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The Clerical and Support Classification and Compensation Plan, adopted in July of 1979, includes regular and temporary positions involved in clerical, technical, paraprofessional, skilled crafts and service or maintenance work. The plan is based on a point-factor method of job analysis.
11.2 Specifications
11.2.1 Definition of Specification
Specifications outline a range of duties and responsibilities pertaining to a particular classification and are intended to be broad descriptions of work. They are developed by grouping presently existing positions performing similar work that have common levels of responsibility and complexity. A class specification consists of a Definition Statement, Examples of Work Performed, a list of Required Knowledge and Abilities and Recommended Qualifications. An example of a specification for the Secretary 2 classification is given in Exhibit P/P-13.
11.3 Position Descriptions
11.3.1 Definition of Position Description
A position description details the University's assignment of duties to a particular position. An official position description establishes the combination of duties and responsibilities for a particular position, and it is utilized to determine the position's classification. A typical example of a position description is given in Exhibit P/P-14.
11.3.2 Creation of a Position Description
Data used to describe a particular position's duties and responsibilities is obtained from the departments through use of position questionnaires. The official position description is developed by the Personnel Management Analyst in the Human Resource Services Office. This process will begin during periodic reviews and reviews upon request. (See Human Resource Services Policies and Procedures, Sections 11.6 and 11.7) Updating of position descriptions should be initiated by the supervisor to maintain accurate descriptions. Assistance for such updating can be obtained at any time by contacting the Personnel Management Analyst. (See Human Resource Services Policies and Procedures, Section 11.8) Completed position questionnaires and job audits are the primary information sources when developing position descriptions. The final position description requires the signature of the Supervisor, Director or Chairperson, Academic or Administrative Officer, Personnel Management Analyst and incumbent of the position unless the position is vacant. If the position is occupied, a copy of the official position description will be placed in the employee's personnel file.
11.4 Compensable Factors
11.4.1 Definition of Compensable Factors
A compensable factor is a measurable characteristic of a group of similar positions represented by a specification. The following nine (9) compensable factors are used within the University's point-factor system.
A. Job-Related Background and Preparation
This factor concerns the job-related knowledge, skills and abilities required to achieve average proficiency in the total job. The background and preparation may be obtained through formal instruction such as elementary and secondary schools, vocational-technical schools, colleges, universities, business schools, specialized academies, proprietary education and training programs, or through prior experience or related and/or lower level jobs. Consideration is not given to normal adjustment or orientation time on the job.
B. Physical Demands
This factor concerns the amount and type of physical effort and energy expended. Such elements as amount of weight lifted, amount of time spent standing, walking, stooping, bending, shifting positions, etc., amount of time spent traveling, amount of close visual attention required or related types of physical effort are considered.
C. Supervision Received
This factor recognizes the kind of supervision the job being evaluated receives from a source of supervision. The factor concerns the frequency and closeness with which work progress and outcomes are checked and the amount of discretion available in the position being evaluated for scheduling work, choosing methods and/or accepting results. Supervision may include direct instructions from supervisors, established routine, reference manuals, written and information procedures, work cycles or other monitoring techniques.
D. Supervision Given (for supervisory positions only)
This factor applies to positions which have full responsibility for subordinates' work performances. Included are functions such as organizing and assigning work, reviewing and reporting on work performances of subordinates and recommending disciplinary actions. This factor recognizes the kind of supervision the job being evaluated gives to subordinate employees. The factor concerns the degree of detail with which instructions must be given to subordinates and the frequency and closeness with which subordinates' work must be checked.
E. Consequences of Errors
This factor concerns the scope of impact, magnitude and possible losses that can directly result from errors in the job being evaluated. Such elements as extent of error, opportunities for making errors and available sources of detection are considered. Resulting loss in effective and efficient utilization of human, material and financial resources (time, money, equipment and other items of value) are given weight.
F. Hazards
This factor concerns the probability of health and/or accident hazards encountered in the job being evaluated even though all required safety measures have been taken.
G. Judgment
This factor concerns the process of selecting or recommending a course of action by analysis and appraisal of alternatives that is required in the job being evaluated. Complexity (the difficulty of analysis required by the incumbent in handling various problems) and/or intangibility (the difficulty of determining with certainty the full effect of alternative actions required by the incumbent) are considered.
H. Personal Contacts
This factor concerns the extent to which the individual in the job being evaluated would be required to contact, work with or influence people other than subordinates or persons in the immediate work group. The relative frequency, level of significance and diversity of the transactions handled, and the potential effects on the goodwill, policies and business of the University are considered.
I. Working Conditions (non-supervisory positions only).
This factor concerns unusual working conditions under which the job being evaluated must be performed. Such elements as adverse weather, extreme heat or cold, noise and dirty or smoky surroundings are considered. Consideration is not given to work for which a shift differential is paid.
11.5 Skill Levels
11.5.1 Definition
A skill level represents a grouping of classifications within a pay range. Each compensable factor for a classification is assigned appropriate points. The sum of all the points of the compensable factors for a classification falls within an established point range corresponding to the appropriate "skill level" for that classification. At the present time, all classifications within the plan fall into one of nine (9) "skill levels". An updated skill level chart is distributed to all departments periodically and is available in departmental offices for review.
11.6 Periodic Reviews
11.6.1 General Information
Reviews of all positions by the Personnel Management Analyst will occur periodically to ensure that positions are properly classified. These reviews will also serve as an opportunity to provide classification information and advice to administrators for their use in deciding future organizational changes and needs.
11.6.2 Employee and Supervisor Questionnaires
Completed employee questionnaires (See Exhibit P/P-15 or P/P-16) and supervisor questionnaires (See Exhibit P/P-17 or P/P-18) will be required for the review. Completion of the required forms should be given care and consideration since these will be primary tools and documents used in the analysis. In the event a vacant position exists, supervisors will complete both forms. Advice on completion of the forms can be obtained by contacting the Personnel Management Analyst in the Human Resource Services Office. Job audits of some positions may be performed at the discretion of the Personnel Management Analyst. Official position descriptions for each position will then be developed or updated based on questionnaires and all other data obtained. (See Human Resource Services Policies and Procedures, Section 11.3)
11.6.3 The Analysis
The Personnel Management Analyst will analyze each position upon receipt of all pertinent data and completion of the job audit. The analysis will consist of a careful review of all data with a comparison to other similar positions and relevant specifications.
11.6.4 The Recommendation
A written analysis and classification recommendation will be made to the appropriate Administrative or Academic Officer. The analysis and recommendation will indicate that the position is properly or improperly classified. The analysis may also include recommendations regarding organizational structure. All recommendations will be subject to the approval of the President.
11.7 Reviews Upon Request
11.7.1 Requests
Requests for review of individual positions may be made at any time through appropriate administrative channels to the Human Resource Services Office. These requests may be initiated by the employee, supervisor or Administrative or Academic Officer. However, final approval of written requests should come from the Executive Director of University Development, Vice President for Student Services, Vice President for Business and Fiscal Affairs, Vice President for Administration and Planning or the Vice President for Academic Affairs prior to their being received by Human Resource Services. Requests should include a brief description of the reason(s) for the review.
11.7.2 Employee and Supervisor Questionnaires
A completed employee questionnaire (See Exhibit P/P-15 or P/P-16) and a supervisor questionnaire (See Exhibit P/P-17 or P/P-18) will be required for the review. In the event the position is vacant, the supervisor will complete both forms. Advice regarding completion of the forms can be obtained by contacting the Personnel Management Analyst in the Human Resource Services Office. Upon receipt of the completed forms, the Personnel Management Analyst may arrange for a job audit with the incumbent, the immediate supervisor and additional personnel as necessary. Official position descriptions for each position will then be developed or updated based on questionnaires and all other data obtained. (See Human Resource Services Policies and Procedures, Section 11.3)
11.7.3 The Analysis
The Personnel Management Analyst will analyze the position upon receipt of all pertinent data and completion of the job audit. The analysis will consist of a careful review of all data with a comparison to other similar positions and relevant specifications.
11.7.4 The Recommendation
A written analysis and classification recommendation will be made to the appropriate Administrative or Academic Officer. The analysis and recommendation will indicate whether the position is properly or improperly classified. The analysis may also include recommendations regarding organizational structure. All recommendations will be subject to the approval of the President.
11.8 Changes in Current Positions' Job Assignments and Designations of New Positions
11.8.1 General Information
Changes in a position's duties and responsibilities may occur for numerous reasons. These changes may or may not affect the classification of the position. Classifications will be changed effective with the President's approval. Recommendations to reclassify positions from clerical and support to administrative also require the approval of the Tennessee Board of Regents.
11.8.2 Reassignments
Modifications of a position's duties and responsibilities that do not have any affect on the classification of the position are called reassignments. For a major modification of a portion of a position's duties and responsibilities, an update of the position's present official position description must be sent to the Personnel Management Analyst prior to implementation to ensure that the position's classification has been maintained. If the position is occupied, a copy of the updated position description will be placed in the employee's personnel file. A copy of the updated description should be kept by the department and given to the employee.
11.8.3 Reclassification vs. Recruitment
When a position's classification is affected by changes occurring in the position, the nature and occurrence of these changes will determine the proper method to change a classification.
A. Reclassification
If the changes in a position's level of duties and responsibilities grow in a logical, gradual and significant manner (by the growth of present duties or the addition of other related and more complex duties) the classification of this position may be changed by reclassification. The individual must be functioning at a higher level for at least 6 months before the position can be reclassified to ensure that these duties are permanent.
B. Recruitment
If the changes in a position's level of duties and responsibilities are radical and occur in a sudden manner, a new position has been created. It must be advertised and filled according to the rules established in Human Resource Services Policies and Procedures, Section 4.
11.8.4 Reallocation
A position's classification may also be affected by the Tennessee Board of Regents establishment and adoption of new classification standards that are reflected in new specifications. A position's classification may also need to be changed as the result of a past classification error. In these types of situations, there have been no changes to the position's duties and responsibilities to cause the position to become misclassified.
11.8.5 New Positions
The Personnel Management Analyst will review the positions to recommend the appropriate position classifications and statuses in compliance with the Fair Labor Standards Act. These positions must then be advertised and filled according to Human Resource Services Policies and Procedures, Section 4.
11.9 Pay Schedules
11.9.1 Definition
Pay schedules consisting of a minimum, midpoint and maximum are associated with each skill level.
11.9.2 New Employment
A new employee accepting a position with the University within the clerical and support classification plan shall receive a beginning salary equal to and no greater than the minimum of the position's skill level. Exceptions to this rule will be based upon unusual circumstances and must have prior approval of the President.
11.10 Salary Adjustments
11.10.1 Across-the-Board Adjustment
When authorized, they likely would occur once each year on July 1. Such salary increases may vary from year to year and are subject to guidelines determined by the University, the Tennessee Board of Regents, the Division of Finance and Administration and the State Legislature.
11.10.2 Merit
Merit increases normally occur once each year on July 1. Dependent upon funds available, each employee may be eligible to receive a discretionary merit award based upon the individual's job performance as reflected in the performance evaluation form.
11.10.3 Salary Increases Resulting from Classification Changes
Salary increases also occur as the result of changes in a position's classification and are subject to the approval of the President and availability of funds. Retroactive increases will not be given. Exceptions to this will be based upon unusual circumstances and must have prior approval of the President. The method of classification change will determine the guidelines accompanying salary changes. These guidelines are outlined below.
A. Reallocation
Individuals in positions that have been reallocated to a skill level for reasons stated in Human Resource Services Policies and Procedures, Section 11.8.4 shall receive an increase in salary to the minimum of the pay schedule associated with the new skill level. Individuals who presently earn an amount equal to or greater than the minimum pay step shall receive no salary increase. Individuals whose salary is equal to the maximum of the pay schedule associated with the new skill level will only receive future increases subject to guidelines determined by the University as authorized by the Tennessee Board of Regents or the State Legislature.
B. Reclassification
Individuals in positions that have been reclassified for reasons stated in the Clerical and Support Classification and Compensation Plan, Human Resource Services Policies and Procedures, Section 11.8.3.A shall receive an increase in salary to the minimum of the new skill level assigned to the position or an increase equivalent to 5% of their present annual salary up to the maximum of the pay schedule, whichever is greater. Individuals whose salary is equal to the maximum of the pay schedule associated with the new skill level will only receive future increases subject to guidelines determined by the University as authorized by the Tennessee Board of Regents or the State Legislature.