Salary & Compensation

The objective of the Roanoke-Chowan Community College compensation program is to establish salary rates comparable to the market and assist campus supervisors with salary decisions that help recruit, retain, and motivate highly qualified employees.
This section provides resources to help employees learn more about Compensation and the services we provide.

Starting Salaries / New Hire Salaries
Establishing a starting salary for a new employee or deciding to give a promotional increase requires careful consideration. In both cases, you should determine how the employee’s prior experience, knowledge, and skills compare with other employees already performing the same job.

Before establishing the starting salary of a new employee, consider each of the following factors:

• Recruiting difficulty (size of qualified applicant pool, length of recruitment, etc.)

• Comparable internal salaries

• Employee’s knowledge, skills, and experience compared to others performing similar work

• Budget

Selection and Hiring

Click on the link below for the Hiring Process Checklist for full-time and permanent part-time employees:

Hiring Process Checklist

Part-time Hiring
The appropriate Administrative Unit Supervisor and the Coordinator of Human Resources shall review all applications received for part-time vacancies that are advertised. Interviews will be conducted for the top applicants who meet and exceed the minimum qualifications. The Coordinator of Human Resources or the appropriate Supervisor shall check all references for advertised positions.

All part-time contracts must be signed by the President.

Hiring Faculty
Full-time and part-time faculty members must meet the criteria established by the Southern Association of Colleges and Schools and/or those of other appropriate governing bodies. It is the responsibility of the faculty member to provide documentation of appropriate professional preparation. Such documentation will be maintained in the employee’s personnel file.

To ensure that faculty meet employment criteria, both through criteria established by the North Carolina Community College System and the Commission on Colleges of the Southern Association of Colleges and Schools, this faculty credential policy will be followed.

The following minimum credentials must be present to teach at R-CCC:

R-CCC Faculty Credentials

Faculty teaching General Education and Transfer Courses: Master’s degree in the teaching discipline or related field from a regionally accredited institution OR a master’s degree with a concentration in the teaching discipline or related field from a regionally accredited institution (minimum 18 graduate hours in the discipline to be taught or related area)

Faculty teaching Developmental Courses not designed to transfer to a baccalaureate program: Bachelor’s degree, or higher, from a regionally accredited institution, in the discipline to be taught and/or in related areas

Faculty teaching Technical, Vocational and Non-transfer Courses: Associate’s degree, or higher, from a regionally accredited institution in the discipline or related field OR a Diploma from a regionally accredited institution in the discipline to be taught plus demonstrated competencies in teaching field (i.e. work experience in the field, licensure, certification, honors and awards, or other demonstrated achievements) In addition, must have 3 years of relevant work experience.

New Employee Orientation (New Employee Orientation Checklist)

Effectively orienting new employees to the campus and to their positions is critical to establishing successful, productive working relationships. Roanoke-Chowan Community College provides an orientation session for new employees and conducts or supports training programs that it determines to be appropriate.

The Human Resources Department is responsible for the overall development and coordination of the orientation program and for implementing the portions that cover the College history, mission, policies and operating procedures, benefits, and new employee files and documentation.

Each supervisor is responsible for orientation as it applies to introducing the new employee to his/her specific job duties and responsibilities, and the department. The supervisor is also responsible for recommending employees for special training programs and professional development activities.

Probationary Period
The probationary period is an extension of the employment selection process. It should be used to ensure that the applicant selected is qualified to perform the job and achieve regular status.

Newly hired staff employees serve a three-month introductory period unless otherwise stated in an employment contract. During this period, supervisors review the employee’s progress and performance to determine suitability for college employment. To make this decision, the supervisor will develop performance expectations and objectives, observe the employee, provide feedback, and set aside ample time to evaluate the employee’s performance. If satisfactory performance is not attained, the College may extend the probationary period or not renew the contract after the probationary period. The probationary employee has no right to file a grievance if their employment is not continued or extended beyond the 90 day probationary status.

The probationary period can:

•Help the employee achieve training goals and performance objectives
•Ensure that the employee has all the tools to perform the job successfully
•Help the employee develop the skills needed to perform the job
•Confirm that the best qualified person was chosen for the position
•Foster a mutual understanding of expectations, performance objectives, and the evaluation process

R-CCC Organizational Chart

View and download the College Organization Chart by clicking on the following link:

Organizational Chart 2010-2011

Organizational Chart 2011-2012

Human Resources Forms Directory

Click on each link to download the College form.

• Address and Personal Information Change Form
• Application for Employment
• Authorization for Alternative Pay (Faculty only)
• Background Form
• Direct Deposit
• Emergency/Employee Data
• Employment Eligibility Verification I-9
• Employee Evaluation – Probationary
• Employee Evaluation – Staff (Non-supervisor)
• Employee Evaluation – Staff (Supervisor)
• Employee Evaluation – Faculty
• Employee Evaluation – Division Director
• Employee Evaluation – Program Coordinator
• Employee Evaluation – Department Chair

• Observation – Classroom
• Observation – Distance Education

• Exit Checkout List
• Faculty Credential Verification

• Family Medical Leave
  
• FMLA Request Form
• FMLA Doctor’s Certification

• NC-4 Withholding Form
• New Employee Orientation Checklist
• Personnel Action Form
• Position Authorization Form (PAF)
• Prior State Service Verification Form
• Record of Overtime
• Request for Secondary Employment

• Selection and Hiring
• General Purpose Form – Screening
• Rejection for Interview
• Screening Committee Confidentiality Form
• To Be Interviewed

• Employment Statistical Form

• Time Sheets
• Part-timeTimesheet
• Full-time Nonexempt Time Record

• Vehicle Registration
• Voluntary Shared Leave Donor Form
• Voluntary Shared Leave Request Form
• W-4 Withholding Form
• W-9 Withholding Form

• Workers’ Compensation
• Form 18 – Employee Notification of Incident

Job Descriptions

The purposes of a job description are:

• To communicate duties and responsibilities of a position to the employee

• To articulate the essential job duties for Americans with Disabilities Act (ADA) purposes

• To determine the proper classification or grade level for a position

• To describe skills, knowledge, and abilities for recruitment

• To develop hiring specifications

• To design and restructure jobs

• To provide effective employee training and development

• To serve as a basis for performance expectations

Who Prepares a Job Description?

The immediate Supervisor or the employee can complete the job description, depending on which person is more familiar with the position. If the incumbent is new to the job or the position is new, the Supervisor may wish to complete the job description. If the employee completes it, the Supervisor needs to validate it.  Supervisors have authority to determine the actual duties and responsibilities of the position.

Job descriptions are final with the approval from the President or his designee.