RESOLUTION

 

            WHEREAS, the County of Albemarle Personnel Policy Manual has been adopted by the Board of Supervisors; and

 

            WHEREAS, the proposed changes to Personnel Policy P-60, Salary Administration and Position Classification: 1) allow for more flexibility and for consideration of relevant experience and internal equity in determining pay for promotions, demotions, voluntary movement to a lower pay grade and reclassifications; and 2) make other appropriate updates and modifications; and

 

            WHEREAS, the Board of Supervisors desires to adopt the revisions to Personnel Policy P-60.

 

            NOW, THEREFORE, BE IT RESOLVED THAT the Board of Supervisors of Albemarle County, Virginia, hereby adopts Personnel Policy P-60, Salary Administration and Position Classification, of the County of Albemarle Personnel Policy Manual, as attached hereto and incorporated herein, effective September 3, 2008.

 

                                                                                                §P-60

COUNTY OF ALBEMARLE

PERSONNEL POLICY

 

§P-60                   SALARY ADMINISTRATION AND POSITION CLASSIFICATION

 

The County Classification and Pay Plan governs the classification and compensation of positions in County employment, and is maintained by the Human Resources Department.     

 

The Pay Plan adopted by the Board of Supervisors is will be directly linked to the Classification Plan and will be based on the principle of equal pay for equal work.  The Board will maintain a salary administration program, which that will provide for payment of salaries and for recognition of and reward for differences in individual ability and performance.

 

Procedure for Salary Administration and Position Classification

 

A.    Class specifications are written descriptions of each position which include general statements of the duties, responsibilities, and qualifications necessary for that position.  A class specification will be developed for each position and will be reviewed on an annual basis by the department head or designee supervisors are to assure ensure that it is an accurate reflection of that position.

 

B.    Like classifications will be grouped in terms of common elements:

 

1.    Job Complexity

2.    Education and Experience

3.    Scope and Impact

4.    Supervision Received

5.    Working Relationships

6.    Working Environment

7.    Physical Demand

 

        This grouping will be determined by a system of point values arrived upon in the analysis of each job.

 

C.     It is the responsibility of the department head/designee to maintain equitable and properly evaluated positions within his/her department.  Newly created positions or major changes in the functions or responsibilities of an existing position shall be reported to the Director of Human Resources in order to initiate an evaluation study to establish a new position or reclassify an existing position.

 

D.     All position classifications and reclassifications must be approved prior to placement on a salary range.  Administrative rRecommendations must be jointly approved by the County Executive or his designee.  and Superintendent.  All other recommendations must be jointly approved by the Assistant Superintendent or Designee and Deputy County Executive.

 

E.     Salary ranges consisting of a minimum, midpoint, and maximum salary will be established for each class of positions based upon on the policies of the Board as well as information about similar positions in the community and, where appropriate, compared with similar positions within the state as well as the policies of the Board.

 

F.      The Director of Human Resources will ensure that the plan is kept current through periodic reviews and comparative studies of pertinent factors affecting levels of pay.

 

G.     Entrance Pay Rate – The entrance pay rate shall normally be the minimum rate in the pay range prescribed for the class.  Under no circumstances will an employee receive an entrance pay rate below the minimum rate prescribed for the class to which he is placed unless he is on probation.  In no case will this exceed 10% less than the minimum.  When a prospective employee has relevant experience and education beyond position requirements that would warrant placement above the minimum rate, the following will be used as a guide for this placement:

 

Less than 12 months’ relevant experience                     Minimum Range

1 year to less than 3 years’ relevant experience 5% Above Minimum

3 years to less than 5 years’ relevant experience           10% Above Minimum

5 years to less than 7 years’ relevant experience           15% Above Minimum

7 or more years’ relevant experience                              20% Above Minimum

 

The County Executive is authorized to hire employees at any point within the salary range based on market conditions and the qualifications of the individual.

 

H.     Pay Rate Adjustment – The following personnel actions shall affect the pay status of an employee in the manner described:

 

1.     Promotion – When an employee is promoted from one class to another having a higher pay range and additional responsibilities, the employee shall may receive an increase of at least up to ten percent or that rate which would be granted to a newly hired employee as stated in paragraph G above with consideration given to internal equity and relevant experience.  Promotions can only occur if: (a) Tthere is a vacancy in the higher pay range or (b) If additional positions in the higher class are approved in the budget cycle for implementation in the next fiscal year.

 

2.     Demotion – When an employee is demoted from one class to another having a lower pay range, the employee shall be placed within the lower range, and a ten percent reduction in pay will be implemented.  When with consideration given to internal equity and relevant experience. If an employee is demoted reassigned for administrative purposes through no fault of the employee, his rate of pay shall remain the same.  Only in such cases, if the employee’s salary exceeds the maximum of the range, the rate of pay shall remain the same until the range changes, as a result of subsequent market studies and/or reclassifications, to the extent that the employee’s salary then matches the new range for his position/job classification.

 

3.     Voluntary Movement to a Position in a Lower Pay grade – When an employee chooses to move to/apply for a position in a lower pay grade, he will receive a ten (10) percent or she may be subject to a reduction in pay, based upon internal equity considerations and other relevant factors.

 

4.     Reclassification – When an employee is reclassified from one range into a higher range, the employee will receive a 7.5% pay rate increase for reclassifications resulting in a one paygrade increase and a 10% increase for reclassification resulting in a two or more paygrade increaseThe increased amount will be based upon the factors identified in section b, as well as internal equity considerations and the level of variance from the current position.

 

5.     Completion of Probationary Period – Upon successful completion of their initial probationary periods, employees will:

 

ai.  If hired on or before November 1st of a fiscal year, receive a prorated salary increase effective the following July 1st, earned by their participation in the regular merit evaluation cycle; or,

bii.  If hired on or after November 2nd of a fiscal year, receive a prorated salary increase based on the budgeted new increase in the fiscal year, as outlined on the Exhibit which accompanies this policy.  Probationary salary increases will only be awarded for successful completion of the employee’s initial probationary period.  Successful completion of subsequent probationary periods, as may be required in accordance with Policy P-23, will not result in subsequent probationary increases., based on:

i.    the number of months worked in the fiscal year,

ii.    the budgeted new increase in the fiscal year, and

iii.   the paygrade midpoint of the position.

 

6.     Shift Differential – When an employee is assigned to work evening/midnight shifts, a pay differential will be paid as follows:

                     

Evening:      4:00 p.m. – 12:00 a.m.:  4% of base salary for the position

Midnight:     12:00 a.m. – 8:00 a.m.:  5% of base salary for the position

 

Employees must be permanently assigned to a shift to be eligible for the differential.  If an employee works a shift that encompasses both daylight, evening or midnight shifts, the differential will be paid based on the majority of hours worked in the respective shift.

 

I.    Temporary work in a higher classification - All permanent regular employees who are assigned temporary work in a higher capacity pay grade position shall be paid the minimum rate of the higher classification (but no less than 5% above their regular rate) for those hours of such assignment that exceed 10 if the assignment exceeds ten (10) consecutive work days.

 

      These temporary assignments with higher pay may be made only in situations when the work requires the designation of an employee in the higher classification by the department head or County Executive/designee and are not intended to be made for casual apply to occasional assignments of supervisory or administrative responsibility.

 

1.    

When it can be substantiated that the salary of an employee is significantly below the average salary of the relevant market for the position, or the scope of the position has expanded considerably, an in-range equity adjustment may be granted.  Such an adjustment will not exceed the mid-point of the employee’s salary range.  Requests for adjustments will be submitted by the employee’s supervisor to the Director of Human Resources.  The Director of Human Resources, which will review the request based on the following factors:  (1) an identification of the position’s relevant market; (2) consideration of internal equity; (3) research into the factors which led to the salary being significantly below market degree of position expansion; and, (4) measurement of the actual degree the salary is below market and the degree to which it will improve if an adjustment is made other relevant considerations.  The Director of Human Resources will use this information to make a recommendation to the County Executive/designee, who. The County Executive shall have the sole authority to approve any adjustment to an employee’s salary based on this process.

 

 

 

 

 

Adopted:  July 1, 1993

Amended:  September 13, 1993; June 19, 1995; July 8, 1996; December 8, 1997

 

 

§P-60

EXHIBIT

EXAMPLE OF PRORATED MERIT FOR NEW EMPLOYEES

(Assumes a payout of 3%, and a midpoint of $20,000)

Hire Date                         End Probation                        Merit Increase July 1st      

Date of Increase

Amount of Increase

The following employee would participate in the regular evaluation cycle and receive an increase July 1:

 

 

July 1                               December 31                          12/12 x merit earned

 July 1

$600* $600

August 1                          January 31                              11/12 x merit earned

 July 1

$550* $550

September 1                    February 28                            10/12 x merit earned

 July 1

$500* $500

October 1                         March 31                                 9/12 x merit earned

 July 1

$450* $450

November 1                     April 30                                    8/12 x merit earned

 July 1

$400* $400

*The actual merit increase would be determined from the merit pool calculation.

 

 

The following employee would not participate in the regular merit program, but would receive an increase based on the payout percentage

 

 

 

 

 

December 1                      May 31                                  7/12 x payout percentage

 July 1

$350

January 1                          June 30                                 6/12 x payout percentage

 July 1

$300

February 1                        July 31                                   5/12 x payout percentage

August 1

$250

March 1                             August 31                             4/12 x payout percentage

 September 1

$200

April 1                                September 30                      3/12 x payout percentage

 October 1

$150

May 1                                October 31                            2/12 x payout percentage

 November 1

$100

June 1                               November 30                        1/12 x payout percentage

 December 1

$ 50

 

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