split face logo
Human Resources Services
Share page: 

Policies and Procedures
University Support Staff Employees
Position Classification and Reclassification
(updated 06/08/2014)


Within 2 to 4 years of the conversion from classified, civil service to university support staff effective June 8, 2014, the University will develop a new Salary and Title Management Plan.  The University will continue to use available State of Kansas civil service position classifications until a new Salary and Title Management Plan is implemented.  The following information reflects the process used for position classifications and reclassifications for classified, civil service positions. This information will be updated when the new Salary and Title Management Plan is developed.

Classification Plan

The Director of Division of Personnel Services (DPS) has responsibility for preparing, administering and maintaining the Kansas civil service classification plan.  The classification plan shall establish an appropriate title for each class, describe the typical duties and responsibilities of the positions in the class, and indicate the required selection criteria for performance of the duties of the class. The classification plan is developed and maintained to ensure that all positions with similar classification factors are assigned the same class; that selection criteria are appropriate; and that the same pay grade is applied with equity to all positions in the class.

Classification Factors

Each classified position at Pittsburg State University is assigned a class title based on information in the position description. The class title appropriate for the position is determined by comparing the duties on the position description with the state specifications and the following classification factors.

Supervision Received.

This factor evaluates the supervision received in the regular course of work. The following may be considered in determining the level of supervision received:

  • degree of control by the supervisor in limiting the nature and finality of decisions;

  • degree in which precedents, regulations, manuals or other verbal or written instructions guide the work; and

  • frequency and extent of review of work performed.

Difficulty.

This factor evaluates the difficulty characteristic to the work. The following may be considered in determining this level:

  • whether the work is inherently routine or involves considerable thought, analytical ability and unusual skills; and

  • whether the work involves directing and coordinating a group of people, project or program.

Complexity.

This factor evaluates the complexity inherent in the work. The following may be considered in determining this level:

  • responsibility for independent judgment, creativity and initiative;

  • intricacy of the processes or methods involved;

  • difficulty in determining what actions need to be taken and in interpreting the desired results;

  • effect of existing or lack of existing guidelines; and

  • diversity of job duties.

Consequences of Actions/Decisions.

This factor evaluates the possible negative consequences of actions or decisions of an employee in the regular course of work. Consequences may include increased cost, decreased revenue, inefficiency, decreased employee morale, property damage, injury or loss of life and legal actions. The following may be considered in determining this level:

  • the consequences which may result from negligence or failure to follow instructions, procedures or policies; and

  • degree of responsibility for the assets, programs and safety and welfare of others.

Contacts.

This factor evaluates the responsibility for effectively handling personal contacts or interactions with persons not in the supervisory chain, such as a member or members of the employee's own organization or other governmental, private and public organizations and the general public. The following may be considered in determining this level:

  • the purpose of the contact;

  • the degree of communication skills such as courtesy, accuracy and discretion;

  • communication techniques such as diplomacy, persuasion and negotiation required to properly fulfill the objectives of the contacts;

  • nature of the information; and

  • attitudes or objectives of the individuals or groups the contact is made with.

Environmental Conditions.

This factor evaluates the characteristics of the physical surroundings or conditions under which a job must be performed and the risks and discomforts inherent in the nature of a job even though all reasonable precautions have been taken and safety standards met. The following may be considered in determining this level:

  • conditions, risks, hazards, and discomforts present; and

  • severity of injuries or other consequences which could result from exposure to these environmental factors coupled with the frequency and duration of exposure.

Physical Demands.

This factor evaluates the amount of physical exertion necessary to perform the job under normal operating conditions. Abnormal or emergency efforts should be ignored. The following may be considered in determining this level:

  • frequency and duration of handling activities such as carrying, lifting, pushing or pulling, coupled with the weight, size and shape of the items handled;

  • frequency and duration of moving activities such as standing, walking, climbing or crawling;

  • strenuous body positions such as stooping, kneeling, or crouching;

  • operating different types of equipment; and

  • repetitive motions such as painting, sweeping or scrubbing.

Supervision/Leadership.

This factor evaluates the responsibility for leading and supervising the work of others, directly and indirectly. The nature of responsibility may be functional (i.e. the responsibility for overseeing the work of others) or functional and administrative (i.e. the responsibility for oversight and the responsibility for evaluating work performance, hiring, disciplinary actions, etc.) The following may be considered in determining this factor:

  • responsibilities required for explaining, instructing, scheduling, planning, directing, reviewing and evaluating; and

  • level and diversity of the positions overseen.

Reclassification of Existing Positions

A request to review a classified position at PSU may be initiated by the employee appointed to the position or the supervisor of the position. A position review may be requested because the organizational structure of the department or the duties of the position are changed significantly. A review may also be requested for any other reason a position appears to be reallocated incorrectly.

Reclassification may be appropriate for any of the following reasons.

  • Change in the nature and variety of work.

  • Change in the difficulty of the work.

  • Change in the authority and responsibility of the employee.

  • Change in the extent of supervision over the position.

Reclassification will not be appropriate for any of the following reasons.

  • Financial need of the employee.

  • Change in the volume of work.

  • Particular characteristics of the employee, such as length of service, personality, unusual diligence, efficiency, or other unusual qualities.

  • Avoid the provisions of the regulations pertaining to layoffs, demotions, promotions, and dismissals.

  • Increase or decrease the pay of an employee in circumvention of the regulations pertaining to pay.


Reclassification Procedures and Timelines

Submit Preliminary Draft of Position Description Duty Statements to HRS by November 15th.

The Classified Position Review Request Form must be routed through the appropriate Vice President for approval. The HRS Director or designated staff member may meet with the supervisor and employee to clarify duties performed and conduct a job audit, if necessary. HRS may suggest changes in the duty statements and will assist the supervisor with completing the position description form. There must be a significant change in duties to justify reallocation of a position.

Submit Final Position Description Form with an organizational chart to HRS by January 15th.

The HRS Director or designated staff member will review the final draft of the position description to determine if reallocation is appropriate. Information on the position description will be compared with appropriate classification factors. Changes in duties from the previous position description will also be reviewed.

Final Approval; Selection of Step and Effective Date by April 15th.

Positions which appear appropriate for reallocation will be sent to the appropriate Vice President or Department Head (President's Division) for final approval. HRS will forward salary information for approved reallocations to the Budget Office by April 15th so that the reallocations can be included in the budget process. Approved reallocations will generally be implemented effective on the first date of the new fiscal year.