Nuts and Bolt Series. Compensation, Classification and Job Analysis. Presented by Tameka Usher

Transcription

1 Nuts and Bolt Series Compensation, Classification and Job Analysis Presented by Tameka Usher

2 Objectives Describe the fundamental concepts of classification such as: the purpose reasons not to conduct studies basic allocation factors how to determine complexity Describe the fundamental concepts of compensation such as: internal and external equity whole job evaluation method job matching

3 What is Classification? Analyzing positions to group sufficiently alike duties and responsibilities Same pay scale Descriptive title Same qualifications 3

4 Classification should not be used for Enhancing compensation Rewarding good performance Retaining employees Volume of work Possession of certain skills Compensating for job stress Technology changes

5 Job Families Clerical Technical Professional Supervisor Manager

6 Classification Levels Classification at every level or only selected levels The levels reflect the agency and should be tailored reflect the different levels of work being performed

7 Classification levels Entry Journey Advanced Journey/Lead Supervisor Manager

8 Entry Level Some positions remain indefinitely at the entry level May or may not be flexiblystaffed

9 Journey Level Fully journey/working level Fully competent to independently perform the full range of duties

10 Advanced Journey Level Commonly the third level Highly specialized/ complex or lead work Usually not flexibly-staffed

11 Supervisor Level If a working supervisor- performs the more sensitive/difficult day-to-day work Supervising staff Focus on How to implement decisions

12 Manager Level Follows supervisor Focus on What it is the unit does Subordinate supervisors sometimes Rely less on technical expertise and more on soft skills

13 5 most common factors Basic Allocation Factors 1. Difficulty and complexity of work 2. Non-supervisory responsibilities 3. Supervisory and administrative responsibilities 4. Working conditions/risk factors 5. Contacts/skill & Qualifications standards

14 Basic Allocation Factors Difficulty and complexity of duties context for work flow Status of work when presented Segregation of assignments

15 Basic Allocation Factors Difficulty and complexity of duties determined by: Variety of Work Scope of Work Why would these be important elements when assess difficulty and complexity of work?

16 Basic Allocation Factors Difficulty and complexity of duties determined by: Control of work by others

17 Basic Allocation Factors Consequence of error What is the most serious type of error that could be performed by the incumbent? What is the likelihood of error? Why would this be an important element when assessing difficulty and complexity of work?

18 Basic Allocation Factors Review work of others Independence of action or decision Recommendations affecting plans or policy Safety of others Custody of money Accuracy Public Contact

19 Basic Allocation Factors Number and types of supervisory actions Initiative and judgment of those supervised Size of the organization Importance, variety and complexity of functions supervised

20 Basic Allocation Factors Working Conditions/Risk Factors Are there any working conditions that set this position apart from other with similar responsibilities? Are there controls in place to mitigate the impact of risk factors?

21 Contacts Basic Allocation Factors Nature/level Purpose Skill Mental/ Physical Qualification Standards KSA, education and experience required

22 Internal Equity Compensation Orderly and equitable pay relationships through application of objective job evaluation methods External Equity Competitive position in the market by applying salary and total compensation surveys

23 Internal and External Equity Best plans are blended In a market driven plan: external data is used as the primary analysis. The plan includes market data; which is used in conjunction with internal data, making it externally and internally equitable. In a equity driven plan: internal alignments are used as the primary analysis. The plan includes internal equity and some market data, making it externally and internally equitable.

24 Whole Job Methodology Uses qualitative analysis, not the quantitative analysis used in methods such as a Point Factor Methodology. When market surveys are conducted generally a whole job analysis methodology is used to identify comparables.

25 A Sample Whole Job Method Requires the use of judgment and looks at: 1. Functional level of position 2. Scope of responsibility 3. Level of supervision received and exercised 4. Required certifications and licensures 5. Organizational structure

26 Comparability of Data Comparable Classes with limited comparability Not comparable

27 The goal of the study: Job Matching Strategies Identify pay trends for jobs Survey only benchmarks where possible Avoid classifications that are going to bring in inconsistent data Avoid unique classifications which are going to cause controversy

28 Responsibilities Job Matching Strategies Value More What is driving the salary Fewer Significant enough to not use as a job match

29 Practice Time

30 Job Matching Example You have a Senior Civil Engineer classification, which is their first registered level. The predominant purpose for the Senior Civil Engineer classification is to assume responsibility for project management Of twelve labor market agencies, three have Senior Civil Engineers who are registered but who do not have project management responsibilities How would you handle this?

31 Job Matching Example You have a Director of Public Works with responsibility for the engineering, streets, facilities and parks maintenance functions Within the majority of agencies, parks maintenance is part of Recreation Services How would you handle this?

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