(1)The administrator of the division of human resources shall establish benchmark job classifications and shall assign all classifications to a pay grade utilizing the Hay profile method in combination with market data. Pay grades established or revised by the administrator shall appropriately weigh Hay points and market data to ensure internal pay equity and market pay equity within the classified service.
(2)It shall be the responsibility of each department director to prepare a department salary administration plan and corresponding budget plan that support the core mission of the department and are consistent with the provisions of section 67-5309A, Idaho Code.
(3)Advancement in pay shall be based on performance, internal pay equity, or external market changes and be provided in a v
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(1) The administrator of the division of human resources shall establish benchmark job classifications and shall assign all classifications to a pay grade utilizing the Hay profile method in combination with market data. Pay grades established or revised by the administrator shall appropriately weigh Hay points and market data to ensure internal pay equity and market pay equity within the classified service.
(2) It shall be the responsibility of each department director to prepare a department salary administration plan and corresponding budget plan that support the core mission of the department and are consistent with the provisions of section 67-5309A, Idaho Code.
(3) Advancement in pay shall be based on performance, internal pay equity, or external market changes and be provided in a variety of delivery methods, including ongoing increases, temporary or conditional increases, and market-related payline moves. Market-related payline moves may advance all eligible employees as well as the structure to avoid compression in the salary system.
(4) Pay for performance shall provide faster salary advancement for higher performers based on a merit increase matrix developed by the division of human resources. Such matrix shall be based on the employee’s proximity to the state midpoint market average and the employee’s relative performance. Such matrix may be adapted by each agency to meet its specific needs when approved by the division of human resources.
(5) No employee shall advance in a salary range based on performance without a performance evaluation on file certifying that the employee meets the performance criteria of the assigned position.
(6) Each employee’s work performance shall be evaluated by the employee’s department through a format and process approved by the division of human resources. The employee shall be evaluated after one thousand forty (1,040) hours of credited state service from the date of initial appointment or promotion and thereafter be evaluated after each two thousand eighty (2,080) hours of credited state service. Employees may be eligible for advancement in pay based on performance if certified as meeting the performance requirements of this section. However, such in-grade advancement shall not be construed as a vested right. The department director shall designate in writing whether such in-grade advancement is temporary, conditional or permanent. It shall be the specific responsibility of the employee’s immediate supervisor to effect the evaluation process. Such evaluation shall be approved by the department director or the director’s designee.
(7) All supervisors who evaluate state employees shall receive training in the evaluation format and process to assure fairness and consistency in the evaluation process.
(8) Notwithstanding any other provision of Idaho Code, it is hereby declared to be the policy of the legislature of the state of Idaho that all classified employees of like classification and pay grade allocation shall be treated in a substantially similar manner with reference to personnel benefits.