HomeMy WebLinkAbout1986-08-27 Council Packet - Work SessionKenai City Council
Work Session
August 27, 1986
Classification Study
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CLASSIFICATION STUDY
BACKGROUND AND GOALS
August 1986
* City desires a review of classification and pay practices
* Consultant hired in April 1986
Goals for the Study
* Review current classification and pay plan including
classification of all positions
* Assess internal alignment of classes and current pay
* Survey for benchmark jobs
* Compare Kenai's range table structure and pay practices
with other Alaskan governments
* Make recommendations regarding findings
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CLASSIFICATION STUDY
STUDY PROCESS
April 1986 - August 1986
* Consultant orientation
* Finalize a Work Plan
* Adapt a factor evaluation system for classific
* Complete data collection on full-time, permane
- Position description questionnaires fille
- 20% of employees interviewed
* Draft a salary survey form, write benchmark descriptions,
provide surveying instructions
* Draft class specifications describing City jobs
* Managerial review of specification drafts
* Prepare specifications in final form
* Consider internal relationships of jobs
* Consider survey information
* Compare range table information
* Present a final report with findings and recommendations
* Train Finance Department employees to maintain the system provided
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FACTOR EVALUATION SYSTEMS:
-A defined set of standards based on those things which
are valued in a job.
-Compares work in an organization against this set
of standards.
-Covers the areas of skill, effort, responsibility and
effort inherent In a job.
-Produces point totals (or some other measurement) that
allow a comparison of classes.
051N6LEm FACTOR EVALUATION SYSTEM:
In addition to the above,
uses the same system to look at all jobs.
FACTORS:
must be found In all positions
must help distinguish one class from another
must be measurable and verif iable
CLASSIFICATION STUDY
FACTOR EVALUATION SYSTEM
RESPONSIBILITY
Scope of Responsibility
Direction Received
DIFFICULTY OF THE WORK
Complexity & Diversity
Guidelines and Judgment Required
KNOWLEDGE REQUIREMENTS
Level of Knowledge
Type of Knowledge
PERSONAL RELATIONSHIPS
Purpose of Contacts
Type of Contacts
WORK ENVIRONMENT &
Work Environment
PERSONAL EFFORT
Physical Demands
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purpose
of Contacts
17.
The purpose Is to obtain, clarify or give facts or Information.
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18.
The purpose Is to plan and coordinate work efforts, provide Input
and advice and resolve problems by Influencing and motivating.
The persons contacted typically have mutual goals and basically
cooperative attitudes.
19.
The purpose Is to present, discuss and attempt resolution of
issues of a sensitive and controversial nature by influencing,
motivating and persuading. The persons contacted typically
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have diverse or conflicting goals and attitudes.
20.
The purpose is to justify, defend, negotiate or settle matters
Involving problems or Issues of considerable consequence,
Importance or controversy. The persons contacted typically
have diverse viewpoints, goals or objectives requiring the
employee to achieve a common understanding of the problem and
a satisfactory solution by convincing them, arriving at a
compromise or developing suitable alternatives.
Contacts
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The personal contacts are typically with employees within the
same work unit; may include occasional outside contacts.
-ally with employees of other
The -personal contacts4ir . typically
work units, exterral:agenties or with the public.
R.
The personal contacts are typically with Individuals or
groups which have, or could have, some Impact on program or
policy matters (e.g. citizens groups, officials from public/
private agencies or firms
S. The personal contacts are typically with key officials or represen
tatives of organizations which could have an unusually signif scant
impact on the programs and policies involved in the work (e.g. federal
or state officials who determine standards of compliance for federal
or state funding, etc.)
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*405
City of Kenai
GENERAL DESCRIPTION
This is a journey -level worker who, under continuing supervision,
maintains an animal shelter, patrols neighborhoods for animal problems
and responds to citizen complaints related to animals. The work involves
several related steps in animal control, and the employee selects and
applies the appropriate guidelines to individual situations. Knowledge of
animal behavior and handling is required. Contacts are primarily with
animal owners and compiaintants and involve controversy requiring the
employee to attempt to influence or persuade individuals to reach an
agreement and/or conform with requirements. The work environment
consists of an animal shelter and field work and requires some physical
effort to discharge duties.
Maintains animal shelter by cleaning stalls and pens, feeding and caring
for animals on the premises.
Talks with the public about animal -related problems and explains laws
regarding animals; advises animal owners on care and/or disposition of
animals; checks welfare of abandoned or neglected animals.
Investigates animal -related complaints and completes a routine patrol of
area for animal problems; inpounds animals and animal carcasses; places
live traps; quarantines rabid animals.
issues°permits; IIcenses'.'and citations; collects tines and tees.
Maintains records related to the work.
Assists veterinarian with vaccination of animals; participates In humane
destruction of animals.
Assumes the day-to-day duties of the Animal Control Officer it during
absences.
Monitors supplies and purchases to maintain inventory.
Performs related work as assigned.
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'405 Animal Control Off. I, Pg. 2
KNOWLEDGE KILLS AND ABILITIES
' Knowledge of animal behavior and animal handling.
Knowledge of the hazards and safety precautions associated with the
- work.
Ability to communicate effectively with others.
Ability to keep records related to the work.
Ability to understand and apply related City codes and ordinances.
EDUCATION AND EXPERIENCE
` uh school diploma or equivalent; college course work in social and/or
High
animal sciences preferred.
Experience
One year of experience which includes public contact; experience in animal
handling preferred.
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The education and experience of each applicant will be evaluated using the
. stated criteria.
} aN5ES.AND SPECIAL REQUIREMENTS
A valid driver's license is required.
The employee may be required to work weekends and may be called out on
- emergencies at any time.
r { CLASS HISTORY
9/I/86 Specification for Animal Control Officer I, previously
Department Assistant I.
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CLASSIFICATION STUDY
MAJOR PRODUCTS
August 1986
* A work plan format
* A factor evaluation system
* A position description questionnaire and instruction's for/completion
* Class specifications describing City jobs (1/
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* A salary survey form and surveying instructions
* A Training Manual including class specification writing
instructions, training material addressing interviewing techniques,
standardized Knowledge, Skills & Abilities statements
* A class summary showing the factor selection and education/experience
requirements for each class
* Spread sheets displaying survey data and range table comparisons
* Trend line predictions based on points from the factor evaluation system
* A final report recapping the Study process and summarizing findings
and recommendations
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CLASSIFICATION STUDY
FINDINGS/RECOMMENDATIONS
August 1986
Personnel System
Goals of a Personnel System:
Assessment of current system:
Recommendations:
Workability
Legality - EEO
Consistency
Highly workable
*Consider more centralization of
personnel function now
*Adopt non-sexist formal titles
(Foreman/Leadman to Supervisor, Lead and/or
level in a series (II)
*Update KMC to bring titles and salaries
current
Classification Plan
Findings: -42 titles currently in use
-Unlike jobs are combined in some classes
-Various treatments regarding job descriptions
Recommendations:
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Salary Survey Method:
Findings:
*Adopt the specifications provided for
44 job classes; which reflect current
information on the work being performed,
combine like jobs and separate unlike jobs
*Change non -descriptive titles
*Straighten out series (I,II, etc.)
8 benchmark jobs to 7 jurisdictions, 100% response
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-Difficulty finding exact matches
-"Suspect" nature of some matches
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Insufficient matches for conclusions 1
Current salary appears competitive 2
Mean exceeds City salary 2 #
Mean exceeds City salary but data "suspect" 2
City salary exceeds mean but data "suspect" 1
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Recommendations:
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Internal Comparisons
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Findings:
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Recommendations:
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*That the City consider survey info but
not adjust based on this information only
(The City now has the means for doing more
surveying if desired)
*That the City not adopt non-competitive salaries
Compared jobs using four occupational groups:
managerial, clerical, public safety/uniformed
and labor/trades
Established trend lines using current salary
at Step A and point totals for classes.
Identified and analyzed predictive changes of
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Managerial group - 9 classes
Very similar point totals for Airport Mgr.,
Librarian, Sr. Citizen Coordinator and
Parks & Rec. Dir. Librarian 6 Sr. Citizen
Coordinator show as under -compensated.
City Engineer position appear over -compensated.
*Adjust the two Range 14 department heaft to
Range 17
*Sustain the current salary for City Engineer
(survey information contradicts internal
comparison)
Labor/Trades - 13 classes
2 classes appearing under the trend line and
3 classes showing over.
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Recommendations:
Findings:
Recommendations:
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*Adjust new class of Parks and Grounds Assistant
to Range 9, increase Street & Airport Lead
class one range (12 to 13)
*Sustain three classes currently paid over
the trend line at existing salaries (survey
information contradicts internal comparison)
Public Safety/Uniformed - 10 classes
Two classes over and two classes under the
trend line
*Increase Animal Control Officer 1 & II (new
titles) one range each (7 to 8 and 10 to 11
respectively)
*Sustain 2 classes in Fire Dept. showing over
the trend line (survey confirms current
salary for Firefighter is correct; reduction
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to 2 of the classes in the structure would I
cause compression and effectively eliminate
one current class of work)
Clerical -.10 classes
*Establish a new class of Program Asst. It at
Range 6 (currently positions at Range 3)
�.� *Establish a new class of Program Asst. III at
Range 9 (current position is at Range 8)
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*Act on the rates pending for proposed classes
of Administrative Ast. II and III (Administra- I
tive Specialist and Administrative Asst. in
the proposed plan at range 9 and range 12
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respectively
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*Adjust the Admin. Asst., PWDept. (proposed
as Admin. Spec. in new plan) from range 8 to 9
*Sustain 2 classes over the trend line (survey
information inconclusive and consistency with
other recommendations
Summary: Recommended upgrades to 8 classes representing
10 positions; 5 of positions receive 1 range
increase; confirm two pending rates in clerical
group.
Note: Option of attempting recruitment at lower levels
when single position classes become vacant.
Range Table Structure
Summary: 13 respondents with a wide variety of approaches and built-in philosophies
Comparing
Kenai Others
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Steps in Range 9 from 1 to 14
2 between Steps 2.5-2.1 progressing thru 0 for 1 step schedules (�
range 12.6-15.4 on 3 step schedule
1.9 - 4.15 for
multiple step schedules
$ increase thru range 20% 11.1% through 37%
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(4 below Kenai, 7 above,
2 unknown)
2 yrs. 1 1/2 years for one - ---- -
6 1/2 to 15 yrs for balance i
19 (21 with 4,5,6 added) 2 have single rate for each .
job class
10 to 43 in others; those j
with large N of ranges use 4
about 20 of the ranges there 4
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Comparing
2 increase between ranges
$ spread at lowest range
$ spread at highest range
Movement thru range
Movement thru ranges
Summary:
Recommendations:
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Kenai
5%
$19,324 - 23,214
$53,950 - 64,742
A to B in 6 months or 1 yr.
B to F annually
F to CC every other year
Not less than one step on
Others
Considerable variation
2.4 to 26.52 on varying
schedules
Start as low as $12,298 -
these lower ranges don't
appear to be used.
$17,000 - 24,000 represents
most common spread at low and
Wide variance - some tables
include City Mgr. salary
$45,000 - $69,000 most common
Most common - A to B in 6 mo
or 1 year, balance annually
Three have structure like
Kenai's providing longevity
steps
consister.- with Kenai
promotion
Kenai is consistent on several components with
a number of the respondents
*Establish trainee rates for Fire 6 Police
entry levels
*Evaluate the data provided for possible change
Jaron & Associates
April 21,19136
To. Kenai City Council Members
From: Janet Jaron f--vL-f
or
Through: Charles Brown
The attached are two of the products of my April meetings with the City
Manager, Finance Director and other Department Heads.
Employees whose positions are in the Study and their respective
supervisors will be asked to complete the enclosed questionnaire. This
form provides the necessary information for evaluating jobs. In addition
to the forms, a sample of employees will be interviewed in June in order
to collect additional information about the work being performed.
The other attachment is a detailed workplan that outlines what specific
steps will be taken, who will do what, and how information will be
conveyed to interested parties. The Study from start to finish is a five
month process. Part of the reason for this is that most of the steps are
sequential rather than activities that can be done concurrently. This
means 1 must "wait" while the City performs certain steps, and the City
must "wait" while I complete other steps. The second reason is the
amount of time it will take to evaluate all the questionnaires, group the
positions into meaningful classes and write up the results. Rather than
five months being a long time, it is the minimum amount of time needed to
do a credible job.
You'11 notice that, in addition to monthly updates, there will be a
presentation to the Council when the Study is complete. I'll look forward
to meeting with you at that time.
P.O.'Box 747
Douglas, Alaska 99824 (907) 364-3510
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CITY OF KENAI
POSITION DESCRIPTION QUESTIONNAIRE
TO THE EMPLOYEE:
This farm is to calied information on work being performed for the City. Along with employee interviews, it
will be used to write class specifications for each type of job in the work force. Please take time to give a
complete ad accurate description of your work. Extra paper con be attached if you reed more room to complete
any sections of the form.
Complete ! 1 through * 17 of the form. Your supervisor or other designee of the City will complete V 18
through 026.
USE BLACK INK OR TYPE
IDENTIFYING INFORMATION
1. Name 13. Department
2. Current Title of Position 14. Supervisor's Name
Instructions for *Send 06: '
Examples of Goad and Poor Duty Statements
Poor Statement Good Statement
Assist in handling correspondence. Receive, open, date stamp, sort and deliver
incoming mail.
I fix equipment. Check motorized equipment which is malfunctioning
and identity problems. Order parts needed for
repair. Replace parts, lubricate and test for proper
performance. Record work done on maintenance records.
Do general kitchen work. Clean and cut fruits and vegetables.
Make soled dressings. Wash pots and dishes and
and store utensils and food. Once or twice a month
bake ccoo}Q
ok�ies and cakes.
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In the left hand column of page 2 estimate the percentage of time you spend performing a particular duty. To
determine the percentage, think of your job in a time block, such as a day, a week, a bi-weekry period, a month
or. a year. Within this time block estimate how much time you spend performing each duty. For example, say
you "done day each week writing checks and entering payments Into a ledger. Simply divide the time spend on
the duty by the time block: 1 day divided by 5 days (1 week) equals 20S.
(Leave this space blank)
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QUTIES/RESPONSIBILITIES
**5. Give the mein purpose of your job in one or two sentences.
*6. In your words, describe the work you perform. List your duties In order of their importance end
include In the left column your best estimate of the percentage of work time spent on each task.
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7. Name or describe any special equipment or materiel you use. List vehicles, hand and power tools,
office equipment and instruments.
8. Whet reference manuals and written guidelines do you have? Examples are procedure manuals,
trade practices end standards, codes and taws.
9. Do you have any responsibility for deciding whet procedures,]w, rules, etc�to be
followed in yo�ork or the work of others? Little or none F Some
A greet deal " Pleese explain.
10. Give examples of recommendations you make related to your work.
11. Whet work actions or decisions doyou make without prior approval? Decisions might
Include setting up a filing system, selecting materiels, choosing approaches to solve problems.
12. Give examples of when you ask your supervisor for advice or guidance. Some examples
might be: when you do something new, when you need more Information, when a decision
might be controversial, etc. '
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13. Describe any contacts you have with people( in person, by telephone. two-way radio) other than
your supervisor, co-workers, or subordinates, as a regular part of your work. For each contact
listed, explain why you have the contact and how often.
14. list the names and titles of City employees under your Immediate supervision.
15. If applicable, what percentage of your time do you spend typing? _Z
Using a word prooessor? _X Using a computer terminal? _M
16. indicate any other factors or aspects of your job that should be considered in evaluating your
position. For example, working conditions, hazards, physical effort, pressure, deadlines.
Please explain.
17. 1 certify that the entries on these pages are accurate and complete.
Signature Date
TO THE SUPERVISOR:
Complete x 18 through *24 of this form. Attach additional sheets of paper if you need more room to complete
your answers.
18. Describe the purpose of the work unit or area.
position.
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20. Indicate any exceptions or additions to the employee's statements.
21. Explain the type of supervision or guidance given this employee. (Do you, for example, check all
the employee's work or only spot-check it? Does the employee complete regular work without
supervision? Does the employee help plan how the work will be done?)
22. List what you consider to be the desired education, experience and/or specialized training needed
to be a competitive applicant for this job. Underline those things listed that are absolutely required
rather then desired.
Education:
Length & type of experience.
Special lloermas, registration or certification:
Alternative combtnettons of the above
23. Describe any training required after hire before the employee con fully perform the job.
24. 1 certify that the entries on these pages are accurate and complete with the exceptions noted
In *20.
signature Date
OPTIONAL USE BY THE DEPARTMENT HEAD OR CITY MANAGER
25. Indicate any exceptions or additions to the statements of the employee or the supervisor.
26. 1 certify that the entries on these pages are accurate and complete with the exceptions noted in ie25.
Signature Date
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M ETUG WITH DEPARTMENT HEADS
OUTLINE
Give a supply of questionnaires and the instructions for
completing the questionnaire
Review the questionnaire
Have each department head identify:
*The full-time employees that will be completing forme
*Who will complete forms for any vacant positions
*Who will sign off on each form as the first line
supervisor (Sections 18-24) and who as the
second -line supervisor (Sections 25-26)
*Which employees can complete a group questionnaire.
This choice is limited to employees within a single
department and is probably appropriate, for
instance, for the Fire Fighters and Police Officers
(one form for patrol and one for investigation).
Instruct Department Heads to complete Section 22 for their
own positions, then the City Manager will initial this
section.
Develop a timeline for the distribution and return to Finance
of the forms
Distribute and review work plan
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CITY OF KENAI
Job Evaluation Factors
You are being asked by the City to till out a questionnaire describing your job.
The information that you provide in this questionnaire will be evaluated
according to five factors. Each factor has two parts. Following Is a description
of what the factors are and what they mean:
Factor I: Responsibility
This factor measures the assistance and control provided by the supervisor and
the scope of work as it pertains to the purpose, breadth and depth of assigned
work.
Factor 11: Difficulty of the Work
This factor measures the complexity or intricacy of the work and the mental
demands; that is, the judgment or decision making, originality and other mental
effort required, as affected by the quality and relevance of the available
guidelines. The term "guidelines" means all types of source material including
reference manuals, precedents, oral and written instruction, text books, standard
methods and procedures, trades practices, building codes and so on.
Factor III: Knowledge Requirements
This factor measures the nature and extent of information or facts needed and
the level of knowledge and skill needed to perform the work acceptably.
Knowledge is gained through experience, education and training.
Factor IV: Personal Relationships
This factor measures the skill required in face-to-face contacts and telephone
and radio contacts with persons not in the supervisory chain, and the importance
of such contacts to the success of the work. Contacts which occur infrequently,
Irregularly or incidentally or are not an essential part of the main purpose and
nature of the work are not taken Into consideration on this factor.
Factor V: Work Environment and Physical Effort
This factor measures the type and amount of physical effort involved in
performing the assigned work and environment in which the work is performed.
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THE POSITION DESCRI PT ION QUESTIONNAIRE
The questionnaire provides information which matches the factors being
evaluated. It provides for input from the employee and two levels of supervisors.
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Instructions for completing the questionnaire, including examples of clear duty
statements, appear on the form.
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A single questionnaire can be completed and signed by all incumbents where two
r more employees are performing identical work. Your supervisor will indicate
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it a group questionnaire is appropriate.
You'il be able to see how this questionnaire asks for Information that will help
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assess the factors just reviewed. The form is very Important. It will be the
main source of information about your job.
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A. Complete items =1 through x 17. Your supervisors complete the rest of
the form. This form will be copied at least once -blue ink and pencil
don't copy well, so use black ink or type your form. Make sure It can be
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read.
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B. Items 1 through 4 give basic information that identities a position.
1. Your name
2. the official title for your job
.
(If you are unsure of the official title for your job, check with
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your supervisor.)
3. the department the position is assigned to
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4. your Immediate supervisor (this is usually the person who approves
your leave and completes your performance evaluation).
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C. Page 1 gives examples of duty statements that don't explain what Is
being done and those that do. It also explains how to figure
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percentages.
D. Page 2 asks for a general but complete description of your job. Attach
extra sheets of paper it you need more room to write your description.
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1. Examples for *5 are: "Type all the draft and final correspondence
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for the department;" OR "Maintain and repair all gas and diesel
equipment for the City."
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2. For 06, start with your most Important and time-consuming duties.
List your incidental and occasional duties last. The percentages
together should total 100%.
E. On page 3, you'll notice sections that are directly tied to the list
of the factors being used. Examples or additional directions are built
Into the form.
F. On page 4, you will not complete s 14 if you don't supervise others.
*IS may also be irrelevant to your work and can then be left blank.
G. Sign and date the form in'17.
Your supervisor will complete' 18-26, which includes sections to address the
kind of supervision a position receives and the kinds of qualifications future
applicants for the position should have. This last part will help in the writing of
class specifications.
When the Department Head or City Manager completes *18-24, *25 and *26 will
be left blank.
The questionnaire is designed to get the information needed to evaluate each
factor. It's your opportunity to describe your job. We will also interview a
sample of employees and ask about the work being performed.
If you have questions about completing the questionnaire, call Robin Feltman in
the Department of Finance at 283-7538.
CITY OF KENAI
F
POSITION DESCRIPTION QUESTIONNAIRE
TO THE EMPLOYEE:
This form is to collect information on work being performed for the City. Along with employee interviews, it
will be used to write Gass specifications for each type of job in the workforce. Piease take time to give s
complete and accurate description of your work. Extra paper con be attached if you need more room to complete
any sections of the form.
Complete 0 1 through x 17 of the form. Your supervisor or other designee of the City will complete w 18
through *26.
USE BLACK INK OR TYPE
IDENTIFYING INFORMATION
1. Name 13. Department
2. Current Title of Position 14. Supervisor's Name
Instructions for *5 and w6:
Examples of Good end Poor Duty Statements
Poor Statement Good Statement
Assist in handling correspondence. Receive, open, date stamp, sort and deliver
Incoming mail.
1 fix equipment. Check motorized equipment which is malfunctioning
and identify problems. Order parts needed for
repair, Replace parts, lubricate and test for proper
performance. Record work done on maintew oe records.
Do general kitchen work. Clean and cut fruits and vegetables.
Make salad dressings. Wash pots and dishes end
and store utensils and food. Once or twice a month
bake cookies and cakes.
Percentoom
In the left hand column of pegs 2 estimate the percentage of time you spend performing a particular duty. To
determine the percentage, think of your job in a time block, such as a day, a week, a bi-weekly period, a month
are year. Within this time block estimate how much time you spend performing each duty. For example, say
you spend one day each week writing checks end entering payments into a ledger. Simply divide the time spend on
the duty by the time block: 1 day divided by 5 days (1 week) equals 2O2.
(Leave this space blank)
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7. Name or describe any special equipment or materiel you use. List vehicles, hand and power tools,
office equipment and instruments.
8. Whet reference manuals and written guidelines do you have? Examples are procedure manuals,
trade practices end stenderds, codes and laws.
9. Do you have any responsibility for deciding whet procedures, IMM, rules, etcM to be
followed in Yomork or the work of others? Little or none Some
A greet deal U Please explain.
10. Give examples of recommendations you make related to your work.
11. Whet work actions or decisions do you make without prior approval? Decisions might
Include setting up a filing system, selecting materiels, choosing approaches to solve problems.
12. Give examples of when you ask your supervisor for advice or guidance. Some examples
might be: when you do something new, when you need more information, when a decision
might be controversial, etc.
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13. Describe any contacts you have with people (in person, by telephone,
your supervisor, cc -workers. or subordinates, as a regular part of y
listed, explain why you have the contact and how often.
14. List the names and titles of City employees under your Immediate sup
15. If applicable, what percentage of your time do you spend typing? _5
Using a word processor? 9 Using a computer terminal? _Z
16. indicate any other factors or aspects of your job that should be constdered In evaluating your
position. for example, working conditions, hazards, physical effort, pressure, deadlines.
Please explain.
17. 1 certify that the entries on these pages are accurate and complete.
Signature Date
TO THE SUPERVISOR:
Complete N 18 through *24 of this form. Attach additional sheets of paper if you need more room to complete
your answers.
arse.
�sition.
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20. Indicate any exceptions or additions to the employee's statements.
21. Explain the type of supervision or guidance given this employee. (Do you, for example, check all
IN employee's work or only spot -dock it? Does the employee complete regular work without
supervision? Does the employee help plan how the work will be done?)
22. List what you consider to be the desired education, experience and/or specialized training needed
to be a competitive applicant for this job. Underline those things listed that are absolutely required
rather than desired.
Education:
Length & type of experience:
Special licenses, registration or certification: -
Alternative combinations of the above:
23. Describe any training required after hire before the employee can fully perform the job.
24. 1 certify that the entries on these pages are accurate and complete with the exceptions rated
in r20.
Signature Date
OPTIONAL USE BY THE DEPARTMENT HMQ OR CITY MANAGER
25. Indicate any exceptions or additions to the statements of the employee or the supervisor.
26. 1 certify that the entries on these pages are accurate and complete with the exceptions noted in *25.
Signature Date
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Jaron & Associates
April 21,1966
To: Kenai City Council Members
- - From: Janet Jaron ;
Through: Charles Brown
4 The attached are two of the products of my April meetings with the City
..... _ Manager, Finance Director and other Department Heads.
' Employees whose positions are in the Study and their respective
t� supervisors will be asked to complete the enclosed questionnaire. This
form provides the necessary information for evaluating jobs. In addition
to the forms, a sample of employees will be interviewed in June in order
to collect additional information about the work being performed.
i The other attachment is a detailed workplan that outlines what specific
steps will be taken, who will do what, and how information will be ,
conveyed to interested parties. The Study from start to finish is a five
month process. Part of the reason for this is that most of the steps are _
sequential rather than activities that can be done concurrently. This ,
- " " it performs certain steps, and the City
means 1 must waft while the City p {
must wait" while I complete other steps. The second reason is the
j amount of time it will take to evaluate all the questionnaires, group the
positions into meaningful classes and write up the results. Rather than
five months being a long time, it is the minimum amount of time needed to
do a credible job. i
- You'll notice that, In addition to monthly updates, there will be a
4 presentation to the Council when the Study Is complete. I'll look forward
to meeting with you at that time.
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WHO TO: City M=886T
T' city clerk
City Attorney
Department Heads
PON: Charles A. Brown, Finance Director (-v4
DATZ: Mareb 20, 1986
SUBJECT: Classification Study
On April 7 and 8, 1986, Janet Jaron will be here to begin the
classification study. Please make yourself available on
these days to talk with her. If you will not be available,
please designate another person in your department who is
knowledgeable about positions and duties (and let me know who
that person is).
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MEHO TO: Department Heads
FROM: Charles A. Brown, Finance Director a QQ
DATE: May 8, 1986
SUBJECT: Position Description Questionnaires (PDQ)
Per the City Manager's request, please provide the number of
hours spent by each of your employees (and yourself)
completing the PDQ's. Simply list the employee's name and
give an estimate of the hours spent on the PDQ. include in
your time the hours spent reviewing the forms. If your
secretary typed the forme, include that time.
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June 3, 1986
Kenai City Council
' FROM: Janet Jaro
t. 2' THROUGH: Charles A. own, Finance Director
F SIIBJBCT: Classification Study Update
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Y City employees completed job description forms in May. In addition to
. s this written information about job content, 20% of the employees whose
positions are part of the Study are being interviewed. This verbal
information supplements and clarifies the written input and also gives
representative employees an opportunity to expand on their job
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assignments and work environment. l
I will begin drafting class specifications and returning them this
month to the City for departmental review. Comments from Department
Heads on the proposed descriptions will then be returned to me and the
;. specifications finalized.
Concurrently, a survey describing some City jobs will be sent to other
' cities and boroughs in the recruiting area. From the returned data
•j we'll try to assess whether Kenai is generally "in the ball park" on
y� salaries paid. In addition, a survey to collect salary table E
- F structures and information explaining employee progression through a
f salary table will be sent to a dozen or so Alaska governments.
1. With excellent cooperation from the City, this project is running on
time and as planned.
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MEMO TO: Kenai City Council
FROM: Charles A. Brown, Finance Director
DATE: July 24, 1986
SUBJECT: Classification Study
Janet Jaron will be in Kenai on August 27 and 28, and has
asked for a worksession with Council on one of those
evenings. Please set a worksession date and time.
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