An organization chart is a document that graphically illustrates where a position fits into the department or agency.
Why is an organization chart needed?
This document is helpful to clarify the organizational and supervisory relationships of the position.
Who is responsible for developing the organization chart?
The supervisors of the position under review and/or the agency personnel office are responsible for developing the organization chart.
What does an organization chart need to include?
An organization chart should show the position being reviewed and the organization within which the position exists. The name of the department or agency, the unit and, when appropriate, sub-units should appear at the top. Identify each position using a box and include the names, actual classification titles, working titles (if they clarify), and compensation codes. Highlight the position being reviewed.
Figure 4: Organizational Relationships
The organization chart should depict positions within the unit that are:
at least two levels above the position being studied.
at the same level as the position being studied.
one level below the position being studied, including any positions that report to the position being reviewed.
Reporting relationships should also be indicated by connecting appropriate boxes with a line (see Figure 4).
In the job audit request memo, the requestor presents and supports reasons for the requested classification for the position and/or the request for a determination of change in allocation or reallocation.
Who is responsible for the job audit request memo?
The job audit request memo is typically submitted to the agency Human Resource job auditor by the supervisor, manager or incumbent of the position under review.
What should the job audit request memo include?
While a job audit request memo may be a free-form document, an agency specific checklist, or a numbered form in a specific format, there is useful information that is needed. It is helpful to both memo writers and Job auditors if the memos follow a generally standard organization which includes:
an overview of the request,
an explanation of what changes have occurred in the position since it was last reviewed,
comparison of the position to other positions in the organization allocated to the requested classification, and/or to the class specification,
an explanation of how the changes in the position have occurred with a recommendation for a determination of change in allocation or reallocation, and
any other information which may affect the decision.
As an aid in identifying changes in the position, the job auditor reviews documentation submitted to support previous audits of the position and any narrative determination notices.
Ideally the supervisor, manager or incumbent should note and compare current reporting structure in the organization to previous one. Show how the position is affected by any organizational restructuring, addition/removal of programs or staff. Has the employee’s freedom to act and exercise of independent judgment changed? Has s/he become involved in new types of problem-solving or different phases of work?
If the supervisor, manager or incumbent has a recommendation for reclassification, state the specific classification and provide support for the change. Compare the work of the position with class standards (class specifications) noting both organizational/functional comparisons of the “Kind of Work” and “Nature and Purpose” or “Examples of Work” sections of the class specification with specific information in the position description (Principal Responsibilities and Task Statements). Copies of class specifications are available on-line at Job Class Specifications.
The supervisor, manager or incumbent may also wish to support a reclassification request by comparing the position in question with other positions within the organization. Recommendations should be to positions that are comparable and the specific aspects of those positions, such as identical responsibilities or tasks, similarities in program, methodology of data collection or analysis, comparable supervisory demands, similar size of budget, or similar technology (knowledges, skills and abilities) required.
To enable the job auditor to make a decision regarding whether the reclassification of an occupied position is a reallocation or a change in allocation (see Appendix B), the memo must provide a discussion of how any changes in the position occurred and the period of time over which the changes occurred. Did the changes in the position occur abruptly (at an identifiable point in time) due to organizational/programmatic changes resulting in different responsibilities for the position or did the changes occur gradually adding new tasks similar to the current but at a different level than when the position was previously reviewed?
The supervisor, manager or incumbent should provide any additional information they think will be helpful to the job auditor in reviewing the position.
See B.1 SAMPLE JOB AUDIT REQUEST FORMS/MEMOS
2.6 SUPERVISORY QUESTIONNAIRE
What is asupervisory questionnaire
(A supervisory questionnaire is a form that asks a series of questions regarding supervisory tasks designed to help the Labor Relations Bureau of MMB determine if a position is likely to meet the supervisory criteria outlined in the Public Employee Labor Relations Act (Minnesota Statutes 179.63, subdivision 9) such that the Bureau of Mediation Services should be petitioned to determine that the supervisory bargaining unit is appropriate for the position.
Why and when is a supervisory questionnaire needed?
It is necessary to submit a supervisory questionnaire when a position has some authority over other positions in the organization, such that it has authority to perform or effectively recommend 6 of 10 supervisory functions defined as follows: hire, transfer, suspension, promote, discharge, assign and review work, reward, discipline, direct work, and adjust grievances. There are other factors considered for supervisory designation, but the presence of these functions is of primary consideration:
4. For the employees you directly supervise, please list their job classifications, employment condition (e.g., full-time, part-time, intermittent/unlimited, seasonal, temporary, emergency) and the number of employees in each category. This information should also appear on page 1 of the position description.
TO BE COMPLETED BY PERSONNEL/LABOR RELATIONS DIRECTOR
5. Please attach an organization chart showing names, classifications, and managerial, supervisory, or non-supervisory designation of employees two levels above, on the same level, and two levels below the employee for whom this request is being processed.
6. Has the position previously been declared supervisory or non-supervisory by a Bureau of Mediation Services determination? _____ Yes _____ No
7. Has the exclusive representative of the unit this position would be in if not supervisory (i.e., the residual unit) agreed that the position is supervisory? _____ Yes _____ No
If yes, which exclusive representative?
Who acted on their behalf? __________________________
Who is responsible for completing the supervisory questionnaire?
If a position is vacant, the position’s supervisor is responsible for completing the questionnaire. If there is an incumbent in the position, the incumbent fills out the questionnaire and the supervisor reviews it.
Questions or problems regarding completion of the Supervisory questionnaireshould be addressed to your Labor Relations account representative.
The position description of a position determined to be in the supervisory unit must reflect the supervisory functions performed by the incumbent of the position. The following is a suggested format to reflect those duties. The position description should only include those duties actually assigned to the position.
Example 1: Supervisory Responsibility Tasks and Performance Indicators in a position description