further their careers, because a broader base of skills puts employees in a position to take on a broader range of job openings. Bands support skill-building because they encourage employees to consider new jobs that would help them develop a broader range of skills.