netrashetty
Netra Shetty
The Pacific Gas and Electric Company (PG&E), (NYSE: PCG) is the utility that provides natural gas and electricity to most of the northern two-thirds of California, from Bakersfield almost to the Oregon border. It is a subsidiary of the PG&E Corporation.
PG&E was founded in 1905 and is currently headquartered in the Pacific Gas & Electric Building in San Francisco.
The Commonwealth’s compensation philosophy is to pay employees in a
manner sufficient to support and develop a high performance workforce that
provides quality services in a fiscally responsible manner to the citizens of
Virginia.
The compensation philosophy was developed based on the following
underlying principles:
• To provide more flexible base pay systems that tie employee performance to
agency or unit performance.
• To link accomplishments of agency or unit missions, objectives and
operating efficiencies to the funds available for employee salary increases.
• To focus on the value of total compensation, which includes salary and non-
salary benefits such as healthcare, retirement, life insurance; disability
insurance, annual and sick leave.
• To establish base pay that is competitive with the labor market (public and
private).
• To encourage employees to make a performance difference either
individually or through teams where results/outcomes are more important
than entitlements (i.e., seniority, hierarchy or expectation of additional pay
for changing responsibilities).
• To provide salary increases that focus on employees gaining demonstrable
skills and competencies that are critical to the accomplishment of agency or
unit missions.
Based on this philosophy, the Compensation Management System must
recognize, accommodate and support agency differences in organizational
structures and missions; assure that comparable jobs are valued with similar
methodology and assigned to the same Role; promote employee focus on agency
1
missions and outcomes; be market responsive and affordable; be administratively
efficient and responsive; and be easily understood and communicated. The
following goals have been identified in order to support and operationalize the
Commonwealth’s compensation philosophy.
To attract qualified employees.
To retain qualified employees.
To motivate employees by rewarding sustained performance.
To support management in the realization of organization objectives.
The Compensation Management System increases organizational
flexibility, emphasizes career development, fosters a flatter organizational
structure and supports changes in job and work design. Conversely, the former
salary structure was hierarchical, placed emphasis on job duties and
responsibility differences and offered limited recognition of professional
development and career growth opportunities for employees.
The Compensation Management System includes a consolidated job
organization structure and a banded salary structure. The job organization and
pay band salary structure incorporates the wide variety of work performed
by the Commonwealth’s classified employees.
The method in which jobs are organized changes from a classification
system consisting of 1,650 job classes to a consolidated one of approximately
300 broad job Roles. The job organization structure consists of 7
Occupational Families, approximately 60 Career Groups and approximately
300 Roles. Each Role describes the broad array of similar positions that are
reflective of different levels of work within a Career Group or occupational
field and are assigned to one of the pay bands. The approximate 300 Roles
cover the array of jobs of the Commonwealth’s classified workforce. All
agency unique and central agency specific job classifications have been
consolidated into this job organization structure.
The pay band salary structure consists of 9 broad pay bands that
replace the former graded pay plan of 23 salary grades. The transition from a
graded pay plan to the pay band salary structure was a result of a
comprehensive analysis of the class specifications and a review of “best
practices” adopted by public and private organizations with similar pay banding
structures and alternative pay practices. The review included an in-depth
analysis and grouping of the classifications that had similar duties and
responsibilities and comparable knowledge, skills, abilities and qualifications.
Different combinations of the former salary grades were studied to
determine the most logical grouping to achieve the objective of broader salary
ranges. Several different models featuring 5 to 10 pay bands were reviewed.
Dividing the former plan’s 23 salary grades by 3 thus creating 8 pay bands
appeared to be the most logical model. The final determination of the number
of pay bands was based on the analysis and grouping of similar job
classifications. The 9th pay band (beyond grade 23) was added to specifically
address Mental Health physicians that serve as either Facility Directors or
Medical Directors at facilities.
JOB ORGANIZATION STRUCTURE
The job organization structure is arranged into Occupational Families,
Career Groups and Roles. Career Groups and Roles are described in Career
Group Descriptions.
Occupational Family
An Occupational Family is a broad grouping that includes jobs that
share similar vocational characteristics. The primary criterion for designation
to a particular Occupational Family relates to the nature and type of work
performed. The 7 Occupational Families include:
Administrative Services
Engineering and Technology
Natural Resources and Applied Sciences
Health and Human Services
Educational and Media Services
Trades and Operations
Public Safety
Career Group
A Career Group is a major subgroup of the Occupational Family that
identifies a specific occupational field common to the labor market (e.g.
Procurement, Forensic Science, Equipment Repair, Financial Services,
Information Technology, Dentistry, Architecture and Capital Outlay, etc.).
A Role describes an array of similar positions that are a reflection of
different levels of work or career progression within a Career Group. Roles
are intended to be very broad with a single Role encompassing several former
job classifications. For example, the Accountant (grade 9), Budget Analyst
(grade 10), Auditor-Internal (grade 11) and Auditor-External (grade 11) in the
former classification system are consolidated into one Role. Each Role is
assigned to a specific pay band within the salary structure.
The number of Roles in a Career Group varies from one Career
Group to another. Additionally, some Career Groups have dual tracks for
career advancement. For example, a Career Group may have a non-
management track with entry, senior, and expert Roles and a management
track with manager and director Roles. The manager’s Role may be parallel to
and within the same pay band as the staff expert Role.
Career Group Description
A Career Group Description specifies the nature and type of work
associated with a particular occupational field and identifies the progression of
Roles within a Career Group. The Department of Human Resource
Management maintains the master file of Career Group Descriptions
Perhaps two examples can further distinguish how recruiting cultures are unique:
1. In a recruiting culture, involving everyone in recruiting is critical, and organization-wide involvement is certainly the hallmark of FirstMerit Bank, which is one of the newest recruiting cultures that have been developed. Under the tutelage of Michael Homula, the bank achieved amazing recruiting results including a nearly 60 percent referral hire rate without a formal referral program. Practices also include an offer presentation process that requires all candidates given an offer to make referrals; a plan for recruiters and managers to visit the competition to recruit away talent; and a CEO who requested the director of recruiting present at the annual shareholders meeting on the economic impact of recruiting. As you can see, every employee, every new hire, and even managers are expected to be talent scouts and in addition, the CEO was so convinced of the value of recruiting that he placed recruiting on the agenda of the annual meeting.
2. Recruiting cultures are also very aggressive in their approach. In this example, a firm that is building a recruiting culture actively participated in the practice of aggressively poaching top talent from its competitors. When the firm's legal office received a well-written letter challenging the poaching practice from a lawyer at a competing firm, instead of getting intimidated, the head of recruiting acted like a true recruiter and asked for and received permission from their own legal advisors to recruit the lawyer who wrote the cease-and-desist letter. Yes, in a recruiting culture, even lawyers are recruiters.
PG&E was founded in 1905 and is currently headquartered in the Pacific Gas & Electric Building in San Francisco.
The Commonwealth’s compensation philosophy is to pay employees in a
manner sufficient to support and develop a high performance workforce that
provides quality services in a fiscally responsible manner to the citizens of
Virginia.
The compensation philosophy was developed based on the following
underlying principles:
• To provide more flexible base pay systems that tie employee performance to
agency or unit performance.
• To link accomplishments of agency or unit missions, objectives and
operating efficiencies to the funds available for employee salary increases.
• To focus on the value of total compensation, which includes salary and non-
salary benefits such as healthcare, retirement, life insurance; disability
insurance, annual and sick leave.
• To establish base pay that is competitive with the labor market (public and
private).
• To encourage employees to make a performance difference either
individually or through teams where results/outcomes are more important
than entitlements (i.e., seniority, hierarchy or expectation of additional pay
for changing responsibilities).
• To provide salary increases that focus on employees gaining demonstrable
skills and competencies that are critical to the accomplishment of agency or
unit missions.
Based on this philosophy, the Compensation Management System must
recognize, accommodate and support agency differences in organizational
structures and missions; assure that comparable jobs are valued with similar
methodology and assigned to the same Role; promote employee focus on agency
1
missions and outcomes; be market responsive and affordable; be administratively
efficient and responsive; and be easily understood and communicated. The
following goals have been identified in order to support and operationalize the
Commonwealth’s compensation philosophy.
To attract qualified employees.
To retain qualified employees.
To motivate employees by rewarding sustained performance.
To support management in the realization of organization objectives.
The Compensation Management System increases organizational
flexibility, emphasizes career development, fosters a flatter organizational
structure and supports changes in job and work design. Conversely, the former
salary structure was hierarchical, placed emphasis on job duties and
responsibility differences and offered limited recognition of professional
development and career growth opportunities for employees.
The Compensation Management System includes a consolidated job
organization structure and a banded salary structure. The job organization and
pay band salary structure incorporates the wide variety of work performed
by the Commonwealth’s classified employees.
The method in which jobs are organized changes from a classification
system consisting of 1,650 job classes to a consolidated one of approximately
300 broad job Roles. The job organization structure consists of 7
Occupational Families, approximately 60 Career Groups and approximately
300 Roles. Each Role describes the broad array of similar positions that are
reflective of different levels of work within a Career Group or occupational
field and are assigned to one of the pay bands. The approximate 300 Roles
cover the array of jobs of the Commonwealth’s classified workforce. All
agency unique and central agency specific job classifications have been
consolidated into this job organization structure.
The pay band salary structure consists of 9 broad pay bands that
replace the former graded pay plan of 23 salary grades. The transition from a
graded pay plan to the pay band salary structure was a result of a
comprehensive analysis of the class specifications and a review of “best
practices” adopted by public and private organizations with similar pay banding
structures and alternative pay practices. The review included an in-depth
analysis and grouping of the classifications that had similar duties and
responsibilities and comparable knowledge, skills, abilities and qualifications.
Different combinations of the former salary grades were studied to
determine the most logical grouping to achieve the objective of broader salary
ranges. Several different models featuring 5 to 10 pay bands were reviewed.
Dividing the former plan’s 23 salary grades by 3 thus creating 8 pay bands
appeared to be the most logical model. The final determination of the number
of pay bands was based on the analysis and grouping of similar job
classifications. The 9th pay band (beyond grade 23) was added to specifically
address Mental Health physicians that serve as either Facility Directors or
Medical Directors at facilities.
JOB ORGANIZATION STRUCTURE
The job organization structure is arranged into Occupational Families,
Career Groups and Roles. Career Groups and Roles are described in Career
Group Descriptions.
Occupational Family
An Occupational Family is a broad grouping that includes jobs that
share similar vocational characteristics. The primary criterion for designation
to a particular Occupational Family relates to the nature and type of work
performed. The 7 Occupational Families include:
Administrative Services
Engineering and Technology
Natural Resources and Applied Sciences
Health and Human Services
Educational and Media Services
Trades and Operations
Public Safety
Career Group
A Career Group is a major subgroup of the Occupational Family that
identifies a specific occupational field common to the labor market (e.g.
Procurement, Forensic Science, Equipment Repair, Financial Services,
Information Technology, Dentistry, Architecture and Capital Outlay, etc.).
A Role describes an array of similar positions that are a reflection of
different levels of work or career progression within a Career Group. Roles
are intended to be very broad with a single Role encompassing several former
job classifications. For example, the Accountant (grade 9), Budget Analyst
(grade 10), Auditor-Internal (grade 11) and Auditor-External (grade 11) in the
former classification system are consolidated into one Role. Each Role is
assigned to a specific pay band within the salary structure.
The number of Roles in a Career Group varies from one Career
Group to another. Additionally, some Career Groups have dual tracks for
career advancement. For example, a Career Group may have a non-
management track with entry, senior, and expert Roles and a management
track with manager and director Roles. The manager’s Role may be parallel to
and within the same pay band as the staff expert Role.
Career Group Description
A Career Group Description specifies the nature and type of work
associated with a particular occupational field and identifies the progression of
Roles within a Career Group. The Department of Human Resource
Management maintains the master file of Career Group Descriptions
Perhaps two examples can further distinguish how recruiting cultures are unique:
1. In a recruiting culture, involving everyone in recruiting is critical, and organization-wide involvement is certainly the hallmark of FirstMerit Bank, which is one of the newest recruiting cultures that have been developed. Under the tutelage of Michael Homula, the bank achieved amazing recruiting results including a nearly 60 percent referral hire rate without a formal referral program. Practices also include an offer presentation process that requires all candidates given an offer to make referrals; a plan for recruiters and managers to visit the competition to recruit away talent; and a CEO who requested the director of recruiting present at the annual shareholders meeting on the economic impact of recruiting. As you can see, every employee, every new hire, and even managers are expected to be talent scouts and in addition, the CEO was so convinced of the value of recruiting that he placed recruiting on the agenda of the annual meeting.
2. Recruiting cultures are also very aggressive in their approach. In this example, a firm that is building a recruiting culture actively participated in the practice of aggressively poaching top talent from its competitors. When the firm's legal office received a well-written letter challenging the poaching practice from a lawyer at a competing firm, instead of getting intimidated, the head of recruiting acted like a true recruiter and asked for and received permission from their own legal advisors to recruit the lawyer who wrote the cease-and-desist letter. Yes, in a recruiting culture, even lawyers are recruiters.