Compensation for Academic Faculty

Compensation information relevant to academic faculty

  • Additional Compensation

    2,550: Types of Contract Arrangements for Faculty

    2,695: Additional Compensation, Supplemental Pay, and Overloads

    Shadow Base Salary

    Shadow salary is a salary record that is maintained by Human Resources in Workday when a "B" contract faculty member assumes an "A" contract or an “A” contract assumes additional duties. The shadow salary is adjusted for each salary increase (usually merit and COLA) so that if the faculty member returns to a "B" contract, the salary amount has been maintained and the conversion is easily accomplished. This shadow base salary will be the salary to which the faculty member returns when the additional duties are removed.

    Academic Overload

    In special cases, the dean or director may grant special permission for an "A" or "B" contract academic faculty member to teach and receive additional compensation during the contract year for one additional course per semester either in the faculty member's home department or another academic department including Continuing Education/Extended Studies.

    The maximum pay rate on non-contract days is the daily rate equal to the base salary divided by the number of contract days (usually 168-169).

  • Cost of Living Adjustments

    The amount and date of COLA is 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 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 allocate different amounts based on employee type or implement 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)
    History of Cost of Living Adjustments
    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
  • Placement into Rank

    2,518: Starting Salary

    Salary schedules for 9-month ("B" contract) and 12-month ("A" contract) academic faculty include four ranks at Instructor, Assistant Professor, Associate Professor and Professor. New hires typically start at the Instructor or Assistant Professor rank. However, if a search advertises for and receives applicants qualified for higher ranks the new hire may be placed into the higher rank. Tenure upon hire is only awarded with approval by the Board of Regents.

    A separate Executive Salary Schedule is established by NSHE for Dean and above administrators.

  • Merit

    2,718: Merit Salary Increases

    Merit has not been supported by the state legislature since 2014. 

  • Promotion
  • Salary Assessment & Adjustment

    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.

  • Salary Setting Guidelines for New Faculty

    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.