State of California

M E M O R A N D U M

DATE: January 16, 2003

TO: PERSONNEL MANAGEMENT LIAISONS REFERENCE CODE: 2003-002

THIS MEMORANDUM SHOULD BE DISTRIBUTED TO:

Personnel Officers

FROM: Department of Personnel Administration

Policy and Operations Division

SUBJECT: Classification and Pay Guide, Revision #11

CONTACT: Debra Thompsen, Staff Personnel Program Analyst

(916) 324-9364

FAX: (916) 327-1886

E-mail: DebraThompsen@dpa.ca.gov

Attached is Revision #11 for your Classification and Pay Guide.

Please duplicate and distribute to all holders of the guide in your

department. Be sure to immediately complete your Revision Record

located in Section 3. This will ensure you have an accurate record

of sections which are published or revised.

SUMMARY OF CHANGES:

Section 99, Classification Studies

This is a new section of the manual designed to assist departmental

human resources analysts in the methodology and components of

classification studies.

Attachment 1 - Sample of Class Study and Format

Attachment 2 - Sample of Class Study and Format

FILING INSTRUCTIONS:

REMOVE INSERT

None Section 99

None Attachment 1

None Attachment 2

Bob Painter, Chief

Policy and Operations Division

Attachments

Department of Personnel Administration

Classification and Compensation Division

GUIDE TO CLASSIFICATION AND PAY POLICIES AND PROCEDURES

MAJOR AREA SUBJECT SECTION NUMBER

CLASSIFICATION CLASSIFICATION STUDIES 99

ORIGINAL ISSUE DATE: January 2003 PAGE: 99. 1

REVISED:

99. CLASSIFICATION STUDIES – PROJECT METHODOLOGY

GUIDELINES FOR HUMAN RESOURCES ANALYSIS

1. Identification/Need for Classification Study

A classification study may be initiated by:

Departmental management (user departments or the Department of

Personnel Administration [DPA]), because of new or revised work,

obsolete work, employee complaints/out-of-class grievances, etc.

Union, as a result of a negotiated contract agreement for a study.

Legislative mandates.

1.1 Prepare Project Focus Statement (Purpose of Study)

Based on preliminary data, determine the general scope of the

project.

If a solution for the "problem" has already been identified (e.g.,

specified within a union contract), the scope of the project

should be to validate/invalidate the solution based on findings.

1.2 Create Work Plan with objectives and time frames

1.3 Review Current Data

Gather information to identify issues, problems, perceived

changes in work, or review specific contract language

identifying a need for the study.

Preliminary methods may include meetings with

stakeholders/user departments or selected departments and/or

union representatives.

1.4 Review Historical Data

Review background on classification structure, including: board item

establishment; revisions; DPA salary history files (management only);

Job/Test Validation Studies.

Department of Personnel Administration

Classification and Compensation Division

GUIDE TO CLASSIFICATION AND PAY POLICIES AND PROCEDURES

MAJOR AREA SUBJECT SECTION NUMBER

CLASSIFICATION CLASSIFICATION STUDIES 99

ORIGINAL ISSUE DATE: January 2003 PAGE: 99. 2

REVISED:

2. Data Collection

2.1 Make determinations on what data is needed and how data will be

collected

Data collection method considerations will be based, in part, upon the

purpose of the study and the time and resources available (e.g., a

detailed study is not necessary for classification changes that may be

processed through the State Personnel Board [SPB] Staff Calendar

process, Section 100 of the DPA Classification and Pay Guide).

2.2 Determine Research/Job Analysis Methodology

Several methods may be used individually or in combination. The

method used is dependent on conditions such as type of job, number of

jobs, number of incumbents, and locations of incumbents. Some

frequently used methods include:

Incumbent interviews

Job Description Forms (STD 651) – to be completed by

incumbents

Supervisor interviews

Use of Subject Matter Experts/panels

Structured questionnaires or job surveys

Task inventories

Observation of work performed

Incumbent work logs

Or a combination of the above such as WRIPAC short or long

job analysis

2.3 Other potential sources of data:

Historical Board Items

Existing Class Specifications

Current Duty Statements

Organization Charts

Existing Validation Studies

Annual Reports (departmental/budgetary)

Salary History Files (@ DPA – management representatives

only)

Existing Pay Differentials

Department of Personnel Administration

Classification and Compensation Division

GUIDE TO CLASSIFICATION AND PAY POLICIES AND PROCEDURES

MAJOR AREA SUBJECT SECTION NUMBER

CLASSIFICATION CLASSIFICATION STUDIES 99

ORIGINAL ISSUE DATE: January 2003 PAGE: 99. 3

REVISED:

Public/private classification and compensation practices (e.g.,

Federal Office of Personnel Management [OPM] )

Consultation with DPA Analysts

3. Analysis and Recommendation

3.1 Format of the report should be similar to an issue paper,

including:

Identify Purpose of the Study

Historical Background/Summary (Optional)

Summary of Work Plan

Discussion of Methodology – Data Collection

Classification/Audit Analysis

Impact on status of incumbents

Summarize Findings

Discuss Alternatives (Optional)

Preliminary Recommendation Based on Findings

3.2 Validate Study/Recommendations:

Ensure support from user departments’ management;

employees; union

Obtain feedback from stakeholders (e.g., Focus Group

Meetings, etc.)

Incorporate feedback into Findings/Recommendations

3.3 Prepare Final Report

4. Potential Impact of Report

Validate Class Specification(s) Content

Validate need for changes to Classification(s)

Basis for Board Item Preparation

Fulfill contract obligation of class review

Department of Personnel Administration

Classification and Compensation Division

GUIDE TO CLASSIFICATION AND PAY POLICIES AND PROCEDURES

MAJOR AREA SUBJECT SECTION NUMBER

CLASSIFICATION CLASSIFICATION STUDIES 99

ORIGINAL ISSUE DATE: January 2003 PAGE: 99. 4

REVISED:

5. List of Potential Resources/References

5.1 DPA Classification and Pay Guide

Job Audits (Section 355)

Special Salary Adjustment (Section 290)

Pay Differential (Section 230)

Salary Analysis (Section 200)

Classification Changes (Board Items) (Section 100)

5.2 SPB Personnel Management Policy and Procedures Manual

5.3 SPB WRIPAC (Job Analysis) Training

5.4 Internet Link: NASPE (lists all states)

www.naspe.net/Links/links.htm

5.5 Internet Link: US Office of Personnel Management (lists various

professions) www.opm.gov/fedclass/html/gsseries.asp

6. Attachments (Examples of Studies/Format)

Attachment 1: Unit 19 Class Study (1986)

Attachment 2: CHP Classification Study (Automotive Technician) (2000)

Section 99, Attachment 2

1

ARTICLE 18.6 CHP CLASSIFICATION STUDY PRELIMINARY FINDINGS

ARTICLE 18.6 The State agrees to conduct a classification study of the CHP Automotive Technician series. Areas of study shall include, but not be limited to, distinctions between headquarters and the field, whether positions are appropriately classified, and resolution of identified area of concern. Summary of Work Plan July 2000 1. Review historical documents regarding Auto Technician classes:

CHP classification files

Previous related Board Items/background data

Job validation Auto Tech I study conducted by SPB in 1995 2. Identify scope of the study based on information reviewed. August 2000 1. Design and develop data gathering instrument (See attachment A) 2. Identify list of areas to be visited and arrange logistics (See attachment B) September 2000

Conduct on-site interviews with personnel in affected classes/locations. November 2000

Compile and analyze data/present initial findings. Classification Study Process The on-site review of Motor Transport, EVOC, and a sample selection of field locations included a review of:

Typical job duties and kinds of work processes.

Qualifications required (knowledge, skill, and abilities) and types of equipment used to perform job functions.

Level of difficulty and responsibility.

Section 99, Attachment 2

2

The combination of position allocation factors that have the greatest influence on the level of the position:

1. Knowledge required by the Position.

Kind of knowledge and skills needed

How the knowledge and skills are used in doing the job.

2. Supervisory Controls

How the work is assigned.

Employee’s responsibility for carrying out the work.

How the work is reviewed.

3. Guidelines

Nature of guidelines for performing the work.

Judgement needed to apply the guidelines.

4. Complexity

Nature of the assignment.

Difficulty in identifying what needs to be done.

Difficulty and originality involved in performing the work.

5. Scope and Effect

Purpose of the work.

Impact of the work product or service.

6. Personal Contacts/Purpose of Contacts

People and conditions/setting under which contacts are made. Summary Findings Knowledge required by the position 1. The SPB job analysis and audits of Automotive Technician positions revealed

that there were a substantial number of tasks performed in the field that are not performed in the Motor Transport Section. This also results in differences in the required knowledge and skills, and how these competencies are applied. The Automotive Technicians in field settings are responsible for the safety and operational readiness of a fleet of vehicles in locations throughout the state.

Section 99, Attachment 2

3

Fleets may range in size from approximately 10 to 100 vehicles. Automotive Technicians in field settings may be required to:

Perform preventative maintenance.

Schedule and verify maintenance and repair.

Interpret repair manuals and, in some cases, use and interpret computer diagnostic equipment.

Maintain tools and equipment.

Order and maintain an inventory of automotive parts and supplies.

Secure and maintain both manual and computer records on the maintenance and servicing of the fleet of vehicles.

Dispose of environmentally hazardous materials, such as oil. The field positions are required to have both the knowledge of and ability to use the various tools, equipment, and procedures used in testing and repairing automotive equipment. The tools and equipment, including computer diagnostic equipment, available to the staff can vary by field location. Incumbents must also have the ability to project and evaluate cost effectiveness of maintenance of repair work and locate and secure repair-maintenance services of outside agencies that can perform the work which exceed the capabilities of the field office. Current position allocations for the Automotive Technician II level in field settings are based on performing lead responsibilities over a minimum of two staff. 2. Automotive Technician I level positions working in the Motor Transport Section

may have the responsibility to:

Assemble, install, repair, and/or remove special enforcement and emergency equipment on a variety of vehicles in a controlled production environment.

Incumbents in Automotive Technician II level assignments in Motor Transport may be required to:

Oversee the assembly, installation, removal, and repair of special enforcement and emergency equipment on motor vehicles.

Remove and repair special equipment.

Recondition used vehicles.

Perform the more complex installation functions including fabrication of new equipment.

The Automotive Technicians at Motor Transport must have similar knowledge of tools, equipment and methods used in testing and repairing automotive equipment, but the competencies are applied in a more controlled production environment. In addition, there is one position at Motor Transport, which requires a broader knowledge of specialized equipment used to conduct custom fabrication.

Section 99, Attachment 2

4

Supervisory Controls 1. The extent of supervisory control is the most significant distinction between the

field and Motor Transport positions. The work performed by Automotive Technicians in Motor Transport is more closely directed and reviewed by the supervisor. The supervisor makes assignments, provides overall objectives, deadlines, any necessary background, and suggestions on potential difficulties. The supervisor is available to assist the Automotive Technicians with especially difficult situations or those that lack clear precedents.

2. The Automotive Technicians in the field plan and carry out their own work resolve

most of the conflicts that arise, and interpret departmental policy or technical manuals on their own initiative in terms of established objectives. They do not have direct technical supervision, although they do have the opportunity to contact Motor Transport to help resolve difficult operational problems. The incumbents are typically supervised by uniform staff, and only have contact with their supervisor to inform them of progress and potentially controversial matters. The supervisor reviews completed work only from an overall standpoint in terms of compatibility with other work, or effectiveness in meeting requirements or expected results.

Guidelines 1. The Automotive Technicians I level positions in the Motor Transport Section use

a variety of standard, detailed guidelines and references, such as the Motor Transport Bulletin wiring diagrams, technical publications, and manufacturer’s catalogs and supply information.

The Automotive Technician II level positions in Motor Transport use additional judgement gained from experience to interpret and adapt the guides for application to specific problems. They also use initiative and resourcefulness to deviate from or extend traditional methods, or research trends in order to solve the most highly complex or unusual problems in the automotive work.

2. The Automotive Technicians in the field also use the same types of guidelines

that are available to Motor Transport staff. Due to a lack of direct technical supervision, they may be required to use judgement to interpret and adapt the guidelines for applications to specific unpredictable problems, to analyze results, and determine an appropriate course of action.

Complexity 1. The Automotive Technicians in the Motor Transport Section perform assignments

consisting primarily of using various types of equipment to install, repair, and/or remove special enforcement and emergency equipment on a variety of vehicles. Tasks tend to be difficult, but repetitive. Positions responsible for equipment installation rotate through various stations periodically. The complexity of the job has increased over time due to technological advancements of enforcement equipment and vehicles.

Section 99, Attachment 2

5

2. The variety of tasks performed in field settings to assure the operational readiness of a fleet of vehicles can vary greatly. The ability to plan workload and multitask is required. The complexity of assignments can also vary depending on a number of factors including:

Size of the fleet

Percentage, type, and variety of diagnostic and repair work conducted in-house

Type of diagnostic equipment available

More frequent maintenance activities due to mileage accruals

Conditions of terrain Scope and Effect 1. The purpose of the work of the Automotive Technician series in the Motor

Transport section includes inspecting and testing new vehicles; installing, repairing, and removing law enforcement equipment on vehicles, and conducting sales of vehicles. In the field, the classes are responsible for the maintenance and repair of a fleet of law enforcement vehicles. The work product and service of the Automotive Technicians in both the Motor Transport Section and field settings affects the operation of the entire CHP vehicle fleet, which ultimately affects the capability of uniform employees to perform their mission. In addition, the physical well being of the uniform staff can be affected if the work is not performed adequately.

2. Deciding what needs to be done can vary more in field settings due to changes in

work priorities, or conflicting requirements. Personal Contacts 1. The personal contacts in the Motor Transport section are primarily with other

automotive classifications, and occasionally with other uniform staff. The purpose of these contacts is to obtain, clarify, or give facts or information related to the work previously described.

2. The personal contacts in field settings are primarily with the uniform staff in the

field office and with outside vendors. The purpose is to gain information to determine the problem with the vehicle and to determine an appropriate course of action. Contacts with vendors are made to plan, coordinate, and verify repairs.

Section 99, Attachment 2

6

Attachment B

List of Locations Audited: 1. 9/5/00 - Motor Transport section and South Sacramento 2. 9/6/00 - Valley Division and North Sacramento 3. 9/7/00 - Oakland and Dublin 4. 9/11/00 - South LA and Santa Fe Springs 5. 9/12/00 - San Bernardino 6. 9/13/00 - San Luis Obispo and Santa Maria 7. 9/14/00 - San Diego 8. 9/15/00 - El Cajon and Barstow 9. 9/19/00 - Merced and Modesto 10. 9/28/00 - Electronic Technicians at Motor Transport, EVOC, and Motorcycle

Mechanics