work design and redesign

8/8/2019 Work Design and Redesign

1/28

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

o Vertical

o Horizontal

o

Diagonal Review proposed positions for engagement

o Skill Variety

o Task Identity

o TaskSignificance


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Work Design and Re-design

Complete Position Descriptionso Responsibilities and percent time

o Determine needed qualifications, experience, skills, competencies

Classify Positionso Identify fit/gap to current job families

o Utilize established classification process

o Ensure FLSA compliance

o Confirm available resources are sufficient to provide competitive compensation(pay and benefits)


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Identify Areas of WorkUtilizing 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

Bucket Explanation


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Bucket of Work: GIVE THEBUCKET A NAME;use one or more templates per bucket

Task: Done byone

position

Shared

across

multiple

positions

Frequency:indicate time frame involved in

task completion, such as daily,

monthly, quarterly or other

frequency during annual calendar

ComplexityPreferably list tasks from

lowest to highest complexity

Low | Medium | High

Identify Tasks and Complexity

within Each Identified Bucket of Work


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2

1

3

4

5

6

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.

Identify Areas of Work

Academic Organizational Development

Administrative Organizational Development

CU Learn


6/28

Identify Tasks and Complexity

within Each Identified Bucket of WorkBucket of Work: Administrative Organizational Development

Task: Done byone

position

Shared

across

multiple

positions

Frequency:indicate time frame involved in

task completion, such as daily,

monthly, quarterly or other

frequency during annual calendar

ComplexityPreferably list tasks from

lowest to highest complexity

Low | Medium | High

Development of

Administrative Leadership

Academy

X On-going X

Delivery of Leadership

Workshops X On-going X

Continued Enhancement

X On-going X X X

External Research

X On-going X

Compile statistics from

courses taught X On-going X

Provideobservation on

analysis X On-going X


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TaskIdentity: Task Variety: Task Significance:

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 theability 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

Positions that are high on skill variety, task identity, and task significance

influence the meaningfulness of the work and employee engagement


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Position Design Considerations

o Meaningfulness

of work

Skill variety

Task identity

Task significance

Autonomy o Responsibility for

outcomes of work

Feedback o Knowledge of the

results of the work

Engaged employee

Highly motivated

High growth

satisfaction

High general

satisfaction and

performance

High work

effectiveness

Lower absenteeism

and turnover


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Creating Position Content:

TaskIntegrationVarious approaches to assigning identified tasks within buckets of departmental work:

Horizontal integration: Assigning tasks to a position cutting across buckets or sub-bucketsthat 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 rangingfrom lower to higher complexity that may require a variety of skills, competencies andexperience to effectively complete. May reduce overall number of positions whilesimultaneously 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 andexperience to effectively complete.


10/28

AssignedTasks EducationRequirements

Skills and

Competencies(note specialized skills

or certifications

needed)

Years of

Progressively

ResponsibleExperience

Needed

Job Family Affinity

Estimated annual hours

and % annual time(For positions proposed as

1.0 FTE: hours per week

times weeks per task per year

divided by 1872 hours)

Position Planning Worksheet:Upon completion transfer this information to the StaffPosition Description


11/28

Position Planning Worksheet:Upon completion transfer this information to the StaffPosition Description

AssignedTasks

Educ

ationRequirements

Skills and

Competencies(note specialized skills

or certifications

needed)

Years of

Progressively

ResponsibleExperience

Needed

Job Family Affinity

Estimated annual hours

and % annual time(For positions proposed as

1.0 FTE: hours per week

times weeks per task per year

divided by 1872 hours)

Development of

Administrative

Leadership Academy

Bachelors Degree 5 but less than 7 Human Resources

20 weekly

1040 yearly

56%

Delivery of

Leadership

Workshops (Trainer)

Training, public

speaking,

facilitation

Human Resources

10 hours weekly

520 yearly

28%

Continued

assessment of

program outcomes

Human Resources

6 hours weekly

312 yearly16%


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StaffPosition Description (SPD)

The position description lays the foundation for many purposes:

-Position Classification

-Identifying Skills forSuccess

-Recruitment

-Interviewing/Selection

-Development /Training

-Performance Dialogue

It is critical to prepare a position description that realisticallyencompasses the duties and responsibilities of the position as well asidentifying the critical skills and behavioral competencies, level of

education and experience needed to achieve top performance.

Job Structure and Pay

The Job Structure includes approximately 500 University JobTitles from 14 Job Families in nine Pay Bands.

Cornell pays competitively in relation to the pay for comparablework at comparable employers within demonstrated labor

markets. Market competitive pay varies by job family and jobclassification throughout the 9 pay bands. Individual pay is basedon responsibilities, position-related qualifications, experience and

performance in concert with college/unit guidelines.

Compliance

FLSA: The Fair LaborStandardsAct (FLSA) contains provisionsand standards concerning regulations for employers record keeping,

minimum wages, overtime pay, and child labor. For purposes ofovertime pay protection and eligibility, the FLSA allows employers

to exempt from coverage employees employed in a bona fideexecutive, administrative, professional, or computer capacity. In

concert with university audit requirements, the position classificationprocess must be documented by a completed Staff Position

Description (doc) and a completed FLSA status determination form.

Pay for Performance

Ensure position content and classification are aligned with resources

to provide market competitive pay : Check with local HRRepresentative

-Establish equitable starting pay

-Communicate performance expectations

-Appraise application of Skills forSuccess

-Evaluate within performance standards

-Consider individual performance trend

Position

Classification

Considerations

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


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StaffPosition 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 topperformance. The SPD preparer should use the Staff Position Description template ( doc)

and follow the guidelines below:

o 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.

o When selecting FLSA status and completing the Factor Evaluation Section please double-click theappropriate 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


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Cornell University StaffCompensation ProgramStaffPosition Classification Process

Non-bargaining unit regular staff positions

Band FLSA

Designation

StaffPosition

Description

Required

FLSA Status

Determination Test

Form Required

Classification and

FLSA Clearance

Site

Peer Review

Required

Local

HRO

OHR

Comp

A Nonexempt

B Nonexempt

C Nonexempt

D Nonexempt

E Nonexempt

D Exempt *

E Exempt *F Exempt ^

G Exempt

H Exempt

I Exempt *

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 priorfive years.

Required documentation and clearance decisions must be retained in the employees 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

[email protected]

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 localHRofficers or designees consider at

least two peer reviews, one of

which may be provided by

OHR/Compensation Services


15/28

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 HRrepresentative 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.


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Are Departments Positions within Budget?

Position Band Market Midpoint

at Annual Amount

Addl Benefit Cost(0 Contract; 34% Endowed)

Total Estimated Annual

Compensation Costs(Midpoint plus benefits cost)

Total # of Positions: Total Pay at Midpoint: Total Benefits Cost: Total Estimated AnnualCompensationCosts:

Departmental

Resources:


17/28

Job Family Summaries

Academic Support

The Academic Support job family generally consists of work such as, but not limited to: plan, implement and instruct clients on educational programs,

prepare, teach and evaluate lesson plans, conduct laboratory research, consult with faculty and investigators to ascertain needs and follow through with

designs, modifications or purchases, perform research data collection, prepare verification, analysis and database management and write research reports.

AdministrationThe Administration job family generally consists of work such as, but not limited to: provide administrative support including draft correspondences, set

up filing systems and spreadsheets, coordinate and schedule travel plans, assist with budgets and human resource and financial processes, respond to

internal and external inquiries regarding policies and procedures, administer and manage business and administrative operations, manage staff, formulate

practices and guidelines for department activities and budgets, produce, edit and market educational videotapes and technical productions, deliver strategic

development, direction and implementation of all business operations and financial policies, practices and procedures, direct and shape the culture/climate

by cultivating and facilitating effective relationships among internal and external constituencies to achieve objectives and other duties that cover sales and

marketing, purchasing and government affairs.

Alumni Affairs and Development

The Alumni Affairs & Development job family generally consists of work such as, but not limited to: implement a variety of alumni programs and events

at reunion, homecoming and other on-campus activities, build and strengthen key relationships of significant importance to the university, implement

individual giving solicitation programs, represent the university to a variety of constituencies which include alumni, friends, and corporations and

foundations, and administer trusts and estates where Cornell is the beneficiary.

Athletics

The Athletics job family generally consists of work such as, but not limited to: recruit prospective athletes, lead practices, direct team training and skills

development, coach student athletes, provide professional physical therapy and rehabilitation treatment to athletes, design, implement and evaluate PE

classes and act as liaison with Ivy League and NCAA Officers.

Auxiliary Services

The Auxiliary Services job family consists of a variety of support work such as, but not limited to: restaurant support services, stockkeeping, bookstoresales clerk, interact with store customers to answer questions, receive orders and research problems, support theatrical productions, interpreter/transcript

services for the classroom, meetings and non-classroom matters, and provide interpreter services for special events.

Communications

The Communication job family generally consists of work such as, but not limited to: provide computer graphics for publication and presentation, prepare

classrooms with proper audio/visual equipment, set up and operate video, lighting and computer video editing equipment, write and produce publications

and promotional materials, edit broadcasts, educational programs, brochures, monographs, working papers and lectures, develop, produce and direct

videotape and radio programs, solicit and evaluate manuscripts and manuscript proposals, and review copies of new books and write press releases.


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19/28

Job Family Summaries

Library/Museum

The Library/Museum job family generally consists of work such as, but not limited to: provide reference services, search local and national

databases for specialized collections, perform conservation treatments on books, assist with moving art pieces around campus, monitor stack

space needs, plan collection moves and shift materials as needed, solve problems related to the circulation of materials, treatment of reserve

items, missing items or filing/shelving of specialized materials, responsible for museum education programs, coordinate installation processbetween curators, artists and prep staff, plan and schedule exhibitions for collections and assist in collection development activities including

selection, donor relations, ordering and placement of materials.

Service/Facilities

The Service/Facilities job family generally consists of work such as, but not limited to: coordinate with faculty and staff to set up and arrange

furniture for special events, responsible for access to buildings and control of keys and security for the building, provide security surveillance

and loss prevention of operations, develop drawings and maps using software or hand drawing methods, design and prepare mechanical

drawings of machines and machine components, manage construction projects, assist, coordinate, and prepare reviews of cost estimates,

specifications, drawings and construction documents for projects related to new construction, repairs or alterations, perform radiation

exposure surveys and inspections, monitor compliance with federal, state and University policies, regulations and laws, and overseeconstruction and renovation of projects, moves, building security and inventory control.

Student Services

The Student Services job family generally consists of work such as, but not limited to: provide day to day supervision of live in student

resident advisors, establish and maintain a positive community that supports and enhances the educational mission of the University through

developmental programs, personal student contacts and foster faculty student interaction, and advise and counsel students regarding

admissions, financial aid, etc.

TechnicalThe Technical job family generally consists of work such as, but not limited to: support academic research, prepare research matter for

experimentation, provide assistance in manipulating, computing and analyzing data using statistical software to evaluate experimentation,

provide training to a laboratory academic section in lab techniques, instruments, methods and procedures, support effective operation of

electronic and mechanical technical equipment, evaluate risks associate with materials and systems such as chemicals, radioactive materials,

asbestos and injury investigations, conduct environmental health and safety inspections and surveys, troubleshoot, repair, modify various

components in a research facility using hand tools, shop tools, chemicals, heavy equipment and high voltage equipment.


20/28

Compliance

Fair Labor Standards Act (FLSA)

http://www.hr.cornell.edu/policies/nonacademic/labor_standards.html

FLSAExemption Review: This interactive questionnaire is to be completed for any

position recommended for exemption under the Fair LaborS

tandardsA

ct.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


21/28

Compliance

Department restructuring may affect exemptions and FLSA compliance:

o 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.


22/28

Human Resources Consideration Framework for Reductions in Position HoursDRAFTas 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 WorkRe-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 hoursfor 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 leadin your college/unit, prior to reaching conclusions about the effectiveness of reductions in appointment hours.

Compliance


23/28

Consideration Reference Information OHR Consulting Contact

HRPolicies y Policy 6.12, Separations:

"An increase or decrease of 25 percent or more of a staff member's regularly scheduled

hours, or a reduction that results in a position of less than 20 hours per week, is subject to

the provisions in this policy. In such cases, the staff member may:

continue in the regular position (20 hrs/wk or more) with changed hours and not be

subject to the provisions of this policy; or enter a layoff period and receive a layoff package in accordance with this policy (see the

"Layoff Package" Sections of this document).

Note: A change in hours made at the request of a staff member is considered voluntary and

is not covered by the provisions of this policy. "

Considerations:

Institutional Approval: Reduced hours proposals of 25% or more must be approved via the

Early Termination/Layoff Proposal Tool in HR Online.

Notice Requirements: There is no requirement in current policy to provide advanced notice to

the staff member whose hours are reduced, even by more than 25%. Colleges and units should

consider providing some minimal notice, such as 30 days, prior to the effective date of the

reduction in hours.

y Policy 6.12, Separations, Short Term Layoff section: If the reduction in hours

includes reducing the appointment to zero hours for up to 3 months during the year, this

policy will apply. This policy requires 30 days advanced notice to the impacted

employee(s), absent extenuating circumstances.

y Policy 6.9, Time Away From Work, Vacation section: Colleges/units should consider

whether they will allow staff to use vacation accruals to offset the loss of pay if hours are

reduced. If reductions are covered under the Short Term Layoff policy, staff may request the

use of accruals but it is managements discretion as to whether such requests are granted. If

reductions are not covered under the Short Term Layoff policy (because they do not reduce

hours down to zero) units planning such reductions should think in advance about how they

will respond to requests from staff to use accruals under such circumstances. As far as

management requiring the impacted staff member(s) to use accruals during short term

layoffs or reductions in hours, there is nothing that addresses this in policy.

Workforce Policy and Labor

Relations:

Alan Mittman; alm63; 255-6866,

Lauran Jacoby; lj14; 255-6894,

Barb Siany; bks4; 255-4652

Recruitment and Employment Center


24/28


HRPolicies Policy 6.9, Time Away From Work, Vacation section: Maximums

When considering reduced hours, management should consider the impact on existing

staff who may be at or near the maximum for their current appointment and who would

end up being over the maximum in a reduced hour appointment. While the employee may

carry a balance over their appropriate maximum during the course of the fiscal year,

effective June 30, their balance will be reduced to the appropriate maximum. This may

result in staff having their balances negatively adjusted. Limited exceptions may beallowed. Policy currently prohibits the payout of excess (i.e. over the max) vacation in

cash.

Policy 6.9, Time Away From Work , Holiday section

Each university holiday is paid at 1/5 of the non-exempt employees standard workweek.

Hence, reductions in standard weekly hour


Relations:




Recruitment and Employment Center

Bargaining Unit

Contract

UAW

Article 14, Layoff and Recall, section Temporary Employment: defines temporary layoff as 90

calendar days or less; requires one week advance written notice to the employee(s) and the union

for layoffs in excess of 30 days; allows senior employees to request temporary layoffs.

y Article 14, Layoff and Recall, section Temporary Employment Winter Intersession:

states Employees laid off during the winter intersession period in the Department of

Campus Life and Statler Hotel may use one day of accrued sick leave during this period as

leave with pay.

y Letter ofUnderstanding B, "Job Security," Addresses reduced hours as follows:

"Employees who are indefinitely reduced from full-time to part-time status formore than

ninety (90) days in one contract year shall be eligible to opt for layoff and will be provided

the provisions ofArticle 14, Layoff andRecall."

As Part time status is defined in the UAW contract as working from 20 to less than 35 hours

per week, changing staff from 39 or 40 hours per week to less than 35 hours per week for more

than 90 days may trigger this consideration.

y Article 35, Hours of Work and Overtime: states that one week advance notice should be

given to staff prior to weekly work schedule changes.

The actual contract language: "When feasible departments shall give employees at least one

(1) week notice prior to weekly work schedule changes or long-term changes in work

location."

Considerations: Workforce Policy and Labor Relations should be consulted by the

college/unit HR rep when reduction in hours for any union-represented staff member is beingcontemplated (UAW, BTC, IUOE, CWA, SPFPA, CPU)


Relations:





25/28


Compensation

Services

y Ensure Compliance with Fair LaborStandards Act; willful violators may be prosecuted

criminally and fined up to $10,000. A second conviction may result in imprisonment. Employers

who willfully or repeatedly violate the minimum wage or overtime pay requirements are subject

to civil money penalties of up to $1,100 per violation .

y Reductions to scheduled work hours and pay for exempt employees must be handled in

compliance with the FLSA

. Employers may not make partial week deductions from an exemptemployees predetermined salary for absences occasioned by the employer or caused by the

operating requirements of the business. If an exempt employee performs any work during a

workweek, that employee must receive his or her entire salary for that week. However, with

reasonable advance notice, an exempt employee may be informed that his/her annual scheduled

work hours are being reduced and his/her salary is being reduced accordingly. It is important to

ensure a true effort reduction for the exempt employee, considering the tendency towards

working remotely via computer, email, blackberries, phones, etc. Expectations should be made

clear.

y Ensure compliance with New YorkState exempt minimum weekly salary of $543.75, which isequivalent to $28,275 annually. The $543.75 per week cannot be pro-rated for employees who

choose to work less than 12 months but continue to be paid over 12 months. Review resulting job

description to ensure it is still exempt.

y Ensure any approved reduction in schedule is fully communicated in writing to the affected

employee, clearly stating new schedule and associated changes in pay, including the revised

anticipated biweekly rate for nonexempt employees, and revised anticipated annual salary for

exempt employees.

Shari Constantino; snf3; 4-8354;

Kim Swartwout; kao8; 4-8355

HRIS/Records y Ensure colleges and units transmit via HR-Online any reduced schedules for transaction to

Records Administration to accurately reflect changes in employees planned schedules.

o For exempt employees, ensure the revised annual compensation rate appropriately

reflects the revised planned work schedule and meets the NYS minimum weekly exempt

$543.75 salary.

y Records to monitor and report on such changes.

Donna Lawton; dl16; 255-9452


26/28


Workforce

Diversity and

Inclusion

y Review possible hours-reductions from a diversity perspective to ensure Cornell avoids

any possibility of adverse impact. Currently, this is achieved by review of all proposals

to reduce hours by 25% or more through the Early Termination/Layoff Proposal Tool in

HROnline.

y For proposed reductions of less than 25%, there is no current requirement for review of

such cases in the Early Termination/Layoff Proposal Tool.

MarieGarland; mbg78; 255-7006

Unemployment

Insurance

y Unemployment Insurance - Staff whose hours are reduced may choose to apply for

unemployment insurance (UI). Managers should avoid discussion of the possibility of

eligibility for UI with staff members, as eligibility is determined by the NYS Department

of Labor.

Barb Siany; bks4; 255-4652,

Benefits y Consider the impact that reduced hours and therefore reduced pay will have on wage and

salary based benefits such as retirement plan contributions

y Cornell offers a very comprehensive benefit plan to all faculty and staff who work at

least 20 hours per week or the equivalent effort for exempt employees of 50% effort.

y Effective July 1, 2009, a faculty or staff member who meets the full-time eligibility

requirements for the Cornell Childrens Tuition Scholarship (CCTS), the Educational

Degree Program, or the Tuition Assistance program, may subsequently move to less

than full time and continue their eligibility for these educational programs while serving

in a part time capacity. Completing the full-time length of service requirements must beaccomplished before the move to part time status. Combinations of part time service

periods to satisfy the service requirements is not sufficient.

Benefits Services; 255-3936


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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 members responsibilities within his/her current university job title classification, abase pay increase should be awarded to the staff member.

Promotions

oReclassification: 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.

oSelection: When a staff members competencies and previous performance result in being selected for a position

classified in an upper band, base pay is reviewed for potential increase.

oOne-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:

o improving processes and/or results o enhancing customer satisfaction

o formulating and implementing new products or protocols o providing innovation and cost-savings to operational methods

o performing, at managements approval, at a significantly higher level of complexity for a specified

period of time due to workload demand or similar circumstance.


28/28

Position Diagnostic Checklist

This position provides:(check the box which best fits the position)

ample variety

opportunity to complete the work started

significance to others by how well the work is performed

ability to own to conduct own work

immediate feedback

many interesting projects

ability to talk with customers/clients/end users

ability to influence decisions that significantly affect the organization

foundation for self direction and flexibility of work hours

open communication with supervisor and recognition from supervisor

opportunity to use many new technologies

an understanding of how it relates to the mission

affects day-to-day departmental, college/unit/university success

independence from the supervisor in performing work

feedback from co-workers about performance

Low Medium High

work design and redesign

Documents