HomeMy WebLinkAboutSpecial 2018-06-19 COMPLETE AGENDA PACKET - COMPENSATION POLICY WORK SESSIONCity of Tukwila
Tukwila City Council Work Session: Compensation
Tuesday, June 19, 2018
City Council Chamber
6200 Southcenter Blvd
Tukwila, WA 98188
5:30 - 7:30 p.m.
City Council
AGENDA
I. Call to Order and Welcome, Council President Seal
11. Introductions and Overview, Stephanie Brown, Human Resources Director
111. Job Classification Evaluation System Alternatives, Bruce Lawson
IV. Q&A with Bruce Lawson
V. Resolution 1796 Council Discussion, CouncilmemberQuinn
VI. Next Steps
VII. Adjournment
6200 Southcenter Boulevard • Tukwila, Washington • 98188 - Tel: 206-433-1800 • www.tukwilawa.gov
City of Tukwila
/IVlan Ekberg, Maycir
INRORMATIONAL MEMORANDUM
110: Finances Committee
FRIOM: Stephanie Brown, Huffman Rus maces Director
CC : Mayor Allan Bkbeirg
DATBI: May 16, :1(118
SUBIJBC11: Review of Compensation' Bcdicy Resolution No. 1'1916
Nate: Because his topia is building an Cammitteiemeietan s., the ariEiira1 memo has
been updaled in underline fdnt below. This iinlent is to continue 1a preserve ilhei'nfbrmalian from
one meeting to the next ,given thal ciaiah discuss'cn vw'1] buil upon the previous.
ISSUH
➢ha C C cnmail and Administuation haN aommittad to review anc discuss Ras aim' ion No. 17516, which
sells policy fbr cicunpeu, s atian and bur eifil s fan C ity emplayeas .
FIACKGROUND
Hagimting in tha 1518CI's, tha C ity Council eidopilad vanious nesolttiars rogarcing ccunpunsation plalicry.
3lhuse reisolutians facsused on seivural (Icu,nmo:n theme's irciluicing:
1) An oveuiarahing goal 10 maiinilair ei aamplatitive posilion ins the marked pllaae;
2) 'Ilhe desire' to salad rind to relair a clam patent and pinaducsliva wank fbiiaa;
3) 'Ilhe campunsatian syslam should naf aa1 avasagei csamplensaliar among iI1e various arnplay meinil
marldats in whici1 the City aompelas far qualified lalar;
4) PraN ideas that alass if -Ica -lions stall t o basic c plan lha Deais icor Band Mad ad (DBM;, for the
reiprasanteid and ron-reiprciseintcsc eunplloyoes;
5) A comparative analysis for all positions shall teff delerminad 1 ased Ran inteirnall and exlenna11
fact ors;
6) A mix cif wages and tenesfils shall be prauideic ]lased on the average or at ave average afthe
c afin ad marked.
1lhesei reisalutions have sincse bciein updalec and replaced aver time, with many ciflthese provisions carrying
fkusward aver th a years .
1» J(113, Rcisolutiar No, 1786, was adaplteic whiah seats cares Naive statements, speaifaall}I that the City
cesirus to utilizes standanciaud policies, praaec tines and processes who -laver possible for aompeinsalin€I rill
emplloyae groups, both nCIE -ropinasen1ec anc raprusantad.
Brenn tha Human Resources perspaativu, sinaa 1 ha acaption af lhis policy in jai 3, it has lle'er efffclivaly
useid as ei glides anc sordes 10 establish cmiteria fan rises when csonduiating analysis for salary an benefits. In
1 Colloativa Bangaining prociess, it has baen objaaliva; ma eueatic, fair, roplresuntatiue af11he market 10
which yot ohaso 10 aonipaw; used in goad faith uncar aur 1at-gaining slalua RC W 41.`I6; naduces the
aonlparis cups to th cis a graups lha1 arcs reiplresc ntcsc ; s its parannn titans fkar pay and t en efil csonsideralians; i1
guic as the pre-aollectiuei targaining process as to whal 1he City axplecils to receive far aonsideiralicm in
pineplaral ion for tat or 11 agal iaaticm s.
1
2
INFCRMAl1IONAL MEIMC
Page 2
As it relates la 1 he classifiaa1ian oflnew posh icrn 3 ar c iIhe realm sifIcail ion of elxistingl posit ictus, it provicas
�Ihe external marked drill aria 1 asec uplari assetssad uall tail ion il- 50% 1hail we helve bean ablla to benchmark
ann pasil icui s to fairly cistartly ; plrovic as aonsic areal au fan intonna] complarat i1 ity ; is enil if as the c at a
called icw relscntracis to use when Oar ducllii i eixterna] marls el analysis; sats naraunatars far when aiinarkelt
study will be acu1ducllec anc when a dost of living adjustment will ba eansideirec .
The cdhadlengas we have anal -knead have! plurally been wEen vwiel have plasiticuls it all we ane noel able! to
find hencdnnarrk aomparators fbr l aselc uncu> iIhe du'ke's of the pasiticlr I silandard far a valid match is 5.
plasiticir s; . in aid d ition, recd ntly wh an f hcl ni arkat for a cartain poshll ion was highly compel itiva, we wale
ncil ablello attract glua]lified aplplliclanls.
During diesel 1imels wei leak fbr creative, innouatival enc stilatagicl ways la atllraat cilualified ap'pl'icants stein
as offhmingl hiring bonuses. This has ailso been an afield iva reeruiitmclnl silna:legN with cltiui C ivill �Ieruialel
plas:itian 1.
Given that senna anelas ofPeso uticnn No. 1 96 arc silent, accressingl111asel silent araas would prauicci
more clarity anc an olljecitiva meithaccllogyl to use fbr aramalies lhal may{ occur. A ministration prapases
aansidaration of the following' fbii discussion with lhe Counail. This 1 31 is r cit all inclusive' as them ccuid
ba al har items Ih Council wanls la consic elr.
1. CIN el and Below Markel aid'isllp ants - spaaificially cefine what complensalicuu standamc wand( Eel ',dad
1Ia sal plaratnaters fbr adjuistmant oflwagas whale plasitians eine abava ar l: ellciw market.
�I. Caniprassion — eislaUlish a deftnil ian within the nesolrtian 1ha1 cafinas what it means, enc what
me�lhodo1ci Y will ba uselc ala address aomprassian wham it occurs.
�I. C cunpaiabilily— raviawthe' current mlelthcidolagly spaaiflaally as it applies 1Ici the external marldal fkm
n cin-replresen1 eld p osiil ions.
L. Roan itmenl— reNiew whal Earriars eixis1l when it is ahigh)aotnpellitivcl alxtow al lnarkelt, and ways lo
art1hlaal and retain flulura amp lcryeas.
Fol law Up from the Malrch 20, Finance) Committee Meaning
naquastac the followin�i campananls
Al �Ihe Marcel- ICI, Flinanac Casnmit:laal tneellin�l.Cotilmip'e'al mambers ,,,
Eel inaludac in lhe analysis an c reiview
• A!l...u..pcl lt.1.c.....lrla?:k.£It....11.l►.dv.:
• 1»xu enc ra, Iaomm(111dallions f-om the non-raprclsenteid employee groups:
•
aclkQuiound and avaluiation aftceaision band malhodcloay:
• Analysis an Randal- neiutnalit' , desk auc its, and appeal prowls, parformancle revielws an;C
Merit pay:
has E aen
p when ill anis suer.
• LI n c arst�rdin£l...ofLetI?�l....rc.l9s�chlnd
....a
#inafbrheyi i
In aiddilion thea C cnmail clo;rrniftese re.uelsteld 1hal �n
Acn7 tstralticul •navtc a a navtsad tuna mm
and adat ticun aft eh an has to Ras caul ion Na. 1. ;SIE by th a fig 11 C itv C at in ail: Thu soh edule h elow meats the
Council ralq iLasts fbr a ao_int an sat icul wos�kshq i fku-1h a Come ciil end fbr a c eac l in a of 9aptaITIE er.
ClUsers1inrlatI3.ARvpOaV VaaaiNio usoNNindawaslVNetClathe\Clontent.ClutIoo49]D8KUlIiranceClomnitteeconipiievimemo1-11I-18-Uplate 5-11-18
(David Cline).doc>i
I� FC RMATIONP L N EMO
Plage
i lItaei and acciiess �Iny addiit�ianal
IV ay�I2....- ....................... REIN i aw tha hely i sad 1 im el nne! with tlhe! C amm i ,,.
acrosideratianslaRasoludian 1'a9(;
Jun el (TE ID) Condit a ciampansatioi1warkshop for tha C ityC air all
July 31 Committeie discussion:
- reN iew CompgilsaliCIE world sli c tWan d nmiexl steeps
regi iew n on-rarlresontad am l oyae in171L t
- Ravieiw and disaussi 2(I11 data aflti'e externa markat study,
July 11 - Finalize soot ei aflr alick iiaview aflRasoli liars 1'196
A usuit 1- REIN 'law asi c dais aus9 civic atad 20]I fl dal a for tha axtarn i1 malrkel stc. cy
(Note! A WC 201 fl Dail a results aro pub lislh ad and of July)
RoNiaw anc disauss aammiiltaei aonsiceraitiians
Raviaw and c iscnn
issaom>rl]ittaeI cicl>lido] all ions Of naclessarv',
C> Council clarisidaiiation
�leptam>jar4- F>nadaaer�laorrmeu,dalionsfor
5.!a.tombar 1CI- BringrElcammandart„iars to1heCity Counail far rayiawmeind cisaussicmr
lludicm No. 1196 far i mn]
elpteimd ere- 11- Ac apticm aft an
ql; us Raso
11 a
elmeu tat km
Auau91 al
C:lUsersk I rkkt+I•UIpII
(Oa, iid Cline).dou
1;t1l1 oaa11Miaresoft \Wiac aws\INetCachelContent.Cutpori! 29E7DdlKI N1FunanceCoramitteeccafireiviewirierrio 3-14-18 -Update 5-18-18
METHODS OF JOB EVALUATION
ALTERNATIVES:
ow to Determine Salaries
Gallagher
Bruce Lawson June 19, 2018
Insurance
Risk Management
Consulting
Objectives
To Discuss
• The history of job evaluation
The role of job evaluation
Selecting a job evaluation tool
Alternative job evaluation approaches
Whole Job Ranking
Market Pricing
Point Factor
Factor Comparison
Decision Band
Market Premiums
Pay Compression
Market Competitiveness
Gallagher
Insurance
Risk Management Consulting
History of Job Evaluation
Gallagher
Insurance
Risk Management
1865 — Karl Marx wrote in Das Kapital that the value of goods and services is
based on the mount of labor that goes into them
1885 — Frederick Winslow Taylor stated that the content of labor in labor
determines the price of labor
1935 - Edward Hay developed the Hay point factor system
Consulting
1963 - The Equal Pay Act prohibited discrimination on the basis of sex... for
equal work on jobs, the performance of which requires equal skill, effort,
and responsibility; and which are performed under similar working
conditions. The EPA formalized non -market based pay plans
Why Job Evaluation
14)
Gallagher
Insurance
Risk Management
Focus is on internal equity rather than market parity or external
competitiveness
There is a strong interest in comparable worth or pay equity
There could be limited market data available
Provides basis for blending internal equity with market parity
Consulting
Alternative Pay Systems
14)
Gallagher
Insurance
Risk Management
Consulting
Job evaluation system that supports your compensation philosophy
and strategies
R Mix of reward versus entitlement (base) pay
Multiple base salary structure(s)
Individual versus group incentives
Performance measurement
Alternative Reward Strategies
Broad Banding
Skill Based Pay
Individual Incentives
Group Based Incentives
Job Evaluation
Gallagher
Insurance
Risk Management Consulting
Not a science
Not a solution to salary problems
Not a substitute for managerial decision-making about individual salaries
Not a cost cutting technique
Not always consistent with the labor market
Objectives
14)
Gallagher
Insurance
Risk Management
Consulting
To systematically establish the relative value of jobs within an
organization
Impose a structured approach to determining job value that is objective (to the
extent possible) and documented
Provide a basis for pay determination
Distinctions
Job Evaluation
• Assesses the relative worth of jobs
Gallagher
Insurance
Risk Management
Consulting
Performance Appraisal
Assesses the performance of individual employees in the conduct of specific job
duties
Position Allocation
Determines the appropriate classification for each position/employee
Non -Quantitative Approaches
Whole job ranking
Classification
Market Pricing
Gallagher
Insurance
Risk Management Consulting
Quantitative Approaches
14)
Gallagher
Insurance
Risk Management
Attempt to agtablish relative worth
Give the illusion of being more precise than non -quantitative approaches
Easier to defend to employees and managers
Tool should be tailored to job classification philosophy
Point Factor
Factor Comparison
Scored Questionnaires
Decision Band®
Consulting
Whole Job Ranking
Not a formal methodology
Often used by smaller organizations
No fixed criteria
Not recognized as valid by the EEOC
14)
Gallagher
Insurance
Risk Management
Consulting
Market Pricing
14)
Gallagher
Insurance
Risk Management
Consulting
Not a formal job evaluation methodology
Only criteria is the labor market
Employees and managers tend to support market based systems
If administered fairly, will take into consideration both increases and decreases in
market conditions
This is often not well received by employees and labor organizations
Requires considerable market data
Typically, at least 50% of all jobs need to be priced to defend values for related jobs
Point Factor Plans
Foci icog on compensable factors
The Federal Equal Pay Act references four factors
Skill
Gallagher
Insurance
Risk Management
Experience, training, education and ability measured in terms of the job's performance
Effort
Physical or mental exertion needed for job performance
Responsibility
Accountability
Working Conditions
Surroundings and hazards encountered
Consulting
Factors Described
Gallagher
Insurance
Skill
• Knowledge (education, training)
Experience needed
Credentials or licenses required
Manual dexterity required
Analytical ability required
Interpersonal communications
Effort
• Physical demands
• Mental exertion
Responsibility
Working Conditions
• Impact on the organization
• Accountability / decision making
• Supervision received / exercised
• Internal / external contacts
• Hazardous / dangerous environment
• Adverse conditions / travel
x2018 ARl HUR J. GALLAGHER & CO. AJG.COr..
Risk Management Consulting
Point Factor Plans
14)
Gallagher
Insurance
Risk Management
Consulting
Factors and weights must be carefully established
Significant risk of inherent bias by ignoring stereotypical female qualities such as
nurturing and caring, concern for others, and cooperation
Supervision and management often benefit empire builders by awarding
additional points for the number of people supervised, size of budget, etc., to the
detriment of highly technical or skilled jobs
The Process
Gallagher
Insurance
Risk Management
Factors, and weights fr r aai h factor, are estphlishar1
Degrees (yardsticks) that define the factor range and its respective intervals,
along with point values, are established.
For example, education might be divided into the following degrees
No formal education required
Requires reading and writing at the 8th grade level
Requires high school diploma or equivalent
Requires AA degree or completion of an accredited trade school (2 year program)
Requires a Bachelor's degree
Requires a Master's degree
Requires a Ph.D. degree
Consulting
Advantages
Gallagher
Insurance
Risk Management
Once factors and degrees are defined, plan is stable over time
Perceived as valid by users
High agreement with ratings if jobs are carefully defined
Documented process
Consulting
Disadvantages
14)
Gallagher
Insurance
Risk Management
Consulting
Time consuming and costly to establish
Typically requires that pay grades be established, although each point can be
given an economic value resulting in continual pressure to upgrade individual
positions or jobs in order to increase pay
Subjective assessment needed to establish point range for salary grades
Typically relies on key jobs within the organization
Factor Comparison
14)
Gallagher
Insurance
Risk Management
Consulting
A refinement of whole job ranking
• No detailed criteria
Uses universal factors for defining jobs
(e.g. skill, effort, responsibility, working conditions)
Each factor can be weighted
Jobs are ranked within each factor
Labor intensive — involves numerous judgments in order to build ranking
(# jobs X # jobs X # factors = # of individual decisions needed)
Example: 100 job titles X 100 job titles X 4 factors = 40,000 individual decisions that must be made
to develop hierarchy
Advantages
Gallagher
Insurance
Custom made job evaluation plan for the organization
• Relative value is easily understood
Risk Management
Consulting
Disadvantages
14)
Gallagher
Insurance
Risk Management
Consulting
Can be difficult to set up
Needs to be re-established each time a new job is added to the structure or an
existing job changes since these actions will affect the overall rankings
DBM® — Basic Logic
14)
Gallagher
Insurance
Risk Management
Consulting
The value of a job should reflect the importar" ' of the job to the
organization
R The importance of a job is directly related to the decision-making requirements of
the job
Decision-making is common to all jobs
Decision-making is measurable
DBM® Process
14)
Gallagher
Insurance
Risk Management
Six broad decision bands
Looks at essential duties of the job
Level of each duty is determined
Highest banded duty determines Band of the job
Within Bands, looks at supervisory relationships and technical level of job (dual career track) to
determine a Grade
ZI) 10
Consulting
Within each Grade, examines difficulty and complexity of the work to determine Sub -Grade (if
needed)
Allows for consideration of such secondary criteria as time pressures, consequence of error,
minimum qualifications, need for care and precision, etc.
Advantages
14)
Gallagher
Insurance
Risk Management
Consulting
Only job content is considered - either incumbents do certain work or
they do not
• Consequently, it is more difficult to manipulate the job ratings
Factors unrelated to work are not considered in the evaluation (e.g. what
employees bring to the job)
Those issues are handled separately as pay issues
Working and labor market conditions are treated separately as pay premiums, if
applicable
Less complex than other methods, resulting in less cost to administer
Can be applied to either individual positions or broad job classes
Disadvantages
Gallagher
Insurance
Risk Management
Consulting
Non-traditional approach
Results not as narrowly defined as other methods which may cause employee
concerns
Because groupings are broader, some employees and managers have difficulty understanding how
other jobs can be equal to theirs
Selecting Criteria
Cost to install and maintain the system
Efficiency and effectiveness
Reliability
Gallagher
Insurance
Risk Management Consulting
Selecting Criteria
Gallagher
Insurance
Risk Management Consulting
Acceptable to parties involved
Valid as distinguishers among jobs
Must be present in all jobs being evaluated
Must be measurable
Should be independent of each other so as to not overweight any single factor
Some plans with large numbers of factors often result in substantial bias towards
one occupational group or group of individuals resulting in inherent bias
Most JE systems need to measure only three factors to be accurate
Comparison of JE Methods
Gallagher
Insurance
Point Plans
Education and Training Yes
Contact with Others
Yes
Impact of Job Yes
Job Complexity
Yes
Working Conditions Yes
Supervision Exercised
Yes
Yes
Yes
Yes
Yes
Yes
Yes
Risk Management
Consulting
Conclusions
Broad Bare
• DBM® is most appropriate
Narrow Classes
Point factor or DBM® are most commonly used
Market Pricing
Better for classes that are not too narrowly defined
Gallagher
Insurance
Risk Management
Consulting
Issues to Consider
14)
Gallagher
Insurance
What do you i#' 'lien market does not match JE results?
• Is there really a problem?
Confirm the job description?
Raise or lower the JE rating?
Market premiums?
Risk Management
Consulting
Market Premium
Gallagher
Insurance
Risk Management
Consulting
What is a market premium?
An amount that approximates the difference between the average market
compensation level and the midpoint set for a classification
Appropriate when market levels substantially exceed the established range for
the job (15% or more is most common)
How is a market premium applied?
Premium amount is added to the entire salary range for the class (salary grade
for the class is not changed — treated much like a shift differential)
Premiums reviewed on regular basis to determine if market warrants continuing of
premium (when market falls below required difference, premium should be
eliminated and the salary for the individual position should be adjusted to fit within
the established salary grade for the job classification)
Pay Compression
Gallagher
Insurance
What is Pay Compression
Pay differentials that are too small to be considered equitable.
Risk Management
Consulting
Examples of Pay Compression:
Pay of supervisors and subordinates may be inverted or compressed.\
Pay of experienced and newly hired personnel in the same job may be inverted or
compressed thereby not recognizing contributions for incumbent employees
Pay -range midpoints in successive job grades or related grades across pay
structures are too small to reflect a meaningful difference between the levels of
work
Market Competitiveness
Definitions of market competitiveness
Gallagher
Insurance
Risk Management
Consulting
Level of
Competitiveness
Market Alignment
Against Specified
Criteria
Action
Highly Competitive
+/- 5%
Competitive
+/-5 to 10%
Possibly Misaligned
+/- 10 to 15%
Significantly Misaligned
+/- 15% and above
None
None
Review data to ensure
appropriateness of market data;
Evaluate JE rating to ensure
appropriate
Review data to ensure
appropriateness of market data;
Evaluate JE rating to ensure
appropriate; Consideration of market
premium
Summary
14)
Gallagher
Insurance
Risk Management
Consulting
Select job evaluation method that ties ft* your compens fi
philosophy
Determine whether the JE method is to be used within only a single job family, or
bargaining unit, or across the whole organization
Involve the stakeholders so they understand why you are using a particular
method
Provide a basic understanding of the tool to those affected
Review ratings with stakeholders to identify issues
Validate job descriptions if questions about ratings result since all methods are
tied to the job descriptions
City of Tikw!1a
Waisihington
Ale solution Nc „ 1 r) 9*,,
A RE SOIJUTIC N CII 11HE CITY CIC UN CIL OF 11F E CITY OF
TUKWILA, WASHING110N, ESTABLISHING A CCMRENSIATION
RC LICY FCR CITY OF TUKWILA BMRIJOYBES AND
REPEALING RESOLUTICN NO. 1387.
WHEREAS, 1 f• e City believes that the purpose o11 a compensation program is to
facilitate recruiting, retention, development arid pnoductivily oil employees; arid
WHEREAS, the City desires to utilize standardized policies, procreduresi and
processes, wherever possible, for compensating all employee groLps, both represented
and non-nepneserited; and
WHEREAS, It City recognizes 11- at current economic conditions arid forecasts,
long-nange City budget forecasts, position rates fon comparable jt risdictions, as well as
internal equity considerations shculd assist in guicirig in the compensation ell
emrilcyees; and
WHEREAEI, the City has mace a determination to, when e cc rlomic conditions
allow, review and adjust non-represeinteic emnloyee salaries via a market analysis to
It at of the average of comparable jurisdictions in even -numbered years, and io provide
a cost -of -living IICCLPI; allowance in cdd-nLrnlberec years; and
WHEREAS, ihei City has mac e a determination tc, when economic conditions arid
riegctiaticns allow, provide renresented employees with salaries that neflecil the average
of ciomnarable jL risdictions; arid
WHEREAS, the City I•as mace a determination to, when economics conditions
allow, nrovide benefits to nepnesented arid non -represented employees t1 -at are slightly
above the ave rage of comparable jurisdictions; and
WHBREA SI, It e Clity Council will part icinate in settling negotiation expectations arid
reviewing and apnroving nepneseinteid emnloyeei grccp contracits;
W:\Woad F 1ocessing\Resolutions \Clompensalior policy floe Clily employees 5-29-1,linal
S9:bjs
Pagel 1 of 3
NOW, 11H ERERO RE, 11HE CITY CC UNCIIJ OF THB CITY CFI TUKWIIJA,
WASH INC 11C N, HEREBY RSC IJVES AS RC IJLOWS:
Election ' . The following stalemeants and pnoceesses are ador'''ed for the pt. rposee of
gl„ iding compelrlsalion wograms for employees of the City of Tukwila.
A. Infcrmaticin to he provided to the City Council.
1. Rer Represented Employees. P written presentation of current internal
and locial external put lice agency salary anc t enefit lnenc s, including a salary' and
be neefills market survey of ciompanable junisdiclliorls, as defined herein, will be provided
lo the City Counciil. This preisentaliorl must t e mace to if el Council prion lo 1f• ei
commencement of negotiations with the bargaining units neegarding sialary and beerleefils.
1Ihee City Council and Admirlistraiion will discuss repreesenleed employee grot p
negotiation expecllations, negolliatirlg points, salaryf and benefit change floons anc/or
cieilings prior to the beginning and at approprialle points during neegotialiorl sessions.
2. Ror Non -Represented Employees'. A written preesenlatiorl of clunnent
internal and local external pL blit agency salary and benefit 'rents, including a salary
anc beerleefils market survey of comparables jurisdiolions, as defined I•enein, will be
provided lo the City Council every year llhal a non -represented sialary increase is the.
Relevant Associalliorl of Washington Cities (AWC; data from the previous year's
Washington City and County Employees Salary' and Benefit Elurvley, fon the comparable
jurisdiciiions, will be L seec in the salary market survey.
B. Compensation Rcilicy.
1. All Pt.geel Sound junisdictiorls will- 4/-50% of Tukwila's annual asseesseec
valuation, based 1. pon the Deepariment of Revenue data, will be I. seed to cireale 11- e list of
comparable jurisc ictions for evaluallion of salary' information. 11 is c eesiraeble to use the
same ciompaiiable jurisdictions for bolh re pneeseerlied and non-reepreesenleed employee
groups.
2. Ron non-represeenteec employees, the City desires to pay the average salary
fon the partici laer pay scale, as deerived from the comparable jurisdiction data deesaribed
in E.leection 8.1. If the City's pay sciale for any classification does noll nepneseent 1he
average of comparable salary ranges 0/-5%), wnitlleen justification mus' be provided to
the City Council. For represented employees, the Clity desires to pay saelauiiees if at are
comlpeetiiive to the City's comparable jurisdictions.
3. The coast -of -living adjuslmeenl (CCLA) in odd -numbered years for non-
represeenteec eemlployeaees shall be based upon 90% of the Eleaetllle-Tacoma-Breemeer1on
Consumeui Rrice Index) QCIPI-W) Average (, urlee to June). It is desirable to aalcwlate
represeenteec post -of -living adjustments the same way, unless ae different method is
autl- onized by 11- el Council.
W:\Woud Processing\Resolutions\Clompensalion policy fou Clily employees 5-29 3 sluike-Ihru
SB:bjs Flag' ';I of .I
' . The goal of 111E City is to E silablisl paniily betwlE a rI nepnesE nted and rlorl-
represenied employees' benefits. 111E Cily desires lo nnrovidE Employee benefits that
are competitive lo i1E comparakIE cities descnibed herein. The City will Endeavor lo
keep incneases lo annual healtl dare costs) Lnden market avErages. If closts exceed
market averages, adjLsilmIerlls will be made lo reduce bEnefii costs).
5. The goal of 11-e City is to mitigate or avoid slalary compression ISSUES
w 1 E ne possiblE . An example of salary' compressiorl would k e when a non-nepresE nted
supe r\Iisor earns less, or is pro'ectE d to earn IE sis 11 an t1 osE that 1 E/s1 E supe rmisE s
d�E to contracted wage increases.
6. If the Ac minis11na11iorl c EtE rmirles than a deviation from the above pnocess
(in its entirety or foil individL al positions; is necessary, it will provide ; ustification to the
Cily Council ilor review and appro%al nnrior to the adoniliorl of any procless c1 angE .
Section 2. Resole tion No. '1387 is hereby re ale alE d.
RASSB❑ BY THB CITY CICUNCIL pn 11HE CITY OF TUKWILAI, WASHINCl10N,
at a Regi lar N eeting thereof 11 is 3 rg day of, t^ , 2013.
Al1l1HST/AUTHBNTICATBD:
Clhristy C'Rlah ' y, N N C, Cily CIE r
A RPROUBD AS TC BORN BY:
SIhE II
ME y
t6N-J
Kathy Hod rd Clo II Pre Ell
Filed with the City CIEnk: -/3
Passec by the Clity Council:
Resolution N umlbE r: 1 J] (lb
VW W old Rrocess ingl laesolu ions' Compensation n olicy fon Cil y employee; 5-29-13 final
:Ii3:bjs
Page 21 cd 21