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Broadbanding in State Government

Broadbanding in State Government. - The South Carolina Experience -. Overview. Circumstances Leading to System Reforms South Carolina’s Compensation Structure and Philosophy Impact of the Changes Lessons Learned. Circumstances Leading to System Reforms.

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Broadbanding in State Government

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  1. Broadbanding inState Government - The South Carolina Experience -

  2. Overview • Circumstances Leading to System Reforms • South Carolina’s Compensation Structure and Philosophy • Impact of the Changes • Lessons Learned

  3. Circumstances Leading toSystem Reforms • South Carolina’s political environment • A general climate of change • Perceived problems with previous system

  4. Purpose ofthe Reforms • Simplicity • Flexibility • No more “one size fits all” • Better management of state government

  5. South Carolina’s Compensation Structureand Philosophy

  6. PreviousCompensation Structure • 2,500 classes • 50 pay grades with 4% differences between grades • 500 classes with only one position • Dependence on reclassification as a means of salary advancement • Partially decentralized classification and compensation authority

  7. NewCompensation Structure • Approximately 500 job classes • 10 pay bands (85% width; 22% difference between bands) • Considerable decision-making authority at the agency level • In-band pay increases for legitimate reasons • Performance - Additional Skills • Additional Duties - Retention

  8. Impact of the Changes in South Carolina

  9. Impact of Changes forCentral Administrative Agency • Less emphasis on approval; more emphasis on support and equipping • Development of additional services to better assist agencies in HR management • Focus on aligning our resources and program initiatives with customer needs • Need for “generalists” to assist agencies • Creation of HR Consulting Services

  10. Impact of Changesfor State Agencies • Opportunity to make greater contributions to the mission of the agency • More accountable for end results • Required to be more proactive • New skills are needed to design and implement agency-specific approaches to compensation administration

  11. Lessons Learned

  12. Key DesignQuestions to Consider • How narrowly should job classes be defined? • How should an employee’s pay move? • Who should make the decision? • How will budget resources be managed?

  13. ImplementationIssues to Consider • Communication • Transitional issues • Employee morale • Documentation needs are different • Need to determine tolerance for variance among different employers within the system

  14. Plans for the Future • Greater emphasis on consulting to continue to develop the capacity of agency HR managers • Desire to provide agencies with greater access to market data to facilitate better decision-making

  15. Questions?

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