Class and Comp Study FAQs

Compensation, Classification and Benefits Study: Background

In late 2010, Metropolitan Library System hired The Singer Group, a Baltimore-based human resources consulting firm, to conduct a study to review our compensation and classification systems as well as our benefits programs.  The ultimate goal of the study was to ensure that all of these systems were internally and externally equitable, allowing MLS to recruit and retain staff successfully. 

Public library systems and other organizations typically hire consultants to perform studies of this nature, since they require specialized expertise, knowledge of current trends and the staff time to complete the study one wouldn’t expect to find in-house.  The Singer Group has conducted similar studies for several other library systems in Oklahoma as well as across the country.  The project involved a great deal of input and feedback from MLS staff in the way of employee focus groups, a web survey sent to all employees, Position Description Questionnaires (PDQs) distributed to all employees, interviews with key managers, meetings with an employee Project Review Committee and the Administrative Team and a confidential e-mail hotline.  By communicating with staff The Singer Group was able to use them as a resource, so that our own knowledge and experience added important background and insight to the project.

We expect that you may have questions as you learn and think about the recommendations.  We hope the following set of frequently-asked questions (FAQs) will answer many of them.

Compensation, Classification and Benefits Study: Frequently Asked Questions 

1. How was the study conducted?
   In December, the consultants met with MLS employees in a series of open meetings to identify and discuss issues relating to compensation, classification and benefits at the Library.  Employees also participated in a web survey and completed a Position Description Questionnaire, providing information about their job.  A Project Review Committee consisting of employees met four times throughout the project, as did the Administrative Team.  Both groups provided input and feedback to The Singer Group.  Employees also provided questions and comments through a confidential e-mail hotline.  The Singer Group reviewed and evaluated the Position Description Questionnaires to determine the internal hierarchy of positions, and conducted a comprehensive salary and benefits survey of other libraries and employers as well.  All of the data gathered during the study were compiled and analyzed, and The Singer Group presented their findings and recommendations based on this data and on input from the sources listed above.  For more detail on the project steps, please see the PowerPoint presentation made to the Project Review Committee and Administrative Team, as well as to the Finance Committee.
2. What has changed?
   Overall, our pay ranges and classification system have been well-maintained and significant changes did not need to be made.  The Singer Group identified a few positions that needed to be reclassified, either higher or lower, based on a review of internal equity, a comparison to the surveyed group, or both.  The reclassification of these positions will be effective October 3, 2011.  Employees were notified of the positions identified for reclassification in a letter from the Executive Director in August.  They are:
   

   Technical Processor Public Computer Specialist IT Technician I Planning Services Specialist Communications Specialist (↓) Adult Services Coordinator Technical Processing Manager

   Security Officer (↓) Visual Communications Manager (↓) Volunteer Coordinator (↓) Webmaster (↓) Employment & HRIS Manager IT Manager Manager of Library Operations II

   Positions with a down arrow (↓) are moving down one grade.  All others are moving up one grade.  No employee will lose current pay as a result of any downward reclassification.

   We also discovered during this process that though our pay range minimums (entry level pay for each pay range) compared well to the surveyed group, some of the pay range maximums fell behind the surveyed group, particularly at the professional and management levels.  To address this, The Singer Group recommended that we widen several pay ranges to more accurately reflect the surveyed group and pay range maximums were increased in these grades.  No pay range minimums have been reduced; the minimum of Grade 50 was increased to reflect the market.

3. What does “comparison to job market” mean?“
   Comparing to the market” means just that—the compensation plan was designed in part using data from the external market place to update MLS’ salary ranges.  The “market” referred to is the marketplace in which we compete for employees and the organizations to which we compare ourselves.

   For example, in establishing our marketplace we looked at other libraries comparable to ours in size and scope as well as those that are close geographically:

• Albuquerque-Bernalillo Public Library
• Fort Worth Public Library
• Gwinnett County Public Library
• Houston Public Library
• Jacksonville Public Library
• Johnson County Public Library
• Pima County Public Library
• Pioneer Library System
• St. Louis County Public Library
• Tulsa City-County Library

Given the variety of jobs within MLS, we needed to collect salary data from both local employers and libraries in order to find the data we needed.  For example, we compete against other libraries for professional librarians and managers, and we compete against a more generalized market for non-library positions such as those in maintenance, finance, HR, IT, etc.  These other organizations participated in the survey and provided us with a comprehensive comparison to our market:

• Edmond Public Schools
• OK City Community College
• OK City Government
• OK County Government
• OK State University – OKC
• Sonic
• University of OK
1. How did you decide which of MLS’ jobs to compare to these other employers?  Or did you do them all?
   Typically, a survey does not try to obtain salary data for all positions within an organization.  Jobs included in the survey were identified based on several factors:
• the likelihood of the position to appear in other organizations (for example, if a position is extremely unique and has evolved to fit a specific need at MLS and/or is a combination of several types of work, we would not be likely to find such a position to match in the external marketplace);
• attempting to cover as much of MLS’ employee population as possible (i.e., jobs that contain many employees, such as circulation clerk or librarian)
• representing as many different departments and grade levels as possible, so that the survey does not include all management positions, for instance
• The length of the survey must also be taken into consideration; HR staff in these other employers must complete the survey, and if it is overly long the participation rate falls.
2. Who made the decisions about which jobs go where?
   The consultants developed a preliminary list of positions that were identified for reclassification and reviewed this with the Administrative Team and the Project Review Committee to obtain their feedback.  They then developed a revised compensation and classification structure – our pay ranges and job titles – to reflect both the internal and external equity of all MLS jobs. 
3. What happens when the market changes? 
   The consultants recommend that MLS keep in touch with market changes by continually participating in compensation surveys and collecting data from our comparators.  Then, as market changes occur, the structure can be adjusted to be in alignment with the market.
4. What if I don’t agree with the recommendations for my position?
   As you know, MLS provided an appeals process for employees to request an additional review of their position. (See “Appeals Process” posted on the Intranet under Class and Comp Study Update/Appeals Process, August 31, 2011).  The Singer Group will review any appeals and the results will be binding (not grievable).  In addition, as we have just completed this comprehensive review of all of our positions, we will not be considering routine requests for reclassifications until September, 2012.  New jobs not currently on our classification structure that may develop will be placed in the appropriate pay range according to market and internal equity.
5. How will the new pay plan affect me?
   Your job title will not change.  Your pay will remain the same unless your pay rate is below the minimum of the pay grade to which your position is assigned.  If your salary falls below that minimum, then your annual salary will be adjusted to the new minimum effective October 3.
6. What if someone is not a good performer in their job—does that mean they were put in a lower pay grade?Remember, the job evaluation process considered the responsibilities of the position, not the capabilities or productivity of the individual performing in the position.  The updated compensation/classification structure reflects the internal and external equity of the positions to MLS regardless of the performance of the individual(s) in the position.

   Performance issues, as always, must be dealt with in the framework of our performance review system.

7. Are a lot of people having their pay increased by moving to the minimum of a new pay grade?
   Based on our analysis of current salaries against the new compensation/classification structure, 14 employees will receive a salary increase.  Of these, 9 are in the same classification.
8. What happens if my salary is above the maximum of the grade?
   
   1. Performance - Employees at the maximum of their salary range are not eligible for performance increases. However, they are eligible for a performance bonus earned at the rate of 75% of the applicable performance award increase of annual base pay. (SH 110 Salary Administration)
   2. Market Adjustment - When an employee’s salary is above the maximum of their new grade they will not be eligible for a market increase until their annual salary falls within the salary range.
9. What about our benefits?
   The Singer Group conducted a comprehensive and detailed study of all of MLS’ employee benefits.  As a general rule, our benefits package is very competitive with the surveyed group.  In particular, the total percentage of payroll representing benefits is at the leading edge of this group.  The benefit offered for those who waive health coverage is above what the group is offering, and our short- and long-term disability plans are also very competitive.  We are one of the few organizations providing long-term care insurance, including an employee buy-up option for individual and family coverage.  For those benefits where we are not as competitive (offering multiple health plan options, premium levels and supplemental Life Insurance), we are researching ways to address these issues and will keep you informed of any potential changes.