The RFP sets four dated deliverables. This plan meets each one, leaves the County's review windows intact, and puts the department-head and elected-official review between the February 19 and March 10 drafts, where the RFP places it.
The RFP asks the consultant to be ready to begin 15 days after award. We will be, with no deviation from the County's schedule.
Sent within two business days of award: employee file (title, grade, step, hire date, date in title, hours, shift), job descriptions, the 2021 study, pay and personnel policies, union contracts, differential and premium rules, and the benefits summary.
Roles, tasks, responsibilities and evaluation methods, as the RFP lists them. We bring a draft comparator list with the rationale for each employer, for the Director's concurrence, and a list of positions created or changed since 2021 for review.
Comparator list settled with the Director by December 16. Published pay plans, contracts and postings collected for every employer; a short custom survey goes to the agreed public and private employers for what publication misses, with extra time allowed for the holidays.
Salaries for the seven offices collected from all New Hampshire counties' budgets and convention records.
Step placement, promotion, longevity, differentials, on-call and overtime rules, and benefits read against the comparators.
Short questionnaires and calls for each position the County flags, and an exemption review of every title.
Each benchmark against the market median and percentiles; recommended rates, ranges and percent spreads for every grade on all four plans.
Supervisor and subordinate gaps, employee placement, and the differential analysis for nursing, dietary, housekeeping, activities, corrections and dispatch.
Salary survey information for all positions with proposed ranges and grade levels, as the RFP asks, plus the cost of each option.
After the Director of Human Resources reviews the draft and gathers input from department heads and elected officials, we issue a final draft for presentation to the Board.
After the Director gathers all remaining input from department heads and elected officials, we issue the final draft report.
In person at a regular Board meeting the Board chooses after March 10: the method, the data used, the survey results and the recommendations. Meetings with the Director of Human Resources continue as needed throughout.
The final report leaves HR with a written maintenance cycle: the annual adjustment rule on the COLA page, a market check every three years using the same comparators and sources, a review whenever a position's duties change, and placement rules for new hires and promotions. HR staff walk through each step with us before the engagement closes.
A complete classification and compensation study on a fictional city, open read-only. No account, any device, about a minute to get in.