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for appointed or elected officials, as an expression of fiscaZ <br />policy, act to compress logical pay relationships at given <br />levels, or where other circumstances might dictate reasonable <br />compromise as necessary to avoid disproportionate damage to the <br />overall integrity of the classification and pay plan.. <br />(2) Comprehensive salary surveys should be conducted at least <br />annually to gather data on-rates being paid for substantially <br />similar work by competitors. Such surveys need to be designed <br />with the geographical area of recruitment in mind. WhiZe <br />clerical employees and some paraprofessional employees are <br />recruited ZocaZZy, it is usually necessary to recruit regionally, <br />statewide, or even nationally for other paraprofessional, and <br />many professional and managerial positions. (3) It should be <br />recognized that the Pay Policy of the jurisdiction is uZtimateZy <br />represented by the Position Classification and Salary Plans. <br />This Pay Policy must establish and maintain, insofar as feasible, <br />a system of compensation which provides a viable basis for <br />securing and maintaining a sufficient, effective work force <br />from the Labor market. Pay Policy is established and maintained <br />through assessment and reconciliation of several influencing <br />I <br />actors, which may frequently reZate as confZicting demands or <br />constraints. These factors include (a) relationships among <br />positions, as estaoZished through the process of ,job evaluatian <br />(b) ewternaZ Labor market dynamics, in terms of wage and <br />salary rates, appZicanty sources, availability and s uonlu <br />(c) the j2.Lri.sdiction's abiLity to pay and compete, in terms of <br />economic conaiti0?7S and allocated financial resources for <br />salaries and benefits (d) "Public PoZicy ", as de finezi by the <br />Governing Board, and (e) criticality of operations.), <br />(3) Recuirement. Logical and equitable practices will'be established <br />which guide salary administration in positions and employee <br />actions within the jurisdiction. <br />(Guide. PoZic --,es guiding salary administration for inaLviduaZ <br />empLOyees in Salary range revisions, reclass ficati.on 1Mward <br />Or aoiJYLiJ^._ra, abpointments, promotions, transfers, aemOti Ons, <br />suspensions, or reZate actions should show fair and reasonable <br />concern far the nature of the actions they cover, and reflect <br />cons, -ion Of Do h empLDU2e an- managez al interests. <br />Interpretive consistency shou(.G be (=- objective in =y-to-day <br />applications. ) <br />Merit Principle III: Trai.ninc <br />General Recuirement. <br />quality perform Hance. <br />?�rnplovees will be trained as needed to assure high <br />(Guide. In addition, to providing training to improve per :°ormance, <br />training sh.Duld be provided to prepare employees for more <br />responsible ass cr-men F and to ir.;�lement affirmative action <br />plans for ecuL empLovmert cppartunity. Training programs <br />shouZd include systemat -ic methods for assessing training <br />needs, providing training to meet priority needs, seiectine <br />personnel for training, ana evaluating the training proii.aed.) <br />