5.2. ERMUSR 11-13-20085Z
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MEMORANDUM
TO: Elk River Municipal Utilities Commission
FROM: Lori Johnson, City Administrator
DATE: November 6, 2008
SUBJECT: Classification and Pay Study Update
At the August 12, 2008, Commission meeting, the Commission approved a proposal from
Rod Kelsey of Riley, Dettman, & Kelsey to conduct a Classification and Pay Study. The
Study has gotten off to a slow start because of other issues with which ERMU has been
dealing, and, as a result, the completion date has been moved back a few months. It is
anticipated that the Study will be implemented in early 2009 instead of late 2008 as originally
planned. ERMU is required to submit its pay equity report for December 31, 2008, in
January 2009; therefore, the current pay structure will be used for reporting purposes. Mr.
Kelsey is recommending this approach because the current pay structure appears to meet
pay equity compliance and it is best to take time to thoroughly and correctly evaluate the
new classifications and pay structure.
Today Mr. Kelsey met with employees at the plant and at the office to begin the process of
filling out the Job Description Questionnaires QDQ). Mr. Kelsey explained the rating
factors and went through the JDQ's in detail walking employees through how they should
fill out the JDQ for their position. Employees had the opportunity to ask questions about
the Study and the process during the meetings. Copies of the handouts from the meeting
are attached for your review.
As I stated earlier, the timeline for completion of the Study is slated for early in 2009.
Employees will now begin completing the JDQ's; they are due back to Mr. Kelsey on
December 4. After the employees complete their JDQ, their supervisor and the department
head need to review the JDQ for accuracy before it is sent to Mr. Kelsey so the process
takes a while. Using this method will ensure the job descriptions are accurate. Mr. Kelsey
will work with department heads on any questions he has as he is reviewing the JDQ's.
Upon completion of the Study, he will meet with the Commission to present the results.
Summary of Job Evaluation Factors in the RDK Job Evaluation System
(Including Rating Parameters for Each Factor)
Formal Preparation and Experience
This job evaluation factor is applied to determine the most representative combination of formal preparation
(schooling at whatever level) and relevant (job-linked) experience typically required to uali for the position
being evaluated. It is important in this factor to verify the minimum acceptable qualifications for the position
being evaluated. [There are two decisions made on this factor -one related to formal preparation and one
made related to relevant experience.]
- The 2 rating parameters for this factor go from No Required Specifications to Doctorate (eight levels)
for formal preparation and go from 0 to 12+ years (eight levels) for years of relevant experience.
Decision Making (Impact)
This job evaluation factor is applied to determine the regular and ongoing freedom to act; the extent of the
organization affected by those actions; and the best characterization of decision-making typical of the
position being evaluated. [There are three decisions made on this factor -one related to the degree of
freedom to act; one related to the extent of such judgments; and one related to the nature of decision
making.]
- The 3 rating parameters for this factor go from Least to Inclusive (six levels) for impact and go from
Job-Centered to Organization-wide (four levels) for extent of decision making and go from Anc llarv to
Final (four levels) for type of decision making.
Thinking Challenges and Problem Solving
This job evaluation factor is applied to determine the representative thinking challenges and problem solving
required on an ongoing basis and thereafter the depth of intellectual response to those challenges and
creativity involved in solving problems. [There are two decisions made on this factor -one related to the
context and complexity of challenges /problems and one related to the depth of response required to
address and resolve such challenges and problems.]
- The 2 rating parameters for this factor go from Low to Dealing with Governance Issues for context and
complexity (seven levels) and go from Make Clearcut Choices to Develop Original, Creative Solutions
(five levels) for responses.
Interactions and Communications
This job evaluation factor is applied to determine the context of business-related interactions and
communications that are an ongoing part of performing the position being evaluated. [There are two
decisions made on this factor -one related to the type and context of business interactions and one related
to the impact of the outcomes and effects on information content and flow throughout the organization.]
- The 2 rating parameters for this factor go from Responses Provided to Others for context of
communications to Interactions Consistently Focused on Critical Operational/Governance Issues (6
levels) and go from Effective Working Relationships to Dealing with the Most Major Operational /
Governance Issues (five levels) for outcomes and effects.
Work Environment
This job evaluation factor is applied to determine the potential for injury in performing the position being
evaluated and also determine what recognized health hazards regularly exist in the typical work
environment of the position being evaluated. [There are two decisions made on this factor -one related to
potential for injury and one covering the recognized health hazards in the work environment.]
- The 2 rating parameters for this factor go from Minimal Potential to Continuous Potential (6 levels) and
go from Low to High (3 levels) for physical requirements.
RILEY, DETTMANN & KELSEY LLc
2006 JE Factors including Scope of Factors.doc
INSTRUCTIONS AND EXAMPLES FOR COMPLETING A JOB DESCRIPTION QUESTIONNAIRE
(JDQ)
Purpose of the Job Description Questionnaire
The Job Description Questionnaire aids in describing your position in terms of duties, responsibilities and other
requirements. The JDQ also provides a basis for job evaluation and/or the development of job descriptions.
Section / -Position Summary
Provide one or two brief statements indicating why the position exists and what impact the position has on the
organization. For example:
"To prepare and analyze financial information to provide accurate and useful information to management for
review and decision making. "
Section // -Essential Job Duties -and Responsibilities
Identify the essential responsibilities of the position, i.e., the most essential accountabilities of the position. These
responsibilities can be organized into functional or related groupings, with generally no more than six to eight
accountabilities identified. Explain the expected outcomes and/or results of performing those duties, and finally how
the outcomes (results) are measured (i.e., quality, quantity, timing). For example:
Essential Duties and Res onsibilities Ex ected Outcomes How Are Outcomes Evaluated
Assist in the design and preparation of Department budgets that Department budgets are acceptable
department budgets. are useful in measuring, to management's review and within
planning and controlling established guidelines.
business operations.
Section 111 -Formal Preparation/Experience
1) Indicate the formal preparation /education or equivalent to qualify for the position: 2) Indicate the length and type
of relevant experience required to qualify for the position: 3) Identify any licensure or certification(s) required to
quality for the position: and 4) Note any additional training, if any, that would be desirable for this position. For
example:
1) Bachelor's degree or equivalent in (applicable field(s) of study).
2) From two to four years' experience in (applicable field(s) of study or areas of expertise)
3) None
4) CPA would be desirable.
RILEY, DETTMANN 8s KELSEY Lrc
2006
Section IV -Decision Making
Identify the most important decisions made in the regular performance of the position. This section is intended to
provide an indication of the independent judgment delegated to the position. Indicate who, if anyone, reviews the
decisions made and what impact the decisions may have on one or more parts of the organization. For example:
Exam les of Decisions Who, if anyone, Reviews Your
Decisions? What are the Impacts of Your
Decisions?
Recommending, designing, and None or Accounting Supervisor if there Department operates more effrcienfly
implementing any necessary financial are new, complex or particularly and remains in compliance with all
controls for the department. sensitive decisions to be made. applicable regulations.
Section V-Thinking Challenges and Problem Solving
First identify the typical variety of problems solved on a regular basis when performing the position. Also indicate
who else, if anyone, is regularly and directly involved with problem resolutions related to this position. For example:
"Developing ways to expedite the month end close process to meet deadlines. "
"Works closely with the Accounting Supervisor and Department Managers to gather information regarding
how best to accommodate everyone concerned."
Section VI -Work Relationships
Identify the most typical work relationships that are developed and maintained with other persons, functions or
organizations inside and/or outside of your organization as required in the performance of the position.
Section Vll -Work Environment
Identify what, if any, notable and adverse working conditions are a regular, ongoing part of the working environment
when performing the position. Provide an estimate for hours of time per week where requested.
Section Vlll -Supervision/Management
Check the appropriate boxes and fill in the requested information in this section regarding any responsibilities for
work direction, training, project management or true supervision that are part of performing the position.
Section IX -Additional Relevant Information
This section provides the opportunity to comment on any significant aspects of the position not described elsewhere
in the questionnaire. Examples would include special assignments, committees and memberships outside the
organization required by the position, geographic areas covered, guidance provided to other departments or
anything else that seems significant when describing the position.
RILEY, DETTMANN & KELSEY LLc
2006
Elk River Municipal Utilities
OFF-LINE MANUALLY-COMPLETED JOB DESCRIPTION QUESTIONNAIRE (JDQ)
NAME: TITLE:
IMMEDIATE SUPERVISOR'S TITLE:
EMPLOYEE SIGN OFF (initials):
DEPARTMENT HEAD SIGN OFF
DATE:
DEPARTMENT:
IMMEDIATE SUPV. SIGN OFF (initials):
POSITION SUMMARY
Briefly state a summary of your position and also identify its most important impact on the organization:
II. ESSENTIAL JOB DUTIES AND RESPONSIBILITIES
Identify the essential duties and responsibilities of this position. Also explain the expected outcomes(results) from performing
such duties and responsibilities and how those outcomes (results) are measured.
ESSENTIAL DUTIES AND
RESPONSIBILITIES EXPECTED OUTCOMES (RESULTS) HOW ARE OUTCOMES EVALUATED
2006
~ III. FORMAL PREPARATION 1 EXPERIENCE
Please answer the following based on the most representative combination of formal academic preparation and relevant
experience to uali for the position.
1. Formal academic preparation (or equivalent) to uali for this position.
2. Length and type of relevant experience required to uali for this position.
3. Identify any. licenses or certifications required to uali for this position. (Be Specific)
4. Note any additional training, if any, that is desirable for this position. (If none, put none)
IV. DECISION MAKING
Please identify the most important decisions you make in performing the essential duties and responsibilities of this position.
Also identify who, if anyone reviews these decisions and what the intended impact of these decisions is on the department
and/or other departments.
EXAMPLE OF DECISIONS WHO, IF ANYONE, REVIEWS
YOUR DECISIONS? WHAT IS THE IMPACT OF THESE
DECISIONS?
V. THINKING CHALLENGES AND PROBLEM SOLVING ~
Please identify typical examples of thinking challenges you face and problems you solve on a regular basis in performing
essential responsibilities of this position. Also identify other work colleagues, if any, that are regularly involved in resolving
these challenges and /or problems.
2006
VI. WORK RELATIONSHIPS
Please identify the most typical work relationships you develop and maintain with individuals, functions or organizations (inside
or outside the organization) in performing the essential responsibilities of this position. Also identify the purpose of these work
relationships i.e. information exchange, project completion /coordination, getting or giving work direction or supervision, etc.
TYPICAL WORK RELATIONSHIPS PURPOSE OF THE RELATIONSHIP
VII. WORK ENVIRONMENT
Please identify below the typical characteristics of the regular, ongoing work environment of this position. Provide an estimate
for hours of time per week where requested. Check only those boxes that regularly apply to this position.
^ Inside hrs./week ^ Noise hrs./week ^Work-related Travel hrs./week
^ Outside hrs./ week ^ Fumes, odors hrs. /week
^ Temperature extremes hrs./week ^ Hazards hrs./week
^ Examples of Hazards
^ Required attendance at evening /off-hours meetings hrs./week
Are there special physical requirements established to regularly perform your position?
^ Yes ^ No
If yes, explain:
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VIII. SUPERVISION 1 MANAGEMENT
Identify below any direct, ongoing responsibility for work direction, training, project management or true supervision of others:
Do you:
YES NO
Directly Supervise Others? ^ ^
Plan, conduct and sign off on Performance Reviews? ^ ^
Provide regular, ongoing training to others? ^ ^
What are the titles of the positions, if any, you directly supervise?
For what positions, if any, do you provide regular, ongoing training?
If you are not a supervisor, do you:
Provide regular and ongoing work direction to others? YES ^ NO ^
Provide project management? YES ^ NO ^
If yes, to whom and for what purpose?
IX. ADDITIONAL RELEVANT INFORMATION ON YOUR POSITION
Please provide additional relevant information, other than what is already included in this questionnaire, that you believe is
required to fully understand the essential responsibilities of this position.
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