Recommendations

1. Continue the analysis of the data gathered during this project to determine the correlation, if any, between significant compensation lags and vacancies/turnover in the State. Determine the degree to which working conditions affect recruitment and retention.
2. Conduct surveys or contract for a study that sheds light on the factors that influence an employee’s decision to work for the State or leave for a job with another employer. The State does not have a policy on exit interviews, but such a policy could help the State identify other factors it needs to address besides compensation.
3. Establish a State compensation policy to determine generally where the State wants to position itself in the labor market and that ensures the State employer can attract and retain a qualified workforce.
4. For future surveys of total compensation, contract with a human resources consulting firm or professional survey organization, or augment State personnel resources, to ensure the shortcomings of this first survey are corrected. Private sector data should allow for “total compensation” comparisons, and all data should be weighted.
5. Given that some public sector classifications simply do not exist in the private sector, evaluate how best to measure the State’s competitiveness in the labor market for these uniquely public occupations. For future surveys, consider modifying the benchmarks to ensure the best representation of the State’s workforce.