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Monday – Thursday: 9 am – 9 pm
Friday: 9 am – 6 pm
Saturday: 9 am – 5 pm
Sunday: 1 – 5 pm

Wednesday, February 21, 2024  |  9 am – 9 pm

Monday – Thursday: 9 am – 9 pm
Friday: 9 am – 6 pm
Saturday: 9 am – 5 pm
Sunday: 1 – 5 pm

Policies govern many aspects of Glen Ellyn Public Library and are approved by Board of Trustees. The Board of Trustees may modify or amend these policies at any time.

Compensation and Performance Policy

Last Revised: January 20, 2022

Compensation Philosophy and Policy

Our employees are our most valuable asset. Our overall compensation philosophy is to maintain a fair and equitable market-based compensation program that rewards performance and recognizes contributions made by all employees within the organization. While remaining fluid and flexible to meet changing economic and market conditions, we strive to pay market rates as is financially practical, taking into account individual performance and contributions.

Primary Objectives of the Compensation Program

Recruit, attract, retain and engage skilled, productive and dedicated employees.

Motivate and reward employees to perform their jobs in ways that contribute to the overall success of the organization.

Establish and maintain competitive pay ranges that ensure positions are valued appropriately in relation to one another within the organization and are aligned with market rates offered by the competitive labor market.

Compensation Plan Guidelines

In order to achieve the primary objectives of the organization’s compensation program, determining and identifying base pay compensation levels consists of the following key elements:

Having formal, current job descriptions which indicate essential job functions (including supervisory responsibilities, if applicable), and requisite knowledge, skill, and ability requirements.

Regularly conducting compensation benchmarking against the external market.

Providing pay increases that are commensurate with the market, individual performance and company performance.

Job Descriptions

Each position in the organization has a corresponding job description. This description specifies the position’s duties and responsibilities, and details the tasks, processes, functions and qualifications for the job. Job descriptions are reviewed annually for accuracy and updated as necessary.

Market Benchmarking

The organization uses an outside third party to objectively benchmark our job descriptions against current, valid, and reliable compensation survey data. As a result, the organization has a competitive compensation structure which consists of pay grades and pay ranges for all positions. Pay grades and pay ranges are reviewed and updated annually.

Pay Ranges

Every position within the organization has a pay range. Each range has a designated minimum, midpoint and maximum pay rate.

The amount paid to any individual employee is determined by the pay range for the position. It is the goal of the organization to have all employees paid within their respective pay range. Based on the individual’s relevant experience, expertise, performance and tenure, an appropriate pay rate will be determined for each employee. This intention upholds the organization’s philosophy that all employees contribute to the success of the organization and individual contributions will be acknowledged accordingly. Final base pay determination will be approved by the Executive/Management Team in coordination with Department Managers/Supervisors.

Pay Adjustments

Pay adjustments must be approved in advance by the Executive/Management Team. Pay adjustments may occur for the following reasons. All pay changes will be communicated to the employee, in writing, prior to the effective date of the change.

Annual Review and Pay Increases

Employees are eligible for an annual pay increase at their annual performance review. The amount of base pay increase for an employee is dependent upon the employee’s overall performance rating, where the employee’s pay falls relative to their pay range, and the parameters of the approved operating budget.

If an employee’s pay is at (or beyond) the maximum of the pay range, further pay increases will not be issued until the employee’s pay rate is back within range.

Annual increases recommended by Department Managers/Supervisors are subject to approval by the Executive/Management Team to ensure the compensation program is administered consistently and fairly, and to ensure budgetary guidelines are followed.

Market Adjustment Increases

Adjustments in an employee’s pay may occur separately from the annual review process to maintain internal equity. Pay adjustments may also occur when there is an unexpected market fluctuation for a particular position and the incumbent’s current pay is below market.

Promotional Increases

A promotion is a reassignment from a position with a lower pay grade to another position with a higher pay grade. In most cases, a base pay increase will accompany a promotion, but it is not required unless the employee’s pay is below the minimum of their new range.

Reassignment to a Position with Lower Pay Range

On rare occasions, employees may move to a job of significantly decreased responsibility and a lower pay grade, either voluntarily or at the request of management. In some cases, a pay decrease may be initiated at the time of the job change, but is not required unless the employee’s pay is above the maximum of their range.

Lateral Transfer

A lateral transfer is defined as a move from one position to another within the same pay grade. Lateral transfers typically involve no change in base pay.


The library workweek begins Sunday and ends the following Saturday.

Full-time employees are scheduled to work 37.5 hours per week on a regular basis. Full time employees receive a daily, paid meal break of thirty (30) minutes, for a total of 40 paid hours per week.

Part-time, temporary, and seasonal employees are paid for hours actually worked.

“Normal weekly hours” are established through current official Business Office personnel files only and represent the number of hours an employee is expected to work in one week. Unofficial variations of hours actually worked do not constitute a change in employees’ normal weekly hours.

For employees who work an unbalanced or irregular schedule, normal weekly hours will be calculated by dividing the total number of hours the employee is supposed to work in a year by 52 weeks.

Benefits are calculated with reference to normal weekly hours. A “week” at the library runs from Sunday through Saturday.


The library’s official start time is 7 am for maintenance staff, and no earlier than 7:30 am for the rest of the staff Monday through Friday, 8:30 am on Saturday and 12:30 pm on Sunday. Start time for openers for the Adult, Youth and Library Service Departments is no earlier than 8 am on Saturday and Noon on Sunday.

Specific workday and workweek hours for each employee will be determined from time to time by the appropriate department manager based on the operational needs of the library. The library will attempt to notify employees of any changes in workdays or workweek hours two weeks in advance of the effective date of any such change.

Alternative Work Schedule

The purpose of the Alternative Work Schedule (AWS) is to assist employees in balancing family and work life, by allowing employees to work their assigned hours in a non-traditional schedule. This policy discusses those alternatives.

Eligibility for an AWS is based on the responsibilities and autonomy of the actual job rather than on factors related to the individual employee, such as years of service or experience. Some jobs more readily accommodate an AWS situation, while others do not. Positions that might generally lend themselves to an AWS (1) utilize discretionary authority and independent action; and (2) maintain a low percentage of time spent performing routine, manual or clerical work. Positions classified as “exempt” from the Fair Labor Standards Act (FSLA), by definition, generally accommodate an AWS situation better than positions classified as “non-exempt” from the FSLA.

Even if an employee’s job lends itself to an AWS, the employee’s performance I his or her job will also be a determining factor in the approval of an AWS.

Some departments can more readily accommodate the AWS, while others cannot. The Department Director has overall discretion as to which AWS, if any, he or she will permit in his or her department. There are several types of AWS to be considered and are discussed below:

Flex time – A flex time schedule allows the employee to work his or her assigned hours with consideration to his or her personal needs (for example; attending school, caring for children, working another job, etc.). Flex time does not permit the employee to report to work whenever he or she feels like it; rather the employee establishes a regular schedule, based on his or her personal needs, which may vary little from week to week and communicates schedule changes according to department policy. This applies to full-time and part-time employees.

Compressed Work Week – A compressed work week schedule allows full-time employees to work their full-time schedule in fewer than 5 days.

Work From Home – A Work From Home (WFH) schedule allows employees to work part or all of their assigned hours from home. This applies to full-time Department Heads. Given the nature of library work, it would be very rare for the Library Director to approve an AWS permitting an employee to work exclusively from home. Employees requesting a WFH schedule must prove that they have the resources to be successful and productive while working at home. For example, a working computer compatible with the library’s systems, an available telephone line, adequate child care arrangements for children, etc.


Employees considering an AWS need to think about how an AWS can be successful. Employees need to consider the impact that an AWS will have on their department, their department director, supervisors, co-workers, vendors, etc. Employees also need to define the business need for an AWS and how the library will benefit from the AWS.

After considering if an AWS will work for the employee and the library, the employee should complete all sections of the Alternative Work Schedule Application . After the application is completed, the employee should submit it to his or her department manager. The department manager and the employee should then discuss the purposed schedule, making any notes or modifications on the application.

If the department director approves the proposed AWS, he or she should indicate that it is “approved” or “approved with the following amendments” and the start date of the AWS should be entered, along with a “trial period” ending date and a date for “further review”.

If the department director does not approve the AWS, he or she should indicate that it is “declined” and provide a statement supporting the reason for his or her decision and indicating under what conditions, if any, an AWS would be considered in the future.

The employee, department manager, and library director sign and date the application. The original application is submitted to the business office.


Non-exempt staff shall be paid at a rate equal to their regular rate for the first 40 hours worked each week and one and one-half their regular rate for hours over 40.

All hours worked by an employee in excess of 37.5 hours weekly must be pre-approved by the department head and the Library Director.

Hours taken for vacation and holidays are not recognized in calculating overtime.

Exempt employees are not eligible for overtime.

Compensatory time

Non-exempt employees may earn compensatory time when they are scheduled to work more than 37.5 hours in one workweek. Earned compensatory time must be taken within the current pay period.

Sunday Work Hours

Hours worked on Sunday will be considered part of the normally scheduled workweek (37.5 hours) from Sunday to Saturday.

Deductions from Pay

It is the policy of Glen Ellyn Public Library not to take any improper pay deductions that would be in violation of the Fair Labor Standards Act, its regulations (specifically Section 541.602(a)), or relevant state law or local ordinance.

Employees who believe their pay has been improperly deducted should report such an improper deduction immediately to the Finance/HR Director. The complaint will be promptly investigated, and the results of the investigation will be reported to the complaining employee. If the employee is unsatisfied with the findings of the investigation, the employee may appeal the decision to the Director.

Any employee whose pay is improperly deducted shall be reimbursed for such improper deduction no later than the next pay period after the improper deduction is communicated to management.

Lost or Uncashed Payroll Checks

Glen Ellyn Public Library strongly encourages all employees to participate in the Direct Deposit Program to avoid having lost or misplaced checks. Employees not enrolled in the Direct Deposit Program will be issued a paper check. If the paycheck is misplaced, the employee should contact the Finance/HR Director immediately to report it. The Finance/HR Director will issue a stop payment on the check and charge the employee an administration fee of $25 (twenty-five dollars) for this service. After the Bank has confirmed the stop payment, a replacement check will be prepared for the employee. The employee will then be notified by the Finance/HR Director via email or phone that the replacement check is ready for pick up. This entire process takes approximately two weeks to complete.

Job Descriptions and Salary Administration

The purpose of the Glen Ellyn Public Library job descriptions and salary administration policy is to ensure that the organization is able to attract, retain and motivate the number and caliber of individuals necessary to achieve its goals within budgetary guidelines.


In order to accomplish this, it is the Glen Ellyn Public Library’s policy that a salary range will be established for each group of positions and that these ranges will be internally equitable, i.e. fair when compared with the ranges established for other Glen Ellyn Public Library position groups as well as competitive when compared with the rates paid and ranges utilized by other employers for comparable positions.

The job descriptions and salary schedule are reviewed at least annually to keep salaries equitable and competitive within the budget constraints inherent in Glen Ellyn Public Library being a publicly funded institution.

It is also Glen Ellyn Public Library policy that each employee will receive a rate of pay which falls within the range established for their job; and that the progression of each employee’s salary within the range will be determined by the employee’s on the job work performance.

All Glen Ellyn Public Library salary administration programs will be designed and administered in such a way as to comply with all laws and to provide fair treatment for all employees regardless of race, color, religion, sex, national origin, age, disability, sexual orientation, or other protected status.

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