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IV - ADMINISTRATION AND MAINTENANCE & & & & & Salary Administration Salary/Midpoint Concept Merit (Performance) Increase Plan Maintenance Updating Salary Ranges
RAPPAHANNOCK AREA COMMUNITY SERVICES BOARD IV. ADMINISTRATION AND MAINTENANCE This chapter outlines specific policies and procedures for salary administration, evaluation plan maintenance, and range updating. SALARY ADMINISTRATION RACSB should administer salaries in a more flexible "open range" approach where the amount of salary increase varies depending on performance and position of salary within range. Under this "open range" plan, salary advancement should be based on employee performance and salary position within range (i.e., employees whose salaries are below range midpoint would receive a proportionately greater percentage increase than employees whose salaries are greater than range midpoint.) New employees would normally be hired at range minimums or, if necessary, in the first quartile (lower 25%) of the range. . However, depending on market conditions, employees could be brought in at higher rates subject to approval by the Executive Director. SALARY/MIDPOINT CONCEPT Under an "open range" system, the manner of salary administration is based on the relationship of employee salaries to the midpoint of their salary ranges (or the market rate as shown in the previous chapter). For example, a Grade 8 employee whose salary is $33,358 (the minimum of the Grade 8 salary range) would have a "salary/midpoint" ratio of .75 (the employee's salary of $33,358 divided by the Grade 8 range midpoint of $44,564). To extend this example further, a Grade 8 employee whose salary was $55,744 (the Grade 8 maximum) would have a "salary/midpoint" ratio of 1.25; or if his/her salary was equal to the midpoint, the ratio would be equal 1.0 ($44,564/$44,564). The relevance of the salary midpoint concept is that salaries should be administered in such a way to accelerate salary advancement toward midpoint in order to be able to retain employees who might be attracted away to another organization at the competitive market (midpoint) rate. As an employee reaches and passes midpoint, the percentage salary increases should be declining because there is less likelihood that the person will leave once they are being paid above market levels. MERIT (PERFORMANCE) INCREASE Under the open range concept, employees should receive one annual salary adjustment which would take into consideration increases in market salaries as well as their performance. This would allow RACSB to be able to better budget for increases in RACSB payroll expenditures and ensure that budgeted resources are allocated to the most deserving employees. All employees would receive their performance increase at the same time to ensure that all employees are being treated uniformly. For example, a highly paid employee in Grade 8 should receive less of a percentage increase than a lower paid employee in the same grade if they both perform at the same level. This is because the 15 HENDRICKS & ASSOCIATES, INC.
Page 1 and 2: RAPPAHANNOCK AREA COMMUNITY SERVICE
Page 7 and 8: I - INTRODUCTION & & & Objectives a
Page 11 and 12: II - INTERNAL EQUITY & & & & Positi
Page 15 and 16: PROPOSED GRADE ASSIGNMENTS Exhibit
Page 17 and 18: Salary Grade Proposed Class Title E
Page 21 and 22: Exhibit 4
Page 23: RAPPAHANNOCK AREA COMMUNITY SERVICE
Page 31 and 32: A. PROPOSED CLASS TITLES Account Te
Page 34 and 35: APPENDIX B: JOB EVALUATION PLAN
Page 36 and 37: Grade Classifications Summary of We
Page 38 and 39: or services both within and outside
Page 40 and 41: WORK ENVIRONMENT This factor measur
Page 44 and 45: C. BENEFITS SURVEY RESULTS This app
Page 46: Vacation. The RACSB's vacation allo

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