About the Compensation Study Initiative
The Next-Gen K-State strategic plan calls us to be an employer of choice within Kansas and higher education — and we know that begins with how we support our people. Prioritizing employee well-being and satisfaction are paramount, and that often begins with a foundational framework for competitive rewards, recognition of excellence, and opportunities for continuous improvement and growth.
In fall 2024, K-State prioritized the launch of a compensation study initiative to begin in spring 2025, charting a data-informed, collaborative and comprehensive approach to compensation. The study set out to create:
- a refined compensation philosophy
- accompanying pay administration guidelines
- a strong foundation to support career pathways
- newly articulated faculty job structures/ranges
- a modified/refined set of staff job structures/ranges
- a graduate student compensation plan
In spring 2026, the Human Resources team began to articulate the results of the initial planning and discovery work produced by our consulting firm and steering committees. Additionally, the team outlined a multi-year phased implementation plan that will move alongside the university's Budget Transformation initiative, bringing our compensation planning to fruition in alignment with our Next-Gen K-State strategic plan, beginning with standing up our market-aligned structures and implementing under-market adjustments.
The Compensation Study's underlying objectives
- Recruit and retain talent: Strengthen K-State's ability to compete for highly qualified faculty and staff.
- Promote consistency and equity: Establish clear, market-based pay structures and more consistent compensation practices across the university.
- Support long-term workforce development: Create clearer career pathways, recognize performance and provide opportunities for professional growth.
- During the discovery and planning phase, three steering committees worked closely with an external partner to provide data and informed recommendations to the leadership team.
- Currently, now that the project has moved into implementation, the work is advanced by implementation working groups driving the efforts forward and continuing to align with the leadership team on critical decisions.