Ordinance No. 4,55060925 -4
ORDINANCE NO. 4550
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF BAYTOWN,
TEXAS, AMENDING THE CLASSIFICATION SALARY PLAN OF THE
CITY OF BAYTOWN AND THE PERSONNEL RULES OF THE CITY OF
BAYTOWN TO ADOPT A PERFORMANCE APPRAISAL SYSTEM AND A
PERFORMANCE BASED PAY SYSTEM; REPEALING INCONSISTENT
PROVISIONS OF CURRENT PERSONNEL RULES; CONTAINING A
SAVINGS CLAUSE; AND PROVIDING FOR THE EFFECTIVE DATE
HEREOF.
WHEREAS, the City of Baytown desires to provide an equitable
compensation program for all employees which is based on job
responsibility and job performance; and
WHEREAS, the Administration through its Personnel
Consultants, Waters, Trego and Davis, has developed a Performance
Based Pay Program which will achieve the stated objectives of the
City, NOW THEREFORE,
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF BAYTOWN,
TEXAS:
Section 1: That the City of Baytown hereby adopts and
approves the Performance Based Pay Program proposed by its
Personnel Consultants, and hereby adopts as a part of Personnel
Rules of the City of Baytown the attached Exhibit "A" and "B."
Section 2: Chapters 5 and 6 and Sections 1 and ` of Chapter
i of the Personnel Rules of the City of Baytown are hereby
repealed.
Section 3: If any Section of the City's Classification
Salary Plan or Personnel Rules conflicts with provisions adopted
by this ordinance, the provisions of this ordinance shall prevail
over such conflicting provisions.
Section 4: All ordinances or parts of ordinances
inconsistent with the terms of this ordinance are hereby
repealed, provided however, that such repeal shall be only to the
extent of such inconsistency and in all other respects this
ordinance shall be cumulative of other ordinances regulating and
governing the subject matter covered by this ordinance.
Section 5: If any provision, sect Yon, exception,
subsection, paragraph, sentence, clause or phrase of this
ordinance or the application of same to any person or set of
circumstances, shall for any reason be held unconstitutional,
void or invalid, such invalidity shall not affect the validity of
the remaining provisions of this ordinance or their application
to other persons or sets of circumstances and to this end all
provisions of this ordinance are declared to be severable.
Section 6:
from and after
Baytown.
INTRODUCED,
City council of
September, 1986.
8O925-4a
This ordinance shall take effect immediately
its passage by the City Council of the City of
READ, and PASSED by the affirmative vote of the
the City of Baytown, this the 25th day of
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4-EMMETIT 0. Hil TTU,- gi;y-Z�r
ATTEST:
EILEEN P. HALL, City Clerk
RANDALL STRONG, y Attorney
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PERFORMANCE
APPRAISAL
SYSTEM
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1. BASIC PHILOSOPHN' AND OBJECTIVES
Philosoyby-
It is a basic philosophy of the City of Baytown to develop and maintain a
system of performanc:, appraisal that achieves two broad purposes:
1) The provision of on -going and structured communication between
supervisors and employees. Recognizing the desire and need of
employees to know how their performance is reviewed by their
supervisors, the system should enable:
-- Frank and constructive feedback
-- Recognition of past performance (positive and negative)
-- Coaching and counseling in .ways to improve performance
-- Mutually developed goals for future performance
-- Communication of evolutionary changes in job requirements
-- Identification of training needs
(2) The foundation for a fair and equitable compensation system. This is
achieved by:
-- Tying performance to salary increases
-- Reinforcing desired behavior
-- Providing input for future career opportunities
A graduated scale of percentage salary increases is tied to demonstrated
performance by employees. Thus those employees performing above the
expectations of the job are justly compensated.
Objectives
Within the above stated purposes, the City's system should also meet
the following key objectives:
-- The system must be legal and defensible.
-- The system should monitor organizational effectiveness and the
attainment of organizational goals.
-- The system should identify training needs.
-- The system should be communicated and understood by City
employees.
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Obiectities (Con't)
-- The system should provide sound provide sound management
information, including historical performance records.
-- The system should be flexible.
-- The system should Lac reviewed periodically and revised as
needed, especially if there is a change in the organization's
goals, technology, procedures, or workflow.
This document is intended to provide administrative guidelines for the
operation of Baytown's performance appraisal system. The reader should also
consult the City's Salary Administration Guidelines, as well as material received
during supervisor training sessions.
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2. THE PERPORNIANCE APPRAISAL AfANUAL
The primary document used in the appraisal of employee performance is
called the Performance Appraisal Manual. All of the jobs in the City have been
divided into one of sixteen manuals. This division is accomplished by grouping
jobs within similar families (those jobs having similar characters or elements).
Each manual was do %eloped by committees comprised of employees who will
be evaluated by supervisors using the manual._ Future revisions of manuals should
have input from employees through similar committees.
All present and future manuals of Baytown:
Must be related to the job(s) it is designed to evaluate.
Must contain objective category items.
-- Must contain category items that are observable.
-- Should contain category items that are measurable (when
possible).
The Performance Appraisal Manuals used by the City are:
Equipment Operator /Driver
Fire Driver
Fire Supervisor
Firefighter
Police Officer
Police Supervisor
Dispatcher
Technically Skilled
Working Supervisor
General Maintenance Worker
Administrative, Clerical and Secretarial
Paraprofessional
Professional
Treatment Plant Operator
Management
Supervisor
Jailer
Animal Control Officer
Cateeories
Each manual is made up of items called categories. Each category is a
statcmcnt defining expected job performance. As stated above, each item should
be objective, observable, measurable if possible, and job related.
Dimensions
Related category items are grouped into dimensions. For example, all
categories having to do with how an individual relates to other people are grouped
to;ether into a dimension called "Interpersonal Relations ". When the evaluations
are analyzed, this method of grouping categories is helpful in providing feedback.
Dimensional scores are not used for salary consideration.
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Scales
For each category, a scale of 1 - 5 is used when evaluating an employee
supervisor should use the following definitions:
SCALE
Unsatisfactory 1 2 3 4' 5 Outstanding
(1) Unsatisfactory -- performance is unacceptable in this
category.
(2) Below expectations -- some improvement is required in this
category.
(3) Meets expectations -- meets all standards of performance in
this category.
(4) Exceeds expectations -- significantly exceeds performance
standards in this category.
(5) Outstanding -- performance in this category is clearly
exceptional.
Priority Weights
The
Each of the categories has been assigned a priority weight, which is a
measure of its importance to the organization. The categories considered to be
more important have higher priority weights than those categories considered to be
less important. The priority for each category is set on a scale of 1 to 5. The scale
is an arithmetic progression in which a priority of 5 is five times more important
than a priority of I.
The weighting scale is further defined as follows:
Priority Weight 5:
Critical to the position and goal
attainment.
Priority Weight 4:
Very important to the position and
goal attainment.
Priority Weight 3:
Important to the position and goal
attainment.
Priority Weight 2:
Of lesser importance to the position
and goal attainment.
Priority Weight 1:
Of minor importance to the position
and goal attainment.
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3. COMPUTER ASSISTED PERFORMANCE EVALUATION CAPE
In an effort to facilitate the evaluation of the data generated by the
Performance Appraisal System, Baytown will use a computer software package
called Computer Assisted Performandt Evaluation (CAPE).
Individual supervisors will complete their evaluation of employees using the
appropriate manual and the CAPE worksheet, forwarding the worksheet to the
Personnel Office for data entry. The computer program is designed to take into
account the total numbers of scores by one or more evaluators, the relative weight
of the evaluators, the priority weight of each category, and the standard for each
category; and generate a printout showing an overall score (using the 1 -5 scale) for
the employee.
The printout is used by the employee's immediate supervisor to prepare the
appraisal report and interview. The overall score serves as the basis for potential
salary increases (See Salary Administration Guidelines).
Standards
The current standard for all job categories, dimensions, and overall
performance is defined as 3.0.
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4. EVALUATORS
The responsibility for filling out an employee's Performance Appraisal form
and conducting the Appraisal interview rest with the employee's immediate
supervisor (as defined by individual departments). However, the City of Baytown
strongly encourages departments to use panels of evaluators to appraise the
employee's performance using the Performance Appraisal Manual and CAPE.
Each department should determine the appropriate evaluators for each
employee. The panel should consist of the immediate supervisor, and one or more
additional individuals who are in a position to objectively observe the employee's
performance.
In the event an evaluator has not observed the performance of the employee
on a specific category, that item should be scored "0 ". CAPE ignores the score in
its computations. Provided an individual can objectively observe thirty percent of
the categories in a manual, he /she can be considered a valid evaluator.
Once panels are determined, the department should assign a relative weight
to each evaluator on the panel. CAPE considers these weights in the calculation of
the employee's score in each category.
EXAMPLE - Em in ce in Rotating, Shift Position
Weight
Evaluator I -- Supervisor for first shift
of review period 33
Evaluator 2 -- Supervisor for second shift
of review period 33
Evaluator 3 -- Supervisor for third shift
of review period 33
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EXAMPLE 1 -- (Line_ Personnel
Weight
Evaluator 1 --
Immediate Supervisor
60
Evaluator 2 --
Division Head
30
Evaluator 3 --
Peer
10
EXAMPLE 2 -- Staff Personnel
Weight
Evaluator 1 --
Immediate Supervisor
40
Evaluator 2 --
Senior employee from
another department
30
Evaluator 3 --
Senior employee from
another department
20
Evaluator 4 --
Comparable employee from
another department
10
EXAMPLE - Em in ce in Rotating, Shift Position
Weight
Evaluator I -- Supervisor for first shift
of review period 33
Evaluator 2 -- Supervisor for second shift
of review period 33
Evaluator 3 -- Supervisor for third shift
of review period 33
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5. THE APPRAISAL PROCESS
Supervisors should take care to establish an atmosphere that encourages on-
going communication. Employees should not have to wait six months to receive
feedback on how they are doing. Furtlermore, communication should be two way.
Much of the stress normall,,. associated with performance appraisal will be lessened
through such communication.
A formal performance appraisal will be conducted for each employee two
times each fiscal year at set intervals based on the employee's evaluation month
(see Salary Administration Guidelines). The first appraisal will be for coaching
and counseling and the second for salary increase purposes. Although the exact
logistics of when the appraisal and interview are done should be coordinated
through the Personnel Department, an effective approach is to complete all
necessary steps during the month prior to the month any subsequent salary increase
is effective.
The CAPE Worksheet
The evaluator should gather all data, such as notes made during the
evaluation period, the employee's personnel file, training materials, these
guidelines, etc., prior to filling out the CAPE worksheet. Any category item the
evaluator has not observed should not be scored. Once the evaluator has completed
the worksheet, it should be forwarded to the Personnel Office for data entry.
Re- isions
CAPE is programed to detect a number of potentially inaccurate evaluations.
One example might be significant differences between the evaluations for an
employee given by the evaluators on a panel.
In the event no inconsistency appears, CAPE generates an individual analysis
report that is forwarded back to the supervisor, through the department for
subsequent action.
If an inconsistency appears, the report generated will be forwarded to either
the Personnel Office or the appropriate Department Head. If they determine the
evaluations are valid, processing continues uninterrupted. If they determine a
problem in the evaluation has occurred, they should take appropriate action and
forward a revised CAPE worksheet for data entry.
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Performance Review Re ort
The supervisor responsible for completing the Performance Review Report
will be determined by the department director of each department or elected
official as appropriate. The individual given responsibility to conduct
performance appraisals must be recQgnized as a supervisor with authority to plan,
coordinate, direct and review work; and who regularly participates in standard
personnel actions such as employee selection and discipline.
As evaluators, the performance category must be interpreted as it would
apply to each specific individual in his /her job. In some cases, the category and /or
description might not be as precise or appropriate as would be preferred. The
performance descriptions, of necessity, cannot completely describe all possible
variations of performance in every area. They are descriptions of the various
hinds of performance that seem appropriate based upon the job analysis and
employee input, and offer a comprehensive overview of the employee's job.
For these reasons, the Performance Appraisal form is a crucial element of
the Appraisal process. It is at this point that the supervisor has the opportunity to
interpret the inherently generic items contained in the Performance Appraisal
Manual to the employee's specific job performance.
Referring to the data previously gathered, the supervisor should look over
the CAPE report, and fill out the Performance Review Report. Care should be
taken that comments are specific to the job, and refer to objective, observable
behaviors. As always, the supervisor should avoid subjective comment.
After completion of the appraisal form and prior to the appraisal interview,
the next higher level supervisor will review the appraisal with the rating
supervisor.
The review is for the purpose of examining the appraisal for consistency of
evaluation, fairness, and potential problems of performance appraisal including the
tendency toward leniency, the tendency to base ratings on general impression, and
differences in rater standards.
The kppr aisal Interview
Once all forms and other preparations are complete, the supervisor should
conduct the appraisal interview. The appraisal interview can become an
emotionally charged, intense situation unless the supervisor makes appropriate
preparations. The supervisor should remember that the purpose of performance
appraisal is employee development, to help good performers become better, and to
assist poor performers become acceptable. The task is to serve as a facilitator of
improved employee performance, a responsibility shared by both the supervisor and
the employee.
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The Armraisal Interview on't
At some point, the employee should have an opportunity to review the CAPE
report, and the Performance Appr4jsal form. He /She should sign the form in the
space provided. Following the interview, both forms must be returned to Personnel
for inclusion in the employee's personnel file.
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6. PERFORMANCE, APPRAISAL MANUAL REVISION
A key objective of the City of Baytown's Performance Evaluation System is
flexibility. Care should be takeq that the manuals do not become an end, but
rather a means to the greater end of improved employee performance.
As each cycle of evaluation is complete the
generate and review the analysis reports. On at
concerning changes in the Appraisal Manual should
and supervisors.
C-]
Director of Personnel should
least an annual basis, input
be solicited from employees
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7. APPEAL
In the event an employee chooses to appeal a score received, or the contents
of the manual itself, he /she should follow the appeal procedures outlined in the
City of Baytown's Salary Administration Guidelines.
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PERFORMANCE
BASED
PAY
SYSTEM
LX'-,
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1. BASIC PHIL SOPHY AND OBJECTIVES
Philosophy
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The basic philosophy of the City -of Baytown is to provide an equitable compensation
program for all employees. The basic concept of the pay system is that job responsibility and
job performance will be the k(-*) determinants of an employee's salary.
The purpose of the city's performance based pay system is to attract, retain, and
motivate employees through the payment of financial compensation that is commensurate with
the individual's ability, responsibility and contribution toward the City's goals. The program
is concerned with providing a compensation framework to inspire the development and
progress of each employee. It is further designed to recognize and reward outstanding
performance and achieve internally equitable and externally competitive compensation.
ObiectiNes
The objectives of the City of Baytown' performance -based pay program are:
To clearly define the duties and responsibilities of each position through
written job descriptions.
2. To have employees perceive that their pay is fair with respect to other
jobs in the City and with competitive jobs outside the City.
3. To provide incentives and recognition for superior performance.
4. To comply with federal, state, and local regulations.
5. To establish a system that is fiscally sound and cost effective.
6. To provide a program that is understood by employees.
7. To provide a pay system that can be easily administered and maintained.
8. To establish a salary range for each job which is based on a systematic
blending of the job's internal Nvorth to the City and the job's external
value in the competitive job market.
9. To provide a method to identify employee development needs.
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2. CONIPENSATION POLICY
The compensation program for the City of Baytown is based on the following policy.
1. Competition
The City will provide total compensation opportunities of direct pay, indirect pay (e.g.,
benefits), career opportunities, etc. that are a blend of the total compensation
opportunities offered by its competitors and the objectives of the City's compensation
program.
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2. Salary Ranges.
Each job in the City will have a salary range defined by minimum and
maximum dollar limits and a midpoint. The range defines the pay opportunities
for the job. It is the intent that after the performance -based pay program is
fully installed, the pay for each employee will be within the salary range for the
job.
The salary ranges and midpoints will be reviewed annually and revised to reflect
changing competitive position, economic conditions, and compensation objectives.
3. Job Descrintions
Each job in the City will have a written job description. The descriptions will
be reviewed a minimum of every twelve (12) months or as scheduled by the
Personnel Director, and signed by both the employee and the immediate
supervisor. The description is the basis for job evaluation and performance
appraisal.
4. Job Evaluation
Each job in the City will be placed in a grade level and its accompanying salary
range on the basis of job evaluation, utilizing the appropriate point factor
system.
5. Performance Appraisal
Each employee's performance will be appraised in writing twice annually in
accordance with established procedures and the Performance Appraisal
Guidelines.
6. Salary Chances.
Movement within the salary range for each job will be based primarily on the
performance of the job, as budgeted.
Employees may be given salary increases of three types:
Performance - to reward satisfactory to outstanding performance.
Promotion - to recognize and reward the assumption of responsibilities that
arc significantly higher in character and scope than the previous job.
Ad iustment - to respond to situations that adversely affect the City's
competitive position or that adversely affects internal cquit)f (e.g.,
adjustments to the salary range minimum).
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7. Administration
The administration of the pay program will be under the direction of the
Director of Personnel. In this regard, he /she will:
A. Recommend changes in the basic philosophy and objectives of the
compensation policy.
B. Insure that job descriptions are current and accurate.
C. Insure that reclassifications and job evaluations for new positions arc
performed in a timely manner. He /she will coordinate the appointment of
all Job Evaluation Committees.
D. Insure that performance appraisals are conducted as required.
E. Recommend salary increase budgets and salary structure adjustments.
F. Insure that the Salary Administration Guidelines and Performance
Appraisal Guidelines are implemented and periodically updated.
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3. 3OB DESCRIPTIONS
A job description is a written document that describes the major tasks of a job,
focusing on the general purpose and the principal duties and responsibilities of the
job.
Every job in the City will have a written job description, using the standard Job
Description Format. All job descriptions will be prepared from the Job Description
Questionnaire.
The job description is a working document, to be reviewed periodicaIIy and
changed as needed. It is not meant to be restrictive or all- inclusive, but describes the
ma for features of a job. The main purposes of the job description are:
1. To serve as a means of communication between the supervisor and the
employee to clarify the responsibilities and expectations of the job.
2. To serve as the main input to the evaluation of the job into a pay grade.
3. To serve as benchmarks in salary surveys.
4. To serve as the main basis for the appraisal of the performance of an
incumbent.
5. To identify minimum qualifications and applied skill, knowledge and
ability for the purpose of recruitment, selection and training.
A signed copy of each job description will be maintained by the Director of
Personnel or his /her designee in the Personnel Office.
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4. JOB EVALUATION
Job evaluation is the process of determining the relative worth of all jobs in the
City of Baytown. Each job in the City has been evaluated and placed in a grade level
and accompanying salary range on the basis of that evaluation.
The City will use two (2) point factor job evaluation plans to evaluate all jobs.
Reclassification /New Positions
As new jobs are approved, or if a request for reclassification of an existing
position is made, a Job Evaluation Committee will evaluate or re- evaluate the job(s) and
make recommendations to the City Manager's office. The Department Head desiring the
new or reclassified position must submit the request in writing, including rationale for
the changed /proposed grade, a new /revised job description, and noting the proposed
evaluation factor ratings on the job evaluation form. (Note: This process is not meant to
replace requests for new personnel as normally submitted during the budget process. It is
assumed that the addition of the position has been approved prior to evaluating the job.)
The Job Evaluation Committee is an ad hoc committee serving only such time as is
required to review the requested job's). It shall consist of three to five Department or
Division Heads or other employees selected by the Director of Personnel. The Director of
Personnel should attempt to select a committee familiar with the job(s) to be considered
and should be capable of making an impartial recommendation. The Director of
Personnel should attempt to rotate the appointments over time. A Department Head,
submitting the evaluation request may not serve on the committee hearing the request.
They may attend the committee meeting to present information.
The evaluation will be based on the factors and levels that are defined in the Job
Evaluation System, comparing the proposed factors of the job to the factors of comparable
jobs. While the definition of various levels of a given job factor can be used to guide the
evaluation process, the primary rationale should be the relative worth of a job's factor to
existing jobs.
Once all factors have been considered, the grade should be determined using the
Job Evaluation Point System and Grade Conversion Table.
The recommendation of the committee should be forwarded to the City Manager's
office in writing, noting the overall rationale for the the recommended grade, as well as
recapping the committee's discussions of each factor. The final decision of the grade and
its corresponding job evaluation factor points will be made by the City Manager.
A copy of the committee's recommendation, and the City Manager's decision, will
be kept on file. An updated Job Evaluation Summary will be kept by the Director of
Personnel.
Should a Department Director determine the necessity to request a job evaluation
of any job more than once in any twelve month period, he /she must obtain written
approval of the City Manager prior to initiating the job evaluation process.
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5. 'r
PERF RMAN E APPRAI AL
The purpose of performance appraisal is three -fold:
1. To coach and counsel the employee on job performance, with the focus
on how well the j!•) was done and what can be done, to do the job
better.
2. To serve as input for salary increase.
3. To identify employee development need.
A formal performance appraisal will be conducted on each employee two times each
fiscal year. The basis for the appraisal is the Performance Appraisal manual covering the
specific job or job family.
The appraisal process and procedural guidelines are described in the City of
Baytown Performance Appraisal Guidelines.
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6. SALARY INCREASE gUIDELINES
Salary increases based on performance will be given to reward and to encourage
individual employee performance. Salary increases will be given as a percentage of the
employee's actual salary. The key corgponent that will determine the percentage increase
will be the performance level as determined by the performance appraisal process.
Performance appraisals for all employees will be conducted twice during the fiscal
year at six (6) month intervals. The performance appraisal will be conducted during the
employee's anniversary month and six months from this date. The anniversary month is
the month the employee assumed their current position. Salary increases will be effective
from the first payroll period after the employee's formal performance appraisal interview.
The amount of the salary increase will be determined by the employee's current
performance rating. The amount of the increase is indicated on the Performance
Appraisal Salary Increase Conversion Chart. This chart will be updated annually based
on labor market and economic factors. The Performance Appraisal Salary Increase
Conversion Chart will be approved by the City Council during the budget approval
process. The number of salary increases during a fiscal year will also be determined in
the budget approval process.
All new employees will receive a probationary review at the completion of their
first six months of employment. Other employees may receive special probationary
reviews in accordance with the established procedures in the Performance Appraisal
Guidelines.
Employees shall be paid no less than the minimum of the salary range established
for the position. The following exceptions may be made when approved by the City
Manager.
1) When a period of training is required to demonstrate the employee's
ability to perform the duties, i.e., trainee status, normally not to exceed
three months; or
2) When the employee is temporarily assigned to a position in a higher
grade, normally not to exceed one month.
Any salary payment above the maximum for the position requires the approval of
the City Manager.
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7.IROMOTION GUIDELINES
A promotion is defined conceptually as the assumption of job duties and
responsibilities that are higher in character and scope than in the previous job. For
purpose of salary administration, a promotion occurs when the new job is of a higher
grade than the prior job.
Promotions are subject to a six month probationary period. During this period, the
employee's performance in the new position will be reviewed and evaluated. The
employee's supervisor will complete a written performance appraisal at the end of the
probationary period. The results of the appraisal will determine whether the promotion
becomes approved.
The amount of a promotional increase will be up ten percent of the current salary,
or an amount sufficient to reach the minimum salary for the new job, whichever is
greater. The probationary period does not require any delay in the promotional pay
increase. The increase should become effective on the first day the employee assumes the
new position. The employee's evaluation date shall be changed to the effective date of
the promotion. The employee will be eligible for a six month salary increase based on the
performance review.
Care shall be taken to coordinate the timing of promotions, in relation to
Performance increases, to ensure an equitable salary increase, both for the employee and
the City.
All promotions and promotional increases shall be coordinated with and approved
by the City Manager.
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S. ADJUSTN9ENT GUIDELINES
The purpose of adjustments is to respond to situations that might affect the
external competitive position, or adversely affect internal equity.
All proposed adjustments -. ust be approved by the City Manager's office.
I
Minimum Salary
At the beginning of the fiscal year, all employees shall be at least at the minimum
of the salary range for their job. If an employee's salary is below the minimum of the
salary range for the new fiscal year, the salary should be adjusted to the minimum,
effective on the first pay period in the new fiscal year.
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9. STARTING 6ALARY GUIDELINES
There are several considerations in deciding what to offer someone to come to
work for the City of Baytown. These considerations are broken down into two parts: the
total offer and the salary offer.
The Total Offer
What is offered to a person in exchange for his time, talent, services, and judgment
is compensation, benefits, challenging problems, effective working environment, career
opportunities, and so on. For example, a partial listing of some of the tangibles and
E intangibles include: 1) the benefits package, 2) a performance pay system, 3) security
of a stable organization, 4) work environment, and 5) location and community.
The hiring supervisor should take into account all of these factors and, in
particular, the monetary value of all the benefits we offer. The total 12ackayc should be
what is explicitly offered, and not just salary alone. This way, the person can make a
more realistic comparison with his current situation and, hence, make a more realistic
decision.
The Salary Offer
Based on the City's ability to pay and through salary surveys and job evaluation,
the salary range of each job has been determined that defines the performance -based pay
opportunities for that job.
The lower part of the salary range is to be used for starting salaries as follows:
Starting Salary
1) Meets minimum qualifications.
2) Meets minimum qualifications,
plus some job - related experience
or education beyond the minimum
qualifications.
3) Meets minimum qualifications,
plus substantial job - related
experience or education over and
above the minimum qualifications
for the new job
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Minimum of Range
1% to 5% Over Minimum
6% to 10% Over Minimum
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In all cases,
1} The starting salary should be at least at the minimum of the new
range unless the employee is in trainee status. (Trainee status
indicates the employee does not meet minimum job qualifications
for the position).
2) Employees hired under trainee status require authorization by the
City Manager. Employees under trainee may be hired at up to ten
percent (10%) below minimum. All starting salaries must be
coordinated with the Director of Personnel.
3} Any starting salary above the minimum requires approval of the
City Manager's office.
4) A starting salary above the minimum must be justified in writing
by the hiring manager and placed with the personnel file. It is
important that the minimum requirements for the job be well
defined.
The person's current salary is = the primary consideration in determining the
starting salary. The salary range along with the person's qualifications are the
primary considerations.
When an employee is hired, they are subject to a six month probationary period.
The probationary period is designed to 1) allow the City an opportunity to observe
the new employee's ability to perform the assigned duties, and 2) focus the supervisor's
attention on the need for intensive training. The employee's progress will be
monitored, documented, and discussed with the employee throughout the probationary
period.
The employee's supervisor will complete a written performance appraisal at the
end of the probationary period. The results of the appraisal will determine whether
employment continues.
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11. APPEAL PROCEDURE
Employees have the right to present an appeal concerning interpretation of the
Performance Appraisal Process and /or resulting appraisal and salary increase. The
following method is provided to ensure rapid and fair hearing of an appeal.
Step I
The appeal should be discussed with the immediate supervisor first. This must
be done no later than 10 working days after the occurrence of the action or incident.
The supervisor will answer the appeal in writing within 5 working days. A copy of
the answer will be provided to the Director of Personnel.
Sten 2
If the appeal has not been settled, it may be presented in writing to the
department director within 5 working days after receiving an answer from the
immediate supervisor. The employee will receive a written reply within 5 working
days from the department head. A copy of the written reply will be provided to the
Director of Personnel.
Sten 3
If the appeal is still not settled, the department director's decision may be
appealed, in writing, within five (5) working days to the Director of Personnel. The
Director of Personnel, in a forum consisting of the dissatisfied employee, the
Department Head, and any supervisory personnel involved, shall receive discussion for
all parties and make a ruling on the appeal. The Director of Personnel will reply to
the appeal within five (5) working days from the date the appeal is received. A copy
of the ruling will be furnished to the City Manager.
St_ ea 4
If the employee is not satisfied with the decision, it may be appealed, in
writing, to the City Manager within 5 working days. The City Manager will either
meet informally or convene an administrative hearing within 3 days after receipt of
the appeal. He may conduct any further investigation which he deems necessary. The
City Manager will render a final and binding decision within 5 working days of the
hearing.
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60925 --4aa
32. SCOPE
The policy establishes regulations governing direct compensation of all City
employees with the exception of the following job:
a) City Manager
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