Description
Project Title: Paramilitary Forces Contractor Compensation Study Leadership at a major site contractor recently recommended that DOE-SR fund a study: 1) to objectively measure market compensation for technical, professional and management non-Bargaining Unit (non-BU) positions 2) to review employee compensation for the salaried, non-BU workforce, (2) to address pay compression between leadership and the Bargaining Unit (BU) workforce, and to assess the impact of expected attrition from retirements or resignations to accept other employment opportunities The Department of Energy Savannah River Operations Office (DOE-SR) accepted this recommendation and agrees that an objective, professional compensation study of the salaried, non-BU workforce of the contractor is critical and timely. The contractor is having difficulty recruiting leadership (non BU positions) from the BU ranks, because the union members would take a significant pay cut (in one recent case, $14,000 per year) to accept a promotion. For non-BU professional and management positions, the contractor is losing experienced employees to other site contractors that offer higher pay. A compensation study will measure the market competitiveness of compensation for the contractor and develop a plan to address shortfalls or excesses over several years. Objective The Contractor will perform a compensation study of benchmark non-Collective Bargaining Agreement (non-CBA) jobs within identified contracts to determine: The market competitiveness of wages or salaries currently paid by the Contractor. A plan to facilitate career progression from a Bargaining Unit structure to a Non-BU Leadership role Recommendations for short-term and long-term incentives Scope of Work The Contractor will perform a compensation study of benchmark non-union professional and management positions within identified contracts. Steps will include, but are not limited to : Complete market data analysis and forecast by location, site contractors and requisite credentials (security clearances, site experience). Identify matches with published salary surveys as to the greatest extent possible. Conduct custom surveys for those benchmark positions that cannot be matched to surveys. Identify Internal Pay Inequity and/or Pay Parity with Current Employees. Evaluate Automatic Job Progression hourly pay rates Evaluate Current Salary Structures (Business Management, Information Technology, Operations Management and Executive) Create a multi-year salary structure plan to facilitate career progression from a BU structure to a Non-BU Leadership role Develop a merit increase matrix which would be effective with the 2023 Compensation Increase Plan in accordance with DOE established guidelines Identify and document any pay gaps, and make recommendations for how to address pay gaps Identify short-term and long-term incentives to reward and engage current employees to connect the achievement of corporate goals to differentiations in pay based on employee’s performance. In addition, identify incentives to drive top performers for ongoing high achievement. Prepare an analysis of offers for promotions and new hires to address the pay compression issues between senior Lieutenants (CBA members) and Captains (salaried, non-CBA). In addition, the analysis will include the compensation for other critical non-CBA jobs where current pay is uncompetitive and leaves the contractor vulnerable to high turnover and prevents the contractor from retaining a qualified and motivated work force. Deliverables: The Contractor will: Begin the work for the study two weeks after award (October 2021). Provide market data study and forecast by location, site contractors and requisite credentials (security clearances, site experience). Identify matches with published salary surveys. Provide the results of custom surveys for benchmark positions that cannot be matched to published. surveys. Submit the study no later than March 31, 2022. Provide plan for addressing internal pay inequity or pay parity with current employees Provide recommendations for any salary structure changes. Provide a multi-year plan to facilitate career progression from a BU Structure to a Non-BU Leadership role. Provide a merit increase matrix to be considered for inclusion with the 2023 Compensation Increase Plan in accordance with DOE established guidelines. Document any pay gaps and recommend a way to address them. Identify for short-term and long-term incentives to reward and engage current employees Provide an analysis of offers for promotions and new hires and recommend solutions for any weaknesses. (This analysis will show if there is an issue with the PF leadership career path between senior Lieutenants and Captains and recommend solutions. In addition, the analysis will show if there are potential issues with recruiting and retaining new hires in critical positions and recommend solutions. Provide an initial report to the Government for review and comment on survey results no later than April 15, 2022. Provide a final report to the Government no later than May 1, 2022. The final report will: Be in searchable electronic PDF format and two print copies. Be written in such a way as to be easy to read and understand. Be fully licensed to the Government for release in any form (print and/or electronic) and reproduction / dissemination as the Government may determine is necessary.