Policy 2.2.24: Compensation

Effective Date: January 1, 2003
Revised: January 1, 2010
Responsibility: Vice-President, People and Culture

STATEMENT

It is the policy of the CBC/Radio-Canada to provide its employees with fair and equitable compensation for work performed.

APPLICATION

Applies to all CBC/Radio-Canada employees. The governing policies and procedures for unionized employees are found in the applicable collective agreements.

DESCRIPTION

The Corporation recognizes that a fair and equitable compensation program is important in attracting and retaining individuals with skills and abilities required to carry out its objectives. The compensation program, which reflects internal equity, external competitiveness and individual performance, is designed to include an appropriate balance of cash compensation, a wide range of benefits and paid time off. The Corporation is committed to the principles of pay equity.

The Corporation follows established procedures to review salaries on a periodic basis, and upon promotion, reclassification or transfer, including provisions to address unusual circumstances in which discretionary salary adjustments may be authorized.

CBC/Radio-Canada also provides allowances such as those to employees who work in isolated locations and foreign postings to enable them to meet extra expenses normally incurred as a result of living in these locations.

RESPONSIBILITY

The Vice-President of People and Culture is accountable for the establishment of compensation principles and developing compensation policies. National Compensation is responsible for the interpretation of the policy and Human Resources Directors and Managers are responsible for its application, as well as all CBC/Radio-Canada Managers.

Managers should seek guidance from Human Resources representatives in dealing with unusual situations. Managers must not make commitments that deviate from compensation policies before an appropriate review process has occurred and the required approval has been received.

REFERENCES

HISTORY

Replaces previous Human Resources Policies:

  • Departure no. 2.2.12
  • Compensation no. 3.0
  • MS Job Evaluation no. 3.1
  • Extra Compensation no. 3.2
  • Salary on promotion, reclass and transfer no. 3.3
  • Discretionary Salary Adjustments no. 3.4
  • MS Salary Review no. 3.5
  • Controlled Salary no. 3.6
  • Above scale salary no. 3.7
  • Allowances and Expenses – Isolated Locations no. 9.3
  • Allowances – Foreign Locations no. 9.4
  • Special Meal Allowances no. 9.7
  • and functional Corporate policy: HR-1 Management of overtime

PROCEDURES ON COMPENSATION POLICY 2.2.4:

GENERAL PRINCIPLES

  1. All employees are normally paid within the established salary range for the job they are performing. Under certain circumstances, however, individual salary rates above the range may be considered.
  2. Most employees are eligible to receive compensation for hours worked beyond the normal workday and/or workweek. They may also be eligible to receive compensation resulting from the manner in which they were scheduled or assigned to work. The types of payments, their amounts, and the terms and conditions under which they may be earned are described below, in relevant collective agreements, and/or the Canada Labour Code.
  3. When employees accept additional duties and responsibilities for defined periods of time, demonstrate excellence in the performance of their duties or possess exceptional abilities and qualifications for their role, it is the CBC/Radio-Canada's practice to recognize and reward them.

INTERNAL RELATIVITY AND EQUITY

CBC/Radio-Canada maintains systems to ensure that the relative value of all jobs, roles and functions are correctly ranked in relation to one another in an equitable, gender neutral, consistent and effective manner, and properly recognize those aspects of work which are valued by CBC/Radio-Canada.

MANAGEMENT, APS AND CONFIDENTIAL JOBS

The job evaluation plan used for Management, APS and Confidential jobs is the "Decision Band Method". Also called DBMTM. This method is based on six broad decision bands in support of the Corporation’s objective of broadening jobs to reflect its work organization.

UNIONIZED JOBS

For unionized jobs, where applicable, job evaluation is the method used to determine fair and equitable relationships among jobs at CBC/Radio-Canada. Each job is evaluated on the basis of objective criteria as determined within each of the applicable plans.

SALARY DETERMINATION


EXTERNAL COMPETITIVENESS

In order to establish and/or verify the competitive position of its salary ranges, CBC/Radio-Canada regularly participates in external surveys and acquires other available data. From time to time, CBC/Radio-Canada will conduct its own surveys, particularly if data required for specific purposes are not available through the normal sources.

MANAGEMENT, APS AND CONFIDENTIAL SALARY DETERMINATION AND REVIEW

  1. CBC/Radio-Canada's compensation philosophy for Management, APS and Confidential employees is designed to help the Corporation fulfill its mandate. Its objectives are to:
    • help the Corporation retain and attract the people required to fulfill its mandate;
    • help all employees focus on the results and behaviors needed for the Corporation to succeed;
    • promote a sense of shared accountability for the success of the Corporation.
  2. Its guiding principles include:
    • line management ownership;
    • flexibility;
    • compensation opportunities reflecting contribution; and;
    • compensation opportunities, which are generally, market competitive.
  3. It is linked to Performance Management:

    The compensation program is designed to support the performance management process. Performance management focuses on defining mutual expectations, getting feedback, and adjusting performance towards continuous improvement. More flexible compensation provides an opportunity (within a predefined budget) to recognize growth in performance and contribution. Overall performance over time will be one of the factors influencing compensation levels and it will be considered along with other factors including growth in skills and competencies, contribution to the team, demonstrating values important to the Corporation, etc.
  4. Pay Bands

    The Management, APS and Confidential compensation system uses pay bands. The Pay Bands are a tool for managing individual salaries and represents the range of salary opportunities available for jobs evaluated at a given band. They are intended to provide the ability to recognize differences in individual contribution within a competitive framework that reflects both the external market value and internal value of jobs (through the job evaluation process).

    Pay bands are reviewed periodically against the market to determine if an adjustment is needed to maintain CBC/Radio Canada's relative competitiveness. As to base salary, it will be reviewed by managers once a year at a common salary review date to determine whether a salary increase and/or lump sum award is appropriate.
  5. New Hires

    Initial positioning of a new hire in the salary band is a function of the qualifications and experience the individual brings to the role and the anticipated contribution in the role. An individual who has the basic qualifications but has not performed in a similar role before should normally be hired in the Entry zone or the bottom of the Reference zone.

    In some cases, an incumbent who is being hired for specific expertise and/or experience may require a higher positioning within the salary band. Naturally, the relationship with current staff and their level of contribution is an important consideration. A Human Resources representative can provide guidance in this respect.

    Hiring a new employee into the Reference Plus zone requires the approval of the Media or Function Vice-President, on the advice of their respective Network/Corporate Human Resources Director, and in some cases the approval of the Vice-President of People and Culture.
  6. Higher Band

    When an employee is promoted to a job in a higher pay band, the salary position should be reviewed relative to the band (i.e. what zone it falls in) and relative to others in the same pay band. Normally the salary of an incumbent who is new in a role should be positioned in the Entry zone or at the beginning of the Reference zone.

    Other considerations are the length of time it is expected to take the incumbent to fulfill all the requirements of the job, the contribution relative to others in the same band and the salaries of any new subordinates.

    On this basis, salary increases reflecting promotions to a higher pay band can be made up to 10% of current salary. Increase recommendations of more than 10% require the approval of the Media/Function Vice-Presidents, on the advice of their respective Human Resources Directors and in some cases the approval of the Vice-President of People and Culture. (Refer to the Accountability for the Management of Human Resources Handbook
  7. Same band

    Job changes within the same band may not warrant any change in salary. However, circumstances may present themselves where the move is at the department’s request and provides opportunities to broaden and enhance the employee’s required skills, and where a salary increase may be appropriate. Again, the major considerations are the current positioning within the band, the anticipated contribution in the new role, and the relativity with the salaries, experience and contribution of other employees in similar roles.
  8. Lower band

    An employee who moves to a job in a lower salary band should be appropriately positioned in the band over a period of time. Normally this will be accomplished through curtailing base salary increases. Cases of this nature should be reviewed with a designated Human Resources representative.
  9. Other Situations

    Normally, the pay bands used by the Corporation should enable compensating employees competitively (using base pay and lump sums), and with appropriate internal relativity.

    Occasionally a special market situation, which is short term in nature, or a specific term assignment, may occur, and can effectively be addressed through an additional periodic payment over a limited period. Such arrangements must have the approval the Media/Function Vice-President, on the advice of their respective Network/Corporate Human Resources Director and, in certain cases, that of the Vice President, People and Culture. (Refer to the Accountability for the Management of Human Resources Handbook.)


CONFIDENTIAL STAFF

Overtime accumulated during regular work week shall be paid or banked at the basic hourly rate for all work performed between 36 ¼ and 40 hours per week and at 1 ½ times for all work performed in excess of 40 hours per week.

Work performed on a First scheduled Day Off or on a Legal Holiday shall be paid or banked at 1 ½ times for all hours’ worked with a minimum of 7.25 hours. Similarly, work performed on a Second scheduled Day Off shall be paid or banked at double time for all hours’ worked with a minimum of 7.25 hours. For work performed on a Declared Holiday, all hours worked shall be paid or banked at straight time with a minimum of 7.25 hours.

In rare circumstances for work performed between the hours of 00:00 and 07:00, a 15% night differential premium will be paid.

BARGAINING UNITS’ SALARY DETERMINATION AND REVIEW

Compensation rules and guidelines are set out in the appropriate collective agreements.

OTHER CONSIDERATIONS (ALL GROUPS)

  1. Effective dates for promotion, reclassification and salary adjustment are designated as either the date that the employee is assigned to commence duties in the new or reclassified position or, if promoted to another location, the day following the last day of work at the releasing location.
  2. Temporary Assignments:
    a) For temporary assignments within affiliation, the anniversary date will be the same as for the employee's basic position. In cases where the employee has reached the top of their scale on their basic position, the anniversary date for the temporary assignment will be the month of the assignment to the temporary duties. When a temporary assignment is made permanent with no break in service, the anniversary date is adjusted back to the original date of the temporary assignment to allow for total continuous service in that level, unless the employee has already received an anniversary increase in the temporary assignment.
    b) Broken periods of temporary assignments (minimum of six (6) continuous months) may be considered when calculating the promotional formula at the time of a promotion to the same level as previously temporarily assigned. An extra step on the promotional formula may be awarded. The anniversary date will be recognized in the month of the promotion.
    c) For temporary assignments between affiliations, a separate anniversary date is given for the temporary assignment, effective the date of the assignment.
    d) The minimum qualifying period for temporary assignment is 1 full day.
  3. Transfer between affiliations:

    Salary rates on transfer between affiliations will be determined on the same basis as for hiring a new employee, i.e., the minimum rate for the job classification will apply except where experience and qualifications warrant a higher rate. The anniversary date will be recognized within the month of the appointment.
  4. Management of Overtime
    a) Overtime is authorized time worked by an employee in excess of the standard daily or weekly hours of work, and for which the employee may be entitled to compensation pursuant to the provisions of a collective agreement, the Canada Labour Code or CBC/Radio-Canada’s compensation practices.
    b) Overtime is to be authorized only when management is satisfied that doing the work or providing the service is essential, and that overtime is the most appropriate way of doing the required work or providing the necessary service. Overtime is to be authorized in accordance with the provisions of collective agreements and the terms and conditions governing non-affiliated employees.
    c) Compensation for overtime is generally provided only when the overtime work is authorized in advance by management, or is worked in accordance with standard operating instructions.
    d) This section covers all CBC/Radio-Canada employees. The terms of the collective agreements control entitlements within this policy.

    Note: Overtime costs will be charged to the budget authority requesting the work or service. In general, Plant/Service Managers will be responsible for scheduled overtime, and Producers/Users will be accountable for unscheduled overtime.

    Authority for the authorization and management of overtime must be clearly delegated. Those with delegated authority will be accountable for compliance with management directives and for the cost-effective use of overtime under their control.
  5. Change of Employee Type:

    Salary rates in moving from temporary to regular employee type will be determined by following the hiring procedures, i.e., the salary step will be based on experience and qualifications. If the salary is increased upon change of employee type, it will result in a new anniversary date.
  6. Controlled Salary (Red Circle):
    a) Controlled Salary occurs when an employee’s position level has changed as a result of limited performance due to illness or accident, or when an employee's position is reclassified to a lower grouping in the course of an organizational or technological change. (Note: Controlled Salary is not applicable to Management and APS Group. Refer to Management and APS Salary Determination – Lower Band).
    b) Managers should fully document controlled salary treatment, submit each recommendation for authorization in accordance with the prescribed Delegation of Authority and advise the employee in writing of the conditions of the new status.
    c) There are three main categories of Controlled Salary:
    1. Red Circle – Frozen Salary When an employee's performance becomes limited due to serious illness or accident, that employee may be moved to a lower level position without loss of pay. The salary is frozen and during the time that the salary remains above the scale for the position occupied, the employee is not eligible for any increase. Such action is processed as a demotion, although without loss of salary. (In some instances collective agreements provide for lump sum payments.)
    2. Red Circle – Frozen Maximum When a position is reclassified to a lower grouping due to re-evaluation of the job or when an employee is assigned duties of a more junior nature due to organizational change, the employee maintains the eligibility for salary progression, up to an identified maximum dollar value equal to the top of the salary range for the group level in which the employee was classified prior to the action. The employee is then placed on the new salary scale, while retaining his/her current salary and anniversary date. The employee will remain eligible for any form of salary increase (or portion thereof), until the salary reaches the identified maximum. For the purpose of anniversary salary progression, the increment will be equal to that in the employee's former group as published at the time of the action. When the salary reaches the identified maximum value, the salary rate becomes Red Circle - Frozen Salary.
    3. Red Circle – Technological Change When an employee is reassigned to a position with a lower salary range due to technological change, the employee's salary is identified as Red Circle -- Technological Change. Even though the employee now occupies a position in either a lower group or with a lower salary range, the employee's salary rate and range remain the same as before the reassignment. The employee's salary will be adjusted automatically following salary scale increases. (Refer to the appropriate collective agreements for technological change provisions.)
    d) Other Controlled Salary Circumstances There may be other circumstances when controlled salary is appropriate. Cases of this nature should be reviewed with a designated Human Resources representative.
  7. Above Scale Treatment

    When, upon Management decision, an employee is to be paid at a salary higher than the top of the salary range for the position occupied, without specifying a higher group level, the amount above the salary range shall be identified as Above Scale Treatment. Each time the salary range is updated, such Above Scale Salary will not change unless a specific review is made and appropriate authorization received. (Specific conditions apply to Management and APS, see section on Salary Determination.)
  8. Special Authorization

    Special prior authorization is required if the total of the basic salary plus extra compensation (see below) exceeds $175,000.

EXTRA COMPENSATION ADJUSTMENTS (ALL GROUPS)

Upon receiving the required authorization (see Accountability for the Management of Human Resources Handbook), extra compensation may be granted to employees who are asked to take on additional duties and responsibilities for defined periods of time, are assigned to special projects, demonstrate excellence in the performance of their duties or possess critical skills, abilities and qualifications.

Extra compensation payments are not pensionable earnings and do not change benefit coverage, but are subject to union dues, if applicable, and any deductions required by law (such as taxes and Employment Insurance, etc.). The supervisor must inform the employee of these implications.

Extra Compensation Adjustments are to be reviewed periodically to determine their continued pertinence.

ADDITIONAL REMUNERATION CONTRACTS

  1. Additional remuneration contracts can be used to recognize unique individual talents or qualities, or significant special responsibilities or contributions expected of an employee for a defined period of time. Collective agreements may include guidelines on specific criteria which must be followed. The additional remuneration process is also the mechanism by which employees are paid for the performance of roles specifically defined in collective agreements. In such cases, when the roles and the corresponding amounts payable for fulfilling those roles are clearly stipulated in the collective agreements, formal contracts for additional remuneration are not required.
  2. When an employee is asked to perform work of an exceptional nature and/or at an identifiable higher level on a sustained basis, the manager should carefully consider whether the most appropriate method of rewarding this performance is additional remuneration or a temporary upgrade to a higher pay category. Since this decision often requires careful interpretation of both compensation policy and collective agreement language, managers should seek guidance from their local Human Resources representative.
  3. In submitting a request for an additional remuneration contract, the manager is to obtain the required authorization, describe in writing the reason for the contract, and identify its start and end dates. When the contract expires, the extra compensation ceases to be paid to the employee, unless the contract is renewed.
  4. If an employee has been awarded additional remuneration contracts for three years, the supervisor should review the employee's current job and consider whether or not a new job description is required. This does not apply if payment is mandatory according to the applicable collective agreement.

LUMP SUM PAYMENTS

  1. Lump sums may be used to recognize significant contributions which are typically outside the scope of, or in addition to, the employee's regular duties. Lump sum payments may also be used to recognize superlative performance of an employee's regular duties, but this would most often occur in the context of a salary or merit review program. Collective agreements may include guidelines for recognizing excellence or compensating extra duties, or a minimum percentage payable for specific assignments, and these must be followed.
  2. A recommendation for a lump sum payment must contain written details of the significant contribution and indicate the effective date on which the lump sum is to be paid. The requesting manager must obtain the required level of authority and then forward the request to Human Resources for implementation. Lump sums are paid after the contribution has been made.

OVERTIME BUY-OUT CONTRACTS

  1. Overtime buy-out contracts replace some or all overtime earnings, which employees would expect to receive in the course of their usual duties, with a series of payments provided on their regular pay schedule.
  2. Overtime buy-out contracts are available only to those employees for whom their collective agreements make special provision.
  3. Once the manager and the employee have reached agreement on the value of the contract, the manager must prepare a recommendation which justifies the contract on a value-for-money basis, and must obtain the required level of authority. On receipt of the necessary authority, the request must be forwarded to Human Resources for implementation. As outlined in the Canada Labour Code, overtime worked beyond the provisions of the contract shall be justly compensated.

DISCRETIONARY SALARY ADJUSTMENTS

  1. There may be circumstances in which an employee's basic salary should be permanently adjusted outside of the regular salary progression or merit review process. In such cases, a recommendation may be authorized for a discretionary salary adjustment (see Accountability for the Management of Human Resources Handbook). Before recommending discretionary salary adjustments, managers should seek guidance from their Human Resources representative.
  2. Since Discretionary Salary Adjustments are changes to basic salary, they are pensionable earnings and modify benefits coverage. They are also subject to union dues, if applicable, and to any deductions required by law (i.e.: taxes and Employment Insurance, etc.). It is the responsibility of the supervisor to inform the employee of these implications.

ALLOWANCES


ISOLATED LOCATIONS ALLOWANCES AND EXPENSES

  1. Isolated locations allowances are provided in order to assist the Corporation in:
    • hiring qualified people required to provide service to isolated locations;
    • ensuring equitable treatment for locally hired employees and those hired or transferred from outside the isolated location;
    • maintaining an employee/employer relationship in isolated locations which distances the Corporation from involvement in the personal lives of the employees and which is consistent with the intent of Human Rights legislation;
    • supporting the integration of Corporation employees into the local community.
  2. Human Resources representatives in areas which include isolated locations are responsible for determining the eligible employees at such locations and advising of the rate payable and effective date for changes in the amount of allowances.
  3. Complete details on the provisions and application of these allowances are described in the CBC/Radio-Canada Isolated Locations Allowances and Expenses Plan which can be obtained through Human Resources representatives.

FOREIGN ALLOWANCES

  1. The Corporation provides its Foreign Correspondents assigned abroad on a long-term basis with a program designed to reimburse living costs, which differ from those costs incurred while living in Canada. Foreign allowances enable the Foreign Correspondent accepting an assignment outside of Canada to meet extra expenses normally incurred as a result of living abroad.
  2. Complete details on the provisions and application of these allowances are described in the CBC/Radio-Canada Foreign Allowances Program, which can be obtained through National Compensation.

SPECIAL MEAL ALLOWANCES

  1. Special meal allowances are provided to employees required to work extended periods of time during a tour of duty.
  2. For unionized employees, refer to the applicable collective agreements.
  3. For all other employees, special meal allowances may be paid in the following circumstances, provided that prior authorization has been obtained:
    a) where a tour of duty extends to nine or more hours, exclusive of meal periods, a second meal allowance may be claimed;
    b) where a tour of duty extends to more than 12 hours, including travel time, and where four hours have elapsed since the second meal, an additional allowance may be paid;
    c) in exceptional circumstances, and only when they are clearly "reasonable and justifiable", a department head may authorize expenses incurred by meals at an employee’s home location. Such circumstances could include:
    • week-end attendance at conferences/meetings/seminars;
    • during collective bargaining;
    • during intensive task force and committee work;
    • other exceptional situations where meals are not provided.
  4. Employees on travel status should refer to the Corporate Policy 2.3.23 Travel and Entertainment expenses for the meal per diem. Employees claiming meal per diem are not entitled to claim special meal allowances.
  5. Current rates applicable to special meal allowances can be obtained through Human Resources representatives.

LONG SERVICE RECOGNITION

A long service gratuity will be paid in accordance with the terms and conditions outlined below on submission of a retirement with immediate pension or on submission of a properly authorized document for the death of an employee. Long service gratuity payments to employees covered by collective agreements will be governed by their particular agreement.

An employee may be entitled to severance pay or long service gratuity, not both.

1. Employees hired on or after April 1, 2005 or contract employees who became permanent on or after April 1, 2005 will not be entitled to long service gratuity when they retire from CBC/Radio-Canada.

2. Employees who were both permanent and hired before April 1, 2005 will be entitled, upon retirement with immediate pension or death before retirement, to long service gratuity as follows :

a) Employees with three (3) to ten (10) years service :

Employees who have reached as at March 31, 2005 between three (3) and ten (10) years of service will receive long service gratuity at the rate of one (1) weeks’ salary for each nine (9) months of service, not to exceed a maximum of thirteen (13) weeks’ salary. Entitlement will be frozen as at March 31, 2005 and payment will be paid out when the employee retires. Upon retirement, the long service gratuity will be processed at the salary rate as at March 31, 2005.

b) Employees with ten (10) or more years of service :

Employees who have reached as at March 31, 2005 ten (10) or more years of service, will be entitled to continue to accumulate service towards long service gratuity purposes as follows: three (3) calendar months' salary for the completion of ten (10) years of continuous service and for each subsequent year of continuous service an additional one fifth (1/5) of one (1) month's salary, provided that in no case shall the total maximum exceed six (6) months' salary. Upon retirement, the long service gratuity will be processed at the salary rate as at March 31, 2005.

3. Employees eligible for long service gratuity may, on retiring from staff, elect to take in lieu of cash payments for long service gratuity the equivalent or part of the payment in time off.

4. Long service gratuity may also be allocated, up to a maximum of $25,000, towards the cost of Retiree Supplementary Health Care Plan premiums under the Premium Continuance Program.

5. Long service gratuity, severance pay or other pay in lieu of reasonable notice will not be offered to employees who resign or who are terminated for cause.

6. Employees who have accumulated 25 years of active service will receive recognition of their years of service.

Employees who have accumulated more than 34 years of active service will, at time of retirement, receive further recognition of their years of service.

The periods of service do not need to be consecutive for employees to qualify. It should be noted that, depending on the value, the acknowledgement may be considered a taxable benefit.

NON-UNIONIZED TERMINATIONS WITHOUT CAUSE

For non-unionized individuals whose employment will end without cause, reasonable notice will be provided. Depending on the individual circumstances, including the operational or programming needs of CBC/Radio-Canada, reasonable notice will either be provided as working or non-working notice or pay in lieu of notice (or some combination). The amount of reasonable notice will be assessed, on a case-by-case basis, taking into consideration a variety of factors including, but not limited to: an employee's age, years of service, salary, seniority and expertise.

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