C_-_Class_Comp_Maintenance_Manual_-_240524.pdf

Classification and Compensation Maintenance Manual for

Charles County Government, MD

June 2021

Evergreen Solutions, LLC Page 1

OVERVIEW

This manual provides guidelines for the maintenance of the organization’s classification and compensation system, and is separated into the following sections:

Classification and Compensation – General information about classification and compensation and a brief description of your organization’s new classification and compensation structures.

System Maintenance – A description of recommended methods for maintaining the organization’s classification and compensation system.

Job Assessment Tool © (JAT) – A description of the Evergreen Solutions tool used to collect classification information.

JAT Scoring – A description of the methodology for scoring the JAT to quantify compensable factors for comparison across the organization’s classification system.

Market Data – A description of the process of collecting and analyzing salary data, utilizing the Salary Survey Tool.

Slotting Classifications – A description of the process of assigning pay ranges to classifications, utilizing the Master Grade Predictor Tool and Slotting Analysis Form.

CLASSIFICATION AND COMPENSATION

A classification system establishes how work is organized and how human capital is utilized to meet the needs and perform the core services of an organization. In order to ensure internal equity, or fairness throughout the organization, it is critical that the organization’s classification system accurately capture the work being performed by employees. It is good practice to periodically review the classification system, specifically the work performed by employees. This should be done on a regular basis, if practical, at least annually. Some organizations find it is appropriate to review classification descriptions concurrent with employees’ annual performance review, if conducted.

Closely related to an organization’s classification system is its compensation system, which establishes how employees in the organization are rewarded for the work they perform. An organization’s compensation system typically consists of a benefits package and a pay plan

E V E R G R E E N S O L U T I O N S , L L C

Classification and Compensation Maintenance Manual

Classification and Compensation Maintenance Manual

Evergreen Solutions, LLC Page 2 with pay grades that are assigned to classifications, but can include additional perquisites as well.

The compensation and classification systems recommended by Evergreen Solutions work in tandem to categorize and compensate the type and level of work performed by employees.

The classifications, or job titles, recommended by Evergreen Solutions reflect the work assigned to the positions. The revised or new compensation structure developed by Evergreen Solutions can be found in the Master Grade Predictor tool, in the “Proposed Pay Grades” tab.

SYSTEM MAINTENANCE

Your organization’s compensation and classification structure was designed by Evergreen Solutions to remain relevant for three to five years from the date of implementing the new structure with few changes. After three years, it may be necessary to conduct a salary survey of a small sample of classifications to assess the competitiveness of the compensation structure and to detect any large change in the market. After five years, it is recommended that the organization conduct another compensation and classification study to assess the effectiveness of the entire system. However, in the interim, issues may arise that require the collection of classification and/or compensation data and possible revisions based on the data. Such issues include:

Employee(s) and/or supervisor(s) request an individual reclassification because the employee’s duties differ from other employees’ duties in the classification or a title change for an entire classification because of a change in duties for all employees in the classification.

Employee(s) and/or supervisor(s) request a revision of the assigned pay grade for one or more classifications.

A new classification is created which needs to be assigned a pay grade.

Classification Issues

If employee(s) and/or supervisor(s) request an individual reclassification or a title change for an entire classification, a classification analysis is required to determine the appropriate action. The data used to make a determination about a change to a classification title for an individual or an entire classification are collected by means of the JAT (see Appendix A), which is described in detail in the JAT section of this manual. To address one of these types of requests, the procedure outlined in the Reclassification Flow Chart in Exhibit A should be followed.

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EXHIBIT A

RECLASSIFICATION FLOW CHART

After the employee or supervisor requests a reclassification, the individual employee under consideration for a classification change or an employee in the classification (in the case of an entire classification change) should complete a JAT. The employee completing the JAT should be given instructions to be very specific in the sections regarding the Job Description and Essential Tasks of the classification.

After the employee completes the JAT, the supervisor and/or the department head overseeing the position should review the employee’s responses in the JAT for accuracy. Any disagreement with the employee’s responses should be documented in the supervisor review section of the JAT form. Next, the JAT should be reviewed and scored by a member of the Human Resources (HR) team according to the instructions found in the JAT Scoring section of this manual.

HR Team makes decision regarding reclassification

Decision should be based on work performed described in JAT

JAT is scored and reviewed for accuracy by HR Team

Supervisor and/or Department Head reviews Employee's completed JAT

Supervisor and/or Department Head should verify work performed by employee described in JAT

Employee completes JAT

Instruct Employee to be specific in Section 2 (Job Description) and Section 3 (Essential Tasks)

Employee or Supervisor requests reclassification

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After the JAT has been completed, reviewed, and scored, a determination should be made regarding the title of the classification or the classification of the individual. The information in the JAT should be compared to the job summary, essential tasks, and requirements listed in the classification’s current job description. If the work described in the JAT differs significantly from the work outlined in the job description, a recommendation should be made for a change to either the individual’s classification title or the title of the classification, depending on the nature of the initial request.

Compensation/Pay Grade Issues

If employee(s) and or supervisor(s) request an adjustment to the pay grade assigned to one or more classifications, two types of data may be necessary to determine an appropriate response to the request. First, market data should be collected; this process is outlined in detail in the Collecting Market Data section of this manual. Second, classification data may need to be collected by means of the JAT as described in the previous section if the change in market position is suspected to be due to a change in duties, responsibilities, or the compensable factors outlined in the JAT and JAT Scoring sections in this manual. If the JAT is completed, the procedures outlined in the JAT section of this manual should be followed.

After the appropriate data are collected, the Slotting Analysis Form (see Appendix B) discussed in the Classification Slotting section of this manual should be utilized to determine and document if a change to the classification’s pay grade is supported by the JAT score and market data. Once the final determination is made on the classification’s pay grade, it may be necessary to adjust the salaries of individuals in the classification utilizing the organization’s guidelines or policies in this regard.

This procedure for addressing compensation and/or pay grade issues is outlined in the Compensation/Pay Grade Issues Flow Chart in Exhibit B.

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EXHIBIT B

COMPENSATION/PAY GRADE ISSUES FLOW CHART

New Classification

When a need for a new classification is identified, the department head and/or supervisor of the proposed new classification should complete a JAT following the instructions in the JAT section of this manual. Next, the JAT should be scored according to the guidelines in the JAT Scoring section of this manual. Once the JAT is completed and scored, the procedures outlined in the Market Data section of this manual should be followed to collect accurate salary range information from market peers. The classification should then be slotted into the organization’s pay plan using the Slotting Analysis Form detailed in the Classification Slotting section of this manual. Once an appropriate pay grade is determined, a job description should be created utilizing the information collected with the JAT.

HR Team adjusts salaries of employees in Classification (if necessary)

Calculate the appropriate salary based on hiring/promotional practices

HR Team makes decision regarding pay grade assignment

Reasoning for decision should be documented in the Slotting Analysis Form

Employee or Supervisor completes JAT (optional)

This step is only necessary if adjustment is requested due to a change in duties, responsibilities, or compensable factors

HR Team collects market data using Salary Survey Tool

Employee or Supervisor requests pay grade adjustment

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The procedure for responding to the creation of a new classification is outlined in the New Classification Flow Chart shown in Exhibit C.

EXHIBIT C

NEW CLASSIFICATION FLOW CHART

JAT

The JAT is used to collect information about classifications in the organization, and can be used to analyze classifications at any level and in any job family within the organization. The information collected with the JAT helps determine how work is organized within the organization and whether classifications performing similar types of work are being compensated fairly across the organization. Other uses of the data collected with the JAT include determining Fair Labor Standards Act (FLSA) exemption status of classifications, ensuring compliance with the Americans with Disabilities Act (ADA), and updating job descriptions.

Job Description is created by the HR Team for the new Classification

The completed JAT should be utilized when creating the new Job Description

HR Team makes decision regarding pay grade assignment of New Classification

Reasoning for decision should be documented in the Slotting Analysis Form

JAT is reviewed and scored by an HR Team Member

Department Head or Supervisor completes a JAT for the new Classification

New Classification is created by Department Head or HR Team

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The JAT consists of several sections, which are listed and described below:

Job Overview – Collects information about the person completing the JAT and the title and department of the classification under review

Job Description – Asks for a brief description of the purpose of the job and the type of work performed; collects information about the official workweek of the classification and whether or not it is classified as full time; collects information about the number of full-time and part-time employees that are directly and indirectly supervised by the classification

Education – Collects information about the classification’s required and preferred education level, licenses, certifications, and professional designations

Work Experience – Collects information about the required amount of work experience for the classification and whether or not potential employees’ experience and education should be allowed to be interchangeable

Essential Job Functions – Asks for a description of the defining tasks of the classification;

collects information about the frequency and percentage of time spent on each task; identifies the five most important job functions of the classification

Type of Work Performed – Collects information used to determine the classification’s FLSA exemption status

Leadership – Collects information about the degree to which a classification receives direction or provides direction to others

Working Conditions – Collects information about the degree to which a classification operates in an environment of change or risk to oneself or others

Complexity – Collects information about the degree to which higher level education, knowledge, or analytical abilities must be utilized by the classification

Decision Making – Collects information about the degree to which a position acts autonomously and oversees the actions of others

Relationships – Collects information about the degree to which the classification interacts with others

Use of Equipment and Machinery – Collects information about the classification’s use or repair of equipment and machinery as well as the classification’s supervision of employees who use or repair equipment and machinery

Physical Abilities – Collects information about the physical abilities required to perform the essential functions of the classification

The JAT has multiple levels of review, which helps to maintain the accuracy and objectivity of the information collected. The different levels of review are displayed in Exhibit D, and are described below the exhibit.

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EXHIBIT D

JAT LEVELS OF REVIEW

The first level is the completion of the JAT by an employee in the classification. If the classification is vacant, the JAT should be completed by a designated employee in the Human Resources department. If the JAT is being completed by a designated employee in the Human Resources department, the most recent job description for the classification should be consulted when completing the JAT. Instructions are provided on the JAT form for each section of the JAT.

After the JAT is completed, the direct supervisor of the classification reviews the submitted JAT for accuracy. During the supervisor review, the employee’s answers should not be changed; the supervisor marks whether he or she agrees or disagrees with the employee’s answers and makes comments as needed.

After the supervisor reviews the submitted JAT, the department head overseeing the classification has an opportunity to review the JAT and provide feedback. This level of review is optional, but it is encouraged in order to obtain the most accurate classification information possible.

The last level of the JAT review process is for a designated employee in the Human Resources department to check the JAT for accuracy and to score the JAT. If an employee in the Human Resources department completed the JAT for a vacant classification, care should be taken to ensure that the employee in the Human resources department who completed the JAT does not also review or score it. Details about scoring JATs are provided in the next section of this manual.

Level 4

HR Department member reviews and scores JAT

Level 3 (Optional)

Department Head reviews JAT

Level 2

Direct Supervisor reviews JAT

Level 1

Employee completes JAT following the directions provided for each section on the JAT form

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JAT SCORING

JAT scores are used to compare classifications in the organization to ensure internal equity when compensating classifications within and across departments. JAT scoring provides a quantitative measure of five compensable factors, which allows for objectivity when comparing classifications. The same rubric is used to score all types of classifications, which provides consistency and fairness in the JAT scoring process. The Master Grade Predictor Tool will be used for the JAT scoring process.

The five compensable factors that are scored are Leadership, Working Conditions, Complexity, Decision Making, and Relationships. In each of these five sections of the JAT, the person completing the JAT is directed to select the “Closest Match” out of eight statements regarding each factor. The eight statements, called levels, are assigned a different score depending on the level and factor. The five different factors are not all weighted equally; Leadership has the highest points associated with it, Complexity and Decision Making have the next highest points associated with them, and Working Conditions and Relationships have the lowest points associated with them. Exhibit E summarizes the points assigned to each level of each compensable factor. The JAT Scoring Guide, found in Appendix C shows the numeric score associated with each level of each factor along with a description of each level of each factor.

EXHIBIT E

POINT DISTRIBUTION FOR COMPENSABLE FACTORS

The “Closest Match” selected by the person completing the JAT could be considered the original score for the JAT. The adjusted score (which is determined by HR) is calculated by adding together the numeric score for the level selected for each of the five compensable factors. An example calculation is shown in Exhibit F.

Level Leadership Work ing Conditions Complex ity Decision Mak ing Relationships

1 37.5 18.75 25 25 18.75 2 75 37.5 50 50 37.5 3 100 56.25 75 75 56.25 4 125 75 100 100 75 5 150 93.75 125 125 93.75

6 175 112.5 150 150 112.5

7 200 131.25 175 175 131.25 8 300 150 200 200 150

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EXHIBIT F

EXAMPLE OF JAT SCORING CALCULATION

The “JAT Scoring Template” tab in the Master Grade Predictor tool (shown in Exhibit G), automatically calculates the adjusted (by HR) JAT Scores. The original score (or selection of the closest match by the individual completing the JAT) should remain untouched for record-keeping purposes. The new selections for the closest match by the HR team will be calculated as the (adjusted) score for the classification. If there is a significant disagreement between what the employee selected and what one or all the reviewers stated, it may be necessary to schedule a meeting with the disagreeing parties to discuss the disagreement and determine the most accurate level for the compensable factor.

EXHIBIT G

JAT SCORING TEMPLATE TAB (EXAMPLE)

To use the “JAT Scoring Template” tab, begin by typing the Classification name in column A.

Next, type in the whole number (1-8) corresponding with each compensable factor, as shown on the employee’s JAT in the “Original Score” section of the spreadsheet. Then, HR should determine and type in the whole number (1-8) of the level selected as the “Closest Match” in the “Adjusted Score” section of the spreadsheet. This sheet will automatically calculate JAT scores based on the data entered. The “Adjusted Score” column will show the calculated JAT score for that position.

Compensable Factor Level Selected Points

Leadership 2 75 Working Conditions 3 56.25

Complexity 1 25 Decision Making 2 50

Relationships 2 37.5

243.75Total Score:

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MARKET DATA

When employee(s), supervisor(s), department head(s), and/or the HR team suspect a change in the market range for one or more classifications, it is necessary to collect market data to assess the validity of the suspicions. An overview of the process, which is discussed in detail throughout this section, is shown in Exhibit H.

EXHIBIT H

MARKET DATA COLLECTION FLOW CHART

The HR team should use the Salary Survey Tool for data collection. On the first tab, “Classification Info”, all of the information related to the classification (as shown in Exhibit I) should be entered. If you would be interested in comparing the position at a market position other than the average (e.g. 60th percentile because a position is hard to recruit and/or retain), please enter the whole percentile number in the “Percentile (Optional)” column. If you intend to only compare the position at the market average, then you may leave “Percentile (Optional)” blank.

HR Team enters collected salary range data in the Salary Survey Tool

HR Team collects salary data from identified peers

Research available online data Call peers directly

HR Team identifies 5 ‐ 10 market peers

Geographic peers Peers with similar characteristics

Recruitment/retention issues

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EXHIBIT I

CLASSIFICATION INFO TAB (EXAMPLE)

Next, identify what peers should be targeted for salary information. There are multiple ways to answer this question. Peers are often selected as targets based on their geographic proximity to the organization. The idea behind this method is that nearby organizations are competing for employees in the same labor market. Other criteria for selection of peer organizations include similar sizes, similar demographics, and similar economies. Lastly, peers can be selected based on specific classifications’ recruitment and/or retention issues.

Data collected during exit interviews can be a valuable resource for targeting peers with a history of attracting the organization’s employees.

To enter peer information, go to the “Targets” tab in the Salary Survey Tool. Enter the name of the peers who will be contacted for data collection.

EXHIBIT J

TARGETS TAB (EXAMPLE)

The final tab in the Salary Survey Tool is “Job for Review” (see Exhibit K). The title of the classification being surveyed will appear at the top of the spreadsheet in column B, and the rows below are spaces for you to enter market data. Each peer will have its own row in the sheet.

Each targeted market peer should be contacted, and the minimum, midpoint, and maximum salaries of the assigned pay grade for the matching classification at the peer should be entered in the appropriate column. The salaries obtained from the targeted peers should be based on the duties and requirements of the classification, not just its title. It is helpful to have a copy of the job description on hand when contacting peers, so that the classification can be accurately described and correctly matched to a classification at the peer organization.

If market data are being collected for a new classification that has not yet been assigned a pay grade, the Pay Grade, Minimum, Midpoint, and Maximum differentials will be blank.

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Also on the “Job to Review” tab, are the aggregated results of the market data. Typically, you will look at “Respondent Average” to get an idea of what is the average market minimum, midpoint, and maximum of the salary range for the surveyed position. Sometimes, you may want to consider a different percentile for that position. For example, if you want that position to be even more competitive in the market, you will want to consider the numbers shown in the “Respondent Percentile (optional)” row.

EXHIBIT K

JOB FOR REVIEW TAB (EXAMPLE)

SLOTTING CLASSIFICATIONS

Once a classification’s JAT is scored and market data is collected, it is ready to be slotted into an appropriate pay grade. Using the Master Grade Predictor tool, you can evaluate which pay grade would be most appropriate for the position.

The key step of completing the slotting process is to determine the recommended grade, considering the appropriateness of each possible grade. You should already have a JAT score computed for the classification, using the “JAT Scoring Template” tab (see Exhibit G for reference). You will enter the score in the “Adjusted Score” column into the blue highlighted cell on the “Grade Predictor” tab (see Exhibit J). You will see other columns (B-C) that are part of a regression equation that will automatically predict the midpoint and grade for the classification. These numbers are driven by “JAT Scores & Class Recs” tab, which contains the JAT scores and salary ranges for existing classifications. Nothing needs to be done to that tab.

“Predicted Midpoint” column “Projected Grade” column in the “Grade Predictor” tab will show what would be the expected Midpoint and Grade for that position.

EXHIBIT J

GRADE PREDICTOR TAB (EXAMPLE)

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While you have the predicted grade, it may be decided, based on the market data, that the classification should be a grade higher or lower to match up with the market position. Or, it may be decided that to better align with other positions in corresponding pay grades, the classification should be moved up or down a pay grade. Use of that kind of judgment is to be expected during this process. In fact, due to the high level of independent judgment utilized in the pay grade slotting process, it is essential to document all information considered during the process, utilizing the Slotting Analysis Form. Completing the Slotting Analysis Form can help with tracking all of the information that goes into deciding which pay grade to slot a classification, such as: market data, relationship with other positions, and predicted grade.

OVERVIEW

The information contained in this manual is intended to provide you, our client, with the tools to administer, maintain and update the Classification and Compensation system developed and recommended by Evergreen Solutions. If you require additional training or assistance while utilizing this manual and the provided tools, you are encouraged to contact Evergreen Solutions directly.

Evergreen Solutions, LLC

Appendix A:

Job Assessment Tool

Job Assessment Tool A-1

Job Assessment Tool©

The Job Assessment Tool is a document used to gather information from employees about their jobs. Specifically, you are being asked to give us feedback on your role, responsibilities, and duties in the organization.

Your information is critical to the review of how the organization compensates employees performing their work. The Human Resources (HR) Department will review this information and determine the appropriate classification and compensation for the position.

Your information is not used to assess your individual performance, adjust staffing levels in your area, reduce your current salary, or eliminate your position.

Please complete all sections to the best of your ability. By providing clear and complete information about your job, you will help Human Resources Department gain a thorough understanding of the work you perform, and the appropriate compensation for the position. This tool does not measure employee performance.

Employee’s Name:

Individual Completing JAT (if different than above):

Current Job Title/Grade:

Proposed Job Title/Grade:

Department:

Supervisor’s Name:

Date:

Job Assessment Tool A-2

SECTION 1.0 JOB DESCRIPTION

Briefly provide an overview of your job, including a description of the purpose of your job and the type of work you do. This may be the same as the introduction to your current job description, but it does not need to be.

Please indicate below the number of people you supervise directly and/or indirectly.

Directly: (Direct supervision is the management or supervision of employees who report work to you and who you evaluate without assistance. Please do not include subcontractors.)

Indirectly: (Indirect supervision is the management or oversight of employees who report to you through another supervisor who reports directly to you. Please do not include subcontractors.)

TYPE OF WORK PERFORMED

Please check the one box that best describes the type of work you do. If you check box 3, 4, or 5 there are additional questions below.

1. Clerical or Manual 4. Managerial/Professional

2. Technical/Paraprofessional 5. Executive/Advanced Professional

3. Administrator 6. Laborer/Trade-Based Occupations

Job Assessment Tool A-3

EDUCATION

To perform your job correctly, how much education should you be required to have?

Up to and including some high school Master’s Degree

High school diploma/GED Doctorate Degree

Associate’s Degree Other

Bachelor’s Degree

WORK EXPERIENCE

To perform your job correctly, how much experience should you be required to have?

No experience required 4 Years

Six months 5 Years

1 Year 6 Years

2 Years 7-10 Years

3 Years Over 10 Years

Please list any licenses, certifications, or professional designations you believe should be required for your position.

Please list any licenses, certifications, or professional designations you believe should be preferred for your position.

Job Assessment Tool A-4

SECTION 2.0 JOB FUNCTIONS

In the tables provided on following pages, please include all essential job functions you perform. For every function you list, please note how often you perform the function— Daily, Weekly, Monthly, A Few Times Per Year, or Annually. Then, estimate the total percent of your time spent on each function on an annual basis. Lastly, please check off the five most important functions you perform.

Example 1

Job Function Create and maintain department filing system

Percentage of time spent on function

Most Important Function YES

Example 2

Job Function Compile, calculate, and maintain department payroll records function

Job Assessment Tool A-5

JOB FUNCTIONS

Job Function function

Job Assessment Tool A-6

JOB FUNCTIONS (Continued)

Job Assessment Tool A-7

Job Assessment Tool A-8

Job Assessment Tool A-9

SECTION 3.0 JOB FACTORS

LEADERSHIP

Please read the responses below and pick the one closest match to your level of leadership in the organization.

I follow specific directions provided by my supervisor and receive feedback on what I do. Closest Match

I have procedures to follow for my work and my supervisor checks my work often. Closest Match

I have guidelines for my work, but I determine the approach for doing the work. My supervisor focuses on the outcomes of my work.

Closest Match

I work from a general outline of duties and responsibilities. Other employees assist me in completing our work.

Closest Match

I oversee the work of a team engaged in providing specific services, completing specific projects, or assisting other units.

Closest Match

I organize work around broad organizational goals and processes. My supervisor oversees my activities through regular meetings.

Closest Match

I oversee, plan, and implement major programs and services for the organization. I report on my progress to the organization's executive team.

Closest Match

I determine strategy as well as long range goals for the organization. I design processes, allocate resources, and report to elected officials or the public.

Closest Match

Please provide below a brief explanation of why the closest match you selected applies to your job. You may reference specific job functions, descriptions of projects/programs, and/or any details about your job that will help clarify and support your selection.

Job Assessment Tool A-10

WORKING CONDITIONS

Please read the responses below and pick the one closest match to the working conditions you experience in your job.

I work in a relatively safe, secure, and stable work environment. Closest Match

I work in a safe and secure work environment that may periodically have unpredicted requirements or demands.

Closest Match

I work in a dynamic environment that requires me to be sensitive to change and responsive to changing goals, priorities, and needs.

Closest Match

I work in an environment with heavy equipment and machinery that could result in bodily harm to my co-workers or others.

Closest Match

I deal with crisis situations that require me to make major decisions involving people, resources, and property.

Closest Match

I spend part of my time working in an environment where errors on my part can lead to significant physical or mental consequences for me or others.

Closest Match

I spend most of my time working in a physically threatening environment that requires me to make life and death decisions for me and others.

Closest Match

I regularly make decisions that could lead to major community or organizational consequences if I fail to make the appropriate decision at the time.

Please provide below a brief explanation of why the closest match you selected applies to your job. You may reference specific job functions, descriptions of projects/programs, and/or any details about your job that will help clarify and support your selection.

Job Assessment Tool A-11

COMPLEXITY

Please read the responses below and pick the one closest match to the level of complexity of your job.

I perform specific clerical or manual tasks. Some of my typical responsibilities may include copying, maintaining files, or entering data OR utilizing light mechanical equipment such as a vehicle, lawn mower, or hand tool OR clean and maintain a facility.

Closest Match

I perform work that necessitates some specialized knowledge of clerical or trades-based tasks. Some of the typical responsibilities include gathering, formatting, or visually analyzing data OR operating construction or warehouse equipment (moving vans, dump trucks, front-end loaders).

Closest Match

I perform technical or trades-based work that requires a solid understanding of basic algebra and statistics OR use of heavy equipment. Some of the tasks performed include participating in data collection and detailed analysis; reporting on the accomplishment of specific departmental goals and tasks; OR operating or repairing heavy equipment (bulldozers, cranes, graders).

Closest Match

I perform entry-level professional work including basic data analysis and synthesis, report creation, process performance, and regulatory or compliance activities. My work involves statistics, operations analysis, or forecasting.

Closest Match

I perform professional-level work dealing with data, people, and technology that relates to administrative, technical, scientific, engineering, accounting, legal, or managerial skills.

Closest Match

I perform work that encompasses advanced technical, scientific, legal, or mathematical concepts. My work directly contributes to the implementation of specific policies, programs, or initiatives of the organization.

Closest Match

I oversee work that involves the use of complex technical, scientific, or mathematical concepts that increases the efficiency and effectiveness of the organization. I analyze and make recommendations on how to improve the operational performance of the organization.

Closest Match

I develop policies, long range plans, and allocate funds. I make decisions that involve multiple priorities, limited resources, and internal and external challenges. Most of my decisions impact the organization as a whole. I report to elected or appointed officials who hold me accountable for the success of the organization.

Closest Match

Please provide below a brief explanation of why the closest match you selected applies to your job. You may reference specific job functions, descriptions of projects/programs, and/or any details about your job that will help clarify and support your selection.

Job Assessment Tool A-12

DECISION MAKING

Please read the responses below and pick the one closest match to the level of decision making of your job.

I perform routine or clearly defined activities under close supervision. Most of my decisions regarding my activities and priorities are made by supervisors.

Closest Match

I follow specific procedures that may result in interaction with co-workers, citizens, or other individuals. I make a few decisions regarding my activities and priorities.

Closest Match

I work in a responsive environment where co-workers or citizens bring problems to me for resolution. I am responsible for determining the problem and creating an individual solution for the issue.

Closest Match

I make decisions that govern my activities as well as others. My decisions impact how our unit provides services and support to internal and external customers.

Closest Match

I follow basic guidelines for operational activities. I make decisions that govern the activities and behaviors of staff members. My work directly impacts other workers, citizens, or both.

Closest Match

I oversee numerous functions and staff. I am principally responsible for determining policies and procedures that will ensure the success of our operation.

Closest Match

I am responsible for determining goals, policies, and desired outcomes for multiple units. I determine the appropriate level of resources to meet the organization's needs.

Closest Match

I perform work that involves high level issues, processes, or organizational needs. My decisions impact the community at large, most of the staff, or both. I am evaluated by elected officials or senior managers based on the outcomes of my decisions.

Please provide below a brief explanation of why the closest match you selected applies to your job. You may reference specific job functions, descriptions of projects/programs, and/or any details about your job that will help clarify and support your selection.

Job Assessment Tool A-13

RELATIONSHIPS

Please read the responses below and pick the one closest match to types of relationships present in your position.

I work primarily alone. Closest Match

I work with less than ten co-workers who are mostly engaged in the same activities as me. Closest Match

I work with more than ten coworkers who mostly engage in the same activities as me. Closest Match

I oversee and manage more than two employees in the organization performing similar work. Closest Match

I oversee and manage more than two employees in the organization performing different types of work. Closest Match

I oversee and manage work involving multiple units. I work regularly with other managers to successfully meet the goals and objectives of our organization.

Closest Match

I provide updates to senior managers, elected officials, or other community groups or organizations. I work regularly with other Directors or senior managers to ensure the provision of efficient and effective services.

Part of my performance is tied to how well I respond to members of the community or internal peers within the organization.

Closest Match

I interact with senior managers, citizens, and elected officials on a regular basis. My primary role in the organization is to ensure that the principles and objectives of the elected officials are implemented in an efficient and effective manner.

Please provide below a brief explanation of why the closest match you selected applies to your job. You may reference specific job functions, descriptions of projects/programs, and/or any details about your job that will help clarify and support your selection.

Job Assessment Tool A-14

SECTION 4.0 EQUIPMENT AND MACHINERY

Please check each box that applies to the use of equipment and/or machinery in your job. You may check as many boxes as apply.

Does not apply to my job

Repair, develop, or install computer hardware or network systems

Use small office equipment, including copy machines or multi-line telephone systems

Repair, develop, or install complex software or management information systems

Use computers for data entry

Supervise employees using or repairing heavy or complex machinery

Use computers for word processing and/or accounting purposes

Supervise employees developing, installing, or repairing technology systems

Use highly technical computer applications, such as GIS or CAD

Establish policies for using, acquiring, and/or maintaining heavy or complex machinery

Use or repair small/light equipment, such as power tools

Establish policies for using, acquiring, and/or maintaining technology systems

Use or repair medium equipment and machinery, such as vehicles or commercial mowers

Create and guide implementation of capital improvement plans or programs

Use or repair heavy or complex machinery, such as HVAC systems, construction equipment, or water plants

Create plans for and guide implementation of major construction projects

Repair, develop, or install telecommunications systems

Create plans for and guide implementation of new technology systems

Please provide below a brief explanation of why the uses of equipment and machinery you selected apply to your job. You may reference specific job functions, descriptions of projects/programs, and/or any details about your job that will help clarify and support your selection(s).

Job Assessment Tool A-15

SECTION 5.0 PHYSICAL ABILITIES

Please indicate below all physical abilities you must have to perform your essential job functions. You may check as many abilities as apply to your job. However, you should only check off physical abilities that are required to perform your essential job functions.

Does not apply to my job.

Crawling: Moving about on hands and knees or hands and feet.

Sedentary work: Exerting up to 10 pounds of force occasionally and/or negligible amount of force frequently or constantly to lift, carry, push, pull or otherwise move objects, including the human body.

Crouching: Bending the body downward and forward by bending leg and spine.

Light work: Exerting up to 20 pounds of force occasionally, and/or up to 10 pounds of force to move objects.

Feeling: Perceiving attributes of objects, such as size, shape, temperature or texture by touching with skin, particularly that of fingertips.

Medium work: Exerting up to 50 pounds of force occasionally, and/or up to 30 pounds of force frequently, and/or up to 10 pounds of force constantly to move objects.

Manual Dexterity: Picking, pinching, typing, or otherwise working, primarily with fingers rather than with the whole hand as in handling.

Heavy work: Exerting up to 100 pounds of force occasionally, and/or up to 50 pounds of force frequently, and/or up to 20 pounds of force constantly to move objects

Grasping: Applying pressure to an object with the fingers and palm.

Very heavy work: Exerting in excess of 100 pounds of force occasionally and/or in excess of 50 pounds of force frequently, and/or in excess of 20 pounds of force constantly to move objects.

Handling: Picking, holding, or otherwise working, primarily with the whole hand

Balancing: Maintaining body equilibrium to prevent falling while walking, standing or crouching on narrow, slippery, or erratically moving surfaces. The amount of balancing exceeds that needed for ordinary locomotion and maintenance of body equilibrium.

Hearing 1: Perceiving the nature of sounds at normal speaking levels with or without correction. Ability to receive detailed information through oral communication, and to make the discrimination in sound.

Climbing: Ascending or descending ladders, stairs, scaffolding, ramps, poles and the like, using feet and legs and/or hands and arms. Body agility is emphasized.

Hearing 2: Ability to receive detailed information through oral communication, and to make the discrimination in sound.

Kneeling: Bending legs at knee to come to a rest on knee or knees.

Stooping: Bending body downward and forward by bending spine at the waist. Occurs to a considerable degree and requires full motion of the lower extremities and back muscles.

Job Assessment Tool A-16

SECTION 5.0 PHYSICAL ABILITIES (Continued)

Lifting: Raising objects from a lower to a higher position or moving objects horizontally from position-to-position. Occurs to a considerable degree and requires substantial use of upper extremities and back muscles.

Talking 1: Expressing or exchanging ideas by means of the spoken word including those activities in which they must convey detailed or important spoken instructions to other workers accurately, loudly, or quickly.

Mental Acuity: Ability to make rational decisions through sound logic and deductive processes.

Talking 2: Shouting in order to be heard above ambient noise level.

Pulling: Using upper extremities to exert force in order to draw, haul or tug objects in a sustained motion.

Visual Acuity 1: Have close visual acuity to perform an activity such as: preparing and analyzing data and figures; transcribing;

viewing a computer terminal; and/or extensive reading.

Pushing: Using upper extremities to press against something with steady force in order to thrust forward, downward or outward.

Visual Acuity 2: Including color, depth perception, and field vision.

Reaching: Extending hand(s) and arm(s) in any direction.

Visual Acuity 3: Visual Acuity to determine the accuracy, neatness, and thoroughness of the work assigned or to make general observations of facilities or structures.

Repetitive Motion: Substantial movements (motions) of the wrist, hands, and/or fingers.

Visual Acuity 4: Have visual acuity to operate motor vehicles and/or heavy equipment.

Speaking: Expressing or exchanging ideas by means of the spoken word including the ability to convey detailed or important spoken instructions to other workers accurately and concisely.

Visual Acuity 5: Have close visual acuity to perform an activity such as: visual inspection involving small defects, small parts, operation of machines; using measurement devices; and/or assembly or fabrication parts at distances close to the eyes.

Standing: Particularly for sustained periods of time.

Walking: Moving about on foot to accomplish tasks, particularly for long distances or moving from one work site to another.

Please provide below a brief explanation of why the physical abilities you selected are required in your job. You may reference specific job functions, descriptions of projects/programs, and/or any details about your job that will help clarify and support your selection(s).

Job Assessment Tool A-17

For Supervisors

Please review the employee’s Job Assessment Tool and indicate for each section whether you agree or disagree with the information provided by the employee. Additional comments should be included in the space below and should be designed to help Evergreen Solutions gain a clear understanding of the employee’s work. For any section with which you disagree, please include a detailed explanation of your disagreement.

SECTION 1.0 JOB OVERVIEW I agree with the information provided. I disagree with the information provided.

Supervisor Comments

SECTION 2.0 ESSENTIAL FUNCTIONS I agree with the information provided. I disagree with the information provided.

Comments

SECTION 3.0 JOB FACTORS I agree with the information provided. I disagree with the information provided.

Job Assessment Tool A-18

SECTION 4.0 EQUIPMENT AND

MACHINERY I agree with the information provided. I disagree with the information provided.

Supervisor Comments

SECTION 5.0 PHYSICAL ABILITIES I agree with the information provided. I disagree with the information provided.

ADDITIONAL COMMENTS

Supervisor Name

Supervisor E-mail Address

Supervisor Job Title

Appendix B:

Slotting Analysis Form

Appendix B – Slotting Analysis Form

Evergreen Solutions, LLC B-1

SLOTTING ANALYSIS FORM

Classification Title:

Date:

Analyst:

Adjusted JAT Score:

Possible Grades (based on JAT score):

Number of Salary Survey Responses:

Range Min Mid Max

Average

Percent Difference from Current

Possible Grades (based on Market Range):

Relationship with other Positions:

Grade Recommendation:

Appendix C:

JAT Scoring Guide

Appendix C – JAT Scoring Guide

Evergreen Solutions, LLC C-1

LEADERSHIP

Below are descriptions of each of the eight levels of leadership along with the points attributed to each level. The points attributed to the level selected as the one “Closest Match” are added to the classification’s total JAT score. No points are added to the JAT score for levels selected as “May Apply”.

Level Description Points

1 I follow specific directions provided by my supervisor and receive feedback on what I do. 37.5

2 I have procedures to follow for my work and my supervisor checks my work often. 75

3 I have guidelines for my work, but I determine the approach for doing the work. My supervisor focuses on the outcomes of my work. 100

4 I work from a general outline of duties and responsibilities. Other employees assist me in completing our work. 125

5 I oversee the work of a team engaged in providing specific services, completing specific projects, or assisting other units. 150

6 I organize work around broad organizational goals and processes. My supervisor oversees my activities through regular meetings. 175

7 I oversee, plan, and implement major programs and services for the organization. I report on my progress to the organization's executive team. 200

8 I determine strategy as well as long range goals for the organization. I design processes, allocate resources, and report to elected officials or the public. 300

Evergreen Solutions, LLC C-2

WORKING CONDITIONS

Below are descriptions of each of the eight levels of working conditions along with the points attributed to each level. The points attributed to the level selected as the one “Closest Match” are added to the classification’s total JAT score. No points are added to the JAT score for levels selected as “May Apply”.

1 I work in a relatively safe, secure, and stable work environment. 18.75

2 I work in a safe and secure work environment that may periodically have unpredicted requirements or demands. 37.5

3 I work in a dynamic environment that requires me to be sensitive to change and responsive to changing goals, priorities, and needs. 56.25

4 I work in an environment with heavy equipment and machinery that could result in bodily harm to my co-workers or others. 75

5 I deal with crisis situations that require me to make major decisions involving people, resources, and property. 93.75

6 I spend part of my time working in an environment where errors on my part can lead to significant physical or mental consequences for me or others. 112.5

7 I spend most of my time working in a physically threatening environment that requires me to make life and death decisions for me and others. 131.25

8 I regularly make decisions that could lead to major community or organizational consequences if I fail to make the appropriate decision at the time. 150

Evergreen Solutions, LLC C-3

COMPLEXITY

Below are descriptions of each of the eight levels of complexity along with the points attributed to each level. The points attributed to the level selected as the one “Closest Match” are added to the classification’s total JAT score. No points are added to the JAT score for levels selected as “May Apply”.

I perform specific clerical or manual tasks. Some of my typical responsibilities may include copying, maintaining files, or entering data OR utilizing light mechanical equipment such as a vehicle, lawn mower, or hand tool OR clean and maintain a facility.

I perform work that necessitates some specialized knowledge of clerical or trades-based tasks.

Some of the typical responsibilities include…