What is job classification?
Job classification is a system of identifying and describing the different kinds of work in an organization and of grouping similar positions under common classification titles. It identifies differences and similarities in kinds of work, degrees of difficulty, and responsibility of duties among positions.
Classification systems are based on evaluation of job content, rather than on individual qualifications or how well an incumbent employee can perform the duties of a job. Job content means the kind and level of work assigned to a position. Evaluation of job content includes:
position purpose (why does the job exist?)
types of duties performed
knowledge, skills and abilities required to perform the duties
consequence of error
degree of autonomy or authority
complexity of decision-making
dimensions – staff and budget
scope of the job – broad or narrow
Why we classify jobs.
Job classification is a system of comparing jobs for the purpose of identifying positions and grouping them into classes. We use a classification system for 3 main reasons:
It gives us a consistent method for comparing similar and different jobs in order to compensate employees fairly.
It gives us useful information for the selection process.
It serves as a framework for bargaining units. Similar job classes form occupational groupings for negotiating with management on the terms and conditions of employment.
Smart Staffing, January 1990
Why have a job classification system?
A job classification system is a key factor in many employment procedures. A job classification system is a foundation of the personnel system, organizational structure, and overall management. It is an essential element in all of the following:
recruitment, selection and placement
advancement, mobility and layoff
performance standards and appraisal
planning and organization
affirmative action goal and structure
bargaining unit determinations
How is job classification accomplished?
Job classification is accomplished through review of individual position descriptions, classification studies, and the Hay method of job evaluations.
What are the MMB-HRM and Agency roles in job classification?
MMB-HRM: To maintain a statewide job classification plan and system in order to insure that positions are properly classified according to their type and level of responsibility. To audit and conduct studies of position (s) or delegate job classification authority to agencies.
Agencies without Delegated Classification Authority: To monitor and maintain the classification system in the agency by recommending to MMB-HRM appropriate classifications for positions
Agencies with Delegated Classification Authority: To maintain an agency job classification system within the provisions of delegated authority so that positions are properly classified.
1.2 THE INFORMATION EXCHANGE
To make sound classification determinations, you need the right information.
To get it, you have to communicate specifically what information you need. Sounds easy enough, but...
“Communicating information about the job audit process is an ongoing responsibility of the job auditor.”
Just when you think everyone understands the process completely, new people enter the scene, or people who haven’t been involved for a while don’t remember what’s needed or changes occur in the audit process, or... well, you get the point.
This can be a frustrating part of the auditor’s job, but finding new and better ways of communicating information about the audit process can also be challenging. In any case, the more job audit requesters know and understand about the process, the better information they will provide in their requests.
Before communicating anything, you need to know with whom to communicate. Who requests job audits in your agency? Supervisors are probably the most frequent requesters, but they may assign a lead worker or someone else to prepare requests for them. Employees may also request audits of the positions they occupy and may be asked to write position descriptions. Therefore, they should be provided information and training as well.
It is best to use both oral and written methods of communication, since people learn in different ways. Maintaining a library of handouts on audit topics can be a busy auditor’s best ally to quickly provide accurate and consistent information to all those who need it.
Materials included with this guide include examples of information you may want to have in your job audit library. Feel free to use them as they are, or to revise them to better meet the needs of your agency. Although you may want to create some of your own handouts, before doing so, it is always advisable to check with other agencies to determine what may already be available.
Whatever you do, keep in mind that to receive the information you need, you must effectively communicate what you need.
If you’ve never conducted a job audit or you know little about how it’s done, you may be asking what information needs to be included with a job audit request. You’ll want to distinguish between what paper work you need and what information you need. All job audit requests require the following paper work:
a Job Audit Request memo explaining the request;
a position description; and
an organization chart.
If the classification requested is in the supervisory bargaining unit, a “Supervisory Questionnaire” should also be provided. [See Section 2.6: Supervisory Questionnaire]
Job Audit Request memo [See also Appendix B.1: Job Audit Request Memos/Forms]
At a minimum, the cover memo should tell what is being requested, why it is being requested and who to contact for more information. Other information to include depends on a number of factors, such as whether the position to be reviewed is filled or vacant, classified or unclassified, limited or unlimited.
The back of the position description form [See also Appendix B.2 Instructions for Completing Position Description] gives a brief explanation of the information that should be included on it. If your agency is not using the printed form, but is using a computer generated version instead, you will need to provide information about how the form should be completed.
An organization chart should include how the work unit where the position is located is organized. That is, it should show who reports to whom. It should include the correct classification title, not working title, of each position in the work unit and the name of the incumbent, if the position is filled, or the position number, if it is vacant. If the position you are reviewing heads the work unit, the organization chart should include the above information for the position it reports to and any other positions which report to that position.
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