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Conquering Classification

Conquering Classification

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Conquering Classification

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  1. Conquering Classification Presented by: Diane Enos, CSU Channel Islands Lynn Marks, CSU Northridge Carrie Wilemon, Cal Poly San Luis Obispo

  2. Position Classification Objectives To accurately define and describe the current duties and responsibilities which allows us to: • Translate broad organizational plans to individual positions • Identify career ladders and promotional lines • Assign job family and bargaining unit • Set compensation • Complete accurate performance evaluations • Understand job expectations and create open communication lines for employee and supervisor

  3. Factors Included in Determining Appropriate Classification • Nature, scope, and level of duties & responsibilities • Organizational design of department • Reorganizations • Supervision; both given and received • Exercise of independent judgment or decision making authority • Significant changes (greater than 50%) in job duties

  4. Factors Not Included in Determining Appropriate Classification • Quality of performance • Quantity of work • Status of incumbent • Incumbent length of service • Time spent at maximum salary of the position Remember it’s the job being reviewed, not the individual incumbent.

  5. Types of Reviews • Employee or Management requested • CSU Chancellor’s Office • Revisions to current CSU Classification and Qualifications Standards • Implementation of new CSU Classification Series • Campus Human Resources will review positions impacted by the initiation of new or revised standards. • Initiation of recruitment vacancies for posting

  6. What are Significant Changes • Reorganization or expansion of a program or department • Reassignment of duties (assuming new higher level duties) • Change in Supervisor or number of people supervised • Change in physical facilities/surroundings (hazard factors/working conditions) • Technological changes (i.e. new equipment requiring special license, training or knowledge); excludes different software enabling the current responsibilities to be completed in a different way

  7. Types of Audits • Paper Audit: • HR Classifier will analyze the position by comparing the position description to relevant CSU Classification Standards, and other similar campus positions • Discussion with the department/college/division management • Desk Audit/Interview: • In addition to the Paper Audit steps; HR Classifier conducts an interview with the incumbent and the supervisor/manager to help determine current duties and responsibilities

  8. Reclassification • Two types of reclassifications: • Reclassification to a new class • Example: Administrative Support Assistant to • Administrative Support Coordinator • In-class progression • When a position moves from one skill level to another within the same classification series • Example: Administrative Support Assistant I to • Administrative Support Assistant II

  9. Reclassification • Human Resources has 180 days to complete • Management and incumbent notified of results • Change to higher classification; minimum salary increase of 5% or moved to bottom of new salary range (whichever is greater) • “Lateral” change; typically no salary increase • Incumbent may appeal* classifier’s decision • *Refer to appropriate BU contract or MOU for specific language.

  10. In-Range Progression (IRP) • Another option for an ongoing permanent increase to base salary due to: • Increased level of responsibilities which due not warrant a change in skill level or new classification • Criteria varies* depending on bargaining unit contract (e.g. exceeds expectations or outstanding performance, equity, retention) • Requests reviewed on a case-by-case basis in order of receipt in HR Department • Minimum salary increase per BU CBA is 3% • *Refer to appropriate BU contract or MOU for specific language.

  11. Other Temporary Salary Options • Bonus and Stipends*: • Not a fixed increase to base salary • Recognition & acknowledgment of temporary assignments/situations (e.g. performance, critical skills, recruitment, retention) • Other rationale (e.g. monthly stipends, SUPA Post certification, special assignments) • *Refer to appropriate BU contract or MOU for specific language.

  12. Trends • Increased volume of classification reviews due to organizational redesigns (Reorganizations) and natural evolution of positions: • Not filling all vacancies • Streamlining department processes to become more efficient • Increased volume of IRP requests due to anxiety resulting from: • Extended time period of no contractually negotiated salary increases • Internal equity concerns

  13. Questions?