Recruitment and Compensation Strategy Presentation

Recruitment and 
Compensation Strategy 
for General (Non-Labor 
Association) Employees
Council Conference Room
Monday, June 21, 2021 | 4:30 p.m.

o Workforce Analysis
o Challenges and Initiatives
o Current Compensation Strategy
o Classification and Compensation Study 
o Recommendations and Timeline
Agenda

Workforce Analysis
As of June 2021

Ability to Attract and Retain Qualified Workforce
o Private sector companies competing for same talent
o Other cities attracting talent                     
Current Recruitment Challenges
Recruitment Challenges Based on COVID & Market
o Candidate expectations have changed
o Alternative work schedules at surrounding cities
o Residency requirements for Department Directors
Hold on Positions Due to Pandemic
o Largest vacancy rate across the City
o Currently 103 vacancies 
o High 123/Normal average 70                     
Large Retirement-eligible Workforce

governing.com | Government Is Hiring, But Faces Tough Competition for Workers  June 1, 2021
# of Applicants vs # Positions Available

New Hires
77
135
102
89
Separations 
including 
Retirements
157
167
135
81
Current Vacancies
103
268
275
157 
161
Turnover
2017-2018 
4.4%/7.5%
2018-2019
5.1%/9.8%
2019-2020
6.6%/11.4%
2020-YTD
5.8%/10.5%
New Hire, Separation, Recruitment & Turnover
Recruitments
2018
2019
2020
YTD

o Retirement
o Opportunities to Advance
o Pay
Exit Interview Analysis

Compensation strategy 
Full classification and compensation study 
has not been completed since FY 06-07
o Administrative series and IT classification 
study was completed in FY 13/14
Pay ranges and compensation structure 
need to be updated and better aligned with 
market and workforce
Candidates expecting higher wages-internal 
equity issues
o Retirement costs for ASRS employees: 
Pension value
Current Compensation Challenges

Reclassification, Market & Equity Adjustment History

Established Hiring Incentives 
for Police Sworn, Dispatch, and 
Detention Officer positions 
beginning July 1, 2021.
Current Recruitment Initiatives
Enhanced marketing 
strategies through 
outreach and technology.
Mobility initiatives and updated 
telework regulation to allow for 
more flexible work arrangements 
when appropriate.
Leveraging technology to 
streamline recruitment and 
hiring processes.

Exceptional performance one-time 
award given to all full and part 
time employees who met criteria 
on April 15, 2021.
Current Compensation Initiatives
Market adjustment of 1.5% for 
general employees in July, 2021.
Merit increases of up to 3.25% in 
FY 21-22 for merit-eligible 
employees. Up to 5% for those 
covered under an MOU.
Decision package for a full 
classification and compensation 
study approved in FY 21-22.
Flexibility to hire up to the 
mid-point of the range with 
Director approval.

5 Professional Development Programs
58 Employees Participated
7 Mentoring Programs
554 Employees Participated
Additional personal and professional development 
courses are available; sample titles include:
•Emotional Intelligence
•Career Path
•Public Speaking
•Communication 
•IT Technical Topics
Current Professional Development Programs

4th market strategy
Total Cash Compensation measures include:
o Base pay
o City contribution to deferred compensation
o Retirement Health Savings contribution
o Longevity (Public Safety only)
o Additional Retirement Health Savings contribution (Fire 
only)
Current market is 8 cities:
o Chandler
o Gilbert
o Glendale
o Mesa
Benchmark surveys completed annually
Current Compensation Strategy
o Peoria
o Phoenix
o Scottsdale
o Tempe

• Define scope and nature of job assignments
• Organizes jobs into formal job categories
• Creates a classification structure
• Revise, update, or create job descriptions
• Recommendation system hierarchy and  
ensure work being performed is in alignment 
with each classification
• Determine City’s pay philosophy
• Determine appropriate market of positions
• Survey market according to City’s pay philosophy
• Recommend market placement or changes if 
appropriate based on classification system
Classification vs. Compensation
Classification Study
Compensation Study

Review and Update Current 
Classification System
• Benchmark positions
• Update class specifications
• Evaluation of positions or group 
of positions
Classification vs. Compensation Study Deliverables
Analysis of Compensation 
System including Salaries, 
Policies and Pay Practices
• Analyze current pay practices to 
determine if we are competitive
Market Comparisons Best 
Practices
• Where does City want to be in the 
market  to remain competitive and 
attract top talent?
• Does the current compensation 
methodology need to change?
• Does our market need to change?

Perform a Classification and 
Compensation Study as requested 
through the FY21-22 budget process.
Begin nationwide recruitment campaign.
Continue to look for more innovative 
ways to offer more flexible work 
environments as appropriate by 
position.
Continue to aggressively reduce the 
vacancy rate.
Continue to market jobs in a more 
appealing and creative way to attract 
talent.
Consider additional non-compensation 
strategies to attract and retain 
employees.
Continue professional development 
initiatives and outreach to educational 
partners.
Update personnel rules and polices to 
enhance recruiting timeliness.
Recommendations

Timeline

Thank You