AG 1998 05 18 - Laserfiche WebLink

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STUDY METHODOLOGY Municipal Advisors Incorporated used the following methodology in reviewing and updating the Cabarrus County classification system and pay plan. The consultants met with the County Manager and Director of Human Resources to establish working relationships, review current approaches and policies, collect ali available data indicating programs and materials currently in use and to identify the strengths and weaknesses in the existing systems. A group meeting was held with all department heads to explain the purpose of the study, the steps MAI would follow in conducting the study, the time schedule and types of assistance that would be required. In addition, individual meetings were conducted with department heads to collect data concerning organizational arrangements, operations, programs and staffing and specific departmental needs and concerns were identified. A series of employee briefing sessions were conducted by the consultant to explain the study process and answer questions for employees. Position Analysis Questionnaires (PAQ) and instruction sheets were distributed to all employees. They were asked to describe their job duties and responsibilities in detail. These descriptions were reviewed by each employee's supervisor and department head for verification of completeness, accuracy and any supervisory comment necessary or desirable. Upon receipt of the completed position analysis questionnaires, each was individually reviewed and: preliminary classification decisions were made. At this preliminary stage, any apparent discrepancies, conflicts or omissions were noted and the consultant returned to Concord for interviews and job audits with specific employees to expand or clarify available information. Seventy-five (75) job audits were conducted. Following information gathering, analysis, verification and discussion, new Class Descriptions were developed and each employee was assigned to a proposed class. The preliminary Class Descriptions and class assignments were submitted to the County for review and comment by the employees, department heads and supervisors. Simultaneously, the consultant solicited salary information from nine (9) local public agencies and eight (8) counties across North Carolina of similar size and make-up as Cabarrus County that could affect the recruitment and retention of employees. Additionally, salary data was solicited from the Employment Security Commission (ESC) and several local employers. Salary data was solicited for sixty (60) benchmark positions including clerical, techgi,'cal, public safety, professional and managerial positions. 2