Revised: October 9,

Transcription

1 BREVARD PUBLIC SCHOOLS OFFICE OF COMPENSATION & BENEFITS NON-BARGAINING SALARY ADMINISTRATION HANDBOOK Revised: October 9,

2 TABLE OF CONTENTS Page Number I. Purpose of this Handbook 3 II. Objectives of a Salary System 3 III. Salary Administration Philosophy 4 IV. Process Overview 4 V. Job Descriptions 4-5 VI. Salary Ranges 5 VII. Salary Surveys 6 VIII. Salary Administration Policies and Procedures 6-12 A. Salary Adjustments 6 1. Slotting 7 2. New Hires Promotions 8 4. Transfers 8 5. Temporary Assignment Demotions 9 7. Termination and Reinstatement 9 8. Periodic Salary Adjustments 9 B. Creation of New Positions 9 C. Reclassifications of Existing Positions 9-10 D. Salary Negotiations 10 E. Responsibilities 10 F. Exceptions G. Movement from Teacher to Non-bargaining 11 H. Movement from L1010 or Professional/Technical to Non-bargaining 11 I. Supplements 11 J. Minimum Wage 11 K. Overtime and Compensatory Time 11 L. Earned Service M. Appeals Process 12 N. Change in Length of Contract Year 12 O. Performance/Annual Increase 12 P. In-service Compensation 12 IX. Equity Review X. Calculations 14 XI. Glossary Appendices Appendix A Management/Professional and Non-Management Questionnaires Appendix B Job Description Form and Supplement Appendix C Supplements Appendix D Procedure Reclassification of a Position and Advertisement Appendix E Promotion Calculations - 2 -

3 I. PURPOSE OF THIS HANDBOOK One of the most important Human Resource functions is salary administration. The basic mission of Human Resource Management is to obtain and retain a qualified and efficient work force. Pay is of central importance to our employees. It is the job of Human Resources Services, in conjunction with department management, to assure that our salary activities meet our goal of an effective, efficient, and motivated work force. This handbook is a guide for all salary-related activities for Non-Bargaining employees. It explains the procedures for wage adjustments that might result from a variety of personnel actions including promotions, new hires, and transfers. Some procedures, such as job description development, apply to all employees of the District. II. OBJECTIVES OF A SALARY ADMINISTRATION SYSTEM The School Board of Brevard County is charged with the responsibility to adopt a salary schedule or salary schedules designed to furnish incentives for improvement in training and for continued efficient service to be used as a basis for paying all school employees and fix and authorize the compensation of school employees on the basis thereof (1)(c), FS. Beyond this statutory responsibility, the basic goal of any salary system is to support the Human Resource Management mission of obtaining and maintaining an effective, efficient, and motivated work force. The objective of a salary administration program is to create a system of rewards that is equitable to the employer and employee alike. There are six criteria for effectiveness in a salary program: 1. Equitable: Each person is paid fairly. This means that pay is in line with an employee s efforts, abilities, and training. 2. Balanced: Pay, benefits, and other rewards provide a reasonable total compensation package. 3. Cost Effective: Salaries are not excessive in light of what the organization can afford to pay. 4. Secure: Salaries are viewed by employees as sufficient to allow them to feel secure and aid them in satisfying their basic needs. 5. Incentive-providing: Pay levels motivate effective and productive work. 6. Acceptable to the employee: The employee understands the pay system and feels it is a reasonable system both for the organization and for the employee. Salary administration must be viewed from a long-term perspective, with constant attention to overall equity and control of program integrity. The salary schedules and administrative procedures implemented by the School Board of Brevard County are designed to meet all of these criteria as well as fulfill the statutory obligation. Salaries of all employees shall be determined by the Board on the recommendation of the Superintendent and shall be outlined in the annual salary schedule adopted by the Board

4 III. SALARY ADMINISTRATION PHILOSOPHY 1. Our goal is to provide direct compensation at market value. 2. The appropriate time to establish a salary range is before the personnel action (hiring, promotion, salary adjustment, transfer, or demotion) is completed. The appropriate rate must be determined BEFORE salary is discussed with a candidate or employee. 3. Internal inequities will be evaluated and corrected as resources permit. A procedure for identification, evaluation, and correction is herein established and will be administered as established. IV. PROCESS OVERVIEW Job Description Draft Classification Determination Salary Range Determination Analysis of Salary Survey Data Grade Determination Individual Pay Recommendation Evaluation of Experience, Education, Skills, Abilities, Performance, and Responsibilities Equity Review Evaluation of same or similarly situated colleagues Individual Pay Determination V. JOB DESCRIPTIONS A job description outlines the tasks, duties, and responsibilities of a job, not the person currently performing the job. Job specifications detail the skills, knowledge, and abilities to perform the job in question. Our job specifications and the tasks, duties and responsibilities of a job are combined into one document. Our job descriptions also specify supervisory responsibility, physical demands, and other information relevant to the job. Job descriptions support a wide variety of personnel-related activities. They are used to help define training needs, to support career counseling when discussing advancement possibilities with employees, in recruiting, for promotion and transfer, and for salary survey activities. A written job description must be maintained for each position within the school system. A written job description is required whenever a personnel action of any type is proposed. All job descriptions must be approved by the Board before any use, publication, distribution, or personnel action can be taken. In addition to updating job descriptions as needed to implement a personnel action, job descriptions will be reviewed periodically for accuracy and updated as necessary. Rick Morton, Human Resources Services, will be responsible for initiating this review process, however the position incumbent and the appropriate supervisor will be responsible for revising and updating documents as needed. In addition, the position incumbent and the appropriate supervisor may request job description revisions as necessary

5 The steps taken to update an existing job description or create a new one are as follows: 1. The need for a job description is identified. Grants, legal mandates, program requirements, Board direction, etc. may create the need. 2. Justification is submitted to Rick Morton, Human Resources Services. 3. After review, the request is approved: a. Rick Morton, Human Resources Services, will request completion of a job description questionnaire, or requests a mark-up of the existing job description. b. A Job Description Supplement form is completed by the incumbent or supervisor. Form templates are in the appendix of this handbook. c. Rick Morton, Human Resources Services, reviews draft documents and returns them for final review by the supervisor. d. Changes are reviewed and the documents are returned to the supervisor for finalization. e. Classification of the position is established by Human Resources Services. f. The completed job description, to include all funding criteria, is taken to the Board for approval by Human Resources Services. g. Upon approval by the Board, the job description is added to the web database maintained by Human Resources Services, the job is updated in the position control database; and copies of the job description are distributed, in hard copy or by e- mail, as needed. Questionnaires are available to facilitate the development of new job descriptions. One questionnaire is used for management and professional jobs and a separate form for nonmanagement positions. Copies of both questionnaires are in Appendix A. Appendix B is a copy of our job description form and supplement. The questionnaires, the job description form, and supplement are available from Human Resources Services and on the district website. VI. SALARY RANGES Our Non-bargaining salary system is market based. Each pay grade on the Non-bargaining Salary Schedule has a range of established dollar values. Minimums, midpoints and maximums are established for each grade. Dollar values can overlap adjacent pay grades. Both the spread and interval values are calculated with the goal of consistency throughout the schedule or portions thereof. The spread is the dollar value, expressed as a percentage of the minimum that exists between the minimum and the maximum for a specific range. The interval is the dollar value, expressed as a percentage, which exists between two adjacent ranges. The salary paid for each position in a pay grade must fall between the minimum and maximum established for that pay grade. Salary schedules are adjusted periodically to account for inflation, changes in the external market, and changes in the cost of living. Administrative requirements may also create the need for salary structure adjustments. The dollar ranges established for each pay grade are a function of an analysis of external market forces. The external market in which Brevard County Public Schools must compete for qualified individuals is our basis for comparison. Salary surveys are the primary method for obtaining this external market data

6 VII. SALARY SURVEYS A salary survey is nothing more than asking other school districts and organizations to share their salary schedules. Certain jobs are benchmarked and used for these surveys. Benchmarking is a process of selecting a few representative jobs to serve as guides for the survey process. It would be impossible to survey every job in the school system. Great care is taken to ensure that the benchmarked jobs are similar in scope and responsibility within all the organizations being surveyed. At least one position from each pay grade is benchmarked for analysis. Ideally three positions in each pay grade are benchmarked. These positions are used as the standard for their ranges. It is more common to share salary range data than to share actual salaries in a salary survey. Complete and up-to-date job descriptions are essential for accurate analysis of salary survey data. Longevity and educational requirements are also factored into the analysis to ensure that an accurate comparison is made. Salary surveys for Non-bargaining employees compare twelvemonth positions, unless otherwise stated. A wide variety of organizations conduct salary surveys including federal, state, and local governments; professional groups; and other school systems. Salary survey data we obtain from these sources are analyzed and compared to our salary schedules. We will conduct our own salary surveys as necessary. Human Resources Services is responsible for conducting salary surveys, for responding to requests for data for salary surveys, and for the analysis of data. This process allows us to remain competitive and equitable with the external labor market. The Board must approve changes in the Non-bargaining Salary Schedule. VIII. SALARY ADMINISTRATION A. Salary Adjustments: Salary Adjustments (other than periodic adjustments) are made in response to a personnel action or to correct an inequity. Promotions, transfers, demotions, and hiring someone from outside the school system are all personnel actions. Requests and/or recommendations for a salary adjustment are processed by Human Resources Services. Requests must be accompanied by all appropriate justifications (for example, a job description and an explanation of why the request is being made). Salary adjustment requests for non-bargaining employees will be reviewed and approved by Human Resources Services prior to submission to the Superintendent for Board action. The request will be reviewed for both internal and external equity. It is the responsibility of the appropriate supervisor to prepare and submit to Human Resources Services the necessary forms and justifications when requesting any salary adjustment. Employees salaries should not exceed the maximum and may not fall below the minimum of their established pay grades. Employees who are currently above the maximum of their ranges will be red-circled; employees whose salaries fall below the minimum of their salary range will be green-circled. Red-circled employees ordinarily will not receive a pay adjustment until they are reassigned to a different job, their job is reclassified, or the salary schedule is adjusted. Green-circled employees will receive special consideration and salary - 6 -

7 adjustments until their salaries are brought up to the minimum of their pay grade. Human Resources Services is responsible for evaluating all salary adjustment requests and taking whatever action is appropriate. The Division will coordinate activities and take recommended actions to the Superintendent for Board approval. 1. Slotting: Slotting involves the determination of the individual salary level resulting from a hiring, promotion, transfer, or demotion activity. The market value of each salary range on the Non-bargaining Salary Schedule is the proper salary level for an individual who is fully functional in all aspects of his/her job. Typically, employees must meet or exceed all established job description criteria for the position in order to be considered eligible for a market value salary level. Movement to market value is NOT an automatic adjustment. Education, experience, and current district and market conditions are evaluated when slotting individuals who are newly hired by the school district on the Non-bargaining salary schedule. It is important to remember that equity is the driving factor in all adjustments to salary. Equity issues may override experience and education considerations. The slotting of employees who are promoted, transferred, or demoted is more difficult. Prior salary within the school system is a valid consideration for promotions, transfers and demotions, but experience and education may also be considered. An increase of 3-7% more than current base salary, based on education, experience, and the difference in salary grades between positions, or placement at the minimum of the new pay grade, whichever is higher, is the procedure to be used for placement. Slotting a promotion, transfer, or demotion may require an analysis of all similarly situated employees as well as a review of the job descriptions for everyone in the applicable job classification in order to prevent inequities. The Human Resources Division is responsible for conducting equity analyses, initiating job description reviews, evaluating equity issues, and recommending non-bargaining salary decisions to the Superintendent for approval. 2. New Hires: New Hires are placed in the appropriate slot within a pay grade on the Non-bargaining Salary Schedule after consideration of their experience and education, the placement of similarly-situated existing employees, and the salaries of subordinates as well as superiors. Internal equity, external equity, and compression are all evaluated. All documents and employment verifications must be received in Human Resources Services no later than 45 calendar days following hire in order to be considered for adjusted placement on the salary schedule. Fully-qualified new hires are slotted at the minimum of the appropriate pay grade. Experience and equity are then evaluated and further adjustments may be made. For each year of job-related, verified experience outside of the district, credit is granted towards additional placement on the salary schedule. Credit will be granted up to a maximum of 10 years of job-related experience and slotted accordingly within the salary range established for the position. When submitting past experience, a candidate must provide relevant job-related experience on district reference forms or on letterhead of the past company(s). These MUST be signed by a current or prior supervisor in order to qualify for this additional - 7 -

8 salary placement. information. The Human Resources department will verify all of this The appropriate supervisor is responsible for coordinating the search for a new employee with Human Resources Services. In order to recruit for a new hire, a vacancy must exist and the job description must be current and approved by the Board. Human Resources Services is responsible for taking all placement actions to the Board for approval. 3. Promotion: A promotion involves the advancement of a current employee to a job with a higher job evaluation rating, pay grade and salary range. A promotion shall not result in the placement of employees either below the minimum or above the maximum of their pay grade on the salary schedule. Slotting on the salary schedule for a promoted employee is at the minimum of the new pay grade or 3-7% more than the current base salary. In cases where there is a change in grade and a change in the number of contract days, the current salary will be calculated by 3-7% and divided into a daily rate and then annualized to the specific number of new contract days of the new position. Equity (internal and external) and prior relevant verified experience may be used to adjust the new salary as appropriate. Human Resources Services is responsible for reviewing the salary levels and job descriptions of employees in the same or a closely-related position to ensure that inequitable situations are not being created to the extent funding is available. Compression concerns must also be addressed. Compression occurs when there is not an acceptable difference between subordinates and supervisors salaries. Compression can also exist when there is not an acceptable difference between established levels for the same job, such as, Specialist I and Specialist II. The incumbent s qualifications vis-àvis the job description must also be evaluated. Supervisors are responsible for providing Human Resources Services with the information necessary to process a requested promotion. This information will vary depending upon whether the promotion is to a newly-created position or to an existing vacancy. Human Resources Services will assist supervisors in identifying and preparing the required documents. The Board must approve all promotions. 4. Transfer: A transfer does not result in an adjustment of salary for Non-bargaining employees unless the length of the contract year changes. This policy applies to temporary transfers as well as regular transfers. A transfer is a move from one job to another in the same pay grade. Transfers may occur within departments and schools as well as between departments or schools. Annual salary will be adjusted if the length of the contract year changes as the result of a transfer. Non-bargaining employees calculations are computed on the number of days worked for each contract. The same processes are reversed when the contract year length is reduced. All transfers must be reviewed by Human Resources Services, and the Superintendent, and approved by the Board. The appropriate supervisor is responsible for notifying Human Resources Services of the proposed transfer. Human Resources Services reviews the proposed action for compliance with approved staffing levels, candidate qualifications, and any other factors impacting the situation. Human Resources Services takes the proposed action to the Superintendent for Board approval

9 5. Temporary Assignment: Employees temporarily promoted to a job with a higher classification on the Non-bargaining Salary Schedule are paid at the same rate as they would be for a non-temporary assignment, upon the recommendation of the supervisor and with approval of the Superintendent and/or designee. Non-employees hired as a temporary are paid at the minimum rate for the appropriate pay grade. Some temporary duties are covered by salary supplements instead of base pay adjustments. 6. Demotion: A demotion results in a negative adjustment of salary to a new pay grade on the Non-bargaining Salary Schedule. Placement at the appropriate level on the salary schedule is accomplished in the same way as placement for promotions. Internal equity and job qualifications are factored into the placement. Employees who are demoted to a position in a lower pay grade may have their salary reduced by 3-7%, however, end salary may not exceed the maximum of the lower pay grade. Exceptions to this policy may occur when equity issues must be addressed and as approved by the Superintendent or his designee. All demotions are reviewed by Human Resources Services and the Superintendent, and approved by the Board. 7. Termination and Reinstatement: Employees who are rehired after an absence are treated as new hires for salary calculation and placement purposes. 8. Periodic Salary Adjustments: The Board approves periodic salary adjustments for Non-bargaining employees who are active with the District at the time of the adjustment. Adjustments are not necessarily made every year but are discretionary. Performance is a factor in the determination of individual salary adjustments. See Performance/Annual increase. In the case of an employee being hired or promoted late in the fiscal year, an individual must have been in the new position for more than ½ of the position s calendar year to be eligible for the adjustment. B. Creation of a New Position: Requests for new positions are made during the budget process each year. It is the responsibility of the appropriate supervisor to inform Human Resources Services of the need for a new Non-bargaining position prior to submission of the request during the budget process. Rick Morton, Human Resources Services, will work with the supervisor to develop a job description that must accompany the request. Labor Relations will determine whether or not the position is Non-bargaining. Human Resources Services will set the pay grade for a Non-bargaining position. Approval for the new position must come from the Board. New positions may also be requested through the development of our annual staffing plan. The Director of Labor Relations and Human Resources Services coordinate this activity. C. Reclassification: Changes in job content, complexity, responsibility, and accountability may result in the reclassification of a job to a higher or lower pay grade. Determination of the need for reclassification requires the generation of an updated job description and job evaluation. It is the responsibility of the appropriate supervisor to request consideration of reclassification to Human Resources Services. Rick Morton, Human Resources Services, will work with the supervisor to develop or revise the job description and the job evaluation as needed. Justification (why the reclassification is necessary) is also required. Other - 9 -

10 information, such as old and new organization charts, may also be required. Human Resources Services will also evaluate the relative salary of similar positions, look for compression problems, and evaluate equity issues. Reclassifications are driven by a change in the job, not by a change in the skills or abilities of the person holding the job. For example, a reclassification is not appropriate because an employee has earned a degree. Position reclassifications must apply to all the positions in the school system that hold that title. Anomalies must be corrected before the reclassification process can go forward to the Superintendent for Board approval. Once a position has been reclassified, the salary level of all incumbents in that position will be slotted. An incumbent will not be allowed to exceed the maximum or fall below the minimum of the new pay grade. Adjustments to placement in the proposed pay grade may then be made based upon internal equity, compression, and other factors. See the Salary Adjustment section of this handbook for guidelines on how adjustments are calculated. Internal equity may also be factored into the new salary level. When reclassification results in a position being placed in a lower pay grade, employees will retain their current salary or be placed at the maximum of the new pay grade. Exceptions to this policy will occur when equity issues must be addressed. A reclassification of more than one pay grade will be considered a new position. As such, advertising of the position will be required. Incumbents MUST apply for the new position and will be considered along with all other qualified applicants. See Appendix "D" for the procedure used for the reclassification advertisement. D. Salary Negotiations involve the discussion of a proposed salary with a candidate for a particular position. The salary negotiation policy and process are the same regardless of whether the candidate is a current employee being transferred, demoted, or promoted, or is a new hire from outside the organization. Only those employees with supervisory responsibility over the position in question have the authority to discuss salary with a candidate. In order to avoid unfortunate situations, it is imperative that the supervisor be aware of the appropriate range for the position in question and the criteria for slotting a particular individual within the range. Only Directors and above may make job offers. E. Responsibilities: The immediate supervisor is responsible for initiating action for promotions, transfers, demotions and new hires as well as for job classification activities. Obtaining the required approval of the appropriate superintendent or authority is the responsibility of the supervisor. Employees and prospective employees are responsible for providing all required information prior to the relevant personnel action. Additional experience verification information may be provided no later than 45 days following the date of hire, promotion, transfer, or demotion. Human Resources Services is responsible for assisting the supervisor with the completion of the appropriate forms and justification. Human Resources Services is responsible for the analysis of all factors impacting pay grade, salary, and slotting decisions as well as the allocation of the salary budget for Non-bargaining employees. The School Board is responsible for the approval of all staffing levels and changes, job

11 description qualification changes and additions, budgets for salary and reclassification, and other personnel actions. F. Exceptions: Any exception to the policies and procedures outlined in this handbook must be approved by the Superintendent or his designee. G. Movement from Teaching to a Non-bargaining Position: Employees who move from a teaching position to a Non-bargaining position will be slotted according to the same criteria used for a promotion within the Non-bargaining schedule. Placement at the minimum established salary level is current procedure. If the length of the contract year also changes, an adjustment based on the daily rate is also made. Equity (internal and external) and relevant verified experience may also be considered. Prior instructional supplements are not included in the calculation of salary for any Nonbargaining position. Only the base rate of pay will be used in determining salary when an employee is moving from a bargaining to a Non-bargaining position. Assistant Principals are guaranteed that they will be paid more than their teaching salary had they remained in the classroom. Salaries that are for a period of less than twelve months will be converted to the appropriate time period of the new Assistant Principal contract to make this calculation. Assistant Principals salaries are reviewed annually to ensure the guaranteed difference. H. Movement from L1010 or Professional/Technical to a Non-bargaining Position: Employees who move from an L1010 union position to a Non-bargaining position will be slotted according to the same criteria used for a promotion within the Non-bargaining schedule. A 3-7% adjustment over their current rate of pay will be considered. Lead pay is not included in the calculation of the salary for any Non-bargaining position. Only the base rate of pay will be used in determining salary when an employee is moving from a bargaining to a Non-bargaining position. I. Supplements: Salary supplements are permitted in order to adequately compensate employees for additional duties beyond those identified as required to satisfactorily perform the job. Advanced degree supplements are available for employees who obtain a Specialist or Doctorate degrees which exceed the job description requirements. A schedule of currently-approved supplements is attached as Appendix C. J. Minimum Wage: The minimum salary of a pay grade will not be allowed to fall below the minimum wage as established by federal or state law. K. Overtime and Compensatory Time Off: Hours in excess of 40 hours per week will be paid in accordance with applicable wage and hour laws and regulations. Overtime hours are paid at one and one-half times the standard hourly rate unless the employee is exempt from the provisions of the applicable laws. Most managers and administrators and some professionals are exempt from the overtime rules of the Fair Labor Standards Act and therefore will not receive overtime pay. Authorization to work overtime must be by prior written approval by the Department Head or Principal

12 Compensatory time shall not be taken in lieu of overtime pay L. Earned Service: To earn a complete year of service for the full annual salary adjustment purpose (should such adjustment be approved by the Board), employees must work in their current positions at least one day more than one-half of the designated work year. The Board will establish the designated work year. Employees whose designated work year is less than twelve months must work at least one day more than one-half of the period specified for their work year. See Periodic Salary Adjustments for earned service pro-ration. M. Appeals process: An employee who wishes to appeal a slotting, salary, or classification decision must submit a written request within 30 calendar days of the date the action was taken. The written request must include: 1) specific examples of substantive factors(s) not considered when the action was taken, and/or 2) detailed factual basis for the belief that one or more substantive factors was not properly evaluated. The supervisor and appropriate Assistant or Associate Superintendent must review the written request and approve or reject. If approved, the request is forwarded Human Resources Services. Human Resources Services reviews and approves or rejects the request within 30 calendar days of receipt of the written appeal. N. Change in length of contract year: An employee in a 9, 10, 11, or 12-month contract position that changes in length, either by increasing or decreasing the number of days, may be entitled to a salary adjustment. In such cases, the salary will be divided to obtain the daily rate of pay and multiplied by the new number of contract days. O. Performance/Annual Increase: Each employee must work one day more than half his or her contract year and have a satisfactory performance appraisal to be eligible for an annual salary adjustment at the end of the fiscal year, should such increase be approved by the Board. Satisfactory service is defined as other than receiving an overall Needs Improvement or Unsatisfactory performance evaluation instrument. See Periodic Salary Adjustments for earned service pro-ration. Should an employee not meet the satisfactory performance standard, his or her salary will be frozen for one year or until the next eligible review cycle and board approved annual increase the following fiscal year. Salary may also be frozen by the Superintendent in the event of one or more egregious acts of insubordination or failure to discharge duties as required. P. In-service compensation: Compensation will be provided to school-based administrators on 10-month contracts for attendance and instruction of Board-paid inservice programs when attendance is outside of their contract year (summer break only). Compensation will be the same as that provided to teachers. Nine, 10, and 11-month Non-bargaining personnel will also be compensated for preparation and/or in-service instruction outside of their normal contract or work year. Contract employees would be paid the same hourly rate as teachers. Hourly employees would be paid their hourly rate. IX. EQUITY REVIEW

13 Equity review is executed at more than one level. First, the overall salary program for Nonbargaining employees must be examined for structural integrity and equity. Second, the salary of employees who are paid according to the Non-bargaining Salary Schedule must be examined individually and by classification. Human Resources Services is responsible for equity review of the Non-bargaining salary schedule and program. Equity review is a time-consuming activity, and all potential inequities cannot be simultaneously identified and remedied. As situations requiring a response are identified, corrective action will be proposed during each annual adjustment cycle. Human Resources Services is responsible for the review of all proposed salary changes for any Non-bargaining employee. Equity will be the primary consideration for this review. External equity is the relationship between pay for the same or a similar job in the external labor market. This external market can be national, state, regional or county. The external market is generally comparable to the area used for recruiting an individual with the required skills, abilities, and education. For example, if a position were so specialized and unique that a nationwide search would be required in order to find a person to fill the job the external market for equity analysis would be the nation. Many positions covered by the Non-bargaining salary schedule can be filled from within Brevard County. Market data from a variety of sources is used for external equity analyses. Internal equity is the relationship between pay for the same or similar jobs within the school system. Human Resources Services is responsible for the evaluation of equity within the system. Equity and compression issues must be evaluated before any slotting decision is made. While Human Resources Services is responsible for equity analyses, any staff member who is aware of a potential equity problem should bring this to the attention of Human Resources Services. Once an internal equity issue has been identified as a potential problem, the following procedure will be used to evaluate and correct, if appropriate, the situation: 1. Data will be collected and reviewed for the group of employees in question. The data are sorted both by pay grade for the whole school system and by pay grade within the department or school in question, if appropriate. Care is taken to ensure that information on the length of time an employee has been engaged in the same or a similar position is accurate. Data on employees with contracts that are less than twelve months in duration will be annualized for comparison purposes, if appropriate. 2. All positions in a job group must be evaluated at the same time. To do otherwise would skew the data for the group for subsequent data analysis. 3. Internal equity issues will be evaluated and addressed as funding is available and allocated for this purpose

14 X. CALCULATIONS Several mathematical calculations are used in salary administration. Listed below are the most frequently used ones and a brief explanation of how they are made: Increases: (Current pay times the percentage increase) plus current pay. Example: A 5% increase on a $25,000 salary would be: $25,000 x.05 = $1,250 $25,000 + $1,250 = $26,250 Decreases: Current pay minus (current pay times the percentage decrease). Example: A 5% decrease on a $25,000 salary would be: $25,000 x.05 = $1,250 $25,000 - $1,250 = $23,750 Rounding: When converting annual salaries to hourly rates for nonexempt employees all hourly rates will be rounded to the next higher $0.05. Compa-ratio: A relationship between an employees salary and (Comparative the market salary, expressed as a percentage. Ratio) Example: Between a $28,600 salary and a $26,558 market value: ($28,600 / $26,558) x 100 = % (employee is earning % of market value) Interval: Difference between the same point of two separate pay grades. (Can be expressed as a dollar value or a percent of the lower.) Example: Between where the values are $27,624 and $32,837, respectively: $32,837 - $27,624 = $5,213 ($5,213 / $27,624) x 100 = 19% Spread: Difference between the minimum and maximum of a pay grade: (Can be expressed as a dollar value or a percent of the minimum.) Example: ($29,837 - $21,339) = $8,498 ($8,498 / $21.339) x 100 = 40%

15 XI. GLOSSARY The definitions listed below are limited to the use of the word in the context of salary administration. Benchmark: A position used in a salary survey to represent several or all of the positions within a salary range. Break in Service: Being out of the employ of the School Board of Brevard County for oneday more than six calendar months. This definition of a break in service applies only to salary administration; other definitions may apply to other employment circumstances. Compa-ratio: A ratio calculated by dividing an employee s current salary by the market value. Compression: Compression is the lack of adequate separation between two salaries or points on a salary schedule. Demotion: A personnel action that results in the movement of an employee from a position in one pay grade on a salary schedule to a position in a lower pay grade to include a reduction in base salary. Direct Compensation: The salary portion of an employee s total compensation package. Entry Rate: The first salary rate an employee has in a particular position. The entry rate is not the same as the minimum salary of a pay grade on a salary schedule. External Equity: An evaluation of school system salaries as they relate to the salaries paid in the appropriate external market. External Market: The geographical area within which we compete for employees. This area may vary for different employee groups. External markets are usually defined as county, state, region or nation. Internal Equity: An evaluation of the relationship between salaries for individuals and classifications within the school system. Interval: The difference between points on two separate pay grade salary ranges. This value can be expressed as a percentage or dollar value. Job Description: A formal written document describing the tasks, responsibilities, and physical demands of a particular job. This document also specifies the education, experience, skills, abilities, training, and certification necessary to perform the job. Job Specifications: The education, experience, skills, abilities, training, and certification required to satisfactorily perform a job

16 Pay Grade: A category assigned to job classifications based upon the calculation that results from a Factor Job Evaluation study. A dollar range is assigned to each pay grade. Personnel Action: Any of a variety of employee-related activities. Hiring, promotion, transfer, and demotion are types of personnel actions to which this handbook applies. Promotion: The movement of an employee from one job to another job that has a higher classification, job evaluation rating, and pay grade. Reclassification: Changing the job evaluation rating and pay grade of a job. Redefining the workweek/makeup time: Varying the arrival and departure times of an employee s regularly scheduled work hours during a specific pay period to accommodate personal business, etc. (i.e.: flex scheduling) MUST be approved by the supervisor prior to any modification of hours. This term does not include modifying a work schedule on a permanent basis such as a 4 day/10 hour work schedule on a recurring basis. The terms of employment section in a job description is the final governance over all organizational work schedules. Salary Schedule: A chart showing the dollar values paid for jobs within each pay grade. Spread: The difference between two salary values in the same pay grade. Computed as the difference between the minimum and the maximum of salaries paid in a pay grade, commonly expressed as a percentage. Temporary Assignment: A promotion, transfer, or demotion that is designed to last for a limited amount of time. The time of a temporary assignment must be no less than one day and no more than one day less than four calendar months. Total Compensation: Salary plus benefits paid to an employee. Transfer: The movement of an employee between two jobs in the same pay grade. Year of Service: A period of time defined as one day more than one-half of the designated work year

17 APPENDIX A MANAGEMENT/PROFESSIONAL AND NON-MANAGEMENT QUESTIONNAIRES

18 SCHOOL BOARD OF BREVARD COUNTY Management Job Description Questionnaire Employee: Date: Job Title: School/Department: (1) What qualifications, licenses or certifications are required for someone to accept this job? (2) To whom does this position report? (3) What work experience is required prior to someone accepting this job? (4) Does this position supervise other people? yes, no If yes, how many people are direct reports? Indirect report? (5) What is the primary function or goal of this job?

19 (6) What are the primary (essential, critical, most important) duties and responsibilities of this job? (7) What are the secondary (additional, less important) duties and responsibilities of this job? (8) Please list daily tasks performed by someone in this job. (9) Please list the kinds of things that come up only a few times a month/year that may not be in a typical day or week for someone in this job. (10) What technical/educational knowledge is necessary for success in this job? (11) What skills and abilities are necessary for success in this job?

20 (12) Please describe the most difficult task(s) of this job. What makes it difficult? (13) Please describe the working atmosphere of this job? Pace? People worked with? Physical activity. (14) What kind of planning is required on this job? (15) Please describe the nature and quantity of the paper work that is required to do this job? (16) What kinds of meetings/presentations are handled by someone performing this job? (17) Please give examples of decisions made on this job? What difficult decisions are made?

21 (18) What type of analysis work does this job require? (19) How are the requirements of this job different from others with the same title? Please be specific. (20) How much of this job is related to communication? Is most of the communication written or oral? (21) What takes the majority of the time of someone holding this job? (22) What should be known about this job to really understand it? Please give examples

22 (23) What level of reasoning, mathematical and language development are required to do this job? Reasoning: Applying principles to solve problems and interpret instructions in various forms. Mathematical: Level of math required to do job. Language: Level of reading, writing, speaking, to do job. (24) In this position, what are the relationships to data, people, things? Data: i.e., compiling, reporting, examples, frequency. People: i.e., talking or signaling to exchange information, examples, frequency. Things: i.e., operating, controlling, examples, frequency. (25) What are the terms of employment for this job? hours per day months per year Completed by: Name and Title *************************************************************************************

23 Supervisor s Review Comments: Approved: Date: Supervisor s Name and Title For HR Use Only: Job Code: Classification: Pay Type: Draft developed by: Date: Pay Grade: Exempt/Non-Exempt:

24 SCHOOL BOARD OF BREVARD COUNTY Non-Management Job Description Questionnaire SECTION I Use the additional sheets if more room is needed to complete your answers. A (1) Employee Name: (2) Date: B (1) Current Job Title: (2) Suggested Job Title: (3) Immediate Supervisor: (4) Job title of Immediate Supervisor: (5) School/Department: (6) Job Location: (7) # of employees holding this job: C (1) What are the most important duties that an employee holding this job performs daily? If important duties are performed at less frequent intervals, describe and give frequency of performance. (2) What are the secondary (less important) duties that an employee holding this job performs at periodic intervals, such as weekly, monthly, quarterly, etc.? State the frequency of performance. D (1) List office machines used

25 (2) What factory or shop machines and equipment are used? E (1) Describe the working conditions (physical activity, environment, pace, people worked with). F (1) What formal education, or its equivalent, is the minimum required for satisfactory performance of this job? (2) What prior special training or education is necessary before an employee is assigned to this job? What training is necessary immediately after assignment? (3) What job experience is required? Please indicate the number of weeks, months, or years needed. Does the experience have to be with the SBBC or can it be elsewhere?

26 (4) What skills and abilities are necessary for the successful performance of this job? (Example: typing wpm, driving a forklift, performing mathematical calculations) G (1) Describe the extent and closeness of supervision received by an employee holding this job. To what degree does the immediate supervisor outline methods to be followed, results to be accomplished, check work progress, handle exceptional cases, and check job performance? (2) What kind of supervision do employees holding this job give to other employees? H What is the seriousness of errors in this job? Do errors affect only the work of the employee making the mistake, others in the same department, other departments or persons outside the organization? I Is confidential data handled? If so, state the type of confidential data handled; for example, personnel, salaries, policy, business secrets, etc

27 J Is an employee holding this job responsible for money or items of monetary value? If so, state the type of responsibility and the approximate amount of money that must be protected. K Describe the kind of personal contacts made by employees as he/she performs this job. Is contact with people in the department, in other departments, or outside the organization? How important are these contacts to the organization? L What type and amount of dexterity or motor skill is required in the performance of the job? Please list job duties where dexterity is required. M How much repetitive detail is required of an employee? How great is the potential for boredom on the job? O List any unusual physical requirements of this job: Vision, Strength, etc

28 SECTION II This section must be completed by the immediate supervisor. Employee section reviewed and approved by: Supervisor s Name and Title What is the primary function or goal of this position? What are the terms of employment for this job? hours per day months per year? Errors which may occur in the performance of this job are: (Check one) Easily detected in normal routine checking results. Give example: Not detected until they have caused other departments considerable inconvenience. Example: Not detected until they have caused considerable inconvenience to a customer. Give example: Describe responsibility of the occupant of this position for work of other employees. (Check one) No responsibility for work of others may show other employees how to perform a task or assist in indoctrination of new employees. Guides and instructs other employees, assigning, checking, and maintaining the flow of work

29 Comments: For HR Use Only: Job Code: Classification: Pay Type: Draft developed by: Date: Pay Grade: Exempt/Non-Exempt:

30 APPENDIX B JOB DESCRIPTION FORM AND SUPPLEMENT

31 BREVARD PUBLIC SCHOOLS Job Title JOB DESCRIPTION QUALIFICATIONS Job Goal KNOWLEDGE, SKILLS, & ABILITIES PERFORMANCE RESPONSIBILITIES: ESSENTIAL FUNCTIONS Provide outstanding customer service, and use positive interpersonal communication skills. 14. Make all decisions and perform all tasks in accordance with Brevard Public Schools Organizational Values. 15. Ensure compliance with Board rules and applicable federal laws and regulations

32 PERFORMANCE RESPONSIBILITIES: OTHER DUTIES & RESPONSIBILITIES 1. Perform tasks or services consistent with the job goal of this position PHYSICAL DEMANDS (ADA Compliance) The Brevard County School District will provide reasonable accommodations to qualified individuals with disabilities to allow them to perform the essential functions of the job when such individuals request an accommodation. EVALUATION Performance of this job will be evaluated in accordance with provisions of the Board's policy on evaluation of personnel. Terms of Employment COMPENSATION & POSITION DETAILS SALARY SCHEDULE: PAY GRADE: PAY CODE: PAY TYPE: PAY DAYS: FLSA STATUS: ADA CODE: DATE DEVELOPED: DATES REVISED: DATES BOARD APPROVED: EEO-5: FUNCTION: Discipline: DOE Survey Code:

33 BREVARD PUBLIC SCHOOLS JOB DESCRIPTION SUPPLEMENT Sedentary Work Light Work Medium Work Heavy Work Very Heavy Work I. MACHINES, TOOLS & EQUIPMENT (Machines, Tools, Equipment, Electronic Devices, Vehicles, etc. used in this position.) II. PHYSICAL REQUIREMENTS (Describes physical conditions of this position. Select only one.) A B C D E Sedentary Work Exerting up to 10 pounds of force occasionally and/or a negligible amount of force frequently to lift, carry, push, pull or move objects. Sedentary work involves sitting most of the time. Jobs are sedentary if walking and standing are required only occasionally and all other sedentary criteria are met. Light Work Exerting up to 20 pounds of force occasionally and/or up to 10 pounds of force frequently. If the use of arm and/or leg controls require exertion of forces greater than that for sedentary work and the worker sits most of the time, the job is rated as Light Work. Medium Work Exerting up to 50 pounds of force occasionally, and/or up to 20 pounds of force frequently and/or up to 10 pounds of force constantly to move objects. Heavy Work Exerting up to 100 pounds of force occasionally, and/or up to 50 pounds of force frequently, and/or up to 20 pounds of force constantly to move objects. Very Heavy Work Exerting in excess of 100 pounds of force occasionally, and/or in excess of 50 pounds of force frequently, and/or in excess of 20 pounds of force constantly to move objects. III. PHYSICAL ACTIVITY (Physical activities of the job are listed below and are with or without accommodations for disabilities for this position. Percent of a typical day involved in each applicable activity is noted. Specify the percent of a typical day involved in each applicable activity and note on the line next to that activity. Note: This will total more than 100% as several activities may be performed at one time.) A B C D E F G Sitting Resting with the body supported by the buttocks or thighs. Standing Assuming an upright position on the feet particularly for sustained periods of time. Walking Moving about on foot to accomplish tasks, particularly for long distances. Climbing Ascending or descending ladders, stairs, scaffolding, ramps, poles, etc. using feet and legs and/or hands and arms. Balancing Maintaining body equilibrium to prevent falling when walking, standing or crouching on narrow, slippery or erratically moving surfaces. Bending Lowering the body forward from the waist. Stooping Bending body downward and forward by bending spine at the waist through the use of the lower extremities and back muscles