1. All County positions will be classified and compensated through the classification and compensation system, except positions that are designated as unclassified by the County Manager.
   • Unclassified positions include: elected and appointed positions, civil service positions, and interns.
     
2. Supervisors must have the approval of the designated County Leader (i.e., County Manager, Deputy County Manager, or Assistant County Manager) to fill a position that has been vacant for a period of 6 months or longer.
• Elected Officials are encouraged to confer with the County Manager prior to filling positions that have been vacant for a period of 6 months or longer.
  
3. Each department/agency is provided with a “compensation pool” that is used to fund pay rates.
• The “compensation pool” was known in previous years as the “merit pool.”
• The compensation pool is used to fund all pay-related changes, to include:
• merit pay rate increases
• promotions
• reclassifications
• hire-in pay rates established above the budgeted amount
• temporary pay rate increases
• bonuses
• incentive
• Departments/agencies must be able to fund pay rate increases and pay rates established above the budgeted amount on an ongoing basis. Departments/agencies are not authorized to fund ongoing expenses with one-time savings.

The pay range has been divided into thirds, called “Terciles.” Each Tercile has a descriptive label designed to help supervisors make pay rate determinations – whether at the time of hire, reclassification, promotion, etc. The pay table does not include a pay range midpoint.

The three Terciles are defined as follows:

Please note that County Leadership is aware that the pay rates of current employees may not match the tercile descriptors. However, the Department of Human Resources, Budget and Financial Planning, and County Management are working together to determine mechanisms to fund employees through the pay range. At the time of implementation of these descriptors, no funding was being provided to increase employee pay rates in relation to the tercile descriptors.

• Developing: This Tercile is appropriate for employees who are new to the career field and/or may be in the process of expanding or refining their skill sets within their positions or career fields.
• Experienced: This Tercile is appropriate for employees who have accumulated knowledge or skills related to their positions or career fields. They are fully functional, high performing employees.
• Career: This Tercile is appropriate for significantly experienced employees who have accomplished a general course or progression of work and professional achievements that represent accumulated commitment in an occupation.They are fully functional, consistently high performing employees.

1. The minimum to the maximum of the pay range is considered to be a market-competitive pay rate.
   • The pay range is determined in compliance with the County's compensation philosophy.
   • The pay range for positions graded 10-15 is based on the median of the local Kansas City marketplace, and the primary source of data for these positions is the Kansas City Human Resources Management Association (HRMA) market.
   • The pay range for positions graded 16-20 is based on the median of the All Companies Marketplace, and the primary source of data for these positions is Hay's All Companies market.
   • The pay range for positions graded 21-28 is based on the median of the national public sector marketplace, and the primary source of data for these positions is peer counties.
   • Peer Counties include: Pima County, Arizona; Santa Barbara County, California; Washoe County, Nevada; Guilford County, North Carolina; Cobb County, Georgia; Pasco County, Florida; DeKalb County, Georgia; Gwinnett County, Georgia; Arlington County, Virginia; Henrico County, Virginia; Prince William County, Virginia.
   • Peer Counties may be changed/added/deleted by the County Manager based on their population, annual budget, and delivery of services.
     
2. The pay ranges will be maintained by HR, and recommendations for increasing the pay ranges will be made by HR as necessary, as a part of the annual budget process.
   
3. No employee will be compensated below the pay range minimum.
• If the pay range minimum is increased, then employees earning below the new pay range minimum will receive a "below minimum pay rate increase" to the new pay range minimum the date the new pay range minimum is effective.
• Pay table changes are typically implemented effective the first day of the first pay period of each fiscal year.
• Below minimum pay rate increases are not a substitute for merit pay rate increases. However, the amount of all pay rate increases (e.g., merit pay rate increases, market pay rate increases, etc.) may be capped annually at a designated rate.
4. No employee will be compensated above the pay range maximum unless the position is designated as having a market premium. 
   • Refer to Establishing and Increasing Pay Rates (#6) for information about market premiums.
   • If the pay range for a position grade is adjusted and an employee’s current pay rate is above the pay range maximum of the range, then the employee is not eligible for an increase to base pay until the pay range maximum exceeds the employee’s pay rate.
• If pay range maximums are adjusted such that an employee’s pay rate is above the pay range maximum, then the employee’s pay rate will not be reduced. However, he/she will not be eligible for a base pay rate increase until the pay range maximum exceeds the employee’s pay rate. Employees earning above the pay range maximum are eligible for bonuses and incentives, as they are not additions to base pay.

1. Supervisors may offer new hires and employees in positions that are changed (e.g., due to reclassification, redistribution, reorganization, or replacement) up to the minimum of Tercile 3, pending funding approval.

• Supervisors and HR will discuss the pay range to be advertised prior to posting a position.
• Supervisors are not required to provide a pay rate increase in the case of a reclassification resulting in only a one grade increase, whether the reclassification is due to a redistribution, reorganization, or replacement, unless the incumbent earns less than the pay range minimum of the new grade. If the employee already earns greater than the minimum of Tercile #3, then the employee is not eligible for a pay rate increase.
• If a position is changed such that the grade is increased by two levels or more, then the change is considered a promotion.  As such, the employee would be eligible for a pay rate increase.  Refer to #2 below when establishing the new pay rate.
• New hires include internal and external candidates.
• Funding approval is contingent upon approval by both the Office of Budget and Financial Planning and County Leadership, and it is subtracted from the department/agency’s overall compensation pool.

2. Supervisors may establish pay rates for promoted employees up to whichever rate is greater:  the minimum of Tercile 3 or 10% above the employee's current pay rate, without review by HR, pending funding approval.

• Promoted employees will receive a pay rate increase at the time of promotion.
• The new pay rate may not exceed the pay range maximum.
• A two or more level reclassification upgrade is considered a promotion.
• Funding approval is contingent upon approval by both the Office of Budget and Financial Planning and County Leadership, and it is subtracted from the department/agency’s overall compensation pool.

3. A hire-in pay rate may exceed the minimum of Tercile 3 if the candidate selected has exceptional qualifications, pending funding approval.

• The Supervisor needs to obtain approval from HR, Budget and Financial Planning, and the designated County Leader, prior to establishing a pay rate above the minimum of Tercile 3.
• Exceptional qualifications are based on the candidate's education, training, experience, skills, and other qualifications.
• Pay rates for new hires may be established at a rate higher than the pay rates of current employees in like positions based on exceptional qualifications.
• Funding approval is contingent upon approval by both the Office of Budget and Financial Planning and County Leadership, and it is subtracted from the department/agency’s overall compensation pool.

4. A hire-in pay rate may exceed the minimum of Tercile 3 based on HR-approved external market data, pending funding approval.

• Supervisors and HR will discuss the pay range to be advertised prior to posting a position.
• External market data must be from a reputable, valid, and verifiable source. Analysis of the market data will be conducted by HR with input from the department/agency. HR will recommend approval of the market data to the designated County Leader (i.e., County Manager, Deputy County Manager, or Assistant County Manager), and the availability of funding must be verified by Budget and Financial Planning prior to posting the position above the minimum of Tercile 3.
• If current incumbents are earning less than the approved minimum market rate, then the current incumbents will receive market pay rate adjustments to the new hire-in rate effective the first day of the pay period following approval of the market data.
• HR will notify other County departments/agencies that have the same position when this occurs, and, with the approval of the designated County Leader and verification of funding from Budget and Financial Planning, the Elected Official/Agency Director/Department Director may approve increasing the pay rate of each incumbent in that department/agency who is in a like position and earning less than the hire-in rate to the hire-in rate effective the first day of the pay period following the start date of the new hire.
• If a supervisor believes that external market data exceeds the pay range maximum, then the supervisor should consult with HR regarding the need for a market premium.
• New hires include internal and external candidates.
• Funding approval is contingent upon approval by both the Office of Budget and Financial Planning and County Leadership, and it is subtracted from the department/agency’s overall compensation pool.

5. Departments/agencies are authorized to make market pay rate adjustments for current employees, pending funding approval.

• Supervisors will work with HR prior to implementing market pay rate adjustments to ensure that they are provided in a fair, consistent, and equitable manner.
• External market data is not required when making a market pay rate adjustment, as the pay ranges are built using external market data. 
• If external market data is used, it data must be from a reputable, valid, and verifiable source. Analysis of the market data will be conducted by HR with input from the department/agency. HR will recommend approval of the market data by the designated County Leader (i.e., County Manager, Deputy County Manager, or Assistant County Manager), and the availability of funding must be verified by Budget and Financial Planning prior to implementing the market pay rate adjustment. HR will work with the department/agency to apply market data to all similar positions. HR will notify other County departments/agencies that have like positions when market data is approved, and with the approval of the designated County Leader and verification of funding from Budget and Financial Planning, the Elected Official/Agency Director/Department Director may approve increasing the pay rates of incumbents in like positions in that department/agency who are compensated less than the approved market rate. If a supervisor believes that external market data exceeds the pay range maximum, then the supervisor should consult with HR regarding the need for a market premium.
• Market pay rate adjustments are effective the first day of the pay period following approval of the market data; market pay rate adjustments may not be effective retroactively or in the middle of a pay period.
• The supervisor is not required to conduct a performance appraisal to provide a market pay rate increase.
• Market pay rate adjustments are not a substitute for merit pay rate increases. However, the amount of all pay rate increases (e.g., merit pay rate increases, market pay rate increases, etc.) may be capped annually at a designated rate.
  The pay rate increase must be noted as a market pay rate increase in ASPIRE.
• Funding approval is contingent upon approval by both the Office of Budget and Financial Planning and County Leadership, and it is subtracted from the department/agency’s overall compensation pool.

6. Positions may be designated as having a market premium.

• The Director of Human Resources or designee must approve the use of a market premium, and eligibility for market premiums will be reviewed annually or as needed to determine if the need continues to exist.
• Market premiums are approved when extenuating circumstances in the market or the career field demand direct compensation beyond the pay range maximum.
• HR will consult with the County's classification and compensation consulting firm prior to approval of a market premium to validate the extenuating need.
• Market premiums are considered base pay; if a market premium is no longer necessary, the incumbent's pay rate will not be reduced. However, because the incumbent would be earning more than the pay range maximum when the market premium ends, the incumbent would not be eligible for a market pay rate increase until the pay range exceeds the incumbent's pay rate and market data necessitates the need.
• Funding approval is contingent upon approval by both the Office of Budget and Financial Planning and County Leadership, and it is subtracted from the department/agency’s overall compensation pool.

7. Departments/agencies are authorized to implement skill-based pay structures, with funding approval.

• Skill-based pay rate increases are additions to base pay provided as a result of the acquisition of new skills related to the job, as indicated in the department/agency’s documented skill based pay plan.
• Supervisors are authorized to implement skill-based pay plans with the approval of HR and the designated County Leader, and the verification of funding from Budget and Financial Planning. However, once a plan is approved for use, pay rate increases may be provided within that plan with the approval of the Elected Official/Agency Director/Department Director.
• The skill-based pay plan must contain the following information:
• Job titles eligible to receive the skill-based pay
• Criteria to receive the skill-based pay rate, e.g., obtains a certification, master use of specific equipment, etc.
• Skill-based pay plans must be published and administered fairly and equitably to eligible employees in like positions.
• Skill-based pay plans may not cause the pay rate to exceed the pay range maximum.
• Skill-based pay plans may be established for the acquisition of verifiable skills only, as approved by the supervisor. For example, a plan may indicate that if an employee obtain certification in the career field, the employee will receive an x% increase to base pay. Or, a plan may indicate that if an employee masters the operation of a new piece of equipment, the employee will receive an x% increase to base pay.
• Funding approval is contingent upon approval by both the Office of Budget and Financial Planning and County Leadership, and it is subtracted from the department/agency’s overall compensation pool.

8. Departments/agencies are authorized to implement pay rate differentials, with funding approval.

• A differential is additional compensation paid for nonstandard shifts worked and/or preferred skills, as documented in the department/agency’s differential pay procedure.
• Supervisors are authorized to implement a differential with the approval of HR and the designated County Leader, and the verification of funding from Budget and Financial Planning. However, once a plan is approved for use, differentials may be provided within that plan with the approval of the Elected Official/Agency Director/Department Director.
• The following information must be contained in the differential pay procedure:
• Job titles eligible to receive the differential.
• The amount of the differential.
• Differential pay must be published and administered fairly and equitably to eligible employees in like positions.
• Differentials may cause the hourly pay rate to exceed the pay range maximum.
• Differentials related to skills may be established for the provision of verifiable skills only, as approved by the supervisor. For example, a plan may provide a differential for employees fluent in Spanish.
• The differential is available only for hours actually worked. (If an employee is eligible to receive paid leave, the differential is not applied to hours that the employee uses paid leave.)
• The differential is not included in base pay, i.e., it is an addition to base pay. (This means that pay rate increases are not applied to the differential.)
• The differential is included in the calculation of overtime pay.
• This differential rate is a fixed rate, and may only be changed in compliance with the compensation procedures.
• Funding approval is contingent upon approval by both the Office of Budget and Financial Planning and County Leadership, and it is subtracted from the department/agency’s overall compensation pool.

9. Departments/agencies must fund pay rates for the current and future fiscal years.

• The County funds vacant and newly created positions as budgeted annually.  Contact your Budget Analyst to ensure positions are funded appropriately.
• If a position becomes vacant and is subsequently filled during the same fiscal year, then it remains funded at the rate the previous incumbent earned.

10. Supervisors must consider internal equity within their department/agency and across the County in making pay rate determinations.

• HR will work with supervisors prior to making pay rate determinations to ensure internal equity, if applicable.

11. Employees are eligible for merit pay rate increases, in compliance with the Performance Appraisal Procedures, pending funding approval.

• Performance appraisals and merit pay rate increase requests must be completed and submitted to HR no later than the day before the anniversary date.
• Merit pay rate increases are effective the first day of the pay period in which the anniversary date occurs.
• Performance appraisals may be conducted more frequently at the discretion of the supervisor.
• Performance appraisals may be conducted for an employee at any time, and no pay rate increase is required when an appraisal is conducted.
• Under special circumstances, the County Manager may approve more than one merit increase for an employee in a year. (Requests should be approved by the Deputy County Manager or Assistant County Manager prior to being submitted to the County Manager.)
• To provide more than one merit pay rate increase, a performance appraisal must be documented and the additional merit pay rate increase must be funded within the annual merit pool guidelines. Such an increase would be effective the first day of the pay period in which the performance appraisal occurs.
• The special appraisal would not change the annual review date.
• Funding approval is contingent upon approval by both the Office of Budget and Financial Planning and County Leadership, and it is subtracted from the department/agency’s overall compensation pool.
• Link here for the current merit pay rate increase guidelines.

12. Employees are eligible to receive a temporary pay rate increase due to the assignment of higher-level duties.

• A temporary pay rate increase may be approved when there is an addition of temporary duties to a position. In general, there is a 30% or greater change in duties (upward).
• The incumbent is assumed to meet minimum qualifications to perform the temporary duties.
• The temporary duties must be assigned for a minimum of 30 days to a maximum of 90 days. This timeframe may be extended with the approval of the Director of Human Resources or designee.
• Temporary pay rate increases are not provided due to an increase in workload volume. The additional duties must be higher level duties.
• The temporary pay rate may be up to the minimum of Tercile 3 of the pay range or 10% and is provided for the duration of the performance of the temporary duties. The new pay rate may not exceed the pay range maximum of the pay range associated with the temporary duties.
• The pay rate is returned to the pre-temporary duties rate when the temporary duties are removed from the position.
• Performance increases awarded to employees receiving a temporary pay rate increase are calculated on base pay and may not be calculated based on the temporary pay rate.
• The temporary pay rate is used in the calculation of overtime pay.
• Funding approval is contingent upon approval by both the Office of Budget and Financial Planning and County Leadership, and it is subtracted from the department/agency’s overall compensation pool.