At Weber County, we take pride in being your employer of choice. Our commitment to supporting the goals and challenges within Weber County begins with you - our employees. We know that our greatest strength lies in the people who serve Weber County, and we are dedicated to attracting, retaining, and developing top talent.
While Weber County remains a competitive employer, we also understand that today’s workplace is constantly evolving. In 2024, Weber County put out a Request for Proposal (RFP) in order to conduct a compensation study.
Based on the RFP results, Weber County partnered with Baker Tilly to launch a comprehensive five-step compensation study. This initiative is designed to ensure that we continue to recognize the exceptional work of our employees while staying aligned with current market standards. This website is designed to provide the results of the study. It's important to note that no employee will receive a pay decrease as a result of the study
Thank you for your continued dedication to making Weber County a great place to work and serve.
Study Process
Project Initiation
During the project initiation step, working relationships were established with the project team to include Baker Tilly, Weber County Human Resources, and department leadership. A department head questionnaire was sent to each department director or elected official (or designee) to help Baker Tilly understand any unique positions, titles, etc. This questionnaire is below.
Position Review
During the position review step, Baker Tilly reviewed job titles and descriptions and conducted a job evaluation using a point factor tool to establish hierarchy of jobs as well as evaluating each position based on 9 compensable factors. This is a measurement of the position, NOT the person in the position and focused on the minimum qualifications required to do the job.
Market Assessment
During the market assessment step, Baker Tilly worked with Weber County to identify 20 peer organizations to include in the study. They collaborated with Weber County leadership in each department to compile a comprehensive and relevant peer list, incorporating their input to ensure the selected organizations are relative to Weber County. These peer groups are organizations that look like Weber County and work like Weber County relative to size (revenue, population served, or number of employees), service offerings, geography, growth, etc. Additionally, 3 salary surveys were incorporated as a private sector comparison. The following peer organizations were included in the study:
In total, 199 positions were included as benchmarks in the survey. Of those, 19 positions had insufficient data (less than 3 matches). Overall the study yielded market values for 90% of Weber County’s benchmark positions. On average, each position had 7.8 or more matches. The focus when comparing positions is based on a summary of work, minimum qualifications, supervisory responsibilities, education, and not necessarily the job title.
Some adjustments were made to collected data to account for differences in work week, fiscal year, and geographic labor cost but Baker Tilly does not weight the data. This means Bakery Tilly accounted for structural differences that could skew the results if left unaddressed. For example, if one peer works a 35-hour week and another works 40, or if their fiscal years are different, or they are in a higher or lower-cost labor market, they normalize that data so they are comparing apples to apples.
By saying Baker Tilly does not weight the data, it means they don’t treat one peer organization’s data as more important than another’s. Instead, they use a simple average across all valid data points. Each match counts the same. This avoids introducing bias toward larger or higher-paying peers. It also means no single organization can sway the results more than the others. This is essentially the “law of averages” approach, where they’re looking at the average market value for a position across all peers, rather than overemphasizing any one agency. Below is the cost of labor differentials.
The average minimum, midpoint, and maximum salaries were calculated for the benchmark positions, revealing that Weber County is leading the market. Below are the results.
While Weber County is leading the market on average across all benchmark positions, results showed that sworn staff is below market on average. Below are the results.
We are currently in the project completion phase for the remaining general staff positions. Final charts will be added upon completion.
Pay Plan Development
During the pay plan development step, Baker Tilly analyzed the existing Weber County pay plan and provided recommendations based on the study’s results. Grade assignments are based on external equity (market) as well as internal equity (job evaluation) and existing equity (current midpoints and grade groupings) with consideration to career progressions, supervisor separation, business needs, etc.
Moving forward, we will be adopting two pay plans to include one for sworn staff, and one for the general public employee staff.
Below is the proposed sworn staff pay plan represented in annual wages.
Below is the proposed sworn staff pay plan represented in hourly wages.
We are currently in the project completion phase. The review of the general public employee pay plan is not yet complete; updates will be provided once the project is finalized.
Project Completion
We are currently in the project completion phase. Baker Tilly is working with Weber County to finalize the project. We do not have a final report at this time; updates will be provided upon finalization of the project.
Benefit Review
We are currently in the project completion phase. The review of the benefits is not yet complete; updates will be provided upon finalization of the project.
Pay Plan Policy
We are currently in the project completion phase. Updates to our pay policies will be provided upon finalization of the project.
Implementation Timeline
Based on the study's findings, we will be implementing necessary compensation adjustments on a phased timeline. These adjustments are designed to align with market benchmarks, internal equity, and job evaluations. Please note that not all roles will be impacted in the same way.
The study highlighted that our sworn positions are currently behind the broader market, and the market for sworn roles is growing at a rapid pace. Public safety remains a top priority for our community, and in response to the increasing competition for these positions, we will begin with adjustments for sworn staff as part of phase one.
Phase two will address all remaining roles. While sworn staff adjustments are being prioritized due to market urgency, we want to emphasize that all positions across the organization are essential. Every role plays a vital part in delivering services and ensuring the overall success of Weber County. This phased approach reflects both current market conditions and our continued commitment to attracting and retaining a skilled workforce, while maintaining internal equity across all roles.
Sworn Staff Implementation Scenarios
For sworn staff, the recommendation from Baker Tilley is to do a combination of option 2 & 3 which is the greater of 2% per Year in Current Position (capped at 5 years) + 3% per Year in Current Position for deputies and corporals in the 6–10 year range or a flat 2% adjustment. This structure is the most balanced approach as it ensures a minimum 2% adjustment for all employees, mitigates compression by recognizing time in position, and specifically supports the continued engagement of deputies and corporals within the 6–10 year range—all while remaining within budgetary limits.
Effective August 30, 2025, all sworn staff will be moved to the new pay plan. Each employee will receive a letter that shows how these changes may impact them personally. They will see any changes reflected on their September 19, 2025, paycheck.
General Staff Implementation
The general staff pay plan will address all remaining roles. While public safety adjustments are being prioritized due to market urgency, we want to emphasize that all positions across the organization are essential. Every role plays a vital part in delivering services and ensuring the overall success of Weber County. This phased approach reflects both current market conditions and our continued commitment to attracting and retaining a skilled workforce, while maintaining internal equity across all roles. Although we do not have final employee placements, any increases as a result from the study will be part of the 2026 budget cycle.
If you have reviewed all the information provided and have questions about how decisions were made or what it means for you personally, please feel free to contact Human Resources at 801-399-8623 or humanresources@webercountyutah.gov.