Spreadsheet: 4fc07765-f65b-4abf-a976-53006c1fa3cc
Sheet: XYZ

XYZ POSITION PAY RANGE USING MIDPOINT OF PAY GRADE -- OPTION A* |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  |  | TITLE: XYZ Position -- Job description for position will be shown here
Enter your data in A5: | Enter desired percent range spread from minimum to maximum in B5: |  | Minimum of pay range based on CU midpoint: | Maximum of pay range based on CU midpoint: |  |  |  | Minimum of pay range based on CUNA midpoint: | Maximum of pay range based on CUNA midpoint: | CUNA percent range spread from minimum to maximum: |  | Table A-8
 |  |  |  |  |  |  |  |  |  |  |  | XYZ Position Salary Range Averages |  |  |  |  |  |  | REPORTS TO: ABC
Midpoint |  | CU Midpoint +/- |  |  |  |  | CUNA Midpoint +/- |  |  |  |  |  |  | N | Minimum | Midpoint | Maximum
 |  |  |  |  | Overall |  |  |  |  |  |  | Overall |  | 154 | $85,798 | $111,504 | $137,211 |  | Purpose
 |  |  |  |  | By credit union asset size | $2M-$5M |  |  |  |  |  | By credit union asset size | $2M-$5M | 1 | * | * | *
 |  |  |  |  |  | $20M-$50M |  |  |  |  |  |  | $20M-$50M | 7 | $47,972 | $58,231 | $68,490 |  | Responsible for…..
 |  |  |  |  |  | $50M-$100M |  |  |  |  |  |  | $50M-$100M | 29 | $57,710 | $73,032 | $88,353
 |  |  |  |  |  | $100M-$200M |  |  |  |  |  |  | $100M-$200M | 23 | $67,157 | $85,191 | $103,225 |  | Duties and Responsibilities
 |  |  |  |  |  | $200M-$500M |  |  |  |  |  |  | $200M-$500M | 44 | $86,445 | $113,503 | $140,560
 |  |  |  |  |  | $500M-$1B |  |  |  |  |  |  | $500M-$1B | 25 | $110,818 | $144,651 | $178,483 |  | 1.
 |  |  |  |  |  | $1-$3B |  |  |  |  |  |  | $1-$3B | 23 | $148,993 | $196,495 | $243,997
 |  |  |  |  |  | $3B or more |  |  |  |  |  |  | $3B or more | 2 | $133,622 | $193,554 | $253,485
*In option A, the minimum and maximum of the pay range is calculated by multiplying the desired percent range spread by the midpoint and applying that figure to the midpoint. |  |  |  |  |  |  |  |  |  |  |  | * Insufficient data.
(If the percent range spread is 40%, the minimum salary of the pay range would be 20% below the midpoint, while the maximum salary of the pay range would be 40% above the midpoint.) |  |  |  |  |  |  |  |  |  |  |  | NOTE: Limited to credit unions with established minimums, midpoints, and maximums for each job position.
XYZ POSITION PAY RANGE USING MIDPOINT OF PAY GRADE -- OPTION B*
Enter your data in A5: | Enter desired percent range spread from minimum to maximum in B5: | Figure for calculating minimum | Minimum of pay range based on CU midpoint: | Figure for calculating maximum | Maximum of pay range based on CU mipoint: |  |  | Minimum of pay range based on CUNA midpoint: | Figure for calculating maximum | Maximum of pay range based on CUNA midpoint:
Midpoint
 |  |  |  |  |  | Overall
 |  |  |  |  |  | By credit union asset size | $2M-$5M
 |  |  |  |  |  |  | $20M-$50M
 |  |  |  |  |  |  | $50M-$100M
 |  |  |  |  |  |  | $100M-$200M
 |  |  |  |  |  |  | $200M-$500M
 |  |  |  |  |  |  | $500M-$1B
 |  |  |  |  |  |  | $1-$3B
 |  |  |  |  |  |  | $3B or more
*In option B, the minimum of the pay range is calculated by adding 100% and half of the desired percent range spread, then dividing that figure by the midpoint.
The maximum of the pay range is calculated by multiplying the minimum (as calculated above) by the percentage of the pay range spread, then adding this figure to the minimum.
(If the percent range spread is 40%, 100% and 20% would be added, then that figure would be divided by the midpoint to calculate the minimum.
This minimum would be multiplied by 40%, then that figure would be added to the minimum to calculate the maximum.)
EXISTING OF OVERLAP BETWEEN PAY GRADE FOR XYZ POSITION AND PAY GRADES ONE STEP ABOVE AND BELOW
Pay Grade for Position |  | Pay Grade One Step Above |  |  | Pay Grade One Step Below
Minimum | Maximum | Minimum | Maximum | Overlap | Minimum | Maximum | Overlap
There is not a standard for the acceptable amount of overlap between pay grades.
Too much overlap can devalue promotions since the wage increase stemming from the promotion is low.
Too little overlap leads to high wage increases when promotions occur, resulting in high costs for the organization.