Work Design and Re-design

1. Work Design and Re-design • Utilize Change Management Methodology to align work and resources to objectives and establish buckets (areas) of work within a department • Outline primary tasks and complexities to be executed to achieve each bucket of work • Estimate approximate annual time and frequency of each task • Determine assignment of tasks to individual positions to create engaging positions • Vertical • Horizontal • Diagonal • Review proposed positions for engagement • Skill Variety • Task Identity • Task Significance

2. Work Design and Re-design • Complete Position Descriptions • Responsibilities and percent time • Determine needed qualifications, experience, skills, competencies • Classify Positions • Identify fit/gap to current job families • Utilize established classification process • Ensure FLSA compliance • Confirm available resources are sufficient to provide competitive compensation (pay and benefits)

3. Identify Areas of Work Bucket Explanation Utilizing change management methodology, areas or buckets of work are determined. Briefly explain each area of work within the department or work group. 1 2 3 4 5 6

4. Identify Tasks and Complexity within Each Identified Bucket of Work

5. Identify Areas of Work Utilizing change management methodology, areas or buckets of work are determined. Briefly explain each area of work within the department or work group. Bucket Explanation Academic Organizational Development 1 Administrative Organizational Development 2 CU Learn 3 4 5 6

6. Identify Tasks and Complexity within Each Identified Bucket of Work

7. Degree to which the position requires an employee to perform a complete piece of work; doing a job from beginning to end with a visible outcome • Ex: Bank teller may be responsible for satisfying all the backing needs of a customer rather than specializing only in savings accounts transactions • Degree to which the position requires a variety of activities that involve the use of a number of different skills and talents of employees • Ex: Superintendent of a manufacturing plant has the technical knowledge of the machinery, the skill to supervise others, and the ability to determine plant shutdowns and repairs Degree to which an individual perceives his/her position has substantial impact on the lives of others and/or organizational mission Ex. Veterinary technician caring for animal patients has immediate feedback on efforts from patient and animal owner Task Identity: Task Variety: Task Significance: Positions that are high on skill variety, task identity, and task significance influence the meaningfulness of the work and employee engagement

8. Position Design Considerations • Skill variety • Task identity • Task significance • Meaningfulness • of work • “Engaged employee” • Highly motivated • High growth satisfaction • High general satisfaction and performance • High work effectiveness • Lower absenteeism and turnover • Autonomy • Responsibility for outcomes of work • Feedback • Knowledge of the results of the work

9. Creating Position Content: Task Integration Various approaches to assigning identified tasks within buckets of departmental work: • Horizontal integration: Assigning tasks to a position cutting across buckets or sub-buckets that are roughly at the same level of complexity and requiring the same level of skill, competency and experience to effectively complete. May result in a larger number of positions. • Vertical integration: Assigning tasks to a position usually within a bucket of work ranging from lower to higher complexity that may require a variety of skills, competencies and experience to effectively complete. May reduce overall number of positions while simultaneously creating engaging work. • Diagonal integration: Assigning tasks to a position across buckets of work that are varied in terms of level of complexity that likely require a variety of skills, competencies and experience to effectively complete.

10. Position Planning Worksheet: Upon completion transfer this information to the Staff Position Description

11. Position Planning Worksheet: Upon completion transfer this information to the Staff Position Description

12. After completing Position Planning Worksheet, navigate through the following steps for position classification:

13. Staff Position Description (SPD) • The Staff Position Description (SPD) is used by supervisors, staff, and applicants for many purposes including: defining and classifying a position, recruitment, and performance evaluation. • The duties and responsibilities of the position as well as identifying the critical skills and behavioral competencies, level of education and experience needed to achieve top performance. The SPD preparer should use the Staff Position Description template ( doc) and follow the guidelines below: • Use the least complex language possible. When using initials, acronyms, and/or language specific to the departmental field, ensure that adequate explanation and definition is included. • When selecting FLSA status and completing the Factor Evaluation Section please double-click the appropriate box and then choose the option "Checked". • Guidelines for completing the staff position description can be found at the following web site: http://www.hr.cornell.edu/managers/compensation/position_descriptions.html

14. Cornell University Staff Compensation Program Staff Position Classification Process Non-bargaining unit regular staff positions • This guide is to be used for: • all regular positions undergoing position creation or change, including position reclassifications affecting a current incumbent; and, • all regular positions being submitted for posting and/or waiver which have not been reviewed for classification and/or FLSA designationby OHR/Compensation Services within the prior five years. • Required documentation and clearance decisions must be retained in the employee’s college/unit personnel file. *When the exemption determination or classification decision site is OHR/Compensation Services, all required completed forms must be electronically forwarded to compensation.mailbox@cornell.edu for review and clearance. ^ Required only when current incumbent proposed for reclassification from nonexempt to exempt.  For especially unique positions and positions whose content is affected by functional change, it is strongly recommended that local HR officers or designees consider at least two peer reviews, one of which may be provided by OHR/Compensation Services

15. Job Structure and Pay • Cornell pays competitively in relation to the pay for comparable work at comparable employers within demonstrated labor markets. Market competitive pay varies by job family and job classification throughout the 9 pay bands. Individual pay is based on responsibilities, position-related qualifications, experience and performance in concert with college/unit guidelines. • Supervisors should confer with their college/unit HR representative for specific pay data on any job classification and visit Tools for Managers: Classifying Positions, Titles and Salaries. • The Staff Compensation Program is supported through gathering external pay for comparable work within appropriate labor markets. The labor market for a job or group of jobs is the area within which we recruit.

16. Are Department’s Positions within Budget?

20. Compliance • Fair Labor Standards Act (FLSA) • http://www.hr.cornell.edu/policies/nonacademic/labor_standards.html • FLSA Exemption Review: This interactive questionnaire is to be completed for any position recommended for exemption under the Fair Labor Standards Act. • http://www.hr.cornell.edu/managers/compensation/administration/flsa.cfm • Band Evaluators: This application provides the skill, effort, responsibility, and working conditions factors that underlie the Job Structure. It is designed for additional support in determining the appropriate band for a position. • http://www.hr.cornell.edu/managers/compensation/administration/ • Overtime Policy • http://www.hr.cornell.edu/policies/nonacademic/overtime.html

21. Compliance • Department restructuring may affect exemptions and FLSA compliance: • Are non-exempt employees duties being added/re-assigned to currently exempt staff? • May change the balance of exempt vs non-exempt percent time • If non-exempt duties are anticipated at greater than 30% of • typical workweek, position should be classified as non-exempt • Departmental managers should work with their HR representative to examine revised and/or created positions for FLSA compliance. • See FLSA compliance materials for exemption tests and potential penalties for failure to pay overtime pay to employees whose work should be classified as nonexempt.

22. Compliance • Human Resources Consideration Framework for Reductions in Position Hours • DRAFT as of 2-2010 • Background • To meet operating budget constraints while maintaining programs and facilities, some colleges and units are considering, in select circumstances, ongoing reductions to regular employee schedules1. These may result from operating programs and facilities fewer days per year and/or decreasing staff coverage while maintaining current operating days. • It is not recommended that reductions in hours of appointments be utilized unless such actions will address budget constraints and meet the business goals of the college/unit for the long term. Using reductions as short term business solutions to long term problems contributes to negative employment climate conditions. However, reductions in appointment hours may be viable if the Leading Change Methodology, including the Work Re-Design Toolkit2, have been used to conclude that the reductions represent long term solutions and that workload is truly reduced for affected staff. The framework below provides points for HR leaders to consider when consulting with line managers regarding possible reductions in staff position hours. • 1A reduction in hours may be defined in various ways: Reduced hours for a portion of the year (e.g. summer); Reduced hours for the entire year; Zero hours for a portion of the year (short term layoff) • 2It is recommended that these tools be used in consultation with the Organizational Effectiveness and Compensation Services departments and/or the HR lead in your college/unit, prior to reaching conclusions about the effectiveness of reductions in appointment hours.

27. Pay for Performance • Merit Pay Improvement Programs • Staff are periodically eligible for base pay increases as indicated by demonstrated individual performance during the timeframe of a University Pay Improvement Program. Colleges and units provide department managers with guidelines for each pay improvement program. • Position Enhancement • When individual performance accomplishment, competencies and departmental objectives result in a substantial increase in the complexity or breadth of a staff member’s responsibilities within his/her current university job title classification, a base pay increase should be awarded to the staff member. • Promotions • Reclassification:  Staff pay is reviewed for potential increase to base pay when the requirements for the occupied position change so significantly that the position is reclassified to a University Job Title in an upper band. • Selection:  When a staff member’s competencies and previous performance result in being selected for a position classified in an upper band, base pay is reviewed for potential increase. • One-band promotions are accompanied by review for potential pay increase. • Variable Pay • Awards that are not added to base pay may provide further incentives for staff to take extraordinary initiative to enhance their productivity in support of organizational objectives in areas such as: