Broad Band/Pay for
Performance Proposal
WHY CHANGE?
• Managers and employees began to change
the way work was performed
• Grade/step system did not support new ways
of doing business
• 2005 County Survey employees asked for
improved manager performance in:
►Communicating goals and expectations
►Recognizing and rewarding outstanding
achievement
►Linking pay to performance
CURRENT PAY STRUCTURE
• Central management and administration
• 24 grades with 65% range
• Varying % increases between steps
(4.1, 3.3, 2.3)
• Anniversary dates spread across year
• Employees increase salary by:
► Yearly step increases
► Competitive Promotion
– requires vacancy
► Reclassification – requires significant change in job
duties and responsibilities
CORE PRINCIPLES
• Allow career/salary growth without reclassification or movement to another position
• Increase communication for performance
expectations
• Pay increases tied to performance
• Departmental pay authority
• Cost neutral
PAY PILOT CHARACTERISTICS
• Strong performance management system is
basis for success
• Single Broad Band spanning multiple grades
• Open range – no steps
• Overall pay budget set yearly
• Individual increases based on performance
and market
• Common anniversary date
ARLINGTON PAY PILOTS
• 15 current pay pilots
► Multiple
departments, professions, and levels
► 700 employees (19% of workforce)
• Results from survey (50% response rate)
►7
departments (5 newly implemented)
► Satisfaction increases over time
► Key work expectations were clear (92% - 62%)
► Program is an improvement over traditional
grade/step plan (77% - 0%)
► Overall, satisfied with new program (92% - 20%)
IMPLEMENTATION STEPS
• Overview meetings for employees
• Design program
► Create within established approved guidelines
► Establish criteria for movement within bands
► Revise/update job descriptions
► Employee feedback
•
•
•
•
Map jobs into new bands
Document performance expectations
Final approval by County Manager
Formal notification to all employees
► Calculate step buyouts
Program Management
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Initial communication/training for managers and
participants
New employees and supervisors have to be
oriented
Timetable set by HR for performance review
process
Refresher training provided for managers and
participants
Salary recommendations are reviewed by HR
prior to communication with employee
Typical Schedule
Activity
Who
Due Date
Training for Managers
HR Staff
April 26 – May 7
Training for Staff
HR Staff
April 26 – May 12
Finish Evaluations
Supervisors/Managers
May 28
Pay Recommendations to Department Directors
Supervisors/Managers
June 3
Forward Pay Recommendations to HR
Department Directors
June 7
Review and Approval by HR
HR
June 9
Communication to staff
Managers
June 10
Final Worksheets to Payroll
HR
June 14
Money in pay
Payroll Staff
July 9
QUESTIONS
• NOW?
• LATER?
►Jeanne
Wardlaw ext 3449
►jwardl@arlingtonva.us
►Kristin Young ext 3485
►klyoung@arlingtonva.us