Work Design and Re-design Utilize Change Management Methodology to align work and resources to

objectives and establish buckets (areas) of work within a department

Outline primary tasks and complexities to be executed to achieve each bucket of work

Estimate approximate annual time and frequency of each task

Determine assignment of tasks to individual positions to create engaging positionso Vertical

o Horizontal

o Diagonal

Review proposed positions for engagemento Skill Variety

o Task Identity

o Task Significance

Work Design and Re-design Complete Position Descriptions

o Responsibilities and percent timeo Determine needed qualifications, experience, skills, competencies

Classify Positionso Identify fit/gap to current job familieso Utilize established classification processo Ensure FLSA complianceo Confirm available resources are sufficient to provide competitive

compensation (pay and benefits)

Identify Areas of WorkUtilizing change management methodology, areas or buckets of work are determined.

Briefly explain each area of work within the department or work group.

1

2

3

4

5

6

Bucket Explanation

Bucket of Work: GIVE THE BUCKET A NAME; use one or more templates per bucket

Task: Done by one position

Shared across multiple positions

Frequency:indicate time frame involved in task completion, such as daily, monthly, quarterly or other frequency during annual calendar

Complexity Preferably list tasks from

lowest to highest complexity Low | Medium | High

Identify Tasks and Complexitywithin Each Identified Bucket of Work

2

1

3

4

5

6

Bucket Explanation

Utilizing change management methodology, areas or buckets of work are determined. Briefly explain each area of work within the department or work group.

Identify Areas of Work

Academic Organizational Development

Administrative Organizational Development

CU Learn

Identify Tasks and Complexitywithin Each Identified Bucket of Work

Bucket of Work: Administrative Organizational Development

Task: Done by one position

Shared across multiple positions

Frequency:indicate time frame involved in task completion, such as daily, monthly, quarterly or other frequency during annual calendar

Complexity Preferably list tasks from

lowest to highest complexity Low | Medium | High

Development of Administrative Leadership Academy

X On-going X

Delivery of Leadership Workshops X On-going X

Continued EnhancementX On-going X X X

External ResearchX On-going X

Compile statistics from courses taught X On-going X

Provide observation on analysis X On-going X

Task Identity: Task Variety: Task Significance:

Degree to which the position requires an employee to perform a complete piece of work; doing a job from beginning to end with a visible outcome

Ex: Bank teller may be responsible for satisfying all the backing needs of a customer rather than specializing only in savings accounts transactions

Degree to which the position requires a variety of activities that involve the use of a number of different skills and talents of employees

Ex: Superintendent of a manufacturing plant has the technical knowledge of the machinery, the skill to supervise others, and the ability to determine plant shutdowns and repairs

Degree to which an individual perceives his/her position has substantial impact on the lives of others and/or organizational mission

Ex. Veterinary technician caring for animal patients has immediate feedback on efforts from patient and animal owner

Positions that are high on skill variety, task identity, and task significance influence the meaningfulness of the work and employee engagement

Position Design Considerations

o Meaningfulness of work

Skill variety

Task identity

Task significance

Autonomy o Responsibility for outcomes of work

Feedback o Knowledge of the results of the work

“Engaged employee”

Highly motivated

High growth satisfaction

High general satisfaction and performance

High work effectiveness

Lower absenteeism and turnover

Creating Position Content: Task Integration

Various approaches to assigning identified tasks within buckets of departmental work:

Horizontal integration: Assigning tasks to a position cutting across buckets or sub-buckets that are roughly at the same level of complexity and requiring the same level of skill, competency and experience to effectively complete. May result in a larger number of positions.

Vertical integration: Assigning tasks to a position usually within a bucket of work ranging from lower to higher complexity that may require a variety of skills, competencies and experience to effectively complete. May reduce overall number of positions while simultaneously creating engaging work.

Diagonal integration: Assigning tasks to a position across buckets of work that are varied in terms of level of complexity that likely require a variety of skills, competencies and experience to effectively complete.

Assigned TasksEducation

Requirements

Skills and Competencies

(note specialized skills or certifications

needed)

Years of Progressively Responsible Experience

NeededJob Family Affinity

Estimated annual hours and % annual time

(For positions proposed as 1.0 FTE: hours per week

times weeks per task per year divided by 1872 hours)

Position Planning Worksheet: Upon completion transfer this information to the Staff Position Description

Position Planning Worksheet: Upon completion transfer this information to the Staff Position Description

Assigned TasksEducation

Requirements

Skills and Competencies

(note specialized skills or certifications

needed)

Years of Progressively Responsible Experience

NeededJob Family Affinity

Estimated annual hours and % annual time

(For positions proposed as 1.0 FTE: hours per week

times weeks per task per year divided by 1872 hours)

Development of Administrative Leadership Academy

Bachelor’s Degree 5 but less than 7 Human Resources20 weekly1040 yearly56%

Delivery of Leadership Workshops (Trainer)

Training, public speaking, facilitation

Human Resources10 hours weekly520 yearly28%

Continued assessment of program outcomes

Human Resources6 hours weekly312 yearly16%

After completing Position Planning Worksheet, navigate through the following steps for position classification:

Staff Position Description (SPD)

The Staff Position Description (SPD) is used by supervisors, staff, and applicants for many purposes including: defining and classifying a position, recruitment, and performance evaluation.

The duties and responsibilities of the position as well as identifying the critical skills and behavioral competencies, level of education and experience needed to achieve top performance. The SPD preparer should use the Staff Position Description template ( doc) and follow the guidelines below:

o Use the least complex language possible. When using initials, acronyms, and/or language specific to the departmental field, ensure that adequate explanation and definition is included.

o When selecting FLSA status and completing the Factor Evaluation Section please double-click the appropriate box and then choose the option "Checked".

Guidelines for completing the staff position description can be found at the following web site: http://www.hr.cornell.edu/managers/compensation/position_descriptions.html

Cornell University Staff Compensation ProgramStaff Position Classification Process

Non-bargaining unit regular staff positions

Band FLSADesignation

Staff Position Description Required

FLSA Status Determination Test

Form Required

Classification and FLSA Clearance

SitePeer Review

RequiredLocal HRO

OHR Comp

A Nonexempt B Nonexempt C Nonexempt D Nonexempt E Nonexempt D Exempt *E Exempt *F Exempt ^G Exempt

H Exempt I Exempt *

This guide is to be used for:

•all regular positions undergoing position creation or change, including position reclassifications affecting a current incumbent; and,•all regular positions being submitted for posting and/or waiver which have not been reviewed for classification and/or FLSA designation by OHR/Compensation Services within the prior five years.

Required documentation and clearance decisions must be retained in the employee’s college/unit personnel file.

*When the exemption determination or classification decision site is OHR/Compensation Services, all required completed forms must be electronically forwarded tocompensation.mailbox@cornell.edu for review and clearance.^ Required only when current incumbent proposed for reclassification from nonexempt to exempt. For especially unique positions and positions whose content is affected by functional change, it is strongly recommended that local HR officers or designees consider at least two peer reviews, one of which may be provided by OHR/Compensation Services

Job Structure and Pay

Cornell pays competitively in relation to the pay for comparable work at comparable employers within demonstrated labor markets. Market competitive pay varies by job family and job classification throughout the 9 pay bands. Individual pay is based on responsibilities, position-related qualifications, experience and performance in concert with college/unit guidelines.

Supervisors should confer with their college/unit HR representative for specific pay data on any job classification and visit Tools for Managers: Classifying Positions, Titles and Salaries.

The Staff Compensation Program is supported through gathering external pay for comparable work within appropriate labor markets. The labor market for a job or group of jobs is the area within which we recruit.

Are Department’s Positions within Budget?Position Band Market Midpoint

at Annual AmountAdd’l Benefit Cost(0 Contract; 34% Endowed)

Total Estimated Annual Compensation Costs(Midpoint plus benefits cost)

Total # of Positions:

Total Pay at Midpoint: Total Benefits Cost: Total Estimated Annual Compensation Costs:

Departmental Resources:

Job Family SummariesAcademic SupportThe Academic Support job family generally consists of work such as, but not limited to: plan, implement and instruct clients on educational programs, prepare, teach and evaluate lesson plans, conduct laboratory research, consult with faculty and investigators to ascertain needs and follow through with designs, modifications or purchases, perform research data collection, prepare verification, analysis and database management and write research reports.

AdministrationThe Administration job family generally consists of work such as, but not limited to: provide administrative support including draft correspondences, set up filing systems and spreadsheets, coordinate and schedule travel plans, assist with budgets and human resource and financial processes, respond to internal and external inquiries regarding policies and procedures, administer and manage business and administrative operations, manage staff, formulate practices and guidelines for department activities and budgets, produce, edit and market educational videotapes and technical productions, deliver strategic development, direction and implementation of all business operations and financial policies, practices and procedures, direct and shape the culture/climate by cultivating and facilitating effective relationships among internal and external constituencies to achieve objectives and other duties that cover sales and marketing, purchasing and government affairs.

Alumni Affairs and DevelopmentThe Alumni Affairs & Development job family generally consists of work such as, but not limited to: implement a variety of alumni programs and events at reunion, homecoming and other on-campus activities, build and strengthen key relationships of significant importance to the university, implement individual giving solicitation programs, represent the university to a variety of constituencies which include alumni, friends, and corporations and foundations, and administer trusts and estates where Cornell is the beneficiary.

AthleticsThe Athletics job family generally consists of work such as, but not limited to: recruit prospective athletes, lead practices, direct team training and skills development, coach student athletes, provide professional physical therapy and rehabilitation treatment to athletes, design, implement and evaluate PE classes and act as liaison with Ivy League and NCAA Officers.

Auxiliary ServicesThe Auxiliary Services job family consists of a variety of support work such as, but not limited to: restaurant support services, stockkeeping, bookstore sales clerk, interact with store customers to answer questions, receive orders and research problems, support theatrical productions, interpreter/transcript services for the classroom, meetings and non-classroom matters, and provide interpreter services for special events.

CommunicationsThe Communication job family generally consists of work such as, but not limited to: provide computer graphics for publication and presentation, prepare classrooms with proper audio/visual equipment, set up and operate video, lighting and computer video editing equipment, write and produce publications and promotional materials, edit broadcasts, educational programs, brochures, monographs, working papers and lectures, develop, produce and direct videotape and radio programs, solicit and evaluate manuscripts and manuscript proposals, and review copies of new books and write press releases.

Job Family SummariesComputers and NetworksThe Computers and Networks (Information Technologies) job family generally consists of work such as, but not limited to: troubleshoot, install hardware and software, diagnose and repair computer problems, perform data and information analysis, install and configure networks, voice, data and video hardware, assist in and/or perform the design, development, modification and/or maintenance of systems software, provide consultation, advising, training, documentation and evaluation regarding info tech systems, products, and services, and advise, teach, and provide guidance and support in the use and selection of systems, products and services.

Finance/Budget/PlanningThe Finance/Budget/Planning job family generally consists of work such as, but not limited to: prepare purchase orders, assist with audits, reconcile accounts, process journal transactions, act as procurement card coordinator, develop and forecast budgets, develop and implement short and long range strategic plans for financial operations, and work that covers financial reporting and analysis, real estate, investments, treasury, institutional planning and research and payroll.

HealthThe Health job family generally consists of occupations such as, but not limited to: nursing, life guarding, nurse practitioners, doctors, counselors, veterinarians, and health educators.

Human ResourcesThe Human Resources job family generally consists of work such as, but not limited to: support local hiring processes and applicant management tracking, deliver HR services through transactional, analytical and/or data manipulation, perform generalist responsibilities including staffing, classification, compensation, training and employee relations, support the delivery of HR programs in areas of supervisory training, performance management and academic HR, develop and implement effective HR administration strategies for the college/unit for staff and faculty in concert with University policy, practice and objectives, design and implement the operation of the college/unit HR office, establish positions and HR service structure, assign responsibilities, direct HR staff in the local HR office, select, manage performance, development and rewards for HR staff, develop and manage HR budget and resource allocations, establish service standards and provide programmatic consultation, analytical support in a functional HR subject matter specialty areas such as Recruitment, Compensation, Labor Relations, Workforce Diversity, Organizational Development, Benefits, etc.

Job Family SummariesLibrary/MuseumThe Library/Museum job family generally consists of work such as, but not limited to: provide reference services, search local and national databases for specialized collections, perform conservation treatments on books, assist with moving art pieces around campus, monitor stack space needs, plan collection moves and shift materials as needed, solve problems related to the circulation of materials, treatment of reserve items, missing items or filing/shelving of specialized materials, responsible for museum education programs, coordinate installation process between curators, artists and prep staff, plan and schedule exhibitions for collections and assist in collection development activities including selection, donor relations, ordering and placement of materials.

Service/FacilitiesThe Service/Facilities job family generally consists of work such as, but not limited to: coordinate with faculty and staff to set up and arrange furniture for special events, responsible for access to buildings and control of keys and security for the building, provide security surveillance and loss prevention of operations, develop drawings and maps using software or hand drawing methods, design and prepare mechanical drawings of machines and machine components, manage construction projects, assist, coordinate, and prepare reviews of cost estimates, specifications, drawings and construction documents for projects related to new construction, repairs or alterations, perform radiation exposure surveys and inspections, monitor compliance with federal, state and University policies, regulations and laws, and oversee construction and renovation of projects, moves, building security and inventory control.

Student ServicesThe Student Services job family generally consists of work such as, but not limited to: provide day to day supervision of live in student resident advisors, establish and maintain a positive community that supports and enhances the educational mission of the University through developmental programs, personal student contacts and foster faculty student interaction, and advise and counsel students regarding admissions, financial aid, etc.

TechnicalThe Technical job family generally consists of work such as, but not limited to: support academic research, prepare research matter for experimentation, provide assistance in manipulating, computing and analyzing data using statistical software to evaluate experimentation, provide training to a laboratory academic section in lab techniques, instruments, methods and procedures, support effective operation of electronic and mechanical technical equipment, evaluate risks associate with materials and systems such as chemicals, radioactive materials, asbestos and injury investigations, conduct environmental health and safety inspections and surveys, troubleshoot, repair, modify various components in a research facility using hand tools, shop tools, chemicals, heavy equipment and high voltage equipment.

Compliance

Fair Labor Standards Act (FLSA)http://www.hr.cornell.edu/policies/nonacademic/labor_standards.html

FLSA Exemption Review: This interactive questionnaire is to be completed for any position recommended for exemption under the Fair Labor Standards Act. http://www.hr.cornell.edu/managers/compensation/administration/flsa.cfm

Band Evaluators: This application provides the skill, effort, responsibility, and working conditions factors that underlie the Job Structure. It is designed for additional support in determining the appropriate band for a position.http://www.hr.cornell.edu/managers/compensation/administration/

Overtime Policyhttp://www.hr.cornell.edu/policies/nonacademic/overtime.html

Compliance

Department restructuring may affect exemptions and FLSA compliance:

o Are non-exempt employees duties being added/re-assigned to currently exempt staff?

May change the balance of exempt vs non-exempt percent time • If non-exempt duties are anticipated at greater than 30% of typical workweek, position should be classified as non-exempt

Departmental managers should work with their HR representative to examine revised and/or created positions for FLSA compliance.

*See FLSA compliance materials for exemption tests and potential penalties for failure to pay overtime pay to employees whose work should be classified as nonexempt.

 Human Resources Consideration Framework for Reductions in Position HoursDRAFT as of 2-2010

BackgroundTo meet operating budget constraints while maintaining programs and facilities, some colleges and units are considering, in select circumstances, ongoing reductions to regular employee schedules1. These may result from operating programs and facilities fewer days per year and/or decreasing staff coverage while maintaining current operating days.   It is not recommended that reductions in hours of appointments be utilized unless such actions will address budget constraints and meet the business goals of the college/unit for the long term. Using reductions as short term business solutions to long term problems contributes to negative employment climate conditions. However, reductions in appointment hours may be viable if the Leading Change Methodology, including the Work Re-Design Toolkit2, have been used to conclude that the reductions represent long term solutions and that workload is truly reduced for affected staff. The framework below provides points for HR leaders to consider when consulting with line managers regarding possible reductions in staff position hours.

1A reduction in hours may be defined in various ways: Reduced hours for a portion of the year (e.g. summer); Reduced hours for the entire year; Zero hours for a portion of the year (short term layoff)

2It is recommended that these tools be used in consultation with the Organizational Effectiveness and Compensation Services departments and/or the HR lead in your college/unit, prior to reaching conclusions about the effectiveness of reductions in appointment hours.

Compliance

Consideration Reference Information OHR Consulting ContactHR Policies Policy 6.12, Separations:

"An increase or decrease of 25 percent or more of a staff member's regularly scheduled hours, or a reduction that results in a position of less than 20 hours per week, is subject to the provisions in this policy. In such cases, the staff member may: • continue in the regular position (20 hrs/wk or more) with changed hours and not be subject to the provisions of this policy; or • enter a layoff period and receive a layoff package in accordance with this policy (see the "Layoff Package" Sections of this document). Note: A change in hours made at the request of a staff member is considered voluntary and is not covered by the provisions of this policy.  "

Considerations: Institutional Approval: Reduced hours proposals of 25% or more must be approved via the

Early Termination/Layoff Proposal Tool in HR Online.

Notice Requirements: There is no requirement in current policy to provide advanced notice to the staff member whose hours are reduced, even by more than 25%. Colleges and units should consider providing some minimal notice, such as 30 days, prior to the effective date of the reduction in hours.

Policy 6.12, Separations, Short Term Layoff section: If the reduction in hours includes reducing the appointment to zero hours for up to 3 months during the year, this policy will apply. This policy requires 30 days advanced notice to the impacted employee(s), absent extenuating circumstances.

Policy 6.9, Time Away From Work, Vacation section: Colleges/units should consider whether they will allow staff to use vacation accruals to offset the loss of pay if hours are reduced. If reductions are covered under the Short Term Layoff policy, staff may request the use of accruals but it is management’s discretion as to whether such requests are granted. If reductions are not covered under the Short Term Layoff policy (because they do not reduce hours down to zero) units planning such reductions should think in advance about how they will respond to requests from staff to use accruals under such circumstances. As far as management requiring the impacted staff member(s) to use accruals during short term layoffs or reductions in hours, there is nothing that addresses this in policy.

Workforce Policy and Labor Relations: Alan Mittman; alm63; 255-6866, Lauran Jacoby; lj14; 255-6894, Barb Siany; bks4; 255-4652

Recruitment and Employment Center

Consideration Reference Information OHR Consulting ContactHR Policies • Policy 6.9, Time Away From Work, Vacation section: Maximums

When considering reduced hours, management should consider the impact on existing staff who may be at or near the maximum for their current appointment and who would end up being over the maximum in a reduced hour appointment. While the employee may carry a balance over their appropriate maximum during the course of the fiscal year, effective June 30, their balance will be reduced to the appropriate maximum. This may result in staff having their balances negatively adjusted. Limited exceptions may be allowed. Policy currently prohibits the payout of excess (i.e. over the max) vacation in cash.

 • Policy 6.9, Time Away From Work , Holiday section

Each university holiday is paid at 1/5 of the non-exempt employee’s standard workweek. Hence, reductions in standard weekly hour

Workforce Policy and Labor Relations:Alan Mittman; alm63; 255-6866, Lauran Jacoby; lj14; 255-6894, Barb Siany; bks4; 255-4652

 Recruitment and Employment Center

Bargaining Unit Contract – UAW

Article 14, Layoff and Recall, section Temporary Employment: defines temporary layoff as 90 calendar days or less; requires one week advance written notice to the employee(s) and the union for layoffs in excess of 30 days; allows senior employees to request temporary layoffs.Article 14, Layoff and Recall, section Temporary Employment Winter Intersession: states “Employees laid off during the winter intersession period in the Department of Campus Life and Statler Hotel may use one day of accrued sick leave during this period as leave with pay.”

Letter of Understanding B, "Job Security," Addresses reduced hours as follows:  "Employees who are indefinitely reduced from full-time to part-time status for “more than ninety (90) days in one contract year shall be eligible to opt for layoff and will be provided the provisions of Article 14, Layoff and Recall." As Part time status is defined in the UAW contract as working from 20 to less than 35 hours per week, changing staff from 39 or 40 hours per week to less than 35 hours per week for more than 90 days may trigger this consideration. Article 35, Hours of Work and Overtime: states that one week advance notice should be given to staff prior to weekly work schedule changes. The actual contract language: "When feasible departments shall give employees at least one (1) week notice prior to weekly work schedule changes or long-term changes in work location."Considerations: Workforce Policy and Labor Relations should be consulted by the college/unit HR rep when reduction in hours for any union-represented staff member is being contemplated (UAW, BTC, IUOE, CWA, SPFPA, CPU)

Workforce Policy and Labor Relations: Alan Mittman; alm63; 255-6866, Lauran Jacoby; lj14; 255-6894, Barb Siany; bks4; 255-4652

Consideration Reference Information OHR Consulting ContactCompensation

Services Ensure Compliance with Fair Labor Standards Act; willful violators may be prosecuted

criminally and fined up to $10,000. A second conviction may result in imprisonment. Employers who willfully or repeatedly violate the minimum wage or overtime pay requirements are subject to civil money penalties of up to $1,100 per violation.

Reductions to scheduled work hours and pay for exempt employees must be handled in compliance with the FLSA. Employers may not make partial week deductions from an exempt employee’s predetermined salary for absences occasioned by the employer or caused by the operating requirements of the business. If an exempt employee performs any work during a workweek, that employee must receive his or her entire salary for that week. However, with reasonable advance notice, an exempt employee may be informed that his/her annual scheduled work hours are being reduced and his/her salary is being reduced accordingly. It is important to ensure a true effort reduction for the exempt employee, considering the tendency towards working remotely via computer, email, blackberries, phones, etc. Expectations should be made clear.

Ensure compliance with New York State exempt minimum weekly salary of $543.75, which is equivalent to $28,275 annually. The $543.75 per week cannot be pro-rated for employees who choose to work less than 12 months but continue to be paid over 12 months. Review resulting job description to ensure it is still exempt.

Ensure any approved reduction in schedule is fully communicated in writing to the affected employee, clearly stating new schedule and associated changes in pay, including the revised anticipated biweekly rate for nonexempt employees, and revised anticipated annual salary for exempt employees.

Shari Constantino; snf3; 4-8354; Kim Swartwout; kao8; 4-8355

HRIS/Records Ensure colleges and units transmit via HR-Online any reduced schedules for transaction to Records Administration to accurately reflect changes in employee’s planned schedules. o For exempt employees, ensure the revised annual compensation rate appropriately

reflects the revised planned work schedule and meets the NYS minimum weekly exempt $543.75 salary.

Records to monitor and report on such changes.

Donna Lawton; dl16; 255-9452

Consideration Reference Information OHR Consulting ContactWorkforce

Diversity and Inclusion

Review possible hours-reductions from a diversity perspective to ensure Cornell avoids any possibility of adverse impact. Currently, this is achieved by review of all proposals to reduce hours by 25% or more through the Early Termination/Layoff Proposal Tool in HR Online.

For proposed reductions of less than 25%, there is no current requirement for review of such cases in the Early Termination/Layoff Proposal Tool.

Marie Garland; mbg78; 255-7006

Unemployment Insurance

Unemployment Insurance - Staff whose hours are reduced may choose to apply for unemployment insurance (UI). Managers should avoid discussion of the possibility of eligibility for UI with staff members, as eligibility is determined by the NYS Department of Labor.

Barb Siany; bks4; 255-4652,

Benefits Consider the impact that reduced hours and therefore reduced pay will have on wage and salary based benefits such as retirement plan contributions

Cornell offers a very comprehensive benefit plan to all faculty and staff who work at least 20 hours per week or the equivalent effort for exempt employees of 50% effort.

Effective July 1, 2009, a faculty or staff member who meets the full-time eligibility requirements for the Cornell Children’s Tuition Scholarship (CCTS), the Educational Degree Program, or the Tuition Assistance program, may subsequently move to less than full time and continue their eligibility for these educational programs while serving in a part time capacity. Completing the full-time length of service requirements must be accomplished before the move to part time status. Combinations of part time service periods to satisfy the service requirements is not sufficient.

Benefits Services; 255-3936

Pay for Performance

Merit Pay Improvement ProgramsStaff are periodically eligible for base pay increases as indicated by demonstrated individual performance during the timeframe of a University Pay Improvement Program. Colleges and units provide department managers with guidelines for each pay improvement program.

Position EnhancementWhen individual performance accomplishment, competencies and departmental objectives result in a substantial increase in the complexity or breadth of a staff member’s responsibilities within his/her current university job title classification, a base pay increase should be awarded to the staff member.

PromotionsoReclassification:  Staff pay is reviewed for potential increase to base pay when the requirements for the occupied position change so significantly that the position is reclassified to a University Job Title in an upper band. oSelection:  When a staff member’s competencies and previous performance result in being selected for a position classified in an upper band, base pay is reviewed for potential increase. oOne-band promotions are accompanied by review for potential pay increase.

Variable PayAwards that are not added to base pay may provide further incentives for staff to take extraordinary initiative to enhance their productivity in support of organizational objectives in areas such as:

o improving processes and/or results o enhancing customer satisfaction

o formulating and implementing new products or protocols o providing innovation and cost-savings to operational methods

o performing, at management’s approval, at a significantly higher level of complexity for a specified period of time due to workload demand or similar circumstance.

Position Diagnostic ChecklistThis position provides:(check the box which best fits the position)

ample variety opportunity to complete the work started significance to others by how well the work is performed

ability to own to conduct own work

immediate feedback

many interesting projects

ability to talk with customers/clients/end users

ability to influence decisions that significantly affect the organization

foundation for self direction and flexibility of work hours

open communication with supervisor and recognition from supervisor

opportunity to use many new technologies

an understanding of how it relates to the mission

affects day-to-day departmental, college/unit/university success

independence from the supervisor in performing work

feedback from co-workers about performance