+ All Categories
Home > Documents > The Position Description - Office of Human Resources...

The Position Description - Office of Human Resources...

Date post: 18-Mar-2018
Category:
Upload: vokhuong
View: 222 times
Download: 5 times
Share this document with a friend
41
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 OnGoing, Regular Communication & Feedback Performance Appraisal
Transcript
Page 1: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

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  

 

 

Page 2: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

1   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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

Page 3: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

2   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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

   

Page 4: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

3   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.

Page 5: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

4   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.

Page 6: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

5   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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  

3  

1  

5  

Page 7: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

6   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.

Page 8: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

7   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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,

computerized tomography, ultrasound) following doctor’s request and set

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.

Page 9: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

8   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.

Page 10: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

9   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

D

oes

Wha

t To

Who

m

Fo

r Wha

t Pur

pose

/Out

put

How

,Whe

re M

achi

nes,

Ta

sk S

tate

men

t

(A

ctio

n Ve

rb)

(Obj

ect o

f Ver

b)

(A P

rodu

ct o

r Ser

vice

Res

ult)

Eq

uipm

ent,

Tool

s, P

roce

ss

Dra

ws

bloo

d sa

mpl

e fro

m a

nim

al

DR

AW

S

AN

IMA

L, B

LOO

D

To g

et n

eede

d am

ount

of b

lood

A

s di

rect

ed o

r on

basi

s of

us

ing

a sy

ringe

or n

eedl

e pr

ick,

SA

MP

LE

fo

r res

earc

h, te

stin

g, s

urge

ry o

r st

andi

ng in

stru

ctio

ns.

eith

er a

s di

rect

ed o

r bas

ed o

n

tre

atm

ent.

stan

ding

inst

ruct

ions

to g

et

Use

s sy

ringe

or n

eedl

e pr

ick.

ne

eded

am

ount

of b

lood

for

rese

arch

, tes

ting,

sur

gery

or

treat

men

t. P

roof

read

s gr

ante

e’s

appl

icat

ion

P

RO

OFR

EA

DS

G

RA

NTE

E’S

For c

larit

y of

lang

uage

, fo

r cla

rity

of la

ngua

ge,

AP

PLI

CA

TIO

N

ap

prop

riate

sig

natu

res,

ap

prop

riate

sig

natu

res,

com

plet

enes

s of

info

rmat

ion

and

com

plet

enes

s of

info

rmat

ion

figur

es.

and

figur

es.

Tran

spor

ts p

atie

nts

to a

nd fr

om

TR

AN

SP

OR

TS

PA

TIE

NTS

So

patie

nt m

ay re

ceiv

e tre

atm

ent.

Usi

ng w

heel

chai

rs o

r whe

eled

tre

atm

ent u

nits

usi

ng w

heel

-

ca

rria

ge.

chai

rs o

r whe

eled

car

riage

, or

help

s th

em to

wal

k so

pat

ient

m

ay re

ceiv

e tre

atm

ent.

Com

pose

s le

tters

and

mem

os

C

OM

PO

SE

S

LETT

ER

S A

ND

To re

ply

to re

ques

ts fo

r gen

eral

W

hen

cont

ent a

nd fo

rmat

can

to

repl

y to

requ

ests

for g

ener

al

M

EM

OS

info

rmat

ion

and

to a

nsw

er

be b

ased

par

tially

on

prev

ious

in

form

atio

n an

d to

ans

wer

co

mm

unic

atio

ns o

r a ro

utin

e

co

rres

pond

ence

. co

mm

unic

atio

ns o

f a ro

utin

e

na

ture

. na

ture

whe

n co

nten

t and

form

at

can

be b

ased

par

tially

on

prev

ious

cor

resp

onde

nce.

E

valu

ates

writ

ten

and

oral

EV

ALU

ATE

S

INFO

RM

ATI

ON

To m

onito

r pro

gres

s an

d

Fr

om w

ritte

n an

d or

al re

ports

re

ports

from

pro

ject

man

ager

s

pr

iorit

ize

reso

urce

s.

abou

t pro

ject

dat

es, d

eadl

ines

an

d ex

pens

es to

mon

itor

prog

ress

and

prio

ritiz

e

reso

urce

s.

Con

duct

s on

-site

revi

ew o

f

CO

ND

UC

TS

RE

VIE

W

To

det

erm

ine

com

plia

nce

and

O

n-si

te, f

or c

ompl

ianc

e w

ith

agen

cy p

roje

cts

to d

eter

min

e

w

rite

repo

rt of

find

ings

.

st

anda

rds

(fede

ral a

nd s

tate

). co

mpl

ianc

e w

ith fe

dera

l and

st

ate

stan

dard

s an

d w

rites

re

port

of fi

ndin

gs.  

Task

Exa

mpl

es U

sing

Ver

bs  

Page 11: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

10   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.

Page 12: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

11   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.

Page 13: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

12   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.

Page 14: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

13   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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).

Page 15: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

14   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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%.

Page 16: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

15   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.

Page 17: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

16   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.

Page 18: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

17   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Sample Position Descriptions Classified

Page 19: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

18   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Page 20: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

19   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Page 21: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

20   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Page 22: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

21   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Date Employee Signature

Date Supervisor Signature

Page 23: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

22   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Faculty (Unclassified)

Page 24: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

23   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Page 25: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

24   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Page 26: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

25   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Page 27: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

26   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Date Employee Signature

Date Supervisor Signature

Page 28: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

27   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Professional Faculty (Unclassified)

Page 29: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

28   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Page 30: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

29   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Page 31: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

30   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Page 32: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

31   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Date Employee Signature

Date Supervisor Signature

Date Supervisor Signature

Page 33: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

32   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.”      

Page 34: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

33   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

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.      

Page 35: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

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.

Page 36: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

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

Page 37: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

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.

Page 38: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

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

Page 39: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

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  

Page 40: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

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

 

Page 41: The Position Description - Office of Human Resources ...hr.oregonstate.edu/.../position-description-handbook.pdfThe Position Description Part of the Performance Management Cycle !!!

40   The  Position  Description,  Employee  Relations,  Classification  and  Compensation,  Oregon  State  University,  November  16,  2010  ©.  

 

Organizational Chart – Sample


Recommended