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Employee Information Meeting. New Pay Plans and Performance Management Process. Background. All of this began in the 2006 Legislature The Legislature hired the Hay Group to conduct a salary survey in Fall of 2006

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employee information meeting

Employee Information Meeting

New Pay Plans and

Performance Management Process

  • All of this began in the 2006 Legislature
  • The Legislature hired the Hay Group to conduct a salary survey in Fall of 2006
  • Formation of the State Employee Pay Philosophy Task Force and the State Employee Compensation Oversight Commission
  • Representatives from all three Branches of State Government served on the Commission
background cont
Background (cont)
  • The Commission met throughout the summer and Fall of 2007
  • Directed the Hay Group to prepare recommendations for the redesign of the State’s classified pay plan
  • The Hay Group proposed to replace the State’s one-size-fits all matrix with five occupationally based pay plans
background cont4
Background (cont)
  • The Commission voted unanimously to adopt the recommendations of the Hay Group
  • Recommendations then presented to Joint Committee in 2008, which in turn voted unanimously to propose the Commission’s recommendations to the 2008 Legislature
  • Culminated in the passage of 2008 House Bill 2916
background cont5
Background (cont)
  • House Bill 2916:
    • Authorized the adoption of the five new pay plans and the development of a new Performance Management process for the State’s classified service;
    • Set out the State’s Compensation Philosophy;
    • Established an Oversight Committee to oversee; implementation of the new plans; and
    • Provided a five-year funding plan for market adjustments for State employees
  • The Hay Group recommended that the new pay plans be implemented over a five year period
  • This was recommended for a number of reasons
  • Estimated to cost over $70 million to bring the classified workforce to market
  • Break that cost up over five years
  • Also proposed to divide the classified workforce into three Groups for implementation purposes
implementation cont8
Implementation (cont)
  • The first year of each Group’s implementation will involve several important steps, with a classification review of every position in the Group and salary surveys being the most critical
  • Must also begin work on amending policies, regulations and statutes, as well as the State’s SHARP payroll and accounting system
  • A five-year implementation period also allows for a “dry run” year in Groups’ second year
basic vocational pay plan
Basic Vocational Pay Plan
  • Classifications assigned to this plan perform more structured, routine work requiring basic vocational knowledge
  • Performance can be measured on a pass/fail basis.
  • Most similar to our current plan, but different in a number of ways
  • There will be 9 steps, each 3% apart and movement through the steps below market will be more rapid than for steps above market
basic vocational pay plan cont
Basic Vocational Pay Plan (cont)
  • Sample salary range for this plan
management pay plan
Management Pay Plan
  • This plan is for the highest level classified positions in the State workforce, and it is the most different from what we have now
  • Open pay ranges, with a minimum and a maximum rate
  • Movement will be based solely on performance – the ONLY purely performance driven plan of the five new plans
protective services pay plan
Protective Services Pay Plan
  • This plan is for all uniformed Corrections and Juvenile Justice Authority officers, Highway Patrol troopers and all classifications that meet the statutory definition of “police officer” or “law enforcement officer”
  • This is a step plan but different from the Basic Vocational Plan and our current matrix
  • Steps will be 3% apart and movement through the steps below market will be more rapid than for steps above market movement will be
protective services pay plan cont
Protective Services Pay Plan (cont)
  • Movement will be based on a combination of longevity, performance and the accomplishment of “milestone events” for these types of jobs
  • These are typically such things as the completion of specific training, certification or qualifications
  • Committees consisting of employees and managers from these professions will be formed to assist in establishing the “milestone events” for movement for these positions
protective services pay plan cont14
Protective Services Pay Plan (cont)
  • Sample salary range for this plan
professional individual contributor pic pay plan
Professional Individual Contributor (PIC) Pay Plan
  • This plan is for the traditionally recognized professions (such as Attorneys, Engineers, Scientists and Nurses)
  • These classifications characterized by the high number of PIC’s relative to the number of managers in that occupational group.
  • Pay ranges will be broad banded with market anchors within the bands to reflect different levels of work
professional individual contributor pic pay plan cont17
Professional Individual Contributor (PIC) Pay Plan (cont)
  • Pay movement will be based on performance as well as assessment against criteria that indicates advancement in these professions
  • This could be job-related education or skill acquisition, certification or licensure or even taking on more complex duties or a leadership role
  • Committees consisting of employees and managers from these professions will be formed to assist in determining the criteria for movement for their particular profession
general classified pay plan
General Classified Pay Plan
  • All classifications that are not assigned to one of the other four plans will be assigned to this plan
  • This plan is a hybrid model with steps from minimum to midpoint and open ranges from midpoint to maximum
  • Like the Basic and Protective Services plans, the steps on this plan will be 3% apart and progression will be faster than our current system
general classified pay plan cont


In Steps











Timing of Step



General Classified Pay Plan (cont)
  • Sample salary range for this plan

Exempt Position




Non-Exempt Position




performance management
Performance Management

What is it?

  • Process involving planning, coaching, feedback, review and reward
  • It is not just about the review form
  • Development tool for employees
performance management cont
Performance Management (cont)

Why change?

  • House Bill 2916
  • 26 systems currently utilized
  • Process will develop and reward
performance management cont22
Performance Management (cont)

Who is developing?

  • Design Team
  • Steering Committee
performance management cont23
Performance Management (cont)

Four Components:

  • Performance Planning
  • Coaching and Feedback
  • Reviewing and Appraising
  • Recognizing and Rewarding
performance management cont24
Performance Management (cont)

What changes will I see?

  • Focal Points
  • Essential Requirements
  • Face to face time
  • Clear expectations
  • Improved communication
  • Enhanced training
  • Growth and development
  • Five rating scale
performance management cont25
Performance Management (cont)

What is the timeline?

  • Process designed: Jan. 2008 – April 2008
  • Training materials: April 2008 – Aug. 2008
  • Informational Meetings: Fall 2008
  • Supervisor and Manager Training: Fall 2008
  • Implementation: FY 2010
performance management cont26
Performance Management (cont)

Next Steps:

  • Training for supervisors
  • CBT Development
  • IT implementation
  • Regulation updates
performance and pay
Performance and Pay
  • In the very early stages of the transition to the new pay plans, so don’t have all of the details
  • Still awaiting data from the latest surveys this before we can even begin creating the new plans, let alone make decisions on exactly how performance will impact movement
  • Performance will not begin to have an impact on pay until FY2011, so there is still time to make sure these decisions are well thought out
performance and pay cont
Performance and Pay (cont)
  • This is NOT a pay-for-performance system
  • Performance is one of the criteria for pay movement, but other than for the Management Pay Plan, performance is not the only criteria
  • For plans with steps, the performance criteria will be similar to the current plan, with a “satisfactory” rating being necessary to receive a step increase
performance and pay cont29
Performance and Pay(cont)
  • Performance for non-step plans will be factored in along with the other criteria for the plan
  • Exactly how individuals who receive a higher performance rating will be rewarded has not been determined at this point
  • Pay Plan Website
    • www.da.ks.gov/newpayplans
  • Performance Management Website
    • www.da.ks.gov/pmp