Comprehensive Classification and Compensation Study City of Garden City, GA

Presentation of Results

May 26, 2015

• Study Process

• Outreach Summary

• Classification Review Results

• Compensation Review Results

• Recommendations/Next Steps

• Questions

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Agenda

Study Process

Conducted employee outreach and reviewed findings with the City’s project team.

Reviewed current conditions of City’s system.

Analyzed internal equity by reviewing Job Assessment Tools (JAT) and developed a point factor score for each classification.

Analyzed external equity/market competitiveness of City’s current compensation system.

Utilized internal and external equity results to develop a competitive pay plan.

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Study Process (cont.)

Prepared options for implementation of proposed compensation structure.

Estimated salary costs for each implementation option, including a phased approach.

Revise job descriptions utilizing existing descriptions and input from completed JATs.

Prepare Final Report.

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Outreach Summary

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• Several employees stated that they enjoyed the opportunity to serve their community while working in a professional, team and family oriented environment.

• Generally, employees appreciated the training and benefits provided to them, and were especially pleased with the City’s observed holidays and Paid Time Off (PTO) Policy.

Outreach Summary

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• Most employees expressed a strong desire to receive increases to their pay relative to their market peers. Specifically, employees were concerned with the City’s ability to attract and retain quality employees.

• Many employees expressed their displeasure with the current performance evaluation system and the process by which promotions and salary increases are administered.

Classification Results

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Recommended title changes based on work performed by employees as described in their JATs and best practices in the human resources field:

Examples of Recommended Title Changes:

Current Class Title Proposed Class Title

Admin. Manager, Public Works Executive AssistantAfter-school Prog. Coord. Program CoordinatorAssistant Fire Chief Deputy Fire ChiefBusiness License Finance TechnicianCaptain of Administrative Administrative Division Commander

Compensation Results

Collected salary range data from 8 market peers for 38 benchmarked classifications:

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Public sector salary survey results showed the City’s current structure is:

Compensation (cont.)

• Approximately 8.4 percent below at the minimum.

• Approximately 10.4 percent below at the midpoint.

• Approximately 12.1 percent below at the maximum.

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Utilizing salary survey data, a competitive open-range pay plan was developed and pay grade recommendations were made:

Compensation (cont.)

Implementation Options

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Options were developed to place employee salaries in the new pay plan: Option 1 - Bring Employee Salaries to New Minimums: Under this option, employees’ current salaries were compared to the minimum of their proposed pay grades. If an employee’s current salary was below his/her grade minimum, an adjustment was proposed to raise the individual’s salary to the minimum. If the employee’s current salary was already above his or her grade minimum, no adjustment was recommended. $67,314 with adjustments for 37 employees Note: Estimated cost is annualized cost (salary only, no benefits).

Implementation Options

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Options were developed to place employee salaries in the new pay plan:

Option 2 - Current Range Penetration, Capped at Midpoint*: If this option is implemented, and if an employee's salary is already above the minimum of their classification's proposed pay range, it is adjusted to the same relative position in the proposed pay structure. For example, if an employee's salary is 40 percent of the way through their current pay range, the salary will be adjusted to the 40 percent mark of the proposed range. However, any salary adjustment would be capped at the midpoint of the proposed salary range.

$263,693 with adjustments for 87 employees

Note: Estimated cost is annualized cost (salary only, no benefits).

Implementation Options

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Options were developed to place employee salaries in the new pay plan as described in Options 1 and 2: Current Range Penetration, Capped at Midpoint: (Phased) Year 1 – Option 1: $67,314 for 37 employees Year 2 – 50% of Option 2: $98,190 for 87 employees Year 3 – 50% of Option 2: $98,190 for 87 employees Note: Estimated costs are annualized cost (salary only, no benefits).

Market Comparison

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Following implementation of the proposed plan, the City’s structure would be more competitive:

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Recommendations

• Implement the proposed classification and compensation structure.

• Select an option(s) and communicate results of the study to employees.

• Continue to review the pay plan and adjust as

needed to remain competitive with market peers.

• Conduct a comprehensive classification and compensation study every three to five years.

The End

Evergreen Solutions, LLC 2878 Remington Green Circle Tallahassee, Florida 32308 850.383.0111 www.ConsultEvergreen.com

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QUESTIONS?

Thank You!