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Project outcome is to obtain parity and equity with other comparable agencies performing similar functions, so an effective pay scale rests on three primary policy considerations:

  1. internal consistency/equity in the hierarchy of positions
  2. external competitiveness
  3. the nature of the pay system's administration

These elements form the foundation on which job grading and pay systems are designed and administered. IACP will incorporate these three elements into our proposed workplan.

Project Planning

At the outset, IACP consultants and project officials for your agency will schedule the details of the project tasks. Major goals for this phase include defining the consultants and project members' roles, and developing an outline of project deliverables. The consultants will also conduct a series of employee meetings to acquaint employees with the purposes of the study and to give them instructions on how to complete the job analysis questionnaire.

Job Analysis Study

All employees will be asked to complete questionnaires describing their jobs. In some instances where job classes are multi-positional, employees will be asked to complete a group questionnaire resulting in a combination of individual insights. Following that, interviews will be conducted with a sample of the position incumbents. The interviews will be of a sufficient number and include all existing job titles, to ensure valid and reliable information for classification and grading purposes. Following review, present classifications will be confirmed, reallocated, or renamed.

Job Description Revisions

When job analysis information and allocation to job classes is completed, existing job descriptions will be revised to reflect current duties and requirements and structured to meet ADA requirements. Essential tasks will be identified along with physical and mental requirements.

Job Evaluations for Grade Purposes

IACP's job evaluation method will be applied to each classification to determine its proper grade. Jobs will be compared with respect to the internal worth to the agency—a classification's relative worth is based on its differing job content. Grade and pay structure recommendations will be consistent with that existing for general agency.

Wage Survey

Initially, identifying comparable agencies to use for survey purposes will be necessary. Typically, eight to 12 agencies suffice to gather comparable labor market data. Benchmark or key jobs will be included, and specific pay data collected for these job classifications. Pay data will include both minimum and maximum rates, as well as the nature of the pay system, and the role of merit and seniority in range progression.

Review of Results

When the analysis is completed, results will be presented to department officials for review and discussion. Consultants will meet with agency officials to discuss findings and recommendations and to make necessary changes.

A final report will be submitted describing the study methodology and its findings, and presenting the final study conclusions and recommendations. Any materials such as forms, manuals, and other materials developed or used during the study will be included to enable the agency to implement and maintain the internal study and wage recommendations.

Project Timeframe

The project can start when the agency accepts the proposal. Typically eight to 10 weeks will be needed to complete the substantive parts of the study, with the final report and other documents submitted within 12 weeks of starting the study.

Cost

Cost depends directly on the scope of work necessary. In order to develop a proposal, we will need some information concerning your agency: the number of positions to be studied, and the number of individuals currently in these positions.

Need more information? Contact Kim Kohlhepp, Manager, Center for Testing Services and Executive Search

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