City of Greensboro Personnel Policy Manual

City of Greensboro Personnel Policy Manuał

4.5 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. 4.6 Salary Structure - A hierarchical series of control points. 4.7 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 P&C 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. 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. C. Incorporate variable pay, tied to performance results, that is competitive with the City’s regional peer group. D. Provide a competitive benefits program that supports employee retention and encourages City employees and their families to be healthy and productive leading to a reasonable degree of retirement security following their active service.

Table of Contents A B C D E F H I J K L List of Appendices G

D - Compensation

108