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The Administrative/Professional Position Evaluation Plan, adopted in May of 1993, includes regular and temporary administrative, managerial and professional non-faculty positions. The plan excludes clerical and support staff, faculty, the president, vice presidents, academic deans, graduate deans, academic department chairpersons, all employees with academic rank who are scheduled to teach as a portion of their regularly assigned duties, coaches and librarians. Associate and assistant deans and associate and assistant vice presidents are included if their employment agreements do not otherwise exclude them based upon their having to teach as a portion of their regularly assigned duties. The plan is based on a point-factor method of job analysis.
33.2 Position Descriptions
33.2.1 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.
33.2.2 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 33.5 and 33.6) 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 33.7) 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.
33.3 Compensable Factors
33.3.1 Definition of Compensable Factors
A compensable factor is a measurable characteristic deemed a component of a group of jobs. The following ten (10) compensable factors are used within the University's point-factor system for administrative/professional positions.
A. Knowledge/Education
This factor refers to the special knowledge and/or skills which are basic to a particular position and are a necessary requirement in order to meet "minimum qualifications". This knowledge and/or these skills may be acquired by formal education, on-the job experience, formal training, self study or any combination of these.
B. Experience
This factor appraises the amount of prior experience that is necessary for an employee to be able to perform the assigned duties and responsibilities in a proficient manner within a reasonable time frame for learning the specific position. The experience may be acquired either within or outside the institution. This factor refers to the amount of experience normally required in addition to any formal education, specialized training or on-the-job experience which is evaluated in Factor 33.3.1.A above.
C. Judgment
This factor considers position requirements in terms of the difficulty and complexity of decisions. It measures requirements for planning, creating new ideas or methods, and independent action.
D. Supervision Received
This factor considers the amount and type of supervision received and the character of that supervision. It appraises the degree to which the immediate supervisor outlines the methods to be followed or the results to be attained, checks the progress of the work or handles exceptional cases. Consideration is given to the place this position occupies on an organization chart and the extent to which accountability for results goes with the position measured in terms of responsibility for costs, methods, results and/or personnel.
E. Impact of Errors
This factor measures the effect of errors on the department or institution. It considers the probable effect of errors based on the degree to which the work is verified or checked, and considers the probable monetary loss, impact on institution functions and/or objectives, and loss of good-will.
F. Contacts-Type
This factor measures the type of normal and regular face-to-face contacts and telephone dialogue with individuals not in the supervisory chain. In rating this factor, consider what is required to make the initial contact and the setting in which the contact takes place. Above the lowest level, points should only be credited for contacts which are required for the successful performance of the work and which have a definite impact on the difficulty of the work performed.
G. Contacts-Purpose
This factor measures the purpose of personal contacts which may range from exchange of factual information to situations involving significant or controversial issues and differing viewpoints, goals or objectives. The contacts measured by this factor must be the same as those measured by Factor 33.3.1.F above.
H. Records and Reports
This factor measures the requirement or responsibility for regularly gathering, recording and preparing informational data for records, reports or for other purposes, and/or maintaining, reviewing, approving and presenting operational, financial, technical or personnel records and reports.
I. Institutional Data
This factor considers the integrity and discretion required in safeguarding institutional data which is handled or obtained during the normal performance of duties. The character of the data is considered here as is the degree to which the incumbent must go to protect the integrity of the data. The significance of the data to anyone in the position must be considered along with the occasion for disclosure and whether disclosure would affect internal relationships only or external relationships.
J. Direction or Supervision Given (for supervisory positions only)
This factor measures the degree or kind of supervisory responsibility involved in a position for or over at least two (2) regular institution employees, or their equivalent. Consider the degree to which accountability for results goes with the position. No credit is given for supervision of student workers.
33.4 Pay Grades
33.4.1 Definition
A pay grade represents a grouping of positions evaluated similarly using a point-factor rating system. Each compensable factor for a position is assigned appropriate points. The sum of all the points of the compensable factors for a position falls within an established point range corresponding to an appropriate "pay grade". At the present time, all positions within the plan fall into one of twenty "pay grades". Each "pay grade" is related to a pay schedule.
33.5 Periodic Reviews
33.5.1 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.
33.5.2 Employee and Supervisor Questionnaires
Completed employee questionnaires (Exhibit P/P-15 or P/P-16) and supervisor questionnaires (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 33.3)
33.5.3 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.
33.5.4 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.
33.6 Reviews Upon Request
33.6.1 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 of 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.
33.6.2 Employee and Supervisor Questionnaires
A completed employee questionnaire (Exhibit P/P-15 or P/P-16) and a supervisor questionnaire (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 33.3)
33.6.3 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.
33.6.4 The Recommendation
A written analysis and classification recommendation will be made to the appropriate Administrative or Academic Officer. The analysis and recommendation will indicate 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.
33.7 Changes in Current Positions' Job Assignments and Designations of New Positions
33.7.1 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 at any time during the fiscal year and will become effective upon approval by the President. Classification changes resulting in a position moving from a clerical and support status to an administrative professional classification must be approved by the Chancellor of the Tennessee Board of Regents and become effective upon that approval.
33.7.2 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.
33.7.3 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 six (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.
33.7.4 Reallocation
A position's classification may need to be changed as the result of a past classification error. In this type of situation, there has been no change to the position's duties and responsibilities to cause the position to become misclassified.
33.7.5 New Positions
New positions approved for establishment in the University budget will be temporarily assigned the title of "unallocated" with estimated salaries until the Personnel Management Analyst reviews 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.
33.8 Pay Schedules
33.8.1 Definition
Pay schedules consisting of a minimum, midpoint and maximum are associated with each pay grade.
33.8.2 New Employment
The hiring range for a new employee accepting a position with the University within the administrative/professional pay plan shall be established from the minimum of the pay grade up to ninety percent of the midpoint. Exceptions to this rule will be based upon unusual circumstances and must have prior approval of the President.
33.9 Salary Adjustments
33.9.1 Across-the-board Adjustment
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.
33.9.2 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.
33.9.3 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 administrative and professional positions that have been reallocated to a pay grade for the reason stated in Human Resource Services Policies and Procedures, Section 33.7.4 shall receive an increase in salary of no less than 5% of the incumbent's present salary, not to exceed ninety percent of the midpoint unless the minimum 5% exceeds ninety percent of the midpoint. All increases shall be at least to the minimum of the paygrade.
B. Reclassification
Individuals in administrative and professional positions that have been reclassified for reasons stated in the Human Resource Services Policies and Procedures, Section 33.7.3.A shall receive an increase in salary of no less than 5% of the incumbent's present salary, not to exceed ninety percent of the midpoint unless the minimum 5% exceeds ninety percent of the midpoint. All increases shall be at least to the minimum of the paygrade.