1. 1 Classification Process at MSU b Objectives How are classifications determined?How are classifications determined? What is factor analysis?What is factor analysis? What type of activities merit the reclassification of a position?What type of activities merit the reclassification of a position? Personnel Policy PG-44 and UAR 324.01Personnel Policy PG-44 and UAR 324.01

2. 2 How classifications are determined b Classifications and reclassifications are based upon the characteristics of the POSITION -- not the employee. b Both exempt and non-exempt positions are based upon a comparative analysis of four factors; however the four factors are different for exempt and non-exempt positions.

3. 3 Non-exempt factor definitions b Knowledge and skills b Job responsibility b Working relationships b Working conditions

4. 4 Knowledge and Skills b Measures minimum amount of knowledge and skills required for satisfactory performance of duties b Measures cumulative amount of formal and informal education and training required b Measures breadth and depth of knowledge b Skills to be considered are those needed to apply required knowledge, or developed abilities, to the duties of the position.

5. 5 Job Responsibility b Measures the level of accountability and impact complexity and variety of matters on which decisions are requiredcomplexity and variety of matters on which decisions are required decision-making latitude or autonomydecision-making latitude or autonomy how do decisions impact the unithow do decisions impact the unit amount of guidance requiredamount of guidance required supervisory dutiessupervisory duties

6. 6 Job Responsibilities - Part 2 b In evaluating the position’s responsibility, consideration is given to its direct and indirect influence on results. Indirect influence means development of programs or initiation of action ideas that will be carried out by others.Indirect influence means development of programs or initiation of action ideas that will be carried out by others. Direct influence is defined as actions taken directly by incumbent to affect unit results.Direct influence is defined as actions taken directly by incumbent to affect unit results.

7. 7 Working Relationships b Measures character, scope, and importance of relationships necessary for satisfactory performance. Complex, controversial, or influentialComplex, controversial, or influential b Scope of relationships Internal and/or externalInternal and/or external Impact on unit/MSUImpact on unit/MSU b Importance of relationships to MSU

8. 8 Working Conditions b Evaluates conditions and hazards associated with the position and the mental and physical demands. Extent to which conditions make performing tasks disagreeable.Extent to which conditions make performing tasks disagreeable. Probability and severity of work-related injuries.Probability and severity of work-related injuries.

9. 9 Exempt factor definitions b Impact and Accountability b Level and Difficulty of Responsibilities b Working Relationships b Knowledge, Skills and Experience

10. 10 Impact and Accountability b Evaluates the degree to which position can directly influence policy development and operations Decision-making latitude or authority to act independently; exercise of judgementDecision-making latitude or authority to act independently; exercise of judgement How decision-making authority AND results of decisions influence success or failure of unitHow decision-making authority AND results of decisions influence success or failure of unit Amount of supervision requiredAmount of supervision required

11. 11 Impact and Accountability - Part 2 b Evaluates the degree to which position can indirectly influence policy development and operations. Development of programs or initiation of action ideas that impact the unit.Development of programs or initiation of action ideas that impact the unit.

12. 12 Level and Difficulty of Responsibilities b Scope of job in terms of variety of matters on which decisions are required. b Complexity of work as determined by requirement for planning, developing, and implementing policies and programs. b Difficulty of work content in the application of technical concepts and need to consider long-term consequences and effects.

13. 13 Level and Difficulty of Responsibilities - Page 2 b The independence with which work is conducted. b Innovative requirements of generating and evaluating concepts in areas where there is little accepted practice or precedent.

14. 14 b Measures character, scope, and importance of relationships necessary for satisfactory performance. Complex, controversial, or influentialComplex, controversial, or influential b Scope of relationships Internal and/or externalInternal and/or external b Importance of establishing and maintaining contacts. Working Relationships

15. 15 Knowledge, Skills and Experience b Measures the level of knowledge and skills required for the position. Reflects the cumulative amount of formal and informal education, training and experience required.Reflects the cumulative amount of formal and informal education, training and experience required. b Range of information or understanding of a subject or variety of subjects depth and breadth of understandingdepth and breadth of understanding

16. 16 Knowledge, etc.- Page 2 b Types of skills considered are: ability to define problems precisely and to identify and combine relevant factsability to define problems precisely and to identify and combine relevant facts ability to produce new concepts, methods, or programsability to produce new concepts, methods, or programs ability to define the steps necessary to reach objectivesability to define the steps necessary to reach objectives leadership and human relations skills.leadership and human relations skills.

17. 17 Steps to determining proper classification of positions b Assumption: Existing positions are properly classified. b Step 1 - Supervisor submits request for classification/reclassification and recommends classification grade. b Step 2 - OHR compares position to other classified positions in the same, immediately higher and immediately lower positions.

18. 18 Steps - Page 2 b Each factor is assigned a value compared to existing “like” positions. Value is entered on Job Evaluation Form. See Attachment III. b Each factor is then assigned a numerical value from a standard chart of values. See Attachment IV.

19. 19 Steps - Page 3 b The numerical values for all factors are summed and the resultant total equates to the proper classification. Because of the range of scores for each grade, one or two factors may increase and the grade remain the same.Because of the range of scores for each grade, one or two factors may increase and the grade remain the same.

20. 20 Steps Supervisors must take b Complete Position Evaluation Review Form. See Attachment V. b Revise and submit new job description to OHR. b Complete questionnaire. See Attachment VI.

21. 21 Steps Supervisors must take, Page 2 b Provide additional justification materials, as necessary. b Supervisor interview with OHR (or Review Committee, if deemed necessary.)

22. 22 Review of PG and UAR b PG-44 b UAR 324.01

23. 23 When should positions be reviewed? b Additional duties added to a unit sufficient to require a change in the unit plan. b Employee or employee’s supervisor acquires additional functions sufficient to alter annual accountabilities. b Reorganization resulting in smaller staff size within the unit (downsizing).

24. 24 When should positions be reviewed? b When a position acquires new duties that: requires a different set of skills to accomplish.requires a different set of skills to accomplish. Collectively takes more than 15% of the work day to accomplish.Collectively takes more than 15% of the work day to accomplish. Significantly increases the decision-making component of the position.Significantly increases the decision-making component of the position.