Agenda - 10-20-1998 - 8g - Laserfiche WebLink

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❑ To provide greater incentive to employees to pursue promotion. A promotion requires the employee assume more difficult and demanding duties. Often this involves substantial additional work time and effort. The current salary policy has resulted in some employee decisions not to pursue promotion. ❑ To promote retention of the existing workforce by providing greater advancement opportunity. ❑ To provide greater flexibility for department management in maintaining internal equity and granting salary increases commensurate with individual qualifications. ❑ To provide consistency between the salary recognition granted for assumption of greater responsibility in the employee's own position as for moving to another position. ❑ To provide greater equity between the salary an internal candidate might receive for promoting to a position in comparison to the salary of a candidate being hired from outside the County. Other Area Employers Personnel surveyed 12 area governmental employers as to their promotion pay handling policy. Attachment 2 shows the survey results. Of the 12 employers surveyed as to promotion: ❑ 10 provided for at least a five percent salary increase and two provided for at least 2.5 percent. ❑ Nine provided fora salary increase greater than five percent or the new minimum and seven provided the latitude for increases greater than 10 percent. As to reclassification, seven of the employers surveyed provide the same pay handling as for promotion. The draft Personnel Ordinance revision is modeled most closely after the State government and University at North Carolina at Chapel Hill policies. These policies provide the latitude to take account of qualifications, equity and labor market. Estimated Costs During fiscal year 1997 -98 fiscal year, 28 employees received promotions and six filled positions were reclassified to higher salary grades. Using those as a basis to estimate the cost of the