As a manager, it is important that you know where to find information about the fundamental elements of Duke's total compensation package. These resources will prepare you to conduct proactive conversations with your staff, as well as answer questions and correct misperceptions. We've pulled together some key questions around compensation, along with links to resources where you can find more detailed information so you'll know where to go when you need to quickly get the facts.
If you have a question these resources cannot help you answer, need assistance in analyzing a pay issue, or just want to compare notes, you can always talk with your department or entity Human Resources representative.
When determining a starting salary, the following factors will be considered, both in terms of the candidate and the relationship to existing incumbents: relevant work experience, applicable knowledge (including relevant educational degrees), skills and abilities, and performance history. All decisions must fit within budgetary constraints and be made without regard to an individual's age, color, disability, gender, gender expression, gender identity, genetic information, national origin, race, religion, sex, sexual orientation, or veteran status.
- The Performance Management page on the HR website has helpful information on determining pay and managing performance. For additional information for DUHS managers on setting salaries, including guidelines for internal transfers, select About Pay.
- In addition to base pay, all hourly-paid staff are eligible for shift differentials, on-call pay, and other pay premiums.
It is important to remember that salary is determined by a number of factors (see above). Information about Duke's pay structure is available on the HR web site to any employee with a NetID. Duke University has a traditional pay structure, with each job being assigned to a range with a minimum, midpoint, and maximum. DUHS has a pay structure with very broad bands (i.e., the maximum is normally double the minimum of the band). In order to provide some more guidance within each broad band, there are three market targets with corresponding pay ranges (known as ranges of competitiveness). Each job classification is assigned to a particular market target (and corresponding range of competitiveness), which represents the range of pay our competitive market typically provides for that job.
The Pay Administration page on the HR website has helpful information on pay schedules, job descriptions, and pay policies. For a detailed explanation of the DUHS pay structure, select Pay Administration Resource Guide. For a listing of all Duke jobs and pay ranges, select Job Classifications and Pay Ranges.
Duke administers compensation policies and programs that provide pay that is both externally competitive and internally equitable. Being "market competitive" means that we do not want to pay significantly less than our competitors (lag the market), nor do we want to pay significantly more (lead the market). We want to pay a competitive rate that will allow Duke to successfully attract and retain talented staff. To make sure we remain competitive, the HR/Rewards and Recognition department evaluates local, regional and national markets, focusing on academic and health system competitors of a similar size/scope to our organization. That market data, supported by statistics and feedback collected from within Duke is used to determine the market target for each job.
For more information on how we determine the value of a job, contact your department or entity Human Resources representative.