COMPENSATION POLICY (HR2470) 9-15-2021 REDLINED.PDF
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MARICOPA COUNTY INTERNAL POLICY Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Current Implementation Date: 096-1528-2021 Approved by: BOARD OF SUPERVISORS Board Agenda Number: C-31-16-002-6- 032 Original Adoption Date: 06-09-1997 Page 1 of 11 I. PURPOSE To outline the County’s compensation philosophy, strategy, tools, and compliance with wage laws. II. AUTHORITY This Policy has been adopted pursuant to A.R.S. § 11-251(38), which gives the Board of Supervisors the authority to establish salary and wage plans that incorporate classifications and conditions prescribed by the Federal Fair Labor Standards Act. All pay rates recommended by the County Manager or an Elected Official are subject to Board approval. Any form of compensation not authorized by this plan is subject to Board approval. III. APPLICATION This Policy applies to all Maricopa County elected offices and appointed departments as well as the Flood Control District of Maricopa County and the Maricopa County Library District (Special Districts), except for elected officials and their appointed chief deputies. The Board of Supervisors is authorized to jointly adopt policies applying to the Special Districts under the Intergovernmental Agreement, C-06-18-393-6-00, approved on April 11, 2018. IV. DEFINITIONS A. Applicable Qualifications: Qualifications that are quantifiable, relevant to a position, and impact the employee’s job performance. B. Appointing Authority: An elected official, the single administrative or executive head of a department, or the designated representative authorized to act in this capacity. C. Base Pay Rate: A rate of pay exclusive of any differentials, incentives, or other compensation. D. Board: The Maricopa County Board of Supervisors. E. Classified Employee: Employees covered by the Employee or Law Enforcement Officers’ Merit Systems. F. Contract Employee: At-will employees hired to work for a defined purpose or project and defined time period (typically more than one (1) year but less than three (3) years). G. Executive Compensation Package: A package of compensation, benefits, and leave options established for executive positions equivalent to a department deputy director or above. H. Executives: Elected officials’ chief deputies and department deputy directors and above. I. Fair Labor Standards Act (FLSA): The federal law that establishes minimum wage, Overtime pay eligibility, recordkeeping, and child labor standards. J. FLSA Exempt Employee: Employees who are exempt from Overtime pay under the FLSA. K. FLSA Non-exempt Employee: Employees who are entitled to Overtime pay. L. Hourly Rate: Determined by dividing the employee’s annual salary by 2080 (40 hours x 52 weeks). Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Page 2 of 11 M. Hours Worked: All time during which employees are permitted to work that does not include paid or unpaid leave (e.g., vacation time, sick leave, floating personal day, holiday pay, leave without pay, etc.). N. HR Director: The Maricopa County Human Resources Director or designee. O. Independent Contractor: An individual who performs services under terms specified in a contract. P. Management/Professional Assignment (MPA): A non-permanent assignment into a higher-level management or professional role that would otherwise typically be assigned to a budgeted position. Q. Management/Professional Assignment Pay: A temporary amount of additional pay that an employee may receive while on a Management/Professional Assignment. R. Market Range Title (MRT): A group of similar positions in terms of nature, scope, level, or responsibilities. MRTs and their associated salary ranges are established by Human Resources and approved by the Board. S. Multilingual Pay: Additional pay for providing sign language or Non-English language services. T. Overtime: Hours Worked over the maximum number of hours permitted by the FLSA in an FLSA Non- exempt Employee's established workweek, excluding hours of paid and unpaid leave (for most FLSA Non-exempt Employees, the maximum is 40 hours). U. Premium Pay: Additional pay for working certain types of hours or under certain conditions (e.g., Special Work Assignment pay, MPA pay, differential pay, Multilingual Pay, standby pay, call back pay, etc.). V. Promotion: The movement of an employee to a different position at a higher Base Pay Rate through a recruitment process. W. Reduction in Force (RIF): The involuntary separation of employees from County employment as the result of an organizational or departmental decision to eliminate positions. X. Reclassification: The assignment of a position to another Market Range Title. Y. Regular Rate of Pay: The Base Pay Rate plus all pay for employment (i.e., pay differentials and other compensation paid for Hours Worked) except certain payments excluded by the FLSA. Z. Release of Claims: A binding commitment in exchange for payments and consideration described in a Severance Agreement whereby the employee, as a free and voluntary act, agrees that the payments and consideration made are in full satisfaction of any and all known or unknown claims against the County. AA. Salary Adjustment: An increase in an employee’s Base Pay Rate not obtained through a recruitment process or appointment to an unclassified position. BB. Severance Agreement: An agreement between an employee and Maricopa County in which the County provides Severance Pay and/or a tangible benefit to the employee in exchange for a Release of Claims. CC. Severance Pay: A discretionary payment in exchange for a Release of Claims from an employee. DD. Special Work Assignment (SWA) Pay: A temporary amount of additional pay that an employee receives while on a special work assignment. SWA Pay is only paid on hours actually worked. EE. Temporary Employee: At-will employees hired to work less than one (1) year or sporadically on an as- needed basis (e.g., election workers). FF. Unclassified Employee: At-will employees not covered by the Employee or Law Enforcement Officers’ Merit Systems. Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Page 3 of 11 V. COMPENSATION PHILOSOPHY Maricopa County is committed to attracting, retaining, and motivating a talented, engaged, and diverse workforce within available financial resources so that County citizens can enjoy living in a safe and healthy environment. The County strives to provide an internally equitable and externally competitive total rewards package which includes compensation, benefits and paid leave, work-life balance, performance management and recognition, and development and career opportunities. VI. COMPENSATION STRATEGY Maricopa County’s compensation strategy is performance-driven and market-based. After initial placement, movement through a salary range is primarily based on performance and, when applicable, market adjustments. Performance-based retention increases may be awarded when financial conditions allow and market adjustments are provided when warranted by job market conditions. VII. REQUIREMENTS FOR CERTAIN EMPLOYEES A. Contract Employees (does not include Independent Contractors): May be offered benefits as long as they meet the same eligibility requirements as regular employees. B. Elected Officials: Annual salaries are established by state statute. C. Temporary Employees: Temporary Employees who exceed the work hours below must participate in the Arizona State Retirement System. 1. Work 20 or more hours per week for up to 19 weeks and less than 20 hours per week for the remainder of the fiscal year. 2. Work 20 or more hours per week for less than 20 weeks in a fiscal year. 3. Work less than 20 hours per week for the entire fiscal year. VIII. FAIR LABOR STANDARDS ACT (FLSA) COMPLIANCE The FLSA covers all Maricopa County employees except for elected officials and their personal staff and policymaking appointees. A. Overtime: See HR2471 Hours Worked and Overtime. B. Minimum Wage: The FLSA and Arizona’s Minimum Wage Act (A.R.S.§ 23-364 (A)) establish the minimum rate of pay an employee must receive. If the federal minimum wage differs from Arizona’s minimum wage, the higher of the two wages is used. C. Youth Employment: The FLSA and Arizona’s youth employment laws (A.R.S.§ 23-230 et seq.) establish the hours youth can work and prohibit certain occupations in which they can be employed. With limited exemptions, these rules apply to minors under the age of 18. Before hiring any minors under the age of 18, departments must obtain approval from Human Resources, who will ensure that the hire is consistent with federal and state youth employment laws. Departments must monitor the work of minors until they reach the age of 18 to ensure compliance with federal and state youth employment laws. IX. EMPLOYEE BASE PAY A. Factors Used to Determine Employees’ Salaries 1. Applicable and Quantitative Qualifications: a) Knowledge, Skills, and Abilities: What employees know and are able to do. Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Page 4 of 11 b) Productivity/Proficiency: Goods or services employees produce in a certain amount of time. c) Applicable Experience: Current and prior experience at the same level of responsibility, scope, and relevancy to the position in question. This does not include lower-level experience that helped the applicant qualify for the position. d) Certification: Must be job-related and beneficial to perform the job. e) Education: Must be job-related and beneficial to perform the job. f) Performance: Demonstrated exceptional proficiency in accomplishing assigned tasks. 2. Internal Equity: Employees’ salaries with similar applicable and quantitative qualifications need to be considered to ensure pay equity. 3. Midpoint: Offers above midpoint are typically reserved for applicants with significant Applicable Qualifications that allow them to be experts in their field. B. Job Offers 1. Up To First Quartile: Departments may determine offers up to the first quartile consistent with the County’s compensation practices and should not make offers higher than current employees unless the applicant has more experience or unique Applicable Qualifications justifying a higher pay rate. The first quartile should not be treated as the minimum of the range simply because the department can offer up to that amount. Employee Compensation will monitor these offers for consistency with County practice. Departments who inconsistently apply the County’s compensation practices may be required to review these offers with Employee Compensation. Exception: Promotions exceeding 5%, except to the minimum of a range, require Employee Compensation approval regardless if within the first quartile. 2. Above First Quartile: Job offers above the first quartile of the salary range must be approved by Employee Compensation before they can be extended. An offer above the first quartile extended without Employee Compensations’ approval can be rescinded or reduced to a lower amount. C. Promotions: When an employee’s current salary is at or above his/her placement within the promotional position’s salary range, the new salary is determined as a percentage increase based on the employee’s new responsibilities while considering internal equity. D. Demotion: Employee Compensation must review the salaries of those demoted into lower salary ranges. E. Lateral Transfers: Employees transferring to another department within the same or comparable salary range will typically not receive an increase in salary. F. Salary Compression: Employees with varying levels of Applicable Qualifications can be paid similarly (e.g., employees with longer service can be paid similarly to recently hired employees). G. Market Adjustments: When determining salaries during market adjustments, the larger increases will be focused on significant retention or recruitment issues within the salary range. Typically, movement will be more aggressive at the lower end of the range as that is where the majority of the retention and recruitment issues exist. Movement above the midpoint will be less aggressive and focus more on top performers. H. Minimum of Salary Range: Employees may be paid below the minimum of a salary range for various reasons (e.g., when they are not meeting expectations, for underfills, paying temporary employees less than regular employees, etc.). Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Page 5 of 11 I. Executive Salaries: Salary offers for Executives are reviewed by the Board or the County Manager depending on the reporting relationship and state statutes. J. The Board must approve any rate that exceeds the maximum of the salary range. X. SALARY ADJUSTMENTS A. A Salary Adjustment is the only mechanism to increase an employee’s Base Pay Rate other than through a recruitment process or appointment to a new position. B. Salary Adjustments may be considered for: 1. Board or department funded market adjustments when recruitment or retention issues exist because of pay disparity with the market. 2. Board-approved performance-based pay plans. 3. Additional Board-approved increases. C. Eligibility: Employees must have a rating equivalent to at least a “meets expectations” or “successful” on their most recent performance evaluation completed within the last 12 months. Until employees who are not meeting expectations improve their performance to at least a rating equivalent to “meets expectations” or “successful”, they: 1. Are not eligible for increases. 2. May be paid below the minimum of their assigned range. 3. Will receive any warranted Salary Adjustments prospectively after their performance improves to at least a “meets expectations” or equivalent. D. Effective Date: The first day of the next pay period following receipt of the request by Employee Compensation. E. Salary Range Maximum: Salary Adjustments cannot exceed the position’s salary range maximum. F. Funding: Departments must fund Salary Adjustments within their existing budget and demonstrate they do not create future unfunded obligations. G. Approval: Employee Compensation will review Salary Adjustments for accuracy and compliance with policy. Salary Adjustments may not be approved. It is imperative not to communicate with employees until all approvals have been received. H. Reductions: In the event of an error or miscalculation of an approved Salary Adjustment, an employee’s Base Pay Rate may be reduced to the correct Base Pay Rate so long as the correction is made within six (6) months of the date the error occurred. XI. SPECIAL WORK ASSIGNMENTS A. SWAs may be given: (1) to perform the duties of a vacant or temporarily absent position; or (2) to perform a major project or higher-level responsibilities for a defined time. B. SWAs for vacant or temporarily absent positions: 1. Position must be assigned to a higher level classification than the employee’s current position. Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Page 6 of 11 2. SWA Pay: Up to the amount the employee would receive for a permanent assignment into the position (cannot exceed the maximum of the higher-level position’s salary range). The higher-level responsibilities need to be considered in relation to the employee’s current job. It may not be appropriate to pay the entire amount if the employee is not taking on the majority of the duties. If two (2) or more employees receive an SWA to cover for one position, the SWA Pay will be divided by the number of employees performing the duties based on the division of responsibilities. C. SWAs for major projects or higher-level responsibilities for a defined time period: 1. Additional duties or projects must be so significant that they would justify the assignment of the employee’s position to a higher classification. 2. SWA Pay: Ordinarily, may not exceed 5% above the employee’s current base pay. D. Duration: SWAs must be for a minimum of 30 consecutive calendar days. Ordinarily, SWAs for temporary assignments to vacant or temporarily absent positions should not extend beyond six (6) months, while SWAs for major projects should not extend beyond the project completion. SWAs that extend beyond the approved estimated end date require a renewal request approval, or the SWA will end. E. Selection of Employees: Appointing Authorities must follow a fair and equitable process to select employees for these assignments. Employees must meet the minimum qualifications for the assignment. F. Effective Date: The date the Appointing Authority determines that the employee officially began the assignment. Whenever possible, SWAs should begin at the beginning of a pay period. G. Funding: Departments must fund SWAs within their existing budget and demonstrate they do not create a future unfunded obligation. H. Returning from SWAs: Departments must end SWAs once they are no longer necessary. A reduction in, or rescission of, an SWA does not constitute a demotion and is not subject to appeal to the Merit Commission. Whenever possible, SWAs should end at the beginning of a pay period. I. SWAs vs. MPAs: SWAs differ from Management/Professional Assignments (MPAs) in that SWAs are for shorter, more temporary time frames and are only paid on hours worked. MPAs can be for an indefinite period of time, are for roles that would otherwise typically be assigned to regular budgeted positions, and are paid during non-work paid hours such as vacation time and sick leave. J. Employee Compensation will review SWAs for accuracy and compliance with this Policy. SWAs may not be approved or may be approved at an amount lower than the amount requested. As such, it is imperative not to communicate with employees regarding SWAs until they are approved. XII. MANAGEMENT/PROFESSIONAL ASSIGNMENTS A. In lieu of promoting employees into higher-level budgeted positions, Appointing Authorities may assign them into non-permanent, higher-level management or professional roles where MPA Pay may be authorized. B. The Board must approve MPA Pay amounts. C. Number of MPAs: Determining the number of assignments for a department will follow a process similar to that used by departments to request a permanent position. Employee Compensation and the Budget Office will review a department’s reason for increasing the number of assignments. D. Selection of Employees: Appointing Authorities must follow a fair and equitable process to select employees for these assignments. Employees must meet the minimum qualifications for the assignment. Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Page 7 of 11 E. Effective Date: The date the Appointing Authority determines that the employee officially began the assignment. Whenever possible, MPAs should begin at the beginning of a pay period. F. Funding: Departments must fund MPA Pay within their existing budget and demonstrate it does not create a future unfunded obligation. G. Returning from MPAs: Departments must end MPAs once they are no longer necessary. A reduction in, or rescission of, MPA Pay does not constitute a demotion and is not subject to appeal to the Merit Commission. Whenever possible, MPAs should end at the beginning of a pay period. H. MPAs vs. SWAs: MPAs differ from SWAs in that MPAs can be for an indefinite period of time, are for roles that would otherwise typically be assigned to regular budgeted positions, and are paid during non- work paid hours such as vacation time and sick leave. SWAs are for shorter, more temporary time frames and are only paid on hours worked. XIII. MULTILINGUAL PAY A. The use of Multilingual Pay is not required. An Appointing Authority may authorize Multilingual Pay for FLSA Exempt or Non-exempt Employees when a business need is identified for the use of sign language or the ability to speak, read, or write a language other than English. B. If an Appointing Authority authorizes Multilingual Pay, it must be applied consistently to all similarly- situated employees. Multilingual Pay is subject to rescission at any time, and its rescission does not constitute a demotion and is not subject to appeal to the Merit Commission. C. Rates and Funding: The Board approves Multilingual Pay rates. Departments must fund Multilingual Pay within their existing budgets and demonstrate it does not create a future unfunded obligation. D. Levels of Pay: Multilingual Pay may be authorized at one of two levels: Associate or Journey. 1. Associate Level - Employees must use multilingual capabilities an average of at least 5% of their work time and translate and communicate accurately. 2. Journey Level - Employees must use multilingual capabilities an average of at least 25% of their work time and must pass a multilingual test with a score of at least 70%. An employee who fails the test may not retake it for 90 days. An employee must also retake the test if: a) The employee has stopped receiving Multilingual Pay for more than a year. b) The employee leaves the County for more than a year and subsequently returns. c) The multilingual test is modified. E. Audit: Before authorizing Multilingual Pay for an employee, departments must conduct and maintain a 10-day, uninterrupted work period audit demonstrating the requisite level use of multilingual capabilities. These audits must be performed and submitted to Human Resources: 1. When initially authorizing Multilingual Pay for an employee. 2. Periodically to ensure employees still qualify for Multilingual Pay. 3. When an employee receiving Multilingual Pay is appointed, promoted, or demoted to another position. 4. When an employee receiving Multilingual Pay leaves County employment and then returns. Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Page 8 of 11 F. Effective Dates: The effective date for Associate Level Multilingual Pay is the first day of the next pay period following a valid 10-day audit. The effective date for the Journey Level Multilingual Pay is the first day of the next pay period after the employee passes the test. G. Time Worked Only: Multilingual Pay shall only apply to actual time worked and is not paid on non- productive time (e.g., sick leave or vacation time). H. Ending Multilingual Pay: Departments must end Multilingual Pay when multilingual skills are no longer necessary. I. Additional Requirements: An Appointing Authority may impose additional limitations or business- related requirements on the use of Multilingual Pay as long as those requirements do not conflict with this Policy and are applied fairly and consistently in comparable situations. XIV. RECLASSIFICATIONS A. Reclassification requests may be initiated by Appointing Authorities or the Human Resources Department. B. A position that belongs in a different MRT will be assigned to the appropriate one through (1) a Reclassification or (2) the creation of a new position. C. Reclassifications 1. A Reclassification may be warranted when: a) The County’s MRTs are modified and the position belongs in another MRT. b) Significant changes in a position’s duties occur over time. 2. Requests resulting from the following will generally not be considered for a Reclassification: a) Changes in duties that are within the same scope of responsibility (e.g., a larger workload). b) Modifications to duties that are temporary. c) Assignment of significantly different duties that are not the result of changes over time (e.g., the immediate addition of duties that should be handled through a selection process). d) Assignment of duties for which the employee is receiving a special work assignment. e) Movement from a Fair Labor Standards Act non-exempt position to an exempt position. f) Movement from a non-supervisory position to a supervisory position. g) Movement to MRTs where the incumbents do not meet the minimum qualifications. 3. Reclassifications should not be used as a mechanism to increase employees’ pay; rather, they should be used to ensure positions are assigned to the appropriate MRTs based on duties. Reclassifications are not demotions or Promotions, nor are they used as a disciplinary action or incentive. Reclassifications do not warrant a new probationary period. 4. Effective Date: The first day of the next pay period following approval. D. Creation of New Positions 1. An immediate addition of significantly different duties to an existing position may warrant the creation of a new position, resulting in a reassignment of duties through a selection process. Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Page 9 of 11 2. A new position will not be considered when staffing levels do not support the creation of the position, or the department cannot fund the position on an annual basis within its existing budget. E. Employee Compensation will review each request for accuracy and compliance with County MRTs. XV. PREMIUM PAY RATES Human Resources monitors Premium Pay rates and recommends changes to the Board when adjustments are needed. For FLSA Non-exempt Employees, Premium Pay is included in the calculation of Overtime. See Maricopa County Premium Pay Rates and Standby and Callback Pay HR2471 Hours Worked and Overtime. XVI. ADDITIONAL COMPENSATION AND TOTAL REWARDS A. Executive Compensation Packages (ECPs): The Board may establish ECPs for Executives. See HR2415 Employee Leave for additional leave granted under ECPs. B. Recognition Rewards: Appointing Authorities may provide employees with plaques, certificates of achievement, pins, and similar nominally priced items as recognition rewards. C. Departments may pay for licensures, certifications, memberships, classes, conferences, or other training. XVII. REGISTERED NURSE SIGN-ON INCENTIVE The Appointing Authoritiesy may authorize a sign-on incentive for an eligible employees. See the Premium Pay Rates for Board-approved sign-on incentives and eligible positionsregistered nurse. A. Incentive 1. $2,000 after three (3) months 2. $2,000 after one (1) year 3. $2,000 after two (2) years B.A. Eligibility 1. Newly hired eligible registered nursesemployees. 2. First-time internal promotion to eligible positionsa registered nurse. 3. Rehired eligible employeesregistered nurses who have been separated from the County for a least two (2) years. C.B. Repayment Clause 1. Employees who received a sign-on incentive and voluntarily leave County employment before two (2) years of consecutive County service as a registered nurse must repay all sign-on incentives received during the last 12 months prior to their separation. 2. The amount owed or a portion thereof may be deducted from the final paycheck. 3. Employees whose final paycheck is insufficient to cover the total amount owed must establish a repayment plan to be completed within one (1) year from the date of their separation from employment. 4. Failure to repay amounts owed by the established due date may result in a debt collection agency referral. XVIII. SEVERANCE PAY Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Page 10 of 11 Under limited circumstances, Appointing Authorities may request approval of Severance Pay for employees separating from employment where it is appropriate to obtain a Release of Claims. An employee may not receive Severance Pay without signing a Severance Agreement. A. Severance Agreement Justification – Should Contain: 1. Business reason for offering a Severance Agreement in exchange for a Release of Claims. 2. Total amount of Severance Pay or tangible benefit. 3. Verification from the Budget Office of available funding to cover the Severance Pay or tangible benefit. 4. Basis upon which the amount of Severance Pay or tangible benefit was calculated. B. Approval Process 1. Appointing Authorities must work with Legal Counsel and the HR Director throughout every step of the approval process. 2. Appointed departments’ Appointing Authorities must notify their Assistant County Manager of proposed Severance Agreements as soon as the decision to request such an action has been made. 3. After legal review, Elected Offices’ Appointing Authorities and Appointed Department Assistant County Managers should review the Severance Agreements and requests with the County Manager. 4. Final approval of Severance Pay is contingent upon Board approval. XIX. SEPARATIONS A. Employees who retire from Maricopa County under an approved Arizona State retirement plan and who at the time of retirement have 1,000 hours or more of sick leave are eligible to receive a $10,000 contribution to fund an investment account for the payment of post-employment qualified medical expenses. B. Wages and vacation time hours may be paid to the heir, beneficiary, or estate of a deceased employee upon the receipt and approval of appropriate authorizing documentation. XX. The County Manager or designee may approve administrative exceptions to this Policy that are consistent with the intent of the Policy. Policy Title: COMPENSATION POLICY Policy Number: HR2470 Current Adoption Date: 096-1523-2021 Page 11 of 11 Revision History Version Revision Date Description of Revision 1 06/09/1997 Initial version (C-31-97-013-8-01) 2 11/30/1998 Established 228 pay grades (C-31-99-027-6-00) 3 12/16/1998 Made technical corrections (C-31-99-028-6-00) 4 02/03/1999 Modified premium pay section and promotion timing (C-31-99-034-6-00) 5 07/26/2000 Exempted Chief Deputies of Elected Officials (C-31-01-003-6-00) 6 08/09/2000 Defined “Appointed Employee” and established Compensation Review Committee for salary advancements over 10% in a 12 month period (C-31-01-007-6-00) 7 12/20/2006 Changed Post Employment Health Plan from $3,000 to $10,000 (C-35-07-011-6-00) 8 12/15/2010 Major revision to entire policy (C-49-11-036-6-00) 9 09/28/2015 Revised ECP language and added Leave Adjustment Incentive (C-31-16-002-6-00) 10 08/21/2019 Renumber to HR2470. Remove outdated language, update definitions, added compensation philosophy and strategy, eliminated the return-to-work retiree part-time benefit exception, and combine language from other HR policies HR2473 Employee Pay, HR2474 Salary Advancement, HR2475 Special Work Assignment, HR2476 Management/Professional Assignments, HR2477 Multilingual Pay, HR2478 Reclassification, and HR2423 Severance Pay. (C-31-16-002-6-01) 11 06/23/2021 Added a sign-on incentive for RNs (C-31-16-002-6-02) 12 09/15/2021 Modified the sign-on incentive by removing the approved amounts and placing them on the schedule of Premium Pay Rates (C-31-16-002-6-03)