Acquiring a new skill or obtaining additional knowledge while remaining in the same job/position in and of itself does not always translate into additional value to the organization. Only when either or both are used on the job/position on a regular basis and enhance the employee's capability to do his/her job/position at a higher level would acquiring a new skill and/or knowledge warrant an increase.

In and of itself, acquiring a degree or certificate does not warrant a salary adjustment. However, if an individual's work changes substantially as a result of obtaining a new certification or degree, then an increase may be warranted due to increased responsibilities or complexity of job/position.

In addition, acquiring skills/knowledge to remain current in a position does not necessarily warrant a pay increase.

For example: when technology or software is changing for the entire Institute and everyone must learn the new technology in order to do their job/position (as when the Institute moved legacy systems to SAP).

Generally, skills/knowledge acquisition fall into two categories:

• Acquisition and use of premium skills/knowledge; i.e., skills and/or knowledge that is rarely found, that is critical to the organization, and that the organization requires for either a specific initiative or an on-going process.
  
  For example: specific computer/software skills that are relatively rare in the market and generally require specific, focused training.
  
  
• Acquisition and use of special skills/knowledge that an employee demonstrates, that is not required by all job/position incumbents, but that significantly enhances the value of the individual and is of benefit to the organization.
  
  For example: facilitation skills that enhance the effectiveness of all team members and the productivity of the team.
  

A pay increase, typically up to 5%, may be considered when there has been a significant acquisition and regular use of new skills/knowledge. The increase may vary depending on market forces and, in some cases, a request may warrant a market study. In all cases, managers or the appropriate department administrative officer should consult with their Human Resources Officer for guidance in making an informed decision. No commitment should be made to employees regarding salary prior to having a conversation with Human Resources. Where required, approval from the designated senior officer must be obtained to ensure that established channels within a department or school are followed.

effective August 1, 2001