Human Resources Analytics Report FY 2017 - 2018 The function of a Human Resources (HR) Department is to provide an organization with the structure and ability to meet business needs through managing the most valuable resources, which are our employees. Through collaboration with city departments, the City of Scottsdale’s Human Resources Department can track a variety of employee-centric functions and programs. Analytic reporting is the necessary foundation for evidence- based reporting for strategic decisions. The data can be utilized to compare with local or national statistics to determine if additional measures or programs are needed. This Human Resources Analytics Report covers the period of July 1, 2017 – June 30, 2018 (FY 17/18). This report will be made available on an annual basis.
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Human Resources Analytics Report FY 2017 - 2018Human Resources Analytics Report FY 2017 - 2018 The function of a Human Resources Department is to provide an (HR) organization with
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Human Resources Analytics Report FY 2017 - 2018
The function of a Human Resources (HR) Department is to provide an organization with the structure and ability to meet business needs through managing the most valuable resources, which are our employees. Through collaboration with city departments, the City of Scottsdale’s Human Resources Department can track a variety of employee-centric functions and programs. Analytic reporting is the necessary foundation for evidence-based reporting for strategic decisions. The data can be utilized to compare with local or national statistics to determine if additional measures or programs are needed. This Human Resources Analytics Report covers the period of July 1, 2017 – June 30, 2018 (FY 17/18). This report will be made available on an annual basis.
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FY 17/18 HR Analytics Report City of Scottsdale, AZ
TABLE OF CONTENTS
1.0 HUMAN RESOURCES STRATEGIC DIRECTION ........................ 3
5.1 Recruiting and Hiring ...............................................................................................................12 5.2 Employment Job Boards/Advertising ....................................................................................12 5.3 Employee Performance Management...................................................................................13 5.4 Employee Turnover. .................................................................................................................14 5.5 Length of Service of Separated Employees .........................................................................14 5.6 Exit Survey Summary ..............................................................................................................15 5.7 Job Classification and Salary Table ......................................................................................16
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FY 17/18 HR Analytics Report City of Scottsdale, AZ
1.0 Human Resources Strategic Direction In FY 2017/18 the City of Scottsdale’s Human Resources Department participated in the formulation of a strategic plan (the Plan). The process of developing the Plan was professionally facilitated by Bailey Strategic Innovation Group. The purpose of the Plan was for the Human Resources (HR) team to develop a greater sense of cohesion to increase efficiency and enhance customer service in every HR area. The strategic planning process was designed to outline the direction (the WHAT) and the motivation (the WHY) to the employee team, not the process (the HOW).
The Plan is not in conflict with the City Council Strategic Priorities. Rather, the Plan is designed to refocus the Human Resources team on providing top-quality work and superior customer service. The Human Resources goals, which are derived from the strategic priority of “Reinvest in a high-performance organization and work culture”, will continue to be developed and fulfilled annually.
The ROSE (Results Oriented Statement ElucidationTM) Making clear the Results we want as a team.
The ROSE is a concept created and developed by Bailey Strategic Innovation Group for helping teams achieve the desired results. This collaborative process aids in identifying the deeper purpose, rather than merely outlining tasks. The ROSE is not a mission statement, it is a unified statement of the main purpose (why the team exists) that is broad enough, so every member of the team can see how their work can bring the team closer to achieving the desired outcome and best results.
The City of Scottsdale’s Human Resources Department ‘ROSE’: “Built on a foundation of trust and respect, we are a renewed and cohesive team positioned to be innovative business partners with all of the departments in the City of Scottsdale. Through collaboration, we are changing the perception of HR by proactively anticipating, planning, and responding to trends in the market and community.”
Focus Areas & Goals In the strategic planning process, the HR Department identified four key areas of focus for sustainability and future success:
Innovation / Inspiration Customer Service
Internal Relationship Building External Relationship Building
Innovation / Inspiration
Inspiring the team to proactively anticipate the needs of our customers, by providing innovative solutions that effectively contribute to the success of the organization. HR Goal: Participate in job shadowing/observation of specific job classifications each year to gain a greater understanding of those jobs to enhance recruiting, employee relations consultations, training needs, and employee benefit programs.
FY 17/18 HR Analytics Report City of Scottsdale, AZ
Customer Service Customer Service is treating internal and external customers with dignity and respect, providing accurate and appropriate information in a timely manner. This results in trust, problem reduction, and improved perception.
HR Goal: Improve the perception of HR by building strategic alignment with organizational business partners, by providing innovative solutions to HR challenges or processes tailored specifically for each department.
Internal Relationship Building
Through collaboration we want to anticipate each other’s needs, strengthen relationships and increase engagement.
HR Goal: Create an internal working relationship scoring system to assess the work environment within the Human Resources Department and develop an action plan to improve internal working relationships, as needed.
External Relationship Building
Connect with external business partners from the municipal HR community to gain institutional knowledge, adopt best practices, and provide support as needed.
HR Goal: Actively participate and communicate with HR Departments in local municipalities to resolve shared HR challenges, review trends, upcoming legislation, and institute best practices.
The City of Scottsdale’s Human Resources Department has 22 professionals that provide consultations and support in the areas of Employee Benefit Services (health, well-being, and life insurance programs, deferred compensation, retirement, ADA, FMLA, and Onboarding); Administration (HR budget, HR technology systems, classification/compensation, HR policies and regulatory compliance; Staffing Services (employee relations investigations/reports, and recruitment and selection processes); and Training & Development (citywide training program to include wellness classes, new hire orientations, and employee performance management).
FY 17/18 HR Analytics Report City of Scottsdale, AZ
CITY OF SCOTTSDALE ORGANIZATIONAL CHART
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FY 17/18 HR Analytics Report City of Scottsdale, AZ
2.0 Employee Demographics 2.1 Division Headcount
The table below illustrates all City Departments, Divisions, and full-time equivalents (FTEs) by quarter. To review the Departments that are contained within the Divisions, see the City of Scottsdale Organizational Chart (pg. 5).
FY 2017/2018 (Full-time employees only) Departments and *Divisions
1st Quarter
2nd Quarter
3rd Quarter
4th Quarter
Mayor and City Council 3 3 3 3 City Clerk 7 7 6 7 City Attorney 49 52 51 52 City Auditor 5 4 5 5 City Court 56 55 56 55 City Manager 15 15 14 16 *Public Works 280 281 282 283 *Community and Economic Development 178 177 174 172 Public Safety - Fire 278 278 283 283 Public Safety - Police 623 624 624 619 City Treasurer 76 76 80 78 *Community Services 260 267 256 255 *Administrative Services 116 118 118 119 *Water Resources 205 204 199 190 Grants 12 12 10 12
TOTAL 2,163 2,173 2,161 2,149
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FY 17/18 HR Analytics Report City of Scottsdale, AZ
2.2 Workplace Profile At the end of FY 17/18, the City of Scottdale had 2,703 employees, which included part-time, job-share, temporary and full-time employees. Below provides a variety of demographic statistics of the employee population.
GENDER Female Male Total 923 1,780 2,703 34.15% 65.85% ETHNICITY
8 670 1069 703 253 0.30% 24.79% 39.55% 26.01% 9.36% YEARS OF SERVICES
< = 5 > 5 to 10 > 10 to 15 > 15 to 20 > 20 to 25 > 25 to 30 > 30 to 35 > 35 1,049 353 673 324 174 83 38 9 38.81% 13.06% 24.90% 11.99% 6.44% 3.07% 1.41% 0.33%
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FY 17/18 HR Analytics Report City of Scottsdale, AZ
3.0 Employee Health and Well-Being 3.1 Insurance Plan Participation
The City of Scottsdale has a robust array of employee health insurance plans and programs. The below table provides the number of full-time, part-time, and former employees (COBRA) who elected one of the health insurance options (Cigna Open Access Plan In-Network Only, Cigna Local Plus Network, Cigna Open Access Plan, and Cigna Health Savings Account) in FY 17/18. For more information about the City of Scottsdale employee benefits programs, visit: https://www.scottsdaleaz.gov/hr/benefits
Cigna OAP In-Network
Cigna Local Plus Cigna OAP Cigna HSA TOTAL
FULL TIME Employee Only 399 50 136 127 712
Employee & Children 244 11 40 37 332
Employee & Spouse 211 15 36 23 285
Employee & Family 516 38 84 46 684 Total 1,370 114 296 233 2,013 PART TIME Employee Only 10 1 8 4 23
Employee & Children 1 0 0 0 1
Employee & Spouse 3 0 0 0 3
Employee & Family 2 1 0 0 3 Total 16 2 8 4 30 COBRA Employee Only 16 1 5 0 22
Employee & Children 1 0 1 0 2
Employee & Spouse 6 0 1 0 7
Employee & Family 3 0 0 0 3
Total 26 1 7 0 34 GRAND TOTAL 1412 117 311 237 2077
FY 17/18 HR Analytics Report City of Scottsdale, AZ
3.2 Medical/Dental Cost Per Employee Over 90% of the Human Resources budget, funds the City of Scottsdale’s employee benefits programs. Since this is a significant investment, it is important to review the cost of providing employee benefits, so we may accurately forecast for the future. The below table provides the dollar amount for FY 17/18 that was invested in the medical and dental insurance programs for each covered employee. Please note that due to the fluctuation in the claims history, the cost provided by quarter will not equal the annual cost.
$3,747
$3,603$3,657
$3,636
Average Medical and Dental Cost Per Employee
by Quarter
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
TOTAL COST OF MEDICAL/DENTAL # OF EMPLOYEES COVERED ANNUAL COST PER EMPLOYEE $30.6 MILLION 2100 $14,541
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FY 17/18 HR Analytics Report City of Scottsdale, AZ
3.3 Wellness Program Participation The City of Scottsdale’s Wellness Program is entitled “Live Life Well”. This award-winning program includes all aspects of an employee’s well-being, which are known as the Five Pillars of Wellness: Health, Fitness, Safety, Finance, and Community. In addition to over 200 sessions of ongoing classes (Body Conditioning, Kickboxing, Lunchtime Yoga, Weight Watchers, etc.) as well as other non-training activities, the below table provides the name of specialty instructor-led wellness classes and the number of attendees.
Start Date Class Attendance 7/19/2017 Live Life Well - CIGNA EAP: Estate Planning, Wills & Trusts 32 8/10/2017 Live Life Well - Healthy Cooking Demo 20 8/15/2017 Live Life Well - Social Security Retirement 62 9/12/2017 Live Life Well - Healthy Cooking Demo 34 10/4/2017 Live Life Well - Healthy Cooking Demo 29 10/18/2017 Live Life Well - Budgeting and Savings 35 11/1/2017 Live Life Well - Building Resiliency 74 11/2/2017 Live Life Well - Healthy Cooking Demo 20 11/15/2017 Live Life Well - Credit and Debt Management 21
12/13/2017 Live Life Well - CIGNA EAP: Powers of Attorney & Advance Directives 35
1/16/2018 Live Life Well - Move It! Cardio, Flexibility and Strength (Virtual Session) 174
1/25/2018 Live Life Well - Health Cooking Demo 15 1/30/2018 Live Life Well - Social Security Retirement Preparation 44
2/15/2018 Live Life Well - CIGNA EAP: Estate Planning, Wills & Trusts 18
2/28/2018 Live Life Well - Financial Health 11 3/29/2018 Live Life Well - Healthy Cooking - Vitamin Rich Foods 29 4/10/2018 Live Life Well - Food Mastery 163 4/11/2018 Live Life Well - Credit & Debt Management 11 4/19/2018 Live Life Well - Healthy Cooking - Cancer Fighting
Foods 28 5/1/2018 Live Life Well - ASRS Route 3 Destination in Sight Pre-
Retirement Informational Mtg. 41 5/16/2018 Live Life Well - Healthy Cooking - Sensational Summer
Salads 29 5/17/2018 Live Life Well - ASRS Route 4 Next Exit Retirement
Pre-Retirement Informational Mtg. 21 6/14/2018 Live Life Well - Budgeting and Savings 11 Total Attendance 957
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FY 17/18 HR Analytics Report City of Scottsdale, AZ
4.0 Training & Development In support of the City Council Strategic Goal of “Reinvesting in a high-performing work culture”, Human Resources adopted the ongoing goal of “Offering relevant training programs for employees at all levels of the organization”. In collaboration with many city departments to include citywide employee committees, the City of Scottsdale annually reviews the training offerings and adopts a holistic theme each year for the training program. In FY 17/18, the theme was Employee Engagement. To review the entire City of Scottsdale Training Program, please click: City of Scottsdale Training Program. The below table provides the (internal and external) instructor-led training offerings, attendance, and overall evaluation ratings (based on a four-point scale).
Date FY 17/18 Training & Development Course Offerings Attendance Overall Rating
7/19/2017 Designing You Roadmap for a Successful Career 22 3.68 8/9/2017 Customer Service Recovery - The Right Words at the Right Time 27 3.82
8/24/2017 Real Colors 25 Not Tracked 9/27/2017 Can we Count on You? 27 Not Tracked
9/14/2017 LEAD II: Leadership Essentials - Managing the Unmanageable through Coaching 18 3.80
10/26/2017 LEAD II: Leadership Essentials - Managing the Unmanageable through Coaching 17 3.94
11/2/2017 FISH! Catch the Energy Release the Potential 22 3.93 11/9/2017 Real Colors 22 3.86 1/11/2018 Building Teams that Work 15 3.75 1/24/2018 FISH! Catch the Energy Release the Potential 22 3.86
2/7/2018 Supervision: Is it for Me? 22 3.75 2/8/2018 Can We Count on You? 26 3.76
2/27/2018 Real Colors 20 3.79 3/1/2018 Real Colors 30 3.83 3/8/2018 Generations: Working Together 22 3.87
3/27/2018 Lead I: Foundations for Supervisors 25 3.82 4/3/2018 Generations: Working Together 20 3.79 4/5/2018 Developing and Maintaining Trust in the Workplace 15 3.75
4/12/2018 Time Management - Getting Control of Your Life and Work 24 3.72 4/24/2018 Time Management - Getting Control of Your Life and Work 14 3.80
5/9/2018 Real Colors 25 3.80 6/6/2018 Your Attitude is Your Success 19 3.88
FY 17/18 HR Analytics Report City of Scottsdale, AZ
5.0 Workforce Management 5.1 Recruiting and Hiring
Recruiting and hiring are critical processes to ensure the organization is attracting qualified candidates and retaining quality employees. Human Resources works directly with applicants, employees, and managers in the recruitment, selection, onboarding, and new hire orientation processes. The below table provides the number of all new hire, rehire, and promoted employees (part-time, full-time, and temporary) in FY 17/18.
NEW HIRES REHIRES PROMOTIONS
381 16 181
5.2 Employment Job Boards/Advertising More than 26,000 employment applications were received and processed through Human Resources in FY 17/18. During the online recruiting process, applicants are asked to voluntarily identify the recruiting source from where they found the job announcement that led them to apply for a City of Scottsdale job vacancy. Our internal City of Scottsdale Job Opportunities website continues to be our most popular recruitment source.
RECRUITMENT SOURCE # OF APPLICANTS % CITY OF SCOTTSDALE INTERNET SITE
10,617 39.9
GOVERNMENTJOBS.COM 4,221 15.86 OTHER INTERNET SITES 3,977 14.95 INDEED 3,175 11.93 CAREER BUILDER 2,302 8.65 EMPLOYEE REFERRAL 1,364 5.13 JOBING.COM 364 1.37 NO RESPONSE / UNKNOWN 293 1.10 JOB/CAREER FAIR 211 .79 GLASSDOOR 82 .31 THE MUSE 3 .01 TOTAL 26,609 100%
FY 17/18 HR Analytics Report City of Scottsdale, AZ
5.3 Employee Performance Management Employee performance management is the interactive process that links employee performance standards and manager’s expectations to organizational goal achievement. The process starts with the establishment of the employee’s performance goals; continues with ongoing supervisor/employee feedback sessions; and ends with the annual performance evaluation. Eligible part-time and full-time employees (those that have been in the same job for at least six months) receive a performance evaluation at the end of the fiscal year.
The below graph reflects 2,340 rated employee performance evaluations in FY 17/18.
FY 17/18 HR Analytics Report City of Scottsdale, AZ
5.4 Employee Turnover The below table provides the number (or percentage) of employees that leave city service and are replaced by new employees (full-time employees only).
FY 2017/2018 Employee Turnover DIVISION
# of Employees Voluntary Involuntary Retired Turnover
Mayor and City Council 3 0.00% City Clerk 7 1 14.29% City Attorney 52 4 7.69% City Auditor 5 0.00% City Court 54 8 2 18.52% City Manager 15 1 6.67% Public Works 286 26 3 9 13.29% Community and Economic Development 172 18 6 13.95% Public Safety - Fire 282 2 1 3 2.13% Public Safety - Police 618 24 15 6.31% City Treasurer 79 4 1 3 10.13% Community Services 257 21 6 5 12.45% Administrative Services 119 7 4 9.24% Water Resources 195 27 8 17.95% Grants 11 2 18.18%
TOTAL 2,155 144 14 53 9.79%
5.5 Length of Service of Separated Employees Out of all the separations (voluntary, involuntary, and retirements) that occurred in FY 17/18, the below information indicates their duration of service as a full-time employee in the City of Scottsdale.
LENGTH OF SERVICE NUMBER OF SEPARATED EMPLOYEES
%
< 6 MONTHS 31 14.7 6 MONTHS – 1 YEAR 19 9.0 > 1 – 2 YEARS 27 12.8 > 2 – 5 YEARS 39 18.5 > 5 – 10 YEARS 28 13.3 MORE THAN 10 YEARS 67 31.7 TOTAL 211 100%
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FY 17/18 HR Analytics Report City of Scottsdale, AZ
5.6 Exit Survey Summary Employees who voluntarily leave employment are invited to take an anonymous online exit survey, so we may understand the reason for an employee’s departure. Of the 144 employees who voluntarily left employment, 64 employees completed the survey (44%).
Employee Exit Survey What is the reason why you are leaving the City of Scottsdale?
Answer Choices % Responses Responses Other Reasons Not Listed 42.19% 27 Personal Reasons 18.75% 12 Better Promotional Opportunities 17.19% 11 Better Pay 14.06% 9 Moved 10.94% 7 New Job/Promotion 9.38% 6 Career Change 7.81% 5 Transportation/Better Commute 4.69% 3 Dissatisfied with Dept. Management 4.69% 3 Family Obligations 3.13% 2 Other Employment Reason 3.13% 2 Dissatisfied with Supervision 1.56% 1 Better Benefits 1.56% 1 City Policy/Leadership 1.56% 1 Better Working Conditions 1.56% 1 64 Total
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FY 17/18 HR Analytics Report City of Scottsdale, AZ
5.7 Job Classification and Salary Table In FY 17/18, the City of Scottsdale conducted a competitive solicitation process to obtain a qualified firm to conduct and implement a citywide job classification and employee compensation study. Public Sector Personnel Consultants was awarded the contract and the study was successfully implemented in the first quarter of FY 18/19. The below table signifies the job classifications (in alphabetical order), the number of positions in each job classification, and the associated salary range. *Note: A zero (0) in the “# of Positions” column indicates a position (or FTE) was not established, but the job classification exists. To review all the job descriptions in the City of Scottsdale, visit: https://www.governmentjobs.com/careers/scottsdaleaz/classspecs.
NCCDDDDD
Job Title # of
*Positions Annual Minimum
Annual Midpoint
Annual Maximum
ACCOUNT SPECIALIST I 3 $34,652.80 $42,515.20 $50,377.60 ACCOUNT SPECIALIST II 1 $38,209.60 $46,883.20 $55,536.00 ACCOUNT SPECIALIST III 2 $44,220.80 $54,267.20 $64,292.80 ACCOUNTANT I 3 $48,755.20 $59,820.80 $70,886.40 ACCOUNTANT II 2 $56,451.20 $69,243.20 $82,056.00 ACCOUNTANT SR 3 $65,332.80 $80,163.20 $94,993.60 ACCOUNTING DIRECTOR 1 $96,532.80 $118,456.00 $140,358.40 ACCOUNTING MANAGER 1 $75,628.80 $92,809.60 $109,969.60 ACCOUNTING TECHNICIAN 1 $44,220.80 $54,267.20 $64,292.80 ADMINISTRATIVE ASSISTANT 9 $40,102.40 $49,212.80 $58,323.20 ADMINISTRATIVE ASSISTANT SR 3 $42,120.00 $51,667.20 $61,235.20 ADMINISTRATIVE ASSISTANT SUPV 3 $44,220.80 $54,267.20 $64,292.80 ADMINISTRATIVE SECRETARY 26 $36,379.20 $44,636.80 $52,894.40 AIRPORT OPERATIONS MANAGER 1 $79,414.40 $97,448.00 $115,481.60 AIRPORT OPERATIONS SUPERVISOR 1 $56,451.20 $69,243.20 $82,056.00 AIRPORT OPERATIONS TECH I 4 $36,379.20 $44,636.80 $52,894.40 AIRPORT OPERATIONS TECH II 4 $42,120.00 $51,667.20 $61,235.20 AIRPORT OPERATIONS TECH III 1 $48,755.20 $59,820.80 $70,886.40 APPLICATION DEVELOPMENT MGR 1 $91,936.00 $112,798.40 $133,681.60 ASSISTANT CITY MANAGER 1 $106,433.60 $130,582.40 $154,752.00 AUDITOR 0 $62,233.60 $76,356.80 $90,480.00 AUDITOR SR 5 $72,030.40 $88,379.20 $104,728.00 AVIATION DIRECTOR 1 $117,332.80 $143,977.60 $170,601.60 AVIATION PLAN & OUTREACH COORD 1 $65,332.80 $80,163.20 $94,993.60 BID & CONTRACT ASSISTANT 1 $34,652.80 $42,515.20 $50,377.60 BID & CONTRACT SPECIALIST 4 $56,451.20 $69,243.20 $82,056.00 BUDGET ANALYST 0 $56,451.20 $69,243.20 $82,056.00 BUDGET ANALYST SR 6 $65,332.80 $80,163.20 $94,993.60 BUDGET DIRECTOR 1 $96,532.80 $118,456.00 $140,358.40 BUILDING INSPECTION SUPERVISOR 1 $68,598.40 $84,177.60 $99,756.80 BUILDING INSPECTOR I 2 $48,755.20 $59,820.80 $70,886.40
FY 17/18 HR Analytics Report City of Scottsdale, AZ
TRAFFIC ENGINEER 1 $68,598.40 $84,177.60 $99,756.80 TRAFFIC ENGINEER PRINCIPAL 2 $83,387.20 $102,315.20 $121,243.20 TRAFFIC ENGINEER SENIOR 2 $75,628.80 $92,809.60 $109,969.60 TRAFFIC ENGINEERING & OPS MGR 1 $91,936.00 $112,798.40 $133,681.60 TRAFFIC ENGINEERING ANALYST 2 $51,188.80 $62,816.00 $74,443.20 TRAFFIC ENGINEERING SUPERVISOR 1 $59,259.20 $72,716.80 $86,174.40 TRAFFIC ENGINEERING TECH SR 2 $48,755.20 $59,820.80 $70,886.40 TRAFFIC ENGINEERING TECHNICIAN 1 $42,120.00 $51,667.20 $61,235.20 TRANS PLAN & TRANSIT PROG MGR 1 $83,387.20 $102,315.20 $121,243.20 TRANSIT OPERATIONS COORDINATOR 1 $62,233.60 $76,356.80 $90,480.00 TRANSIT PLANNER PRINCIPAL 1 $75,628.80 $92,809.60 $109,969.60 TRANSPORTATION DIRECTOR 1 $96,532.80 $118,456.00 $140,358.40 TRANSPORTATION PLANNER 0 $53,747.20 $65,956.80 $78,166.40 TRANSPORTATION PLANNER SR 2 $62,233.60 $76,356.80 $90,480.00 TRANSPORTATION PLNR PRINCIPAL 0 $75,628.80 $92,809.60 $109,969.60 TRANSPORTATION REP 0 $38,209.60 $46,883.20 $55,536.00 TRANSPORTATION REP SR 2 $44,220.80 $54,267.20 $64,292.80 TREASURY TECHNOLOGY MANAGER 1 $87,568.00 $107,432.00 $127,316.80 VICTIM ADVOCATE 3 $51,188.80 $62,816.00 $74,443.20 VICTIM ADVOCATE SR 1 $56,451.20 $69,243.20 $82,056.00 VICTIM ASSISTANCE NOTIF SPEC 1 $27,144.00 $33,321.60 $39,478.40 VICTIM SERVICES MANAGER 1 $62,233.60 $76,356.80 $90,480.00 VIDEO ENGINEER 1 $59,259.20 $72,716.80 $86,174.40 VIDEO PRODUCTION SPECIALIST 2 $56,451.20 $69,243.20 $82,056.00 VIDEO PRODUCTION SUPERVISOR 1 $62,233.60 $76,356.80 $90,480.00 W/WW MAINTENANCE TECH I 0 $38,209.60 $46,883.20 $55,536.00 W/WW MAINTENANCE TECH II 15 $42,120.00 $51,667.20 $61,235.20 W/WW MAINTENANCE TECH III 3 $46,425.60 $56,971.20 $67,516.80 W/WW MAINTENANCE TECH IV 2 $59,259.20 $72,716.80 $86,174.40 W/WW OPERATIONS SUPERVISOR 6 $62,233.60 $76,356.80 $90,480.00 W/WW TREAT PLANT OP APPRENTICE 0 $29,931.20 $36,732.80 $43,513.60 W/WW TREATMENT PLANT OP I 0 $40,102.40 $49,212.80 $58,323.20 W/WW TREATMENT PLANT OP II 28 $44,220.80 $54,267.20 $64,292.80 W/WW TREATMENT PLANT OP III 4 $48,755.20 $59,820.80 $70,886.40 W/WW TREATMENT PLANT OP IV 6 $59,259.20 $72,716.80 $86,174.40 W/WW UTILITY ELECTRICIAN I 1 $46,425.60 $56,971.20 $67,516.80 W/WW UTILITY ELECTRICIAN II 7 $51,188.80 $62,816.00 $74,443.20 W/WW UTILITY ELECTRICIAN III 2 $56,451.20 $69,243.20 $82,056.00 WAREHOUSE MAIL TECHNICIAN 4 $29,931.20 $36,732.80 $43,513.60 WASTEWATER COLLECTIONS MANAGER 1 $75,628.80 $92,809.60 $109,969.60 WASTEWATER COLLECTIONS OPER 6 $51,188.80 $62,816.00 $74,443.20
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FY 17/18 HR Analytics Report City of Scottsdale, AZ
WASTEWATER COLLECTIONS OPER SR 1 $56,451.20 $69,243.20 $82,056.00 WATER ASSET MANAGEMENT TECH 1 $48,755.20 $59,820.80 $70,886.40 WATER AUDIT TECHNICIAN 2 $38,209.60 $46,883.20 $55,536.00 WATER CONSERVATION COORDINATOR 1 $68,598.40 $84,177.60 $99,756.80 WATER CONSERVATION SPECIALIST 3 $56,451.20 $69,243.20 $82,056.00 WATER DISTRIBUTION MANAGER 1 $75,628.80 $92,809.60 $109,969.60 WATER MAINTENANCE MANAGER 1 $75,628.80 $92,809.60 $109,969.60 WATER METER COORDINATOR 1 $48,755.20 $59,820.80 $70,886.40 WATER METER TECHNICIAN I 12 $31,428.80 $38,563.20 $45,697.60 WATER METER TECHNICIAN II 0 $34,652.80 $42,515.20 $50,377.60 WATER METER TECHNICIAN III 1 $40,102.40 $49,212.80 $58,323.20 WATER PRODUCTION MANAGER 1 $75,628.80 $92,809.60 $109,969.60 WATER QUALITY COORDINATOR 3 $59,259.20 $72,716.80 $86,174.40 WATER QUALITY DIRECTOR 1 $91,936.00 $112,798.40 $133,681.60 WATER QUALITY LABORATORY MGR 1 $75,628.80 $92,809.60 $109,969.60 WATER QUALITY REGULATORY MGR 1 $75,628.80 $92,809.60 $109,969.60 WATER QUALITY SPECIALIST 6 $46,425.60 $56,971.20 $67,516.80 WATER QUALITY SPECIALIST SR 2 $51,188.80 $62,816.00 $74,443.20 WATER QUALITY TECHNICIAN 2 $42,120.00 $51,667.20 $61,235.20 WATER RECLAMATION SVC DIRECTOR 1 $91,936.00 $112,798.40 $133,681.60 WATER RES ENGINEER 2 $68,598.40 $84,177.60 $99,756.80 WATER RES ENGINEER PRINCIPAL 3 $83,387.20 $102,315.20 $121,243.20 WATER RES ENGINEER SR 2 $75,628.80 $92,809.60 $109,969.60 WATER RES HVAC CONTRACTS COORD 1 $53,747.20 $65,956.80 $78,166.40 WATER RES PLNG & ENG DIRECTOR 1 $96,532.80 $118,456.00 $140,358.40 WATER RESOURCES ADMINISTRATOR 1 $117,332.80 $143,977.60 $170,601.60 WATER RESOURCES ADVISOR 1 $79,414.40 $97,448.00 $115,481.60 WATER RESOURCES EXEC DIRECTOR 1 $129,355.20 $158,724.80 $188,094.40 WATER RESOURCES PIPELINE 7 $0.00 $0.00 $0.00 WATER SERVICES DIRECTOR 1 $91,936.00 $112,798.40 $133,681.60 WATER SERVICES WORKER I 0 $31,428.80 $38,563.20 $45,697.60 WATER SERVICES WORKER II 10 $34,652.80 $42,515.20 $50,377.60 WATER SERVICES WORKER III 6 $38,209.60 $46,883.20 $55,536.00 WATER SERVICES WORKER IV 8 $46,425.60 $56,971.20 $67,516.80 WATER SERVICES WORKER V 2 $51,188.80 $62,816.00 $74,443.20 WATER SYSTEMS & TECHNOLOGY MGR 1 $87,568.00 $107,432.00 $127,316.80 WATER SYSTEMS ANALYST 5 $56,451.20 $69,243.20 $82,056.00 WATER SYSTEMS SUPERVISOR 1 $62,233.60 $76,356.80 $90,480.00 WEB & DESIGN SERVICES MANAGER 1 $87,568.00 $107,432.00 $127,316.80 WEB SERVICES ENGINEER 2 $72,030.40 $88,379.20 $104,728.00 WESTWORLD BUSINESS MANAGER 1 $59,259.20 $72,716.80 $86,174.40
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FY 17/18 HR Analytics Report City of Scottsdale, AZ