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Flow charts on how the Position Audit Process (PAQ) works, How to Request/Complete/Submit, along with the Position Audit Appeal Process are provided below.
Position Analysis Questionnaire  - How to: Request, Complete, & Submit the questionnaire
Position Audit Process (PAQ) - flow chart
The Position Audit Appeal Process - flow chart
Below are prior articles and Q & A's published in The Pen newsletter on this topic. Other topics are listed on the left menu navigation bar.
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Rule 4 - The Classification Plan
Rule 9 - Position Reclassification
Overview of functions handled by the Pay & Classification Division
Your Benefits and Compensation
a monthly column in The Pen Newsletter covering Benefit & Compensation topics
Q: How do you determine the correct classification for my position?
A:There are several important factors considered in determining proper position classification. Among them are: the level, scope and complexity of duties and responsibilities assigned; the independence and finality of actions taken; the degree of supervision exercised and received; and the amount of education, skills and previous experience required. These factors help determine the relative worth of the position in comparison with others in the organization. The Position Analysis Questionnaire (PAQ) is used to gather the necessary job related information. This instrument is completed by the employee in the position and verified by management. Follow-up interviews are conducted as necessary.
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Q: The duties and responsibilities of my job have increased considerably. May I request an out-of-cycle job audit?
A:
Every three to five years, specific job class families undergo a Cyclic Review process. The purpose of the cyclic review is to ensure that positions within the Classified Pay Plan are at an appropriate level to attract and retain qualified staff and to help us remain competitive within the marketplace. Though these are thorough studies, there are times between Cyclic Reviews when a position may undergo a significant change in duties and responsibilities. When this happens, employees may seek an individual audit.
A request for an individual audit should be made in writing through the employee’s supervisor and management and addressed to the Pay and Classification Manager. Once received by the Pay and Classification Manager, a blank Position Analysis Questionnaire (PAQ) will be forwarded via the department manager for distribution to the employee for completion. In cases where a cyclic has been completed on a classification within the previous twelve to eighteen months, the employee will be provided with the shorter Supplemental PAQ. Once completed, the PAQ should be submitted through the department supervisor, manager, and directors for additional comments and signatures. Whether it is a full PAQ or the supplemental form, the employee must explain how the position has changed since the last cyclic was conducted.
An analyst will be assigned to do the audit. Some of the issues the analyst concentrates on include whether there has been a change in the level, scope, and complexity of the duties and responsibilities assigned; a change in independence and the finality of action; as well as level of supervision exercised and received. Depending upon the outcome of the audit, such changes may affect whether a position is reclassified upward, reclassified downward, remains the same, is retitled, or gets a pay grade change. Individual audits will be scheduled as soon as feasible but scheduling depends upon other factors such as cyclic reviews in progress, an upcoming scheduled cyclic, or other issues which may take priority.
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Q: What is the timeline, if any that the Human Resources Department has to respond to an individual that has properly submitted a Position Audit Supplement form?
A: The nature of individual requests for audit is such that we have no way of planning for them on a regular schedule. Although we make every effort to accommodate the many requests we receive for position audits, the timeline from start to finish may and does vary due to the impact of other factors. Some of those factors include:
• Scheduled cyclic reviews. We review job families every 3-5 years and depending upon the size and complexity of the classifications involved, these may take up to 6 months (or more) to complete.
• Timing of other special major projects, e.g., reorganizations, the Annual Market Survey, etc.
• Are there other individual requests received before yours?
• Individual requests are logged in according to date received and are assigned on that basis as time and available staff permit.
• When was the position last audited? Was it reviewed as part of a recent cyclic or special study?
• How long has the incumbent occupied the position? As a general rule of thumb, an incumbent who has filled a position for at least 90 days to 6 months is probably better equipped to identify changes in the position than one who has occupied it for 30 days.
Once an analyst has been assigned and has conducted the necessary interviews with the incumbent and management, the written report is completed for signatures and approval before being scheduled for the next available Personnel Board meeting. Since there is also a Board deadline, it too can affect the timing of the final outcome. For example, if an item is scheduled for the February Personnel Board, it must be complete with department and Appointing Authority signatures and approval two to three weeks prior to the meeting date. If the deadline is missed for February, it goes on the agenda for the March meeting. Any changes recommended in the report would not be effective until after the Board has approved them.
When schedules permit, we make every attempt to complete these audits within a reasonable time. However, as you can see, there are many factors affecting the response to individual requests.
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How do you determine the Position Audit recommendations?
A: A recommendation is made after the Analyst performs a job analysis and rating for each position and reviews market data to determine if a pay or classification action is warranted.
Does my management participate in the Position Audit recommendation?
A: Management does not participate in recommendations. Management's role is to remain neutral and only provide factual information as needed.
Q: What can I do if I disagree with the recommendation?
A: An employee has a right to appeal the recommendation presented by the Human Resources Department. The appeal must be made within (10) working days from the date of the written notification of the pay or classification action by submitting in writing the reasons for the disagreement through the Department Director to the Pay & Classification Manager.
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Q: In the past, employees with whom I work completed a Personnel Analysis Questionnaire (PAQ) to update and describe position duties and responsibilities. Every few years, the Human Resources Department sent us a notice reporting our position’s classification, title, and pay grade. Does Pinellas County still perform this Cyclic Review Process?
A:In September 2002, the Human Resources Department revised the Cyclic Review Program streamlining the process to reduce the amount of paperwork, and to concentrate on the many departmental reorganizations taking place throughout the organization.
Reviews are still completed every 3-4 years but now focus more on market review and analysis. Human Resources Department staff consults with appointing authorities and department managers to conduct job family reviews. If management or the employee feels they are working out of class, either the standard PAQ or PAQ supplemental short form is used to obtain position related information. The current process recognizes that a majority of position changes result from the Human Resources Department’s analysis of benchmark job occupations in the general labor market rather than a repetitive review of internal positions.
Today’s review process recognizes that all positions undergo constant change—however those affecting the basic classification of any given job occur far less often. Significant changes in utilization become evident to managers and employees and commonly result in a department request to Human Resources to complete a position review. The process allows the Human Resources Department to focus attention on instances when supervisors and employees may identify material changes so that classifications can be confirmed or changed in a timelier manner.
The Human Resources Department continues to analyze all job classes in a systematic manner focusing principally on the market survey analysis to maintain appropriate classification criteria and pay ranges. Cyclic review and position review reports are routinely submitted to the Personnel Board for approval.
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Q: How does the cyclic process affect my job?
A: In most cyclic audits the majority of positions audited are recommended for no change. Changes that could occur, based on duties assigned and market data, are: pay grade increase, pay grade decrease, title change, reclassification upward, reclassification downward or reclassification laterally.
Review of changes in the Cyclic process
Recently Pay and Classification has been receiving a lot of questions regarding the cyclic process and interview procedures. In August 2002 a memorandum was sent to all Appointing Authorities, Assistant County Administrators and Department Directors under the County Administrator, addressing how the Cyclic Review process was changing. The 2006-2008 Employee Handbook is also a reference to the changes that were made.
Historically, the Classification and Cyclic Maintenance Review Program analyzes the positions from similar job families on an ongoing basis, completing each cyclic every three to four years. However we have found from past experience that the duties and responsibilities in certain job families rarely change significantly enough to warrant reclassification. More often, the market has been the primary driver for changes in these classifications. In our effort to remain competitive, we watch the market closely to ensure that our ranges are comparable to those of our peers. The most significant changes are:
• Cyclics are done as an in-depth market study of the classes being reviewed.
• Individual desk audits will be the exception rather than the rule.
• Exceptions will be special studies of positions requested by the Appointing Authorities and requests by employees, for individual positions when there are compelling reasons to be closely audited (i.e., change in level of responsibility).
• The market will be the primary indicator for recommended movement of the classes.
The purpose of the study is to determine whether the positions within each department are assigned the proper classification. The audits should not be viewed as an expectation of reclassification resulting in a pay raise. Because of the large number of PAQ’s (Position Audit Questionnaires) submitted, the Personnel Analyst will randomly conduct interviews with incumbents, their supervisors and managers based on the PAQ information. A competitive comparison is made of the position with our peers and the current market. The Analyst then determines whether changes in the job duties and responsibilities affect the classification of the individual position and makes appropriate recommendations. The final recommendations are signed off by the Human Resources Director, the Appointing Authority and goes for final approval by the Personnel Board. Reclassification may be a title or classification change and/ or a pay grade change from the previous classification.
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The Classification Cyclic Maintenance Review Program
Pinellas County has a very active program called the Cyclic and Maintenance Review Program whereby each classified position is studied every 3-5 years. The jobs are reviewed by job family, meaning similar classes are studied together such as the clerical series, the skilled trades, etc. This approach frequently includes more than one department and more than one Appointing Authority. Based on past experience, we found that the duties and responsibilities in certain job families rarely change significantly enough to warrant reclassifications. More often, the market has been the primary driver for changes in these classifications. In our effort to remain competitive, we watch the market closely to ensure that our ranges are comparable to other public sector agencies and private employers with similar numbers of employees in the local area. For these reasons, we made some changes to the cyclic process which were outlined in a memo distributed in late 2002. Cyclic review audits, which are classification based, will generally be done as an in-depth market study of the classes under review. We required each and every position complete a PAQ in the past but have found that is no longer necessary. The only exceptions requiring completion of an individual PAQ will be:
• special studies of positions requested by Appointing Authorities
• major changes in a position since last audited, or
• areas of special interest that management, supervisors or employees feel need to be addressed, which are position related and not performance issues
Individual desk audits will be the rare exception rather than the rule. The market will continue to be the primary indicator for any recommended movement of these classes. The purpose of the review is to determine whether the positions within each department are assigned the proper classification. Class Specifications are reviewed to insure the nature of work and the minimum qualifications accurately reflect the duties and responsibilities of the position. A Personnel Analyst may conduct interviews with incumbents, their supervisors and managers to gather this information. Once the review process is completed, the analyst then determines whether changes in the job duties and responsibilities affect the classification of the individual position and makes appropriate recommendations. These recommendations are signed off by the Human Resources Director, the Appointing Authority and are submitted for final approval to the Personnel Board. The recommendation may be only a title change or, if justified by the market survey, a pay grade change from the previous classification. A reclassification is considered a promotion and is therefore subject to the promotional provisions of the Unified Personnel System. Once the cyclic for the department is approved, necessary changes are made to the Class Specifications and placed alphabetically back into the Human Resources website.
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Job Analysis - the systematic study of jobs
As an introduction to pay and classification procedures the topic this month is Job Analysis.
Job Analysis: This is the systematic study of jobs to determine what activities and responsibilities they include, their relative importance in comparison with other jobs, the qualifications necessary for performance of the jobs and the conditions under which the work is performed. One of the most essential things to remember about job analysis is whether filled or vacant, the interest is the job, not the person doing the job.
The success of every organization depends on the performance of its employees and the ability to attract and retain competent employees. It is important to make certain positions are classified correctly, since this directly affects our ability to serve the community at a high level of efficiency. A job analysis begins with the position analysis questionnaire (PAQ), completed by an employee to determine some general attributes for class specifications. Managers, Department Heads and Directors validate the request for the audit by signing and adding relevant details regarding changes to the job. Job Analysis involves a standard accepted practice of collecting information on the characteristics of a job that differentiates it from other jobs. General characteristics which can be applied to any position anywhere are considered. They include but are not limited to the following:
• Knowledge, skills and abilities needed
• Work activities and behaviors
• Interactions with others (both internally and externally)
• Performance standards
• Financial budgeting and impact
• Machines and equipment used
• Working conditions
• Supervision given and received
The most effective technique is to collect information directly from the job incumbent(s). Using the PAQ, the analyst prepares questions for interviewing them and observes them in the work environment. Along with additional factual information gathered from supervisors and other managers, the analyst develops a summary of the information in an organized format which includes recommendations based on gathered information. Recommendations may verify the position is equitably placed, or that an upward, downward, title or pay grade change needs to be made. Recommendations are shared with managers and employees and the report generated is submitted to the Personnel Board for approval.
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