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Broad Band/Pay for Performance Proposal

Broad Band/Pay for Performance Proposal. WHY CHANGE?. Managers and employees began to change the way work was performed Grade/step system did not support new ways of doing business 2005 County Survey employees asked for improved manager performance in: Communicating goals and expectations

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Broad Band/Pay for Performance Proposal

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  1. Broad Band/Pay for Performance Proposal

  2. WHY CHANGE? • Managers and employees began to change the way work was performed • Grade/step system did not support new ways of doing business • 2005 County Survey employees asked for improved manager performance in: • Communicating goals and expectations • Recognizing and rewarding outstanding achievement • Linking pay to performance

  3. CURRENT PAY STRUCTURE • Central management and administration • 24 grades with 65% range • Varying % increases between steps (4.1, 3.3, 2.3) • Anniversary dates spread across year • Employees increase salary by: • Yearly step increases • Competitive Promotion – requires vacancy • Reclassification – requires significant change in job duties and responsibilities

  4. CORE PRINCIPLES • Allow career/salary growth without re-classification or movement to another position • Increase communication for performance expectations • Pay increases tied to performance • Departmental pay authority • Cost neutral

  5. PAY PILOT CHARACTERISTICS • Strong performance management system is basis for success • Single Broad Band spanning multiple grades • Open range – no steps • Overall pay budget set yearly • Individual increases based on performance and market • Common anniversary date

  6. ARLINGTON PAY PILOTS • 15 current pay pilots • Multiple departments, professions, and levels • 700 employees (19% of workforce) • Results from survey (50% response rate) • 7 departments (5 newly implemented) • Satisfaction increases over time • Key work expectations were clear (92% - 62%) • Program is an improvement over traditional grade/step plan (77% - 0%) • Overall, satisfied with new program (92% - 20%)

  7. IMPLEMENTATION STEPS • Overview meetings for employees • Design program • Create within established approved guidelines • Establish criteria for movement within bands • Revise/update job descriptions • Employee feedback • Map jobs into new bands • Document performance expectations • Final approval by County Manager • Formal notification to all employees • Calculate step buyouts

  8. Program Management • Initial communication/training for managers and participants • New employees and supervisors have to be oriented • Timetable set by HR for performance review process • Refresher training provided for managers and participants • Salary recommendations are reviewed by HR prior to communication with employee

  9. Typical Schedule

  10. QUESTIONS • NOW? • LATER? • Jeanne Wardlaw ext 3449 • jwardl@arlingtonva.us • Kristin Young ext 3485 • klyoung@arlingtonva.us

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