Administrative Service Center
235 Sage Hall
Phone : 607- 255-7541
Fax : 607-255-2823

Guidelines for Preparing the Staff Position Description (SPD), aka Position Analysis Worksheet (PAW)

Reclassification Tool and Worksheet to Establish a New Position

The Staff Position Description (SPD) is used by supervisors, employees, applicants and others for actions that range from defining a position to recruitment to performance evaluation. Keeping the following pointers in mind when preparing the SPD will make it more useful to all staff who utilize this tool.

When completing the SPD, use the least complex language possible. Do not use initials or acronyms (unless they have previously been defined), or language that is specific to your department's field.

Incumbents, supervisors or the local Administrative Service Center at the college may initiate a position classification review. Employees who, for whatever reason, believe their position is inappropriately classified should speak with their immediate supervisor and if there is mutual agreement, jointly complete a SPD and submit it to Human Resources, 235 Sage Hall. Typically, situations warranting a classification review, other than when the purpose is to establish a new position, include:

  • Any current position whose incumbent has been experiencing significant change and/or growth in job content due to departmental needs;
  • Any current position whose incumbent is expected to perform significantly changed or enriched responsibilities due to organizational restructuring, re-engineering and/or redirection;
  • Any current position that has not been reviewed for appropriateness of classification within three to five years.

Such requests should include a description of the rationale for the position classification review and a completed SPD.

One purpose of the SPD is to communicate the essence of the position to the generalists involved in the development and assessment of the position. In the Johnson School, SPDs are sent to a Position Review Team comprised of Human Resources specialists around the campus, including one for a college, unit or department similar in scope to the position being reviewed; i.e., if a Technical position, a representative from CIT may be contacted to review the SPD. This is not the case in all departments. Local classification reviews and decision processes may vary from college to college. The composition of the review committees in the larger units may come from within their own college; i.e., Arts and Sciences is a good example. Their review process may include generalists from the Economics Department, History, Languages, etc., as well as their local Human Resources unit. Be mindful of describing only the position's purpose, responsibilities, and necessary qualifications, not the particular attributes, skills and qualifications of any prior, current, or prospective incumbent. Last, but not least, a SPD review is not a guarantee of a position reclassification.

The POSITION SUMMARY section:

In this section, state the basic purpose of the position and create a context that clarifies the specific responsibility statements. Explain the position's role in the successful operation of the department. Consider the college's/unit's/department's mission and place the position in the context of that mission. How does this position support or contribute to achieving it?

The REQUIRED QUALIFICATIONS section:

In this section, state the minimum equivalency for education and progressively responsible related work experience plus the skills required from an incumbent to establish effective performance within the position.

The PREFERRED QUALIFICATIONS section:

In this section, state preferences for specialized education, experience and/or certifications.

The RESPONSIBILITIES section:

Separately state the position's major responsibilities indicating the result and purpose to be accomplished. Estimate the annualized percent of time spent on each responsibility. List these statements in descending order from greatest to least percentage of the position's annual time. These statements should address the position's essential functions, which are those responsibilities that must be performed in order for the department to continue to operate successfully.

Be specific and clear when explaining the work of a position. Prepare responsibility statements beginning with action verbs and including context. Add enough detail under each responsibility statement to ensure clear understanding. For example:

  • Prepare routine, straightforward quarterly financial reports to support compliance requirements for the Controller.
  • Clean test tubes in accordance with established procedures to prepare for experiments by Research Specialist.
  • Negotiate supply prices up to limit of $X per order with vendor to balance quality with controlling costs for department.
  • Analyze departmental software needs and recommend appropriate upgrades to Director to support unit business needs.

Be aware that words like "handle" and "manage" are often so broad that nothing is communicated. For example, you might replace "handles all phone calls" with "screens and refers calls, answering routine questions about the department", or "takes messages when others are out of the office". In this case, "handle" obscured differences in the level of responsibility.

The FACTOR EVALUATION section:

When completing the Factor Evaluation section, remember to do so based upon the position's normal and usual operation. These areas seek information describing the commonly occurring circumstances within the position, and are not intended to describe infrequent activity.

When completing this section also think about:

  • Is the work to be performed within standard guidelines and procedures? Or, does the work require consistent exercise of independent decision making, autonomy, and use of discretion?
  • What minimum equivalency of education and progressively responsible work experience is required to perform satisfactorily in this position after an appropriate introductory period?
  • What complexity of problems will be resolved by the incumbent in relation to the complexity of cases referred to a supervisor or others for resolution?


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Last Modified: May 9, 2008

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