City of Pittsburgh, PA Classification and Compensation Study
City of Pittsburgh, PA Classification and Compensation Study Presentation to Employees Presented by: Linda G. Wishard, CCP, SPHR, SHRM-SCP Vice President, Project Manager Brian Klebba Associate Consultant Doc: 8624047 Copyright 2017 by The Segal Group, Inc. All rights reserved. Todays Agenda About the Study Employee Expectations Job Description Questionnaire 2 Why Are We Doing this Study? The City of Pittsburgh wants to ensure that: 1. Job title structure accurately reflects work performed 2. Employees are in the correct job titles 3. The job descriptions accurately reflect the work performed by employees 4. The compensation is market sensitive The The primary primary goal goal of of this
this project project is is to to ensure ensure that that the the classifications classifications and and the the compensation compensation program program are: are: Accurate Accurate Equitable Equitable Market Market sensitive sensitive 3 Expected Outcomes At the conclusion of this project, the City of Pittsburgh will have:
Updated classification structure and job descriptions that accurately reflect your job responsibilities and required qualifications A market assessment that measures the City of Pittsburghs market position compared to other peer employers Recommendations regarding potential changes to job title assignments and pay grades 4 Understanding the Study This study will cover all positions Study is not intended to decrease salaries Pay increases or reclassifications 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) 5 Project Timeline ANTICIPATED PROJECT TIMELINE IN MONTHS
Step Nov Dec Jan Feb Mar Apr May Step 1: Project Initiation Step 2: Civil Service Review Step 3: Classification Analysis Step 4: Total Compensation Market Assessment Step 5: Recommendations Development Step 6: Implementation Assistance 6 Todays Agenda About the Study Employee Expectations Job Description Questionnaire
7 Job Description Questionnaire (JDQ) Process Employees Complete JDQs What you doyour major duties and responsibilities The skills and abilities needed to do your work The minimum requirements and preferences for the positionexperience, education, certifications Supervisors Review JDQs Provide comments and additions Cannot change employees responses Segal Waters conducts analysis and develops recommendations Analyze JDQ information Recommend job evaluation ratings
Recommend individual job title assignments Updates job descriptions Success is largely dependent upon your p a rt i c i p a t i o n 8 Employee Expectations What Is Expected of Me? 11/2 9 1 1 Complete a Job Description Questionnaire (JDQ) by Wednesday, November 29th 12/1 5 2
2 Supervisors review employees JDQs, provides comments and confirms completeness with their respective Director or designee by Friday, December 15th 12/2 0 3 3 Project Departmental Liaisons to upload completed JDQs to project SharePoint site by Wednesday, December 20th 9
Todays Agenda About the Study Employee Expectations Job Description Questionnaire 10 The JDQ Explained JDQ 11 Cover Page Your Last Name: Your First Name: If multiple employees, list one incumbents name above and all other incumbents title in the field to the right: Your Official Job Title: Your Working Title (if different): Your Department: Your Division within the Dept: Your Union Affiliation (if any) Your Supervisors Name: Your Supervisors Title: Date Prepared: The questionnaire is a fillable form in MS Word.
We encourage you to complete this survey electronically (in Microsoft Word). Please save the file as Job Title,Your last name.Your first name-JDQ.doc 12 Instructions EMPLOYEE INSTRUCTIONS 1. Please read each item carefully and enter your responses. 2. We encourage you to complete this survey electronically (in Microsoft Word). Please save the file as [Job Title,Your last name.Your first name]-JDQ.doc a. 3. 1. For multiple incumbents filling out one form, please title documentation with [Job Title], Multiple Employees-JDQ.doc Make sure to include all incumbents first and last names at the beginning of the form in the Your Name section. Email your completed JDQ to your supervisor no later than Monday, November 29th. SUPERVISOR INSTRUCTIONS Ensure employees complete the JDQ by the deadline.
2. Please review the employees 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 employees responses. Also, do not make any comments regarding the employees performance or personal capabilities. 4. Please complete your review of the questionnaire and send them to your Project Departmental Liaison no later than Friday, December 15th. 5. We encourage you to share your comments with the employee. 13 Your Duties and Responsibilities Basic J ob 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. 14 Instructions Instructions for the Next 8 Pages: In the following section, please list and describe your most important essential job duties and responsibilities. Start with the major duty or responsibility that takes the greatest portion of your time each year. Please describe these major duties as if you were explaining them to a new employee who is not yet familiar with your work or with the City of Pittsburgh. Please do not use abbreviations or acronyms. Indicate about how often you perform each duty (daily, weekly, etc.) and the approximate percent of time you spend on this duty in a typical year. Describe the knowledge, skills, and abilities that you think are needed to perform this duty or responsibility.
15 Your Major Duties and Responsibilities (8 pages) Describe your actual current duties, even if they differ from your job description. The total for all your duties should add up to 100%. Describe the duty or responsibility that takes the greatest portion of your time each year. 1. % of Time 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? 16 Supervisory Responsibilities Do you have formal supervisory responsibilities over any other employees? Choose an item.
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 Public Safety TOTAL List the names and titles of the individuals you supervise. Names Job Titles 17 Minimum Job Requirements Job-Related Work Experience In your opinion, what is the lowest (minimum) level of job-related work experience that should be required of any new employee in this position? List any specific types of experience you think should be required for new employees in your job. For example: Experience resolving past due accounts Years of Job Related Work Experience Years of Experience:
Type of Job Related Work Experience Specific Type of Experience: Level and Type of Education In your opinion, what is the lowest (minimum) level of education that should be required of any new employee in this position? List any specific types of education you think should be required or preferred for new employees in your job. For example: Bachelors degree in Accounting, Finance, or Business Level of Education Education: Type of Education Specific Type of Education: 18 Minimum Job Requirements continued Licenses and Certifications Does your job require you to have a Commercial Drivers License (CDL)? If Yes, which class? If Yes, indicate any special endorsements that are required Check all that apply. Other Professional and Skilled Trade License Requirements needed to perform this work (e.g. CPA, plant operator, distribution)? 19
Discretion and Independent Judgment Does your job involve using discretion and independent judgment? See examples below. Choose an item. Examples of discretion and independent judgment may be: Makes decisions that affect the overall policies of the department or Organization Can depart from standards or division/department protocols without prior approval Forms recommendations regarding changes to departmental policies or standards Participates significantly in the formation of policies for the department Provides consultation or expert advice to the Organizations senior leadership Plans long-term or short-term business objectives Represents the Organization in handling complaints, arbitrating disputes, or resolving grievances Investigates and/or independently resolves matters of significance on behalf of Organization Commits the Organization in matters that have a significant financial impact (such as decisions that bind the Organization to pay for significant purchases) Discretion and independent judgment is NOT: Makes recommendations by collecting facts concerning compliance with standards or regulations
Applies technical knowledge to follow procedures (or to decide which procedures to follow) Determines whether specific regulations or policies have been followed or completed Performs skilled secretarial or administrative assistant work Handles large amounts of cash Tabulates data, conducts research or collects facts and information Makes decisions that do not commit the Organization in matters that have significant financial impact If you checked Yes, give at least two examples of the kinds of decisions or actions that require you to use discretion and independent judgment on the job. 20 Impact of Actions This question measures the potential results that could arise from errors made by someone in your position. 1. Read the descriptions of each level. 2. For the drop-down in the third column of the table, select the level that best describes your current position. A Description An error at this level could lead to minor inconvenience and consequences that may not be obvious outside the work unit. Errors will have little effect on service to the public and may result in limited financial impact or cost. Errors can generally be detected easily by the employee and corrected. Examples: Documents are not filed properly.
An error at this level could cause serious, but short-term consequences involving significant financial impact or cost, reduced service to the public, and/or strong negative public reaction. An error at this level may require intervention from a higher-level manager and could affect others outside of a department. Examples: B Accounts Payable: A duplicate or incorrect payment is made to a vendor, which creates additional work for other Departments to redeposit the check and ensure that all appropriate transactions are processed to correct the payment. All Programs: There is an error in the reporting to Departments that impacts decision making or moving forward with procurement, budget and/or accounting transactions. Central Payroll: Changes to an employees time reported or pay is not made on a timely basis which impacts the employee, the Department Payroll Manager and other central payroll users. 21 Impact of Actions continued An error at this level could cause serious, long-term consequences involving substantial financial costs, significantly reduced service to the public, and/or negative media reaction. These errors affect others outside of a department and may require the intervention of a Director to resolve. Examples: C Accounts Payable: A duplicate payment to a vendor is made and you are unable to recover cost, impacts vendors and departments. Central Payroll: An employee is overpaid, impacting the employee and the department in an effort to recover costs. Accounting/Grants: You make and error in reporting and publish reports without finding the error impacts readers of financial statements An error at this level could lead to extraordinary costs, major litigation, destruction of property, loss of funding, or failure of the department to accomplish a major mission. These errors may require the intervention of the senior executives to resolve, or may not be resolvable. Examples:
D Central Payroll: You do not meet deadlines for making employee payments for collective bargaining or settlement payments, which results in payment of damages or interest to employees over and above what is due. Accounting/Grants example: You do not meet reporting requirements, which results in cut off of funding. Give at least one example of the effect of errors that could be made by someone in your current position. 22 Human Collaboration Please indicate the interaction category that best describes your position from the drop-down in the third column. Human Collaboration Description of Requirement Interaction 1 Work requires regular interaction involving exchange and receipt of information. Interaction 2 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. Interaction 3
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. Interaction 4 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. Interaction 5 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. Titles/Types of People Amount of Interaction (daily, weekly, monthly, yearly) 23 Physical Requirements Please indicate the work 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. 24
Working Conditions Please indicate, in the third column, the condition category that best describes your position. Working Conditions Description of Requirement Condition 1 Positions in this class typically require keyboarding, talking, hearing, seeing, grasping, standing, walking and repetitive motions. Condition 2 Positions in this class typically include Condition 1 requirements, plus stooping, kneeling, crouching, and reaching. Condition 3 Positions in this class include Condition 1 and 2 requirements, plus climbing and balancing. Condition 4 Positions in this class typically include Condition 1, 2, and 3 requirements, plus pushing, pulling and lifting. Condition 5
Incumbents may be subjected to moving mechanical parts, odors, dusts, poor ventilation, chemicals, oils, extreme temperatures, inadequate lighting and intense noises. Condition 6 In addition to Condition 5 exposures, incumbents may be subjected to gases and workspace restrictions. Condition 7 In addition to Condition 5 and 6 exposures, incumbents may be subjected to vibrations, chemicals and oils. 25 Working Conditions continued Exposures Indicate how often your work requires you to be exposed to the following (check all that apply). Exposures Seldom or Never Sometimes Frequently or Often
Individuals who are hostile or irate Individuals with known violent backgrounds Extreme cold (below 32 degrees) Extreme heat (above 100 degrees) Communicable diseases Moving mechanical parts Fumes or airborne particles Toxic or caustic chemicals, substances or waste Loud noises (85+ decibels such as heavy trucks, construction) Other 26 Job Series Differences If your job is part of a series (such as Senior Accountant, Principal Accountant), please tell us what you think is the primary difference between your job and others in the series. 27 Supervisors Review Section To be completed by the immediate supervisor of the individual(s) who completed the questionnaire. Supervisors Name: Supervisors Title: Please review the employees responses and write any comments in the Supervisors 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 employees performance or personal capabilities. Please tell us anything else you think we should know about this position (if anything). Please Please email email the the completed completed questionnaire questionnaire to to your your Project Project Departmental Departmental Liaison Liaison no no later later than than Friday, Friday, December December 15 15thth 28 Project Departmental Liaisons Department / Bureau Departmental Project Liaison City Council Bill Urbanic
City Clerk Brenda Pree Mayor's Office Sheri Rolewski BNE Sheri Rolewski OMB Sheri Rolewski Innovation & Performance Stacy Hill Commission on Human Relations Carlos Torres City Controller Doug Anderson Finance Ed Barca Law Maureen Sommers Ethics Board Linda King OMI Erin Bruni Personnel Janet Manuel City Planning Janice Abate PLI Liz O'Neill Public Safety Administration Claire Mastroberardino EMS
Ron Romano Police Lee Schmidt Fire Maxine Anthony Animal Care & Control Claire Mastroberardino DPW-Administration Marcelle Newman DPW-Operations Marcelle Newman DPW-Environmental Services Marcelle Newman DPW-Facilities Marcelle Newman Parks & Recreation LouAnn Horan Mobility & Infrastructure Jeff Skalican CPRB Beth Pittinger Title Budget Director City Clerk Budget Analyst Budget Analyst Budget Analyst Administration Manager Director
Deputy Controller Assistant Director Paralegal Executive Manager Manager Deputy Director Chief Clerk 1 Personnel & Finance Analyst 1 Business Administrator Deputy Chief Business Administrator Business Administrator Business Administrator Assistant Director Assistant Director Assistant Director Assistant Director Operations & Admin Manager Assistant Director Executive Director Phone 412-255-2147 412-255-2138 412-255-2640 412-255-2640 412-255-2640 412-255-2150 412-255-2600 412-255-2051
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