netrashetty
Netra Shetty
Qwest Communications International, Inc. (pronounced like "quest", pronounced /ˈkwɛst/) (NYSE: Q) is a large telecommunications carrier. Qwest provides local service in 14 western U.S. states: Arizona, Colorado, Idaho, Iowa, Minnesota, Montana, Nebraska, New Mexico, North Dakota, Oregon, South Dakota, Utah, Washington, and Wyoming.
Qwest provides voice, backbone data services, and digital television in some areas. It operates in three segments: Wireline Services, Wireless Services, and Other Services. The Wireline Services segment provides local voice, long distance voice, and data and Internet (DSL) services to consumers, businesses, and wholesale customers, as well as access services to wholesale customers. The Wireless Services segment is achieved by a partnership with Verizon Wireless. Qwest also partners with DirecTV to provide digital television service to its customers. In Phoenix, Denver, Salt Lake City, Boise, and Omaha, Qwest offers Qwest Choice TV. The Other Services segment primarily involves the sublease of real estate assets, such as space in office buildings, warehouses, and other properties.
Qwest Communications also provides long-distance services and broadband data, as well as voice and video communications globally. The company sells its products and services to small businesses, governmental entities, and public and private educational institutions through various channels, including direct-sales marketing, telemarketing, arrangements with third-party agents, company’s Web site, and partnership relations. As of September 13, 2005, Qwest had 98 retail stores in 14 states. Qwest Communications is headquartered in Denver, Colorado at 1801
The framework outlined in this guide is designed to address the components an
agency should typically include in their Agency Salary Administration Plan. Each of
the plan’s components outlines issues to be considered as agencies develop their
internal salary administration policies, and potential options regarding the agency’s
internal approval process. Each agency should decide the level of approval needed for
various salary administration decisions.
All agencies are required to develop an Agency Salary Administration Plan
that addresses their salary administration policies for the new pay practices outlined in
the Compensation Management System.
EFFECTIVE DATE
An Effective Date should be clearly designated in the agency’s Salary
Administration Plan. The Effective Date for initial implementation will be September
25, 2000, and thereafter would reflect the date the plan is changed or modified.
Once an Agency Salary Administration Plan has been developed, there
should be an on-going review of its continued applicability to the agency’s mission and
organizational needs. The Agency Salary Administration Plan will need to be revised
when legislation approved by the General Assembly impacts parts of the plan. The
following are several review options available to agencies:
• The Agency Salary Administration Plan may be effective until the agency decides
to make a change/revision based on changing organizational needs.
• The Agency Salary Administration Plan may be reviewed and revised on a
scheduled basis (i.e., fiscal year review, reviewed in conjunction with the agency’s
strategic plan, etc.)
• The Agency Salary Administration Plan may be revised to conform with any
legislation approved by the General Assembly that may impact parts of the plan.
AGENCY SALARY ADMINISTRATION PHILOSOPHY AND POLICIES
The Commonwealth’s Compensation Philosophy is to pay employees in a
manner sufficient to support and develop a high performance workforce that provides
quality service in a fiscally responsible manner to the citizens of Virginia. The
Commonwealth’s Compensation Philosophy should be the foundation used by
agencies in the development of their individual Salary Administration Philosophy.
A Salary Administration Philosophy is a formal statement of the basic goals
and values that will guide the design, implementation and administration of the agency’s
compensation program. The Salary Administration Philosophy ensures that all
compensation decisions are consistent with the agency’s mission, goals, business
objectives and culture. Therefore, it is important that agencies take into consideration
December 2000
their unique organizational needs when developing their Salary Administration
Philosophy:
Identify recruitment markets and level of market competitiveness:
Where possible agencies should determine the applicable recruitment
markets (e.g. local, regional, and national) for all jobs. DHRM can assist with this
process. Identification of different recruitment markets will assist in determining
market competitiveness for agency jobs. To determine their desired level of
competitiveness of their compensation program, agencies may want to identify
certain segments of their workforce that have the most significant impact on the
agency’s mission and services. Some options and considerations in identifying
recruitment markets and level of market competitiveness are listed below:
Ø Identify different groupings of similar jobs (e.g. senior administrative staff,
department directors, licensed professionals, clerical, etc.).
Ø Define the typical recruitment markets for each of these job groupings.
Ø Determine the agency’s market position relative to each of these defined
recruitment markets.
Ø Designate the general approach of how the agency will position itself in
relation to the market.
Ø Identify specific high impact jobs (operationally critical) where salary dollars
should be targeted.
Ø Emphasize total compensation (base pay and benefits) rather than strictly
base pay.
Internal Considerations:
Agencies should consider a number of internal factors that demonstrate the
range of flexibility they have in developing their Salary Administration
Philosophy:
Ø Duties and responsibilities:
• compensating the employee based on the predominant or usual duties or
• paying the employee for the highest level of skills and abilities or
• determining internal salary rates using performance, behavioral
competencies and technical expertise
Ø Agency Distribution of Increases:
• granting the highest pay increases to those who contribute most to
meeting agency goals or
• ensuring that employees at all levels of the organization participate
equitably
Ø Bonus Payment Decisions:
• administered centrally or
December 2000
•
delegated to individual agency managers
Ø Pay Administration:
• using established rules and controls with little management discretion in
pay determinations or
• providing management with tools that will allow for flexibility in making pay
decisions
Ø Human Resource Responsibility:
• control or
• consulting or
• shared ownership
Ø Administrative Responsibility:
• centralized human resources oversight (equity balance) or
• decentralized management accountability for pay decisions
Attendance (Tardiness and Absence)
Attendance and punctuality are important to the university. Every employee is expected to work when scheduled and to arrive on time. The effectiveness of every work group depends on people working together and coordinating their efforts.
Tardiness. You should always notify your supervisor if you anticipate being late to work or absent. However, there are times when unforeseen circumstances occur. If you expect to be late, you are required to call your supervisor. Be sure to contact your supervisor when you arrive at work.
Absence. As soon as you know you must be absent from work, you must notify your supervisor. Employees absent without previous permission or without notifying their supervisors are subject to disciplinary action, including termination. (HR 107)
Overtime
If you are classified as non-exempt, you will be paid overtime at one and onehalf times your normal rate for all hours you work over the normal 40 hours in a workweek, or in excess of the approved standard for police and certain hospital employees. Departments that have approval may give employees compensatory time off in lieu of immediate overtime pay, at a rate of one and one-half hours for each overtime hour worked. (HR 211, 215)
Shift Differential
All non-exempt employees who work a shift other than the normal daytime shift will be paid a premium hourly amount (shift differential) in addition to their regular pay.
The evening shift is one that regularly starts on or after 2 p.m. but before 10 p.m. The night shift is one that regularly starts on or after 10 p.m. but before 4 a.m. Shift differentials shall be paid only to those employees who work at least a full eight-hour shift. Exception: An employee called in for the remainder of a shift will be paid applicable shift differential. Shift differentials shall be included in determining overtime compensation. (HR 213)
Rest Periods
Whenever possible, you will be provided with two 15-minutes rest periods each day. The number of rest breaks you may receive depends on the nature and scheduling of the work you are doing. Your department supervisor will schedule appropriate times when rest periods may be taken
Qwest provides voice, backbone data services, and digital television in some areas. It operates in three segments: Wireline Services, Wireless Services, and Other Services. The Wireline Services segment provides local voice, long distance voice, and data and Internet (DSL) services to consumers, businesses, and wholesale customers, as well as access services to wholesale customers. The Wireless Services segment is achieved by a partnership with Verizon Wireless. Qwest also partners with DirecTV to provide digital television service to its customers. In Phoenix, Denver, Salt Lake City, Boise, and Omaha, Qwest offers Qwest Choice TV. The Other Services segment primarily involves the sublease of real estate assets, such as space in office buildings, warehouses, and other properties.
Qwest Communications also provides long-distance services and broadband data, as well as voice and video communications globally. The company sells its products and services to small businesses, governmental entities, and public and private educational institutions through various channels, including direct-sales marketing, telemarketing, arrangements with third-party agents, company’s Web site, and partnership relations. As of September 13, 2005, Qwest had 98 retail stores in 14 states. Qwest Communications is headquartered in Denver, Colorado at 1801
The framework outlined in this guide is designed to address the components an
agency should typically include in their Agency Salary Administration Plan. Each of
the plan’s components outlines issues to be considered as agencies develop their
internal salary administration policies, and potential options regarding the agency’s
internal approval process. Each agency should decide the level of approval needed for
various salary administration decisions.
All agencies are required to develop an Agency Salary Administration Plan
that addresses their salary administration policies for the new pay practices outlined in
the Compensation Management System.
EFFECTIVE DATE
An Effective Date should be clearly designated in the agency’s Salary
Administration Plan. The Effective Date for initial implementation will be September
25, 2000, and thereafter would reflect the date the plan is changed or modified.
Once an Agency Salary Administration Plan has been developed, there
should be an on-going review of its continued applicability to the agency’s mission and
organizational needs. The Agency Salary Administration Plan will need to be revised
when legislation approved by the General Assembly impacts parts of the plan. The
following are several review options available to agencies:
• The Agency Salary Administration Plan may be effective until the agency decides
to make a change/revision based on changing organizational needs.
• The Agency Salary Administration Plan may be reviewed and revised on a
scheduled basis (i.e., fiscal year review, reviewed in conjunction with the agency’s
strategic plan, etc.)
• The Agency Salary Administration Plan may be revised to conform with any
legislation approved by the General Assembly that may impact parts of the plan.
AGENCY SALARY ADMINISTRATION PHILOSOPHY AND POLICIES
The Commonwealth’s Compensation Philosophy is to pay employees in a
manner sufficient to support and develop a high performance workforce that provides
quality service in a fiscally responsible manner to the citizens of Virginia. The
Commonwealth’s Compensation Philosophy should be the foundation used by
agencies in the development of their individual Salary Administration Philosophy.
A Salary Administration Philosophy is a formal statement of the basic goals
and values that will guide the design, implementation and administration of the agency’s
compensation program. The Salary Administration Philosophy ensures that all
compensation decisions are consistent with the agency’s mission, goals, business
objectives and culture. Therefore, it is important that agencies take into consideration
December 2000
their unique organizational needs when developing their Salary Administration
Philosophy:
Identify recruitment markets and level of market competitiveness:
Where possible agencies should determine the applicable recruitment
markets (e.g. local, regional, and national) for all jobs. DHRM can assist with this
process. Identification of different recruitment markets will assist in determining
market competitiveness for agency jobs. To determine their desired level of
competitiveness of their compensation program, agencies may want to identify
certain segments of their workforce that have the most significant impact on the
agency’s mission and services. Some options and considerations in identifying
recruitment markets and level of market competitiveness are listed below:
Ø Identify different groupings of similar jobs (e.g. senior administrative staff,
department directors, licensed professionals, clerical, etc.).
Ø Define the typical recruitment markets for each of these job groupings.
Ø Determine the agency’s market position relative to each of these defined
recruitment markets.
Ø Designate the general approach of how the agency will position itself in
relation to the market.
Ø Identify specific high impact jobs (operationally critical) where salary dollars
should be targeted.
Ø Emphasize total compensation (base pay and benefits) rather than strictly
base pay.
Internal Considerations:
Agencies should consider a number of internal factors that demonstrate the
range of flexibility they have in developing their Salary Administration
Philosophy:
Ø Duties and responsibilities:
• compensating the employee based on the predominant or usual duties or
• paying the employee for the highest level of skills and abilities or
• determining internal salary rates using performance, behavioral
competencies and technical expertise
Ø Agency Distribution of Increases:
• granting the highest pay increases to those who contribute most to
meeting agency goals or
• ensuring that employees at all levels of the organization participate
equitably
Ø Bonus Payment Decisions:
• administered centrally or
December 2000
•
delegated to individual agency managers
Ø Pay Administration:
• using established rules and controls with little management discretion in
pay determinations or
• providing management with tools that will allow for flexibility in making pay
decisions
Ø Human Resource Responsibility:
• control or
• consulting or
• shared ownership
Ø Administrative Responsibility:
• centralized human resources oversight (equity balance) or
• decentralized management accountability for pay decisions
Attendance (Tardiness and Absence)
Attendance and punctuality are important to the university. Every employee is expected to work when scheduled and to arrive on time. The effectiveness of every work group depends on people working together and coordinating their efforts.
Tardiness. You should always notify your supervisor if you anticipate being late to work or absent. However, there are times when unforeseen circumstances occur. If you expect to be late, you are required to call your supervisor. Be sure to contact your supervisor when you arrive at work.
Absence. As soon as you know you must be absent from work, you must notify your supervisor. Employees absent without previous permission or without notifying their supervisors are subject to disciplinary action, including termination. (HR 107)
Overtime
If you are classified as non-exempt, you will be paid overtime at one and onehalf times your normal rate for all hours you work over the normal 40 hours in a workweek, or in excess of the approved standard for police and certain hospital employees. Departments that have approval may give employees compensatory time off in lieu of immediate overtime pay, at a rate of one and one-half hours for each overtime hour worked. (HR 211, 215)
Shift Differential
All non-exempt employees who work a shift other than the normal daytime shift will be paid a premium hourly amount (shift differential) in addition to their regular pay.
The evening shift is one that regularly starts on or after 2 p.m. but before 10 p.m. The night shift is one that regularly starts on or after 10 p.m. but before 4 a.m. Shift differentials shall be paid only to those employees who work at least a full eight-hour shift. Exception: An employee called in for the remainder of a shift will be paid applicable shift differential. Shift differentials shall be included in determining overtime compensation. (HR 213)
Rest Periods
Whenever possible, you will be provided with two 15-minutes rest periods each day. The number of rest breaks you may receive depends on the nature and scheduling of the work you are doing. Your department supervisor will schedule appropriate times when rest periods may be taken
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