summary of workforce trends fy 2018 - jocogov.org · 2018 workforce trends summary 1 of 35 about...

Summary of Workforce Trends FY 2018

April 2017

Johnson County Government

111 South Cherry Street

Olathe, KS 66061-3441

Table of Contents ABOUT THIS REPORT ...................................................................................................................................................1

EXECUTIVE SUMMARY ................................................................................................................................................2

Key Workforce Trends ........................................................................................................................................2

2017-2018 Workforce Action Plans ....................................................................................................................3

APPENDIX ...................................................................................................................................................................5

Appendix A: 2016 Demographics ......................................................................................................................7

Appendix B: 2016 Turnover ............................................................................................................................ 11

Appendix C: Years of Service .......................................................................................................................... 18

Appendix D: Market Competitive Pay ............................................................................................................ 19

Appendix E: Pay Grade Distribution ............................................................................................................... 21

Appendix F: Recap of Medical/Drug Plan Administrative Fees/Premiums .................................................... 24

Appendix G: Dental Plan Costs ....................................................................................................................... 25

Appendix H: Vision Plan Costs ........................................................................................................................ 26

Appendix I: Historical Incentive Qualification ................................................................................................ 27

Appendix J: Medical Plan Historical Claims Costs ........................................................................................... 28

Appendix K: Stop Loss Historical Loss Ratios .................................................................................................. 29

Appendix L: Summary of PEPY Plan Costs ...................................................................................................... 30

Appendix M: Sick Disability Claim History ...................................................................................................... 31

Appendix N: Supplemental Life Insurance...................................................................................................... 32

Appendix O: DCP - Asset History, Participation and Demographics ............................................................... 33

Appendix P: Research Sources ........................................................................................................................ 34

2018 Workforce Trends Summary

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ABOUT THIS REPORT The Department of Human Resources, in collaboration with Treasury & Financial Management, has historically created an annual report each spring to provide an overview of the most relevant trends in the labor market as well as related recommendations as they pertain to Johnson County Government. The “2018 Workforce Trends Summary” continues this tradition but in a more streamlined fashion, presenting key trends and proposed actions through an Executive Summary. By carefully considering the trends and subsequent recommendations as outlined, elected officials and County executives are positioned to continue to serve the community and the organization as future focused thought-leaders. The Appendix contains detailed graphs, tables, and charts of employee data and other supplemental information specific to Johnson County Government, and includes a bibliography of the sources used in the research process for preparing this report.


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EXECUTIVE SUMMARY

Key Workforce Trends Employment & Economic Trends

The national average unemployment rate continued to decline in 2016 and was reported by the Bureau of Labor Statistics to be 4.9% as compared to 5.3% for 2015 and 6.2% in 2014. The Federal Reserve Board predicts a median U.S. unemployment rate of 4.5% in 2017, as well as in 2018 and 2019.

According to the County Economic Research Institute’s (CERI) February 2017 Indicators Report, Johnson County’s average unemployment rate at the end of 2016 was 3.1% and averaged 3.3%, compared to average rates of 3.4% in 2015 and 3.8% in 2014. This level of unemployment continues to trend well below the generally accepted definition of “full employment”.

The US economy continues to add approximately 200,000 new jobs a month, a trend that began in 2011.

The Kansas City metro area economy is expected to grow at a similar rate as the national economy with projected growth of 2.0%. Total job growth in the area is expected to decline slightly in 2017 to 19,300 jobs due in part to the difficulty employers are having filling STEM-related openings; this downward trend is expected to continue in 2018 with job growth projected to be 17,300.

According to multiple national sources, the hiring outlook for 2017 is the brightest the U.S. economy has seen in nearly ten years.

Employee Attraction, Retention & Engagement

Recruiting and retaining qualified staff, succession planning and staff development rank as the most important workforce challenges faced by state and local government human resources professionals.

Public sector hiring managers continue to report difficulties filling public safety jobs (corrections officers, dispatchers, law enforcement, firefighters), skilled trade workers (public works, water treatment plant occupations, mechanics), health related occupations (nurses, physicians, mental health professionals, social workers), information technology (database managers, cybersecurity, desktop support, and network administration) as well as all types of finance/accounting and engineering jobs.

An increasing percentage of employees are open to changing jobs, with a large percentage (44%) actively seeking new employment; lackluster gains in compensation are often cited as the primary driver; the number of voluntary quits in 2016 increased for the seventh year in a row.

With growing competition for talent, employers are increasingly addressing skill shortfalls by offering better pay or retraining current workers to develop or strengthen skills, as well as hiring and training workers with less experience.

Employers are placing more importance on the experience of both candidates and employees, and are becoming increasingly savvy with the use of various social media platforms to improve recruitment and engagement outcomes.

More employers are taking advantage of a “blended workforce” where staff is augmented with freelance workers. Several studies predict that in the coming years, nearly 40% of the workforce will be freelancing as the “gig economy” continues to gain momentum.

Diversity and inclusion issues are gaining new focus by CEOs as employers are increasingly focusing on accountability, data, and transparency, as well as providing unconscious bias training and education.


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EXECUTIVE SUMMARY Key Workforce Trends Employee Attraction, Retention & Engagement (continued)

The “performance management revolution” continues to gain momentum with employers moving away from rating scales and relying on technology solutions that enable agile goal development, team-oriented performance outcomes, frequent check-ins, pulse surveys and real time feedback.

The digital landscape continues to advance at an unprecedented rate with “always on” learning and collaboration platforms, networking tools, mobile platforms and social collaboration systems dramatically “disrupting” the way employees and employers engage in work.

Compensation Trends

Real wage growth continues to show little signs of progress when adjusted for inflation.

Survey data from multiple sources and across all industries project median merit increase budgets for 2017 will continue a six year trend of 3.0%, with differentiation of rewards based on employee performance levels.

Given increasing challenges with recruitment and retention, combined with stagnant merit budgets, organizations are increasing their use of various bonus options (referral, sign-on, spot, and retention) to boost employee motivation, engagement, and satisfaction.

With the rise of voluntary turnover, employers are being advised to ensure compensation structures and plans are competitive. Nationally, salary structure adjustments are projected to grow 2.1% on average in 2017; locally, salary structures are expected to grow slightly more, with average adjustments of 2.4%.

2017-2018 Workforce Action Plans Based on the trend information as summarized, Johnson County Government plans to implement the following high level actions that focus on ensuring a competitive position for the County in today’s labor market.

Continue to pilot and test emerging performance management best practices in 2017 to ensure

alignment with the Pillars of Performance and improved performance outcomes. Develop organization-wide recommendations and 2018 implementation plan.

Authorize 2018 merit pay budget and pay table reflective of prevailing market practices. Research and recommend a comprehensive rewards strategy that aligns with the Pillars of Performance and Development approach and maintains a competitive position in the market.

Streamline the online application process to enhance the candidate experience and investigate an enterprise learning platform that enhances the employee growth and development experience, allowing employee to engage in social and/or “whenever/wherever” learning.


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APPENDIX Data used for this report was gathered from the County’s Oracle system as of 12-17-2016, the last day of 2016’s payroll schedule, unless otherwise noted.

Demographics are generally provided for full-time regular employees. A detailed breakdown of part-time regular, on-call, and/or seasonal employees is not provided as a general rule because the short-term and highly mobile nature of these positions contradicts the intent of being able to accurately project, forecast, or identify certain long-term trends. However, data is provided on part-time regular, on-call, and/or seasonal employees when particularly relevant to the demographic featured. When reported, part-time regular employee data includes benefits and non-benefits eligible part-time employees.

Demographics are based on actual employee counts, not on FTE. FTE is the “full-time equivalent” of a position.


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Appendix A: 2016 Demographics Demographics involve the characteristics of different types of population segments. These characteristics can include age, race, gender and cultural background. The following tables and graphs report the race, age, and gender demographics of Johnson County Government as of December 17, 2016.


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Appendix A: 2016 Demographics

Ethnic Distribution, Johnson County Kansas – US Census Data (2013 estimates)

White, 87.8%


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Appendix B: 2016 Turnover

Due to the high cost of recruiting and developing new employees, particularly those in highly skilled or leadership positions, it is critical that the organization monitors turnover trends. Terminations of employment may be due to voluntary, involuntary, or medical reasons, as well as death or a reduction in force. Reasons for voluntary terminations of employment include resignations from the County or transfers to the Park & Recreation District. Reasons for involuntary terminations of employment include personal conduct issues or unsatisfactory work performance. Turnover is the ratio of the number of terminations of employment to the average number of employed workers for a one year period of time. Turnover is calculated as follows:

Total # of Terminations x 100 = x% turnover (Starting Count + Ending Count)/2 ← Average # of employees


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2016 Total Turnover Rate: 13.22% 2016 Voluntary Turnover Rate: 7.94%

Strategic Program Dep't/

Agency

Average

Headcount

Deceased Disability Grant

Funding

Ended

Involuntar

y

Medical Reduction

in Force

Retirement Temporary

Employment

Voluntary Grand

Total

2016

Turnover %

Culture and Recreation 536 4 7 50 61 11.38%

JCL 323 1 5 30 36 11.15%

PRK 213 3 2 20 25 11.74%

General Government and

Central Services 565 1 13 4 12 2 30 62 10.98%

APR 84 1 1 7 9 10.78%

BFP 8 1 1 12.50%

BOC 12 0.00%

CMO 22 1 1 4.65%

DTI 80 1 2 1 4 5.00%

ELC 16 2 2 12.90%

FAC 159 4 2 3 7 16 10.09%

HRD 20 1 1 2 10.00%

LGL 13 2 2 15.38%

RTA 36 4 2 1 7 19.44%

TFM 117 6 1 3 8 18 15.45%

Health Welfare 875 1 2 27 2 1 14 3 91 141 16.12%

DHE 140 1 1 2 2 1 3 15 25 17.86%

HSD 108 1 1 5 7 6.51%

JCD 287 14 4 31 49 17.10%

MNH 341 11 1 8 40 60 17.62%

Infrastructure 305 12 2 8 4 23 49 16.09%

AIR 17 3 7 10 58.82%

JCW 202 8 2 5 6 21 10.40%

PLN 19 2 3 5 27.03%

PWK 67 1 1 4 7 13 19.40%

Public Safety and Judiciary 1,246 3 3 25 1 35 86 153 12.28%

COR 294 1 10 1 2 34 48 16.33%

DAT 97 1 2 4 7 7.25%

DCA 44 1 7 8 18.18%

DCT 13 2 2 4 32.00%

EMC 42 3 5 8 19.05%

EMS 133 1 8 9 6.79%

JIM 18 0.00%

LAW 5 1 1 2 44.44%

SHR 602 2 3 8 27 27 67 11.13%

Grand Total 3,525 4 4 2 81 9 1 76 9 280 466 13.22%


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*Voluntary Turnover Excludes Retirement


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Appendix C: Years of Service


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Appendix D: Market Competitive Pay Compensation and Comparable Labor Markets

The County utilizes three distinct labor markets for recruitment and compensation purposes, defined as follows:

Grades Relevant Labor Market

10 – 15 Local Kansas City Marketplace

Metro Survey Data, Including Private & Public Sectors

16 – 20 Local Kansas City Marketplace (Private & Public) and Regional Public Sector Peer Counties/Cities

Arapahoe County, CO

City of Tulsa, OK

Denton County, TX

Douglas County, NE

Fort Bend County, TX

Jefferson County, CO

Johnson County, IA

Kansas City, MO

Olathe, KS

Overland Park, KS

Polk County, IA

Sarpy County, NE

Sedgwick County, KS

St. Charles County, MO

St. Louis County, MO

Tulsa County, OK

21 – 28 National Public Sector Peer Counties (in addition to Regional Peer Counties/Cities above)

Cobb County, GA

Henrico County, VA

Jefferson County, AL

Onondaga County, NY

Pay Table Structure

The County uses data from the relevant labor markets to ensure the County’s pay tables remain competitive.


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Appendix D: Market Competitive Pay

Median of Market Pay

[ ----------------------------------------------- Market Range ---------------------------------------------- ]

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Appendix E: Pay Grade Distribution


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Appendix F: Recap of Medical/Drug Plan Administrative Fees/Premiums

Recap of Medical/Drug Plan Administrative Fees/Premiums

Plan Year 2012 2013 2014 2015 2016

Plan Administration

$1,894,328 $1,935,280 $1,962,602 $1,995,009 $1,992,653

Specific Stop Loss Premium

$730,184 $774,105 $889,994 $1,127,143 $1,332,710

Aggregate Stop Loss Premium

$51,121 $54,133 $54,392 $54,643 $54,858

Drug Plan Fees $221,207 $218,033 $218,337 $229,607 $240,682

Tria Fees $135,604 $129,732 $136,216 $137,728 $138,252

Observations:

Plan Administration fees are paid to Blue KC for day-to-day administration of the County’s medical plan

and includes claims processing, data management, financial reporting, wellness programs, population

management, and access to the provider network.

Specific stop loss reimburses the County when an individual claimant had medical and drug expenses

exceed $250,000 in a calendar year.

Aggregate stop loss reimburses the County if the total medical and drug expenses for the entire group

exceeds the Blue KC expected claims costs for a calendar year after an 115% threshold (meaning claims

must exceed 115% of expected to be reimbursed).

The County had paid $269,147 in aggregated premiums for the past five years but received no

reimbursement. The coverage protects the County’s assets if the entire group had worse than expected

claims, i.e. an epidemic, etc.

Tria Health is a vendor who provides medication therapy management services to identify medication

and dosing errors and increase member medication adherence.


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Appendix G: Dental Plan Costs

Dental Plan Costs

Plan Year 2012 2013 2014 2015 2016

No. of Covered Employees

2,747 2,836 2,855 2,875 2,886

Total Claims Paid

$1,822,773 $1,948,366 $2,017,898 $2,024,559 $2,196,833

Administration Fees

$72,521 $78,274 $82,210 $86,258 $90,035

Total Plan Costs

$1,895,294 $2,026,640 $2,100,108 $2,110,817 $2,286,868

Observations:

In 2012, the administration fee was $2.20 per Employee Per Month (PERM) and increased $.10 PERM for

each of the next four years (2013-2016). Starting in 2017, the County has a five-year contract at the

same rate of $2.49 PERM which is below market.

Beginning in 2013, the County began funding 80% of the claims costs as part of a cost reallocation which

eliminated the CAPS for all employees except employees who waived all benefits who were

grandfathered.

Current annual dental trend rate in only 3.5%.


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Appendix H: Vision Plan Costs

Vision Plan Costs (Insured)

Plan Year 2012 2013 2014 2015 2016

No. of Covered Employees

2,928 2,931 2,922 2,930 2,939

Total Claims Paid

$381,953 $365,562 $322,326 $331,021 $347,667

Premiums Paid

$388,502 $389,281 $378,371 $381,562 $382,543

Loss Ratio 98% 94% 85% 87% 91%

Observations:

The vision plan is the only fully insures policy paid from the Health Care Fund.

The County pays the vision premium for all members enrolled under the medical plan but the employee

pays the premium if not enrolled under medical.

Periodically, the County has performed a cost-benefit analysis to determine the efficiency in self-funding

but to date, it is less expensive to remain fully insured.

The County was faced with a premium increase for 2017 but chose to increase the office visit copayment

to keep the rates at the same level.

The vision plan vendor will be re-marketing in 2018 for a January 1, 2019 effective date.


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Appendix I: Historical Incentive Qualification

Historical Incentive Qualification

Active Only 2012* 2013* 2014# 2015# 2016#

Total Eligible 2,441 2,645 2,461 2,581 2,753

Met Wellness 2,214

(90.7%) 2,253

(85.2%) 2,083

(84.6%) 2,209

(85.6%) 2,104

(76.4%)

Met Tobacco 2,351

(96.3%) 2,456

(92.9%) 2,374

(96.5%) 2,522

(97.7%) 2,2551 (92.7%)

Legend

* = Participation-Based Programs

# = Outcome-Based Programs

Observations:

The County’s wellness program was participation-based (completion of specific activities) until 22014

when it was changed to outcome-based (to earn incentive, must meet certain biometric goals).

Only 29% of the employers surveyed by Mercer offer and outcome-based wellness program.

The County uses a budget neutral incentive structure that does not cost the County.

The 2016 Mercer employer survey stated that the average participation rates for employee to receive a

health screening is 50% and to take a Health Risk Assessment (HRA) is 52%. Both activities must be

completed for a County employee to qualify for the wellness incentive. Historically, the County’s

participation percentages are 25-38% higher than national average.

Per Mercer survey, the median annual incentive for an outcome-based program in $350. The County’s

wellness incentive in 2017 based on activities performed in 2016 was $60 per month or $720 per year.

Per Mercer, only 26% of employers decrease the premium for tobacco non-use. The County has

provided this incentive since 2013.


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Appendix J: Medical Plan Historical Claims Costs

Medical Plan Historical Claims Costs

Plan Year 2012# 2013* 2014* 2015@ 2016@

Total Forecasted $35,852,076 $34,161,616 $35,677,371 $36,406,334 $37,697,214

Total Paid $32,740,494 $32,428,460 $31,846,635 $36,713,466 $38,252,287

% of Expected 91% 95% 89% 101% 101%

Legend: # = Plan Design: HMO, one PPO ($300 Deductible); and CDHP. * = Plan Design: two PPO plans ($200 and $500 Deductibles) and CDHP. @ = Plan Design: two PPO plans ($300 and $600 Deductibles) and CDHP Observations:

To offset rising claim costs and estimate ACA Excise Tax, the County increased deductible amounts of

PPO plans as evidence by legend above

The first three years had better then estimated claims costs but the last two years were slightly higher

Claims costs only increased by 16% (5.5M) over 5 years but plan design changes were a major cause of

cost mitigation.

mailto:2015@

mailto:2016@


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Appendix K: Stop Loss Historical Loss Ratios

Stop Loss Historical Loss Ratios

Policy Year 2012 2013 2014 2015 2016 5-Year Recap

Total Premium Paid $730,184 $774,105 $889,994 $1,181,786 $1,332,710 $4,908,779

Specific Claim Reimbursements

$568,137 $1,623,540 $752,253 $1,619,604 $4,511,885 $9,075,419

# of Claimants 5 8 6 7 10 36

Loss Ration 78% 210% 85% 137% 339% 185%

Observations:

The County’s specific stop loss deductible has been $250,000 all of the past five years and since 2008.

Each Blue KC renewal the County requests additional stop loss deductible quotes to analyze the cost

efficiency to increase the retention amount but to date, the reduced premium amount does not exceed

the increase financial exposure form increased stop loss claims exposure.

Specific stop loss premium has increased by 82.5% for an annual increase of $602,526 when comparing

2012 to 2016.

Due the claims experience highlighted above, the County had a 40% specific stop loss premium increase

for 2017 increasing the annual premium to about $1.8 million.

Since many of the specific stop loss claimants have continuing medical issues, the County’s actuarial

consultant is estimating a possible 65% premium increase for 2018.


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Appendix L: Summary of PEPY Plan Costs

Summary of PEPY Plan Costs by Medical Plan Option

Plan Option

2012 PEPY Cost

2013 PEPY Cost

2014 PEPY Cost

2015 PEPY Cost

2016 Pepy Cost

PPO300#* $10,764 $14,076 $15,252 $16,896 $17,640

PPO600@ n/a $6,456 $7,632 $10,560 $11,484

CDHP $2,160 $4,320 $5,244 $5,664 $6,456

Legend:

# = Only one PPO offered in 2012 because had a HMO Plan. Deductible was $300.\

* = In 2013 and 2014, this was the PPO200 plan option. Increased to $300 deductible in 2015.

@ = In 2013 and 2014, this was the PPO500 plan option. Increased to $600 deductible in 2015.

Observations:

The lower the deductible the higher the cost per employee per year

As the deductibles have increased, more employees with health risks have migrated to the CDHP option.

This is evident with this growth in number covered but also the increase in PEPY costs.

For 2016, per Mercer employer survey, the PEPY cost for the PPO plan is $12,235 but does not specify

the deductible amount (average is $883) and the CDHP is $9,551.

mailto:PPO600@


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Appendix M: Sick Disability Claim History

Sick Disability Claim History

2012 2013 2014 2015 2016

Total Claims Submitted 192 165 168 209 194

Total Approved 182 159 162 194 175

Approval rate 94.8% 96.3% 96.4% 97% 90%

Benefit paid

Average duration (days)

64 61.8 68.5 67.6 64.1

Top 5 diagnosis 1. Musculoskeletal System 35

2. Normal Pregnancy 29

3. Digestive System 25

4. Fractures, Sprains & Amputations 16

5. Genitourinary system 15

The top 5 diagnosis have remained fairly stable throughout the years. They may change places within the top 5,

however they are typically the same 5.


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Appendix N: Supplemental Life Insurance

Supplemental Life Insurance

# EE’s % EE’s Avg Coverage Amt Median Coverage Amt

Supplemental Employee 1670 56% $101,155 $90,000

Supplemental Spouse 640 21% $48,265 $50,000

Supplemental Child 895 30% $15,313 63% elect $20,000

# of Elections

Supp EE Supp SP Supp CH

Grades 11-15, A-C 999 269 459

Grades 16-19 638 298 452

Grades 20-26 27 39 31

Grades 97-99 7 5 2

19-29 139 27 49

30-39 450 157 257

40-49 539 240 357

50-59 407 191 206

60-69 123 66 23

70+ 4 4 0


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Appendix O: DCP - Asset History, Participation and Demographics

DCP – Asset History

2012 2013 2014 2015 2016

457(b) $78,981,391 $94,794,658 $103,654,737 $104,385,722 $111,399,663

401(a) $24,314,826 $31,172,817 $34/915/541 $35,689,758 $39,709,850

DCP

2012 2013 2014 2015 2016

Active Participation 63% 60% 61% 63% 64%

Avg Contribution without catch-ups

2.28 2.43 2.45 2.57 2.88

Avg Balance $30,660 $36,445 $39,174 $39,228 $40,275

Match <3% >3%

10% 90%

11% 89%

10% 90%

10% 90%

10% 90%

DCP – Demographics

2012 2013 2014 2015 2016

<30 yrs of age 6.95% 7.19% 6.84% 7.55% 7.99%

30s 21.74% 21.575 22.37% 22.7% 23.61%

40s 26.9% 25.95% 25.09% 24.61% 24.4%

50s 26.28% 26.14% 26.68% 26.57% 25.42%

60+ 18.05% 19.11% 18.97% 18.53% 18.55%


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Appendix P: Research Sources Aon. (2016, September). Compensation Budgets Expected to Stay Flat Despite Stronger Job Market Aon research reveals flat growth in salary increases and bonuses for 2017. [Press Release]. Retrieved from http://aon.mediaroom.com/news-releases?item=137470 Bersin, J. (2017, February). Transformative Tech: A Disruptive Year Ahead. HR Magazine, 29-34. Bureau of Labor Statistics, U.S. Department of Labor. (2017, January). Job Openings and Labor Turnover – January 2017. [Press Release]. Retrieved from https://www.bls.gov/news.release/jolts.nr0.htm Bureau of Labor Statistics, U.S. Department of Labor. (2017, March). The Employment Situation – February 2017. [Press Release]. Retrieved from https://www.bls.gov/news.release/empsit.nr0.htm Bureau of Labor Statistics, U.S. Department of Labor. (2017, March). State Employment and Unemployment – February 2017. [Press Release]. Retrieved from https://www.bls.gov/news.release/laus.nr0.htm CareerBuilder. (2017, January). Forty Percent of Employers Plan to Hire Full-Time, Permanent Employees in 2017, CareerBuilder’s Annual Job Forecast Finds [Press Release]. Retrieved from http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?sd=1%2f6%2f2017&siteid=cbpr&sc_cmp1=cb_pr983_&id=pr983&ed=12%2f31%2f2017 CareerBuilder. (2016, December). Workers Reveal Plans to Land New Jobs in 2017 According to CareerBuilder Survey. [Press Release]. Retrieved from http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?sd=1%2f6%2f2017&siteid=cbpr&sc_cmp1=cb_pr983_&id=pr983&ed=12%2f31%2f2017 Careercast. (2017). The Toughest Jobs to Fill in 2017. Retrieved from http://www.careercast.com/jobs-rated/toughest-jobs-fill-2017 Center for Economic Development and Business Research, Wichita State University. (2017). 2017 Kansas Employment Forecast. Retrieved from http://cedbr.org/forecast-blog The Center for State and Local Government Excellence. (2106, May). State and Local Government Workforce: 2016 Trends. Retrieved from http://slge.org/wp-content/uploads/2016/05/State-and-Local-Government-Workforce-2016-Trends.pdf Combs, J. (2017, January). What to Expect from the Labor Market in 2017. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/what-to-expect-labor-market-2017.aspx Compensation.BLR.com. (2016, August). 2016-2017 Pay Budget Survey – Highlights. Retrieved from http://compensation.blr.com/Compensation-news/Compensation/Compensation-Administration/2016-2017-Pay-Budget-Survey-Highlights/ Deloitte Touche Tohmatsu Limited. (2017). 2017 Deloitte Global Human Capital Trends. Retrieved from https://www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/hc-2017-global-human-capital-trends-us.pdf

http://aon.mediaroom.com/news-releases?item=137470

https://www.bls.gov/news.release/jolts.nr0.htm

https://www.bls.gov/news.release/empsit.nr0.htm

https://www.bls.gov/news.release/laus.nr0.htm

http://www.careerbuilder.com/share/aboutus/pressreleasesdetail.aspx?sd=1%2f6%2f2017&siteid=cbpr&sc_cmp1=cb_pr983_&id=pr983&ed=12%2f31%2f2017




http://www.careercast.com/jobs-rated/toughest-jobs-fill-2017

http://www.careercast.com/jobs-rated/toughest-jobs-fill-2017

http://cedbr.org/forecast-blog

http://slge.org/wp-content/uploads/2016/05/State-and-Local-Government-Workforce-2016-Trends.pdf

http://slge.org/wp-content/uploads/2016/05/State-and-Local-Government-Workforce-2016-Trends.pdf

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/what-to-expect-labor-market-2017.aspx

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/what-to-expect-labor-market-2017.aspx

http://compensation.blr.com/Compensation-news/Compensation/Compensation-Administration/2016-2017-Pay-Budget-Survey-Highlights/

http://compensation.blr.com/Compensation-news/Compensation/Compensation-Administration/2016-2017-Pay-Budget-Survey-Highlights/

https://www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/hc-2017-global-human-capital-trends-us.pdf

https://www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/hc-2017-global-human-capital-trends-us.pdf


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Appendix P: Research Sources Korn Ferry Hay. (2016, August). What’s Old is New Again: 3 Percent Base Salary Increases Forecasted to Continue in 2017. [Press Release]. Retrieved from http://www.kornferry.com/press/whats-old-is-new-again/ ManpowerGroup. (2016, October). Skilled Talent: It’s at Your Fingertips. As Organizations Report the Highest Talent Shortage Since 2007, Employers Look to Develop Their Own Workforces to Fill In-Demand Roles. [Press Release]. Retrieved from http://www.manpowergroup.com/wps/wcm/connect/8ccb11cb-1ad4-4634-84ea-1656ee74b3ed/GlobalTalentShortageSurvey-PressRelease.pdf?MOD=AJPERES&ContentCache=NONE& Maurer, R. (2017, February). Candidates Choose Jobs Because of Company Culture. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/candidates-choose-jobs-company-culture.aspx Maurer, R. (2017, April). Employees Stay for Career Mobility, Pay Raises, Culture. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/employees-stay-career-mobility-pay-raises-culture.aspx?utm_source=SHRM%20Thursday%20-%20PublishThis_HRDaily_7.18.16%20(48)&utm_medium=email&utm_content=April%2013,%202017&SPMID=01087104&SPJD=11/21/2006&SPED=04/30/2017&SPSEG=&restr_scanning=silver&spMailingID=28644139&spUserID=ODM1OTI1NzY0MjIS1&spJobID=1021915892&spReportId=MTAyMTkxNTg5MgS2 Mid-America Regional Council. (2016, October). Greater Kansas City Economic Forecast, 2017. Retrieved from http://marc.org/Data-Economy/Forecast/pdfs/2017EconomicForecast.aspx Miller, S. (2017, January). Higher Wage Growth Expected for 2017. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/wage-growth-forecast-2017.aspx Miller, S. (2016, July). Incidental Bonuses and Alternative Rewards Are on the Rise. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/incidental-bonuses-alternative-rewards.aspx Miller, S. (2016, July). Salary Budgets Expected to Rise 3% in 2017. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/salary-budgets-2017.aspx Miller, S. (2016, November). Employers Budgeting for Retention in 2017: Tighter Labor Markets Puts Pressure on Pay Budgets. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/pay-budgets-retention.aspx?sf51081552=1 Paluch, M. (2017, March). 2017 IPMA-HR Employment Survey Reveals Optimistic Public Sector. HR News, Volume 83, No 3, 16-17. Sammer, J. (2017, March). Update Pay Levels as Talent Market Tightens: Workers Who Don’t See Bigger Paychecks May Leave. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/workers-expect-higher-pay.aspx Torok, J. (2016, July). US Salary Increase Budgets for 2017. Retrieved from https://www.conference-board.org/publications/publicationdetail.cfm?publicationid=7254&centerId=6

http://www.kornferry.com/press/whats-old-is-new-again/

http://www.manpowergroup.com/wps/wcm/connect/8ccb11cb-1ad4-4634-84ea-1656ee74b3ed/GlobalTalentShortageSurvey-PressRelease.pdf?MOD=AJPERES&ContentCache=NONE&

http://www.manpowergroup.com/wps/wcm/connect/8ccb11cb-1ad4-4634-84ea-1656ee74b3ed/GlobalTalentShortageSurvey-PressRelease.pdf?MOD=AJPERES&ContentCache=NONE&

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/candidates-choose-jobs-company-culture.aspx

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/candidates-choose-jobs-company-culture.aspx

https://www.shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/employees-stay-career-mobility-pay-raises-culture.aspx?utm_source=SHRM%20Thursday%20-%20PublishThis_HRDaily_7.18.16%20(48)&utm_medium=email&utm_content=April%2013,%202017&SPMID=01087104&SPJD=11/21/2006&SPED=04/30/2017&SPSEG=&restr_scanning=silver&spMailingID=28644139&spUserID=ODM1OTI1NzY0MjIS1&spJobID=1021915892&spReportId=MTAyMTkxNTg5MgS2





http://marc.org/Data-Economy/Forecast/pdfs/2017EconomicForecast.aspx

https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/wage-growth-forecast-2017.aspx

https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/incidental-bonuses-alternative-rewards.aspx

https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/incidental-bonuses-alternative-rewards.aspx

https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/salary-budgets-2017.aspx

https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/pay-budgets-retention.aspx?sf51081552=1

https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/pay-budgets-retention.aspx?sf51081552=1

https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/workers-expect-higher-pay.aspx

https://www.shrm.org/resourcesandtools/hr-topics/compensation/pages/workers-expect-higher-pay.aspx

https://www.conference-board.org/publications/publicationdetail.cfm?publicationid=7254&centerId=6

https://www.conference-board.org/publications/publicationdetail.cfm?publicationid=7254&centerId=6


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Appendix P: Research Sources WillisTowersWatson. (2016, August). U.S. Companies Holding the Line on Pay Raises for 2017, Willis Towers Watson survey finds: Star performers rewarded with significantly larger raises. [Press Release]. Retrieved from https://www.willistowerswatson.com/en/press/2016/08/us-companies-holding-the-line-on-pay-raises-for-2017 Xerox. (2016, October). Xerox Services Survey Finds Retention Tops Employers’ 2017 Cost Management Priorities. [Press Release]. Retrieved from https://www.news.xerox.com/news/Xerox-Services-Survey-Finds-Retention-Top-2017-Priority

https://www.willistowerswatson.com/en/press/2016/08/us-companies-holding-the-line-on-pay-raises-for-2017

https://www.news.xerox.com/news/Xerox-Services-Survey-Finds-Retention-Top-2017-Priority

https://www.news.xerox.com/news/Xerox-Services-Survey-Finds-Retention-Top-2017-Priority


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