Evergreen Solutions was retained by the Clayton County Water Authority (CCWA) to conduct a Classification and Compensation Study and Analysis. The objectives of the study were to: attract and retain qualified employees; ensure positions performing similar work with essentially the same level of complexity, responsibility, and knowledge, skills, and abilities are classified together; provide salaries commensurate with assigned duties; outline promotional opportunities and provide recognizable compensation growth (i.e. career ladders); provide justifiable pay differential between individual classes; ensure proper organizational alignment between classifications and designated departments; and maintain a competitive position with other comparable government entities and private employers within the same geographic areas.
New Braunfels Utilities, TX: Job Market Survey
Evergreen Solutions was retained by New Braunfels Utilities to conduct a Job Market Survey. Evergreen performed a market salary and benefits survey of private and public sector benchmark comparisons of similar employee size (250 – 500 employees), customer size (50,000-100,000), and revenue ($200 million or more). The market survey included positions directly related to these services as well as utility support staff and leadership. Evergreen utilized the market survey results to make recommendations for the following: position changes to existing grade structure; and proposed compensation plan/model and grade structure model to correspond with the market survey results in order to keep NBU competitive in the market. Evergreen also analyzed NBU employees’ salaries, per job classification, to ensure internal equity based off gender and race and provided individualized recommendations for changes.
Skagit Transit, WA: Compensation Study Services
Evergreen Solutions was retained by Skagit Transit to provide Compensation Study Services. Evergreen worked with Skagit Transit to establish a new Employee Compensation Plan based on external benchmarks through a comprehensive analysis on the existing compensation, classification, benefit and pay structure for the organization’s employees. Evergreen revised job descriptions to be more reflective of the actual duties of the position and some positions were evaluated for FLSA exempt status.
Dare County, NC: Classification and Compensation Study
Evergreen Solutions was engaged with Dare County to conduct a Classification and Compensation Study. Evergreen’s consultants conducted a comprehensive evaluation of every job to determine relative worth within the County (internal equity), placement in the organizational structure, and to establish appropriate pay ranges. Evergreen further established appropriate benchmarking standards to include a comparison and analysis of salaries and benefits of like or similar jobs (external equity) of comparable local governments and private employers in various markets for which the County competes for labor supply.
City of Clarksville, TN: Compensation and Classification Consulting Services
Evergreen Solutions was engaged with the City of Clarksville to provide Compensation and Classification Consulting Services. Evergreen reviewed the City’s current compensation plan and gathered necessary salary data from comparable organizations within a 200-mile radius. Evergreen further evaluated the City’s current classification positions, gathered necessary employee information using a combination of job analysis questionnaires as well as supervisor and employee interviews to determine whether individuals were appropriately classified. Evergreen provided updated job descriptions and made appropriate FLSA determinations.
McLean County, IL: Compensation Study and Analysis
Evergreen Solutions was engaged with McLean County to conduct a Compensation Study and Analysis. Evergreen’s consultants performed a comprehensive, valid and reliable job analysis/evaluation of each job class within the County to determine if the current pay grade levels for all classified and appointed positions were still appropriate and conducted a comprehensive wage and benefits survey(s) for the purpose of ensuring that the County pay plans/pay structures and benefits possess external equity and labor market competitiveness. In the end, Evergreen developed a maintenance program to address the need for new job analysis/evaluation (including pay grade recommendation), creation of new job description(s), and the continued maintenance of the Pay Classification Plans.
Texas A & M University: Compensation Study
Evergreen Solutions was engaged with Texas A & M University – San Antonio (TAMUSA) to conduct a Compensation Study. Evergreen’s consultants performed the following tasks: identified positions and incumbents where salaries were not competitive based on use of compensable factors and ratios; validated that entry level pay grade minimums were comparable to the current San Antonio market; developed a plan to increase salaries to a competitive level to include phase-in options; developed guidelines to maintain internal equity and continue to compensate employees at competitive rates; and assisted in recommending pay grades for staff members that were currently not tied to a formal pay grade (i.e., approximately 54 staff needed to be linked to an appropriate pay grade range).
Mary Baldwin University, VA: Classification and Compensation Study
Evergreen Solutions was engaged with Mary Baldwin University to conduct a Classification and Compensation Study. The primary objectives of the scope of services were to: ensure positions performing similar work with essentially the same level of complexity, responsibility, and knowledge, skills, and abilities are classified together; provide wages commensurate with assigned duties; clearly outline promotional opportunities and provide recognizable compensation growth; provide justifiable pay differential between individual classes; and maintain a competitive position with other comparable government entities, non‐profits with similar characteristics, and private employers within the same geographic area to attract and retain qualified employees.
Kalamazoo Valley Community College, MI: Compensation and Classification Study
Evergreen Solutions was engaged with the Kalamazoo Valley Community College (KVCC) to conduct a Compensation and Classification Study. Evergreen’s consultants performed the following tasks: evaluated staff and administrator jobs to determine if adjustments may be necessary; reviewed, revised and aligned current position descriptions as needed for benchmarking, also taking into consideration the corresponding essential functions, skills, abilities, education/experience, supervision received, licensing/certification requirements, training etc.; reviewed the classification of all existing staff and administrator jobs and their current pay grades (i.e. grades 1-15); established appropriate benchmarking standards and conduct salary surveys as needed for similar positions with comparable local, statewide and regional Institutions. Analyzed and recommended changes to the present compensation structure based upon findings in market analysis; reviewed compensation related practices impacting progression on salary scales and provide recommendations for improvement; conducted overall review of total compensation system (including salary and benefits); identify potential compression and inequities in compensation; review administration of current system and provide recommendations for improvement; surveyed comparable compensation, recruitment, retention and engagement plans, recommending best practices; developed process and system for scheduled performance management; and developed systems to tie compensation to performance.
Davis Technical College, UT: HR Compensation Study
Evergreen Solutions was engaged with Davis Technical College to conduct an HR Compensation Study faculty and staff. The following were the objectives of the study: perform assessment of integration between the College’s compensation philosophy and practices in relation to human capital strategy and business objectives; evaluate opportunities for improvement to ensure the organization is well-positioned to attract and retain a skilled labor force that will support organizational objectives and goals; provide recommendations regarding how to define the College’s relevant external geographic labor markets used for benchmarking. Specifically, provide guidance on achieving a successful balance between being competitive within the education industry while also being sufficiently competitive to entice human capital from the non-education industry within the relevant geographic labor market; assess accuracy of Fair Labor Standards Act (FLSA) designations to job descriptions and provide recommendations with regards to exempt vs non-exempt status; assess current point factor method and compensable factors used for evaluating and grading faculty and staff positions; assess each group’s pay scale and its corresponding positions providing recommendations regarding updates, modifications or alternate methods to ensure equitable compensation among the positions; and perform salary survey data analysis to assess the College’s current level of competitiveness using benchmark jobs relative to similar sized organizations.