Consultants recommend market‑anchored pay structure, step model for hourly staff

Total Rewards Consulting told the Urbandale Community School District board that it has completed an internal job‑evaluation and market‑pricing study and recommends a pay structure anchored to the 50th percentile of the chosen market.

The consultants, Krista Evans and Jenna Benwell, said the study used job description questionnaires (JDQs) completed by employees, supervisor review and external market sources to benchmark roughly 80% of district positions, covering 85% of employees. ‘‘The correlation coefficient was 97%,’’ Evans said, describing a strong statistical match between the internal job evaluation points and market estimates.

Why it matters: The district’s leadership asked for a system that balances internal job consistency with external competitiveness. The firm recommended a step structure for nonexempt positions (six steps to midpoint at 2.5% increments, then five steps to maximum at 2%) to move entry‑level employees more quickly toward market median. For exempt employees, the consultants recommended an open range (midpoint = 50th percentile; minimum 85%, maximum 125%) to allow hiring and merit flexibility.

Key details and implementation options: The consultants said they considered and rejected a higher anchor (a blend with the 75th percentile) because of cost. They proposed three approaches for incumbents already paid above new maximums: a hard red circle (no base increase), a recommended soft red circle (non‑base lump‑sum or stipend), or no limit (allow base pay to continue climbing). The firm recommended the soft red circle.

Consultants described maintenance expectations: a market review every two to three years, annual ‘‘aging’’ of the structure to keep pace with the market, and step movement for nonexempt employees when the district has funds. They also said HR staff received training on the job‑evaluation tool so the district can maintain the system.

Board questions and context: Board members asked how the plan interacts with negotiated groups. The consultants said implementation would be coordinated with union leadership (the UEW) and that some increases are determined by collective bargaining; the proposed structure would be a tool to guide negotiations. Board members also asked how to place incumbents already inside a grade; consultants said implementation choices (which employees to move and by how much) will shape first‑year costs and recommended running multiple costing scenarios with finance staff.

What’s next: District leaders will review cost options and discuss sequencing with the consultants and unions before the board is asked to adopt particular implementation steps or any budget changes.