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HomeMy WebLinkAbout9C Compensation Study Request Report Phone 952.447.9800 / Fax 952.447.4245 / www.cityofpriorlake.com 4646 Dakota Street SE Prior Lake, MN 55372 CITY COUNCIL AGENDA REPORT MEETING DATE: JANUARY 23, 2017 AGENDA #: 9C PREPARED BY: LORI OLSON, ASSISTANT CITY MANAGER PRESENTED BY: LORI OLSON AGENDA ITEM: CONSIDER APPROVAL OF A RESOLUTION AUTHORIZING THE MAYOR AND CITY MANAGER TO EXECUTE THE CITY’S STANDARDIZED PROFESSIONAL SERVICES AGREEMENT WITH KEYSTONE COMPENSATION GROUP LLC TO PREPARE THE INFORMATION REQUIRED FOR THE STATUTORILY MANDATED PAY EQUITY REPORT AND TO CONDUCT A COMPREHENSIVE COMPENSATION PROGRAM STUDY DISCUSSION: Introduction The purpose of this agenda item is to request City Council approval to enter into a contract with the Keystone Compensation Group, LLC for a comprehensive analysis of the City’s compensation program. The contract amount requested is $28,020. Minnesota Statutes require that public employers complete a pay equity report every three years. This study will evaluate the City’s existing job classification system and master salary plan to ensure a proper pay structure for consistency with the market. The study also will develop a defined process for grading and pointing newly established positions and ensuring compliance with State pay equity requirements. Given that 64% of the City’s annual budget is for payroll, it is important to determine if the current pay structure is appropriate or needs adjustment. Recommendations conceived from this study would be brought forward for City Council approval. (More detailed information can be found in the attached proposal.) Background One of the elements of the 2040 Strategic Vision is “Effective City Resources.” The Vision calls for the recruitment and retention of highly capable staff as a key factor in successfully delivering services that meet resident expectations. The information from this study is intended, among other things, to accomplish these ends. The City recognizes the need to periodically review and update its job description classification and compensation systems to remain a competitive employer. The most recent analysis of these systems was conducted in 2007. Over the last 10 years, existing positions’ duties and functions have evolved, and market conditions have changed. It is a 2 common practice for government agencies to review their compensation program and calibrate with the market. This is more important now that the economy has emerged from a major recession and the unemployment rate has declined to a pre-recession level. Minnesota’s unemployment rate is ranked 11th lowest in the nation at 4.0%, which impacts the City’s ability to recruit and retain quality staff. For example, 13 full and part-time positions were vacated in 2016 that required recruitment. The City anticipates several retirements and significant turnover of the workforce over the next two years, losing institutional memory and valuable experience. In addition, little documentation is available on the City’s current job evaluation system which limits the City’s ability to reevaluate current jobs or evaluate new positions based on changes in business requirements. Current Circumstances Several factors influenced the decision to pursue this study in now: 1. Pay Equity. In 1984, the state legislature passed the Local Government Pay Equity Act which requires all public jurisdictions (cities, counties, schools) to eliminate any gender-based wage inequities in compensation. Subsequently, each local government unit is required to submit current pay equity reports once every three years. Achieving pay equity usually means (1) that all jobs are evaluated and given points according to the level of knowledge and responsibility required to do the job; and (2) that salary adjustments will be made if it is discovered that a female dominated class is consistently paid less than male-dominated jobs with similar points. The City’s pay equity report is due in 2017. 2. Labor Negotiations. The city will negotiate three labor agreements in 2017 for years 2018-2020. Salary grades and steps are established as part of the contract and cannot be changed once adopted without reopening negotiations. By completing the compensation study in 2017, the City will have updated job positions, appropriate pay scales, comparison data from other communities and accurate information moving into negotiations. The study will evaluate the City’s competitive pay position relative to the market provide the necessary benchmarking information needed to negotiate these contracts. While the city has the obligation to bargain in good faith, the information from this study will provide important information to be utilized in that process. 3. FY18 Budget. The results and recommendations of this study will be factored in one respect or another into the FY18 budget. A deliverable of the Keystone proposal is conducting a budget impact analysis of the report’s recommendations. 4. Ongoing Compensation Program Compliance and Support. The City has not been able to secure reliable support to maintain the current job classification system and address job changes. This 3 study will provide the City with a credible job evaluation system to maintain our job classification process and ensure pay equity compliance going forward without substantial reliance upon outside assistance. Conclusion City staff recommends retaining an external expert to conduct the analysis of the City’s compensation program. City staff does not have the expertise nor the capacity to conduct such a study. Once completed the staff would implement the results on an ongoing basis. Also, an external expert ensures neutrality by using a well-established methodology and is more likely to be perceived as unbiased by staff. City staff recommends the Keystone Compensation Group, LLC as the vendor for this project. Keystone has significant experience working with several cities and counties around the state (see attachment for more information and bios of key staff) and has received high marks from other municipal human resources staff in the metro area. Key deliverables of the Keystone proposal include: 1. Review of all city job descriptions, including interviews with staff and supervisors 2. Evaluate all city jobs using the Keystone Job Leveling System. (See attached proposal). 3. Conduct a statistical analysis of the current pay program. 4. Conduct market pricing research for City benchmark jobs and prepare comparisons with the market. 5. Prepare budget impact analysis for proposed salary ranges. 6. Develop final recommendations into a report. 7. Presentations and meetings with city leadership and elected officials as necessary. Keystone anticipates the work can be completed by early summer 2017. FINANCIAL IMPACT: The City received two proposals for this study. One from Keystone in the amount of $28,020 and the other, from Arthur J. Gallagher & Co. in the amount of $34,791. Since this expenditure was not included in the 2017 budget, a budget amendment is necessary. The recommended funding source is the general fund balance. ALTERNATIVES: 1. Motion and second to (1) enter into a standardized professional services contract with the Keystone Compensation Group, LLC in the amount of $28,020 for a comprehensive analysis of the City’s compensation program and (2) approve a budget amendment to the Human Resources budget in the amount of $28,020 from the general fund reserves to fund this study. 2. Take no action and direct staff with respect to this agenda item... RECOMMENDED MOTION: Alternative #1 4646 Dakota Street SE Prior Lake, MN 55372 RESOLUTION 17-___ A RESOLUTION AUTHORIZING THE MAYOR AND CITY MANAGER TO EXECUTE THE CITY’S STANDARDIZED PROFESSIONAL SERVICES AGREEMENT WITH KEYSTONE COMPENSATION GROUP LLC TO PREPARE THE INFORMATION REQUIRED FOR THE STATUTORILY MANDATED PAY EQUITY REPORT AND TO CONDUCT A COMPREHENSIVE COMPENSATION PROGRAM STUDY Motion By: Second By: WHEREAS, The City recognizes the need to periodically review and update its job classification and compensation systems to remain a competitive employer. WHEREAS, Given that 64% of the City’s annual budget is for payroll, it is important to determine if the current pay structure is appropriate or needs adjustment. WHEREAS, The most recent analysis of the compensation program was conducted in 2007. WHEREAS, Several factors influenced the decision to pursue this study in 2017, including pay equity reporting and labor negotiations. WHEREAS, City staff does not have the expertise nor the capacity to conduct such a study. WHEREAS, An external expert ensures neutrality by using a well-established methodology and is more likely to be perceived as unbiased by staff. WHEREAS, Staff recommends the Keystone Compensation Group, LLC as the vendor for this study. WHEREAS, The 2017 Human Resources budget is amended to reflect the expenditure of $28,020 from general fund reserves balance to complete the compensation study. NOW THEREFORE, BE IT HEREBY RESOLVED BY THE CITY COUNCIL OF PRIOR LAKE, MINNESOTA as follows: 1. The recitals set forth above are incorporated herein. 2. The Mayor and City Manager are hereby authorized to enter into a standardized professional services contract with the Keystone Compensation Group, LLC in the amount of $28,020 for a comprehensive analysis of the City’s compensation program. 3. The 2017 general fund is amended by the addition of $28,020 for Human Resources (101- 4182.00-53100.80) expenditures to fund the compensation study. Passed and adopted by the Prior Lake City Council this 23 day of January, 2017 C:\Users\aschroeder\Desktop\17-XXX Compensation Study.docx 2 VOTE Briggs McGuire Thompson Braid Burkart Aye ☐ ☐ ☐ ☐ ☐ Nay ☐ ☐ ☐ ☐ ☐ Abstain ☐ ☐ ☐ ☐ ☐ Absent ☐ ☐ ☐ ☐ ☐ ______________________________ Frank Boyles, City Manager Proposal Compensation Program Review For City of Prior Lake, Minnesota 12/20/2016 Prepared by: Keystone Compensation Group LLC 3316 Ensign Ave N Minneapolis MN 55427 Telephone: 612-810-3522 E-Mail: Sabboud@keystonecomp.net Web: www.keystonecomp.net December 20, 2016 Compensation Program Review for Prior Lake Keystone Compensation Group LLC Confidential Page 2 Table of Contents Topic Page # Background and Objectives ------------------------------------------------------------------------------- 3 Project Summary and Deliverables ---------------------------------------------------------------------- 3 Framework for Conducting Compensation Program Review -------------------------------------- 4 Steps for Completing This Study ------------------------------------------------------------------------- 5 Project Team and Related Experience ------------------------------------------------------------------ 8 Estimated Financial Budget and Preliminary Timeline ---------------------------------------------- 9 Proposal Approval ------------------------------------------------------------------------------------------ 10 Biographies of Project Team ------------------------------------------------------------------------------ 11 December 20, 2016 Compensation Program Review for Prior Lake Keystone Compensation Group LLC Confidential Page 3 Background and Objectives City of Prior Lake (City) requested a proposal from Keystone Compensation Group LLC for providing compensation consulting services. These services include reviewing the current job descriptions, conducting employee interviews, evaluating City jobs, conducting a competitive market analysis, and preparing recommendations for updating the City’s salary ranges. The City has about 90 full-time and part-time employees in approximately 55 job classifications. The City uses a step pay program with varying number of steps, ranges spread, and years to maximum. Insufficient documentation is available on the current job evaluation system; and the current compensation program has not been reviewed for several years. This proposal outlines our understanding of the scope of this study, steps we would take to meet its objectives, approximate timeline, and an estimate of the financial budget to complete the work. Project Summary and Deliverables 1. Conduct a meeting with City leadership to review and evaluate the current compensation program and explore alternatives, discuss compensation strategy, and set the overall direction for the project. Consultant would also assist with selecting the initial peer group for the City. 2. Provide high level review for the current job descriptions and interview employees to confirm job duties, ensure consistent terminology, and validate job requirements. Step is completed with administrative support from City staff. 3. Evaluate City jobs using the Keystone Job Leveling System (fact sheet provided). 4. Benchmark City jobs using the League of Minnesota Cities Survey. 5. Conduct competitive market analyses and comparisons for City jobs. 6. Calibrate the current wage structure and align it with the market. 7. Perform statistical analyses and create scatterplots to illustrate the relationship between City pay level, market, and program internal equity. 8. Prepare recommendations for revising the current wage structure based on internal job evaluation results and market analysis. 9. Work with City staff to prepare a cost estimate for the impact of the recommended wage structure on total payroll budget and individual employees pay. 10. Prepare a summary to outline study processes and analysis and their implications on City’s compensation program. 11. Throughout the project create opportunities for City leadership to be involved as deemed necessary by the project team. The goal is to inform and build credibility in the program review process and study outcomes. 4 | P a g e Framework for Conducting Compensation Program Review for The City of Prior Lake Leadership Discussion of Compensation Strategy and Future State Confirm and Revise Job Descriptions Based on Employees Input Evaluate Jobs Benchmark Jobs & Collect Market Data Review Survey Data and Build Compensation Database Statistical Analysis of Market & City Data Prepare Pay Comparisons and Confirm Internal Equity Calibrate Wage Structure and Job Levels Determine Financial Budget Impact of New Ranges Develop Recommendations Prepare Final Project Summary Review Results with City December 20, 2016 Compensation Program Review Keystone Compensation Group LLC Confidential Page 5 Steps for Completing This Study The lead consultant typically starts the project with an initial planning meeting with the City Project Team (City Manager and Assistant City Manager) and other stakeholders as appropriate. The purpose of this meeting would be for the City team and the consultant to exchange the necessary information related to this project, discuss the overall process, and approve the project timeline. Keystone proposes the following steps for completing this study: 1. Initial planning meeting with leadership a. Review current pay practices and confirm deliverables. This includes gathering current compensation program information and outline important areas to be addressed. b. Discuss City’s compensation strategy. This includes discussing the market for talent (peer group selection), where the City would like to stack its pay program relative to the market, program design, and compensation administration guidelines. c. Confirm pay structure design (steps and spread) to align with the stated compensation strategy. d. Discuss process for collecting market data, job descriptions review, employee interviews scheduling, and City staff involvement in supporting the interviews. 2. Review job descriptions a. In our call with the Assistant City Manager we learned that job descriptions need to be reviewed with employees to validate job contents. Our review would be for general consistency and to provide an outside perspective for maintaining these descriptions by the City. b. The review process involves asking employees and their supervisors to make initial round of review to confirm that most current job documentation. c. City staff would schedule employee interviews at the rate of 25 minutes for each job. This step assumes all job documentations are available in MS Word format. City’s administrative staff would make revisions and finalize each document after interviews. d. The process does not involve asking employees to complete Position Description Questionnaires but to confirm key job duties and add important information. e. Depending on the overall project schedule, the consultant could provide an overview on writing job descriptions to Supervisors to help them focus on key components. This alleviates the possibility of employees spending too much time writing long documents with little impact on outcomes. 3. Evaluate City jobs using the Keystone Job Leveling System a. Keystone Job Leveling System would be used to evaluate City jobs. A factsheet about the system is provided to explain the compensable factors used in the evaluation. b. As a background, Keystone Consultants have extensive experience with point-factor job December 20, 2016 Compensation Program Review for Prior Lake Keystone Compensation Group LLC Confidential Page 6 evaluation systems and generally recommend such system if the current job evaluation process is not working well. Dr. Abboud has been involved in multiple revisions of point factor systems since 1990. This system does not require proprietary computer software and uses Excel program for job scoring and record keeping. City would receive a system manual as part of this project. c. Evaluate all (50-55) jobs and review the results with the City project team. This step typically requires multiple revisions and includes input from managers in order to minimize the need for job review requests later and after program rollout. In our experience, this happens when managers are not involved in the calibration of their department jobs. d. The final evaluations would be used in combination with market data to assign jobs to grades and to update the City’s wage structure. e. Keystone would provide City with a job review request form to be used for future job re- evaluation requests when jobs change significantly. 4. Conduct statistical analysis for the current pay program a. Review historical analysis and current individual employees’ compensation and grades. b. Conduct appropriate statistical analysis and prepare scatterplots to help understand patterns and trends as well as any existing internal equity issues. c. Summarize findings and develop a possible course of action to correct issues. d. Share results of these analyses with the project team/management as needed. 5. Conduct market pricing for City benchmark jobs a. Use job descriptions and reporting relationships to match City jobs to the League of Minnesota Cities Compensation survey benchmark jobs. b. Collect base pay data from the public sector survey (LMNC). Statistics we collect are actual pay and salary range information. c. Scrub survey data to make sure that matches by peer group cities are valid. We may call some participants to verify some rates, if necessary. d. If no solid benchmark match for a job is available, the job would be slotted in the grade structure using its job evaluation points and internal comparisons with other jobs within the City. e. Review market analysis with City team to ensure understanding of the results and their implications. December 20, 2016 Compensation Program Review for Prior Lake Keystone Compensation Group LLC Confidential Page 7 6. Prepare comparisons with the market and calibrate salary ranges a. Use market data and job evaluation points to evaluate the current ranges and compare them with the market. b. Prepare scatterplots and trend lines for the new ranges and actual salaries to illustrate City’s pay position relative to the market. This step also helps identify any anomalies or potential issues with internal equity going forward (State Pay Equity Act). c. Use market pricing data and general trend surveys to recommend 2017 grade ranges. d. Review outcomes with City team before moving to next step. 7. Work with City staff to conduct budget impact analysis for the proposed ranges a. City prepares employee roster and compensation data using a template provided by Keystone. b. Evaluate wages for employees relative to market and the new ranges. c. Create an overall summary of the budget impact for the recommended ranges. d. Determine salary actions needed and provide recommendations. e. This step is typically completed in collaboration with City staff. 8. Opportunity for stakeholders’ involvement The success of this project will depend on making sure that key stakeholders are informed or involved as necessary. This enhances the trust in the final outcomes and helps with open communications and transparency. Meetings with the City Manager, Assistant City Manager, and Department Heads may be held as necessary to inform about the process, describe how the program works, and to receive feedback (budget is based on actual number of onsite meetings held). 9. Prepare the final summary Consultant would prepare a summary that includes methodology, benchmark analysis results, specific observations, and recommendations. All information would be provided to City electronically. City would also receive a copy of the Keystone Job Leveling System with its final job evaluation points and grade assignment to maintain system internally. 10. Ongoing program support We approach this study as being your business partner invested in the success of this program. Our goal is to ensure knowledge transfer from consultant to City staff and to help the City sustain the program internally going forward. We would be available to support the City after project completion and to answer questions. Simple and short inquiries are answered at no additional cost, while more substantial work would be quoted on a project basis. December 20, 2016 Compensation Program Review for Prior Lake Keystone Compensation Group LLC Confidential Page 8 Project Team and Related Experience This project would be led by Dr. Saado Y. Abboud who would be the first contact for the City. Stefan Peterson, a Sr. Consultant with Keystone, assists with employee interviews and provides benchmarking and analytical support to this project. Among the specific experience that Saado has related to public sector compensation and this study: 1. Currently managing a compensation survey with 14 major counties and large cities in Minnesota covering over 160 jobs. Counties and cities like Hennepin County, Ramsey, Dakota, Anoka, St. Louis County, Olmsted, Stearns, Washington, Sherburne, Carver, Scott, City of Rochester, City of Bloomington, and other agencies participate in this annual market study. 2. Had managed the annual market survey for Minnesota metro cities and counties for over 12 years (Stanton Group Metro Survey). This survey is currently part of the League of MN Cities Survey. 3. Extensive experience with developing and implementing compensation programs in various industries including government, non-profit, and private sectors. 4. Has significant experience working with several counties and cities. Among our client Counties and Cities: Scott, Dakota, Anoka, City of St. Louis Park, City of Faribault, City of Chanhassen, City of Rochester, City of Hutchinson, City of Maplewood, City of Apple Valley, Carlton County, McLeod County, and Crow Wing County among others. 5. Saado also co-authored a ground-braking article in the WorldatWork Journal on the performance-based compensation program at Scott County. He received Author of the Year Award in 2011 for writing this article. 6. Many years of experience as a corporate compensation manager, a professional consultant, and Board leadership of several professional compensation associations. December 20, 2016 Compensation Program Review for Prior Lake Keystone Compensation Group LLC Confidential Page 9 Estimated Financial Budget and Preliminary Timeline Notes 1. Keystone would invoice the City after completion of each key milestone (steps 2, 4, 8). 2. This estimate is a not-to-exceed amount and is based on our understanding of the scope of the project. 3. Timeline is a placeholder for steps. Upon accepting proposal, consultant would prepare a project plan with more precise timeline and desired completion date while giving each step enough time for proper completion. 4. This budget and timeline may be adjusted if the City modified project processes. Step Description Tentative Timeline Total Comments 1 Initial planning, document collection, roles and responsibilities, and timeline approval Weeks 1-2 $900 With City Manager and Assistant City Manager 2 Initial job review, job interviews, high level update (50-55 jobs)Weeks 3-8 $8,750 City administrative staff to support documents update 3 Evaluate jobs using Keystone Job Leveling System, calibration with managers, and finalize results Weeks 9-14 $5,040 Involves reviewing with department managers 4 Benchmarking of Jobs Weeks 10-14 $5,040 League of MN Cities Survey (peer group) 5 Compensation analysis, update structure, compliance check, recommendations Weeks 15-18 $2,520 6 Program costing and budget analysis Week 19 $900 Identify employees outside the established pay range 7 Update meetings with project team and Department Heads (three onsite meetings)Varies $2,520 Onsite meetings based on key milestones 8 Final presentation to the City Council. Includes preparation and onsite meeting.Project End $750 Work with City Manager and staff on contents 9 Final summary, project documentation, administrative Varies $1,600 Electronic documents provided Overall Budget Weeks 1- 20 $28,020 Duration varies based on availability of City staff December 20, 2016 Compensation Program Review for Prior Lake Keystone Compensation Group LLC Confidential Page 10 Why Keystone! 1. Client Relationship Focus: Our consultants emphasize strong relationships with our clients based on mutual respect, responsiveness, and a genuine desire to help. 2. Knowledge and Expertise: With an average experience of 25 years in the field, our consultants have acquired significant knowledge and expertise in various industries and organizations. 3. Our Values: Integrity, excellence, and service guide our working relationship with our clients. 4. Business Acumen: We invest significant amount of time upfront to better understand the issues are resolving. We view compensation as a strategic investment that organizations make in their employees. Our role is to help clients manage this investment in order to better attract, motivate, and retain their talent and improve their business outcomes. Proposal Approval This proposal is prepared based on our understanding of the scope of the services requested. Additional work outside of the scope may be priced separately upon request from the City. We can start this study within two-three weeks after receiving approval for this proposal. Specific dates may be determined once the project is approved. We are privileged to be considered for this project and look forward to the opportunity to work with you on this important study! If you have any questions, please call Saado Abboud at: 612.810.3522 or email him at: sabboud@keystonecomp.net . If you approve this proposal, please sign below and return a copy of this page this agreement to Saado Abboud at: sabboud@keystonecomp.net City Authorized Signature: Approved by Title Date December 20, 2016 Compensation Program Review for Prior Lake Keystone Compensation Group LLC Confidential Page 11 Keystone Compensation Group, LLC Principal Consultant 3316 Ensign Ave North Minneapolis MN 55427 Tel: 612.810.3522 Sabboud@keystonecomp.net www.keystonecomp.net Saado Y. Abboud, Ph.D. Saado is a founding partner of Keystone Compensation Group LLC with over twenty five years of experience in the field of compensation. His experience involves all phases of compensation program development, strategy, design and management. His clients include organizations in private, public sector, and nonprofit. He consults with top executives and board of directors on executive compensation design and management. His combined experience in managing compensation programs within a Fortune 100 company and as a professional consultant gives him a balanced view for solving compensation issues. Most recently Saado served as Vice President, Compensation Practice for Stanton Group, a regional consulting and survey research firm in Minneapolis. He worked closely with business and HR leaders as well as Boards of Directors to develop rewards programs for executives, middle management, and other employees. Saado’s compensation experience includes developing base pay, short-term and long-term incentive programs to attract and motivate employees. He also helps his clients with communicating reward programs. Prior to joining Stanton Group, Saado spent several years in a senior leadership position at Best Buy Co. with responsibilities over corporate compensation programs as well as executive compensation. Among his other accomplishments was taking a key role in restructuring the HR function and leading several technology initiatives to support business growth. He contributed articles and interviews to several trade publications, including Workspan, a monthly journal for total rewards professionals, Minnesota Bankers News and the Twin Cities Business Journal. Early in his career, Saado taught at the college and graduate school levels, domestically and abroad. He has a doctorate and master’s degrees from the University of Minnesota in Quantitative Analysis. He also received his MBA degree in Corporate Finance from the University of St. Thomas. Saado is a certified compensation professional (CCP), a member of WorldatWork, and past Chairman of the Local Network Advisory Board for WorldatWork. Saado also served for several years on as the Chairman of the Twin Cities Compensation Network Board of Directors. December 20, 2016 Compensation Program Review for Prior Lake Keystone Compensation Group LLC Confidential Page 12 Keystone Compensation Group, LLC Principal Consultant 3316 Ensign Ave North Minneapolis MN 55427 Tel: 952.270.1114 Speterson@keystonecomp.net www.keystonecomp.net Stefan K. Peterson, CCP Stefan is a Senior Compensation Consultant at Keystone Compensation Group LLC with over thirty years of experience in the field of compensation. His experience involves managing compensation, benefits, and human resources systems. His compensation and benefits career included organizations in the healthcare, retail, technology, and manufacturing industries. His experience in managing compensation and benefits programs within Fortune 100 companies and midsize organizations uniquely qualifies him to solve diverse client challenges. Most recently Stefan served as Sr. Director of Compensation and Benefits at Fairview Health Services, a premier healthcare organization in Minneapolis. He had responsibility over a team charged with the redesigning of compensation and benefits programs as well as the implementation of new human resources and payroll systems. He also provided executive compensation consulting services and developed HR Committee meeting materials. Stefan’s compensation experience includes developing base pay, short-term, and long-term incentive programs to attract and motivate employees. Prior to joining Fairview Health Services, Stefan held several senior leadership positions at Nash Finch Company, Pearson Inc., National Computer Systems, BMC Industries, Alliant Techsystems and Honeywell Inc. In all these organizations he had broad responsibilities over base pay programs, job evaluation, and executive compensation. Stefan has a Master’s degree from Gonzaga University in Human Resources Management and a Bachelor’s degree in Political Science from University of North Dakota. He has been a faculty member at the Metropolitan State University for over twenty years teaching compensation and benefits classes. He is a Certified Compensation Professional (CCP) and a Senior Professional in Human Resources (SPHR). Stefan is a member of WorldatWork and the Twin Cities Compensation Network (TCCN). He also served on the Twin Cities Compensation Network Board of Directors.