Mapping Employees

© 2007-2009 UC Regents

Mapping Employees to New

Job Standards

June 2009

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Welcome to Career Compass Job Standards Mapping

Welcome to Career Compass Job Welcome to Career Compass Job Standards MappingStandards Mapping

Career Compass Overview

Job Standards

New Salary Structure

Tools for Mapping to New Job Standards

Customizing the Job Description Template

O h R

Presenter

Presentation Notes

Welcome to Career Compass Job Standards Mapping. This tutorial will help you, in your role as the direct supervisor or manager, map your employees to the new job standards that have been developed as part of the Career Compass initiative. We’ll briefly review the Career Compass project, and then talk in more detail about job standards, how jobs will be aligned in the new market-based salary structure, and the tools that have been developed to help you complete this process. We’ll walk through how to use the new job description templates and also provide additional resources for more information. During this training we’ll be using terminology that will be will be new to many of you. You may want to print the Glossary from the Career Compass website to refer to during this training.

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Career Compass Overview http://careercompass.berkeley.edu

Career Compass OverviewCareer Compass Overview http://careercompass.berkeley.eduhttp://careercompass.berkeley.edu

Training linked to common job success factors and individual development plansPrograms that support career paths defined by job standardsHelps prepare the workforce of the future

Common evaluation forms, scale, and job success factorsLinked to individual goals and development plansAligned with campus and departmental goalseTrain link:

Clarify key responsibilitiesAligned with job marketConnected with performance evaluationsSupport fair, transparent job evaluation decisions

CareerDevelopment

PerformanceManagement

Job Standards

University Mission

http://dtsetrain.berkeley.edu/user_home.cfm

Presenter

Presentation Notes

Career Compass Overview Career Compass has been developed to address three major initiatives on the Berkeley campus. The first one, which we’ll talk about in this training module, is the creation and implementation of job standards that define the scope, key responsibilities, knowledge and skill requirements of a specific job level within a family. Second, performance evaluations will be linked to the key responsibilities documented in an employee's job description. There is a separate Performance Evaluation and Planning tutorial available on eTrain that provides more information regarding this initiative. Third, in the future, career development tools will be developed to support the various career paths defined by job standards. For a more in-depth discussion of the Career Compass project, visit the Career Compass website at the link shown above in the title of this slide.

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Job Structure LayoutJob Structure LayoutJob Structure Layout

* Potential Levels of Job Standards for a given job family

Job Field: A group of jobs in the same general occupation.

Job Family: A more specific area within a field.

Job Category:

Operational & Technical

Professional Supervisory & Managerial

Job Level*: Level 1Level 2Level 3

Entry Level 1Intermediate Level 2Experienced Level 3Advanced Level 4Expert Level 5

Supervisor 1Supervisor 2Manager 1Manager 2Manager 3Manager 4

Presenter

Presentation Notes

This job structure organizes all of our newly created job standards. It’s important to understand how jobs are organized before you can make a decision on how to map your employees to a new job standard. At the highest level, jobs are organized by field, which is a broad occupational grouping (for example, Information Technology would be a job field). Within each field is a group of job families, which are more specific, such as the Database Administration family. Within each family are categories of jobs, which describe the nature of work performed, such as Operational & Technical, Professional, or Supervisory & Managerial. We’ll discuss these categories in greater detail later in the training. Lastly, within each category there are different levels of jobs. Some families have all of these levels, some families only have a few. This job structure only includes levels that represent actual jobs currently performed here on campus. Next we’ll see an example of an individual job standard for a professional level 1.

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Sample Job StandardSample Job StandardSample Job Standard

Presenter

Presentation Notes

This is a sample Job Standard for a Database Administrator 1, which is the Level 1 Professional in the Database Administration family. Each new standard reflects input from Compensation, Subject Matter Experts (also known as SMEs) and also incorporates campus-wide feedback and comment. As you can see, a job standard has: A Generic scope, which ensures consistent application of levels across campus, regardless of specific job content A Custom scope, which further clarifies the job level in terms that are specific to a given family Key responsibilities, which describes the most important day-to-day job duties Preferred Education and Training Knowledge and Skills needed for the position Work Environment, and Potential Career Opportunities

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New Approach - Salary Grades and RangesNew Approach New Approach -- Salary Grades and RangesSalary Grades and Ranges

Employee payNo salaries will be decreased as a result of mapping

Equity funds may be available in the future

New salary structure based on market

New salary ranges will provide better guidance for future pay decisions

Jobs grouped in ranges based on similar market pay rates

Structure re-evaluated every 1-2 years

Presenter

Presentation Notes

It’s important to realize that our approach to establishing salary grades and ranges is changing with the implementation of this new job structure. Once we have completed the mapping process, Compensation and HR will take a look at individual employee pay rates relative to the new structure. We will apply available equity funds to adjust salaries for employees based on position in new salary range and other criteria such as performance or turnover concerns. Should an employee’s current rate of pay be above the new range maximum, the employee’s salary will be frozen until such a time as the salary range catches up, or the employee moves into another position with a higher salary range maximum. Although current pay rates for individual employees will not change at the time they are mapped to their new position, the new salary ranges for each new position will be linked to the market, which will provide better reference information for making future pay decisions once Career Compass is implemented. At this point, we’d like to spend some time describing the new salary structure once Career Compass is implemented. Under the new program, the salary range for each job will be based on prevailing labor market pay rates for comparable positions. This represents a change from our current system, which assigns all positions at the same PSS or MSP level to the same salary range, regardless of the market for those jobs. This structure will be re-evaluated every 1 – 2 years.

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New Salary GradesNew Salary Grades

H Y P O T H E T I C A L

Salary Grade

Sample Midpoint

Brain Surgery Mgr 4 65 MSP 178.0

64 MSP 167.0


Air Traffic Manager 4 62 MSP 144.0

Brain Surgeon 5 Brain Surgery Mgr 2 61 MSP 133.0

Air Traffic Manager 3 60 PSS MSP 123.0

Brain Surgeon 4 Brain Surgery Mgr 1 59 PSS MSP 114.0

Brain Surgeon 3 Air Traffic Manager 2 Air Traffic Controller 5 58 PSS MSP 106.0

Beekeeping Manager 1 Air Traffic Manager 1 Air Traffic Controller 4 57 PSS MSP 98.0

Air Traffic Controller 3 56 PSS 87.0

Beekeeper 4 Air Traffic Controller 2 55 PSS 76.0

Beekeeper 3 54 PSS 66.0


52 PSS 51.0


Not a 1:1 correlation with total number of job levels

Even though we are changing the job structure and salary grade structure in Career Compass, the total number of salary grades will be approximately the same as the current salary grade structure.

Presenter

Presentation Notes

This slide is an illustration of a hypothetical new structure comprised of 15 unique salary grades. As you can see, we will have approximately the same number of salary grades as we do in the current structure. What is changing is how grades are assigned to each job. Going forward, each of our new professional, supervisory and managerial job standards will be assigned to one of these new salary grades based on the median rate paid for similar jobs in the labor market. There is not intended to be a one-to-one correlation between number of grades and number of job levels. For example, in the new structure, a professional level 4 in one job family might be in an entirely different salary range as a professional in another family, if the market is also different for those two jobs.

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Salary Grades and Personnel ProgramsSalary Grades and Personnel Programs


Salary Grade

Personnel Program

Sample Midpoint


64 MSP 167.0


Air Traffic Manager 4 62 MSP 144.0


Air Traffic Manager 3 60 PSS MSP 123.0


Brain Surgeon 3 Air Traffic Manager 2 Air Traffic Controller 5 58 PSS MSP 106.0

Beekeeping Manager 1 Air Traffic Manager 1 Air Traffic Controller 4 57 PSS MSP 98.0





52 PSS 51.0


In Career Compass, jobs in the MSP (Manager and Senior Professional) and PSS (Professional and Support Staff) personnel programs will share the same overall salary

grade structure.

Presenter

Presentation Notes

To continue with our hypothetical example, we want to illustrate that jobs in both personnel programs, meaning MSP and PSS, share the same overall salary structure. There will only be one structure rather than two separate salary structures. Managers and professionals could be assigned to the same salary grade and range if the competitive pay practices for each are comparable in the market.

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Jobs in different families at the same job level Jobs in different families at the same job level (e.g., Professional 4) may be in different salary (e.g., Professional 4) may be in different salary

grades or personnel programs based on marketgrades or personnel programs based on market


Job Title Salary Grade

Personnel Program

Sample Midpoint

65 MSP 178.0

64 MSP 167.0

63 MSP 155.0

Air Traffic Mgr 4 62 MSP 144.0

61 MSP 133.0

Air Traffic Mgr 3 60 PSS MSP 123.0

59 PSS MSP 114.0

Air Traffic Mgr 2 Air Traffic Controller 5 58 PSS MSP 106.0

Beekeeping Mgr 1 Air Traffic Mgr 1 Air Traffic Controller 4 57 PSS MSP 98.0



Beekeeper 3 Beekeeper Supr 1 54 PSS 66.0


52 PSS 51.0


Presenter

Presentation Notes

This example shows how two level four professionals (Beekeeper 4 and Air Traffic Controller 4) would be assigned to two different salary ranges. This is because the market pays these jobs quite differently from one another. Employees in both hypothetical job families have been mapped to the same level 4 professional based on scope and responsibilities for their respective job families, but the pay level is different in the new structure. This represents a change from our current program which pays all professionals in the same title within the same salary range, irrespective of the market for each job. This example also illustrates that many but not all professional level 4 job standards are considered MSP. All Managers and all Professional Level 5 job standards clearly meet the definition of “Manager or Senior Professional.”

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A PSS professional in one job family may be at a A PSS professional in one job family may be at a higher grade than a manager in another job higher grade than a manager in another job

family based on marketfamily based on market


Job Title Salary Grade

Personnel Program

Sample Midpoint


64 MSP 167.0


Air Traffic Mgr 4 62 MSP 144.0


Air Traffic Mgr 3 60 PSS MSP 123.0


Brain Surgeon 3 Air Traffic Mgr 2 Air Traffic Controller 5 58 PSS MSP 106.0

Beekeeping Mgr 1 Air Traffic Mgr 1 Air Traffic Controller 4 57 PSS MSP 98.0



Beekeeper 3 Beekeeper Supr 1 54 PSS 66.0


52 PSS 51.0


Presenter

Presentation Notes

While managers will be paid somewhere within grades 57 and 65 in this example, very highly paid professionals such as Brain Surgeons could also be paid within a comparable grade, 58 in this example, if their pay levels in the market warrant this grade. A level 3 professional, however is not considered a “senior professional” and is therefore covered within the PSS personnel policy however, regardless of market. Different levels of professionals and supervisors and managers will all coexist within particular salary grades if they command a comparable salary in the market. For example, if you look at the job standards paid within grade 58, you can see that Brain Surgeon 3, Air Traffic Manager 2 and Air Traffic Controller 5, while all different level job standards within the new architecture, are paid within the same salary grade. Please keep in mind that this is intended to be an illustration, not the actual new structure. We obviously don’t have these jobs here on campus, but the grades, personnel programs and sample midpoints are representative of what the new program might look like.

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Time

Alignment with the marketplace

Demystify classification

What do we gain from Job Standards?What do we gain from Job Standards?What do we gain from Job Standards?

Presenter

Presentation Notes

So, what do we gain from implementing job standards and a corresponding new salary structure? First we gain time: we use job standards as a template to help us prepare individual job descriptions. In other words, the job standard is a generic job description. The generic job description is then customized to each employee. These new job descriptions will be much easier to maintain and update than the current format. Second, job titles and salary ranges will be aligned with the labor market as we just saw in the previous section. We will consult with the Budget Office prior to finalizing ranges. Senior managers on campus will also have an opportunity to review the new structure before it is implemented at the end of 2008. And third, we demystify the classification process: For classification purposes, differences between job levels are clearly defined and documented in the job standard for a given family of jobs. That’s it for the background and objectives behind the Career Compass initiative. Next we’ll talk about mapping employees to these new job standards.

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Getting StartedGetting StartedGetting Started

Consult with Mapping Coordinator

Departmental review and approval

Internal Mapping Timeline

Presenter

Presentation Notes

Getting Started: Before you begin, contact your Mapping Coordinator regarding the specific job mapping process for your department. While the key steps are outlined in this tutorial, your department may have developed additional guidelines for the review and approval of employee mapping recommendations. A directory of Mapping Coordinators for each division and department is available under the “Resources” tab on the Job Standards section of the Career Compass website. Also, while there is an overall mapping timeline on the Career Compass website, your department may have developed some internal timeframes for completing the mapping process. Once you’ve checked in, you’re ready to get started.

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Mapping Timeline for Non Represented Positions

Mapping Timeline for Non Represented Positions

Group 1 Group 2 Group 3 Group 4

March 3 - June 30, 2008 April 1 - June 30, 2008 May 1 - July 31, 2008 June 2 - August 29, 2008

Information Technology Health Care Educational Services Research and Laboratory

Finance External Affairs Library Services Student Services

Research Administration Security and Public Safety Museum Services Engineering

General Administration Sports and Recreation General Services Communications

Human Resources Facilities Development/EH&S Skilled Crafts & Trades Performing Arts

Group 5

July 1 – September 30, 2008

In General Administration:

- Administrative Operations

- Executive Assistance

- Project/Policy Analysis

In Human Resources:

- Academic Human Resources

Presenter

Presentation Notes

As you can see, employee jobs are being mapped to new standards over a period of months. Each job field is completed within a 90-day time frame.

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Steps to Mapping EmployeesSteps to Mapping EmployeesSteps to Mapping Employees

Select the field and family on Berkeley Job Builder*Select the category

Select the level

Review the Job Standard, download and save a Job Description Template, and create a customized Job Description Review and approvalSubmit to Mapping Coordinator, who will review and forward to HR Compensation for review*http://careercompass.berkeley.edu/jobbuilder.html

Presenter

Presentation Notes

Steps to Mapping Employees: This slide shows the entire job mapping process from start to finish. You as the direct supervisor or manager will need to complete this process to map your employees who are not represented by a union. We’ll walk through each step in more detail. First you’ll need to select the job field and family. You can do this by logging into the Berkeley Job Builder on the Career Compass website and reading about each family in greater detail. In addition to viewing the website URL shown on this slide, you can also view a separate document that summarizes all job families in one place. The link for that document is available on the site, and it’s called Job Family Descriptions. There are about 20 distinct job fields, such as Information Technology, Finance, General Administration, Health Care, and Human Resources. Within each field are more narrowly defined families of jobs. We currently have over 120 job families defined within Career Compass. For example, within the field of Information Technology are families for Applications Programming, IT Security, Technical Project Management and User Experience Design to name just a few.

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Selecting a Family for Hybrid JobsSelecting a Family for Hybrid JobsSelecting a Family for Hybrid Jobs

When in doubt, match to a family based on the duties that…

Constitute at least 50% of job

Constitute the greatest overall percentage

Would be emphasized for recruiting

Are captured in “multi-functional” job family

Presenter

Presentation Notes

Here are some important tips for selecting the right family for hybrid jobs that contain elements of two or more different job families. When in doubt, consider the following: If one set of duties constitutes at least 50% of the job, use the job family that matches that set of primary duties. If no set of duties constitutes over 50% of the job, but one set of duties is greater than any other, use the job family that matches the greatest % of duties. If no set of duties clearly predominates, use the job family that you would emphasize when recruiting for the position. Lastly, if no set of duties clearly predominates, then you may want to look for a “multi-functional” job family. If the combination of duties is captured by such a family, and that family is a better match than other, more specific job families, use the “multi-functional” job family (examples include Information Systems within IT, Operations Specialist within General Administration; HR Generalist within HR).

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Select the field and family on Berkeley Job Builder*

Select the category Select the level

Review the Job Standard, download and save a Job Description Template, and create a customized Job Description Review and approvalSubmit to Mapping Coordinator, who will review and forward to HR Compensation for review*http://careercompass.berkeley.edu/jobbuilder.html

Presenter

Presentation Notes

Next, select the category. A job category defines the type of work performed, as opposed to the occupation or subject matter. There are three categories, which we’ll talk about in general terms on the next three slides. We’ll discuss each category in greater detail when we talk about selecting the level, the next step in the process.

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Operational & Technical CategoryOperational & Technical CategoryOperational & Technical Category

Support, operational, technical, skilled or semi-skilled positions

Skills acquired through special certifications or on-the-job training

Problems solved by understanding of practices or procedures

Presenter

Presentation Notes

The first category we’ll discuss is Operational and Technical. This category includes support, operational, technical, skilled or semi-skilled jobs, where the skills are typically acquired through vocational education and/or apprenticeships, certifications, or on-the-job training. Problems are typically solved through knowledge of past practices and procedural guidelines, or knowledge gained through a certification or licensing program. For levels 2 and 3, these positions require specialized knowledge of processes and procedures. Employees represented by unions and performing Operational & Technical jobs will not be mapped to the new structure until 2009, pending discussions with unions that represent these employees. If you believe one of your employees should be mapped to an Operation & Technical job standard which is not yet available for you to review, do not map that employee at this time.

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Professional CategoryProfessional CategoryProfessional Category

Positions require theoretical or conceptual knowledge of a profession (example: Accounting)

Analysis and strategic thinking

At more senior levels, may independently manage or administer professional or independent programs, policies and resources

Supervision of others not primary focus of job

Presenter

Presentation Notes

Next is the Professional category. This category includes positions that require a theoretical and conceptual knowledge of the specialization. Problems are typically solved through analysis and strategic thinking. Some senior professionals might be responsible for independently managing or administering professional programs and advising others in the execution of these programs within their department or unit. Positions with employees who supervise others but where supervision does not constitute the primary focus of the job are also mapped to the Professional category. Again, those professional employees represented by unions will not be mapped to the new structure until 2009.

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Supervisory & Managerial CategorySupervisory & Managerial CategorySupervisory & Managerial Category

Employees should be mapped to a Supervisor job standard if they:

directly supervise 2 or more FTEs; and

make decisions or provides significant input regarding hiring, performance, pay, discipline, grievances.

Presenter

Presentation Notes

The last category is the Supervisory and Managerial category. Within this category are supervisors and managers. To be considered for this category, the employee must exercise independent judgment in determining the distribution of work to at least 2 FTEs, and make decisions or recommendations that are given substantial weight by higher-level management about at least 3 of the following: Hiring decisions; Performance ratings; Merit increases, promotional opportunities, reclassification requests; Written warnings, suspensions, disciplinary actions; or Resolution of grievances or complaints. The next slide provides some additional explanation for mapping employees to this category.

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Supervisory & Managerial CategorySupervisory & Managerial CategorySupervisory & Managerial Category

Employees should be mapped to a Manager job standard if they:meet the above requirements for Supervisor; andspend 50% or more of their time achieving results through the efforts of others who report to them by performing the following:

Assumes accountability for decisions made by subordinatesManages employee performance (for example, guides, coaches and disciplines staff) Manages workflow, operations, apportioning the work Establishes department goals and objectives (and manages department progress toward goals) Determines techniques and processes Plans and oversees the budget Monitors or implements legal or policy compliance measures Performs strategic planning for function

Presenter

Presentation Notes

Employees should be mapped to a manager job standard if they spend the majority of their time achieving results through their direct staff, performing the types of responsibilities shown here.

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Mapping Supervisory JobsMapping Supervisory JobsMapping Supervisory Jobs

If employee supervises 2 or more FTEs and

supervisory responsibilities

represent…

And personally performed duties are primarily…

Then map the employee to

following category:

> 50% of the time Supervisory & Managerial

Supervisory & Managerial

< 50% of the time Professional Professional

any % of the time Operational & Technical

Supervisory & Managerial

Presenter

Presentation Notes

Mapping Supervisory Jobs – Here are some additional tips to help you determine the category for those jobs that have some supervisory responsibility but perform other duties as well. When the employee supervises others but also spends a significant amount of time performing his or her own work, how do you decide? First, if the employee spends more than 50% of the time supervising and/or managing others, select the applicable Supervisory & Managerial category. If the employee spends less than 50% of the time supervising or managing others, and the personally performed duties fall into the Professional category, select a job standard from the Professional category. Lastly, if the employee spends any % of the time supervising and/or managing, and the personally performed duties fall into the Operational & Technical category, choose the relevant Supervisory & Managerial job standard for mapping.

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Select the category

Select the levelReview the Job Standard, download and save a Job Description Template, and create a customized Job Description Review and approvalSubmit to Mapping Coordinator, who will review and forward to HR Compensation for review*http://careercompass.berkeley.edu/jobbuilder.html

Presenter

Presentation Notes

Next, you need to select the level within the appropriate category that best reflects the scope, impact, responsibility, and requirements of your employee’s current job. The number of available levels within a given job family has been determined by looking at market survey data and working with subject matter experts from this campus for that family and field. For example, a Buyer in the Professional job category could be a level 1, 2, 3, 4, or 5 professional.

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Select the Level: Anchored PositionsSelect the Level: Anchored PositionsSelect the Level: Anchored Positions

Mapping employees consistently and fairly across departments is essential.Comparing anchored jobs to your department’s employees helps calibrate the mapping of all other employees.Mapping Coordinators can assist with sharing this information for the various job families as it becomes available.

Presenter

Presentation Notes

In addition to this training which is intended to provide a consistent knowledge base for all managers who are involved in the mapping process, we also want to provide benchmarks or examples of current jobs that will map to the new standards. The compensation unit, in consultation with Control Unit Administrators, chiefs of staff, and senior managers on campus, has identified individual managers and professionals who will be mapped to benchmark management and professional job levels in many job families. These recommendations, while preliminary, are expected to be confirmed through the job documentation process described in the next section. Consult with your Mapping Coordinator to learn about the anchor positions in the job families that affect your employees to benefit from this work that has already been completed.

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Operational & Technical LevelsOperational & Technical LevelsOperational & Technical Levels

Operational & Technical

Level 1 2 3

Analogy Hammers nails into door frame

Reads building plans to measure hole for opening

Creates mechanical drawings using

specialized software program

Presenter

Presentation Notes

Operational and Technical Levels Many Operational and Technical positions will be positions covering employees represented by unions and will not be mapped as part of this initial phase. This analogy however provides guidance to those of you who will be mapping O&T positions at this time. Keep in mind that: LEVEL 1 is entry level. Employees at this level are required to apply basic skills while developing some specialized skills in procedures, operations, techniques, tools, materials and/or equipment appropriate to their area of specialization. Their tasks are routine and/or repetitive requiring no or limited experience. LEVEL 2 is the experienced, journey level. Employees apply skills and job knowledge in their area of specialization; they may adapt procedures, operations, techniques or equipment to meet the needs of their area of specialization; they resolve issues or make working decisions within their area of specialization or responsibility. LEVEL 3 is the advanced level. Employees apply a full range of specialized skills and job knowledge; frequently adapt procedures, techniques, tools, materials and/or equipment to meet specialized needs, and may serve as a lead. They rely on experience and judgment to plan and accomplish assigned tasks.

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Professional LevelsProfessional LevelsProfessional Levels

Professional Level 1 2 3 4 5

Description Entry Intermediate Experienced Advanced Expert

Analogy * Learns about rope

Can tie basic knots, shown complex knots

Calculates rope strength,

knows a lot about knots

Understands rope making

Knows more about rope than you ever will

Campus-Wide Leveling

Guideline **0% - 5% 15% - 25% 40% - 50% 20% - 30% 3% - 5%

* Analogy excerpted from 2007 Radford Benchmark Survey .** Guideline represents a typical distribution of levels across all job fields and families in an organization

at completion of the mapping process. It is not intended for use for individual departments and units.

Presenter

Presentation Notes

Next we’ll review the different Professional Levels. LEVEL 1 is an entry level position, where an employee has limited or no prior experience; learns to use professional concepts to resolve problems of limited scope and complexity; works on assignments that require limited judgment and decision making. LEVEL 2 is an intermediate, developing position where an employee is able to apply job skills, policies and procedures to complete tasks of moderate scope and complexity to determine appropriate action. LEVEL 3 is a journey-level, experienced professional who knows how to apply theory and put it into practice with full understanding of the professional field; has broad job knowledge and works on problems of diverse scope. LEVEL 4 is considered an advanced professional with a high degree of knowledge in the overall field and recognized expertise in specific areas. LEVEL 5 is an expert and a leader in the field who regularly leads projects of criticality to campus and beyond, with high consequences of success or failure. This employee has impact and influence on campus policy and program development. Barriers of entry exist at this level. At the bottom of the chart is a guideline that suggests % of positions to be mapped at each level across campus. Levels 2, 3, and 4 are going to represent the bulk of our professional jobs. Professionals will move through Level 1 within a defined period of time, and we expect a very small number of professionals will be mapped at the level 5, where there are barriers to entry and there needs to be a demonstrated need within the unit for a level 5 professional.

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Supervisory & Managerial Levels

Supervisory Supervisory & Managerial Levels& Managerial Levels

LevelSupervisor Manager

1 2 1 2 3 4

Description

Immediate Supervisor

of O&T staff

Direct Supervisor of professionals or skilled O&T

staff

Primary manager of unit or department, manages other supervisors or professionals

Manages large department or several smaller units through

other managers and supervisors

Senior manager of a large

department or multiple

departments managing through

subordinate

managers

Overall responsibility for a major function.

Usually reports to Chancellor,

Vice Chancellor, or

Vice Provost

Analogy*

Escorts hikers on

routine day trips

Guides team while rock climbing

Leads extended alpine mountain-

climbing trips

Pilots expedition

through unexpected snow storm

Controls search efforts to find missing hikers

Directs efforts of both air and ground search

parties

Campus Wide Leveling

Guideline**5% 15% 35% 25% 15% 5%

* Analogy excerpted from 2007 Radford Benchmark Survey.** Guideline represents a typical distribution of levels across all job fields and families in an organization at completion of the mapping process. It is not

intended for use for individual departments and units.

Presenter

Presentation Notes

There are up to 6 levels in the Supervisory and Managerial category. First you’ll want to confirm which levels have been developed for your job family for those employees who supervise others as the primary function of their job. Next you should review the generic scope definition for each level to determine the best fit for your employees. SUPERVISOR LEVEL 1 Provides immediate supervision to a unit or group of operational or technical employees. A portion of time may be spent performing individual tasks related to the unit; however supervisory activities must constitute a primary part of the job. This supervisor may be one of several sub-managers for a unit or department. SUPERVISOR LEVEL 2 Provides direct supervision to professionals or skilled operational or technical employees, functions as advisor to unit and administration, interprets policies and demonstrates solid knowledge of processes and protocols for budgets, funds, or HR management. MANAGER LEVEL 1 Serves as the primary manager of a unit or department. Manages human, financial and often physical resources and develops procedures and processes to attain unit goals. Assists in formulating and administering policies and programs for the campus and functions with autonomy. Represents the unit at campus meetings or committees. MANAGER LEVEL 2 Serves as the manager of a department or several smaller units and functions as a strategic partner/consultant for chair, dean or senior management. This level has significant responsibility to organize work to achieve broadly stated goals for the department. Identifies objectives, directs programs, develops strategies and policies, manages human, financial and often physical resources, and functions with a high degree of autonomy. MANAGER LEVEL 3 Serves as the senior manager of a large department or multiple departments managing through subordinate managers. May report to an Assistant Vice Chancellor or Dean. Has significant responsibility for formulating and administering policies and programs. MANAGER LEVEL 4 Has overall responsibility for a major function. Oversees a large organization with multiple departments and usually reports into a Chancellor, Vice Chancellor or Vice Provost. Identifies objectives, directs critical programs with major constituencies across campus, manages very significant human and financial and often physical resources, and functions with an extremely high degree of autonomy. Has overall responsibility for a significant campus function. Operational or program results can affect overall campus-wide performance and reputation.

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Select the category

Select the level

Review the Job Standard, download and save a Job Description Template, create a customized Job Description Review and approvalSubmit to Mapping Coordinator, who will review and forward to HR Compensation for review*http://careercompass.berkeley.edu/jobbuilder.html

Presenter

Presentation Notes

Next you’ll need to select the specific job standard to which your employee should be mapped. In the Berkeley Job Builder, you will find that the Job Standard is downloadable and can be saved as a job description Word document, which you can customize as necessary. This is your opportunity to add specifics or other duties not included in the generic job standard. Some of you may find that the amount of customization needed is minimal. If too many changes to the template are required, maybe a different standard should be selected. In the job description, you will need to include the percent of time spent performing each function on the description. You should also add examples of types of problems solved in this position. This additional information helps you, your Mapping Coordinator, and the Compensation Department staff ensure the mapping recommendation is appropriate. You can save time and complete one job description for groups of employees if their work is identical. If a job description applies to multiple employees (if their work is exactly the same), you can use the “Save as” feature in Word to save multiple copies of the job description for each employee (please see directions on how to use the Berkeley Job Builder for instructions on how to save your downloaded files). On the last page of the job description document, please list the names of the employees who have identical job descriptions. For privacy considerations, make sure that each individual employee has a signed copy for their personnel file. You may have information in your current job descriptions that does not fit into the new template. Much of this information is useful for other purposes within your department, such as orienting new employees, adding specificity to performance expectations, and for recruitment. You can continue to retain this supplementary information in your unit for these other uses in another document or location.

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Berkeley Job Builder http://careercompass.berkeley.edu/jobbuilder.html

Berkeley Job BuilderBerkeley Job Builder http://careercompass.berkeley.edu/jobbuilder.htmlhttp://careercompass.berkeley.edu/jobbuilder.html

Create Job Des cription (MS Word)

Pr int This Job Standard

Print All Jobs in Information Technology > QA/Release Management > Supervis ory & Manager ial

Print A ll Jobs in Information Technology > QA/Release Management

Options for viewing or printing job standards and descriptions:

Presenter

Presentation Notes

The Job Builder section of the Career Compass website is where you can view or print a job standard, create a job description template, and view all of the standards for a given family or field if you wish. These prompts are shown at the bottom of each standard that is available on the site. This tool will save you a lot of time as you create or update job descriptions in the future.

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Customizing the Job Description TemplateCustomizing the Job Description TemplateCustomizing the Job Description Template

Key Steps

Select the best job standard

Download and save a Job Description Template for that Job Standard

Customize the Job Description Template to create a Job Description for a specific employee or group of employees

Presenter

Presentation Notes

Just to recap these key steps, select the job standard that most closely reflects your employee’s duties, then download and save the corresponding Job Description Template for that Job Standard. Select the job standard that best describes the job as currently defined, not how it will evolve in the future. You can always update the description or customize a different level position when future organizational changes occur. Customize the pre-filled job description template to include your employee’s name, key responsibilities, preferred knowledge and skills, percent of time spent performing various job duties, problem solving and other portions of the document as appropriate. To facilitate the review of your changes, it is important to keep the "track changes" functionality in the Word document activated in the final copy sent to the Compensation Unit in Human Resources. Keep in mind that generic scope, which is the first scope paragraph on a job description document, does not change. If completing a common job description for multiple incumbent jobs, use “May…” statements to accommodate individual differences within the same job description. Again, a separate job description must be saved for each employee.

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Customizing the Job Description TemplateCustomizing the Job Description TemplateCustomizing the Job Description Template

Tips

Avoid acronyms and jargon

Describe the job, not the incumbent

Key responsibilities and requirements will be the basis for performance evaluation

Use active verbs rather than vague language (ex: “participates…”) to provide specificity about incumbent’s role

Document top 6-8 key responsibilities in increments equaling 100%

Keep description general to build in shelf life

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Presentation Notes

When you’re customizing an employee’s job description, keep in mind the following: Avoid acronyms, abbreviations or technical jargon. Describe how the job should be performed at an acceptable level, not how the current incumbent performs the job (in other words, describe the job, not the individual). Remember that the job duties and other requirements documented in the description will be the basis for evaluating performance at the next performance review cycle. Use active verbs rather than vague or general verbs to accurately describe the incumbent’s role. For example, “Participates” in a given task doesn’t provide an accurate picture of the role performed by the incumbent. Describe time spent performing the most important 6 - 8 essential duties in increments that add up to 100%. Write the job descriptions as broadly as possible to build in flexibility to meet needs of the department without having to rewrite the description to reflect minor changes. Next we’ll walk through an example of how to customize a description for a QA/Release Management Supervisor.

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Sample Job Description Template EditsSample Job Description Template EditsSample Job Description Template Edits

Research Administrator 3 Job Description

Instructions:

1. The “track changes” feature has been activated in this job description template. 2. Edit all pre-filled information below to specifically reflect the employee’s current responsibilities,

with the exception of the following sections which do not change: Job Title, Job Field, Job Family, Job Category, Career Level, Generic Scope. 3. Provide a copy of the most current department organization chart. 4. Keep the “track changes” functionality activated in the final submitted copy.

Name: XXXXX Employee ID: XXXXX Department: XXXXX Division: XXXXX Current Payroll Title: XXXXX Job Code: 6206U

Job Title: Research Administrator 3 Recommended Working Title: XXXXX

Job Field: Research Administration Job Family: Contracts and Grants Job Category: Professional Career Level: Experienced

Supervisor Name: XXXXX

Job Mapping Submission Date: XX/XX.XX

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Presentation Notes

This is the first of several sections of the job description template that you as the manager will either modify or add content. The type in green represents the sections that you have added to the template. This section provides employee and departmental information.

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1. Job Summary (Purpose of the Position – please give a brief description of the overall purpose of the position. “Why does this position exist?” The Job Family Summary has been provided as a starting point.) Involves providing analytical and financial support in proposal processing, contract and grant administration, and budget development, including pre-award proposal initiatives, management of funds post-award, and closeout activities for federal, state, local and private sponsors. Involves activities associated with forecasting, planning, and managing of research portfolios by performing some or all of the following: coordinating and identifying and developing and/or presenting proposals, contracts and other agreements; reviewing proposals to ensure institutional compliance; negotiating, administering and monitoring contract and grant awards, including compliance with regulations, terms and conditions; financial management and reporting; and sub award/subcontract issuance and administration.

2. Scope Generic Scope (Uniform across all jobs at this level - do not modify): Experienced professional who knows how to apply theory and put it into practice with in-depth understanding of the professional field; performs the full range of responsibilities within the function; broad job knowledge; works on problems of diverse scope where analysis of data requires evaluation of identifiable factors. Custom Scope: The incumbent uses skills as a seasoned, experienced research administrator to independently processes research proposals, awards and transactions related to contract and grant management and maintains contract and grant records in compliance with institutional research sponsor policies. Work on proposals of diverse scope where analysis of data requires thorough understanding of complex regulations. Completes and approves transactions for signature by manager or other authorized institutional official. Works on complex proposals that may involve multiple investigators, multiple departments, multiple institutions, and/or multiple sub awards. Guides less experienced staff or works as a team leader/supervisor when necessary. May review and guide others in the review of financial and administrative management requirements to ensure compliance with institutional and sponsor policies. May act as a technical specialist in a particular area, such as travel and entertainment. May be eligible for delegated signature authority. May review and sign transactions for less experienced staff.

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Presentation Notes

While the generic scope never changes, you can customize the job summary and custom scope as necessary.

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3. Key Responsibilities (Indicate key functions and the estimated percentage of time spent performing each function. If there are more than 10 key responsibilities, some of the similar functions may be grouped together and an estimated % applied. Please indicate which responsibilities are considered "essential" to the successful performance of the job as defined by the Americans with Disabilities Act. Visit the Career Compass Glossary for an explanation of essential functions: http://careercompass.berkeley.edu/jobstandards/resources/glossary.html)

If applicable, describe the position’s role in planning the programs, functions, activities, and processes of the organizational unit to achieve unit goals and objectives.

% of time

Key Responsibilities

(To be completed by Supervisor) 5 Dept Role (DR): Organizes, plans, establishes and monitors fiscal budget control of contracts and grants administration, gifts, endowments and privately

funded projects for faculty research programs. 10 (DR): Prepares proposal budgets and support documents that are required by proposal guidelines. Coordinates proposal submission. 15 (DR): Provides independent responsibility for post-award financial administration and management for research funds in accordance with campus policy

and agency requirements. 20 (DR): Monitors transactions, expenditures, identifies and resolves discrepancies, financial and inventory reports. Processes non-competing continuations,

supplements and other award/agreement amendments. 5 (DR): Provides guidance and counsel regarding sponsored projects administration to Department Administrators and PIs. 5 (CR): Develops professional relationships with sponsor representatives.

35 Financial Management • Balances books periodically and prepares financial statements and projections. • Manages departmental state and other non-grant funds and gift funds. • Carries out entry, reviewer and approver roles to process financial transactions. • Applies professional concepts to perform moderate to complex analysis to understand past performance and determine present and future

performance and/or resource allocations. • Prepares journal entries, maintains and reconciles ledger accounts. • Manages state and non-grant funds for the unit.

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Other • Assist in the development of financial and administrative procedures and work aids for the department. • Provide instruction and guidance to less experienced staff. • Work as part of the administrative team to provide excellent customer service to the units. • Serve as work leader/supervisor as needed.

100% Total

Presenter

Presentation Notes

Next, you will need to customize the key responsibilities section as needed. The green additions reflect what you might add regarding your employee’s key responsibilities. We recommend you download the key responsibilities from the job standard and add sub bullets to provide specific examples of how that responsibility is performed by your employee, rather than deleting and replacing the entire section. You’ll also need to indicate whether the responsibility is considered essential to the successful performance of the job as defined by the Americans with Disabilities Act. You can find a definition of Essential Function in the Career Compass Glossary. Make sure the time percentages add up to 100%. This is done automatically for you if you enter all the percentages, highlight the total sum at the bottom and press F9 per the instructions shown.

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4. Knowledge and Skills (typically required of the position)• Requires independent judgment, initiative, strong organization, communication skills and customer service focus across

broad and diverse subject areas to realize goals of the unit independently. • Maintains current knowledge of compliance regulations in all areas of research administration. • Requires thorough understanding and ability to provide interpretation of research administration guidelines of Federal and

non-Federal sponsors supporting research and educational activities, preferably in a university environment. • Ability to manage significant volume of transactions, to multi-task, prioritize and troubleshoot. • Thoroughly knowledgeable in applicable compliance requirements related to research, financial conflict of interest, et cetera.• Ability to translate technical/scientific concepts into a fundable proposal. • Experience with budget development, long-range forecasting, and accounting practices. • Ability to complete multiple, competing tasks and deadlines with a high degree of accuracy. • Ability to develop collaborative working relationships with diverse populations in an academic setting.

5. Education and Training

If needed, edit the pre-filled information below.

Education/Training: • Bachelors degree in related area and/or equivalent experience/training

Licenses or certifications, if any:

Presenter

Presentation Notes

Next you’ll be asked to customize Knowledge and Skills. See the additions in green for sample additional requirements for this job.

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6. Problem Solving Please provide 2-3 examples of problem solving for this position as described below (please be brief: 1-3 sentences). Common problems solved by the employee:

• Create departmental worksheet for domestic and international travel reimbursements and for non-payroll expenses; create Excel driven Timesheet used by department.

• Create departmental worksheet for keeping track of cost limits of departmental speakers. • Create reports for PI’s to make spending, costs and projections of their available funds clearer.

Unusual or complex problems solved by the employee:

• Supervise an individual who repeatedly challenges instructions and suggestions • Submit a multi-PI, multi-institution grant proposal but encounter difficulties when contacting PI’s to get required

information. • Coordinate fund source changes across multiple departments.

Problems/situations that are referred to this employee's supervisor:

• Resolve problems created by personnel who refuse to acknowledge or comply with campus/agency policy and guidelines

• Resolve problems in overhead created by the campus incorrectly charging the fellowship fund. Work independently with EFA to attempt to resolve but refer to supervisor when this failed.

• Faculty made a commitment to a visiting scholar that was not possible to meet given campus/agency requirements. Work with faculty and funding agency to resolve the situation to provide promised compensation without violating campus/agency rules.

7. Supervision

Indicate employees supervised, job title and FTE.

Employee Supervised Job Title FTE

Presenter

Presentation Notes

To validate the job standard level selected, you’ll need to provide examples of types of problems solved by this incumbent.

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Please follow your department's or division's procedures for management review and then submit to your Department HR Manager. Document Retention Review the job description with the employee before submitting it and annually thereafter at the time of the employee's performance evaluation. Sign and date below and place a copy in the personnel file. (Signature below is only required for hard-copy retention within the department. Electronic submission does not require signatures.)

Supervisor Name: XXXXX

Supervisor Title XXXXX

Employee Signature:

(does not sign until Comp Unit has approved mapping recommendation)

Supervisor Signature: XXXXX

Date: Date: XX/XX/XX The following employees have identical job descriptions:

Presenter

Presentation Notes

Lastly, you need to complete and sign the last section of the description, and list the names of employees who perform the same job. Also forward a copy of an organizational chart showing where this employee fits within your organization to your Mapping Coordinator when you submit this job description.

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Select the category

Select the level

Review the Job Standard, download and save a Job Description Template, and create a customized Job Description

Review and approvalSubmit to Mapping Coordinator, who will review and forward to HR Compensation for review*http://careercompass.berkeley.edu/jobbuilder.html

Presenter

Presentation Notes

Review the draft with your supervisor or manager for approval and then the employee for input. Only the hard copy, after the mapping recommendation has been approved by Compensation, is retained in the supervisor and employee files with the signature page completed. It is expected that all electronic versions have been reviewed and approved by all levels of line management accordingly.

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Select the category

Select the level

Review the Job Standard, download and save a Job Description Template, and create a customized Job Description Review and approval

Submit to Mapping Coordinator, who will review and forward to HR Compensation for review*http://careercompass.berkeley.edu/jobbuilder.html

Presenter

Presentation Notes

Mapping Coordinators will review mapping recommendations, provide comment if necessary and submit to HR’s Compensation Unit for final review and approval.

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ResourcesResourcesResources

Career Compass website http://careercompass.berkeley.edu/jobstandards/resources.html

Open Sessions for Managers & Employees http://careercompass.berkeley.edu/newsevents/events.html

Thank you!

Presenter

Presentation Notes

These links provide additional information regarding the Career Compass project and available resources. Regular updates and new information are added frequently to the website, which can be accessed at careercompass.berkeley.edu. We also offer regularly scheduled open sessions for managers and employees. These sessions focus on how to map employees to new job standards and provide all employees with an opportunity to learn more about the project and ask questions. Dates and times are available on the website. This concludes our tutorial on Job Standards Mapping. Thank you for your participation and good luck as you proceed through this process!

http://careercompass.berkeley.edu/job

http://careercompass.berkeley.edu/newsevents/events.html

Mapping Employees

Documents

Transcript of Mapping Employees