JOB AUDIT PROCESS FLOW CHARTS – DELEGATED AND NOT DELEGATED
Figure 3: Audit Decision Tree
2.2 WHAT IS THE JOB AUDIT PROCESS?
The job audit process is interactive, focusing on securing information from position incumbents and supervisors through personal contact. The process involves five phases: clarification, analysis, determination, notification and documentation.
Requesting additional information
The type of content will vary according to the information needs of the auditor. The job audit process usually takes the form of a “desk audit,” a paper review process. Desk audit refers to a job audit conducted by the job auditor without leaving the HR office. S/he:
reads and interprets all the materials submitted with the job audit request.
may seek additional information from the employee or her/his supervisor by sending out a questionnaire or survey, by email, or by telephone.
Determine how to request additional information: by phone, in writing or in person.
Write down additional information that is needed and all questions that need to be answered. Try to word questions so that they require more than a yes or no response.
Arrange questions in a logical sequence.
Call the supervisor. Inform the supervisor of the purpose of the call and approximately how long it will take. Ask if it is convenient to talk then. If not, arrange to call at a more convenient time.
Paraphrase each answer to the supervisor to ensure that you have a correct understanding.
Take complete and accurate notes.
Written requests [See also Appendix B.1, Error: Reference source not found, pg Error: Reference source not found]
Ask follow-up questions based on possible responses. For example, if the incumbent does something, how does that affect something else?
Provide a deadline date by which the information needs to be received in order to meet priority processing standards and targets.
Arrange a time to meet with the supervisor and follow the same procedure as for a phone contact.
In person/field audit (optional)
Field audit refers to a work site (on-site) interview during which the job auditor meets with the employee and/or the supervisor. This method is used when:
the job auditor is unfamiliar with the work performed or with the organizational context in which it is performed and desires first-hand exposure to the job and the work site.
the job auditor has a number of questions that cannot be resolved by a 15-30 minute phone call.
there is not sufficient background information on the program and position available to make a classification determination.
Field audit steps:
Determine what the field audit will include (e.g., interviews, tour of work site, demonstrations of how various tasks are performed).
Estimate the amount of time needed to conduct the audit and schedule a time to meet with the employee and the employee’s supervisor.
Provide the supervisor and employee with written confirmation of when the interview is scheduled and how it will be conducted.
Arrive on time with a copy of the confirmation, questions to be asked and the audit documentation.
Before beginning the interview with either party, make certain they are comfortable and understand the purpose of the interview.
Paraphrase their answers back to them and ask appropriate follow-up questions to ensure a complete understanding.
Take complete and accurate notes.
Explain the audit process and state when an audit determination can be expected, but do not say what your decision might be, because this is still the information gathering stage.
Clarification should include:
Learning more about the job and how it has changed to be certain that sufficient change in the kind and/or level of work has occurred to merit review and possible reclassification.
Clarifying the position’s responsibilities to be sure you understand the position.
Reviewing the position description (see Writing Position Descriptions).
Working with the supervisor and employee to revise the position description, if necessary, so responsibilities of the job will be clear to anyone reading the position description.
Determine, in particular, changes in the following factors:
Supervision received: Nature of instructions received – general, specific, written, oral? Availability of supervisor. Nature of follow-up. Freedom to act independently. Frequency of reporting.
Guidelines provided: By written manuals, statutes, collection of memos or notes? By unwritten policies, procedures and precedents which can only be learned through the experience? Must the employee make judgments and interpret policy or does the employee follow routine without opportunity to deviate in reaction to varying circumstances? Does the employee develop procedures and/or establish policy?
Consequence of error: How and how soon after an error is committed will it be noticed? Are errors routinely corrected before their impact can be felt? What is the impact of an error in terms of safety, money, or time lost?
Work difficulty: What kinds of problems are encountered by the employee? What is his/her responsibility for solving them? What is involved in developing a solution? Is it application of knowledge of past precedent or development of new alternatives? In which steps of problem-solving is the employee involved: problem identification, development of approach progression through solution, work in final phases, selecting alternatives, making recommendations and selling them?
Identify all factors that might have changed or otherwise affect the job classification, the kind, difficulty and responsibility of the work.
In what way has the position changed and to what extent?
Where did the new duties come from? If from a higher level employee, why, and what is the other employee doing now? What happened to the duties in the ‘old’ PD?
Q: How many comparisons do you need?
A: As many as it takes to illustrate your point, e.g.:
the factors that distinguish one class from another,
what classification(s) you considered and why,
how the position compares to class(es) as used in multiple agencies or
to illustrate common elements among positions in the class you determine to be the best fit.
Note whether the requestor has proposed a specific class to which he or she is suggesting the position be reclassified, or if no specific class has been proposed.
Determine what the allocation factors are for the current class and for any proposed class. That is, what are the unique factors that make the classes different from one another and from all other classes?
Compare the position to the allocation factors for the current and proposed classes and to positions that have been assigned to those classes.
Identify other classes to which the position might compare, by using your personal knowledge of state classes, by reviewing class titles in the pay plan or by talking with others with job classification experience.
When you are satisfied that the position under review compares well to most or all of the key allocation factors and to positions assigned to a class, determine that the job should be assigned to that class and complete the rest of the audit process.
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