Response to CY2006 Compensation Questionnaire --

UNCLAS LJUBLJANA 000688

SIPDIS


DEPT FOR HR/OE/CM
ALSO FOR EUR/EX/PMO -- TERRY FLYNN

SENSITIVE

E.O. 12958: N/A
TAGS: AFSN AMGT KICA
SUBJECT: Response to CY2006 Compensation Questionnaire --
Ljubljana

Ref: State 162676


1. Below please find Embassy Ljubljana's response to the
CY2006 FSN Compensation Questionnaire. These answers have
been approved by Post Management and the ICASS Council.


2. (SBU) Questionnaire
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Competitive Compensation Position
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1. For posts where the vendor's compensation data is
market position based, such as Watson Wyatt, what is post
management's overall average desired market position
percentile for the regular salary schedule? (50th
percentile is considered moderately competitive; 75th is
highly competitive; and 90th is aggressively competitive).
d. 80th

Comment: Post realizes that EUR/EX would like to maintain
all Missions at the 75th percentile. However, to attract,
retain and motivate high quality employees for long-term
continued employment, we would like to be placed at the 80th
percentile for the following reasons:
-- The local talent is limited, owing to Slovenia's small
population, and in particular the small population of
Ljubljana from which Post's staff is drawn. This is
particularly true of the type of workforce the Embassy seeks
to employ, whose unemployment rates are particularly low.
-- With the increasing number of foreign employers looking
for the local talent, the competition is also increasing, as
these companies are targeting some of the talent that the
Post is interested in.
-- As an EU member, Slovenia has bilateral agreements with
three EU countries (Great Britain, Ireland and Sweden) to
allow Slovenians seek employment in those countries. This
may also reduce the workforce available to the Embassy. End
Comment


2. For all posts: taking into account the pay
adjustment, if any, that post implemented or expects to
implement in 2005, select one of the following:
a. post needs to be more competitive in the market to
effectively recruit and retain talent in 2006


3. Does the response to question 2 reflect (select one):
a. the unanimous view of the ICASS Council

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Exception Rate Ranges (ERR's)
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4. Does post have any exception rate ranges?
b. yes, two ERR's


5. What is post management's desired market position for
each existing ERR that is based on market position data?
N/A


6. Are any existing ERR's no longer needed?
a. yes (specify) - Following CAJE implementation, those in
the ERR positions received a grade increase.


7. Are any new ERR's needed?
b. no

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Recruitment and Retention Needs
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8. Did post receive applications from qualified
applicants to fill each vacancy in CY 2004?
a. yes


9. What are the most common reasons for refusing offers
of employment (select all that apply)
a. salary offer too low
b. inadequate benefits


10. Is the salary range listed on each vacancy
announcement?
b. no


11. What is the typical number of required qualifications
listed on a vacancy announcement?
c. five


12. How long does it typically take to fill a vacancy?
d. six weeks to less than nine weeks


13. Does post management believe that qualified
applicants are most plentiful for positions at (select
one):


b. the middle grades (FSN 6-8)


14. How many employees separated from post employment
during CY 2004? Provide one total number that includes
all agencies and all constituent posts.
1


15. How many employees separated for each of the
following reasons? Do not count employees who moved from
one position to another, even if to another agency. The
total for a through k below should equal the answer
provided to question 14.
a. Reduction in Force (RIF) - 1

Total: 1

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Current Staffing
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16. How many employees are at each grade level? Provide
only one total number for each grade level that covers all
workweek schedules (part time, full time, regular
schedule, and ERR's) and that includes employees of all
agencies and employees at constituent posts.
FSN-10 = 5
FSN-9 = 8
FSN-8 = 11
FSN-7 = 5
FSN-6 = 8
FSN-5 = 7
FSN-4 = 4
FSN-3 = 4
Total 52


17. What is the average step rate for all employees, by
grade level? Round to the nearest whole number. List
separately the average step rate for employees paid from
each ERR.
FSN-10 = 7
FSN-9 = 6
FSN-8 = 4
FSN-7 = 4
FSN-6 = 4
FSN-5 = 7
FSN-4 = 5
FSN-3 = 6

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ERR Cost Factors
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18. HR/OE seeks to assess whether ERR costs are
increasing over time. While the approach below will not
yield an exact cost, it will give a sense of direction
without imposing a large burden on posts with many
employees paid under ERR's.

First, determine total cash compensation (base pay,
allowances, and bonuses) for step 5 of each ERR and for
step 5 of the same grade on the regular schedule. Divide
the first number by the second number, and subtract one.
Convert to a percentage by moving the decimal point two
places to the right. The result will be a positive in the
case of an upward ERR or a negative in the case of a
downward ERR. (Example: 55,010 / 40,200 minus 1 equals
0.37 or 37%.) If post has more than one ERR, calculate
the average percentage difference for each ERR, and then
average the averages.
a. no ERR's (currently used) at post

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Host Country Unemployment
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19. Host country unemployment is:
c. moderate (6.1% to 10%)


20. Host country unemployment is high for what types of
positions that LE Staff encumber? Select all that apply.
b. blue collar - skilled - low
c. clerical and secretarial - moderate
d. professional - low, especially in the capital city where
Post is located

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Salary Advance Plan
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21. Does post's Local Compensation Plan include a Salary
Advance Plan (aka Salary Prepayment Plan)?
b. no

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Local Leave Plan
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22. Does post's Local Compensation Plan include a Local
Leave Plan?
a. yes

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Reduction in Force Plan
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23. Does post have a Reduction in Force Plan?
a. yes


24. What is the effective date year of the RIF plan?
d. 2002

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LE Staff Handbook
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25. In what year was the LE Staff Handbook (or FSN
Handbook) most recently revised and issued to covered
personnel?
d. 2002

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Pay Cap on Annual Basic Salary
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26. How many LE Staff have been affected in the last year
by the 3 FAM 7342 pay cap on annual basic salary?
N/A

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Lowest Wage
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27. What is the grade of the individual encumbering the
position with the lowest grade on the full time workweek
salary schedule?
c. FSN-3 (Note: One of the three ORE staff members at the
Ambassador's residence is paid at the FSN-2 level.)


28. What is annual total compensation for step 1 of the
lowest grade specified in the answer to question 27?
Include basic salary, all allowances, all bonuses, and the
fair market value of USG in kind benefits (e.g., meal
tickets) or reimbursements (e.g., commuting or education
costs). If benefits vary by length of service, use amount
for a newly hired employee. If benefits vary by family
size, use amount paid to a married employee with two
children. List the total amount and the currency name
(not acronym).

Annual total compensation for Grade 3 / Step 1
3.514.884 Slovenian Tolars:
Note: This rate includes the following:
2.940.222 - adjusted basic rate (gross basic salary = net
salary + taxes + contributions) +
329.742 (meal + transportation allowance) +
244.920 (bonus 8.33%)

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Medical Benefits
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29. How are medical benefits provided to LE Staff?
Select all that apply, regardless of the level of
benefits.
a. there is a national, universal health care system
b. the Local Social Security System provides medical
benefits


30. If post selected "d" or "e" in question 29 above:
d. not applicable


31. What types of medical plans provide medical coverage
to LE Staff after retirement? Select all that apply,
regardless of the level of benefits.
a. the national, universal health care system
b. the Local Social Security System provides medical
benefits


32. In post's management's opinion, and taking into
account cultural norms in the locality of employment (not
in the United States),are the medical benefits provided
to LE Staff from all sources combined:
b. adequate (in respect to the prevailing practice)


33. If the answer to question 32 is "inadequate," what is
the reason? Select all that apply.
d. not applicable - "inadequate" was not chosen

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CAJE Implementation Costs
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34. Did the costs of upgrades as a result of CAJE
implementation significantly impact funds available for
increases to the Local Compensation Plan?
a. no, post or bureau budgeted appropriately for
anticipated upgrade costs and received most or all of the
necessary funding.

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FSN Worldwide Conferences
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35. Have any LE Staff from your post participated in the
FSN Worldwide Conferences?
a. yes, one year


36. Did the participant(s) share information with post
management and colleagues upon return to post?
a. yes


37. How was information shared? (select all that apply)
a. briefing or meeting
c. written article
other (specify)
Any new information obtained is shared with Management
Officer and FSN Association Representatives


38. What changes have taken place as a result of
attendance at the FSN Worldwide Conferences? (select all
that apply)
g. No changes

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Viewpoints and Opinions
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39. Do LE Staff frequently approach Mission management or
agency heads to express concern about the LCP?
a. yes


40. If the answer to question 39 is yes, what is the most
commonly expressed concern? Select one.
a. pay too low to cover costs of living


41. Notwithstanding any concerns LE Staff may or may not
express or how they express them, is post management of
the opinion that most LE Staff believe their pay package
is fundamentally appropriate compensation for the work
they perform?
b. no

ADDITIONAL INFORMATION:
-- According to the Slovenian Collective Agreement, which
all sectors of the economy are required to follow, each
employee is entitled to a "0.5% working period supplement"
(from basic salary) for each full year of the whole working
period. This has never been implemented at Post.

-- According to Slovenian law, beginning in 2004 employers
were required to pay an additional gross amount to the
employee every month:
in 2004 it was 5.000 Slovenian Tolars
in 2005 it was 5.100 Slovenian Tolars
We anticipate this figure will increase by a small amount in
2006, due to inflation. Again, this has never been
implemented at Post.

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Certification from Management Officer
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42. I certify that both the ICASS Council and
I have personally reviewed the responses to this
questionnaire and attest that, to the best of our
knowledge, the responses are accurate and complete.
a. I so certify (Note: The ICASS Council has yet to elect a
new chairperson. However, the Deputy Chief of Mission
(representing State) and all other members of the ICASS
Council (DAO, ODC and BAO) have reviewed and approved the
responses to this questionnaire.)


43. Name and title of Management Officer or Counselor, or
person acting in that capacity

Name: Caroline Mangelsdorf
Title: Management Officer



44. Name and Title of ICASS Council Chairperson

Name: TBD (The ICASS Council has yet to elect a new
chairperson


Title:

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End of Questionnaire
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3. Point of contact is Management Officer Caroline
Mangelsdorf; phone: 386-1-200-5626; email:
mangelsdorfcb@state.gov.

Robertson


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2005LJUBLJ00688 - Classification: UNCLASSIFIED



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