JUNE 2014 NOTE: While most of the information contained in this manual is current, outdated items may exist. Until an updated version of this manual is released, please contact Jennifer Winegarner, Classification & Selection Consultant at 651-259-3631/Jennifer.winegarner@state.mn.us with any questions concerning the Job Audit process.
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Job Audit Manual
Fourth Edition, February 2011
ACKNOWLEDGEMENTS
The Fourth Edition of the Job Audit Manual (formerly known as the Job Audits, An Agency Accountability Guide), was revised and updated with the help of the Classification Advisory Team led by, Darlene Hueser, Minnesota Management & Budget -Human Resource Management (MMB-HRM).
The Classification Advisory Team was established in December of 2006 with the following objective and goals.
Team Objective: to provide training on basic job audit/classification process with an introduction into the "art of classification".
Team Goals:
update current classification materials and publish these resources on the web;
develop more resource materials; and
provide annual classification training.
Team Accomplishments:
Second, Third and now Fourth editions of this Job Audit Manual;
Updated edition of “Writing Class Specifications” and an updated Class Specification format;
Classification Basics Training provided to 245 HR professions in 2008 and 2009;
Advanced Classification Training in 2009; and
the joint CAT and HAY training provided to 154 HR professionals and 12 supervisors/managers in 2010.
Current Classification Advisory Team Members:
Russ Havir, Agriculture
Karen Kittel, Revenue
Kristi Streff, Human Rights
Laura Sengil, Human Services
Diane Worms, DEED
Special thanks to the Personnel Representatives from MMB-HRM who reviewed the manual for accuracy and completeness.
The Fourth Edition of Job Audit Manual was revised and updated Feb 2011.
Table of Contents
Section 1 - Understanding Job Audits 5
1.1 Classification Overview 5
1.2 The Information Exchange 7
1.3 Job Audit Overview 9
1.4 Job Audit Process Flow Charts – Delegated and Not Delegated: 15
1.5 Some Advice 18
Section 2 - Conducting Job Audits 19
2.1 Who Can Request a Job Audit? 19
2.2 What is the Job Audit Process? 21
2.3 Properly Documented Job Audit Request 28
2.4 Organization Chart” f C l 29
2.5 Job Audit Request Memo” f C l 30
2.6 Supervisory Questionnaire 31
2.7 Job Audit Cover Sheet 38
2.8 Additional Information Which May Be Required 42
2.9 Hay Process of Job Evaluation 42
2.10 Fair Labor Standards Act (FLSA) 46
2.11 Appeals 52
2.12 Auditor Checklist 55
Appendices 56
A.1 Terms 56
A.2 Allocation Factors 61
A.3 Reallocation/Change in Allocation” f C l 62
A.4 Benchmark Positions 72
A.5 Leadwork 73
A.6 Options 75
A.7 Occupational Categories 77
APPENDIX B – Sample Forms, Formats and Examples 83
B.1 Sample Job Audit Request Forms/Memos 83
B.2.a Position Description Checklist” f C l 97
B.2.b Action Word Definitions” f C l 98
B.3 Sample Job Audit Decision Documentation 104
B.4 Sample Classification Notice (e.g., Job Audit Results) 106
B.5 Sample Letters and Memos 109
APPENDIX C – Bargaining Unit Changes 117
C.1 Administrative Procedure 6 – Bargaining Unit Changes 118
C.2 Delegated Audit Instructions – Labor Relations 124
C.3 Notice of Temporary Unit Assignment 126
C.4 Petition to BMS 127
APPENDIX D - References 129
D.1 MERIT SYSTEM PRINCIPLES 130
D.2 M.S. 43A.07 – Classified Service 130
D.3 M.S. 43A.08 – Unclassified Service 131
D.4 Administrative Procedure 7 – Maintenance of the Classification Plan 133
The purpose of this guide...
is to assist agency human resources staff who conduct job audits to understand and perform their audit responsibilities. It may also be useful for instructing supervisors, managers and employees about the job audit process.
The guide was designed...
to be used by anyone who conducts job audits, regardless of prior experience or training. Those with little experience may use it as a step-by-step guide when first conducting audits; those with more experience may use it as a handy reference or training guide.
The guide was written...
in two parts. Section 1 provides general information about the job audit process, including the responsibilities of the job auditor and a discussion of each of the steps that are followed when performing an audit. Terms which are listed in bold print the first time they are used in Section 1, are defined in Appendix A.1.
Section 2 is a step-by-step guide to conducting a job audit. To use it effectively, you will need an understanding of the information contained in Section 1.
Although this guide may be a useful tool...
job auditors should be aware that it is not the only assistance available to them. Classification analysts in Human Resource Management (HRM) unit of the Department of Minnesota Management & Budget (MMB) are always available to provide training, advice and assistance. Agency staff should contact their MMB –HRM Representative whenever necessary.
When conducting job audits, auditors should keep in mind...
how important sound classification decisions are to both management and employees. Because job classification is the foundation of the human resource management system, it is essential that positions with similar duties be assigned to the same job classification. Accurate position classification promotes equitable salary treatment and effective HR practices in a variety of other areas, including recruitment, selection and training. Sound classification decisions pave the way for effective HR management. Good audits result in sound classification decisions.
Section 1 - Understanding Job Audits
This section describes general principles guiding job audits. If you feel you already have a basic understanding of job audits, turn to Section 2, which is a step-by-step guide to conducting an audit.
Every auditor should know that...
a job audit is conducted to determine the proper classification of a position. The responsibility of the person requesting an audit is to describe the position. The auditor’s responsibility is to make a sound classification decision by determining where the position best fits within the classification structure. The quality of information, analysis and decision making used when conducting an audit is important. When it’s good, it provides a sound basis for decision making in other areas of human resource management. When it’s not, it can result in extra hours spent re-auditing positions, revising class specifications and exams, and dealing with morale problems, labor relations issues and complaints.
