Employee Skill and Qualification Inventory - DOC - DOC

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Employee Skill and Qualification Inventory - DOC - DOC Powered By Docstoc
					       NORTH CAROLINA


          Effective: May 27, 2004
                    TABLE of CONTENTS





            A.   Steering Committee
            B.   Program Administration
            C.   Supervisors
            D.   Employees
            E.   Human Resources Office



                             SECTION ONE
The purpose of this plan is to establish the guidelines and procedures for
administering the Transportation Equipment Technician/Supervisor Skill Based
Pay Program (TET/TES SBP) within the North Carolina Department of
Transportation. The plan provides a structure to manage the program both on a
day-to-day and long-term basis in order to achieve the wise use of funds (i.e., the
program provides for both the identification of individual needs for salary
adjustments and the establishment of priorities based on organizational needs),
and the fair and equitable treatment of employees.

                            SECTION TWO

This section establishes general provisions, provides applicable definitions, and
identifies specific responsibilities required of this skill based pay program.


      The Department of Transportation shall meet the following requirements:

      A.    Obtain and document management’s commitment to fairly and
            equitably administer the skill based pay program.

      B.    Orient departmental employees, supervisors and managers to the
            skill based pay program. Supervisors are responsible for orienting
            new employees to the program based on materials and resources
            provided by the DOT Human Resources Office.

      C.    Assure that all salary adjustments meet the Department’s in-range
            salary adjustment policy requirements.

      D.    Administer the policy fairly and equitably and not engage in unlawful

      E.    Document the reason for all salary adjustments.


Banded Classification – A broadly defined class concept that incorporates
related groups of graded classifications resulting in vertical and/or horizontal
integration of work.

Banded Class Pay Range – The actual range of pay (guidelines, minimum to
maximum) assigned to a banded classification within the designated pay band.

Broadbanding – The practice of managing compensation within a few expanded
pay ranges rather than a large number of narrow pay grades.

Career Development Plan – A structure of competencies, knowledge, skills, or
other distinguishing criteria developed for a banded classification. This structure
is used to assess employees for initial placement within the banded class levels
and to guide their progression through the pay band.

Career Tracks – Career development paths. A broadbanding system supports
dual-track opportunities: a supervisory and a non-supervisory track.

CGRA – Career Growth Recognition Award, determined and granted by the
General Assembly.

COLA – Cost of Living Adjustment, as determined and granted by the General

Core Equipment Systems – The following core systems are performed on all
vehicles in all State DOT repair facilities, regardless of size or available

       1. Preventive Maintenance          12. Ignition System
       2. Air Conditioning                13. Lighting System
       3. Brakes                          14. Cooling System
       4. Steering                        15. Exhaust System
       5. Tires & Tubes                   16. Fuel System
       6. Wheels, Rims & Hubs             17. Power Unit
       7. Clutch                          18. Electrical Accessories
       8. Drive Shafts                    19. Cargo Handling Systems
       9. Transmission (Manual)           20. Terminal Equipment
       10. Charging System                21. Hydraulics
       11. Cranking System                22. Safety Devices & Gauges

Secondary Equipment Systems – Secondary systems are of a specialized
nature and are performed in the larger shops where specialized tooling and/or
facilities are available.

Maximum - The highest salary which may be paid to an employee in that salary

Minimum - The lowest established salary, which may be paid to an employee in
that range.

Recruitment Range – A range of pay used to recruit for skills of a specific
position within a defined banded class.

Recruitment Standard - The minimum qualifications required by the State for an
appointment to a given classification. These include the required “knowledge,
skills and abilities,” “minimum training and experience” plus any other special
requirements such as certificates and licenses. These are required to qualify the
applicant for the hiring rate or the minimum and, if applicable, the special entry

Salary Range – A range of pay for a banded class, determined through market
surveys, that defines the minimum and maximum spread.

Skill Block – Tasks or groups of skills/duties deemed operationally significant by
management. Skill blocks are smaller than whole jobs. Individual skills are
grouped into these blocks.

T & E – Training and Experience requirements for the banded classes.

Trainee Salary Progression - A special salary plan with provision for scheduled
(but not automatic) increases, usually at six-month intervals, prior to reaching the
minimum of the salary range for the classification involved.


       For the purposes of this procedure, the following denotes responsibilities
       for the Skill Based Pay Program:


             Steering Committee members include the Human Resources
             Director, Chief Engineer-Operations, Director of Field Operations,
             and the Director of Asset Management. This is the policy making
             body for the program. The committee is the approval authority for
             all procedure matters, and skill based plan additions and


             Day-to-day administration is the responsibility of the Equipment &
             Inventory Control Unit Director and Auxiliary Programs Manager.
             Examples of responsibilities include: organizing technical
             workgroups to review existing skill based pay plans and recommend
             revision where appropriate; developing new skill sets based on
             organizational/business needs; and serving as a resource to all
             committees and workgroups.           Other responsibilities include
             proposing procedures for Steering Committee ratification,
             determining the need for Steering Committee meetings, responding
             to process and procedural items, and assuring program uniformity.

       C.    SUPERVISORS

             Supervisors (i.e.,        division and     central equipment unit
             superintendents and first line supervisors) are responsible for work
             planning and organization, work assignment and review, and some
             personnel functions. Supervisors are responsible for coaching and
             mentoring employees, designating career development paths with
             associated skill sets, providing necessary materials, serving on work
             groups, verifying skills, and documenting employee progress. Based
             on work necessity, supervisors determine whether an employee
             should be allowed to develop a specific skill. Supervisors determine
             who is best qualified for the skill, considering performance
             management reviews, observation of the employees in the work unit,
             and the initiative and interest shown by the employees.


     Employees participating in the Skill Based Pay Program are
     expected to assume significant responsibility for self-management,
     in terms of willingness to develop skills, which contribute to the
     organization’s overall mission and goals. In order to participate in
     the skill based pay program employees must have completed a
     performance cycle with a Good or above rating, and are not under
     final disciplinary action (i.e., two active disciplinary actions). In
     addition, employees must have a good attendance and safety
     record, there must be a need for the skill in the employee’s unit,
     employees must have completed all prerequisite skills, and any
     training cannot interfere with the unit’s normal production.


     The Human Resources Office will work closely with program
     administration personnel to provide overall program management by
     ensuring the Department functions in accordance with skill based
     pay program guidelines and requirements. The Human Resources
     Office will:

     1.    Establish procedures and criteria for management to identify
           and request compensation for employees based on their
           attainment of skills, subject to the availability of funds. Provide
           guidance and consultation during the process.

     2.    Establish an educational program to assure that employees,
           supervisors and managers understand the skill based pay
           procedures and the Department’s In-Range Salary Adjustment
           Policy. The Human Resources Office will conduct periodic
           training and provide necessary materials and consultation as

     3.    Designate a skill based pay program administrator with
           responsibility for reviewing and monitoring salary reserves, the
           administration of the plan and providing technical assistance
           in the administration of the plan to management.

     4.    Provide on-going analysis to ensure the integration of all
           human resources program areas (i.e., recruitment and
           selection, qualification review, salary administration, training,

     employee relations, and position management consultation to

5.   Be responsible for reviewing, analyzing and documenting
     labor market information, and making recommendations to the
     Steering Committee for adjustments to the salary rates, salary
     ranges, and skill block values to ensure that they are in-line
     with private and public sector organizations competing with
     the department, and to ensure organizational consistency.

6.   Monitor and analyze trends annually including the impact on
     demographic groups in granting increases, exceptions granted
     and the fiscal impact of administering the policy on the agency
     budget. Provide reports to Steering Committee as required.

7.   Review and recommend revision to personnel policies and
     procedures as needed.

8.   Establish a comprehensive program review procedure to
     ensure that the program is being administered fairly and

                         SECTION THREE


     Two new classifications, Transportation Equipment Technician and
     Transportation Equipment Supervisor, have been established to work in
     conjunction with the skill based pay program.           Unlike traditional
     classifications, these new classes are assigned to a broad pay range
     rather than a salary grade. The pay range has a minimum and maximum
     rate that is based on our relevant labor market. A minimum rate has been
     established for each banded class that is the prevailing market rate for
     entry into that class.

     There are no classification levels like our existing class series. As part of
     the SBP Program, three levels have been established based on the 46
     mechanical systems identified. These system categories are referred to as
     Contributing, Journey, and Advanced, and are associated with the actual
     level of mechanical work required. Specific skills and compensation
     values have also been identified for each level. This means that
     employees may be performing work at different levels for different

     Note: only employees occupying the Transportation Equipment Technician
     or Transportation Equipment Supervisor classes may participate in the skill
     based pay program.


      Training is a key element, a foundation, of this program. The Department
      of Transportation is committed to providing an extensive training program
      for all its employees; however, the accessibility to training will depend on
      two elements: needs of the organization and the individual’s motivation to
      learn new skills.

      A.    Training Components

            1.    Training Program

                  This program will be for all employees occupying positions
                  classified as Transportation Equipment Technician and
                  Transportation Equipment Supervisor. The training will be
                  documented on special forms. These forms should support an
                  understanding between the employee and supervisor
                  concerning the specific training to be provided and the
                  milestone(s) to be achieved. This program places emphasis
                  on long term employee career development.

            2.    Certification Documentation

                  This process documents employee progress toward satisfying
                  specific training requirements, including self-study, classroom,
                  and the demonstration of appropriate skills when applicable
                  and is recorded on a certification form with appropriate
                  authorization and signature.

            3.    Evaluation Criteria & Standards

                  Objective evaluation criteria and standards have been
                  established for all training elements/components that require a
                  demonstration of appropriate skills. These will be used in the
                  certification process to ensure fair and consistent treatment of
                  all employees and to guarantee that all employees who satisfy
                  a particular certification will possess the necessary skills to
                  carry out the related program work.

     4.   Training Curriculum

          Each training element/component will be supported by a
          curriculum to assist instructors with the presentation of
          material and to ensure that training provided is consistent and

B.   Training Roles and Responsibilities

     1.   Equipment & Inventory Control Unit

          The Equipment & Inventory Control Unit will have primary
          responsibility for supporting the training program. Program
          responsibilities include:

          a) Strategic Planning

          b) Oversee and coordinate the development and revision of
             guidelines and procedures regarding skill based pay
             training initiatives. This will result in a comprehensive
             training program (i.e., needs assessment, design, delivery,
             evaluation, and marketing).

          c) Direct internal and/or external training instructors.

          d) Identify contact points for field personnel involved in
             training, including any instructors or coordinators.

          e) Develop mechanisms for monitoring the delivery of training

          f) Develop quality control measures of the training that is

          g) Implement and monitor the certification and re-certification

          h) Maintain a list of all active courses available, as well as a
             list on courses in various stages of development.

          i) Research and evaluate new technologies that may require
             the development of new courses.

     j) Review proposals from management for additional course
        development and oversee the development as needed.

2.   Technical Training Instructors

     The Department of Transportation has developed a structured,
     comprehensive training and certification program to support
     the new program. While the Department has always provided
     training for its workers, it was the implementation of the new
     Transportation Equipment Technician classification and other
     demands placed on the equipment program and its workers
     that generated the impetus to institute a Department
     sponsored statewide, systematic approach to training.

     Four Technical Trainers have been established to support this
     program.     Each of the trainers will be responsible for
     conducting training in a specific region:

             Regional Area               Divisions Supported

                Coastal                    Division 1, 2 & 3
                Central                 Divisions 4, 5, 6, 8 &15
               Piedmont                 Divisions 7, 9, 10 & 12
               Mountain                  Divisions 11, 13 & 14

     The technical trainers will assist the Equipment & Inventory
     Control Unit staff in developing course curriculum and
     material, receive specialized training in systems, conduct
     classroom and field training, and provide specialized training
     as required.

3.   On-The-Job Training (OJT) Instructors

     On-the-job trainers will be responsible for guiding employees
     through an organized, well-planned hands-on training program
     with established expectations and definable skill. The on-the-
     job trainers will work with the employee after successful
     completion of the classroom portion of training. This will
     consist of performing the duties and tasks learned in the
     classroom and transferring that learning to actual work
     conditions while under the direct tutelage of an experienced
     on-the-job trainer.

           The OJT instructors will come from the ranks of the
           Transportation Equipment Technician and Transportation
           Equipment Supervisor classifications. This classification
           recognizes approximately forty-six different automotive, light-,
           medium-, and heavy-duty equipment systems. Each system
           has a structured training progression utilizing up to three
           categories of skill proficiency: contributing, journey, and

           An OJT instructor having demonstrated proficiency at the
           journey skill level and receiving the journey level skill block,
           which includes the OJT certification for that system, is
           qualified to be an OJT instructor conducting training at the
           contributing level skill block.       An OJT instructor having
           demonstrated proficiency at the advanced level of competency
           and receiving the advanced level skill block, which includes
           the OJT certification for that system, is qualified to be an OJT
           instructor conducting training at the journey level and
           contributing level skill block. Training administered by certified
           OJT instructors in systems that the OJT instructor has been
           certified to provide instructional training is qualified as required
           training for that system.

           Any training administered by an individual not certified as an
           OJT instructor or training provided by an individual in a system
           above the level of current certification will not be recognized
           for purposes of training required for that skill block.

C.   Training Delivery System

     The skill based pay program utilizes a training delivery system that
     utilizes two basic, fundamental principles of the learning process: on-
     the-job training and just-in-time training. On-the-job training involves
     structured training at the work site under actual working conditions
     with instruction provided by certified OJT instructors. Just-in-time
     training provides for training the employee and developing skills
     immediately transferable to their job responsibilities as these new
     responsibilities are assigned. Classroom training will be utilized as
     necessary. In addition, certain skills may require independent
     certification or license from an accredited source such as A.S.E.
     certification, North Carolina Community College System, North
     Carolina State Safety and Emissions License, etc.

     The Department has established uniform standards that must be
     mastered in order to be considered competent. In addition to the
     demonstration of the established skills, time frames may be imposed
     to ensure sufficient time to develop a proficiency in performing the
     learned skills.

D.   Training Process

     The training system associated with the skill based pay program
     utilizes the following phases:

           Phase 1      Course Work
           Phase 2      On-the-Job Training
           Phase 3      Certification

     Once employees enter on duty, they go through a process to identify
     the usable skills they are bringing to the Department. Once the
     employee completes their probationary period they begin to
     participate in the skill based pay program by moving into the Course
     Work Phase. During this phase the following actions take place:

           1. Supervisor and employee meet
           2. Skills needed by the organization are identified and
           3. Employee is assigned a self study workbook by the
              regional trainer for the appropriate skill
           4. Employee takes a written test, administered by the regional
           5. Upon successfully passing the test, employee moves to
              Phase II (OJT)

     During Phase II the employee is assigned to an OJT instructor. The
     OJT Instructor begins skill training. The employee is observed and
     tutored by the OJT Instructor for attainment of skills. Once all skills
     are mastered, and the time requirement has been satisfied, the
     employee moves to Phase III (Certification).

            In Phase III, the Equipment Superintendent or designee checks the

                  1.   Reports completed by the OJT Instructor
                  2.   Test Grade
                  3.   Skills
                  4.   Skill time requirements

            This process documents employee progress toward satisfying
            specific requirements. Objective evaluation criteria and standards
            have been established for all training elements/components that
            require demonstration of appropriate skills. These are used in the
            certification process to ensure fair and consistent treatment of all
            employees and to guarantee that all employees who satisfy a
            particular certification will possess the necessary skills and
            knowledge to carry out the related program work.


       A.   New Appointments

            1. A new employee who possesses the minimum qualifications and
               skills established for the banded classification shall be paid at the
               minimum rate of the associated pay range.

            2. If the new employee exhibits skills/qualifications that are above
               the minimum standards, the salary shall be established at the
               appropriate rate within the pay range.

            3. PD-105 action: EOD. PD-105 text should indicate training,
               experience, and skills, which are applicable in establishment of
               salary. Grade field should reflect “NG”. Step field should reflect

       B.   Promotion

            1. Definition: Assignment of an employee from a banded class with
               a lower pay range to a higher banded class (e.g., movement from
               Transportation Equipment Technician to Transportation
               Equipment Supervisor).

     The knowledge, skills, and abilities of the employee, as well as
     internal equity and labor market conditions, determine salary. Salary
     must be at least at the minimum of the higher pay range.

C.   Reassignment/Demotion

     1. Definition: Assignment of an employee from a higher banded
        class to a lower banded class within the banded structure of an
        occupational area (e.g., movement from Transportation
        Equipment Supervisor to Transportation Equipment Technician).

     2. If the assignment results from inefficiency in performance or as a
        disciplinary action, it is considered a demotion. If the assignment
        results from a mutual agreement between the employee and the
        employer or business need, it is considered a reassignment.

     3. The salary may be reduced to any amount within the pay range
        established for the lower banded class or it may remain the same
        except the salary may not exceed the maximum of the lower pay

     4. If the demotion or reassignment is within the same field of work,
        the employee automatically qualifies.       If the demotion or
        reassignment is to a different field of work, the employee must
        meet the minimum qualifications.

     5. An employee who has achieved career status as that term is
        defined in GS 126-1.1 shall have the right to appeal a demotion
        to the State Personnel Commission. Provisions of the appeal
        procedure shall be followed.

     6. PD-105 action: “Demotion” or “Reassignment”

D.   Grade-Band Transfer

     1. Definition:    Movement of an employee between a graded
        classification and a banded classification. May or may not
        involve position number, salary or schematic code change (e.g.,
        Transportation Services Assistant to Transportation Equipment

     2. PD-105 action: “Grade-Band Transfer”.            If salary change
        involved, text should indicate the reason for the adjustment.

     3. PD-118 action (if necessary): “Reallocation Horizontally”

     4. Salary is established by considering the comparable grade for the
        banded class (postings should indicate a comparable grade for
        state employee promotional priority preference). Then if the
        movement is to a higher grade, salary is established as for new
        appointments based on skills and qualifications, or salary may
        remain unchanged. If the movement is to a lower grade, salary
        remains unchanged.        If the movement is to the same grade,
        salary remains unchanged unless justification is provided to
        substantiate a change.

     5. If movement is from a class for which an SER has been
        implemented by the agency to a career-banded classification, any
        Maximum In-grade Adjustment (MIA) balance from the previous
        class cannot be given.

E.   In-Range Skill Based Pay Adjustments

     1. This action awards skill blocks earned by employees during a 12
        month period.

     2. PD-105 action: “In-Range Skill Based Pay (Code: 286)”. Text
        should show equipment system number, equipment system name
        and amount to be granted up to a 10% total in one year.

F.   Legislative Increases

     1. Employees in a career banded class who are eligible to receive
        increases based on current Performance Management policies
        and procedures shall receive any cost-of-living increases (COLA),
        and may be eligible to receive career growth adjustments
        (CGRA) if determined applicable by management. Management
        will consider labor market and internal equity when determining if
        CGRA increases awarded by the legislature will be utilized.


      Performance of contemporary and good employee relation practices is key
      to the success of implementing and administering the Department’s Skill
      Based Pay Program, and ensuring that the goals and visions of the
      organization are achieved.      In order for employees to have an
      understanding of the new compensation system, significant emphasis will
      be placed on communications with employees, supervisors and managers
      in order to convey what the system changes are, how the system works,
      how employees will be impacted.

      Representatives from Human Resources and the Equipment & Inventory
      Control Unit will be accountable for ensuring fairness throughout the
      implementation of the new system. As in the current compensation
      system, employees will be advised to discuss concerns and/or questions
      as they arise in the workplace first with line Management. Management
      should advise and counsel employees with the objective of preventing
      problems and providing solutions. Similar to the current compensation
      plan, job classification and pay decisions cannot be appealed to the State
      Personnel Commission under the new compensation system.


      The current performance management system that measures results and
      dimensions, with a few modifications, can be used effectively for
      employees participating in the Skill Based Pay Program.

      Under the new program, employees can receive incremental increases by
      attaining skill blocks in addition to legislative cost-of-living and career
      growth increases. The dimension portion of the current performance
      management system can be modified to identify skill attainment plans.
      Other dimensions or skills will likely need to be measured. It is suggested
      that the employee performance evaluation be used to determine basic
      eligibility for a skill based pay increase.        An employee needs to
      demonstrate an achieved skill at the expected level to receive the skill
      based pay increase and to determine eligibility for pursuing additional
      skills. The goal is to avoid creating duplicate evaluation systems. The skill
      based pay evaluation and the performance management system should
      compliment each other.


      Posting and Setting Salaries for New Hires

           Posting Vacant Position

           Because the program utilizes broader classes, the system will focus
           on skills. A minimum qualification requirement has been established
           for each banded class as follows:

                 Transportation Equipment Technician Trainee

                 Graduation from High School and two years of automotive or
                 heavy equipment repair and maintenance experience; or an
                 equivalent combination of training and directly related

                 Transportation Equipment Technician

                 Graduation from a two-year technical school with a degree in
                 automotive mechanics, automotive technology, heavy
                 equipment mechanics or a related field; or an equivalent
                 combination of training and directly related experience.

                 Transportation Equipment Technician Supervisor

                 Graduation from a two-year technical school with a degree in
                 automotive mechanics, automotive technology, heavy
                 equipment mechanics or a related field and five years of
                 experience; or an equivalent combination of training and
                 directly related experience.

           In addition to these basic recruitment requirements, each posted
           position shall have a list of skill requirements. For any one banded
           class, these skill requirements would differ for different posted
           positions depending on the level of skills required by management.

           Recruitment ranges within the band may be posted in an effort to
           attract qualified candidates with consideration of available funds and
           current staff. The level of the candidate required, and salary range
           should be considered in establishing the recruitment range.

             In posting skills, care must be taken to ensure that the skills are
             indeed required by the position and that they are written at the
             correct level.


             Establishing Entry Salaries

             A minimum salary has been established for each of the banded
             classes. New employees who meet the minimum qualification
             requirements and who possess the skills required to perform work at
             the entry level shall be paid at the minimum rate.

             For new employees who possess education, experience and skills
             above the minimum requirements, entry salaries between the
             minimum and maximum may be established, if the posted skill sets

             Care will need to be taken in the interview process to assure that the
             entry salary of selected applicant matches the skills needed by the
             position. Specialized interview techniques that address skills such
             as behaviorally based interviews will have to be developed and


       Human Resource professionals have to make a concerted effort to make
       accurate FLSA determinations in a banded structure. FLSA basically
       categorizes work in two types: exempt and non-exempt. The implications
       to both monetary terms and employee morale level can be significant if
       jobs are not properly designated, resulting in non-exempt employees not
       being compensated for overtime hours that are worked.

       While FLSA requires that all jobs have to be individually evaluated and
       assigned an FLSA designation, the old classification structure and salary
       grade levels provided a good starting point in terms of actual pay and
       position classification. In a banded environment, job duties need to be
       monitored in order to determine if or when a shift in job duties (upward or
       downward) affects the prescribed FLSA designation of the employee.

      For the purposes of the new Skill Based Pay Program, employees
      occupying Transportation Equipment Technician and Transportation
      Equipment Supervisor classes will be designated as “Subject”.

      Classifications subject to the Wage and Hour provisions earn overtime at
      the rate of time and one-half for every hour worked over forty in a
      workweek. Each week stands alone. Any overtime not taken off at the end
      of the pay period shall be paid.

      Exception: Employees in the 4000 series of Equipment are allowed to
      earn compensatory time at time and one-half for each hour worked in
      excess of 40, but not to exceed 50 hours/week. There is a maximum of
      240 hours of compensatory that can be accumulated. An employee has
      one year from the time this leave is earned to take this leave or it shall be
      paid. In addition to the above, all hours worked in excess of 50
      hours/week will be compensated monetarily by time and one-half.

      Additional information regarding the Wage & Hour Policy can be obtained
      from the DOT Human Resources Manual.


      Under the skill based pay system, the Department will continue its
      commitment to promote a diverse workforce and to guarantee equal
      employment opportunities for all employees and applicants without

      In implementing the compensation program, the North Carolina
      Department of Transportation will continue to ensure that all personnel
      practices and policies related to the selection, recruitment, compensation,
      promotion, training, and career development of employees are
      administered in a fair, equitable, and non-discriminatory manner in
      accordance with Equal Employment Opportunity Policy and law.


      One of the project goals was to design a system that allows for the
      delegation of compensation decisions to department management. This
      delegation of decision-making authority will result in quicker compensation
      decisions, another goals of the system. In order to accomplish this,
      managers need information to make decisions and they must know how to
      use that information to make correct decisions.            In addition, with

delegation, monitoring and accountability systems will have to be in place
to detect decision making trends that might indicate problems.

One effective accountability system is the use of program evaluation. This
involves a periodic assessment of classification, compensation, and pay
systems to determine impact on the organization and to identify
opportunities for improvements. The evaluation system for this program
will include collecting and analyzing information in the following categories:

      Classification – Ensuring that jobs performing basically the same
      work are classified the same way.

      Compensation – Ensuring that assigned salary ranges are
      reasonably competitive in the relevant market area.

      Pay Relationships – Ensuring employees in the same class are paid
      equitably considering their relative skills, training and work history.

      Recruitment & Selection – Ensuring that separation, vacancy, and
      recruitment rates (time period required to fill vacancies) are

      Pay Practices – Ensuring that the amount of salary increases
      awarded for skill blocks, promotions, reclassifications, and other
      types of salary adjustments are consistent and fair.

The information will be collected and viewed in light of the organization’s
demographic characteristics to identify potential disparate treatment or

As the Department has selected a skill based pay option, methods of
collecting and tracking information on these additional measures is

      Recognition of Skill Development – Ensuring processes are
      available to track changes in skills and resulting salary adjustments.

      Development Opportunities – Ensuring equal access to training or
      other employee development opportunities.

Roles and Responsibilities

      Human Resources

         1. Provide training to managers.

         2. Develop processes and tools.

         3. Provide managers with information on which to base

         4. Consult with managers on compensation decisions.

         5. Develop and operate quality control programs to assure that
            compensation decisions are accurate. The quality control
            program will include regular review of the salary ranges, skill
            block values, spot-checks of compensation decisions, review
            of the distribution of salaries, and procedures for addressing
            problems identified.


Description: Employee Skill and Qualification Inventory document sample