How Much Is Night Differential For Registered Nurses

Policy Information

Policy Number: 07.03
Issued Date: 07/01/2006

Policy Statement

Duke University Health System administers compensation policies and programs that reflect the value of job duties and responsibilities, offering competitive and equitable pay, and provide opportunities for pay growth based on available resources and functioning contributions. Knuckles Academy Health Organisation maintains a broadband pay structure of thirteen bands that are based on competitive pay practices and designed to establish the range of salaries that will be paid for respective jobs within the bands.

Policy Details

Salary Structure
Establishing Pay Rates
Pay Adjustments
Premium Pay
Standardized Pay Policy Guidelines
Weekend Option Guidelines

Bacon Structure

Salary bands are established based on competitive pay practices and are designed to establish the range of salaries that will be paid for respective jobs within the bands. Rewards and Recognition within Duke Human Resources annually evaluates the external pay rates of benchmark jobs through surveys in gild to establish competitive rates of pay. The bands are reviewed for appropriateness and revised to meet the objective of remaining competitive within the market. Compensation trends in the market place and external economic factors – such equally the Consumer Toll Index and unemployment rate – as well as internal economic factors (such as the ability to pay) are as well taken into consideration when establishing annual salary and structure recommendations.

Duke University Health System maintains a salary structure that consists of 13 pay bands. In that location is a 100 per centum spread between the minimum and maximum of each pay band. A "marketplace target" is defined as what the market would pay for a fully competent, experienced individual for a detail type of job. This is also known as the "market place median."

Each pay band has iii market targets. Every job within a ring is assigned into ane of the iii targets and is based on specific piece of work requirements and the noesis, skill, and competency differences needed to execute the work. Each market target has a range of competitiveness defined as 80 per centum below the market target and 120 percent above the market target. Generally, this range of competitiveness is similar to the traditional bacon range minimum and maximum.

Establishing Pay Rates

Duke University Health Arrangement has established guidelines for assisting managers in determining appropriate pay rates for different situations, including:

New Hires
Merit Increases
Promotions
Demotions
Transfers

New Hires

The new hire starting rate of pay is determined by the hiring manager. Factors to consider in determining this rate include:

market band placement guidelines
applicative knowledge, skills, and abilities
relevant experience
general market place conditions
other considerations (budget, legal, internal pay relationships)

For some bi-weekly job classifications, at that place are more than detailed guidelines established annually. If y'all need assistance in establishing pay rates, contact your entity HR Manager. In that location are besides specific guidelines for determining merit increases for new hires.

Market Band Placement

80 per centum of the Market Target - Meets minimum requirements of the position.
Below the Marketplace Target - Fully qualified to perform all duties and responsibilities of the position.
In a higher place the Market Target - Highly experienced professional who possesses skills, competencies, and capabilities well beyond the minimum required.
120 percent of the Market place Target - Long-term experienced professional who possesses well established skill sets and performance capabilities.

Applicable Knowledge, Skills and Abilities

The knowledge, skills, and abilities of the new individual as compared to others in the organization is essential to ensure that the staff member is paid appropriately in comparison others.

Directly Relevant Experience

Prior piece of work feel that has provided applicable noesis, and therefore value that is straight relevant to the piece of work to be performed, should exist counted when determining relevant work feel. Prior piece of work experience is considered "relevant" to the staff fellow member's electric current job when the prior duties performed and the noesis, skills and abilities gained in those prior positions are readily applicative to the job to be performed.

Experience gained in a part-fourth dimension position should be pro-rated. For example, an Administrative Assistant candidate with 4 years of part-time experience prior to working at Duke as a Secretary should exist credited with ii years (fifty percent) of relevant piece of work feel.

As a guideline, experience credit may be provided for relevant education beyond the requirement for the job. One year of experience credit is typically provided for each year of teaching for a relevant degree beyond the pedagogy required for the job nomenclature. This guideline is provided to assist in translating knowledge equivalency, whether achieved through actual feel or formal education.

Indirect Relevant Experience

Prior work experience that is indirectly relevant to the work performed past the staff member in his or her task should be counted when determining total relevant piece of work experience. Some experience is sufficiently applicable that will requite 100 pct credit for the experience (as referenced in the direct experience guideline). In the case of indirect experience a 100 percentage credit is not warranted. Instead, a half credit (50 percent) will be applied and added to the direct feel (i.eastward., a year of LPN experience would count every bit a half a year of Clinical Nurse experience).

General Market Conditions

The rate of pay is competitive inside the market. Pay should be what is required to attract, recognize, and maintain the skill sets and talent needed.

Upkeep, Legal and Internal Pay Relationships

Manage within budget post-obit the business concern processes. Follow federal laws such as FLSA, Equal Pay Act, Age Discrimination in Employment Act, etc.

When considering the pay of a new rent either through external recruitment or a promotion, a review of the background of the new individual as compared to others in the organization is essential to ensure they are paid accordingly in comparison to each other.

Merit Increases

Duke is committed to linking the opportunity for annual pay increases to staff performance during the year. The opportunity for an almanac merit increase is based on an individual's almanac performance evaluation and annually approved guidelines. The purpose of the almanac functioning review is to ensure staff receive candid functioning information for the year and clear goals and evolution plans for the coming year. Merit increases are constructive in October. The Pay & Performance website provides information and guidelines for the annual process and instructions for completion of the Performance Evaluation and Planning Course.

Merit Increment Guidelines for DUHS

Regular staff members who are new hires or have been promoted/reclassified (resulting in a pay increase) prior to Jan 1 are eligible to receive 100% of the merit increase in Oct.
Regular staff members who are new hires or have been promoted/reclassified (resulting in a pay increase) from January 1 through March 31 are eligible to receive fifty% of the merit increase established in annual guidelines.
Regular staff members who are new hires or have been promoted/reclassified (resulting in a pay increase) from April ane through September 30, are not eligible for a merit increase until the following evaluation period.
Employees who are on a leave of absence on the date the merit increase is awarded, and are eligible for an increment (based on performance, duration of get out, etc.), volition take their merit increase practical effective the date they return to work.

Promotion

A promotion is defined as advancement to a job that requires a substantially higher level of competency or substantially dissimilar responsibilities (i.due east., higher market target inside a wide banded structure).

Guidelines for Promotion Pay

Promotional increases may be up to one-half the percentage difference betwixt the market targets of the new and present jobs, whether those jobs are in the same pay ring (intra-band promotion) or in different bands. For example, if the difference between the new and present market place targets is xv percent, the promotional increment should be up to vii.v percent.

The new pay rate should exist within the range of competitiveness, as defined in the Pay Structure Features, of the new job (i.e., at least within 20 percent to 25 pct of the new market target). If the promotional increase adding described above is not sufficient to found a pay rate within the competitiveness range, the managing director should determine a rate that does meet this level.

Demotion

A demotion is an assignment to a lower leveled (i.due east., lower market target) chore that can occur for reasons initiated past the department or staff fellow member (i.e., lower market target, such as, market target iii to market target 2 of the same or different marketplace bands). Information technology should but be used if the staff member tin withal make a meaning contribution to the organization in a new capacity. Staff members who are demoted should receive a rate within the competitive range of the lower market place target commensurate with their proven qualifications. This rate mostly represents a pay reduction. The new rate should neither exist below the minimum nor in a higher place the maximum of the new pay band.

Guidelines for Demotion Pay

Staff should receive a rate as follows:

If the value (market target) of the new position is at to the lowest degree 10 percent less than the nowadays position, the action is to exist treated every bit a demotion.
The supervisor will evaluate the staff member'south operation at the fourth dimension of the demotion. If the staff fellow member has not had a performance evaluation inside the final half-dozen months, the electric current supervisor volition conduct an appraisal at the time of the demotion.
The supervisor volition determine if any pay adjustments are necessary.
If the demoted staff member's new pay rate is substantially in a higher place the competitive range of the new chore, his/her rate should be reduced.
If the demotion occurs within six months before the evaluation engagement (October 1) and is a result of performance, the annual evaluation increment engagement will be delayed to the following year.
If the demotion occurs within six months before the evaluation appointment (October ane) and is for a reason other than operation, a pay increase in that evaluation period will exist considered provided the electric current pay falls within the range of competitiveness.
The staff member's new supervisor will talk over the new performance standards on which the staff member volition be evaluated in the next operation period. This must be completed within the starting time two weeks in which the staff member assumes the new job.

Transfers

A lateral transfer occurs when a staff member assumes a job that has a marketplace target that is inside 10 percent of the staff member's current rate of pay. A lateral transfer generally does not change the staff fellow member's pay rate, as in that location is no increase in market target or responsibility.

A lateral transfer occurs when a staff member assumes a chore that has a midpoint comparable to the staff member's nowadays job. A lateral transfer more often than not does not change the staff member's pay rate, as in that location is no increase in market target or responsibility.

A transfer from one nomenclature to some other in a lower market target at a staff member's request volition generally effect in a pay decrease.

If a hire is an internal rent from the academy, a promotion, transfer, or demotion will be defined as follows:

Action	Determination
Promotion	The new market place target is at least ten% higher than the midpoint of the staff fellow member's current job (if transferring from Campus or Medical Centre), OR at to the lowest degree ten% higher than the staff member's current charge per unit of pay (if transferring from the IT Ring).
Lateral Transfer	The new market target is within 10% of the midpoint of the staff member'south electric current job (if transferring from Campus or Medical Center), OR inside ten% of the staff member's current charge per unit of pay (if transferring from the It Band).
Demotion	The new market target is at to the lowest degree 10% less than midpoint of the staff fellow member'southward current job (if transferring from Campus or Medical Center), OR at to the lowest degree 10% less than the staff member's current rate of pay (if transferring from the Information technology Band).

Pay Adjustments

Pay adjustments must be approved consistent with the entity specific business procedure prior to beingness communicated to the staff member. Consult with your entity Hour Manager to ostend the procedure for approving pay adjustments.

If the pay adjustment is related to a alter in chore responsibilities, the supervisor volition provide the staff member a revised chore description when changes are made to the position, and discuss with the staff member the responsibilities and functioning expectations on which he or she will exist evaluated during the next operation menstruum. This discussion must be completed within the first two weeks in which the staff member assumes the new job.

Premium Pay

Duke provides "premium pay" to staff in hourly-paid positions for working hours other than the standard Monday to Friday workday ("get-go shift").

The following rules regulate the ways in which premium pay may be paid to health system staff:

Majority Hour Rule – This policy stipulates that premiums are paid based on the shift containing the bulk of hours worked by staff. There is no capping of the work schedule.
Pyramiding Rule – The "pyramiding rule" stipulates that special pay premiums such every bit shift differentials, weekend premiums, standby pays, and emergency callback pay will be paid on overtime hours.

The following categories and classifications of staff are not eligible for premium pay:

Staff working in temporary and secondary positions
Staff working out of their assigned position (hourly-paid staff who perform work for a defined period of time at a higher level than their job classification in their ain (chief) department)
Staff in monthly-salaried positions

DUHS pay premiums are applicable to primary hours for all biweekly classifications at DUHS and Private Diagnostic Clinic (PDC). Eligibility rules exclude unclassified jobs.

Qualifying Rules effective July 11, 2005 (08-1 Pay Period)

Daily Work Schedule - Shift and Weekend Premiums are not capped at the daily work schedule.
Shift & Weekend Premium Eligibility - The bulk hour rule applies across DUHS for all biweekly classifications except secondary and working out of position.
Pyramiding - Premium pay is provided for eligible primary hours even during "overtime" hours ("Pyramiding").

Premiums effective July one, 2016

For specific premium amounts, please click here.

Second Shift Premium: iii p.yard. to 11 p.m.
All DUHS staff who work more than one-half of their piece of work schedule between 3 p.m. to 11 p.m. are paid second shift premium for all hours worked. Shift premium amounts are determined by the pay band that the classification is assigned.

3rd Shift Premiums: 11 p.chiliad. to 7 a.m.
All DUHS staff who work more than one-half of their work schedule betwixt 11 p.m. to seven a.thou. are paid third shift premium for all hours worked. Shift premium amounts are determined by the pay band that the classification is assigned.

*Clinical RN includes – Clinical Nurse I, 2, III and IV (4023, 4024, 4025 and 4026); Clinical Pb, RN (4262); Clinical Nurse AD/DIP I, 2, III (4623, 4624, 4625); Clinical Nurse, PRN (4231); Clinical Nurse, Heart Ctr Comm (4237); Clinical Nurse, Patient Period (4615); Clinical Nurse - FP, PRN (4280); Clinical Nurse, Float Pool (4270, 4520, 4525, 4593); Clinical Nurse Float Pool Advertising/DIP (4618, 4619, 4620); RN First Assistant (4606).

Weekend Premium
The weekend for not-weekend pick for staff is defined as first shift Saturday (vii a.1000. Saturday) through third shift Lord's day (7 a.one thousand. Monday). The premiums listed include both the weekend differential and shift differential.

Clinical Nurse Weekend Premium
The weekend for non-weekend pick for clinical nurse staff is defined every bit second shift Friday (iii p.1000. Fri) through vii:30 a.thou. Monday.

Staff must work a minimum of two (2) hours per continuous shift within the weekend window to be eligible for the weekend premium.

Weekend Option
The weekend for weekend choice for staff is defined as 2d shift Friday (3 p.m. Fri) through third shift Sun (7 a.1000. Monday).

Staff are required to piece of work a shift on two different days during the weekend. Whatever hours worked (bold the bulk 60 minutes rule) are eligible while permanently assigned for weekend choice premium.
Premiums for weekend option incorporate both shift and weekend premiums.
Staff eligible for this premium are permanently assigned to the weekend.
The position must be associated with a pre-approved job family.
Within each pre-canonical job family, the concern need for a Weekend Option position is adamant by department and entity leadership.

For details regarding guidelines and eligibility for Weekend Option, click here.

Weekend Option – Clinical Nurses
The weekend option for clinical nurse staff is defined equally first shift Saturday (vii a.one thousand. Saturday) through 7:xxx a.m. Monday. Clinical Nurse Weekend Option premium is a apartment rate in addition to shift differential and Clinical Nurse Weekend premium amounts. Staff must work a minimum of two (2) hours per continuous shift within the weekend window to be eligible for the weekend premium.

Vacation Premium
Vacation premium is paid based on the majority hr rule. The vacation is defined as the menstruation stretching from 11 p.1000. on the twenty-four hours prior to the holiday to x:59 p.m. on the actual holiday. No capping at the work schedule. Eligible hours are paid at fourth dimension and one-one-half.

Standby Pay (On Call)
Applies to staff that are on standby phone call for the potential return to work.

Standby Pay (Called In)
Staff member continues to receive standby pay for time worked if chosen in.

Emergency Retrieve
Applies to staff fellow member non on Standby who is called to render to work.

Preceptor – Clinical Nurses
Premium provided to clinical nurses who serve as preceptors to new nurses.

Charge – Clinical Nurses
Premium provided to clinical nurses who serve in a charge capacity at the unit level.

Standardized Pay Policy Guidelines

Workweek

Workweek begins 12:01 a.m., Monday morning and ends at 12:00midnight on the post-obit Sunday.

Recording Work Hours

Shifts commencement three:01 a.grand. or after will exist recorded on the actual twenty-four hour period on which they occur.

Daily Work Schedule

The daily piece of work schedule should reflect the staff member's regularly scheduled hours. All full-time staff should have a work schedule of 8, 10, or 12 hours. The daily work schedule sets the limit(south) for all premium pay, is used in determining the overtime options, and sets the daily limits for recording time off.

Automatic Meal Flow Deductions

Based upon department scheduling, staff will accept an automatic meal period deduction of thirty or 60 minutes afterwards the offset iv.5 consecutive hours worked. Departments besides take the choice of having staff bluecoat in and out for meal periods. Supervisors must override the automatic repast period deduction for staff who work through the meal flow.

Rounding

Hours are rounded to the nearest tenth of an hour.

Continuous Shifts

A "continuous shift" is defined as one in which the staff fellow member does not exit the piece of work site for a flow of more than ii hours of unpaid fourth dimension.

Double Shifts

"Double shifts" are defined as continuous hours that equate to a minimum of iv.1 hours beyond the normal daily shift schedule.

Overtime Options

Ii overtime options are available for Health System staff. They are equally follows:

Overtime Option ii – An pick that pays overtime for the greater of 8 hours per day or 80 hours per pay period.
Overtime Selection 3 – An option that pays overtime over 40 hours per week. This pick is required for fringe do good codes 05, 06, and 12 every bit well as for staff who are scheduled for 10- and 12-hour shifts.

Special Overtime

Currently, time worked and time off with pay is reported on the workday that the shift begins. As a result of recording time in this manner, overtime hours cannot be properly identified and paid by the payroll system without section intervention. Department Payroll Representatives must submit a Special Overtime Carte du jour to add together the additional overtime hours due. Please note that few special overtime cards are submitted by departments.

Hours Included in Determining the Number of Overtime Hours

Worked Hours (Master and Secondary) will be used in determining the number of overtime hours.

Shift and Weekend Premium Eligibility (Excluding Holiday)

The majority hr rule volition utilise beyond DUHS for all classifications including DUH, DHRH, and DRH. There is no capping at the work schedule beyond DUHS.

Broad-banded Structure

The commitment of pay premiums under the Pay & Performance construction occurs within a broad banded structure. The conclusion of shift premium amounts in the broad banded construction is based upon the pay band assigned to the job classification.

Holiday Premiums

Holiday premium is paid based on the bulk hour rule. The holiday is divers every bit the menstruation stretching from 11 p.m. on the day prior to the vacation to 10:59 p.m. on the bodily vacation. No capping at the work schedule. Eligible hours are paid at fourth dimension and half.

Working Out of Position

Eligible staff who are working out of position may be paid an boosted v% of their base rate or the difference between their base of operations hourly rate and the minimum rate of the position in which they are temporarily working. The charge per unit or the apartment corporeality must exist entered in ReportXpress by the supervisor.

Inconvenience Pay

Eligible staff who report to work and are informed that they may exist excused due to low demography (etc.) volition either piece of work for two hours or receive inconvenience pay for up to two hours of their base hourly rate. This will be in addition to whatsoever applicable shift and/or weekend premiums (for up to 2 hours).

Pyramiding Premiums

This policy allows special pay premiums such as Dark Shift Premium, Weekend Premium, Standby, and Chosen-In to exist paid on overtime hours.

Daylight Savings Time

Staff are paid for the total number of hours worked. During the spring, when North Carolina loses an hr of time due to Daylight Savings, staff may need to use i hour of paid time off in society to receive payment for the full piece of work schedule.

Operating Room Wearing apparel Time

An additional x minutes of paid fourth dimension is added to the shift-kickoff period to allow for OR staff dress fourth dimension.

Grace Period

There are no grace periods.

Weekend Choice Guidelines

The following guidelines have been developed for weekend option (WEO) schedules. The weekend selection premium is intended to deed as an incentive in challenging staffing situations past providing additional premium pay to staff members who make a special commitment. At the discretion of the employing department, the weekend pick premium is available to certain bi-weekly staff members who have agreed to work every weekend and run into all eligibility requirements.

Position Eligibility

In order to be eligible for Weekend Pick, the position must exist in 1 of the following job families:

7 Office Support – Medical
10 Clinical Technical/Professional II
11 Nursing - Inpatient
fifteen Clinical Labs
17 Clinical Technical/Professional person I
xx Service, Non-Bargaining Unit
30 Service, Nursing Care
32 Nursing-Authoritative & Ambulatory Care

Note: Employees in chore family 11 – Nursing Inpatient may be eligible for the Clinical Nurse Weekend Option Program

Departmental Determination

The section and entity leadership must determine the need for a position to exist created with a weekend option (WEO) premium pick; then, the staff member in that position must commit to the WEO eligibility requirements to receive that higher weekend option charge per unit. The standard weekend premiums apply to all others who piece of work weekend hours.

Private Eligibility Requirements

To be eligible for the weekend option (WEO) premium, bi-weekly staff members must be paid for at least ii not-consecutive shifts within the WEO window. In areas that use 12-hour shifts, a WEO staff member must work 24 hours within the WEO window. In areas that apply viii-hour shifts, a WEO staff member must work 16 hours within the WEO window. The weekend option window for weekend option staff is divers as second shift Friday (iii p.m. Friday) through third shift Sunday (7 a.m. Monday), and the majority hr rule applies. To keep in weekend option status, a staff member must also follow the standards for scheduled and unscheduled time off.

Scheduled and Unscheduled Weekend Fourth dimension Off

Weekend option (WEO) staff members are allotted a total of 8 weekend shifts off (scheduled and unscheduled days). Supervisors may grant WEO staff members' requests for up to, but not to exceed, eight (viii) scheduled weekend shifts off per calendar year. The number of allowable shifts off volition be prorated for employees who start on a WEO schedule after Jan 1.
No more four (4) of the allotted eight (viii) weekend shifts may be taken as unscheduled absences. More iv (4) unscheduled shifts would require the employee to forfeit eligibility for the WEO program and premiums.
More than viii absences (scheduled or unscheduled), would require the employee to forfeit eligibility for the WEO program and premiums.
Requests for PTO will follow unit procedures.
The following are excluded from the eight (viii) scheduled shifts off per yr:
- Time off granted outside the WEO premium window
- Fourth dimension off granted within the WEO premium window if the employee already worked the agreed upon 2 shifts for that weekend
- Pre-canonical trades or substitutions, which do not generate overtime for either staff member, and that have been approved past the manager or designee
- Shift cancellations at the asking of the section due to low census/workload
- Standing education leave
- Approved medical and family leaves of absence
- Only two sequent weekends off will be scheduled per twelvemonth (approved leaves of absence may be excluded)

Delivery

The length of an agreement to work a weekend option (WEO) schedule is a minimum of six months but the understanding may be extended indefinitely. Automatically extended agreements may be canceled with 30-days written notice by either the staff member or supervisor. An employee who breaks a WEO agreement may reapply for a WEO schedule after iii months. Approval will be subject to the scheduling needs of the unit and will be at the discretion of the supervisor.

The staff adherence to the WEO schedule standards will be evaluated according to the WEO Schedule Policy and entity omnipresence policy.

Employees may forfeit their WEO schedule if they have violated their contract by exceeding four (4) unscheduled shifts or failure to maintain all hospital and unit competencies and standards.

Applicable Hours

The weekend selection (WEO) premium is paid on hours worked, for shifts where the majority of the shift is worked during the WEO window. The WEO window for weekend option staff is defined every bit second shift Fri (3 p.1000. Fri) through third shift Sun (7 a.g. Monday).

A WEO staff member may besides work weekday shift assignments in social club to fill up the hours that the staff member desires to work and to meet department or unit staffing needs. However, the WEO premium rates apply only to those shifts worked within the WEO window. When working outside the WEO window, the staff member will receive the standard weekday shift premium.

Source: https://hr.duke.edu/policies/pay-administration/health-system-pay-structure-processes

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