CATEGORIES AND LEVELS
Job Standards within families fall into one of the following categories:
Within each category, various job levels (with corresponding generic scope descriptions) ensure consistent application of levels across campus.
Operational & Technical
OVERVIEW: This category includes support, operational, technical, skilled or semi-skilled positions, where the skills are typically acquired through vocational education and/or apprenticeships, certifications, specialized, or on-the-job training. Problems are typically solved through knowledge of past practices and procedural guidelines, or knowledge gained through a certification or licensing program. For levels 2 and 3, these positions require specialized knowledge of processes and procedures.
LEVEL 1: Applies basic skills while developing some specialized skills in procedures, operations, techniques, tools, materials, and/or equipment appropriate to area of specialization; routine and/or repetitive tasks; limited decision making; generally, close supervision; no or limited experience; work is performed from within specific limits of established procedures and/or defined instructions.
LEVEL 2: Applies skills and job knowledge in area of specialization; may adapt procedures, operations, techniques, tools, materials, and/or equipment to meet needs of area of specialization; may work on non-routine tasks; resolves issues/makes working decisions within area of specialization or responsibility with minimal supervision.
LEVEL 3: Regularly works on tasks that are varied and complex. Applies full range of specialized skills and job knowledge; frequently adapts procedures, techniques, tools, materials, and/or equipment to meet specialized needs; may serve as lead; performs broad and/or focused assignments under general supervision; originality and ingenuity are often required to help establish procedures in functional area; relies on experience and judgment to plan and accomplish assigned tasks.
Professional
OVERVIEW: This category includes positions which require a theoretical and conceptual knowledge of the specialization. Problems are typically solved through analysis and strategic thinking. At more senior levels, incumbents may independently manage or administer professional or independent programs, policies and resources.
ENTRY (LEVEL 1): Entry-level professional with limited or no prior experience; learns to use professional concepts to resolve problems of limited scope and complexity; works on assignments that are routine in nature, requiring limited judgment and decision making.
INTERMEDIATE (LEVEL 2): Professional who applies acquired job skills, policies, and procedures to complete tasks of moderate scope and complexity; exercises judgment within defined guidelines and practices to determine appropriate action.
EXPERIENCED (LEVEL 3): Experienced professional who knows how to apply theory and put it into practice with in-depth understanding of the professional field; performs the full range of responsibilities within the function; broad job knowledge; works on problems of diverse scope where analysis of data requires evaluation of identifiable factors.
ADVANCED (LEVEL 4): Technical leader with a high degree of knowledge in the overall field and recognized expertise in specific areas; problem-solving frequently requires analysis of unique issues/problems without precedent and/or structure. May manage programs that include formulating strategies and administering policies, processes, and resources; functions with a high degree of autonomy.
EXPERT (LEVEL 5): Recognized campus expert. Has significant impact and influence on campus policy and program development. Regularly leads projects of critical importance to the campus; these projects carry substantial consequences of success or failure. May direct programs with campuswide impact that include formulating strategies and administering policies, processes, and resources. Significant barriers to entry exist at this level (e.g., may require Vice Chancellors' approval).
Supervisory & Managerial
OVERVIEW: This category includes positions where the incumbent primarily achieves department objectives through the coordinated achievements of subordinate staff who report to the incumbent.
An incumbent in a Supervisory position supervises at least 2.0 FTE and performs supervisory functions where independent judgment is exercised in at least three of the following:
- Independently selects subordinates OR participates in the interviews and recommends who should be hired;
- Independently determines subordinates’ performance ratings OR recommends performance ratings;
- Independently decides within budgetary limitations the amount of subordinate merit increases, who will be selected for promotional opportunities, and whether to request the reclassification of a position, OR recommends these actions;
- Has independent authority to issue written warnings and suspensions and determines what discipline should be imposed upon a subordinate OR recommends such actions;
- Has independent authority to resolve grievances or complaints OR formulates and recommends a resolution to grievances or complaints.
SUPERVISOR LEVEL 1: Provides immediate supervision to a unit or group of operational or technical employees. A portion of time may be spent performing individual tasks related to the unit; however, supervisory activities must constitute a primary part of the job. May be one of several supervisors or managers for a unit or department. Supervises unit operations to ensure compliance with departmental or campus policies, procedures, and defined internal controls. Ensures accountability and stewardship of campus resources (operational, financial, and human) in compliance with departmental standards and procedures.
SUPERVISOR LEVEL 2: Provides direct supervision typically to professionals or skilled operational or technical employees. Functions as advisor to unit and administration. Analyzes and resolves problems, interprets policies (i.e., fiscal management, HR, contracts & grants, resource management in defined areas) and demonstrates solid knowledge of processes and protocols for budgets, funds, or HR management. Exercises judgment within defined procedures and policies to determine appropriate action. Supervises staff to assure accountability and stewardship of campus resources (operational, financial, and human) in compliance with departmental goals and objectives. Ensures staff follows defined internal controls for the unit and campus.
Note: Incumbents who give work assignments to other employees and review their work products, but do not perform the above functions are typically LEAD positions and should be mapped to the Professional or Operational & Technical categories.
An incumbent in a Managerial position, in addition to the supervisory functions described above, spends the majority of time (50% or more) achieving organizational objectives through the coordinated achievements of subordinate staff who report to the incumbent, through the performance of the following managerial functions:
- Assumes accountability for decisions made by subordinates
- Manages employee performance (for example, guides, coaches and disciplines staff)
- Manages workflow, operations, apportioning the work
- Establishes department goals and objectives (and manages department progress toward goals)
- Determines techniques and processes
- Plans and oversees the budget
- Monitors or implements legal or policy compliance measures
- Performs strategic planning for function
Functional Manager
In most cases, managers achieve objectives primarily through the coordinated efforts of staff who directly report to them. However, there may be a small number of functional managers where the incumbents may oversee professional staff who do not report to them, yet have significant accountability, influence, and impact over professionals within subordinate organizations1 in the same specific functional area. A functional manager must meet all the following criteria:
- Has significant accountability for decisions made by others (who do not directly report to the incumbent) in the same functional area (e.g. Finance or Human Resources)
- Provides guidance to professional staff in the same functional area who in turn advise managers and employees
- Monitors or implements legal or policy compliance measures in subordinate organizations
- Provides guidance and expertise in developing techniques and processes in subordinate organizations
Consistent with the definition of Manager, incumbents in these positions2 still achieve their objectives through the efforts of others.
Example:
A Finance or a Human Resources advisor to a Vice Chancellor or Dean may have accountability for providing guidance and direction to other Finance or HR professionals in subordinate organizations. These Finance or HR professionals would in turn report to and advise managers and employees within their organizational units.
Process for Functional Manager Review:
Continue to look at the job standards to find the most appropriate fit for your position. If you find that a Manager title is most applicable for a position that does not have responsibility for directly overseeing professional staff, but meets the above criteria, develop the job description using the appropriate Manager title and submit to your Control Unit Administrator for review. Your Control Unit Administrators will conduct the initial review, with subsequent review by a campus Advisory Committee (if applicable), and by HR Compensation.
MANAGER LEVEL 1: Serves as the primary manager of a unit or department. May report to a Chair, Organized Research Unit Director, or equivalent administrative management. Manages human, financial, and often physical resources, and develops procedures and processes to attain unit goals. Assists in formulating and administering policies and programs for the campus and functions with autonomy. Represents the unit at campus meetings or committees. Manages the accountability and stewardship of campus resources (operational, financial, and human) in compliance with departmental and campus wide goals and objectives. Ensures subordinate supervisors and professionals adhere to defined internal controls. Manages systems and procedures to protect departmental assets.
MANAGER LEVEL 2: Serves as the manager of a department or several smaller units. May report to a Chair, Organized Research Unit Director, or equivalent administrative management, AND oversees subordinate managers. May also report to an Assistant Vice Chancellor or Dean. Has significant responsibility to organize work to achieve broadly stated goals for the department. Identifies objectives, directs programs, develops strategies and policies, manages human, financial, and often physical resources, and functions with a high degree of autonomy. Oversees through subordinate managers the accountability and stewardship of campus resources (operational, financial, and human) in a manner consistent with broadly defined compliance goals and objectives. Proactively assesses risks to establish systems and procedures to protect organizational assets.
MANAGER LEVEL 3: Serves as the senior manager of a large department or unit, OR has responsibility for multiple departments through subordinate managers, OR manages a program, regardless of size, that has critical impact upon the campus. May report to an Assistant Vice Chancellor or Dean. Has significant responsibility for formulating and administering policies and programs. Identifies broad objectives, directs significant programs, manages significant human and financial and often physical resources, and functions with a very high degree of autonomy. Oversees through subordinate managers the accountability and stewardship of campus resources (operational, financial, and human) in a manner consistent with campus and system wide compliance goals and objectives. Oversees development of systems and procedures to protect organizational assets.
MANAGER LEVEL 4: Serves as the senior manager overseeing a large organization with multiple departments. Usually reports to one of the following: Chancellor, Vice Chancellor, or Vice Provost. Identifies objectives, directs critical programs with major constituencies across campus, manages very significant human, financial, and often physical resources, and functions with an extremely high degree of autonomy. Incumbents must have overall responsibility for formulating and administering policies and programs for a major function. Operational or program results can affect the overall campus wide performance and reputation. Directs through subordinate managers the development of strategic goals and objectives to achieve accountability and stewardship of university resources (operational, financial, and human) in a manner consistent with campus and system wide objectives and initiatives.
1Subordinate organizations are separate organizational units that roll up to a higher level organization
2A very limited number of these positions exist on the campus