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CLASSIFICATION AND COMPENSATION STUDY
August 2014
Maryland Judiciary
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· Study Overview
· Classification Analysis Process
· Discussion
Today’s Agenda
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Maryland Judiciary wants to:
1. Measure the market competitiveness of the Judiciary’s pay and benefits programs
2. Evaluate the classification structure and job descriptions
3. Recommend changes to compensation programs designed to enhance the Judiciary’s ability to recruit and retain staff
Why are we doing this study?
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At the conclusion of this project, the Judiciary will have:
· Updated classification structure that accurately reflects your job responsibilities and required qualifications
· A market assessment that measures the Judiciary’s market position compared to other court systems and local area public and private employers
· Recommendations regarding potential changes to pay structures and salary ranges
Expected Outcomes
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· There will be no decrease in salaries
· Pay increases or reclassifications may be considered, but are not guaranteed
· No jobs, positions, or personnel will be eliminated as a result of this study
Common Concerns About the 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)
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Project Timeline
Project Step Aug Sept Oct Nov Dec Jan FebMarch to July
Market Assessment
Job Classification Analysis
Recommendations Development
Finalize plans and present requests to the General Assembly
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· Study Overview
· Classification Analysis Process‒ Position Description Questionnaire (by employee/position)‒ Manager Questionnaire (by classification title)
· Discussion
Today’s Agenda
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Employees complete PDQs
Supervisors review Each Employee’s
PDQ
Senior Managers complete “Manager
Questionnaires”
· What you do—your major duties and responsibilities
· The skills and abilities needed to do your work
· The minimum requirements and preferences for the position—experience, education, certifications
· Provide comments and additions
· Can’t change employee’s responses
· Separate questionnaire· Completed by (mostly) District
Court Division Chiefs and Circuit Court Managers
· Focused on the class title (not individual position/person)
· Factor levels and ratings used to align jobs for internal equitySuccess is largely
dependent upon
your part ic ipat ion
Job Analysis Process
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Job Analysis ProcessImportant Deadlines
Employee complete PDQs and send to Supervisors by Friday, September 19
1 2 Supervisors review and send completed PDQs to HR by Tuesday, September 30
Manager Questionnaires due to HR by Tuesday, September 30
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Sept.
19
Sept.
30
Sept.
30
Position Description Questionnaires(by person/position)
Manager Questionnaires (by title)
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The PDQ Explained
PDQ
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PDQ Cover Page
The questionnaire is a fillable form in MS Word.
Save the file as “PDQ-[Job Title-Your last name-Your first name].doc”
For example, if your name is John Doe and your job title is Courtroom Clerk, save the file as PDQ-Courtroom Clerk.Doe.John.docx.
Your Name:
Your Official Job Title:
Your Working Title (if different):
Your Pin #
Work Location (city):
Court/Office Type:
Department:
Division/Unit within the Department:
Your Supervisor’s Name:
Your Supervisor’s Title:
Date Prepared:
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Section Page
Instructions ....................................................................................................... 1
Your Duties and Responsibilities ................................................................... 2
Basic Job Summary ..................................................................................... 2
Essential Duties and Responsibilities .......................................................... 3
Supervisory Responsibilities .......................................................................... 11
Employee Supervision ................................................................................. 11
Contractor Supervision ................................................................................ 12
Minimum Job Requirements ........................................................................... 13
Physical Requirements .................................................................................... 14
Working Conditions ......................................................................................... 15
Supervisor’s Review Section .......................................................................... 16
PDQ Table of Contents
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PDQ Instructions
EMPLOYEE INSTRUCTIONS
1. Please read each item carefully and enter your responses.
2. Save the file as “PDQ-[Job title,your last name.your first name].docx”. For example, if your name is John Doe and your job title is Courtroom Clerk, save the file as PDQ-Courtroom Clerk.Doe.John.docx.
3. Email your completed PDQ to your supervisor no later than Friday September 19.
SUPERVISOR INSTRUCTIONS
1. Ensure employees complete the PDQ by the deadline.
2. Please review the employee’s 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 employee’s responses. Also, do not make any comments regarding the employee’s performance or personal capabilities.
4. Email the completed questionnaire to [email protected] no later than Tuesday September 30.
5. We encourage you to share your comments with the employee.
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PDQBasic Job Summary
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.
SUPERVISOR COMMENTS (if you have any)
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PDQEssential Duties and Responsibilities
Essential Duties and Responsibilities
Describe your actual current duties, even if they differ from your job description.
Describe the duty or responsibility that takes the greatest portion of your time each year.
1.
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?
SUPERVISOR COMMENTS (if you have any)
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PDQSupervisory Responsibilities
Employee Supervision
Do you have formal supervisory responsibilities over any other employees? (You have formal supervisory responsibilities if you are responsible for signing performance reviews.)
Yes No
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
TOTAL
List the names and titles of the individuals you supervise.
Names Job Titles
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PDQSupervisory Responsibilities
Contractor Supervision
Are you responsible for overseeing the work of contractors working onsite at the Maryland Judiciary?
Yes No
If Yes, indicate the contractors’ names and the type of work the contactors perform.
Contractor Names Type of Work
SUPERVISOR COMMENTS (if you have any)
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PDQMinimum Job Requirements
What education, experience, certifications, and licenses do you think should be required – at a minimum – for new employees in this job?
What education, experience, certifications, and licensing do you think should be preferred for new employees in this job?
Minimum Requirements (candidates should not be considered for the position without at least the following)
Education:
Experience:
Certifications/Licenses:
Preferred Background/Qualifications
Education:
Experience:
Certifications/Licenses:
SUPERVISOR COMMENTS (if you have any)
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PDQPhysical Requirements
Please indicate the category that best describes your position.
Physical Demands
Description Please Select One:
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.
SUPERVISOR COMMENTS (if you have any)
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PDQWorking Conditions
Indicate how often your work requires you to be exposed to the following.
Exposures Seldom or
Never Sometimes
Frequently or Often
Individuals who are rude or irate
Individuals with known violent backgrounds
Extreme cold (below 32 degrees)
Extreme heat (above 100 degrees)
Moving mechanical parts
Risk of electrical shock
Fumes or airborne particles
Toxic or caustic chemicals or substances
Other
Indicate how often your work requires you to be in the following types of environments.
Work Environment/Locations Seldom or
Never Sometimes
Frequently or Often
Office or similar indoor environment
Outdoor environment
In the community (homes, businesses, etc)
Warehouse environment
Shop environment
Travel
Other
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PDQSupervisor’s Review Section
To be completed by the immediate supervisor of the individual(s) who completed the questionnaire.
Supervisor’s Name:
Supervisor’s Title:
1. What do you think is the most appropriate job title for this position?
If you think the current title is the most appropriate, enter “same as current.”
If this questionnaire includes responses from multiple employees, indicate the title that you think is appropriate for each individual position.
2. Please review the employee’s responses and write any comments in the “Supervisor’s 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 employee’s performance or personal capabilities.
3. Please tell us anything else you think we should know about this position.
Make sure file name is “PDQ-[Job Title-Employee’s Last name-Employee’s First name].doc”. Email the completed questionnaire to [email protected] no later than Tuesday September 30, 2014.
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The Manager Questionnaire Explained
Manager Ques t ionna i re
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Manger QuestionnaireCover Page
The questionnaire is a fillable form in MS Word.
Complete one questionnaire for each job title in your organizational unit.
Save each file as “MQ-[Job Title-Your Last Name].doc”. For example, if your name is Susan Smith and the job title you are evaluating is Courtroom Clerk, save the file as MQ-Courtroom Clerk.Smith.docx.
Email completed questionnaires to [email protected] no later than Tuesday September 30, 2014.
Your Name:
Your Job Title:
Your Court/Office Type
Department
Division/Unit within Dept
Job Title Being Evaluated
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This questionnaire asks you to rate each job classification title for each of the following standardized Job Factors.
Formal Education (minimum requirements) Experience (minimum requirements) Management & Supervision Interpersonal/Communication Skills Freedom to Act and Impact of Action Technical Skill Fiscal Responsibility Working Conditions
For each factor, select the one level that best describes what is required by the job or is descriptive of the job.
Job Factors
Think about what the job requires most of the time and under normal circumstances, assuming the job is performed in a competent manner.
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Formal Education
This factor measures the minimum formalized training or education that is required for entry into the position. Select the one level that best describes what is required by the job’s duties and responsibilities.
Manger QuestionnaireFormal Education
FORMAL EDUCATION – Minimum for Entry
1Work requires the ability to read and understand written instructions, to understand simple processes and the routine operation of machines. Level of knowledge is equivalent to less than high school or equivalency.
2Work requires knowledge necessary to understand basic operational, technical, or office processes. Level of knowledge equivalent to four years of high school or equivalency.
3
Work requires knowledge of a specific vocational, administrative, or technical nature that may be obtained with six-months/one year of advanced study or training past the high school equivalency. Community college, vocational, business, technical or correspondence schools are likely sources. Appropriate certification may be awarded upon satisfactory completion of advanced study or training.
4
Work requires knowledge of a specific vocational, administrative, or technical nature which may be obtained with a two year associate's degree, diploma or equivalent from a college, technical, business, vocational, or correspondence school. Appropriate certification may be awarded upon satisfactory completion of advanced study or training.
5Work requires broad knowledge in a general professional or technical field. Knowledge is normally acquired through four years of college resulting in a Bachelor's degree or equivalent.
6
Work requires specialized knowledge in a professional or technical field. Work requires professional level of knowledge of a discipline equivalent to that which is acquired in a Masters degree-level of study or appropriate certification, Professional Engineer, Law Degree, Certified Public Accountant.
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Work Experience
This factor measures the minimum level of work experience required for entry into the position, given the minimum education selected in the prior question. Select the one level that best describes what is required by the job.
Manager QuestionnaireExperience
WORK EXPERIENCE – Minimum for Entry
1 No experience required
2 Under and including one year (≤ 1 year)
3 Over one year up to and including three years (1 ≤ 3 years)
4 Over three years up to and including five years (3 ≤ 5 years)
5 Over five years up to and including seven years (5 ≤ 7 years)
6 Over seven years up to and including nine years (7 ≤ 9 years)
7 Over nine years of experience
Note: This factor measures minimum requirements, not preferences.
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Management & Supervision
This factor measures the supervisory or managerial role of the job.
Manager QuestionnaireManagement & Supervision
Nature of Supervision
Check the one box that best describes the job.
Degree of Complexity of Work Performed by Those
Being Supervised
Semi-complex Complex
1 Job has no responsibility for the direction or supervision of others. n/a
2 Work requires the occasional direction of helpers, assistants, seasonal employees, interns, or temporary employees.
3
Work requires functioning as a lead worker performing essentially the same work as those directed, and includes overseeing work quality, training, instructing, and scheduling work.
4
Work requires supervising and monitoring performance for a regular group of employees or department including providing input on hiring/disciplinary actions and work objectives/ effectiveness, performance evaluations, and realigning work as needed. A first line supervisor typically performs these functions.
5
Work requires managing and monitoring work performance of a division including evaluating program/work objectives and effectiveness, establishing broad organizational goals and realigning work and staffing assignments for the department.
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If this position serves as a lead for OR has direct supervisory responsibility, list job titles and number of positions that this classification typically has responsibility over.
Manager QuestionnaireManagement & Supervision
Type of Positions Job TitlesTypical # of Positions
Regular Full-Time Exempt
Regular Full-Time Non-Exempt
Regular Part-Time
Part-time, Seasonal or Temporary
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Interpersonal/Communication Skills
This factor measures the job requirements of personal interaction with others outside direct reporting relationships as well as the impact the job has on organizational, departmental or unit objectives, the output of services, or employee or customer satisfaction.
Manager QuestionnaireInterpersonal/Communication Skills
Level of Interpersonal/Communication Skills
Check the one box that best describes the job.
Likely Impacton the Organization
Moderate High
1 Work requires regular interaction involving exchange and receipt of information.
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.
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.
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.
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.
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Freedom to Act and Impact of Action
This two-dimensional factor considers:1. The extent the job incumbent is free to act in the absence of supervision or standard operating policies or
procedures; and
2. The degree to which achieving or mishandling of the situation by the job incumbent could affect financial, public, or employee relations aspects of the organization.
Manager QuestionnaireFreedom to Act
Freedom to Act Impact of Action
Moderate Significant
1 Receives Immediate DirectionThe employee normally performs the duty assignment after receiving detailed instructions as to methods, procedures, and desired end results with little room for deviation. The immediate supervisor may, at times, provide close and constant review.
2 Receives DirectionThe employee normally performs the duty assignment after receiving general instructions as to methods, procedures, and desired end results. There is some opportunity for discretion when making selections among a few, easily identifiable choices. The assignment is usually reviewed upon completion.
3 Receives General DirectionThe employee normally performs the job by following established standard operating procedures and/or policies. There is a choice of the appropriate procedure or policy to apply to duties. Performance reviewed periodically.
4 Receives Limited DirectionThe employee normally performs the duty assignment according to his or her own judgment, requesting supervisory assistance only when necessary. Special projects are managed with little oversight and assignments may be reviewed upon completion. Performance reviewed periodically.
5 Receives Administrative DirectionThe employee normally performs the duty assignments within broad parameters defined by general organizational requirements and accepted practices. End results determine effectiveness of job performance.
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Technical Skill
This factor measures the technical job difficulty in terms of the application of the technical skill required by the job. It measures job requirements of complex factors, legislative issues, analysis, and problem solving. The work is performed using technical skills learned either on the job or in an educational setting.
Manager QuestionnaireTechnical Skills
Level of Technical Skill RequirementsApplication of Skill
Standard Advanced Comprehensive
1 Standardized Skill Requirements: Work requires the use of standard technical skills appropriate to the work environment of the organization.
2
Skilled in a Technical Field: Work requires a comprehensive, practical knowledge of a technical field with use of analytical judgment and decision-making abilities appropriate to the work environment of the organization.
3
Advanced Skills and Knowledge: Work requires advanced skills and knowledge in approaches and systems, which affect the design and implementation of major programs and/or processes organization-wide. Independent judgment and decision-making abilities are necessary to apply technical skills effectively.
Standard: Work product primarily affects unit processesAdvanced: Affects accuracy of multiple projectsComprehensive: Consequences of work affect large groups as well as the customer-base at large
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Fiscal Responsibility
This factor measures the accountability and participation, if any, as it relates to the fiscal accountability for one’s department or assigned area(s) of responsibility.
Manager QuestionnaireFiscal Responsibility
FISCAL RESPONSIBILITY
1 Position has no fiscal responsibility.
2
Position has limited fiscal responsibility.
May assist in the collection of data in support of recommendations for departmental budget allocations. May monitor division or program/project level budget and expenditures.
3Position has moderate fiscal responsibility.
May be responsible for the billing, collection and/or accounting of funds. May be responsible for the handling and balancing of cash.
4
Position has major fiscal responsibility.
Is responsible for department-wide financial decisions. Assures that appropriate linkages exist between budget requests and departmental goals and objectives. Monitors budget plan, and adjusts as necessary.
5
Position has agency-wide fiscal responsibility.
Assures that appropriate linkages exist between agency-wide budget, funding limitations and services levels, to meet specific departmental and organizational goals. Monitors progress toward fiscal objectives and adjusts plans as necessary to reach them. Prepares financial statements and budget reports.
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Working Conditions
This factor measures the surroundings or physical conditions under which the work must be performed, to the extent to which they make the position disagreeable. Where working conditions vary with specified work assignments the degree selected must represent the average of all the conditions encountered.
Manager QuestionnaireWorking Conditions
Save each file as “MQ-[Job Title-Your Last Name].doc”. For example, if your name is Susan Smith and the job title you are evaluating is Courtroom Clerk, save the file as MQ-Courtroom Clerk.Smith.docx.
Email completed questionnaires to [email protected] no later than Tuesday September 30, 2014.
Work Environment
Physical Effort
LittlePhysical effort is
required.
OccasionalPhysical effort is
required.
FrequentPhysical effort
is required.
1 Good: Relatively free from unpleasant environmental conditions or hazards. Office environment.
2 Satisfactory: Occasional exposure to unpleasant environmental conditions and/or hazards. Occasional outside work.
3Disagreeable: Frequent exposure to unpleasant environmental conditions and/or hazards. Majority of work performed outside or with exposure to risk.
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· Study Overview
· Classification Analysis Process
· Discussion
Today’s Agenda
35
Further Questions
DOC# 8027366 35
