Compensation Services
Project outcome is to obtain parity and equity with other comparable agencies
performing similar functions, so an effective pay scale rests on three primary
policy considerations:
- internal consistency/equity in the hierarchy of positions
- external competitiveness
- the nature of the pay system's administration
These elements form the foundation on which job grading and pay systems
are designed and administered. IACP will incorporate these three elements
into our proposed workplan.
Project Planning
At the outset, IACP consultants and project officials for your agency
will schedule the details of the project tasks. Major goals for this phase
include defining the consultants and project members' roles, and developing an
outline of project deliverables. The consultants will also conduct a series
of employee meetings to acquaint employees with the purposes of the study and
to give them instructions on how to complete the job analysis questionnaire.
Job Analysis Study
All employees will be asked to complete questionnaires describing their
jobs. In some instances where job classes are multi-positional, employees
will be asked to complete a group questionnaire resulting in a combination of
individual insights. Following that, interviews will be conducted with a sample
of the position incumbents. The interviews will be of a sufficient number and
include all existing job titles, to ensure valid and reliable information for
classification and grading purposes. Following review, present classifications
will be confirmed, reallocated, or renamed.
Job Description Revisions
When job analysis information and allocation to job classes is completed,
existing job descriptions will be revised to reflect current duties and requirements
and structured to meet ADA requirements. Essential tasks will be identified
along with physical and mental requirements.
Job Evaluations for Grade Purposes
IACP's job evaluation method will be applied to each classification to
determine its proper grade. Jobs will be compared with respect to the
internal worth to the agency—a classification's relative worth is based
on its differing job content. Grade and pay structure recommendations will
be consistent with that existing for general agency.
Wage Survey
Initially, identifying comparable agencies to use for survey purposes
will be necessary. Typically, eight to 12 agencies suffice to gather
comparable labor market data. Benchmark or key jobs will be included,
and specific pay data collected for these job classifications. Pay data
will include both minimum and maximum rates, as well as the nature of the
pay system, and the role of merit and seniority in range progression.
Review of Results
When the analysis is completed, results will be presented to department
officials for review and discussion. Consultants will meet with agency
officials to discuss findings and recommendations and to make necessary
changes.
A final report will be submitted describing the study methodology
and its findings, and presenting the final study conclusions and
recommendations. Any materials such as forms, manuals, and other
materials developed or used during the study will be included to enable
the agency to implement and maintain the internal study and wage
recommendations.
Project Timeframe
The project can start when the agency accepts the proposal. Typically
eight to 10 weeks will be needed to complete the substantive parts of the
study, with the final report and other documents submitted within 12 weeks
of starting the study.
Cost
Cost depends directly on the scope of work necessary. In order to
develop a proposal, we will need some information concerning your agency:
the number of positions to be studied, and the number of individuals
currently in these positions.
Need more information? Contact
Kim Kohlhepp,
Manager, Center for Testing Services and Executive Search