State of Vermont DHR Classification and Compensation System … · 2018-02-09 · Classification Study Status Report . Act 85, Sec. E.108.1 (c), 2017 Legislative Session, The Department

State of Vermont

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DHR Classification and Compensation System Status Report _______________________________________________________________________________________

Prepared By: Molly Paulger for Beth Fastiggi, Commissioner DHR Date of Publication: 01/31/2018 Act 85, Sec. E.108.1(c )

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DHR Classification and Compensation Status Report _______________________________________________________________________________________

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Table of Contents

BACKGROUND AND RESEARCH ............................................................................................................................ 3

CURRENT STATE OF CLASSIFICATION AND COMPENSATION ..................................................................... 6

RECOMMENDATIONS .............................................................................................................................................. 8

CONCLUSIONS........................................................................................................................................................... 8

APPENDIX A ............................................................................................................................................................. 10

APPENDIX B…………………………………...…………..……………….…………… ……………………….....90

APPENDIX C………………………………………….………………….…………………………………….….....94

APPENDIX D…………...……………………………………………………………..……………………….....…..99

APPENDIX E………………………………………………..….…………………………………………….....…..108

APPENDIX F…………………………………………………………………………………………………......…119

APPENDIX G .……………………………………………………………………………………………….....…..124

APPENDIX H…………………………….…………………………………………………………………....…...209

APPENDIX I………………………………………….………………………………………………………....…332

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Classification Study Status Report

Act 85, Sec. E.108.1 (c), 2017 Legislative Session, The Department shall submit a status report to the General Assembly on or before January 31, 2018 that identifies progress in planning for the development and implementation of a new Classification and Compensation system.

Background:

In accordance with Act 85, Sec E.108.1, 2017 Legislative Session, and as a continuation of classification system analysis begun pursuant to 2015 Acts and Resolves No. 58, Sec. E.100.1, the Department of Human Resources (DHR) issued two formal Requests for Information (RFI) and focused on gathering information to better understand job evaluation options and available consultant resources. DHR also explored information to assist in understanding the costs associated with modernizing the classification and compensation system. In previous years DHR contracted for a diagnostic assessment of the current systems. Gallagher Benefit Services conducted the assessment and issued a report in the autumn of 2016 (Appendix A) DHR issued status reports in November 2016 and January 2017 (Appendices B and C).

Actions Taken:

Formal Requests for Information Issued Act 85 required the Department of Human Resources to issue an RFI for consultant services to assist DHR with needs assessment, subject matter expertise, and project planning necessary to identify and procure a new classification and compensation system. Two formal RFIs were issued in August 2017 (Appendices D and E). One RFI asked for information regarding job evaluation methods, and the other asked for information regarding consultant services to conduct needs assessment, project planning, and serve as a subject matter expert. No responses were received to either RFI. Feedback from vendors indicated two things: 1. they were reluctant to provide information if their system did not match our anticipated requirements; and 2. they were not sure what we were really trying to accomplish. We also heard from a potential bidder that they had ruled themselves out due to the estimated cost associated with the entire scope of work described in the RFI. They verbally informed us that to perform the scope of work (needs assessment, assist with project planning, and provide subject matter guidance) it would cost at least $175,000 dollars for the first year, well above what they believed the state would be willing to spend.

Outreach to other States Following review of the feedback and revisiting the formal RFI documents DHR determined that the RFIs as written were clear and understandable to potential vendors and consultants. After considering next steps DHR decided to seek information informally, focusing first on how other state governments manage classification and compensation and then asking if they have recently modernized the systems they use.

In September of 2017, DHR solicited information from other states through the National Association of State Personnel Executives (NASPE). The request is included below. Full responses can be found in Appendix F.

Dear State HR Executive,

The State of Vermont is trying to understand our options for modernizing our classification and compensation systems. We are interested in how other states manage jobs and pay for the state

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Classification Study Status Report January 2018

workforce. Below are a few questions, however, we welcome any information you can provide about the systems you use.

1) Does your state use a tool/system to evaluate/measure jobs?a. What is the type and name of the system(s)?b. Is this tool used for all jobs, or only certain occupations or groups?c. How does the tool/system integrate with salary structures, or specific

compensation programs? Please explain.

2) Has your state recently implemented a new system for managing the job evaluation process? If so is there someone specific we can contact to learn more?

The fifteen states responding to our inquiry were: New Mexico, Louisiana, Ohio, Alaska, Utah, South Dakota, New Jersey, North Carolina, Nevada, Kentucky, Iowa, Pennsylvania, Florida, Rhode Island, and New York. In reviewing the responses, it became clear a shared or common terminology for classification/job evaluation activities does not exist. Some responders interpreted the term “system” to mean an information technology system. However, others interpreted the term as we do, to mean the tool or process for evaluating job content and slotting into relative levels, such as a point factor job evaluation system. Additional research and follow up questions were necessary as a result.

The responding states report a variety of approaches to classification/job evaluation. Point factor job evaluation systems, primarily one known as the Hay method, are in use in seven states, two states use a decision banding system for at least some of their jobs, and the rest use a mixture of job evaluation methods, such as ranking, and market pricing with benchmarking as part of their approach to classification/job evaluation. 1

The process for managing salary in conjunction with classification/job evaluation varies widely, and in some cases a change in classification does not necessarily result in a pay change. Many states manage a variety of pay plans, including step/grade and broad band systems depending on the employment category or occupational group. It was clear that in most states classification/job evaluation is not a significant ongoing process resulting in pay changes in the same way it is in Vermont. Rather, compensation administration is the primary activity. Classification plan maintenance is related to compensation, but is not the primary driver for pay changes, as is the case in Vermont.

1 Job evaluation methods: Point factor: jobs are expressed in terms of key factors, such a knowledge, problem solving, and accountability. Points are assigned to each factor in order of importance. The points are totaled to determine the pay rate for the job. Jobs with similar point totals are placed in similar pay grades. Decision Band: the value of jobs is based on level of responsibility. Responsibility level is based on the extent of decision making involved. Ranking: jobs are arranged based on their value to the organization. Jobs can also be arranged according to the relative difficulty in performing the duties. The jobs are examined as a whole, rather than based on specific factors in the job; the jobs are ranked from highest to lowest value. Market pricing: job value is based on the external value of jobs, supporting pay rates that are market sensitive. Market pricing involves matching an organizations jobs (benchmarking) to similar jobs in the market and comparing pay for those jobs with comparable jobs in other organizations.

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Researching Job Evaluation/Compensation Studies Conducted in other States In addition to the inquiry to other states outlined above, we performed research of job evaluation options including:

• Careful review of the results of two surveys we participated in, New York State conducted one,and the other by the National Compensation Association of State Governments (NCASG), seeAppendix G;

• Review of websites specific to state government classification and compensation divisions;• Reaching out to leaders in classification and compensation as well as individuals responding to

our NASPE inquiry.• Review of classification and compensation websites for the above responding states, as well as

other state human resource departments. Additional states reviewed included North Dakota,South Carolina, Connecticut, Kansas, Michigan, and Delaware. Samples of classification andcompensation guidance and studies from other states are included in Appendix H.

Costs associated with Classification and Compensation Modernization projects We also attempted to gain better understanding of the potential cost for a comprehensive classification and compensation modernization project. The estimated costs for similar projects in other states are difficult to obtain because project scope and approach vary by state. It is also difficult to identify the costs incurred in other states because the information is not outlined on public websites, and inquiries to other states received either very general or no responses. We were able to obtain some approximate costs for activities associated with classification and compensation modernization efforts in public sector organizations with approximately the same number of classified employees as Vermont:

• $1M - $1.25M: Statewide Classification Study over 2 years• $125,000-$200,000: Baseline Total Compensation Study• $25,000: Develop a Total Compensation Philosophy• $50,000: Adjust pay schedules• $50,000: Design and develop performance-based pay model

Research Observations

All state human resources organizations have much in common because of our similar responsibilities for ensuring compliance with civil or merit service laws and rules. However, various states use different resources and tools to manage HR functions. After researching and gathering information about classification and compensation in other states we learned:

1. States use a variety of tools for evaluating jobs. Some use point factor methods, such as thecommonly used Hay method, others use ranking of jobs, some use market pricing, and still othersuse multiple methods based on occupational group.

2. Many states have very structured classification systems in place. For example, changing a jobclassification, or creating a new classification, can only be done with pre-approval based onbudget impact. In some states the governor issues formal executive orders to change andimplement classification actions. (Example: Kansas and Michigan).

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3. Many states have a decentralized process for managing day-to-day job and pay-related activities,while the central human resources department focuses on system maintenance, class studies,market analysis, and similar pay plan maintenance activities.

4. In some states salaries do not change, or do not change significantly, because of reclassification.(Example, Kansas).

5. Most states appear to focus less on job evaluation and ongoing classification reviews than we do.Instead they use other tools to manage compensation. Most use job evaluation to update or torevise the existing class structure periodically. Day to day activities do not involve evaluatingchanges to individual positions using a formal job evaluation process. Creating and reallocatingjob classes is more controlled, involves planning, and multiple levels of approval.

6. Other states seem to focus on managing compensation, as a primary activity rather thanconducting ongoing reclassification. (Example: Louisiana)

7. Complicated, out-of-date, and inefficient pay and job structures are a problem for manyorganizations. Modernizing classification and compensation systems is at least an area of interestfor other states. Many of the states listed above, are exploring modernization options, or haveinitiated projects to implement new classification and/or compensation systems.

8. “Modern” solutions, previously recommended to Vermont, such as compressed class structures,pay-for-performance, and pay banding, are in place in a few states. However, at least one state isexploring options for moving away from pay banding and is expanding their class structure. Evenmore modern systems can be difficult to administrator. (Examples: South Carolina)

9. It is not entirely clear what factors lead to successful implementation of classification andcompensation projects, although it appears that scope control and well-structured projectgovernance are factors for success. (Example: North Dakota)

10. Some of the issues that appear to hamper such projects are: ill-defined project; too broad scope;complexity of the job evaluation/pay methods being implemented; lack of ongoing funding;political changes (new administrations with different priorities); and insufficient support at alllevels. (Example: Rhode Island and Louisiana)

Vermont Classification and Compensation

Vermont law requires the DHR to adopt a “uniform and equitable plan of classification for each position in state service…” The broad aim of classification or job evaluation is to maintain comparable pay grade assignments for comparable work across all agency lines. Through job evaluation, we rank all classified positions in relation to each other by gauging them against the same “ruler.” Among the many factors considered are the difficulty, demands and responsibility of each role. The key to fairness is the uniform approach to evaluation. The DHR uses the Willis Position Evaluation Method/Tool, “Willis”, to rate all classified jobs. It is a common misconception that Willis IS the classification system. This is incorrect. The classification system is an amalgam of both Willis and the collective bargaining agreements (CBAs), as described below.

The Classification System Willis The Willis Position Evaluation Method/Tool (see Appendix I) enables a classification analyst to compare very different kinds of work by the same method of measurement. Using detailed information about the role, the analyst scores the four main components of a position. These are: Knowledge and Skills, Mental Demands, Accountability, and Working Conditions. These factors are weighted differently. Further information on the Willis Tool can be found on the DHR website at

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http://humanresources.vermont.gov/content/guide-position-management-willis. The total score for all four categories equals the final rating. It is important to note that job evaluation does not measure workload or performance, nor does it measure longevity or individual employee education and experience.

CBAs When the job evaluation process is complete, and a pay grade has been assigned, the incumbent employees in the job (either a single position or an entire class) will receive a pay adjustment because of a change in pay grade. Pay adjustments are governed by the Collective Bargaining Unit Agreement Wage and Salary articles http://humanresources.vermont.gov/labor-relations/labor-relations-policies/collective-bargaining-agreements. The CBAs require pay adjustments for a 1 or 2 pay grade increase to be no less than 5% and for changes of 3 or more pay grades no less than 8%. Pay adjustments resulting from classification actions are implemented retroactively, to the date the Classification Division received the request for classification review.

Per the CBAs, employees subject to a classification action have the right to request an informal meeting, and if the position was determined to be properly classified or was reallocated to a lower pay grade, the employee can grieve the classification decision. Employees who are ascertained to be properly classified following a grievance hearing can appeal to the Vermont Labor Relations Board.

The CBAs allow employees to submit requests for classification review for their individual position at any time, and as often as they wish. Management may also submit requests for classification review at any time which is for any single-position job class, filled or vacant, and may also submit as often as they wish. Only management, DHR, and VSEA or VTA may initiate requests for classification analysis of multiple position job classes, “class action request”. Per the CBAs, class action requests are submitted during July and August of each year, and classification analysts must complete the evaluations by December 31.

There is no requirement that employees, management, VSEA, or VTA provide DHR advance notice or plans to submit classification review requests, or class action requests. No pre-approval process is in place before initiating a review or analyzing a request, and there is no mechanism in place for addressing the budget impact prior to initiating these. The only budget oversight required is if a class action request has an impact of 1% or greater on the submitting department’s salary and wage portion of the personal services budget (per the CBAs). DHR has been unable to develop a proactive process for managing the classification system due to the reactive nature of the current system, leading to a lack of controls for managing the workload. Vermont currently has approximately 1,800 active classified job titles, and 7,200 classified employees. Some job titles have been essentially unchanged since 1986 when the current classification system (Willis in combination with terms of the CBAs) was implemented, and some job titles are under review today. The average number of classification reviews performed each year is 700 to 1,000, with an impact currently on over 1,200 positions. There are currently three full time classification analysts to manage the workload.

Recommendations:

1. Continue to work toward full modernization of the classification and compensation systems in theexecutive branch through the following: Contract with an HR classification and compensation

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http://humanresources.vermont.gov/labor-relations/labor-relations-policies/collective-bargaining-agreements

http://humanresources.vermont.gov/labor-relations/labor-relations-policies/collective-bargaining-agreements

http://humanresources.vermont.gov/content/guide-position-management-willis.%ED%AF%80%ED%B0%83The


consultant specializing in state government, or with a public-sector focus. Requires RFP process and funding. The consultant duties to include:

a. Serve as a subject matter expert/resource for the state; andb. Work with DHR to complete a full needs assessment of the classification and

compensation systems, including: identifying options; developing and costing scope ofwork; and identifying barriers, risks, staffing impact, and training needs. This analysis willinclude exempt employee compensation.

2. Continue in-house activities:a. Implement a policy or administrative bulletin to require a formal classification plan which

includes:i. Ongoing maintenance of the classification structure,ii. Formal workforce planning process,iii. A statewide schedule for classification requests,iv. A process for pre-approval of management requested classification review, andv. Collaboration with the unions to mutually agree upon a schedule for union-

submitted class action classification reviews.b. Develop and implement specific requirements, procedures, and processes for all

classification reviews, regardless of the submitting entity. Potential requirements may include:

i. A thorough program and operational justification for each suggested review,ii. Comprehensive documentation of the cost impact, and how the current and

future budget impact will be managed,iii. Formal planning process to include vetting by DHR and the Department of

Finance and Management prior to submission of classification requests,iv. A timeline for planning and pre-approval to allow thorough vetting and budget

impact analysis.c. Accelerate and focus on the following activities performed by the classification division:

i. Review current class structure,ii. Abolish job classes that are no longer in use,iii. Revise out-of-date job specifications, andiv. Develop a plan to retire out-of-date classes where a more modern option is

available.d. Update classification and compensation policiese. Recognize and evaluate the impact of classification on compensation, and develop

recommendations for improvement. Evaluation will include current compensation options that may be under-utilized.

f. Develop an overall compensation philosophy.

Conclusion:

Vermont is not alone in struggling with out-of-date systems for managing pay and jobs. Issues to address include budget impact, inefficiency and ineffectiveness, system and process complexity, lack of sufficient controls, impact on ability to recruit and fill positions, increased turnover, and lack of resources to properly maintain compensation programs. Continuing to rely on a job evaluation tool implemented in

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the 1980s, and a pay structure set up in the 1970s is not a long-term option. However, it is important to note that simply changing the job evaluation tool (Willis) will not resolve any of the issues associated with the current classification and compensation systems, except that the job evaluation tool which is used to comply with statute and which supports the CBA processes will be more up to date and supported. Replacing one part of the classification and compensation system, such as Willis, will not address the key issues. The current CBA process in Vermont allows unlimited classification actions, approximately 700-1,000 each year, and each classification action impacts budgets immediately and into the future.

A comprehensive modernization project does not need to be complicated, but it will require significant changes to bargained agreements and current practices. These changes will have a significant impact on all agencies and departments. Impact on DHR may be substantial – and staffing changes may be required to implement and manage more modern classification and compensation processes. Finally, without professional assistance, and modifications to the current unlimited classification request process, the current DHR staff will not be able to devote time and attention to the project.

It will not be easy, but Vermonters will be better served if costly inefficient systems for managing state employee jobs and pay are modernized.

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Appendix A

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Appendix C

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Appendix E

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Appendix F

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Modernizing Classification and Compensation Systems

New MexicoNew Mexico uses the Hay Guide-Chart Profile Method of Job Evaluation. The attached PowerPoint presentation outlines our revised focused approach to approximately 5 of the 12 occupationally based classification and compensation structures.

LouisianaLouisiana does not have a tool/system to evaluate/measure jobs. We did build an in-house application to manage our job evaluation/position description allocation process in July 2015 that made the process paperless. Agencies now upload a position description to a portal and it goes to the Consultant’s dashboard to review and make an allocation decision. Once a decision has been made, the completed position description will show on the agency’s dashboard.

Ohio

The state of Ohio uses job analysis, as needed, to evaluate and document work within the classification plan. As for compensation, the state uses a point factor tool to establish pay. Ohio does not have a system/HRIS component to manage classification and compensation. The point factor tool is utilized for all positions that are Classified Exempt (non-union) or Classified Bargaining Unit (union). Ohio has a time-in-grade salary structure whereby positions move up the pay range scale by earning another year of service. The number of steps vary across the pay schedules. The current compensation system has been in place since at least 1976. Link to Ohio’s job analysis publications : http://das.ohio.gov/Divisions/HumanResources/TalentManagement/TestDevelopment/DeviceConsult.aspx; Link to Ohio’s class plan : http://das.ohio.gov/Divisions/HumanResources/HRDClassSpec.aspx; Link to Ohio’s pay schedules : http://das.ohio.gov/Divisions/HumanResources/HCMandAgencyHRSupport/PayRateTables/tabid/390/Default.aspx

Alaska

Alaska is still using the old position classification method for job evaluation. We’ve looked at updating it but haven’t been able to afford anything more than hiring consultants to help us set up a road map for moving to a new system. There are two technology tools we’re using. One is for managing the job evaluation process. We have an in-house built internet accessible system for employees/supervisors to create PDs (called OPD for Online Position Description) that then sends them through a multi-step approval process before routing them to Classification for review and allocation. It also has an email element to let people know when a submission moves between steps and when it’s finished being classified. It’s not really new, we started using it in June, 2006. The system is used for positions in the Executive branch that are covered by the Classification Plan. The other is NeoGov, which we’ve joined and use to post job vacancies and track all the steps of creating a job posting through final hire approval. We also keep our class specifications on that system, rather than OPD. This system is used by all branches of government, and many of the governmental corporations, and all positions. Our newest technology tool is CGI Advantage, which we have called IRIS (for Integrated Resource Information System). We have adopted modules to combine our financial/accounting system, HR systems for position control and employee payroll, and procurement processing systems. This is also used for all branches and positions.

NevadaWe use a job analysis system where we rank jobs based on their responsibility, skills and experience required, job duties, and consequence of error. We call it position based classification. The tool is used for all classified positions in State service. Jobs are assigned to grades based on like duties and responsibilities, skills and experience required, licensure required, etc.

Kentucky

Kentucky has been using the Hay point factoring method since the mid 1990’s. Yes, this method is used for all job classifications. The point factoring system designed for Kentucky is based on factors common to all jobs: Know How, Problem Solving , and Accountability. These factors are assigned a point value and the total point value is matched to a conversion chart tied to our salary schedule. In 2006 the Hay Group returned to Ky. and reviewed the salary grade assignments. They have not been back since 2006. Because our salary schedule has not been revised since July, 2007 (due to budgetary constraints) we have been using salary surveys to identify a market rate for a number of job classes. We recently adjusted salaries for our engineers and correctional officers based on salary survey results from surrounding states. Kentucky is a member of the National Compensation Association of State Governments (NCASG) and uses their surveys as an additional tool in assigning pay grades.

NASPE Listserve Questions - Vermont - 9/25/171. Does your state use a tool/system to evaluate/measure jobs? a. What is the type and name of the system(s)b. Is this tool used for all jobs, or only certain occupations or groups?c. How does the tool/system integrate with salary structures, or specific compensation programs? Please explain.

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http://das.ohio.gov/Divisions/HumanResources/TalentManagement/TestDevelopment/DeviceConsult.aspx

http://das.ohio.gov/Divisions/HumanResources/HRDClassSpec.aspx

http://das.ohio.gov/Divisions/HumanResources/HCMandAgencyHRSupport/PayRateTables/tabid/390/Default.aspx


NASPE Listserve Questions - Vermont - 9/25/17

IowaIowa has had our point factor job evaluation system since the mid-1980s. It was developed specifically for the State of Iowa by Arthur Young & Company. The system is comprised of 13 factors. An overview of the system is attached. We use this system for all job classes, but also factor in collective bargaining and the occasional market pricing consideration to our overall salary structure.

PennsylvaniaWe use the Hay system to evaluate certain bodies of work. We typically use Hay for higher level positions where the subordinate structure does not necessarily dictate the level, or for new or unusual jobs where we do not have any other similar type jobs to serve as a benchmark. The total points correlate to a pay scale group in our system.

Florida

In response to the inquiry regarding classification and compensation systems, Florida does not have a specific tool/system to evaluate jobs. In accordance with section 110.2035(1), Florida Statutes, the Department of Management services has established the classification system by which agencies are to properly classify all authorized State Personnel System positions in conjunction with the provisions of Rule 60L-31, Florida Administrative Code, Classification Plan. We have developed a Classification Compensation Guide to assist agencies in position analysis under our classification and compensation program.

Utah

Yes. We don't have a specific IT system that we use that helps us with this. The job evaluation process is managed through our own infrastructure and is a hybrid of Market Pricing and Whole Job ranking. is a hybrid of Market Pricing and Whole Job ranking. We don't establish pay grades, we establish benchmark jobs that are then valued against the market. We use this system for all career service jobs which covers about 18,000 employees. I have attached a slide show that explains how our job evaluation process creates salary ranges. #1 Jobs are associated to job families. #2 Benchmark jobs within the job family are established,#3 Market data is collected on the benchmark jobs, #4 The salary range is created for the benchmark job based upon a desired market position, #5 Salary ranges are established for the other jobs in the job family based upon whole job ranking techniques or point rating factors. #6 We use market indicators (% below market in salary, turnover, hard to fill etc.) to make a case for adjustments to the salary ranges on an annual basis.

South Dakota

Hay Method of Job Evaluation. This method is used for the majority of the jobs, but not for those positions/classifications in the occupational career bands (IT Engineers, Engineers, Environmental Scientists, Nurses, Attorneys, Accountants), the Law Enforcement pay grades, or the Medical pay band. Each of the pay grades in the pertinent salary structures are assigned a range of points. The point factor evaluation system establishes points for each class or position, which then places it into a pay grade.

New JerseyThe State of New Jersey utilizes The Hay Group evaluation method for all job titles which are designated a salary range. A job evaluation conducted pursuant to the Hay method assigns points for three primary job components: know-how, problem solving and accountability. The system is slightly modified for our purposes in that Hay points are converted and applied to the State’s salary range structure.

North Carolina

In response to the inquiry about the tools the State of North Carolina uses to evaluate jobs, we do not use a tool. The actual evaluation of the jobs is conducted by our consultants through a traditional job evaluation process. However we purchased two systems as a part of a project to modernize and streamline the classification and compensation system for NC State government. The first system, a market analysis tool is used to survey the job market and to price jobs (MarketPay). The second tool (PeopleAdmin) is used to collect and maintain up-to-date job descriptions. While our efforts to implement this project are currently on-going,

Rhode IslandAt the present time, the State of RI does not utilize a tool/system to evaluate/measure jobs. HR Analysts conduct classification analyses pursuant to relevant union contract language (referred to internally as the “desk audit” review process) and also assist state agencies in identifying the proper job classifications to utilize, and/or assist state agencies in drafting new job classifications.

New York StateNew York State uses a benchmarking/whole job evaluation system for all jobs. This tool helps peg jobs to salary grades; the salary ranges for each grade are negotiated with unions, except for non-represented positions.

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Vermont

Since 1986 the State of Vermont uses a point factor job evaluation tool developed by Norman D. Willis and Associates, we refer to it as the Willis system or just "Willis". We use Willis to evaluate and classify jobs in the classified service, and a small number of positions that are exempt from the classified service. The total points resulting from a classification review (i.e., job evaluation) determine the pay grade, we have 28 pay grades and 15 steps on a traditional time on step grid. Salaries for incumbents impacted by a classification review are calculated based on the salary and wage articles of our Collective Bargaining Unit Agreement. If the review results in reallocation or reassignment to a higher pay grade incumbents receive a 5% and slot to step if they are reallocated by one or two pay grades, and 8% if they are reallocated by three or more pay grades. Link to "Willis": http://humanresources.vermont.gov/sites/humanresources/files/documents/DHR-Guide_Position_Measurement.pdf; Link to pay plans: http://humanresources.vermont.gov/compensation/pay-charts

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http://humanresources.vermont.gov/sites/humanresources/files/documents/DHR-Guide_Position_Measurement.pdf



http://humanresources.vermont.gov/compensation/pay-charts



New MexicoLouisiana

Ohio NoAlaska

Nevada I would love to be implementing a new system and would be very interested in hearing what you get back from other states and which systems they are using.Kentucky No, the regulations for our current system were last revised in 2001.

Iowa

PennsylvaniaWe purchase the Economic Research Institute’s salary assessor for salary information to validate our pay scale group assignments on jobs or when we conduct a job study we use it to validate the pay scale group assignments of the jobs.

FloridaUtah We have not implemented a new job evaluation process recently.

South Dakota We have not. New Jersey We have not implemented any new system for these purposes.

North CarolinaRhode Island The state’s job evaluation process (i.e. the “desk audit” process) has been in place for decades as it has been a component of multiple union contracts.

New York State No.

Vermont

The Vermont General Assembly passed legislation in 2015 requiring the Executive branch Department of Human Resources to work with a consultant to conduct an assessment of our current systems and process, and make recommendations for changes based on best practices in other public sector organizations. The process of assessing our options continues, and it is our hope to receive funding to work wtih a consultant to serve as a subject matter expert to help us complete needs assessment, assess our options, develop a budget request, and assist with project planning.

2. Has your state recently implemented a new system for managing the job evaluation process?

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Appendix G

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New York State Department of Civil ServiceMerit System Survey - December 2016

State Response AL 1285 Merit classifications. There are other unclassified and exempt positions that are not included in this number.AZ Approximately 3,500 class titles currently exist in Arizona State Service. Certain titles were excluded as those classifications are not part of the State Personnel System, but rather part of different class/comp systems (i.e., Department of Public Safety, Schools for the

Deaf and Blind, etc.)CA The state has approximately 3,200 classifications currently (it changes every month as classes are added or removed by the State Personnel Board). Every paid employee of the state must occupy a classification.DC 5,000DE We have ~1,000 active Merit Classes currently. FL 3,056 unique class titles and 89 duplicate class titles in different pay plans or occupation levels.GA We have hundreds of titles. we do not focus on the number of titles when establishing job classification goals, but ensuring that the work actually performed by employees is properly named so as to attract talent, make market comparisons, and promoting for retention ID There are approximately 1000 titles for the state's classified workforce. These titles do not include nonclassified positions.KY Around 1400 job titlesME We have approximately 350 titles in our state classification plan.MO There are 887 titles currently maintained under the Uniform Classification and Pay (UCP) Plan. NC We are moving into a new Statewide Compensation & Classification Program on 2/1/2017 and we will have 1,385 classifications for approx. 70,000 employees.ND Approximately 900. NM 387 titles. None are excluded.NV Approximately 1300. NoNY Approx. 3200. Yes. Trainee titles leading to full performance levels and titles for positions denoting special requirements such as language (e.g., Office Assistant Spanish Language) or specialty (e.g., Human Resources Specialist (Labor Relations)). UT The State of Utah has a total of 1114 jobs that are identified as classified, core employee job titles. These titles are governed by career service/merit principles and employees in these jobs are required to go through a competitive hiring process and a probationary period

before gaining merit status. There are an additional 407 job titles that are identified as non-classified, non-core jobs. These titles are used for merit exempt, appointed employees, that are designated as “at will”.

VA We have 278 Classified Role Titles. This does not include non-classified faculty roles; non-classified roles in the Legislative, Judicial, and Independent Branches of State Government; and non-covered hourly roles.VT 2256 titles are currently in use; this number includes classified (subject to our civil service rules) and non-classified (temporary, contractors, and appointees), in all three branches of Vermont State Government. This number does not include titles that are active in our HR

1. How many titles do you have? Are certain titles excluded from this count? If yes, please explain.

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State Response AL Whole job analysis. No.AZ The State of Arizona utilizes the "Whole Job Method" when classifying positions.

CA

The state does not use a proprietary tool to evaluate positions. It uses the basic principle of applying allocation factors to assess similarities and differences between and across positions, classifications and levels. The state’s allocation factors include: complexity of work, variety and scope of responsibility, supervision and guidelines received or supervision exercised, responsibility for decisions and actions, knowledge and abilities required, consequence of error, area of responsibility, personal contacts/relationships, working conditions/environment, and administrative responsibility. Departments are delegated the authority to properly allocate positions to classifications. In addition, the state has mapped its classifications to the federal Standard Occupational Classification (SOC) system to leverage job and wage information available online via the Occupational Information Network (O*NET) website.

DC We use the Federal government's classification system but will be migrating to a different system that we developed using an independent vendor

DE

When an agency requests to create a new position or reclassify an existing position, we use job analysis to evaluate the work of the position and make a determination. This includes collecting position information through a Job Analysis Questionnaire, organizational charts and meeting/calls with the agency to gather additional information or to clarify details. Once the information is collected we conduct job analysis of the duties and responsibilities of the position (the knowledge, skills and abilities performed), complexity of work, accountability of the position and a comparison of the work with similar positions statewide. Positions substantially alike in duties and responsibilities and requiring essentially the same knowledge, skills and abilities are grouped into the same class and pay grade. This method is supported by Delaware Code, Title 29, Chapter 5915 (a) and Merit Rules 3.1 which generally state that the Director (Director of Office of Management and Budget) shall establish and maintain a method of classifying and reviewing all positions. When creating a new or revising an existing classification (describing the work of one or more positions), we use HAY Methodology in order to assess the Know How, Problem Solving and Accountability of a class. This method is from the Hay Group.

FL State of Florida uses the occupations as defined by the US Department of Labor (DOL) in the Standard Occupational Classifications (SOC). As a state, we must adhere to the Classification and Compensation Program, section 110.2035 Florida Statute (F.S.).GA We use market surveys through Mercer to learn proper titles from the various industries.ID The State of Idaho uses the Hay MethodologyKY Hay methodME Proprietary - Hay Group. Guidechart point factor system.

MOPosition reviews are conducted by Division of Personnel (DOP) staff by comparing assigned position duties to class specifications, internal standards, and other similar positions. Tools/forms utilized in the process such as the Position Description Form and Broadbanded Rating Tool were developed internally.

NC We have PeopleAdmin that is a Position Management tool which stores all Job Descriptions. Classifying positions into classifications has continued to be a manual process.ND The HAY System. Vendor-based.NM HAY Methodology. Proprietary from the HAY Group.NV Whole Job. NoNY Benchmarking. No.

UTThe State of Utah uses Whole Job Ranking and Whole Position Ranking for classified jobs and positions. Each job is considered as a whole and placed in order of relative complexity. The rank order is decided by comparing the job title and job description with other jobs within the same benchmark. Job descriptions serve as the standard by which position analysis are compared for the purpose of classifying a position. Our method is proprietary.

VA Classification method of job evaluation.VT We use a point factor job evaluation method created by Norman Willis and Associates. We purchased the “Willis System” from Norman Willis.

2. Which classification tool/method do you use to evaluate positions? Is that tool/method proprietary or from a consultant or vendor?

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State Response AL NoAZ Yes, to an extent. Each agency can determine where in the range to pay employees in certain classes and those rates may differ from other agencies.CA Yes; we call these “alternate ranges”.DC YesDE NoFL Appointments are based on the occupation and classification of the position. Each agency as the flexibility of appointing at different salary rates based on their budget.

GANo. Our state has abolished civil service and our agency encourages all Executive Branch employers to hire competitively. We have vertical career paths (e.g., Accountant 1 (entry), 2(working level with 4-6 years experience), 3 (advanced); manager, director (may or may not be placed in executive pay plan depending on scope).

ID No, it does not.KY No, we do not have in grade stepsME NoMO No. The UCP Plan does group multiple titles into Occupational Job Series based on the type of work performed. For example: there are three titles that comprise the class series for Investigator I, II, III; however, each title is administered separately.

NCEach title or classification has it's own Pay Grade. There may be more than one level within an occupational series; i.e. Accounting Technician I, Accounting Technician II, Accountant I, Accountant II, Accountant III, Accounting Supervisor, etc. But only one Pay Grade for each classification.

ND NoNM YesNV Employees may underfill within a job series. Salary is based on grade with steps based on longevityNY No; each title is assigned to a salary grade.UT NoVA Roles are broad and multi-occupational, with different levels of expertise. State agencies identify internal salary zones.

VTOur classified jobs are attached to a traditional step and grade pay schedule. The norm is to hire at the first step but there is an option to request a “Hire into Range” to allow hiring at steps above the first step if there is a strong justification based on specific criteria. For some non-classified jobs attached to separate pay plans there is a hiring range for each title

3. Does your plan include multiple appointment levels with different salary levels within a single title?

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AL

Newly appointed employees are evaluated upon completion of a probationary period; typically, six months. Employees subsequently receive annual evaluations. Employee numerical ratings fall within one of five categories: Does Not Meet Standards, Partially Meets Standards, Meets Standards, Exceeds Standards, and Consistently Exceeds Standards. Employees whose score equates to Meets Standards are eligible for a 1-step raise (2.5%); employees whose score falls within Exceeds Standards or Consistently Exceeds Standards are eligible for a 2-step raise (5%).

AZ Generally, employees are rated on an annual cycle. Performance-based salary increases are dependent upon an employee's performance rating in that an employee must receive at least a "meets standards" rating or better to be eligible for a performance increase.

CAProbationary employees receive three performance reports during their probation, whether it is 6-, 9-, or 12-months in length. After that each employee should receive an annual performance appraisal. The only time performance is related to salary are upon approval of the annual merit salary adjustment (5% until the employee reaches the max of their range).

DC Annually

DE

The review date for employees of the classified service is December 31 of each fiscal year. Are salary increases dependent upon employee performance ratings? Yes If so, how? Performance rating does not determine the amount of the increase however, Merit Rule 4.12.4 provides as follows: 4.12.4 Employees shall receive the pay increase provided in the Budget Act, unless their latest Performance Review is unsatisfactory. If the unsatisfactory performance has already resulted in a reduction in paygrade, however, they shall receive the pay increase. Employees who are denied such increase shall become eligible for it when, as evidenced by a Performance Review, their performance is no longer rated as unsatisfactory. Such an increase is not retroactive.

FL

All state personnel system employees in established positions shall have a completed performance evaluation for the July 1 to June 30 rating period, except for career service employees currently in probationary status. Career service employees who are appointed to a position with probationary status and are required to serve at least a one-year (but no more than an 18-month) probationary period in that position will be automatically placed in the probationary performance plan that begins on the first day of the calendar month in which they are placed in probationary status. Pursuant to Rule 60L- 35.004(3), F.A.C., the rater shall complete an evaluation on these employees prior to the end of the probationary period or officially extend the probationary period, as appropriate. The annual performance evaluation informs employees of their strengths and areas of needed improvement in job performance, identifies current and future training needs, and provides documentation for awarding discretionary merit increases, and lump sum bonuses in accordance with Section 110.1245(2), F.S. In June of each year, bonuses are paid to employees from funds authorized by the Legislature if an appropriation specifically for bonuses has been provided.

GA

Annually, but we encourage continuous feedback and at least quarterly, if not semi-annual performance meetings to review SMART goals and progress on Individual Development Plans. Agencies have discretion authorized by board rules to provide salary increases when in the best interest of the agency, in addition to annual appropriations. In practice, agencies work closely with the Governor's budget office to implement base salary increases that can be sustained in their Annual Operating Budgets. In addition, board rules authorize agencies to implement lump sum incentive plans, which must be approved by our agency as well as the Governor's budget office.

ID At least annually, salary increases are merit based. Idaho has 4 rating levels: exemplary, solid sustains, achieves, and do not meets. If merit increases are approved by the legislature, the merit increase is based on a salary matrix submitted by an agency. KY Annual performance evaluation, but salary increase are not tied to the evaluations.ME The evaluation process for both non-managers and managers has 3 stages - planning stage, mid-year review, final review. They are actually reviewed for the last two.

MO

Employees are required to have a formal performance appraisal once per year between January 1 and March 31. Additionally, some agencies require probationary appraisals at the end of an employee’s probationary period and special appraisals for performance improvement purposes. Our formal performance appraisal system is not a pay for performance system, however, if the pay plan recommended by the Personnel Advisory Board includes pay increases tied to performance and is adopted in the appropriations process, these performance appraisals may be used to determine eligibility for salary advancements.

NC All employees have a work plan developed at the beginning of the fiscal year, 7/1. Each employee has goals & tasks and are rated after the end of June for that previous fiscal year.ND A performance review is required at least once per year. Employees are recommended for performance based increases following their annual evaluation.NM Performance is evaluated annually. Increases are across-the-board percentages of base pay.

NV

Once per year for employees who are permanent in a job class. 4 times when probationary. To get a step increase performance must be at least "Standard".

NY Employees are rated annually. They receive increments or steps for satisfactory performance. These increases stop once employees reach the maximum of the salary grade.UT Employees' performance is formally rated annually. Salary increases are not dependent upon employee performance ratings.

VAPolicy requires annual performance evaluations, but interim evaluations may be conducted at any time if there are changes in performance level. Performance (Merit) Increases have not been funded since 2000. Employees must have a satisfactory performance rating to receive any statewide, Across-the-Board salary adjustment, or any agency-administered pay action.

VT

The Collective Bargaining Unit Agreements specify annual performance evaluations. Are salary increases dependent upon employee performance ratings? No. However, employees who are performing at a less than satisfactory manner might not receive their regular step increase.

4. How often are employees’ performance formally rated? Are salary increases dependent upon employee performance ratings? If so, how?

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AL Employees are eligible for one performance-based increase each year. Other increases could result from a COLA, promotion to higher job class, special merit raise (approved by the State Personnel Board), or an adjustment of the pay plan.

AZThe State of Arizona does not limit the number of salary increases an employee can receive in a year. However, for certain categories of increases (i.e., spot incentives, goal-based incentives, etc.) the increase is capped at a maximum dollar value ($2,000 and $3,000 respectively).

CA It varies depending on the particular situation (e.g., whether they are promoted within that year). DC It depends. Normally, one. However, this vagaries by appointment typeDC Theoretically, if everything was considered around 6. Realistically 1 or less.

DE

Employees are entitled to receive increases as follows: • 5% upon promotion or minimum of the pay grade whichever is greater • Those employees who are in a unit with contractually negotiated increases • Employees not covered under negotiated wages receive legislated increases as specified in Budget epilogue • Employees in a job classification covered under a matrix or a step plan upon meeting the applicable criteria • Employees in job classifications covered under a career ladder upon meeting the promotional standards

FL Each agency as the flexibility based on their budget.

GA

We have not established any limits of this nature. Conceptually, employers could offer a hiring incentive at the time of hire if the applicant has mission-critical skills or there is a labor shortage or other technical recruitment challenges. Generally, employees must have worked for the state for at least five months during the year in which raises are appropriated. Agencies have the discretion to review performance for these individuals if possible, or if there is insufficient performance information, to deem these individuals the equivalent of "meets expectations". Agency heads must ensure that all new hires/transfers are treated consistently. In other words, all new hires will get a performance plan, or all new hires will be deemed as meeting expectations and eligible for an increase if increases are granted at that level of performance.

ID There is not a limit for merit increases, but these increases must be based on performance. Although, employees may receive an increase with a promotion, transfer to another position, or an equity adjustment.

ME

Non-union employees (depending on the collective bargaining agreement) would typically get a COLA/ATB and if not maxed out a step increase. Management employees are eligible for an annual merit pay program if the program is funded and approved by the administration.

MOThere is no established limit on the number of discretionary increases that an employee could theoretically receive during a year. However, there has generally been only one statewide increase given in a year (if any increase is given). These statewide increases are generally given at the start of our fiscal year (July 1st), but, on occasion, have been effective at different times (e.g., January 1st or October 1st).

NC We currently do not have merit increases but had a merit/performance bonus of a flat dollar amount this year. We can give multiple raises within a year but not to exceed 20% without a review/exception approval.ND Legislatively approved general increases are normally once annually. There is no specific limit to how many salary increases employees may receive in one year. NM TwoNV OneNY Employees may receive a performance increase as described in Q 4 and an across- the-board increase.UT Across the board increases are typically given once per year. There is no limit to individual salary increases.

VA

Policy requires annual performance evaluations, but interim evaluations may be conducted at any time if there are changes in performance level. Performance (Merit) Increases have not been funded since 2000. Employees must have a satisfactory performance rating to receive any statewide, Across-the-Board salary adjustment, or any agency-administered pay action.

VT

Generally, only one or two. 1) In most years, there is an Across the Board Increase salary adjustment to the classified and non-classified salary schedules. 2) Employees on steps 1-5 receive annual salary step increases. In addition, there are some actions that could result in additional increases during the year, for example: 1) some employees who receive an Outstanding on their performance evaluation could receive a discretionary merit salary step increase as a result (these are not the norm) and these are capped at no more than one in a 12-month period. 2) If an employee’s position is re-classified they will usually receive a salary adjustment concurrent with the change in classification.3) employees promoting to another position will usually receive a salary adjustment concurrent with the promotion

5. How many salary increases can employees receive in one year?

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AL Legislative act. To all employees. N/AAZ Cost of living increases are granted by the Legislature and most (if not all) employees are generally eligible.CA Cost-of-living increases would be given through collective bargaining. Generally these increases have applied to all employees in that particular bargaining unit. DC We have granted pay adjustments to all employees for the last three years, 3%. Those who do not receive the adjustment are individuals that occupy positions excluded by law from such increasesDE No we don't have cost-of-living increases. FL Florida does not grant cost-of-living increases for employees.GA We have not done so in quite some time. Generally though, these are increases to base salary of a small percentage that must be granted across the board regardless of performance or tenure. Georgia is not a unionized state.ID Idaho does not have COLAs.

KY

Our state does grant annual increments to all employees. We do not have bargaining units. However, annual increments are frozen at the present time.

ME For non-management employees it is governed by collective bargaining agreements. For managers it is dependent on what the administration wants to do (on an annual basis) for a merit pay program.

MO

Our General Structure Adjustments (GSAs) are given to most employees. Historically, individual appointing authorities have had the discretion to grant (or not grant) these increases to hourly and intermittent (H&I) unclassified employees. In the vast majority of cases, whether or not an employee is represented by a union or employee association does not impact whether or not the employee receives a General Structure Adjustment increase. General Structure Adjustments (Cost-of-living is one of the factors that goes into recommending the amount of the GSA) are recommended by the Personnel Advisory Board in their annual Pay Plan Recommendations. These recommendations may or may not be included in the Governor’s Budget Recommendations and then may or may not be included in the final budget that makes it through the legislative appropriations process. Beyond the GSA, some more specific increases may be appropriated for only specific segments of the workforce.

NC We do not have a cost-of-living increase; we mainly have a budgeted amount of money and then disburse to all employees at a constant percentage. This is for all employees. We do not have union bargaining.ND NoNM No

NV

Cost of Living increase is based upon Legislature. Typically applies to all employees. No Unions or collective bargaining for State employees

NY Generally, across-the board or cost-of-living increases are by bargaining unit. The increases, however, are typically the same for unionized and non-unionized employees.UT Yes to all employees.

VACost of living (Across-the-Board) increases must be approved by the legislature and Governor. When approved, all salaried employees in all employment categories are typically eligible for the increases provided performance ratings are satisfactory. We do not have union employees.

VT

See #5 response, we generally implement an ABI at the beginning of the fiscal year, the ABI is based on negotiations with unions, and is generally extended to non-bargaining unit employees. To all employees? The ABI usually applies to all employees. To employees by union bargaining unit (if applicable)? There might be differences based on bargaining unit for State Police jobs and non-Executive Branch jobs. Note that we call them across-the-board increases, not cost of living increases, because they are negotiated, and not automatically, or necessarily tied to cost of living parameters.

6. How does your state grant cost-of-living increases? To all employees? To employees by union bargaining unit (if applicable)?

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AL A standard pay range has 18 steps; expanded pay ranges vary. Multiple steps depending upon performance appraisal score.AZ The State of Arizona does not use steps, with one exception. The Correctional Officers are currently on a stepped pay plan and advancement through the plan is step by step.

CAIt varies depending on the classification. Some special classes have a single step, but most have 5 steps. If an employee remains in the same class, progression is typically one step at a time, unless the employee meets the qualifications for an alternate range, attainment of which may result in a greater than one-step increase.

DC D.C. uses 10 steps. Based on performance, employees may receive a two step increase and/or quality step increase

DEWe have limited pay plans with step increases. The number of steps per pay grade vary by bargaining unit as few as 5 to as great as 13 that result in a change in salary not range. Is progression through a grade or salary range by one step or increment at a time, or can employees receive multiple ones? This varies by bargaining unit; each step increase may require as few as two steps and as great as 5 steps

FL The state as a whole does not offer this. Each agency has the flexibility of salary increases based on their budget.GA Only teachers maintain step increases. Teachers receive one step increase at a time, and we maintain this pay plan separately from the rest of the state.ID The State of Idaho has 19 pay grades. No, the pay grades are ranges (minimum, policy and maximum), employees can move anywhere within the range.KY N/AME Steps vary by bargaining unit, but the most typical are 12 to 14 and they progress 1 step per year in the title, so long as they receive a MEETS on their evaluation.

MOThe number of steps in within a pay grade varies by pay grade. The number of steps ranges from 15 to 21 steps, dependent on the pay grade. Employees may receive multiple step increases at a time. It is common for employees moving from probationary status to regular status to receive a two-step increase.

NCWe do not have steps or increments, we will have 25 pay grades within our new General Structure, which 90% of our employees will be paid. We have developed factors; i.e. budget, performance, skills/abilities, internal equity, recruitment issues, etc., to decide movement through the pay grade.

ND Generally, we do not have step increases. Faculty and teachers in our state institutions do use “steps”, however they account for a small niche of employeesNM N/ANV 10 steps. One at a time.NY There are between six to seven increments, depending on the bargaining unit. Employees may receive one increment per year, as noted in Q 4. UT Steps or increments are not used in Utah. VA We do not administer a graded (step) pay plan.VT There are 15 steps in the Classified pay plan. Normal progression through the grade/step is one step at a time. Additional steps may be awarded for meritorious performance.

7. If your state uses “steps” or “increments,” how many are there in a grade or salary range? Is progression through a grade or salary range by one step or increment at a time, or can employees receive multiple ones?

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AL No.AZ No, the State of Arizona does not use broadbanded classifications.CA The state has very few classifications that are considered broadbanded. These have been in place since the mid-nineties and are exceptions to the standard state classification/compensation model.DC NoDE This method is used for the Department of Technology and Information (DTI) group only. If yes, how long has it been in place? Since 2002FL Yes. This has been in effect since 2001 and in our statutes.

GA

We tried broad band salary ranges and the approach was unsuccessful. Some indicators of problems included supervisors and subordinates on the pay grade; deep overlap between pay grades such that the same job across agencies could be placed on multiple pay grades, causing agencies to compete for talent among themselves. We have transitioned the state to a market-anchored pay structure. Where the midpoint previously was the mathematical middle between the minimum and maximum pay on the range, the new pay structure contains a visible market anchor as the midpoint, and represents a composite of jobs with similar market rates grouped on the same pay range. We have also begun to pull industries out from under a common pay structure. Law enforcement, for example, now has its own standalone pay structure permitting pay adjustments within this community without disrupting other categories of jobs that may not require a pay adjustment.

ID No. The State of Idaho does not use broad banding.KY NoME We use salary bands for our managers since 2004. We also use bands for some of technical jobs.

MOYes. Broadbanded classifications for manager positions were first implemented in 1999 and 2000. Missouri’s Code of State Regulations, 1CSR 20-2.015, provides information regarding broad classification bands for managers which can be viewed at http://s1.sos.mo.gov/cmsimages/adrules/csr/current/1csr/1c20-2.pdf.

NC We had broadband but the new Statewide Compensation Program is market-driven and will be in effect 2/1/2017. Current broadband program has been effect for 8 years. ND North Dakota does not use broad pay ranges.NM NoNV NoNY No.UT NoVA We adopted broadbanding in 2000.VT We have salary ranges that are like a broadband system, without steps, for a small number of appointed positions (not classified). If yes, how long has it been in place? Approximately 20 years.

8. Does your state use broadband classification (e.g., few salary bands and broad pay ranges)? If yes, how long has it been in place?

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http://s1.sos.mo.gov/cmsimages/adrules/csr/current/1csr/1c20-2.pdf


AL N/AAZ N/ACA Less than one percent of the state’s classifications are broadbanded at this time. DC None DE 1.3% of the budgeted full-time employee count.FL 100%GA About 80% of the state's positions fall within the statewide pay plan (common jobs shared across agencies exception law enforcement) and the law enforcement pay plan.ID N/AKY N/AME Less than 10%

MO 3.2% of titles are broadbanded. Of the active positions, 4% are allocated to a broadband title. NC Covers around 40% of our jobs.ND None, as we do not do broadbanding.NM N/ANV NoneNY N/AUT N/aVA 100% of classified positions are under the broadband job and salary structures.VT Approximately 1% of our titles are managed under a broadband like system.

AL N/AAZ Yes. We currently use salary grades from 7-32 with varying salary schedules within the grades.

CA Each classification has a salary range set in relation to other state classes in vertical and horizontal relationships with the class. The state does not have uniform “grades” that represent all classifications at a certain pay level, unlike the federal government pay structure.DC Yes, we use gradesDE Yes, we have 26 paygrades.FL N/AGA We have multiple pay plans as indicated throughout answers above.ID Yes.KY N/AME Yes

MO Yes, all UCP titles are assigned to a pay gradeNC Yes.ND We do not use broadbanding; salary ranges are assigned to 22 grade levels.NM YesNV YesNY Yes.UT NoVT Most titles in the Executive Branch are covered by the classified service and have distinct salary grades – we use the term Pay Grade.

9. What percentage of titles/positions is covered by broadbanding?

10. For titles not covered by broadbanding, does your state use distinct salary grades?

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AL N/AAZ No. See response to #8.CA Yes, if a cost-of-living increase is bargained and the employee is due for his/her annual merit salary adjustment, the employee may possibly receive both. DC YesDE We do not have cost-of-living increases.FL The state as a whole does not offer cost-of-living increases. Each agency has the flexibility of salary increases based on their budget.GA Yes, and that has occurred historically but not recently. We are focused as a state in getting base salaries competitive and therefore prohibited agencies from spreading funds allocated for increases across the board to in effect provide a cost-of-living adjustment. ID Idaho does not have a COLA increase.KY N/AME YesMO Yes, if both cost-of-living and within-grade salary increases are included in the pay plan recommended by the Personnel Advisory Board and approved during the appropriations process.

NC They can get across-the-board budgeted increases and within pay grade increases during the year.ND N/ANM No. We do not use cost-of-living increases. Employees may receive in - payband increases.NV Cost of Living. No broadbandingNY N/AUT Yes, but across the board increases will be one or the other. VA Yes.VT For employees covered by a broadband like system yes, they could receive merit or promotional increases under their pay plan.

11. Can employees get both cost-of-living and in-band salary increases?

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AL N/AAZ N/A

CAEither through annual merit salary adjustments of 5%, or by qualifying for a higher alternate range (e.g., through completion of a certain amount of experience in the lower range).

DC Based on performance and time in the step (1 to 2 years

DE

The agency using broadband pay scales is legislated a lump sum of money to distribute to employees based on performance. The agency is given the authority to grant up to a 10% increase to any individual employee provided the sum total does not exceed the sum granted. Reference HB 290 Section 97. (a) Effective October 1, 2016, the Department of Technology and Information (11-00-00) shall receive a lump sum appropriation calculated as a fixed percentage of all salaries as appropriated to the Department in Section 1 of this Act. The lump sum amount shall be the product of the general salary increase in Section 8 of this Act and Personnel Costs lines less non-salary-driven Other Employment Costs components. Overtime and casual/seasonal components of the Personnel Costs lines shall not be part of the calculation. The resultant lump sum amount may be distributed to employees as determined by the Chief Information Officer. However, in no case shall individually awarded increases exceed 10 percent of an individual’s base salary, nor shall the aggregate amount awarded exceed the production of the calculation as described above. Further, in no case shall individually awards amounts be given retroactively. Additionally the employees move through the salary band when there is stipulated legislated movement to the midpoint increase which is applied to the employee’s salary and not the bands. Budget Epilogue also applies Merit Rules 4.4.3, 4.6 and 4.12 to these employees which cover: • Due to critical shortage advanced starting salaries and leveling up may be requested per Merit Rule 4.4.3 4.4.3 Upon agency request, the Director may approve a starting rate above the minimum for the paygrade where a critical shortage of applicants exists. The Director and Controller General may provide that all lower paid, equally qualified employees in the same class within the same geographic area receiving a lower rate shall also have their pay rates set as stated above if their performance is satisfactory. • Upon promotion advanced starting salaries may be requested based on exceeding the job requirements per Merit Rules 4.6 4.6 Promotion. Upon promotion, employees shall receive either the minimum salary of the higher paygrade or an increase of 5%, whichever is greater. Agencies may grant a greater increase not to exceed the 85th percentile under the criteria in 4.4.2. The Director may approve a greater increase that exceeds the 85th percentile under the criteria in 4.4.2. • Upon Reclassification or pay grade change Merit Rule 4.12 4.12 Pay Rates After Reclassification Or Grade Change 4.12.1 Any employee movement to a higher paygrade is a promotion. Any employee movement to a class of the same paygrade shall be treated in accordance with 4.5. Employees moving to a lower class and/or paygrade shall retain their former pay as long as they remain in that position. 4.12.2 Employees in positions reclassified to a lower class not qualifying for Selective Market Variation (SMV) where their former class qualified for a SMV shall retain, for pay purposes, the SMV pay range assigned annually by the State budget process to the former class as long as they remain in that position and the former class continues to qualify for SMV. 4.12.3 Employees whose positions were reclassified to classes in lower paygrades and who retain their former paygrade as provided for in 4.12.1 and 4.12.2 shall not retain the paygrade upon voluntary transfer or promotion. 4.12.4 Employees shall receive the pay increase provided in the Budget Act, unless their latest Performance Review is unsatisfactory. If the unsatisfactory performance has already resulted in a reduction in paygrade, however, they shall receive the pay increase. Employees who are denied such increase shall become eligible for it when, as evidenced by a Performance Review, their performance is no longer rated as unsatisfactory. Such an increase is not retroactive.

FL Employee actions are defined by the type of action in accordance with section 110.217 F.S.GA Performance increases or incentive awards. Agencies may also make equity adjustments when they need to, such as at the time of hire or promotion.ID Performance based increases, equity adjustments, lateral moves, and/ or promotions.KY N/AME For managers it depends on the merit pay program and for non-managers (IT) it is driven by the collective bargaining contract.

MOEmployees typically move through the pay grade either through probationary step increases or within-grade salary increases recommended by the Personnel Advisory Board and approved during the appropriations process. At times, at the discretion of an appointing authority, employees may also receive discretionary increases.

NC By in-range reclassifications, internal equity, recruitment issues, retention issues, across-the-board or market adjustments due to relationship to average market rate or midpoint.ND N/ANM Promotion to a higher level of the position or in - payband increase at the same level of the paybandNV LongevityNY N/AUT Both across the board increases and/or individual raises.

VAFor context and a list of pay practices that enable movement through the band we suggest you refer to our Compensation Policy http://www.dhrm.virginia.gov/docs/default-source/hrpolicy/pol3_05compensation.pdf?sfvrsn=2

VT Under the broadband like systems primarily through merit based increases.

12. How do employees move through the salary band?

11135

http://www.dhrm.virginia.gov/docs/default-source/hrpolicy/pol3_05compensation.pdf?sfvrsn=2


AL N/AAZ N/ACA Generally employees new to state service start at the bottom of the pay range absent the approval of a hire-above-minimum request. Yes, salary may be reduced through a formal adverse action for performance reasons.DC Yes and salary reductions can occur due to poor performance

DE

Yes An employee’s salary may only be reduced when demoted either involuntarily or voluntarily or through legislation such as occurred in FY10 when Budget Epilogue reduced all wages by 2.5%

FLYes, but not below the minimum of the broadband unless there is a requirement that the employee has not met (i.e. training, certification). Then employee must be brought up to the minimum or higher once they meet all requirements. Employee’s salary may be reduced due to performance or other administrative reasons in accordance with section 110.2035 F.S.

GA We encourage agencies to offer pay at entry or within the first quartile if they are hiring someone with very little experience, and experienced individuals operating with proficiency near market.ID Yes and yes.KY N/AME Typically an employee can be placed on a salary band based on years of experience.

MO

pp g pp p y g y p y p y , g g y g y p y q y Provisions exist to allow for demotions for cause (performance), demotions in lieu of layoff, and the reclassification of a position. All of these options have the potential to reduce an employee’s salary.

NC Yes depending on internal equity, recruitment issues or geographic issues. Employee's salary can be reduced due to demotion.ND Employees usually start with a salary between the minimum and midpoint of the salary range, based on qualifications. Salaries may be reduced in some circumstances, but due process must be followed. NM Yes. Based on previous experience, new employees may start up to the midpoint of the payband,

NV

Typically start at step 1. May start higher based on difficulty to recruit for a job class or superior education/experience. Salary cannot be reduced.

NY N/AUT Yes employees can start at any point within a salary range. Yes an employee's salary can be reduced due to performance or other administrative reasons. VA

Compensation Policy

VT For the broadband like systems there is a hiring range, and salaries are based on the candidates’ qualifications and perhaps other pertinent factors. Can an employee’s salary be reduced due to performance or other administrative reasons? Generally, no

13. Can employees start at any point within a salary band? Can an employee’s salary be reduced due to performance or other administrative reasons?

12136


AL N/AAZ N/ACA Yes, there are step increases within a band. The number varies. DC We do not have bandsDE NoFL No.GA Dupe question.ID No. All increases are based on a percentage.KY N/AME No.

MO

Within our Uniform Classification and Pay (UCP) system, our broad banded managers are paid on stepless ranges. The appointing authority has the discretion to establish the rate of pay for each position. Our unclassified/exempt employees are also paid on stepless ranges. In general, UCP employees are paid on ranges that include specific steps. For UCP stepped ranges the number of steps varies between about 15 and 21 steps per range.

NC None.ND N/ANM NoNV No bandNY N/AUT NoVA N/AVT Two departments have established a step plan addendum to the Attorney’s Pay Plan (one of our broadband like systems). If so, how many? 15

14. Are there “step” increases within a band? If so, how many?

13137


AL N/AAZ N/A

CAThe state has formal rules governing salary upon movement from one classification to another. Typically, if an employee is promoting from one class to another higher class, the employee would get the minimum of new class salary range, unless their prior salary was higher, in which case they would typically get a one-step increase up to the max of the new class salary range.

DC We do not have salary bandsDE At agency (DTI is the only agency with this) discretionFL Each agency has the flexibility of salary increases based on their budget.GA Based on internal equity reviews. Current board rules require no less than a 5% increase for promotions. ID Promotional increases would be based on the agency budget, as long as the salary falls within the position's designated pay grade, the increase is allowable. There is no set step/ starting pointing.KY We don't have bands, but promotions are based on 5% per pay grade.ME Promotional factor. 7.5% for managers.

MO

For the open, broad banded classes within the UCP system, there is not a set formula for determining the rate. For stepped ranges within our UCP system, the rules “suggest” (and only suggest) a promotional formula to be used. This formula is the difference between the two ranges plus one additional step. For example, if an employee is moving from Range 15 to Range 18 the calculation would be (18 -15) + 1 = 4 Steps. Of course, in some promotional situations, an employee may receive a larger increase in order to reach the bottom (minimum) step of the new range.

NCIn the new Salary Administration Policy effective 2/1/2017 we will be looking at the pay factors; internal equity, recruitment, experience, skills/abilities, etc. It will basically be an "internal hire" similar to the factors used for external hires. Current system is 5% per pay grade.

ND N/ANM A minimum increase of 5% up to a maximum increase of 15%NV N/ANY N/A

UT Our rules require a minimum of 5% increase. There is no max that can be given in our rules, except that employees can't be paid higher than the maximum of the salary range of the new position. Agencies may have their own internal promotional increase policies. VA Employees are eligible for an increase of up to 15%, but at a minimum, must achieve the entry level of the new pay band. See Compensation Policy VT Promotional increases under the broadband like systems are generally between 5% and 8%, but can be less depending on the circumstances. Larger increases have occurred but are very rare.

AL N/AAZ N/A

CAIt depends. In classes with alternate ranges, the employee must meet the criteria for qualifying for a particular range. Sometimes the criteria for the alternate range is based on time in the class, but in other cases it may be based on work location or possession of some additional qualification. In classes without alternate ranges, all employees have the opportunity to reach the maximum of the salary band over time.

DC All employees within our pay system can reach the maximum salary of a grade and step

DE NoFL Yes.GA Yes, provided they are meeting performance expectations.ID Yes.KY N/A

MEFor managers it has been a challenge as many stay in the same spot, because for example they get a 2% increase and then the whole band bumps up 2% so while their salary goes up, they don't move up the band. This problem began when we got rid of steps in 2004 and later really started to minimize the differentiation on merit pay.

MOIn theory, yes. However, since we have not had a statewide within-grade (or step) increase since July of 2000, many of our UCP employees are paid toward the bottom of their respective range. With the impact of this low-end pay compression, very few employees within our UCP system are close to maxing out on their assigned ranges.

NC Yes.ND North Dakota does not use pay bands, but employees can reach the max of the pay range, based upon service and performance.NM Yes. Our pay bands are approximately 70% in width, so depending on where the employee begins, it is possible to reach the maximum.NV N/ANY N/AUT Yes

VAOnly through competitive or other career-based movement. For example, a Carpenter Assistant, Master Carpenter, and Carpenter Supervisor are in the same role and pay band. For each, agencies establish salary ranges or zones to manage salary alignment. The Assistant would only be eligible for the maximum of the band if he/she becomes a Supervisor.

VT There isn’t anything in the broadband like systems to prevent employees from reaching the maximum salary

15. How are promotion salary increases from one band to another calculated?

16. Do all employees in a band have the opportunity to reach the maximum salary of the band?

14138


AL N/AAZ N/A

CA

The state experimented with broadbanding on a small scale in the nineties for some classes that were excluded from collective bargaining in an effort to explore the potential benefits of broadbanding. Laws and rules governing state service do not allow room for broadbanding, unless such an effort is taken on as a temporary exception or “demonstration project.” Broadbanding on a large scale would require fundamental legislative changes to state civil service laws and rules. In addition, to broadband the vast majority of state classifications would require negotiation of such changes with unions, which have historically been suspicious of broadbanding for its perceived subjectivity and the potential for lack of fairness and equity. Prior broadbanding efforts also were stalled due to budgetary concerns regarding the cost of moving to a more flexible pay structure.

DC We do not have broadband DE This is administered by the agency, not HRM. FL N/AGA See answers aboveID Idaho does not consider our salary structure broadbanding. KY N/AME It is helpful for salary setting, by not being bound by steps, but for managers we so have the problem outlined above.

MO

Successes: • Fewer classes to maintain • Expanded promotional opportunities • Stepless bands provide greater compensation flexibility Challenges: • Broad minimum qualifications often less stringent than for non-managerial classes • Overuse of manager classes in some agencies • Difficulty using one tool to rate and assign appropriate band level for managers with a variety of administrative focuses

NCWe started the broadbanding system in 2008 and it has been in effect since at only 40% of the jobs. We have retained the old graded system too. We found that it was too difficult to administer, to classify because we were looking at what a person could or was doing and not what the job was suppose to be. Also we did not have the funding to continue.

ND N/ANM N/ANV N/ANY N/AUT n/a

VA

The flexible pay practices, including discretionary increases implemented with the adoption of broadbanding have been extraordinarily helpful in talent acquisition, retention, and employee engagement. We are able to solve critical workforce problems for which there were no available solutions in the past. Eliminating excessively rigid job classifications promotes career enrichment and career growth, and supports our need for agile organizational workforce strategies. The broadband job and salary structures have made salary administration much more complex, and participation in salary surveys is more labor intensive. Our guidance would be to not “overband” the job and salary structures. Banding only kindred occupations, as opposed to a broad multi-occupational approach, with recommended salary zones could work well.

VT We use broadband like systems for very few jobs and our experience is very limited as a result.

17. Discuss the successes and challenges that your state has experienced with broadbanding?

15139

Table 1……… Groups for Full-Time Employees1A……. Addendum for Table 1

Table 2……… Compensation Structures

Table 10……… Other Types of Employee PayTable 11……… Pay for Performance

Table 14……… Philosophies for Keeping Ranges and Actual Pay Competitive with MarketTable 15……… Factors for Base Pay IncreasesTable 16……… Paying Outside of the Established Pay Range Table 17……… Total Compensation ComparisonTable 18……… Comp Initiatives, Research and Projects

Contact DHR Classification for additional Tables

National Compensation Association of State Governments 2017 Pay Structures and Practices Survey Results

X0A0T

140

State Group Name# of

Employees in Group

% of Workforce Unionized? Description Total

Turnover %Voluntary

Turnover %

How does your state define voluntary turnover?

Jobs with "Problem" Turnover

Comments/Additional Resources

Classified 26,152 95.59% N

Employees that attain permanent status after successful completion of a probationary period have due process

rights for disciplinary actions. Must adhere to established rules for appointments, compensation, leave, etc.

12.79% 11.12% Retirement, Resignation, Failure to return from LWOP

Correctional Officer, Trainee; Entry-level

Clerical; Nurses

Unclassified 1,207 4.41% NAre considered "at will." Do not have due process rights

and are exempt from the rules applied to classified employees.

14.12% 13.38% Retirement, Resignation, Failure to return from LWOP

Not tracked for this group

ArkansasClassified 25,402 100.00% N

All employees are considered "at will"; dispute resolution process available for non-supervisory, non-probationary

full time employees16.00% 5.50% Resignation Classifications with

20%+ turnoverAll employees became classified in latest pay plan

Classified 199,089 97.00% Y Not all of these employees are unionized. Approximately 167,000 are designated "represented." 5.89% 2.45%

Voluntary turnover includes all employees leaving state employment on their own free

will. Retirements are not included.

All turnover data is from calendar year 2016. Total turnover includes all employees regardless of time base. Total turnover includes voluntary, involuntary, and disability and service retirements. Involuntary includes: AWOL, Death, Dismissal, Fail to meet emp conditions, fault no layoff, illegal appointment, resign with fault



21.37% 0.47%


Employees that attain permanent status after successful completion of a probationary period. Have due process


62.10% 11.80% Military and Resignations Corrections, Human Services, Higher Ed




An employee with procedural appeal rights set forth in O.C.G.A. §§ 45-20-8 and 45-20-9 who was in a classified position on June 30, 1996, and who has

remained in a classified position without a break in service since that

date.

Departures from the organization that do not include retirement, nor dismissals.

Correctional Officers, Health Aides, Economic

Support Specialists, Protect and Placement

Specialists, Social Services Specialists

Turnerover is not currently tracked as a breakdown by classification

Unclassified 80,342 96.4% N

An employee who was hired after June 30, 1996, or who has occupied an unclassified position at any time since

July 1, 1996. Unclassified employees have employment-at-will status, with limited exception for employees with

more than 18 years of service who established Employees’ Retirement System (ERS) membership before

April 1, 1972.

17.50% 69.3% Departures from the organization that do not include retirement, nor dismissals.

Correctional Officers, Health Aides, Economic

Support Specialists, Protect and Placement

Specialists, Social Services Specialists

Turnerover is not currently tracked as a breakdown by classification

Civil Service 12,322 88.00% Y



7.00% 6.00% Retirement, Resignations, and Deathhttp://www.capitol.hawaii.gov/hrscurrent/Vol02_Ch0046-0115/HRS0076/

Table 1 - Groups for Full-Time EmployeesStates have provided the breakout of full-time employee groups (not FTEs) for each state. Groups may include categories such as Classified, Unclassified, Union, Non-Union, etc. Details may be provided in the "Description" column about the employee group.

*New for 2017* Turnover Data - For columns G-J, states have provided the most recent turnover data as available. Please note that there is an addedum for this table that includes details on states' responses as submitted by the states.

An analysis is provided at the bottom of the worksheet for this table.

Alabama

Colorado

Back to Table of Contents

California

Hawaii See Note

Georgia

X1A0T

Table 1-Groups for Full Time Employees141

http://www.capitol.hawaii.gov/hrscurrent/Vol02_Ch0046-0115/HRS0076/



Exempt 1,684 12.00% NAre considered "at will." Do not have due process rights



http://www.capitol.hawaii.gov/hrscurrent/Vol02_Ch0046-0115/HRS0076/HRS_0076-0016.htm




14.60% 9.40% Retirement, Resignations, Transfer to other Agency and Death

Production, Sales, IT and Engineering

These job families have the highest turnover within the State of Idaho.

Non-Classified 12,690 49.20% NAre considered "at will." Do not have due process rights


42.10% 10.00% Retirement, Resignations, Transfer to other Agency and Death

Production, Sales, IT and Engineering

Non-Classified turnover rates include seasonal and temporary separations.

Personnel Code - not at wil 41,105 97.96% Y

Employees that are under the Governor (not Lt. Governor, Secretary of State, Attorney General, Comptroller or

Treasurer), subject to the Personnel Code (20 ILCS 415) and not "at will." Medical doctors (Physician, Physician

Specialist and Medical Administrator titles) were removed from the total.

10.07% 9.79%

Accept Nonstate Position, Work Conditions, Type of Work, Marriage, Family

Responsibilities, Return to School, Health, Retirement, Merit System Transfer Out-Going, Accept Another State Position,

Resignation from Layoff, Personal Reasons, or Relocating Residence

Involuntary turnover includes: Termination Noncertified; Death; Term Appointment Termination; Termination Intermittent; No reinstatement Rights; or No Reinstatement Rights to Agency.

Personnel Code - at will 844 2.04% Y


Treasurer), subject to the Personnel Code (20 ILCS 415) and "at will." "At will" are those employees exempt from the Personnel Code under Section 4(d)1, 4d(2) and 4d(3)

of the Personnel Code. Medical doctors (Physician, Physician Specialist and Medical Administrator titles)

were removed from the total.

26.57% 24.97%

Accept Nonstate Position, Work Conditions, Type of Work, Marriage, Family

Responsibilities, Return to School, Health, Retirement, Merit System Transfer Out-Going, Accept Another State Position,

Resignation from Layoff, Personal Reasons, or Relocating Residence

Involuntary turnover includes: Termination Noncertified; Death; Term Appointment Termination; Termination Intermittent; No reinstatement Rights; or No Reinstatement Rights to Agency.

Union 39,049 93.10% Y

Employees that are under the Governor (not Lt. Governor, Secretary of State, Attorney General, Comptroller or Treasurer) and represented by a bargaining unit as certified by the Illinois Labor Relations Board. No

medical doctors are included in the total.

Non-Union 2,702 6.40% N


Treasurer) and not represented by a bargaining unit as certified by the Illinois Labor Relations Board. No

medical doctors are included in the total.

Disputed - Union or Non-Union

198 0.50% Disputed

Employees that are under the Governor (not Lt. Governor, Secretary of State, Attorney General, Comptroller or Treasurer) and representation by a bargaining unit is

disputed. No medical doctors are included in the total.

Classified 5,097 18.00% NEmployees attain permanent status after successful

completion of a probationary period. Just cause standard. Pre-deprivation proceedings required.

Not tracked by classified/unclassified

Unclassified 23,233 82.00% N

Are considered "at will." An unclassified employee may file a complaint challenging his/her dismissal, demotion,

discipline, or transfer, but - in addition to proving the State Employees' Appeals Commission has jurisdiction to

hear the complaint - the employee must also prove the reason for the agency's action was a reason that

contravenes public policy. Pre-deprivation proceedings not required.

Not tracked by classified/unclassified

Union-Covered and Merit-Covered

12,929 77.76% Y

Employees are covered by a collective bargaining agreement, which for most employees only covers base pay. Employees have due process rights for discipline

and discharge under the "Merit System" (civil service) of hiring, discipline, and discharge, and obtain permanent

status following a 6-month probationary period. Administrative rules on other types of pay, benefits,

classification, etc. apply.

8.81% 7.19% Retirement, Resignation, and Death

Idaho

Illinois

Iowa

Indiana






Non-Union and Merit-Covered

1,528 9.19% N

Employees have due process rights for discipline and discharge under the "Merit System" (civil service) of

hiring, discipline, and discharge, and obtain permanent status following a 6-month probationary period. Admin

rules on pay, benefits, classification, etc. apply.


Union-Covered and Non-Merit

885 5.32% Y

Employees are covered by a collective bargaining agreement, which for most employees only covers base

pay. In most cases, are considered "at will," and generally have no rights to the position. They may also be appointed

without going through a merit hiring process. Administrative rules on other types of pay, benefits,

classification, etc. still apply, however.

4.07% 3.62% For this survey: Retirement, Resignation, and Death

Non-Union and Non-Merit

1,284 7.72% N

Are considered "at will," and generally have no rights to the position. They may also be appointed without going through a merit hiring process. Administrative rules on pay, benefits, classification, etc. still apply, however.

11.92% 10.83% For this survey: Retirement, Resignation, and Death

Classified 8,338 42.76% Y



Voluntary Terminations: Retirement, Resignation, & Neutral Termination (death).

Unclassified 11,163 57.24% YAre considered "at will." Do not have due process rights


Voluntary Terminations: Retirement, Resignation, & Neutral Termination (death).

Classified 26,452 96.20% NWhen the probationary period is successfully completed,

employees gain merit system "status," which gives employees certain additional rights and privileges.

16.20% Voluntary turnover is not defined in statute.

Patient Aide I , Youth Worker I

,Correctional Sergeant, Nurse

Aide State Registered I, LPN,

Correctional Officer, Highway Equipment

Operator I

http://www.lrc.ky.gov/Statutes/chapter.aspx?id=37134



19.83% Voluntary turnover is not defined in statute. http://www.lrc.ky.gov/Statutes/chapter.aspx?id=37134




16.79% 13.14% Retirement, Resignation, and Death See report link in comments

http://www.civilservice.louisiana.gov/files/publications/annual_reports/2015-2016%20Annual%20Turnover%20Report.pdf



Not tracked for this group http://www.civilservice.louisiana.gov/CSRules/Chapter4.aspx

Classified 32,743 97.40% Y-partiallyEmployees in agencies which are subject to Merit System

and Uniform Classification and Pay (UCP) provisions contained in the State Personnel Law.

19.50% 12.70% Resigned Agency, Resigned State See Note

Turn Over Report accounted for the period of July 1, 2016 through June 30, 2017. See Note

Unclassified 837 2.50% N

Those positions in agencies subject to the merit system provisions contained in the law, but which may be filled without regard to certain policies regarding classification

and pay.


Classified 11,099 92.00% Some



http://leg.mt.gov/bills/mca_toc/2_18_2.htm

Unclassified 262 2.20% NAre considered "at will." Do not have due process rights



Blue Collar 704 5.80% Y Union employees, all aspects of pay and classification strictly negotiated

MissouriSee Note

Montana

Kentucky

Kansas

Louisiana











http://www.civilservice.louisiana.gov/CSRules/Chapter4.aspx

http://www.civilservice.louisiana.gov/CSRules/Chapter4.aspx





Classified 12,965 81.10% 74.6% are unionized

Positions that are covered by the State Personnel Salary System (Does not include temporary employees.) 28.20% 13.60%

Resignation, Retirement, withdrew acceptance of job before start date, No Show,

Work/Comp Agreement

See Table 1 Addendum

Unclassified 3,023 18.90% NPositions not covered by the State Personnel Salary

System; at-will employees. (Does not include temporary employees.)

2.30% 2.00% Retirement and Resignation See Table 1 Addendum

Classified 17,024 94.30% Partial



17.32% 15.12% Retirement and Resignation NM does not track deaths as part of separation data

Unclassified 371 2.10% NAre considered "at will." Do not have due process rights



State Police 652 3.60% N Separate group, included here due to use of the group's data in this survey. Not tracked for this group

Classified 61,824 99.20% NSimilar to above description. This number includes only those positions in state agencies and does not include the

universities.12.80% 7.70%

Voluntary separation from state service. Does not include retirements or involuntary

separations.

Unclassified 500 0.80% NSimilar to above description. This number includes only those positions in state agencies and does not include the

universities.Not tracked for this group

Classified 7,213 94.00% N Civil service - 6 month probationary at-will period 11.30% 9.40% Retirement, Resignation, and Death

Unclassified 446 6.00% N Are considered "at-will;" includes elected, appointed, and miscellaneous. Not tracked for this group




19.28% 16.10% Retirement, Resignation, and Voluntary Buyout


and are exempt from most of the rules applied to classified employees.

17.48% 14.54% Retirement and Resignation

Classified/Management Service

33,291 98.00% Y Management Service is included (have due process) but cannot be represented in collective bargaining 9.90% 8.80% Retirement, Resignation, and Death As of 6/30/2017

Unclassified 687 2.00% N Oregon's "Unclassified/Executive" service 12.70% 12.00% Retirement, Resignations, and Death As of 6/30/2017South Carolina

Classified/Unclassified 37,064 100.00% N



18.12% 16.11% Personal, Retirement, Transfers, etc.Healthcare, IT, and

Correctional Officers

We do not separate classified from unclassified.

Civil Service 6,542 84.10% N



12.00% not trackedTurnover is statewide for executive branch, regardless of employee status.

Exempt from Civil Service 1,237 15.90% NAre considered "at will." Do not have due process rights


(Executive Branch) Preferred Service

31,136 76.90% N

Employees whose job classifications are not specifically designated in the TEAM ACT or under the provisions of

the Act as executive service will be in the preferred service. Employees become members of the preferred service upon successful completion of the probationary period. Preferred service positions will be filled using

certified lists of applicants who meet the minimum qualifications for the position and will have the ability to

appeal certain employment actions.

22.40% 15.22%

Resignation, Retirement, Resignation (No Rehire Agency), Job Abandonment (No Rehire Agency), Disability Retirement,

Transfer to Board of Regents/UT, Health Reasons Resignation (No Rehire State),

Incentive Retirement, Retirement (No Rehire Agency), X-Benefits Employee Retirement,

Job Abandonment, X-Benefits Employee Resignation, Terminated With Pay-

Retirement, Voluntary Buyout Program, TWP-Disability Retirement

Currently, we do not have a method of

tracking this information

http://www.tn.gov/hr/topic/policies-by-category

Policy Number 12-067 Designating Positions as Preferred Service or Executive Service

(Executive Branch) Executive Service

9,354 23.10% NAll positions in the state service not subject to the

preferred service provisions of the Act are considered "at will."

13.26% 9.86% Same as Preferred Service Same as Preferred Service

Classified 151,274 99.00% N Are considered "at-will" state employees subject to state statutes. 17.60% 13.21% Retirement and Resignation

Social Services, Custodial, Medical

and Health and Criminal Justice

categories

Texas

South Dakota

New Mexico

North Carolina

North Dakota

Tennessee

Nebraska

Oregon

Oklahoma





Exempt from the Classification Plan

883 0.90% NExecutive Directors, Legislative staff, or senior officers

of various state agencies that report to the Legislature and state Governor.

Classified 16,141 85.50% N These employees are considered our "core" work force and are not temporary 10.59% 12.62% Retirement, Resignation, and Death

Unclassified 2,736 14.50% N These employees are fulltime but are not included in our "core" and are "at will". 56.75% 119.39% Retirement, Resignation, and Death

Classified 7,807 82.40% Y

Employees that attain permanent status after successful completion of a probationary period. Have due process rights for disciplinary actions. Covered by Collective

Bargaining Agreements.

12.60% 6.80% Voluntary Resignation See workforce Report

http://humanresources.vermont.gov/sites/humanresources/files/documents/Workforce_Data/DHR-Workforce_Report.pdf

Exempt (Unclassified) 643 7.60% NAre considered "at will." Do not have due process rights


Not tracked for all in this group


Salaried position assigned to an Occupational Family and Career Group based on duties and responsibilities, and to

a Role Code based on the compensable factors of Complexity, Results, and Accountability. Terms and conditions of employment are subject to the Virginia Personnel Act (Va. Code § 2.2-2900 and following).

15.79% 11.65% Retirement, Resignation, and Death See Note http://www.dhrm.virginia.gov/hrpolicies

Non-covered 47,103 42.72% N

A salaried employee who is not subject to the Virginia Personnel Act; also called excepted employee. Includes

teaching, research, administrative and professional faculty; employees in the Judicial, Legislative, and Independent Branches; employees in the Executive

Branch who are appointed by a court to exercise judicial functions; Governor’s appointees (‘at-will’ employees); and employees of certain specifically excepted agencies and entities. See Va. Code § 2.2-2905 and § 23-38.114

Not tracked for all in this grouphttp://www.dhrm.virginia.gov/hrpolicies

http://hr.ofm.wa.gov/state-human-resources/rules/civil-service-rules-wac-357

http://hr.ofm.wa.gov/compensation-job-classes/compensation-administration

http://hr.ofm.wa.gov/workforce-data-planning/workforce-data-trends/workforce-turnover

Washington Management Service

(Classified)4,169 9.21% N Employees in state service covered under the Civil

Service Laws (due process protections). 7.63% 3.59%

Resignation, Dismissal, Abandonment of Position, Conditions of employment not met,

End of non-permanent appointment, Reversion

Exempt (Unclassified) 1,036 2.29% N Employees that are not under Civil Service Law, bargaining agreement, or regulation. 8.62% 4.75%



Classified 18,613 N/A Y - some



http://www.personnel.wv.gov/Pages/default.aspx

Exempt N/A N/A N/AAre considered "at will." Do not have due process rights


Classified Non-represented 28,284 93.90% N

Employees that attain permanent status after successful completion of a probationary period. Have due process rights for disciplinary actions. Must adhere to rules for

merit-based appointment.


Personal Care Aides, Health Care

Technicians, and Food Service

West Virginia

88.50%40,058 Washington General Service (Classified)

See links in comments for civil service rules, comp

plan components and executive branch

turnover web pages.

See Note



7.38%10.58%Employees in state service covered under the Civil

Service Laws (due process protections); some WGS positions are represented and some are not.

Y

WashingtonSee Note

VirginiaSee Note

Wisconsin

Vermont

Utah






http://www.dhrm.virginia.gov/hrpolicies


















State Patrol bargaining unit

378 1.20% YClassified permanent State Patrol Troopers and Inspectors with full union bargaining rights on wages, benefits and

conditions of employment. Classified with limited

representation360 1.20% Y-Base Wages

Only Classified staff attorneys and skilled building trades

Unclassified At-Will 473 1.60% NAre considered "at will." Do not have due process rights


Unclassified Just Cause 620 2.10% N Assistant District Attorneys and Assistant State Public Defender Attorneys.


365 day probationary period with no due process, but follow all other areas of personnel rules. Then receive

permanent status with due process. Must follow established rules for appointments, compensation, leave

etc.

16.00% 14.20% Transferring to new agency, Other employment, Retirement, Moving out of area

See report link in comments

https://drive.google.com/file/d/0B6bA9LFa-kaJMTY3ZldvcDNYYW8/view

At-will, benefited 508 6.00% N

May be dismissed without cause or reason. Receive same benefits as classified employees and follow same rules

and policies as classified employee with the exception of the chapters on discipline, grievances and appeals.


At-will, no benefits 270 3.00% N

May be dismissed without cause or reason. Not required to follow recruitment policies. Receives no leave or retirement benefits. Personnel rules on discipline,

grievances and appeals do not apply.


Majority of separations with this group are due to an at-will contract coming to an end.

By State (all groups) Turnover (all groups, not by state) Total Turnover %

Voluntary Turnover %

avg 41,313 62.11% N median 16.00% 11.73%

median 27,918 30.86% Y low 2.30% 0.47%

low 7,659 7.03% Partially high 62.10% 119.39%

high 205,330

sum 1,322,008

By Group:classified, protected

avg 17,252

median 14,614

low 1,528

high 37,064

sum 414,041

By Group:at-will, not protected

avg 14,961

median 2,736

low 262

high 151,274

sum 403,939

By Group:Others

avg 22,910

median 864

low 198

high 199,089

sum 504,028

Hawaii - Turnover data is for FY16 (7/1/15 to 6/30/16). FY17 is not available yet.

# of Employees

# of Employees

# of Employees

ANALYSIS

# of Employees Overall % Unionized

Employees that attain permanent status after

successful completion of a probationary period have

due process rights for disciplinary actions. Must adhere to established rules

for appointments, compensation, leave, etc.

Are considered "at will." Do not have due process rights

and are exempt from the rules applied to classified

employees.

All other definitions

Wyoming





Missouri - Resigned agency indicates the employee resigned from one agency and was employed by another agency. Resigned state indicates the employee resigned from state government. These two categories combined represent voluntary turnover. Total Separate Personnel Actions (turnover) includes resigned agency, resigned state, dismissal, retirement, and other terminations such as end of term, layoffs, and death, etc. Total Full Time Employees is defined as 7/1/16 Employee Count + 6/30/17 Employee Count divided by 2. Total Turnover Percentage = Total Separation Actions divided by Total Full Time Employee.

Virginia - For column K, refer to Policy 2.20. High turnover jobs: Direct Service Associate I-III, Housekeeping and/or Apparel Worker 1, LPN, RN 2, Nurse Practitioner I/Physician's Assistant, and Therapy Assistant/Therapist I-II. 2017 High Turnover Rates - Definitions: http://www.dhrm.virginia.gov/agencyhumanresourceservices/joborganizationstructure/occupationalfamilies

Washington - We are launching into our biennial collective bargaining process which involves reviewing recruitment and retention data as it pertains to our ability to deliver services. We also explore other factors such as compression, inversion along with the above items. We will know more definitively next year for what areas of our workforce have problem turnover.


http://www.dhrm.virginia.gov/agencyhumanresourceservices/joborganizationstructure/occupationalfamilies

Class Title

2016Turnover

Count

2016%

TurnoverNebraska STAFF CARE TECHNICIAN II 214 110.9%

CHILD/FAMILY SERVICES SPECIALIST TRAINEE 35 92.1%SOCIAL SERVICES TRAINEE 54 91.5%Corrections Officer 202 76.5%

YOUTH SECURITY SPECIALIST II 58 60.4%YOUTH SECURITY SUPERVISOR 19 55.9%Corrections Unit Caseworker 121 55.3%FOOD SERVICE ASSISTANT 27 52.9%REGISTERED NURSE 29 43.9%MV DRIVER LICENSING SERVICES EXAMINER I 39 43.3%ST PATROL COMMUNICATIONS SPECIALIST 13 40.6%MENTAL HEALTH SECURITY SPECIALIST II 102 38.5%DEVELOPMENTAL TECHNICIAN II 64 38.1%YOUTH SECURITY SPECIALIST I 13 37.1%CUSTODIAN/HOUSEKEEPER 38 36.5%MENTAL HEALTH PRACTITIONER II 17 35.4%PERSONNEL ASSISTANT 12 34.3%FOOD SERVICE SPECIALIST 13 33.3%CHILD/FAMILY SERVICES SPECIALIST 109 32.1%WORKFORCE COORDINATOR 21 31.8%SECRETARY II 18 30.5%MAIL/MATERIAL SPECIALIST 8 27.6%

1A Addendum for Table 1Employee Groups, Jobs with Problem Turnover

Back to Table of ContentsX2A0T

1A - Addendum for Table 1148

FOOD SERVICE COOK 19 26.8%NURSE SUPERVISOR 7 25.9%LICENSED PRACTICAL NURSE 27 25.7%PAROLE OFFICER SENIOR 37 24.3%TRAINING SPECIALIST II 5 23.8%SECRETARY/ADMINISTRATIVE 6 22.2%ACCOUNTANT I 13 22.0%DD Community Coord Specialist 5 21.7%ACCOUNTANT II 11 21.2%

Behavioral Health Registered Nurse* 11 21.2%TEACHER (SCATA CONTRACT) 13 20.6%ATTORNEY III 13 20.0%Administrative Assistant III 7 20.0%CASE AIDE 30 19.6%Corrections Corporal 109 19.5%NURSING SERVICES SURVEYOR CONSULTANT 6 19.4%COMMUNITY HEALTH EDUCATOR/SENIOR 4 19.0%ACCOUNTING CLERK I 4 19.0%UNEMP INS FIELD REPRESENTATIVE 4 19.0%Administrative Assistant II 17 18.7%AIRPORT FIRE FIGHTER 4 18.2%RECREATION SPECIALIST 4 18.2%SWITCHBOARD OPERATOR/RECEPTIONIST 4 17.4%OFFICE CLERK III 13 17.3%PERSONNEL OFFICER 6 17.1%ACCOUNTANT III 4 16.7%ENGINEER II 7 16.7%

DEVELOPMENTAL TECHNICIAN SHIFT SUPERVISOR 6 16.7%ENVIRONMENTAL QUALITY PROGRAM SPECIALIST II 12 16.4%


ENGINEER III 6 16.2%PUBLIC INFORMATION OFFICER II 5 16.1%REVENUE OPERATIONS CLERK II 5 16.1%

HIGHWAY MAINTENANCE WORKER/SENIOR 93 16.0%

* Behavioral Health Registered Nurse created 6-1-2016


Structure Name

if applicable

Annual Minimum Amount of Lowest Grade

Annual Maximum Amount of Highest Grade

# of Pay Grades

# of Classes

Structure Name

if applicable


Annual Maximum Amount of Highest

Grade

# of Pay Grades

# of Classes

Alabama $16,704 $205,793 81 1,294 Ungraded Ungraded N YGeneral Salaries

$22,000 $140,592 15 1,687 Y See Note

Medical Professionals

$63,830 $270,455 10 45 Y See Note

Information Technology

$33,403 $161,680 12 153 Y See Note

Senior Executive

$108,110 $201,700 15 162 Y See Note

CaliforniaSee Note $24,156 $612,000 3,200 $35,016 $602,916 1,800 Y Y

Colorado FY16/17 Pay Plan

$19,344 $297,156 203 668 N Y

Georgia Statewide Structure

$15,080 $190,664 23 1,328 N/A $15,080 $190,664 23 1,328 N Y

Hawaii $23,652 $189,588 183 1,454 YIdaho $15,532 $221,653 19 1,052 1,468 Y

Prevailing Rate $34,974 $111,687 32 See Note See Note

Negotiated 7 Steps + 10 Longevity

$48,168 $90,216 5 5

Negotiated 11 Steps

$30,228 $152,940 131 913 Negotiated 11 Steps

$49,908 $88,716 3 3

Negotiated 6 Steps

$30,732 $78,660 64 50

IllinoisSee Note

ArkansasSee Note

Table 2 - Compensation StructuresOnly compensation structures in the Executive Branch that apply to classified Civil Service and at-will/appointed employees are included below. Compensation structures covering higher education, cabinet members, elected officials, medical doctors, and non-permanent employees such as temporary/seasonal or emergency are excluded if there are separate structures for these jobs. If a state uses more than one structure, multiple responses may be shown.


Unclassified/At-Will/Appointed EmployeesClassified EmployeesIf your state has established pay structures for Unclassified/At-

Will/Appointed Employees, are these pay structures required to be used by

agencies? Indicate "Y" for yes and "N" for no.

Does your state have a

centralized compensation

program?

State


12 of 69 Table 2 - Compensation Structures151

Structure Name

if applicable



# of Pay Grades

# of Classes

Structure Name

if applicable



Grade

# of Pay Grades

# of Classes








program?

State


Negotiated 8 Steps

$55,404 $138,816 12 41

Negotiated 1 Rate

$46,716 $112,290 10 3

Negotiated Range

$31,680 $109,860 14 15

Merit Compensation

System$16,152 $246,528 46 1,002

Merit Compensation

System$34,704 $229,128 7 7

Broad-Band $27,888 $117,180 3 5 Broad-Band $37,392 $145,536 2 2Indiana $19,136 $157,066 43 80 $14,144 $300,000 371 703 Y YIowa Merit-covered $22,131 $161,554 35 758 Non-merit $22,131 $305,760 59 808 Y YKansas

$15,725 $100,818 32 366 $17,804 $300,000 500 + N Y

Kentucky $14,950 No Maximum 17 1,274 $14,950 No Maximum 17 356 Y YAdministrative $14,082 $160,680 25 430 Y

Medical $12,792 $194,584 30 88Protective $17,139 $170,997 22 86

Social Services $15,059 $140,358 22 151Technical $18,574 $164,070 23 192

Skilled Trades $12,854 $108,784 22 120MissouriSee Note $20,556 $98,436 64 810 $15,600 $272,000 48 See Note Y

Montana Broadband $16,952 $295,994 9 333 N NNebraska $26,659 $314,887 1,352

Classified Employees

$15,600 $134,202 16 1,039 Unclassified $19,531 $457,600 25 374 Y N

New Mexico

Louisiana See Note


Structure Name

if applicable



# of Pay Grades

# of Classes

Structure Name

if applicable



Grade

# of Pay Grades

# of Classes








program?

State


Corrections Employees

$28,558 $127,358 13 32 State Police $36,358 $86,508 6 6 Y N

IT Employees $29,598 $181,284 11 55

Engineering Employees $27,310 $142,334 11 67

Architecture Employees

$49,379 $120,619 3 4

North Carolina Graded $23,332 $215,530 47 3,000 Flat Rated $20,000 $350,000 1 500 Y YNorth Dakota

$19,560 $182,580 22 874

The classification system, salary

ranges and increase

guidelines are centralized.

Administration is decentralized.

Oklahoma $20,420 $127,880 18 350 $20,420 $238,664 26 N YOregon $25,560 $224,820 38 493 $31,236 $256,848 23 45 Y YSouth Carolina $15,080 $162,041 10 570 Y N

General $20,796 $153,860 15 ~320 $20,796 $153,860 15 ~320 Y YLaw

Enforcement$38,628 $144,247 8 15 $38,628 $144,247 8 15 Y Y

Medical $61,283 $358,806 15 15 $61,283 $358,806 15 15 Y YAccounting $38,899 $97,322 1 7 $38,899 $97,322 1 7 Y Y

Attorney $61,387 $140,188 1 5 $61,387 $140,188 1 5 Y YEngineering $49,527 $103,147 1 8 $49,527 $103,147 1 8 Y Y

South Dakota


Structure Name

if applicable



# of Pay Grades

# of Classes

Structure Name

if applicable



Grade

# of Pay Grades

# of Classes








program?

State


Environmental Science

$45,101 $102,604 1 6 $45,101 $102,604 1 6 Y Y

Information Technology

$42,407 $109,223 1 14 $42,407 $109,223 1 14 Y Y

Intern/Seasonal $18,061 $33,659 5 N/A $18,061 $33,659 5 Y YTennesseeSee Note Basic Pay Plan

(BPP) $14,496 $293,208 53 1,169

Executive Service Pay Plan (ESPP)

$31,884 $236,148 30 2,245 See Note See Note

Texas $18,050 $276,817 32 1,034 $70,000 $299,981 8 883 Y YUtah $18,741 $279,074 959 $0 $230,069 756 N YVermont

$20,821 $132,725 28 1,736 $31,366 $173,826151 in

Executive Branch

N Y

Statewide $15,992 $268,173 9 296 $15,919 $559,831 1,042 N See Note Northern

Virginia (FP) $15,992 $237,930 9 296 See Note

General Service $25,560 $172,692 140 992 Unclassified $44,400 $180,000 13 542 Y See Note Washington Management

Service$49,188 $135,264 4 4

West Virginia $16,008 $114,888 25 1,091Wisconsin $23,962 $169,749 106 1,563 $49,254 $206,066 14 88 Y Y

General $20,040 $166,898 25 567 Executive $29,743 $209,790 14 14 Y YNursing $35,597 $133,596 7 9 Attorney $53,148 $135,864 5 8 Y YHPCI $40,152 $149,650 9 20 Y Y

WashingtonSee Note

Wyoming

VirginiaSee Note

ANALYSIS

Classified Employees Unclassified/At-Will/Appointed Employees


Structure Name

if applicable



# of Pay Grades

# of Classes

Structure Name

if applicable



Grade

# of Pay Grades

# of Classes








program?

State


avg $28,994 $176,119 31 555 avg $33,973 $229,300 26 417

median $23,332 $155,463 16 296 median $33,294 $209,790 8 48

low $15,080 $33,659 1 3 low $15,080 $33,659 1 2

high $108,110 $612,000 203 3,200 high $70,000 $602,916 371 2,245

Louisiana - Annual minimum amount of lowest grade has not been adjusted for Federal Minimum Wage increases. No Employee shall be paid lower than the Federal Minimum Wage ($7.25/hour; $15,080 Annually)

Arkansas - Compensation levels are set and administered centrally. Agencies have some limited discretion and are responsible for onboarding/terminations. Larger agencies perform many of their own personnel transactions; smaller agencies are handled centrally

Illinois - For Personnel Code - not at will and Personnel Code - at will as defined on Table 1, these systems have a centralized compensation program. Both of these are required to use the unclas

Virginia - Medical doctors in non-higher education institutions are classified and are included. Medical doctors in higher education institutions are faculty and are excluded, as are other faculty. Column L - Ungraded and at-will job codes are often agency - or

Tennessee - There are multiple pay plans for the BPP for Preferred Service. Some agencies such as Dept. of Safety, TN Bureau of Investigation, and Wildlife Resources may have a separate pay plan for specific job classes. In some cases an employee may be paid ab certain criteria, however, no employee should be paid below the range minimum.

Missouri - Does not have established pay structures for unclassified/at-will/appointed employees, except for those in the Executive Pay Plan which include only positions of specified Department Directors, Deputy Dept. Directors, Division Directors, and Principal Assistants to t i B d d C i i

California - Classified and Unclassified data is from May 2017.

All Structures

Note: Each structure was weighted equally. Minimums below the federal minimum wage were adjusted to the federal minimum wage for analysis purposes.


Structure Name

if applicable



# of Pay Grades

# of Classes

Structure Name

if applicable



Grade

# of Pay Grades

# of Classes








program?

State


are broadbanded with 5 bands and each state agency determines where an employee's salary will be set within the band. State agencies are required to have policies related to progression increases approved by the State HR Director. Agencies must r to appoint an employee above the band. Annual salary is calculated to include base pay plus all additional pay paid on a full-time basis.

Washington - General service classifications include represented and non-represented salary schedules, each with steps A-L. State agencies are required to have a Salary Determination Policy that must be approved by the State HR Director. Washington Manageme


StateEmployee Eligibility

(List job titles or employee groups that are eligible to receive this pay)

Number of Employees that

Received inFY 16-17

Type of Pay Reason/Program Details $ or % Amount

Accountant 12 Base Pay Recruitment and Retention ≤ 12.50%Correctional Officer Trainee 8 Base Pay 2 year degree or 2 years college 5.00%Correctional Officer Trainee 7 Base Pay 4 year degree 10.00%

Staff Nurse 6 Base Pay Recruitment and Retention 15.00%Home Care Services Nurse 6 Base Pay Recruitment and Retention ≤ 42.50%

Trooper 0 Base Pay Recruitment and Retention ≤ 7.50%Civil Engineering Graduate 16 Base Pay Base pay adjustment based on education and experience ≤ 10.00%

All 0 Director's Discretion Retention/Reduction of Positions 10.00%

All 0 Agency EWQ Discretion Recruitment 15.00%

Employees working in certain correctional facilities 15640 Recruitment and

Retention

California Department of Corrections and Rehabilitation: Avenal, Chuckawalla Valley, and Ironwood, Avenal,

Calipatria, Centinela, Chuckawalla Valley, High Desert, Ironwood, Pelican Bay State Prisons, and California

Correctional Center

$2,400 or $2,600 Annually

Employees working for Department of Fish and Game or the Department

of Parks and Recreation in certain counties. Unit 7 Protective Services

432Recruitment and

Retention Geographic

Alameda, Contra Costa, Los Angeles, Marin, Monterey, Napa, Orange, San Diego, San Francisco, San Luis,

Obispo, San Mateo, Santa Barbara, Santa Clara, Santa Cruz, Solano, Sonoma, Ventura

$200, $300, $350 per pay period


Table 10 - Other Types of Employee Pay * New Table for 2017*All other types of employee pay that are currently used by a state and not already reported in another table are shown below. If there are varying amounts or employee gr given for normal workplace activity such as promotions, transfers or reclassifications are excluded.

Arkansas

Alabama

California

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18 of 69 Table 10 - Other Types Of Empolyee Pay157

http://www.calhr.ca.gov/Pay%20Differentials%20Library/Pay_Differential_132.pdf









Received inFY 16-17




X4A0T

Certain Engineering classifications.Unit 9 And Excluded Employees 105 Recruitment and

RetentionCertain classes are eligible in all departments because

these classifications are considered hard-to-fill. $200, $300 per pay period

ColoradoGeorgia

Varies by agency Bonus Pay Varies by agency Varies by agency

Hawaii

All 2 Recruitment BonusRecruitment awards are lump sum bonuses paid in order to recruit qualified employees, particularly in positions

designated as critical or difficult to fill.Varies

All 3 RetentionRetention awards are lump sum bonuses paid in order to

retain qualified employees, particularly in positions designated as critical or difficult to fill.

Varies

All 768 Performance Bonus Performance bonuses are a lump sum award to an employee to recognize exemplary service. Varies

Idaho







Received inFY 16-17




X4A0T

All 1 Cost Savings Bonus

An Appointing Authority may reward an employee for suggestions or recommendations which resulted in taxpayer savings as a result of cost savings or great

efficiencies to the agency or to the State of Idaho. The award may be up to 25% of the cost savings, not to

exceed $2,000, unless approved by the Board of Examiners.

$543.74 (1%)

Merit Compensation and Broad-band exempt from FLSA and not eligible

for overtimeIncentive 40

Straight time cash for time worked between 37.5 and 40 hours/week in 15 minute increments; there are core hours each day to be worked and other times that need no leave

request if the week's worktime is met

Up-to-3.30%

Merit Compensation less than $100,000, Broad-band less than

$100,000, and HR-001, RC-019, RC-020, and NR-916 Bargaining Units

Merit Incentive Non-Pensionable Bonus

For obtaining certain level of performance standard for title on evaluation

up-to-2.00%-of-the-total-eligibles'-annual-salaries

divided by eligibles

Illinois





Received inFY 16-17




X4A0T

Biologists 67 Recruitment and Retention

Allow the Indiana Department of Natural Resources to be more competitive with their recruitment and promote internal promotion opportunities with the creation of the

Biologist 1 and Biologist E7 Classifications

15.00%

Foresters 48 Recruitment and Retention

Allow the Indiana Department of Natural Resources to be more competitive with their recruitment 15.00%

Property Managers 140 Recruitment and Retention

Allow the Indiana Department of Natural Resources to be more competitive with their recruitment and promote internal promotion opportunities with the creation of the

Property Manager 1 and Property Manager E7 Classifications

19.00%

Public Health Nurse Surveyors 91 Recruitment and Retention

Allow the IN Department of Health to be more competitive with their recruitment. 14.00%

Indiana





Received inFY 16-17




X4A0T

Public Health Nurse Surveyor Superv 16 Promotion and Retention Allow the IN Department of Health to retain supervisors 15% Increase to Max

Civil Engineer 1 5 Recruitment and Retention

Allow agencies to be more competitive with their recruitment 5.00%

Architects 1 & 2 2 Recruitment and Retention

Allow agencies to be more competitive with their recruitment 43.00%

CPA Bonus Retention Allow agencies to pay CPA's higher salaries $5000 Annually

Cadre Leader 4 Recruitment and Retention

Allow the Hoosier Youth Challenge Academy to be more competitive with recruitment 3.05%

IOSHA Consultant 2 8 Recruitment and Retention

Allow Indiana Department of Labor to be more competitive with their recruitment $2500 annually

IOSHA Inspector 3 18 Recruitment and Retention






Received inFY 16-17




X4A0T

IOSHA Supervisor 5 1 Recruitment and Retention


Industrial Hygienist 2 4 Recruitment and Retention


Industrial Hygienist 3 7 Recruitment and Retention


Industrial Hygiene Supervisor 5 3 Recruitment and Retention


Iowa Kansas

Kentucky Probation & Parole series 83.00% Statutory Based on years of service





Received inFY 16-17




X4A0T

Louisiana

Any 70Base Pay increase

for employees hired at range minimum

Any employee appointed to a job at the range minimum may be given a 2.00% adjustment after the employee has

served at least 6 months. This amount shall be given within the first 12 months of employment.

2.00%

Capitol Police Officer 13 Market Adjustment Market adjustment for current employees 4.00%

Capitol Police Sergeant 5 Market Adjustment Market adjustment for current employees 3.72%

Capitol Police Lieutenant 2 Market Adjustment Market adjustment for current employees 3.91%

Capitol Police Communication Operator 1 Market Adjustment Market adjustment for current employees 3.44%

Montana

Missouri





Received inFY 16-17




X4A0T

Nebraska

Nebraska Department of Correctional Services (NCDS) Employees 25 Referral Incentive

Employees may receive up to $500 in total during a fiscal year for the referral of newly hired permanent

employees.Up to $500

New MexicoTemporary Recruitment Differentials

and Temporary Retention Differentials

Recruitment: 301 Retention: 1

Recruitment or Retention

Recruitment: for recruiting people in remote parts of the state. Retention: when an employee's departure would

disrupt the agency's ability to fulfill its mission.Up to 15.00%

Certain occupational areas (Engineering, Nursing, Pharmacy, Facility Maintenance, Institutional

Services, etc.)

Unknown Competency-basedApproximately 1/3 of our classified workforce is in a career-banding pay program that was initiated in the

2000's and never fully implementedVaries

State Highway Patrol Unknown Step increases State Highway Patrol typically receive automatic increases annually

Varies according to legislative action

Performance Bonus allowed for up to 25.00% of agency employees each

year.229 Performance

Bonuses

Must be funded within available salary appropriations; Agencies must adopt specific operation policies for

performance bonusesUp to $1,000

North Dakota

North Carolina





Received inFY 16-17




X4A0T

Recruiting & Retention Bonuses are allowed for difficult recruiting

occupations or geographic areas70 Retention Bonuses

Must be funded within available salary appropriations; Agencies must adopt specific operation policies for

recruiting and retention bonusesVaries

Oklahoma Employees in hard-to-fill positions/Sign-on Varies by Agency Sign-on Bonus Critical recruitment and retention problems Up to $5,000

Employees in hard-to-fill positions <1.00% Sign-on bonus payment

Employees who are hired into hard-to-fill managerial or executive positions No specific amount

Assistant/Senior Assistant Attorney Generals 240 Base Pay Union negotiations - added a new top step to the salary

range 4.50%

Assistant/Senior Assistant Attorney Generals 240 Base Pay Union negotiations - increase all base pay rates at all

steps 4.85%

Registered and Licensed Practical Nurses Not Available Assignment Pay Charge pay to Institution RN’s who are assigned and are

performing charge duties Time and one half (1 ½)

Divers Not Available Base Pay

Employees whose work assignment requires the use of self-contained underwater breathing apparatus or other sustained underwater diving equipment and who pass

current certification for the use of such equipment

$5 per hour per each hour diving time

Librarian series 15 Market Adjustment Range minimums adjusted for 2 classifications by 10.6% 7.00%

C6710--Mental Health Therapy Technician, C6711--Mental Health

Therapist 1, and C6725--Habilitative Training Technician

Not Available Assignment Pay Where two (2) or more other full-time employees are scheduled to work during that shift $0.34 per hour

Oregon





Received inFY 16-17




X4A0T

C6710--Mental Health Therapy Technician, C6711--Mental Health Therapist 1, C6712--Mental Health Therapist 2, C6718--Mental Health

Therapy Coordinator, C6717--Mental Health Therapy Shift Coordinator

Not Available Assignment Pay Who have working title of and are certified LPNs who are assigned medication administration duties $0.27 per hour

C6294, C6295-Clinical Psychologists 1 & 2. Not Available Special

Qualification payWho have an American Board of Professional

Psychology Diploma $50 above normal step

Medical Consultants 18 Special Qualification pay

Who work in the in the DHS-DDS program shall receive a Board Certification differential of an additional seven

and one-half percent (7.5%) for the first Board Certification in one (1) specialty held and ten percent

(10%) if two (2) or more specialty certifications are held.

7.5% for 1 certification and 10% for 2 certifications

Bilingual 1,547 Special Qualification pay

Employees in positions which specifically require bilingual skills (i.e., translation to and from English to

another foreign language or the use of sign language*) as a condition of employment.

5.00% over base pay

Transporting Mental Health Aide (C6101) who are required to possess certification as Emergency Medical

Technicians

5 Special Qualification pay

5.00% over current rate of pay





Received inFY 16-17




X4A0T

Transportation Maintenance Specialist 2 (C4152), Transportation Maintenance Coordinator 1 (C4161)

and Transportation Maintenance Coordinator 2 (C4162)

82 Special Qualification pay

Members of a Bridge Crew and hold a certification in either structural welding or boom operation will, upon

submitting proof of such certification5.00% over base pay

An employee who possesses a valid pesticide/herbicide license Not Available Special

Qualification pay

When assigned work involving the preparation, the handling, and/or the application of pesticides/herbicides

and any associated clean-up work or licensed pesticide/herbicide applicators who drive for other

licensed pesticide/herbicide applicators, while applying pesticides/herbicides

$1.25 per hour for actual hours worked

Surveyor License (Forestry) Not Available Special Qualification pay

Employee occupying a position classified as Natural Resource Specialist 3 (C8503) and who meets all of the

following criteria: (1) Possess a current Oregon Professional Surveyor’s License; and (2) The Agency

designates in writing that the employee perform all professional land surveyor duties as reflected in the

employee’s position description.

5.00% over base pay

Engineering and/or Geologist License (Forestry) 1 Special

Qualification pay

Natural Resource Specialist 4, who are required to be licensed per the requirements of ORS Chapter 672 and

their position description5.00% over base pay

Group Life Coordinators Not Available Special Qualification pay

Assigned in writing to facilitate agency-approved treatment curricula for youth offenders

$2.00 per hour for time spent in actual youth group

facilitation





Received inFY 16-17




X4A0T

Leadwork Differential 1302 Assignment Pay

Employees who have been formally assigned by their supervisor in writing, “leadwork” duties for ten (10)

consecutive calendar days or longer provided the leadwork or team leader duties are not included in the

classification specification for the employee’s position.

5.00% over base pay

Healthcare Workers Retention Bonus

Agencies may give a retention bonus to a current employee in a critical needs or hard to-fill healthcare position as an incentive to retain the employee. The

employee must be in receipt of a bona fide job offer from another employer, either within or outside of State

government.

Up to $10,000

Healthcare Workers Referral Bonus

Agencies may give a referral bonus to current employees for referring a successful candidate for a critical needs or hard-to-fill healthcare position after a minimum of one

month of employment in the position.

Up to $10,000

South Carolina





Received inFY 16-17




X4A0T

Healthcare Workers Sign-on Bonus

Agencies may give sign-on bonuses to healthcare recruits at the beginning of their employment with the agency. These recruits cannot include employees moving from

other agencies by transfer, promotion, or demotion. Sign-on bonuses are limited to one per year. At the agency's discretion, a sign-on bonus may be divided to pay new employees a portion after one month of employment in the position and the remainder of the bonus after one

year of successful employment in the position.

Up to $10,000

South Dakota

TennesseeTexas

All Employees are Eligible 188 Market Based Bonus

This is paid out per Agency Incentive Policy. Market Based bonuses include a sign on bonus, a scarce skills

bonus, and/or a retention bonus.

Varies; cannot exceed $4,000 per occurrence or $8,000 per

fiscal year.

All Employees are Eligible 8214 Incentive BonusesThis is paid out per Agency Incentive Policy. Incentive's may include performance bonuses, cost savings bonuses,

retirement bonuses, service awards, etc.

Varies; cannot exceed $4,000 per occurrence or $8,000 per

fiscal year.

Utah





Received inFY 16-17




X4A0T

Contract/Grant Analyst I & II (14230 & 14234)

I: 16 II: 37 Targeted Funding Difficult to recruit for and retain employees; received

Legislative Funding 6.50%

Criminal Information Tech I & II (83188 & 83190) Vacant: 43 Targeted Funding Difficult to recruit for and retain employees; received


Criminal Information Compliance Specialist (83194) 8 Targeted Funding Difficult to recruit for and retain employees; received


Criminal Information Specialist (83196) 9 Targeted Funding Difficult to recruit for and retain employees; received






Received inFY 16-17




X4A0T

Section Supervisor, BCI (83198) 11 Targeted Funding Difficult to recruit for and retain employees; received Legislative Funding 6.50%

Field Service Manager, BCI (83200) 2 Targeted Funding Difficult to recruit for and retain employees; received Legislative Funding 6.50%

JJS Technician I & II (86502 & 86504) Vacant: 146 Targeted Funding Difficult to recruit for and retain employees; received


Social Worker (91052) 30 Targeted Funding Difficult to recruit for and retain employees; received Legislative Funding 6.50%

Intervener, USDB (92278) Vacant Targeted Funding Difficult to recruit for and retain employees; received Legislative Funding 6.50%





Received inFY 16-17




X4A0T

Hearing Officer, Disability Determination SVC (20220) 2 Targeted Funding Difficult to recruit for and retain employees; received


Hearing Officer, Health (32528) Vacant Targeted Funding Difficult to recruit for and retain employees; received Legislative Funding 3.00%

Conservation Officer I & II (83079 & 83080)

I: 3II: 39 Targeted Funding Difficult to recruit for and retain employees; received






Received inFY 16-17




X4A0T

Hearing Officer, Driver License Division (83288) 16 Targeted Funding Difficult to recruit for and retain employees; received


Hearing Officer, POST (86058) 3 Targeted Funding Difficult to recruit for and retain employees; received Legislative Funding 3.00%

Hearing Officer, Non-Post, Board of Pardons (86059) 5 Targeted Funding Difficult to recruit for and retain employees; received






Received inFY 16-17




X4A0T

Senior Hearing Officer (86060) 3 Targeted Funding Difficult to recruit for and retain employees; received Legislative Funding 3.00%

Hearing Officer, Youth Parole Authority (86516) 2 Targeted Funding Difficult to recruit for and retain employees; received


Vermont

Various Jobs. See Link Market Factor Adjustment

Steps within pay grade are increased by 15% up to 50%. The percent varies based on the job class. Varies





Received inFY 16-17




X4A0T

Employees in hard-to-fill positions 0.24% of state employees Sign-On Bonus

Recruitment and Retention; employees who are hired into hard-to-fill positions may receive a signing,

retention, or project-based incentive. For signing and retention incentives, a formal agreement must be

executed which includes requirements for satisfactory performance, duration of employment, and pay back if

terms are not met. For project-based incentives, eligible projects and participants must be identified along with

criteria and timing of payments.

Up to $10,000

Virginia





Received inFY 16-17




X4A0T

Employees referring employees selected for hard-to-fill positions

0.10% of state employees Bonus

Recruitment and Retention; employees who refer external candidates who are selected for hard-to-fill positions may receive a referral incentive. Referring employees must submit written notification of referral with application/resume, then HR confirms. Referring

employees must be working in a classified position at a state agency to receive payment. Hiring

managers/supervisors and agency recruiting staff are not eligible.

Up to $1,500





Received inFY 16-17




X4A0T

Retention Bonus - Employees in key roles and high turnover, hard to fill

positions0.10% Retention Bonus Retention tool for key roles, hard to fill , and high

turnover positions Up to $10,000

Project-Based Incentive Bonus - Employees participating in key

business projects

0.1% of state employees

Project Achievement Bonus

Retention tool for key roles, hard to fill , and high turnover positions Up to $10,000

Washington West Virginia





Received inFY 16-17




X4A0T

Employees in Broadband Pay Schedules 542 Discretionary

Equity Adjustments

For fixing pay equity problems within a classification based on the criteria of pay and years of state service, or

for supervisory compression with subordinates.Avg 7.50%

Employees in Broadband Pay Schedules 141

Discretionary Retention

Adjustments

Awards to retain employees that were offered a job in another state agency or outside of state service. Avg 10.50%

Nurse Clinician 2 or 3 Unknown Hiring bonus Bonuses are common for competitors Up to $1,000

Certain Revenue Classifications Unknown Hiring bonus Improve recruitment/retention Up to $3,000

Nurse Clinician 2 or 3 "Weekend" Unknown Add-on Incentive for Nurses who continually work weekends $10.00/hour

Wyoming

Wisconsin





Received inFY 16-17




X4A0T


StateDo you have a PFP program?

Is your PFP a step increase? (Different # of

steps granted for different levels of

performance)

Is your PFP a varied % increase

program? (Different % granted to different levels of

performance?)

Does your PFP include base

building only?

Does your PFP include both base-building and non-

base building awards?

Does your PFP include non-base building

only?

Is your PFP budget set

aside from the annual actual

pay adjustment

budget?

Is your PFP award varied

by performance and one's

position in the range? (Matrix)

Besides performance level and position in

range, what other factors are being considered in

your PFP awards? Please explain.

Are PFP awards reported on another table in this survey?

(Steps on Table 5, Merits on Table 6, etc.)

If PFP awards were not reported on another table

in this survey, please provide that information

here. Alabama Y Y N Y N N N Y N YArkansas Y N Y Y N N N N NCalifornia N Colorado Y N Y Y N N Y Y YGeorgia Y N Y N Y N N N YHawaii

Y N N N N Y N N N

Discretionary 2.00% lump sum bonus for "Exceptional"

rating for Managerial Employees Only

Idaho Y N Y N Y N Y Y N YIllinois

Y N N N N Y N N

No more than 28 hours/6 months of sick time

without documentation and no work policy violation

-see table 10's Merit Incentive Program

1.00% for items in column J and 1.00% for 3 rating or

above on evaluation (up-to-2.00% in Table 10)

Indiana Y N Y N Y N N N N NIowa

Y N Y N Y N N Y Agency budget availability Y

While PFP is almost exclusively in the form of

merit increases, an "exceptional job

performance" lump sum may be given (though rare)

KansasN

Kentucky N

Table 11 - Pay for Performance Details about pay for performance programs are included in this table. States selected "Y" or "N" from the drop-down choices as it pertains to pay for performance (PFP). Narrative answers are provided in Columns J and L.


41 of 69 Table 11 - Pay for Performance180




performance)



performance?)


building only?




only?



pay adjustment

budget?











here.



LouisianaSee Note

Y N N N Y N N N Varies by agency Y See Note

Missouri N Montana N N N N N N N N N NNebraska N New Mexico N North CarolinaSee Note N

North DakotaSee Note Y

Oklahoma Y N Y N Y N N N NOregon N South Carolina Y Plans vary by agencySouth Dakota Y N Y Y N N N Y N No money appropriated for

FY18TennesseeSee Note Y N Y N Y N Y N See Note Y See Note

Texas NUtah N Vermont N VirginiaSee Note Y N Y Y N N N N N See Note





performance)



performance?)


building only?




only?



pay adjustment

budget?











here.



Washington

Y N Y N N Y N N

Outstanding accomplishments or the

achievement of predefined work goals by individual employees or work units.

NMay not exceed 15.00% of an

employee's annual base salary.

West Virginia N N N N N N N N NWisconsin N Wyoming

Y N Y N Y N N YRequired to have at least one year of continuous

serviceN

No funding was allocated for Wyoming employees so no PFP adjustments in 2017 or

2018.

Tennessee - Funds to continue pay for performance has been allocated in the FY17-18 budget. Salary increases will be determined based on an employee's overall annual performance during the cycle that ends on 9/30/17. These increases wi

Virginia - PFP variable pay increase program exists, but has not been used (funded) since 1998. Most pay increase actions in VA require the employee to have a contributor or above performance level to receive the increase.

North Carolina - A variable merit bonus was funded by the legislature last year for employees "meeting" or "exceeding" expectations, but there is not a consistent pay for performance program in place.

North Dakota - No appropriation for performance increase given.

Louisiana - Performance adjustments for base-building (Rule 6.14) is reported on Table 7-Merit pay. Rewards and Recognition for non-base building (Rule 6.16.1) is reported above. Note that the application of Rewards and Recognition for PFP purposes is optional for state agencies and that criteria and award amounts may vary depending on an agency's policy. Awarding for exceptional performance under this rule is not common at this time, but this may change after the implementation of the C ti R d i (E l ti


State

Emp Pay Adjusted

With Range

Structures

Dependent Upon

Recruitment/Retention

Issues

Emp Pay Adjusted

Independently of Range

Structures

Funding Issues Drive the Decision

Different Philosophie

s for Different

Occupational Pay

Structures

Move Maximums More Often

than Minimums

Flexibility in Hiring

Employees Above the Minimum

Keep Ranges within

0,5,10,15% of Market

list percentage used as

comments

Pay Emp Between

Midpoint & Max for

Performance, Competencies,

Rewards

Move to be Comparable

to Peer States

Increases Granted By Adjusting

Annual Steps

Varies by Job Title, Market

and Recruitment/

Retention Issues

Other/Comments

Alabama X X XArkansas

X X X X XNew pay structure allows limited agency flexibility in setting entry pay; if employee is below new minimum, then employee moves to minimum; Arkansas will now review ranges biannually.

California X X X X X Employee pay adjusted with range structures only when below the new range

minimum; otherwise employee pay is adjusted separately.Colorado X X X X XGerogia X X X X X X XHawaii See Note X X X X Emp pay adjusted with range structure increases or step movement dates.

Idaho X X X XIllinoisSee NoteIndiana X X X X XIowa

X X X X X X XEmployee pay adjusted with pay ranges only when below the new range minimum; otherwise employee pay is adjusted separately. It is the goal to keep pay ranges 5%-15% of market.

Kansas XKentucky X X X X XLouisiana

X X X X X X XEmp pay adjusted with range structures only when below the new range minimum; otherwise emp pay is adjusted separately.

Missouri X X XMontana

X X X X X X Pay philosophy varies by agency. Pay is based on negotiated contract (union positions) or set by agency's schedule.

Nebraska X X X X XNew Mexico X X X X X For new classification series. North Carolina X X XNorth Dakota X X X X X X X Goal is keep pay ranges at market.Oklahoma X X X X XOregon X X X X X Ranges +/- 5% of market averageSouth Carolina X X X XSouth Dakota X X X X X X X

Table 14 - Philosophies for Keeping Ranges and Actual Pay Competitive with MarketStates selected "X" for those that apply to the philosophy for keeping pay ranges and actual pay competitive. Comments may be provided as necessary to clarify responses, such as if some choices only pertain to structures.

Back to Table of Contents X6A0T

44 of 69 Table 14 -Philosophy for Keeping Ranges and Actual Pay Competitive with the Market 183

State

Emp Pay Adjusted

With Range

Structures

Dependent Upon


Issues

Emp Pay Adjusted


Structures



s for Different

Occupational Pay

Structures


than Minimums



Keep Ranges within



comments

Pay Emp Between

Midpoint & Max for


Rewards


to Peer States


Annual Steps


and Recruitment/

Retention Issues

Other/Comments



Tennessee X X X X X X X Emp pay adjusted with range structures only when below the new range minimum;

otherwise emp pay is adjusted separately.

Texas X X X X X

State agencies determine the job title for work to be performed, agencies determine the starting salary within a range depending on recruiting market and skill/experience desired, the Texas Classification Plan has 3 salary ranges (paraprofessional/technical, professional/managerial, and law enforcement

Utah

X X X X X X X

The State Legislature determines funding and has authority to move ranges based on market comparison. Department of Human Resources has authority to move ranges based on market comparison if there is no budget impact to the agency involved. Agencies are able to adjust base pay through Administrative Increases based on a variety of issues; they may not change salary ranges.

Vermont

X X

We have a "hire into range" policy for hiring above minimum. http://humanresources.vermont.gov/sites/humanresources/files/documents/Labor_Relations_Policy_EEO/Policy_Procedure_Manual/Number_12.2_HIRE_INTO_RANGE.pdf

Certain classes can have a "market factor adjustment" as a supplement to the regular hourly rate. Only a very few classes have an MFA. http://humanresources.vermont.gov/sites/humanresources/files/documents/Labor_Relations_Policy_EEO/Policy_Procedure_Manual/Number_12.3_MARKET_FACTOR_ADJUSTMENT.pdf

VirginiaX X X X X X

Difficult to articulate with increases funded infrequently and seldom the same way twice. In the past, typically, a merit increase based on market movement was accompanied by a structure adjustment of the same percentage.

Washington See Note X X X X X X Salary structure changes are made in accordance with RCW 41.06.152*

West Virginia X XWisconsin X X X X X X X No formalized pay philosophy


http://humanresources.vermont.gov/sites/humanresources/files/documents/Labor_R

http://humanresources.vermont.gov/sites/humanresources/files/documents/Labor_R

State

Emp Pay Adjusted

With Range

Structures

Dependent Upon


Issues

Emp Pay Adjusted


Structures



s for Different

Occupational Pay

Structures


than Minimums



Keep Ranges within



comments

Pay Emp Between

Midpoint & Max for


Rewards


to Peer States


Annual Steps


and Recruitment/

Retention Issues

Other/Comments



Wyoming

X X X X X X X

Employees pay adjusted with range structures only when the existing salary is below the new range minimum; Agencies may adjust an employee's salary on any upward grade movement anywhere between the minimum and the market policy position(mid-point); Adjustments over the market policy position require prior written approval of HRD. Our ranges are 20% below and 20% above the market.

Hawaii - For "flexibility in hiring employees above the minimum - this only applies to professional jobs.

Illinois - None

Washington - Salary Structure Change Statute: http://app.leg.wa.gov/RCW/default.aspx?cite=41.06.152


http://app.leg.wa.gov/RCW/default.aspx?cite=41.06.152






State Step increase Longevity Performance Cost of livingIndividual occupation adjustment

Relativity to market

rate

Union negotiation

New fiscal year

Anniversary date Other/Comments

Alabama

X X X X

Employees who receive a pay differential such as travel, may be paid above the maximum of the range, however, the differential can be removed and therefore it is not considered a part of base pay.

ArkansasX X X Performance pay now added to base pay; labor market rates

can be established for competitiveness.California

X X

Salary adjustments for represented employees are subject to union negotiations. California Department of Human Resources (CalHR) has salary setting authority for the majority of "excluded" employees.

Colorado X X X XGerogia X X X X XHawaii

X X Salary structure and step adjustments are negotiated with the unions.

Idaho X XIllinois Indiana X X

Table 15 - Factors for Base Pay IncreasesStates selected "X" for any of the following factors that are considered for base pay increases to employees.


47 of 69 Table 15 - Factors for Base Pay Increases186



rate

Union negotiation

New fiscal year




Iowa

X X X

Very few exceptions to paying within the established range for each pay grade. Annual across-the-board (ATB) increases adjust the range minimums and maximums by the same percentage. If approved, pay ranges are typically adjusted via an ATB increase (which employees also receive) at the start of each fiscal year (July 1). All employees "slide up" with the pay range, so their relative placement within the range does not change as a result of the ATB increase. Merit increases move employees within the range.

Kansas X

Kentucky X X Salary adjusted at anniversary date if funds permit.Louisiana

X X

Performance is considered in Performance Adjustments (merits) and cost of living may be considered in general increases. General increases are rarely granted. Note that this will change to relativity to market rate beginning January 2, 2018.

MissouriX X X Typically, step increases are only given after successful

completion of a probationary period.Montana

X X X X X X Except longevity and minimum wage, pay is based on individual agency pay rules.

Nebraska X X X X XNew Mexico

X XWhen funding is available. Other increases in pay may result when establishing occupationally-based salary structures.




rate

Union negotiation

New fiscal year




North Carolina

X X X

Most base pay increases awarded are across-the-board and based on legislative action. We also usually receive an appropriation for the salary adjustment fund which is used to address critical market issues.

North Dakota X XOklahoma XOregon X X X XSouth Carolina X X XSouth Dakota X X XTennessee X X XTexas

X X

The Legislature may provide a % increase to all classified state employees at the beginning of a Fiscal Year, the separate state agencies may provide performance merit increases to employees, longevity increases are automatic based on 2 year increments, the State Classification Plan has minimum and maximum salary ranges

Utah

X X X X X

Market adjustments by occupation vary. Adjustments given at anniversary dates are for longevity only. Range maximums can be exceeded when EEs meet longevity requirements.

Vermont X X X




rate

Union negotiation

New fiscal year




Virginia

X X X X X

* Base Pay can be increased based on 13 pay factors:These thirteen factors are considered by managers for determining and justifying pay actions and include Agency Business Need; Duties and Responsibilities; Performance; Work Experience and Education; KSAs and Competencies; Training, Certification and Licensure; Internal Salary Alignment; Market Availability, Salary Reference Data; Total Compensation, Budget Implications; Long Term Impact; and Current Salary

Washington

X X X

Step increases occur on employee's Periodic Increment Date.

Longevity increase is granted after 6 years at the highest step in the salary range.

General wage increases approved by the Legislature are usually effective on the first day of the applicable fiscal year.

West Virginia

Wisconsin X X X X Step adjustments are available mainly for some entry-level pay progressions.

Wyoming Wyoming does not have expected adjustments for the next few years due to budget constraints.


State

Are employees' actual pay capped at

range max?

Are employees at or above range max eligible for base pay

increases?

Are employees at or above range max eligible for lump sum payments?

If employee's pay is able to go

over max, is there a cap to how much it may be over

max?

Can an employee's pay be reduced in

order to be placed closer to

or at range max?

Is there a time limit in which an employee can be at or above range

max?

Can an employee's

actual pay be set below range

min?

Is there a time limit in which an employee can be below

range min before they

must be adjusted to range min?

Comments

Alabama

N N Y N Y N N N

In the case of a demotion (voluntary or involuntary), an employee's salary must be reduced so that it falls within the min/max of lower classification. Employee pay can only be above the maximum if employee is receiving differential pay.

Arkansas N N Y Y Y N N N Salary cannot be below range min. Most employees pay is capped at max, although some employees had salaries that exceeded new range maxs and they were "red-circled." Agencies can ask for up to 10% of employees to go up to 25% over max with legislative approval.

California N N N N N N N N Colorado Y N Y Y N Y N N Georgia

Y N N N N N N N Based on GA SPB rule 478-1-.12 Salary,

Authority provided by O.C.G.A. Secs. 45-20-2, 45-20-3, 45-20-3.1, 45-20-4, 45-20-8.

Hawaii Y N Y Y N

Table 16 - Paying Outside of the Established Pay RangeStates selected "Y" or "N" based on practices for paying employees below the range minimum or at/above the range maximum. Comments may be included in column J.


Table 16 - Paying Outside of the Established Pay Range190

Idaho

Y N Y N

Only a select few employees with pay line exceptions may be paid a higher wage than the pay grade their job classification is assigned to. The pay line exception allows them to be temporary re-assigned to a higher pay grade, they cannot be paid above the maximum in that new grade.

IllinoisY N Y N N N N N

The bases are court or quasi-judicial decisions, or collective bargaining agreements.

Indiana

Y N Y N N N N N

Prior to 2011 an employee pay was able to be above the pay range maximum; however after Civil Service Modernization and the revision of our compensation policies, employee pay must now fall within the current pay ranges.

Iowa

Y N Y N Y Y N

Special circumstances, which are rarely approved, such as red circle pay or recruitment/retention payments may result in total pay being higher than the range maximum. Generally employees' pay is capped at the range minimum unless required by a union contract.

Kansas

Y N N N Y N N N Aside from legislative action for troopers and corrections officers all employees paid between min and max of pay grade.

Kentucky N N N N N N N N Louisiana See Note

Y N Y N N N N N See Note

Missouri

Y N N N N N N N

Normally, pay is capped at range maximum, but our rules do allow for certain instances where an employee’s pay may exceed the range maximum. These instances are rare.


MontanaN Y Y N N N Y Y

While there are no statutory maximums, there are often required maximums in individual agency pay rules.

NebraskaN Y Y N N N N N If an employee receives a promotion, the new

salary cannot exceed the new maximum rate.

New MexicoN N Y N N N N Y Pay above pay band may result from changing

to a different classification.North Carolina

N Y Y N Y N N N Responses to each of these may vary depending on our leadership's philosophy and/or legislative requirements

North Dakota Y N Y N Y N N N Oklahoma Y N Y N N N N N Oregon

Y N N See Note N N N N

Employees at max are eligible for COLA but not annual step increases. Employee salary may go over max by administrative approval only. There is no cap to how much over max the employee's pay may be placed.

South Carolina Y N Y N Y N N N South Dakota N N N N N N N N


Tennessee

N Y Y Y N N N N

Per the Rules of the Tennessee Department of Human Resources, Chapter 1120-04-.09 RATES ABOVE SPECIFIED SALARY RANGE - The Commissioner may approve payment at a rate above that assigned to the employee's position in the compensation plan when he or she determines it to be in the interest of the state. Employees who receive salary adjustments required by law or who receive salary differentials authorized by these Rules may be paid at a salary rate higher than the maximum of the salary range of their classification. Employees who receive a reduction in rank may have a salary rate above the maximum if recommended by the Appointing Authority and approved by the Commissioner. Such employees are eligible for longevity pay and other increases as specified by law or rule.

Texas Y N Y N N N Utah

N Y Y N N N N N

If general increases or Administrative Salary Increases are given, the base pay will cap at range maximum, but employees will generally receive a lump sum bonus in lieu of the base pay increase. COLA's are the one exception since the pay and range will move simultaneously. Employees may receive a base pay increase when they are above max only if a COLA is given and the range moves concurrently with the pay.

Vermont Y N Y N


Virginia

Y N Y N Y Y N N

Our compensation policy generally caps the salary at the range maximum. However, there are several circumstances in which an employee's salary may be up over-max:1. We may approve alternate ranges that exceed the pay band for positions in occupations that are difficult to fill. These alternate ranges are based on local market factors. 2. Employees who accept voluntary demotions to positions in lower pay bands or whose positions are reallocated roles in lower pay bands may retain their current salaries if they are higher than the max of the new pay band for 6 months. The salary is reduced to max after 6 months.

WashingtonSee Note

Y N Y N N N N N

An employee's pay may be "y-rated" for various reasons. If a y-rate is approved, the employee retains that base pay until they move to another position or the salary range maximum moves above their current salary.

A lump some payment may be granted to retain the employee in accordance with rule and the employer's salary determination policy.

These responses are related to non-represented employees. See collective bargaining agreements for rules related to represented employees.

See Note

West Virginia N N N N N N N N Wisconsin Y N Y Y N Y Y


WyomingY N Y N Y N N N With approval of the Human Resources, pay

may exceed the maximum of the pay range

Washington - Recruitment and retention WAC:http://apps.leg.wa.gov/WAC/default.aspx?cite=357-28-095http://apps.leg.wa.gov/WAC/default.aspx?cite=357-28-100

Compensation is collectively bargained in Washington State so there may be variations for represented employees. http://www.ofm.wa.gov/labor/agreements/17-19/default.asp

E2-G2: Per Rule 6.15, an employee's pay may be red circled until the range max catches up with his pay. If a red circle rate is given as a result of an acquisition, merger, or

Louisiana - C4: Not unless the position has an approved base supplement per Rule 6.16(f). Note that the base supplement concept will be abolished effective 7/1/2018.

than 28% above the max, it reduces after two years to a figure not more than 28% above the employee's current max.


http://apps.leg.wa.gov/WAC/default.aspx?cite=357-28-095

http://apps.leg.wa.gov/WAC/default.aspx?cite=357-28-100

http://www.ofm.wa.gov/labor/agreements/17-19/default.asp

State

Combine salary & benefits in

comparing your total compensation

package? (in terms of employer's

contribution dollars)

Compare salary cost

only?

Conduct your total

compensation survey on an annual basis?

Consider adjacent states?

Consider local employers?

Required to present your

annual survey to your General

Assembly?

Have a total compensation "calculator"

for your employees to

use?

What market information do you use in comparing your state's total

compensation program?

AlabamaX X X Conduct surveys with NCASG states and

with local entities; 3rd party sources.Arkansas X X X National, regional, and local surveys

California See Note X X X

BLS National Compensation SurveyBLS Occupational Employment Statistics surveyU.S. Office of Personnel ManagementComparable CA City and County Public AgenciesCA State Controller's Office

Colorado X X X X X X Surveys from 3rd party sourcesGeorgia X X X X Surveys from 3rd party sourcesHawaii X X Surveys from 3rd party sourcesIdaho

X X X X X

Compare wages of approx. 200 benchmark jobs in WA/OR/ID/UT using survey vendors [Milliman IT, Milliman Mgt & Prof, Milliman Health, and Western Management] as well as NCASG data for the nine surrounding states.

Illinois Indiana XIowa X X X Subscription to Salary.com market data

Table 17 - Total Compensation ComparisonStates selected "X" for those that apply to practices for total compensation comparisons.


57 of 69 Table 17 - Total Compensation Comparison 196

State





Compare salary cost

only?

Conduct your total






Assembly?



use?





Kansas X X X X X In-state surveys & NCASG surveys

Kentucky X X X Surveys from 3rd party sourcesLouisiana X X X Surveys from 3rd party sourcesMissouri X X X X Benefit and Salary SurveysMontana X X XNebraska

X X Salary and benefit surveys from array states bargaining year.

New Mexico X X X X X Several surveysNorth Carolina X X X X X X X Surveys from 3rd party sourcesNorth Dakota

X X X X

Analysis has included market of 10 regional states, available local surveys, and custom survey of in-state employers. Custom survey conducted every 2-3 years. Analysis done on a biennial basis.

Oklahoma X XOregon

X X XConduct surveys of surrounding states and Oregon counties; purchase 3rd party surveys (private and public sector)

South Carolina X X X XSouth Dakota

X X X XSurveys from 3rd party sources; six surrounding states and in-state public and private employers


State





Compare salary cost

only?

Conduct your total






Assembly?



use?





TennesseeX X X NCASG Survey, DOHR Custom Surveys,

and Purchased SurveysTexas

X X X X Purchase salary surveys, conduct in house surveys.

Utah X X X X X X Type of job dictates market comparisonsVermont XVirginia X X X X Surveys from 3rd party sources.Washington

X X X

Surveys from 3rd party sources for private sector in-state data; custom survey for in-state public employers and other state governments.

West Virginia

Wisconsin X X In-house surveys, NCASG, ERI, BLS, SHRM, and other purchased surveys.

Wyoming

X X X X

Use data from 12 states (6 contiguous and 6 other) from the NGASG along with survey data from 3rd party sources for local employers inside Wyoming borders.

California - Various state laws and contractual agreements require salary only comparisons for some classifications.


State Project DescriptionProject Start

Date(optional)

Project Completion

Date(optional)

Project Status Project Results/Comments

Alabama

Information Technology Job Study ResearchingAll filled positions have been reviewed and

tentatively slotted into proposed job families and levels. Salary survey is underway.

Arkansas

Pay Plan Revision 10/1/2015 7/2/2017 Completed

Complete overhaul of state's classification and compensation system; many

classifications brought near LMR; employees received either 1% or movement to new

entry.

California Civil Service Improvement Initiative Other In progress: See CSI Report to the Legislature

IT System Maintenance Study 8/2/2016 7/1/2018 ResearchingNurses and CNA System Maintenance Study 9/1/2017 7/1/2018 Researching

Mechanics (LTC) 9/1/2017 7/1/2018 Researching

Structure Adujustment Researching

Compensation Survey Management Tool RFP 10/1/2018 3/1/2018 Other We will be transitioning from one survey platform to another during FY 2017 - 2018

Hawaii

Table 18 - Comp Initiatives, Research and ProjectsStates have shared what they have been working on in this table. This table may be used to communicate class studies in progress and/or completed, consolidations, and any other research or special projects. States selected from the drop-down choices in Column E to indicate whether the item is currently being researched, tested, partially implemented (piloted), or if it has been completed. If "Other" is selected, comments may be provided in column F.

Colorado


Georgia

X10A0T

1 of 1 Table 18- Compensation Initiatives, Research, and Projects 199

https://www.govops.ca.gov/civil-service-improvement/

https://www.govops.ca.gov/wp-content/uploads/sites/11/2017/04/CSI-Report-to-Legislature.pdf

https://www.govops.ca.gov/wp-content/uploads/sites/11/2017/04/CSI-Report-to-Legislature.pdf

Idaho

IT Classification Project Other

current 44 IT classifications, the Division of

Human Resources contracted with Korn Ferry Hay Group (KFHG) to conduct a comprehensive review of the current IT

structure and make recommendations for changes to simplify and modernize the classifications into functional IT areas. Salary review was not included in the

scope of this project. IT Administrators and Human Resource representatives from the Idaho Department of Health and Welfare;

Idaho Department of Fish and Game; Idaho Department of Transportation; Idaho

Department of Labor and the Idaho Tax Commission were engaged in the overall

review. KFHG developed six IT job families consisting of 28 consolidated IT positions. The Division is currently working with IT

leaders from the previously-mentioned agencies to develop new classification

specifications and related examinations for the 28 positions.

Hearing and Speech Associate, Hearing and Speech Specialist, and Hearing and Speech Advanced Specialist Class Study Researching

Accommodate new educator licensing terminology, recalled by CS to complete all

levels

Educator Aide Class Study Other Accommodate new educator licensing terminology

Barber, Beautician, Teacher of Barbering, Teacher of Beauty Culture, Cosmetologist, and Teacher of Cosmetology Class Study Other Updates - Revise, abolish and establish

classes

Plumber and Plumber Foreman Class Study Researching Establish Foreman class and update qualifications and specifications

Steamfitter Class Study Other Include HVACR functions

Automotive Shop Supervisor Class Study OtherCertain positions may require API Worksafe ABV Operating Training Certificate within

60 days of hirePhotographic Technician I, II, and III Class Study Other Update technology used in objectives

Illinois


Clerical Trainee, Office Aide, and Office Occupations Trainee Class Study Other Comprehensive Classification Plan Review

Corrections Supply Supervisor I, II, and III Class Study Other Update requirements - may require regular or commercial Driver's License

Dental Assistant, Dental Hygienist, Dentist I and Dentist II Class Study Other Comprehensive Classification Plan Review

Drug Compliance Investigator Class Study Other Statutory changes require revisions

Natural Resources Site Manager I and II Class Study Researching Incorporate additional responsibilities at Game Farms and Natural Areas Management

Lottery Telemarketing Representative Class Study Other Remove trainee program language

Public Safety Inspector, Public Safety Inspector Trainee, and Amusement Ride Safety Inspector Class Study Researching

Split positions into Amusement Ride Safety group and Public Building OSHA Safety

group per agency

Public Information Officer I, II, III, IV, and Coordinator Class Study Other Update supervisory language or potentially abolish

Corrections Assessment Specialist Class Study Other Agency needs class for offender needs assessment/planning

Forensic Scientist I, II, III and Trainee Class Study Other Removed documents discipline and update length of training program

Data Processing Technician, Specialist and Administrative Specialist and Lottery Drawing Specialist and Advanced Specialist Class Study Researching Lottery Draw Specialists reclassify positions

to new class

Financial Institutions Examiner Trainee, I, II, and III Class Study Other Revise Series education and experienceLottery Regional Coordinator Class Study Other Update supervisory responsibilities

Arson Investigations Trainee, Arson Investigator I and II Class Study Researching Update education and experience

Public Service Administrator (all options) Class Study Other Supervisory & collective bargaining language revisions

Housekeeper I and II Class Study Other Agency requests use of obsolete class and create new class for use

Civil Engineer Trainee, I, II, III, and IV Class Study Researching Revise series requirements and career progression

Construction Supervisor (new), I, and II Class Study Other Comprehensive Classification Plan Review, combine to new, abolish old


Corrections Laundry Manager II, Corrections Transportation Officer I and II, Deck Hand, Guard I, II, and III, Heavy Construction

Equipment Operator, Highway Maintainer, Highway Maintenance Lead Worker, Intermittent Laborer (Maintenance), Janitor I and II, Laborer (Building), Laborer (Maintenance), Laundry Manager I,

Library Aide I, II and III, Machinist, Maintenance Worker, Maintenance Worker (Power Plant), Microfilm Operator I and II,

Physical Therapy Aide II and III, Power Shovel Operator (Maintenance), Property and Supply Clerk II and III, Race Track Maintainer I and II, Security Guard I, Sign Hanger, Sign Hanger

Foreman, Sign Painter, Silk Screen Operator, Social Service Community Planner, Tinsmith, Trades Tender, and Transportation

Officer Class Study

OtherRevise education requirement to High

School Equivalency and Comprehensive Classification Plan Review

Revenue Collection Officer I, II, III and Trainee Class Study Other Revise training period and standardize KSA's

Financial Analyst (new series) Class Study Researching Agency request new series

Corrections Food Service Supervisor I, II, and III Class Study Researching Revise II to be lead worker and adjust series

Insurance Analyst I, II, III, and IV Class Study Researching Potential new classes for agency positions and more duties

Gaming Licensing Analyst Class Study Researching Revise education and experience and compensation

Architect, Project Designer, Engineering Technician I, II, III, and IV Class Study Researching

Life Safety Code Surveyor and Fire Inspector One certificate for agency

positions

Gaming Senior Special Agent Class Study Other Correction of previous study impact on semi-automatic progression

Ferry Operator I and II Class Study Other Certification type and scope, and education requirements to high school

Environmental Health Specialist I, II, and III Class Study Researching Agency has difficulties hiring for III-level and updating

Corrections Treatment Senior Security Supervisor Class Study Other Agency has difficulties hiring and clarify desirable requirements

Child Protection Associate Specialist, Child Protections Specialist, Child Protection Advanced Specialist, and Child and Family Service

Intern Options 1 and 2 Class StudyOther


Unemployment Insurance Special Agent Class Study Other Agency has difficulties hiring with current requirements

Indiana Reviewing the current pay plan 4/1/2017 Researching Looking into the possibility and costs of

adjusting the current pay plan

Elevator/Amusement Ride Inspectors pay study Researching Request to increase the pay of this job class due to recruitment concerns

Psychologist class titles Researching

State employees are not required to be licensed psychologists, and the Board of

Psychology has requested a title change to clarify.

Public Service Leader Series (consolidation) Completed Consolidated 9 generic supervisory job classes into 4 levels.

Changes to method of overtime calculation (due to collective bargaining law changes) 7/1/2017 Completed Previously hours in paid status, but now

hours worked

Kansas

Kentucky See Note Adjust all job classes to recommended Hay grade 10/1/2017 See Note

Information Technology Job Assessment 6/8/2017 Researching

Reviewing classes for market competitiveness and relevant job structure due to consolidated IT function under the

Division of Administration

Iowa

Louisiana


The plan has been approved (phase 1), but we are not at the implementation date yet

(phase 2). We are in the process of preparing information for the HR Community and

educating employees.

The Compensation Redesign will shift from a performance based pay system to a market

based system. Base pay performance adjustments will be abolished and employees will be eligible for a market adjustment each year depending on their placement in their

assigned pay range. Pay ranges will be shifted to align range midpoints to market medians. Most pay ranges minimums and

maximums will increase. For more information about this project visit this

website:

http://www.civilservice.louisiana.gov/Divisions/Compensation/CompensationRedesign.as

px

State Procurement Job Assessment 9/21/2016 Researching

Reviewing classes for market competitiveness and relevant job structure due to consolidated procurement function

under the Division of Administration

Engineers Job Assessment 3/17/2016 Researching Reviewing classes for market competitiveness and relevant job structure

Compensation Redesign (Phase 1) 1/1/2014 7/1/2017 Completed


http://www.civilservice.louisiana.gov/Divisions/Compensation/CompensationRedesign.aspx



Missouri Analyze the Total Compensation Study conducted by CBIZ 9/1/2017 Researching

CBIZ Human Capital Services conducted the Total Compensation Study for Missouri and

made a list of recommendations to help Missouri establish a salary structure that will enhance the state's ability to attract, retain,

and motivate qualified employees. The study was not completed until 7/22/2016,

Missouri is currently in the process of studying how to incrementally implementing the CBIZ recommendations due to result of the current state fiscal budgetary constraints.

MontanaNebraska

Referral Incentive Pilot 2/1/2017 2/1/2018 Piloting

Any NDCS employee may receive up to $500 in total during a fiscal year for the

referral of newly hired permanent employees.

Corrections Job Study 8/14/2015 4/27/2016 CompletedAll jobs have been assigned to a new salary

structure, with new coding structure, new job descriptions and pay ranges

IT Job Study 8/6/2015 6/16/2016 CompletedAll jobs have been assigned to a new salary


Engineering Job Study 5/12/2016 6/12/2017 CompletedAll jobs have been assigned to a new salary


Architecture Job Study 5/12/2016 6/12/2017 CompletedAll jobs have been assigned to a new salary


New Mexico


North Carolin

Statewide Compensation System Project 11/1/2013 Other

Major project to consolidate and modernize the state's classification, compensation and salary administration systems We have had two solid go-live dates come and go. Now looking towards implementing in Spring

2018.North Dakota Oklahoma

Bargained Classification Study 4/1/2016 6/30/2017 Other

Under union contract, the state of Oregon underwent a classification study of 102

classifications. The study is complete, but we are now in negotiations.

Internship Program 4/1/2017 PilotingTo promote the work of state government,

fill temporary work needs, and develop potential future employees.

South Carolina

Total Remuneration Study in Summer 2017. Conducted every four years Other

Unlinked employee pay movement from movement of structures Completed FY18 was first year that structures were moved independently of employee pay.

Tennessee

Centralization of HR Transactions 5/2017 Ongoing Other

State agencies/departments HR transactions are being transferred /centralized to the

Department of Human Resources. Agency's functions are being phased in for the next

seventeen months.Texas Utah

Department of Corrections Pay Plan 7/1/2016 7/1/2017 Completed

The Department of Corrections asked for help to create a pay plan for law enforcement titles. We hired Kenning Consulting for help in July 2016. We provided all the requested data and Kenning Consulting presented their findings in September 2016. The Legislature Funded the pay plan during the 2017 session and all the changes were effective 7/1/2017.

Oregon

South Dakota


lassification and Compensation Structure Review and Recommendations 11/1/2016 CompletedRequest for Information - Consultant Services and Class/Comp

products available for Vermont's requirements. 9/1/2017 12/30/2017 Other This is an ongoing project. Just beginning the advertising process.

Virginia

Joint Legislative Audit and Review Commission (JLARC) Study on Total Compensation of State Employees 1/2017 11/2017 Researching

RESOLVED by the Joint Legislative Audit and Review Commission that staff be

directed to study total compensation to employees of the Commonwealth. In

conducting its study, staff shall determine the total value of all forms of compensation

provided to state employees, including cash compensation and the value of health care,

retirement, leave, and other flexible benefits. Staff shall also (i) compare the total

compensation provided by state agencies with the compensation provided by other large employers that seek to recruit and

retain employees with the same skills and competencies; (ii) research how best to

recruit, retain, motivate, and facilitate the work/life balance of state employees; (iii)

identify cost-effective approaches that could be used to ensure that state agencies are able to employ an effective workforce; and (iv)

research any other issues and make recommendations as appropriate. -

jlarc.virginia.gov/Washington

Information Technology Job Study 2013 Piloting

In the process of evaluating all professional level IT jobs and creating a new

compensation structure. Project includes updating IT para-professional and IT-user

jobs to ensure appropriate allocations within the classification plan.

West Virginia New structure to reduce number of classifications 2016 ResearchingConverting to centralized shared services for HR 2016 July 2018 Researching Mandated by legislature.

Wisconsin

Vermont


WyomingJob studies have been on hold due to budget constraints. Trades positions as well as HR

positions throughout the State were started a couple years back but we have not gotten the go ahead to move forward with the studies.

We hope to be able to continue the studies in the near future

Kentucky - All job classes were point factored to the recommended HAY grade several years ago. However, budgetary constraints prohibited raising all job classes to the become available to inact grade changes and efforts are underway to raise remaining job classes to the recommended HAY pay grade. Funding is still an issue but we have Target completion date is June 16, 2018.


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State of Iowa’s Job Evaluation System

System Overview:

Job evaluation is establishing the inherent worth of jobs in an organization by ranking them from highest to lowest based on importance. These rankings are then used to develop internal pay relationships between all jobs in the organization. Like most large employers, the State of Iowa executive branch utilizes a point-factor job evaluation instrument to establish job worth. Point-factor instruments attempt to look at job worth more objectively than traditional “whole job” or “forced ranking” systems by breaking jobs down into several factors and assigning point values to each. The sum total of these factor points (a range of points that correspond to pay grades in a pay plan) determines the assigned pay grade.

The State of Iowa’s point-factor job evaluation instrument was developed by a consultant (Arthur Young & Company) in the early 1980’s. The initiative, funding, and oversight for this project came from the State Legislature, which also set the pay grade markers for the instrument. It is a “comparable worth” model, which means those factors used to measure job worth are limited to the concepts of “skill, effort, and working conditions.” All existing State of Iowa executive branch job classes were rated and ranked using the instrument and pay grades assigned prior to implementation in 1986.

Since the implementation of the State’s job evaluation instrument, DAS-HRE has used it primarily to evaluate the pay of new job classes. However, on few occasions, agencies have provided us with evidence that a job class has undergone a substantial change in duties or there has been an obvious error in the original factor ratings. In these instances, DAS-HRE conducts a job evaluation review that can change factor ratings and pay grades. An example of this is the Rehabilitation Counselor used by the Department of Education’s Division of Vocational Rehabilitation Services. The review determined that, based on the qualifications required for the class, it should have been originally credited with a Masters rather than a BA/BS degree for the “Knowledge from education” factor. The impact of this change on the job evaluation points for the classes resulted in a pay grade increase being recommended.

System Structure:

This system has been designed specifically for the Iowa Department of Administrative Services – Human Resources Enterprise job classifications, as a means to systematically appraise the value of each classification in relation to all other classifications.

This system consists of a series of predetermined compensable factors which have been developed to reflect the best overall measure of worth for the wide variety of classifications in the State’s personnel system. Each of the 13 factors has been defined in a way to explain what is intended to be measured and to assist evaluators in obtaining a consistent insight into interpreting how to apply the system.

The factors are as follows:

1. Knowledge from Formal Training/Education 2. Knowledge from Experience

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3. Job Complexity, Judgment, and Problem Solving 4. Guidelines/Supervision Available 5. Personal Contacts 6. Physical Demands 7. Mental/Visual Demands 8. Supervision Exercised 9. Scope and Effect 10. Impact of Errors 11. Working Environment 12. Unavoidable Hazards/Risk 13. Work Pace/Pressures and Interruptions

Each factor consists of a series of degrees, or levels, which have been defined. Each factor is evaluated independently for each classification. Using a series of well-defined specific and discreet factors provides for a more factual and objective assessment than trying to make an overall judgment of the worth of a class. The focus of job evaluation is on the inherent duties, responsibilities, tasks, impacts, working conditions, responsibilities, etc. The title, current salary grade or gender composition of the classification is irrelevant. The evaluation process always deals with classifications, not individuals or positions. The person performing the work and whether or not it is being done well is not relevant. Job evaluation must look at classifications the way they are at the time of the study – not the way they might be or should be, or the way someone would have them be. Furthermore, it is not a process for assessing the appropriateness of staffing levels or workload, or for rewarding for efficiency or punishing for ineffectiveness.

Prior to performing the evaluation, evaluators will have reviewed job content documentation on the class to be evaluated. For each distinct classification, a wide range of documentation must be assembled and carefully analyzed, including a comprehensive Job Evaluation Questionnaire (JEQ), a class description, field audit interview notes, organization charts, and other documents. A matrix format explaining where specific information from the JEQ and class descriptions may be found, as it relates to each respective factor, is included in the Evaluation Instrument.

All factors have been weighted to reflect the relative importance of that factor to the State. Point values exist for each factor/degree. When all factors have been evaluated, the sum total of points will represent the overall value of the classification. The total points will reflect the relationship of that class to all others in the system. Classes are then assigned to pay grades based on accumulated point count totals.

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JOB EVALUATION SECTION 326

#1 Benchmarking

Benchmark Jobs Are Establishedo Position Contents Are Well Known- Classificationo Accepted in the External Market – Can we get the datao Jobs where the majority of incumbents are residing

Job Classification Number of Incumbents

Hearing Officer Driver License Division 17

Driver License Examining Tech 26

Driver License Examiner 103

Driver License Supervisor 18

Commercial Driver License Examiner 30

327

Presenter

Presentation Notes

-As you will see, the process is more of an art than a science -There are different ways to do this and we are currently reviewing our compensation process and programs -The state of utah is functioning in a market based system and we will be talking about them now. -In a market based system we need to establish benchmarks -There are several points made when establishing benchmarks -The correct classification of positions is critical for this process -We assume the classification and incumbents are well known and correct. Or we could be getting incorrect market data -We need to be able to get salary data on it. -When there is a series the majority of incumbents in a series is usually selected as the bechmark. -Here is an example, I will be using to walk you through the process. -Table shows, the driver license division -Question: can you tell which job in the series would most likely be the benchmark? <click to highlight the Driver license examiner>

#2 Market Pricing

Now that a benchmark has been established, we find out the market value of the benchmark

o DHRM Conducts a Survey Annuallyo May use third party surveyso Where possible we use local datao We collect salary range and average pay data

Utah Job Classification

Number of Incumbents

Western StatesJob Classification

Western States AveSalary

Western States Salary Range Midpoint

Driver License Examiner

103 Driver License Examiner

$34,188 $34,352

328

Presenter

Presentation Notes

-DHRM conducts surveys annually, -Sometimes we use a third party administrator. -We strive to use local data to where we lose talent to. -For this particular job we collect data from the western states. There is no good local match to this job. -We collect salary range and average pay data. -We compare job descriptions that were created with the jobs descriptions on the survey. -We scrub and analyze the data. -Determine the Ave Salary and the Range Midpoint in the market.

#3 Assigning a Salary RangeUsing the Market Information, a Salary Range is Assigned for the Benchmark Job

o Determination to Lead, Lag or Meet the Marketo For simplicity, in this example, we will meet the market. In reality the Driver

License Examiner is lagging by 3.69% in range midpointo Establish Range Midpoint Anchor (pay policy)o Establish a Range Minimum and Maximum (15%-30%)

Utah Job Classification

Number of Incumbents

SalaryRange Midpoint (meet market)

Salary Range Minimum (22% below midpoint)

Salary Range Maximum(22% above midpoint)

Driver License Examiner

103 $34,188 $26,667 $41,709

22%22%

329

Presenter

Presentation Notes

Now that you know the market information for this benchmark job, it is time to establish the salary range for it. We typically need to decide on a pay policy line. Do you want to lead, lag or meet the market. Then you establish your salary range midpoint according to that decision. For simplicity lets say that we want to meet the market. In reality the Driver License examiner range is lagging the market by 3.69% Our salary range midpoint is established at the market aver salary $34,188 Then we set the minimum and the maximum from the midpoint. Professional positions are usually set at about 15-30% from the midpoint. <click to establish the 22%> We set this one at 22%. This is around what the Driver License Division currently has established with their driver license examiners

#4 Job Evaluation Techniques

Point Rating Tools (Used to Verify the Relative Value of a Job)

o Factors use to determine relative value of a job.o Knowledge Required by the Jobo Supervisory Controls Neededo Guidelines Neededo Scope and Effect

The remainder of salary ranges within a benchmark are established from the benchmark job. In this hypothetical scenario we use an 11% differential.

o Personal Contactso Physical Demandso Work Environmento Supervision Exercised

Job ID Job Title New Range Min (22%)

New Range Mid

New Range Max (22%)

83280 DRIVER LICENSE EXAMINING TECHNICIAN 23,733$ 30,427$ 37,121$ 83282 DRIVER LICENSE EXAMINER 26,667$ 34,188$ 41,709$ 83286 COMMERCIAL DRIVER LICENSE EXAMINER 29,600$ 37,949$ 46,297$ 83288 HEARING OFFICER, DRIVER LICENSE DIVISION 32,856$ 42,123$ 51,390$ 83296 DRIVER LICENSE SUPERVISOR 36,470$ 46,757$ 57,043$

Whole Job Ranking

330

Presenter

Presentation Notes

-Once the benchmark salary range has been established. The remainder of the jobs within the benchmark are assigned salary ranges. We would slot the benchmark jobs according to their relative value from the benchmark. Some are more easy to determine than others. This is the process where there is an art than science in establishing salary ranges. Smaller differentials create more promotional levels. In this example, we will assume an 11% which seems to be consistent with how driver licensed is structured. <>Click to highlight the Differential<> -If there is a challenge determining the relative value of one job from another, then we will use a point rating tool. -It is probably not accurate to assume that every level of a job within a benchmark would warrant an 11% differential between jobs. Point rating factors help us determine where they should be sloted in. -Now all jobs has been established with an associate salary range.

Whole Job Ranking Activity

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Documents

State of Vermont DHR Classification and Compensation System … · 2018-02-09 · Classification Study Status Report . Act 85, Sec. E.108.1 (c), 2017 Legislative Session, The Department