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Cabarrus County, North Carolina <br /> April 24,2017 <br /> Page 3 <br /> 9. The designated County positions were evaluated using Springsted's Systematic Analysis and Factor <br /> Evaluation (SAFE®) system to assist in assuring that the internal relationships of positions within the <br /> County were equitable. Positions were evaluated based on information provided by employees and <br /> their supervisors in the revised position descriptions. <br /> 10. Utilizing the salary data supplied by comparable organizations and the results of the Systematic <br /> Analysis and Factor Evaluation (SAFE®) job evaluation system, each position was assigned to an <br /> appropriate salary grade in the County's compensation plan. <br /> 11. Information concerning what type of compensation system(open-range, step, other) each jurisdiction <br /> utilized was sought, as well as the spread from minimum to maximum of each grade and separation <br /> between salary grades was sought. <br /> 12. Four (4) meetings were held with the County's Executive Team to review the data and the <br /> recommended policy revisions. <br /> 13. Guidelines for implementation and ongoing administration of the compensation program were <br /> discussed. These guidelines provide for annual adjustments to the salary schedule ensuring that the <br /> County's pay scales stay current with changing economic and market conditions. The implementation <br /> options and the estimated costs are provided as part of this study. <br /> 14. Discussion also took place in regard to the utilization of an `open-range' versus `step' system for <br /> salary grades and how an open range system provides the user with additional flexibility in <br /> conjunction with a wide range of compensation increases (cost of living, merit, flat amounts, etc.). <br /> Related policy issues were also discussed in regard to hiring ranges for new employees, progression <br /> through an `open-range' pay grade and related compensation issues related to `open-range' systems. <br /> Findings and Recommendations <br /> 1. In gathering information on other jurisdictions compensation plans we found that only two (2) <br /> respondents utilized a step system as their pay plan while all others, but one utilized an open <br /> range system. It is our recommendation that the County convert from its current step system to an <br /> open range system. A discussion concerning the benefits of open range systems is attached. (See <br /> Attachment 1) <br /> Recommendation <br /> Based upon current "Best Practices' we would recommend that the Board of Commissioners adopt <br /> the `open range' system of salary grades. <br /> 2. In consideration of the County's adoption of the `open range' system of pay grades Springsted <br /> has developed a new market based salary schedule (See Attachment 2). The system includes fifty <br /> (50) grades with each grade separated by a 5% increase and a minimum to maximum `spread of <br /> 54%. Additional grades have been built into the system at the lower end for part-time and <br /> additional less skilled positions and at the upper end to ensure that as positions are reclassified <br /> that that internal equity for related positions is maintained. <br /> Recommendation <br /> Springsted recommends that the market based salary schedule identified as Attachment 2 be adopted <br /> by the Board of Commissioners. <br /> 3. In discussion with Human Resources staff it appears that adoption of a revised and updated <br /> market based compensation plan, as suggested in Finding and Recommendation 2 above it <br /> appears clarification to County hiring practices related to hiring individuals with education and <br /> experience may need further consideration. To that end, Attachment 3 provides a discussion of <br /> potential practices which relate to movement of newly hired staff to the Mid-Point of the assigned <br /> Attachment number 2\n <br /> F-5 Page 91 <br />