Bellevue Baptist Church

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Bellevue Baptist Church

• Compensation/Salary Administration Plan
  Development December 2007

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Compensation/Salary Administration Plan
Development
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Job Documentation

• Purpose To identify key components and
  requirements of a job. Describes the work, not
  the person.
• Demographics
• Job Title
• Department
• Title of this jobs supervisor
• Date documentation was most recently updated

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Job Documentation

• Purpose why the job exists
• Essential Functions the key responsibilities
  that are essential to fulfilling the jobs
  purpose
• Requirements the experience, education,
  training, skills required
• Physical Requirements the extent of physical
  effort required
• Work Environment the actual environment where
  work is performed

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Job Evaluation

• Purpose To place a value on each job as compared
  to other jobs within the organization.
• Point/Factor method of job evaluation is a
  quantitative approach that examines jobs
  according to a set of compensable job factors

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Job Evaluation

• Bellevue Job Evaluation Tool
• Made up of five compensable factors
• Knowledge measures the nature extent of
  information workers must understand, and the
  nature extent of skills needed to apply that
  knowledge.
• Independent Judgment type of supervision
  received, how work is reviewed, amount of
  discretion worker uses, complexity of work.
• Accountability varies based on the scope of the
  job and the impact of work within outside
  Bellevue.
• Contacts With Others not necessarily the number
  of contacts but their purpose, the difficulty of
  communicating with contacts, the setting in
  which the contact takes place.
• Physical Effort Work Environment physical
  characteristics such as agility, dexterity,
  exertion (i.e., climbing, lifting, kneeling) the
  risks and discomforts in the work surroundings
  and the safety regulations required.

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Job Evaluation

• Bellevue Job Evaluation Tool
• Each of the five factors is assigned levels
  (between 4 9) that have specific meaning. For
  example
• Factor Accountability
• Level 1 The work relieves others in the
  unit/office of simple repetitive tasks. Work has
  minimal impact outside immediate organizational
  unit.
• Level 2 The work involves carrying out of
  specific rules, regulations, or procedures and
  typically comprises a complete segment of an
  assignment or project of a broader scope. The
  work affects the accuracy, reliability, or
  acceptability of further processes or services
  either within or outside the work unit.
• Each level continues to describe a greater
  degree of Accountability than the previous level.
  The language used and the examples given were
  edited to fit Bellevue and the family of jobs.

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Job Evaluation

• Each level is then assigned a certain number of
  points within the Job Evaluation Tool

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Job Evaluation

• Job Evaluation Committee
• Comprised of managers from throughout the
  organization to represent cross section of
  various jobs.
• Job Evaluation Process
• Grouped jobs into job families
• Administrative
• Management/Supervisory
• Professional
• Support
• Technical

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Job Evaluation

• Job Evaluation Process
• Reviewed jobs by job families, one factor at a
  time. (The levels were not yet assigned points at
  this stage in the process.)
• For example, the Committee would review all jobs
  in the Technical job family by assigning each job
  a level for Knowledge, then assigning each job a
  level for Independent Judgment, then
  Accountability, etc., until all five factors were
  assigned a level for all the Technical jobs.

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Job Evaluation

• Job Evaluation Process
• When all jobs had been reviewed, the Consultants
  compiled the results for each job family, adding
  the points to each level. In this way, each job
  received a total number of points.
• The Consultants then established grade levels to
  group comparable jobs.
• The Job Evaluation Committee convened again to
  review outcomes and to identify jobs that
  appeared high or low relative to other jobs

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Market Study

• Identified benchmark jobs that would be most
  easily compared to market
• As much as possible tried to find multiple data
  sources for each benchmark job
• Compared Bellevues jobs to the high end of most
  market data (75th percentile or greater)
• Typical data cuts, when available
• Memphis or Southeast
• Religious Related

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Market Study

• Market Data Sources
• CompAnalyst.com
• Economic Research Institute, Salary Assessor
• Johnson Ferry Baptist Church 07 Salary Survey
• Large Church Survey, C. Matthews
• NACBA Staff Compensation Survey Custom
• ONet Online Occupational Database
• Watson Wyatt Middle Management
• Watson Wyatt Office Personnel
• Watson Wyatt Professional Administrative

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Pay Ranges

• Pay ranges were established by matching benchmark
  market data with the job groupings by points to
  achieve a line of best fit
• Ranges were established with a 50 to 60 spread
  from the minimum to the maximum of each grade and
  with a progressive spread between midpoints

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Job Placement

• Benchmark jobs were placed in the pay grade that
  corresponded to the jobs market data and job
  evaluation points
• Non-benchmark jobs were placed in the pay grade
  that corresponded to the jobs job evaluation
  points
• A final sore-thumb analysis was conducted with
  the Administrative Pastor to adjust jobs or job
  groups that were out of alignment

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Benefits Realized

• Managers involved in Job Evaluation now have
  understanding of the relative value of jobs
• HR has up-to-date job documentation for most jobs
• New and revised jobs can easily be slotted into
  appropriate pay grade using Job Evaluation Tool
• Salary ranges are aligned with external market