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Pay grades are determined using a variety of factors. A formal job evaluation methodology, labor market value, and organizational relationships all play a role in determining an appropriate pay grade for a position.
MAG uses a proprietary job evaluation methodology called a Job Analysis Questionnaire (JAQ) to gather information about the nature of jobs. Specifically, jobs are evaluated based on varying degrees of the following elements:
The JAQ is completed for each position by the employee(s) who holds that position (i.e. the incumbent) as well as the supervisor who oversees the work performed by that position. Together, the employee and supervisor serve as the subject matter experts for that position. Ultimately, each job is scored based upon the combined responses to the JAQ.
This was accomplished through the use of a market survey. MAG surveyed comparable jurisdictions for pay information for a sample of about 80 different job titles that exist within ACCGOV. While not all jobs are surveyed, the sample of 80 jobs serve as a benchmark to assist in the placement of other comparable jobs within the organization.
Generally, the jurisdictions were selected because they were similar geographically, similar size, similar in terms of the services provided, or considered a competitor for talent.
Each pay grade has a minimum and a maximum rate of pay. Employees were placed within the pay range for their position using two factors: time in current position, and time between hire and appointment to current position (ex. service in positions held prior to current appointment). Employees were given full credit for each day in their current position, and partial credit for each day between hire and their current appointment. Prior service credit was credited at 40%, or 2 days of credit for every 5 days worked. Based on available funding, the pay formula assumed 35 years of experience credit to reach the maximum of the pay grade.
Example: Joe was hired 15 years ago. After serving in his first position for 5 years, he was promoted to his current position. Joe would receive experience credit for all 10 years since being promoted into his current position, plus 2 years of additional experience credit for prior service (40% x 5 years = 2 years). In total, Joe received experience credit for 12 years.
Having 12 years of experience credit, Joe’s pay was calculated as 34% (12/35) of the way between the range minimum and the range maximum. Based on a range minimum of $34,000 and a range maximum of $52,000, Joe’s projected pay was calculated to be $40,120.
If Joe’s current salary was less than $40,120, his pay would be increased to $40,120. If Joe’s current salary was more than $40,120, he would simply maintain his current salary.
In no case was an employees pay calculated below the minimum or above the maximum.
Current Hire Date: The most recent date that an employee was hired as a full-time employee. If an employee leaves the government and is later rehired, their current hire date would be their rehire date. This is true regardless of how long the employee had been employed before separating from employment, and regardless of how long they were separated before rehire.
Promotion Date: The date on which the employee was appointed to their current position, either as a new hire, or through a promotion or demotion. The promotion date was not “reset” in the case of reclassifications or lateral transfers to positions in the same pay grade.
While a great deal of care has been taken to ensure the accuracy of our records, mistakes can happen. If you suspect an error has been made concerning your promotion or hire date, please notify your supervisor. Human Resources will verify the accuracy of our records, and if an error is confirmed, we will recalculate your projected pay rate.
No. Any adjustments in pay resulting from the transition to the new pay plan were based purely on time in current position and, to a lesser extent, prior time with the organization. While pay for performance remains an important component of our compensation philosophy, the classification and compensation study was not intended to recognize performance differences. Human Resources will continue to pursue funding for the Performance Management Program (PMP) which allows supervisors to recognize and reward employees with higher levels of performance.