HomeMy WebLinkAbout2018 Classification and Compensation Volume I Classification Study Kr
June 15, 2018
Classification and Total
Compensation Study Final Report
Volume I - Classification Study
City of Palm Desert
KOFF & ASSOCIATES
GEORG S. KRAMMER
Chief Executive Officer
2835 Seventh Street
Berkeley, CA 94710
www.KoffAssociates.com
gkrammer@koffassociates.com
Tel: 510.658.5633
Fax: 510.652.5633
K ■ Koff & Associates
Human Resources Consulting Since 1984
June 15, 2018
Lori Carney
Human Resources Director
City of Palm Desert
73510 Fred Waring Drive
Palm Desert, CA 92260
Dear Ms. Carney:
Koff & Associates is pleased to present the final classification and compensation report for the
study of all positions in the City of Palm Desert. Volume I documents the classification study
process and provides recommendations for the classification plan, allocations of individual
positions for all City of Palm Desert employees, and class specifications. Volume II, to be sent
under separate cover, documents the market compensation survey, findings, and
recommendations.
This first volume incorporates a summary of the study's multi-step process, which included
results of written Position Description Questionnaires, interviews with employees and
management, and employee review and comments in the form of draft class descriptions, and
class allocation recommendations.
We would like to thank you for your assistance and cooperation without which this study could
not have been brought to its successful completion.
We will be glad to answer any questions or clarify any points as you are implementing the findings
and recommendations. It was a pleasure working with you and we look forward to future
opportunities to provide you with professional assistance.
Very truly yours,
1
LIs...(4
_.
Georg S. Krammer
Chief Executive Officer
2835 Seventh Street, Berkeley, California 94710 1510.658.5633 I www.KoffAssociates.com
RClassification Study - Draft Report
City of Palm Desert
TABLE OF CONTENTS
Executive Summary 1
Background 1
Classification Study Goals 1
Classification Study Process 2
Classification Concepts 2
Positions vs. Classifications 2
The Relationship Between Classification and Compensation 3
The Purpose of Having a Classification Plan 3
Classification Descriptions 4
Fair Labor Standards Act 6
Classification Findings and Recommendations 9
Classification Structure and Allocation Factors 9
Classification Allocation Recommendations 15
Title Change 15
Reclassification 17
New Classifications 18
Conclusion 18
Kg5, Classification Study - Final Report
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LIST OF TABLES
Table 1 . FLSA Change Recommendations 9
Table 2. Title Change Recommendations 16
Table 3. Reclassification Recommendations 17
APPENDICES
Appendix I: New Classification Descriptions
Appendix II: Recommended Position Allocations
Appendix III: Classification Study Process and Frequently Asked Questions
KEE Classification Study - Final Report
City of Palm Desert
EXECUTIVE SUMMARY
Background
In June 2017, the City of Palm Desert (City) contracted with Koff&Associates (K&A) to conduct a
classification and total compensation study for all of the City's classifications. All classification
and compensation findings, recommendations, and options for implementation are in Volumes I
and II of this report.
This classification review process was precipitated by:
> The concern of City Council, management, and the employee groups that employees
should be recognized for the level and scope of work performed and that they are paid
on a fair and competitive basis that allows the City to recruit and retain a high-quality
staff;
> To ensure that class descriptions reflect current programs, responsibilities, and
technology;
➢ The desire to have a compensation plan that can meet the needs of the City; and
➢ The desire to ensure that internal relationships of salaries are based upon objective, non-
quantitative evaluation factors, resulting in equity across the City.
The goal of the classification and compensation study is to assist the City in developing a
competitive pay and benefit structure, which is based upon market data to ensure that the plan
is fiscally responsible, and that meets the needs of the City with regards to recruitment and
retention of qualified staff.
k;LAsSIIILATION STUDY GOALS
The goals and objectives of the classification portion of the study were to:
➢ Obtain detailed information regarding each position through a variety of techniques,
including written Position Description Questionnaires (PDQs) and interviews with
employees and management;
> Prepare an updated classification plan, including recommended class descriptions and
position allocations that recognizes the scope and level of the various classes and
positions, and is perceived equitable by management and employees alike;
➢ Provide class descriptions and other documentation that includes information required
for compliance with the Americans with Disabilities Act (ADA) and appropriate
qualifications, including knowledge, skills, and other requirements that are job-related
and meet other legal guidelines; and
> Provide sufficient documentation to allow the City to maintain the classification system
on a regular basis.
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CLASSIFICATION STUDY PROCESS
The classification study procedures were as follows:
> An initial meeting was held with City management to clarify study scope, objectives,
processes, and deliverables.
➢ Orientation meetings were held to which all employees were invited, to meet consultant
staff involved with the project, clarify study objectives and procedures, answer questions,
and distribute PDQs.
➢ After PDQs were completed by employees and reviewed by management and consultant
staff, interviews were conducted with all employees and management.
➢ Following the analysis of the classification information gathered, draft class concepts,
specifications, and position allocations were developed for management and employee
review.
➢ Appropriate modifications were made to the draft specifications and allocations after
resolution of issues, wherever possible, by gaining details and clarification from
employees and management.
➢ The final report was developed and includes the revised specifications and allocation
recommendations.
CLASSIFICATION CONCEPTS
Positions vs. Classifications
"Position" and "Classification" are two terms that are often used interchangeably, but have very
different meanings. As used in this report:
➢ A position is an assigned group of duties and responsibilities performed by one person. A
position can be full-time, part-time, regular or temporary,filled or vacant. Often the word
"job" is used in place of the word "position."
> A classification or class may contain only one position or may consist of a number of
positions. When you have several positions assigned to one class, it means that the same
title is appropriate for each position; that the scope, level, duties, and responsibilities of
each position assigned to the class are sufficiently similar(but not identical)that the same
core knowledge, skills, abilities, and other requirements are appropriate for all positions,
and that the same salary range is equitable for all positions in the class.
The description of a position often appears as a working desk manual, going into detail regarding
work process steps, while a class description emphasizes the general scope and level of
responsibilities, plus the knowledge, skills, abilities, and other requirements for successful
performance.
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When positions are classified, the focus is on assigned job duties and the job related
requirements for successful performance, not on individual employee capabilities or amount of
work performed. Positions are thus evaluated and classified on the basis of such factors as
knowledge, skills, and abilities required to perform the work, the complexity of the work, the
authority delegated to make decisions and take action, the responsibility for the work of others
and/or for budget expenditures, contacts with others (both inside and outside of the
organization), and the impact of the position on the organization and working conditions.
TH DPlntionship Bety —In Clnccifir,r7+ion and ComnPncntion
Classification and the description of the work and the requirements to perform the work are
separate and distinct from determining the level of compensation in the labor market and to the
organization. While recommending the appropriate compensation for the work of a class
depends upon an understanding of what that work is and what it requires, compensation levels
are often influenced by two factors:
➢ The external labor market; and
➢ Internal relationships within the organization.
Compensation findings and recommendations for the City are covered in Volume II of this report.
The Purnrcc of Having a Classification Finn
A classification plan provides an appropriate basis for making a variety of human resources
decisions such as the:
➢ Development of job-related recruitment and selection procedures;
➢ Clear and objective appraisal of employee performance;
➢ Development of training plans and succession planning;
➢ Design of an equitable and competitive salary structure;
➢ Organizational development and the management of change; and
Provision of an equitable basis for discipline and other employee actions.
In addition to providing this basis for various human resources management and process
decisions, a classification plan can also effectively support systems of administrative and fiscal
control. Grouping of positions into an orderly classification system supports planning, budget
analysis and preparation, and various other administrative functions.
Within a classification plan, classifications can either be broad (containing a number of positions)
or narrow (emphasizing individual job characteristics). Broad classifications are indicated when:
➢ Employees can be hired with a broad spectrum of knowledge, skill, and/or academic
preparation and can readily learn the details of the City,the department, and the position
on-the-job; or
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➢ There is a need for flexibility of the assignment within a department or an organization
due to changing programs, technologies, or workload.
Narrow classifications are indicated when:
➢ There is an immediate need to recruit for specialty knowledge and skills;
➢ There is a minimum of time or capability for on-the-job training; or
➢ There is an organizational need to provide for specific job recognition and to highlight the
differences between jobs.
The recommended classification plan is a combination of these two sets of types of classifications
to provide the City with a plan that can adapt to changing environment (such as technology and
regulatory changes) and service delivery expectations, as well as being in line with the City's
mission and vision. This approach resulted in recommendations to retitle classifications to more
accurately reflect current responsibilities or use more contemporary titles, or to reclassify certain
positions into existing or entirely new classifications that more accurately reflect current
responsibilities. Detailed allocation recommendations are found in Appendix I of the report.
Classification Descriptions
In developing the new and revised classification descriptions for all positions, the basic concepts
outlined in the previous pages were utilized. The recommended class descriptions are included
in Appendix II of this report.
As mentioned earlier, the class descriptions are based upon the information from the written
PDQs completed by each employee, the individual job audit interviews (if required), and from
information provided by employees and managers during the review processes. These
descriptions provide:
➢ A written summary documenting the work performed by the incumbents of these
classifications;
➢ Distinctions among the classes; and
➢ Documentation of requirements and qualifications to assist in the recruitment and
selection process.
Just as there is a difference between a position and a class, there is also a difference between a
position description and a classification description. A position description, often known as a
"desk manual", generally lists each duty an employee performs and may also have information
about how to perform that duty. A classification description normally reflects several positions
and is a summary document that does not list each duty performed by every employee. The
classification description, which is intended to be broader, more general and informational, is
intended to indicate the general scope and level of responsibility and requirements of the class,
not detail-specific position responsibilities.
The sections of each class description are as follows:
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Title: This should be brief and descriptive of the class and consistent with other titles in the
classification plan and the occupational area.
➢ The title of a classification is normally used for organization, classification, and
compensation purposes within the City. Often working titles are used within a
department to differentiate a position. All positions have a similar level of scope and
responsibility; however, the working titles may give assurance to a member of the public
that they are dealing with an appropriate individual. Working titles should be authorized
by Human Resources to ensure consistency within the City and across departmental lines.
Definition: This provides an overview description of the job and should give an indication of the
type of supervision received, the scope and level of the work and any unusual or unique factors.
The phrase "performs related duties as assigned" is not meant to unfairly expand the scope of
the work performed, but to acknowledge that jobs change and that not all duties are included in
the classification description.
Supervision Received and Exercised: This section specifies which class or classes provide
supervision to the class being described and the type and level of work direction or supervision
provided to this class. The section also specifies what type and level of work direction or
supervision the class provides to other classes. This assists the reader in defining where the class
"fits" in the organization.
Class Characteristics: This can be considered the "editorial" section of the specification, slightly
expanding the Definition, clarifying the most important aspects of the class and distinguishing
this class from the next higher-level in a class series or from a similar class in a different
occupational series.
Examples of Typical Job Functions: This section provides a list of the major and typical duties,
intended to define the scope and level of the class and to support the Qualifications, including
Knowledge and Abilities. This list is meant to be illustrative only. It should be emphasized that
the description is a summary document, and that duties change depending upon program
requirements, technology, and organizational needs.
Qualifications: This element of the description has several sections:
➢ A listing of the job-related knowledge and skills required to successfully perform the work.
They must be related to the duties and responsibilities of the work and capable of being
validated under the Equal Employment Opportunity Commission's Uniform Guidelines on
Selection Procedures. Knowledge (intellectual comprehension) and Abilities (acquired
proficiency) should be sufficiently detailed to provide the basis for selection of qualified
employees.
➢ A listing of educational and experience requirements that outline minimum and
alternative ways of gaining the knowledge and abilities required for entrance into the
selection process. These elements are used as the basic screening technique for job
applicants.
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> Licenses and/or certifications identify those specifically required in order to perform the
work. These certifications are often required by an agency higher than the City (i.e., the
State), and can therefore be appropriately included as requirements.
Physical Demands: This section identifies the basic physical abilities required for performance of
the work. These are not presented in great detail (although they are more specifically covered
for documentation purposes in PDQs) but are designed to indicate the type of pre-employment
physical examination (lifting requirements and other unusual characteristics are included, such
as "finger dexterity needed to access, enter, and retrieve data using a computer keyboard") and
to provide an initial basis for determining reasonable accommodation for ADA purposes.
Working Conditions: These can describe certain outside influences and circumstances under
which a work is performed; and provide employees or job applicants an idea of certain risks
involved in the job and what type of protective gear may be necessary to perform the job.
Examples are loud noise levels, cold and/or hot temperatures, vibration, confining workspace,
chemicals, mechanical and/or electrical hazards, and other job conditions.
I uir Labor Standards Aci
One of the major components of the job analysis and classification review is the determination
of each classification's appropriate Fair Labor Standards Act (FLSA) status, i.e., exempt vs. non-
exempt from the FLSA overtime rules and regulations.
As we review position description questionnaires and notes from the interviews,we analyze each
classification's essential functions to determine FLSA status. There are three levels for the
determination of the appropriate FLSA status that are utilized and on which we base our
recommendations. Below are the steps used for the determination of Exempt FLSA status.
Salary Basis Test:The incumbents in a classification are paid at least $455 per week($23,660 per
year), not subject to reduction due to variations in quantity/quality of work performed. Note:
computer professionals' salary minimum is defined in hourly terms as $27.63 per hour.
Exemption Applicability:The incumbents in a classification perform any of the following types of
jobs:
> Executive: Employee whose primary duty is to manage the business or a recognized
department/entity and who customarily directs the work of two or more employees. This
also includes individuals who hire, fire, or make recommendations that carry particular
weight regarding employment status. Examples: executive, director, owner, manager,
supervisor.
> Administrative: Employee whose primary activities are performing office work or non-
manual work on matters of significance relating to the management or business
operations of the firm or its customers and which require the exercise of discretion and
independent judgment. Examples: coordinator, administrator, analyst, accountant.
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➢ Professional: Employee who primarily performs work requiring advanced
knowledge/education and which includes consistent exercise of discretion and
independent judgment. The advanced knowledge must be in a field of science or learning
acquired in a prolonged course of specialized intellectual instruction. Examples: attorney,
physician, statistician, architect, biologist, pharmacist, engineer, teacher.
➢ Computer professional: Employee who primarily performs work as a computer systems
analyst, programmer, software engineer or similarly skilled work in the computer field
performing a) application of systems analysis techniques and procedures, including
consulting with users to determine hardware, software, or system functional
specifications; b) design, development, documentation, analysis, creation, testing, or
modification of computer systems or programs, including prototypes, based on and
related to user or system design specification; or c) design, documentation, testing,
creation or modification of computer programs based on and related to user or system
design specifications; or a combination of the duties described above, the performance
of which requires the same level of skills. Examples: system analyst, database analyst,
network architect, software engineer, programmer.
Job Analysis: A thorough job analysis of the job duties must be performed to determine exempt
status. An exempt position must pass both the salary basis and duties tests. The job analysis
should include:
➢ Review of the minimum qualifications established for the job;
➢ Review of prior class descriptions, questionnaires, and related documentation;
➢ Confirmation of duty accuracy with management; and
➢ Review and analysis of workflow, organizational relationships, policies, and other
available organizational data.
Non-exempt classifications work within detailed and well-defined sets of rules and regulations,
policies, procedures, and practices that must be followed when making decisions. Although the
knowledge base required to perform the work may be significant, the framework within which
incumbents' work is fairly restrictive and finite. (Please note that FLSA does not allow for the
consideration of workload and scheduling when it comes to exemption status).
Finally, often times a classification performs both non-exempt and exempt duties, so we analyze
time spent on each type of duties. If a classification performs mostly non-exempt duties (i.e.
more than 50% of his or her time), then the classification would be considered non-exempt.
The following highlights some of the FLSA analyses and recommendations for changes:
➢ The recommendation for the Tourism and Marketing Specialist is to be classified as a
Management Specialist II which is a non-exempt classification. Specifically, this position
was evaluated using the Administrative Employee Exemption (as a note, this position is
not a management, computer, or professional position). The Tourism and Marketing
Specialist spends approximately 25%of time supervising all aspects of the Visitor Services
Program including hiring, supervising, and training one employee. While the position is a
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journey-level position performing advanced and complex technical and programmatic
support duties requiring the use of considerable discretion and independent judgment in
performing assigned work, and having responsibility for ensuring the efficient and
effective functioning of the Visitor Services program; the position does not exercise
discretion and independent judgment with respect to matters of significance (for
example, the position does not have authority to formulate, affect, interpret, or
implement management policies or operating practices; carry out major assignments in
conducting the operations of the City; have the authority to commit the City in matters
that have significant financial impact; and represent the City in handling complaints,
arbitrating disputes, or resolving grievances). Thus, the recommendation is that the
Tourism and Marketing Specialist be classified as FLSA non-exempt.
➢ The recommendation for the Assistant Engineer is to be classified as an Engineering
Assistant which is a non-exempt classification. Specifically, this position was evaluated
using the Professional Employee Exemption (as a note,this position is not a management,
administrative, or computer position). The position evaluates land development projects
to determine what conditions should be applied (50% of time), writes conditions of
approvals, reviews plans (10%of time), and tracks progress of projects. This position also
serves as the National Pollutant Discharge Elimination System (NPDES) Coordinator by
analyzing and implementing new requirements, ensuring City compliance with
requirements, training staff annually regarding program and permit requirements,
conducting construction and facility inspections, completing annual report, tracking
stormwater plans and agreements, and attending monthly meetings as a City
representative (22% of time). The primary duties performed do not involve the
performance of work requiring advanced knowledge in a field of science or learning that
is customarily acquired by a prolonged course of specialized intellectual instruction and
do not require that the advanced knowledge be used to analyze, interpret, or make
deductions from varying facts or circumstances. Additionally, the Engineering Assistant
classification requires any combination of training and experience equivalent to at least
two years of college-level coursework and one year of experience. Thus, the
recommendation is that this position be classified as FLSA non-exempt.
➢ The recommendation for a Management Analyst II position in the Finance Department is
to be classified as an Accountant which is a non-exempt classification. Specifically, this
position was evaluated using the Professional Employee Exemption (as a note, this
position is not a management, administrative, or computer position). While the
Accountant classification requires any combination of training and experience equivalent
to a graduation from a four-year college or university with major coursework in
accounting, finance, economics, or business or public administration; the framework
within which position works is fairly restrictive and finite. The position does not require
the constant exercise of discretion and judgment. Exercising discretion and independent
judgment must be more than the use of skill in applying well-established techniques,
procedures, or specific standards described in manuals or other sources. Examples of
work decisions that the position makes independently include getting relevant
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information from various sources including the City's ordinance, resolutions, and
regulatory requirements, as well as historical documentation. This requires skill in
applying well-established procedures or standards described in the sources and not more.
Thus, the recommendation is that this position be classified as FLSA non-exempt.
Table 1. FLSA Change Recommendations
CIPPIRIffssifica Proposed Classification Titall=111FLSA
Recommendation
Tourism and Marketing Specialist Management Specialist II Non-Exempt
Assistant Engineer Engineering Assistant Non-Exempt
Management Analyst II Accountant Non-Exempt
It is important for the City to review Koff & Associates' recommendations and continuously
monitor that the proposed FLSA statuses remain valid and appropriate based on changing
assignments.
CLASSIFICATION FINDINGS AND RECOMMENDATIONS
Classification trt ,cture and Allocation Factor
The proposed classification plan provides the City with a systematic classification structure based
on the interrelationship between duties performed, the nature and level of responsibilities, and
other work-related requirements of the jobs.
A classification plan is not a stable, unchanging entity. Classification plans may be updated and
revised by conducting classification studies that are organizational wide (review of the all
classifications and positions) or position-specific. The methodology used for both types of studies
is the same, as outlined above.
For either type of study, when identifying appropriate placement of new and/or realigned
positions within the classification structure, there are general allocation factors to consider. By
analyzing these factors, the City will be able to change and grow the organization while
maintaining the classification plan.
1. Type and Level of Knowledge and Skill Required
This factor defines the level of job knowledge and skill, including those attained by formal
education, technical training, on-the job experience, and required certification or professional
registration. The varying levels are as follows:
A. The entry-level into any occupational field
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This entry-level knowledge may be attained by obtaining a high school diploma,
completing specific technical course work, or obtaining a four-year or advanced college
or university degree. Little to no experience is required.
B. The experienced or journey-level (fully competent-level) in any occupational field
This knowledge and skill level recognizes a class that is expected to perform the day-to-
day functions of the work independently, but with guidelines (written or oral) and
supervisory assistance available. This level of knowledge is sufficient to provide on-the-
job instruction to a fellow employee or an assistant when functioning in a lead capacity.
Certifications may be required for demonstrating possession of the required knowledge
and skills.
C. The advanced level in any occupational field
This knowledge and skill level is applied in situations where an employee is required to
perform or deal with virtually any job situation that may be encountered. Guidelines may
be limited and creative problem solving may be involved. Supervisory knowledge and
skills are considered in a separate factor and should not influence any assessment of this
factor.
2. Supervisory/Management Responsibility
This factor defines the staff and/or program management responsibility, including short and
long-range planning, budget development and administration, resource allocation, policy and
procedure development, and supervision and direction of staff.
A. No ongoing direction of staff
The employee is responsible for the performance of his or her own work and may provide
side-by-side instruction to a co-worker.
B. Lead direction of staff or program coordination
The employee plans, assigns, directs, and reviews the work of staff performing similar
work to that performed by the employee on a day-to-day basis. Training in work
procedures is normally involved. If staff direction is not involved, the employee must
have responsibility for independently coordinating one or more programs or projects on
a regular basis.
C. Full first-line supervisor
The employee performs the supervisory duties listed above, and, in addition, makes
effective recommendation and/or carries out selection, performance evaluation, and
disciplinary procedures. If staff supervision is not involved, the employee must have
programmatic responsibility, including development and implementing goals, objectives,
policies and procedures, and budget development and administration.
D. Manager
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The employee is considered management, often supervising through subordinate levels
of supervision. In addition to the responsibilities outlined above, responsibilities include
allocating staff and budget resources among competing demands and performing
significant program and service delivery planning and evaluation. This level normally
reports to Executive Management.
E. Executive Management
The employee has total administrative responsibility for the City and reports to the City
Manager.
3. Supervision Received
A. Direct Supervision
Direct supervision is usually received by entry-level employees and trainees, i.e.,
employees who are new to the organization and/or position they are filling. Initially under
close supervision, incumbents learn to apply concepts and work procedures and methods
in assigned area of responsibility to resolve problems of moderate scope and complexity.
Work is usually supervised while in progress and fits an established structure or pattern.
Exceptions or changes in procedures are explained in detail as they arise. As experience
is gained, assignments become more varied and are performed with greater
independence.
B. General Supervision
General supervision is usually received by the experienced and journey-level employees,
i.e., employees who have been in a position for a period of time and have had the
opportunity to be trained and learn most, if not all, duties and responsibilities of the
assigned classification. Incumbents are cross-trained to perform the full range of
technical work in all of the areas of assignment.
At the experienced-level, positions exercise some independent discretion and judgment
in selecting and applying work procedures and methods. Assignments and objectives are
set for the employee and established work methods are followed. Incumbents have some
flexibility in the selection of steps and timing of work processes.
Journey-level positions receive only occasional instruction or assistance as new or unusual
situations arise and are fully aware of the operating procedures and policies of assigned
projects, programs, and team(s). Assignments are given with general guidelines and
incumbents are responsible for establishing objectives, timelines, and methods to deliver
work products. Work is typically reviewed upon completion for soundness,
appropriateness, and conformity to policy and requirements, and the methodology used
in arriving at the end results are not reviewed in detail.
C. General Direction
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General direction is usually received by senior level or management positions. Work
assignments are typically given as broad, conceptual ideas and directives and incumbents
are accountable for overall results and responsible for developing guidelines,action plans,
and methods to produce deliverables on time and within budget.
D. Administrative and Policy Direction
Administrative direction is usually received by executive management classifications. The
incumbent is accountable for accomplishing City-wide planning and operational goals and
objectives within legal and general policy and regulatory guidelines. The incumbent is
responsible for the efficient and economical performance of the organization's
operations.
4. Problem Solving
This factor involves analyzing, evaluating, reasoning, and creative thinking requirements. In a
work environment, not only the breadth and variety of problems are considered, but also
guidelines, such as supervision, policies, procedures, laws, regulations, and standards available
to the employee.
A. Structured problem solving
Employees learn to apply concepts and work procedures and methods in assigned area of
responsibility and to resolve problems and issues that are specific, less complex, and/or
repetitive. Exceptions or changes in procedures are explained in detail as they arise.
B. Independent, guided problem solving
Work situations require making independent decisions among a variety of alternatives;
however, policies, procedures, standards, and regulations and/or management are
available to guide the employee towards problem resolution.
C. Application of discriminating choices
Work situations require independent judgment and decision-making authority when
identifying, evaluating, adapting, and applying appropriate concepts, guidelines,
references, laws, regulations, policies, and procedures to resolve diverse and complex
problems and issues.
D. Creative, evaluative, or critical thinking
The work involves a high-level of problem-solving requiring analysis of unique issues or
increasingly complex problems without precedent and/or structure and formulating,
presenting, and implementing strategies and recommendations for resolution.
5. Authority for Making Decisions and Taking Action
This factor describes the degree to which employees have the freedom to take action within their
job. The variety and frequency of action and decisions, the availability of policies, procedures,
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laws, and supervisory or managerial guidance, and the consequence or impact of such decisions
are considered within this factor.
A. Direct, limited work responsibility
The employee is responsible for the successful performance of his or her own work with
little latitude for discretion or decision-making. Work is usually supervised while in
progress and fits an established structure or pattern. Direct supervision is readily
available.
B. Decision-making within guidelines
The employee is responsible for the successful performance of their own work, but able
to prioritize and determine methods of work performance within general guidelines.
Supervision is available, although the employee is expected to perform independently on
a day-to-day basis. Emergency or unusual situations may occur, but are handled within
procedures and rules. Impact of decisions is normally limited to the work unit, project, or
program to which assigned.
C. Independent action with focus on work achieved
The employee receives assignments in terms of long-term objectives, rather than day-to-
day or weekly timeframes. Broad policies and procedures are provided, but the employee
has latitude for choosing techniques and deploying staff and material resources. Impact
of decisions may have significant program or City-wide service delivery and/or budgetary
impact.
D. Decisions made within general policy or elected official guidance
The employee is subject only to the policy guidance of elected officials and/or broad
regulatory or legal constraints. The ultimate authority for achieving the goals and
objectives of the City are with this employee.
6. Interaction with Others
This factor includes the nature and purpose of contacts with others, from simple exchanges of
factual information to the negotiation of difficult issues. It also considers with whom the contacts
are made, from co-workers and the public to elected or appointed public officials.
A. Exchange of factual information
The employee is expected to use ordinary business courtesy to exchange factual
information with co-workers and the public. Strained situations may occasionally occur,
but the responsibilities are normally not confrontational.
B. Interpretation and explanation of policies and procedures
The employee is required to interpret policies and procedures, apply and explain them,
and influence the public or others to abide by them. Problems may need to be defined
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City of Palm Desert
and clarified and individuals contacted may be upset or unreasonable. Contacts may also
be made with individuals at all levels throughout the City.
C. Influencing individuals or groups
The employee is required to interpret laws, policies, and procedures to individuals who
may be confrontational or to deal with members of professional, business, community,
or other groups or regulatory agencies as a representative of the City.
D. Negotiation with organizations from a position of authority
The employee often deals with the City Council, elected officials, government agencies,
and other outside agencies, and the public to advance and represent the priorities and
interests of the City, provide policy direction, and/or negotiate solutions to difficult
problems.
7. Working Conditions/Physical Demands
This factor includes specific physical, situational, and other factors that influence the employee's
working situation.
A. Normal office or similar setting
The work is performed in a normal office or similar setting during regular office hours
(occasional overtime may be required, but compensated for). Responsibilities include
meeting standard deadlines, using office and related equipment, lifting materials
weighing up to 25 pounds, and communicating with others in a generally non-stressful
manner.
B. Varied working conditions with some physical or emotional demands
The work is normally performed indoors, but may have some exposure to noise, heat,
weather,or other uncomfortable conditions. Stand-by, call back, or regular overtime may
be required. The employee may have to meet frequent deadlines, work extended hours,
and maintain attention to detail at a computer or other machinery, deal with difficult
people, or regularly perform moderate physical activity.
C. Difficult working conditions and/or physical demands
The work has distinct and regular difficult demands. Shift work (24-7 or rotating) may be
required;there may be exposure to hazardous materials or conditions;the employee may
be subject to regular emergency callback and extended shifts; and/or the work may
require extraordinary physical demands.
Based on the above factors, in the maintenance of the classification plan when an employee is
assigned an additional duty or responsibility and requests a change in classification, it is
reasonable to ask:
➢ What additional knowledge and skills are required to perform the duty?
14
Kigt Classification Study - Final Report
City of Palm Desert
➢ How does one gain this additional knowledge and skills — through extended training,
through a short-term seminar, through on-the-job experience?
➢ Does this duty or responsibility require new or additional supervisory responsibilities?
➢ Is there a greater variety of or are there more complex problems that need to be solved
as a result of the new duty?
➢ Does the employee have to make a greater variety of or more difficult decisions as a result
of this new duty?
➢ Are the impacts of decisions greater because of this new duty (effects on staff, budget,
City-wide activities, and/or relations with other agencies)?
➢ Are guidelines, policies, and/or procedures provided to the employee for the
performance of this new duty?
➢ Is the employee interacting with internal and external stakeholders more frequently or
for a different purpose as a result of this new assignment?
➢ Have the working or physical conditions of the job changed as a result of this new
assignment?
The analysis of the factors outlined above, as well as the answers to these questions, were used
to determine recommended classifications for all City employees. The factors above will also
help to guide the placement of specific positions to the existing classification structure and/or
revision of entire classification structure in the future.
c_;iassification Allocation kecommendations
All classification descriptions were updated in order to ensure that the format is consistent, and
that the duties and responsibilities are current and properly reflect the required knowledge,
abilities, and skills.
When evaluating the allocation of positions, the focus is on assigned job duties and the job-
related requirements for successful performance, not on individual employee capabilities or
amount of work performed. Positions are evaluated and classified on the basis of such factors as
knowledge and skill required to perform the work, the complexity of the work, the authority
delegated to make decisions and take action, the responsibility for the work of others and/or for
budget expenditures, contacts with others (both inside and outside of the organization), the
impact of the position on the organization, and working conditions.
Furthermore, it is necessary to: (i) identify the duties that the incumbents are currently being
required to perform; (ii) determine if those duties are captured in the current classification
description; and (iii) identify the percentage of duties being performed, if any, which are outside
of the current classification.
Title Change
One change in the classification plan, as noted above, was the title change for 25 classifications.
15
Kilt Classification
Study - Final Report
City of Palm Desert
Table 2. Title Change Recommendations
Accounting Technician II Accounting Technician
Administrative Secretary Management Specialist I/II
1 Capital Improvement Projects Technician Management Specialist I/II
Clerical Assistant Office Specialist I/II
1 Code Compliance Technician Management Specialist I/II
Customer Service Clerk Office Specialist I/II
Economic Development Technician Management Specialist II
Equipment Operator Maintenance Worker III
Facilities Maintenance Technician Maintenance Worker III
Geographic Information System (GIS) Geographic Information System (GIS)
Specialist Administrator
Housing Programs Technician Management Specialist I/II
Human Resources Specialist Management Specialist I/II
Information Systems Technician Information Systems Administrator
Landscape Inspector I Landscape Specialist
Landscape Inspector II Landscape Specialist
Landscape Specialist Horticulturist
Management Analyst I Management Analyst
Management Analyst II Management Analyst
Management Analyst II Accountant
Office Assistant I Office Specialist I/II
Office Assistant II Office Specialist I/II
Permit Specialist I Management Specialist I/II
Project Administrator Project Manager
Public Art Technician Management Specialist I/II
Records Technician Management Specialist I/II
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Kigt Classification Study - Final Report
City of Palm Desert
Current Classification Title AIL Proposed Classification Title
Tourism and Marketing Specialist Management Specialist I/II
Title changes are recommended to more clearly reflect the level and scope being performed, to
consolidate work into broader categories that could be used City-wide, as well as establish
consistency with the labor market and industry standards. Any compensation recommendations
(detailed in Volume II) are not dependent upon a new title, but upon the market value as defined
by job scope, level and responsibilities, and the qualifications required for successful job
performance. All recommended position allocations in Appendix I.
Reclassification
Reclassification recommendations are made for positions that are working out of class due to
level and scope of work and/or job functions that have been added to or removed from those
positions over time.
The study resulted in 19 incumbents, allocated to 14 classifications, to be reclassified, as noted
in the table below. These recommendations are based on evaluation of individual positions. In
other words, every incumbent in the current classification may not be recommended for a
reclassification.
Table 3. Reclassification Recommendations
Current Classification Title Proposed Classification Title
Accounting Technician I Accounting Specialist
Accounting Technician II Accounting Specialist
Administrative Secretary Executive Assistant
Assistant Engineer Engineering Assistant
Building Inspector I Building Inspector II
Clerical Assistant Management Specialist I
Code Compliance Officer I Code Compliance Officer II
Economic Development Manager Senior Management Analyst
Laborer Maintenance Worker I
Maintenance Worker I Maintenance Worker II
Maintenance Worker II Maintenance Worker III
Permit Specialist II Plans Examiner
Senior Office Assistant Management Specialist I
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KEE Classification Study - Final Report
City of Palm Desert
Current Classification Title AIIMMILProposed Classification Title
Traffic Signal Technician I Traffic Signal Technician II
New Classifications
The study resulted in two new classifications. To accommodate changes in organizational
structure and responsibilities the City requested the development of an Assistant City Manager
and Project Coordinator classification descriptions.
CONCLUSION
The revised classification descriptions serve as a general description of the work performed and
provide a framework of the expectations of each position for the employee. Requests for the
addition of new positions and classifications and/or reclassification of an existing position should
follow established City policies and procedures. Any decisions related to the addition of new
positions and classifications, reclassification of an existing position, and promotion of an existing
position will depend on the needs and resources of the City and the availability of work, as well
as the ability of existing positions to meet the qualifications of and perform the duties of the
higher-level class.
Finally, as mentioned previously, a classification plan is not a static, unchanging entity. The
classification plan should be reviewed on a regular, on-going basis and may be amended or
revised as required.
It has been a pleasure working with the City on this critical project. Please do not hesitate to
contact us if we can provide any additional information or clarification regarding this report.
Respectfully submitted by,
Koff&Associates
k--MS.baA-A.
Georg S. Krammer
Chief Executive Officer
18
Kg5, Classification Study - Final Report
City of Palm Desert
Appendix I
New Classification Descriptions
**Due to the large volume, class descriptions will be submitted to the
City's Human Resources Department under separate cover**
Kit Classification Study - Final Report
City of Palm Desert
Appendix II
Recommended Position Allocations
Appendix II
City of Palm Desert
Classification Study-Allocation Recommendations
November 2017
Current Title Proposed Title Recommendation Department Supervisor Title
Clerical Assistant Office Specialist II Title Change Administrative Services Director of Administrative Services
Director of Administrative Services Director of Administrative Services No Change Administrative Services City Manager
Geographic Information System(GIS)Specialist Geographic Information System(GIS)Administrator Title Change Administrative Services Information Systems Manager
Human Resources Specialist Management Specialist II Title Change Administrative Services Director of Administrative Services
Information Systems Manager Information Systems Manager No Change Administrative Services Director of Administrative Services
Information Systems Technician Information Systems Administrator Title Change Administrative Services Information Systems Manager
Information Systems Technician Information Systems Administrator Title Change Administrative Services Information Systems Manager
Risk Manager Risk Manager No Change Administrative Services Director of Administrative Services
Administrative Secretary Management Specialist II Title Change Building&Safety Supervising Plans Examiner
Building Inspector I Building Inspector I No Change Building&Safety Director of Building and Safety
Building Inspector I Building Inspector II Reclassification Building&Safety Director of Building and Safety
Building Inspector II Building Inspector II No Change Building&Safety Director of Building and Safety
Building Inspector II Building Inspector II No Change Building&Safety Director of Building and Safety
Building Inspector II Building Inspector II No Change Building&Safety Director of Building and Safety
Clerical Assistant Management Specialist I Reclassification Building&Safety Supervising Plans Examiner
Director of Building and Safety Director of Building and Safety No Change Building&Safety City Manager
Office Assistant II Office Specialist II Title Change Building&Safety Supervising Plans Examiner
Permit Specialist I Management Specialist II Title Change Building&Safety Supervising Plans Examiner
Permit Specialist II Plans Examiner Reclassification Building&Safety Supervising Plans Examiner
Supervising Plans Examiner Supervising Plans Examiner No Change Building&Safety Director of Building and Safety
Administrative Secretary Management Specialist II Title Change City Clerk City Clerk
City Clerk City Clerk No Change City Clerk City Manager
Clerical Assistant Office Specialist II Title Change City Clerk City Clerk
Deputy City Clerk Deputy City Clerk No Change City Clerk City Clerk
Office Assistant II Office Specialist II Title Change City Clerk Deputy City Clerk
Records Technician Management Specialist II Title Change City Clerk City Clerk
Appendix II
City of Palm Desert
Classification Study-Allocation Recommendations
November 2017
Current Title Proposed Title Recommendation Department Supervisor Title
Administrative Secretary Executive Assistant Reclassification City Manager City Manager
Senior Management Analyst Senior Management Analyst No Change City Manager City Manager
Administrative Secretary Management Specialist II Title Change Community Development Director of Community Development
Assistant Planner Assistant Planner No Change Community Development Principal Planner
Associate Planner Associate Planner No Change Community Development Principal Planner
Code Compliance Officer I Code Compliance Officer I No Change Community Development Code Compliance Supervisor
Code Compliance Officer I Code Compliance Officer I No Change Community Development Code Compliance Supervisor
Code Compliance Officer I Code Compliance Officer II Reclassification Community Development Code Compliance Supervisor
Code Compliance Officer II Code Compliance Officer II No Change Community Development Code Compliance Supervisor
Code Compliance Officer II Code Compliance Officer II No Change Community Development Code Compliance Supervisor
Code Compliance Supervisor Code Compliance Supervisor No Change Community Development Director of Community Development
Code Compliance Technician Management Specialist II Title Change Community Development Code Compliance Supervisor
Director of Community Development Director of Community Development No Change Community Development City Manager
Management Analyst I or II Management Analyst Title Change Community Development Director of Community Development
Management Analyst II Management Analyst Title Change Community Development Director of Community Development
Office Assistant I Office Specialist II Title Change Community Development Code Compliance Supervisor
Principal Planner Principal Planner No Change Community Development Director of Community Development
Senior Office Assistant Management Specialist I Reclassification Community Development Code Compliance Supervisor
Senior Office Assistant Management Specialist I Reclassification Community Development Principal Planner
Clerical Assistant Office Specialist II Title Change Economic Development Tourism&Marketing Manager
Customer Service Clerk Office Specialist II Title Change Economic Development Tourism&Marketing Specialist
Director of Economic Development Director of Economic Development No Change Economic Development City Manager
Economic Development Manager Senior Management Analyst Reclassification Economic Development Director of Economic Development
Technician I Management Specialist II Title Change Economic Development Director of Economic Development
Tourism&Marketing Specialist Management Specialist II Title Change Economic Development Tourism&Marketing Manager
Tourism and Marketing Manager Tourism and Marketing Manager No Change Economic Development Director of Economic Development
Appendix II
City of Palm Desert
Classification Study-Allocation Recommendations
November 2017
Current Title Proposed Title Recommendation Department Supervisor Title
Accounting Technician II Accounting Technician Title Change Finance Director of Finance
Accounting Technician II Accounting Technician Title Change Finance Assistant Finance Director
Accounting Technician II Accounting Specialist Reclassification Finance Assistant Finance Director
Accounting Technician II Accounting Specialist Reclassification Finance Assistant Finance Director
Administrative Secretary Management Specialist II Title Change Finance Director of Finance
Assistant Finance Director Assistant Finance Director No Change Finance Director of Finance
Deputy City Treasurer Deputy City Treasurer No Change Finance Director of Finance
Director of Finance Director of Finance No Change Finance City Manager
Management Analyst II Accountant _ Title Change Finance Director of Finance
Senior Financial Analyst Senior Financial Analyst No Change Finance Director of Finance
Senior Management Analyst Senior Management Analyst No Change Finance Director of Finance
Housing Programs Technician Management Specialist II Title Change Housing Director of Finance
Housing Programs Technician Management Specialist II Title Change Housing Director of Finance
Senior Management Analyst Senior Management Analyst No Change Housing Director of Finance
Public Art Technician Management Specialist II Title Change Public Art Management Analyst II
Accounting Technician I Accounting Specialist Reclassification Public Works Director of Public Works
Administrative Secretary Management Specialist II Title Change Public Works Director of Public Works
Assistant Engineer Engineering Assistant Reclassification Public Works City Engineer
Capital Improvement Projects Technician Management Specialist II Title Change Public Works City Engineer
City Engineer City Engineer No Change Public Works Director of Public Works
Clerical Assistant Office Specialist II Title Change Public Works Senior Management Analyst
Director of Public Works Director of Public Works No Change Public Works City Manager
Equipment Operator I Maintenance Worker III Title Change Public Works Streets Maintenance Supervisor
Equipment Operator I Maintenance Worker III Title Change Public Works Streets Maintenance Supervisor
Equipment Operator I Maintenance Worker III Title Change Public Works Streets Maintenance Supervisor
Facilities Maintenance Technician Maintenance Worker III Title Change Public Works Facilities Manager
Appendix II
City of Palm Desert
Classification Study-Allocation Recommendations
November 2017
Current Title Proposed Title Recommendation Department Supervisor Title
Facilities Manager Facilities Manager No Change Public Works Director of Public Works
Laborer Maintenance Worker I Reclassification Public Works Streets Maintenance Supervisor
Landscape Inspector I Landscape Specialist Title Change Public Works Landscape Supervisor
Landscape Inspector II Landscape Specialist Title Change Public Works Landscape Supervisor
Landscape Specialist Horticulturist Title Change Public Works Landscape Supervisor
Landscape Supervisor Landscape Supervisor No Change Public Works Director of Public Works
Maintenance Worker I Maintenance Worker II Reclassification Public Works Streets Maintenance Supervisor
Maintenance Worker I Maintenance Worker II Reclassification Public Works Streets Maintenance Supervisor
Maintenance Worker I Maintenance Worker II Reclassification Public Works Streets Maintenance Supervisor
Maintenance Worker I Maintenance Worker II Reclassification Public Works Streets Maintenance Supervisor
Maintenance Worker II Maintenance Worker III Reclassification Public Works Facilities Manager
Office Assistant I Office Specialist II Title Change Public Works Senior Management Analyst
Project Administrator Project Manager Title Change Public Works City Engineer
Public Works Inspector II Public Works Inspector II No Change Public Works City Engineer
Public Works Inspector II Public Works Inspector II No Change Public Works City Engineer
Public Works Inspector II Public Works Inspector II No Change Public Works City Engineer
Senior Engineer Senior Engineer No Change Public Works City Engineer
Senior Engineer-City Surveyor Senior Engineer-City Surveyor No Change Public Works City Engineer
Senior Maintenance Worker Senior Maintenance Worker No Change Public Works Streets Maintenance Supervisor
Senior Management Analyst Senior Management Analyst No Change Public Works Director of Public Works
Streets Maintenance Supervisor Streets Maintenance Supervisor No Change Public Works Director of Public Works
Traffic Signal Specialist Traffic Signal Specialist No Change Public Works Streets Maintenance Supervisor
Traffic Signal Technician I Traffic Signal Technician II Reclassification Public Works Streets Maintenance Supervisor
Traffic Signal Technician II Traffic Signal Technician II No Change Public Works Streets Maintenance Supervisor
Transportation Engineer Transportation Engineer No Change Public Works City Engineer
Director of Special Programs* Director of Special Programs No Change Special Programs City Manager
Appendix II
City of Palm Desert
Classification Study-Allocation Recommendations
November 2017
Current Title Proposed Title Recommendation Department Supervisor Title
Management Analyst I** Management Analyst Title Change Special Programs Director of Special Programs
Office Assistant II*** Office Specialist II Title Change Special Programs Director of Special Programs
*Classification to be deleted
**Moving to Economic Development
***Moving to Finance
Kg5, Classification Study - Final Report
City of Palm Desert
Appendix III
Reclassification Study Procedure
Appendix Ill
Classification Study Process Overview
November 2017
Classification Study Process Overview
Ja id-
ci) , Eioz
#1 #2 #3 #4
Collect Data Interview Draft Class Review Plan
Employees Specs
Step 1. Collect data
Each position included in a classification study must be thoroughly analyzed using available
documentation and information. Incumbents complete Position Description Questionnaire
(PDQs) forms, reporting information such as time spent on duties, supervision received and
exercised, knowledge necessary for the position, physical requirements, and job complexity.
Employee PDQ responses are then typically reviewed and augmented by supervisors and next-
level management to provide additional perspective.
Step 2. Interview employees
After collecting preliminary job data from employees and supervisors, interviews and desk audits
provide additional clarification regarding specific duties. Managers and department heads
confirm collected information in addition to clarifying overall organizational structure.
Step 3. Draft classification specifications
With all updated position data, the development of new or revisions of existing classification
specifications is completed with the incorporation of the updated position data.
Recommendations may be made for specific incumbents (see Study Outcomes below) based on
information about the work performed.
Step 4. Review the proposed classification plan
As a final measure before implementation, stakeholders at several levels within the organization
review the proposed classification plan along with any new or revised classification specifications.
This process serves as a method of quality control, encourages buy-in for implementation, and
provides an opportunity for employees, supervisors, and management to suggest final
adjustments.
Page 1
Position Analysis and Outcomes
When positions are classified, the focus is on assigned job duties and the job-related
requirements for successful performance, not on individual employee capabilities or amount of
work performed. Positions are thus evaluated and classified on the basis of such factors as:
• Knowledge, skills, and abilities required to perform the work;
• The complexity of the work;
• The authority delegated to make decisions and take action;
• The responsibility for the work of others and/or for budget expenditures;
• Contacts with others (both inside and outside of the organization); and
• The impact of the position on the organization and working conditions.
Based on the above factors, when an employee is assigned an additional duty or responsibility
and requests a change in classification, it is reasonable to ask:
➢ What additional knowledge and skills are required to perform the duty?
➢ How does one gain this additional knowledge and skills — through extended training,
through a short-term seminar, through on-the-job experience?
➢ Does this duty or responsibility require new or additional supervisory responsibilities?
➢ Is there a greater variety of or are there more complex problems that need to be solved
as a result of the new duty?
➢ Does the employee have to make a greater variety of or more difficult decisions as a result
of this new duty?
➢ Are the impacts of decisions greater because of this new duty (effects on staff, budget,
City-wide activities, and/or relations with other agencies)?
➢ Are guidelines, policies, and/or procedures provided to the employee for the
performance of this new duty?
➢ Is the employee interacting with internal and external stakeholders more frequently or
for a different purpose as a result of this new assignment?
➢ Have the working or physical conditions of the job changed as a result of this new
assignment?
When evaluating the allocation of a position, it is necessary to: (i) identify the duties that the
incumbent is currently being required to perform; (ii) determine if those duties are captured in
the current job description; and (iii) identify the percentage of duties being performed, if any,
which are outside of the current classification. The analysis of the factors above will help to guide
the placement of specific positions to the existing classification structure and/or revision of entire
classification structure in the future.
Each incumbent may experience one of several possible outcomes as a result of a classification
study, including: reclassification to an existing class, reclassification to a new class, or receiving a
Page 2
new title for an existing classification. In some cases, an incumbent's current classification may
accurately reflect their daily work, resulting in no change to the job classification.
Classification Study Frequently Asked Questions
What is a classification plan?
A classification plan is a method of systematically grouping jobs with similar duties,
responsibilities, and complexity in order to correctly align job descriptions with the
functions currently being performed by each employee.
Why are studies conducted?
Classification studies are conducted in order to assess changes in job functions over time,
create new jobs, and accurately represent the full scope of duties during recruitment and
performance evaluation. They are also useful in creating a solid foundation by which to
compare positions within an organization to other, similar positions within a market.
What happens during the study?
During the study, Human Resources will collect information about the work of incumbents
in the positions being studied, including scope and complexity of duties, nature of contact
with others, supervision received and exercised, working conditions, and skills used on the
job. This information is typically collected through an employee-completed PDQ form,
interviews, observation, and discussions with management. After the information is
gathered, Human Resources will confer with organizational stakeholders to develop or
revise classification specifications and make recommendations regarding individual
incumbents.
How long does it take to conduct a study?
A study can take anywhere from several weeks to several months, depending on the scope
of the study and other situational factors. How many positions are under review, whether
new positions are being added to an organization, how quickly data can be collected, and
the workload of Human Resources staff involved all have the potential to affect the length
of the study process.
What factors do not justify a reclassification?
• Increased workload of a similar type and complexity to what was already being
performed.
• Retention or reward of a specific employee.
• An incumbent's knowledge, skills, or abilities that are not necessary for the position.
• New technology or tools that do not otherwise alter the essential functions of a
position, especially if this technology is being implemented industry-wide.
• Desired changes in salary.
What are factors that justify a reclassification?
Page 3
• Changes in work complexity.
• Changes in supervisory or management responsibilities.
• Changes in essential functions.
• Changes in organizational structure that affect how incumbents in different positions
interact, supervise, and report to one another.
• Changes in decision-making authority with the potential for organizational impact.
How is the incumbent involved in the study?
The incumbent is expected to provide thorough information about aspects of their work
duties. Individual performance is not relevant to the goals of a classification study.
Page 4