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Job Description
Marketing Statement
Ride BART to a satisfying career that lets you both: 1) make a difference to Bay Area residents, and 2) enjoy excellent pay, benefits, and employment stability. BART is looking for people who like to be challenged, work in a fast-paced environment, and have a passion for connecting riders to work, school and other places they need to go. BART offers a competitive salary, comprehensive health benefits, paid time off, and the CalPERS retirement program.
Job Summary
Pay Rate
$141,610.00/annually - $214,540.00/annually
The initial annual salary for this assignment is negotiable between $141,610.00 - $172,855.14, commensurate with job related education and experience.
Note : Employees in this job classification have been approved to receive 2% cost of living adjustments effective July 1, 2025, January 1, 2026, July 1, 2026, and January 1, 2027.
Reports To
Manager of Compensation & Analytics
Current Assignment
The Bay Area Rapid Transit District (BART) is seeking a Supervisor of Compensation & Analytics to join its Human Resources Department.
Under general direction, supervises staff responsible for administering the districtwide classification and compensation program, as well as staff responsible for retrieving and analyzing data to perform complex costing analysis and projections of proposals for labor negotiations and settlements; plays a key role in enhancing the department’s ability to provide professional complex data analyses of classification, labor, and financial data in support of the districtwide labor relations and classification and compensation programs; and performs other duties as assigned.
The most qualified candidates for this position will have highly developed competencies in the following areas, which will be reinforced with related work experience and clearly articulated during the selection process:- Advanced knowledge of the principles and practices of classification and compensation administration.
- Ability to independently lead and motivate team members to effectively meet shared goals.
- Broad general knowledge of public sector human resources administration, including a thorough understanding of which classification and compensation activities are subject to mandatory bargaining.
- Exceptional written and verbal communication skills and the ability to clearly communicate complex topics in an accessible and easy to understand way.
- Advanced analytical and problem-solving skills.
- High level of comfort working with complex data and performing routine statistical analyses on the data.
- Ability to leverage various computer systems and applications in conducting analyses, including familiarity with Microsoft Excel formulas and functions.
Selection Process
Applications will be screened to assure that minimum qualifications are met and may be further screened based on training and experience. Those applicants who meet minimum qualifications and pass the supplemental screening will be invited to move forward in the selection process, which will include a panel interview and may include a practical exercise.
The successful candidate must have an employment history demonstrating reliability and dependability; provide copies of certificates, diplomas or other documents as required by law, including those establishing his/her right to work in the U. S; pass a pre-employment medical examination which may include a drug and alcohol screen, and which is specific to the essential job functions and requirements. Pre-employment processing will also include a background check. (Does not apply to current full-time District employees unless specific job requires additional evaluations).
Examples of Duties
Supervises the activities and professional staff of the Classification and Compensation Division; reviews staff work plans; assigns work activities, projects, and programs; reviews and evaluates work products, methods, and procedures; and meets with staff to identify and resolve problems.
Oversees data gathering, development of documentation and record keeping for classification, financial and data-based analysis to support Classification & Compensation and Labor Relations programs and policies.
Assists in the development and tracking of metrics to monitor and evaluate the efficiency and effectiveness of service delivery methods and procedures; recommends changes based on findings.
Conducts data, financial, and job analysis and provides analytic information and support for the purposes of classification and compensation administration as well as negotiations with labor unions; develops analyses and projections in support of District positions and strategies; prepares appropriate documentation.
Oversees the research and determination of appropriate classification and salary for District job classifications, positions, and employees; participates in and oversees classification and compensation surveys and studies; conducts internal and external equity studies; provides data and compensation analysis for the review and resolution of grievances; prepares and presents analytic information in support of the District for formal arbitration matters.
Works closely with HRIS and Payroll to ensure updates regarding compensation related data are completed accurately and timely; assists in preparation and administration of Districtwide salary increases and adjustments; oversees Districtwide Temporary Backfill/Temporary Upgrade program, ensuring proper disposition and placement of temporary assignments.
Ensures operations and activities of Classification & Compensation Division are coordinated and integrated with operations and activities of other human resources divisions and District departments, including but not limited to Talent Acquisition, Benefits, Leave Management, Payroll, Time Accounting and Administration, and Labor Relations.
Serves as liaison and expert resource for the Classification and Compensation Division to consult others in departments throughout the District providing compensation guideline interpretation; prepares and presents staff reports and other necessary correspondence to a variety of stakeholders.
Keeps current on relevant legislation, regulations, industry trends and best practices related to classification and compensation; evaluates impact on District operations; recommends and assists in the implementation of policy, practice, and procedural improvements; and ensures compliance with legal requirements.
May be assigned to act on behalf of the Manager of Compensation & Analytics in matters related to the administration of classification and compensation activities.
Performs other duties as assigned.
Minimum Qualifications
EITHER
Experience :
Current employment and at least one (1) year of experience as a Principal Classification & Compensation Analyst with the Bay Area Rapid Transit District.
OR
Education :
Possession of a bachelor’s degree from an accredited college or university in human resources, public administration, business administration, or a closely related field.
Experience :
The equivalent of four (4) years of full-time professional human resources experience in the areas of classification and compensation, which must have included at least one (1) year of advanced journey/lead level or higher experience.
Substitution :
Additional experience as outlined above may be substituted for the education on a year-for-year basis.
Knowledge and Skills
Knowledge of :- Principles and practices of Human Resources programs and service delivery methods
- Principles, practices, and theories used in the development and maintenance of position classification systems and compensation plans
- Standards, techniques, best practices, and public sector market trends for the development and construction of job descriptions and specifications
- Techniques, methodologies, and standards of job analysis, including best practice applications for job description and classification development, organizational modeling and design, and test development
- Methods, techniques, best practices, and legal considerations of administering compensation plans and employee salaries, including benchmarking methodologies, market analysis and salary surveys, and pay equity reviews
- Applicable local, state, and federal laws and regulations, including the California Equal Pay Act, the Fair Labor Standards Act (FLSA), Equal Employment Opportunity laws, and applicable California Wage Orders
- Advanced methods and techniques of data and costing analysis, metrics and reports
- Principles and practices of supervision and staff development
- Principles and practices of project management
- Human resources applications and systems
- Principles and practices of program development
- Developing and overseeing programs and projects, bringing them to completion through coordination, persuasion and the involvement of subordinate staff and diverse stakeholders
- Motivating and leading staff and other stakeholders through coordination and persuasion
- Identifying, researching, and gathering relevant information from a variety of sources
- Effectively managing multiple priorities that may have conflicting time frames
- Administering and coordinating assigned human resources activities and/or programs
- Ensuring compliance with applicable laws, regulations, and policies related to classification and compensation administration
- Making equitable and defensible decisions in ambiguous and complex situations
- Recommending innovative solutions to improve human resources operations and efficiencies
- Handling sensitive employee and organizational data with discretion and integrity
- Interpreting and applying policies, procedures, laws and regulations
Equal Employment Opportunity GroupBox1
The San Francisco Bay Area Rapid Transit District is an equal opportunity employer. Applicants shall not be discriminated against because of race, color, sex, sexual orientation, gender identity, gender expression, age (40 and above), religion, national origin (including language use restrictions), disability (mental and physical, including HIV and AIDS), ancestry, marital status, military status, veteran status, medical condition (cancer/genetic characteristics and information), or any protected category prohibited by local, state or federal laws.
The BART Human Resources Department will make reasonable efforts in the examination process to accommodate persons with disabilities or for religious reasons. Please advise the Human Resources Department of any special needs in advance of the examination by emailing at least 5 days before your examination date at employment@bart.gov .
Qualified veterans may be eligible to obtain additional veteran's credit in the selection process for this recruitment (effective Jan. 1, 2013). To obtain the credit, veterans must attach to the application a DD214 discharge document or proof of disability and complete/submit the Veteran's Preference Application no later than the closing date of the posting. For more information about this credit please go to the Veteran's Preference Policy and Application link at www.bart.gov/jobs .
The San Francisco Bay Area Rapid Transit District (BART) prides itself in offering best in class benefits packages to employees of the District. Currently, the following benefits may be available to employees in this job classification.
Highlights- Medical Coverage (or $350/month if opted out)
- Dental Coverage
- Vision Insurance (Basic and Enhanced Plans Available)
- Retirement Plan through the CA Public Employees’ Retirement System (CalPERS)
- 2% @ 55 (Classic Members)
- 2% @ 62 (PEPRA Members)
- 3% at 50 (Safety Members - Classic)
- 2.7% @ 57 (Safety Members - PEPRA)
- Reciprocity available for existing members of many other public retirement systems (see BART website and/or CalPERS website for details)
- 6.65% employer contribution up to annual maximum of $1,868.65
Closing Date/Time: 1/3/2025 11:59 PM Pacific -
ABOUT THE COMPANY
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BART (Bay Area Rapid Transit)
Show moreThe BART story began in 1946. It began not by governmental fiat, but as a concept gradually evolving at informal gatherings of business and civic leaders on both sides of the San Francisco Bay. Facing a heavy post-war migration to the area and its consequent automobile boom, these people discussed ways of easing the mounting congestion that was clogging the bridges spanning the Bay. In 1947, a joint Army-Navy review Board concluded that another connecting link between San Francisco and Oakland would be needed in the years ahead to prevent intolerable congestion on the Bay Bridge. The link? An underwater tube devoted exclusively to high-speed electric trains.
Since 1911, visionaries had periodically brought up this Jules Verne concept. But now, pressure for a traffic solution increased with the population. In 1951, the State Legislature created the 26-member San Francisco Bay Area Rapid Transit Commission, comprised of representatives from each of the nine counties which touch the Bay. The Commission's charge was to study the Bay Area's long range transportation needs in the context of environmental problems and then recommend the best solution.
The Commission advised, in its final report in 1957, that any transportation plan must be coordinated with the area's total plan for future development. Since no development plan existed, the Commission prepared one itself. The result of their thoroughness is a master plan which did much to bring about coordinated planning in the Bay Area, and which was adopted a decade later by the Association of Bay Area Governments (ABAG).
The BART Concept is Born
The Commission's least-cost solution to traffic tie-ups was to recommend forming a five-county rapid transit district, whose mandate would be to build and operate a high-speed rapid rail network linking major commercial centers with suburban sub-centers.The Commission stated that, "If the Bay Area is to be preserved as a fine place to live and work, a regional rapid transit system is essential to prevent total dependence on automobiles and freeways."
Thus was born the environmental concept underlying BART. Acting on the Commission's recommendations, in 1957, the Legislature formed the San Francisco Bay Area Rapid Transit District, comprising the five counties of Alameda, Contra Costa, Marin, San Francisco and San Mateo. At this time, the District was granted a taxing power of five cents per $100 of assessed valuation. It also had authority to levy property taxes to support a general obligation bond issue, if approved by District voters. The State Legislature lowered the requirement for voter approval from 66 percent to 60 percent.
Between 1957 and 1962, engineering plans were developed for a system that would usher in a new era in rapid transit. Electric trains would run on grade-separated right-of-ways, reaching maximum speeds of 75-80 mph, averaging perhaps 45 mph, including station stops. Advanced transit cars, with sophisticated suspensions, braking and propulsion systems, and luxurious interiors, would be strong competition to "King Car " in the Bay Area. Stations would be pleasant, conveniently located, and striking architectural enhancements to their respective on-line communities.
BART employees in the 1970s.
Hundreds of meetings were held in the District communities to encourage local citizen participation in the development of routes and station locations. By midsummer, 1961, the final plan was submitted to the supervisors of the five District counties for approval. San Mateo County Supervisors were cool to the plan. Citing the high costs of a new system-plus adequate existing service from Southern Pacific commuter trains - they voted to withdraw their county from the District in December 1961.
With the District-wide tax base thus weakened by the withdrawal of San Mateo County, Marin County was forced to withdraw in early 1962 because its marginal tax base could not adequately absorb its share of BART's projected cost. Another important factor in Marin's withdrawal was an engineering controversy over the feasibility of carrying trains across the Golden Gate Bridge.
BART had started with a 16-member governing Board of Directors apportioned on county population size: four from Alameda and San Francisco Counties, three from Contra Costa and San Mateo, and two from Marin. When the District was reduced to three counties, the Board was reduced to 11 members: four from San Francisco and Alameda, and three from Contra Costa. Subsequently, in 1965, the District's enabling legislation was changed to apportion the BART Board with four Directors from each county, thus giving Contra Costa its fourth member on a 12-person Board. Two directors from each county, hence forth, were appointed by the County Board of Supervisors. The other two directors were appointed by committees of mayors of each county (with the exception of the City and County of San Francisco, whose sole mayor made these appointments).
The five-county plan was quickly revised to a three-county plan emphasizing rapid transit between San Francisco and the East Bay cities and suburbs of Contra Costa and Alameda counties. The new plan, elaborately detailed and presented as the "BART Composite Report, " was approved by supervisors of the three counties in July 1962, and placed on the ballot for the following November general election.
The plan required approval of 60 percent of the District's voters. It narrowly passed with a 61.2 percent vote District-wide, much to the surprise of many political experts who were confident it would fail. Indeed, one influential executive was reported to have said: "If I'd known the damn thing would have passed, I'd never have supported it. "
The voters approved a $792 million bond issue to finance a 71.5 mile high-speed transit system, consisting of 33 stations serving 17 communities in the three counties. The proposal also included another needed transit project: rebuilding 3.5 miles of the San Francisco Municipal Railway. The new line would link muni streetcar lines directly with BART and Market Street stations, and four new Muni stations would be built.
The additional cost of the transbay tube -- estimated at $133 million -- was to come from bonds issued by the California Toll Bridge Authority and secured by future Bay Area Bridge revenues. The additional cost of rolling stock, estimated at $71 million, was to be funded primarily from bonds issued against future operating revenues. Thus, the total cost of the system, as of 1962, was projected at $996 million. It would be the largest single public works project ever undertaken in the U.S. by the local citizenry.
After the election, engineers immediately started work on the final system designs, only to be halted by a taxpayer's suit filed against the District a month later. The validity of the bond election, and the legality of the District itself, were challenged. While the court ruled in favor of the District on both counts, six months of litigation cost $12 million in construction delays. This would be the first of many delays from litigation and time-consuming negotiations involving 166 separate agreements reached with on-line cities, counties, and other special districts. The democratic processes of building a new transit system would prove to be major cost factors that, however necessary, were not foreseen.
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