Recommendations: Provide resources to fully implement the pending Statewide Compensation Program in order to have a single structure that will support the career Continue to be provide allocations for merit-based needs of the State’s workforce from recruitment bonus to reward employees for performance in to development and retention. addition to market. State agencies completed the second year of using a new performance Provide resources to implement the revised Salary management system; a merit bonus in 2016 was a Administration Policy, which will ensure a fair, step toward aligning pay with performance. equitable and consistently funded mechanism that is needed to progress State employees within their Continue to evaluate the use of the longevity pay grade. Employees need a of sight” for “line bonus as a pay delivery mechanism going forward. career growth and salary advancement. Support the ongoing funding of OSHR’s Human Continue to support Salary Adjustment Fund Capital Management System, Learning (SAF) recommendations for critically identified Management System (LMS) and Performance business needs. Management components; and the Statewide Compensation System Project’s Market Analysis Consider apportioning future legislative increases and Modeling tool (MarketPay) and Position using a three-pronged approach to include (1) an Description Writing and Workflow tool across-the-board increase, (2) market-based (PeopleAdmin). increase and (3) performance based lump sum payment. Support OSHR’s development of an intern program with the community college and To ensure market-related competitiveness, State university systems that would offer the leaders should continue to charge the Office of opportunity to supplement workforce needs while State Human Resources (in consultation with the exposing students to State government operations. Office of State Budget and Management) with establishing a process to set priorities and request Support acquisition and implementation of an funding for labor market increases and salary organizational management tool. adjustment funds based on criticality, turnover, retention, recruitment difficulties and market Research coordination of post-tax supplemental position. OSHR and State agencies should benefits and consolidate all supplemental benefit regularly evaluate job-specific turnover in order to plan offerings in a menu approach for portability identify critical needs. and cost savings. A consolidation would allow employees to see all benefits offerings in one place Continue to support OSHR in exploring new and and select plan products that meet their needs. innovative pay practices in conjunction with agencies’ II. INTRODUCTION This report conveys economic and pay trends, findings and data derived from compensation and benefits surveys that the Office of State Human Resources regularly analyzes to determine
Recommendations: Provide resources to fully implement the pending Statewide Compensation Program in order to have a single structure that will support the career needs of the State’s workforce from recruitment to development and retention. Provide resources to implement the revised Salary Administration Policy, which will ensure a fair, equitable and consistently funded mechanism that is needed to progress State employees within their pay grade. Employees need a “line of sight” for career growth and salary advancement. Continue to support Salary Adjustment Fund (SAF) recommendations for critically identified business needs. Consider apportioning future legislative increases using a three-pronged approach to include (1) an across-the-board increase, (2) market-based increase and (3) performance based lump sum payment. To ensure market-related competitiveness, State leaders should continue to charge the Office of State Human Resources (in consultation with the Office of State Budget and Management) with establishing a process to set priorities and request funding for labor market increases and salary adjustment funds based on criticality, turnover, retention, recruitment difficulties and market position. OSHR and State agencies should regularly evaluate job-specific turnover in order to identify critical needs. Continue to support OSHR in exploring new and innovative pay practices in conjunction with agencies’ Continue to be provide allocations for merit-based bonus to reward employees for performance in addition to market. State agencies completed the second year of using a new performance management system; a merit bonus in 2016 was a step toward aligning pay with performance. Continue to evaluate the use of the longevity bonus as a pay delivery mechanism going forward. Support the ongoing funding of OSHR’s Human Capital Management System, Learning Management System (LMS) and Performance Management components; and the Statewide Compensation System Project’s Market Analysis and Modeling tool (MarketPay) and Position Description Writing and Workflow tool (PeopleAdmin). Support OSHR’s development of an intern program with the community college and university systems that would offer the opportunity to supplement workforce needs while exposing students to State government operations. Support acquisition and implementation of an organizational management tool. Research coordination of post-tax supplemental benefits and consolidate all supplemental benefit plan offerings in a menu approach for portability and cost savings. A consolidation would allow employees to see all benefits offerings in one place and select plan products that meet their needs. II. INTRODUCTION This report conveys economic and pay trends, findings and data derived from compensation and benefits surveys that the Office of State Human Resources regularly analyzes to determine
2018%20Comp%20and%20Benefits%20Report_OSHR_0501.docx