The Position Description Part of the Performance Management Cycle
Handbook
Revised: November 16, 2010
Employee Relations, Classification & Compensation Office of Human Resources
Oregon State University
The Position Description
Expectations & Standards
On-‐Going, Regular Communication & Feedback
Performance Appraisal
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Table of Contents
Position Description Importance at OSU ............................................................................................. 2 Position Description Overview Introduction ............................................................................................................................. 3 Overall Purpose ...................................................................................................................... 4 The Writer .............................................................................................................................. 4 Process Flow ........................................................................................................................... 5 Writing the Description ............................................................................................................ 6 Introduction ............................................................................................................ 6 To Begin ................................................................................................................ 6 Gather the Facts .................................................................................................... 6 Keep It Simple (Poor Statements vs. Good Statements) ...................................... 7 Be Specific (Poor Statements vs. Good Statements) ............................................ 7 Action Words ......................................................................................................... 8 Avoid the Passive Voice ........................................................................................ 8 Task Examples Using Verbs (Chart) ..................................................................... 9 Be Accurate ......................................................................................................... 10 Position Description Administration ................................................................................................... 10 Primary Document for Personnel Management at OSU ....................................................... 10 Completion of Position Description Forms ............................................................................ 11 Introduction to the Online Position Description System ........................................................ 11 Important Components of the Position Description ............................................................... 12 Position Summary ............................................................................................... 12 Position Duties .................................................................................................... 13 Decision Making/Guidelines ................................................................................ 13 Lead Work/Supervisory Responsibilities ............................................................. 14 Minimum Qualifications ....................................................................................... 14 Preferred Qualifications ....................................................................................... 14 Scholarly Outcomes .............................................................................................................. 14 Supplemental Documentation ............................................................................................... 14 Requisition Form ................................................................................................................... 15 Safety/Working Conditions .................................................................................................... 15 Sample Position Descriptions Classified ............................................................................................................................ 16 Faculty (Unclassified) ............................................................................................................ 21 Professional Faculty (Unclassified) ....................................................................................... 26 Position Description Administration ................................................................................................... 31 Criteria for Exclusion from the Bargaining Unit .................................................................................. 31 FLSA (Fair Labor Standards Act) and Exclusion from the Bargaining Unit ....................................... 33 FLSA Flow Chart ................................................................................................................... 34 FLSA Guidelines for Exemption: OSU Worksheet ................................................................ 34 Determining Classified or Unclassified .............................................................................................. 36 PECBA Unclassified Service Definitions ............................................................................... 37 Sample Organizational Chart ............................................................................................................. 39
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Position Description Importance at OSU
Why Are PDs Needed?
• Records duties and working conditions • Guides the determination for appropriate classifications, compensation and FLSA
status. • Links individual with the department mission • Establishes management’s expectations • Identifies essential functions, providing a framework for performance objectives and
standards • Identifies potential training needs
Processes Affected
• Recruitment/selection • Classification allocation • Performance evaluation • Organizational planning • Labor relations contract administration • Employee training and career development
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Position Description Overview Introduction The position description (PD) is the primary document of personnel administration for the University. It is basic to:
• designing a job • allocating the position to a classification • recruiting for the job • complying with Equal Employment Opportunity Commission (EEOC) regulations • identifying essential job functions required by the Americans with Disabilities Act (ADA) • determining Fair Labor Standards Act (FLSA) status • communicating job duties to an employee • establishing performance standards • completing a performance appraisal • aiding in contract administration • aiding in organizational planning • identifying:
• potential training needs • career development opportunities • health and safety issues
A well-written PD allows the administrative processes of personnel PD provides sufficient clarity. PDs that are unclear, out-of-date or inaccurate negatively affect all aspects of human resource management. An inaccurate or incomplete position description will cause unnecessary delays in establishing and filling positions and may limit management’s operational effectiveness.
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Overall Purpose The fundamental purpose of the PD is to create a narrative snapshot of the work assigned to a position. It should clearly state the tasks and responsibilities that go together to make up a job. It lists those tasks identified by management that are necessary to achieve the goals and mission of the department or work unit. The Writer Management is responsible for developing consistently well-written PDs. It is an integral part of management’s responsibility to define and describe work. Employees are encouraged to participate in the revision/updating of the PD (check applicable contract language) and review and clarify as needed; however, management has the role of primary writer. The review serves to ensure an understanding of the assigned work between management and the employee. Ideally, the first line supervisor writes the PDs for the positions he or she supervises. This allows the person most familiar with the assigned job to examine the work structure of the unit. Once written, management or program staff should review the completed PD for consistency and accuracy. Human Resources (Business Center) staff then reviews the PD for completeness and clarity. Part of the review process includes determination of the most appropriate classification for a new position or ensures that the revised position description conforms to the existing approved class. Human Resources (Business Center) will also decide if the position is excluded from collective bargaining and its FLSA status.
When the reviews are completed, the final description is signed by: the supervisor and the employee (if the position is not vacant).
PDs need to capture the particular job assignment (i.e., complete statements of the specific duties assigned, actual guidelines and how used, examples of typical, actual decisions made and the extent and nature of regular, recurring work contacts) to allow for timely and effective review. At times, PD writers may be tempted to copy or paraphrase class specifications. Unless the class is extremely narrow, these descriptions fail to provide the level of detail needed. While it may appear to save time by quickly paraphrasing a specification, such a practice generally results in processing delays in the establishment of positions, reclassification reviews, or recruitment.
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Position Description Process Flow
1. Ideally, the first line supervisor writes the PDs for the positions he or she supervises. This allows the person most familiar with the assigned job to examine the work structure of the unit.
2. Employees are encouraged to participate in the revision/updating of a PD (check appropriate contract language). The employeeʼs role is to review and clarify as needed. The review serves to ensure an understanding of the assigned work between management and the employee.
3. Once written, management or program staff reviews the completed PD for consistency and accuracy.
4. Human Resources (Business Center) staff then reviews the PD for: o Completeness and clarity. o Appropriate classification for a new position; or ensures that the revised position
description conforms with the existing approved class. o Exclusion from collective bargaining. o FLSA status
5. Once reviews are completed, the final PD is signed by the supervisor and the employee (if the position is not vacant).
First Line Supervisor
Management
Employee
1Human Resources
(Business Center)
First Line Supervisor
Position Description Process Flow
3
2
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1
5
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Writing the Description Introduction Oregon State University has a standard position description (PD) form that is completed online using the Online Position Description and Recruitment System. The information that is input into sections of the PD may be interrelated, yet all is necessary to arrive at a thorough picture of the job. For example, sections Program Description, Position Purpose, and Description of Duties ask for different but related pieces of information about the position. Each of these sections provides a view of the position from the program in which it exists, to a summary of the purpose of the position, to the specific duties assigned. In completing these sections, the writer should take care to provide the specific information asked for in each section. To Begin The task for the writer is to list the primary job duties and to describe for each:
What the Position = records examines searches Does To Whom or What = proceeding patients files Position Does It And What the = to create a to diagnose to retrieve Output/Result Is a permanent his/her historical Result Is record record information
Gather the Facts The supervisor generally possesses the primary source of information for the PD. Secondary sources of data about a position exist in organizational charts, current PDs (in same or other program areas), your Business Center, and the Office of Human Resources. One element of revising a PD is to resolve any contradictions between the work assigned on the PD and the work actually being done. It is also a good time to review assignments for others within a work group to ensure all aspects of work are covered, but not duplicated.
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Keep It Simple Avoid unnecessary use of:
• Multi-syllable words • Overly long sentences • Jargon • Acronyms
Poor Statements Good Statements
Monitors and ensures compliance with Holds stop sign at highway construction vehicular traffic flow to ensure safety construction project to control the flow of all modes of transportation of traffic Positions in/out patients receptive mode Positions patients for radiological studies to allow for MRI, CT, US (e.g., magnetic response imaging,
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procedures Be Specific The PD writer can clarify terminology and descriptions of work by asking a mental follow-up question, “In order to do what?” or “For what purpose?” For example: Poor Statements Good Statements Asks clients questions from a standard Questions clients to decide eligibility form. (specific services), records answers on
eligibility form and sends form on to be processed for acceptance or rejection.
Types letters and reports. Types final letters and reports from rough copy and general instructions; selects the correct format and proofs draft for typing, spelling and format errors. When using acronyms, spell them out (e.g., CTP [Correction Treatment Program] or MLR [Mined Land Reclamation]). If you need help or have questions, contact the Office of Human Resources.
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In summary, if you describe the duties in terms of “what the worker does” rather than “what gets done,” you will find it a lot easier to avoid ambiguous terminology.
Action Words Because of the range of actions they may describe, some additional words that can be ambiguous without further explanatory detail include:
analyzes edits oversees arranges examines participates assesses handles persuades
checks instructs plans communicates interviews processes compiles maintains researches conducts research manipulates reviews coordinates modifies responds decides monitors services determines operates supervises develops organizes works with
Avoid the Passive Voice The passive voice (e.g., is recommended, will be filed, were summarized, should be reported) suggests an action without an agent. When writing position descriptions, use an action verb. This identifies the action taken, to whom or what the action is done and a phrase describing the expected outcome. This clarifies who files what, who recommends what, who summarizes what, and who reports what. Following who does what are the additional details of to whom and for what purpose.
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Be Accurate Don’t overstate or understate. Describe the job as it exists today and not as it may be in six months. Look at the tasks performed by the employee and not at how well the employee does those tasks. It is critical to keep performance and personality out of the job description. Writing an accurate position description is more difficult for positions proposed for establishment. When developing a position description for a job that is not currently in existence, the writer of the position description has an additional task. The writer must think through what work will be done and how it will be done within a program that may not yet exist. This requires additional thought and planning. It is the writer’s responsibility to envision what the job will do and then put that vision into words that describe it on the position description form. It is this very exercise that allows management to define and assign the work and to use resources productively. Writing a complete and accurate position description, especially of a proposed position, is not a quick or easy task. It often takes more than one draft. Allow enough time for thinking through the job, for discussion and guidance from Human Resources staff and for rewriting as needed. A common shortcoming is writing the position description by paraphrasing a particular class specification (often in anticipation of a particular salary range) rather than giving the clearest description of the assigned work. At best, this approach leads to overly general descriptions and, at worst, the position descriptions are fictitious. In any case, a position description based on anything other than the writer’s best understanding of the actual job duties fails to serve its many purposes. Position Description Administration A position description exists for every position whether filled or vacant. Determining the correct classification, proper budgeting and effective recruitment requires an accurate position description. Revise the position description whenever duties/ responsibilities change significantly. As an integral part of position management, other changes such as position number or geographic location must be reflected on the official position description. An existing position description should be reviewed yearly with the employee (a good opportunity exists at the time of a performance evaluation) and initialed to verify that it remains accurate and complete. In the current climate of frequent business and organizational change, review should take place every two to three years. Beyond three years, the accuracy of the position description becomes questionable and needs a complete revision.
Primary Document for Personnel Management The position description (PD) is the primary document of personnel administration for the university. It should provide a verbal “snapshot” of the work assigned, clearly stating the tasks and responsibilities, oversight, decision-making and requirements for the position.
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Completion of Position Description Forms OSU’s “Online Position Description and Recruitment System” provides electronic access to create, reclassify or update PDs, and fill the positions if are new or will soon be vacant. You or someone in your unit has access to this system. Those positions within your unit responsible for preparing PD’s must have an ONID account (see web page: http://onid.oregonstate.edu/) to enter the system. If you need assistance in this process, the following information may be useful. Need Online Assistance? If you need help in accessing and using the “Online Position Description and Recruitment System," a step-by-step tutorial (in Word format) can be downloaded from website: http://oregonstate.edu/admin/hr/sites/default/files/jobs/recruiting-system-user-guide.docx Introduction to the Online Position Description
The “Online Position Description and Recruitment System” provides electronic access to create, reclassify or update a PD, and fill it if it is new or will soon be vacant. Those within your unit or department responsible for inputting and updating PD information within this system must have an ONID account.
1. Go to the Oregon State Central Administrative Resource (OSCAR) web site: https://oscar.oregonstate.edu and click the “Position Actions” link in the left navigational pane.
2. Select “Create or Modify a Position/Position Description” from the page links. 3. The next screen is the User Login. You must enter your ONID user name and password.
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4. The next screen (see below) provides a menu of actions you can use. Position description work will always be a form of Establish, Reclassify, or Update Action. Select the appropriate action. (Actions are explained in detail in the “Online PD/Recruitment System User Guide” (Word format) at website: http://oregonstate.edu/admin/hr/sites/default/files/jobs/recruiting-system-user-guide.docx
Important Components of the Position Description
Position Summary: Describe what the program (in which the position works) does. State how it contributes to the overall success of OSU. Be sure to include information about the size of the program (employees, budget), scope (geographic region, statewide), and who or what the program affects. Briefly summarize why the position exists and its role in reaching program objectives (e.g., supportive, technical, supervisory, program manager). Think in terms of describing a job to a friend.
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Example: This job provides secretarial support for the engineers in the (specific) unit by typing and keeping accurate records. This job directs and monitors the work of technical and professional employees (of the “X” unit) who collect and analyze environmental samples to ensure industry compliance with environmental rules and regulations. Position Duties: Accurately describe the major or most important duties assigned to this position. Be sure the description gives a clear picture of what the employee must do in the position. Do NOT include duties assigned solely for employee development or temporary duties. There should be an easily seen relationship between this section (the description of duties) and the position summary written above. Be specific. Begin each statement with an action verb that describes actual activities, whether physical or mental. Be complete. Assure duty descriptions include what is done, how it is done, to whom or what and for what purpose.
Once duties are described, enter an estimate of the percentage of work time spent doing each duty. The total should be 100%. An updated/revised position description should represent a change in assignment of work or geographic location that is worth noting. If this is a Lead work or Supervisory position, write a clear statement that covers all elements of lead work/supervision performed. This information should correspond with the elements that follow below. Decision Making/Guidelines: List any established guidelines used to do this job (e.g., State or Federal laws or regulations, policies, manuals or desk procedures) and how they are used for the work assigned. Use specific examples of typical decisions made by the employee in this position (e.g., prioritizes work, hires staff, selects and orders equipment, approves benefits) to illustrate the position’s authority. This section should relate the level of responsibility/authority for decision making in relationship to the assigned duties. Example: Budget Authority: If the position has authority to spend or encumber money for staff, supplies or equipment, identify the total biennial budget amount, indicate the expenditure area (e.g., services and supplies, capital outlay, personal services) and describe the source of expenditure authorization (e.g., Federal fund, General fund).
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Lead work/Supervisory Responsibilities: If there are lead work/supervisory duties associated with a position, you are required to address the three categories below describing the level of lead work/supervisory duties performed. The information required includes the:
1. Number of employees this position provides lead work/supervision for. 2. Type of employees in which this position provides lead work/supervision. 3. Percentage of time is spent performing these duties. (This should also be reflected in the Position Duties section.)
Clarification of lead work/supervisory duties is covered in more depth on pages 31-33. Minimum Qualifications: Printed from the Position Code Description Additional Required Qualifications:
Specific qualifications required for this position, beyond those that are stated in the Minimum qualifications. Special Requirements: Identify any special license, certification, registration or permit required by law, rule or regulation for the position. Preferred Qualifications: Additional qualifications that are required for this position which represent skills/experience/education that would enhance the capability to perform the duties described. Scholarly Outcomes
All professorial positions (tenured, tenure-track and fixed term) are required to have scholarly outcomes. Scholarly outcomes are not a position duty. Scholarly outcomes are the product of performing the assigned duties.
For example, the percentages for the assigned duties are listed as 40% teaching, 50% research and 10% service; the scholarly outcomes might be written as:
“50% of the assigned duties are expected to lead to scholarly outcomes, including successful external grants, refereed publications, and peer reviewed presentations.”
In most cases the percentage for scholarly outcomes will equal the research duties. The minimum percentage for scholarly outcomes is 15%.
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Proposed Position Title
Position Details
Safety/Working Conditions
HR Use Only Comments
Supplemental Documentation The organizational chart is a required attachment for all PDs. You may submit an existing chart if it is accurate, up-to-date and provides the required information. The chart should be sent in Word or .pdf format. The following information must be included:
Highlight or clearly designate the subject position; identify at least two levels of supervision above the subject position;
• Identify all other positions directly reporting to the same supervisor; • If this is a “lead work” position, identify the positions for which this position provides lead work and include a brief summary of responsibilities of people who are led by this position; • Identify all positions by classification title and position number.
Additional documents may be required, depending on the type of action submitted. The screen below from the "Online PD/Recruitment System" indicates the types of documents that may be included.
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Requisition Form If you are filling a position, this section will need to be completed; however, it is not part of the Position Description format. Safety/Working Conditions The purpose of this section is to describe specific working conditions that are part of the position’s normal functions. These may be mitigated through training and safe work practices. For example: use of hazardous materials or equipment, high noise levels, working on elevated surfaces, etc. Some positions will need a more detailed analysis of physical and mental requirements to assure compliance with governing regulations such as ADA or Return of Injured Workers. Safety/Working Conditions: This is a new section of the Position Description must be completed for each position description. Some, all or none of the information may apply to a given position.
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Sample Position Descriptions Classified
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Date Employee Signature
Date Supervisor Signature
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Faculty (Unclassified)
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Date Employee Signature
Date Supervisor Signature
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Professional Faculty (Unclassified)
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Date Employee Signature
Date Supervisor Signature
Date Supervisor Signature
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Signatures When the employee starts working for OSU, or when a position description is modified, it is important that the employee and their supervisor sign and date a printed copy of the Position Description. The employee’s signature serves only as an acknowledgment that the employee has read the position description. It does not mean that the employee agrees or disagrees with the description, only that the employee knows the duties assigned to the position. The supervisor, by signing the position description, certifies that the position description contains correct information and describes the duties which management wants this position to do. The signed, original Position Description is filed in the employee’s department/unit personnel file.
Criteria for Exclusion from the Bargaining Unit Managerial Created by the 1995 Legislature, “Managerial employee means an employee of the State or Oregon who possesses authority to formulate and carry-‐out management decisions or who represents management’s interest by taking or effectively recommending discretionary actions that control or implement employer policy, and who has discretion in the performance of these management responsibilities beyond the routine discharge of duties. A managerial employee need not act in a supervisory capacity in relation to other employees.” In testimony before the Legislature, DAS estimated that there are about 200 currently represented positions closely aligned to management that would be affected. DAS assured committee members that the definition was not to include lead workers or the many employees who routinely recommend or formulate process, program or policy improvements as part of a participatory work environment. Some examples given the committee were employees who manage programs and determine budgets, auditors, personnel officers in unrepresented agencies and management trainers. This is a new type of exclusion. The ERB will decide disputes. We do not have any case history to help identify this type of position. Key words in the definition are “authority” and “discretionary action.” As with other changes of positions into management service, discuss potential “managerial employee” exclusions with the Office of Human Resources. Supervisory ORS 243.650(14) “Supervisory employee means any individual having authority in the interest of the employer to hire, transfer, suspend, layoff, recall, promote, discharge, assign, reward or discipline other employees, or having responsibility to direct them, or to adjust their grievances, or effectively recommend such action, if in connection therewith, the exercise of such authority is not of a merely routine or clerical nature, but requires the use of independent judgment. However, exercise of any function of authority enumerated in this subsection shall not necessarily require the conclusion that the individual so exercising that function is a supervisor within the meaning of ORS 240.060, 240.065, 240.080, 240.123, 243.650 to 243.782, 292.055, 341.209, 662.705, 662.715 and 662.785.”
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ERB has determined that there are four primary duties that must be done: authority to effectuate or effectively recommend hire, fire, discipline, and respond to grievances or effectively recommend in those areas. In most instances, a position must perform all primary duties. A track record is not necessary if clear delegation and understanding of duties by the incumbent occur. Supervisory training recommended. (See page 26 of this section for a check list of primary and secondary supervisory duties.) Supervisory duties must be described in the Description of Duties (Section 3) as well as in Supervisory Duties (Section 10) of the official position description. When reviewing a request, be aware of two points. If a position meets the criteria for supervision, it must be placed Unclassified Service. If placing a position in Unclassified Service does not make sense organizationally (e.g., a unit of five positions with two levels of supervision), look again at the assignment of duties and responsibilities.
Supervision Checklist Primary duties:
• Interview, hire, promote or effectively recommend hire or promotion. • Terminate or effectively recommend. • Discipline or effectively recommend discipline, including suspension. • Respond to grievances. • Transfer. • Number of employees directly supervised.
Secondary duties:
Evaluation Training Assignment of work Granting leave Timekeeping Review of work Granting time off Work planning Performance appraisals
Confidential ORS 243.650(6) “Confidential employee means one who assists and acts in a confidential capacity to a person who formulates, determines and effectuates management policies in the area of collective bargaining.” The Employee Relations Board (ERB) has determined that to find favorable for an assistant to a confidential employee, the confidentiality of the person assisted must first be determined. That person must desire, allude and bring about management policies in collective bargaining negotiations. The person to whom the subject position provides assistance must be shown to have a significant role in all three categories of responsibility in the conjunctive. ERB will examine the extent and nature of the assistance rendered by the alleged confidential employee. An assistant to a confidential employee may, for example, type bargaining proposals, copy bargaining proposals, cost bargaining proposals. (See page 27 of this section for a confidential check list.) Confidential duties cannot be assigned prospectively and the employee must have a track record of performing confidential duties. Also, these duties may not be assigned for managerial convenience. If there is already another unclassified position that could do the work, though it requires the rearrangement of duties, the exclusion will not be upheld.
34 The Position Description, Employee Relations, Classification and Compensation, Oregon State University, November 16, 2010 ©.
An employee involved in work that is confidential in the sense that it is personal, deals with personnel or restricted information, is not confidential in the labor relations sense as defined in ORS 243.650(6).
Confidential Checklist Does the primary confidential employee:
• Formulate management policies for collective bargaining negotiations; • Decide management policies for collective bargaining negotiations; and/or • Effect management policies for collective bargaining?
Is there any other employee in this work location designated as confidential? Does the proposed confidential assistant:
• Copy, type or file management negotiation proposals; • Attend management negotiation meetings; • Take notes at management negotiation meetings; • Compute costs to the agency or state of management and union proposals; and/or • Research and make recommendations to primary confidential employee on feasibility of
implementation of management and union proposals?
Has employee done the above duties in prior negotiations? Can someone else do the above duties, even if it requires rearrangement of regular assignments? Is there any other confidential assistant in the work location? If there is an employee/assistant in the work location designated as confidential, review the PD and organizational chart for this position.
FLSA (Fair Labor Standards Act) and Exclusion from Bargaining Unit Human Resources uses two sets of criteria to establish how a position is paid and whether a position is included of excluded from the bargaining unit. The FLSA exemption test is applied on a position, not on a classification basis. The FLSA exemption is based on job content. The salary range alone does not make a position exempt.
35 The Position Description, Employee Relations, Classification and Compensation, Oregon State University, November 16, 2010 ©.
FLSA Flow Chart • From Federal Government • From BOLI (Oregon-Bureau of Labor & Industries)
– Covers child labor – Provides for minimum wage for state and federal – Sets working hours for overtime – Defines non-exempt and exempt including exemption test.
Executive OR
Administrative OR
Professional
NO YES
Non-Exempt (not) Exempt from from overtime overtime
FLSA Guidelines for Exemption: OSU Worksheet Federal minimum Exemption standard for pay State (BOLI) guidelines re: duties Executive $455/wk Primary duty is management of the enterprise or of a customarily recognized department or subdivision, AND the
position customarily and regularly directs the work of two or more other employees (has authority over personnel actions)
Administrative $455/wk Primary duty is office or non-manual work directly related to
management policies or general business operations of the employer or the employer’s customers, AND requires the exercise of discretion and independent judgment
Administrative $455/wk Primary duty is performance of functions in the (Educational administration of a school system, or Institutions) educational establishment or institution, or a department or subdivision, in work directly related to academic instruction or training carried on therein AND requires the exercise of discretion and independent judgment
36 The Position Description, Employee Relations, Classification and Compensation, Oregon State University, November 16, 2010 ©.
FLSA Guidelines for Exemption: OSU Worksheet (cont.) Federal minimum Exemption standard for pay State (BOLI) guidelines re: duties Professional $455/wk * Primary duty is: • Learned: Work requiring advanced knowledge, is in a field
of science or learning customarily acquired by a prolonged course of specialized intellectual instruction; OR
• Creative: Work requiring “invention, imagination, originality or talent” and is a recognized field of artistic or creative endeavor (i.e. actors, musicians, painters, writers); OR
• Teachers: Teaching, tutoring, instructing or lecturing in the activity of imparting knowledge by a person employed and engaged in this activity as a teacher in the educational establishment;
AND the work requires the consistent exercise of discretion
and judgment. * Note: Doctors, Lawyers and Teachers are NOT subject to
salary level or salary basis requirements. Computer $455/wk OR Primary duty consists of: Professional $27.63/hr • The application of systems analysis techniques and
procedures, including consulting with users, to determine hardware/software or system functional specifications; OR
• The design, development, documentation, analysis, creation, testing or modification of computer systems or programs, including prototypes, based on and related to user or system design specifications; OR
• The design, documentation, testing, creation or modification of computer programs related to machine
operating systems; OR • A combination of these duties, the performance of which
requires the same level of skills AND the work requires the consistent exercise of discretion and judgment.
NOTE: Federal minimum standard for pay is actual pay, not pro-rated to a weekly equivalent.
37 The Position Description, Employee Relations, Classification and Compensation, Oregon State University, November 16, 2010 ©.
Determining Classified or Unclassified Determining whether a position is classified or unclassified lies in understanding whether a position is excluded or included in the bargaining unit. Human Resources is mandated by ORS bill to use the following test for determining inclusion or exclusion.
***Position Description***
Test for exclusion from bargaining unit (ORS 243.605 - State)
Managerial
OR
Supervisory
OR
Confidential
OR
Community of Interest (OAR 580-020-0006)
NO YES Classified - Unclassified Represented by Collective Bargaining Agreement
38 The Position Description, Employee Relations, Classification and Compensation, Oregon State University, November 16, 2010 ©.
Rea
son
D
efin
ition
Exam
ples
1)
PE
CB
A -
Supe
rvis
ory
Pos
ition
has
resp
onsi
bilit
y fo
r and
exe
rcis
es in
depe
nden
t
Inte
rvie
w, h
ire, p
rom
ote
or e
ffect
ivel
y re
com
men
d hi
re o
r pro
mot
ion.
ju
dgm
ent i
n th
e su
perv
isio
n of
sta
ff (e
xclu
des
unpa
id in
tern
s,
Term
inat
e or
effe
ctiv
ely
reco
mm
end.
vo
lunt
eers
or s
tude
nts
who
rece
ive
cred
it in
lieu
of w
ages
).
D
isci
plin
e or
effe
ctiv
e re
com
men
d di
scip
line,
incl
udin
g su
spen
sion
.
S
uper
visi
on in
clud
es:
hire
and
trai
n; p
lan,
ass
ign
and
appr
ove
R
espo
nd to
grie
vanc
es.
wor
k; e
stab
lish
perfo
rman
ce g
oals
and
ass
ess
resu
lts th
roug
h
Tran
sfer
.
ev
alua
tion;
dis
cipl
ine
up to
and
incl
udin
g di
smis
sal;
(or
A
ssig
nmen
t of w
ork,
revi
ew o
f wor
k, w
ork
plan
ning
, per
form
ance
ef
fect
ivel
y re
com
men
ding
suc
h ac
tions
).
eval
uatio
n.
1) P
EC
BA
- C
onfid
entia
l P
ositi
on p
rovi
des
subs
tant
ial a
nd e
ffect
ive
assi
stan
ce to
a
C
opy,
type
or f
ile m
anag
emen
t neg
otia
tion
prop
osal
s,
posi
tion
that
form
ulat
es, d
eter
min
es a
nd e
ffect
uate
s
A
ttend
man
agem
ent n
egot
iatio
n m
eetin
gs.
man
agem
ent p
olic
y in
the
area
of c
olle
ctiv
e ba
rgai
ning
. Th
is
Take
not
es a
t man
agem
ent n
egot
iatio
n m
eetin
gs.
may
incl
ude
resp
onsi
bilit
y to
ser
ve a
s a
depa
rtmen
t/uni
t stri
ke
Com
pute
cos
ts to
the
busi
ness
uni
t.
co
ordi
nato
r or s
imila
r fun
ctio
n w
here
ass
igne
d ta
sks
wou
ld
R
esea
rch/
mak
e re
com
men
datio
ns to
prim
ary
conf
iden
tial e
mpl
oyee
.
cr
eate
a c
onfli
ct o
f int
eres
t bet
wee
n th
e su
perv
isor
and
the
Are
ther
e an
y ot
her c
onfid
entia
l ass
ista
nts
in th
e bu
sine
ss u
nit.
unio
n, if
the
posi
tion
wer
e cl
assi
fied.
Has
em
ploy
ee d
one
the
abov
e du
ties
in p
rior n
egot
iatio
ns?
1) P
EC
BA
- M
anag
eria
l P
ositi
on p
osse
sses
aut
horit
y to
form
ulat
e an
d ca
rry
out
D
evel
ops
stra
tegi
c pl
an fo
r uni
t.
m
anag
emen
t dec
isio
ns o
r rep
rese
nts
man
agem
ent’s
inte
rest
s
Pro
vide
s le
ader
ship
in p
lan
impl
emen
tatio
n.
by ta
king
or e
ffect
ivel
y re
com
men
ding
dis
cret
iona
ry a
ctio
ns
In
clud
ing
disc
retio
nary
act
ions
in a
ltern
ativ
e us
e of
reso
urce
s.
th
at c
ontro
l or i
mpl
emen
t em
ploy
er p
olic
y, a
nd w
ho h
ave
P
osse
ss a
utho
rity
to fo
rmul
ate
polic
y.
disc
retio
n in
the
perfo
rman
ce o
f the
se m
anag
emen
t
Rev
iew
and
ass
ess
impa
cts
or im
plic
atio
ns o
f exc
eptio
ns to
pol
icy.
re
spon
sibi
litie
s be
yond
the
rout
ine
disc
harg
e of
dut
ies.
Res
pons
ible
for d
eter
min
atio
n of
exc
eptio
ns.
Dis
cret
ion
in th
e pe
rform
ance
of m
anag
emen
t res
pons
ibili
ties.
OA
R 5
80-0
20-0
006
2
Unc
lass
ified
Ser
vice
S
hare
s a
com
mun
ity o
f int
eres
t with
aca
dem
ic fa
culty
, AN
D
1)
Cha
ncel
lor,
chan
cello
r’s c
abin
et
• in
clud
es a
cade
mic
rese
arch
, pub
lic s
ervi
ce, o
r ins
truct
ion,
2)
Pr
esid
ents
, pre
side
nt’s
cab
inet
OR
3)
Pr
ovos
ts, v
ice
prov
osts
, ass
ocia
te v
ice
prov
osts
, ass
ista
nt v
ice
•
exer
cise
s di
scre
tion
in e
stab
lishi
ng p
olic
y, O
R
prov
osts
•
requ
ires
educ
atio
n an
d tra
inin
g co
mpa
rabl
e to
aca
dem
ic
4)
Vice
pre
side
nts
and
asso
ciat
e vi
ce p
resi
dent
s
facu
lty, O
R
5)
D
eans
and
ass
ocia
te d
eans
•
have
adm
inis
trativ
e de
cisi
on-m
akin
g re
spon
sibi
litie
s be
yond
6)
D
irect
ors
and
asso
ciat
e di
rect
ors
of a
cade
mic
, adm
inis
trat
ive,
offic
e cl
eric
al d
utie
s
serv
ice
units
Publ
ic E
mpl
oyee
Col
lect
ive
Bar
gain
ing
Act
(PEC
BA
) & O
rego
n A
dmin
istr
ativ
e R
ules
(OA
R) U
ncla
ssifi
ed S
ervi
ce: D
efin
ition
s
39 The Position Description, Employee Relations, Classification and Compensation, Oregon State University, November 16, 2010 ©.
Rea
son
D
efin
ition
Exam
ples
2
Unc
lass
ified
Ser
vice
7)
Co
ntro
llers
and
bud
get
offic
ers
(con
t.) •
8)
Reg
istr
ars
and
asso
ciat
e re
gist
rars
9)
Le
gal c
ouns
el a
nd a
ttor
neys
10)
Ath
letic
dire
ctor
s an
d as
soci
ate
athl
etic
dire
ctor
s
11)
Exe
cutiv
e an
d ot
her
spec
ial a
ssis
tant
s to
eac
h of
the
pos
ition
s
li
sted
in n
umbe
rs 1
-10
(abo
ve),
pro
vidi
ng t
hat
the
exec
utiv
e
or
oth
er s
peci
al a
ssis
tant
pos
ition
s ot
herw
ise
mee
t th
e
crite
ria f
or u
ncla
ssifi
ed s
ervi
ce (
stat
ed a
bove
)
12)
Ass
ista
nt v
ice
pres
iden
ts, a
ssis
tant
dea
ns, d
epar
tmen
t he
ads/
cha
irs, a
ssis
tant
dire
ctor
s, m
anag
ers,
ass
ista
nt r
egis
trar
s
w
here
pos
ition
s re
quire
spe
cial
ized
deg
ree/
educ
atio
n an
d
t
rain
ing
13
) L
ibra
rians
, arc
hivi
sts,
and
mus
eum
or
colle
ctio
n cu
rato
rs w
here
pos
ition
s re
quire
spe
cial
ized
deg
ree/
educ
atio
n an
d tr
aini
ng o
r
w
here
res
pons
ibili
ties
incl
ude
acad
emic
res
earc
h or
in
stru
ctio
n bu
t do
es n
ot in
clud
e po
sitio
ns h
avin
g pr
imar
ily
c
leric
al r
espo
nsib
ilitie
s
14)
Adv
isor
s an
d co
unse
lors
, inc
ludi
ng a
cade
mic
, fin
anci
al a
id,
adm
issi
ons,
car
eer,
res
iden
tial l
ife, a
nd a
thle
tic, w
here
p
ositi
ons
requ
ire s
peci
aliz
ed d
egre
e/ed
ucat
ion
and
trai
ning
15)
Ass
ista
nt a
thle
tic d
irect
ors,
ath
letic
coa
ches
, ass
ista
nt a
thle
tic
c
oach
es, a
thle
tic t
rain
ers,
ass
ista
nt a
thle
tic t
rain
ers,
and
ath
letic
elig
ibili
ty a
nd c
ompl
ianc
e of
ficer
s w
here
pos
ition
s
r
equi
re s
peci
aliz
ed d
egre
e/ed
ucat
ion
and
trai
ning
16)
Int
erpr
eter
s
17)
Dev
elop
men
t an
d ad
vanc
emen
t of
ficer
s w
here
pos
ition
s re
quire
spe
cial
ized
deg
ree/
educ
atio
n an
d tr
aini
ng
18
) P
hysi
cian
s, p
sych
olog
ists
, and
clin
ical
cou
nsel
ors
whe
re p
ositi
ons
req
uire
spe
cial
ized
deg
ree/
educ
atio
n an
d tr
aini
ng
19
) G
ener
al m
anag
ers,
dire
ctor
s, p
rodu
cers
and
ann
ounc
ers
of s
tate
rad
io a
nd t
elev
isio
n se
rvic
e
20)
Man
ager
s, d
irect
ors
and
adm
inis
trat
ors
of s
tude
nt a
ffai
rs
f
unct
ions
, whe
re p
ositi
ons
requ
ire s
peci
aliz
ed d
egre
e/
edu
catio
n an
d tr
aini
ng
40 The Position Description, Employee Relations, Classification and Compensation, Oregon State University, November 16, 2010 ©.
Organizational Chart – Sample