Comprehensive Classification and Compensation Study

City of Garden City, GA

Presentation of Results
May 26, 2015

Agenda
Study Process
Outreach Summary
Classification Review Results
Compensation Review Results
Recommendations/Next Steps
Questions

Study Process
Conducted employee outreach and reviewed findings with
the Citys project team.
Reviewed current conditions of Citys system.
Analyzed internal equity by reviewing Job Assessment
Tools (JAT) and developed a point factor score for each
classification.
Analyzed external equity/market competitiveness of Citys
current compensation system.
Utilized internal and external equity results to develop a
competitive pay plan.
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Study Process (cont.)

Prepared options for implementation of proposed
compensation structure.
Estimated salary costs for each implementation option,
including a phased approach.
Revise job descriptions utilizing existing descriptions and
input from completed JATs.
Prepare Final Report.

Outreach Summary
Several employees stated that they enjoyed the
opportunity to serve their community while
working in a professional, team and family oriented
environment.
Generally, employees appreciated the training and
benefits provided to them, and were especially
pleased with the Citys observed holidays and Paid
Time Off (PTO) Policy.

Outreach Summary
Most employees expressed a strong desire to
receive increases to their pay relative to their
market peers. Specifically, employees were
concerned with the Citys ability to attract and
retain quality employees.
Many employees expressed their displeasure with
the current performance evaluation system and the
process by which promotions and salary increases
are administered.
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Classification Results
Recommended title changes based on work performed
by employees as described in their JATs and best
practices in the human resources field:
Examples of Recommended Title Changes:
Current Class Title
Admin. Manager, Public Works
After-school Prog. Coord.
Assistant Fire Chief
Business License
Captain of Administrative

Proposed Class Title

Executive Assistant
Program Coordinator
Deputy Fire Chief
Finance Technician
Administrative Division Commander

Compensation Results
Collected salary range data from 8 market peers for 38
benchmarked classifications:

Compensation (cont.)
Public sector salary survey results showed the Citys
current structure is:
Approximately 8.4 percent below at the minimum.
Approximately 10.4 percent below at the midpoint.
Approximately 12.1 percent below at the maximum.

Compensation (cont.)
Utilizing salary
survey data, a
competitive openrange pay plan
was developed
and pay grade
recommendations
were made:

Implementation Options
Options were developed to place employee salaries in
the new pay plan:
Option 1 - Bring Employee Salaries to New Minimums:
Under this option, employees current salaries were compared
to the minimum of their proposed pay grades. If an employees
current salary was below his/her grade minimum, an adjustment
was proposed to raise the individuals salary to the minimum. If
the employees current salary was already above his or her
grade minimum, no adjustment was recommended.
$67,314 with adjustments for 37 employees
Note: Estimated cost is annualized cost (salary only, no benefits).
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Implementation Options
Options were developed to place employee salaries in the new
pay plan:
Option 2 - Current Range Penetration, Capped at Midpoint*:
If this option is implemented, and if an employee's salary is
already above the minimum of their classification's proposed
pay range, it is adjusted to the same relative position in the
proposed pay structure. For example, if an employee's salary is
40 percent of the way through their current pay range, the
salary will be adjusted to the 40 percent mark of the proposed
range. However, any salary adjustment would be capped at the
midpoint of the proposed salary range.
$263,693

with adjustments for 87 employees

Note: Estimated cost is annualized cost (salary only, no benefits).

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Implementation Options
Options were developed to place employee salaries in
the new pay plan as described in Options 1 and 2:
Current Range Penetration, Capped at Midpoint: (Phased)
Year 1 Option 1:
$67,314 for 37 employees
Year 2 50% of Option 2: $98,190 for 87 employees
Year 3 50% of Option 2: $98,190 for 87 employees
Note: Estimated costs are annualized cost (salary only, no benefits).

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Market Comparison
Following implementation of the proposed plan, the
Citys structure would be more competitive:

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Recommendations
Implement the proposed classification and
compensation structure.
Select an option(s) and communicate results of the
study to employees.
Continue to review the pay plan and adjust as
needed to remain competitive with market peers.
Conduct a comprehensive classification and
compensation study every three to five years.
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The End

QUESTIONS?

Thank You!
Evergreen Solutions, LLC
2878 Remington Green Circle
Tallahassee, Florida 32308
850.383.0111
www.ConsultEvergreen.com

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