Transcript Slide 1

Maryland Judiciary
CLASSIFICATION AND COMPENSATION STUDY
August 2014
Today’s Agenda
 Study Overview
 Classification Analysis Process
 Discussion
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Why are we doing this study?
Maryland Judiciary wants to:
1. Measure the market competitiveness of the Judiciary’s pay and
benefits programs
2. Evaluate the classification structure and job descriptions
3. Recommend changes to compensation programs designed to
enhance the Judiciary’s ability to recruit and retain staff
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Expected Outcomes
At the conclusion of this project, the Judiciary will
have:
 Updated classification structure that
accurately reflects your job
responsibilities and required
qualifications
 A market assessment that measures
the Judiciary’s market position compared
to other court systems and local area
public and private employers
 Recommendations regarding potential
changes to pay structures and salary ranges
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Common Concerns About the Study
 There will be no decrease in
salaries
 Pay increases or
reclassifications may be
considered, but are not
guaranteed
 No jobs, positions, or
personnel will be eliminated
as a result of this study
This is not about…
 How well people are doing in their work (job performance)
 How many people are required to do a particular job (staffing levels)
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Project Timeline
Project Step
Aug
Sept
Oct
Nov
Dec
Jan
Feb
March
to July
Market Assessment
Job Classification Analysis
Recommendations Development
Finalize plans and present
requests to the General Assembly
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Today’s Agenda
 Study Overview
 Classification Analysis Process
‒ Position Description Questionnaire (by employee/position)
‒ Manager Questionnaire (by classification title)
 Discussion
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Job Analysis Process
Employees
complete PDQs
Supervisors review
Each Employee’s
PDQ
 What you do—your major
duties and responsibilities
 Provide comments and
additions
 The skills and abilities
needed to do your work
 Can’t change employee’s
responses
 The minimum requirements
and preferences for the
position—experience,
education, certifications
Senior Managers
complete “Manager
Questionnaires”
 Separate questionnaire
 Completed by (mostly) District
Court Division Chiefs and Circuit
Court Managers
 Focused on the class title (not
individual position/person)
 Factor levels and ratings used to
align jobs for internal equity
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Job Analysis Process
Important Deadlines
1
Employee
complete PDQs
and send to
Supervisors by
Friday,
September 19
2
Supervisors
review and send
completed PDQs
to HR by
Tuesday,
September 30
3
Manager
Questionnaires
due to HR by
Tuesday,
September 30
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The PDQ Explained
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PDQ Cover Page
Your Name:
Your Official Job Title:
Your Working Title (if different):
Your Pin #
Work Location (city):
Court/Office Type:
Department:
Division/Unit within the Department:
Your Supervisor’s Name:
Your Supervisor’s Title:
Date Prepared:
The questionnaire is a fillable form in MS Word.
Save the file as “PDQ-[Job Title-Your last name-Your first name].doc”
For example, if your name is John Doe and your job title is Courtroom Clerk,
save the file as PDQ-Courtroom Clerk.Doe.John.docx.
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PDQ Table of Contents
Section
Page
Instructions ....................................................................................................... 1
Your Duties and Responsibilities ................................................................... 2
Basic Job Summary ..................................................................................... 2
Essential Duties and Responsibilities .......................................................... 3
Supervisory Responsibilities .......................................................................... 11
Employee Supervision ................................................................................. 11
Contractor Supervision ................................................................................ 12
Minimum Job Requirements ........................................................................... 13
Physical Requirements .................................................................................... 14
Working Conditions ......................................................................................... 15
Supervisor’s Review Section .......................................................................... 16
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PDQ Instructions
EMPLOYEE INSTRUCTIONS
1.
Please read each item carefully and enter your responses.
2.
Save the file as “PDQ-[Job title,your last name.your first name].docx”.
For example, if your name is John Doe and your job title is Courtroom Clerk, save the
file as PDQ-Courtroom Clerk.Doe.John.docx.
3.
Email your completed PDQ to your supervisor no later than Friday September 19.
SUPERVISOR INSTRUCTIONS
1.
Ensure employees complete the PDQ by the deadline.
2.
Please review the employee’s answers to each question. Employee responses
should reflect their current major tasks, not anticipated changes. Write your
comments in the Supervisor Comment box provided in each section and/or use the
pages provided at the end of the questionnaire.
3.
Please do not edit or change the employee’s responses. Also, do not make any
comments regarding the employee’s performance or personal capabilities.
4.
Email the completed questionnaire to [email protected] no later than
Tuesday September 30.
5.
We encourage you to share your comments with the employee.
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PDQ
Basic Job Summary
Your Duties and Responsibilities
Basic Job Summary
Briefly describe the basic purpose of your job. This job summary should be two or three
sentences that describe the primary responsibility and purpose of the position. The next
section provides the opportunity to describe each duty and responsibility in more detail.
This job description is not intended to be an exhaustive list of all duties, responsibilities
or qualifications associated with the job.
Example: To receive and process incoming invoices in an efficient and timely manner. To assist vendors
with billing questions and issues.
SUPERVISOR COMMENTS (if you have any)
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PDQ
Essential Duties and Responsibilities
Essential Duties and Responsibilities
Describe your actual current duties, even if they differ from your job description.
Describe the duty or responsibility that takes the greatest portion of your time each year.
1.
Approximate Frequency (check one)
Daily (or almost daily)
Semi-Annually (about 2x a year)
Weekly (or almost weekly)
Annually or less often
Monthly (or almost monthly)
Other
In your opinion, what knowledge, skills, and abilities are needed to perform this work?
SUPERVISOR COMMENTS (if you have any)
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PDQ
Supervisory Responsibilities
Employee Supervision
Do you have formal supervisory responsibilities over any other employees?
(You have formal supervisory responsibilities if you are responsible for signing performance reviews.)
Yes
No
If Yes, indicate how many positions you supervise in each category (include both
filled and vacant positions).
Employee Types
# of Positions
Labor, Maintenance, or Trades
Office Support or Para-professional
Professional or Technical
Supervisors or Managers
TOTAL
List the names and titles of the individuals you supervise.
Names
Job Titles
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PDQ
Supervisory Responsibilities
Contractor Supervision
Are you responsible for overseeing the work of contractors working
onsite at the Maryland Judiciary?
Yes
No
If Yes, indicate the contractors’ names and the type of work the contactors
perform.
Contractor Names
Type of Work
SUPERVISOR COMMENTS (if you have any)
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PDQ
Minimum Job Requirements
What education, experience, certifications, and licenses do you think should be
required – at a minimum – for new employees in this job?
What education, experience, certifications, and licensing do you think should be
preferred for new employees in this job?
Minimum Requirements (candidates should not be considered for the position
without at least the following)
Education:
Experience:
Certifications/Licenses:
Preferred Background/Qualifications
Education:
Experience:
Certifications/Licenses:
SUPERVISOR COMMENTS (if you have any)
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PDQ
Physical Requirements
Please indicate the category that best describes your position.
Physical
Demands
Description
Sedentary
Work
Exerting up to 10 pounds of force occasionally, a
negligible amount of force frequently, and/or or
constantly having to lift, carry, push, pull or otherwise
move objects, including the human body. Sedentary
work involves sitting most of the time. Jobs are
sedentary if walking and standing are required only
occasionally and all other sedentary criteria are met.
Light Work
Exerting up to 20 pounds of force occasionally, up to
10 pounds of force frequently, and/or a negligible
amount of force constantly having to move objects. If
the use of arm and/or leg controls requires exertion of
forces greater than that for the Sedentary Work
category and the worker sits most of the time, the job
is rated Light Work.
Medium
Work
Exerting up to 50 pounds of force occasionally, up to
20 pounds of force frequently, and/or up to 20 pounds
of force constantly having to move objects.
Heavy Work
Exerting up to 100 pounds of force occasionally, up to
50 pounds of force frequently, and/or up to 20 pounds
of force constantly having to move objects.
Please
Select
One:
SUPERVISOR COMMENTS (if you have any)
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PDQ
Working Conditions
Indicate how often your work requires you to be in the following types of
environments.
Work Environment/Locations
Seldom or
Never
Sometimes
Frequently
or Often
Office or similar indoor environment
Outdoor environment
In the community (homes, businesses, etc)
Warehouse environment
Shop environment
Travel
Other
Indicate how often your work requires you to be exposed to the following.
Exposures
Seldom or
Never
Sometimes
Frequently
or Often
Individuals who are rude or irate
Individuals with known violent backgrounds
Extreme cold (below 32 degrees)
Extreme heat (above 100 degrees)
Moving mechanical parts
Risk of electrical shock
Fumes or airborne particles
Toxic or caustic chemicals or substances
Other
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PDQ
Supervisor’s Review Section
To be completed by the immediate supervisor of the individual(s) who
completed the questionnaire.
Supervisor’s Name:
Supervisor’s Title:
1. What do you think is the most appropriate job title for this position?
If you think the current title is the most appropriate, enter “same as current.”
If this questionnaire includes responses from multiple employees, indicate the
title that you think is appropriate for each individual position.
2. Please review the employee’s responses and write any comments in the
“Supervisor’s Comments” section on each page.
We encourage you to share your responses with the employee; however,
please do not change anything that the employee has written. Also, please do
not make any comments regarding the employee’s performance or personal
capabilities.
3. Please tell us anything else you think we should know about this
position.
Make sure file name is “PDQ-[Job Title-Employee’s Last name-Employee’s First
name].doc”. Email the completed questionnaire to [email protected] no later than
Tuesday September 30, 2014.
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The Manager Questionnaire Explained
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Manger Questionnaire
Cover Page
Your Name:
Your Job Title:
Your Court/Office Type
Department
Division/Unit within Dept
Job Title Being Evaluated
The questionnaire is a fillable form in MS Word.
Complete one questionnaire for each job title in your organizational unit.
Save each file as “MQ-[Job Title-Your Last Name].doc”. For example, if
your name is Susan Smith and the job title you are evaluating is Courtroom
Clerk, save the file as MQ-Courtroom Clerk.Smith.docx.
Email completed questionnaires to [email protected] no later
than Tuesday September 30, 2014.
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Job Factors
This questionnaire asks you to rate each job classification title for
each of the following standardized Job Factors.
 Formal Education (minimum requirements)
 Experience (minimum requirements)
 Management & Supervision
 Interpersonal/Communication Skills
 Freedom to Act and Impact of Action
 Technical Skill
 Fiscal Responsibility
 Working Conditions
For each factor, select the one level that best describes what is
required by the job or is descriptive of the job.
Think about what the job requires most of the time and under normal
circumstances, assuming the job is performed in a competent manner.
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Manger Questionnaire
Formal Education
Formal Education
This factor measures the minimum formalized training or education that is required for entry
into the position. Select the one level that best describes what is required by the job’s duties
and responsibilities.
FORMAL EDUCATION – Minimum for Entry
1
2
3
4
5
6
Work requires the ability to read and understand written instructions, to understand
simple processes and the routine operation of machines. Level of knowledge is
equivalent to less than high school or equivalency.
Work requires knowledge necessary to understand basic operational, technical, or
office processes. Level of knowledge equivalent to four years of high school or
equivalency.
Work requires knowledge of a specific vocational, administrative, or technical nature
that may be obtained with six-months/one year of advanced study or training past the
high school equivalency. Community college, vocational, business, technical or
correspondence schools are likely sources. Appropriate certification may be awarded
upon satisfactory completion of advanced study or training.
Work requires knowledge of a specific vocational, administrative, or technical nature
which may be obtained with a two year associate's degree, diploma or equivalent from
a college, technical, business, vocational, or correspondence school. Appropriate
certification may be awarded upon satisfactory completion of advanced study or
training.
Work requires broad knowledge in a general professional or technical field. Knowledge
is normally acquired through four years of college resulting in a Bachelor's degree or
equivalent.
Work requires specialized knowledge in a professional or technical field. Work requires
professional level of knowledge of a discipline equivalent to that which is acquired in a
Masters degree-level of study or appropriate certification, Professional Engineer, Law
Degree, Certified Public Accountant.
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Manager Questionnaire
Experience
Work Experience
This factor measures the minimum level of work experience required for entry into the
position, given the minimum education selected in the prior question. Select the one level that
best describes what is required by the job.
WORK EXPERIENCE – Minimum for Entry
1
No experience required
2
Under and including one year (≤ 1 year)
3
Over one year up to and including three years (1 ≤ 3 years)
4
Over three years up to and including five years (3 ≤ 5 years)
5
Over five years up to and including seven years (5 ≤ 7 years)
6
Over seven years up to and including nine years (7 ≤ 9 years)
7
Over nine years of experience
Note: This factor measures minimum requirements, not preferences.
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Manager Questionnaire
Management & Supervision
Management & Supervision
This factor measures the supervisory or managerial role of the job.
Nature of Supervision
Check the one box that best describes the job.
1
Job has no responsibility for the direction or supervision of
others.
2
Work requires the occasional direction of helpers, assistants,
seasonal employees, interns, or temporary employees.
3
Work requires functioning as a lead worker performing
essentially the same work as those directed, and includes
overseeing work quality, training, instructing, and scheduling
work.
4
Work requires supervising and monitoring performance for a
regular group of employees or department including providing
input on hiring/disciplinary actions and work objectives/
effectiveness, performance evaluations, and realigning work as
needed. A first line supervisor typically performs these functions.
5
Work requires managing and monitoring work performance of
a division including evaluating program/work objectives and
effectiveness, establishing broad organizational goals and
realigning work and staffing assignments for the department.
Degree of Complexity of
Work Performed by Those
Being Supervised
Semicomplex
Complex
n/a
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Manager Questionnaire
Management & Supervision
If this position serves as a lead for OR has direct supervisory responsibility, list job titles and
number of positions that this classification typically has responsibility over.
Type of Positions
Job Titles
Typical # of
Positions
Regular Full-Time Exempt
Regular Full-Time Non-Exempt
Regular Part-Time
Part-time, Seasonal or Temporary
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Manager Questionnaire
Interpersonal/Communication Skills
Interpersonal/Communication Skills
This factor measures the job requirements of personal interaction with others outside direct
reporting relationships as well as the impact the job has on organizational, departmental or
unit objectives, the output of services, or employee or customer satisfaction.
Level of Interpersonal/Communication Skills
Check the one box that best describes the job.
1
2
3
4
5
Likely Impact
on the Organization
Moderate
High
Work requires regular interaction involving exchange and receipt of
information.
Work may require providing advice to others outside direct reporting
relationships on specific problems or general policies. Contacts may require
the consideration of different points of view to reach agreement. Elements of
persuasion may be necessary to gain cooperation and acceptance of ideas.
Interactions may result in decisions regarding implementation of policies.
Contact may involve support of controversial positions or the negotiation of
sensitive issues or important presentations. Contacts may involve stressful,
negative interactions with the public requiring high levels of tact and the ability
to respond to aggressive interpersonal interactions.
Interactions and communications may result in recommendations regarding
policy development and implementation. May also evaluate customer
satisfaction, develop cooperative associations, and utilize resources to
continuously improve customer satisfaction.
Communications and discussions may result in decisions regarding policy
development and implementation. Interaction with others outside the
organization requires exercising participative management skills that support
team efforts and quality processes.
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Manager Questionnaire
Freedom to Act
Freedom to Act and Impact of Action
This two-dimensional factor considers:
1. The extent the job incumbent is free to act in the absence of supervision or standard operating policies or
procedures; and
2. The degree to which achieving or mishandling of the situation by the job incumbent could affect financial,
public, or employee relations aspects of the organization.
Freedom to Act
1
2
3
4
5
Impact of Action
Moderate
Significant
Receives Immediate Direction
The employee normally performs the duty assignment after receiving detailed instructions as to
methods, procedures, and desired end results with little room for deviation. The immediate
supervisor may, at times, provide close and constant review.
Receives Direction
The employee normally performs the duty assignment after receiving general instructions as to
methods, procedures, and desired end results. There is some opportunity for discretion when
making selections among a few, easily identifiable choices. The assignment is usually
reviewed upon completion.
Receives General Direction
The employee normally performs the job by following established standard operating procedures
and/or policies. There is a choice of the appropriate procedure or policy to apply to duties.
Performance reviewed periodically.
Receives Limited Direction
The employee normally performs the duty assignment according to his or her own judgment,
requesting supervisory assistance only when necessary. Special projects are managed with
little oversight and assignments may be reviewed upon completion. Performance reviewed
periodically.
Receives Administrative Direction
The employee normally performs the duty assignments within broad parameters defined by
general organizational requirements and accepted practices. End results determine
effectiveness of job performance.
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Manager Questionnaire
Technical Skills
Technical Skill
This factor measures the technical job difficulty in terms of the application of the technical skill
required by the job. It measures job requirements of complex factors, legislative issues,
analysis, and problem solving. The work is performed using technical skills learned either on
the job or in an educational setting.
Application of Skill
Level of Technical Skill Requirements
Standard
1
Standardized Skill Requirements: Work requires the use of standard
technical skills appropriate to the work environment of the organization.
2
Skilled in a Technical Field: Work requires a comprehensive, practical
knowledge of a technical field with use of analytical judgment and
decision-making abilities appropriate to the work environment of the
organization.
3
Advanced Skills and Knowledge: Work requires advanced skills and
knowledge in approaches and systems, which affect the design and
implementation of major programs and/or processes organization-wide.
Independent judgment and decision-making abilities are necessary to
apply technical skills effectively.
Advanced
Comprehensive
Standard: Work product primarily affects unit processes
Advanced: Affects accuracy of multiple projects
Comprehensive: Consequences of work affect large groups as well as the customer-base at large
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Manager Questionnaire
Fiscal Responsibility
Fiscal Responsibility
This factor measures the accountability and participation, if any, as it relates to the fiscal
accountability for one’s department or assigned area(s) of responsibility.
FISCAL RESPONSIBILITY
1
Position has no fiscal responsibility.
Position has limited fiscal responsibility.
2
May assist in the collection of data in support of recommendations for
departmental budget allocations. May monitor division or program/project
level budget and expenditures.
Position has moderate fiscal responsibility.
3
May be responsible for the billing, collection and/or accounting of funds. May
be responsible for the handling and balancing of cash.
Position has major fiscal responsibility.
4
Is responsible for department-wide financial decisions. Assures that
appropriate linkages exist between budget requests and departmental goals
and objectives. Monitors budget plan, and adjusts as necessary.
Position has agency-wide fiscal responsibility.
5
Assures that appropriate linkages exist between agency-wide budget,
funding limitations and services levels, to meet specific departmental and
organizational goals. Monitors progress toward fiscal objectives and adjusts
plans as necessary to reach them. Prepares financial statements and
budget reports.
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Manager Questionnaire
Working Conditions
Working Conditions
This factor measures the surroundings or physical conditions under which the work must be
performed, to the extent to which they make the position disagreeable. Where working
conditions vary with specified work assignments the degree selected must represent the
average of all the conditions encountered.
Physical Effort
Work Environment
1
2
3
Little
Physical effort is
required.
Occasional
Physical effort is
required.
Frequent
Physical effort
is required.
Good: Relatively free from unpleasant environmental conditions
or hazards.
Office environment.
Satisfactory: Occasional exposure to unpleasant environmental
conditions and/or hazards. Occasional outside work.
Disagreeable: Frequent exposure to unpleasant environmental
conditions and/or hazards. Majority of work performed outside or
with exposure to risk.
Save each file as “MQ-[Job Title-Your Last Name].doc”. For example, if your name is Susan
Smith and the job title you are evaluating is Courtroom Clerk, save the file as MQ-Courtroom
Clerk.Smith.docx.
Email completed questionnaires to [email protected] no later than Tuesday September
30, 2014.
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Today’s Agenda
 Study Overview
 Classification Analysis Process
 Discussion
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Further Questions
DOC# 8027366
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