Resources

DRAFT NOVEMBER 30

Job Levels reflect the organizational responsibility, accountability and competency requirements identified from the PDQs.  These are still under development.

Provost

• Oversees and leads all facets of the academic departments, academic services and student affairs through a group of deans, assistant provosts, directors, managers and supervisors.
• Is ultimately accountable for the performance of areas of responsibility and collectively accountable for other senior leaders for overall achievement of University of Idaho’s strategic goals.
• Reports to the President.

Vice President

• Oversees and leads all facets of one or more functional areas through a group of assistant vice presidents, executive directors, directors, managers and supervisors.
• Is ultimately accountable for the performance of areas of responsibility and collectively accountable for other senior leaders for the University’s and the division’s strategic goals and functions.
• Reports to the President.

Assistant/Associate Vice President or Provost/Executive Director

• Leads one or more departments.  May oversee the management of a department and/or may actively manage the operations of a department with substantial autonomy.
• Responsible for the development of strategic objectives for departments managed.
• Typically reports to a vice president or provost and typically has directors reporting to them.
• Contributes to division strategic planning and operations are requested.

Director

• Accountable for implementing strategic plans for the area/multiple functions, actively managing the operations of an area/function under broad direction.
• Contributes to the overall planning for the department.
• Typically reports to an assistant vice president, executive director or similar level administrator.
• Serves as an area leader in absence of leadership.

 
Assistant/Associate Director

• Accountable for managing strategic plans for the area/function, actively managing the operations of an area/function under the direction of the director, and for contributing to the overall planning for the department.
• Typically reports to the director, or similar level administrator and often directly supervises other staff.

Manager

• Responsible for overseeing a specific function within a department/section.
• Manages and coordinates the work of other employees.  Direct reports may include exempt- or non-exempt employees.
• Primary function is operational rather than strategic.
• Typically reports to a director.

Supervisor

• Trains and manages staff (frequently non-exempt) to ensure they are prepared to perform required tasks and activities effectively.
• Decisions made are primarily operational, and policies exist to guide these decisions.
• May contribute ideas and viewpoints on the operational plans for the function.
• Typically reports to a manager.  Position may be FLSA exempt or non-exempt.

Specialist

• Typically performs work requiring specific knowledge, education and expertise.
• Decision are primarily operational but given the specialized expertise and knowledge, advice or counsel often carries significant weight within that area of specialty.
• Often serves as a subject matter expert or resource to less experienced staff or higher level positions.

Coordinator

• Coordinates the day-to-day activities of a program or function.
• Often operates with autonomy and is required to exercise discretion and independent judgment.
• May serve as a resource to less experienced staff.

Technician

• Performs work of a technical and often routine nature.  Usually works within well-established parameters.
• Typically does not require substantial education, experience or knowledge but may require some experience or knowledge in a particular field of work.

Administrative Support Level 4

 All level 1, 2, and 3 functions plus

• May arrange events and functions, maintain budgets and accounts, work with confidential and time-sensitive information especially involving budget and personnel data.
• Often conducts work that is directly related to the work of a vice president or higher.
• Works on longer-term complex projects requiring knowledge of institutional policies and practices.
• May direct the work of others including lower level clerical staff and students.
• Typically has more than five years experience, basic accounting, bachelor’s degree and a high level of computer proficiency.

Administrative Support Level 3

All level 1 and 2 functions plus

Administrative Support Level 2

All level 1 functions plus

Administrative Support Level 1

• Performs routine clerical tasks such as writing non-routine correspondence, answering phones, greeting visitors, processing requests, researching and creating reports, opening and sorting, keeping office machines functioning and assisting in budget preparations.  
• May oversee the work of lower level staff and students.
• Typically has more than two years experience, a high school diploma and high level of computer proficiency.                                                       

Skilled Trade Positions (Typically 4 levels)  Examples?

Job Value Factors

Job value factors are the criteria used to evaluate a position for comparison among positions and placement into a salary structure.  Traditionally, in higher education, three broad factors are considered:

Knowledge and Skills

What is needed to effectively perform the duties of the position?

• Difficulty of tasks performed and problems encountered in the course of the work (complexity and problem-solving). 
• The types of knowledge skills, abilities (KSA), level and type of education and amount and type of work experience needed to qualify for the position and the KSAs and competencies needed for full success.

Scope of Responsibility

What ability does this position have to make or control contributions?

• Scope – The variety of work assigned, the breadth of responsibility (e.g work unit versus University-wide); the required degree of interaction across the University departments the diversity of deadlines and priorities governing the work.
• Management Responsibilities – Types and levels of positions managed; functions overseen; degree of management authority, complexity and diversity of work managed.
• Resource and Budget Accountability – Amount, kind, discretion on spending, and complexity as determined by the number of funding sources; the extent to which the employee has responsibility for resources, the type of responsibility, including human, financial, and information systems.

Range of Impact

How “big” is the function, department or process touched?

• Freedom to Act/Authority – Authority, autonomy, independence of action, level and types of decisions made and degree to which job tasks are dictated by policy, procedures, manuals, supervisors or department heads.
• Communications – Types of verbal and written communication; who is typically communicated with; what information is typically communicated and what is the method of delivery.
• Consequences of  Error – The impact and consequences of errors made in the course of the work, relative to the magnitude – from those easily rectified to those that cause major unit disruption; also referred to as the level of “risk.”

Download the Timeline in PDF format

Effective October 1, 2012

Download this information in a PDF format

The University of Idaho has launched the review of the classification and compensation practices with respect to all non-faculty exempt and classified staff positions. As such, reclassification, promotion and equity adjustment requests are on hold until the Class/Comp Task Force by June 30, 2013.

The University recognizes that there may be a need, in rare circumstances, for an exception to this hold. The following describes the process by which the exception will be considered. Exceptions are granted on a one-time basis and will be reviewed on a case-by-case basis.

Scope of Potential Exception

Exceptions will be considered when the University is at imminent risk of losing a staff person whose special skills or experience are uniquely vital to a program or completion of high priority projects.

Process

The supervisor initiates the request by submitting a detailed description to the Department Chair/Head or Unit Administrator. HR is available for an initial guidance about the types of exception requests that may be successful. Within the justification, there must be a detailed and unembellished description of how the loss of this individual would impact the program, project or department. If the individual has received a job offer, include enough information to verify it.

Note, this exception may or may not involve a reclassification or promotion. If the proposal is approved by the President or his designee, the reclassification or promotion process must then be followed. See Administrative Procedures Manual 50.51 and the Faculty Staff handbook 3360 and 3370 for more information.

Approval Routing

1. Supervisor
2. Department Chair/Head or Unit Administrator
3. Dean/Next Level Administrator
4. Human Rights, Access or Inclusion
5. Provost and Vice President
6. President/President's Designee (Keith Ickes)

Call HR at (208) 885-3638 for questions about the exception process.