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E. COMPREHENSIVE VE AND SUSUINABLE COMPENSATION PLAN <br />1. City thvolvemeni In Cortpensrtfion Plait Development <br />We will obtain policy direction frorn 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 />- Berichrnark Jab Class Selection <br />- Job Evaluation Method -Salary Plan <br />- Draft Compensation Plan Review <br />Criticare <br />- <br />Compensation Competitiveness Policy - Compensation Points for Analysis <br />- Salary Stricture Selection - Project Implementation Plan <br />Z, Couggyehensive Comp!Lnsntiort Surveys <br />We do not subscribe to or recomnind the use of databases rclams uc used or ho ted <br />by other -firms! We will collect the comolete nav piggs from each Qf jha Cit ' arra ark_ ams <br />„ i_. ensure accuracy and completeness_ _,un! e to h <br />and b ild a cus �n srarve database t ,,,.,,,,,,,,,,,,,,,,_,..,._ <br />Citv'.�job classifications, <br />a. Dato 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 Camp Information (to be finalized by City approved) <br />w Salary range structure Minimum, Midpoint, and Maximum <br />- City -sponsored or supported items sla pension, health insurance <br />Certification pay, education incentive pay, safety pay <br />Paid time off practices, longevity lay, other items to be named <br />b. Benchmark Job Selection will be made by identifying City,job classes common to its <br />employment-cornpetitive public and private employers hi the immediate area and <br />throughout the region or State, clearly identifiable, and representative of standard <br />occupational Job groups. <br />c. Comparator Emplovers Idenfification 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 retaiaa.ing high duality staff, their location in the City's traditional <br />recruitment areas, and their organizational size and complexity. <br />13 <br />