INTRODUCTION... 8 MANDATED ISSUES EXECUTIVE MANAGEMENT SENIOR MANAGEMENT

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2 Table of Contents INTRODUCTION... 8 BOOK OVERVIEW LIMITATIONS JOB PROGRESSION BEST PRACTICES FOR SCREENING RESUMES BEST PRACTICES FOR PHONE SCREENING HIRING NEW EMPLOYEES MOTIVATING EMPLOYEES EMPLOYEE TERMINATION PROCESS POSITION DESCRIPTION STRUCTURE MANDATED ISSUES AMERICAN WITH DISABILITIES ACT HEALTH AND SAFETY REQUIREMENTS OF OTHER FEDERAL OR STATE LAWS FAIR LABOR STANDARDS ACT SEXUAL HARASSMENT OTHER LABOR LAWS EXECUTIVE MANAGEMENT ORGANIZATION CHART CHIEF INFORMATION OFFICER (CIO) CHIEF INFORMATION OFFICER (CIO) SMALL ENTERPRISE CHIEF TECHNOLOGY OFFICER (CTO) CHIEF COMPLIANCE OFFICER (CCO) CHIEF DIGITAL OFFICER (CDO) CHIEF MOBILITY OFFICER (CMO) CHIEF SECURITY OFFICER (CSO) VICE PRESIDENT ADMINISTRATION VICE PRESIDENT CONSULTING SERVICES VICE PRESIDENT HUMAN RESOURCES VICE PRESIDENT INFORMATION SERVICES VICE PRESIDENT STRATEGY AND ARCHITECTURE VICE PRESIDENT TECHNICAL SERVICES SENIOR MANAGEMENT ORGANIZATION CHART DATA SCIENTIST DIGITAL BRAND MANAGER DIRECTOR BUSINESS APPLICATIONS DIRECTOR DISASTER RECOVERY AND BUSINESS CONTINUITY DIRECTOR ELECTRONIC COMMERCE DIRECTOR INFORMATION TECHNOLOGY DIRECTOR IT DEPLOYMENT DIRECTOR IT INFRASTRUCTURE DIRECTOR IT MANAGEMENT AND CONTROL DIRECTOR IT PLANNING DIRECTOR MEDIA COMMUNICATIONS DIRECTOR PRODUCTION SERVICES/DATA CENTER i

3 DIRECTOR SAFETY PROGRAM DIRECTOR SARBANES-OXLEY COMPLIANCE DIRECTOR SYSTEMS AND PROGRAMMING DIRECTOR SYSTEMS DIRECTOR TECHNICAL SERVICES DIRECTOR TELECOMMUNICATION SERVICES MANAGER ACCOUNTING FOR INFORMATION TECHNOLOGY MANAGER ADMINISTRATION AND FACILITIES MANAGER APPLICATION DEVELOPMENT MANAGER APPLICATIONS MANAGER APPLICATION TECHNOLOGY MANAGER AVAILABILITY/AUTOMATED OPERATIONS MANAGER BUSINESS DEVELOPMENT MANAGER BYOD SUPPORT MANAGER CHANGE CONTROL MANAGER CLOUD APPLICATIONS MANAGER COMPETITIVE INTELLIGENCE MANAGER COMPUTER OPERATIONS MANAGER CONTRACTS AND PRICING MANAGER CONTROLLER MANAGER CUSTOMER SERVICE MANAGER CUSTOMER SERVICE CENTER MANAGER CUSTOMER SITE SUPPORT MANAGER DATA AND SYSTEMS ENGINEERING MANAGER DATA CENTER MANAGER DATA COMMUNICATIONS MANAGER DATA SECURITY MANAGER DATA WAREHOUSE MANAGER DATABASE MANAGER DEVICE TECHNOLOGY MANAGER DISASTER RECOVERY MANAGER DISASTER RECOVERY AND BUSINESS CONTINUITY MANAGER ENTERPRISE ARCHITECTURE MANAGER FACILITY AND EQUIPMENT SUPPORT MANAGER GREEN INITIATIVES MANAGER HELP DESK SUPPORT MANAGER HUMAN RESOURCES MANAGER INFORMATION ARCHITECTURE MANAGER INTERNET - INTRANET ACTIVITIES MANAGER INTERNET SYSTEMS MANAGER IOT MANAGER ISO IMPLEMENTATION MANAGER KPI METRICS MANAGER MEDIA LIBRARY SUPPORT MANAGER METRICS MANAGER MICROCOMPUTER TECHNOLOGY MANAGER NETWORK AND COMPUTING SERVICES MANAGER NETWORK SERVICES MANAGER OFFICE AUTOMATION APPLICATIONS MANAGER OPERATING SYSTEMS PRODUCTION MANAGER OPERATIONS SUPPORT MANAGER OUTPUT PROCESSING MANAGER OUTSOURCING ii

4 MANAGER PAYROLL SYSTEM MANAGER PERSONAL COMPUTING AND OFFICE AUTOMATION SUPPORT MANAGER PLANNING AND INTEGRATION SERVICES MANAGER POINT OF SALE MANAGER PRODUCTION SERVICES MANAGER PRODUCTION SUPPORT MANAGER PROPERTY MANAGEMENT MANAGER QUALITY CONTROL MANAGER RECORD ADMINISTRATOR MANAGER RE-ENGINEERING MANAGER SAFETY PROGRAM MANAGER SARBANES-OXLEY COMPLIANCE MANAGER SECURITY AND WORKSTATIONS MANAGER SERVICE LEVEL REPORTING MANAGER SITE/SHIFT OPERATIONS MANAGER SITE MANAGEMENT MANAGER SITE SOFTWARE/DEVICE SERVICES MANAGER SOFTWARE ENGINEERING MANAGER STORE SYSTEMS MANAGER SYSTEMS SOFTWARE MANAGER SYSTEMS AND PROGRAMMING MANAGER TECHNICAL SERVICES MANAGER TELECOMMUNICATIONS INSTALLATION AND MAINTENANCE MANAGER TELEPHONE AND WIRELESS SERVICES MANAGER TRAINING AND DOCUMENTATION MANAGER TRANSACTION PROCESSING MANAGER USER SUPPORT MANAGER VENDOR MANAGEMENT MANAGER VIDEO AND WEBSITE CONTENT MANAGER VOICE AND DATA COMMUNICATIONS MANAGER VOICE/WIRELESS COMMUNICATIONS MANAGER WASTE MANAGEMENT MANAGER WEB CONTENT MANAGER WIRELESS SYSTEMS MIDDLE MANAGEMENT ORGANIZATION CHART ACCOUNTING SUPERVISOR ASSISTANT CONTROLLER BYOD SUPPORT SUPERVISOR CAPACITY PLANNING SUPERVISOR CHANGE CONTROL SUPERVISOR COMMUNICATIONS ADMINISTRATOR COMPUTER OPERATIONS ASSISTANT MANAGER COMPUTER OPERATIONS ASSISTANT SUPERVISOR COMPUTER OPERATIONS SHIFT MANAGER COMPUTER OPERATIONS SHIFT SUPERVISOR CONTRACT MANAGEMENT ADMINISTRATOR CUSTOMER ACCOUNT MANAGER CUSTOMER SERVICE COORDINATOR LEAD CUSTOMER SERVICE SUPERVISOR DATA COMMUNICATIONS ASSISTANT MANAGER iii

5 DATA ENTRY SUPERVISOR DATABASE ADMINISTRATOR DESKTOP BYOD SUPPORT SUPERVISOR DISASTER RECOVERY/SPECIAL PROJECTS SUPERVISOR HARDWARE INSTALLATION SUPERVISOR INFORMATION CENTER MANAGER MICROCOMPUTER SUPPORT SUPERVISOR NETWORK SERVICES SUPERVISOR PCI-DSS ADMINISTRATOR PROCUREMENT ADMINISTRATOR PRODUCTION SERVICES SUPERVISOR PROJECT MANAGER APPLICATIONS PROJECT MANAGER DISTRIBUTED SYSTEMS PROJECT MANAGER ENTERPRISE ARCHITECTURE PROJECT MANAGER ENTERPRISE RESOURCE PLANNING (ERP) PROJECT MANAGER - IMPLEMENTATION DEPLOYMENT PROJECT MANAGER NETWORK TECHNICAL SERVICES PROJECT MANAGER SYSTEMS PROJECT MANAGER - TRAINING RECORD MANAGEMENT COORDINATOR SUPERVISOR POS SUPERVISOR POS TRAINING SUPERVISOR SAFETY PROGRAM SYSTEM ADMINISTRATOR SYSTEM ADMINISTRATOR - LEAD SYSTEM ADMINISTRATOR LINUX SYSTEM ADMINISTRATOR UNIX SYSTEM ADMINISTRATOR WINDOWS VOICE COMMUNICATIONS MANAGER WASTE MANAGEMENT COORDINATOR WEBMASTER WI-FI NETWORK ADMINISTRATOR WORD PROCESSING SUPERVISOR STAFF ORGANIZATION CHART TH GL SPECIALIST TH GL SPECIALIST SENIOR ACCOUNT REPRESENTATIVE ACCOUNTANT ACCOUNTING ANALYST ACCOUNTS PAYABLE CLERK ADMINISTRATIVE ASSISTANT ANDROID PROGRAMMER AUDIO VISUAL TECHNICIAN BLOCKCHAIN DEVELOPER BUSINESS ANALYST BUSINESS SERVICES ANALYST BYOD SUPPORT SPECIALIST CHANGE CONTROL ANALYST CLOUD COMPUTING ARCHITECT COMPETITIVE INTELLIGENCE ANALYST iv

6 COMPUTER EQUIPMENT/NETWORK ANALYST COMPUTER OPERATOR JUNIOR COMPUTER OPERATOR COMPUTER OPERATOR LEAD CUSTOMER ACCOUNT MANAGER CUSTOMER SERVICE COORDINATOR DATA ANALYST DATA CENTER FACILITY ADMINISTRATOR DATA ENTRY CLERK DATA SECURITY ADMINISTRATOR DATABASE SPECIALIST DESKTOP SPECIALIST DESKTOP TECHNICIAN DISASTER RECOVERY COORDINATOR E-COMMERCE SPECIALIST E-COMMERCE COORDINATOR E-COMMERCE SENIOR COORDINATOR ENTERPRISE ARCHITECT ENTERPRISE RESOURCE PLANNING (ERP) ARCHITECT ENTERPRISE RESOURCE MANAGEMENT (ERP) BUSINESS ANALYST ENTERPRISE RESOURCE PLANNING (ERP) DATA ARCHITECT ENTERPRISE RESOURCE MANAGEMENT (ERP) DECISION SUPPORT ANALYST ENTERPRISE RESOURCE PLANNING (ERP) - DEVELOPER ENTERPRISE RESOURCE PLANNING (ERP) FUNCTIONAL LEAD ENTERPRISE RESOURCE PLANNING (ERP) INFRASTRUCTURE ADMINISTRATOR ENTERPRISE RESOURCE PLANNING (ERP) MASTER DATA ANALYST ENTERPRISE RESOURCE PLANNING (ERP) PROCESS OWNER ENTERPRISE RESOURCE PLANNING (ERP) SECURITY ADMINISTRATOR ENTERPRISE RESOURCE PLANNING (ERP) SECURITY ANALYST ENTERPRISE RESOURCE MANAGEMENT (ERP) SUBJECT MATTER EXPERT ENTERPRISE RESOURCE PLANNING (ERP) TEAM LEAD ENTERPRISE RESOURCE PLANNING (ERP) TECHNICAL LEAD ENTERPRISE RESOURCE PLANNING (ERP) TRAINER EXECUTIVE SECRETARY FORMS AND GRAPHICS DESIGNER HARDWARE INSTALLATION COORDINATOR HELP DESK ANALYST HELP DESK TECHNICIAN HUMAN RESOURCES GENERALIST HUMAN RESOURCES SPECIALIST INFORMATION ASSURANCE ANALYST INFORMATION TECHNOLOGY ASSOCIATE INTERNET DEVELOPER INTERNET/INTRANET ADMINISTRATOR IOT SOLUTIONS ARCHITECT IT PLANNING ANALYST IT SECURITY ENGINEER KEY PERFORMANCE INDICATOR ANALYST LAN APPLICATIONS SUPPORT ANALYST LIBRARIAN MAINTENANCE CONTRACT ADMINISTRATOR MEDIA LIBRARIAN METRICS MEASUREMENT ANALYST v

7 NETWORK ADMINISTRATOR NETWORK CONTROL ANALYST ASSISTANT NETWORK CONTROL ANALYST NETWORK ENGINEER NETWORK SECURITY ANALYST NETWORK SERVICES ADMINISTRATOR NETWORK SPECIALIST NETWORK TECHNICIAN NETWORK SPECIALIST SENIOR OBJECT PROGRAMMER OBJECT PROGRAMMER SENIOR ON-LINE TRANSACTION PROCESSING ANALYST OPERATIONS ANALYST OPERATIONS ANALYST SENIOR OPERATIONS TRAINING COORDINATOR PANDEMIC COORDINATOR PCI-DSS COORDINATOR PERSONAL COMPUTER SPECIALIST PLANNING INTEGRATION AND CONTROL ADMINISTRATOR POS COORDINATOR POS HARDWARE COORDINATOR POS SENIOR COORDINATOR PRINT OPERATOR PROCUREMENT ASSISTANT PROCUREMENT COORDINATOR PRODUCTION CONTROL ANALYST PRODUCTION CONTROL ANALYST SENIOR PRODUCTION CONTROL SPECIALIST PROGRAMMER/ANALYST PROGRAMMER ASSISTANT PROGRAMMER PROGRAMMER SENIOR QUALITY MEASUREMENT ANALYST SECURITY ARCHITECT SOCIAL MEDIA SPECIALIST SOFTWARE ENGINEER SOFTWARE QUALITY CONTROL TESTER STAFF ACCOUNTANT SYSTEMS ANALYST SYSTEMS ANALYST SENIOR SYSTEMS INTEGRATORIT JOB DESCRIPTIONS SYSTEMS PROGRAMMER SYSTEMS PROGRAMMER SENIOR SYSTEMS SUPPORT SPECIALIST SYSTEMS SUPPORT SPECIALIST SENIOR TAPE LIBRARIAN TECHNICAL SERVICES SPECIALIST TECHNICAL SPECIALIST TECHNICAL SPECIALIST SENIOR TELECOMMUNICATIONS TECHNICIAN UNIX PROGRAMMER UNIX PROGRAMMER SENIOR VOICE COMMUNICATIONS COORDINATOR vi

8 VOICE COMMUNICATIONS SPECIALIST VOICE WIRELESS COMMUNICATIONS COORDINATOR WEB ANALYST WEB SITE DESIGNER WIRELESS COORDINATOR WORD PROCESSING OPERATOR WORD PROCESSING LEAD OPERATOR APPENDIX JOB EVALUATION QUESTIONNAIRE CANDIDATE INTERVIEW CONTROL LOG POSITION DESCRIPTION QUESTIONNAIRE TERMINATION CHECKLIST VERSION HISTORY vii

9 Introduction Book Overview Book Overview After the introduction and discussion of the Americans with Disabilities Act and the Fair Labor Standards Act, this book lists the position descriptions in alphabetic order within each management level. At the start of each section of job descriptions, we have developed and presented a model organization for the positions presented. The sections of the book are: Executive Management - These positions include the Chief Information Officer and positions that typically report directly to the CIO. Senior Management - These positions include Directors and Managers. Middle Management - These positions include Supervisors and senior level technologists. Staff Positions - These positions include individual performers. In addition to this, this section of the book contains a Job Progression Matrix that we often use when we develop customized job descriptions for our clients. APPENDIX This contains various questionnaires that we have used at various enterprises in the process of creating these job descriptions, determining salaries or evaluating incumbents. 10

10 Introduction Limitations Limitations We are neither attorneys or a law firm nor do we express any opinion that can be used in a court of law or administrative hearing. It is the responsibility of the individual employer to prevent violation of any federal, state or local laws or ordinances. This book in no way absolves anyone in meeting these requirements. This book is meant to be a guide at best and you should always consult with experts in the field including your legal counsel. You should review each position description in light of any legislation that affects your physical location and jurisdiction. The information that follows was extracted from various Federal circulars and Federal publications. Any questions as to actual legal and employment issues should be discussed with appropriate legal professionals and experts. 11

11 Introduction Job Progression Job Progression All of the position descriptions that are presented in this book have been developed over the course of several years. In our work, we have found that there are typically between four to five levels of competence for a single job function. The levels that we have found that are the most consistent across the organization and industry lines are: Intern or Entry Level the position description requires the level of competence that a new employee with little or no experience brings to the position. Over time the individual will gain experience and knowledge from the work environment or training. Associate Level - Full use and application of standard principles, theories concepts, and techniques associated with the position. Position Level - Wide application of the principle, theories and concepts in the field plus a working knowledge of other related disciplines associated with the position. Senior Level - Applies extensive knowledge as a generalist or specialist with working expertise of all job functions associated with the position. Specialist Level - Applies advanced principles, theories, and concepts. In addition, contributes to the development of new principles and concepts associated with the position. The Job progression matrix that follows can be helpful in utilizing these concepts to create additional position descriptions as they are needed. 12

12 Introduction Job Progression Job Progression Matrix 13

13 Introduction Best Practices for Screening Resumes Best Practices for Screening Resumes Define job requirements clearly for recruiters and electronic posting You do not want to waste your time looking at resumes of individuals who are clearly not qualified. In the current job market, some active job applicants apply for anything even when they are not remotely qualified for the position that you are trying to fill. If a recruiter sends you candidate resumes that fall into this category warn them and then stop using them if they continue. A full job description with specific accountabilities, authority, and position requirements should be part of the materials that are used in communicating the needs of your enterprise. Must have led an e-commerce Internet development team that implements a customer WEB 2.0 application is much different than 5+ years' experience as a lead developer. Use consistent rules to select and reject resumes Communicate so that the screeners/recruiters and hiring manager have the same understanding of the job requirements before the screening process starts. For example, screeners/recruiters should review a sample of several real resumes real time with the Hiring Manager, who should think out loud defined the must-haves and nice to have? Why a resume goes in the yes pile, while this similar one goes in the no pile? On the first pass spend no more than 20 seconds on any resume In the current job market, it is typical to get 100 to 200 resumes for a single position. Given that volume, it will take one to two hours to get through the first pass. You want to get through all of the resumes that you have and with luck, you should be able to find between 10 to 15 individuals that can be phone screened. Create a scorecard with the must-have requirements - Create simple, 10-question-or-less checklist to help you stack rank your applicants. Define items for the checklist that highlight your requirements for the key experience, skills, and technology. Use this tool in the resume and in the phone screening. For example, How many years of commercial web e- commerce experience do you have writing HTML and XML? or What specific application development and version control tools have you used Eliminate resumes that are too long and filled with acronyms and buzzwords - Many candidates have figured out that if they load up their resumes with more acronyms and buzzwords (i.e. technologies) hoping to win an interview. Rather accept resumes that communicate the hands-on experience using the technologies listed in your job requirements. Focus on resumes that show where and when the technology was used on the job. Keywords that show up in the bullets under job history summaries are better than keywords that show up at the top or bottom of tech resumes in the skills summary section. 14

14 Introduction Best Practices for Phone Screening Best Practices for Phone Screening Before starting to see if anyone knows the potential candidate There are many candidates in the market who have either a great reputation or a poor one. Time is precious and if someone is not hirable by your enterprise then do not waste your time. Rank the candidates before they are phone screened Use the scorecard to rank the resumes and any known history about the candidates and then budget your time to spend enough time on a phone screen to find the candidates that are hirable. Know what the deal breakers are for the hiring manager - The focus of a phone screen is to weed out the unqualified applicants while selling the enterprise to the top candidates so that you invest time with onsite interviewees who are most likely to get offers. Validate that each candidate you pass on to the interview has the required capabilities, meets the salary and eligibility requirements, and wants to do this type and level of work. Experience counts - Focus on the on-the-job skills and job-specific accomplishments. What have they done, in what industry, with which technologies, on what kind of resources and team, over what kind of timeline? Motivation and mindset are - In this economy, there is a greater risk of having candidates who just want or need a job and will say or do anything to get a position. Gain an understanding of what they loved about their current and past jobs and what they hope to find if they join your enterprise. Ask this before you tell them all about your culture and resources. Protect your enterprise reputation - Just because there may be hundreds of applicants for every opening you have, build your reputation as an employer one candidate at a time. Even though you may be in the driver s seat, treat every candidate with respect. Follow the basics: start your phone interviews on time, ask fair, relevant questions, let them ask you a few questions, and always follow 15

15 Introduction Hiring New Employees Hiring New Employees It is important to have specific career paths and responsibilities identified for all employees. Once this is established for existing employees there are some unique requirements that need to be meet for new employees are successfully hired to ensure they are quickly assimilated into your enterprise. Be specific as to responsibilities and roles the new employee will have within your enterprise. Show an organization chart with the position they are filling highlighted. Discuss the career path they may follow and review the responsibilities of the position along with the job description. Once an offer is made the hiring contact for the new employee should: Work with the candidate in offering recommendations on how to resign from their existing positions. Prepare the candidate to anticipate receiving a counter-offer from their current employer. Loyalty to the hiring manager and the company is fostered when the hiring manager offers help to the new employee through the resignation process. Arrange the start date that is firm. It is important to try to force the resignation as soon as possible. If the offer letter states a specific start date let the candidate know they can start earlier if their current employer releases them immediately. Ask for a signed acceptance even if the start date has not been finalized. Signing a document helps solidify the decision, even though it is not a legal document or commitment. The hiring contact should be in contact with the candidate a couple times each week after receiving an acceptance to the offer. The purpose of the calls or meeting for meals is to make him feel part of the team and to show them how pleased you are with them joining the company. Sending the candidate, a "Welcome Package." The package could contain flowers, gift basket, a gift certificate at a good local restaurant or company logo materials for the candidate and their spouse. It is a simple way to convey the company culture. Have dinner with the candidate and their significant another person (spouse/mate) after the offer is made. Communicate and build relationships 16

16 Introduction Motivating Employees Motivating Employees CIOs face some very turbulent times. The ones that will be successful will manage their most critical resources well. CIOs will need to keep their employees happy or once the recovery starts they will face an exodus of employees who will wait out this downturn. We have found that are some simple things that CIOs can do to steer their way and motivate employees to excel and perform for the enterprise. They are: Take a personal interest in employees - Know who they are, are they married, do they have children, what do they do for enjoyment, and what are important dates in their lives (birthdays and anniversaries). If employees feel that you know and care about them they will respond and be valued assets. Workaround employees' requests for time off and work schedules - If an employee has a sick child or an important event coming up, including vacations, let them schedule it so that they can go to the doctor with their children or take that vacation even though it may not be best for the IT function. Provide scheduled evaluations - If an employee knows what they are doing well and what they need to work on, job performance will improve for stars and weak employees will be weeded out more effectively. That, in turn, takes the mystery out of why someone is let go and someone is promoted. Promote from within - CIO should reward their employees by promoting them and giving them the chance they deserve. Issue bonuses - But giving bonuses CIOs keep their star employees happy, and they work harder and stay loyal. Everyone needs to be reminded that they are appreciated every now and then. Offer benefits - Employees who have health care and sick days available to them do not have to worry what will happen. In a downturn, there is much stress and it has been proven that stress is a factor among those in poor health. Be supportive, not demanding - When CIO want an employee to do something he should not just tell the employee, he asked them in a consultative manner. Have an open door policy - Make time for all of your employees and listen to what they have to say. Do not play favorites - There is nothing worse than a CIO who plays favorites. When a CIO gives all the dirty work to one employee and let someone else off without doing anything, employees lose respect for the CIO and you begin to resent them. CIOs should delegate their employees evenly; making sure everyone has their fair share. Have fun - If the employee wakes up every morning and dreads going to their job, they will not perform well because they're not happy. Keeping employees happy is the sure way to have loyal employees and employees that are willing to go that extra mile for the enterprise. 17

17 Introduction Employee Termination Process Employee Termination Process After an employee has terminated (voluntary or involuntary) you can find yourself in the middle of a wrongful termination lawsuit. This can cost the company in both time and money. If you are unlucky, you may be forced to hire the employee back. Using an employee termination checklist can help ensure you follow all the correct procedures when letting someone go. As you now know, firing or laying off an employee is not as simple as saying you're fired or you are laid-off. There are legal ramifications and is therefore much more complicated than it appears on the surface. Compile The Proper Documentation - You or your manager should have the right legal documents in place before you begin termination procedures. Be aware that paperwork you use to support the case for firing may end up in a court of law. In other words, make sure it is professional, unbiased and follows company policy. Prepare The Termination Letter - Check with the Human Resources Department. They likely have a template available for you to use. Make sure your attorney reviews it. Create A Severance Package - Of course, this is only if you are going to offer this employee severance pay or benefits. Again, check with your Human Resources Department and see what the standard severance package should be. You should have this package ready for the employee during the termination meeting. Include a document for the employee to sign before they get the package, which limits or eliminates their rights to sue the company, its employees, and its agents. Come Up with Additional Agreements - As an employer, you may wish to have the employee sign an employee termination agreement or a non-compete agreement. Make sure whatever you draft is run by either your Human Resources Personnel or your business attorney. Prepare an Agenda for The Termination Meeting - You must know exactly what you are going to say and how you will say it. Make sure you set up a meeting room ahead of time that is away from the individual's coworkers. Also have another representative (witness) from the company there. Usually, a member of the Human Resources Department is a good choice. List Out Those Items the Former Worker Must Return - Employee terminations are stressful for both the employer and the employee. During this time, you may forget to ask the worker to return important company property. Recovering it after the employee is gone will prove difficult. Conduct an Employee Exit Interview - It is usually best to have a third party do this for you. 18

18 Introduction Employee Termination Process Termination Checklist 19

19 Introduction Position Description Structure Position Description Structure The position descriptions in this book contain information regarding a given job and its functionality within an Information Systems Organization. This includes a position purpose statement, problems and challenges of the position, an itemized list of principal accountabilities, and the authority boundaries afforded the holder of the position, job contacts of the position, specifications of experience needed for the position, and finally the career opportunities available to the position holder in the future. Position Purpose The Position Purpose section of the position description gives an overview of the responsibilities of the position. This provides a summary of the most important aspects and duties of the position. Problems and Challenges The Problems and Challenges section outline specific challenges facing the holder of the position. If these challenges are met efficiently and effectively, the opportunity for advancement to a higher position, offering greater challenges, will occur. Essential Position Functions If an employer uses written position descriptions, the ADA does not require that they are limited to a description of essential functions or that essential functions be identified. However, if an employer wishes to use a position description as evidence of essential functions, it should in some way identify those functions that the employer believes to be important in accomplishing the purpose of the job. Within this book, essential position functions have been defined for each position. There are additional factors that impact a position With this in mind, all of the positions have been developed with four items to identify these essential position functions. They are: Principal Accountabilities, Authority, Contacts, and Position Requirements Principal Accountabilities The Principal Accountabilities section itemizes the separate duties and responsibilities of the position. This section fully details each major task or responsibility necessary to correctly perform the job function. The tasks are ranked from those most crucial in the beginning of the section to those which are more routine are listed at the end of the section. Authority The Authority section of the position description delineates the amount of latitude the position holder has in influencing personnel and decision making within the department. This section also outlines which departmental personnel the position holder needs to interface in order to successfully perform this job. 20

20 Introduction Position Description Structure Contacts The Contacts section of the position description identifies the primary and secondary contacts with whom this position deals with on a day to day basis. Position Requirements The Position Requirements section sets forth hiring requirements for the specified position, as well as necessary educational, experiential, and other requirements necessary for the position. Career Ladder The Career Ladder section proposes future career track opportunities for the position holder. This provides a goal for the position holder to achieve and should, therefore, increase motivation levels. Filename Printed in the lower right corner on the last page of each position description is the name of the word processing file that contains the particular position description. This file is only available to firms and individual that has purchased the word processing format of this book. These job descriptions are provided with a single user (one (1) enterprise within one country) license and are NOT FOR RESALE. Consultants and others who use these job descriptions for multiple enterprises MUST obtain a special license to use these job descriptions. 21

21 Executive Management Organization Chart Organization Chart Organizations are structured around many styles - centralized, decentralized, distributed and various combinations of these. We have found that most Information System organizations need to have four basic legs associated with them, no matter how or where they report. The chart that follows depicts how these functions relate to the Chief Information Officer (CIO). The Executive Management of the Information Technology is structured based on the needs of the enterprise. Two new roles, Chief Technology Officer (CTO) and Chief Security Officer have appeared in recent years. In some enterprises the Chief Information Officer (CIO) reports to the CTO, in others they are peers. For this reason, we have depicted the CTO as being higher in rank with a dotted relationship. In some enterprises, the Chief Security Officer reports to the Chief Information Officer, among others the CSO is a peer of the CIO. Information Technology in all organizations is comprised of five basic functions. Those functions are: Planning - All activities associated with defining the strategy, direction and architecture for the IT function of the enterprise. This position is sometimes called the Chief Technology Officer. In the other sections of this book, the Planning and personnel functions are combined into a single organizational entity for ease. 53

22 Executive Management Organization Chart Personnel - All activities associated with staffing, compensation and performance appraisal. Administration - All activities associated with managing the infrastructure of Information Technology (e.g., chargeback, budgeting, audit, and compliance, etc.). Applications - All activities associated with the consulting support, design, development, implementation, and modification of programs, systems, and business operations. Technical Support - All activities associated with purely technical infrastructure (e.g. systems programming, operating system support, voice and data communications, database, etc.). Operations - All activities associated with the operation of computer and business systems. In larger organizations, not only is the CIO normally a Vice President level position, but the direct reports to the CIO also are Vice Presidents. Titles do vary from Assistant Vice President to Executive Vice President; we have not tried to distinguish these here. The span of control 10 for individuals at these levels can be between ten (10) to fifteen (15) individuals without impairing the quality of management. In addition to this, there should be no more than four (4) levels in the organization from the CIO to an entry-level programmer. Given this philosophy, an organization from 20 to 2,000 can be managed without adding any additional layers of management or infrastructure. 10 Span of Control is defined as the number of people and/or functions that report directly to an individual manager or supervisor. 54

23 Executive Management Chief Information Officer (CIO) Chief Information Officer (CIO) Position Purpose The Chief Information Officer (CIO) is accountable for directing the information and data integrity of the enterprise and its groups and for all Information Technology functions of the enterprise. This includes all data centers, technical service centers, production scheduling functions, help desks, communication networks (voice and data), computer program development, mobile device interactions, and computer systems operations. He or she is responsible for maintaining the integrity of all electronic and optical books and records of the enterprise. The CIO reviews all computerized and manual systems; information processing equipment and software for acquisition, storage and retrieval; and definition of the strategic direction of all information processing and communication systems and operations. He or she provides overall management and definition of all computer and communication activities within the enterprise including responsibility for providing a leadership role in the data to day operations of the Information Technology function as well as providing direction as the enterprise grows through internal growth and external acquisition. The CIO interacts with the executive management team to monitor and validate the enterprise s compliance with its security policies, which includes but is not limited to Sarbanes Oxley Section 404. In addition, the CIO works closely with the Chief Security Officer of the enterprise Problems and Challenges The major challenge for this individual is managing the information technology affairs of the enterprise with revenues in excess of $(sales volume supported) per year while balancing technological and operational needs with financial and marketing needs. This is to be accomplished with the use of computer and communication technology that supports both self-generated growth and growth through acquisition. Seamless integration of data and information from the customer through financial statement and management reporting is one of the primary challenges of this position. This position requires time management skills in directing a variety of projects in addition to an understanding of the ways in which information technology can be applied within the enterprise. The position requires supervisory/management experience and the flexibility to deal with people at a variety of levels; internally - (enterprise staff, the board of directors, finance staff, other senior executive staff), and externally - (auditors, customers, vendors, and industry associations). Essential Position Functions Principal Accountabilities Prepares enterprise objectives and budgets to facilitate the orderly and efficient capture, storage, processing and dissemination of information. Interacts frequently with all Strategic Business Unit (SBU) management on internal and external operations that are impacted by the capture, storage, processing and dissemination of information including review and approval of all major contracts for services and equipment in both the enterprise and SBUs Information Technology groups. Prepares quarterly and annual reports on the operations of all Information Technology operations of the enterprise. 55

24 Senior Management Organization Chart Organization Chart Following the model organization that was first presented in the Executive Management section of this book, we have classified all of the positions in this book to report to one of the four Information Technology operating functions. The chart below depicts how the positions can be grouped to help achieve that objective. This is not an all-inclusive list since technologies continue to change and organizations need to adapt to the ever-changing business and technology environment. 107

25 Senior Management Organization Chart Information Technology in all organizations is comprised of five basic functions. Those functions are: Personnel - All activities associated with staffing, compensation and performance appraisal. Administration - All activities associated with managing the infrastructure of Information Technology (e.g., chargeback, budgeting, audit, and compliance, etc.). Applications - All activities associated with the consulting support, design, development, implementation, and modification of programs, systems, and business operations. Technical Support - All activities associated with purely technical infrastructure (e.g. systems programming, operating system support, voice and data communications, database, etc.). Operations - All activities associated with the operation of computer and business systems. The span of control 11 for individuals at these levels can be between ten (10) to fifteen (15) individuals without impairing the quality of management. In addition to this, there should be no more than four (4) levels in the organization from the CIO to an entry-level programmer. The span of control cannot be expanded to the recommended levels without having multiples of the positions described there or some of these senior and middle-level managers report directly to the CIO. Therefore it is not unusual for some of the positions contained in this section to report directly to the CIO. The focus and needs of the Internet and Intranets within enterprises has resulted in the creation of a number of positions that are new to the IT function. One of those new positions is Manager of Internet / Intranet Activities. For purposes of this book, we have placed that position within the Senior Management ranks of the Applications organization. It should be noted that in many enterprises this function reports to marketing or business operating unit. 11 The number of people and/or functions that report directly to an individual manager or supervisor. 108

26 Middle Management Organization Chart Organization Chart This layer of management is often required in enterprises with Information Technology functions that have more than 100 individuals in them. In small enterprises, these responsibilities are passed both up and down the organizational structure. Looking back at the charts presented in the Executive Management and Senior Management sections of this book, you can see that the span of control cannot be expanded to the recommended levels without having multiples of the positions described there. In addition, some middle-level managers report directly to the CIO. The chart below depicts how the position can be grouped to help achieve that objective. 377

27 Middle Management Organization Chart Information Technology in all organizations is comprised of five basic functions. Those functions are: Personnel - All activities associated with staffing, compensation and performance appraisal. Administration - All activities associated with managing the infrastructure of Information Technology (e.g., chargeback, budgeting, audit, and compliance, etc.). Applications - All activities associated with the consulting support, design, development, implementation, and modification of programs, systems, and business operations. Technical Support - All activities associated with purely technical infrastructure (e.g. systems programming, operating system support, voice and data communications, database, etc.). Operations - All activities associated with the operation of computer and business systems. The focus and needs of the Internet and Intranets within enterprises has resulted in the creation of a number of positions that are new to the IT function. One of those new positions is Manager of Internet / Intranet Activities. For purposes of this book, we have placed that position within the Senior Management ranks of the Information Technology organization. It should be noted that in many enterprises this function reports to the marketing group or to a business operating unit. 378

28 Staff Organization Chart Organization Chart Information Technology organizations are very complex and dynamic. It is not unusual for individuals with one set of skills to be with the applications, planning or operations groups of an organization. The approach that we have taken for classifying staff members is to place them where they will most likely be. The chart below depicts how the position can be grouped to help achieve that objective. 505

29 Staff Organization Chart Information Technology in all organizations is comprised of five basic functions. Those functions are: Personnel - All activities associated with staffing, compensation and performance appraisal. Administration - All activities associated with managing the infrastructure of Information Technology (e.g., chargeback, budgeting, audit, and compliance, etc.). Applications - All activities associated with the consulting support, design, development, implementation, and modification of programs, systems, and business operations. Technical Support - All activities associated with purely technical infrastructure (e.g. systems programming, operating system support, voice and data communications, database, etc.). Operations - All activities associated with the operation of computer and business systems. The focus and needs of the Internet, Intranets, blogs, social media and ERP within enterprises has resulted in the creation of a number of positions that are new to the IT function. 506

30 Appendix Job Evaluation Questionnaire Job Evaluation Questionnaire Internet and IT Position Descriptions HandiGuide Position / Name: Job Code Exempt Status: Instructions: The Job Evaluation Questionnaire is comprised of three sections: 1: Position Attributes have been displayed in matrix format. The attribute categories are: o Overall Skills o Leadership Skills o Job Knowledge o Analytical Skills o Latitude o Consequence of Error o Educational Prerequisites 1. Rank each attribute from one (1) to five (5), where one is minimal and five is absolute. Select zero (0) if the attribute does not apply. 2. An Organization Chart has been included reflecting the position under evaluation. Verify the information provided, provide the information omitted and make any changes as required. Peer and Subordinate Positions boxes are not hierarchical within their group. Additional boxes have been provided for convenience only. 3. General Information about the position which has not been covered within the previous two sections. Please answer each question as completely as possible. Completed By: Dated: 819

31 Position: «jobtitle» Job Code: «JOBCODE» Overall Skills Leadership Skills Written Communication Scheduling Oral Communications Training Interpersonal Coaching Creativity Evaluating Judgment Counseling Leadership Orienting Analytical Developing Technical Directing Mechanical Job Knowledge Eye/Hand Coordination Unskilled Analytical Skills Semiskilled Routine/Repetitive Technical Interpretative Professional Subjective Administrative Diverse Applied Complex Single Functional Area Long Range Planning Multiple Functional Areas Latitude Consequence of Error Follows Established Productivity Loss Uses Judgment w/ Supv Monetary Loss Uses Judgment w/o Supv Adversely Affect Customer Establishes Precedents Adversely Affect Other Educational Prerequisites Delay in Project (s) High School Loss of Service Technical School Waste of Materials/Equip Year College Degree Damage to Equipment Graduate Degree Adversely Affect Corp Specify Major or Physical Harm

32 Appendix Version History Version History 2018 Reviewed all the job descriptions to update compliance, social networking, and blockchain implication Added section on sexual harassment Updated electronic version of the Termination Checklist Added job descriptions Blockchain Developer BYOD Support Supervisor Information Assurance Analyst IT Security Engineer Manager Data Center Manager Device Technology Security Architect 2017 Added epub file format for Job Descriptions Added job descriptions Data Scientist Digital Band Manager Manager KPI Metrics Wi-Fi Network Administrator Social Media Specialist E-commerce Coordinator E-commerce Senior Coordinator Updated electronic forms Updated social networking aspects of the detail job descriptions 2016 Updated to meet compliance requirements Updated to reflect BYOD changes in several job descriptions Added job descriptions Manager IoT (Internet of Things) Manager Green Initiatives Android Programmer 830

33 Appendix Version History 2015 Added job descriptions BYOD Support Specialist Chief Digital Officer Cloud Computing Architect Manager BYOD Support Manager ISO Implementation Manager Safety Program Supervisor Safety Program 2014 Updated job descriptions to meet compliance requirements Updated Employee Termination Form to include BYOD and Personal Computer data removal Added 2 job description Chief Mobility Officer Manager Vendor Management Key performance Indicator Analyst 2013 Added 18 job descriptions Audio Visual Technician System Administrator Linux Desktop BYOD Support Supervisor Manager Applications Enterprise Resource Planning (ERP) Business Analyst Enterprise Resource Planning (ERP) Data Architect Enterprise Resource Planning (ERP) Decision Support Analyst Enterprise Resource Planning (ERP) Developer Enterprise Resource Planning (ERP) Functional Lead Enterprise Resource Planning (ERP) Infrastructure Administrator Enterprise Resource Planning (ERP) Master Data Analyst Enterprise Resource Planning (ERP) Process Owner Enterprise Resource Planning (ERP) Security Administrator Enterprise Resource Planning (ERP) Security Analyst Enterprise Resource Planning (ERP) Subject Matter Expert Enterprise Resource Planning (ERP) Team Lead Enterprise Resource Planning (ERP) Technical Lead Enterprise Resource Planning (ERP) Trainer 831

34 Appendix Version History 2012 Added Termination Procedure Added Termination Checklist and Electronic Form All job descriptions were reviewed and modified where necessary to meet all currently mandated compliance requirements Added the following Job Descriptions Director Business Applications Manager Video and Web Content Manager Business Development Manager Web Content PCI-DSS Administrator Desktop Specialist Software Quality Control Tester 2011 Extensive updates on the following Job Description Chief Technology Officer All job descriptions were reviewed for compliance with currently mandated requirements Added the following Job Descriptions Director Media Communication Cloud Computing Architect Enterprise Resource Planning (ERP) Architect Information Technology Associate (Entry Level with career path defined) Manager Cloud Applications Manager Payroll System Project Manager Enterprise Resource Planning (ERP) 2010 Added sections Best Practices for Resume Screening Best Practices for Phone Screening All job description reviewed for compliance with CobiT standard Added the following Job Descriptions Audio Visual Technician Desktop Technician Executive Secretary Help Desk Technician Human Resources Generalist Human Resources Specialist Network Administrator Network Services Administrator Pandemic Coordinator Project Manager Training Staff Accountant 832

35 Appendix Version History 2009 All job descriptions reviewed for compliance with the PCI-DSS standard The format for all job descriptions converted to CSS Style Sheet. New job descriptions added Director Safety Program Manager Record Administrator Manager Sarbanes-Oxley Compliance Manager Waste Management Project Manager Enterprise Architecture Enterprise Architect PCI-DSS Coordinator Record Management Coordinator Systems Integrator Waste Management Coordinator Added Candidate Interview Control Log Added Section on motivating employees 2008 All job descriptions review for compliance with the ISO Standards. The section on Sexual Harassment added. New job descriptions added Accounting Supervisor Accounts Payable Clerk Administrative Assistant Assistant Controller Chief Compliance Officer Contract Management Administrator Director Sarbanes-Oxley Compliance Manager Human Resources Files provided in both Office 2007 and Office 2003 formats. Update style sheets to conform with Office 2007 HandiGuide completely reformed with a new crisp style 2007 All job descriptions reviewed for compliance with Sarbanes-Oxley (SOX), Patriot Act, Health Insurance Portability and Accountability Act (HIPAA), Sensitive Information Legislation, and Privacy Legislation. New employee hiring process recommendations New job descriptions added Chief Compliance Officer Director Disaster Recovery and Business Continuity 833