HomeMy WebLinkAbout1990
I
LLOYD HARRELL
GENERAL GOVERNMENT
MEMORANDUM
To: Executive Directors and Directors
Prom: Tom K11n0k, Director of Personnel/Employee Relations 1
Date; April 20, 1990
Subject: Gues~Jtionneire on Mercer Qlassification/Compensation Study -
MAJOR POLICY ISSUES AND DECISIONS - Please r o by av 3
As the Executive Committee began discussions on major policy issues and
decisions in developing and defining the components of the new
Classification/Compensation Program for the City$ it was decided than. ~
additional input would be valuable in establishing overall, long-rant':,
Classification/Compensation strategies for the new program,
Enclosed is a questionnaire and baokground booklet put together to assist
you in answering key questions for consideration in finalizing those
decisions, Both the Evaluation Booklet and Questionnaire are organized
to assist you in examining each of eight major issues;
1, Compensation Philosophy
2, Market Competitiveness
3, Job Classification
4, Salary Adjustments
61 Performance Evaluation
8. Salary Structure
7. Responsibility
8, Other
The Evaluation Booklet provides background information on the Policy Areas,
Current Practices, and Issues relative to each Policy Area, Also included
are pertinent sections of our current reference manual that provide
guidelines on our current Classification/Compensation program.
The Questionnaire is organized with the same Policy Area categories and
provides a list of key questions (easily answerable) that will gather your
thoughts and insights into how the current program works/does not work,
possible ways to set-up a new program, and some alternatives,' It -Is
separate from the Booklet so that the questionnaire can be completed easier
or should you want to refer to a speoifio section and understand current
practices,_ One suggestion on completing the questionnaire is to dictate
your responses and thoughts to questions to Word Processing,
I have been asked to consolidate your reactions to the questionnaire and
present a report to i;he Executive Committee on Tuesday, May 8, 1900,
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April 20, i900
mom to Exec, 01r. i Dir. - class/Comp Questionnaire
Page '2
To allow you sufficient time to respond and report back to the Exeoutive
COMMittse, I would appreciate your completed questionnaire no later they
liedne ay. My 3. 1090, I realize this is the "busy budget time" and hope
that you will understand the importance of your input on this critical
future direotion for our compensation for employees.
Please feel free to contact mo with any question or point needing
clarification,
thank you for helping establish and define a strong, workable program for us
all 1111
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Thomas W. Klinck
tkmemo23.prn 4/20/00 9:46a
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MERCER
C, 4SSIFIC4 rION
O hf pEws4 rya w i
C
STUD
y ISSUES
JOR POIIC
~fi A a
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MERCER C 4PENSATION/CLASSIFTCAT%ON STUDY
' MAJOR POLICY ISSUES AND DECISIONS
POLICY AREA CURRENT PRACTICE ISSUES COIMIEMTS
COMPENSATION o It is the po'iioy of the Oity to oanpensate o Set broad guidelines and
PHILOSOPHY all personnel in direct relation to the direction for b - 10
value of their contribution to the success years hence
(Ooala and of the City,
Ob3eotivea) o Governs decisions on;
Ob,ieotivos: -Attracting and retaining
-Rewarding Employees
- To provide a systematic and organized -internal, Equity/Market
approach for the administration of salaries competit#venas
on a uniform City-wide basis Program Administration
- To provide equitable compensation that
is based upon the value of work performed
. To maintain competitive rates of comp- o Once established, can
ensation that will enable the City to the City budget to
attract; retain, motivate competent maintain;
personnel Eff#cienoy (budget)
To actively involve management and -.Equity
supervisory personnel in the administration -Compliance (Legal)
of compensation
- To provide a sustem that includes recogn-
ition for indiyldua') performance, development
and advancement
To enable management to plan and control
overall levels of compensation consistent
with economic conditions of Lho Citu
The City of Denton has adopted a pay philopophy
to be ao competitive as possible within the
composite market. Speoifioaily, the City of
Denton strives to be competitive at the 80th
percentile of the composite market based on
actual salaries paid within that market,
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11. GENEPAL 1'4107Ci88
The policies and procedures have been established to serve as a guide to
the city in maintaining an equitable and competitive compensation
pr og t ors.
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2,2 %t it, the policy of the City to compensate all personnel in direct
relationship to the value of their contribution to the success of the
city. 1
i 2.3 The objectives of the Pay System arty
A, To provide a systematic and organized approach for the
administration of salaries on a uniform City-wide basisf
A. To provide equitable ooupensation that is based upon the value of
work performedt
C. To maintain oompttitive rotas of compensation that will enable the
city to attraot, retain, and motivate competent personnel
D. TO actively involve management and aupetvisoty personnel in the
administration of oompensationj
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E. To provide a system that inc)rudes recognition for individual
performance, development, and advancement
F. To enable management to plan and control overall levels of
compensation oonsiatent with eoonomio conditions of the City.
i 2,4 it is the policy of the City that department directors are ultimately
responsible for administration of compensation policies :n their
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zeapective departments, The pay syst"t policies, and procedures are
designed to provide fairness and consistency of compensation throughout
5 I the City by Aiding supervisory personnel in the exr:ou'tion of their
responsibilities. These responsibilities Aret
J A. To explain the salary program and policien to subordinatal
g. To insure that a current, complete, and accurate position
description exists for each positions
f C. To periodically review the performance of subordinates and to advise
theta of any areas in whioh they need to improver
D. To determine the salary increases appropriate for subordinates
within the approved salary budget and pay plant '
E. To explain the relationship of performance and compensation to
subordinates.
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2.5 The position Classification and Compensation Program of the City will be
implemented and administered without regard to any individual'
r racy,
color, nationality, religion, age or sex,
{
266 'Equal pa for i; ai Mork
it is the
polioy of the City to provide equal pay for jobs that require
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' equal skill, effort, and rtaponriblity and which are performrd under
similar working conditions. Employees working in the same or comparable I
positions will receive equal pay ex- oeot when differenoeR in performance
and/or tenure justify different levels of compensation,
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10.1 To ensure that the position Classification and C n
wpensation Program
Provides eaployres with equitable oompensation for work
City will perfprmed, the
Periadigal2y review, update, and
effort will inolude the following improve the progrim, Tore
g key elementse
r 1. Job do' aoriptloets will ri
be reviewed Periodioally and revised, when
neoeas"Y, to assure that they aoourately refleat'fob content.
9uPAIrvisors should notify the personnel De14rtunt
amof ohanQes in
an
i Ployta's assign"nts which would affect basin Job responsibilities,
2. PerSodia wage '
and salary surveys will be obtained fro"
souroes or oonduoted b Pubiidhod
I y the City to maintain oompetltine pay 1
praatioe=, ~
J, Pay ranges will be review" annually and revised as required
to
conform to abanges in Job requirements, the internal relationships
of one Job to
ahother, and rates paid for diailar jabs within the
local labor market,
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Poliaiee and prootioes governing the jidminl
atjon of the posit
clasrtfiwtion and co
mpeneation program will be periodloaliy
reviewed '
by the Personnel Departm#nt to (1) improve the
a(hirsistrstion of the program and it) maintain the equity and
aoMpetitiveness of city pay levels.
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POLIOY AREA CURRENT PRACTICE COMMENTS
MARKET o salary survey conducted annually by Personnel o Who to survey
COMPETITIVENESS to establish market position by Pay Plan
(See enclosed report on Salary Survey) How to survey
-What is
Market? o Annual Oompensation proposal presented to when to survey
Executive Committee during budgat process
-What is for consideration of Market adjoatm6nts by How to report the results
Competitive? Pay Plan,
o Approved by Oity Council
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}POSITION C1+ASaIFICATION~CO F~ISARSON PROGRI 1
3,2 Prior to the preparation of each annual bu6get, the Petsonnel Director
shall analyse prevailing rates of pay for competitive employment, cost
of living factors, and internal salary relationships, On the basis of
this information recommendations shall be made to the City Manager for
changes in pay polioy, pay ranges, and/or in individual classification
pay rates necessary to keep the pay plan current`, uniform and equitable,
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IX~ MUM PAY PLAN A MSTMEt7T6
9.l Although there is certainly no guarant*e of continuation, a general
increase has been granted on numerous occasions in the past to employees
oft approval of the city manager and city council as a result of the
Personnel Departmont's annual salary study, Such an inorease was
generally granted as a percentage of existing salary, and was granted to
full-time employees regardless of performance, and rafltoted competitive
I market salaries.
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In the City'a move toward pay for performance a new approach will ba
recoaomended for future application of pay improvement funds,
The Personnel Department will continue to conduet'an annual salary
study, Recommendations for actual peroent'age adjustments may vary for
each job family depending on market factors, Pay ranges may be adjusted
at that time to retain internal (as related to classi:'ioation pay range)
pay relationships. Occasionally, salary surveys, reoruiLment
conditions and cost of living factors may show that certain
a7.aesifiaations MAY need larger or smaller adjustments than other
s classifications. in such instances, the general inorease could be
distributed in varying amounts,
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The eAphasis is that any future "across the board" increasea will be
considered solely pay plan adjustments. In other words, the rates on
tespentiva pay plans will ba adjusted but individual employes salaries
are not autotatieally increased. Every supervisor will have to make a
determination, based on performanoe, of the exact amount to be awarded
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to each employes, Inorsasa amount parareeters will be provided prior to
impleueentsUon of the now budget.
It is felt that this approach will reinforce the fact that pay awards
will not be given to n uicipal employees simply for tenure, increased
r productivity and improved performance must be substantiated prior to
increasing as enloyea's salary. This method should provide better
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utilisation of payroll budgets and help to identify and eliainats thous
who are not contributing to the overall efficiency of City ssrvioes,
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CITY OF DENtOM
REPORT ON SALARY SURVEY
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ORGANIZATIONS
SarVica/Maintsnance Cities,
Carrollton
Parmers Sranch
Ft, Worth
Garland
Hurst
Irving
mosquito
Richardsoq
Austin *s
aryan >r
Lubbocklst i
Other Entities
University of North Tsx s
Andrew Corporation
Paterbilt
Victor EMImant
County of Denton
Denton Co. Co-op at
s Survey Organization data included in City Survey results depending on
raport6d Job match and/or Whether considsrod a Mrket coMpetitor, '
organizations did not report aotual salaries of inoumbents; thus, data was
not inoluded,
*$~Urvay Organization data included for Elootrio Utility positions,
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E! EAY el;n Qrwi=atsurveY.a:
Offices Support/Clorioal Cities:
Carrollton
Farmers Branch
Ft, Worth
Gar l and
Hurst
Irving
Mssquib
Richardson
Other Entities:
Yaxas Women's University
University of North Taxes`
Andrew Corporation ;
1 Boeing Corporation ;
i County` of Denton
Dantcn independent School District
Oonton Publishing CoOWY
bentoe State School
Jostens, IN, j
1 Moors Business Fortes { i
Ohio Rubber E
l Paterbilt
1 MM eautr f
Union
victor CquipMent G
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f # Survey organization data inoluded in Oity survey results dopending on
! reportod ;lob snatch and/or whothor considered a market ewatitor. Some
organizations did not report actual salaries of incumbents= thus., data vae
not included.
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Ply Elm Oraanizations Survlyl 1
Tsohnical/Paraprofessional Citissi
Carrollton
ParsMrs !ranch
ft, Worth
Garland
Hurst
Irving
Mssquite
Richardson
Austin tt
Sryan as
Greenville
Lubbock
Other' Entities:
University of North Texas
Andrew Corwation
Psterbilt
Victor Equipwt
County of Denton
I Denton Co. Co-op as
Texas Municipal Power Association Ps
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s i Survey Organization data inoluded in City Survey results depending on
reported job match and/or whether considered a market ompstitor, Some
organizations did not report actual salaries of incumbents; thus, data was
not included.
' **Survey Organization data included for Electric Utility positioned
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to e'y~ 1
to Pin GrVanizations ,Survey#&
Professional citiast
Carrollton
Farmers Branch
Ft. Worth
Garland
Hurst
Irving
Mesquite
Richardson
Austin so
Bryan so
t ! Greenville so
i Lubbock is
Other Entities:
t Texas Women's University
University of Worth lexas
Andrew Corporatist
peterbiIt
sally Beauty co.
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Victor Equip"fit
county of Dmton
Texas Municipal Power Assooiatichl is
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s Survey Organization data included in City Survey results depending on 1
reported job match and/or whether considered a market camp Mtor. some
organizations did not report actual salaries of lncui eats; thus, data was
not included.
**Survey Organization data included for Electric utility positions. !
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e!Y Elm 4raani=a+i1 i ld~
nanagw*nt/Supervision Cities:
~~,~rrtlllton
Farsnrs (ranch
Ft, Worth
Garland
Hurst
Irving
Mosqu i to
Richardson
Other Entitiest
Texas pawn's university
University of North 1'O►xas
Andrew Corporation
a pstarbi it
Sally bs+uty Co.
Victor Puipswnt
County of Denton
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Survey prgani:ation data included in City Survey rasults d" Wins on
rbportod Job match and/or whether aw►sidored s mrkst cwpatitor, $ass
s } oraanizationm did not report actual salaries of incumbents; thus, data was
not inoluded.
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Elm Qroani:ations AMrYsYW
ell) Manaq~mant/Sup4rtiisior► Cities;
(Electric Utility Positions
Garland
sly) Austin
arywnv i 1 U
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f I ..Club
/ `~YE
Other E++titiai
t: {
/ Denton CO. C
Texas Municipal
pal Power AssoolsGlon
s Survey 4rganitatioh detest inoludod in City Survey results dapsndinq on
reportad job isatah and/or wl*thsr oonsidersd a mw*et ompotitor.
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P!Y pin QtiiltLlltt~t4!!t 411CY YIK1! i
Fire Department Cities;
Arlington
urroltton
Ce11H
j Ft. Worth
Garland
Orend Prairie
a Irving
Mesquite
Plano
i<' ehardson
r ;Survey Orqanlxation data included in City Survey results depending on
ii reported job %%toh and/or whether oonsider#d a oarkot w*"titor,
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Police D6P6rtWt Citia:
Arlington
Carrollton
DA11aa
Rte worth
4arland
Grand Prairie
Irving
mosquito
Plano i
aiohardson
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s Survey OrganiZatlon data iholudod in City Survey results dopending on
reported oG Match and/or whether oonsidered a aarkst oMOOtar.
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POLICY AREA CURRENT PRACTICE ISSUES CpMENTS
JOB o Classification and Job description information o Need to justify proper
CLASSIFICATION/ prepared by department representative job classification for
RE-CLASSIFIC- (New classification or 're-classification) duties and responsibil-
~ ATION Was proposed
11 o Information studied by Personnel for
appropriateness of job, requested based on o Manpower Planning tool
duties and responsibilities; also placed on
Pay Plan for consistency and equity o PlacemAnt in olassifioa
tion and pay structure
o Recommendation submitted to Dept. Director of all jobs within City
(internal equity)
o Appeal may be made to City Manager
o Ensure appropriate reviver
of decisions - appeal
process
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rV, P08~ MON EVAWkTION
F
f 1,1 Point Taotor SYstu
i The City has adopted a point factor method of evaluating and classifyib9
1 permanent notrroivil servioa,jobs. The point faotot Method is a
standardized systeie of job evaluation that is designed to provide
aoourate and consistent identification of job responsibility levels and
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produce objective job evaluations that establish internal equity
F between positions. The systex was tailored to the specific needs of the
City and provides the flexibility to aooommodate new positions, aasic
f to the suooessful ispiamentation of an effeotive job evaluation system
is the aoourate documentation of present job duties and tesponsibilitioa
of esob position in the City,
apeaifiaation based upon a
A. Each position shall have a classification
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position rnfornation Questionnaire' completed by inoumbents, or in
i j the case of new positions, a reoommended apeoifioation submitted by
the department and approved by the Personhol Director. „
D, Each classification specification shall be organized into the
t prescribed format, (See City of bentor Classification Manual),
C. Positions whioh have certain common oharaoteristios shall be grouped
into occupational oatogories or job families eocording to job family
definitions developed by the Employee Task Force that vat oomposed
of tepreeentatives of a atoss-saetion of City departments,
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, Office/Clerical, Technical/i+ara~prafessional, Professional,
Management/Supervision, police, Fire, and soasonnl/'temporary.
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4.4 Evaluation Wtaria.
^4 The point factor evaluation criteria Consists of seven factors
includinge Job Complexity, Responsibility, Impact of Mork,'
Communications/rublic Contact, Supervision, Work Hazards snd
Inowledga/Skills/Ability/Training/Upari*no*. The point factor process
involves the assignment of numerical point values to individual
i positions based on the criteria within each job factor. A detailed
definition of the factors which were developed by the Employee Task
` Force, is provided in the City of Denton Classification Manual.
Civil Service Positions are grouped into two families (Police i Fire)
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for pay purposes, The whole job ranking method of classification is
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used to determine' internal equity for these two job families and the
Seasonal/Temporary job family.
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Senior management positions are grouped together on the Executive Pay
plan as determined by reporting level, Salaries are deteemined by
performance evaluatiw and annual market survey.
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4.3 Responsibility to evaluate.poeitions
it is the responsibility of the Personnel Department to evaluate all
positions for pay purposes. Each new or significantly modified non-oi*il
service permanant position shall be evaluated or re-revaluated using the
point factor method,
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See the City of Denton Classification slanu,%l for a complete description
of Procedures for depertmenta to follow in requesting a new position
evalustion or current position re-evrluption.
1.1 Government It"vlations
it is the Cit70s intention to oomply with all applicable federal, state,
and local government regulations relating to p-oition classification and
employee compensation,
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POLICY AREA CURRENT PRACTICE ISSUES COMMEWS tl
SALARY o Merit System - up to 2~steps or up to 6% o Organizational Culture
ADJUSTMENTS based upon performance established based on
1 current system (1t has
-Pay for (In practice, most employees (00%) receive been In practice over
Performance a full 2 step or 6% for satisfactory perform- 10 years)
3i ance; little differentiation if performance
-Merit Pay is at exceptionally higher levels; affect is o Reported "comfort" by
a dl0 noentivs to perform other than satis- some managers and
-Market factory) Directors using present
Adjustments system
-TOR employees receive no monetary reward
.•Sonue system o Hard decisions to
o Market Adjustments are granted by Pay Plan to differentiate performance
all employees based upon market competitive- levels and communicate
nees analysis with the Annual Compensation them to employees - a
Proposal (regardless of performance or merit) MAJOR training and skill
issue
o Methodology
-Matrix
waonus
-Merit
Market Adjustments
-Combination
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GUIDELINES i,A ADMINISTERING
CLASSIFIED PAY PLANS
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orma ro ress on
Job Family IMF Rate me a Step/ possible Administrative Directives
Pa Rate Increase I
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Service Maintenance A 3 months l 0 - 1 step Advancement from one step to another is not auto-
I Imatic. Increases depend upon the employee's
0 I 3 months 1 0 - 1 step !performance and the recommendation of the
Idepartment director. f
C L 6 months 1 0- 2 steps!
I lEntry_above the "A" step must be authorized by-
I 0 J I 1 year I 0 - 2 steps both the department director and the Director r.'
of Personne
Office/Support and I A I 3 months I 0 - 1 step 161 1oyees hired above the "A" step ~aAy not be
Technical/ I I ( (eligible for review at the times designated in th#
Paraprofessional I 0 I 6 months I 0 - 2 steps "normal progression", Their review dotes depend
i r 1 f upon the individual employee's starting rate and Ii`
I C - J 1 year 0 - 2 steps must be recommended by the department directorand authorized by the Director of Personnel.
' I ! I At no time may the rate of pay exceed the axiom
{ 1 I of the pay range,
¢;';'Ft ,.Professional and (Minimum 1 6 months I 0 - 6% ISalary increases are not automatic. They depend
management/ 1 I I !upon tho employee's performance and the recommen-
Supervision (Minimum + 6% 12 months I 0 - 6% (dation of the department director,
lAdditional 1 12 months 1 0 - 6% (Entry above minimum must be authorized by both
(increases to I each t !the department director and the Director of
' Lop of range Personnel.*
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I i i I mployees hired in above minimum may not be
' i I I (eligible for ;review at the times designated In tire.`'
a` '3`~li' "►1orMa1 progression", rhoir review dates depend '
(upon the individual employee's starting rite mW
Imust be recd mended by the department director i r
{t~;, I I !authorized by the Ofrsotor of Personnel.
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*As reflected on page 14 of the Supervisor's Training manual.
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GUIOELINLS'FOR ADMINISTERING
CLASSIFIED PAY PLANS
A!' +lti, y
"V1, A
nw
res
Job Family ay a a oss e I Administrative Directives
Pa Rate I Increase I t
v, Service Maintenance I A ) 3 months 1 0'- 1 step (Advancement from one step to another is not auto-
{ f I Imatic. Increases depend upon the emWlayee~e
I B I 9 months 1 0 - 1 step (performance and the recommendation of the
I I I idepartment director, N,.
rt i C 16 months 1 0- 2 steps I t
I (Entry above the "A" step must be authorized by
ti r s;'~' Y!~ , I D - J ! 1 year 1 0 - 2 steps (both the department director and the Director
! I of PersoMel.
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{'r r~0ffice/Support and I A I 3 months ( 0 W 1 step lEmployees hired above the "A" step may not be
J,TldmioaL ! I f !eligible for review at the times desiouted in tlw
' paraprofessional I a 1 6 months 1 0 - 2 :tVs topt !"normal prooression", Their review dates I Ripon the individual sVloyeels
starting rate 00
1 year 1 0 - 2 Imust be reconsmended by the depsrtsent director
' f I I (authorized by the Director of Personnel.
, , , }s I I I I At no time may the rate of pay exceed the aaax W
I (if the pay tangs,
'professional and (Minimum 1 6 months 1 0 • I5alary increases are not automatic., They WOM1N
` r~'t~ansgement/ I I (upon the saployesIs psrformooce and the ramawwaarw j
r i5upervisicn (Minimum + t~ 12 months ! 0 - x% Iclation of the departMer+t disbctor*
r (Additional 12 Months I b s% (entry above minima mmt be authoorizrd by both
Iinoresses,to each I (the d"VtW%t director and the nirecter er, r
Itop of rage I IPPrsonnei.~► }
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r;°' I # ( fEmpi yee! hired in above Miniaxrm ~maY nor rat''"
leligi°bie for review at the time dlliprMbed
r~ I 1 1 1"normsi propreeSIM Their rsvisw dat"
t 5,~, I I I !upon the individual epploysefs starting ftU OW
l I I IMust be recommended by the departmnt diftftre,
i I I !authorized by the Director of Plrrson *1
As reflected on pads 14 of the SWIr is"I s Tralaft Ma1x ^r,
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VII. SATISFACTORY PSRF'OAMAfiCL IpC'AEASEd
A
f A Satisfactory Performance Increase ;SPX) is defined as a pay increase b&aed '
,
on acceptable, satisfactory performance. Employees need to be evaluated
periodically on a systematic and, job related basis to provide needed
information for supervisors to assess the adequacy of individual employees, to
recognize their own performance improvem.nt needs, and as a basis for s
personnel actions including promotion, re, %gnizing or rewarding superior
{ performance, and correcting inAdequate peri)rmanoe or separating employees in
cases where inad i
equate performance cannot be eorreated. An SPI is given in
recognition of an employee's progress. The process for administering SPi
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inereasos for the Servioe/Maintaniutce, Office/Clerical, Teohnical/Pars-
E Professional, Professional and Management/supervision job families is !
suanarized below.
7.1 SatisiaotorIL Performance Increase Amount
it should be made clear to all employees that advancement from one step
to another is not'autonatiio, Increases depend upon the
employee's performance and the recxomendation of the supervisor,
In no case shall the amount of an SPX -exceed the maximum rate set for
? the appropriate pay range. i
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A, 23ervioe/Maint®nance, 4ffioe Clerical, xachnlcal Para~protesgionai
i Progression through these three (3) pay systems is described in
l`( detail in the Appendix# pp36-e3
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s, professional°rKa a ement Su rvisi
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performance growth between ranges on the Professional and
ent/Supervision plans is normally a 51 increase.
Ptanagem
nt/SUpervisian or professional
Bxployess in positions on the Manage"
plans receive their first increase after 6 montbs of sstiofaotory a
Thereafter they will receive annual consideration for
performance,
i Pay increases.
1.2 Satisf,____Ac tOCY performance Increase Oate
considered for
This is the data an employee is eligible to be an
based on an inaivieuai r anniversary date relative to
increase in pay rformance
f Job family pay pion. An esployee s pe j
1 pay steps an respeoti~+e s date is determined from the date of his last statue change which
l ~ review
l may be hiringt.P*Y increase or praaotion.
.
P,ach r;enge must have a ceiling. With no change in the WTI# it is
possible for the employee to remain at the top of his range
to another higher
indefinitely or until ouch time that he is promoted
paying position.
:
top in the range will not ba permitted. nepartOnt
Increases above the
ees prenoting to higher
directors should stress the importance of nmp1oy
j po~titiona within our Organizations rather than hiring from outside to
qualified for positions with
3 fill suoh vacancies. >;mployeee who are hour
ou
thr
l~ higher pay should be encouraged to promote to such positions 9
i 5ob openings system.
(13)
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i 7A Eligibility for satisfactory performance Increases
Each individual having supervisory respo:lsibilities is charged with
determining whether subordinates should receive SDI's. The recommended
Increase shall be subject to review and approval by the Personnel
Director for ocaeplianoe with approved policies and praeticus and should
be based upon and consistent with the performance of the cat+loyee, as
)
' evaluated by his superior and approved by the department director,
A memorandum tor the record or approved evaluation report for recording
' strengths and weaknesses must be suhaitted along with the status change
to the Personnel Depaxtment for processing.
F
Only Permant:nt full-time and part-time employees shall be eligible for
SPI considerations however, it will take part-time exployees
twice as long to advance through the steps (*,96, six-month permanent
s,
full-time tenure requirements would equal twelve-month tenure
requirements for part-time personnel working 44 hours).
7.5 Deferral of Satisfactory Performaince Increases
A departiaent director may defer the approval of an SPl not to exceed e
period of mix months, The SP2 may be given with eligibility for a
subseyurant increase dating from the date the last increase was
f
received. When an increase is deferred, it will be documented in tho;
employee's file in the Personnel Department, The supervisor or
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Department Director shall counsel the employee regarding performanceO
provide the employee with written notification of the reasons his/her
(24)
performance has been judged as sut~stendard, and outlins speoifie ways
r
and means of correcting performance problems. A specified period should
be establisbed during which future i efe nee will be observed and the
employee reansidered for pay increase,
1.6 Failure to Is~prove Performance ~I
Employees who do not improve their performance will be sub~oot to
further disciplinary action up to and including termination.
I
7.7 Anniversary Dates
Trnployees will receive consideration for their first increase after
October 1, 1974, based on their current anniversary date unless, the
total wafting period is less on the new plan. In that case the
{
anniversary date will be advanced to the advantage of the employee.
Tenure in their current step under the existing program shall be counted
toward advancement out of the step to which they are assigned under the
} new pay plan. For example, if an office/Clerical employee has eight
months tenure in step a under the former pay plan and is assigned to
step D -ender the new pay plan, the individual world be eligible for
performance evaluation and a two-step increase (to step F) in four
months. After the first increase is given according to formerly
(previous to October It 1979) established Anniversary dates all
employees assigned to Office/Clerical, 9erviee/Maiotenance and
f
Technical/para»profesu'lonal pay plans shall have their performance
evaluated and consideration given for pay advancement vaeed on the time
t j framas authorizod for, each job family pay plan. Employees in the
1,. 1, prolsss3onal, Management/8uporvia ion job families shall be reviewed for
a
rfornaance appraisal and salary increases after COMP letice+ of 12 sontha
°\=J frees their &Miaersary date. For fiscal year 2979-80 the anniversary l
{
date is establieMd as the data the employee co~Platee his/her
1
probationary Period or the date the first increase after October 1, 2A79
4 is authorised.
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POLICY AREA CURRENT PRACTICE ISSUES COMMENTS
PERFOAMAMCE o Job function/task rating system ("check-off" o Depending on Compensation
EVALUATION tailored to each position for consistent reward program,
rating areas) - See attached evaluationsystem should 1
-service/Maintenance ensure fairness and
-office Support/Clerioal consistency in perform-
-Technical/Paraprofessional anced based 'program
-Police
-Fire o Difficulty or ease of
administration '
o HBO rating system (narrative tailored to
each position for consistent rating areas) - o Ability and desirability
See attached to differentiate levels j
' -Professional of performance to support
-Management/Supervision monetary rewards
-Directors
c A MAJOR training issue
o Consistent system across organizational
lines o Methodology
-Narrative
o Frequently overdue reviews; delayed feedback -"check-off"; behavior-
to employees; some superficial (tittle ally anchored
depth)
-6-
VI , PERPORt~1l1CL Ir
d.1 The City Management has established a philosophy of pay for
performance. The formalized program was initiated October It 1979, for
senior aanagoment with the,intention to gradually develop and extend the
program for all job'families, The benefits of a formalised performance y
improvement program are as follows:
A. appraisal provides each employee with a better understanding of the
job and the supervisor's standards for performanoe, and an
evaluation, of how well the employee meets those standards.
I 9. Appraisal provides an opportunity for exoban9e of information
i
between each employee and his supervisor in order to ensure
consistent progress toward achieving departmental City, and the
j
employee's professional objectives.
C. Performance appraisal is one factor which assists supervisors in
f making decisions related to wage and salary adjustments and/or
I
promotions, 1
With the implementation of our new pay system which provides greater
discretionary responsibility to supervisors in making salary
decisions, it is imperative that each department begin to develop a
means for dialogue with each employee being considered for a pay
{ increase,
s
6.Z Oath department should incorporate the following objectives as part of
airy performance improvement programs
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establishing WrforWae standards whiob will, to the maxiaane
extent feasible, persit the accurate evaluation Of yob performance ~
on the basis of objective criteria related to the'lob in question
for *Bob asrployee or positionb
g, reoogniting end rewardinq employees whose performance so warrants)
{ in improving q unarovicceptable performnoef and
` C. assisting employees
D. reassigning, reducing in grade, or re,novinq employees who contittue I
to have unacceptable performance but only after an opportunity to
demonstrate acceptable performance.
d i
Ultimately, a formalised City-aide performance improvement prograa will be
s
de of treatment throughout deparbaents.
signed to ensure consistency i
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CITY OF DENTON
JOB RELATED PERFORMANCE REVrE11 '
(All sections of this er ormance Review orb s,Nst be completed.)
Employee Names e
Performance Review Due Date
(See employee's ita tus record)
Position/Titles
Date of Last Performance Review
Department/Division
PART 1. PERFORMANCE MEASURES AND FACTORS
Levels of Performance Measures*:
Consistently Exceeds Supervisor's Expectations
"M" Meets Supervisor Expectations
"T" Needs improvement to Meot Supervisor Expectations
Comments required for a rating of "E' and 010; comments are preferred for."M".
Performance CategoriesE
{ 1. `Job Respponsiblities: Key activities for which this position Is responsible in
i?dllfion 10 those `listed in other categories. '
2. Problem Solvin s Position responsibilities that are related to resolution of
conflict an avoidance of errors.
t 3. initiative: Specific areas where it is expected that an employee will
n a e action with minimal or general direction and anticipate organization
needs.
Interpersonal Relationships: Tho*e aspects of the position involving contact
t
M ers.
0
6. A ro riateness of Behavior/Judgements "Work Habit" activities including
a n ante, punt ua i'i, t dnd organization of work. Also, activities' related
to the ~ in which a Tob is done.
8. Leadership Res nsib:111ties. Any activities related to providing direction to
o ers. Tn s nc u'3es"boils formal supervisory; responsibilities and direction
given to others, aside from formal supervisory relationships, in order to carry
out positim, responsibilities,
4
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Job Related Performance Review
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PERFOFSWICE FACTORS: :Lev*ls of ~
Pertormance* Comments:
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Job Related Performance Review.
Page.
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PART M, JUSTIFICATION AND SUMURY INFORMATION
A. Strengths'
List positive contributions this employee has made
depar'ts►ent:.divisfon. ~
to your tl
.
r g• Specific Actions
t
SPectflc actions needed for em in
w expectations. Discuss ,for employee s•performance to
neeQ~srov~ease~lI 'supervisor's
t
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0. Sit e►wisar' s~-"""'a.~" .
1
I• According to the pay plan is a pa
with this review? Y increase a consideration
CI Yes No
2• Has this employee reached the top of his/her pay range?
' L7Yes
}3. Recommendation
1-7 No Increase / 70ne step Two step
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paD Ke~tsd Performance Review
4. Provide Justification for your recommendation, partial increase ar no increase is granted due tolperforman~~ if a 1
deficiencies, the Performance improvement Plan must be Completed for,
this employee): ,
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6. Performance Goals (for next review period)*
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NOTE: Immediate supervisor meets with his/her supervisor prior to discussing'
the employee's performance review with the employee,
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PART In: EMPLOYEE UCTION
L,7 Has this performance review been explained to you? Dyes .17 No
Q Agree with review
Do not agree with review
Date of next performance review
EMPLOYEE CO1.HENTS:
J Employee' Signature -
I Date
Jbb Related Performance Review
Page ^S-
PART IV. APPROVALS AND SIGNATURES
Supervisor's overall comments about this employee's
performance during
this review period:
ttx ~
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a: Evaluating Supervisor
gna re -
p
rr• ...................r...........w....................................r.. r...I....r
{ Comments by next higher level of supervisor:
t
Next Higher Level of Supervisor
signature'
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Revised 1/17/84
ab/0450P
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•l'f1111 'M - 1 6,111 VM'NNNi1. a1M Iwo la"OI' r1.IW 1, . 1-IN~L{VyVtl IM{IIW -
Dale ,
To The Empio ee:
a Tile following actions need to We place in order to bring your performance u to a level where you are
fully meeting the requireaents of this position, My scheduled increases will be considered upon
successfully completing the actions listed below,
o Follow-up Review Dates
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M , cites
IV supervisor has explained th above action *(This section to be completed during the follow-up review session)/
steps needed to bring nor perfor 4oce up to
his/her expectations in order to be eligible Supervisor's Comments/Recommendati on ss
for a pay increase, (1f eligible for a pay
increase consideration according to pay plan)/
Employee Signatures rr
Supervisor Signature: _ Employee Cowentss
ab/l/18/84
0686P.
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Employee Signature: -
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1r S. (Ail sections of this Performance tteviw'for>•
14
~ytr Employee Maser Ir r
Performance Aeview but Datot
Position/Titlet
Date of Last Performance Reviews
Department/Divisions
r.
I. PERFORMANCE CATEGORIUs
A, Departmental vork/Group Related Obiectives/Proleotst, I" ~
responsibilities for which this pooition is responsible is additfoo
to those listed in other categories.
B# su. perviao"ry 8kilisAeadersbint Supervisory- responsibilitiel auA
direction •givon to otborst aside' from "."Formal superv sorlm``
relationshi , in order to cart out m`
p position responsibilitios.
C CO Conmeunioatioar Objectives which address specific expectatioAi r l
the area of written and interpersonal akills and presantatio
skills. , .
D, AdministratJ14 Reportinat Objeotivos which indioat,* expeotationa
regarding keeping supervisor and/or others informed oe various
responsibility areas or important information. This cap include '
anything froo formal written reports to conversations to Weopiag
i supervisor inforood. Productivity constructively comunicates
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problem areass
to planninga►~d budcetinar ahese objectives that are involved with
;
r organisation of work, preparation for future areas and finanotal
controls. ,t " ,
F. r" gar Part iolration/Professionalierr Methods of operating <that'
I contribute positively to acoompliahmaont of team objectives and
demonstrate professional *aturity + + 1 ' ly;,
G. trgatiye Aotionr tftorts , of 'pceitive contributions `';koMarA
dePartmont/division affirmative action~r+w `r'r ;r
t; spe~oloally;ecrIitl»q~
hiringt training and retainingjprotocted'alass`-InI duait
'All
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CURRENT PRACTICE ISSUES COWENTs
POLICY AREA
o Number of Structures
SALARY a Ten Pay Plans -one for entire City
STRUCTURE -one for police and Fire
-Service/Maintenance -Job Families
-office Support/Clerioal -some Combination
-Technical/Paraprofessional
police o Type of Structures
-Piro Min., Midpt-, Max
E professional -Step system
Managemant/Supervision -Soma Combination
-Executives/Directors
Seasonal o Design of Structures
-special Agreement -Number of grades
0 Step Plans for, (Exempt and Non-exempt)
-Service/Maintenance -Spread bAtwaen'grades
-office Support/Clerical -Spread between steps or
-Technical/Paraprofessional min/midpt/max
Police o Some Combination
-Fire
seasonal
-special Agreement o Administration
Flexibility
o Range Plans (Minimum, Midpoint, Maximum):
-.Professional
-Management/Supervision
o single Incumbent Rates:
Executives/Directors
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POLICY AREA CURRENT PRACTICE IS>IUES CE►S
r RESPONSIBILITY o Pay Adjustments o Ability to maintain
i Budgeted funds
-Market Adjustment$
-Level of -Proposed by Personnel to Executive o Consistency and equity
Authority committee across organizational
-Approved by City Council (Budget Issue) lines
-Monitoring
-Merit Adjustments
Proposed by Manager/Supervisor to Director o Past practices
supported by performance evaluation
Director approval within pay plan guidolines
Reviewed and monitorod for consistency by
Personnel
o Assignment for Pay o Administrative
-New Hires/Re-hires flexibility
-Proposed by Manager/Supervisor to Director
at minimum of pay plan with designated SPT
progression
Execptions up to midpoint approved by
Department Director and Personnel Director
(and possible change in SPI progression)
-Promotions
-Proposed by Manager/Supervisor to Director
normally 6% above current pay level with
consideration of SPT date
Execptions,approved by Department Director
and Personnel Director (if justified)
-Demotions (Voluntary and Involuntary)
-Proposed by Manager/Supervisor to Director
normally placed in lower position pay range
at same or lower rate depending on situation
Execeptions approved by Department Director
and Personnel Director -7-
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POLICY AREA CURRENT PRACTICE ISSUES COWENTS
RESPON reXLITY
fi Lateral Transfers
Proposed by Manager/Supervisor to Director
normally placed in position pay range
at same rate
-Execeptions approved by Department Director
and Personnel Director
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II. GENEPAL POLICIES
ity that department directors are ultimately
It is the policy of the C
2
n their
ation policies
for administration of comp-ens
responsible
I artments. The pay system, policies, and p100041"s are
respective dep
designed to provide fairness and consistency of cov"nsetion throughout
rvisoty personnel in the ext,vution of their
City by aiding supe
the A res nsibiiitSes. These responsibilities area
A, To explain the salary program and policies to subordSnatesi
g, To insure that a c'" ant, complete, and accurate position
aitSon3
description exists for each po
G. To Periodically reViEM the performance of subordinates and to acn►lse
need to improver
them of any areas in which they
D, To determine the salary increases appropriate for subordinates
s, roved salary budget and pay plant i
within the app
relationship of performance And compensation to j
E, To explain the
J `
subordinates.
~r am Of the City will be
The position Classification and Coopensatioo grogr
t r 2.5 individual's race,
~
implemented and administered Without regard to any
I.
color, nationality, religion, age or sex.
i
2.6 xnual pav for oval Work of the City to provide equal pay tot jobs that require
It is the policy performed under
equal skill, effort, and responsiblity and which are •
working in the same or comparable
similar working conditions. Employees performance
exoe t when differences in positions will receiv
e equal pay
sation.
and/or tenure justify different lovels of compen
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AML
sibilities and to
3.1 in order td aid supervisors in fulfilling their resp~ Mid*
provide equitable and consistent salary administration on a City-
besie ion of the City
, the personnel Department, under the direct
Marra9er, shall be responsible for the overall continuous aaintenanas
tian Classification and Compensation
and administration of the Pasi 11
progras, policies, and procedures. ~ i
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v. ><ssic 'T op a wYZaes pox Prat WRPOSas
S,
I classification sd compensation progzaar the
l In administering the Position
following procedures outlined below shall be used to determine rates of pay
for all assignments.
5.1 New Permanent
A, Service aintenanoe Office/Clerical a Technical/pare-professional
for new employees will be the minimum rate
The starting rate of pay
of the pay range for the appropriate job classification.
• 1
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8. Professional and ?lanagement/Superoieion
t'
Compensation for new employees should be set at a rate between the
s - tangs for the position. hn
91, minimum AM the mid-paint of the pay
employee who meets only the minimum requirements of a position
4
y
should receive the range minimum tate, In cases in which a
'
,
supervisor considers it advisable to compensate a new lnsployea at a
lo•+el above the minimum of the salary range fox the position,
1
approval from the Personnel Director should be .Nbt&jn&d prior to the
individual's appointment to the position. only upon tecoamnendatior,
the Personnel Diteotot i
. of the Department Director and. approval. by
may the starting salary for a new employee be adjusted to exceed the
minimum r fog that patticnlar job classification in order
ate of pay ,
to compensate for extraordinary previous experience, additional
education, current salary of Candidate, or other appropriate
factors. Commitment by a supervisor to a candidate oonoerning.such
'nf action must not take place without prior approval.
(14}
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C. Trainee Poeit;ions'
in unusual cases in which it has not been possible to locate an
applicant meeting all of the minimum qualification:, a candidate,
t.
with the approval of the Department Director and Personnel Director,
may be appointed in a temporary trainee category at a rate less than
the minimum of the range. The e".ct rate and length of time for
l trainee status shall be determined by the Personnal Director. The
employee must be able to meet all of the minimum qualifications
before advancing out of trainee status.
t 5.2 Former FrmploYees
t Upon recommendation of the Department Direotor and approval by the
Personnel Director, a former non-civil service employee who left in good
I
standing and wishes to return to the City in the same job classiticatioo
' may be paid at a salary rate equal to his/her forma level of pay,
provided he/she is re-employed within twelve months of termination.
( I I
? 1.1.3 Promoted A i ees
When a,I employee is promoted (moved to a classification having a greeter
/ oat* rate of pay than the classification he it leaving) a merit raise is
normal to recognize the fact that the employee is experienced and is
going to occupy a position demanding more responsibility and/or skiil
r
than the former position oeoupied. -the amount of salary increase to be
granted will depend on individual eircumstanc~,s and include
consideration of the following'factorss
h, salary steps and ranges of the new classification
8, salaries of incumbents in comparable positions
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All
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C. relative expefienci, training and education
D. length of service with the department and City.
The exact rate of pay will be determined by the department director and
Personnel Director. When an omployec receives a promotional increase,
his anniversary date for merit increase consideration will be adjusted
to the date of the promotional increase.
When a promotion occurs in the month iauaediately preceding or subsequent
to the period when an employee is eligible for or receives a merit
increase, the projected or actual merit increase shall be included in
determining total compensation for promotional purposes since promotions
are a result of meritorious performance.
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5.4 Demoted 1 ees
{ Specific reasons for the demotion of any tmployee shall be submitted in
writing to the Personnel Director. The rate of pay shall be determined
by the department director and the Personnel Director consistent with
I ~
i the pay range for the lower classification.
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F 5.5 Voluntarx Demotion
Open request, an employee may elect to accept a job in a lower
classification, This request must be in writing, approved by the
Department Director and forwarded to the Personnel Department, The {
I
request must include the date, reasons for 'requesting voluntary
demotion, and signature of the employee. The rate of pay shall be
determined by the Department Director and the Personnel Department
consistent with the pay range f.or the lower classification.
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5.6 Lateral 'transfers ~
fS .,I When an employee is permanently transferred to another position
classification in the same pay range or transfers to another department
in the same classification (i.e., a lateral transfer)f the employee's
rate of pay will remain the same.
is Sol Returning from Leave of Absence
I
The rate of pay for an employee returning from a leave of absence shall
F be recommended by the department director and approved by the Personnel
Department. If a leave of absence is 30 days or more (requiring the
City Manager's approval) an employee's performance review date must be
advanced accordingly.
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So$ Assignment of Seasonal/Temporary }nloyees
Seasonal and Temporary employees shell be asaignad to the single rate
established for all positions in the appropriate pay range on the
Seasonal/Temporary pay plan. No action on this
pay plan is eligible
for performaace increases.
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POLICY AREA CURRENT PRACTICE ISSUES COMMENTS
OTHER o Recruitment
-Advertising
-Laborer positions
Hourly rate of pay published
-Minimum salary and hiring range y
-Office Support/Clerical, Technical, Police,
and Fire
-Month salary
-Hiring range
Professional, Management/Supervision, and
Executive
Month salary
-Hiring range I
1 J
HERCER6.PRN
4117190 6:46p
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TEXAS 76201 / TELEPHONE (817) 566.8200
CITY ED Of DENTON, TEXAS MUNICIPAL BUILDING / DEN70N, y
MEMORANDUM
TO. Executive Directors and Directors
FROM: Lloyd Harrell, City Manager
DATE: May 3, 1989.
mom hensive Compensation/ Classification Stucly Mercer Meidinger
SUBJECT, pre
Hansen
As you may be aware, Mercer Heidinger Hansen has been awarded the contract,
ioncl$ssificatir
to conduct a componslandcpocformdnce/evaluation parogramdandfporaviderrent ;
classification, salary recommendations
is a signifi rtakiigiwhiohaisdantmcipatedoto lnsteover thetnext 18is
cant for a
months.
Your involvement, particularly in these initial stages, is essential to your
involve~ and inu . Of s
now olic tedathroughoutsthe entiresevaluationland implementatianoprocesst
sol .
am requesting that each of you meet with the
, " over the next
In order to begin the study i
i S Mercer representatives, Cathleen Chamblias and Red Doherty,
two weeks.
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i ~ The purpose of these meetings will be to discuss your perceptions regarding 1 current
ike
pro
the strengths rated, methodssusedtto conduct performanceaappraisals, ate. !
to sae imngs will
The meetings wi11 be informal and will simply provide you with the ;
opportunity to voice your' thoughts and concerns at the outset of the study.
Cathleen or "Red" will be contacting you directly to arrangge a meeting time.
The meeting should andprRed°awi11 try touschedulermsetingsAarround yours
to a minimum, Cathleen and
r physical locations so they will Astmuchr~asnpossible,1pleasevtryrtto arrange
forth between City facilities,
s your schedule to accommodate this scheduling,
for your cooperation, If you have questions concerning
Thank you In advance
t this, please contact Tom Klinck.
s
a C'C oyd Harrell
City Manager
lhmemo2orn 5/2/89 10:308 r
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COMPREHENSIVE CLASSIFICATION/COMPENSATION STUDY ~
(Mercer Meidinger Kansan)
o Executive Committee and Directors Interviews Complete
-Valuable information on your perceptions of strengths and
weaknesses of current:
-classification program
-compensation program
-performance evaluation program
-Valuable information on your specific needs
-Goals and objectives of an effective program k,
Ideas for positive changes in your new program
o Philosophical Question
Defining Overall Coo"nsability:
i. _saslo or fundamental coo"risability - a position's general
duties and responsibilities as they contribute to
department/division's accomplishment of goals and objectives;
equipment and machinery operation, certification or licensing,
citizen contact and interaction knowledge, skills, and abilities,
etc, i
2, Management and supervisory compensabillty - a,position's
managerial and supervisory duties and responsibilities as they
t contribute to department/division's accomplishment of City's goals
and objectives; planning, budgeting, leadsrship, "people"
knowledge, expertise, skills and abilities, eta
s 3. Individual contributor coahensabiiity - a position's
increasing technical duties and responsibilities as they
contribute to department/division's accomplishment of City's goals
and objectives; planning, budgeting, "technical" knowledge,
expertise, skills and abilities, etc.
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+ O NPREHENSIYE CLASSIFICATION/COMPENSATION STUDY
(Mercer ihsidinger Hansen)
o Executive Committee and Directors Interviews Complete
valuable information on your perceptions of strengths and
weaknesses of current;
-classification program
compensation program
-performance evaluation program
-valuable information on your specific needs
-Boats and objectives of an effective program
I
-Ideas for positive changes in your new program
{ o philosophical Question
k Defining Overall CoapensabilitY'
"sition's general
nsability - a po
ntel coaroe
i, Basic or fundable
I ;
duties end responsibilities as that contribute to
department/division's accomplishment of goats and obieotivas;
equipment and aandninte~ectionoknowledge,cskillsarandcabilities,
citizen contact
etc.
sition's
2, Management and supervisory ooiepsnsability - a Fo
Managerial and supervisory duties and responsibilities as they
contribute to department/division's aleadmlist ership n" peop0ety's goals
and obSectives; planning, budgeting,
knowledge, exportii~e, skills and abilities, etc. }
naabi,lity a position's
g, individual contributor coMe
increasing technical duties and responsibilities as they
contribute to department/division's accomplishment of City's goals
E and obJectivec planning, budgeting, "teohnicW knowledge,
expertise, skills and abilities, eta,
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'A
POSITION RESPONSIBILITY QUESTIONNAIRE
(DRAFT)
YOUR FEEDBACK ON:
-Design -Review Process 1
-Information collected -Timeframo
-Ease of completion -etc,
o Design
1. Basic Job Duties i
I
2, organizational Relationships
3. Compensable Factors:
I. Knowledge VII. complexity
l II. Experience VIII. Budgeting/Planning
t Ill. Skill Requirements IX. Contacts
IV. Technical Requirements X. Mork Environment
V. Originality and Creativity XI. Direction of Others
VI, Decision Malting
4. Employee's Comments
6. Supervisor's Comments
o Information Collected - Agreement on compensable factors
o Ease of C;;pWion
- for employee and for date input to Computer
- questionnaire testing by representative employees at all levels
o Review Process - by Supervisor,'Superintendent/Division Manager,
` Dirsotor, and Executive Direotor
o Timeframe for cWletion
- by employee 2 weeks
- by Supervisor - 2 weeks
by. Superintendent/Division Manager - 2 weeks
- by Director - 2 weeks
- by Executive Director - 2 weeks
ORAL: 3 MONTHS - SEPTEMBER it 1989
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C*"nsable Factors
1. Knowledge
a. Education
11, Experience
a, Prior Experience
? b. On the Job Training/Experience °
III. $kill Requirements
a, Speaking Skills- !
b. Math/Accounting Skills
c. Physical Dexterity Skills
d. Problem Solving Skills
e. Local Governments kills
f. Public or Citizens Interpersonal Skills
4 IV. Technical Requirements '
V. Originality and Creativity
vi. Decision Making
a, Authority
` b, impact of Decisions
vil. Complexity
a. Judgement
b. Flexibility
VIII. -Budgeting/Planning
` a. Budgeting
b, Planning
IX. Contacts
a. Outside Contacts
# b. Inside Contacts
X. Work Environment
a, Working Conditions
b, Stress
c. Hazards
XI, Direction of Others
a. Supervision
b, Type of Work Supervised
o. Character of Supervision
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i Employee Name;
position Title,
D Job Code,
position Control Number;
F~
V
City of Denton 9re
Position Responsibility Questionna
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PURPOSE AND INSTRUCTIONS
i ~
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This questionnaire Is designed to gather facts about the duties and respon-
sibllltles of your job, Your answers, the responses from other employees In
the job, and comments from your supervisor will be used as input Into the E
evaluation of the fobs at the City of Denton. This form will also help us to
update our current understanding of the jobs which make up the City, l
Keep In mind this Information will be used to help us better understand the 4
i I1 duties and responsibilities of your job. The form Is not an evaluation of your '
performance on the job.
l I Please be thorough and accurate.
Do not understate or Inflate your ~
answers, Base your responses on the duties and responslbilltles that are
most typlcal of your job under normal conditions, not special proJeots or
L., temporary assignments. It might be helpful to Imagine you are explaining I,
the l I N' requirements of your job. to someone just hired to the position,' I'
' ~ II r
Only your supervisor and certain members of the Personnel staff wlil have
access to your completed questionnaire. If you have an
see the Personnel department, y any questions, please
This questionnaire will be computer scored and computer validated,' Hence,
responses which appear Inconsistent will be reviewed In more detail to fully
understand the reason for Inconsistencies, Please be as accurate as pos-
sible,
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M } GENERAL BACKGROUND INFORMATION
} Date:
Y
Your Name:
I~
? e Job Title, -
Department:
DlvWon:
I r',
Your immediate supervisor's name and job title: ,
l Name: _
i 'title:
Your total length of service with the City: Your total length of service' In current job: I
Years Months Years Months I
I Your current pay status (check one):
LA ❑ exempt (not eligible for overtlme pay)
f ❑ nonexempt (eligible for overtime pay)
.i
YOUR JOB SUMMARY
Briefly describe the 'basso purpose of your job, What is the overall goal of your job?
1 1 6 Supervisor's Initial L___
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YOUR BASIC JOB DUTIES
l.Ist the most slgnlflcant duties currently performed on a regular basis. Start each state.
ment with an action verb; for example, draw, build, distribute, write, plan, process, design,
administer, etc, indicate the Impoiiance (In ralatlonship to your other duties) and fre.
uenc of each item you have listed by recordinC the appropriate number In the spaces +
provided (use the pulde below).
rr 1
iF~ IYrc Y777, \7--"
g ' ".lg~f(1yp` p )s~aY f m° runt op g "ate ;
b P,7 f a e
iGAuw " 3~) QQ ~K( . M C ~ .,G ~X < 1~ ~ 3 s Y' f i
x is `Sd rr73~~s{4~(„ f kxy yc nti z(!s r y ~`~y,
13 J,fr0'~. ,~,1 "2~3 1 ^0.. I ~~IR 1A 52~"7 ~e f}'wiU V tr K r
kk A py~
s >,i s.~ " , fA ~.'T S ~9k 'ad r~ yf~w M k~~'~ .xyat e 7 w. P~ semi ~
stffRi..s .{C ?.$a aC.t- A .f .y< xw as h` f tv.> :y.'.t
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,>&WU'?SA' {~>IYi.,~~
,y
yt,~lye'yy~ ~rq ~ 'r~ 1 ~ yV 3 f
.
~ < ~3TV t a ~ i ~ t•~~' tyf~ 7 f 1
YYzzmm~~
Example:
h~~tles Signfiln~~noa Fre;t.~~;~,,;r w
1. Compare ac.,)w1ts a able ham, nicos against 3 i
purchase requisitions - i
MR149 Significance Fiegien.,y
2 ±
Supervlsor's Initial t
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I' YOUR BASIC J013 DUTIES (continued)
Significance Frequency
Duties
(I
3.
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7. -
8. J
1
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Supervisor's Innlal=
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A
ORGANIZATIONAL RELATIONSHIPS
Please fill In the chart below as it applies to your job, Start with your job (third box from
the top) complete the two levels above your job; then, on the left, others who also report
to your supervisor. On the rlght list the jobs that report directly to you, rK
Personnel Use Only
Next Highest Name Pos, Code, ,
Management Level
Div, Code;
Title
Dept, Code, ,
Name Pos, Code;
Immediate Supervisor Div, Code:
Title Dept, Code; r .
{ice - Pos Code i
Your Job s ~fi s ,w r
Name
}.P'e £<<N.-i i.m a7f i Y.}.K < iz2'ixitll0 =
IM,
Div, Oodei
M k µx"~~+ "Pile Dept, Coda
i Other Job Titles Reporting To Titles of Jobs
Yourln,imedlate Supervisor Reporting To You
~~e I
Supervisor's Initial C
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A
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i ORGANIZATIONAL RELATIONSHIPS (continued)
_ ntinued) 4
P* List the logical promotional posliions to which someone could be promoted from your
position;
a
l
Position Title; iron Personnel Use Only)
Position Code
4
i { lose the posliions within the City that could qualify s person to be promoted to your posi•
F Position Title:
t (For Personnel Use Only)
l Position Code
Supervisor's InItlatr_
1
KNOWLED(.
This question addresses the type and minimum level of formal education that Is required
to be hired for your job, it does not address the type and level of education you may
have personally, Check the box of the one statement which most correctly describes the
minimum lever of education required, The answer you select for this question may be dlf•
ferent from your personal background,
i
A. Education -
i~ i Some education, but not a high sohool diploma,
❑ 2 Vocational or trade oertlfioation,
~r tj a High school diploma or equivalent,
a High school diploma plus commercial, vocational, trade or technical traln-
Ing of 12 months or less,
i ❑ s Specialized or technical knowledge requiring 2 years of formal training (As
soolates Degree),
[ a Bachelor degree gained through a formal four year college program or spe• J
olallzed technical training of equivalent length (BA, BS).
❑ 7 Some specialized knowledge or certification beyond the four year level F ;
i,
(CPA).
l
s Masters degree or equivalent formal training in an area of specialization
directly related to the work performed (MBA, MS), E
I~ o Doctoral degree or equivalent formal training in an area of specialization
directly related to the work performed (JD, PhD, MD). j 7
I
If your job has a specitio certification, Iloensure or registration requirement, please Indicate;
L
le j
1
Supervlaor's Initial
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l" !I. EXPERIENCE
l Experience as used here means that a'person has actually performed the work In this or
another organization which would prepare him or her to adequately perform the duties of
your position in our organization,
Assume that a person has the minimum level of formal education you Indicated In the pro.
vious question, Check the box which Indicates the least amount of work experience or
training prior to entry Into th(! ob that Is needed to be hired for this job,
A. Prior Experience t
1
❑ Less than 6 months, ❑ 4 3 years up to 6 years,
i ❑ 2 6 months up to 1 year, e 6 years up to a years.
a 3 1 year up to 3 years. ❑ e 8 years or more, '
G
How' many years of experience did you have when you were hired or promoted into your
position to our organization ?
Assuming that a person has the minimum level of formal education and experience In the
} 1 previous two questions, check the box which Indicates the least amount of on-the-job train-
Ing required after entry Into the lob until the worker is producing independently.
V4
tJ S. On the Jab Trufning/fix •rlenae _
p
r a ❑ r Less than 6 months, ❑ 4 3 years up to 6 ears,
y
131 z 6 months up to 1 year, ❑ s 6 years up to 8 years.
e I. ❑ 3 1 year up to 3 years,
f ❑ s 8 years or more,
t ,,t
How long did It take you to begin operating Independently when you were hired or
promoted Into your position in our organization
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III. SKILL REQUIREMENTS S
For each skill area, check the statement which most correotly describes the most difficult
skill level used In performing your job duties, As with eduoatlon, the statement you select
for your Job may differ from your Individual skill level In an area, ,
A. Speaking Skills
❑ i I do not need any special speaking skills to perform my job; most of my
speaking Is fairly routine In nature, r,
❑ x 1 provide or obtain basic types of factual Information or explanations (such
as Instructions or work orders),
❑ a 1 provide explanations of technical or other complex matters to people
with little or no background In the area `under discussion,
❑ a 1 provide explanations on technical matters to people with experience or
knowledge of the technical area,
a I provide comprehensive and concise explanations of technical or complex '
matters to people at high levels within the City,
}
H, Math/AooounNnty Skills
i I do not use math to perform my job duties; I
❑ z 1 use basic arithmetic to perform simple calculations and/or make simplex.
bookkeeping calculations,
❑ 3 I perform analyses Involving ratios, percentages and simple statistical
methods and/or make oaloulations to reconcile financial statements and ac-
counts.
t
❑ 4 i perform algebraic, trigonometric, geometric operations or moderately com-
plex statistical methods and/or apply high level accounting methods for
financial reporting,
a I apply research methods, algorithms, calculus or advanced statistical '
methods and/or apply advanced accounting methods to assess overall
financial position,
8upervlsor'o InI lal
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l III. SKILL REaUIREMENTS (continued)
l
For each skill area, check the statement which most correctly describes the most difficult
skill level used In performing your job duties,
C. Physloal Dexterity Skills
13 s My Job requires a few simple hand operations but little close or accurate
1
timing,
❑ 2 My job requires some accuracy and Intermittent use c' nd operations
wlth some speed and accuracy,
{ ❑ s My lob requires moderate dexterity with ordinary speed and accuracy for
most of the day,
My job requires a high level of dexterity and. coordination to manipulate
machines or high volumes of materlal In short time spans with rapid coor-
I f ` dlnatlon of movements,
! ❑ 6 My job requires extensive and highly skilled eye-hand coordinatlon using !
precise and complicated operations over major portions of't' , i work period
} i + with high accuracy,
f D. Problem Solving Skills
? t., ❑ i Problems are generally solved by my supervisor,
s
❑ z Problems are generally easy to Identify; solutions are deflned by po1probb-
with required action specifically deflned,
i k
❑ a Problems are apparent but precise Identification may require furtheInquiry or research; solutions are based on standard operating
Ing, ;
procedures or welt-establlshad past precedent,
a Problems are not readily apparent and symptoms may be vague; fmay be Incomplete and require further Inquiry; solutions require Interpreta-
tion of Information slid some Independent judgment,
❑ a Problems are difficultearoh Ideand facts may be Insufflolent ntify be necessary and soiutloner equl mislead-
Ing, extensive Inquiry/res
Integration of Information and considerable Independent judgment.
'C + 6
I '
Supowlsor's Inltlel=
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TS contlnued) 1
III. I REQUIREMIIEN
on measures the breadth of local government e s thaf corerespond toeimportance b
This questl ulde o )low, circle the
successfully, Using the g
and level of working knowledge required In the job, x4
d: ~ o M ~ a s T e T 3 ° XM a 'ax T^?3 x y) , ~r ~ r'i ~ ~ KE : f
a c c rFS , k, 3 Y t P``i. s`.Z"' ' hY rz"r`'(v zS,Y F'~: r °'anf^z.W . p~ ^0 ` 17 %s a k~ac Y ,u'LV x Aw, N
Kc4 ~ hx, tis ra,'~"„xa 4 'Fx i } r'"ws ~5` 1} >r'%"Kt~" ti y^y°s x~ ~A: `ta,t 'aoc f~°sar° B7v ~ r~iemb"c n.
YL Dd ~ CV ~mxx hCj ~CMi~~~~~ ~ UY P4 , ~ T A h~ 4~ S °s~5 `~14 ~S< S~y 7vxj~ kyJtkiwK ~k I
.'Ls* A r. P ,v, , . p s Ko lB sF rQj' e YGE! ~"1
i" v a ~ s~ '6s7,' 'k'K axJti u w the t's.`x,. S r ` ~ YPq
?ir„ l4 x w Y (►l~~w Y .~)t > wa; ~cx xcy.:.7c k7 v w nN v ` ~~y~~ Sk .
e,~~.
f s sz s ~ `y'ea. Ae,rt`w my >nsa !7L'i 71 »4 ky'~Yv'z9`'., '1
,R}r t r e r a za r s k, `~e[u
;+Yi~ K Rt x ~ 1 ~ i~ vy¢ 5` M ZY. yy 3'~` S f °~K~x~q 1 g): b kty~
{ :ar<< '4y ~i~. ~ ~ ~ - sbY.~ ~3~ 5,4p3a Y~ b > n ry`ss~~`~,4 E~ ♦~pG(5(y~~ ~Ny 5i1~ ~S <t`~. e I
4 _ v.,< <s,~~ SSSSStakg ~`^u ~AC[`Y &3e 2"K J gRtd ^ (y~ If9~f ~ i'P~ w~ g(~~
~-u ~ x ~ sTtFc" rX1.4 re sS?f eve ~'°r,, 4Y.Sa~k~.~1 ~t~i~tY r ~~'f #~[(L~
's Shy 'Px {',.,y '~j~r 'k`kr ^^rtJ 1c~ y ^'r43 '7 r 'Le ' nw M> y: 4 h~> !Wj ,TMp
vSiv t 4 k 2 'fkti~i~a 1 s V3'?jKF~, `jIM~,.
r h .kR my .Y kry. z ~1 r`4 4
N 44% ."L+ Xk !+l i4k IY~..1 1t Y"iY : N4 Y~ /Py.4 Y•, .1 gSt~c' X~YJ:i t K QJ~ ~~I1yry'%
a 'ate , Y11k.. Rik r3' ey Yr~ 4 ~rQ}:_ 'ilwy S R~3,i, y~.{j K~I'li'n k~ ,
~y 4 4 'Fr~ ~pF a~ PF~. %£Y.'4S Two R< yet ~ 'Nrct S ~Y ~ ~S"~
4 k , ~ S`mty SSY.. ~ s ~ 4F„TS/J .4 Y , ry-0 .`kkt.!, Suti4r {y ~y /j Xy rM t h°k
4sx t S b t !a < A rfh k `~v Rn b ks Y~i i X E A 4.. ra ~4
~ r kva Me '?K x p t z u, ,yam„„.~kue ~ K r,r 7<•df
nk ; ~ ~ ~ s zk Y " r vX y,tEJLR3„ y e.t, mro s, ? `3"s
`~~yX~~4 n,~ xV~'P",~4+~i(C s~~44K`~ ~i :-."j ✓"jr Aic'(
` v y, rq~ ^s~'?'K>:€f~'y`vi
Example Importance Level
3k111 Area NA 1 2 3 4
Finance/Accounting . , , ` ` . ` . NA 1 2 3 4
µ
F. Local Government Skills Level
i importance NA 1 2 3 4
3klll Area NA 1 2 3 4 {
`
NA1234 NA1234
Budgeting , , , , , , . , , NA ~ 2 3 4
Customer Service 2 3 4
„ 1 2 34 NA1234
nata Prooeseing NA t.
Engineering NA 1 2 3 4 NA 1 2 3 4
NA 1 2 3 4
Finance/Accounting , ` ' . NA 1 2 3 4
NA1234
Human HelatlonslSuperv lslon . ' ' NA 1 2 3 4
NA 1 2 3 4
Laboratory Testing , NA 1 2 3 4
' NA 1 2 3 4
Legallf3eMatgory NA 2 3 a NA 1 2 3 4
Materlalslpurchasing 1
1234
Planning . , . , , NA 1 9 3 4 NA ` NA 1 2 3 4 NA 1 3 4
NO RelaltonslCommuMoalion . , '
Quality Control . . . .1 NA 1 2 3 4 NA 1 2 3 4
.
Teohnlcal 9ervicea I ~ ` '
r
Supervisor's initial
10
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III, SKILL REQUIREMENTS (contlnued)
g Check the statement which most correctly describes the most difficult skill level used In
p6rforming your job duties,
} J
F. Public Or Citizens Interpersonal Skills
f~ i My job requires limited contact with the public,
❑ z My job requires the exchange of routine Information of a non-controversial
nature,
03 My Job requires the exchange of non-routlne Information which may be
slightly controversial at times,
❑ ; My job requires me to provide advice; it may require me to use per-
suasion teohnlques in order to Influence them toward some action.
❑ s My job requires me to negotlats In order to reach an agreement or solu-
tion,
❑ s` My job requires me to represent the City In public speaking forums.
sA f
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E
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$upervitor's Inltlol --i ;
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IV, TECHNICAL REQUIREMENTS
Check the statement which most correctly describes the most difficult technical level used
In performing your Job dutles.
A, Technical Requirements
My job requires relatively minor technical skills,
y
tru_
❑ 2 My job requires the ability to read gauges nc,.t Involving interpretation and ,
record readings within fixed levels,
s job requires
caliper and soals; Itdrequl es the use of formulas, charts
mets such ,
men
schedules, wiring dl~ f~v~rlous adjustable mesuring henk9epingtardhhh re• ,
quire Interpretation ,
understanding of necessary cr m terand make requires the
dificatlonstloltexIsting
Input data into a microcopu r-..
programs,
❑ My jcb requires the use of fairly complicated drawings (such as drafted on-
gineering diagrams, blueprints, and surveyed dooumento)r mathematics,
handbook formulas, and
to program m a microcomputer usInstruments; OR
ing spreadsheet i
my job requires the ability
packages or simple database systems.
❑ e My job requires the use of more com
advanced mathematics, and a wide vulrieiy tACfpdrreclle onameasuerlnq ntatru•,
r...
ments; OR my job requires the ability to program a microcomputer using
several complex software packages,
C~ s My job requires a comprehensive knowledge and understanding: sufficient
oth to deal with very complicated and involved mechanical, ~lo~iinvclved liter E .
engineering problems; It Includes use of higher
the application of engineering principles and the performance of the re-
lated operations; OR my job requires the ability to use microcomputers for
highly complicated projects which may Involve several highly complex
software systems,
Supervisor's Initial]
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i ` V. ORIGINALITY AND CREATIVITY
rs
I3 Listed below are statements describing your opportunities to introduce new and different
Ideas and solutions, Check the one statement which best describes the originality and
N creativity required In your job, Then, using the scale below, circle the significance level of
10 the statement you chose as It relates to your responsibllitles for originality and creativity. i
~e~~~'~ ~~ss•,~ is > 7i c < ° a pueN '
T. 1 +
P " A i ~33~F } \ > TE uc0 f. `~^C' bu'~,1Y ~m Po~q t''k
h 0 1> 4' f.^
;Ft ~ <R t ~ x> "cer
:
FA. Orlglnatlty and Croativlty
i l rtv
9lgntfloence Level
+ I perform tasks or other activities which do not require
much odginallty or creativity
U 2 1 must apply original thinking to determine the
solution to problems ,
1 2345
a I create new products, programs or processes, or l
develop/refine concepts or theories discovered
by others 1 2 3 4 5
a 1 create original concepts or theories that advance
f
knowledge In a technical or professional field and that
can be used to develop new products, programs '
i' and/or
E.y. expand City services
1 2 3 4 5
f <<w i
IAA
3upsrvlsor's Inltlal
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VI. DECISION MAKING
This section of the questionnaire deals with the impact of your job within the City in terms
of the authority' that you have to make decisions as well as the Impaot of these decisions.
Check the box for the one statement which best describes the authorliy that your job has r
In making decisions and commitments, either alone or wish others,
A. Authority
❑ s I follow specific Instructions to perform my job,
❑ 2 1 follow Instructions, but sometimes I choose which approach to use,
❑ a I make decisions or recommendations wlthfn the limits of general lnstruc•
dons which have been provided (e,g„ accept or reject a request);
I Instructions are clear and do not require Interpretation,
❑ 4 i make decisions or recommendations which require some Interpretation of I
r rules/procedures; more difficult decisions are always referred to higher
levels,
❑ A 1 make decisions and recommendations of a broad nature In accordance I
with general policy and guidelines; more difficult decisions may be
i raferred to higher levels for their opinion or recommendations,
❑ s I consult with others on very difficult decisions with responsibility for final
deolslonslreoommendatlons; frequently t am required to provide input on s
policy decisions of a major Impact, i .
❑ r l provide leadership to others and have ultimate responsibility for making
final decisions; I am required to provide final approval on all polloy
decisions which guide the long-range future of the City,
L.
Prot, Ao one or two specific examples of decisions that you make In the course of oomplet-
Ing your typical job duties:
Supervlsor's InIllal r~
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i VI. DECISION MAKING (continued) 'y
Based on the authority to make decisions which you Identified In Part A, indicate the likely
scope of Impact your decisions typically have, Check the one statement which best
describes the Impact of the position based on the decisions made.
} B. Impact of Doolslona
i ❑ + My decisions impact the people I work closely with, ; i
1 ❑ x My decisions Impact the day to day activities of an entire work unit. t
I -
i ❑ s I have responslbl!N for making decisions which typically affect an entire j
I division,
❑ 4 I have responsibility for making decisions and final recommendations {
which typically affect more than one division.
l ; ❑ 6 I have responsibility for making final decisions and final recommendations
which often affect more than one department and sometimes the entire i
+ City.
i,
~ ❑ e My decisions have a major Impact and generally guide or influence City:
i lift direction,
i I
Specifically Identify the units that are affected by your decisions:
P1
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supervisor's Inillol
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VII. COMPLEXITY
This section of the quesilonnalre addresses the complexity of the tasks and duties you
typically perform in. your job, Check the one statement which best describes the com-
plexity of your job In terms of the judgment you must exercise.
i
A. Judgment
work duties are well-defined with clearly stated directions/standards.
❑ ti MY
❑ a My work may Involve occasional non routine assignments which require
new approaches or Independent judgment be used,
❑ 3 My work consists of moderately complicated procedures and tasks which
require independent judgment such as setting task priorities, evaluating
results and coordinating with others.
❑ 4 My work is substantially complex and varied; It requires the selection anal
application of teohnlcal/detalled guidelines; sarong analytic ability and Inds.
pendent Judgment are needed to Identify, test, select and apply
appropriate procedures or approaches„ ;
I
Q s My work (a highly complex and requires the application of skills which are
not governed by guidelines; it requires a complete knowledge of opera-
tlons and practices.
Provide one or two examples of duties that Indicate the level of complexity that is typical
w- l
In your job. (For example,
i
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Supervisor's Initial
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VII. COMPLEXITY (continued}
Check the one statement which best describes the flexibility you have In performing your
! r work activities,
f I $ S. Flexibility
w. ❑ I work under close supervision; my actions are specified and directed by
o my supervisor or by procedure; my supervisor assigns and reviews my
work.
s ❑ 2 1 work under routine supervision; my work Is performed under general
guidelines, procedures and rules; my supervisor occasionally reviews work
to ensure completion,
i ❑ s I work under moderate supervision; my objectives or goals are established
In advance, but l have flexibility In the course of action taken to ac-
complish those goals,
❑ 4 l work under goneral direction; I function under very broad goals and es-
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tablished policies,
Ii ❑ s I set virtually all goals and direction, and establish (;Ity policy,
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Provide one or two examples where your job requires flexibility or changes In job routine.
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VIIIDG5TINQIPLANNINQ
If In relation tOin completing
'
in completing
This question deals with your position's resplann li yo u are r re r
equired to al!
operating budget as Well as the amount of planning
b duties, Check the one statement that best describes the level of financi
your responsibilities of your Job,
budgetary r..
A. Budgeting supervisor know what Items I need so they
❑ I am responsible for letting my
can be included in the budget,
I am responsible for ensuring that budget information is accurately
❑4
recorded,
s I am resp~nslble for advising and making recommendations on budget
❑ items for a work unit,
❑ 4 i am responsible for monitoring a budget for a work unit,
allocating and monitoring a budget for Q
❑ l am responsible for developing,
work unit. i
~ responsible for developing, allocating and monitoring a budget for e I am
several work units.
iooating and monitoring a budget affect'
~ y am responsible ' for developing, al
❑ i...
i
Ing an entire division.
am responsible for developing, allocating and monitoring budgets affect'
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a Ing an entire department. 5
5;~ 0 1 am responsible for approving all budgets for the City.
E.. i4
_r-- roximato dollar amount r~ 1
* next to it, provide an app l J
if you checked a box with an asterisk ( )
of your budgetary respurislbiilty; $
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Supervisor's Infllal
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i ' VIII. BUDQCTINQIPLANNINQ (Continued)
}
Check the one statement that best desorlbes the planning that Is generally required In per-
forming your job duties,
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B, Planning
❑ ti I plan my own work in order to complete my job responsibilities.
❑ 2 1 schedule others' work to meet requirements such as delivery schedules,
service demands, timetables, deadlines or other targets. j
Q a I develop objectives for using a work unit's resources, with guidance from
the overall organizational planning process,
4 1 develop plans and broad objectives for using several work unit's resour-
ces to meet major City goals.
Q s I develop department strategy that Integrates plans of several major
i divisions to achieve tho City's goals.
Q s I develop plans, objectives and strategies for achieving short- and long-
range goals for the city,
It you checked a box with an asterisk next to It, Indicate the work unit(s) for which you
s . ` *
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assume planning responsibility.
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IX. CONTACTS
ur Job
iose of This section addresses the frequency contacts that are es contacts to aperfo armeyo l persons
inside or outside the city, These are
duties, not contacts or communleations that oc cur randomly throu
the next pag
Using the guide prov euth that correspond with
ided below, r In the num bers on the frequency and purpose of your inside and outside contacts)
y p(~ '(R!~ry ^FL<' R
i Y t i k S: Ki {"Y - (fjY4 'S7
f 1 S`I~(r }Y Y 1P. ~lti , R x$514 k~ ~ ~r fYM' L
t 4d 3, `~t4Yy .t r t1~c 'v"z?4w~ 4ac r' r x3 z z z'A ~k 9' '~7 'c1h ..r~*',~ ea° 3~~jNj"SS4y
•c((([ $ f
~.p fY'aryG,l 04 > v ) ~ r {Y~" Iay,_1
ale. ~ ! ~ ~ fit{
`%{3~'t.~Y S. ~Y G.vi <5".C k !`9SYi f y3 4Irvy(..~ y~yy~) F % 9 td Y 3'44yfu
19
1"k6 x, al 'k r / 4 51" ~
zs$ ` r~ a 1 nL>zFtax~ ~r~~fLA("SS'4: Y
l"t~ R~x
.r,~ " s 3 S 1 h F4 4 2, f
p U^i Ykf Z{y*ue3bF S..'y`I 1J.i Y A'H 1 d~ T d ! AtS'~a3,.iy
~.~e}VME 5 r ~ 3 ~i ~°ate v Y '4Yk e 4. < >4; it a Y~~Y ~..~~LL6~~ ~ . zl 6 s n4ax ~ I
r 9ka~~~~t~~~~~'~~4d ryf> ''•'.t~vv"'ta`~roi t "R " ~~"x',5, 6 ( i+ I
~ a+yz, : ~ ~v yyj +yyp, 3 ya4c~ v ~.v Y~~~3y~_3
yd , ~ "b i 1.C
tlyi 1'-~d' Y Y S, ~ 'rlA< 9x~Y ! T 3 h `d Y Ypk k~: ~ ~ i. f~' 0 4 pkt3~
S>` 4 ~r~, M ~ a. JCy~y ~s zb ne ~R~N
d i t s i 1w~ f r PYR 3 r ,b > s c ~
~Y bi-. <!yf ' A /M ) ~ 3 ar i f Y r h 1 M".
F l dy % 3 ~lb; K' x r S 5 ~~d~~Y ~ { • 1
' ` .Y 1 1 i.fn y ] +S ~ M Sr 9 %~~q r
~~Y,r ~ ~l~ 3D;~ kl ~n'~'3 nrz q[,~3.4~v .r ;s:.'• d 4 ~u
' Via.. a3, 4
i
Re resentative handling oltlzsn comp g~
Example for a Customer service p Frequency purpose
A 2 3
outside COMM 6 i
„ 1....3 1 2 3 b
citizens
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Suporvisoes initial
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IX. CONTACTS (continued)
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A. Outside Contacts
circle the single number In each category which best describes the frequency
and purpose of the outside contacts of your position,
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3 r Outside Contact Frequency Purpose 1
Applicants 1 2 3 4 6 6 1 2 3 4 6 6 i
a
Auditors 1 2 3 4 6 8 1 2 3 4 6 6
Cfty Council , , , , , , , , , 1 2 3 4 ti 8 1 2 3 4 6 8
t 4 Community Groups '111 1 2 3 4 6 6 1 2 3 4 6 6
County Government Agencies , , , . , , , , , , , , , , , , , , 1 2 3 4 6 6 1 2 3 4 6 8
it Federal Government Agencies , . • , , , , , , , , , , , , 1 2 3 4 6 6 1 2 3 4 6 6
+ Flnanoial Community , 1 2 3 4 6 6 1 2 3 4 6 6
I Mayor
3468 1234
68
I l 4 Medloal Community „ 1 2 3 4 6 8 1 2 3 4 6 6
Public/Cklzens 1 2 3 4 6 0 1 2 3 4 6 8
State Government Agencies . . . . . . . . . 1 2 3 4 6 6 1 2 3 4 6 6
r~
Students ;
1 2 3 46 B 1 2 3 4 6 8 ,
Suppliers/Manufaoturers 1 2 3 4 6 8 1 2 3 4 6 8
,Hr TradeAssoolatlons 1 2 3 4 6 6 1 2 3 4 b-8
13. Inside Contact'
Clrole the single number in each category which beat describes the frequency
I and purpose of the Inside contacts of your position,
inside Contact Prequsnoy Purpose
f ~ CRY Manager
,,,,,,,,,,,,,,,,1 2 3 4 5 8 1 2 3 4 6 8
Dsputy CNY Manager 1 2 3 4 6 8 1 2 3 4 ,6 6
ExHutlvs Directors 1 2 3 4 6 6 1 2 3 4 6 8
► directors 123460 123466
Accounts nts/Enolnears,/Program mers . . . 1 2 3 4 6 8 1 2 3 4 6 6
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Supervisor's Initial
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X. WORK ENVIRONMENT This section addresses the types of working conditions and resulting physical effort re-
qulred in the completion of your job duties as well as your exposure to or risk of
accidents,
you encounter the Illst d cornditionsnum.
For each state describes thel frequand ency to using wthe hichfrequency
ber which best
77
Rix;
fY~Q~' f
4>k~ix.+xi" t 5SP o f r~ ~'!A'4 v l c V
p~ is < R i u~
•y r kv M ~FS ad[ v w~ c V ¢<..s( S ap..
YY f t i 4 :4' kt < •i V
A. Working Conditions frequency
r 1 23456
Extreme temperatures or humidity . • . , . • .
r
Poor ventilation 1 2 a 4 f; 6
I'
Sickening odors or sights
Excessive nolse or vibration from machinery 1 2 3 4 6 8
1 234 b6
P
Cramrnd working quarters ,•...r........
,,,.,,,1 2 3 4 6
Unusual levels of dirt or dust • . .
uninterru ted periods of sitting/standing ; 1 2 3 4 5 6
Long, p
A
Extensive requirement for walking , ' ' ' ' ' ' ' r . . . • 1 2 3 4 6 6
1 2 3 4 5 6
Stooping, kneeling, crouching, crawling or climbing . , , r j
Confined to work station for long periods of time 1 2 3 4 b 6
1 2` 3 4 6 6
Irregular breaks.. , 1 2 3, 4 5 8
Irregular work hours 1 2 3 4 6 6
Smoke, fumes and vapors . . . . . . . .
.
paint spray and/or paint fumes . , , , 40 , , , . , . 2 3 4 5 8
.y
L, Radiant energy .,.,.,,1,,,,,,.,1,,,,,,,,•,,,,,,,.,,1 , , 1 2 3 4 5 8
Work on elevated surfaces (higher than head lever • . ,
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I X. WORK ENVIRONMENT (continued)
For each statement listed below, and using the frequency scale provided, circle the num-
ber which best describes the frequency to which you encounter the listed cond}tions,
t ar
c
s _
(~<w f~ ~ xvr<~ ~ ~ kn ~ '~1 ) an SSA . : ~ 44 ~ ~ .xv ab> ~ N,un a
t k~Jf ml > x a x ~ z « 1 ; ~v`I .r i23 'x: E ~
f t6 < ~ D ! ~ 1 f 2
1 11 1 1 ~ S 1 1 Z' w
r
i ~ 1 `V J' k 0.r d# ~ ) S
1 ~ ~ A2 ZJ 2 ` ) 11 ~M 4) 1 < ` 1 r4 SA, kl~ I
I
k 20.. e
g : W > .e. >r F J Q J.
fj
B. Stress
w Prsqusnoy
l
i Required to change work location 1 2 3 4 6 6
S inflexible deadlines 1 1 1 1 1, .1 1 1 1 1 1 2 2, 2 1 1 1 1 1. 1 1 1.,. 1 .I 1 2 3 4 6 6
Intense concentration with few opportunities for breaks 1 2 3 4 `6 6 i
Prolonged use of video display terminals ..........1 , 1 2 3 4 6 6
Extremely high volumes of work .....11.2...1.2..1.11. , . 1 2 3 4 6 6
f Repetitive work . . . 1 , 1 . 1 . 1 , 1 . 1 . . . 1 1 1 . . . . . . . . . . . . . 1 . 1 1 1 . 1 2 3 4 6 8
j
i Olimbing or reaching overhead 1 2 3 4 6 6
i- Llfting, pulling or pushing weights of up to 10 pounds 1 2 3 4 6 6
I
i Lifting, pulling or pushing weights of 11.26 pounds
123468 a
j Lifting, pulling or pushing weights or 28 to over 60 pounds 1 2 3 4 6 8 f
Exposure to situations where negotiation and conflict Is intense . 1 2 3 4-6 6
i Exposure to situations requiring split second decisions 1 2 3 4 6 6
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X. WORK ENVIRONMENT (continued)
Check the one statement that best describes the type of accident and exposure to risk
that normally occurs in your job In spite of normal safety precautions,
E Hazards
I I am not exposed to safety hazards while performing my job duties,
s I am exposed to risk that could result in accidents of a minor nature which
would not require time oft,
3 I am exposed to risk that could result In accidents or Injuries which could
result In lost time. r
Q 4 1 am exposed to risk that could result In acoidents or Injuries which could
result in lost time; there Is a moderate possibility of an Incapacitating acci-
dent,
*1~ s I am exposed to risk that could result In an Incapacitating accident, there i
Is a possibility of a fatal accident,
If you' chocked a box with an asterisk next to it, indicate the types of accidents and In-
juries that you are exposed to In performing your job duties,
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X1. DIRECTION OF OTHERS
i assign
ance of otheartrelated lsuperVisory or
~ raises the extent 'of and the lpelrformfor 0
This question app ersonnel, a
ment, guldance, review personnel,
tasks, only he formal eelallonshipst in suoh ludingppe loditoyor~tempapary assign-
management .
should be considered: Informal work
ment based upon the skllis of a particular employee oi employeesnunde should not be considered
f defines the number
Check the box which most correotty
and Ir~dfreot supervision of your Job (1.0,1 ail. employees reporting directly to your pasltlon
re orting to your position),
1 as welt/ a9 employees indirectly p
A, Supervision ❑ e 21 - 35
❑ 7 36 - 49
(~z 1-2
a 50 - 99
I
❑3 3-6
00 - 1 49
X01-
Q4 g-10
❑ to 1 60 or more
❑s 1i-20
the
hook one statement whloh beat describes the nature of work supervised,
l
B. Type of Work Supervised
t My job does not require me to supervise Others,
{
standardized, routine administrative I
z The work I supervise Involves highly
duties.
❑ a The work t supervlse is routine but not highly standardized,
work I supervise Is teoltinloally oriented or oomplex,
a The N
iented or complex and In-
e work l supervise Is diversified, technically or nowledge
r a T11 functional con++'ai roe dnslbiiities; It requires a working k
ofudes
of unit or departmrtotiv ties,
duoted In
i e The work I aupervlse is dlversiflAdannunderstanding ll of taqoouiros
a1 give training and experionoo, and
several ma) or funotlons of the City.
the nd Cytyplex and re~luires a
r The work I supervise is highly dive cif seofa
" broad knowledge of all major funotl
initial
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DIRECTION OF OTHERS (continued)
reapon-
X1. our ob's supervisory
check one statement which best describes the character of Y
slbilities.
C. Character of Supervision ervise others..
My position does not require me to sup others. l act in a "lead" or
alienting and training essentially the same
for rf
eorming ❑ s I am responsible ovyr other post110ns Performing
"senior" capacity
work or related tasks. and or4ent4ng employees in a work unit; I as-
s l am responsible for tralning y
work and supervise activities related to that work,
sign SUP' rvislon for one ar more functions, 4 for•
onsible for providing these WO* 0
stmt r ,
❑ a 1 am resp_ ensation>
lan, assign, direct, and coordinate he areas of comp lane. ralsal,
I P
,c ortsible for reocmmendatl{alntsn employee performance app
❑ action, comp
sole ote n dlsolpiinary duties for a division, 1 suPerylsa one or more iunc-
and similar supervisory I, , {
a 1 a onsibility
m responsibility supervise One or
tional supervlsorsr `
for for supervising multiple divl vl s, one. w I ith full
l
❑ responsible_
effective operation and results ai those d
more division supervisors or managers.
I ultlpls departments and ensuring the.
I m
❑ 7 am responsible 'for Supervising i.. a,
a ve operation and results of those departments.
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qr K, ]W-
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I f YOUR COMMENTS
e
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i This portion of the questlunnalre provides you with the opportunity to make any additional r
comments you might have about your job or this questionnaire,
,i Also, please make notes about any particular question that you found difficult to answer or
about any specific part of your job which was not covered by the factors I • XI,
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Employee's signature Date
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' SUPERVISOR'S COMMENT SECTION
II
(This portion of the questlonnalre is to be completed by your Immediate supervisor.)
As a supervisor, it is Important that you review this questionnaire and identify any dis• E
orepancles between the incumbent's responses and your own knowledge of the jobi
Remember, this questionnaire Is Intended solely for the purpose of accurately describing
the job and not the person or his/her performance,
if you feei a response or statement contained In this questionnaire should be changed,
please do so on the appropriate page and place your Intilals next to you recommended
change, Please place your Inltlals at the bottom of each page after ou have reviewed
that page. The space below Is provided for your general comments.
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I have reviewed the contents of this questionnaire and confirm that with my suggested
changes (if any), It Is an accurate and complete representation of the job.
Supervisor's signature Bate
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APPROVAL DATE: 10/01/79
REVISION DATE: 09/16/8
PAY RANGES -
DEPAR'LT W., Varies DIVISION: Vari"
JOB TITLE: Adniniatrative Assistant JOB NIMBER: DC10
TITLE OF D+MDIATE SUPERVISOR: Depart t Director or Division Manager
MAJOR DLMtg :
o Assists department directors/division managers or superintendents with
administrative and operational problems such as preparation and
coordination of annual budgets, preparation of various operating
reports, and ping support in the development of short and
long-range operating plans.
o Performs a variety of delegated research tasks and projects, documents
findings; prepares reports, graphst charts, and other illustrative
materials as required by gathering a variety of factual anti/or
statistical data and presents reports upon completion*
o Researches various city and departmental policies and procedures and
develops recommendations for modifications when warranted
o May perform delegated supervision on behalf of immediate supervisor and
j represents supervisor in his absence,
o Prepares materials for council and board meetings and attends City
Council and other board meetingsa
o Investigates customer complaints, analyzes findings, and takes action
when necessary.
o Relieves supervisor of routine office duties by performing
administrative duties such as screening, routing and answering
eorrespoudence, directing people to appropriate locations, and making
appointmentab
o Performs numerous other tasks and projects as assigned by supervisor.
FA= 1: JOB OMOUX I'Y
o Performs detailed research work related to organizational problems,
develops and investigates alternatives, and exercises judgment in
recommending proper course of action to superiors.
o Primarily responsible for coordinating department/division budget
efforts,
o Prepares nomereus reports for submission to federal and state agencies
and references technical literature as well as federal and state
guidelines,
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Administrative Assistant Revised 09/16187 Page 2_of 3
FAC'1YR 2: RWMIBIIITI
nt,~arA work moderate is generally to general supervision depending upon
o Functions
assi
modificationso
o Often has access to confidential ntiaal administrative staff th fo m of employee
files and through pr
FA(7ICRJ3; IIPAq_OF WCIkK q
o Incumbent functions in research and recommendation capacity on nLuerous I
problems and is expected to fully explore all alternatives prior to
making reccmmerrlationso Although final approval is determined by
supervisor, most recommendations are accepted as being correct,
FACICR 4: FMIC 0WrACi
o position involves substantial contact with other city employees in
providing guidance and obtaining information.
o Has frequent contact with the general public.
FACM 5: gUPFRVISYCi~
r o position inwlves no direct supervisory responsibility. However, may
assign work to clerical staff.
FACM 6 PIJANN IG AND 91JDMM40
o Assists directors/division managers in coordinating budgetary efforts.
t o provides input to the development of and assists in monitoring progress
of departmental/divisional master plan.
I F'ACICA 7-. MMM/SKIILS RATN1N0 AMID F9CPFRY
o Bachelors degree in business, public adminiatration, or related field
plug at least one year of progressively responsible administrative/
a Mara t experience, including such as budget preparation, etc., data
gathe~g and analysis, and report writing.
o Basic kmwledge of accounting, management, statistics, and business law,
o Goad knowledge of the organization, operation, and problems of
municipal governments. ills o e£ ectively and actfully with theipubllic and ci plooyyiety s.to
deal
o Basic knowledge of administrative and budgeting techniques.
o 'Good ability to achieve considerable knowledge of all as ecta of the
City's operations including charter, code, ordinance, policies, and
procedures.
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Administrative Assistant Revised 09/16/87 Pa 3 of 3
o Ability to follow oral and written communication instructions.
o Basic knowledge of computer applications, resent statistical and
o Demonstrated ability to gather, organizs> and p
other information in a clear and logical manner in graphic or report
f,otumat.
o Basic technical knowledge of the operations of the department to which
the inwmbent is assigned is desirable and certain license or
certificates may also be required.
o Uperience working in a municipal envIxo=ent or department specialty.
o Preference maybe given to applicants with a Masters degree.
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091687:0340