The purpose of this procedure is to establish non-union salary compensation to ensure compliance with the statutory obligations of the Employment Standards Act, the Ontario Human Rights Code, Pay Equity Act and any other relevant legislation.
This procedure applies to all permanent full-time non-union employees.
Salary compensation relates internally to the worth of a job as measured by skill, effort, responsibility and working conditions.
- Internal equity for non-union positions is maintained through job evaluation. The town shall maintain a job evaluation program that complies with the Pay Equity Act.
- Jobs are assigned to a salary range based on point scores determined through the job evaluation process.
- Positions of comparable value are assigned to the same salary range identified by a job grade.
Salary compensation relates externally to market comparisons.
- A review shall be undertaken as required to determine the external comparator remuneration rates for non-union employees.
- An analysis of data from a select municipal comparator group and private sector data shall be used to undertake such a review.
- The 75th and 50th percentile rates from the comparator group are used as a guiding principle together with any other factors determined relevant and applicable to be used for such a review.
- External market data is a key criterion forming the basis of the annual non-union salary budget recommendation. This recommendation may include adjustments to the salary structure and the pay for performance matrices.
- Market anomalies that affect attraction and retention are addressed on an as needed basis.
- Between-rank compression situations will be reviewed with the objective to maintain a reasonable differential.
- Salary compensation adjustments will be dependent on the town’s financial situation.
Pay for Performance
Performance ratings and market are linked by two means:
- Initial placement in the salary range according to the employee’s skill, knowledge and experience compared to the level required for competent performance of the job;
- Movement through the salary range each year according to annual performance evaluation results.
- Non-union employees develop goals and objectives annually in conjunction with their immediate supervisor;
- The goals and objectives are reviewed annually to determine the calibre of achievement;
- The results of this performance review determines any compensation adjustment.
Develop and manage goals and objectives in conjunction with the immediate supervisor
Supervisors and Managers:
- Ensure that job descriptions for subordinates are current to sustain internal equity;
- Develop and manage goals and objectives in conjunction with each non-union employee;
- Provide timely feedback about employees’ performance and provide the opportunity for dialogue when appropriate;
- Conduct annual performance evaluations.
- Provide a departmental framework for developing annual goals and objectives;
- Review performance results of all staff in terms of quality and appraisal consistency;
- Participate in a review of performance results within the commission.
- Provide a framework for departments within the commission to develop annual goals and objectives;
- Participate with other Commissioners in a town-wide review of performance results.
- Administer the non-union salary compensation program;
- Recommend amendments to the non–union salary compensation policy and procedures to the CAO.
- Include a provision for the non-union salary budget in the annual town budget;
- Authorize changes to non-union salary compensation that are consistent with the non-union salary compensation policy and procedures;
- Recommend changes to the non-union salary compensation policy to Council.