HomeMy WebLinkAboutResolution 2016 (04) Resolution No. 4 (2016)
ST RO .,, RESOLUTION AMENDING THE HUMAN RESOURCES
' �' POLICIES AND PROCEDURES HANDBOOK ARTICLE I
OBJECTIVES AND SCOPE,ARTICLE 3 CLASSIFICATION
PLAN,ARTICLE 6 SALARY ADMINISTRATION,AND
ARTICLE 15 EMPLOYEE PERFORMANCE EVALUATION
1 WHEREAS, the St. Croix County Board of Supervisors adopted Resolution 27(2015) on
2 August 4, 2015 adopting a Unified Compensation Plan; and
3
4 WHEREAS, the Resolution directed the County Administrator to update Article 6, Salary
5 Administration (including Pay for Performance) and Article 3 Classification Plan of the Human
6 Resources Handbook in accordance with the McGrath Classification and Compensation Study
7 and any other necessary revisions by following the procedures for amendment contained in
8 Article 1, Section 10, entitled "Amendments of the Human Resources Handbook; and
9
10 WHEREAS,pursuant to Article 1, a committee of Interested Stakeholders met as a group
11 to review the Human Resources Handbook in whole and specifically Articles 3 and 6; and
12
13 WHEREAS, the County Administrator recommends amendments to Articles 1 Objectives
14 and Scope, Article 3 Classification Plan, Article 6 Salary Administration, and Article 15
15 Employee Performance Evaluation as attached; and
16
17 WHEREAS, other potential amendments were identified by the group for consideration
18 by the newly hired Human Resources Director; and
19
20 WHEREAS, the Administration Committee recommends adoption of the Interested
21 Stakeholders' amendments by the County Board.
22
23 THEREFORE, be it resolved by the St. Croix County Board of Supervisors that the
24 Human Resources Policies and Procedures Handbook is amended as shown on Exhibit A.
Legal—Fiscal—Administrative Approvals:
Legal Note:
Fiscal Impact: There are minor costs incidental to the adoption of the plan amendments. On an
on-going basis, there will be cost increases and/or decreases associated with the
changes proposed.
E .Cox,Corpora noel I2! I/20 15 — bert 1 Fcnance irectnr I 0I5
Pa ck County Admini 17J1 If20I5
12/16/15 Administration Committee APPROVED
......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ..........
RESULT: APPROVED [UNANIMOUS]
MOVER: Roy Sjoberg, Supervisor
SECONDER: Judy Achterhof, Supervisor
AYES: Roy Sjoberg, Jill Ann Berke, Ron Kiesler, Judy Achterhof
EXCUSED: Travis Schachtner
Vote Confirmation.
a,chtncr,5u 1242�DfQ 015
St. Croix County Board of Supervisors Action:
Roll Call -Vote Requirement— Majority of Supervisors Present
......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ......... ..........
RESULT: ADOPTED AS AMENDED [UNANIMOUS]
MOVER: Roy Sjoberg, Supervisor
SECONDER: Jill Ann Berke, Supervisor
AYES: Ring, Babbitt, Novotny, Sjoberg, Koch, Nelson, Berke, Ostness, Larson, Hansen,
Kiesler, Brinkman, Peterson, Anderson, Achterhof, Leibfried, Peavey
ABSENT: Travis Schachtner, Chris Kilber
This Resolution was Adopted as Amended by the St. Croix County Board of Supervisors on January 5, 2016
Cindy Campbell, County Clerk
EXHIBIT A
Article 1 Obiectives and Scope, Section 2, 3) amended to read as follows:
3) "Employee Group Representative" means an individual or organization that represents those
employees within the Employee Group who choose to so organize themselves. All
employees within an Employee Group shall have the right, without interference, restraint,
coercion or domination, of self-organization and to form,join or assist in the creation and
maintenance of the relationship with the Employee Group Representative. The Employee
Group Representative is not a labor organization and does not collectively bargain. Subject
to the applicable provisions of this Article of the Handbook, the Employee Group
Representative acts for the purpose of effectively communicating with the other Interested
Stakeholders regarding the adoption, amendment or termination of the provisions contained
in this Handbook as it relates to his, her or its respective Employee Group. All employees
within an Employee Group retain the right to refrain from or not abide by any and all
positions proposed by their Employee Group Representative, including the expectation of
receiving any aid, assistance or representation that the Employee Group Representative
provides to his, her or its members. Each Employee Group Representative shall� �,
ha tg Wit... a ide #a� ta4i =these
IlZcsoatrCCS 1.)i CCtOr of th is acl a, scrut�t lvc slat t b l�tm.as b o c cl....y
Article 3 Classification Plan, Section 5, Section 6 and Section 9 amended to read as follows:
5) Reclassification Requests. A"reclassification" is the re-assignment of a position from one
existing class to another Ito recognize a change in the duties and responsibilities of the
position o I,a l)criod oF titne. (For example: a Legal Assistant to a Paralegal or a Custodian
to a Maintenance Mechanic.)
Reclassification requests shall normally be addressed as part of the annual budget process. In
such situations,prior to approval of the budget, the Human Resources Department shall audit
the position and make a written recommendation to the County Administrator who shall then
advise the Administration Committee of the County Administrator's approval or denial of
any reclassification request. If a reclassification request is denied, the position shall not be
reconsidered for reclassification until there is a more significant change in the duties and
responsibilities of the position. If, in exceptional cases, the duties and responsibilities of a
position change during a budget year, the County Board may approve the reclassification
request upon the performance of an audit and the recommendation of the Human Resources
Director, the County Administrator, and the Administration Committee.
6) Re-grade Requests. A"re-grade" is the re-assignment of a position from one pay range to
another pay range to reflect changing labor market conditionsq,Qf to address internal equity
issues,eFfez a=elket....s s-It
sih lic...pesi..6 . For purposes of this Article 3, "labor market conditions"
shall mean wages earned for similar positions in the following Wisconsin and Minnesota
Counties: Barron County, Chippewa County, Dakota County, MN, Dodge County, Douglas
County, Dunn County, Eau Claire County, Manitowoc County, Ozaukee County, Pierce
County, Polk County, Portage County; Ramsey County, MN, Rice County, MN, Sauk
County, Sheboygan County, Washington County, Washington County, MN.
When a position becomes vacant and it is determined by the Human Resources Director and
the County Administrator that a re-grade of the position is necessary for recruitment
purposes, such re-grade may occur outside the budget process upon the recommendation of
the Administration Committee and approval of the County Board.
9) .. III lrarc. As a vacancy occurs, the Department Head may recommend the
position not be filled due to change in department needs or duties and responsibilities. With
the concurrence of the Human Resources Director and County Administrator, the position
may be filled at a lower classification. (For example: a Mental Health Therapist position
filled as a Social Worker or a Finance Assistant filled as an Administrative Assistant.)
Article 6 Salary Administration, Section 4 amended to read as follows:
4) Entrance Pay Rate. Entrance pay rate for new County employees shall normally be at .S. x ,1,,,,,,,1
of tltc .a rack. Tlae ltia"in sa:� .cawisoa" with a. .�"oval of tlae Il1t anan :lZesourves .Il:: rector" can
start c dual lias substatutial cXDcarctucc
mined atcI u.sabl itu tla tucw l osataotu anat,l ct corudataotu„ coanautatud t la ;l'iea salary startirru61
s recttia"e a Iii xlt startin Y salat" .
Il)laccmctut above lcl 6 a„ s tlac a L) )roval of tlic ( ou.tut Administrator arid shall be
I el)ortcd to tlac A dmiriistratiotu Com nittec. ett titt�a tga a ante
a ate' ...allay°c tla try ... ..._ Ira (>
, e
a:t . . ..
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Article 6 Salary Administration, Section 6 amended to read as follows:
6) 1) `1 1 Iftuct ascs,,,,,,,,,`_tclj.p.gIvases will occat.r at tlac,,,,staat o,1 tlic first My t.�ca"iod cacti ,lath ary
Ste ituca"eases will riot be automatic. LAiless provided itu atu cart Flo ce"s accc tcd o EEL. t of
ymctul,,.,em1 l; yccs shall fiot receive a s„let.) increase dttrifi($ tlacir 1.robatiotuat"y 1.ca rod,
mil ecs attt�st laavc atu atututtal Ica"for"aavatucc evala;�atiotu that ifidicates satisfactor
ljea loa,mance,,,,atu tla :....l-it or..yca. to receive a sie;,l� atucte;asc ,lti addi;laotu, ctual�l�yccs wlao laavc
heett c limit wittaita w1lict) tltc
lellcl tuclesa u.st be corrected, ill pot receive at atutuatal ste12 !il cas.._ _ ....
2.„) Transfer. When an employee is transferred from one class to another with a common pay
range, the employee shall continue to receive the same pay 2.3.)Promotion. When an employee is promoted from one class to another having a higher pay
range, the employee shall normally advance to the pay step in the new range that grants the
employee a 5 %increase. In some circumstances, the promoted individual may be placed
in a higher step upon recommendation of the Human Resources Director and the approval
of the County Administrator; the County Administrator shall review such higher step
placement with the Administration Committee at their next scheduled meeting.
.) Demotion. When an employee is demoted for any reason, the Human Resources Director
shall consult with the supervisor(s)involved to decide the pay for the re-assignment. In no
case shall the salary setting result in a salary increase.
4.5.)Reinstatement. When an employee is reinstated to the employee's former j ob the employee
shall normally be paid the same pay step as before leaving. When the employee is
reinstated to a job with a lower pay range, the Human Resources Director shall decide on
the new pay rate in accordance with the employee's experience and qualifications. In no
case, will it exceed the maximum of the pay range to which the employee is assigned.
50 Compensation During Temporary Assignment. In a situation where an employee is
assigned the duties of a higher classification anticipated to be for a period in excess of ten
(10) consecutive working days, the employee will be assigned a temporary pay rate in the
range of the higher classified position. Such pay will be for the period of the temporary
assignment. Temporary assignments must be approved by the Human Resources Director.
An employee who is temporarily assigned to a position with a lower pay range, for any
period, shall not receive a reduction in pay. No such temporary assignment shall exceed
six (6) months unless approved by the County Administrator upon recommendation of the
Human Resources Director.
7)Re-grades. Salary adjustments shall be part of the annual budget process. If salary re-
grades are approved, they will become effective the first day of the new budget's fiscal
year. Persons in positions reallocated shall normally be advanced to the step that grants
the employee a 5%increase in the new pay range. In some circumstances, the reallocated
individual may be placed in a higher step upon recommendation of the Human Resources
Director and the approval of the County Administrator; but only if such higher step
placement is reviewed and approved by the Administration Committee.
Article 6 Salary Administration, Section 7 deleted as follows:
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Article 6 Salary Administration, Section 8 deleted as follows:
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Article 15 Employee Performance Evaluation, Section 2 amended to read as follows:
2) Administration. Each Employee shall be evaluated at the following periods:
1) Probationary Period. Each employee shall be evaluated midway through their probationary
period and one month prior to the completion of the probation period. Completed
performance evaluations are submitted to the Human Resources Department for inclusion
in the employee's permanent personnel file.
If the final probation period evaluation is satisfactory, the employee will remain in County
employment. If the initial probation period evaluation is unsatisfactory, the Department
Head should take a corrective approach to outline concerns and expectations. The
employee may be terminated at any time during the probationary period when job
performance is not maintained at a reasonable level or not meeting expectations. Under
these circumstances, there is no recourse through the grievance procedure. If the
probationary period is unsatisfactory, the Department Head notifies the employee of this
and a termination date is determined.
2) Annual Evaluation. Each employee shall receive an annual performance evaluation. These
pp4..i.. a..
3) Special. A special performance evaluation may be completed:
a) Whenever there is a significant change in the employee's performance; and
b) Whenever a supervisor permanently leaves his/her position e-it is
recommended that a Supervisor complete a performance report on each employee
under his/her supervision that has not been evaluated within six months prior to the
date the supervisor is leaving.
Ili ;a fortafucc l ;v�thtatiofi tafidards,..
..................................................a1......All dglmltmg!� 5 will use the official evaluation Form grovided by thelluman Resouncs
...........................................................................................................................................................................................................................
I. glmltmg!� r a11 tyl .. 2f..evaluations 1n u...d........i.....n......g ...................I ....g b.........a........t....i....o n, c id orgroation and
annual reviews,
........................................................................................................
.................................................b.)...........All...........�M,. haH be reviewed b,. the
1 SOUTCCS IDirector,
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..................................................9)......All 'ni'lln Whether the cm,to cc's
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duties is satis-f—guorl or u.nsatis-fauory,
ARTICLE I OBJECTIVES AND SCOPE
Section 1 Authority. The Human Resources Policies and Procedures Handbook(hereinafter this
"Handbook")is promulgated under the authority of Wisconsin Statute 59.22 (2)(c)l.c.
Section 2 Definitions.
1) "Days" means calendar days unless otherwise provided in this Handbook.
2) "Employee Group" means a group of County employees that are represented by an
Employee Group Representative as herein defined and are not represented through
collective bargaining.
3) "Employee Group Representative" means an individual or organization that represents
those employees within the Employee Group who choose to so organize themselves. All
employees within an Employee Group shall have the right, without interference, restraint,
coercion or domination, of self-organization and to form,join or assist in the creation and
maintenance of the relationship with the Employee Group Representative. The Employee
Group Representative is not a labor organization and does not collectively bargain.
Subject to the applicable provisions of this Article of the Handbook, the Employee Group
Representative acts for the purpose of effectively communicating with the other
Interested Stakeholders regarding the adoption, amendment or termination of the
provisions contained in this Handbook as it relates to his, her or its respective Employee
Group. All employees within an Employee Group retain the right to refrain from or not
abide by any and all positions proposed by their Employee Group Representative,
including the expectation of receiving any aid, assistance or representation that the
Employee Group Representative provides to his, her or its members. Each Employee
Group Representative shall
4mnffl*4 s Difcc4&r w4h.....-a mp4o g u' i s � a° 4
. G1O.: Egli. tine lEta�a�nar� Il�esoa:���es :Il::�ia�°ecto��° o��tip cza.. a°e1.��°eser�tative
stah: s b ,lamlaa° b of eac ear.
..................................................
4) "Handbook" means the Human Resources Policies and Procedures Handbook of St.
Croix County, as amended.
5) "Interested Stakeholders" means the County Administrator, the Human Resources
Director, the Corporation Counsel, Department Heads, the Staff Advisory Committee,
and the Employee Groups and their Representative(s).
Section 3 Purposes. The purposes of this Handbook shall be to:
1) Establish a clear understanding of responsibilities in the establishment and maintenance
of a personnel program for St. Croix County (hereinafter"County").
2) Establish a uniform system of policies, procedures, and practices to recruit, select,
develop and maintain an effective and responsive workforce for the County. This
Handbook shall be based on the following objectives:
a) To recruit, select and advance employees on the basis of their relative knowledge,
skills and abilities.
b) To provide internally equitable and externally competitive compensation for all
employees.
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c) To recognize good job performance, reward exceptional performance and correct
inadequate performance in a fair and timely manner.
d) To assure fair treatment of all applicants and employees in all aspects of human
resources administration without regard to political affiliation or beliefs, race, color,
national origin or ancestry, sex, age, religion, disability, sexual identity and
orientation, genetic information, or any other cause for discrimination as defined by
law, and with proper regard for their rights as citizens.
e) To protect employees against coercive political activities and to prohibit the use of
official authority for the purpose of interfering with or affecting the result of an
election or a nomination for office.
3) Provide a system of standardized titles and standardized class descriptions for the
effective administration of human resources activities such as: manpower planning and
budgeting, standards of job performance, fair and equitable pay, valid selection and
recruitment programs, training programs and career development.
4) Provide a system to recruit and select the most qualified persons for positions in County
service. Recruitment and selection shall be conducted in an affirmative manner to ensure
open competition, provide equal employment opportunity, prohibit discrimination
because of race, political affiliation or beliefs, religion, sex, national origin or ancestry,
age, disability, sexual identity and orientation, genetic information, or any other cause for
discriminating as defined by law, to ensure that persons of disadvantaged groups are
fairly represented in the County workforce.
5) Provide an effective career development plan for qualified employees through
promotional opportunities in an environment free of discrimination.
Section 4 Scope. This Handbook shall govern personnel administration for all employees and
departments of the County except:
1) County Board Supervisors;
2) Elected Officials;
3) members of boards, commissions, and committees (including citizens) appointed by the
County Administrator or County Board;
4) persons employed to conduct temporary and special inquiry, investigation or examination
on behalf of the County Board, a committee thereof, or the County Administrator;
5) persons employed by employment services agreements or purchase of service contracts,
unless expressly included in said contract or agreement;
6) all matters concerning deputy sheriffs arising under Section 59.26(8)(b), Wis. Stats.,
which shall be handled by the Administration Committee in accordance with such statute.
This Handbook shall not be interpreted as infringing upon the Constitutional powers of Elected
Officials.
Section 5 Elected Officials. For purposes of this Handbook, it is the expectation of the County
that Elected Officials will apply the rules and procedures contained in this Handbook to the
employees in his/her department, like any other department, i.e. discipline, FMLA, PTO,
overtime, travel reimbursement, etc. In that capacity the Elected Official functions like a
Department Head.
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Section 6 Collective Bargaining Agreements. This Handbook applies to employees not covered
by collective bargaining agreements (non-represented) and to employees who are so covered
when their applicable specific contract is silent on a particular issue, or otherwise does not apply
to the contrary.
Section 7 Human Resources Section of the Administrative Policies and Procedures Manual.
The Human Resources Department may develop a standard set of policies and procedures to
administer the personnel system based upon the policies established in this Handbook. These
policies and procedures shall be a part of the County's Administrative Policies and Procedures
Manual. The Human Resources Section as well as the rest of the County's Administrative
Policies and Procedures Manual shall be subject to periodic review and approval by the
Administration Committee.
Section 8 Department Work Rules. Nothing herein shall preclude a Department Head from
promulgating Department Work Rules covering topics not covered by this Handbook or the
Human Resources Section of the County's Administrative Policies and Procedures Manual.
Work rules so promulgated must not be inconsistent with this Handbook nor with the Human
Resources Section.
Section 9 Non-elected Department Heads. Non-elected Department Heads are at will employees
and may be removed at the discretion of the County Administrator with the expectation that such
removal shall be reviewed by the Administration Committee at its next scheduled meeting or
upon the calling of a special meeting. Removal of the Corporation Counsel by the County
Administrator requires the concurrence of the County Board. Subject to confirmation by the
County Board the County Administrator shall be the appointing authority for non-elected
Department Heads.
Section 10 Amendments.
1) Procedure. This Handbook may be amended in accordance with the provisions of this
Section, and shall be subject to review and approval by the Administration Committee
and the County Board.
2) Notice. The County Administrator shall provide fifteen (15) days advanced written
notice to Interested Stakeholders of any proposed revision to the Handbook prior to
submission to the Administration Committee.
3) Annual Review and Amendment.
a) At least annually, the County Administrator shall seek policy guidance from the
Administration Committee regarding any adoption, amendment or termination of
provisions in this Handbook.
b) At least annually, and more frequently if requested, the County Administrator shall
provide notice to and meet with Interested Stakeholders to comprehensively review,
discuss and obtain input concerning proposed changes to the Handbook. Interested
Stakeholders shall be given the opportunity to provide verbal and written input.
c) After receiving input from the Interested Stakeholders, the County Administrator
shall prepare a draft resolution containing any proposed revisions and shall share the
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draft with the Administration Committee and Interested Stakeholders. Employee
Represented Groups may also prepare a draft resolution containing any proposed
revisions and may share the draft with the County Administrator and the
Administration Committee.
d) Upon request, the Administration Committee may meet with Interested Stakeholders
to discuss the draft revisions.
e) At the conclusion of steps (a — d), the Administration Committee may recommend
approval of a Resolution to County Board for adoption incorporating changes to this
Handbook. The County Board may adopt, adopt with amendments or reject the
proposed changes to this Handbook.
4) Exceptions.
a) The County Administrator may make individual, temporary or situation-specific
exceptions to Handbook provisions after notice to, and, if requested, meeting with
Interested Stakeholders.
b) Exceptions to the Handbook provisions shall be documented by the County
Administrator.
c) Upon request by an affected employee, individual exceptions may be subject to the
complaint procedures as set forth in this Handbook.
Section 11 Management Rights. The management of the County and the direction of the
workforce is vested exclusively in the County, including but not limited to the right to:
1) Hire,promote, demote, suspend, discipline, and discharge;
2) Decide job qualifications for hiring;
3) Transfer or layoff because of lack of work, discontinuance of services, or other legitimate
reasons;
4) Subcontract for economic reasons or when it is not feasible for county employees to
perform the work;
5) Abolish or create positions;
6) Create job descriptions and determine the composition thereof,
7) Plan and schedule work;
8) Determine the methods and processes and manner of performing work;
9) Determine the type, kind and quality of service to be rendered to client and citizens;
10)Determine the location, operation and type of physical structures, facilities, equipment of
the county;
11)Plan and schedule any training programs;
12)Create,promulgate and enforce reasonable work rules;
13)Determine and enforce regulations governing conduct and safety; and
14)Determine what constitutes good and efficient county service, and all other functions of
management and direction.
The County shall have the right to operate and manage its affairs in all respects in accordance
with its rights, duties, and responsibilities.
Section 12 Responsibilities and Authority.
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1) County Board. The County Board shall:
a) Approve requests for personnel adjustments;
b) Review and approve this Handbook and amendments;
c) Confirm Department Head appointments made by the County Administrator;
d) Delegate such duties to the Administration Committee as necessary;
e) Hear grievance appeals brought under Article 11; and
f) As part of its annual County Budget process, review and adjust the Pay Grid as it
deems appropriate to promote employee confidence in the fairness of the Pay Grid.
2) Administration Committee. The Administration Committee shall:
a) Advise the County Administrator on matters concerning implementation of this
Handbook;
b) Review proposed Handbook amendments as developed and recommended by the
Human Resources Director in consultation with the Staff Advisory Committee and
make recommendations to the County Board for consideration and legislative action;
c) With the assistance of the Human Resources Director review and make
recommendations to the County Board for any adjustments to be made to the Pay
Grid;
d) Review Staff Advisory Committee recommendations and delegate duties as
necessary;
e) Hear complaint appeals brought under Article 12; and
f) Perform other related duties as assigned to it by the County Board.
3) Standing Committees and HHS Board. Each Standing Committee and the HHS Board
shall:
a) Review all appointments made by the County Administrator (non-elected Department
Heads) and make recommendations to the County Board as appropriate
4) County Administrator. Except as prohibited by State and Federal law, the County
Administrator shall:
a) Remove Department Heads, with the expectation that such removal shall be
reviewed by the Administration Committee at its next scheduled meeting or upon the
calling of a special meeting;
b) Advise the Standing Committee/HHS Board of the final interview schedule of the
best-qualified applicants. The Standing Committee/HHS Board may participate in
the scheduled interviews;
c) Submit terms of employment for Non-elected Department Heads to the Standing
Committee/HHS Board for review before submission to the County Board;
d) Review any proposed amendments to this Handbook prior to submittal to the
Administration Committee and the County Board;
e) Apply appropriate disciplinary actions as defined in Article 11 and Article 12; and
f) Approve new positions, re-grades, and upgrades of existing positions, subject to
Administration Committee confirmation and for new positions also confirmation by
the County Board
5) Human Resources Director. The Human Resources Director, under the authority of the
County Administrator, shall:
a) Administer this Handbook as adopted from time to time by the County Board;
b) Establish, maintain and coordinate personnel transactions and records management
for all County employees and positions;
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c) Establish and maintain a central personnel file for each County employee showing
name, title, salary, change in status, annual performance rating and such pertinent
information as may be necessary for effective personnel administration and for
compliance with federal and state laws;
d) Advise and assist Department Heads on all County personnel transactions and records
management systems and procedures;
e) Notify Finance Department of all relevant changes;
f) Review appointments and removal of personnel to County positions pursuant to
Articles 4 and 13;
g) Maintain complete employment and performance records of all County employees;
h) Establish and maintain a roster of all employees in the County service which shall
include the class title,pay status, and other pertinent data;
i) Make such reports and investigations to the County Administrator, Administration
Committee and the County Board as required;
j) Develop and maintain the Classification Plan as described in Article 3;
k) Develop and administer the recruitment and selection program as described in Article
4;
1) Establish and maintain lists of persons eligible and qualified for appointment and
promotion to positions within the County service when, in the judgment of the
Human Resources Director, it is advantageous to the County;
m) Recommend adjustments to the Pay Grid in order to promote employee confidence in
the fairness of the Pay Grid;
n) Monitor temporary and overtime assignments;
o) Approve and monitor layoffs due to lack of funds, work, or the abolition of positions
or material changes in duties and organization, encourage the re-employment of laid
off employees in other appropriate County positions;
p) Develop, operate and coordinate programs to improve employee effectiveness,
training and career counseling;
q) Establish an Affirmative Action Program designed to increase the participation at all
levels of the County workforce persons of disadvantaged groups, including, but not
limited to women, minorities and the physically and mentally handicapped under
Article 2;
r) Establish standards and procedures to ensure uniformity in the application of
discipline and the processing of employee grievances and complaints;
s) Conduct grievance hearings and complaint hearings as may be necessary under
Article 11 and Article 12, and supervise and administer such hearing findings as may
be appropriate;
t) Prepare and implement such forms, reports and procedures necessary to carry out the
County human resources functions;
u) Disseminate information regarding the personnel program, fringe benefits and
conditions of employment to all employees and departments;
v) Lead the County's negotiations with labor representatives, unless otherwise delegated
by the County Board;
w) Investigate unemployment compensation claims and represent the County at
unemployment compensation hearings;
x) Develop such regulations as necessary to carry out the intent of this Handbook;
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y) Develop and maintain County-wide training programs within budgetary limitations;
and
z) Insure the Department Work Rules are fairly designed and administered
6) Department Heads. Department Heads shall:
a) Enforce this Handbook, and the Human Resource Section of the County's
Administrative Policies and Procedures Manual in their respective departments;
b) Adopt such additional department work rules as required by law and/or necessary for
the operations of the department subject to approval of the Human Resources
Director;
c) Initiate and process personnel transactions affecting their employees using forms
provided by the Human Resources Director;
d) Maintain an employee service record for each employee;
e) Notify the Human Resources Director of all changes in permanent personnel records
including change of address, insurance coverage and other relevant information;
f) Keep employees informed of current personnel policies;
g) Follow and perform Article 11 Grievance Procedures and Article 12 Complaint
Procedures;
h) Appoint and remove employees to positions subject to Article 4 and Article 13, and
consistent with applicable Wisconsin State Statutes and inform Standing
Committee/HHS Board of said appointments;
i) In collaboration with the Human Resources Director, develop employee orientation
and in service training programs;
j) Administer disciplines and delegate such authority to supervisory personnel as
appropriate under this Handbook;
k) Conduct performance reviews of all immediate subordinate employees annually; and
1) Obtain prior approval of the County Administrator when taking PTO days, or when
traveling out of the County on County business and unavailable. (This provision does
not apply to Elected Officials.) The request should include a designated department
contact person, as well as a phone number where the Department Head can be
reached(if possible).
7) Supervisory Personnel. To the extent Department Heads delegate authority to them,
supervisors shall:
a) Interview and recommend applicants for appointments to and removal from
subordinate positions;
b) Implement this Handbook, the Human Resources Section of the County's
Administrative Policies and Procedures Manual and department work rules in their
unit;
c) Conduct performance reviews of all immediate subordinate employees;
d) Administer discipline to employees as necessary; and
e) Conduct first step grievance hearings in the absence of the Department Head and
adjust such grievances as may be appropriate.
8) Staff Advisory Committee. The Staff Advisory Committee shall:
a) Perform duties as directed by the Administration Committee;
b) Review this Handbook and make recommendations for changes to Human Resources
Director; and
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c) Review and make recommendations to Human Resources Director concerning
compensation system.
9) Employees. It is the responsibility of all County employees to read this Handbook and
abide by the policies included herein. County employees may also be bound by specific
Departmental Work Rules, Wisconsin State Statutes, or state and/or federal law. It is
incumbent upon all employees to seek interpretation of any portion of this Handbook
which they do not understand.
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ARTICLE 3 CLASSIFICATION PLAN
Section 1 Development and Administration. The Human Resources Director shall be responsible
for the overall development and administration of the Classification Plan in cooperation with
Department Heads, key staff employees and other appropriate resources. The County
Administrator position shall be an unclassified position.
Section 2 Job Description. Each employee shall have an accurate job description that describes
the knowledge, skills and abilities necessary to do the work of that position and identifies the
essential job functions of the position.
Section 3 Assignment of the Position. The Human Resources Director shall assign new positions
that have been approved by the County Board to one of the classifications in the Classification
Plan. If a suitable classification does not exist, the Human Resources Director shall establish a
new classification. An appropriate pay range for the classification shall be assigned subject to
the approval of the Administration Committee and confirmation of the County Board unless
otherwise established through the budgetary process.
Section 4 Abolition of Unnecessary Classifications. When it is determined that a classification
or classifications are no longer useful or appropriate, the Human Resources Director shall timely
inform the Administration Committee that such class or classes have been abolished.
Section 5 Reclassification Requests. A "reclassification" is the re-assignment of a position
from one existing class to another Ito recognize a change in the duties and responsibilities of
the position o 1,a L)criod cYF time. (For example: a Legal Assistant to a Paralegal or a Custodian
to a Maintenance Mechanic.)
Reclassification requests shall normally be addressed as part of the annual budget process. In
such situations,prior to approval of the budget, the Human Resources Department shall audit the
position and make a written recommendation to the County Administrator who shall then advise
the Administration Committee of the County Administrator's approval or denial of any
reclassification request. If a reclassification request is denied, the position shall not be
reconsidered for reclassification until there is a more significant change in the duties and
responsibilities of the position. If, in exceptional cases, the duties and responsibilities of a
position change during a budget year, the County Board may approve the reclassification request
upon the performance of an audit and the recommendation of the Human Resources Director, the
County Administrator, and the Administration Committee.
Section 6 Re-grade Requests. A"re-grade"is the re-assignment of a position from one pay range
to another pay range to reflect changing labor market conditionsq, gr to address internal equity
lssues,y....ef4o d" °g yZ tea : FCF.q.90 1 1°e s
For purposes of this Article 3, "labor market conditions" shall mean wages earned
for similar positions in the following Wisconsin and Minnesota Counties: Barron County,
Chippewa County, Dakota County, MN, Dodge County, Douglas County, Dunn County, Eau
Claire County, Manitowoc County, Ozaukee County, Pierce County, Polk County, Portage
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County; Ramsey County, MN, Rice County, MN, Sauk County, Sheboygan County, Washington
County, Washington County, MN.
When a position becomes vacant and it is determined by the Human Resources Director and the
County Administrator that a re-grade of the position is necessary for recruitment purposes, such
re-grade may occur outside the budget process upon the recommendation of the Administration
Committee and approval of the County Board.
Section 7 Reorganization of Department. Each time a department or division of a department is
reorganized, classification descriptions for all affected employees shall be submitted to the
Human Resources Director for review and approval as part of such reorganization.
Section 8 Job Description Questionnaires. ("JDQs") The Human Resources Director may require
departments or employees to submit JDQs when vacancies occur, any time there is reason to
believe that there has been a significant change in the duties and responsibilities of one or more
positions, or as part of a position audit conducted by the Human Resources Department.
Section 9...; n III 1r aa�ic. As a vacancy occurs,the Department Head may recommend
the position not be filled due to change in department needs or duties and responsibilities. With
the concurrence of the Human Resources Director and County Administrator, the position may
be filled at a lower classification. (For example: a Mental Health Therapist position filled as a
Social Worker or a Finance Assistant filled as an Administrative Assistant.)
Section 10 Upgrade. Upgrades shall be part of the annual budget process. Prior to approval of
the budget, the Human Resources Department shall audit the position and make a written
recommendation to the County Administrator who shall then advise the Administration
Committee of the County Administrator's approval or denial of the upgrade request. If an upgrade
request is denied, the position shall not be reconsidered for upgrade until there is a significant
change in the duties and responsibilities of the position.
When a vacant position is upgraded, an open recruitment shall be conducted to fill the position.
Hiring procedures for approved upgraded positions shall be subject to guidelines established by
the Human Resources Director.
Section 11 Review of Classification Plan. At least every three years or as often as may be
appropriate, the Human Resources Director in conjunction with the Administration Committee
shall review the Classification Plan to ensure that the plan accurately reflects existing position
responsibilities and labor market conditions. The Human Resources Director shall take whatever
action is appropriate to amend and update the Classification Plan, subject to the review of the
Administration Committee and approval of the County Board.
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ARTICLE 6 SALARY ADMINISTRATION
Section 1 Pav Grid.
The Pay Grid shall include the schedules of pay ranges for all non-represented employees.
Schedules shall consist of minimum and maximum rates of pay and the intermediate pay steps.
The objectives of the Pay Grid shall be:
1) To provide an appropriate salary structure, to recruit and retain an adequate number of
competent employees; and,
2) To provide appropriate pay incentives for satisfactory or outstanding job performance.
The Pay Grid schedules described above are made available on the County Intranet and through
the Human Resources Department.
Section 2 Development and Administration. The Human Resources Director shall be responsible
for the development, updating, and administration of the Pay Grid, through periodic reviews and
comparative studies of pertinent factors affecting levels of pay. When appropriate, the Human
Resources Director shall recommend necessary adjustments to the Administration Committee.
The Administration Committee shall review the proposed adjustments to the Pay Grid and shall
make its recommendation to the County Board for consideration as part of the annual budget
process.
Section 3 Linkage. The Pay Grid shall be directly linked to the Classification Plan and shall be
based on the principle of equal pay for equal work. Pay ranges within the Pay Grid shall be
determined by such factors as job evaluation methodology,prevailing rates of pay for similar jobs
in public and private service, changes in cost of living indices, and the financial policies of the
County.
Section 4 Entrance Pay Rate. Entrance pay rate for new County employees shall normally be at
`tgp l of ;l e.....)a grade. F�l1e l is°iru say .ea°visoa° with a.l a ov 1 0l the II Na��u�„ag 11 e,soaj.a es II D1a ectoa::.,.
eats start ex yea°ierueed irudivida;�als witl�iru Ste. 2 Ci i(" tl�e irudividual has substantial ex, erietice
... ....
i. n.nedlat ly u.sa le 1rru..:the rub ,�ositioru market cot ditiotis eoi natO a lei $l ea° salaa° stag tiro$ ste�
gl° sals eemetit above
tel. Cr 1ggaW.Egs the Ml.)roval o("the (:.,otanty A.din inbastrator
of'..: �� . r,A— i.e tt-i��f4 or--l�ia°i*# a4 tl:. .
tle�#a�mtea � � Ilia°
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posi above
,, l-e....h ,.,e4... •d ehn ai .. a ::a t e
;gar m: ew ie-&6o a wel s 4W
Section 5 Wage Determination for Temporary Employees. Temporary employees receive an
hourly wage for the work they perform. If they are not at work because of a holiday, illness, or
lack of work, they do not get paid. Temporary employees earn no seniority/longevity with the
County and do not have automatic rights to vacant or newly-created positions. Time spent in
temporary status does not count toward the employee's seniority should s/he be hired into a
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permanent position. Hours worked by temporary employees may vary from a few hours a month
to full-time (40 hours per week).
Section 6 Pay Rate Adjustments. The following actions shall affect the pay status of an employee:
1) ificreases will occur at tlic start of tlic First MY d cacti Jafitta
......... ..........................................................................................................................................................................................................................................................................................
S. ill toot be au.tomatic. LAil iii ati cm,lo cc"s acce..ted offer of
cmpl.gym.��.L stlall toot receiv a s c it crease du.rifig ttigir 1.11� 11 1
.................... ..... .............................................................................................................. ...............�.. P ................................. ............ ........... .4 o..........a y pgj ga .,.
tes satisfactory MrFormatice, Ifti
.addtti.Q.1 c i..n..p1gygg,5 wlj.o..........11 a v c...........b c c f I.. p14�gd g!u al!, a impl�..O.YgngE 121M.......... t.
ificlu.des a time limit witliiii wliicti dic deficieficies must be correc, d will fiot receive ati
............................................................................................................................................................................................................................................................................................................................................................................................................................................................. .........I will
t i t.
ell..1 a s c
Transfer. When an employee is transferred from one class to another with a common pay
range, the employee shall continue to receive the same pay rate.
.)Promotion. When an employee is promoted from one class to another having a higher pay
range, the employee shall normally advance to the pay step in the new range that grants the
employee a 5 % increase. In some circumstances, the promoted individual may be placed
in a higher step upon recommendation of the Human Resources Director and the approval
of the County Administrator; the County Administrator shall review such higher step
placement with the Administration Committee at their next scheduled meeting.
.) Demotion. When an employee is demoted for any reason, the Human Resources
Director shall consult with the supervisor(s) involved to decide the pay for the re-
assignment. In no case shall the salary setting result in a salary increase.
4.5..)Reinstatement. When an employee is reinstated to the employee's former job the employee
shall normally be paid the same pay step as before leaving. When the employee is
reinstated to a job with a lower pay range, the Human Resources Director shall decide on
the new pay rate in accordance with the employee's experience and qualifications. In no
case, will it exceed the maximum of the pay range to which the employee is assigned.
50 Compensation During Temporary Assignment. In a situation where an employee is
assigned the duties of a higher classification anticipated to be for a period in excess of ten
(10) consecutive working days, the employee will be assigned a temporary pay rate in the
range of the higher classified position. Such pay will be for the period of the temporary
assignment. Temporary assignments must be approved by the Human Resources Director.
An employee who is temporarily assigned to a position with a lower pay range, for any
period, shall not receive a reduction in pay. No such temporary assignment shall exceed
six (6) months unless approved by the County Administrator upon recommendation of the
Human Resources Director.
67)Re-grades. Salary adjustments shall be part of the annual budget process. If salary re-
grades are approved, they will become effective the first day of the new budget's fiscal
year. Persons in positions reallocated shall normally be advanced to the step that grants
the employee a 5% increase in the new pay range. In some circumstances, the reallocated
individual may be placed in a higher step upon recommendation of the Human Resources
Director and the approval of the County Administrator; but only if such higher step
placement is reviewed and approved by the Administration Committee.
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ARTICLE 15 EMPLOYEE PERFORMANCE EVALUATION
Section 1 Purpose. The Performance evaluation program is used to assess an employee's work
performance. The purpose of the employee evaluation is to improve individual performance,
strengthen supervisor-employee relationship, recognized employee accomplishments, and clarify
departmental goals, objectives, and work expectations. .
Performance evaluation reports are considered in personnel decision-making affecting such
things salary advancement,promotions, demotions, re-employment, discharge, and training.
Section 2 Administration. Each Employee shall be evaluated at the following periods:
1) Probationary Period. Each employee shall be evaluated midway through their
probationary period and one month prior to the completion of the probation period.
Completed performance evaluations are submitted to the Human Resources Department
for inclusion in the employee's permanent personnel file.
If the final probation period evaluation is satisfactory, the employee will remain in
County employment. If the initial probation period evaluation is unsatisfactory, the
Department Head should take a corrective approach to outline concerns and expectations.
The employee may be terminated at any time during the probationary period when job
performance is not maintained at a reasonable level or not meeting expectations. Under
these circumstances, there is no recourse through the grievance procedure. If the
probationary period is unsatisfactory, the Department Head notifies the employee of this
and a termination date is determined.
2) Annual Evaluation. Each employee shall receive an annual performance evaluation.
.SW4-- -----det '
fe
3) Special. A special performance evaluation may be completed:
a) Whenever there is a significant change in the employee's performance; and
b) Whenever a supervisor permanently leaves his/her position, in which case the it is
recommended that a Supervisor complete a performance report on each employee
under his/her supervision that has not been evaluated within six months prior to the
date the supervisor is leaving.
Ili ;a foatraaticc 1.;valatatioti `tatidaatls,,..
a) All ajcl.aa fncrruts w111 ttsc th official valatatioti Form 1�aovid d by the IINt�anati
Il�csg;ata.cs :IfDcpaa.ta.ncrcut „boa 411 ty l.cs o� cvalt�atiorus iruclt�diru$ aaaaa 1.a°obatioru, crud of
lea ob2.-io.rrux t i d a>runut�al a v1cws
........ b1....... Al! alp�om acs, 1 tai a t ttta� per orntaa cc cva�uat o t sbafl be reviewed by hee
II Dc as°taaacrut II Ncad bcfoa°c st;tbauaissioru to �1ac:IE Nt�auaaru IE�csottrCeS 1.)ircctor.
........ d........ All 'aaaUan whether the caral lo cc's
l cal aauaaru o t1 ii `ob dtttics 1s satis-_FaaorX or t risatisfactoa° .
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09/02/2014
Section 3 Preparing for the Performance Evaluation. It is important to remember that the
performance evaluation is a reflection of a twelve-month period of employment. It should
accurately portray the job performance over that extended time frame. The evaluator may keep
notes or work samples from that period of time to use in preparation of the performance
evaluation. Whenever possible, a corrective approach is taken in assessing work performance
and planning for future growth and job improvement.
Section 4 Human Resources Director. The Human Resources Director shall be responsible for
the overall administration of the employee performance evaluation programs and shall advise
and assist employees, raters, and Department Heads to ensure that performance evaluation
procedures are handling according to the provisions of this Article.
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