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

Pay Plan Development Choices

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.

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

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.

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

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

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

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

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

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

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

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

To Be Completed by Supervisor

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

Reliability

Reliability …

Validity

Validity …

questions