S-1612 - 12/08/2020 - SALARY ADMINISTRATION POLICY - Ordinances BOARD OF TRUSTEES MEETING
VILLAGE OF SAMUEL E. DEAN BOARD ROOM
OAK BR, , K BUTLER GOVERNMENT CENTER
1200 OAK BROOK ROAD
OAK BROOK, ILLINOIS
630-368-5000
AGENDA ITEM
Regular Board of Trustees Meeting
of
December 8, 2020
SUBJECT: Position Classification, Salary Plan, and Salary Administration Policy
FROM: Kathy Vonachen, Human Resource Director
BUDGET SOURCEBUDGET IMPACT: Personnel Salaries
RECOMMENDED MOTION: The Village Board recognizes that even during these
difficult economic times caused by the pandemic the Village of Oak Brook continues to
have a very dedicated, skilled, and reliable workforce. Therefore, I move to approve
effective January 1, 2021 to amend the non-union employees' Merit increases achieved by a
percent range from 0% to 2%, with continuation of adjusting the Pay Grade Ranges in 2021
and 2022 by 2.5 % each year. This will enable the non-union salary ranges to remain
competitive in the attraction and retention of highly qualified employees, so if or when the
Board decides to reinstate the original merit increase of 3.5% the Village will be on track
with other employers. Further, I move, to approve Ordinance 2020-PSTN-COMP-SAP-
EX-S-1616, an Ordinance approving the 2021-2022 Classification and Salary Plan, For
Non-Represented Employees of the Village of Oak Brook,Illinois". (Preferred Option)
or
While the Village Board recognizes that even during these difficult economic times caused
by the pandemic the Village of Oak Brook continues to have a very dedicated, skilled, and
reliable workforce. Effective January 1, 2021, the Village finds it necessary to amend the
non-union employees' Merit Pay compensation percent range to zero percent (%) for 2020,
with continuation of adjusting the Pay Grade Ranges in 2021 and 2022 by 2.5 % each year.
This will enable the non-union salary ranges to remain competitive in the attraction and
retention of highly qualified employees, so if or when the Board decides to reinstate the
original merit increase of 3.5% the Village will be on track with other employers. Further,
I move, to approve Ordinance 2020-PSTN-COMP-SAP-EX-S-1612, an Ordinance
approving the 2021 Classification and Salary Plan, For Non-Represented Employees of the
Village of Oak Brook, Illinois".
BOT 12.08.20 AGENDA Page I
Background/History:
Background information regarding non-union employees' salary from 2009 through 2020.
During 2009, the non-represented employees saw a reduction in staff across all departments plus
non-exempt employees having their hours increased from 35 hours a week to 40 hours a
week without additional compensation, which effectively resulted in a 12.5% hourly wage
reduction. In addition, non-union union staff saw salary reductions, or had furlough days (up to
a week's reduction in pay) — with no adjustments made to Union employees increases. Then in
2010 and 2011, non-represented employees' salaries cost of living increase (COLA) & merit
were frozen, while Union employees in 2010 (per contract) received 2.75% COLA and Merit
increases between 2% - 4% for employees going through grade. However, during 2011, the
Village Board authorized a retroactive increase (effective 1/l/11) of 1.5% for all non-represented
employees and a merit adjustment of 2% for the 17 full-time employees and 19 part-time
employees moving through grades. During this time, Union employees continued to received
their COLA and those moving through grade had the potential to earn a merit increases from 2%
up to 4%.
In 2013, the Village policy for non-union employees was altered to eliminate COLA and
implement a merit only system. Non-union employees have the ability to earn a Merit increase
of 0% to 3.5%, with a bonus program of up to $500. This structure remains the same today for
non-union employees. Union employees receive a COLA (2.75% up to 3%) plus, union
employees going through grade receive a merit increase between 0%to 3.5%.
Since 2008, the following non-union positions have been eliminated which include 3 full-time
and 1 part-time Administration positions, 2 full-time Finance positions, 2 full-time IT positions,
and 2 full-time Fire positions this caused the remaining employees to take on additional
responsibilities to cover these losses with no additional compensation. The Library and
Development Services replaced full-time employees with part-time positions. Part-time
positions tend to have a higher turner over rate. Statistics show the cost to employers is 33% of a
worker's annual salary to hire a replacement when a worker leaves.
In 2020, acting on a directive from the Village Board, non-union employees took a pay reduction
of 20% for 1 month, part-time employees were furloughed for 3 months, and some part-time
positions were eliminated. Public Works Union employees also took furlough days while Police
and Fire union employees declined a request to do the same.
Additionally, the 2020 insurance rates increased by 5% for all employees. The employee
contribution for PPO insurance for non-union employees increased from 20% to 25% for
employee only policies and 27.5% for family policies. While Fire and Police union percentage
remain at 20%. Therefore, the merit increase received by most non-employees was negated with
the COVID salary reductions and insurance increases.
Results and Recommendations
The Village of Oak Brook engaged Public Sector Personnel Consultants (PSPC) to prepare an
up-to-date market survey to ensure positions are slotted in the appropriate grades. These results
BOT 12.08.20 AGENDA Page 2
for non-union compensation were created based on an initial position analysis and an external
benchmark process.
The market survey was sent to comparable communities and benchmarked at the 55th percentile
along with the WorldatWork's Salary Budget Survey showing average increase of 2.9%. Survey
and job analysis results were scrutinized by PSPC and Village management and resulted in the
recommendation to move 3 positions into higher grades based on market data and changes in
responsibility. Further recommendations include adjusting the Pay Grade Ranges in 2021 and
2022 by 2.5% each year in order to adjust for cost of living and market considerations. This is
staying more conservative than the recommended 2.9% increase. Adjusting the pay grade does
not guarantee non-union employees a raise it just gives the Village the opportunity to recognize
exemplary employees whose longevity has brought them to the top of the current compensation
levels. This is important so the Village can stay competitive with other municipalities to retain
our best employees, attract, develop and recognize the talent necessary to realize the stated goals
and objectives we are trying to maintain. Additionally, PSPC recommended keeping the merit
increases achieved by employees between 0% and 3.5%.
After our discussion with the Board it is our understanding the Board wanted further reductions
in the budget so staff is recommending to amend the non-union employees' Merit increases
percent range maximum of 3.5%to 2% creating a saving of$66,885 in the budget. We
recommend the Board to approve Ordinance 2020-PSTN-COMP-SAP-EX-S-1616, an Ordinance
approving the 2021-2022 Classification and Salary Plan, For Non-Represented Employees of the
Village of Oak Brook, Illinois" this ordinance treats non-union employees equally to union
employees,unlike in the past.
Recommendation:
The Village Board approve Ordinance 2020-PSTN-COMP-SAP-EX-S-1616, An Ordinance
approving the 2021-2022 Classification and Salary Plan, for Employees of the Village of
Oak Brook, Illinois".
or
The Village Board approve Ordinance 2020-PSTN-COMP-SAP-EX-S-1612, An Ordinance
approving the 2021-2022 Classification and Salary Plan, for Employees of the Village of
Oak Brook, Illinois"
BOT 12.08.20 AGENDA Pagc 3
THE VILLAGE OF OAK BROOK
COOK AND DUPAGE COUNTIES, ILLINOIS
ORDINANCE
NUMBER 2020-PSTN-COMP-SAP-EX-S-1612
AN ORDINANCE APPROVING THE 2021 - 2022 POSITION
CLASSIFICATION
AND SALARY PLAN FOR EMPLOYEES
OF THE VILLAGE OF OAK BROOK, ILLINOIS
GOPAL G. LALMALANI, Village President
CHARLOTTE K. PRUSS, Village Clerk
JOHN BAAR
PHILIP CUEVAS
MICHAEL MANZO
MOIN SAIYED
EDWARD TIESENGA
ASIF YUSUF
Village Board
Published in pamphlet form by authority of the
President and the Board of Trustees of the Village of Oak Brook
on this the 8th day of December, 2020
Ordinance 2020-PSTN-COMP-SAP-
EX-S-1612 CLASSIFICATION AND
SALARY PLAN 2021-2022
Page 2 of 8
ORDINANCE 2020-PSTN-COMP-SAP-EX-S-1612
AN ORDINANCE APPROVING THE 2021•2022 POSITION CLASSIFICATION
AND SALARY PLAN FOR EMPLOYEES
OF THE VILLAGE OF OAK BROOK,ILLINOIS
WHEREAS, pursuant to the Village of Oak Brook Personnel Manual, the Village endeavors to
compensate its employees fairly and competitively,and therefore has established a Position Classification
and Salary Plan in Appendix A to the Village's current Personnel Manual("Salary Plan");and
WHEREAS,the Village Manager has recommended that changes be made to the salary ranges,
amounts,and structure in the Salary Plan,as set forth in Exhibit A to this Ordinance;and
WHEREAS,the Village Manager also recommends the approval of these changes to the Salary Plan
to be effective as of January 1,2021;and
NOW,THEREFORE,BE IT ORDAINED BY THE PRESIDENT AND BOARD OF TRUSTEES OF THE
VILLAGE OF OAK BROOK,DU PAGE AND COOK COUNTIES,ILLINOIS,as follows:
Section 1. That the Village Manager's recommendation with regard to changes in the Salary
Plan is hereby accepted and those changes as reflected in Exhibit A hereto are approved.
Section 2. That all or any part of the Salary Plan that is not affected by the terms of Exhibit A
hereto shall remain in full force and effect.
Section 3. That this ordinance shall be in full force and effect force and after its passage,
approval and publication as required by law.
Section 4. That all ordinances, resolution or motions in conflict with the provisions of this
ordinance be and the same are hereby repealed to the extent of such conflict.
APPROVED THIS 8th day of December,2020
Gopal G.Lalmalani
Village President
PASSED THIS 8th day of December,2020
Ayes:
Trustees Manzo,Saiyed,Tiesenga,Yusuf
Na s: Trustees Bear,Cuevas
0/F 44, ne
0
Charlotte K.Pruss
Ordinance 2020-PSTN-COMP-SAP-
EX-8-1612 CLASSIFICATION AND
SALARY PLAN 2021-2022
Page 3 of 8
EXHIBIT A
VILLAGE OF OAK BROOK
2021 - 2022 CLASSIFICATION,
SALARY PLAN AND
SALARY ADMINISTRATION POLICY
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 1
Compensation at Village of Oak Brook
Philosophy
The overarching principle for compensation is to provide a compensation rate that is competitive
with the identified market(whenever possible),is equitable and consistent across the Village,
and affordable within the parameters of budgetary constraints,yet recognizes the importance of
differentiating compensation levels due to performance,skills and competencies.
The Total Compensation package offered to employees is designed to provide broad,
comprehensive and affordable plans and programs that build future financial stability,reward
and recognize performance and long-term commitment to VOB.
Objective
Compensation and Classification is designed to reflect each position's unique responsibilities,
requirements and influence.The total compensation package is meant to provide a framework
by which VOB can attract,retain and develop highly motivated and talented staff by directly
relating the institution's achievements and successes to the achievements and successes of
staff.
Methodology
The Human Resources Division oversees the design,management and administration of the
key concepts noted above through establishment of the methods and practices used by:
• Establishing and maintaining an internally equitable position classification
system;
• Establishing,reviewing,and evaluating the salary structure that most closely
represents the 55`h percentile at the midpoint(control point)of the grade for
base salary;
• Evaluating the Consumer Price Index(CPI)for the Chicago-Gary-Lake
County Region as published by the U.S.Department of Labor,the
Employment cost index(salaries and wages)for State and Local Government
workers as published by the U.S.Department of Labor.
• Establishing,administering and evaluating a skill/competency-based
performance management program to assist in career
planning/management as well as salary decisions;
• Working in conjunction and closely with Department Directors in salary
planning, budgeting and forecasting;
• Providing consultative support to management regarding job skill requirements
(scope of job),individual performance,contribution to HR or team goals,
internal and external equity in compensation determinations;and
• Developing,implementing and monitoring all guidelines and practices to
ensure compliance with applicable federal,state and local employment laws,
regulations and statues.
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 3
Elements
It is the intent to target base compensation that is competitive for the job level and local/relevant
economic market conditions.As base wage(compensation)is the major,if not the sole,portion
of our staffs pay,it is important that this relationship is monitored on a regular basis so the
Village does not lose staff or are unable to provide competitive offers to selected candidates.
Changes in base pay may be triggered:
• If responsibilities of the position change that are defined as significant
modifications in scope,breadth,responsibility and accountability;
• To maintain market equity as determined through analysis of salary survey data;
or
• To recognize increases in staff skills and competencies.
Other forms of variable compensation are used in select units of the Village where it has been
identified that an alternative or additional delivery method for compensation is appropriate.
These forms of variable compensation include commissions paid to sales staff and incentive
plans.
• Commissions Intended to reward sales positions for generating revenue in
accordance with stated goals.Generally,the position can influence the
amount of revenue generated during the sales transaction and the
commission structure is developed with this as an underlying concept so
that there is a direct correlation between the revenue generated and the
commission paid.
• Incentive Plans Limited to no greater than$275 per month per employee.
Incentive plans are developed to reward the achievement of specific,
measurable goals and require prior approval by the Village Board prior to
implementation.
Variable pay plans should be evaluated annually.
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 4
Management's Role 8r,Responsibility
Communication
Department Director must understand and effectively communicate the aspects of the Village's
Compensation Program.The Human Resources staff is available to provide assistance,
consultation and guidance to directors in all areas relating to decisions effecting job design,
salary,performance and organizational management.
Oak Brook's staff should know they can go to their Department Director as the primary source to
answer their questions regarding how they can progress and develop throughout their VOB
career.
Responsibilities
Management is expected to:
• Identify and define the type of jobs,mix of skills/jobs and staffing levels
required to meet stated objectives;
• Administer salary actions in accordance with established guidelines as
published;
• Recommend salary adjustments and/or promotional opportunities
consistent with established budgetary/approval guidelines and in
recognition of demonstrated performance contributions;
• Initiate position documentation(job description)which reflects the current
functions, duties and responsibilities as well as annually reviewing the
content to ensure ongoing applicability to current functions and departmental
operations/needs;and
• Communicate support for compensation plan strategy and decisions.
The HR staff engages with Department Directors to:
• Facilitate organizational changes to ensure positions are properly
documented and priced;
• Review position documentation(job descriptions)regularly to ensure
ongoing accuracy and relevance based on current operational needs
• Integrate measurable competencies and performance expectations within the
context of career and salary management;and
• Analyze of staff salaries consistent with performance,experience,and
program guidelines
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 5
Classification/Organizational Analysis
Oak Brook continues to evolve and this evolution is often realized through organizational
transformations that result in positions being created,modified(reclassified)and even
potentially eliminated.Whenever this transformation is underway and positions are undergoing
change,the established compensation plan may or may not remain appropriate.
It is important to engage Human Resources during this process.The suggested procedure is as
follows:
1. After agreement has been reached with senior leadership regarding the necessity to
develop a new or change the mix of the current organization,prepare draft description(s)
for the affected positions and contact Human Resources if you need assistance.
2. Forward draft of description to Human Resources for review,market pricing and
determination of classification status.
3. Human Resources then will work with the requesting Department Director to review
affected staff pay levels
Process
• Department Director requests an organizational review by Human Resources to
determine if current classifications are proper/accurate representation of actual job
functions.
• Human Resources works with requesting Department Director to determine best
method to gather documentation.
Village of Oak Brook Position classification,Salary Plan,and Salary Administration Policy-Revised 11-24-20 Page 6
Titles
The use of titles throughout the Village should reflect the actual functions performed as well as
the delegated authority to initiate action on behalf VOB.The intent of establishing a framework
for the use of titles provides both internal and external reference points.Human Resources
provides management with guidance and recommendations to ensure maintenance of internal
equity.
Structure
Oak Brook uses market pricing as the basis upon which positions are assigned into the
structure consistent with the stated philosophy for base pay.Positions are placed into the
structure at the closest midpoint(or control point)that approximates the average prevailing
wage(defined as the 55`"percentile)in the relevant market.Prevailing wage information is
gathered using a variety of compensation and salary survey sources,custom designed survey
instruments or a combination of both based on management's requests and the ability to gather
relevant statistical data at least annually.
Standard Compensation methods are used:
• Survey sources are selected based on area/position responsibilities to ensure
appropriate industry comparison.
• Description summary statements are compared with survey position statements to
ensure appropriate match using the 80%rule for benchmark positions.
o Benchmark position is defined as a job whose content tends to be consistent
across industry sectors.
0 80%rule refers to the degree of match between the content of the survey job
and the job at the VOB.
o Non-benchmark positions are unique jobs to the VOB,structure and grade
decision is based on internal comparison using whole job content method
(analysis of scope,responsibilities and authority).
• Structure,average wage paid and variable pay(if applicable)data is collected on
benchmark positions and summarized statistically to determine the market prevailing
wage aged to a common reference date(generally the beginning of the upcoming
fiscal year)
• Recommendations are prepared and presented to management regarding structure
change as appropriate to maintain market positions along with associated
implementation costs.
It is strongly urged that Department Directors,as the primary communication source,
understand the concepts and terms used in Position Classification,Salary Plan and Salary
Administration Policy:
Village of Oak Brook Posifion Classification,Salary Plan,and Salary Administration Policy-Revised 11-24-20 Page 7
Financial
The Village's HR staff works closely with the Finance Department to ensure increases are
administered in accordance with established budgetary guidelines and eligibility criteria.
Additionally,Human Resource staff reviews and audits salary actions initiated by management
for compliance with increase guidelines,performance distribution standards and established
policies.
Audit
Human Resource staff performs a variety of internal audits of salary administration practices to
provide analysis to Department Directors regarding adherence with established policies.Typical
reference points that are reviewed are as follows:
• Salaries below grade minimum
• Salaries above grade maximum
• Average increases by type
• Increase distribution by performance rating
• Salary action trend analysis by gender,ethnicity,age,within/across units of the
Village
• Compa Ratio Analysis—A measure of range penetration(incumbent salary relative
to grade midpoint)
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 8
Salary Management Guidelines
Principles
Imbedded in the vision and goals for the VOB is the principle of compensation based on
performance(skill/competency).This principle is important to the ability to attract,develop and
recognize the talent necessary to realize the stated goals and objectives of the Village.
Department Directors are delegated the responsibility for management,development and
recognition of staff through the equitable and defensible administration of classification and
compensation actions.Salary actions,based on the results of annual performance
assessments,should provide significant differentiation between the levels of performance.
Department Director are encouraged to acknowledge incumbents who have acquired additional
skills,demonstrated increased knowledge and competency throughout the year if this occurs
outside the regular review cycle.
Employment Offers
Human Resource is responsible for all final salary offers to external and internal candidates.
When considering extending an offer of employment to an external candidate,Department
Directors may consider experience,ability above and beyond the minimum qualifications
required for that position and must obtain final approval by the Village Manager or designee.
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy-Revised 11-24-20 Page 9
• Promotion—Moving into a position with a grade higher than the vacated position with a
salary adjustment
o Competitive—Open recruitment activity with final candidate chosen currently an
VOB employee
o Non-Competitive—Incumbent has consistently demonstrated skills,abilities and
competencies associated with a more complex job typically within the same job
family
• Reassignment—A reassignment is a management initiated non-competitive change in
assignment from one classification to another classification
• Reclassification—An employee may be reclassified to a position of a higher grade as a
result of being assigned additional and significant duties
• Reduction in Pay—Reductions in pay may either be voluntary or involuntary.
Specifically:
o Voluntary Reduction—A may occur when an employee either accepts or
requests a decrease in pay. This may be as a result of a reclassification or
placement in another position. If the employee stays in the same position,a
revised job description must be approved prior to the salary reduction. HR must
review prior to the effecting action
o Demotion—A demotion will occur if a corrective action or disciplinary reduction in
job assignment results in a decrease in pay. A revised job description must be
prepared and HR must approve the reduction in pay prior to the employee
notification or changing of pay
• Reemployment—The salary of a laid-off employee who is reemployed shall be set in
the same manner as for an entrance salary consistent with the Village's RIF Policy
• Rehire—The salary of an employee who is rehired following a previous resignation shall
be set in the same manner as for an entrance salary
• Reinstatement—Reinstatement of a laid-off employee shall ordinarily be at the salary in
effect at the time of layoff pursuant to Village's RIF Policy
• Temporary Responsibility Pay/Special Assignment—Any full-time employee
performing authorized work out of that employee's grade for a minimum of 21 days shall
be entitled to additional compensation during the period of such employment
• Transfers—A transfer is an employee initiated competitive change in assignment
Salary and Grade Reference Guidelines
A useful management tool and reference when making salary adjustment decisions,is the
Compa Ratio statistic.Generally,this statistic is used by Human Resources as a measure of
range penetration associated with such variables as performance and experience.Following are
suggested references:
Competency Based Increase: To recognize increased knowledge,skills,abilities,and
competency within the current position. An employee is eligible to earn between a one(1)and
five(5)percent in-range increase and possibly a change in position/job title as recommended by
Department Directors and approved by the Village Manager.
Demotion: A demotion is defined as a voluntary or involuntary change in the assignment of an
employee from one classification to another classification with a salary range midpoint that is at
least 10%less than the initial classification.When an employee is demoted,his/her salary shall
be consistent with the salary range of the lower-graded classification,which should result in a
lower salary for the employee.It is the Village's intent that an employee who is demoted should
incur a salary reduction of at least 2.5%.In every case,when a demotion is immediately
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy-Revised 11-24-20 Page 11
preceded by a promotion and promotional salary increase the employee shall receive a salary
decrease equal to the promotional increase amount.In no case shall the resulting salary be
greater than the maximum salary of the new grade of the classification the employee has been
demoted to.
Equity Adjustment: Intended to correct a pay disparity within a job classification,equity
adjustments will be made on a case-by-case basis by action of the Village Manager and
notification of the Village Board.
Market Adjustment: Based on results of compensation market study(completed every 1-3
years by HR),the salary plan will be adjusted by reallocating job classes to different salary
ranges from the Salary Range Table to reflect the varying prevailing rate movement of each job
class in the marketplace. If the assigned grade of the job is adjusted to a grade higher and the
affected employee's current salary falls below the minimum of the new grade,the employee will
be placed at the minimum of the new grade. If the assigned grade of the job is adjusted to a
lower grade,the employee's salary will remain frozen until the grade increases.
Meritorious Longevity Pay: In recognition and appreciation of dedicated service,full time Oak
Brook employees that receive a performance review score equating to "Meets Standards'
performance shall receive an annual one(1)time lump-sum longevity pay. Employees with ten
(10)or more years of full time continuous service as of January 1s'of each year,will receive annual
longevity pay in accordance with the following schedule:
Years 10—14: $500.00
Years 15—19: $600.00
Years 20 and on: $700.00
deemed to be extraordinary events,and may be granted only after notice to the Village Board,
and an opportunity for the Board to disapprove the action.
Paid-On-Call,Regular Part-Time Fire Personnel and Special Duty Rate Compensation
Schedule: The 2021 and 2022 pay schedule for Fire and Police Personnel will be:
Position Straight Time Hourly Overtime Hourly
Inspector/Coordinator $18.69 $28.03
Administrative Aide $25.11 $37.67
Director of Fire Prevention $25.11 $37.67
Director of Emergency Medical Services $25.11 $37.67
Special Duty Rates—Pursuant to Title 3,Chapter 1,Section 6D of the Village Code
1.5 x Grade 26 Range Midpoint(or$57.15)whichever is greater
1.5 x$83,744/2,080=$60.39
Performance Increase: It is the policy of the Village of Oak Brook that salary adjustments shall
be made in a timely and orderly manner. Frequency of salary adjustments are based upon each
employee's performance and the employee's position within the applicable grade.
Employees hired in 2011 or 2012 will continue to be evaluated at six(6)month intervals for the
first two(2)years of employment and shall receive one half(%)of the earned increase for the
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 12
respective six (6) month review. Thereafter, evaluations will occur annually on the employee's
anniversary date until the maximum compensation for the pay grade in which the employee's
position is classed is reached. Full-time employees promoted in 2011 or 2012 will be reviewed
every six(6)months for one(1)year after their promotion and shall receive one half(%)of the
earned increase for the respective six (6) month review or until they reach maximum
compensation for their respective pay grade.
As of January 1, 2013 employees (except as noted above)will be evaluated at six (6) month
intervals for the first two (2) years of employment and shall receive up to '/2 of the earned
increase for the respective six (6) month review period. Thereafter, evaluations
occur annually on the employee's anniversary date until the maximum compensation for the
pay grade in which the employee's position is classified is reached. "Anniversary date" is
determined as follows:
(a) Generally,the anniversary date is the date of hire;
(b) For employees at top-of-grade 4TOG) as of 12/31/2012, their
anniversary date will be January 1 t.
(c) For employees going from part-time to full-time status, the
anniversary date shall be the date the full-time position is
assumed;
(c) For employees whose position is simply reclassified to a new
grade (i.e., the job duties of the existing position have evolved
such that reclassification and possibly re-titling is warranted), the
anniversary date remains the date of hire
As of January 1,2016 all new(applicable)employees will be reviewed for the first year of
employment and shall receive up to'%of the earned increase for the respective six(6)month
review period.The introductory period may be extended per the guidelines listed in the personnel
manual.If the introductory period is successfully completed,thereafter,the employee will be
reviewed on their date of hire.
(e) A promotion is deemed to have occurred when an employee
assumes a new position in a higher pay grade and is performing
substantially different duties than performed previously. For full-
time employees promoted to a new grade and new position, the
date of promotion is the new anniversary date;and
(f) Promoted employees will be reviewed every six(6)months for one
(1) year after their promotion or until they reach maximum
compensation for their respective pay grade.
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 13
Performance-Based Bonus: The Village's Performance-Based Bonus(PBB)is designed to
provide incentive compensation for all eligible non-union employees.To be eligible for the
bonus payment,a non-union employee must have been employed for at least 90 days and earn
a"Above Standards"or higher performance rating.Human Resources and Department
Directors may recommend to the Village Manager,and the Village Manager may approve,a
Performance-Based Bonus at anytime throughout the year. The actual amount of the PBB will be
determined on a case-by- case basis giving consideration to individual facts and circumstances of
the situation.
Performance-Based Bonuses may be achieved by one of the following methods,in which the
employee,supervisor and Village Manager must agree:
• An employee meeting a departmental goal.
• The employee suggesting cost savings to the department or Village.
• Based on suggestions for increased productivity.
• If the bonus is for outstanding performance on a special project,indicate the nature of
the eligible special project and achievement.
• If there are other criteria to be used instead of the ones listed above,indicate the criteria.
Additionally,for only those employees at or near the top of grade,a bonus may be given in a one-
time lump sum as a part of their annual review for meritorious achievements throughout the year.
The only eligible employees are those who receive none or a limited raise because of their
proximity to the top of the range.This bonus may not exceed CPI or 2.5%whichever is lower.
Approval for this bonus may only be granted by the Village Manager or designee.
Promotions: In a case where an employee is promoted from one position to another,any
increase in salary shall not be viewed as a merit adjustment,but shall represent recognition of the
additional responsibility inherent in the new position. Employees that earn promotion from one
full time position to another full time position shall be entitled to a five(5)to twelve(12)percent
increase to their base salary based on a recommendation from their Department Director and
approval of the Village Manager.
Reassignment:A reassignment is a management initiated non-competitive change in
assignment from one classification to another classification with no more than a three pay grade
separation.When an employee is reassigned every effort will be made to ensure that there will
not be a change in the employee's salary;however,in no instance will the employee be
reassigned with a salary that exceeds the maximum of the new pay range.
Reclassification: An employee may be reclassified to a position of a higher grade as a result
of being assigned additional and significant duties.There will be an appropriate change in salary
if a salary increase is necessary to reach the minimum salary of the new grade,or to maintain
internal equity amongst the employees in the new classification and in the new pay grade salary
range.
When an employee is reclassified to a position of a lower grade,his/her salary shall be
consistent with the salary range of the lower-graded classification,which should result in a lower
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 14
salary for the employee.The employee's previous salary shall not exceed the maximum salary
of the new,lower salary grade.If a reclassification is proposed for a classification with a large
number of incumbents,it shall be reviewed by HR and approved by Village Board prior to
implementation.Individual titles and grade reclassifications may be implemented at the
recommendation of the Department Directors and only with the final approval of the Village
Manager.
Reemployment:The salary of a laid-off employee who is reemployed shall be set in the same
manner as for an entrance salary consistent with the Village's RIF Policy. Reemployment above
the minimum salary of the applicable pay grade must be consistent with the salary policy.
Reinstatement: Reinstatement of a laid-off employee shall ordinarily be at the salary in effect
at the time of layoff pursuant to Village's RIF Policy.
Rehire: The salary of an employee who is rehired following a previous resignation shall be set
in the same manner as for an entrance salary.A rehire salary above the minimum of the
applicable pay grade must be consistent with the salary policy.An employee who has resigned
and is being rehired into the same classification,as at the date of resignation,may be offered
the same salary if the rehire is within twelve(12)months of his/her date of resignation.
Temporary Responsibility Pay/Special Assignment: Any full-time employee performing
authorized work out of that employee's grade for a minimum of 21 days shall be entitled to
additional compensation during the period of such employment. This compensation shall be 5%
of the employee's current salary,but may not be greater than that of any employee currently
working in the position in question. Further,an employee working out of classification shall be
entitled to such additional compensation only if the employee spends the preponderance of time
performing the duties of the position. The maximum length of the assignment is twelve(12)
months. Upon completion of the assignment,the employee's salary will return to the rate that the
employee received before the detail assignment,plus other applicable increases that would have
otherwise been received while the employee was performing their regular position duties.
Transfer: A transfer is an employee initiated competitive change in assignment from one
classification to another classification with the same pay grade,or within a three-pay grade
separation.When an employee accepts a transfer,typically the employee's salary will remain
unchanged;however,in no case shall the resulting salary be greater than the maximum of the
salary range of the new grade.
Voluntary Reduction:A may occur when an employee either accepts or requests a decrease
in pay. This may be as a result of a reclassification or placement in another position. If the
employee stays in the same position,a revised job description must be approved prior to the
salary reduction. HR must review prior to the effecting action
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 15
SALARY RANGE STRUCTURE
The salary table,on the following page,is the recommended salary structure for the Village,designed to
be administered on the basis of each employee's objectively measured job performance.
A. Single Salary Table Structure
The Salary Range Table provides equal in-range salary opportunity of 35% from Minimum to
Maximum.The salary ranges are separated by a uniform 5%,permitting job classes to be precisely
linked to the external prevailing rates,the Village's salary competitiveness policy, and internal job
relationships,through their Midpoints.
B. Salary Range Adjustments—By Positions and Based on Market
Job classes should be individually re-assigned to different salary ranges using updated market data
every 1-3 years to reflect the varying movement in the external prevailing rate(if any)for each job
class.
The Tables'42 ranges exceed the dollar ranges required to encompass the FY 2019 and FY 2020
prevailing rates, permitting the plan to be updated in future years to accommodate the anticipated
increases in the prevailing rates.Additional salary ranges may also be added.
C. Illustrative Performance Increase Guide—2021 and 2022
gating: Increase Added to Base Pay:
Exceeds Expectations(Excellent) 0%
Standards/Expectations 0%
Meets Standards/Expectations 0%
Needs Improvement 0%
Unacceptable 0%
No increase to exceed the Maximum of the adopted salary range;one-time payments for employees
at Maximum of pay range must include documented justification by the Department Director and
approved by the Village Manager.
Village of Oak Brook Position classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 16
Village of Oak Brook
Recommended Salary Range Table
FY 2021
Salary Minimum Midpoint Maximum Salary Minimum Midpoint Maximum
Range 85%of Mid 100%of Range 115%of Mid Range 85%of Mid 100%of Range 115%of Mid
1 $21,020 $24,730 $28,439 22 $58,562 $68,896 $79,230
2 $22,071 $25,966 $29,861 23 $61,490 $72,341 $83,192
3 $23,175 $27,265 $31,354 24 $64,564 $75,958 $87,352
4 $24,334 $28,628 $32,922 25 $67,792 $79,756 $91,719
5 $25,550 $30,059 $34,568 26 $71,182 $83,744 $96,305
6 $26,828 $31,562 $36,296 27 $74,741 $87,931 $101,120
7 $28,169 $33,140 $38,111 28 $76,478 $92,327 $106,176
8 $29,578 $34,797 $40,017 29 $82,402 $96,944 $111,465
9 $31,056 $36,537 $42,018 30 $86,522 $101,791 $117,059
10 $32,609 $38,364 $44,118 31 $90,848 $106,880 $122,912
11 $34,240 $40,282 $46,324 32 $95,391 $112,224 $129,058
12 $35,952 $42,296 $48,641 33 $100,160 $117,836 $135,511
13 $37,749 $44,411 $51,073 34 $105,168 $123,727 $142,287
14 $39,637 $46,632 $53,626 35 $110,427 $129,914 $149,401
15 $41,619 $48,963 $56,308 36 $115,946 $136,409 $156,871
16 $43,700 $51,411 $59,123 37 $121,745 $143,230 $164,714
17 $45,885 $53,982 $62,079 38 $127,833 $150,391 $172,950
18 $48,179 $56,681 $65,183 39 $134,224 $157,911 $161,598
19 $50,568 $59,515 $68,442 40 $140,936 $165,807 $190,678
20 $53,117 $62,491 $71,864 41 $147,982 $174,097 $200,211
21 $55,773 $65,615 $75,458 42 $155,382 $182,802 $210,222
22 1 $58,562 $68,896 $79,230
5.00% 35.00
PSPC VILLAGE OF OAK BROOK OCTOBER 2018
Performance Increases
All Village staff will receive a written performance evaluation(Appendix A or a grandfathered
evaluation form per Union contract)complemented by an individual interview,at least annually.
The principal purpose of the performance evaluation is to provide two-way communication
between a supervisor and an employee about the individual's work performance.It may also
provide a basis for salary changes,promotions,or other changes. An employee must have
worked in the same position at least six(6)months in order to be eligible for a performance
increase.
A.The employee should be offered the opportunity to prepare a self-evaluation prior to the
performance interview.The supervisor also prepares an evaluation,and the two are compared
and discussed during the interview.The interview should be conducted in private without
interruptions.The employee may also be requested to obtain feedback on his or her
performance from a peer,patients,subordinate,manager,or other customers.
The employee should be given an opportunity to see and comment on the evaluation.In those
circumstances where there are unresolved differences regarding performance between the
employee and supervisor,the employee should be encouraged to comment in writing on the
evaluation form or in a separate document.If an employee chooses not to sign the evaluation
form,the supervisor should so note and indicate the date the performance evaluation interview
was conducted.A copy of the performance evaluation should be given to the employee.
B.Timing of Performance Evaluation:
1.A formal written evaluation should be prepared upon successful completion of the
probationary period and as part of the annual wage and salary program thereafter.
2.When an employee is not actively working at the time annual reviews are conducted,the
performance evaluation should be completed,but the performance review may be delayed until
their return.
3.In any other circumstances for which a supervisor is considering a delay in conducting a
performance review consultation with Human Resources must occur.
C.Performance expectations should be discussed on an ongoing basis whether initiated by the
employee or supervisor.
D.Job performance is the subject of the evaluation,and the comments on the form should focus
on observable,measurable job-related behaviors.Supervisors must rate performance,to
include both job specific competencies as well as core behavioral competencies,i.e.,
interactions with others/communication;customer service;expertise/continuous learning;
resourcefulness/results and personal accountability.
E.Supervisors should give credit for good work as well as note areas needing improvement.
Where there is a need for improvement,it is important to cite specific examples where the
employee's performance has not been satisfactory and to clarify what is expected.Further,a
written plan for improvement with expected outcomes and the timeframe should be developed
for the employee by the supervisor.
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 18
F.The performance evaluation is a review and assessment of performance.Therefore,nothing
in the review should be a surprise to the employee being evaluated.Any performance problem
not addressed by the supervisor prior to the evaluation should not be factored into the overall
rating.In addition,a single incident of a performance deficiency especially at the beginning or
end of the evaluation period should not be allowed to outweigh an otherwise satisfactory
performance.
G.The assessments of all persons contributing to an employee's performance evaluation
should be included before the evaluation is presented to the employee.
H.The Village's wage and salary program is performance-based,and therefore a current
performance evaluation must be provided to support each employee's annual salary change
recommendation.
I.Personnel Action Report(PAR'S)recommending a performance-based pay increase not
accompanied by a current performance evaluation will be returned to the originating
department.
Level of Performance—Definitions
0: Exceeds Expectations (Excellent) - Performance at this level is frequently above
acceptable requirements for the position. Duties and responsibilities are not only excellently
met,but consistently exceeded.
Some examples of work behavior typical of this level of performance are:
• Accomplishments exceed what is expected of an individual.
• Each project or job is done thoroughly and on time.
• Employee continually provides"extras".
• Employee requires practically no direction and/or supervision.
0: Above Standards/Expectations—An employee that has higher level of productivity
than routinely expected.A clear and obvious willingness to go beyond what is required.
Some examples of work behavior typical of this level of performance are:
• Employee thinks beyond details of the job,works toward the overall objectives of the
organization.
• Personal commitment to a high level of performance and results is evident.
0: Meets Standards/Expectations - Performance at this level is the acceptable standard
for the position. Duties and responsibilities are met consistently and in a satisfactory and
acceptable manner.
Some examples of work behavior typical of this level of performance are:
• Errors are minimal and seldom repeated
• Employee prioritizes problems well
Village of Oak Brook Position Classification,SalaryPlan,and Salary Administration Policy—Revised 11-24-20 Page 19
• Employee requires only normal supervision and follow-up
• Employee completes work or projects on schedule
• A reasonable balance between quality and quantity is demonstrated.
0: Needs Improvement-While some job requirements are met,some improvement is
necessary to fully meet all job requirements.This level of performance may be expected during
early periods of a new job,as well as during the training phase of an individual's employment.
Usually,the individual develops and moves beyond this level at the average rate set by the
supervisor or Department Director,based on the standards of performance required. It should be
used when an employee is in a training phase as well as when an experienced employee's
performance has dropped from a previous higher level.
Supervisors must set written action plans for each employee who is rated as"Needs
Improvement"in each area where the rating applies,as well as timetables and deadlines for the
improvement to occur.
Some examples of work behavior typical of this level of performance are:
• Despite repeated explanations,employee does not grasp requested or required tasks
• Employee requires close guidance
• Work assignments are completed dependably only with constant follow up.
0: Unacceptable - Performance at this level is below the minimum acceptable
requirement for the position.Duties and responsibilities are not met. Such performance calls for
immediate remedial action.
It should be noted that employees performing at this level should be notified as soon as this
becomes apparent. Under no circumstances should employees be allowed to remain in pay
status until their scheduled evaluation date; they should be advised of their substandard
performance and its possible consequences without delay.
Village Manager
The salary of the Village Manager may be adjusted only by action of the Village Board,subject to
the terms of the current employment agreement in effect between the Board and the Village
Manager.
Appeal Procedure
If there is a disagreement regarding the job family/zone of a position,a request for additional
review may be made by either the employee or the Department Director for review by Human
Resources. A desk audit will be performed and the Village Manager will issue a final decision.
Decisions regarding job family and zone assignment may not be appealed through the formal
grievance process.
Village of Oak Brook Position Classification,Salary Plan,and Salary Administration Policy—Revised 11-24-20 Page 20
DRAFT Village of Oak Brook Page 1°f a
FY 2021 and 2022 Salary Plans
Salary Ranges Per Job Class- (Job Class Order)
Proposed
Recommended Occupational FY2021
Job Families and Job Classes Range Minimum Midpoint Maximum
(Part Time Positions Shovm Hourly)
Village Administration
Village Manager 42 $155,382 $182,802 $210,222
Assistant Village Manager 39 $134,224 $157,911 $181,598
Finance Grouo
Finance Director 37 $121,745 $143,230 $164,714
Assistant Finance Director 32 $95,391 $112,224 $129,058
Senior Accountant 27 $74,741 $87,931 $101,120
Accountant 25 $67,792 $79,756 $91,719
Senior Purchasing Assistant 21 $55,773 $65,615 $75,458
Senior Accounting Assistant 21 $55,773 $65,815 $75,458
Purchasing Assistant 19 $50,588 559,515 $68,442
Accounting Assistant 19 $50.588 559,515 $68,442
Information Services Group
Information Tachndogy Director 37 $121,745 $143,230 $164,714
Assistant Information Technology Director 34 $105,168 $123,727 $142,287
Infomrafion Systems Administrator 29 $82,402 $98,944 $111,485
IT Support Technician 19 $50,588 $59,515 $68,442
Information Technology Technician(PT) 16 $21.01 $24.72 $28.42
Human Resources Group.
Human Resources Director/Deputy Clerk 36 $110,427 $129,914 $149,401
Human Resource Assistant(PT) 19 $50,588 $59,515 $68,442
AdminiatnBve Support Group
Executive Assistant 23 $61,490 $72,341 $83,192
Senior Administrative Assistant 20 $53,117 $62,491 $71,864
Administrative Assistant 19 $50,588 $59,515 $68,442
Records Clerk 18 $23.16 $27.25 $31.34
Administrative Clerk(PT) 13 $18.15 $21.35 $24.55
• Customer Service Associate(PT) 13 $18.15 $21.35 $24.55
Administrative Intern 8 $26,828 $31,562 $36,296
Communiry Development-Group
Community Development Director 37 $121,745 $143,230 $164,714
Chief Building Official 32 $95,391 $112,224 $129,058
Village Planner 28 $78,478 $92,327 $106,176
Building Inspector 25 $67,792 $79,756 $91,719
Planning Technician 24 $64,564 $75,958 $87,352
Planning Technician Assistant(PT) 19 $24.32 $28.61 $32.90
Senior Permit Coordinator 23 $61,490 $72,341 $83,192
Permit Coordinator 19 $50,588 $59,515 $68,442
Permit Coordinator(PT) 19 $24.32 $28.61 $32.90
Police Management and Supervisory Group
Police Chief 37 $121,745 $143,230 $164,714
Deputy Police Chief 34 $105,168 $123,727 $142,287
Police Commentler 33 $100,180 $117,836 $735,511
Police Sergeant 31 $90,848 $106,880 $122,912
Police Support Group
Administrative Coordinator 21 $55,773 $65,615 $75,458
Community Service Officer(PT) 20 $25.54 $30.04 $34.55
Senior Administrative Assistant 20 $25.54 $30.04 $34.55
Lead Police Records Clerk 20 $53,117 $62,491 $71,864
License Renewal Clerk 19 $50,588 $59,515 $68,442
police
Recortls Clerk 18 $48,179 $56,681 $65,183
Police Records Clerk(PT) 18 $23.16 $27,25 $31.34
'Salary Survey Benchmark
PSPC VILLAGE OF OAK BROOK
DRAFT Village of Oak Brook Page 2 of
FY 2021 and 2022 Salary Plans
Salary Ranges Per Job Class- (Job Class Order)
Proposed
Recommended Occupational
Job Families and Job Classes FY2021 Minimum Mitlpoinl Marzlmum
Range
(Part Time Pastiche Shown Hourly)
Fire Management and Support Group
Fire Chief 37 $121,745 $143,230 $164,714
Deputy Fire Chief 34 $105,168 $123,727 $142,287
Battalion Chief 33 $100,160 $117,836 $135,511
Administrative Coordinator 21 $55,773 $65,615 $75,458
Senior Administrative Assistant 20 $53,117 $62,491 $71,864
Ubrary Services Group
Head Librarian 32 $95,391 $112,224 $129,058
Head of Reference Services 25 $67,792 $79,756 $91,719
' Technical Services Supervisor 22 $58,562 $68,896 $79,230
Youth Services Supervisor 22 $58,562 $68,896 $79,230
Circulation Services Supervisor 22 $58,562 $68,896 $79,230
Office Ccortlinator 19 $50,588 $59,515 $68,442
Librarian 19 $50,588 $59,515 $68,442
Librarian(PT) 19 $24.32 $28.61 $32.90
Library Assistant(PT) 14 $19.06 $22.42 $25.78
Technical Services Clark(PT) 10 $15.68 $18.44 $21.21
Circulation Clerk(PT) 9 $14.93 $17.57 $20.20
Circulation Assistant(PT) 6 $12.90 $15.17 $17.45
Technical Services Processing Assistant(PT) 3 $11.14 $13.11 $15.07
Shelver(PT) 3 $11.14 $13.11 $15.07
Sports Core and Recreation Group
Sports Core Director 35 $110,427 $129,914 $149,401
' Golf Course Superintendent 32 $95,391 $112,224 $129,058
Golf Course Professional 27 $74,741 $87,931 $101,120
Bath and Tennis Manager 27 $74,741 $87,931 $101,120
Mechanic(Golf Course) 22 $58,562 $68,896 $79,230
Head Golf Professional 20 $53,117 $62,491 $71,864
Assistant Golf Professional 20 $53,117 $62,491 $71,864
Marketing&Event Manager 19 $50,588 $59,515 $68,442
Golf Grill Supervisor 18 $48,179 $56,681 $65,183
Assistant Golf Course Maintenance Superintendent 16 $43,700 $51,411 $59,123
Bath&Tennis Clerk 14 $39,637 $46,632 $53,626
Public Works Group
Director of Public Works/Engineering 37 $121,745 $143,230 $164,714
Public Works Superintendent 34 $105,168 $123,727 $142,287
Regulatory Engineer 28 $78,478 $92,327 $106,176
Street Maintenance Supervisor 27 $74,741 $87,931 $101,120
Water Maintenance Supervisor 27 $74,741 $87,931 $101,120
Fleet&Facilities Supervisor 27 $74,741 $87,931 $101,120
Senior Administrative Assistant 20 $53,117 $62,491 $71,864
Administrative Assistant 19 $50,588 $59,515 $68,442
'Salary Survey Benchmark
PSPC VILLAGE OF OAK BROOK