Human Resources - California State University, Fullerton · PDF fileDeterminations regarding exemption status are made by Human Resources when a position ... classification and compensation

Division of Human Resources, Diversity and Inclusion Human Resources P.O. Box 6806, Fullerton, CA 92834-6806 / Tel 657-278-2425 / Fax 657-278-7188

HumanResources

Staff Classification and Compensation Manual

September2014

Cal State Fullerton Staff Classification and Compensation Practices September 2014 1

TableofContents

Use of This Manual 2 Classification and Compensation Program Overview 3

o The Classification Program 3 o The Salary Schedule .4 o The Fair Labor Standards Act ( Exempt vs. Non-Exempt Status) .4 o Bargaining Unit Specific Salary Program ………………………………………………………4

Management Roles and Responsibilities 5

o Appropriate Administrator………………………………………………………………….5 o Management Supervisors 5 o Human Resources.....................................................................................................................5

Initial Appointment and Hire 6

o Appointment Salary 6 o Salary Range Calculations 7 o Monthly vs. Annual Salaries 7 o Rounding in the CSU 8 o Reduced Time-base Positions 8

Classification and Skill Level Changes 8 o Position Classification 8 o Reclassification 8 o In-Classification Progression (Skill Level Changes) 9 o Position Consolidation 10 o Temporary vs. Permanent Status 10

Classification Review Process 10

o Management Initiated Reviews 10 o Employee Initiated Reviews 12 o Classification Appeals 12 o Compensation Increases 13 o Effective Dates 13 o Impact the Probationary Period 13

Temporary Reassignment………………………………………………………...13

Lateral Reassignment……………………………………………………………..14 Stipends…………………………………………………………………………….14

In-Range Progression Guideline Instructions……………………………………15

HEERA Managers vs. Bargaining Unit Leads…………………………………..18

Appendix……………………………………………………………………………19


UseofThisManualThismanualwasdevelopedtoprovideinformationregardingstaffclassificationandcompensationpractices.Itisintendedto:

1. Promotetherecruitmentandretentionofahighlyqualifiedanddiverseworkforce.2. Provideaconsistentframeworkforeffectiveandresponsiblecampusadministrationof

systemwideclassificationandcompensationprograms.3. Outlineoptionsavailableforaddressingawiderangeofclassificationandcompensation

issues.ThismanualappliestostaffmemberscoveredbythecollectivebargainingagreementsandstaffmembersinpositionsdesignatedasConfidentialinaccordancewiththeCaliforniaStateUniversity(CSU)ClassificationandQualificationStandards.

Itdoesnotapplytothefollowing:

1. Faculty2. AdministratorsintheManagementPersonnelPlan(MPP)3. Classificationsthataredesignatedasexcludedclassifications.(e.g.,studentassistants,work‐

studystudents,andspecialconsultants)Thismanualisintendedformanagement’suse.Whileitisintendedtoprovideformanagementdiscretionandflexibilitywhereverpossible,itisimportanttobeawarethatitistheresponsibilityofmanagementtomaintaincompliancewithcollectivebargainingagreementsandtopromotecampuswideconsistency.Itisimportanttorecognizethatcampuspracticesaresubjecttochangeastheprovisionsofthecollectivebargainingagreementsareupdatedandadditionalconsiderationsregardingtheirapplicationarerecognized.Theinformationpresentedinthismanualwasdevelopedtocomplywiththeprovisionsofallapplicablecollectivebargainingagreements.Ifaninstanceshouldariseinwhichthismanualappearstobeinconflictwiththeprovisionsofthecollectivebargainingagreements,technicallettersissuedbytheOfficeoftheChancellorwithrespecttotheapplicationoftheprovisionsofthecollectivebargainingagreements,and/orinterpretationsoftheprovisionsofthecollectivebargainingagreementsotherwisemadeknowntothecampusbytheOfficeoftheChancellorand/ortheBargainingUnitRepresentatives,thatinformationshalltakeprecedenceoverandsupersedethismanual.Collectivebargainingunitagreements,technicalletters,salaryscheduleandotherpertinentinformationcanbeobtainedfromhttp://www.calstate.edu/HR/orfromtheCSUFullertonHRwebpageathttp://hr.fullerton.edu.


ClassificationandCompensationProgramOverviewTheClassificationProgramThecampusclassificationprogramisbaseduponthesystemwideClassificationandQualificationStandardsissuedbytheTrusteesoftheCaliforniaStateUniversity.Thesestandardsarecontinuallyupdatedbytechnicalexperts.Eachcampushasbeendelegatedtheauthoritytoimplementandadministerthesestandards.Thestandardscontaindescriptionsofbroadpositionresponsibilities,generalduties,andminimumeducationand/orexperiencerequirementsforeachpositionclassification.Thedutiesdescribedincampusspecificpositiondescriptionsareanalyzedagainstthesestandardstodeterminetheappropriateclassification.ClassificationdecisionsaremadeaspartoftherecruitmentprocessandreclassificationprocessdescribedintheInitialAppointmentandHire,andtheClassificationandSkillLevelChangessectionsofthismanual.Thekeyobjectivesofclassificationprogramsaredesignedtoachievethefollowing:

1. Provideaframeworkforplanninganddecision‐makingrelatedtoorganizationalstaffingandtheassignmentofdutiesandresponsibilities.

2. Identifyanddescribetheminimumqualificationsneededtoperformanassignedgroupofdutiesandresponsibilities.

3. Provideabasisandrationalefordeterminingandensuringcomparablelevelsofpayforcomparableworkbyutilizingasystematicmethodforevaluatingindividualpositions.

4. EstablishconsistentbenchmarksformakingsalarycomparisonstocomparablepositionswithintheUniversityandtheCSUsystemandprovidebenchmarksformakingexternalsalarycomparisonstocomparablepositionsinotherorganizationsinrelevantlabormarkets.

5. ProvidealinkagetotheCSUsalaryschedule;www.calstate.edu/HRAdm/SalarySchedule/salary.aspx

Thesystemwideclassificationstandardstypicallyoutlinecriteriathatareusedtodistinguishpositionsfromoneanotherandtoevaluatethelevelofeachposition.Theytypicallyaddress:

1. Purposeoftheposition.2. Levelandtypeofknowledge,skills,andabilitiesrequiredtosuccessfullyperformthework

oftheposition.3. Levelofindependenceanddecision‐makingrequiredtoperformthework.4. Levelofaccountabilityforone’sownworkandthatofothers.5. Levelandnatureofcreativityandingenuityrequiredbythework.6. Scopeandeffectofdecisionmakingandcomplexityofresponsibilities.7. Levelofsupervisiongivenandreceived.8. Nature,level,anddiversityofcontactsinvolvedinperformingthework.

Somestandardsalsorefertotheworkenvironmentinwhichtheworkisperformedandthetoolsand/orspecializedequipment/technologyusedtoperformthework.Thesecriteriaaresometimesreferredtoas“classificationallocationfactors.”Person‐specificfactorssuchaslengthofservice,financialneed,quantityofwork,qualityofperformanceandpersonalitydonotimpacttheclassificationofaposition.


TheSalarySchedule SimilartotheClassificationandQualificationStandards,theCSUSalaryScheduleisregularlyupdatedatthesystemwidelevel.Thesalaryscheduleisupdatedasaresultof:

1. Salarysurveys2. ChangestotheClassificationandQualificationStandards3. Outcomeofthecollectivebargainingprocess

Thesalaryscheduleprovidessystemwidesalaryrangesforeachpositionclassificationandskilllevelthatisintendedtobebroadenoughtoaccommodateindividualcampusdifferenceswithregardtocostoflivingandprevailingwagerates.TheFairLaborStandardsAct(Exemptvs.Non‐ExemptStatus)WhileacompleteoverviewoftheFairLaborStandardsAct(FLSA)isbeyondthescopeofthisdocument,itisimportanttounderstandwhattheFLSAisandtheuseofthetermsexemptandnon‐exempt.TheFLSAisafederallawthatrequiresemployerstopayemployeeswhooccupypositionsthatareclassifiedasnon‐exemptoneandone‐half(1½)timestheirregularwagewhentheyworkmorethan40hoursperworkweek.Therefore,positionsthataredesignatedasnon‐exemptarepositionsforwhichthereisarequirementtoprovideovertimecompensation.Positionsforwhichthereisnorequirementstoprovideovertimearereferredtoasexemptpositions.TheFLSAexemptsexecutive,administrative,professional,outsidesalespositionsfromtheminimumwageandovertimerequirementsoftheFLSA,providedtheworkperformedinthepositionandwagesearnedmeetcertaintestsregardingjobduties,responsibilitiesandsalaryamounts.Employeesoccupyingpositionsdesignatedasexemptcannotbechargedsickleaveorvacationforabsencesoflessthanafullworkday.TheClassificationandQualificationStandardsandtheSalaryScheduleindicatewhetheraclassificationisconsideredtobeexemptornon‐exemptfromtherequirementstopayovertimewages.Positionsthatareeligibleforovertime(non‐exempt)arelistedintheappendicesofeachcollectivebargainingunitagreement.Overtimeprovisionsandinformationregardingwhentheworkweekbeginsandendsaredescribedinthecollectivebargainingagreements.DeterminationsregardingexemptionstatusaremadebyHumanResourceswhenapositionisevaluatedthroughtheclassificationreviewprocessdescribedelsewhereinthismanual.(RefertotheInitialAppointmentandHireandtheClassificationandSkillLevelChangessections.)BargainingUnitSpecificSalaryProgramsWhilethereissomeconsistencyinthecompensationprogramsacrossbargainingunits,thespecificcomponentsofeachcompensationprogramvarybycollectivebargainingunitagreement.Thesevariationsareoftentheresultofthedifferingneedsofstaffwithindifferentoccupationalgroups,aswellasthedynamicsofthecollectivebargainingprocess.Examplesoftheseunitspecificprogramsinclude,butarenotlimitedto,performancebasedsalaryincreaseprograms,lengthofservicebonuses,annualgeneralsalaryincreases,andremunerationforjobrelatededucationorcertification.Whilethismanualprovidesinformationconcerninggeneralcompensationpractices,thesalaryarticleofeachbargainingunitagreementandrelatedtechnicallettersmustbeconsultedtoobtaincompleteinformationregardingindividualprogramsavailableforeachunit.


ManagementRolesandResponsibilitiesThefollowingrolesandresponsibilitieshavebeendefinedfortheadministrationofclassificationandcompensationprogramsatCalStateFullerton(CSUF):

AppropriateAdministratorsensurethatdepartmentalandunitmanagerscollaboratewitheachotherandwithHumanResourcestoensurethatproposedcompensationdecisionsareequitable,sound,andconsistentwithcampuspractices.Mayapprovecompensationchangesbeforetheyareimplemented.

ManagementSupervisorsoccupypositionswithintheManagementPersonnelPlanandsupervisestaffmembers.Theseindividualsarealsoreferredtoastheimmediatenon‐bargainingunitsupervisor.Asthefirstlevelofmanagementinterfacewithassignedstaffmembers,theyaredirectlyaccountableforfollowingapplicablecollectivebargainingunitagreementprovisionsandcampusguidelinesandproceduresconcerningclassificationandcompensationrelatedmatters.

ManagementSupervisorsareresponsiblefor:

1. Assigningworkbaseduponcurrentandaccuratepositiondescriptions.2. Developingandmaintainingcurrentpositiondescriptionsthataccurately

reflecttheresponsibilitiesanddutiesassignedtotheirstaff.3. Conductingongoingperformancecoachingandtimelyperformance

evaluationstosupportsoundmanagementpracticesandcompensationdecisions.

ManagementSupervisorsobtaintheAppropriateAdministratorapprovalbeforeaddingtoormodifyingthedutiesandresponsibilitiesassignedtoapositionorimplementingchangesintheoperationsofthedepartmentorworkunitthatresultintheneedtosubstantiallychangeorassignnewpositiondutiestoand/oradjustthecompensationofastaffmemberorstaffmembers.Beforeinitiatinganycourseofactionordiscussionwithanemployeeaboutaclassification,skilllevel,orsalarychange,ManagementSupervisorsareresponsibleforconsultingwithHumanResourcesandobtainingapprovalasappropriatetoensurethatanyproposalsforpositionclassificationchangesand/orcompensationincreasesaresupportedbytheAppropriateAdministratorpriortosubmittingarequesttoHumanResources.

HumanResourcesisresponsiblefordevelopment,implementation,administration,communication,training,andreportingassociatedwithcampusapplicationofsystemwideprograms.ItisHR’sresponsibilityto:

1. Makeaccuratedeterminationsintheclassificationofindividualpositions.2. Overseecampuswideequityintheadministrationoftheseprograms.3. Provideongoingcounselandtrainingtomanagementandstaffregarding

classificationandcompensationrelatedissues.


InitialAppointmentandHireWhenavacancyoccursoranewpositioniscreated,anexcellentopportunityiscreatedtofullyassessoperationalneedswithintheworkareaandwriteorupdatethepositiondescriptionaccordingly.AclassificationdeterminationwillbemadebyHumanResourcesbaseduponareviewofthepositiondescription.Unmodifiedpositiondescriptionswillbereviewedtoensurethatthepriordeterminationsremainappropriateinconsiderationofrevisionstotheclassificationschemeand/orcampuspractices.TheEmploymentManagerandCompensationManagerconsultwitheachotherregardingclassificationandcompensationdeterminationsandareavailableforconsultationthroughouttheprocess.Theclassificationdeterminationandidentificationoftheassociatedsalaryrangeforthepositionismadepriortothepostingoftherecruitment.Thesalaryrangesassociatedwiththeclassificationsarefoundinthesalaryschedule.Theeducationandexperiencerequirementsofindividualpositionsarealsodeterminedbeforethepositionispostedforrecruitmentandcanimpacttheclassificationdetermination.Eachclassificationstandarddescribestheminimumeducationandexperiencerequirementsandotherknowledge,skills,andabilities(KSA’s)thatanindividualmustpossesstooccupyapositionwithinthatclassification.Thisinformationisdescribedineachstandardunderthecategoryentitled“minimumqualifications.”Thecampusmayexceedtheserequirementsbaseduponjobrelatednecessity.AppointmentSalaryAppointmentsalariesaredeterminedbymanagementandaremadewithrespecttoacandidate’srelevantknowledge,skills,andabilities(demonstratedthroughthepossessionofjobrelatedexperienceandeducation)inrelationtotheminimumeducation/experiencerequirementsoftheposition,internalandexternalmarketsalaryequityconsiderations,andbudgetaryconsiderations.Whilethesalaryofthepreviousincumbentmaybearelevantconsiderationforbudgetplanningdecisions,thesalaryofthepreviousincumbentofapositionmaynotbearelevantconsiderationindeterminingtheappropriatestartingsalaryforthecandidateselectedtofilltheposition.Thisisbecauseindividualqualifications,priorsalaryhistories,andlabormarketconditionsmayvaryconsiderably.Managersareresponsibleforconfirmingthatbudgetfundsareavailableinthedepartmenttocovertheappointmentsalary.Thefollowingarerecommendedstartingsalarypractices: FirstQuartile–Hiringwithinthefirstquartileofasalaryrangemaybeappropriatewhenthe

candidateisqualifiedfortheposition,butstillrequiresatrainingperiodtofullyperformallaspectsoftheposition.Candidatewillhavecompletedonetothreeyearsofrelevantexperienceinthesameorverysimilartitledpositionthatrequiredsimilarskills,effort,scopeofdutiesandresponsibilities.

SecondQuartile–Hiringwithinthesecondquartileofasalaryrangemaybeappropriatewhenthecandidateishighlyskilledandwouldrequireminimaltrainingororientationtofullyperformallaspectsofthedutiesandresponsibilitiesoftheposition.Candidatewillhavecompletedfourtosevenyearsofrelevantexperienceinthesameorverysimilartitledpositionthatrequiredsimilarskills,effort,scopeofdutiesandresponsibilities.

AboveMid‐Point–Hiringabovethemidpointoftherangemaybeappropriatewhenoperationalneedsrequiretheappointmentofanindividualwhoishighlyqualifiedandpossessesexceptionalexpertiseanddirectlytransferableworkexperiencethatwouldallowhim/hertofullyperformthefullrangeofworkofthepositionwithlittleornoorientationortrainingontheresponsibilitiesoftheposition.Candidatewillhavecompletedeightyearsormoreofrelevantexperienceinthesameorverysimilartitledpositionthatrequiredsimilarskills,effort,scopeofdutiesandresponsibilities.


SalaryRangeCalculationsHumanResourcesevaluatessalaryoffersbasedonguidanceprovidedusingthefollowingcalculationstoidentifythequartileswithintheapplicablesalaryrange.Hiringmanagersdonothavetocalculatethequartiles,thefollowinginformationisprovidedforillustrativepurposes. Thetopofthefirstquartileisdeterminedby,subtractingtheminimumsalaryfrom

themaximumsalary,dividingtheresultbyfour,andthenaddingtheminimumsalaryintherange.TopofFirstQuartile=(Max‐Min)/4+Min

The top of the second quartile is the same as the midpoint of the range. It is

determinedbyadding theminimumsalary in therange to themaximumsalary intherangeanddividingthesumbytwo.Midpoint=(Max+Min)/2

Thetopofthethirdquartileisdeterminedbysubtractingtheminimumsalaryfrom

themaximumsalary,multiplyingtheresultbythree,andthendividingtheresultbyfour,andaddingtheminimumsalary intherange. TopofThirdQuartile=3(Max‐Min)/4+Min

Followingareexamplesofquartileswithinasalaryrange:IfSalaryRange =$2,000to$4,000MinimumSalary =$2,000MaximumSalary =$4,000Mid‐point/TopofSecondQuartile=($2000+4000)/2=$3,000TopofFirstQuartile =($4000‐$2000)/4+2000=$2,500TopofThirdQuartile =3($4000‐$2000)/4+2000=$3,500Therefore,forasalaryrangeof$2,000to$4,000Mid‐Point =$3,000FirstQuartile =$2,000.00to$2,500SecondQuartile =$2,501.00to$3,000ThirdQuartile =$3,001.00to$3,500FourthQuartile=$3,501.00to$4,000

Monthly vs. Annual Salaries Salaries should not be offered to candidates for selection in terms of annualized amounts, since the CSU does not use annual salary as a unit of calculation. Salaries are derived from the monthly rates reflected in the salary schedule. Due to rounding practices (refer to Rounding in the CSU section on Page 8), annual salary estimate may not always translate exactly to the actual monthly salary unless the annual salary estimate is derived from the actual monthly salary. It is important never to offer an annual salary since this may lead a candidate to believe that there is an annual contract of employment.


RoundingintheCSUMonthlysalariesforfull‐timesalariedpositionsareprovidedinwholedollars.Forexample,whenanannualsalaryestimateiscalculatedasamonthlysalary,fiftycents(.50)orabovewillberoundedtothenextwholedollar.ReducedTimebasePositionsPositions that are less than full‐time are referred to as reduced timebase positions.Althoughsalariesforreducedtimebasepositionscanbereflectedinbothwholedollarsandcents,theyarederivedfromthemonthlyfull‐timeequivalent.Increasesarecalculatedbyapplying the increase to the full‐timeequivalent salaryand thenprorating this salarybythereducedtimebase.ClassificationandSkillLevelChangesPositionClassificationClassification is a process by which jobs of a common nature with similar duties andresponsibilitiesaregroupedtogetherforthepurposesofassignmenttoanappropriatepayrange.Thepositiondescriptionisthefoundationoftheclassificationprocessbecauseitistheprimarytoolusedtoaccuratelydefineanddescribethedutiesandresponsibilitiesofaposition.Oncethepositionhasbeenclassified,thefollowingcanbedetermined:

Placementintotheappropriatejobfamilyandcollectivebargainingunit Propercompensationandminimumqualificationstandards Performanceappraisalfactorsandexpectations Careerladdersandpromotionallineswhenapplicable

Classification is based upon the objective elements of a position which include suchelementsasnature,scope,andlevelofdutiesandresponsibilities;relationshipofpositiontootherpositions inthedepartment,campusorCSUsystem;supervisiongiven/received,andexerciseofindependentjudgment.Since position classification focuses on the specific duties and responsibilities of eachposition, the quality of performance, the quantity ofwork, the status of an employee, orinformation relative to the employee’s length of service or current salary are notconsideredintheclassificationprocess.ReclassificationTheclassificationreviewprocessisdesignedtoensurepositionsareclearlyandproperlyclassifiedinrelationtoclassificationstandards.Areclassificationisachangeinclassificationthatoccursduetochangesindutiesandresponsibilitiesoftheposition.Thismayoccurwhenanexistingpositionbecomesvacantandisreviewedforrecruitmentpurposes,orwhenitisbelievedthatchangeshaveoccurredinanoccupiedposition.Managersareultimatelyresponsiblefortheassignment,removalormodificationofduties,anddeterminingifchangesinapositionareshort‐termorongoing.Classificationchangesaregenerallycampusfundedfromdivisionordepartmentalbudgets.Theclassificationreviewprocessmaybeappropriatetoaddresssubstantialjobdutiesandresponsibilitychanges,butitisnotappropriatetouseasarewardsystem.Othersalaryincreaseprovisionsareavailableforaddressingpayissuesandchangesindutiesandskillswithinthesameclassification.


In‐ClassificationProgression(SkillLevelChanges)Someclassificationsarecomprisedofdifferentskilllevels. Currently,theonlyclassificationswithskill levelsare found inCaliforniaStateUniversityEmployees’Union(CSUEU)Units7and9.ThetermIn‐ClassificationProgressionreferstomovementofapositiontoahigherskilllevelwithinaclassification that is comprised of skill levels (e.g., information technology and administrativesupportclassifications).Thisisalsoreferredtoasaskilllevelchange.In‐classificationprogressionisbasedonan increase indutyandskillrequirementsthatwarrantamovetoahigherskill levelbasedontheskillleveldefinitionsprovidedintheclassificationstandards. Examplesofin‐classificationprogression:

AdministrativeSupportAssistantItoAdministrativeSupportAssistantII NetworkAnalyst‐CareerskillleveltoNetworkAnalyst‐Expertskilllevel Administrative Analyst/Specialist Non‐Exempt to Administrative Analyst/Specialist

ExemptIReclassification or In‐Classification Progression would ordinarily be appropriate when:substantial and permanent changes in the responsibilities and requirements of a position haveoccurred and warrant change to another classification and/or skill level consistent with theclassificationandqualificationstandards.Examplesofreasonswhythismayoccurinclude,butarenotlimitedto,thefollowing:

1. Changes inthemissionorservicesprovidedbytheworkunit impactthepurposeand/ornatureoftheworkofindividualpositions.

2. Changing expectations of a particular position or positions within the unit are due tochangesinleadership.

3. ArevisedclassificationstandardhasbeenintroducedbytheOfficeoftheChancellor.4. Thedutiesandresponsibilitiesofaformerpositionareabsorbedintoanexistingposition.5. A reorganization has been approved and will necessitate the redistribution of work or

changethenatureoftheworkperformed.6. Thepositionresponsibilitiesbroadenand/orexpandincomplexityduetotheapplicationof

advanced knowledge, skills, and/or abilities gained and applied by the incumbent of theposition.

7. Dutiesand/orresponsibilitiesaregraduallyremovedand/orarenolongerperformedduetochangesinoperationalneeds.

ReclassificationorIn‐ClassificationProgressionwouldordinarilynotbeappropriatewhen:

1. Areorganizationispending,buthasnotyetbeenapproved,and/orthestaffingneedsoftheneworganizationhavenotbeendetermined.

2. The management position that the position reports to is vacant and it is likely that thefuturemanagerwillwanttoredesigntheposition.

3. Astaffmemberhasyettocompletetheprobationaryperiod.4. Thenewdutiesarenon‐essentialortemporary(refertoTemporaryReassignment). 5. A staff member has demonstrated exemplary performance, but the duties and

responsibilitiesofthepositionhavenotchanged.6. A staff member has acquired additional education or training that is not applied in the

position.7. Astaffmemberhasspentseveralyearsinthepositionandhasperformedatanexemplary

level,butthedutiesandresponsibilitiesofthepositionhavenotchanged.8. Astaffmemberroutinelyvolunteerstoperformdutiesthatarewellbeyondthescopeofthe

position,butthesedutieswereneverassigned.9. Theworkloadofthepositionhasincreasedordecreased,butthedutiesandresponsibilities

havenotchanged.10. Some of the duties of the position have changed, but these changes do not impact the

classificationoftheposition.11. Theworklocationorsupervisorhaschanged,buttheclassificationofthepositionremains

thesame.


PositionConsolidationIf the duties and responsibilities of a vacant position are combined with those of anoccupiedpositionandthevacantpositioniseliminatedfromtheorganizationpermanently,thenthepositionshavebeenconsolidated. Theresultingpositionshouldbereviewedtodetermineiftheclassificationisappropriate.Temporaryvs.PermanentStatusOccasionally,apositionisadvertisedandfilledasatemporarypositionandmanagementlaterdetermines that theneedand funding for theposition isongoing. The statusof anappointmentcannotbechangedfromtemporarytopermanentthroughthereclassificationprocess.Thischangeintheconditionsofemploymentwarrantsrecruitment.ClassificationReviewProcessClassificationreviewsmaybeinitiatedbyeitheramanagerorastaffmemberoccupyingaposition covered by the California StateUniversity Employees’Union (CSUEU), APC, andSETC collective bargaining unit agreement, as described below. All requests must berouted through appropriate levels of management to Appropriate Administrator beforebeingsubmittedtoHumanResourcesforreview.Thefollowingareguidelinesforinitiatingclassificationreviews:ManagementInitiatedReviewsManagement Supervisors are responsible for consulting with Human Resources whenresponsibilities assigned to a staff member will be significantly different than thoseoriginallydescribedinthepositiondescription.TheyarealsoresponsibleforworkingwiththeirAppropriateAdministratortoobtainapprovalofpositionchangespriortosubmittingformal documentation to Human Resources. This will facilitate a proactive approach tomakinganaccurateandfairdeterminationregardingclassificationandcompensation.

1. ManagementinitiatedreviewsaresubmittedbytheManagementSupervisortotheAppropriate Administrator for review before routing to Human Resources.Managersmaysubmitrequestforclassificationreviewsatanytimeduringthefiscalyear;however, it is critical that thepotential cost impactof thereclassificationbeevaluatedbeforesubstantiallydifferentdutiesandresponsibilitiesareassigned. Itisnotappropriatetomakepromisesorcommitmentstostaffmemberspriortothecompletion of the classification review process by Human Resources and finalapproval by the Appropriate Administrator. All documents submitted for aclassification review, including the position description form, must contain theappropriate signatures. Human Resources will assess the new duties andresponsibilities that have been assigned to the position in relation to theclassificationstandards.Thisanalysismayincludeaninterviewwiththeincumbentand his/her management supervisor and a comparison to positions that aresimilarly classified at CSUF and other CSU’s. Each request should include thefollowingdocumentation: RequestforClassificationReviewForm.AvailableineFormsthroughthe

Portal.


CurrentPositionDescription.Thisshouldbeupdatedandreflectthedutiesandresponsibilitiesthathavebeenassignedtotheposition.Itshouldincludeabriefexplanationofwhatspecificdutiesandresponsibilitieshavebeenaddedtothepositionorhowthepositionhasotherwisechanged.Ifitisnotpossibletodescribethesechangesonthepositiondescriptionformitself,itwillbenecessarytoattachamemorandumthatbrieflysummarizesthesechanges.

CopyofCurrentOrganizationChartoftheworkunit.Theorganizationalchartprovides insight into the overall staffing of theworkunit and an indication ofwhat kind of support is provided to or by the position that is the topic of theclassification review. If the staffing on the organizational chart has changedsince the position was originally classified, both the prior and currentorganizational charts should be submitted. This will help to illustrate howchangeswithintheorganizationhaveinfluencedthedutiesandresponsibilitiesassignedtothepositionthatisthesubjectoftheclassificationreview.

Human Resources will notify Management of the initial decision related to theclassification or skill level review. This notification will include the proposedclassification and/or skill level, the minimum salary increase required by theapplicable collective bargaining agreement, the proposed effective date, and therequirementtoserveanewprobationaryperiod.AnyconcernsregardingtheinitialclassificationdecisionshouldbeaddressedwithHumanResourcesat thispoint intheprocess.

2. The Management Supervisor will then confer with Appropriate Administrator in

authorizingofanyproposedchanges.Anyrecommendationstoadjustcompensationbeyond the minimum may necessitate an evaluation of campuswide and/orsystemwidecompensationinordertoensureinternalandexternalpayequity(seeinternalequityandexternalequityinAppendixI).Similarly,recommendationstoadjusttheeffectivedatemustbesupportedbywrittenjustificationandapprovedbythe Appropriate Administrator (refer to “Effective Dates” section on Page 13).ManagementwillworkwithHumanResourcestoidentifyalternativesandsolutionstoanyunresolvedmattersasnecessaryatthispointintheprocess.

3. AftertheManagementSupervisorhasrespondedtoHumanResourcesregardingthe

initial decision (the classification determination, effective date, impact upon theprobationary period and recommendation regarding associated salary increase, ifapplicable),HumanResourceswill:

Notify “CMS Position Management.” to update the CMS position number

accordingly. Prepare a memorandum to the employee communicating the outcome of the

review.EmployeeInitiatedReviewsOnlyastaffmemberwhooccupiesapositionwithinaclassificationcoveredbyCSUEU,SETC,APCorUAPDcollectivebargainingagreement,andwhobelievesthathe/sheisperformingthework of another classification or skill level, may submit an employee requestedclassification/skill level review. Staff members are encouraged to talk with their managerregardingtherequestbeforefilingforareview.Oftentimes,clarificationoftheexpectationsofapositioncanremedythesituation.Ifastaffmemberwhooccupiesapositionthatiscoveredbya CSUEU, APC, and SETC classification decides to pursue the request, he/shemust submit a


Request forClassificationReviewFormalongwith anupdatedpositiondescription, and anorganizationalcharttohis/herManagementSupervisor.Classificationreviewrequestsmaynotbemademorefrequentlythantwelve(12)monthsaftercompletionofapreviousreview.

1. The staff member must submit such a request directly to the Management Supervisor

identifiedatthetopofthefrontpageofthepositiondescription.2. The Management Supervisor then submits the classification review request to the

AppropriateAdministrator forreview forrouting toHumanResources. Managementwillensurethattheposition’sresponsibilitiesanddutiesarecompleteandaccuratelydescribedandthatfundingisavailableshouldaclassificationorskilllevelchangeberecommended.Ifmanagement is not in agreement that the positionwarrants reclassification, the positiondescription should remain unsigned and a brief cover memo should be attached to therequest before it is forwarded to Human Resources. In accordance with the collectivebargainingagreement,allsuchrequestsshallbeforwardedtoHumanResourcesinatimelymanner.

3. Human Resources will endeavor to review the classification request and determine the

appropriate classification as soon as possible. An employee requested review shall becompletednolaterthanonehundredeighty(180)daysafterinitiationoftheclassificationorskilllevelreviewprocedure.Theoutcomeofthereviewwillfirstbesharedwiththestaffmember’sMPPSupervisorandAppropriateAdministratorbeforetheemployee isnotifiedasdescribedunderManagementInitiatedReviewsabove.

ClassificationAppealsA staffmemberwho occupies a position that is covered by a CSUEU or SETC classificationmayappealaclassificationorskilllevelreviewdecisionnolaterthan30daysafterthenotificationletterwas received. Such an appeal shall be submitted to Human Resources and include a detailedstatement by the employee indicating his/her reasons for disagreement with the classificationand/orskilllevelreviewdecision.AformisavailableineForms.HumanResourceswillnotifytheManagementSupervisorandAppropriateAdministratorafteranappealhasbeenreceived.AdesignatedindividualinHumanResourcesotherthanthepersonwhoconductedtheinitialclassificationreviewwillholdameetingwiththeemployeenolaterthanthirty(30)daysaftertheclassificationand/orskill levelreviewappealisreceivedinHumanResources.The designated Human Resources representative shall have the option to invite appropriatemanagement staff from the employee’s division to the appealmeeting to listen to the employee.Themanagementstaffmembermayaskforclarificationregardingthereasonfortheappeal.ThedesignatedHumanResourcesrepresentativewillrespond,inwriting,totheemployeeno later than thirty (30)daysafter themeetingwith theemployee,after consultingwithappropriate divisional management.Human Resources will obtain MPP Supervisor andAppropriateAdministratorapprovalofanyclassificationorcompensationrelatedchangesbefore notifying the employee. The resulting classification determination is final and isneithergrievablenornegotiable.Ifahigherclassificationorskilllevelisgranted,itwillberetroactivetonolaterthanthefirstdayofthepayperiodfollowingthedatetherequestfortheinitialclassificationreviewwasreceivedinHumanResources.CompensationIncreasesThe California State University Employees’ Union (CSUEU), Academic Professionals ofCalifornia (APC), and State Employee Trades Council (SETC) collective bargaining unitagreements state the minimum percentage increase that must be granted when a staffmemberwhooccupiesapositionwithinacoveredclassificationismovedwithoutabreakinserviceintoaclassificationwithahighersalaryrange.Insomecases,anincreasegreater


thanthatminimumstatedpercentagemayberequiredinordertoplaceastaffmember’ssalaryattheminimumsalaryrate.EffectiveDatesTheeffectivedate fora classificationor skill level changewillbe the firstdayof thepayperiod following thedate theRequest forClassificationReview formwasreceived in theHumanResources.Theeffectivedateoftheclassificationorskill levelchangewillalsobetheeffectivedateforanyassociatedsalaryincreaseregardlessofwhetherthereviewwasemployeeormanagementinitiated;therefore,managerswhowouldliketoensurethattheeffectivedateoftheclassificationchangewilloccurbeforetheendofthefiscalyear(June30) for fiscal management/planning purposes, should submit the classification reviewrequestbeforetheendofthepreceding(May)payperiod.Whentheeffectivedateofthereclassificationisretroactive,anysalaryincreasesthattheemployeewouldhavereceivedsincethatdateareappliedtothenewsalary.Toadjustaneffectivedatetoadateprior tothe firstdayof thepayperiod followingthedate the request is received in Human Resources; it requires written justification andapprovalfromtheVicePresident/DivisionHead.Departments are responsible for ensuring that funds are available for the proposedclassificationorskilllevelchangeandassociatedsalaryincrease.Innocase,thenewsalarywillexceedthemaximumsalaryrateestablishedfortheclassification.ImpactontheProbationaryPeriodEmployeesarerequiredtocompleteanewprobationaryperiodbeginningontheeffectivedateoftheclassificationchange.TemporaryReassignmentA staffmembermaybe temporarily reassignedby amanager toperform theduties of ahigherclassificationorskilllevel.Astaffmemberassignedtothehigherclassificationmustpossess the minimum educational/experience qualifications for the classification asdescribed in theClassificationandQualificationStandards. Generally,a staffmembermustbeperformingthefullrangeofdutiesofanotherpositionclassificationorskillleveltobe eligible for a temporary reassignment. See the applicable collective bargaining unitagreement for information regarding themaximum length of the temporary assignment,thenumberofday’snoticethatastaffmembermustbeprovidedbeforethereassignmentcanbemadeeffective,andanyrequirementforaminimumpercentagesalaryincreaseforatemporaryassignmentintoaclassificationthathasahighersalaryrange.Insomecases,anincreaseofgreaterthantheminimummayberequiredinordertoplacethesalaryattheminimumsalaryrate. (This informationdoesnotapply topositionswithinUnit8;pleaseseeArticle15“Out‐Of‐ClassWork”forthesepositions.)Ifastaffmemberhasbeentemporarilyassignedadditionalresponsibilities,buttheoverallduties and responsibilities of the position remain the same, then another compensationoptionmaybeconsideredsuchasastipend(RefertoStipends…section).ATemporaryReassignmentwouldordinarilybeappropriatewhen:


1. Anemployee ina lowerclassificationperformsthe full rangeofdutiesofahigherclassification while the employee who occupies the position in the higherclassification is on a temporary leave of absence and is expected to return to theposition,OR

2. Anemployeeinalowerclassificationperformsthedutiesofthehigherclassificationwhilerecruitmentisconductedforthepositioninthehigherclassification.

ATemporaryReassignmentwouldnotordinarilybeappropriatewhen:

1. Theadditionaldutieswillnotnecessitatemovementtoahigherclassification;2. Theassigneddutieswillbepermanent;3. Aclassificationreviewhasbeeninitiatedorwillbeinitiated;and4. Asalarystipendwouldbeappropriate(RefertoStipends…section).

ProcessforInitiatingaTemporaryReassignment1. AmanagermayinitiateatemporaryreassignmentbycompletingaReassignment

Request/SupervisorUpdateform,andanupdatedpositiondescription,ifapplicable,throughtherequireddivisionalchannels,andsendthesetoHumanResources.

2. Human Resources will evaluate the request. If the request meets appropriateguidelines, HR will obtain the employee’s signature on the ReassignmentRequest/SupervisorUpdate form, provide copies to the appropriatemanagement,and place a copy in the personnel file. HR will also prepare a Personnel ActionNotice(PAN)tobeforwardedtoPayrollandnotify“CMSPosMgmt”ofanyupdatestoCMS.

LateralReassignmentEmployeesmaybereassignedtoanotherpositioninthesameclassificationandskilllevelas the employee’s existing classification and skill level. This is referred to as a LateralReassignment.Stipends:ProjectCoordination,LeadWorkFunctions,AdditionalWorkorSpecialProjects,andMaintainContactwithCampusOutsideWorkingHours(CSUEU,Units2,5,7&9);andSpecialAssignmentStipend(SUPA,Unit8)California State University Employees’ Union (CSUEU) staff members who are assignedtemporaryprojectcoordination,additionalwork,orleadresponsibilitiesareeligibleforsalary stipend consideration. These supplemental work assignments are to bemade inwritingandmusthaveaspecificbeginningandendingdate.Thestipendshallbebetween3%and10%ofthebasemonthlysalaryrate,andmustbepaidonamonthlybasis.Statewide University Police Association (SUPA) Unit 8 staffmembersmay be eligible toreceiveamonthlystipendofanamountatorbetween$100and$400toperformoneormore special assignments. Specific criteria are outlined in the agreement. Thesecompensation options are campus funded. Managers interested in these compensationoptions should gain approval within their division and consult with Human Resourcesregarding the specific criteria set forth in the applicable collectivebargaining agreementand to determine if another classification or compensation action, such as temporaryreassignment, reclassification or in‐range progression, are more appropriate, beforenotifyingtheemployeeorassigningthework.



CALIFORNIASTATEUNIVERSITY,FULLERTON

In‐RangeProgressionGuidelines(Instructions)

DEFINITIONAnIn‐RangeProgression(IRP)isapermanentsalaryincreasetoastaffmember’sbasesalary.Suchan increase is campus funded fromdepartmentalbudgets and ismadewithin the existing salaryrangeestablished for the classification, orwithin the skill level sub‐range for classificationswithskilllevels.Note: AnIn‐RangeProgressionisnotarequest foraclassificationreviewnordoesitchangetheemployee’s position (class code or skill level). For a classification review, please refer to HRSwebsite:http://hr.fullerton.edu/Classification/GENERALCONDITIONS: Anemployeemusthavecompletedhis/herprobationaryperiod. An employee must have a current performance evaluation on file with an overall rating of

satisfactoryorabove. AnemployeemaybeeligibleandgrantedoneormoreIn‐RangeProgression(s)inagivenyearif

requestedbymanagement. AnemployeemaybeeligibleandgrantedanIn‐RangeProgressiononceinatwelve(12)month

periodifemployeeinitiated.

ELIGIBILITYFORANIN‐RANGEPROGRESSION Employees occupying position classifications represented by the California State University

Employees’Union(CSUEU),Units2,5,7,&9.Requestsmaybeemployeeormanagementinitiated. EmployeesoccupyingpositionclassificationsrepresentedbytheUnionofAmericanPhysiciansand

Dentists(UAPD),Unit1.Requestsmaybeemployeeormanagementinitiated. Employees occupying position classifications represented by the Academic Professionals of

California(APC),Unit4.Requestsaremanagementinitiated. Employees occupying position classifications represented by State Employees Trades Council

(SETC),Unit6.Requestsmaybeemployeeormanagementinitiated Employees occupying position classifications represented by Statewide University Police

Association(SUPA),Unit8.Requestsaremanagementinitiated. Employees occupying positions within confidential classifications. Requests are management

initiated.CRITERIANewLeadWorkorProjectCoordination:NewLeadworkornewprojectcoordinationisgiventoanemployeeonanon‐goingbasisbyanappropriateadministrator,where classification standardsdonothaveleadworkorprojectcoordinationasatypicalresponsibility(CSUEUemployeesonly).AssignedApplicationofEnhancedSkills: Agrowthinskillsorthedevelopmentofnewskillsandabilities required by the position as determined by management and regularly applied by theincumbent. Theenhancednewskillsandabilitiesmustbeconsistentwiththerequirementsof theclassificationand/orapplicableskilllevel.Byacquiringtheseenhancedskills,theemployeetakeson


additional responsibilities which do not warrant movement of the position into a higherclassification/skilllevel.Thetimespentperformingresponsibilitiesresultingfromacquisitionoftheenhancednewskillsmustbelinkedtotheposition’sessentialdutiesandarenotisolated,infrequent,non‐essential,ortemporaryduties.(CSUEU&UAPDEmployeesOnly)SalaryEquity:Salaries for similarpositionsatorganizations thatwouldnormally compete forouremployees in the higher education, public, and private sectors. Internal equity considerations areonly appropriate when the nature of the work is substantially similar and when factors such asseniority, experience, education and/or professional certifications would not explain salarydifferentialsamongcomparison cohorts. It is recommended that equity data be requested in advance to minimizecircumstanceswhereanIRPmustbedeniedbecauseitisnotsubstantiatedbythefacts.Retention:When a current employee receives an offer of employment either from 1) anotherorganizational unit on campus, or 2) an external organization. It is necessary to describe howretaining the employee is critical to the ongoing operation of the department. Formaldocumentation must be provided on the organization’s letterhead and signed. (CSUEU & UAPDEmployeesOnly)IncreasedResponsibilitiesandSkills:Permanentandsignificantincreaseinresponsibilitiesthatdoesnotwarrantmovementof theposition intoahigher classification/skill level. (This criteriononlyappliestoUnits4&8.)Theseresponsibilitiesmustbereflectedinthepositiondescription.Outofclassificationworkthatdoesnotwarrantreclassification:New,higher level,additionaloutofclassdutiesandresponsibilitiesdeterminedbymanagementandappliedbytheincumbentthatdonotwarrantmovementofthepositionintoahigherclassification/skilllevel.Theamountofnewdutiesorthepercentageoftimespentperformingthenewdutiesarenotsignificantenoughtowarrantreclassification. Theoutofclassificationworkrepresents5%orlessofthepositionduties. These responsibilitiesmustbe reflected in thepositiondescription. (CSUEUEmployeesOnly)Increased workload: A permanent increase in duties and responsibilities determined bymanagementastheresultofareorganizationduetoattritionorthepermanentlossofaposition.The reassignment of duties among existing positions within the organization unit shall remainwithin the classification and will not warrant movement of the position into a higherclassification/skill level. These responsibilities must be reflected in the position description.(CSUEUEmployeesOnly)

Extraordinary Performance: There must be a current performance evaluation on file, and theemployee’s overall rating should reflect “Consistently Exceeds Expectations” for CSUEU and SUPA(Unit8)employees.ForAPCemployeestheoverallratingmustbe“Outstanding.”Theperformanceevaluationthatreflectsthecurrentevaluationperiodmustbeattachedtotherequestatthetimeofsubmission.Long Term Service: Ten years or more of full‐time, continuous service. There must be aPerformanceEvaluationonfileandtheemployee’soverallratingmustreflect“MeetsExpectations.”(AppliestoSETCEmployeesOnly.)Other salary related criteria: Provide supporting documentation and specific examples for thiscriterion.(AppliestoCSUEUandSETC.)PERCENTAGEOFINCREASE 1% ‐5% ‐ Basedon acquisitionof additional essential duties. CSUEUbargainingunit contract

requiresaminimumof3%.RequiresAppropriateAdministrator’sapproval.


Above5% ‐10%‐Significant/criticalorganizationalchanges indutiesand/orskillsormarket

competition; documentation in legitimate salary offer from a competitor. Requires MPPSupervisor,AppropriateAdministrator,andHumanResourcesapproval.

Above10%‐Extremelyrare.Therequestingofficialmustprovideadetailedrationalerelatedto

theneed for sucha significant increase.Therationalmustoutline theorganizationalnecessity,relevantinternalcomparisons,relevantexternalcomparisonsandmarketdata,andaverificationoftheexceptionalskillsandabilitiesoftheemployee.RequirestheMPPSupervisor,AppropriateAdministrator,andHumanResourcesapproval.

INITIATINGANIN‐RANGEPROGRESSIONRequestsforIn‐RangeProgressionmustincludethefollowing: CompletedIn‐RangeProgressionform. Anupdatedpositiondescriptionisrequiredifdutiesand/orresponsibilitieshavechanged.The

positiondescriptionmustbesignedbyallappropriatepartiespriortosubmissionandincludedwiththerequest;otherwise,therequestwillbeincompleteandreturned.

AnorganizationalchartmayberequiredbyHumanResourcesifneeded.ManagementInitiatedRequestsTheimmediatemanagementsupervisorofastaffmembermustcompletetheIRPrequestform.AppropriateAdministrator andVicePresident/DivisionHeadwill sign at thebottomof the formacknowledginghavingreceivedtherequestandforwardtoHumanResourceswiththeappropriateform(s)and/orjustificationforreviewandapproval.All requests should be forwarded to Human Resources by Management at any level. (CSUEUrequires the review be completed within ninety (90) days after the request is received, inaccordancewiththeCSUEUagreement.) Note to Managers: It is important that no commitments be made to the staff member

regarding a salary increase until after Human Resources has evaluated and approved therequest.TheemployeewillbenotifiedbyHRonthestatus.AnemployeemaybeeligibleandgrantedoneormoreIn‐RangeProgression(s)inagivenyearifrequestedbymanagement.

StaffInitiatedRequestsCaliforniaStateUniversityEmployees’Union(CSUEU),UnionofAmericanPhysiciansandDentists(UAPD),andStateEmployeesTradesCouncil(SETC) A request for an In‐Range Progression review may be submitted by the employee or manager.

Employee initiated In‐Range Progression requests shall be submitted to the appropriateadministrator before being forwarded to Human Resources. An employee shall not submit arequestforanIn‐RangeProgressionpriortotwelve(12)monthsfollowingreceiptofaresponsetoany prior In‐Range Progression requests. If an administrator has not forwarded the request toHumanResourceswithinthirty(30)days,theemployeecanfiletherequestdirectlywithHumanResources. The In‐Range Progression review of employee requests shall be completed withinninety(90)daysaftertherequestisreceivedinHumanResources.


Anemployeemaybeeligibleandgrantedan In‐RangeProgressiononce inatwelve(12)monthperiod,ifemployeeinitiated,basedoneffectivedate.

AcademicProfessionalsofCalifornia(APC) Anemployeemayrequestthathis/hersupervisorinitiateanIn‐RangeProgressionrequestontheir

behalf. If theemployeehasmadearequesttohisorhersupervisortwo(2)ormoretimesina12monthperiodandthesupervisordoesnotinitiateanIn‐RangeProgressionprocessonbehalfoftheemployee, theemployeemayrequest thatHumanResourcesreviewthemeritsofProvision23.14factors. The request toHumanResources shall be inwriting, state the dateswhen the employeemadetherequeststohisorhersupervisor,andstatethebasisunderwhichtheemployeebelievesthatheorshesatisfiesProvision23.14. AfterHumanResourcesreviews themember’srequest, itshall take any necessary and appropriate action, which may include initiation of the In‐RangeProgressionrequestform.

A staff member may initiate a request for an IRP through his/her immediate managementsupervisor, who will review the request and forward the form as described above under“ManagementInitiatedRequests.”EmployeeNotificationandEffectiveDateHumanResourceswillnotifytheemployeeoftheoutcomeoftherequest. Ifasalaryincreaseisgranted, itwillbeeffective thebeginningof thepayperiod following thedate the form isreceivedinHumanResources.In‐RangeProgressionsshallnotberetroactive.TheDifferenceBetweenHEERAManagersandBargainingUnitLeadsHEERA(HigherEducationEmployer‐EmployeeRelationsAct)Managerscanperformthefollowingduties:

Manage,directorsupervisestaffemployeesandothermanagerswhoreporttothem

Prepare,deliver,andprovidethefinalsignatureonperformanceevaluations Hire,re‐assign,suspend,layoff,recall,and/ordischargeemployees Providecounseling,correctiveaction,anddiscipline(asallowedintherespective

collectivebargainingagreements),asneededonperformancerelatedmatters PrepareanddeliverLettersofCounseland/orReprimand,asappropriate Rewardandrecommendprofessionaladvancementandcompensation(e.g.salary

programs,in‐rangesprogressionandreclassification,asappropriate) Beinvolvedintheearlystagesofthegrievanceresolutionprocess

BargainingUnitLeads,undersupervision,canperformthefollowingduties:

Provideleadworkdirectiontostaff Coordinateworkflowanddailyoperationsoftheoffice/program Trainandassignworkdutiestostaff Monitorworkandprovidedailyfeedback(relatedtooperations) ProvideinputtoHEERAManageronperformancereviews Serveonrecruitmentpanelsandsearchcommitteesduringtherecruitmentand

interviewprocess,asneeded


BringissuesandconcernstotheHEERAManager’sattentionregardingperformanceandoperationalmatters.

Provideon‐goinginformalcoaching,feedback,andguidancetostaffLeadsCANNOThire,transfer,reassign,suspend,layoff,recall,discharge,discipline,manageorsuperviseemployees.Theycannotinitiatesalaryactionsforemployeesorbeinvolvedingrievancemeetings.Perthecampuspractice,Leadsshouldnothave“Manager,”“Supervisor,”or“Director”aspartoftheirworkingtitle.


APPENDIXGeneralDefinitionsAnniversaryDate‐Eligibilityforasalaryincreasemaybebaseduponananniversarydate.Inthepast,theanniversarydatehasbeenusedtodeterminethetimingofservice‐basedsalaryincreases.Anemployee’sfirstanniversarydateisbasedonhis/herhiredateonthecampus.However,iftheeligibilityforanincreaseisbasedupontheamountoftimeinaspecificclassification,thisdatemaychangeasaresultofareclassificationaction.Ininstanceswhereanniversarydatesareusedtodetermineeligibilityforasalaryincrease,theuseofthetermisdefinedinthecontextinwhichitisusedintheapplicablecollectivebargainingunitagreement.AppropriateAdministrator‐Thebargainingunitagreementsusetheterm"appropriateadministrator"torefertotheimmediatenon‐bargainingunitsupervisororManagementPersonnelPlan(MPP)managertowhomtheemployeeisnormallyaccountableand/orwhohasbeendesignatedbythePresidenttoeffectapersonnelaction(seeapplicablecollectivebargainingagreement).TheappropriateadministratorisidentifiedonthePositionDescriptionandisusuallyalsoanMPPwhoreportsdirectlytoaVicePresidentorDivisionHead.Bonus‐Alumpsumsalaryawardthatisnotaddedtobasecompensation.Classification‐Apre‐defineddescriptionofthetypicalresponsibilities,majorduties,andminimumeducationandexperiencerequirementsthatapplytopositionswithinanoccupationalgroup.Thepre‐definedclassificationstandardsdescribethedistinguishingcharacteristics,responsibilities,dutiesandrequirementsagainstwhichindividualpositionsareevaluatedtodeterminetheappropriateclassificationassignment.Theclassificationstandardisthedescriptionofthebenchmarksetofresponsibilitiesandrequirementsagainstwhichindividualpositionsareevaluated.ClassificationAllocationFactors‐Thoseworkrelatedandskillfactorsandcriteriathatareusedtoanalyzeandevaluatepositionstodeterminetheappropriateclassificationassignment.Thesefactorsincludethepurposeoftheposition,thelevelandtypeofknowledge,skills,andabilitiesrequiredtosuccessfullyperformtheworkoftheposition,thelevelofindependenceanddecision‐makingrequiredtoperformthework,thelevelofaccountabilityforone’sownworkandthatofothers;thelevelandnatureofcreativityandingenuityrequiredbythework,thescopeofdecisionmakingandcomplexityofresponsibilities,thelevelofsupervision(direct,general,administrative)givenandreceived;thenature,level,anddiversityofcontactsinvolvedinperformingthework,andmayalsoincludeanevaluationoftheworkenvironment,itsassociatedhazards,andthetoolsand/orspecializedequipment/technologythatisusedtoperformthework.ClassificationMethodofJobEvaluation‐Ajobevaluationmethodthatcomparespositionsonawholejobbasistopre‐definedclassificationstandardsthatareusedasbenchmarks.Anindividualpositionisclassifiedintheclassificationthatbestcoversitsresponsibilitiesandrequirements.ClassificationSeries‐Agroupofclassificationswithinthesamejobfamilywithdifferentlevelsortypeofworkdefinedwithintheseries.Compensation‐Atermthatreferstothesalaryorwagesreceivedbyanemployeeinexchangeforworkperformed.Confidential‐Positionclassificationsthataredesignatedas“confidential”arenotrepresentedbyabargainingunit.Theconfidentialclassificationseriescoversemployeeswhohavebeendesignatedas“confidential”inaccordancewiththeprovisionsoftheHigherEducationEmployee‐EmployerRelationsAct(HEERA).InaccordancewithHEERA,a"confidentialemployee"is“anyemployeewhoisrequiredtodeveloporpresentmanagementpositionswithrespecttomeetingand


conferringorwhosedutiesnormallyrequireaccesstoconfidentialinformationwhichcontributessignificantlytothedevelopmentofthosemanagementpositions”(underlineaddedforemphasis)."Meetandconfer"isdefinedas“theperformanceofthemutualobligationofthehighereducationemployerandtheexclusiverepresentativeofitsemployeestomeetatreasonabletimesandtoconferingoodfaithwithrespecttomatterswithinthescopeofrepresentationandtoendeavortoreachagreementonmatterswithinthescopeofrepresentation.”GeneralSalaryIncrease‐Thistypeofsalaryincreaseistypicallyusedtomaintaincomparabilitywiththeexternalmarket.Ageneralsalaryincreaseisusuallyappliedtothesalaryrangesforclassificationsaswellastheindividualincumbents.Generalsalaryincreasesarenegotiatedatthesystemlevel.EncumberedPosition‐Apositionthatiscurrentlyoccupiedbyanemployee.ExternalEquity‐Externalequityisameasurefordeterminingpaycomparabilityofinternalpayrateswiththoseinotherorganizationsforcomparablepositions.Whenreferringtoexternalcomparisons,othergeneraltermsthatareoftenusedaremarketplaceandlabormarket.FiscalYear‐Theterm"fiscalyear"referstotheperiodoftimefromJuly1throughJune30.Incentive‐Alumpsumawardforachievingapredeterminedsetofperformancecriteria.Thecriteriaareconsideredaboveandbeyondnormalperformanceexpectationsbutstillfallwithintheparametersofanemployee’sclassification.In‐classificationProgression‐DefinedintheCSUEUagreementasthe“movementfromoneskillleveltoahigherskilllevelwithinaclassification.”Movementtoahigherskilllevelwithinaclassificationwithskilllevels,suchaswhatisfoundininformationtechnologyandadministrativesupportclassificationsisreferredtoasanin‐classificationprogression.Currently,onlyclassificationscoveredbytheCSUEUagreementhaveskilllevels.Thekeydifferencebetweenareclassificationandanin‐classificationprogressionisthatthelatterisalwaysmovementtoahigherskilllevel.In‐classificationprogressionisbasedonanincreaseindutyandskillrequirementsthatwarrantamovetoahigherskilllevel.Itismoreconsistentwiththetraditionalconceptofapromotion.Incumbent‐Atermusedtorefertheemployeewhooccupiesaposition.In‐RangeProgression‐AnIn‐RangeProgressionisapermanentsalaryincreasetoanemployee’sbasesalary.Suchanincreaseiscampusfundedandismadewithintheexistingsalaryrangeestablishedfortheclassification,orwithintheskilllevelsub‐rangeforclassificationswithskilllevels.AnIn‐RangeProgressionmaybeappropriateininstanceswhereasalaryincreaseisjustifiedeventhoughthepositionresponsibilitiesdonotwarrantmovementofthepositionintoamorehighlycompensatedclassificationoramorehighlycompensatedskilllevelwithinaclassification.In‐RangeProgressioniscurrentlyavailabletoemployeesoccupyingpositionclassificationsrepresentedbytheCaliforniaStateUniversityEmployeesUnion(CSUEU),Units2,5,7,and9,theUnionofAmericanPhysiciansandDentists(UAPD),Unit1,AcademicProfessionalsofCalifornia(APC),Unit4,StateEmployeesTradesCouncil‐United(SETC),Unit6,StatewideUniversityPoliceAssociation(SUPA),Unit8,andtoemployeesoccupyingpositionswithinconfidentialclassifications.ItisnotapplicabletoanyotherbargainingunitortoManagementPersonnelPlanpositions.In‐RangeProgressionsalaryincreasesarecampusfundedandaregrantedatmanagements’discretion.InternalEquity‐Internalequityisameasureoftherelativecompensationprovidedforsimilarpositionsperformedwithinthesameorganizationalunitandtheorganizationatlarge,baseduponananalysisofjobresponsibilitiesandrequirements.


Job‐Anon‐technicaltermforacontext‐limitedsetofdutiesandresponsibilitiesofacontext‐definedpositionorgroupofpositions,e.g.,targetjob,lowerleveljob,professionaljob.JobDescription‐SeePositionDescriptionLeadWorkAssignment‐TheCSUEUagreementreferstoawrittenassignmentmadebyanappropriateadministratortoabargainingunitmemberwhichincludesabroadrangeofresponsibilitiesforprovidingworkdirectiontootherbargainingunitemployees.Mid‐point‐Thesalarypointmidwaybetweentheminimumrateandmaximumrateofasalaryrange.Theservicemaximumisnotusedwhencalculatingthemid‐point.MinimumQualifications‐Theminimumlevelofjobrelatedknowledge,skill,andabilityrequiredtoperformtheprimaryfunctionsofaposition.Eachclassificationstandarddescribestheminimumqualifications(educationandexperiencerequirements)thatanindividualmustpossesstooccupyapositionwithinthatclassification.Thecampusmayexceedtheserequirementsbaseduponjobrelatednecessity.Performance‐basedSalaryIncrease‐Acompensationstrategythatencouragesdifferentialsalaryincreasesorawardsbasedonanindividual’ssuccessinachievingestablishedperformancecriteria.Position‐Agroupofdutiesandassociatedresponsibilitiesassignedbytheproperauthoritytobeperformedbyanindividualstaffmember.Apositionmaybepermanentortemporary,vacantorfilled,full‐timeorpart‐time.Thepositionisthebasicunitoftheorganization–itiscreatedandcanbechangedbymanagement.PositionDescription‐Awrittendocumentthatdescribesthedutiesandresponsibilitiesassignedtoaspecificposition.Itmayincludepositionaccountabilitiesandperformanceindicators.Reclassification‐Areclassificationisachangeinpositionclassificationthatoccursduetochangesinthedutiesandresponsibilitiesassignedtoapositionthathaveoccurredsinceitwaslastreviewedforaclassificationdetermination.Reclassificationmostoftenisusedtomoveanemployeetoahigherclassificationlevel.Thereclassificationofapositionmayalsoresultinmovementofapositionintoadifferentclassificationwiththesamesalaryrange(sometimesreferredtoaslateralmovement)ortoaclassificationwithalowersalaryrange(sometimesreferredtoasademotion).SalaryRange‐Thespecifiedrangeofpayforaclassification.Eachsalaryrangehasaminimumrateandamaximumrate.RefertotheCSUsalaryschedulelink:http://www.calstate.edu/HRAdm/SalarySchedule/salary.aspx.SkillLevel‐Referstoadesignatedlevelwithinaclassificationcontainingskilllevels.Theclassificationstandardsdescribetherequirementsofapositionorthedutiesandcapabilitiesexpectedofanincumbentateachskilllevel.Eachskilllevelhasasub‐rangewithintheexistingsalaryrangeestablishedfortheclassification.Sub‐Range‐Theterm"sub‐range"referstotheidentifiedminimumandmaximumsalaryratesrelatedtoaspecificskilllevelwithinabroadersalaryrangeestablishedforaclassification.SystemorSystemwide‐ReferstoissuesadministeredthroughtheOfficeoftheChancellor.TheseissuesgenerallypertaintoallCaliforniaStateUniversitycampuses.

Documents

Human Resources - California State University, Fullerton · PDF fileDeterminations regarding exemption status are made by Human Resources when a position ... classification and compensation