1. Carlson Dettmann Consulting, a Cottingham & Butler Company
St. Norbert College Classification & Compensation Study Job Evaluation Workshop
Carlson Dettmann Consulting,
a Cottingham & Butler Company
Charles E. Carlson
February 18, 2019

2. Pay Plan Development Choices

3. CDC Balanced Approach Internal Equity External Competitiveness
Use job documentation and objective job evaluation to establish internal consistency/equity
External Competitiveness
Use strategic market data to pay fairly in the employment markets
Appropriate Methodology
Develop a plan using mathematically-based principles (e.g. regression analysis) and industry-accepted practices.

4. Laws Affecting Pay Determination
Equal Pay Act
prohibits sex-based wage discrimination … who perform jobs that require substantially equal skill, effort and responsibility under similar working conditions
Title VII of the Civil Right Act
prohibits employment discrimination based on race, color, religion, sex and national origin
Age Discrimination in Employment Act
prohibits employment discrimination against persons 40 years of age or older
Americans with Disabilities Act
prohibits … employers … from discriminating against … individuals with disabilities in … compensation, … and other terms, conditions, and privileges of employment
Fair Labor Standards Act (& Wisconsin Admin. Code 274)
provides standards for equal pay, overtime pay, record keeping …
Wisconsin Fair Employment Act
unlawful for … employers … to … discriminate against any individual in the terms or conditions of his/her employment based on certain protected classes

5. Equal Pay Act Affirmative Defenses
Seniority System
applied fairly among all employees unless there are defined exceptions that are known and understood by the employees
Merit System
an organized, structured procedure under which employees are evaluated systematically according to predetermined criteria
System of Quantity/Quality of Production
comparable employee(s) receives more total compensation because they produces more value for the employer
Differential Based on Any Other Factor Other than Sex
For Example: Education, Experience, Training, and Ability; Shift Differential; Job Classification Systems; “Red Circle” Rates; Temporary Reassignments; Market Factors
NOTE: The Employer’s burden is heavy in defending wage claims, and the above defenses are not absolute.

6. Steps to Internal Consistency
Job Documentation
Documentation provided by employees (JDQ)
May use existing documentation
Up-to-date job descriptions
Job Analysis
FLSA Compliance
Appropriate Job Titles
Appropriate Class Specifications
Job Descriptions
Job Evaluation
Objective Analysis
Developed and tested criteria

7. Job Evaluation  Internal Consistency
Definition
Formal process for ordering a set of jobs, independent of individual performance, into a hierarchy based on the value or worth of jobs in the organization.
Evaluations Based on Documentation
Quality of documentation is important
Cannot evaluate jobs—or describe jobs—without quality documentation
Objective Analysis and Application
Internal review and adjustments

8. CDC Job Evaluation Factors
Thinking Challenges & Problem Solving
Context and Complexity
Required Response
Decision-Making (Impact)
Impact of Judgments
Extent of Actions Taken
Level of Decision-Making
Interactions & Communications
Context of Interactions
Outcomes and Effects
Work Environment
Potential for Accidents or Hazards
Physical Requirements
Formal Preparation & Experience
Formal Preparation (or Education) Required
Experience Required to Qualify for Hire

13. Example: Fictitious HR Department NOT Columbia County
Director
Manager
Analyst
Supervisor
Asst. (Clerical)
Example: Fictitious HR Department
NOT Columbia County

15. A = Ancillary S = Suggesting P = Participating F = Final
Director
Manager
Analyst
Supervisor
Asst. (Clerical)
Example: Fictitious HR Department
NOT Columbia County

16. Example: Fictitious HR Department NOT Columbia County
Director
Manager
Analyst
Supervisor
Asst. (Clerical)
Example: Fictitious HR Department
NOT Columbia County

18. Example: Fictitious HR Department NOT Columbia County
Director
Manager
Analyst
Supervisor
Asst. (Clerical)
Example: Fictitious HR Department
NOT Columbia County

20. Example: Fictitious HR Department NOT Columbia County
Director
Manager
Analyst
Supervisor
Asst. (Clerical)
Example: Fictitious HR Department
NOT Columbia County

21. To Be Completed by Supervisor

23. Example: Fictitious HR Department NOT Columbia County
Director
Manager
Analyst
Supervisor
Asst. (Clerical)
Example: Fictitious HR Department
NOT Columbia County

26. Reliability

27. Reliability …

28. Validity

29. Validity …

30. questions