Factors Used to Evaluate CL/TE Positions

Knowledge and Experience - 28%

This factor measures the knowledge and experience needed in order to perform assigned duties or to function at the appropriate occupational level. Knowledge is stated as educational equivalency but in some instances could be acquired through on-the-job training or other forms of required learning. Experience should be assessed as the amount required to enter the job plus the amount to achieve base competency.

Problem Solving and Work Dynamics - 20%

This factor considers the variety and difficulty of the tasks necessary to do the work and the degree to which the work environment is static and largely unchanging vs. Dynamic and evolving. In assessing problem solving, consider the amount of judgment and thought required as determined by the complexity of duties, and whether policies and procedures are available to guide the employee in making decisions. Also take into account the variety of duties as measured by the incumbent's ability to master more than one functional area of responsibility. A functional area may be considered as that which normally would be performed by incumbents occupying different jobs. Relative to work dynamics, consider the degree to which new skills must be learned and/or job knowledge expanded in order to successfully execute the work.

Scope of Work - 20%

This factor considers the scope of responsibility of the position and relative magnitude and importance of the consequences resulting from inappropriate actions or errors committed by the individual. Errors, as considered in this factor, are those acts that result from performing the work in the wrong way and the failure to take precautions or carefully follow guidelines and regulations. This factor also considers the availability and frequency of supervision and other forms of control required within the position to reduce the likelihood of committing errors. Controls are exercised in the way assignments are made, how instructions are given, how work assignments are checked, how objectives are set, and through established precedents, policies, procedures and guidelines which tend to limit the employee's freedom of action.

Interactions and Communications - 18%

This factor appraises the responsibility for working with or through other people inside and/or outside the University to get results. Consider whether the contacts involve furnishing or obtaining information, influencing others, etc. Credit should be given for the highest level of internal or external interaction requiring the most sensitive and complex type of information exchange.

Direction of Others - 8%

This factor covers responsibilities for overseeing the work of other employees, including the nature and level of direction given. It appraises the extent of responsibility for the organization, selection, assignment, guidance, and review of other personnel; it also addresses project assignment responsibilities and the guidance of direction given to staff on a periodic but recurring basis. Direct supervision implies strong input into hiring, firing and disciplining responsibilities. Functional guidance refers to directing, overseeing or coordinating the activities of employees not under the position's direct line of authority to hire, fire and/or discipline.

Working Conditions - 6%

This factor measures the conditions under which the job must be done and the extent to which the conditions make the job disagreeable or unpleasant, due to physical effort required and/or fatigue due to the intensity and continuity of the work, including mental fatigue and/or visual strain, quantity and concentration of mental alertness, and unpredictable demands from inside or outside the organization. Physical effort is measured by the exertion placed on the skeletal, muscular and cardiovascular system of the incumbent and may include intense mental concentration (defined as any period of work where the lack of total concentration could result in serious consequences) and visual strain (defined as the effect or work which requires a high degree of close, detail work). Relative to work environment unpredictable demands may be measured by the frequency with which a position is confronted by immediate, simultaneous and unscheduled work assignments and whether priorities need to be reordered and/or other important tasks put off. In considering the unpredictable nature of the work, weigh not only the frequency with which this occurs but whether the supervisor over the job has responsibility for and capability of intervening to eliminate pressure by setting priorities. Consider also the degree to which these responsibilities produce unusual stress and exert pressures from formal deadlines and/or unpredictable demands. Other issues surrounding work environment should take into account the quality of the physical working conditions in which the job is performed such as, lighting adequacy, noise pollution, temperature extremes, exposure to fumes, chemicals, heights and/or other related hazardous conditions.