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Paq instructions Paq instructions Document Transcript

  • INSTRUCTIONS POSITION ANALYSIS QUESTIONNAIRE (PAQ)Purpose: Describe the work assigned to a position. Assist in determining if the current classification of the position is correct. Assist in determining the appropriate pay level for the position. Assist in updating the job description for the position.NOTE: It is the position that is being described, not the person holding the position. Completing the Position Analysis Questionnaire (PAQ)Keep it simple.Be specific, avoid vagueness or ambiguity.Be accurate; describe the job as it exists today. Hints for completing the PAQIt is more difficult to write about one’s job than to perform its tasks.No one is an expert in completing a PAQ, and there is a tendency to forget important jobtasks.It is best to write it out on scratch paper first and show it to someone to see if it makessense to them.Incumbents in very similar positions may prepare one PAQ as a group, and place all oftheir names and signatures on it, if the supervisor agrees.When in doubt, write it down.Take credit for everything the position does for the employer, regardless of job title. 1
  • Position Analysis QuestionnaireA. Introduction The position analysis questionnaire (PAQ) is the primary document for humanresources management within the organization. It is fundamental to: • designing positions, • allocating positions to classes, • developing recruitment bulletins, • complying with EEOC regulations for selection, • identifying essential job functions required by the ADA, • determining overtime exemption required by the FLSA, • identifying training needs and career development opportunities, • communicating job duties to employees. • establishing job-related performance standards, and • conducting realistic performance appraisals.B. Purpose of the Position Analysis Questionnaire The fundamental purpose of the PAQ is to describe the work assigned to a position.It should clearly state the principal tasks and responsibilities actually performed by theincumbent to achieve the goals and mission of the organization. It is this accuratedescription of the work that assists in the determination of the proper class for theposition, and indirectly assigns it to a salary range. The PAQ is the basis for thedetermination of the minimum qualifications that are a critical factor in attractingqualified applications during the recruitment process. A complete and up-to-date PAQ is also an excellent tool for identifying potentialtraining needs and career development opportunities. It is a critical document indetermining ADA essential job functions and FLSA status, valid recruitment andselection procedures, health and safety issues, labor contract administration, andorganization planning.C. Completing the Position Analysis Questionnaire1. Accountability for Completion The heads of the operating departments are responsible for obtaining and maintaining accurate and up-to-date PAQs. It is an integral part of management’s responsibility to define, describe and assign work. The employee may be the individual who completes the PAQ, but management cannot relinquish the accountability for its quality and timeliness. 2
  • Ideally, the incumbent completes the PAQ, as that person is the most familiar with the actual tasks performed, equipment operated, and methods utilized. In the event of a vacant position , the immediate supervisor will complete the PAQ. Once the initial draft PAQ has been completed, the incumbent and supervisor should review it for accuracy, consistency, and legibility. This joint-review process can serve to increase the understanding of the assigned work between the supervisor and the employee. Once the immediate supervisor has completed the review of the initial completed draft PAQ, a final PAQ is prepared and sent to the next higher level(s) of management for their review, critique and approval. Upon approval of the department head, the final completed PAQ is sent to the Human Resources Department for classification of the position.2. Method of Completion It is recognized that incumbents, supervisors, and department heads are not experts in completing PAQs, and that reducing the total work assignment to several sheets of paper is difficult for most persons. However, completed PAQs need to contain such complex information as: completed statements of the specific duties assigned, examples of actual decisions made, and the nature of regular, recurring work contacts. At times, incumbents and supervisors may be tempted to copy or paraphrase material from class specifications. Unless the class is extremely narrow, such material fails to provide the detail of information needed. While it may appear to save time by quickly paraphrasing a class specification as opposed to preparing detailed well- thought-out responses to the PAQ questions, such an approach generally requires that the PAQ be returned to the operating department for further work. This may result in delays in the establishment of positions, reclassification reviews, or recruitment to fill vacancies. Following is a series of suggested steps that for the completion of the PAQ. Brief the Incumbent Conduct a briefing for the incumbent, or supervisor, who will complete the PAQ, in the proper method of answering the questions. If a previous PAQ has been completed for the position, it may serve as a reference point of do’s and don’ts for the task at hand. It is important that the incumbent understand the nature and purpose of each question that they are to answer, and the purpose and potential results that the completed PAQ is expected to achieve. 3
  • Keep it SimpleAvoid unnecessary use of multi-syllable words, overly long sentences, jargon,acronyms, redundancies, or “buzz” words.Be SpecificThe incumbent can clarify terminology and descriptions for the person who will laterread the PAQ by asking themselves mental follow-up questions, such as: “in order todo what?” or “for what purpose?”Avoid Ambiguous TermsThe use of such ambiguous terms as “administers”, “assists”, “coordinates”,“ensures”, “handles”, “prepares”, and “processes”, without stating how the task isaccomplished is almost invariably a sign of inadequate information. Using the wordand then the processes, tasks or operations completed will usually clarify theambiguity.For example, the word “assists” when used alone, is capable of too manyinterpretations, and becomes almost meaningless for PAQ purposes. An employeewho assists in a particular task may do such simple duties as searching files andassembling materials for a supervisor, or an employee may “assist” by performingthe same duties as the person the employee is assisting.The key to avoiding ambiguity when completing the PAQ is to describe “what I do”rather than “what gets done.” Illustrative of the many words that can be ambiguouswithout the explanation of how a task is performed include: analyzes edits oversees arranges examines participates assesses handles persuades checks instructs plans communicates interviews processes compiles maintains protects conducts manages researches coordinates modifies reviews decides monitors services determines operates supervises develops organizes works withAvoid the Passive VoiceThe passive voice (e.g., “is recommended”, “will be filed”, “were summarized”,“should be reported”) suggests an action without an agent. When completing thePAQ, use an action verb to identify the action taken. (“I recommend”, I summarize”)Be Accurate 4
  • Do not overstate or understate. Describe the work of the position as it exists today, and not as it may be in six months, or how it is supposed to be or how management thinks it is.3. Completing the PAQ for a Proposed Position Completing a PAQ accurately is more difficult for positions proposed for budget approval. It is the department head’s responsibility to envision what the work will be and ensure that they are accurately stated on the PAQ. When completing a PAQ for a position, job, or class not currently in existence, the PAQ preparer must think through what work will be performed and how it will be accomplished within a program that may not yet exist. This requires additional thought and planning, but it is this exercise that allows management to define the work and use human resources productively. Preparing a complete and accurate PAQ for a proposed position is not a quick or easy task. It often takes more than one draft. Allow sufficient time for thinking through the various tasks, for discussion, and for rewriting as needed. Completing a PAQ by paraphrasing a class specification, often in anticipation of a particular salary range, rather than giving the clearest description of the work to be assigned in a common shortcoming. At best, this approach leads to overly general PAQs and, at worst, the PAQs are fictional. In any case, a PAQ based on anything other than the writer’s best understanding of the proposed tasks and duties fails to serve its many positive purposes. 5
  • Review of PAQ by Page and QuestionPage 1: Cover SheetPage 2:General InformationComplete information for position.If this is a NEW position, contact Human Resources Manager before completing form.Completed Questionnaire will require signature of incumbent (unless a new position);and supervisor. A new position or request for reclassification of an existing position willrequire Vice Presidential Level approval to Audit the position.Job Summary and AnalysisPlease describe the primary purpose of the position (Why does the position exist, what doyou do?)Brief statements of the position’s principal function (what it must accomplish), and thereason (why) that the principal function has been assigned.Page 3:Organizational SettingComplete the applicable boxes on the organizational chart. Be sure to include ALL directreports. A copy of your departmental organization chart may be attached.Page 4:Key Tasks and ResponsibilitiesDescriptions and percentage of time of the 6 – 8 most important duties assigned to theposition, in order of importance. Describe so that someone not familiar with your workwould understand them. The total percentage of all duties must be 100%.Avoid the phrase “responsible for”. Rather use action words such as “operates”,“schedules”, “types”, “prepares”, “calculates”, “reviews”, and “conducts”.Page 5:Problem SolvingCheck a response that best describes the level of Problem Solving that is required to dothe job. Which one statement most accurately describes your freedom to consideralternatives when addressing issues or problems? This is the level of Problem Solvingtypically encountered by the position; for level 5 and 6 provide an example of theproblem solving involved. 6
  • Page 5 (Continued)Decision MakingCheck a response that describes the level of decision making required by the position.Decision making is measured by the opportunity for independent action and the level ofdirection and supervision received.Page 6:ContactsThe nature, frequency and level of contact required in carrying out the job duties of theposition.Written CommunicationsIndicate the level of written communication that is required by the position on a routinebasis, not an occasional assignment.Page 7:Physical Exertion/Working Conditions, EnvironmentIndicate the level of physical effort required by the job. Mark the table to indicate thetype of physical effort being performed and the frequency in which it is performed.Page 8:Formal Education/EducationIndicate the minimum level of formal education and the minimum years of relatedexperience required to successfully perform the job. If a degree of specific experience isrequired, please specify in what field(s).List any special license, certification or registration required to perform the job (e.g.journeyman electrician’s license, first aid certification).Describe the beginning level education and experience requirements of the job – notnecessarily the incumbent’s level of education and experience.Page 9:Supervision/Supervisory AuthorityTo be completed only by individuals who supervise other employees.List the job titles of employees reporting directly to you and the number of employees ineach job title.C:russellmkMy DocumentsCOMPENSATION COMMITTEEPAQ Year 1Instructions - POSITION ANALYSISQUESTIONNAIRE .doc 7