Classification and Compensation Studies

Transcription

1 Classification and Compensation Studies What should you expect? Steve Volkert, City Administrator City of Hartford How do they get formulated? Joellen Cademartori Earl, Chief Executive Officer - GOVHR USA What is it like going through it now? Noah Wiedenfeld, Management Analyst - City of New Richmond 1

2 What should you expect? Why are you thinking of conducting a study? What are the expectations of the Elected Officials? What are the expectations of the Employees? What should you expect as an Administrator? 2

3 What should you expect? Why are you thinking of conducting a study? Great tool Provides hard numbers in a world of assumptions Creates a report card of where different positions fall within your structure Helps update interoffice documents that might have gone cold Pay for performance 3

4 What should you expect? What are the expectations of the Elected Officials? We pay too much Our benefits are too rich We should be comparable to private sector positions This study will be etched in stone Our current system protects the bad employees Pay for Performance. 4

5 What should you expect? What are the expectations of the Employees? We get paid too little Our benefits are too low My responsibilities are much more important than everyone else SHOW ME THE MONEY! 5

6 What should you expect? What should you expect as an Administrator? You need to educate Work, work and more work Updating job descriptions, duties Updating job titles if necessary Explaining study results to both sides Handling Complaints Updating on annual basis Training management 6

7 What should you expect? Steve Volkert City Administrator, Hartford, WI (Office) (Cell) 7

8 Wisconsin City/County Management Association Classification and Compensation Studies June 28, Dundee Road, Suite 130, Northbrook, IL Local: GovHRUSA.com 8

9 Presentation Outline Scope of Work and Process Salary and Benefits Survey Job Analysis Questionnaire (JAQ) and Employee Interview Job Evaluation Development of a Classification Plan (Internal Equity) Development of a Compensation Plan (External Equity) Presentation of Findings 9

10 Scope of Work and Process Job Evaluation Analysis and Job Classification System Study preparation and project meetings Determination of comparable municipalities Distribution of materials and employee meetings Job evaluation analysis and establishment of job classification system Compensation and Benefits Analysis Draft and Final Report Preparation 10 Presentation to Village regarding Draft Report Finalize report

11 Salary and Benefits Survey Determine a group of like communities Financial criteria, population, proximity Design a survey benchmark job classifications and selected benefits Survey is sent to comparable entities Short job descriptions are included with job titles to ensure relevant data apples to apples 11

12 Job Analysis Questionnaire (JAQ) A job classification study groups jobs together based on factors such as duties, level of responsibility, qualification requirements and work environment Every employee will complete a JAQ Job descriptions should be reviewed JAQs should be completed based on what the position requires, not what the incumbent possesses think of winning the lottery and the Village is now going to have to fill your vacated position! 12

13 JAQ General Summary/Job Description Briefly summarize your job: If you have a job description to review, complete the first section: 13

14 JAQ Job Description If you do not have a job description available, complete the second section: 14

15 Employee Interviews At least one employee from each classification will be interviewed to verify and expand upon the information shared in the JAQ If there is one employee in a classification, that employee will be interviewed If there is more than one employee in a classification, employees that want to be interviewed should notify their supervisor. Up to three or four employees in a classification will participate in a group interview 15

16 Job Evaluation Classifications (positions) were reviewed using the following nine job factors to establish Internal Equity: Education Required Preparation and Training Work Experience Years of Experience Needed to Perform Job Decision Making and Independent Judgment Responsibility for Policy Development Planning of Work Contact with Others Work of Others (Supervision Exercised) Working Conditions Technology Used/Specialized Equipment 16

17 17 JAQ Factor #1: Education & Training

18 Classification and Compensation Plan The Classification Plan is developed based on Internal Equity meaning how positions related to one another in the community. The Compensation Plan is developed using data from the External market. Salary data received from comparable entities is analyzed New pay plan developed to promote: 18 Internal equity based on the job factor analysis of positions External competitiveness based on the salary data from like employers

19 Classification and Compensation Plan Compensation Survey Data Recommended Southborough Position Title New 65th Percentile New Compensation Ranges Compensation Data Grade Minimum Maximum Minimum Midpoint Maximum Actual Superintendent of Public Works 9 $93,871 $123,359 $86,289 $103,547 $120,805 $98,707 Finance Director - Treasurer-Collector $96,928 $123,513 $84,587 Assistant Town Administrator 8 $84,729 $111,091 $73,438 $88,125 $102,813 $76,375 Facilities Manager $81,583 $106,430 $72,615 Library Director $73,975 $94,517 $61,800 Building Inspector $71,299 $91,081 $75,705 Director, Youth & Family Services 7 $64,603 $83,636 $62,500 $75,000 $87,500 $82,261 Director, Council on Aging $61,830 $80,325 $68,931 Principal Assessor $70,454 $90,708 $79,864 Director of Recreation Commission $67,435 $85,891 $58,653 Town Accountant $73,241 $91,203 $77,916 Town Planner $65,760 $86,463 $75,644 19

20 Classification and Compensation Plan Compensation Survey Data Recommended Southborough Position Title New 65th Percentile New Compensation Ranges Compensation Data Grade Minimum Maximum Minimum Midpoint Maximum Actual Assistant Town Clerk 6 $45,681 $57,906 $52,003 $61,104 $70,204 $53,040 Conservation Administrator $52,125 $76,303 $52,229 Assistant Director, Youth & Family Services $54,608 $68,395 $46,800 Outreach Coordinator $45,577 $56,809 $62,421 Business Administrator 5 $48,375 $56,841 $65,306 $55,945 Children s Librarian $47,687 $61,786 $58,074 Staff Engineer $45,219 Executive Assistant to Board of Selectmen $48,726 $62,259 $57,034 Program Coordinator $48,016 $67,122 $44,627 Administrative Assistant III 4 $42,690 $54,804 $45,000 $52,875 $60,750 $53,789 Maintenance Supervisor $50,261 $63,588 $59,592 Assistant Treasurer/Collector $49,359 $64,522 $52,229 Assistant Town Accountant $50,049 $64,063 $51,667 20

21 Classification and Compensation Plan Compensation Survey Data Recommended Southborough Position Title New 65th Percentile New Compensation Ranges Compensation Data Grade Minimum Maximum Minimum Midpoint Maximum Actual Receptionist Selectmen/Town House 3 $40,447 $46,514 $52,581 $44,075 Administrative Assistant II $41,898 $52,927 $43,968 Senior Library Assistant $41,274 $55,429 $48,339 Library Assistant 2 $37,625 $43,269 $48,913 Maintenance Mechanic $39,104 Maintenance Custodian 1 $35,000 $40,250 $45,500 21

22 Benefits data: 22 Benefits Annual Salary Increases Certification Pay Medical and Life Insurance Paid Time Off Holiday, Personal, Vacation, Sick Reimbursements: Tuition and Continuing Automobile Clothing and Technology Additional Allowances Work-Life Balance Programs Part-time Employee Benefits

23 Draft Report/Presentation of Findings Recommended classification system and salary schedule and a draft report are reviewed with Village Administration, after which the recommendations will be finalized Depending upon the size of the study, presentations can be made to department heads, staff, elected officials or all of the above 23

24 24 QUESTIONS?

25 What is it like going through it now? Reasons for our Compensation Study About the City of New Richmond Process & Timeline Advice & Lessons Learned (So Far) 25

26 What is it like going through it now? Reasons for our Compensation Study Competitiveness with other public & private sector employers in regards to salary & benefits No in-depth compensation study in over a decade Recent & future staff changes as city grows 26

27 What is it like going through it now? About the City of New Richmond City Population: 8, full-time employees, 13 part-time employees, 4 limited-term employees Non-represented with exception of 15 members of the police department Municipal utilities (water, electric, sewer) About 1/3 employees are age 50 or older 27

28 What is it like going through it now? About the City of New Richmond Located only 45 minutes away from Minneapolis & Saint Paul competing to recruit & retain staff Offers benefit package including holiday pay, paid time off, health, dental, vision, short-term disability, long-term disability, & state retirement Converted from traditional sick leave and vacation to a paid time off (PTO) system in

29 What is it like going through it now? Process & Timeline Prepared request for proposals (RFP) and sent directly to several firms; received 6 proposals Review of proposals, phone interviews, in-person presentations 16-week process from selection of consultant to the final presentation to the City Council 29

30 What is it like going through it now? Advice & Lessons Learned (So Far) Include staff & elected officials early in the process to receive greater buy-in The process may take longer than you expect, but it s worth it to do it right Importance of benefits & private sector information to elected officials 30

31 Questions? Steve Volkert, City Administrator City of Hartford Joellen Cademartori Earl, Chief Executive Officer GOVHR USA Noah Wiedenfeld, Management Analyst City of New Richmond 31

32 Questions? Noah Wiedenfeld 32