1. Compensation and Classification Study for Alachua County BOCC, Sheriff, Property Appraiser, and Supervisor of Elections Offices, FL 1 March 2016 Results Update

2. Review of Request Considerations Options Questions 1 Agenda

3. 2 Review of Request Developed implementation costs for 50 th and 55 th percentiles: Utilized the same pay plans that were previously developed Utilized both internal and external equity results Some classifications’ pay ranges increased, some remained relatively the same, did not decrease pay ranges

4. 3 Review of Request (cont.) Survey results compared at 50 th, 55 th, 60 th percentiles for (144) classifications:  Results do not indicate that all classifications were ahead or behind.

5. 4 Review of Request (cont.) Pay grade recommendations based on desired market position: Example 1: Pay grade does not change Example 2: Pay grade changes at 60 th percentile

6. 5 Considerations Your compensation philosophy should be considered when selecting an implementation option: At what market position do you want your salary ranges? 50 th, 55 th, 60 th ?  Does not mean that employee’ salaries will be at this point. What do you want to reward…i.e., on what basis are you going to progress employee’ salaries? time in classification, tenure, performance, across the board or cost of living adjustments, hybrid approach?  Implementation method should be aligned.

7. 6 Considerations (cont.) What pay issue(s) are you trying to address with this study? Implement a market-based compensation structure, Provide employee salary adjustments to “fix” an issue? If so, what issue? Compression?

8. 7 Considerations (cont.) Institutional policies for pay progression, new hire salaries, promotions, etc. impact employee’ salaries and can contribute to or minimize compression. Different study implementation options will/won’t address compression. Range penetration option is “neutral”. Compression is when pay differentials are too small to be considered equitable. (supervisors and subordinates, experienced and newly hired with limited/no experience, high performers and lower performers).

9. 8 Options (cont.) Note: Estimates are annualized salary (only) cost, no benefits. Estimated implementation costs: 50 th percentile:

10. 9 Options (cont.) Note: Estimates are annualized salary (only) cost, no benefits. Estimated implementation costs: 55 th percentile:

11. 10 Options (cont.) Note: Estimates are annualized salary (only) cost, no benefits. Estimated implementation costs: 60 th percentile: