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VIII. Merit Increase Guide Annually a merit increase guide shall <br />be developed for the purpose of distributing merit salary in- <br />creases. The guide will be constructed in such a fashion that it <br />will result in the distribution of merit increases equal to the <br />aggregate of the merit increase pool percentage. <br /> <br />The following is an example of a merit increase guide. <br /> <br />Illustrative Salary Merit Increase Guide <br /> <br /> Position in Grade <br />Performance <br />Rating Lower Middle Upper <br /> <br />Far Exceeds 12-14% 10-12% 8-10 <br />Exceeds 9-11% 7-9% 5-7% <br />Meets Expectations 5-8% 4-6% 2-4% <br />Does Not Meet <br />Expectations -0- -0- -0- <br /> <br />This Merit Increase Guide is illustrative only. It assumes a <br />normal or typical distribution of performance ratings. <br /> <br /> Assumptions: <br /> <br /> - Merit Increase Pool 6.0% <br /> <br /> - Distribution of incumbent's current salaries within <br /> assigned'grade: <br /> <br /> - Lower third: 10% <br /> - Middle third: 80% <br /> - Upper third: 10% <br /> <br /> - Distribution of performance ratings: <br /> <br /> - Far exceeds: 5% <br /> - Exceeds: 20% <br /> - Meets: 75% <br /> <br />In construction of the merit increase guide the following assump- <br />tions shall be incorporated. <br /> <br />o Increase amounts should differ significantly as performance <br /> levels increase. Increase amounts should not overlap; <br /> that is, minimum treatment for the "Far Exceeds <br /> Expectations" manager should be higher than maximum <br /> treatment for the "Exceeds Expectations" performer. <br /> <br /> <br />