policy manual 10 2015

City of Greensboro Personnel Policy Manuał

Table of Contents A B C D E F H I J K L TableofContents G A. Be competitive in pay at the 50th percentile or above as measured against peer counties and municipalities with populations greater than 100,000 located within a 300 mile radius of the City. B. Pay competitively (at the 50th percentile or above) with local non-government entities with whom the City competes for talent. the North Carolina Piedmont and in Central Southern Virginia. 4.5 MAP (Management – Accountability – Performance) Program - The City’s way of linking services we provide to the goals and results we want to achieve. Basically, it sets the vision for the City and defines the road map for our success. MAP is a critical part of how we operate as a City and how we serve the community. 4.6 Peer Group - Established for purposes of internal salary alignment analysis performed by managers, a peer group generally consists of employees in the same department, classification and/or pay grade. Peer group analysis is required to be completed by managers for all salary recommendations in order to ensure fair and consistent salary decision-making in accordance with Federal EEO laws and regulations. 4.7 Salary Structure - A hierarchical series of control points. 4.8 Total Compensation - Total compensation is the concept of considering all compensation provided by the City to employees and includes both salaries (cash) and benefits (non-cash). 5.0 ORGANIZATIONAL RULES 5.1 The City’s pay program consists of the development of salary structures, salary administration programs, and other rewards programs that contribute to successful employee recruitment and retention. 5.2 The City’s salary administration program is performance-based. The salary advancement of an individual employee is dependent upon their job performance, professional development, and personal behaviors resulting in the accomplishment of work plan objectives and positive contribution to the fulfillment of the City’s mission. 5.3 The City’s competitive labor market includes both public and private sector competitor employer organizations in the local, regional (multi-state), and national recruitment marketplace. 5.4 The Human Resources Department develops strategies to maintain the City’s competitive position in the market. 5.5 The City’s expressed desire with regard to total compensation philosophy is to provide opportunities for earning competitive pay (or higher) based on continuous achievement of results relative to strategic and tactical goals as set forth in the MAP program.

D - Compensation

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