1. Employee & Organizational Development Position Description Questionnaire (PDQ) Review “The PDQ and YOU” Human Resources The University of Tennessee - 2015

2. Employee & Organizational Development Objectives: To identify the purpose of the Position Description Questionnaire (PDQ). To explain the relationship between the PDQ and the evaluation of your position. To provide guidance for completing your PDQ.

3. Employee & Organizational Development Program Outline: Part 1:Why Do We Have the PDQ? Part 2:The Connection Between the PDQ and Position Evaluation Part 3:Definitions of Key Terms Part 4:Elements of the PDQ Part 5:Completing the PDQ

4. Employee & Organizational Development Part 1: Why Do We Have the PDQ? 1.Gives information about the duties and responsibilities of an employee’s position. 2.Supports the employee and supervisor in discussing and summarizing the position. 3.Provides a consistent means to analyze and determine position size.

5. Role of Compensation Regarding PDQs Assist with departmental reorganizations Classify staff positions across campus including: New positions Vacant positions Reclassifications Assist departments with creating, implementing, and updating career paths Processing IRIS electronic position forms Employee & Organizational Development

6. Learning Objectives To identify the purpose of the Position Description Questionnaire (PDQ). To describe the relationship between the PDQ and the evaluation of your position. To provide guidance for completing your PDQ. Employee & Organizational Development

7. THE PDQ PROCESS Employee & Organizational Development

8. Job Analysis Definition Systematic way to gather information about what people do in their jobs and what is needed to be successful in the job. Specific components of job analysis include job duties; knowledge, education and experience requirements; and working conditions. Employee & Organizational Development

9. Purpose of Job Analysis Management tool for supervisors Document work performed Basis for legal & regulatory compliance Employee & Organizational Development

10. Position Description 1.Gives information about the duties and responsibilities of an employee’s position 2.Details minimum requirements for the position 3. Supports the employee and supervisor in discussing and summarizing the position 4.Provides a consistent means to analyze and determine position size Employee & Organizational Development

11. PDQ Tool for Job Analysis Position Summary Measures of Impact: o Responsibilities o Budget Position Duties Decisions Supervision Minimum Qualifications Additional Information o Organizational Charts Physical Requirements Employee & Organizational Development

12. Purpose of Job Evaluatio n Job evaluation is the process whereby the relative level of positions within the organization is established: Categorizes job families Identifies job titles Assigns pay grades Employee & Organizational Development

13. UT Job Evaluation Methods Point factor system intended to put structure to a job/job class and value or relative pay worth from the University’s point of view. –Point factor systems do not evaluate PEOPLE; they evaluate POSITIONS. –Evaluate positions against a set of common factors that measure: o Know-how o Problem-solving o Accountability –Each position is analyzed and given a numerical value Employee & Organizational Development

14. Job Evaluation Steps 1.Review of job analysis/PDQ 2.Obtain additional information as needed 3.Determine compensable factors. 4.Assign the position to a pay grade by comparing against other positions in department, UT and in market. Employee & Organizational Development

15. Part 2: The Connection--PDQ and Position Evaluation 1.The PDQ is the basis for position evaluation. 2.Detailed information is critical. Think more details, not fewer details. 3.Information should be as accurate and specific as possible.

16. Employee & Organizational Development PDQ Myths: The PDQ is NOT designed to: 1.measure work load. 2.measure performance or length of time in a position. 3.take into account your current salary.

17. Employee & Organizational Development Part 3: Definitions of Key Terms 1.Position Description Questionnaire is a document describing the duties, responsibilities, and requirements of a specific position.

18. Employee & Organizational Development 2. Position A position reflects the duties and responsibilities assigned to an employee. A position is assigned a unique number that identifies its location, classification, and pay grade within an organizational unit. Part 3: Definitions of Key Terms

19. Employee & Organizational Development 3. Position Review Position Review is the process used to analyze duties, responsibilities, and requirements of a specific position as described on the PDQ. Positions are evaluated based on the know-how, problem solving, and accountability required by the position. Part 3: Definitions of Key Terms

20. Employee & Organizational Development Position Summary Measures of Impact Position Duties Decisions Supervision Minimum Qualifications Additional Information The Organizational Chart Appeal Process Approval Part 4: The Elements of the PDQ

21. Employee & Organizational Development Part 4: The Elements of the PDQ Position Summary asks “Why (or for what reason) does this position exist?”

22. The Elements of the PDQ Position Summary asks “Why or for what purpose does your position exist?” Example #1: Provides administrative assistance to the associate dean. Example #2: Provide various engineering and related technical services to the University of Tennessee. Employee & Organizational Development

23. The Elements of the PDQ Example #3: Functions as manager of the Instructional Technology Team whose mission is to blend traditional training curriculum content with technology-based instructional tools, implement office software solutions, and provide trainings and technical assistance. Employee & Organizational Development

24. The Elements of the PDQ Example #3 cont: The team designs and develops a full range of training and information products and services focused on satisfying the specific learning needs of the unit, its projects, and the users, both internal and external to it. Employee & Organizational Development

25. Measures of Impact What areas does this position impact? (Mark all that apply.) Program Department Division/College Campus/Institute University External to the University

26. Employee & Organizational Development Measures of Impact What areas does this position impact? (Mark all that apply.) Program Department Division/College Campus/Institute University External to the University

27. Measures of Impact Describe the levels of responsibility this position has in areas checked PROGRAMSpanish DEPARTMENTModern Foreign Languages and Literature DIVISION/COLLEGECollege of Arts & Sciences CAMPUS/INSTITUTEUTK (Serves as interpreter on campus) Employee & Organizational Development

28. Measures of Impact UNIVERSITYProvides educational assistance to other campuses/institutes EXTERNAL TO UNIVERSITYEducational assistance to high school; Interpreters for local hospitals Employee & Organizational Development

29. Measures of Impact What type of budget impact does this position have on the area(s) for which it is responsible? Full authority to commit funds (Explain)* Effective recommendations to commit funds (Explain)* Maintain or audit funds committed (Explain)* Little or no budget responsibility *Explanation: Size of budget impacted ____

30. Employee & Organizational Development Position Duties What are the essential functions and responsibilities of this position (please indicate approximate percentage of time devoted to each function)? Essential Functions % of Time

31. Position Duties Function/Responsibility % of Time Diagnostic Testing/Research 35% Identifies Organisms and performs antibiotic susceptibilities Performs serological testing. Assists with research projects conducted by vets and graduate Students. Supervision/Training 25% Monitors and assists in training new technologists Trains new assistants Supervises personnel in absence of lab section chief Employee & Organizational Development

32. Position Duties Technical Judgment 20% Utilizes the proper protocol for setting up individual specimens Compiles antibiotic data to monitor drug resistance Quality Control 20% Performs quality control of media, antibiotics, and reagents Reviews chemical hygiene plan Reviews laboratory procedures Employee & Organizational Development

33. Position Duties Volunteer coordination and support 40% Committee coordination and support 25% Program development and support 20% Financial management 10% Clerical 05% Function/Responsibility % of Time The Laboratory Section Chief oversees daily assay quality 100% assurance in addition to performing the various assays. This includes any needed validation procedures, quality control measures or troubleshooting of problems with all assays offered by the service. Produce various data forms to request assay procedures. Employee & Organizational Development

34. Position Duties Fundraising and donor relations 80% Alumni relations 20% Research: 70% Performs reactivity and toxicity assays of chosen chemicals Assists graduate and veterinary students with research projects Trouble shoots technical problems that may occur in the lab or during research Quality Control: 20% Reviews chemical hygiene plan and laboratory procedures Maintains a working inventory of all lab supplies Performs routine maintenance on laboratory equipment Supervision/Training: 10% Monitors and assists students working in the lab Trains new technicians and students in the lab Supervises in the event of the PIs absence Employee & Organizational Development

35. Position Duties Function/Responsibility % of Time University Leadership: 40% Represent the University by participating in various activities on campus and in the local and national communities. Maintains relationships with various community organizations and agencies. Communicates with various campus units to remain current on policies, procedures, and opportunities for students. Employee & Organizational Development

36. Position Duties Leadership and Management: 40% Creates an environment where the office resources are used In an efficient and effective manner with attention to include oversight responsibility for specific programs and supervision of staff. Facility/Financial Management: 20% Uses resources in a reasonable, efficient, and productive manner by managing facilities and fiscal budget. Employee & Organizational Development

37. Decisions What types of decisions does this position make? Timing and need for distribution of department/college/university policies Determine what policies apply to different circumstances impacting faculty and staff activities and if necessary implement actions. Evaluate and determine distribution of office workload. Advise/select appropriate actions concerning all travel matters. Review department head calendar regularly and select appropriate action items to be initiated in a timely manner. Optimal system(s) for departmental records

38. Decisions What types of decisions are referred to others? Personnel issues involving hiring, work schedules and disciplinary actions, etc, are referred to appropriate supervisors. Overall operation of the department are referred to the department head. Complaints from outside people/companies are referred to the department head. Employee & Organizational Development

39. Decisions How are decisions implemented? Direct communication E-mail Memorandums Telephone Collect, correlate, compile and distribute appropriate data as needed Enlist help of department head and/or faculty and staff as needed Employee & Organizational Development

40. Decisions What types of decisions does this position make? This position makes all decisions that are not in conflict with study protocols and University policies and procedures. What types of decisions are referred to others? Decisions referred to others are specific study protocol issues including length of study, number of participants, experimental data parameters Employee & Organizational Development

41. Decisions How are decisions implemented? Decisions are implemented through clinical team discussion and consensus with PI in adherence to study protocol and University policy and procedure. Employee & Organizational Development

42. Supervision What types of supervisory responsibility does this position exercise? Hiring, disciplining, supervising, granting increases (Explain)* Effective recommendations in hiring, etc. (Explain)* Providing work direction to a group of employees (Explain)* Assisting others by providing guidance (Explain)* Little or no supervisory responsibility *Explanation:

43. Employee & Organizational Development Supervision What is the number of employees and/or students that this position supervises? ___ Exempt employees ___ Students ___ Non-exempt employees ___ Others (Explain)* *Explanation:

44. Employee & Organizational Development Minimum Qualifications What are the minimum qualifications in terms of education, experience, job skills, and physical requirements of the job which would be required? Education: Experience: Job Skills: Physical Requirements: (Please complete attached chart.)

45. Employee & Organizational Development Additional Information Please provide any additional information you believe will assist in understanding this position.

46. Additional Information Example: Position requires someone able to handle effectively multiple projects with both short and long-term deadlines that may involve one or more individuals to complete. Additionally, the individual must be able to interact on a professional level with a broad base of individuals who interact with the office. The occupant of this position is often the first contact with those outside the college and the primary contact for those within; therefore, the work ethics of this individual greatly impact how the business of the college is conducted and perceived. Employee & Organizational Development

47. The Organizational Chart It’s Important Because the Chart Illustrates: 1. How does your position relate to the rest of the organization? 2.To whom do you report? 3.Who else reports to the same person? 4.Who reports to you?

48. Employee & Organizational Development Approval Approval by the employee, supervisor, and dean/director/department head indicates the PDQ has been reviewed and accurately reflects the job content of the position. ______________________ _________________ _____ Employee’s Signature Date Supervisor’s Signature Date ____________________________ Dean, Director, or Dept. HeadDate

49. Employee & Organizational Development Appeal Process Immediate supervisor/dept. head Local HR Office Statewide Committee

50. Employee & Organizational Development Closing Remarks Review what has been learned Define ways to apply training Request feedback of training session THANK YOU!