HomeMy WebLinkAboutCompensa Benchmk Analy 111998LE
Analysis ~
1998
Consulting
Atlanta, Georgia
404-264-3185
OVERVIEW
Scope of proiect
Aon Consulting was engaged by the County of Albemarle to conduct a benchmark
analysis of selected positions to determine competitive market rates, make
recommendations concerning internal and external equity, and review the salary
structure and salary administration guidelines.
Benchmark Positions
After School Teacher
Civil Engineer
Director, Instructional Support Services
Emergency Communications Officer
Health Clinician
HVAC Technician
Management Analyst I
Office Associate II
Police Officer
Programmer/Analyst
Senior Bookkeeper
Social Worker
Teacher
Chief Accountant
Custodian
Eligibility Worker
Executive Secretary/Admn Asst
High School Principal
Maintenance Worker - Entry Level
Management Analyst II
Office Associate III
Police Records Clerk
School Bus Driver
Senior Planner
Systems Engineer
Teaching Assistant
Methodology Overview
Position descriptions were obtained for all benchmark positions. The job duties
and responsibilities were then matched to published survey data. A total of 14
surveys were reviewed. A minimum, midpoint, and maximum market rate was
established based on the survey data. Survey data that was not specifically
reflective of the Charlottesville area, or of neighboring local communities, was
adjusted to the Charlottesville area. This is accomplished by applying a geographic
assessor. The data were then compared to the current salary structure as well as
individuals within those positions.
For several positions included in the study, the market analysis was based on the
surrounding counties which were also used as a base of reference in the analysis
conducted several years ago. These positions include: Police Officer, Teacher,
High School Principal, Eligibility Worker, and Emergency Communications Officer.
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Published survey data is a well-known and reliable source of information. It is
important, however, to be sure that job duties and responsibilities equate to the
position data, and that the data is then adjusted for the specific local area. As
indicated above, a geographic assessor was applied to survey data. A list of the
surveys used is included in the Appendix.
An analysis was completed comparing current employee salaries with the market
rate as well as employees who were below minimum market rates. A second
analysis was conducted with recommended adjustments to the current salary
structure and the costs associated with those adjustments.
Base salary increase history and trends
AMERICAN COMPENSATION ASSOCIATION (ACA)
The 1998-1999 (ACA) survey included 2,776 firms representing a broad cross-
section of industries including construction, manufacturing; transportation;
publishing; information services; utilities; wholesale trade; financial; service; and
public administration.
The ACA report titled "1998-1999 Total Salary Increase Budget Survey" found
modest salary growth and indicated that it is likely to continue between 4.0 and
4.5 percent in the coming years. This table is representative of the average salary
increase for employees represented in the survey.
Actual 1997 Actual 1998 Projected 1999
Nonexempt hourly 4.1% 4.1% 4.1%
non-union
Nonexempt 4.1% 4.2% 4.3%
Salaried
Exempt Salaried 4.3% 4.5% 4.4%
Officers/Executives 4.5 % 4.6 % 4.6 %
Salary increases in the table consist of general or cost-of-living adjustment
amounts, merit increases and "other" adjustments. The "other" adjustments
reflect market or equity-related increases, and exclude promotions.
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The ACA report also provides data on salary structure adjustments. The findings
are almost identical to increases projected by the survey conducted the prior year.
This table represents percentage changes to salary' structures.
Actual 1997 Actual 1998 Projected 1999
Nonexempt hourly 2.5% 2.6% 2.6%
non-union
Nonexempt 2.5% 2.7% 2.8%
Salaried
Exempt Salaried 2.7% 2.9% 2.9%
Officers/Executives 2.6% 2.7% 2.9%
The use of stock in compensation is becoming prevalent throughout organizations.
More than 63 percent of the responding US companies offered stock-based plans
to employees in 1998. More employees can expect the opportunity to obtain
stock in 1999, as nearly 55 percent of respOnding companies reported they would
extend stock options further down the organizational ladder next year. More than
half the responding companies offer a stock purchase plan to all employee
categories.
In addition, incentive and variable pay compensation is continuing in popularity.
Sixty-three percent of U.S. survey respondents use at least one form of variable
pay, nearly a 2 percent increase from last year. Of the 37 percent that do not,
28.5 percent are planning to introduce variable pay within the next year.
Why are these important points? Competition for qualified applicants and retention
of solid performers is a major concern of most employers today, as it is with
Albemarle County.
The County cannot compare, apples to apples, with organizations that offer
employees stock options and incentives. Since the private sector is recruiting from
the same labor pool, the ability to offer options/incentives may give a private
employer the slight edge in the recruiting game. It will, therefore, be important for
the County to be competitive in other areas such as base salary, benefits, and non-
monetary rewards.
WATSON WYATT
The survey report on Office Personnel Compensation (for non-management
positions in accounting, clerical, human resources, office services, information
systems, secretarial, marketing and sales), indicates an average salary increase of
3% for all industries. This data is from the 97/98 survey, (the most recent
available), which reflects actual for 1996 and budgeted for 1997. Overall
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budgeted for 1997 was 3.9%. Overall salary increases for Non-Profits--exempt
3.9%, non-exempt 3.9%, and executive 4.1%.
For 1997, the average range adjustments for all groups sampled is 3.3% and for
Non-Profits 3.0%.
The Industry Report on Technician and Skilled Trades Compensation indicates that
the average merit increase budget for non-exempt groups has been consistent over
a three year period of time at 3.8%. Overall budgeted for 1997 was 3.9% and
projected for 1998 was 3.9%. Overall for Non-Profits was 4.0% for both 1997
actual and 1998 projected.
HAYGROUP
"The Hay Report: Compensation and Benefits Strategies for 1998 and Beyond"
states:
"Real economic growth (adjusted for inflation), as measured by Gross Domestic
Project (GDP) grew 2.6% in 1996. The current consensus is that real growth will
increase substantially to 3.5% in 1 997 and moderate again to 2.2% in 1998."
"Base salaries have traditionally tracked Consumer Price Index (CPI) changes in
addition to other business-related trends. The expected Iow inflation levels,
coupled with organization salary increase budget plans, will keep salary changes
relatively Iow and stable. However, continuing robust economic performance may
fuel the "creeping up" that we have already begun to witness at managerial and
executive levels. We expect professional, managerial, and executive level salaries
to grow at a 3.5% to 4.4% rate."
Organizations appear to be slightly increasing planned salary budgets. Salary
increases for exempt and non-exempt employees will remain in the 3%-5% range."
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RECOMMENDATIONS
Adiust/ng salary structure
We recommend that the salary structure be updated on an annual basis to coincide
with the fiscal year. Updating the salary ranges allows your structure to stay
current with the market. When adjusting the structure, employees who fall below
the minimum of the range should be given an adjustment to bring them to the
minimum, in addition to a merit increase if performance merits. Adjusting the
ranges will also reduce the amount of external equity adjustments that may be
necessary in future years because ranges have not been updated to mirror market
conditions.
A prior commitment to employees by the County concerns the salary to mid-point
ratio. This commitment states that if range adjustments are necessary, all
employees will be moved, lock-step, with the range adjustment. Since this was
communicated to employees less than two years ago, we would recommend that it
be implemented for the 1999 budget as well.
For future consideration, it should be noted that adjusting the structure does not
need to mean that all employees receive an increase equal to the adjustment.
Range adjustments are done to keep the structure current, and to keep employees
equitable with the market. Since the mid-point of a structure represents an
employee who is fully competent and adequately performing in their job function,
you may wish to consider adjusting only those employees below the midpoint of
the structure since those above are already exceeding the market rate.
After a comparison of the market data to the current range structure, we would
recommend that the structure be adjusted 3%. It is also recommended that the
structure be adjusted in future years, with an adjustment based on salary structure
trend data. The recommended salary structure for the fiscal year beginning July,
1999 is included in the Appendix.
Change to salary adm/n/stration po//cy
The current policy allows a new hire to start at a salary higher than the minimum,
however, it is a percentage based on "experience". In the current labor market,
with Iow unemployment and a demand for qualified, competent applicants, it may
be necessary, in some situations, to allow the hiring manager to offer a starting
salary commensurate with skills, knowledge, and abilities. (Example, an individual
who is degreed or has work experience but the experience is different than the
work experience outlined in the job description.) We would suggest amending the
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policy to allow managers to hire up to the midpoint, with the approval of human
resources.
Positions comparable with market midpoint
Of the positions surveyed,
competitive with the market.
market rate.
the following midpoint salaries were found to be
Competitiveness was defined as at least 95% of the
Maintenance Worker - Entry Level
Health Clinician
Emergency Communications Officer
Social Worker
HVAC Technician
Senior Planner
Systems Engineer
Teaching Assistant
Eligibility Worker
Executive Secretary/Admn Asst
High School Principal
Management Analyst I
Chief Accountant
Civil Engineer
Positions in which the market data suggests new range
Based on the market data, we would recommend the following changes.
Title
Custodian
Office Associate II
Office Associate III
Police Officer
Management Analyst II
Programmer/Analyst
Current
Midpoint
17 115
19 702
22 680
32 244
39 823
39 823
Market Current Recommended
Midpoint Grade Grade
18,771 2 3
23,683 4 6
26,378 6 8
35,136 11 12
45,150 14 15
43,954 14 15
Across the board versus "pay for performance
If the available merit pool does not allow for differentiation between performance,
then a good argument exists to go to an across the board increase. The down side
to an across the board is a return to the "entitlement" of cost of living increases
that have been traditional in government and a move away from pay for
performance. Is the County willing to continue to increase salaries without a direct
correlation to employee performance?
While not all employees are motivated by money, a merit-based system is designed
to reward performers. Is the current performance management system being
driven by compensation, or is compensation driving performance? For example, if
managers are not rating employees according to their actual performance and
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adjusting the rating to ensure that employees will get an increase, or rating all
employees equally, then compensation is driving your performance. A merit matrix
would assist in the compression issues the County is currently experiencing,
reward performance (if ratings are accurate), manage salaries at the market
(midpoint), and control costs. A sample merit matrix is illustrated below. (The
County is currently using a matrix comparable to this example.)
Quartile I 2 3 4
Rating
4 (Excellent) 5.0 4.5 4.0 3.5
3 4.5 4.0 3.5 3.0
2 4.0 3.5 3.0 2.5
1 (Poor) 0 0 0 0
Starting m/n/mum salaries
The market data suggests that minimum/starting salaries for several positions are
below market. These positions include:
Custodian
Office Associate II
Office Associate III
Management Analyst I
Civil Engineer
Maintenance Worker - Entry Level
School Bus Driver
Civil Engineer
Management Analyst II
Allowing managers more flexibility in determining hiring rates will help in correcting
the under market positions. A recommendation to change salary grades, as stated
previously for Custodians, Office Associate II and III and Management Analyst, will
also assist in correcting the below market rates.
Measurements for base salary bud~qet increases
In many organizations, budget restraints, regardless of other factors, dictate the
available base salary budget. In the current labor market, organizations strive to
remain competitive with their competitors for workers. Your competitors are not
just other government entities. For example, administrative employees, cooks,
drivers, janitors, accountants, maintenance personnel are employable in the private
and public sector.
While it is important to look at a total compensation package, recognition should
be given to the fact that at the lower level, employees historically do not value
"total compensation and benefits". Benefits such as pension, disability, life
insurance, etc. do not increase their ability to cover day to day expenses such as
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food, housing, clOthing, etc. With the current market conditions, particularly at the
lower level, employees can easily find a position elsewhere and will leave a job for
just a slight increase above their current rate.
So what should you use as a guide in determining a salary budget:
Budget restraints
Trend data
Competitor data
One method we have not found to be a reliable indicator is using the CPI. While it
is true that salary changes have paralleled CPI changes, it is not true that salary
budgets have equaled the CPI. Paralleling the CPI and equaling the CPI are not the
same. When the CPI has gone up, base salary increases tend to rise, when the CPI
goes down, increases tend to decrease.
The Consumer Price Index (CPI) is a measure of the average change in prices paid
by urban consumers for a fixed market based to goods and services.
According to the Bureau of Labor Statistics (BLS), in response to the question "Is
the CPI a cost of living index", the answer is "No, although it frequently and
mistakenly is called a cost-of-living index. The CPI is an index of price change
only. It does not reflect the changes in buying or consumption patterns that
consumers probably would make to adjust to relative price changes."
"What are some limitations of the index?" BLS responds: "The CPI may not be
applicable to all population groups. For example, it is designed to measure the
experience with average price change of the U.S. urban population and, thus, may
not accurately reflect the experience of rural residents. Also, the CPI does not
provide data separately from the rate of inflation experienced by subgroups, such
as the elderly or the poor.
The CPI cannot be used to measure differences in price levels or living costs
between one place and another; it measures only time-to-time changes in each
place. A higher index for one area does not necessarily mean that prices are higher
there than in another area with a lower index, it merely means that they have risen
faster since their common base period.
The CPI cannot be used as a measure of total change in living costs because
changes in these costs are affected by such factors as changes in consumers'
market baskets, social and environmental changes, and changes in income taxes,
which the CPI does not include."
Aon Consulting 8
Other factors
While employment in the public sector has in the past been a draw for employees
seeking stability and security, several factors indicate that may be eroding. City
and Counties are moving to privatization in areas such as water and trash
decreasing the possibility of long term employment.
We have found with many of our government clients that they are moving towards
operating "like a business", particularly from the compensation stand point. This
means a pay for performance plan that rewards employees for performance, not
for longevity. This in turn affects the performance management system, and
weeds out poor performers more than a plan compensating longevity.
Government employees have some stability in that the "government" will always
be there, however, they are still subject to economic conditions. When times get
tough, the public sector has layoffs just as the private sector.
In the current labor market, employees are not overly concerned with stability.
The availability of jobs, and the "perks" to move, override the need for stability.
Perks include items such as sign-on bonus, moving allowances for lower level
positions, and incentive pay. Public positions are viewed as a fall back should the
economy downturn.
In a good labor market, we have found that employees will change positions solely
for more money and that the younger the employee, the more emphasis is placed
on cash income.
It is the perception of disposable income versus some unknown future benefit such
as pension or retirement benefits, that is a hard sell to employees. Unless your
organization has a strong communication effort and employees buy into the "total
comp" concept, you will continue to be challenged in finding good applicants and
in retaining current employees. Their ability to go to a competitor offering more
money, higher annual increases, incentives, bonuses, and possibly options does
not, in their mind, compare to unknown usually not understood benefits that are
looming in the distance.
Base salary bud,qet and adjustments
In determining recommendations for a salary budget, we reviewed the salary data,
market trends and market influences. Understanding that it may not be feasible,
from a budget perspective, to adjust ranges (which will increase all employees
salaries), make adjustments to employees falling below the minimum of the range,
Aon Consulting 9
and cover merit increases, all at the same time, we recommend your consider the
following.
Based only on the positions surveyed, the following are cost estimates to maintain
the salary to mid-point ratio if ranges are adjusted 3%.
Title Current Adjusted Annualized
Midpoint Midpoint Adjustment
School Bus Driver 21,138 21,772 $71,840
Chief Accountant 45,842 47,217 $1,201
Emergency Communications Ofc. 28,010 28,850 $15,777
Custodian 17,115 17,628 $39,998
Health Clinician 26,106 26,889 $9,650
Eligibility Worker 28,010 28,850 $8,483
HVAC Technician 34,595 35,633 $2,207
Management Analyst I 34,595 35,633 $1,831
Management Analyst II 39,823 41,018 $1,007
Office Associate II 19,702 20,293 $11,381
Office Associate III 22,680 23,360 $32,639
Maintenance Worker- Entry Level 18,363 18,914 $2,098
Police Officer 32,244 33,211 $21,690
High School Principal 69,926 72,024 $6,445
Programmer/Analyst 39,823 41,018 $2,025
Civil Engineer 49,184 50,660 $3,786
Senior Bookkeeper 28,010 28,850 $2,356
Senior Planner 39,823 41,018 $6,633
Systems Engineer 45,842 47,217 $2,498
Social Worker 32,244 33,211 $12,031
Teacher Assistant 21,138 21,772 $79,245
TOtal $31 3,1 32
Based only on the positions surveYed, the following are cost estimates to bring
employees in these groups to the minimum of the range.
Title Current New Current New Annualized
Grade Grade Minimum Minimum Adjustment
School Bus Driver 5 16,260 16,748 $3,372
Emergency Communications Ofc. 9 21,546 22,192 $5,154
Custodian 2 3 13,165 14,549 $6,403
Office Associate II 4 6 15,155 17,990 $9,324
Office Associate III 6 8 17,466 20,684 $13,912
Police Officer 11 12 24,803 27,409 $23,715
Social Worker 11 24,803 25,547 $744
Teacher Assistant 5 16,260 16,748 $10,541
TOTAL $49;45'0
Aon Consulting 10
If ranges are adjusted 3%, and in turn, all employee salaries are adjusted 3%, the
cost is as follows:
Current Ad iusted Difference
County total classified payroll $12,916,426 $13,303,918 $387,492
School Administrative/
Classified payroll
$14,990,739
$15,440,461
$449,722
Teacher adjustments including both step and adjustments:
$1,400,000
As indicated in this report, the average budgeted merit pool has been averaging
4%, with salary structure adjustments averaging 3%. Since the County has a
commitment to adjust all employees with a salary structure adjustment, it may not
be economically feasible to implement both a merit pool and salary structure
adjustment for fiscal year 1999.
We recommend that you adjust the salary ranges 3%, provide all employees with a
3% structure adjustment, and add an additional 1% to the budget to cover
adjustments for under minimum salary adjustments, promotions, and other
necessary salary adjustments. This amount could also be used to provide a
"bonus" pool to recognize employees with outstanding performance, since
employees would not be receiving a "merit increase". In this manner, you are
recognizing employee performance, and sending a message that exceeding
perfor~nance levels can result in a monetary reward. It will be important, if the
County chooses to implement a discretionary bonus for this year, that a specific
criteria be set, and employees understand that this is for the fiscal year 1999 only.
As discussed previously, consideration should be given to the maintenance of the
salary to midpoint ratio for future years, and consideration given to adjusting only
those employees who are under the midpoint. This will allow more of the salary
budget to be used to reward performance.
Aon Consulting 11
---1 " I ...... 1 ...... 1 -"1 ...... 1 ....1
Current Midpoint compared to Market Midpoint
Title
Custodian
Maintenance Worker- Entry Level
Office Associate II
School Bus Driver
Teaching Assistant
Office Associate III
Police Records Clerk*
After School Teacher*
Health Clinician
Eligibility Worker
Emergency Communications Offic
Senior Bookkeeper*
Executive Secretary/Admn Asst
Police Officer
Social Worker
HVAC Technician
Management Analyst I
Management Analyst II
Programmer/Analyst
Senior Planner
Chief Accountant
Systems Engineer
Civil Engineer
High School Principal
Director, Special Education*
Teacher
Grade Current Range - 2080 Hours
Minimum
2 13,165
3 14,125
4 15,155
5 16,260
5 16,260
6 17,466
6 17,466
7 18,717
8 20,082
9 21,546
9 21,546
9 21,546
10 23,118
11 24,803
11 24,803
12 26,611
12 26,611
14 30,633
14 30,633
14 30,633
16 35,263
16 35,263
17 37,834
22 53,790
Midpoint Maximum
17,115 21,065
18,363 22,601
19,702 24,248
21,138 26,017
21,138 26 017
22,680 27 913
22,680 27 913
24,333 29 949
26,106 32 132
28010 34 474
28010 34 474
28010 34 474
30 053 36 988
32 244 39 685
32 244 39 685
34 595 42 579
34 595 42 579
39 823 49 013
39,823 49 013
39,823 49 013
45,842 56 421
45,842 56 421
49,184 60 534
69,926 86 063
25,920 33,965 42,009
*Comparable salary data was not available.
Midpoint
Current
17,115
18,363
19,702
21,138
21,138
22680
22,680
24,333
26106
28010
28 010
28 010
30 053
35 136
32 244
34 595
34 595
39 823
39 823
39 823
45,842
45,842
49,184
69,926
Midpoint Dollar Percent
Market Difference Difference
18,771 1,656 91%
18,923 560 97%
23,684 3,982 83%
22,828 1,690 93%
21,049 -89 100%
26,378 3,698 86%
25,736 -370 101%
25,855 -2,155 108%
27,919 -91 100%
30,948 895 97%
32,370 -2,766 109%
33,016 772 98%
34,652 57 100%
36,094 1,499 96%
45,150 5,327 88%
43,954 4,131 91%
39,291 -532 101%
40,719 -5,123 113%
47,413 1,571 97%
50,644 1,460 97%
73,854 3,928 95%
33,965 36,511 2,546 93%
Adjust ranges
2134%
97.00
3.00
Aon Consulting
1 t/98
Current Benchmark positions compared by Salary Grade
Title Grade
Custodian 2
Maintenance Worker- Entry Level 3
Office Associate II 4
School Bus Driver 5
Teaching Assistant 5
Office Associate III 6
Police Records Clerk 6
After School Teacher 7
Health Clinician 8
Eligibility Worker 9
Emergency Communications Officer 9
Senior Bookkeeper 9
Executive Secretary/Admn Asst 10
Police Officer 11
Social Worker 11
HVAC Technician 12
Management Analyst I 12
Management Analyst II 14
Programmer/Analyst 14
Senior Planner 14
Chief Accountant 16
Systems Engineer 16
Civil Engineer 17
High School Principal 22
Director, Instructional Support Svs
Teacher
Minimum
13,165
14,125
15,155
16,260
16,260
17,466
17,466
18,717
20082
21 546
21 546
21 546
23 118
24 803
24 803
26 611
26 611
30 633
30 633
30 633
35 263
35 263
37,834
53,790
25,920
Midpoint
17,115
18,363
19,702
21,138
21,138
22,680
22,680
24,333
26,106
28,010
28,010
28,010
30,053
32,244
32,244
34,595
34,595
39,823
39,823
39,823
45,842
45,842
49,184
69,926
33,965
Maximum
21 065
22 601
24 248
26 017
26 017
27 913
27 913
29 949
32 132
34 474
34 474
34,474
36,988
39,685
39,685
42,579
42,579
49,013
49,013
49,013
56,421
56,421
60,534
86,063
42,009
Range Adjustment 3%
Minimum Midpoint Maximum
13,560 17,628 21,697
14,549 18,914 23,279
15,610 20,293 24,975
16,748 21,772 26,798
16,748 21,772 26,798
17,990 23,360 28,750
17,990 23,360 28,750
19,279 25,063 30,847
20,684 26,889 33,096
22,192 28,850 35,508
22,192 28,850 35,508
22,192 28,850 35,508
23,812 30,955 38,098
25,547 33,211 40,876
25,547 33,211 40,876
27,409 35,633 43,856
27,409 35,633 43,856
31,552 41,018 50,483
31,552 41,018 50,483
31,552 41,018 50,483
36,321 47,217 58,114
36,321 47,217 58,114
38,969 50,660 62,350
55,404 72,024 88,645
0 0 0
26,698 34,984 43,269
Aon Consu~ng
11/98
Salary Structure
Grade
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Current Range -2080 Hours
Minimum
12,270
13,165
14,125
15,155
16,260
17,466
18,717
20,082
21,546
23,118
24,803
26,611
28 552
30 633
32 866
35 263
37 834
40 593
43 552
46 728
50 134
53 790
57 711
61 919
66 434
Midpoint Maximum
15,952
17,115
18,363
19,702
21,138
22~680
24,333
26 106
28,010
30,053
32,244
34,595
37,118
39,823
42,727
45,842
49,184
52,770
56,618
60,745
65,174
69,926
75,025
80,495
86,364
19,633
21,065
22,601
24,248
26,017
27 913
29 949
32 132
34 474
36 988
39 B85
42 579
45.682
49,013
52,587
56, 421
60,534
64,948
69 ~683
74 ~764
80,215
86,063
92,338
99,071
106,294
3% Adjusted Ranges
Minimum
12,638
13,560
14,549
15,610
16,748
17,990
19,279
20,684
22,192
23,812
25,547
27,409
29,409
31,552
33,852
36,321
38,969
41,811
44,859
48,130
51,638
55,404
59,442
63,777
68,427
Midpoint Maximum
16
17
18
20
21
23
25
26
28
30
33
35
38
41
44
47
50
54
431 20 222
628 21 697
914 23279
293 24975
772 26 798
360 28 750
063 30 847
889 33 096
850 35 508
955 38 098
211 40 876
633 43 856
232 47 O52
018 50 483
009 54165
217 58 114
660 62 35O
353 66 896
58 317 71 773
62 567 77 007
67 129 82 621
72,024 88 645
77,276 95 108
82,910 102 043
88,955 109 483
Aon Consu~ng
f~/98
County of Albemarle
Market Analysis of Benchmark Jobs
Published Survey Sources
Bureau of Legal Reports - Southeast Edition 1997 Norfolk-Richmond for exempt
Bureau of Legal Reports - 1997 Virginia for non-exempt
Bureau of Labor Statistics - Richmond-Petersburg, VA, August, 1997
ECS Geographic Report on Technician & Skilled Trades, Non-Profits State, County, City & other Government '98-'99
ECS Professional and Scientific Compensation, State, County, City and other Government 1998-99
AMS Foundation 1997 Richmond, VA
MSA Healthcare Industry 1997, Mid-Atlantic Region
Virginia Chapter International Management Association, Annual Salary Survey 1997
Educational Research Service, 1997-98 (By enrollment)
Salaries Paid Professional Personnel in Public Schools, 1997-98
Salaries Paid Support Personnel in Public Schools, 1997-98
Abbott, Langer & Associates, Compensation in Nonprofit Organizations, Virginia 1998/99
William M. Mercer, Information Technology Compensation Survey, Nonprofit/Public Section 1998
Virginia Education Association, 1998
American Planning Association, 1996
University of Virginia, 1998
Albemarle Charlottesville Human Resource Association, 1997
Aon Consulting
10/98
POSITION TITLE Survey Data
After School Teacher
Chief Accountant
Civil Engineer
Custodian
Director, Instructional Support Svs
Eligibility Worker
Emergency Communications Officer
Executive Secretary/Admn Asst
Health Clinician
High School Principal
HVAC Technician
Maintenance Worker- Entry Level
Management Analyst I
Management Analyst Il
Office Associate 11
Office Associate III
Police Officer
Police Records Clerk
Programmer/Analyst
School Bus Driver
Senior Bookkeeper
Senior Planner
Social Worker
Systems Engineer
Teacher
Teaching Assistant
Bureau of Legal Reports - Richmond/Noffork
Bureau of Legal Reports - Virginia
Bureau of Legal Reports - Virginia
Bureau of Legal Reports - Virginia
Bureau of Legal Reports - Virginia
Bureau of Legal Reports - Virginia
Bureau of Legal Reports - Richmond/Noffork
Bureau of Legal Reports - Virginia
Bureau of Legal Reports - Virginia
Bureau of Labor Statistics - Richmond/Petersburg
Bureau of Labor Statistics - Richmond/Petersburg
Bureau of Labor Statistics - Richmond/Petersburg
Bureau of Labor Statistics - Richmond/Petersburg
Bureau of Labor Statistics - Richmond/Petersburg
Bureau of Labor Statistics - Richmond/Petersburg
Bureau of Labor Statistics - Richmond/Petersburg
ECS Tech/Skilled Trades, State, County, City & Other Govt
ECS Tech/Skilled Trades, State, County, City & Other Govt
ECS Teeh/Skilled Trades, State, County, City & Other Govt
ECS Tech/Skilled Trades, State, County, City & Other Govt
Virginia Chapter Int'l Mgmt. Assn
Virginia Chapter Int'l Mgmt. Assn
Virginia Chapter Int'l Mgmt. Assn
Virginia Chapter lnt'l Mgmt. Assn
Virginia Chapter lnt'l Mgmt. Assn
Virginia Chapter lnt'l Mgmt. Assn
Virginia Chapter Int'l Mgmt Assn
Virginia Chapter Int'i Mgmt. Assn
Virginia Chapter Int'l Mgmt. Assn
Virginia Chapter InCl Mgm[ Assn
Virginia Chapter Int'l Mgmt. Assn
Virginia Chapter lnt'l Mgmt. Assn
Virginia Chapter Int'l Mgmt. Assn
POSITION TITLE
After School Teacher
Chief Accountant
Civil Engineer
Custodian
Director, Instructional Support Svs
Eligibility Worker
Emergency Communications Officer
Executive Secretary/Admn Ass!
Health Clinician
High School Principal
HVAC Technician
Maintenance Worker- Entry Level
Management Analyst l
Management Analyst 11
Office Associate II
Office Associate III
Police Officer
Police Records Clerk
Programmer/Analyst
School Bus Driver
Senior Bookkeeper
Senior Planner
Social Worker
Systems Engineer
Teacher
Teaching Assistanl
ECS Professiona/Scientific-State, County, City and State Govt
ECS Professiona/Scientific-State, County, City and State Govt
ECS Professiona/Scientific-State, County, City and State Govt
ECS Professiona/Scientific-State, County, City and State Govt
ECS Professiona/Scientific-State, County, City and State Govt
ECS Professiona/Scientific-State, County, City and State Govt
AMS Foundation, Richmond
AMS Foundation, Richmond
AMS Foundation, Richmond
AMS Foundation, Richmond
AMS Foundation, Richmond
AMS Foundation, Richmond
AMS Foundation, Richmond
AMS Foundation, Richmond
MSA Healthcare
MSA Healtcare
Albemarle Charlottesville HR Assn
Albemarle Charlottesville HR Assn
Albemarle Charlottesville HR Assn
Albemarle Charlottesville HR Assn
Albemarle Charlottesville HR Assn
By enrollment size
Educational Reseamh Services
Educational Research Services
Educational Research Services
Educational Research Services
Educational Research Services
Educational Research Services
Educational Research Services
Univeristy of Virginia
Univeristy of Virginia
Univeristy of Virginia
Univeristy of Virginia
Univeristy of Virginia
Univeristy of Virginia
Univeristy of Virginia
Univeristy of Virginia
Univeristy of Virginia
Univeristy of Virginia
Univeristy of Virginia
Univeristy of Virginia
POSITION TITLE
After School Teacher
Chief Accountant
Civil Engineer
Custodian
Director, Instructional Support Svs
Eligibility Worker
Emergency Communications Officer
Executive Secretary/Admn Assr
Health Clinician
High School Principal
HVAC Technician
Maintenance Worker- Entry Level
Management Analyst I
Management Analyst II
Office Associate Il
Office Associate III
Police Officer
Police Records Clerk
Programmer/Analyst
School Bus Driver
Senior Bookkeeper
Senior Planner
Social Worker
Systems Engineer
Teacher
Teaching Assistant
Abbott, Langer & Associates
Abbott, Langer & Associates
Abbott, Langer & Associates
Abbott, Langer & Associates
Abbott, Langer & Associates
Abbott, Langer & Associates
Abbott, Langer & Associates
Abbott, Langer & Associates
Abbott, Langer & Associates
Mercer IT Survey
American Planning Assn