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HomeMy WebLinkAboutCOMPENSATION POLICIES PROCEDURES MANUAL ( .---- t________ ......... 'I . I . \. ~" f) J~ :J!/39~o APPROVED AUG 1 B 1998 AUGUSTA, GEORGIA COMPENSATION POLICIES AND PROCEDURES MANUAL 1736 GEORG~ Effective August 18,1998 , ' ~\ " ,,';-...., . "t"""ik"" '-: "~ Augusta, Georgia Compensation Policies and Procedures Manual TABLE OF CONTENTS Page No. 1. Compensation Concepts............................................... ........................................ ....2 . Philosophy . Administration . Methodology for Job Evaluation and Development of Salary Grade Structure . Probationary Reviews . Annual Pay For Performance Appraisals . Annual Merit Structure . Green Circle Rate . Red Circle Rate II. Salary Administration Policies.............. ................ .............................. ...................... . Compliance . Hiring Guidelines - General Policy . Hiring Guidelines - Exceptions to Policy . Hiring Guidelines - Protective Services . New Jobs/Job Grades . Promotions - General Policy . Promotions - Exceptions to Policy . Department-Specific Certification/Qualification Examinations and Additional Job Requirements . Demotions . Lateral Transfers . Criteria for Departmental Director Levels . Interpretations and Exceptions . Appeals . Policies Subject to Change III. APPENDIX................................................................................. .............. ......... ........ . Exhibit 1: Employee Performance Evaluation Report . Exhibit 2: Merit Matrix . Exhibit 3: Examination Subjects for Firefighters . Exhibit 4: Salary Structure Definitions . Exhibit 5: Salary Ranges Page 2 i..: .. , , .. Augusta, Georgia Compensation Policies and Procedures Manual I. COMPENSATION CONCEPTS Philosophy The goal of the Compensation Administration Program for Augusta, Georgia is to attract, retain, and motivate employees of a caliber best suited to enhance the operation of our government. Augusta, Georgia seeks to compensate its employees at pay levels comparable to similar governmental and local entities in the State of Georgia for the classification of work. Augusta, Georgia policy is to provide employees with a pay program which treats each employee fairly and equitably and which provides financial awards based on an employee's performance in the job. Augusta, Georgia believes that the strength of its success lies within its employees and is dedicated to developing and promoting its people's abilities first and foremost. Administration The development and maintenance of Augusta, Georgia's Compensation Policies and Procedures Manual is the responsibility of the Human Resources department. Each department's Director and the Human Resources department are responsible for the implementation of and adherence to all compensation programs and policies at each level of a department. Augusta, Georgia's Administrator has final approval authority on all matters relating to compensation policies and procedures and the administrator's actions are subject to the Commission's approval. Page 3 , , ~ Augusta, Georgia Compensation Policies and Procedures Manual Methodology for Job Evaluation and Development of Salary Grade Structure All jobs were evaluated and salary grades were developed based on the content of the jobs rather than an individual's performance in the job. This was accomplished through the use of job descriptions. Job descriptions were used to: . Provide the Human Resources Department and Buck Consultants with the responsibilities, duties, and essential functions of each job so that levels of skill, mental and physical effort, responsibility, and working conditions required to perform each job can be measured; . Ensure accurate job comparisons during the exchange of survey data and will also serve as a useful tool in evaluating employee performance. Additionally, job analysis questionnaires were completed and interviews with each Department Director or their representative were conducted in order to develop new job descriptions for each executive job. These included all jobs which reported directly to the Administrator and other selected jobs. In order to develop the salary grade structure and salary ranges, surveys were used to determine the market rate for each job. Ninety-five (95) benchmark jobs were developed from the survey data, which included wage and salary information from the following eighteen published sources: 1. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for County Government; General and Administrative Jobs, October, 1996 2. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for County Government; Public Safety Jobs, October, 1996 3. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for County Government; Solid Waste Jobs, October, 1996 4. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for County Government; Public Works Jobs, October, 1996 5. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for Municipal Government; General and Administrative Jobs, October, 1996 6. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for Municipal Government; Public Safety Jobs, October, 1996 7. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for Municipal Government County; Solid Waste Jobs, October, 1996 8. Georgia Department of Community Affairs: 1995 Wage & Salary Survey for Municipal Government County; Public Works Jobs, October, 1996 9. United States Department of Labor Bureau of Labor Statistics for Augusta, GA and Aiken, SC, October, 1996 Page 4 \. , . -...;., Augusta, Georgia Compensation Policies and Procedures Manual 10. United States Department of Labor Bureau of Labor Statistics for Augusta, GA, June, 1994 11. United States Department of Labor Bureau of Labor Statistics for Atlanta, GA, March, 1996 and March, 1995 12. United States Department of Labor Bureau of Labor Statistics for Charlotte-RockhilL NC, October, 1995 13. Athens-Clarke County, February, 1997 14. City of Marietta, 1996 and 1995 surveys 15. City of Rome, 1995 survey 16. City of Savannah, 1996 survey 17. Georgia Department of Labor Wage and Salary Survey, May, 1995 18. State of Georgia, 1995 County and Municipal Salary Survey Buck Consultants also conducted a special, customized salary and fringe benefits survey for the top thirty-four (34) jobs at Augusta, Georgia. This survey was sent to twelve county and municipal organizations within Georgia that were comparable in population size to Augusta, Georgia. Of these twelve, ten responded to the survey, which represents a response rate of over eighty-three (83%) percent. Results obtained from this survey were incorporated into the final salary structure for Augusta, Georgia. Based on how each job's responsibilities and duties compared with similar jobs in the governmental sector, Human Resources and Buck Consultants developed a formal salary grade structure by grouping together jobs with similar degrees of skill, effort, and responsibility. Each group of jobs is assigned a job (salary) grade which designates the range of pay appropriate for these jobs. This structure is designed not only to reflect the market but also to provide career paths for employees. Additionally, this structure is designed for all job classifications; therefore, all Trades/Technical, Supervisory/Management, Professional, Clerical, Protective Services, and Executive jobs are included in this structure. The following chart illustrates where each job classification begins and ends: Classification Salary Grade - Salary Grade - End Begin Clerical Executive Professional Protective Services Supervisory/Management Trades/Technical 34 46 41 36 40 32 44 65 57 59 55 46 Page 5 Augusta, Georgia Compensation Policies and Procedures Manual Salary ranges are the ranges of pay determined to be competitive for any group of jobs (grades). Salary ranges are based on the value of each group of jobs in relationship to similar jobs in the outside marketplace. To determine competitive rates of pay for all jobs in this Classification system, the Human Resources department used survey data that includes the governmental sector (for a list of survey sources, see the previous page). Using the information collected through these salary surveys, Human Resources is able to design appropriate salary ranges for each job grade. As of 7/1/97, there are thirty-six (36) grades within the salary grade structure. Depending on the needs of Augusta, Georgia, the number of grades may be adjusted in the future. Using the midpoint as the foundation, which represents the average market rate for jobs assigned to that range, the salary ranges were developed. For salary grades 30 through 52, minimum pay rates are established at 80% of the midpoint whereas maximum pay rates are calculated at 120% of the midpoint. For salary grades 53 and above, the minimum pay rates are 76.9% of the midpoint whereas the maximum pay rates are calculated at 123% of the midpoint. The "spread" between salary grades (as measured between each midpoint) is 5%. Again, depending on the needs of Augusta, Georgia, the design of the salary ranges may be adjusted in the future. Each salary range begins with minimum pay rates that are also called "hiring rates." Minimum pay rates are the amounts normally paid to new employees without related expenence. Each range also has a maximum pay rate which represents the upper limit of pay for all jobs assigned to that range. Although every range has a minimum and maximum pay rate, these rates are subject to review on an annual basis and therefore, are not permanently fixed. The salary ranges will be adjusted on an as needed basis in order to ensure that they remain competitive with other government Augusta, Georgia al and/or not-for-profit local organizations. When this occurs and Augusta, Georgia's financial condition permits, employees may receive an "across the board" broad-based adjustment in all pay grades ("structure adjustment") in order to maintain their rate of pay in the same position in the new salary range. Because of the deliberate breadth of the current salary ranges and particularly during periods of low to moderate inflation, it is not anticipated that such adjustments would occur on an annual basis. Rather, this type of adjustment may occur much less frequently. Page 6 Augusta, Georgia Compensation Policies and Procedures Manual Probationary Reviews The probationary period for a new employee is 12 months. During this period probationary employees will be reviewed quarterly by their immediate supervisor. A final review will be conducted at the end their 12 month probationary period. This probationary review will be based upon performance on the job only. A rating of "Satisfactory" or greater will meet the minimum standards for the review and allows employees to continue their employment at Augusta, Georgia. Annual Pay for Performance Appraisals The annual Appraisal process begins every July and the type of plan that Augusta, Georgia uses is called a "Pay for Performance" program. In this "Pay for Performance" plan, the following cycle will occur over the course of each year between supervisors and employees: 1. Establishment of Performance Expectations and Goals 2. Review of Job Performance After the supervisor discusses the performance evaluation with an employee (see Attachment 1 for "Performance Evaluation Guide"), the employee will be given the opportunity to respond in writing to the supervisor's evaluation. Any salary actions affecting the employee will also be discussed in this forum. Immediately after the discussion about the employee's performance in the job for the previous year, the supervisor and the employee should establish performance expectations and goals for the next review cycle. Both steps of this cycle are important because these help determine the expectations and goals of every employee. However, it is also critical for supervisors to remember that an employee's job may be impacted by external factors. At the minimum, these factors should be documented and submitted to the employee's personal file for future reference. Page 7 " . .' Augusta, Georgia Compensation Policies and Procedures Manual Annual Performance Appraisal Augusta, Georgia's "Pay for Performance" plan is a way of rewarding employees for achieving their goals. Only those employees who receive a minimum rating of "Satisfactory" in their overall performance evaluation are eligible for salary increases. Depending upon how well employees achieve their goals, the amount of the salary increase will differ. For example, an employee who receives an "Outstanding" overall rating may be rewarded with an larger salary increase whereas an employee whose job performance warrants a "Satisfactory" rating may receive a lesser increase to salary. Another factor determining the salary increase is where the employee's current salary is positioned within their job's salary range (also known as "salary range penetration"). Using the previous example, an employee receiving an "Outstanding" rating and whose salary is currently 5% from the salary range maximum, should only receive a 5% salary increase. After an employee's salary reaches the salary range maximum, their salaries are "frozen" until the structure is adjusted in the future. Until then, they may not receive any additional salary increases. The budgetary process will serve as the basis, of fiscal control over total departmental expenditures for salary increases. Departmental Directors' discretion over these funds is limited to the approved budgeted salary increase amount for their overall department. Such discretion does not include budgeted increases not implemented due to employee turnover. A Salary Matrix will be provided to each Director to serve as an annual guideline for the Directors' salary increase recommendations. Additionally, Directors will be directed not to exceed the approved salary increase budget for that fiscal year for Augusta, Georgia. The approval process for salary increases involves the following: 1. Each Director will submit to the Director of Human Resources the written Performance Evaluation report and salary increase recommendation for each individual employee one month prior to the designated effective date for salary Increases. 2. A Committee consisting of Augusta, Georgia's Administrator, Director of Human Resources, Equal Opportunity Director, and the Comptroller will review this information in the context of budgetary allocations. The Committee may require additional justification and other considerations from Departmental Directors during this salary review period. Page 8 l.. Augusta, Georgia Compensation Policies and Procedures Manual 3. Performance appraisals for Appointed Departmental Directors will be submitted directly to the Administrator. 4. Performance Appraisals for Board Appointed employees will be evaluated by their respective independent board. 5. Contractual Department Directors will be evaluated based on what their individual contract states in regard to salary increases. 6. The Administrator has final approval authority concerning the entire salary review process for all employees. Augusta, Georgia's Administrator is responsible for implementing the performance evaluation process for all employees, with the exception of elected officials and appointees of Augusta, Georgia's Commission. 7. The effective date of approved salary increases will be in October unless designated otherwise by Augusta, Georgia's Mayor and Commission. Green Circle Rate It is the policy of Augusta, Georgia not to hire any employee below the minimum of their assigned salary grade. Red Circle Rate Employees who are above the maximum of their salary grade are ineligible to receive any additional increase to the base salary. However, if an employee is rated "Outstanding" as an overall evaluation during the annual review process, the employee will be eligible for a lump sum payment equal to their full amount of merit on an annual basis. If the employee receives an "Excellent" rating on their review, the employee will be eligible for a lump sum payment equal to one-half of their merit increase on an annual basis. This policy is effective 7/1/98. Page 9 ... l, Augusta, Georgia Compensation Policies and Procedures Manual II. Salary Administration Compliance Augusta, Georgia's Compensation Policies and Procedures Manual have been deyeloped and implemented in accordance with regulations developed to provide administrative guidance for compliance with the Fair Labor Standards Act of 1938 and Title VI of the Civil Rights Act of 1964. Hiring Guidelines - General Policy Applicants with less than one year of related experience should be paid at the minimum hiring rates based on the appropriate grade for the job in which they are being placed. Applicants with more than one year of related experience may be offered hiring rates based on the following guidelines: Salary Offer Requires Authorization By: Up to 10% More than Minimum Hiring Rate *Director of Department 11 % or More, Not to Exceed Midpoint of Salary Range * * Augusta, Georgia J1 .... ' J JIA_ __ d I'I~/u -/J.t) Administrator and/or Director ~~ 41 ("QfJIfJf l> I J I / ~ of Human Resources * Requires written justification by the Department Director prior to the extension of a job offer. ** A recommendation will be made to the administrative services committee, who will then make a recommendation to the Mayor and Commission for approval. Related experience is considered experience in a prior job which closely matches the area in which the applicant is being placed. Partial credit may be given for non-related experience provided the experience gained is experience which would benefit the applicant in their job at Augusta, Georgia. The Human Resources department should be contacted for approval of hiring rates which allow for non-related experience prior to the extension of the job offer. Page 10 " .. . Augusta, Georgia Compensation Policies and Procedures Manual Hiring Guidelines - Exceptions to Policy Interns In general, interns are considered to be individuals who are seeking experience in their chosen profession or field and therefore, do not have substantial experience, related or otherwise. As such, interns are to be hired at the minimum hiring rate based on the appropriate grade for the job in which they are being placed. Hiring Guidelines - Protective Services (Fire, Marshal, RCCI, Sheriff) Newly hired and inexperienced employees in a Protective Services classification whose primary responsibility is concerned with either law enforcement or fire protection are to be hired at the minimum rate in the salary grade according to the following guidelines: Department Title Grade Marshal Fire RCCI Sheriff Deputy( non-certified) Firefighter II Correctional Officer II Jailer II 41 42 41 41 New Jobs/Job Grades When a new job is created or when the content of a job changes significantly, a new job description should be completed, preferably by the Supervisor, Manager, or Director. If a new job is created, the Human Resources department should be contacted for guidance about how to complete the job description. Once the job description is completed, it should be submitted to the Human Resources department for evaluation and classification or re-classification for a new pay grade. Human Resources will analyze the job in relation to the benchmark jobs that have been previously established. Human Resources determines where that job should be slotted within the salary grade structure according to the following criteria: . Responsibilities and duties · Scope of discretionary and decision making authority. · Number of direct reports and their subordinates (if applicable) . Budget (Executives only) Page 11 ~. Augusta, Georgia Compensation Policies and Procedures Manual If necessary, Human Resources may obtain survey data from comparable organizations either by conducting its own surveyor using published survey data from other sources. This will allow a proper analysis of the proposed job that results in a job that is placed in the appropriate salary grade. Promotions - General Policy Promotional increases are granted when an employee is promoted from a job within a lower salary range to ajob with a higher salary range on a permanent basis. Specifically, promotional increases may be granted when the salary range maximum assigned to the "new" job is at least 5% above the salary range maximum assigned to the former job. The following factors will be considered when determining the amount of the promotional increase: · the amount and timing of any pending or recent pay increase · the magnitude of the promotion as measured by the difference in salary grades · the pay equity relationships between the individual being promoted and persons occupying identical or similar jobs, supervisory staff, and subordinates. A promotion increase must be at least large enough to bring the employee's salary to the minimum of the new salary range, if not the employee will be placed at the minimum of the new salary range. All proposed promotional increases must be reviewed and approved by the department's Director and Director of Human Resources. Promotional increases may be granted when a job is re-evaluated and moved to a higher salary grade and range if the change in salary grade is due to more complex responsibilities. If the job content has not changed and a re-evaluation is required to resolve a previously incorrect job evaluation, then a promotional increase will be considered on an individual basis. Employees may be considered for promotion into a higher salary grade based on the following criteria: Page 12 Augusta, Georgia Compensation Policies and Procedures Manual · Minimum of one year of service in current job · Satisfies minimum job requirements and qualifications for job that employee is being promoted into. . Previous two job evaluations demonstrate that the employee received, at the minimum, an overall rating of "Satisfactory" or higher. In general, employees who are promoted will receive the greater of: . Up to a 15% adjustment to their salary (excludes merit increase received in the year); OR · Salary adjusted to the minimum of the new salary range for their new job grade. Any salary actions that exceed what is stated above must be approved by the Augusta, Georgia Commission based on a recommendation by the Administrator. However, if the employee and the supervisor agree that the employee is not performing at a level expected in the new job, then the employee may be allowed to return to a job similar to the previous job and their salary will return to what it was prior to the promotion or the maximum of the previous salary range whichever is greater. The availability of such a job may depend upon mitigating circumstances, such as whether the job has already been filled within the same department. Augusta, Georgia will assist the employee in finding a suitable job that corresponds to their experience, skills, and knowledge. Should the job previously held be the employee be filled and no other comparable position exist, the employee will be placed on lay-off status until a comparable position may be found. However, if within six months a comparable position is not found the employee will be placed on permanent lay-off status. Promotions - Exceptions to Policy The following policies affect employees whose promotional opportunities depend upon: · Passing specific certification/qualification examinations; degree; or · Attainment of progressively difficult skill levels within a job progression and the employee must attain certification /degree within 12 months of the promotion. In general, employees who are rewarded through these educational Salary increases will receive either: Page 13 Page 14 . Augusta, Georgia Compensation Policies and Procedures Manual . At the minimum, a five (5) percent educational salary increase which is not to exceed 15% adjustment to base pay in any given year (excludes annual salary increase for job performance); OR Salary is adjusted to the minimum of the new salary range for the new job grade. . For employees to be considered eligible for these promotional opportunities, a minimum of one year of service is required prior to the employee taking the examination. For an employee to receive such educational salary increases, they must undertake a course at an accredited academic institution. Augusta, Georgia's Administrator must approve any salary actions that exceed what is stated above. Department-Specific Certification/Qualification Examinations and Additional Job Requirements: Fire The Firefighter I, II, and III Certification examinations must be taken sequentially. Should an employee fail the Firefighter I, II, or III Certification, a period of six months must pass before another attempt at an examination is made. If employees fail either the Firefighter II or Firefighter III oral examinations twice, then the Firefighter II or Firefighter III testing processes must be repeated. As Firefighters satisfactorily complete each examination, they will receive salary Increases. Firefighters must also satisfactorily complete, in the following order, the Basic Firefighter Instructional Techniques IS course and the Basic Firefighter Instructor IS course. Both courses are offered by the Georgia Fire Academy. After Firefighters complete both courses, they will eligible for salary increases. License and Inspection Employees performing inspection work and achieve the Southern Building Code Congress Certification for Levels I, 2, or 3 shall be eligible for merit increases after each level is completed. Marshal . , 't Augusta, Georgia _ Compensation Policies and Procedures Manual All employees in the Marshal's department who successfully complete the P.O.S.T. Certification course will receive an educational merit increase. Sheriff Employees who are currently Jailers I and satisfactorily achieve the P.O.S.T. certification and meet the requirements under the Georgia Mandate Law Enforcement Training Act/Peace Officer's Standards and Training Act within one year shall be promoted to Deputy and receive a merit increase. Officers of the Sheriff s Department may receive an educational merit increase for each attendance of 240 hours of police-specialized training, exclusive of in-service training and the school which the department selects the officer to attend. These hours must be earned on the officer's own time. Further, an officer may receive a merit increase for each attendance of 48 quarter hours, or 32 semester hours, at an accredited college or university, and also must be earned on the officer's own time. No training hours, or college/university hours, earned prior to January 1, 1988, may be used to compute hours for an educational merit increase. All hours earned must be independent of previous credit. In no event will an officer receive more than five (5) percent annually or exceed a total of fifteen (15) percent for educational merit increases. All hours used in computation are subject to approval by the Sheriff, and approval may be obtained either prior to attendance or after attendance. RCCI Employees who are currently Correction Officers II and satisfactorily complete Correction Officer Training within one year shall be promoted to Correction Officer I and receive a merit increase. Utilities Employees who achieve Class III, II, or I Certification by the State Board of Examiners must take the certification examinations sequentially. They will be eligible for a merit increase after achieving each level of certification. Lateral Transfers When an employee is permanently transferred to a salary grade that has a relatively equivalent salary range maximum (plus or minus less than 5% change in the new salary Page 15 Augusta, Georgia Compensation Policies and Procedures Manual range maximum), that employee will not receive a pay increase or reduction. Employees who experience a lateral transfer will remain eligible for a merit increase on the next regularly scheduled review date following their transfer. Criteria for Departmental Director Salary Grades. The Salary Grades of each Departmental Director is determined by the following criteria: . Budget . Number of direct reports · Department's impact on the organization and/or the general public . Scope of responsibilities and duties Depending upon the needs of Augusta, Georgia, these level assignments may be reviewed periodically and updated. Interpretations and Exceptions Questions concerning the interpretation of these policies and procedures should be directed to Director of Human Resources. Exceptions to these policies must be approved by the Administrator. Any disagreement between line management and Director of Human Resources will be referred to the Administrator. Petitions It is the desire of Augusta, Georgia to adjust employee complaints concerning the administration of the Plan on an informal basis. Both management and employees are expected to make every effort to resolve disagreements. Given the nature of performance evaluation and the inherent obligation of management to make objective and justifiable decisions about employee performance, formal appeals under the Grievance Procedure from a performance evaluation report affecting merit adjustment will be limited to alleged discrimination because of age, sex, race, color, creed, religion, or national origin. All allegations of discrimination will be handled through the current process. Employees may discuss their performance evaluation with their Department Director related to their complaints. Page 16 , . Augusta, Georgia Compensation Policies and Procedures Manual Policies Subject to Change While ~ugusta, Georgia is committed to the policies described herein, the policies and procedures may be changed by recommendation of the Administrator to the Commission at any time should conditions warrant such changes. Page 17 Page 18 . , . Augusta, Georgia Compensation Policies and Procedures Manual APPENDIX I ' . . , Augusta, Georgia Compensation Policies and Procedures Manual EXHIBIT 1: EMPLOYEE PERFORMANCE EVALUATION REPORT Page 19 Augusta, Georgia Compensation Policies and Procedures Manual EXHIBIT 2: MERIT MATRIX Page 20 ..J ,I<. , .. . Augusta, Georgia Compensation Policies and Procedures Manual EXHIBIT 3: EXAMINATION SUBJECTS FOR FIREFIGHTERS Page 21 I, Augusta, Georgia Compensation Policies and Procedures Manual EXAMINATION SUBJECTS FOR FIREFIGHTERS 1. Subjects for the Firefighter I Examination General Fire Streams Forcible Entry Ventilation Protective Breathing Apparatus Sprinklers Emergency Medical Care Fire Alarms and Communication Ropes Safety Salvage Fire Behavior Fire Hose, Nozzles, Appliances Overhaul II. Subjects for the Firefighter II Examination General Fire Streams Forcible Entry Ventilation Protective Breathing Apparatus Sprinklers , Emergency Medical Care Fire Alarms and Communication Ropes Safety Salvage Fire Behavior Fire Hose, Nozzles, Appliances Overhaul Ladders Rescue Inspection Water Supplies Portable Extinguishers III. Subjects for the Firefighter III Examination General Fire Streams Protective Breathing Apparatus Sprinklers Fire Hose, Nozzles, Appliances Fire Alarms and Communication Ladders Safety Rescue Overhaul Water Supplies Page 22 , ' . , (; . Augusta, Georgia Compensation Policies and Procedures Manual EXHIBIT 4: SALARY STRUCTURE DEFINITIONS Page 23 . . Augusta, Georgia Compensation Policies and Procedures Manual Salary Structure Definitions Term Definition Base rate The annual or hourly rate which an employee receives as wages based on the regularly scheduled hours of work. This rate does not include overtime pay. Permanent A permanent transfer of an employee in one salary grade to Downward another salary grade that has a lower pay range maximum. Transfer "Lower" is defined as a salary range maximum that is five (5) percent less than the current range maximum. Exempt Exempt salaried employment is defined as work meeting the rules of exemption from overtime provisions of the FLSA. Employees with exempt status are compensated for the results they are expected to accomplish regardless of the number of hours worked. Each of these employees would qualify under the Administrative, Professional, Computer-Related Professional, or Executive exemption standards of the FLSA. Green-circle rate The rate of pay that is less than the minimum rate for that salary grade. An employee paid under this circumstance will be eligible for increases that will bring that person's salary up to the minimum of the salary range. Hiring rate The minimum level of compensation to be provided for an individual performing the expected standards of the job. Lateral transfer A permanent transfer of an employee in one salary grade to a relatively equal salary grade. "Relatively equal" is defined as a change in the new salary range maximum of plus/minus less than five (5) percent. Salary Structure Definitions (continued) Term Midpoint Definition The salary that is halfway between the minimum and maximum of a salary range. This salary is usually determined to be the market pay, or the average pay of comparable jobs in similar organizations. Page 24 . . , , . Augusta, Georgia Compensation Policies and Procedures Manual Non-exempt Defined as employment which does not meet the provisions of the FLSA allowing for exemption from overtime payment. Includes both salaried employees not qualified under the exemption standards and hourly employees paid for each hour worked. Overtime Time worked by an employee in addition to regularly scheduled hours and in excess of the legal maximum hours of work. Augusta-Richmond County pays overtime at the rate of one and one-half times the base rate. Compensation may be in the form of overtime payor compensatory time off. Compensation will be paid for overtime in accordance with the Fair Labor Standards Act (FLSA) as applicable to public employment. Promotion ' A permanent transfer of an employee in one salary grade to another salary grade that has a higher pay range maximum. "Higher" is defined as a salary range maximum in excess of five (5) percent of the current salary range maximum. Red-circle rate The rate of pay that exceeds the maximum rate for that salary grade. By definition, an employee paid under this circumstance will not be eligible for merit longevity or other increases until the range maXimum for the job IS increased and exceeds the individual's salary. Or, the employee is promoted to a salary grade that has a higher salary range maximum. Salary grades A group of jobs of approximately equivalent worth as determined by job content evaluation methods. Salary grades are established as a tool for the administration and control of employee pay. Salary ranges The minimum and maximum straight-time wages and salaries assigned to a salary grade, and in select cases, to individual jobs. Salary structure Defined as hierarchies of rates of pay for jobs or groups of jobs within an organization. Salary ranges are identified by a minimum pay rate, a range midpoint, and a maximum rate. Page 25 . . ' . .. . . .., " . Augusta, Georgia Compensation Policies and Procedures Manual EXHIBIT 5: SALARY RANGES Page 26 .. ... . -/ w u ~ 0 N N 0 N N -.:t 00-,0 0-, 0 ~ ~ l'-; r') ""!""! 00-,0 ~ W '" V) 00 0 00 00 oNe-; 00 ""' 00 -.:t 00 V) ..... \0 0 N 0-, r') I"- "l r') 00" 1"-" -.:t r') \0 r')"l 0-, ""' 1"-" .,f' ...) 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