Classification for Managers and Supervisors

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Classification for Managers and Supervisors
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IntroductionThe Classification and Pay System

• Approximately 2,800 jobs in the
• Classification Pay Plan
• 88,000 position descriptions
• Dual employment system (Civil Service and
  non-Civil Service)
• 17 Bargaining Units (83 of Commonwealth
  employees)
• 16 Pay Schedules

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Position Classification
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Position Classification

• Position Classification is a process for
  allocating a positions defined duties and
  responsibilities to a job standard
• Does not involve the comparison of one position
  to another.

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Position Classification

• Involves reviewing the duties and
  responsibilities assigned to a position,
  regardless of the current incumbent.
• Is used to maintain internal job equity within
  all the agencies under the Governors
  jurisdiction.

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Position Classification

• Managers and Supervisors
• Provide classification analysts with position
  descriptions and other information related to the
  position and the work assigned to the position
• Assign work to positions based on operational
  need
• Use position classification as a method for
  planning and controlling payroll costs

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The Position Classification Process
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The Position Classification Process

• Three phases in reviewing a positions
  classification
• Data gathering
• Analysis
• Recommendation/Decision

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The Position Classification ProcessData
Gathering

• Classification Analysts
• Review position descriptions
• Schedule desk audits
• Discuss duties with employees
• Validate employee discussions with
  managers/supervisors

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The Position Classification ProcessData
Gathering

• Managers and Supervisors
• Maintain current and accurate position
  descriptions
• Educate employees on the process
• Provide accurate information to the
  classification analyst upon request
• Dont make any promises to employees

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The Position Classification Process Analysis

• Classification analysts look at the following
  allocation factors
• Nature and variety of work
• Complexity
• Impact or consequence of action
• Controls placed on the work
• Supervision received
• Available guidelines
• Originality required
• Working relationships
• Nature and scope of recommendations, decisions,
  commitments, and conclusions
• Type of supervision exercised

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The Position Classification Process Analysis

• Factors NOT considered when analyzing work
• Length of service
• Personality
• Volume of work assigned or produced
• Efficiency how well work is performed
• Qualifications of the incumbent

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The Position Classification Process
Recommendation/Decision

• The classification analyst measures the
  allocation factors of the position against the
  job specifications and makes a recommendation/deci
  sion.

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Classification Actions
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Classification Actions

• Four ways classification actions are initiated
• Management-initiated review
• Classification grievance
• Employee-initiated
• Classification survey

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Classification Actions

• Management-initiated reviews
• When the employee, the supervisor, or the manager
  have recognized a change in job content, or new
  duties have been assigned, a review may be
  requested by the supervisor.

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Classification Actions

• Classification Grievance
• Employees covered by labor agreements may process
  an appeal for a reclassification of their
  position if they feel that their position is
  improperly classified.

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Classification Actions

• Employee-Initiated
• Employees may make a direct request for a review
  by the OA through their HR office.
• A current position description should be attached
  to the request.

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Classification Actions

• Classification Survey
• HR may conduct a study of all positions in
• a specific organizational or work unit or
• an occupational group.
• If identical work is performed by more than one
  employee, a sample or percentage is reviewed.
• Managers and supervisors may recommend to the
  classification analysts which employees perform
  representative duties for data gathering.

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Distinction between Classification and Pay

• Classification is based on the assigned duties
  and involves placing positions with specific
  duties into an appropriate job. A Pay Scale
  Group is assigned to each job.
• Pay is based on classification, but is also
  influenced by other factors, such as
• Labor market considerations
• Longevity

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Job Specifications
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Job Specifications

• A written description of the duties and
  responsibilities, allocation standards, and
  applicant screening standards for a group of
  substantially similar positions.
• Key component of the classification and pay
  system
• Serve as the basis for classifying and
  compensating positions
• Define the work
• Outline minimum position requirements for people
  performing this work
• Developed by agencies and OA
• www.jobclass.state.pa.us

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Job Specifications

• Centralized Authority rests with the Office of
  Administration, Classification Pay Division
• Decentralized Agency HR office has authority,
  with OA oversight

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Job Specifications

• Definition
• Defines the complexity, nature, and type of work
• Provides leveling criteria
• Explains type of supervision given and received
• Work is classified based on the definition
• Arbitration Award 266

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Job Specifications

• Examples of work
• Statements that identify tasks that illustrate
  and support the definition
• Performs related work as required

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Job Specifications

• Required Knowledges, Skills, and Abilities
  (RKSAs)
• Necessary to perform the work described in the
  definition
• Should be achieved prior to employment
• Used by SCSC for evaluation and testing

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Job Specifications

• Minimum Experience and Training (METs)
• Experience and training required for a job
• Minimum required
• Derived from the RKSAs
• Used by SCSC and BSE to accept or reject
  applicants

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Job Specifications

• Necessary Special Requirement (NSRs) A
  license, certification, registration, or other
  position requirement needed at the time of
  application for a job for all positions in the
  job.
• Conditions of Employment (COE) A license,
  certification, registration or other position
  requirement needed at the start of employment for
  certain positions within a job.
• Post Employment Requirement (PER) A license,
  certification, registration or other position
  requirement needed to continue employment, but
  not before employment begins.

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Position Descriptions, Essential Functions, and
Organization Charts
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Position Descriptions

• A position description is the official written
  statement of a positions duties and
  responsibilities.
• Different from job specifications in that they
  depict the duties of one particular position and
  not a group of similar positions.

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Position Descriptions

• The Position Description form depicts
• Identifying information
• Position purpose
• Description of duties
• Decision making responsibilities
• Position requirements
• Essential functions
• Certification

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Position Descriptions

• Describe the Assignment of Work to a Position
• Be Logical assign like duties to appropriate
  positions
• Be Fair distribute work equally among employees
  within the same classification
• Be Observant watch for changes in the type and
  amount of work in your organization

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Position Descriptions

• Position descriptions must
• Accurately describe the position
• Only include duties that the employee is
  currently performing
• Not overstate or understate duties and
  responsibilities
• Clearly indicate supervision exercised and
  received by the position
• Use appropriate wording to define tasks

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Position Descriptions

• Use appropriate wording
• Clerical employees receive, record, gather,
  compile, store, retrieve, assemble, compute,
  compare, and present information which reflects
  decisions or actions being developed, reviewed,
  or implemented by others.
• Clearly describe the work
• Research vs. locating a particular article, book,
  or speech
• Prepares reports of findings and recommendations
  vs. compiling information
• Analysis vs. reviewing documents for completeness
  and accuracy

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Position Descriptions

• Keep position descriptions up to date
• Distinguish between assigning duties temporarily
  and basic changes in the duties of the position
• Reflect changes in basic duties with a revised
  position description
• Review position descriptions annually in
  conjunction with the EPR
• Actively support periodic classification surveys

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Position Descriptions

• Online Position Description Application
• All agencies should have PDs online
• Home page for online PD form and instructions
• http//www.occup.state.pa.us/StartPages/Start.asp
  

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Position Descriptions

• Other uses for Position Descriptions
• Recruitment
• Training
• Performance Evaluation
• Organizational Redesign
• Classification Grievances

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Essential Functions

• Essential functions are the critical duties of
  each position that the incumbent must be able to
  perform with or without a reasonable
  accommodation.

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Essential Functions

• Consider these questions when identifying
  essential functions
• Does the position exist to perform the function?
• Are there a limited number of other employees
  available to perform the function?
• Is the function highly specialized and was the
  person in the position hired for their special
  expertise or ability to perform it?
• What is the amount of time spent performing the
  function?
• What are the consequences of not requiring a
  person in the position to perform a function?
• Are there terms in a collective bargaining
  agreement that list the duties to be performed in
  this particular position?

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Organization Chart

• A graphic depiction of all positions in an
  organization and their formal supervisory
  relationships.

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Organization Chart

• Managers and supervisors
• Attach a copy of the Org Chart to the position
  description
• Find Org Publisher through ESS,
• http//myworkplace.state.pa.us, under
  Supervisor Self-Service

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Position Management
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Position Management

• The assignment of duties and responsibilities to
  positions and the structuring of those positions
  to form organizations that effectively and
  economically accomplish their goals.

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Position ManagementManager/Supervisor Role

• Managers and supervisors have a dual
  responsibility
• Sound Position Management
• Support Position Classification

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Position ManagementManager/Supervisor Role

• Managers and supervisors
• Plan the way that work is accomplished
• Write and keep position descriptions up-to-date
• Select and train employees to perform the work
• Make work assignments
• Evaluate employee performance

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Position Management Support Position
Classification

• How can Managers/Supervisors support position
  classification?
• Assign work considering impact on
• classification
• Recognize job content changes
• Help employees understand the classification
  controlling features of their positions
• Provide classification analysts with all needed
  data
• Reduce employee fears about classification
  actions

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Position Management Assignment of Duties

• A primary objective of position management To
  balance the effectiveness of the work unit and
  the economy of the operation
• Work must be structured so it can be completed in
  most efficient manner with the fewest number of
  positions, so...
• Managers/Supervisors plan in order to
• Assign related work to the appropriate position
• Avoid duplication of effort
• Structure some positions for career progression

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Position Management Planning

• Please consult with HR on the impact of the
  positions classification before significantly
  changing work assignments

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Classification Grievance Process
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Classification Grievance Process

• If employees or their Union believe work is being
  performed at a higher level, on a permanent or
  temporary basis, they may file a classification
  grievance.
• Process is only for bargaining unit covered
  employees.
• Classification grievances are filed through the
  Standard Grievance Procedure.

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Classification Grievance Process

• 1st step
• Supervisors do not have authority to address the
  technical merits of the grievance.
• Supervisors response should be This grievance
  cannot be resolved at this level due to lack of
  classification authority.
• Supervisors have an important role by assigning
  the duties and therefore being familiar with the
  grievants work.
• Supervisors should ensure that the grievance
  includes an up-to-date position description, or a
  description of the temporary higher level work
  and the dates performed.
• Both the grievant and the supervisor should
  review the position description and sign or
  refuse to sign.
• The supervisor should note any inaccuracies.

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Classification Grievance Process

• 2nd Step
• The reviewing officer or the field HR Officer
  should respond as stated above. Unless, the
  agency has decentralized classification
  authority, in which case the field HR Officer can
  address the merits of the case, provided the job
  being sought is not centralized.
• The manager should review the previous comments
  and make any additional comments as needed.

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Classification Grievance Process

• 3rd Step
• Agency central HR office responds to the merits
  of the case at the 3rd step, provided the job
  being sought is not centralized.
• Agency analysts typically will perform a desk
  audit.
• The analyst will also talk with the grievants
  supervisor for clarification.
• The classification analyst makes a determination,
  and if the grievance is not settled, it may be
  advanced to the 4th step.

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Classification Grievance Process

• 4th Step
• OA C P Division responds at the fourth step.
• OA analysts will typically perform a desk audit
  with the grievant and the Union representative to
  review the positions duties.
• OA analysts will also meet with the supervisor.
• OA analysts make a determination.
• If the grievance is not settled, it may be
  advanced to arbitration for rank and file only.

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Classification Grievance Process

• 5th Step Arbitration
• Depending on the issue at hand, the arbitration
  can be binding or advisory.
• Arbitration panel consists of 1 union
  representative, 1 OA representative, and a
  mutually-agreed upon neutral arbitrator.
• Supervisors must be prepared to assist in the
  preparation of the case and testify.
• The neutral arbitrator makes the final
  determination.

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Temporary Assignments in a Higher Classification
(TWOC)
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Temporary Assignments in a Higher Classification
(TWOC)

• TWOC is temporarily assigning employees to work
  in a higher classification to meet the
  operational needs of the agency.

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Temporary Assignments in a Higher Classification
(TWOC)

• Determine that the duties and responsibilities
  are critical and essential.
• Attempt to assign the work to higher level or
  managerial employees
• Assign the work to employees in the same job or
  pay scale group
• If the work cannot be accomplished by these
  methods, a TWOC assignment may be appropriate.

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Temporary Assignments in a Higher Classification
(TWOC)

• Managers/Supervisors should
• Justify the TWOCs need and duration to their
  Agency or Field HR office before the assignment
  is made.
• Provide the employee with written details about
  the TWOC prior to the assignment.
• Ensure the employee meets the METs.
• Request approval from the Agency HR Director for
  assignments to exceed nine continuous months.

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Hay Evaluations
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Hay Evaluations

• A Hay Evaluation is a guide chart-profile method
  for position evaluation.
• The final score is used to determine a positions
  appropriate pay scale group.
• Is primarily used for management positions, often
  one-person jobs.

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Hay Evaluations

• Hay Evaluations evaluate work based on three
  factors
• Know-How measures the total of every kind of
  skill and knowledge required for acceptable
  performance
• Problem Solving examines the need for original
  thinking to analyze situations and establish and
  evaluate conclusions
• Accountability measures the freedom to act,
  resulting consequences and effect on results

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Hay Evaluation Process

• Incumbent completes Hay questionnaire found at
  the OA CP website
• Supervisor completes the supervisory portion
• Panel members are HR analysts trained in the Hay
  process
• The final score is a consensus score
• Hay Evaluation Score is reviewed for consistency
  with the organizational structure and the
  Commonwealth as a whole and used to assign pay
  scale group

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Performance Pay Incentives
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Performance Pay Incentives

• Managers and supervisors can monetarily recognize
  management employees for service above and beyond
  their assigned duties/responsibilities through
  the use of exceptional pay increases.

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Performance Pay Incentives

• Exceptional Pay Increase
• Applies to management, confidential, and other
  non-union-covered employees
• Increases pay as a result of movement within the
  pay scale group
• Can only be approved one time per 12-month period
• May not be approved if exceeds positions maximum
  pay range

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References
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Management Directives

• Website http//btb.state.pa.us
• MD 520.4 Position Classification Post-Audits
• MD 520.5 Centralized Classifications Control
  System
• MD 520.6 Processing of Reclassification Actions
• MD 520.7 Development and Evaluation of
  Classification Standards
• MD 520.8 Pay Action Effective Date for Changes
  to Position Classification and the Classification
  Plan
• MD 525.4 Temporary Assignment in Higher
  Classification
• MD 590.8 Classification Grievance Processing

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References

• Job Specification Website
• http//www.jobclass.state.pa.us/
• http//www.hrm.state.pa.us/oahrm/site/default.asp
• (Click Classification, Compensation, and
  Workplace Support gt Classification and Pay gt
  References gt Job Specification Search)

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References

• Union Contracts
• http//www.hrm.state.pa.us/oahrm/cwp/view.asp?a13
  4Q52419oahrmNav
• http//www.hrm.state.pa.us/oahrm/site/default.asp
• (Click Labor Relations gt Agreements)

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References

• Pay Schedules
• http//www.hrm.state.pa.us/oahrm/cwp/view.asp?a14
  0Q54561
• http//www.hrm.state.pa.us/oahrm/site/default/asp
• (Click Salary and Time Administration gt Pay
  Schedules)

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