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E. COMPREHENSIVE AND SUST'AINABLECOMPENSATION PLAN <br />City Involvement in Compensation Plan Develomnent <br />We will obtain policy direction from the City Council, Personnel staff, and/or City <br />Officials on the following; key components of the salary plan development process: <br />- Comparator Employer Selection <br />Linkage <br />- Benchmark Job Class Selection <br />- Job Evaluation Method -Salary Plan <br />Draft Compensation. Plan Review / <br />Critique <br />- Compensation Competitiveness Policy - Compensation Points for Analysis <br />- Salary Structure Selection - Project implementation Plan <br />2. Comprehensive Compensation Sarvevs <br />We do not subscribe to or recommend the use of databases or data warehouses used or hosted <br />by other firms! We will collect the complete pay plans from each of the City's comparators <br />and build a custom survey database to ensure accuracv and completeness unique to the <br />City's job classifications. <br />a. Data Collection Protocol will be developed in consultation with the City's project <br />leaders to determine which salary data elements to include, such as: <br />Total Comp Information (to be finalized by City approval) <br />Salary range structure Minimum, Midpoint, and Maximum <br />City -sponsored or supported items s/a pension, health insurance <br />Certification pay, education incentive pay, safety pay <br />Paid time off practices, longevity pay, other items to be named <br />b. Benchmark Job Selection will be made by identifying City job classes common to its <br />employment -competitive public and private employers in the immediate area and <br />throughout the region or State, clearly identifiable, and representative of standard <br />occupational job groups. <br />c. Comparator Employers Identification will be made in consultation with the City's <br />Project Manager(s) or City Council. Criteria include their degree of competition to the <br />City in obtaining and retaining high quality staff, their location in the City's traditional <br />recruitment areas, and their organizational size and complexity. <br />13 <br />25D-15 <br />