Management and Supervisory Essentials Training Position Management and Writing Position Descriptions

1
Management and Supervisory Essentials
TrainingPosition Management andWriting
Position Descriptions
Western Carolina University
2
Position Management and Writing Position
DescriptionsThe information in this
presentation relating to writing position
descriptions pertains to both SPA and EPA
employees. Information on job classification and
the State classification system pertain to SPA
employees only.
3
Roles Responsibilities in the Position
Management Function
Topic One
4
Position Management Defined

• The Position Management program involves the
  design and control of positions within State
  agencies. In a nutshell, position management
  includes
• Determining organizational structure
• Determining what needs to be done and the number
  of people needed to do it
• Determining who does what (Position Descriptions)
• Securing funds through established channels
• Managing position classifications

5
Managements Role

• Management is responsible for making sure
  departmental goals and strategies are met.
  Management must determine what work needs to be
  done, who does the work, find funding for
  positions, and make recommendations to HR for
  establishing and classifying positions.

6
Human Resources Role

• Human Resources provides position design
  assistance to management, including help with the
  classification and pay system. HR will apply job
  analysis procedures and techniques to make
  classification recommendations to the Office of
  State Personnel.

7
Role of the Office of State Personnel

• The Office of State Personnel (OSP)
  administers State Personnel Commission policies
  related to Position Management. OSP provides
  consultative assistance to Human Resources and
  provides final approval for classification
  actions.

8
Classification decisions are based on a number of
factors, including
1. Variety and complexity of work 2. Analytical
requirements 3. Decision-Making/Consequences of
error 4. Nature of supervision received
5. Nature of supervision given 6. Nature and
purpose of public contacts 7. Working
conditions 8. Qualification requirements
9
Things that do NOT count in classifying a position

• Efficiency
• Volume of work
• Unusual diligence or overtime
• Unusual/special employee qualifications (not
  necessary to perform the work)
• Financial need
• Length of service
• Personality

10
Position Descriptions Defined
Topic Two
11
What is a Position Description?

• A formalized statement of duties,
  responsibilities and qualifications for the
  position.

12
Who Writes Position Descriptions?

• The immediate supervisor.
• Management ensures that the work described is, in
  fact, the duties and responsibilities that are
  assigned and expected to be performed.

13
In addition to helping employees understand
their duties and responsibilities, Position
Descriptions

• Establish performance expectations
• Clarify who is responsible for what
• Provide an equitable wage/salary structure

14
Think for a momentWhat are the consequences of
inaccurate Position Descriptions?

• Employees hired without proper qualifications
• Employees receiving inappropriate compensation
• Unrealistic performance expectations

15
Approaches to Writing PDs
Topic Three
16
Components of a Position Description

• A brief statement to describe the purpose of the
  organizational unit
• A brief introductory statement given to explain
  the overall purpose of the position
• A Task Statement
• Required Knowledge, Skills and Abilities (KSAs)

17

The Four Step Method

• Step One
• Collect background information
• Review available program data, job descriptions,
  work plans, work methods, procedural
  standards/guides, written instructions, etc.,
  which are relevant
• Identify discrepancies or changes

18
The Four Step Method

• Step Two
• Review organizational structure
• Reporting lines and relationships
• Organizational charts
• Work unit goals and missions
• Identify where does the position fit
• Determine how any changes have affected the
  position

19
The Four Step Method

• Step Three
• List major functions and responsibilities of the
  position.

20
The Four Step Method

• Step Four
• Define specific duties and tasks necessary to
  carry out the functions/responsibilities.

21
Task Statement

• Definition
• An action or action sequence to accomplish an
  objective. The Task Statement describes the work
  required of an employee in a specific position.

22
Writing the Task Statement

• The Task Statement should address/answer
• 1. Who?
• 2. Does what?
• 3. To whom or what?
• 4. Why?
• 5. How?

23
Evaluate Task/Activity Statements
Are the expected outcomes stated? Do they
adequately explain why the tasks are being
performed?
Does the object tell what the verb is acting on?
Is the object clear?
Are verbs used in the action statements? Do they
tell what action is being taken?
24
Evaluate Task/Activity Statements
Are the statements hard to understand because
they cover too many work activities in one
statement (too general)?
Could two or more of the statements combine to
result in a more general statement without losing
meaningful content?
25
Determining Required Knowledge, Skills Abilities

• Review responsibilities and task statements
• Identify knowledge, skills abilities in
  functions/tasks

26
Determining KSAs - Consider the following

• What does person have to know in order to perform
  function/task?
• What is the reason that someone performs work at
  an acceptable and/or an exceptional level?
• What do you expect the person to handle on
  his/her own when first beginning the position?
• Does the person need a knowledge base that has to
  be applied while skills are developed over time,
  or does the position require specific skills
  already developed?

27
Tips for Writing KSAs
Tip One

• Begin with statement of knowledge of, skill in
  or ability to
• Example
• KNOWLEDGE OF MEDICAL RECORDS ORGANIZATION AND
  MANAGEMENT SKILL IN USE OF COMPUTER PROGRAMS
  SUCH AS MICROSOFT OFFICE, WORD, ACCESS AND EXCEL.

28
Tips for Writing KSAs
Tip Two

• Identify the level of knowledge or skill, if
  possible. Is basic or comprehensive degree of
  knowledge required? Minimal skill level or
  advanced skill level required?
• Example
• BASIC ELECTRONICS EQUIPMENT SETUP AND REPAIR
  KNOWLEDGE TO UNDERSTAND HOW THE EQUIPMENT
  NORMALLY WORKS, WHAT FAILURES ARE COMMON, AND
  PREVENTIVE MAINTENANCE.

29
Tips for Writing KSAs
Tip Three

• Focus on critical knowledge skills. Eliminate
  ones not essential in recruiting.

30
Tips for Writing KSAs
Tip Four

• Be clear and avoid imprecise or ambiguous terms
  (i.e., ability to get things moving).

Example KNOWLEDGE OF THE CHILD CARE SYSTEM IN
NORTH CAROLINA AND DATA COLLECTION PROCEDURES
USING THE ECERS-R, ITERS, FDCRS AND SACERS.
31
Dos Donts when writing PDs

• Do
• Follow 4-step method
• Take time to write
• Keep in mind reasons for writing
• Express facts and quantitative terms
• Be comprehensive
• Ensure changes since last review are addressed
• Review classification factors
• Include of time in functions

• Dont
• Include negative statements
• Include acronyms, abbreviations
• Include future duties, except when establishing a
  position
• Include temporary or occasional duties
• Include generalized statements
• Reference people by name

32
Occasionally, changes in duties and/or
expectations may necessitate a change in
classification. Supervisors may request a
restudy by submitting the following to Human
Resources

• Request for Restudy form (with signatures of
  approval) available from Human Resources
• Position Description (with signatures)
• Organizational Chart
• Americans With Disabilities Act Checklist (with
  signatures) available from Human Resources

33
You have reached the end of the Position
Management presentation. Please contact the
Office of Human Resources (227-7218) for
additional information on any of the topics
presented here.