1. Copyright © 2014 by The Segal Group, Inc. All rights reserved. Manager Training Reviewing Position Descriptions Willamette University March 2014

2. 2 Willamette Compensation/Classification Program Study Outcomes Integrated Compensation Program Compensation Philosophy  Classification structure  Reporting relationships  Job levels/families  Job/work design  Titles  Pay progression  Pay opportunity linked to level  Variable or incentive pay  Pay administration  Salary levels, bands, and ranges  Control mechanisms  Link to the market  Structure movement  Job documentation  Evaluation factors  Internal versus external emphasis  Evaluation process  Strategic compensation program to attract/retain qualified staff  Foundation for other human capital initiatives  Credible within internal community  Understandable by leadership, administrators, and staff  Vision statement  Program model  Internal/External Value  Comparison Markets  Link to performance  Communication  Governance Pay Delivery Job Structure Institutional Strategy Salary Structure Job Analysis and Evaluation Job Analysis and Evaluation Mission, Vision, and Strategic Goals of the institution

3. 3 Phase Fall 2013 JanFebMarAprMayJunJulAug + Phase A – Project Planning and Philosophy/Strategy Development Phase B – Job Analysis and Design X Phase C - Competitive Market Assessment Phase D – Salary Structure, Job Leveling Methodology and Pay Guidelines Development Phase E – Implementation Plan Defined Project Timeline (Planned)

4. 4 Today’s Objectives Review the PDQ process and your role in the process 1 1 Provide guidance on how to review a position description 2 2

5. 5 Position Description Questionnaire Roles in completing PDQs  Individual Employees are responsible for ensuring that:  PDQs are complete and submitted on time  Reference documents (e.g., job descriptions) are utilized when available to ensure completeness of PDQs  Supervisors are responsible for:  Ensuring all PDQs within their department have been completed and are accurate  Signing off on completed questionnaires of their direct reports  Ensuring that employee and manager have consensus on the final PDQ  Human Resources will be responsible for ensuring that:  PDQs have been reviewed and discrepancies have been addressed  PDQs are consolidated for different employees in the same jobs ILLUSTRATIVE EXAMPLE Steve, Bob, and Emily complete their own PDQs (soliciting supervisor input during completion), then Susan reviews and approves all three position descriptions. Supervisor: Susan Individual Employee: Steve Title: Coordinator, Benefits Individual Employee: Steve Title: Coordinator, Benefits Individual Employee: Bob Title: Coordinator, HR Data Individual Employee: Bob Title: Coordinator, HR Data Individual Employee: Emily Title: Staff Assistant, HR Individual Employee: Emily Title: Staff Assistant, HR Human Resources uses the consolidated PDQS to ensure job descriptions are current and accurate.

6. 6 1.Review each element of the position description for accuracy  Position Descriptions should describe the position, not the person  Position Descriptions should describe and answer questions regarding the position based on the current position, not anticipated, temporary, or outdated functions  Position Titles should be used when referring to others at Willamette 2.Spell-out acronyms and clarify technical jargon  Please make changes directly in the body of the position description 3.Ensure the position description is complete  Please add any missing information in the position description  It is important that all sections be reviewed, but the job summary and primary job responsibilities sections are the most critical sections How to Review Position Descriptions

7. 7 4.Highlight any unique tasks/responsibilities that are this position’s responsibility, that may not be captured by the individual completing the PDQ  Please add any unique tasks / responsibilities in the position description 5.Identify any areas where the scope of the position description was increased, not because of the job, but because of the incumbent  (i.e. an employee receives ad-hoc assignments that are atypical for their job from other managers) How to Review Position Descriptions continued For detailed instructions on how to complete specific elements of the PDQ, please refer back to the training document

8. 8 Sections:  Job Summary  Primary Job Responsibilities Notes: The Job Summary should provide a brief overview of the position’s primary purpose. It forms the basis for employee and manager expectations for accomplishments and performance; sometimes this is easier to review after you finish the rest of the position description Primary Job Responsibilities listed should describe main responsibilities, not tasks, so that someone unfamiliar with the position can understand what the position does E.g., “Reviews and validates transactions by ensuring completeness and accuracy of the account balances” not “balance books” Not all primary job responsibilities can have the highest level of importance Sample Position Description Output

9. 9 Sections:  Supervisory Responsibilities Notes: Supervisory Responsibilities should be differentiated between the different employees supervised and should only include people who report up to this position (directly or indirectly); also indicate the highest level of supervisory responsibility Sample Position Description Output continued SUPERVISORY RESPONSIBILITIES

10. 10 Sections:  Fiscal Responsibility Notes: Fiscal Responsibility should be differentiated between the types and levels of responsibility that someone in this position is personally responsible for Sample Position Description Output continued FISCAL RESPONSIBILITY External to Willamette Within University Within College/Division N/A

11. 11 Sections:  Academic/Student Success Notes: Academic / Student Success should indicate the type and audience of student success and engagement targeted for this position Sample Position Description Output continued ACADEMIC/STUDENT SUCCESS

12. 12 Sections:  Education  Work Experience Notes: Education should describe the level required/ preferred for the position, not the educational attainment of the incumbent  E.g., “The incumbent may have a Ph.D., but the job only requires a Bachelor’s Degree”  Also indicate the preferred field of study Work Experience should describe the amount required / preferred for the position, not the experience of the incumbent  E.g., “The incumbent may have 10 years of experience in this role., but the job only requires 1–3 years” Sample Position Description Output continued

13. 13 Sections:  Knowledge  Problem Solving  Independence of Action Notes: Knowledge refers to the depth and breadth of knowledge within the job’s field or specialty that is required to effectively perform the job responsibilities (not knowledge preferred to have) Problem Solving refers to the type of problem that is most regularly encountered by this position (not the highest level possible) Independence of Action refers to the level of autonomy / discretion that people have in this position (vs. what they prefer / believe they should have) Sample Position Description Output continued KNOWLEDGE PROBLEM SOLVING INDEPENDENCE OF ACTION

14. 14 Sections:  Skills Notes: Skills should identify the level required by the job: General: required core skills necessary for the job Intermediate: advance skills that allow employees to adapt and handle non-routine situations Comprehensive: highly proficient and specialized skills for varied, complex, and non-routine situations Respondents should elaborate why the skill is required by the job if it is applicable. If the skill does not apply to the position, please select N/A Sample Position Description Output continued SKILLS

15. 15 Sections:  Collaboration/Interaction  Decision Making  Breadth of Responsibility Notes: Collaboration/Interaction should identify whether the nature of collaboration or interaction is departmental, university wide, or external Decision Making should identify the type/scope of impact of typical decisions made by the job (i.e. decisions affect the job, work unit, department, or organization) and who is impacted by the decisions people in this position make Breadth of Responsibility should identify the primary duties of the job, as well as the impact on institution policy (i.e. follow and implement, interpret and advise, or develop and change policy) Sample Position Description Output continued COLLABORATION / INTERACTION BREADTH OF RESPONSIBILITY DECISION MAKING

16. 16 Sections:  Physical Requirements  Special Conditions of Employment for the Position Notes: Physical Requirements should identify any physical requirements necessary for someone in the position to perform the duties of that job Special Conditions should identify which positions should require additional checks or licenses in addition to the mandatory background check Sample Position Description Output continued SPECIAL CONDITIONS OF EMPLOYMENT FOR THIS POSITION PHYSICAL REQUIREMENTS

17. 17 Sections:  Travel Required  Working Hours  Additional Comments Notes: Special Conditions should identify which positions should require a criminal history check based on the position being critical or security sensitive, or requires driving Travel Required and Working Hours will indicate the percentage of overnight travel required and/or whether the work schedule differs from the University’s standard hours Additional Comments will indicate any missing information that was not captured in any of the other questions Sample Position Description Output continued TRAVEL REQUIRED WORKING HOURS ADDITIONAL COMMENTS

18. 18 Sections:  Supervisor Review Notes: Supervisor Review acknowledges that the position description has been reviewed by the manager / supervisor of the employee who completed the PDQ and that the manager / supervisor is in agreement with the content Completion of this section helps Human Resources determine if the position description has been reviewed. Sample Position Description Output continued

19. 19  Position Description Questionnaire (PDQ) Process  HR will conduct meetings to train on use of the web-based PDQ and also help facilitate completion for those who need assistance.  PDQ will become part of regular process of creating or revising jobs in the future.  PDQ is intended to gather information about all staff jobs. All employees will be given opportunity to submit information about their work through the portal.  Once submitted by incumbent employee, supervisors will then review and discuss anything that does not appear consistent with their understanding of the job.  HR and Sibson will review final updated submission.  Final position description will be affirmed/established for purpose of mapping into job families and salary structure by Sibson. What’s next?

20. 20 Task:  PDQ goes ‘Live’ and is sent to all participants  Reminder e-mail will be sent out  Managers to review position descriptions of all people in their department  Human Resources to consolidate position descriptions from like positions  Human Resources to develop job descriptions based on edited position descriptions  Managers/supervisors to review and validate job descriptions Due Date:  Tuesday 4/15  Thursday 4/24  Upon receiving email PDQ has been submitted  Friday 5/2  Ongoing  As needed PDQ Review Process