SALARY NEGOTIATIONS BASED ON CLASSIFICATION OF JOB EVALUATION. Zone 7 Water Agency is a water resource management agency. We wholesale treated

Size: px
Start display at page:

Download "SALARY NEGOTIATIONS BASED ON CLASSIFICATION OF JOB EVALUATION. Zone 7 Water Agency is a water resource management agency. We wholesale treated"

Transcription

1 SALARY NEGOTIATIONS BASED ON CLASSIFICATION OF JOB EVALUATION SYLVIA A. SEABORN Zone 7 Water Agency is a water resource management agency. We wholesale treated water to over 150,000 people in the Tri-Valley area comprised of Livermore, Pleasanton and Dublin. We also service some unincorporated areas in Eastern Alameda County. Zone 7 also owns and maintains approximately 35 miles of flood control channels and drainage facilities. Zone 7 Water Agency has a unique relationship with Alameda County. It is managed by the General Manager, who is a contract employee for the Zone 7 Board of Directors. The General Manager supervises the Zone employees, who are actually employees of Alameda County and are subject to the provisions of County policies and procedures. In 1993, the Alameda County Board of Supervisor granted the Zone 7 Board of Directors the authority to set salaries for Zone 7 employees. Zone 7 employees, however, would remain employees of Alameda County for all other purposes, for example, receive the same benefit package as other County employees and be governed under the jurisdiction of the Civil Service Rules and Regulations. When this separation occurred, all classifications in Zone 7 were 1

2 reclassified, and made unique to the Agency. The result of this separation is that Zone 7 employees now bargain with Alameda County for the benefits portion of their compensation package and with the Zone 7 Board of Directors for the salary portion of the compensation package to arrive at their total compensation package. Thus, Zone 7 employees are governed by two separate Memoranda of Understanding, one under Alameda County for benefits and one under Alameda County Flood Control & Water Conservation District, Zone 7 for salaries The Zone 7 Board of Directors has established a policy to compensate Zone 7 employees competitively with other agencies so that the Agency will have the ability to recruit and retain well qualified employees for all positions. The Board s policy defines competitive compensation as being within 4.5 percent of, or at, the median of the labor market. Thus, the intent of the Zone Board is to make sure that the compensation employees receive is competitive with those of other employers who are in the same business as Zone 7. For example, positions held by Zone employees are paid fairly in relation to other positions that perform the same job duties and responsibilities in agencies that are in the same industry as Zone 7. Zone 7 negotiates with four different unions, as well as with the unrepresented managers. 2

3 This paper will address the process Zone 7 utilizes in negotiating and implementing a competitive salary structure for its employees. It will focus on the methodology of using classification of job evaluation as the primary factor in determing the salary for its employees. At each step in the negotiating process, only information regarding that particular step is provided to the union bargaining teams, and the unrepresented managers. In other words, they receive information sequentially. Once that step is mutually agreed to, then we proceed to the next step. For example, all information regarding the selection of agencies to be included in the labor market is distributed, discussed and agreed upon, the next step in the process is to add the class and job descriptions (on the Summary Data Sheet), etc. The final data to be filled in on the Summary Data Sheet is the salary information for each agency surveyed and how it relates to Zone 7 s salaries. Zone 7 s salary plan is based on classification of job evaluation. Classification may be defined as a systematic process for grouping jobs into common titles based on similarities in duties, responsibilities, and knowledge, skill, and ability requirements. 1 The factors involved in developing the process for a pay plan consists of defining the labor market, selecting benchmark 3

4 classes to be surveyed, actual surveying and analyzing the data, and interpreting the findings in order to develop pay structure recommendations 2. The approach that Zone 7 uses is unique in that we actively solicit participation from all union bargaining teams and their members, and unrepresented managers and with the Board of Directors throughout each step in the process, including defining the appropriate labor market and job classification matches. The process is a mixture of both traditional and interest based bargaining. Zone 7, along with the consultants, meet with the union bargaining teams, and unrepresented managers, during each step of the process to answer questions they may have, and to provide them with hard copies of data used in the survey. There is a free flow of information across the table. This provides consistency of information, and lends itself to a better understanding of interests from both the management side and the union side. Each side is working from the same base of knowledge. A labor market is defined as a group of employers the organization expects to compete with for employees. For example, it includes employers with similar products and/or services, similar jobs, or the likelihood of employees comparing salaries with or being recruited by these organizations, geographical influences, and comparable size. As mentioned above, the 4

5 compensation plan is based on the classification method of job evaluation. The method of job evaluation is basically a market driven system. External wage and salary data is required to establish compensation levels for classifications in this type of system. This method does not lead directly to measures of job value, although, it does prove to be a valuable system for providing internal pay equity. For example, salaries may be adjusted based on internal relationships, if there is a pay difference between two classifications, for classes which do not yield market data and are within the same broad job family. 3 The first step in the process is the hiring of consultants to research, select and recommend ten agencies that would be in Zone 7 s labor market, that is agencies that are comparable to Zone 7 demographically. The labor market data is presented in table form and illustrates how the agencies compare with Zone 7 in the following areas: number of employees, the operating and total budget, number of treatment plants, the capacity of the plants, average product, agency type and services offered. The data is then mailed to the union bargaining teams, and the unrepresented managers, before it is brought to the table. The union bargaining teams are asked for their input in terms of satisfaction of the agencies selected, or if they are not in agreement with the selection of agencies surveyed, they may suggest other agencies as 5

6 alternates. However, they are asked to be specific in their responses as to the reasons why or why not they want such agencies added and/or deleted in the salary survey, in other words, what their criteria is for selecting/deleting these agencies. The negotiation process then commences for the selection of the agencies to be included in the survey. The Management negotiating team and the consultants meet with the union bargaining teams, and the unrepresented managers. The consultants provide background information as to why they selected and recommended these agencies to be included in the labor market data. If other agencies are suggested as alternates by the union negotiating team, and unrepresented managers, the consultants discuss the demographics for these agencies. They explain the reasons why these alternates would be or not be a match. Thus, Management and the union share information freely and are allowed to discuss the agencies selected at great length in order to come to an understanding of why each side wants certain agencies to be included and/or deleted from the survey. During the 1996 negotiations, the resources used to compile the list of employers included in the labor market were derived from past salary surveys from Alameda County, ACWA; and, suggestions from Zone 7 employees. This list was evaluated for comparability 6

7 relating to similar functions, products and/or services, and other special characteristics and influences on the labor market such as geographical proximity to Zone 7. Agencies within approximately a 30-mile radius were selected. Zone 7 is located in close proximity to several large water agencies, agencies with larger budgets and more employees than Zone 7. However, these agencies were included as part of the labor market for various reasons, i.e. these agencies not only represent major market influences, but may be considered as a source of recruitment for industry specific classifications. The Management negotiating team then meets with the Board of Directors to present the out come of this first step in the process. We present the labor market data and reasons for selecting the ten agencies, as well as presenting the bargaining unions and/or the unrepresented managers, selection/deletions of agencies and the criteria for their selection/deletion of such agencies. If the employees and the unions reasons for selecting certain agencies are not compelling enough for the Board to agree to their selection, the Board may suggest alternate agencies. If this is the case, this information is then presented to the employees and the unions. Otherwise, we use the surveyed agencies recommended by the consultants. 7

8 With selection of the agencies completed, the next step in the process is choosing classes and class descriptions from surveyed agencies for comparability to Zone 7 s classes and class descriptions. In order to get a true understanding of comparability, information shared with the union bargaining teams, and unrepresented managers are class descriptions and organizational charts from Zone 7, as well as those agencies that are included in the labor market surveyed. Not only do we provide information for that particular class, but also for the class above and below for those agencies included in the survey and for Zone 7, i.e., if the class is entitled Water Resources Engineer III, the job descriptions for the next level up is Supervising Water Resources Engineer, and the class for the next level below is Water Resources Engineer II. Because there are variations in organizational structure and work duty assignments, not all jobs are a good comparison with other agencies. So benchmark classes (which are well defined jobs) are used in order to get a comparison. Structured questionnaires about each classification are prepared and sent to the surveyed agencies. Follow-up phone calls are made with Human Resources and in some instances, with incumbents themselves in order to obtain accurate information. When all the data is compiled, it is summarized on the Summary Data Sheet for each class in Zone 7. 8

9 This Summary Data Sheet now includes the agencies in the labor market, class title and class description of comparable classes (to a particular class in Zone 7). The Summary Data sheet is mailed to the union bargaining teams, and the unrepresented managers before it is brought to the table. This second step in the negotiation process now begins for the selection of comparable classes. Identical duties and responsibilities are not always found from one organization to another because class descriptions are usually written to cover a broad range of duties and responsibilities. However, with all negotiating teams (management and labor) coming to the table with the same information, and with experts to interpret classifications issues, the hope is that it will not only educate employees but also save time and create an atmosphere of trust, while establishing a cooperatively working relationships between the two bargaining teams. Thus, the union bargaining teams, and the unrepresented managers, are free to ask the consultants questions regarding classification issues, get clarification on class titles and specific duties and responsibilities relating to a particular class/title. Also, they may even suggest changes to their own job specifications. If warranted, the suggested changes are incorporated. In addition, information regarding contacts at the agencies included in the survey are shared with 9

10 the bargaining unions, and the unrepresented managers, in the event they have questions, and, if they so desire, they may contact the same personnel that management contacted. Consistency in the information received by both management and the union bargaining teams and the unrepresented managers is such an important factor in this process. The Management negotiating team meets with the Board of Directors to update them on the results of this second step. We discuss the class title and descriptions and reasons for selecting these classes to be compared to those at Zone 7. We also present the concerns of the bargaining unions, and the unrepresented managers, if they are not in agreement with our selection. Again, we present their criteria for wanting to include or delete specific class titles and descriptions. The next step in the negotiation process is the third step, and that consists of filling in the blanks on the Summary Data Sheet with salary information. Added to Summary Data Sheet is the effective date of the salary, the minimum and maximum salary range, the per cent difference as compared to Zone 7, the rank of the agencies, how they compare to Zone 7, and the survey median. 10

11 The Summary Data Sheet with the salary information is mailed to the union bargaining teams, and the unrepresented managers. It now includes the name of the agency, the class title, effective date of salary, maximum salary range, the rate for each agency surveyed is expressed as a percentage of Zone 7 s current salary for that particular classification, the rank (data is in descending order, according to the maximum), and the class description. In addition, the Summary also illustrates the maximum median salary for the agencies surveyed, Zone 7 s salary for that particular class is listed and the median as percentage of Zone 7 s current salary. The median represents the middle value in a distribution, that is the value above and below which half of the survey values fall. Footnotes are included in the Summary Data Sheet to provide additional information as to job matches, to describe calculations, etc. The reason that we use the median is because Alameda County uses the median to calculate salaries for County employees and we are still tied to Alameda County. Thus, in order to be consistent, Zone 7 uses the median to set salaries. We are now ready for the fourth step in the negotiation process. With the salary information included the Summary Sheet, the Summary Sheet is now almost complete. The salary information is mailed to the bargaining unions, and the unrepresented managers. Again, 11

12 the Management negotiating team, the consultants and the union bargaining teams and the unrepresented managers meet to discuss salary calculations. The final step in the process is the salary analyses and recommendations. As mentioned above, Zone 7 Board of Directors intent is to maintain salaries at a competitive level with those agencies in the labor market. They have defined competitive level as being within 4.5 per cent of, or at, the median of survey data. The methodology that Zone 7 s utilizes is based on the classification method of job evaluation, which is a market driven system. This presents a strong case for the market survey data to be the primary factor in determining the pay level for any given classification. Thus, the recommendation was to bring the salaries to the market median, with consideration given to size of the organization, and internal relationships. The Summary data sheet now includes the salary recommendations for each classification. The salary recommendations are presented to the Board of Directors. The Summary Data Sheet with the recommendations are mailed out to the union negotiating teams and the unrepresented managers. Once the union bargaining teams and unrepresented managers have had ample time to review this information, they meet with the Management Negotiating team to discuss the salary information and parameters used in recommending the salary data 12

13 (i.e., internal pay equity, etc.) and, hopefully, arrive at mutual agreement. The intent is that once the labor market and the job descriptions are mutually agreed upon, and based upon the Zone s policy of paying a competitive wage within 4.5 per cent of, or at, the median, that there would be a consensus of salary range. However, if mutual agreement is not forthcoming, the union bargaining teams and the unrepresented managers have the options of presenting their case to the Board of Directors. This, in fact, occurred at out last negotiations in 1996 with one class. They felt that the median should not be used to set their salaries (because they were at the median) but that their salaries should be set at the same level of the agency that placed number one in the agencies surveyed. This particular class, however, did receive a cost of living increase, which brought them above the median. In summary, it is our expectation that by ensuring the objectivity and equability of the process that there would be less controversy when the actual salary recommendations were presented. The guiding principals are to keep the process market-based and as objective as possible, meaning no arbitrary adjustments to any particular class unless there was some compelling technical or budgetary reason to override the market survey results. If there was variation in the market, then that variation would be reflected directly in the salaries. We have 13

14 followed this process for several years and believe that the process is achieving its main objective and that is to reduce the adversial/controversial nature of salary negotiations, and to provide an objective methodology to determine competitive salary levels for each class, as well as to establish appropriate salaries in the agency. Sylvia A. Seaborn Human Resources Manager 6660 Owens Drive Pleasanton, CA ( , ext 228) April 3,

15 END NOTES 1. Human Resouces & Compensation Management 2. Ibid 3. Ibid 15

The Alameda County Fire Department

The Alameda County Fire Department The Alameda County Fire Department invites you to apply for the position of Administrative Services Director Alameda County Fire Department www.acgov.org Dedicated to Superior Service The Fire Department

More information

Policies for Support Staff

Policies for Support Staff 1 of 6 Policies for Support Staff Represented by CWA, Local 4730 at Bloomington and Northwest CWA 8.1 Effective date Revised 1998 Employees covered by this policy This policy applies to all Support Staff

More information

GENERAL COMPENSATION POLICY

GENERAL COMPENSATION POLICY I. PURPOSE The purpose of this policy is to define the philosophy of compensation in the City of Visalia for regular employees, and to specifically define how compensation increases for various job classifications

More information

Personnel Committee November 4, 2015

Personnel Committee November 4, 2015 Memorandum 10.30.15 Personnel Committee November 4, 2015 Personnel Committee: Commissioners Wiener (Chair), Tang (Vice Chair), and Avalos Cynthia Fong Deputy Director for Finance and Administration Tilly

More information

FINAL REPORT GROTON, NH WAGE AND CLASSIFICATION STUDY DECEMBER 2015 INTRODUCTION CLASSIFICATION AND COMPENSATION

FINAL REPORT GROTON, NH WAGE AND CLASSIFICATION STUDY DECEMBER 2015 INTRODUCTION CLASSIFICATION AND COMPENSATION FINAL REPORT GROTON, NH WAGE AND CLASSIFICATION STUDY DECEMBER 2015 INTRODUCTION Scope of Services The Town of Groton, NH, engaged Municipal Resources, Inc. (MRI) to develop a Classification and Compensation

More information

LIVINGSTON COUNTY COMPENSATION/CLASSIFICATION GUIDELINES

LIVINGSTON COUNTY COMPENSATION/CLASSIFICATION GUIDELINES LIVINGSTON COUNTY COMPENSATION/CLASSIFICATION GUIDELINES RESOLUTION # 2015-02-041 APPROVED: 02/09/15 A. POLICY 1. PURPOSE: To establish guidelines for the ongoing maintenance of the job classification

More information

Supervisor/Manager Presentation. You and The PSD. Position Source Document

Supervisor/Manager Presentation. You and The PSD. Position Source Document Supervisor/Manager Presentation You and The PSD Position Source Document Human Resources Peter Chen Director Employee Relations & Compensation Sunny Bradford Director Learning & Organizational Effectiveness

More information

Section 13(c) and Joint Employment

Section 13(c) and Joint Employment Section 13(c) and Joint Employment This is a story about an arbitration... The Players WMATA Transit agency that provides bus, rail, and paratransit services in the greater Washington, D.C. area The Players

More information

Classification and Compensation Plan Review and Update

Classification and Compensation Plan Review and Update MEMORANDUM TO: VIA: FROM: Board of Commissioners Personnel Committee Orah L. Reed, Director of Human Resources DATE: August 22, 2014 SUBJECT: Classification and Compensation Plan Review and Update Background

More information

Compensation and Classification. Office of Human Resources Palm Beach State College. Job Evaluation Guidelines

Compensation and Classification. Office of Human Resources Palm Beach State College. Job Evaluation Guidelines Compensation and Classification Office of Human Resources Palm Beach State College Job Evaluation Guidelines Effective 01.23.2018 This guideline is intended to describe the Job Evaluation process at Palm

More information

Responsibility: The Human Resources Director or designee is responsible for the enforcement of this policy.

Responsibility: The Human Resources Director or designee is responsible for the enforcement of this policy. Category: 300 Number: 342 Subject: Purpose: Authority: SALARY AND WAGES POLICY The purpose of this policy is to: Articulate the management philosophy that serves as the foundation for development and administration

More information

COMPENSATION STUDY PANEL

COMPENSATION STUDY PANEL COMPENSATION STUDY PANEL TAMMY BIGELOW, SHERBURNE COUNTY CATHY FESTE, PIPESTONE COUNTY SUE LUING, NOBLES COUNTY DOES YOUR COUNTY WANT TO DO A COMPENSATION STUDY? Questions to ask. When is the last time

More information

Questions and Answers Concerning Compensation & Classification Study

Questions and Answers Concerning Compensation & Classification Study Questions and Answers Concerning Compensation & Classification Study 1. Please share the complete name of the company doing the review and their website. Answer: Management Advisory Group International,

More information

West Virginia Higher Education Policy Commission West Virginia Council for Community and Technical College Education

West Virginia Higher Education Policy Commission West Virginia Council for Community and Technical College Education West Virginia Higher Education Policy Commission West Virginia Council for Community and Technical College Education Compensation Management Program FAQ s 1. The minimum and maximum are set at what percentage

More information

Salt Lake Community College Policies and Procedures Manual

Salt Lake Community College Policies and Procedures Manual (NON-INSTRUCTIONAL) Board of Trustees Approval: 05/14/2008 POLICY 5.05 Page 1 of 8 I. POLICY Salt Lake Community College (SLCC) employees at all levels must be skilled and experienced performers if the

More information

THE TOWN OF FORT FRANCES Section: Human Resources Policy: Management/Non-Union Salary Administration

THE TOWN OF FORT FRANCES Section: Human Resources Policy: Management/Non-Union Salary Administration THE TOWN OF FORT FRANCES Section: Human Resources Policy: Management/Non-Union Salary Administration Creation Date: October 2002 Revised Date: 2003, 2004, 2005, 2006, 2007, 2009, 2010, 2011, 2014, 2016

More information

The undersigned, Barry C. Brown, was mutually selected by the The parties orally summarized their position at the hearing and

The undersigned, Barry C. Brown, was mutually selected by the The parties orally summarized their position at the hearing and AMERICAN ARBITRATION ASSOCIATION CASE: BROWN #2 In the Matter of the Arbitration Between:) OPINION SOMEPLACE PUBLIC SCHOOL DISTRICT ) -and- -and- UNION AWARD Re: Classification of Sam TEA The undersigned,

More information

Stevens County Request for Proposal. Employee Classification and Compensation Study

Stevens County Request for Proposal. Employee Classification and Compensation Study Stevens County Request for Proposal Employee Classification and Compensation Study Due: April 17, 2014 I. Purpose Stevens County is currently soliciting proposals from qualified consulting firms for an

More information

The Challenges of Negotiating Changes in Classification Specifications in Alameda County

The Challenges of Negotiating Changes in Classification Specifications in Alameda County The Challenges of Negotiating Changes in Classification Specifications in Alameda County I. Union a. Always concerned with a change in working conditions b. Employer vs. employee relations 1. wages 2.

More information

3. Managing People and their Work

3. Managing People and their Work 3. Managing People and their Work A fundamental of good management is that all employees know what to do, how well they are performing and what they need to learn in order to do a better job. Setting clear

More information

GRADE, PAY, AND CLASSIFICATION PLAN POLICY

GRADE, PAY, AND CLASSIFICATION PLAN POLICY I. Policy II. Purpose III. Procedures IV. Definitions V. Scope VI. Authorization GRADE, PAY, AND CLASSIFICATION PLAN POLICY I. POLICY The policy of the Town is to pay salaries that provide incentives for

More information

Denne værktøjskasse indeholder følgende værktøjer:

Denne værktøjskasse indeholder følgende værktøjer: Job Profiles Denne værktøjskasse indeholder følgende værktøjer: Introduction: Job Profiles - Does the employee know what to do? User guide: Job Profiles Sample Job Profiles - Sales Form 1: Job Profile

More information

SUNY CORTLAND COMPENSATION PROGRAM

SUNY CORTLAND COMPENSATION PROGRAM SUNY CORTLAND COMPENSATION PROGRAM February 2008 TABLE OF CONTENTS Introduction.1 The Need for A New Compensation Program 1 Compensation Philosophy..2 Fundamentals of the Professional Staff Compensation

More information

A companion service to TRUSTCOMPARE. A Pohl Consulting and Training, Inc. Company

A companion service to TRUSTCOMPARE. A Pohl Consulting and Training, Inc. Company A companion service to TRUSTCOMPARE For more information contact: Loyd Pohl, CEO Pohl Consulting and Training, Inc. elpohl@pohlconsulting.com We keep hearing about the need for compensation comparison

More information

UIC HR POLICIES AND PROCEDURES

UIC HR POLICIES AND PROCEDURES Human 1 of 5 Assistant Vice President for Human PURPOSE To establish responsibility and authority for the adjustment of salary ranges or rates for Civil Service classifications and to ensure conformance

More information

Policies for Support Staff

Policies for Support Staff 1 of 8 Policies for Support Staff Represented by CWA, Local 4730 at Bloomington and Northwest CWA 9.4 Effective date Revised July 12, 2013 Employees covered by this policy This policy applies to all Support

More information

Personnel Systems and Benefits

Personnel Systems and Benefits Summary The Hernando County School District is using 9 of the 11 personnel systems and benefits best practices. The district has successful training programs for teachers and those interested in becoming

More information

City Of Hammond Purchasing Department PROVIDE A COMPREHENSIVE CLASSIFICATION AND COMPENSATION STUDY FOR THE CITY OF HAMMOND RFP 17-06

City Of Hammond Purchasing Department PROVIDE A COMPREHENSIVE CLASSIFICATION AND COMPENSATION STUDY FOR THE CITY OF HAMMOND RFP 17-06 1 City Of Hammond Purchasing Department PROVIDE A COMPREHENSIVE CLASSIFICATION AND COMPENSATION STUDY FOR THE CITY OF HAMMOND RFP # 17-06 Proposals Shall Be Received by the Purchasing Department, 310 East

More information

Guidelines for Social Work Supervision

Guidelines for Social Work Supervision SOCIAL WORKERS REGISTRATION BOARD Guidelines for Social Work Supervision 1 Introduction 1.1 In 2005, the Social Workers Registration Board conducted a large-scale survey of the practice of supervision

More information

The deadline for submittal of proposals is 4:00 PM, Pacific Time, January 8, 2014.

The deadline for submittal of proposals is 4:00 PM, Pacific Time, January 8, 2014. CITY OF BAINBRIDGE ISLAND, WASHINGTON REQUEST FOR PROPOSALS CLASSIFICATION AND COMPENSATION STUDY INTRODUCTION The City of Bainbridge Island, Washington invites proposals from qualified consulting firms

More information

Proposals must be received in the Office of the City Manager no later than 2:00 p.m. on December 3, 2018.

Proposals must be received in the Office of the City Manager no later than 2:00 p.m. on December 3, 2018. REQUEST FOR PROPOSAL Proposals are now being accepted in the Office of the City Manager, 745 Forest Parkway, Forest Park, Georgia 30297 for: COMPREHENSIVE CLASSIFICATION & COMPENSATION STUDY FOR THE CITY

More information

Human Resources BUDGET & FULL-TIME EQUIVALENTS SUMMARY & BUDGET PROGRAMS CHART. Operating $ 8,154,000 Capital $0 FTEs 26

Human Resources BUDGET & FULL-TIME EQUIVALENTS SUMMARY & BUDGET PROGRAMS CHART. Operating $ 8,154,000 Capital $0 FTEs 26 BUDGET & FULL-TIME EQUIVALENTS SUMMARY & BUDGET PROGRAMS CHART Operating $ 8,154,000 Capital $0 FTEs 26 Lori Gentles Department Director Administration Employee Relations/Benefits Recruiting & Classification

More information

GLOSSARY OF COMPENSATION TERMS

GLOSSARY OF COMPENSATION TERMS GLOSSARY OF COMPENSATION TERMS This compilation of terms is intended as a guide to the common words and phrases used in compensation administration. Most of these are courtesy of the American Compensation

More information

Fundamentals of Human Resources. Third Edition

Fundamentals of Human Resources. Third Edition Fundamentals of Human Resources Third Edition Fundamentals of Human Resources Third Edition Patricia M. Albrecht Roger C. E. Albrecht Contents About This Course How to Take This Course Introduction

More information

FY19 Appropriations Committee Questionnaire

FY19 Appropriations Committee Questionnaire Department of Human Resources 1a. What are your programs? HUMAN RESOURCES OPERATIONS The division includes the following enumerated programs/functions: Classification and Position Management, Benefits

More information

Public Sector Executive Compensation Report School District No. 57 (Prince George)

Public Sector Executive Compensation Report School District No. 57 (Prince George) Public Sector Executive Compensation Report School District No. 57 (Prince George) The Board of Education encourages and adopts practices that enable the district to attract, retain, incent, and reward

More information

FY2017 Budget: Employee Compensation

FY2017 Budget: Employee Compensation FY2017 Budget: Employee Compensation GGAF 4/27/2016 Compensation Presentation Outline Overview & Approach History FY2017 Planning Compensation Overview Council Strategy: Attract, hire, develop & retain

More information

Chapter 8 Designing Pay Levels, Mix, and Pay Structures

Chapter 8 Designing Pay Levels, Mix, and Pay Structures Chapter 8 Designing Pay Levels, Mix, and Pay Structures Major Decisions -Some major decisions in pay level determination: -determine pay level policy (specify employers external pay policy) -define purpose

More information

SOUTH CAROLINA STATE UNIVERSITY PERSONNEL POLICIES AND PROCEDURES MANUAL

SOUTH CAROLINA STATE UNIVERSITY PERSONNEL POLICIES AND PROCEDURES MANUAL SECTION: FLSA and Classification and Compensation Administration Section: II Subject: B.2 SUBJECT: Classification and Compensation: Pay Plan Effective: 06/05/09 Revised: 05/29/09 THE LANGUAGE USED IN THIS

More information

HR Survey Series: Local Government Classification and Compensation Practices. Final Report. October 30, 2015

HR Survey Series: Local Government Classification and Compensation Practices. Final Report. October 30, 2015 Final Report October 30, 2015 HR Survey Series: Local Government Classification and Compensation Practices Geralyn Gorshing, Director of Marketing & Business Development ggorshing@cpshr.us Main: 916.263.3600

More information

City of Arden Hills, Minnesota Proposal to Provide a Position Classification and Compensation System Study

City of Arden Hills, Minnesota Proposal to Provide a Position Classification and Compensation System Study City of Arden Hills, Minnesota Proposal to Provide a Position Classification and Compensation System Study 1. References of Municipalities in the State of Minnesota Springsted has complete comprehensive

More information

STATE OF CONNECTICUT LABOR DEPARTMENT CONNECTICUT STATE BOARD OF LABOR RELATIONS

STATE OF CONNECTICUT LABOR DEPARTMENT CONNECTICUT STATE BOARD OF LABOR RELATIONS STATE OF CONNECTICUT LABOR DEPARTMENT CONNECTICUT STATE BOARD OF LABOR RELATIONS IN THE MATTER OF STATE OF CONNECTICUT -AND- CONNECTICUT STATE EMPLOYEES ASSOCIATION, SEIU, LOCAL 2001 DECISION NO. 4658

More information

Clayton State University Salary Administration Policy

Clayton State University Salary Administration Policy Purpose Clayton State University Salary Administration Policy Maintain a compensation program that will attract and retain qualified employees at all levels of responsibility who perform in a manner that

More information

Salary Administration Represented Employees. Non Represented Employees

Salary Administration Represented Employees. Non Represented Employees Salary Administration Represented Employees The District s current three year labor contract will expire on June 30, 2018. Employees covered by the collective bargaining agreement between IAFF Local 1660

More information

Compensation Equity. Public Policy Issue Statement. April 2018

Compensation Equity. Public Policy Issue Statement. April 2018 Compensation Equity Public Policy Issue Statement April 2018 Background: Title VII of the Civil Rights Act of 1964, the Americans with Disabilities Act of 1990, the Age Discrimination in Employment Act

More information

The District s non-represented salary administration program consists of the following:

The District s non-represented salary administration program consists of the following: Salary Administration Represented Employees The District s four-year labor contract will expire on June 30, 2022. Employees covered by the collective bargaining agreement between IAFF Local 1660 and Tualatin

More information

Administrative Guidelines Employee Compensation Plan

Administrative Guidelines Employee Compensation Plan Administrative Guidelines Employee Compensation Plan 2013. Texas Association of School Boards, Inc. All rights reserved. Table of Contents Compensation Policy... 1 Compensation Philosophy and Objectives...

More information

SALARIES AND REMUNERATION COMMISSION ACT

SALARIES AND REMUNERATION COMMISSION ACT NO. 10 of 2011 SALARIES AND REMUNERATION COMMISSION ACT SUBSIDIARY LEGISLATION List of Subsidiary Legislation Page 1. (Remuneration and Benefits of State and Public Officers) Regulations, 2013...S2 17

More information

Employee Satisfaction Survey. Office of Institutional Research & Assessment

Employee Satisfaction Survey. Office of Institutional Research & Assessment Employee Satisfaction Survey Office of Institutional Research & Assessment December, 2011 Table of Contents Page Executive Summary... 1 Appendices: Appendix A: Summary Data Figure 1: Average Importance

More information

Alameda County Fire Department FIRE & EMERGENCY SERVICES STRATEGIC BUSINESS PLAN

Alameda County Fire Department FIRE & EMERGENCY SERVICES STRATEGIC BUSINESS PLAN UPDATE Alameda County Fire Department FIRE & EMERGENCY SERVICES STRATEGIC BUSINESS PLAN 2015-2019 Our strategy to ensure your safety and protect your quality of life Alameda County Fire Department FIRE

More information

CLASSIFICATION & COMPENSATION FAQS

CLASSIFICATION & COMPENSATION FAQS CLASSIFICATION & COMPENSATION FAQS P E R S O N N E L C O M M I S S I O N A T S A N T A M O N I C A C O L L E G E WHAT IS CLASSIFICATION? Classification work involves allocating positions to appropriate

More information

Consultation Services Compensation/Classification Study. Notice to Vendors

Consultation Services Compensation/Classification Study. Notice to Vendors Consultation Services Compensation/Classification Study Notice to Vendors Henry County Schools will receive proposals for services related to consultation services to provide a comprehensive compensation/classification

More information

Key essential skills are: Continuous Learning, Oral Communication, Problem Solving, Reading Text and Writing. Level 1. Level 2

Key essential skills are: Continuous Learning, Oral Communication, Problem Solving, Reading Text and Writing. Level 1. Level 2 NOC: 0112 Occupation: Human Resources Professional Occupation Description: Responsibilities include the planning, organizing, directing, controlling, evaluating and operating of human resources and personnel

More information

IDAHO STATE UNIVERSITY POLICIES AND PROCEDURES (ISUPP) Compensation of Employees ISUPP 3150

IDAHO STATE UNIVERSITY POLICIES AND PROCEDURES (ISUPP) Compensation of Employees ISUPP 3150 IDAHO STATE UNIVERSITY POLICIES AND PROCEDURES (ISUPP) Compensation of Employees ISUPP 3150 POLICY INFORMATION Policy Section: Human Resources Policy Title: Compensation of Employees Responsible Executive

More information

Chapter 9 Attracting and Retaining the Best Employees

Chapter 9 Attracting and Retaining the Best Employees Chapter 9 Attracting and Retaining the Best Employees 1 Describe the major components of human resources management. 2 Identify the steps in human resources planning. 3 Describe cultural diversity and

More information

Introduction to Human Resource Management. Class 1

Introduction to Human Resource Management. Class 1 Introduction to Human Resource Management Class 1 Class Overview This class will provide an introduction to the topic of Human Resource Management. Students will familiarize themselves with the history

More information

Management Classification and Compensation Framework

Management Classification and Compensation Framework Management Classification and Compensation Framework Compensation Rules BC Public Service Agency 11/1/2017 Contents Compensation Rules... 2 1. Deputy Minister Authority... 2 2. Implementation... 3 2.1.

More information

Human Resources and Development. Maintenance of the Position Classification Plan

Human Resources and Development. Maintenance of the Position Classification Plan REGULATION Related Entries: Responsible Office: Human Resources and Development MONTGOMERY COUNTY PUBLIC SCHOOLS Maintenance of the Position Classification Plan I. PURPOSE To establish procedures for determining

More information

ODEBOLT ARTHUR BATTLE CREEK IDA GROVE COMMUNITY SCHOOL DISTRICT CERTIFIED EMPLOYEE HANDBOOK

ODEBOLT ARTHUR BATTLE CREEK IDA GROVE COMMUNITY SCHOOL DISTRICT CERTIFIED EMPLOYEE HANDBOOK ODEBOLT ARTHUR BATTLE CREEK IDA GROVE COMMUNITY SCHOOL DISTRICT 2018-2019 CERTIFIED EMPLOYEE HANDBOOK This handbook is not intended to create any contractual rights. The District reserves the right to

More information

DEPARTMENT SUMMARY. Human Resources

DEPARTMENT SUMMARY. Human Resources Human Resources DEPARTMENT SUMMARY Human Resources Mission Statement Human Resources provides leadership in creating effective relationships among the employees, the City and the community through professional

More information

Presents. The 2012 Annual Compensation Survey For the SBA Lending Industry (Summary)

Presents. The 2012 Annual Compensation Survey For the SBA Lending Industry (Summary) Introduction Presents The 2012 Annual Compensation Survey For the SBA Lending Industry (Summary) As the SBA lending industry continues to recover, it is important to gain a better understanding of the

More information

YOUR GUIDE TO UNDERSTANDING THE PUBLIC SERVICE JOB EVALUATION EXERCISE

YOUR GUIDE TO UNDERSTANDING THE PUBLIC SERVICE JOB EVALUATION EXERCISE YOUR GUIDE TO UNDERSTANDING THE PUBLIC SERVICE JOB EVALUATION EXERCISE Endorsed by: Government of Kenya THE NATIONAL TREASURY PUBLIC SERVICE COMMISSION A booklet developed by the Salaries & Remuneration

More information

HUMAN RESOURCES DEPARTMENT

HUMAN RESOURCES DEPARTMENT HUMAN RESOURCES DEPARTMENT I. DEPARTMENT MISSION Support our customers in accomplishing their missions by attracting and retaining a highly skilled and diversified workforce that is fairly compensated

More information

Roles & Responsibilities

Roles & Responsibilities Roles & The Personnel Commission is responsible for establishing, maintaining and implementing a job classification plan to include all positions within the classified service; conducting salary surveys

More information

AUBURN UNIVERSITY. Salary Administration Policies (Administrative/Professional and University Staff)

AUBURN UNIVERSITY. Salary Administration Policies (Administrative/Professional and University Staff) AUBURN UNIVERSITY Salary Administration Policies (Administrative/Professional and University Staff) 3.1 General 3.1.1 Coverage - These policies and procedures are applicable to all University jobs designated

More information

HUMAN RESOURCES MANAGER Job Code: 32104

HUMAN RESOURCES MANAGER Job Code: 32104 Date Adopted: HUMAN RESOURCES MANAGER Job Code: 32104 FLSA Status: Exempt Bargaining Unit: Unrepresented EEOC Job Category: Officials and Administrators Salary Grade: M-7 CLASS CONCEPT Under general direction,

More information

PV TALENT Position Description & Applicant Tracking System

PV TALENT Position Description & Applicant Tracking System PV TALENT Position Description & Applicant Tracking System CREATING A NEW STAFF POSITION DESCRIPTION TYPES OF ACTIONS Staff New Position used for the creation of new positions Reclassify Position used

More information

North Carolina School of the Arts. Salary Administration Plan for Career Banding. Effective April 1, 2005

North Carolina School of the Arts. Salary Administration Plan for Career Banding. Effective April 1, 2005 North Carolina School of the Arts Salary Administration Plan for Career Banding Effective April 1, 2005 The North Carolina School of the Arts is proposing to implement the career banding program created

More information

Request for Proposals. Compensation Study 2016

Request for Proposals. Compensation Study 2016 Request for Proposals Compensation Study 2016 Request for Proposals Issued: June 24, 2016 Proposals Due Date: July 18, 2016 St. Cloud HRA Page 1 I. Introduction and Background The Housing and Redevelopment

More information

REQUEST FOR QUALIFICATIONS (RFQ) COMPENSATION/WAGE SURVEY/ JOB DESCRIPTION REVIEW

REQUEST FOR QUALIFICATIONS (RFQ) COMPENSATION/WAGE SURVEY/ JOB DESCRIPTION REVIEW REQUEST FOR QUALIFICATIONS (RFQ) COMPENSATION/WAGE SURVEY/ JOB DESCRIPTION REVIEW The City of Zanesville, OH is soliciting submittals for the herein described services and/or commodities for the purpose

More information

Overcoming Workforce Challenges With Strategic Compensation Initiatives. Theresa M. Worman Executive Vice President

Overcoming Workforce Challenges With Strategic Compensation Initiatives. Theresa M. Worman Executive Vice President Overcoming Workforce Challenges With Strategic Compensation Initiatives Theresa M. Worman Executive Vice President INTRODUCTION Workforce planning aligns the needs and priorities of the organization with

More information

Collective Bargaining The Basics

Collective Bargaining The Basics Collective Bargaining The Basics Here are some collective bargaining questions that are frequently asked by UAW members. We hope that this resource gives you a better idea about the collective bargaining

More information

The Evergreen State College Exempt Staff Compensation Plan Procedures July 2016

The Evergreen State College Exempt Staff Compensation Plan Procedures July 2016 1 The Evergreen State College Exempt Staff Compensation Plan Procedures July 2016 Table of Contents: I. Philosophy Statement II. Program Goals III. Plan Summary IV. New Hires Procedures for Determining

More information

Workers Compensation Policy and Procedure

Workers Compensation Policy and Procedure EL PASO COUNTY DEPARTMENT OF HUMAN RESOURCES Workers Compensation Policy and Procedure Revised Date: January 8, 2018 I. Purpose The County of El Paso provides workers compensation benefits for incidental

More information

OREGON UNIVERSITY SYSTEM

OREGON UNIVERSITY SYSTEM OREGON UNIVERSITY SYSTEM Classified Employee Classification and Compensation Philosophy & Strategies RECOMMENDATIONS Final Report November 2012 1 October15, 2012 Mr. Jay Kenton Vice-Chancellor Oregon University

More information

NEMO Workforce Investment Board, Inc. Workforce Investment Act Work Experience Program Scope of Work

NEMO Workforce Investment Board, Inc. Workforce Investment Act Work Experience Program Scope of Work NEMO Workforce Investment Board, Inc Workforce Investment Act Work Experience Program Scope of Work The Work Experience Program Component is for youth (ages 16-21); it is a planned, structured hands-on

More information

County of Monterey SENIOR RISK & BENEFITS ANALYST

County of Monterey SENIOR RISK & BENEFITS ANALYST County of Monterey SENIOR RISK & BENEFITS ANALYST 14B63 DEFINITION Under direction, coordinates, plans, organizes and directs professional and technical level work and analyses in the administration of

More information

COMPENSATION AND BENEFITS

COMPENSATION AND BENEFITS INCREASE ELIGIBILITY CRITERIA All employees (to include temporary crossing guards and temporary cafeteria monitors) are eligible for Board-approved pay raises if they are employed by the Socorro Independent

More information

Overcoming the Challenge of Aligning Skill-Based Pay Levels to the External Market

Overcoming the Challenge of Aligning Skill-Based Pay Levels to the External Market Compensation Overcoming the Challenge of Aligning Skill-Based Pay Levels to the External Market Judy Canavan HR+Survey Solutions Akey challenge to the administration of a skill-based pay (SBP) system is

More information

1. The parties will establish a Joint Job Evaluation Steering Committee (JJESC) comprised as follows:

1. The parties will establish a Joint Job Evaluation Steering Committee (JJESC) comprised as follows: Letter of Intent McMaster University (the Employer) and McMaster University Staff Association (MUSA) - the parties - JOB EVALUATION SYSTEM AND PROCESS Whereas the Joint Working Conditions Committee has

More information

OVERCOMING MARKET PRESSURES: COMPENSATION DESIGN THAT BALANCES COMPANY GOALS & INDUSTRY SHIFTS

OVERCOMING MARKET PRESSURES: COMPENSATION DESIGN THAT BALANCES COMPANY GOALS & INDUSTRY SHIFTS OVERCOMING MARKET PRESSURES: COMPENSATION DESIGN THAT BALANCES COMPANY GOALS & INDUSTRY SHIFTS Oftentimes when managers discuss pay with their employees, they encounter questions for which they may not

More information

REQUEST FOR QUALIFICATIONS (RFQ)

REQUEST FOR QUALIFICATIONS (RFQ) REQUEST FOR QUALIFICATIONS (RFQ) ENGINEER OF RECORD UTILITIES DEPARTMENT (WATER, SEWER & STORMWATER) The City of Fairburn is soliciting Statements of Qualifications for professional engineering services.

More information

BEFORE THE ARBITRATOR. In the Matter of the Arbitration of a Dispute Between THE ADMINISTRATORS AND SUPERVISORS COUNCIL. and

BEFORE THE ARBITRATOR. In the Matter of the Arbitration of a Dispute Between THE ADMINISTRATORS AND SUPERVISORS COUNCIL. and BEFORE THE ARBITRATOR In the Matter of the Arbitration of a Dispute Between THE ADMINISTRATORS AND SUPERVISORS COUNCIL and THE MILWAUKEE BOARD OF SCHOOL DIRECTORS Case 365 No. 56583 (Vern Mamon grievance,

More information

HEALTH SCIENCE CENTER HANDBOOK OF OPERATING PROCEDURES

HEALTH SCIENCE CENTER HANDBOOK OF OPERATING PROCEDURES CLASSIFIED EMPLOYEES Policy 1. A Classified Employee Pay Plan and Job Descriptions are maintained for the classified service to reflect accurately and currently the duties, responsibilities, work requirements,

More information

Get paid to help companies hire, motivate and manage people! FabJob Guide to. Become a. Human Resources Professional. Tara Foote. Visit

Get paid to help companies hire, motivate and manage people! FabJob Guide to. Become a. Human Resources Professional. Tara Foote. Visit Get paid to help companies hire, motivate and manage people! FabJob Guide to Become a Human Resources Professional Tara Foote Visit www.fabjob.com Contents How to Use This Guide... 3 About the Author...

More information

Update on WMATA Salary and Wage Administration

Update on WMATA Salary and Wage Administration Update on WMATA Salary and Wage Administration Presentation to the Administration Committee of the Board of Directors March 31, 2005 Division of Workforce Development and Administration Office of Compensation

More information

Personnel Action Form Guide. Human Resources Information Systems

Personnel Action Form Guide. Human Resources Information Systems Personnel Action Form Guide Human Resources Information Systems Table of Contents Topic Page Understanding PAFs 3 Personnel Action Form Sections Recommended Action 4 Effective Date & Employee Demographics

More information

Allocation of General Fund. Program Allocation. HUMAN RESOURCES Director: Nancy Buonanno-Grennan

Allocation of General Fund. Program Allocation. HUMAN RESOURCES Director: Nancy Buonanno-Grennan Director: Nancy Buonanno-Grennan Mission: HR recruits talented, career-minded leaders; supports employee development; builds trust; celebrates teamwork; and works with integrity & clear communications.

More information

March 10, 2016 by 4:00 p.m. February 11, 2016 by 4:00 p.m. RFP-16104

March 10, 2016 by 4:00 p.m. February 11, 2016 by 4:00 p.m. RFP-16104 Request for Pro posals t o provide Emplo yee Co mpensatio n Assessment Due Date Proposal Submissions March 10, 2016 by 4:00 p.m. Questions Due by February 11, 2016 by 4:00 p.m. RFP-16104 Solicited by:

More information

WASHOE COUNTY SCHOOL DISTRICT EMPLOYEE HANDBOOK FOR CLASSIFIED EMPLOYEES REGULARLY SCHEDULED TO WORK LESS THAN TWENTY-FIVE (25) HOURS A WEEK

WASHOE COUNTY SCHOOL DISTRICT EMPLOYEE HANDBOOK FOR CLASSIFIED EMPLOYEES REGULARLY SCHEDULED TO WORK LESS THAN TWENTY-FIVE (25) HOURS A WEEK WASHOE COUNTY SCHOOL DISTRICT EMPLOYEE HANDBOOK FOR CLASSIFIED EMPLOYEES REGULARLY SCHEDULED TO WORK LESS THAN TWENTY-FIVE (25) HOURS A WEEK JULY 1, 2007-1 - WELCOME Welcome to Washoe County School District

More information

Statewide Parcel Database

Statewide Parcel Database Statewide Parcel Database SUMMARY OF CONSUMER SURVEY Survey objectives In order to best design a statewide parcel database, it is necessary to understand the needs, limitations, and interest of the organizations,

More information

REQUEST FOR PROPOSALS EXECUTIVE SEARCH SERVICES. Issuance Date November 27, 2017

REQUEST FOR PROPOSALS EXECUTIVE SEARCH SERVICES. Issuance Date November 27, 2017 REQUEST FOR PROPOSALS EXECUTIVE SEARCH SERVICES Issuance Date November 27, 2017 Submittal Deadline January 8, 2018 Page Is Blank For Photocopying MARIN LAFCO 2 TABLE OF CONTENTS Section Page Number I.

More information

Public Sector Executive Compensation Report Disclosure Form 2017

Public Sector Executive Compensation Report Disclosure Form 2017 Public Sector Executive Compensation Report Disclosure Form 2017 The Board of Education encourages and adopts practices that enable the district to attract, retain, incent, and reward qualified, highperforming

More information

Program Summary Human Resources

Program Summary Human Resources Program Summary Human Resources 2016-17 2017-18 Over(Under) Budget By 2014-15 2015-16 Approved Approved 2016-17 Program Section Actuals Actuals Budget Budget Approved Human Resources 1,711,077 2,042,532

More information

Organizational Effectiveness Survey

Organizational Effectiveness Survey Organizational Effectiveness Survey Instructions The Organizational Effectiveness Survey is designed to enable us to assess features that are of concern to quality institutions like DTS. Your evaluation

More information

PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY

PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY PORTLAND PUBLIC SCHOOLS HUMAN RESOURCE SERVICES AND DELIVERY January 2013 Overview Portland Public School District (the District or PPS) contracted with AKT to create a new vision and values for their

More information

Prince William County 2004 Human Resources and Training & Development SEA Report

Prince William County 2004 Human Resources and Training & Development SEA Report Prince William County 2004 Human Resources and & Development SEA Report HUMAN RESOURCES SERVICES GENERAL INFORMATION Mission: To provide human resource leadership and support to recruit, develop, motivate,

More information

CITY OF WAUSAU REQUEST FOR PROPOSALS SALARY (PAY RANGE MATURATION) STUDY

CITY OF WAUSAU REQUEST FOR PROPOSALS SALARY (PAY RANGE MATURATION) STUDY CITY OF WAUSAU REQUEST FOR PROPOSALS The City of Wausau is requesting proposals from consultants to review current pay ranges to determine if the current level of compensation for employees not represented

More information

Revised: July 27,

Revised: July 27, BREVARD PUBLIC SCHOOLS OFFICE OF NON-BARGAINING SERVICES 2016-17 NON-BARGAINING SALARY ADMINISTRATION HANDBOOK Revised: July 27, 2016-1 - Contents I. PURPOSE OF THIS HANDBOOK... - 3 - II. OBJECTIVES OF

More information

EASTERN KENTUCKY COMPENSATION PLAN

EASTERN KENTUCKY COMPENSATION PLAN EASTERN KENTUCKY COMPENSATION PLAN I) COMPENSATION PHILOSOPHY: Eastern Kentucky University s compensation program is administered, to the extent possible, to help attract top talent, retain core employees

More information