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 4.6 Salary Range - The salary range minimum and salary range maximum, determined through market surveys, for any given pay grade in the salary structure. 4.7 Salary Structure - A hierarchical series of control points. 5.0 ORGANIZATIONAL RULES 5.1 No more than one counter offer may be made to an employee within a rolling 12 month period. 5.2 A counter offer shall not result in an employee’s salary being above the Salary Range Maximum of the current salary grade. 5.3 The amount of the counter offer shall not normally exceed the amount of the job offer from the external competitor. 5.4 A counter offer may not be made to an employee who has less than one year (i.e., 2,080 hours) of uninterrupted City service in his current position. 5.5 A counter offer shall not create significant salary inequities with other employees. 5.6 A counter offer may not occur within the City between departments. 5.7 The requesting department must assess the criticality of retaining the employee, the impact on City operations if the employee separates, and the difficulty in recruiting to replace the employee. 5.8 As an at-will employee, there is no guarantee of salary increases. All increases are subject to change at any time at the sole discretion of the City Council and/or City Manager, or as City compensation polices, programs or practices are introduced, amended, or eliminated. 6.0 PROCEDURES 6.1 Department Heads must document why an employee is eligible for consideration of a counter offer within the guidelines of this policy. A. All of the following conditions must be documented in a memorandum and submitted to the Human Resources Director in advance of making a counter offer to an employee: 1) Describe position duties that are key to specific strategic MAP goals and organization program mission accomplishment; 2) Explain how the knowledge, skills, and abilities required of an incumbent are clearly identified as difficult to recruit, or the occupational group is acknowledged by the City as having a critical external labor market shortage; 3) Explain why the use of established personnel policies/actions (promotion, position reclassification, performance/merit increase) are not feasible alternatives to a counter offer; and 4) Include a copy of the signed and dated offer letter from the external competitor that is

D - Compensation

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