Compensation Study Services

The Vendor is required to provide classification and compensation study which will assist the county in updating its classification plan, revising salary administration guidelines, and developing a compensation philosophy within the competitive labor market.
- The study shall evaluate the county’s internal equity (compression) as well as the current classification, salary, and benefit structures as compared to the job market for comparable positions in other municipalities and in the private sector (when appropriate).
- Classification study
• Assess the county’s current classification system to include the current methodology, structure, and procedures and make recommendations for adjustments and improvements.
• Conduct market analysis, benchmarks, and assessments.
• Benchmarked positions should cover positions within all departments, represent all levels of the county, reflect the workforce composition, and represent all job classifications.
• Conduct the study in a manner that compares job functions rather than titles to ensure appropriate alignment and comparisons.
• Review job descriptions.
• Review the procedures for collecting and evaluating job information and make recommendations for adjustments and improvements.
• Analyze the job classification structure and job descriptions and make recommendations for potential consolidation, expansion, and promotion, as necessary.
• Recommend an approach to maintaining and updating the classification system.
- Compensation study
• Assess the county’s human resources classification and compensation plan and related compensation policies and make recommendations for revision and improvement.
• Evaluate the county’s pay structure (e.g., range spread, midpoint maximum) and make recommendations for adjustment and improvement.
• Assess the competitiveness of the county’s human resources classification and compensation plan, compensation policies, and pay structure.
• These cities are geographically close to the county and comprise the area.
• Private organizations as recommended by the contractor or requested by the county may also be reviewed.
• Evaluate actual pay against the market benchmarks and recommend solutions to address areas of concern.
• Recommend the placement of all county job descriptions in any proposed new pay ranges or recommend pay grade adjustments for certain job descriptions within the existing pay ranges, as deemed appropriate, including any recommended pay adjustments for affected incumbents.
• Recommend processes for movement through the pay ranges, such as cost-of-living adjustments, off cycle salary increases, step increases where applicable, merit increases, or other pay adjustment methods.
• Evaluate and identify current pay compression and equity issues, including supervisory compression, and recommend solutions to address those issues that are easy to understand and communicate, and practical to implement.
• Cost implications of recommended changes.
• Recommend an approach to maintaining and updating the compensation system to ensure internal equity and external competitiveness.