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<br /> 6. Salarv Structures. Budeets. and Plans <br /> <br /> The job evaluation results and the survey information are blended together <br /> to determine the salary structure and the salary increase budget. Design <br /> issues on the structure will also involve the number of grades, development <br /> of a range plan defining the range spread, the overlap, and the midpoint <br /> progressions, and how all of these can be integrated with the pay <br /> philosophies of the organization. Plans will be developed on ways to <br /> implement the budget, taking into account issues and concerns identified <br /> earlier in the study. This phase involves input from management to insure <br /> that the philosophies are blended into the salary structure and budget. <br /> 7. Performance Aooraisal Criteria <br /> <br /> A performance appraisal system must be specific, objective, job related, and <br /> measurable. Our approach to development of a performance appraisal <br /> system is both innovative and proven. <br /> To develop the performance criteria, the jobs within the City will be <br /> clustered into job families. We anticipate that there will be approximately <br /> 10 to 15 job families within the City of San Marcos. Each job family will <br /> have a specific performance appraisal document or manual. <br /> To develop the performance appraisal manuals, committees consisting of <br /> employees within that family are utilized. Waters, Trego and Davis <br /> provides draft manuals and sound training in performance appraisal system <br /> development to the committees. Our firm will also guide the committees <br /> through the development process. <br />