Quartile Definitions 

1. First Quartile (Q1) – “Emerging”: 

• Range: Minimum to the 25th percentile of the salary range for a given position. 
• Description: Employees in this quartile are typically new to the position or the university and may still be developing the necessary skills and experience. Employees are learning job responsibilities. They are not yet performing the full scope of job functions and require some direction. 

2. Second Quartile (Q2) – “Progressing”: 

• Range: 26th to the 50th percentile of the salary range. 
• Description: Employees in this quartile have gained some experience and are performing competently. They have a good grasp of their job responsibilities but may still be developing proficiency in certain areas. Employees are performing most job responsibilities, and only require general supervisor or occasional guidance. 

3. Third Quartile (Q3) – “Established”: 

• Range: 51st to the 75th percentile of the salary range. 
• Description: Employees in this quartile are highly competent and experienced. They consistently meet or exceed job expectations and contribute significantly to the organization’s goals. They are productive and function independently.

4. Fourth Quartile (Q4) – “Advanced”: 

• Range: 76th to the 100th percentile of the salary range. 
• Description: Employees in this quartile are top performers with extensive experience and expertise. They demonstrate exceptional skills and are often seen as leaders or experts in their field. 

Guidance for Supervisors 

Evaluating and Setting Salaries 

• First Quartile: Suitable for new hires or employees who are still in the initial stages of their learning curve. Supervisors should provide clear expectations, training, and development opportunities to help these employees progress. 2 
• Second Quartile: Appropriate for employees who have moved beyond the entry-level phase and are performing competently. May be suitable for experienced new hires. Supervisors should focus on encouraging further skill development and providing feedback to help these employees advance further. 
• Third Quartile: Reflects employees who are experienced and highly competent. Supervisors should recognize their contributions through appropriate compensation, consider them for leadership roles, and provide opportunities for further professional growth. If considering this salary range for new hires, consult with the HR team or Associate Dean for Finance and Administration. 
• Fourth Quartile: Represents the top performers with extensive experience. Supervisors should ensure these employees are compensated at a level that reflects the value they bring to the organization, provide them with challenging projects, and leverage their expertise to mentor others. If considering this salary range for new hires, consult with the HR team or Associate Dean for Finance and Administration. 

Performance Review 

• First Quartile: Focus on onboarding, training, and setting clear performance goals. Regular check-ins and feedback are crucial to help these employees understand their role and grow. 
• Second Quartile: Encourage skill development and provide constructive feedback to help these employees improve and prepare for higher responsibilities. 
• Third Quartile: Recognize and reward their contributions. Encourage leadership development and provide opportunities for them to take on more complex projects. 
• Fourth Quartile: Utilize their expertise to mentor other employees. Provide recognition and rewards that reflect their high performance and consider them for strategic roles within the organization. 

Pay Progression (i.e. Pay Adjustments within Range or Promotions) 

• First Quartile: Consider salary adjustments as employees gain experience and proficiency in their role. 
• Second Quartile: Monitor progress and consider salary increases to reflect improved performance and skill development. 
• Third Quartile: Regularly review compensation to ensure it remains competitive and reflective of their contributions. 
• Fourth Quartile: Ensure top performers are appropriately rewarded to maintain motivation and retention. Consider additional benefits or incentives beyond salary adjustments. 

By applying these guidelines, supervisors can effectively manage employee performance and compensation, ensuring fair and motivating salary practices across the organization. We recognize that this is a fluid model that may evolve as people, positions, teams, organizations, and needs change. If you have questions, need guidance, etc. please contact the SoHE HR Team and/or the Associate Dean for Finance and Administration (Cody Loew).

SoHE Guidance on UW-Madison HR Quartiles