While salary decisions are still made yearly, the job discussions, priority - setting, and employee feedback that inform them take place in real time.
Be open and honest about why and
how salary decisions are made so everyone can see if they're being reasonable in expecting to be paid more.
This would need to be in the interview stages and compensation process, by training managers and
salary decision makers to understand unconscious bias.
In many instances, districts
make salary decisions while a completely separate state agency handles pensions.
How Late - Career Raises Drive Teacher - Pension Debt
Teacher salary decisions are often made with little connection to the pension obligations they entail.
As you may recall, in a 5 - 4 decision back in 2007, the Supreme Court ruled that Ledbetter's claim against her employer for paying her less than her male counterparts because of her gender was time barred because her present lower pay arose out
of salary decisions made years earlier, well outside of the 180 - day statute of limitations for discriminatory employment practices under Title VII of the Civil Rights Act.
Nineteen years is an awfully long time to wait to challenge even a series of pay decisions — and Alito and the majority apparently do not believe that employers should face unlimited liability for
past salary decisions that may reach back many years, or even decades.
Ultimately, the employer will make hiring, firing, and
salary decisions based on whatever criteria are used in that particular «real world.»
The authors make several recommendations: First, the relationship between late - career salary raises and pension costs needs to be clearly communicated before district leaders make
salary decisions.
The American Statistical Association has stated the VAM style growth scores, similar to the one forced on local schools by NYS, is not a valid measure of teacher effectiveness and should not be used for employment or
salary decisions.
They are the ones who literally hire and fire teachers and make
salary decisions.
Standards or at least a rationale in place for making
salary decisions that everyone understands and has agreed to is a necessity.
Writing for the majority of five justices, Justice Alito reasoned that the prohibited discriminatory act occurred at the time that
the salary decisions were made, and not at the time years later when the cumulative impacts were realized.
The 11th Circuit reversed on appeal, arguing that the bulk of her claim reached back to
salary decisions made years earlier, well outside of the 180 - day limit for raising claims of discriminatory employment practices under Title VII of the Civil Rights Act.