Structures 17 steps, 2.5% apart Progression through the steps based on performance Outstanding = 2 Steps (5%) Successful = 1 Step (2.5%) Does Not Meet = No Increase
2012 Benchmark Study Our structures are competitive and at market Non-Exempt: Goodyear average salaries vs. market average salaries is 91% Exempt: Goodyear average salaries vs. market average salaries is 95% 209 employees or 71% of non-sworn employees below market
Proposed Structure 1: Open Range $20.08 Range Minimum
Market 2.2%
2.2% (Determined annually through the budget process)
$29.80 Range Maximum
Pros and Cons to Option 1 Pros: Eliminate steps Flexible Explainable and Defendable Legal
Cons: Does not move employees below market to
market faster
Proposed Structure 2: Open Range with Quartiles $20.08 Range Minimum
3.0%
$29.80 Range Maximum
Market
2.50%
1.5%
1.0%
1.0% one-time
1.5% one-time
2.2% (Determined annually through the budget process)
Pros and Cons to Option 2 Pros: Moves employees below market to market
faster Eliminates steps Flexible Explainable and Defendable Legal
City Clerk (Maureen Scott) City Manager (Kim Bradford, Cathy Hozian) Development Services (Brett Burningham) Engineering (Ron Sievwright) Environmental & Municipal Services, Water Resources (Heather Grenyo, Robert Vargas, Ruben Veloz) Finance (Tracy DeSomma) Fire (Chief Gaillard, Stephen Gilman, Lisa Neagle) Human Resources (Wynette Reed, Sondra Healy, Jeanni Ruddy) Information Technology Services (n/a) Legal Services (Martie Polk) Municipal Court (Crystal Whelan) Police (Chief Geier, Joe Pacello) Parks and Recreation (Jeremy Figueroa)
Legally defensible Clearly defines expectations Recognizes diversity of jobs within the City Better differentiates performance between employees Reduce biased evaluations Provides basis for monetary increase and a mechanism to acknowledge truly exceptional performance
Customized appraisal based on job/position The
City-wide performance category is “Customer Service” Department level performance categories may be: ○ Communication ○ Managerial/supervisory ○ Personal leadership ○ Teamwork ○ Technical/physical expertise ○ Work habits/professionalism
Move to “Meets Standards” Meets Standards is the expectation for all employees Specific performance categories will determine strengths and improvement opportunities
Overall Percentage •
An overall percentage between 76% and 100% results in an overall rating of “Meets standards” • Coaching is required for performance areas marked
“Does not meet standards” •
An overall percentage of 75% or less results in an overall rating of “Does not meet standards”, a performance plan is required and the employee has ninety days to meet standards
Emphasize Training All employees will receive training An additional performance conversation will be required Employees are accountable for their own performance “Intestinal fortitude”
Summary of performance appraisal recommendations Customized appraisal based on job/position Move to “Meets Standards” or “Does Not Meet Standards” Overall percentage Emphasize training Exceptional performer identification using overall percentage
Questions or Further Discussion
Council’s Interests: Recognizing the Exceptional Employees A program that recognizes employees that go above and beyond the usual high performance standards Approximately 10% of the employee population vs. 66% Meaningful recognition
Goodyear Excellence Award Employees recognized for meritorious performance Full-time and regular part-time employees are eligible Must meet expectations at the 90% level in both the City-wide and department competencies
Goodyear Excellence Award Any City employee can nominate another City employee Department Director review of nomination Final review by Deputy City Managers and City Manager A maximum of 10% of the City’s authorized positions
Goodyear Excellence Award Award Amount:
Recommend a % to base for non-sworn and lump sum for sworn
Recognition by Mayor and Council
Summary
Proposed non-sworn pay structure
Proposed performance evaluation process and program
