Creative Management Solutions, Inc.CITY OF ROSEMEAD
A CREATIVE
MANAGEMENT
SOLUTIONS, INC.
Work Proposal.
September 22, 2008
CRE47II/EMANAGL7b USOLMONS, INC
•
HUMAN RESOURCE CONSULTANTS,-
September 22, 2008
Matthew E. Hawkesworth
Assistant City Manager
City of Rosemead
8838 E. Valley Boulevard
Rosemead, CA 91770
City-Wide Classification, Total Com ensatio
and Performance Evaluation Stud
RFP# 2008-04:
Dear Mr. Hawkesworth:
Thank you for providing us with the opportunity to present our proposal to conduct a •
Classification and Total Compensation Study for the City of Rosemead. Human
Resources staff has addressed our questions related to the City's current compensation
and benefits practices. The goals of the study and work requirements have been clearly
identified in the City's Request-For-Proposal.
This program will afford the opportunity to validate the City's market positioning with
agencies that are part of an approved labor market definition and to consider total
compensation practices. The work plan provides for the analysis of current full-time and
part-time positions in order to establish appropriate job classifications and range
assignments. Using an independent consultant will facilitate an effective analysis of all of
the major compensation and benefits elements that are part of total compensation.
We look forward to the opportunity to work with the City on this critical project.
I can be reached at (714) 281-7300 if you should have any questions. Our fax number is
(714) 281-3149 and you can also contact me directly via e-mail at barrycros@adelphia.net.
Sincerely,
IBR C. r~,~ n.
Barry C. Newton, CCP and Managing Director
Creative Management Solutions, Inc. (CMS) •
1 8205 East Somerset • Anaheim, Ca 92808-2315 . (714) 777-2409 . Fat (774) 281-3149 . WWW.CreafivemgtsolLdons.com
City of Rosemead Classification, Total Compensation, and Performance Appralsal Study. CMS Work Agreement 0=2/08
A PROJECT INTRQDUCTION'LL
The City of Rosemead is a General Law City incorporated in 1959 and located in the
San Gabriel Valley. This municipality operates under a City Council/City Manager form of
government. The City serves a population of over 60,000 residents and provides a range of in-
house and contract services through nine departments. The City is seeking an independent total
compensation analysis of its 65 regular full-time positions and 140 part-time positions. Under the
City's classification plan, there are benefited and non-benefited part-time positions. All employees
having full-time or three quarter time status are par of the merit compensation plan. The City's labor
agreement provides that the City's salary ranges to be 4% of the market average as of July 1st of
each year.
The study will entail a job analysis of these positions to establish appropriate classifications,
including essential functions, qualifications and modification of its job descriptions to depict current
job functions, qualifications guidelines, and physical standards. The Consultant will be asked to
present recommendations concerning the labor market definition and total compensation elements
as part of the process. The total compensation analysis will include the collection and presentation
• of market data, using approved benchmarks, and the presentation of oral and written
recommendations related to the City's program. The work will be coordinated with the City
Manager's Office, and.designated parties, and will include planning and orientation meetings and
the documentation of classification and compensation procedures.
This program is designed to achieve a number of important goals. First, the City will
have current and representative classification specifications that can be used for recruitment,
selection, training, and performance appraisal purposes, and will achieve conformance with
ADA Guidelines. Second, appropriate survey benchmark jobs will be identified that will
maximize the number of valid survey matches that can be drawn from the marketplace. Third,
internal salary relationships charts will be available for establishing appropriate differentials for
the City's classifications and recognizing the value of more unique job classifications. Fourth,
the City's five-step pay structure will be evaluated to achieve an appropriate balance between
market rates and internal job value and the City's benefit practices will be analyzed in relation to
the marketplace to determine the extent to which the benefit elements and employer
contributions are consistent with the labor market. Fifth, the impact of classification and
compensation changes will be considered and action plan presented for the implementation of
necessary equity adjustments, given consideration of the City's financial resources and labor
practices. Finally, the Performance Appraisal Plan will be analyzed and improved, followed by
training and orientation sessions with City Staff.
• Creative Management Solutions, Inc
City of Rosemead Classification, Total Compensation, and Performance Appraisal Study. CMS Work Agreement 0922108 . •
B WORK PLAN
I. Phase One: Project Planning and Communications
Initiate project planning meetings with the Assistant City Manager and designated
management personnel, and brief employee representatives as to the goals of the study
and work plan.
2. Collect and review organizational and background materials, including the City's existing
class specifications, salary resolutions related to different bargaining units, Personnel
Rules, memorandums of understanding, and benefit summaries in order to develop a more
complete understanding of the current total compensation plan, and to establish the City's
labor market definition and factors to be evaluated in the survey. Review the Citys health
and welfare plan contributions and certification and premium pay practices as part of total
compensation.
3. Discuss job analysis procedures for reviewing the position description questionnaires and
classification recommendations, and create employee and management appeals process.
4. Draft communications letter to introduce the study goals, work plan, and timeline for the •
study; consider intranet and web-based applications for accessing study forms.
5. Conduct four orientation meetings with employees on scheduled date to provide overview
of study and to explain how to complete the position questionnaires.
II. Phase Two: Job Analysis and Employee Interviews
1. Review completed position description questionnaires and prepare follow-up inquiries for
interviews with employees and supervisors; use City-provided records to verify status of
received questionnaires.
2. Conduct interviews with managers, supervisors, and at least one employee in each of the
City's job classifications; multiple incumbents may be interviewed at the same time in the
same job classification for highly populated jobs.
3. Obtain work documents as needed to clarify employee responsibilities and job
requirements; use related fact-finding techniques to establish job requirements, including
physical standards.
4. Provide periodic status report to address major progress, as requested.
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City of Rosemead Classification, Total Compensation, and Performance Appraisal Study. CMS Work Agreement: 09=08
III. Phase Three: Development of Draft Class Specifications
1. Submit draft model class specification to show organization and format to be used for
remaining jobs.
2. Write class specifications by studying position questionnaires, interview notes, organization
charts, and related City documents.
3. Depict job identification information, distinguishing characteristics, essential functions, and
qualifications, as well as physical standards.
4. Review and update preliminary class specifications to achieve greater consistency in
experience, education, and certification requirements by occupational grouping and job
level.
5. Determine benchmark job classifications that will be part of compensation analysis.
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IV. Phase Four- Presentation of Classification Plan and consideration
of Management and Employee Appeals
1. Develop classification study analysis, including the job classifications by family and
occupational grouping, and prepare Classification Maintenance Manual and Guidelines.
2. Recommend assignment of each position to the appropriate classification on the basis of
position description questionnaires, interviews, and supporting data.
3. Presented update class specifications for review by City Manager's Office.
4. Consider and address management and employee concerns related to the
recommendations using approved procedures.
5. Provide periodic status report to address major progress, as requested.
Creative Management Solutlo Inc
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City of Rosemead Classification, Total Compensation, and Perfonnance Appraisal Study: CMS Work Agreement 09/22108
V. Phase Five- Market Compensation Analysis
1. Contact survey participants to assure that valid data has been presented; address
questions concerning benchmark job matches, salary plans, and benefit practices.
2. Present separate salary comparisons for each benchmark classification, based upon at
least four benchmark job classifications, in relation to the prevailing market rate, given
earlier planning discussions.
3. Conduct analysis of premium pay, health and welfare, paid time off, and long-term
income contributions and present City's practices in relation to the market.
4. Show City's market positioning by job classification and occupational grouping.
5. Present study results related to the City's total compensation positioning, when
accounting for salary and benefits plans.
VI. Phase Six: Job Evaluation and Setting of Internal Salary
Relationships
1. Establish the City's compensable job' evaluation factors, definitions, and levels, in
conformance with the provisions of the Equal Pay Act, based on the Rosemead
classifications, and considering skill, mental effort, responsibility, and working conditions,
and recognizing changes in ADA and FMI A regulations, as well as OSHA standards.
2. Evaluate each job in order to establish internal hierarchy of classifications, using whole job
method, factor comparison method, or point factor method of job evaluation, given prior
management approval, and based upon factors such as scope and impact of
responsibilities, knowledge, interfaces, supervision exercised and received, budgetary
authority, and working conditions, as identified in the Classification Plan.
3. Develop internal salary relationships charts to depict appropriate differentials between
classifications in job families, occupational groupings, and departments, so as to avoid and
correct potential pay compaction issues.
4. Prepare and present guidelines associated with proper salary range differentials between
classifications that can be used for future comparisons, including benchmark jobs acid
directly related jobs; explain other criteria related to job evaluation factors and staffing
levels to help distinguish separations in jobs.
5. Provide periodic status report to address major progress, as requested.
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• City of Rosemead Classification, Total Compensation,.and Performance Appraisal Study: CMS Work Agreement 09=08
VII. Phase Seven: Salary Range Recommendations and Cost Impact
Analysis
1. Evaluate market survey rates in accordance with the City's target compensation rates and
internal job value.
2. Analyze City's current pay structure design and determine whether it should be used or
whether plan modifications should be adopted to improve alignment with City's
Classification plan, job families, and market practices.
3. Assign jobs to salary ranges based upon results of internal job evaluation and market
analysis.
4. Identify internal pay equity and compression issues, and recommend strategies to resolve
compaction issues or to address pay rates not falling with pay ranges; consider placement
in new ranges while validating the applicability of the City's Personnel Rules or past
bargaining practices.
5. Prepare master Position Allocation Summary by employee name, job classification, and
current and proposed pay range allocation, using City's personnel and payroll records.
6. Conduct cost analysis of current and proposed salary ranges, equity adjustments, and
position within. new range, including timetable and methods for enacting pay adjustments.
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City of Rosemead Classification, Total Compensation, and Performance Appraisal Study: CMS Work Agreement: 09W08
VIII. Phase Eight: Preliminary and Final Classification and
Compensation Plan Reports
1. Compile and submit Preliminary Classification and Total Compensation Report for review
by management representatives, containing study background, findings, and
recommendations, as well as study tables and supporting exhibits.
2. Develop and present Compensation Plan Implementation and Maintenance Guidelines for
reclassification requests, pay structure updates, and related actions.
3. Consider and respond to questions related to speck classification changes and the
implementation of revisions to compensation and/or benefit program practices from
management and employees as part of the review process.
4. Analyze and respond to employee and management concerns, including potential appeals,
and explain rationale for study recommendations in digest format.
5. Prepare updated Classification and Total Compensation Report to incorporate any staffing
changes and review with City Manager's Office to address relevant information that may be
needed in presenting the study results to the City Council.
6. Develop and present Final Classification and Total Compensation Report to the City
Manager and members of the City Council and submit software files for archiving and
future use.
Creative Management Solutions, Inc. (CMS) 6
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City of Rosemead Classification, Total Compensation, and Performance Appraisal Study. CMS Work Agreement 0922108
IX. Phase Nine: Performance Appraisal Focus Group and Planning
Meetings
1. Form Performance Appraisal Committee, Focus Groups, or similar forum to review current
performance appraisal plan goals, procedures, and strengths and deficiencies of form
design, rating practices, and content of the evaluation forms.
2. Study elements of forms, rating criteria, use of benchmarks, definitions, ratings,
accessibility of information, calendars, sample comments, and rating distributions to identify
system needs and improvements.
3. Consider and respond to questions related to specific appraisal plan changes and develop
new forms, instructions, guidelines, and reference materials to improve the efficiency and
defensibility of the plan and incorporate feedback from stakeholders.
X. Phase Ten: Performance Appraisal Orientation and Training
Sessions
• 1. Develop Performance Appraisal Orientation Program materials for general employees as
part of indoctrination in new plan design and evaluation practices; review and edit these
materials following discussions with City Manager/Human Resources and management
representatives.
2. Create Performance Appraisal Supervisory and Management Training materials related to
performance appraisal form design, procedures, effective use of rating measures and
comments sections, goal setting, disciplinary procedures, and other documentation
methods; review and edit performance appraisal materials prior to presentation.
3. Conduct initial hall-day training program for department heads and representatives of the
City Manager's Office; conduct a half-lay training program for supervisors and managers
(these employees can attend one of three scheduled sessions); conduct one-hour
orientation session for general employees (who would attend one of four scheduled
sessions).
4. Initiate debriefing session with Human Resources and City Manager's Office to address
any final remaining questions or comments related to the Performance Appraisal Plan.
• Creature Management Solutions, Inc. (CMS) 7
City of Rosemead Classification, Total Compensation, and Performance Appraisal Study: CMS Work Agreement 0922108 •
I Classification and Compensation: Project Planning, Introductory
Communications, and Orientation Sessions; Creation of Total Compensation
Elements and Benchmarkin Process
II Classification: Job Analysis and Employee Interviews as Part of Classification
IV
V Compensation., Completion of Market Total Compensation Analysis
VI Compensation: Internal Job Evaluation and Establishment of Appropriate
Pro ect-Phase. ^ 7e
Weeks antl binit s_of_EoFit letion , . = .
I
Second and Third Weeks of October
II
First Two Weeks of November
III
Third and Fourth Weeks of November and First Two Weeks of December
IV
Third and Fourth Weeks of December
V
Four Weeks of January
VI
First and Second Weeks of February
VII
Third and Fourth Weeks of February
VIII
First Week of March
IX
Second and Third Weeks of March
X
Fourth Week of March
A
Creative Management Solutions, Inc. (CMS) $ •
• City of Rosemead Classification. Total Compensation, and Performance Appraisal Study: CMS Work Agreement 0922/08
The above services can be provided at a total cost not to exceed $52,920, based upon the
required elements presented in this plan, including all telephone, labor, travel, administrative and
minor reproduction and material expenses. This proposal is valid for a period of 90 days.
The total cost of the study is separated below, in order to identify separate costs associated
with the phases of the classification analysis and total compensation analysis.
.Major Stud Elements..
Not-To-Exceed Cost .
A. Classification Stud
$29,295
B. Compensation Stud
$15,255
C. Performance Appraisal System
$8,370
Work will be billed at the completion of each phase, based on work completed to date for
the tasks associated with, each phase. The scope of the work and project timeline provided can be
modified at the mutual consent of the City of Rosemead and the Consultant, and the types of
• services performed and costs can be adjusted as well.
The payment schedule in relation to the total project cost is presented as follows: Phase I-
5%, Phase II-15% (two installments), Phase III- 30% (two installments), Phase IV- 5%, Phase V-
10%, Phase VI- 5%, Phase VII- 5%, and Phase VIII-10%, Phase IX- 5%, and Phase X- 10%.
Payment is due within 30 days of the receipt of each invoice.
Creative Management Solutions, Inc. (CMS) 9
City of Rosemead Classification, Total Compensation, and Performance Appraisal Study CMS Work Agreement 0922108 •
E ADDITIONAL PROPOSAL. DATA
a. Creative Management Solutions, Inc. is a California Corporation that specializes in classification,
compensation and performance management services. The staff consists of four employees, with
operations centered in Anaheim, California. The organization has been in business since 1989 and
was originally founded as a sole proprietorship. The firm has served over 150 clients in the public,
prorate and non-profit sectors. The fine has conducted similar studies for over 60 cities such as
Anaheim, Brea, Buena Park, Colton, Corona, Covina, El Monte, Huntington Beach, Lake Forest,
Long Beach, Los Alamitos, Mission Viejo, Newport Beach, Orange, Palo Alto, Paso Robles, San
Clemente, San Dimas, San Jose, Santa Ana, Santa Maria, Stanton, Tustin, Vista, Whittier, and
Yorba Linda.
b. Examples of recent projects related to the assignment are as follows:
City of Aliso Memo- City-v,de Classification Study, 2007.
City of Anaheim- Management Unit Compensation Study, 2000. Planning Department Studies, 2001
and 2008. Performance Appraisal Plan Design and Training, 2000.
City of Brea selected Classification and Compensation Analyses, 1992-2007.
City of Buena Park- selected Classification and Compensation Analyses and City-Wide Classification
Review, 198972008.
City of Corona- Citywide Classification and Compensation Study, 2001-2002. -
City of Lake Forest- Class, Compensation and Benefits Studies, 2001, 2002, 2003, 2004, and 2008
and Performance Appraisal System Plan Designs, Upgrades, and Training-1999, 2003, and 2008.
•
City of Los Alamitos- Management and Separate Unit Compensation Studies, 2004-2008.
Performance Appraisal Plan Design and Training for management and City Manager, 2006.
City of Rancho Cucamonga- Selected Classification and Compensation Analyses, 2001- 2008.
City of San Dimas- City-wide Classification and Compensation Study, 2002 and 2006.
City of Stanton- Classification and Compensation Analyses,1999-2005, Citywide study, 2006.
City of Vista- Classification and compensation analysis of selected positions, 2003-2006.
Riverside County Transportation Commission- Agency Classification and Compensation Studies-
1999, 2001, 2003, 2005, and 2007. Performance Appraisal Plan Design and Training, 1999 and
2004.
Transportation Corridor Agencies- Agency wide and individual Classification and Compensation
Studies, 1999-2008.
C. The Consultant shall provide evidence of insurability, including Automotive, Workers' Compensation,
General Liability, and Errors and Omissions Insurance in an amount not less than $1 million. The
Consultant shall satisfy the City's requirements related indemnification, and avoidance of conflicts of
interest.
Creative Management Solutions, Inc. (CMS) 10
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• City of Rosemead Classification, Total Compensation, and Performance Appraisal Study: CMS Work Agreement 09=08
d. Additional Proposal Data: Recent References
City of Lake Forest
Marsha Davis, Human ResourceslRisk Manager
25550 CommerCentre Drive
Lake Forest, CA 92630
(949) 461-3455
mdavis@ci,lakefbrestca.us
City of Placentia
Steve Pischel, Director of Administrative Services
401 E. Chapman Avenue
Placentia, CA 92870
(714) 993-8141
spischel@placenta.org
• City of Rancho Cucamonga
George Rivera, Human Resources Officer
10500 Civic Center Drive
P.O. Box 807
Rancho Cucamonga, CA 91729
(909) 477-2700
George. R ivera@cityofrc. u s
• Creative Management Solutions, Inc. (CMS)
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City of Rosemead Classification, Total Compensation, and Performance Appraisal Study: CMS Work Agreement 09122108 •
e. As the chart indicates on the next page, Barry Newton will serve as Project Manager and
Senior Consultant. Any of the employees that are shown in the resumes may be asked to
assist with the study in order to better meet the City's needs and project timelines. Barry
Newton will be at all planning and presentation meetings, evaluate the job descriptions,
market salary data, internal salary relationships, pay structures, and total compensation
plan contributions, and make recommendations for consideration by the City and its
Associations. Mr. Newton will also be responsible for supervising and coordinating any
tasks completed with the assistance of CMS staff. All CMS employees are cross-trained
to perform a variety of compensation tasks.
PROJECT WORK TEAM
Barry Newton
Managing Director (Project Manager/Senior Consultant
yT
I Cindy Harary
Consultant
.+F
T4'
I Larisa Cole
Consultant •
f. Role of Project Manager- Directs, coordinates, and participates in all project phases and
tasks and coordinates work of consulting staff. Acts as primary client relationship
manager. Role of Consultants- Participate in completion of project tasks and coordinate
the collection and evaluation of information.
The estimated allocation of work hours on the project will be as follows:
Barry Newton, Project Manager. 60%
Cindy Harary, Consultant: 20%
Larisa Cole, Consultant: 20%
Total =100%
g. None of the work on this project will be performed by sub-contractors. All of the study work
will be performed by employees of Creative Management Solutions, Inc., whose resumes
have been presented.
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• City of Rosemead Classification, Total Compensation, and Performance Appraisal Study: CMS Work Agreement 09/22/08
h. GOVERNING LAW
The Agency and Consultant understand and agree that the laws of the State of
California shall govern the rights, obligations, duties, and liabilities of the parties
to this Agreement and also govern the interpretation of this Agreement. Any
litigation concerning this Agreement shall take place in the municipal, superior, or
federal district court with jurisdiction over the Agency.
i. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to
the obligations of the parties described in this Agreement. All prior or
contemporaneous agreements, understandings, representations, and
statements, oral or written, are merged into this Agreement and shall be of no
further force or effect. Each party is entering into this Agreement based solely
upon the representations set forth herein and upon each party's own
independent investigation of any and all facts such party deems material.
i. AUTHORITY TO EXECUTE THIS AGREEMENT
is The person or persons executing this Agreement on behalf of Consultant
warrants and represents that he/she has the authority to execute this Agreement
on behalf of the Consultant and has the authority to bind Consultant to the
performance of its obligations hereunder.
IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be
executed the day and year first above written.
City of Rosemead
Creative Management Solutions, Inc.
By: By: t> . ?c
Matthew E. Hawkesworth, Assistant City Manager Barry Newt n, Managing Director
Date
• Creative Management Solutions, Inc.
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Date
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City of Rosemead Classification, Total Compensation, and Performance Appraisal Study: CMS Work Agreement 09122188 •
As founder of Creative Management Solutions, Inc., Mr. Newton specializes in
classification, compensation management, and performance appraisal systems. Mr. Newton,
and other associates of the firm, develop and implement customized plans, strategies and
training programs for a diverse range.of clients. The firm was originated in 1989 and has served
over 150 clients in the private, public and non-profit sectors since that time.
Mr. Newton has a broad variety of corporate, administrative and consulting experience,
including human resources management and compensation specialist positions with General
Dynamics Corporation, Hay Management Consultants, California Institute of Technology and
the Los Angeles Metropolitan Transportation Authority.
As a human resources consultant with over 30 years of experience in the field, Mr.
Newton has worked with a diverse range of private and public sector clients. Examples of •
private sector clients include Behr Process Corporation, Kingston Technology, Epicor
Corporation, Knott's Berry Farm, Kwikset Corporation, Matda Healthcare, McGaw, Inc., National
Bank of Southern California, National Education Corporation, Princess Cruises, Ricoh
Electronics, Inc., and ViewSonic Corporation.
Illustrations of public and non-profit sector clients have included over 60 cities, including
major cities such as Anaheim, Long Beach, Palo Alto and San Jose, and coastal communities
such as Encinitas, Huntington Beach, Newport Beach, and San Clemente, and smaller cities
such as La Palma, Los Alamitos, and Stanton. Mr. Newton has worked with the Riverside
County Transportation Commission, Transportation Corridor Agencies, Orange County
Sanitation District, California State University at Fullerton, Goodwill Industries of Orange
County, Orange County Head Start, and the Orange County Performing Arts Center. He serves
as the Administrator for CalPACS, the on-line compensation and benefits database representing
over 130 agencies in California.
Mr. Newton holds a Master's degree with a specialization in management from the
University of Southern California and a Bachelor's degree in the behavioral sciences from the
University of California, Berkeley. He is a Certified Compensation Professional (CCP) as
designated by the World At Work (formerly known as the American Compensation Association).
He has been an instructor in Compensation Administration, Performance Appraisal, and Human
Resources Management classes at the U.C. Irvine and U.C. Riverside Extension Programs for
over 20 years. He has also served as a guest lecturer in the human resources practices with
the Employers Group, CaIPELRA, PIHRA, SCPMA, and various professional organizations.
Creative Management Solutions, Inc. (CMS) 14 0
• City of Rosemead Classification, Total Compensation, and Performance Appraisal Study: CMS Work Agreement 092=8
Ms. Cole has acquired over 16 years of professional and technical experience as a
Compensation Specialist with PacifiCare Health Systems and Pacific Life Insurance
Company and Consultant with CMS. She has a wide range of human resources
experience in administering classification, compensation, benefits, and performance
appraisal programs, and incentive programs. She has also worked closely with all levels
of employees and management in supporting organizational pay strategies and policies.
She has conducted job analyses, coordinated and conducted oral interviews,
drafted and revised class specifications, and completed and administered compensation
and benefits surveys. Ms. Cole has researched incentive plans for manufacturing, health
. care and service industry applications and coordinated executive level annual focal
performance review processes. She has also conducted executive compensation and total
compensation surveys and administered deferred compensation plans. She has prepared
and delivered a broad range of management reports and presentations.
Ms. Cole has assisted CMS with a variety of different classification, compensation,
and performance evaluation programs with local governments, educational institutions,
and special districts such as the Cities of Anaheim, Corona, El Monte, Lake Forest,
Mission Viejo, Palo Alto, Rancho Cucamonga, San Jose, Whittier, and Yorba Linda, as
well as the Orange County Fire Authority, Santa Monica College, and Transportation
Corridor Agencies. She has also served a diverse range of private sector organizations .
from different industries such as the Califomia Credit Union League, Inland Empire Health
Plan, Kingston Technology Company, Knox Company, Ricoh Electronics, Inc., Unified
Western Grocers, Waft Property Management, and Wybridge Restaurant Group.
She obtained her Bachelor of Science Degree in Business Administration from the
University of Southern California and is currently completing coursework toward the
attainment of her professional designation as a Certified Compensation Professional with
the World At Work (formerly known as American Compensation). She is also a member
of the Orange County Compensation and Benefits (OCCABA). .
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City of Rosemead classification, Total Compensation, and Performance Appralsal Study: CMS Work Agreement: 0922/08 •
Ms. Harary has acquired over 14 years of human resources professional, technical
and administrative support experience in the public sector and over five years of
professional consulting work with CMS. She has a wide range of human resources
experience in classification, compensation, benefits, employment, performance appraisal,
opinion research, and training and development programs.
Ms. Harary has conducted job analysis, coordinated and conducted oral interviews,
drafted and revised class specifications, completed and administered compensation and
benefits surveys, coordinated and administered performance evaluation plans, and
prepared and presented related management reports and exhibits. .
Examples of public sector clients that Ms. Harary has assisted have included the
Cities of Anaheim, Corona, El Monte, Lake Forest, Palo Alto, Pico Rivera, Rancho
Cucamonga, Santa Maria, Whittier, and Yorba Linda. Other public sector illustrations
include California Baptist University, Elsinore Valley Municipal Water District, Orange
County Fire Authority, and the Santa Monica-Malibu Unified School District. Examples of
private and non-profit sector organizations that Ms. Harary has assisted include Goodwill
Industries of Orange County, Kingston Technology Company, Orange County Head Start,
- Ricoh Electronics Inc., and Yoshinoya Restaurants.
Ms. Harary obtained her Bachelor of Arts Degree in Journalism from
California State University at Long Beach and acquired her professional
certification in Human Resources Management through the California State
University at Long Beach Extension Program.
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