Job Designing and Re Designing

Asif Jamal
Visiting Lecturer & Motivational Speaker

 Utilize Change Management Methodology to align work and resources to objectives
and establish buckets (areas) of work within a department
 Outline primary tasks and complexities to be executed to achieve each bucket of
work
 Estimate approximate annual time and frequency of each task
 Determine assignment of tasks to individual positions to create engaging positions
o Vertical
o Horizontal
o Diagonal
 Review proposed positions for engagement
o Skill Variety
o Task Identity
o Task Significance

 Complete Position Descriptions
o Responsibilities and percent time
o Determine needed qualifications, experience, skills, competencies
 Classify Positions
o Identify fit/gap to current job families
o Utilize established classification process
o Ensure FLSA compliance
o Confirm available resources are sufficient to provide competitive compensation
(pay and benefits)

Utilizing change management methodology, areas or buckets of work are determined.
Briefly explain each area of work within the department or work group.
1
2
3
4
5
6
Bucket Explanation

Bucket of Work: GIVE THE BUCKET A NAME; use one or more templates per bucket
Task: Done by
one
position
Shared
across
multiple
positions
Frequency:
indicate time frame involved in
task completion, such as daily,
monthly, quarterly or other
frequency during annual calendar
Complexity
Preferably list tasks from
lowest to highest complexity
Low | Medium | High
Identify Tasks and Complexity
within Each Identified Bucket of Work

2
1
3
4
5
6
Bucket Explanation
Utilizing change management methodology, areas or buckets of work are determined.
Briefly explain each area of work within the department or work group.
Identify Areas of Work
Academic Organizational Development
Administrative Organizational Development
CU Learn

Identify Tasks and Complexity
within Each Identified Bucket of Work
Bucket of Work: Administrative Organizational Development
Task: Done by
one
position
Shared
across
multiple
positions
Frequency:
indicate time frame involved in
task completion, such as daily,
monthly, quarterly or other
frequency during annual calendar
Complexity
Preferably list tasks from
lowest to highest complexity
Low | Medium | High
Development of
Administrative Leadership
Academy
X On-going X
Delivery of Leadership
Workshops X On-going X
Continued Enhancement
X On-going X X X
External Research
X On-going X
Compile statistics from
courses taught X On-going X
Provide observation on
analysis X On-going X

Task Identity: Task Variety: Task Significance:
Degree to which the
position requires an
employee to perform
a complete piece of
work; doing a job
from beginning to
end with a visible
outcome
Ex: Bank teller may be
responsible for satisfying all
the backing needs of a
customer rather than
specializing only in savings
accounts transactions
Degree to which the
position requires a
variety of activities
that involve the use of
a number of different
skills and talents of
employees
Ex: Superintendent of a
manufacturing plant has the
technical knowledge of the
machinery, the skill to
supervise others, and the
ability to determine plant
shutdowns and repairs
Degree to which an
individual perceives
his/her position has
substantial impact on
the lives of others
and/or organizational
mission
Ex. Veterinary technician
caring for animal patients has
immediate feedback on efforts
from patient and animal owner
Positions that are high on skill variety, task identity, and task significance
influence the meaningfulness of the work and employee engagement

o Meaningfulness
of work
 Skill variety
 Task identity
 Task significance
 Autonomy o Responsibility for
outcomes of work
 Feedback o Knowledge of the
results of the work
“Engaged employee”
 Highly motivated
 High growth
satisfaction
 High general
satisfaction and
performance
 High work
effectiveness
 Lower absenteeism
and turnover

Various approaches to assigning identified tasks within buckets of departmental work:
 Horizontal integration: Assigning tasks to a position cutting across buckets or sub-buckets
that are roughly at the same level of complexity and requiring the same level of skill,
competency and experience to effectively complete. May result in a larger number of
positions.
 Vertical integration: Assigning tasks to a position usually within a bucket of work ranging
from lower to higher complexity that may require a variety of skills, competencies and
experience to effectively complete. May reduce overall number of positions while
simultaneously creating engaging work.
 Diagonal integration: Assigning tasks to a position across buckets of work that are varied in
terms of level of complexity that likely require a variety of skills, competencies and experience
to effectively complete.

Assigned Tasks
Education
Requirements
Skills and
Competencies
(note specialized skills
or certifications
needed)
Years of
Progressively
Responsible
Experience
Needed
Job Family Affinity
Estimated annual hours
and % annual time
(For positions proposed as
1.0 FTE: hours per week
times weeks per task per year
divided by 1872 hours)
Position Planning Worksheet:
Upon completion transfer this information to the Staff Position Description

Assigned Tasks
Education
Requirements
Skills and
Competencies
(note specialized skills
or certifications
needed)
Years of
Progressively
Responsible
Experience
Needed
Job Family Affinity
Estimated annual hours
and % annual time
(For positions proposed as
1.0 FTE: hours per week
times weeks per task per year
divided by 1872 hours)
Development of
Administrative
Leadership Academy
Bachelor’s Degree 5 but less than 7 Human Resources
20 weekly
1040 yearly
56%
Delivery of
Leadership
Workshops (Trainer)
Training, public
speaking,
facilitation
Human Resources
10 hours weekly
520 yearly
28%
Continued
assessment of
program outcomes
Human Resources
6 hours weekly
312 yearly
16%

Staff Position Description (SPD)
The position description lays the foundation for many purposes:
-Position Classification
-Identifying Skills for Success
-Recruitment
-Interviewing/Selection
-Development /Training
-Performance Dialogue
It is critical to prepare a position description that realistically
encompasses the duties and responsibilities of the position as well as
identifying the critical skills and behavioral competencies, level of
education and experience needed to achieve top performance.
Job Structure and Pay
The Job Structure includes approximately 500 University Job
Titles from 14 Job Families in nine Pay Bands.
Cornell pays competitively in relation to the pay for comparable
work at comparable employers within demonstrated labor
markets. Market competitive pay varies by job family and job
classification throughout the 9 pay bands. Individual pay is based
on responsibilities, position-related qualifications, experience and
performance in concert with college/unit guidelines.
Compliance
FLSA: The Fair Labor Standards Act (FLSA) contains provisions
and standards concerning regulations for employers record keeping,
minimum wages, overtime pay, and child labor. For purposes of
overtime pay protection and eligibility, the FLSA allows employers
to exempt from coverage employees employed in a bona fide
executive, administrative, professional, or computer capacity. In
concert with university audit requirements, the position classification
process must be documented by a completed Staff Position
Description (doc) and a completed FLSA status determination form.
Pay for Performance
Ensure position content and classification are aligned with resources
to provide market competitive pay : Check with local HR
Representative
-Establish equitable starting pay
-Communicate performance expectations
-Appraise application of Skills for Success
-Evaluate within performance standards
-Consider individual performance trend
Position
Classification
Considerations
After completing Position Planning Worksheet, navigate through the following steps for position classification:

Staff Position Description (SPD)
The Staff Position Description (SPD) is used by supervisors, staff, and applicants for many
purposes including: defining and classifying a position, recruitment, and performance
evaluation.
The duties and responsibilities of the position as well as identifying the critical skills and
behavioral competencies, level of education and experience needed to achieve top
performance. The SPD preparer should use the Staff Position Description template ( doc)
and follow the guidelines below:
o Use the least complex language possible. When using initials, acronyms, and/or language specific to the
departmental field, ensure that adequate explanation and definition is included.
o When selecting FLSA status and completing the Factor Evaluation Section please double-click the
appropriate box and then choose the option "Checked".
Guidelines for completing the staff position description can be found at the following web
site: http://www.hr.cornell.edu/managers/compensation/position_descriptions.html

Cornell University Staff Compensation Program
Staff Position Classification Process
Non-bargaining unit regular staff positions
Band FLSA
Designation
Staff Position
Description
Required
FLSA Status
Determination Test
Form Required
Classification and
FLSA Clearance
Site
Peer Review
Required
Local
HRO
OHR
Comp
A Nonexempt   
B Nonexempt   
C Nonexempt   
D Nonexempt   
E Nonexempt   
D Exempt   *
E Exempt   *
F Exempt    ^
G Exempt   
H Exempt    
I Exempt   * 
This guide is to be used for:
•all regular positions undergoing position creation or change, including position reclassifications affecting a current incumbent; and,
•all regular positions being submitted for posting and/or waiver which have not been reviewed for classification and/or FLSA
designation by OHR/Compensation Services within the prior five years.
Required documentation and clearance decisions must be retained in the employee’s college/unit personnel file.
*When the exemption
determination or classification
decision site is OHR/Compensation
Services, all required completed
forms must be electronically
forwarded to
compensation.mailbox@cornell.edu
for review and clearance.
^ Required only when current
incumbent proposed for
reclassification from nonexempt to
exempt.
 For especially unique positions
and positions whose content is
affected by functional change, it is
strongly recommended that local
HR officers or designees consider at
least two peer reviews, one of
which may be provided by
OHR/Compensation Services

Job Structure and Pay
 Cornell pays competitively in relation to the pay for comparable work at
comparable employers within demonstrated labor markets. Market competitive
pay varies by job family and job classification throughout the 9 pay bands.
Individual pay is based on responsibilities, position-related qualifications,
experience and performance in concert with college/unit guidelines.
 Supervisors should confer with their college/unit HR representative for
specific pay data on any job classification and visit Tools for Managers:
Classifying Positions, Titles and Salaries.
 The Staff Compensation Program is supported through gathering external
pay for comparable work within appropriate labor markets. The labor market
for a job or group of jobs is the area within which we recruit.

Are Department’s Positions within Budget?
Position Band Market Midpoint
at Annual Amount
Add’l Benefit Cost
(0 Contract; 34% Endowed)
Total Estimated Annual
Compensation Costs
(Midpoint plus benefits cost)
Total # of Positions: Total Pay at Midpoint: Total Benefits Cost: Total Estimated Annual
Compensation Costs:
Departmental
Resources:

Job Family Summaries
Academic Support
The Academic Support job family generally consists of work such as, but not limited to: plan, implement and instruct clients on educational programs,
prepare, teach and evaluate lesson plans, conduct laboratory research, consult with faculty and investigators to ascertain needs and follow through with
designs, modifications or purchases, perform research data collection, prepare verification, analysis and database management and write research reports.
Administration
The Administration job family generally consists of work such as, but not limited to: provide administrative support including draft correspondences, set
up filing systems and spreadsheets, coordinate and schedule travel plans, assist with budgets and human resource and financial processes, respond to
internal and external inquiries regarding policies and procedures, administer and manage business and administrative operations, manage staff, formulate
practices and guidelines for department activities and budgets, produce, edit and market educational videotapes and technical productions, deliver strategic
development, direction and implementation of all business operations and financial policies, practices and procedures, direct and shape the culture/climate
by cultivating and facilitating effective relationships among internal and external constituencies to achieve objectives and other duties that cover sales and
marketing, purchasing and government affairs.
Alumni Affairs and Development
The Alumni Affairs & Development job family generally consists of work such as, but not limited to: implement a variety of alumni programs and events
at reunion, homecoming and other on-campus activities, build and strengthen key relationships of significant importance to the university, implement
individual giving solicitation programs, represent the university to a variety of constituencies which include alumni, friends, and corporations and
foundations, and administer trusts and estates where Cornell is the beneficiary.
Athletics
The Athletics job family generally consists of work such as, but not limited to: recruit prospective athletes, lead practices, direct team training and skills
development, coach student athletes, provide professional physical therapy and rehabilitation treatment to athletes, design, implement and evaluate PE
classes and act as liaison with Ivy League and NCAA Officers.
Auxiliary Services
The Auxiliary Services job family consists of a variety of support work such as, but not limited to: restaurant support services, stockkeeping, bookstore
sales clerk, interact with store customers to answer questions, receive orders and research problems, support theatrical productions, interpreter/transcript
services for the classroom, meetings and non-classroom matters, and provide interpreter services for special events.
Communications
The Communication job family generally consists of work such as, but not limited to: provide computer graphics for publication and presentation, prepare
classrooms with proper audio/visual equipment, set up and operate video, lighting and computer video editing equipment, write and produce publications
and promotional materials, edit broadcasts, educational programs, brochures, monographs, working papers and lectures, develop, produce and direct
videotape and radio programs, solicit and evaluate manuscripts and manuscript proposals, and review copies of new books and write press releases.

Computers and Networks
The Computers and Networks (Information Technologies) job family generally consists of work such as, but not limited to: troubleshoot,
install hardware and software, diagnose and repair computer problems, perform data and information analysis, install and configure
networks, voice, data and video hardware, assist in and/or perform the design, development, modification and/or maintenance of systems
software, provide consultation, advising, training, documentation and evaluation regarding info tech systems, products, and services, and
advise, teach, and provide guidance and support in the use and selection of systems, products and services.
Finance/Budget/Planning
The Finance/Budget/Planning job family generally consists of work such as, but not limited to: prepare purchase orders, assist with audits,
reconcile accounts, process journal transactions, act as procurement card coordinator, develop and forecast budgets, develop and implement
short and long range strategic plans for financial operations, and work that covers financial reporting and analysis, real estate, investments,
treasury, institutional planning and research and payroll.
Health
The Health job family generally consists of occupations such as, but not limited to: nursing, life guarding, nurse practitioners, doctors,
counselors, veterinarians, and health educators.
Human Resources
The Human Resources job family generally consists of work such as, but not limited to: support local hiring processes and applicant
management tracking, deliver HR services through transactional, analytical and/or data manipulation, perform generalist responsibilities
including staffing, classification, compensation, training and employee relations, support the delivery of HR programs in areas of supervisory
training, performance management and academic HR, develop and implement effective HR administration strategies for the college/unit for
staff and faculty in concert with University policy, practice and objectives, design and implement the operation of the college/unit HR office,
establish positions and HR service structure, assign responsibilities, direct HR staff in the local HR office, select, manage performance,
development and rewards for HR staff, develop and manage HR budget and resource allocations, establish service standards and provide
programmatic consultation, analytical support in a functional HR subject matter specialty areas such as Recruitment, Compensation, Labor
Relations, Workforce Diversity, Organizational Development, Benefits, etc.

Library/Museum
The Library/Museum job family generally consists of work such as, but not limited to: provide reference services, search local and national
databases for specialized collections, perform conservation treatments on books, assist with moving art pieces around campus, monitor stack
space needs, plan collection moves and shift materials as needed, solve problems related to the circulation of materials, treatment of reserve
items, missing items or filing/shelving of specialized materials, responsible for museum education programs, coordinate installation process
between curators, artists and prep staff, plan and schedule exhibitions for collections and assist in collection development activities including
selection, donor relations, ordering and placement of materials.
Service/Facilities
The Service/Facilities job family generally consists of work such as, but not limited to: coordinate with faculty and staff to set up and arrange
furniture for special events, responsible for access to buildings and control of keys and security for the building, provide security surveillance
and loss prevention of operations, develop drawings and maps using software or hand drawing methods, design and prepare mechanical
drawings of machines and machine components, manage construction projects, assist, coordinate, and prepare reviews of cost estimates,
specifications, drawings and construction documents for projects related to new construction, repairs or alterations, perform radiation
exposure surveys and inspections, monitor compliance with federal, state and University policies, regulations and laws, and oversee
construction and renovation of projects, moves, building security and inventory control.
Student Services
The Student Services job family generally consists of work such as, but not limited to: provide day to day supervision of live in student
resident advisors, establish and maintain a positive community that supports and enhances the educational mission of the University through
developmental programs, personal student contacts and foster faculty student interaction, and advise and counsel students regarding
admissions, financial aid, etc.
Technical
The Technical job family generally consists of work such as, but not limited to: support academic research, prepare research matter for
experimentation, provide assistance in manipulating, computing and analyzing data using statistical software to evaluate experimentation,
provide training to a laboratory academic section in lab techniques, instruments, methods and procedures, support effective operation of
electronic and mechanical technical equipment, evaluate risks associate with materials and systems such as chemicals, radioactive materials,
asbestos and injury investigations, conduct environmental health and safety inspections and surveys, troubleshoot, repair, modify various
components in a research facility using hand tools, shop tools, chemicals, heavy equipment and high voltage equipment.

Compliance
 Fair Labor Standards Act (FLSA)
http://www.hr.cornell.edu/policies/nonacademic/labor_standards.html
 FLSA Exemption Review: This interactive questionnaire is to be completed for any
position recommended for exemption under the Fair Labor Standards Act.
http://www.hr.cornell.edu/managers/compensation/administration/flsa.cfm
 Band Evaluators: This application provides the skill, effort, responsibility, and
working conditions factors that underlie the Job Structure. It is designed for additional
support in determining the appropriate band for a position.
http://www.hr.cornell.edu/managers/compensation/administration/
 Overtime Policy
http://www.hr.cornell.edu/policies/nonacademic/overtime.html

Compliance
 Department restructuring may affect exemptions and FLSA compliance:
o Are non-exempt employees duties being added/re-assigned to currently exempt staff?
 May change the balance of exempt vs non-exempt percent time
• If non-exempt duties are anticipated at greater than 30% of
typical workweek, position should be classified as non-exempt
 Departmental managers should work with their HR representative to examine
revised and/or created positions for FLSA compliance.
*See FLSA compliance materials for exemption tests and potential penalties for failure
to pay overtime pay to employees whose work should be classified as nonexempt.

Human Resources Consideration Framework for Reductions in Position Hours
DRAFT as of 2-2010
Background
To meet operating budget constraints while maintaining programs and facilities, some colleges and units are
considering, in select circumstances, ongoing reductions to regular employee schedules1. These may result from
operating programs and facilities fewer days per year and/or decreasing staff coverage while maintaining current
operating days.
It is not recommended that reductions in hours of appointments be utilized unless such actions will address budget
constraints and meet the business goals of the college/unit for the long term. Using reductions as short term business
solutions to long term problems contributes to negative employment climate conditions. However, reductions in
appointment hours may be viable if the Leading Change Methodology, including the Work Re-Design Toolkit2, have
been used to conclude that the reductions represent long term solutions and that workload is truly reduced for affected
staff. The framework below provides points for HR leaders to consider when consulting with line managers regarding
possible reductions in staff position hours.
1A reduction in hours may be defined in various ways: Reduced hours for a portion of the year (e.g. summer); Reduced hours for the entire year; Zero hours
for a portion of the year (short term layoff)
2It is recommended that these tools be used in consultation with the Organizational Effectiveness and Compensation Services departments and/or the HR lead
in your college/unit, prior to reaching conclusions about the effectiveness of reductions in appointment hours.
Compliance

Consideration Reference Information OHR Consulting Contact
HR Policies  Policy 6.12, Separations:
"An increase or decrease of 25 percent or more of a staff member's regularly scheduled hours,
or a reduction that results in a position of less than 20 hours per week, is subject to the
provisions in this policy. In such cases, the staff member may:
• continue in the regular position (20 hrs/wk or more) with changed hours and not be
subject to the provisions of this policy; or
• enter a layoff period and receive a layoff package in accordance with this policy (see
the "Layoff Package" Sections of this document).
Note: A change in hours made at the request of a staff member is considered voluntary
and is not covered by the provisions of this policy. "
Considerations:
Institutional Approval: Reduced hours proposals of 25% or more must be approved via the
Early Termination/Layoff Proposal Tool in HR Online.
Notice Requirements: There is no requirement in current policy to provide advanced notice to
the staff member whose hours are reduced, even by more than 25%. Colleges and units
should consider providing some minimal notice, such as 30 days, prior to the effective
date of the reduction in hours.
 Policy 6.12, Separations, Short Term Layoff section: If the reduction in hours
includes reducing the appointment to zero hours for up to 3 months during the year, this
policy will apply. This policy requires 30 days advanced notice to the impacted
employee(s), absent extenuating circumstances.
 Policy 6.9, Time Away From Work, Vacation section: Colleges/units should consider
whether they will allow staff to use vacation accruals to offset the loss of pay if hours
are reduced. If reductions are covered under the Short Term Layoff policy, staff may
request the use of accruals but it is management’s discretion as to whether such requests
are granted. If reductions are not covered under the Short Term Layoff policy (because
they do not reduce hours down to zero) units planning such reductions should think in
advance about how they will respond to requests from staff to use accruals under such
circumstances. As far as management requiring the impacted staff member(s) to use
accruals during short term layoffs or reductions in hours, there is nothing that addresses
Workforce Policy and Labor
Relations:
Alan Mittman; alm63; 255-6866,
Lauran Jacoby; lj14; 255-6894,
Barb Siany; bks4; 255-4652
Recruitment and Employment Center

HR Policies • Policy 6.9, Time Away From Work, Vacation section: Maximums
When considering reduced hours, management should consider the impact on existing staff
who may be at or near the maximum for their current appointment and who would end up
being over the maximum in a reduced hour appointment. While the employee may carry a
balance over their appropriate maximum during the course of the fiscal year, effective June
30, their balance will be reduced to the appropriate maximum. This may result in staff having
their balances negatively adjusted. Limited exceptions may be allowed. Policy currently
prohibits the payout of excess (i.e. over the max) vacation in cash.
• Policy 6.9, Time Away From Work , Holiday section
Each university holiday is paid at 1/5 of the non-exempt employee’s standard workweek.
Hence, reductions in standard weekly hour
Relations:
Recruitment and Employment Center
Bargaining Unit
Contract – UAW
Article 14, Layoff and Recall, section Temporary Employment: defines temporary layoff as 90
calendar days or less; requires one week advance written notice to the employee(s) and the union for
layoffs in excess of 30 days; allows senior employees to request temporary layoffs.
Article 14, Layoff and Recall, section Temporary Employment Winter Intersession: states
“Employees laid off during the winter intersession period in the Department of Campus Life and Statler
Hotel may use one day of accrued sick leave during this period as leave with pay.”
Letter of Understanding B, "Job Security," Addresses reduced hours as follows:
"Employees who are indefinitely reduced from full-time to part-time status for “more than ninety (90)
days in one contract year shall be eligible to opt for layoff and will be provided the provisions of
Article 14, Layoff and Recall."
As Part time status is defined in the UAW contract as working from 20 to less than 35 hours per week,
changing staff from 39 or 40 hours per week to less than 35 hours per week for more than 90 days may
trigger this consideration.
Article 35, Hours of Work and Overtime: states that one week advance notice should be given to
staff prior to weekly work schedule changes.
The actual contract language: "When feasible departments shall give employees at least one (1) week
notice prior to weekly work schedule changes or long-term changes in work location."
Considerations: Workforce Policy and Labor Relations should be consulted by the college/unit HR rep
when reduction in hours for any union-represented staff member is being contemplated (UAW, BTC,
IUOE, CWA, SPFPA, CPU)
Relations:

Compensation
Services
 Ensure Compliance with Fair Labor Standards Act; willful violators may be prosecuted
criminally and fined up to $10,000. A second conviction may result in imprisonment. Employers
who willfully or repeatedly violate the minimum wage or overtime pay requirements are subject
to civil money penalties of up to $1,100 per violation.
 Reductions to scheduled work hours and pay for exempt employees must be handled in
compliance with the FLSA. Employers may not make partial week deductions from an exempt
employee’s predetermined salary for absences occasioned by the employer or caused by the
operating requirements of the business. If an exempt employee performs any work during a
workweek, that employee must receive his or her entire salary for that week. However, with
reasonable advance notice, an exempt employee may be informed that his/her annual scheduled
work hours are being reduced and his/her salary is being reduced accordingly. It is important to
ensure a true effort reduction for the exempt employee, considering the tendency towards
working remotely via computer, email, blackberries, phones, etc. Expectations should be made
clear.
 Ensure compliance with New York State exempt minimum weekly salary of $543.75, which is
equivalent to $28,275 annually. The $543.75 per week cannot be pro-rated for employees who
choose to work less than 12 months but continue to be paid over 12 months. Review resulting job
description to ensure it is still exempt.
 Ensure any approved reduction in schedule is fully communicated in writing to the affected
employee, clearly stating new schedule and associated changes in pay, including the revised
anticipated biweekly rate for nonexempt employees, and revised anticipated annual salary for
exempt employees.
Shari Constantino; snf3; 4-8354;
Kim Swartwout; kao8; 4-8355
HRIS/Records  Ensure colleges and units transmit via HR-Online any reduced schedules for transaction to
Records Administration to accurately reflect changes in employee’s planned schedules.
o For exempt employees, ensure the revised annual compensation rate appropriately
reflects the revised planned work schedule and meets the NYS minimum weekly exempt
$543.75 salary.
 Records to monitor and report on such changes.
Donna Lawton; dl16; 255-9452

Workforce
Diversity and
Inclusion
 Review possible hours-reductions from a diversity perspective to ensure Cornell avoids
any possibility of adverse impact. Currently, this is achieved by review of all proposals
to reduce hours by 25% or more through the Early Termination/Layoff Proposal Tool in
HR Online.
 For proposed reductions of less than 25%, there is no current requirement for review of
such cases in the Early Termination/Layoff Proposal Tool.
Marie Garland; mbg78; 255-7006
Unemployment
Insurance
 Unemployment Insurance - Staff whose hours are reduced may choose to apply for
unemployment insurance (UI). Managers should avoid discussion of the possibility of
eligibility for UI with staff members, as eligibility is determined by the NYS Department
of Labor.
Barb Siany; bks4; 255-4652,
Benefits  Consider the impact that reduced hours and therefore reduced pay will have on wage and
salary based benefits such as retirement plan contributions
 Cornell offers a very comprehensive benefit plan to all faculty and staff who work at
least 20 hours per week or the equivalent effort for exempt employees of 50% effort.
 Effective July 1, 2009, a faculty or staff member who meets the full-time eligibility
requirements for the Cornell Children’s Tuition Scholarship (CCTS), the Educational
Degree Program, or the Tuition Assistance program, may subsequently move to less
than full time and continue their eligibility for these educational programs while serving
in a part time capacity. Completing the full-time length of service requirements must be
accomplished before the move to part time status. Combinations of part time service
periods to satisfy the service requirements is not sufficient.
Benefits Services; 255-3936

Pay for Performance
 Merit Pay Improvement Programs
Staff are periodically eligible for base pay increases as indicated by demonstrated individual performance during the
timeframe of a University Pay Improvement Program. Colleges and units provide department managers with guidelines
for each pay improvement program.
 Position Enhancement
When individual performance accomplishment, competencies and departmental objectives result in a substantial increase
in the complexity or breadth of a staff member’s responsibilities within his/her current university job title classification, a
base pay increase should be awarded to the staff member.
 Promotions
oReclassification: Staff pay is reviewed for potential increase to base pay when the requirements for the occupied
position change so significantly that the position is reclassified to a University Job Title in an upper band.
oSelection: When a staff member’s competencies and previous performance result in being selected for a position
classified in an upper band, base pay is reviewed for potential increase.
oOne-band promotions are accompanied by review for potential pay increase.
 Variable Pay
Awards that are not added to base pay may provide further incentives for staff to take extraordinary initiative to enhance
their productivity in support of organizational objectives in areas such as:
o improving processes and/or results o enhancing customer satisfaction
o formulating and implementing new products or protocols o providing innovation and cost-savings to operational methods
o performing, at management’s approval, at a significantly higher level of complexity for a specified
period of time due to workload demand or similar circumstance.

Position Diagnostic Checklist
This position provides:
(check the box which best fits the position)
ample variety
opportunity to complete the work started
significance to others by how well the work is performed
ability to own to conduct own work
immediate feedback
many interesting projects
ability to talk with customers/clients/end users
ability to influence decisions that significantly affect the organization
foundation for self direction and flexibility of work hours
open communication with supervisor and recognition from supervisor
opportunity to use many new technologies
an understanding of how it relates to the mission
affects day-to-day departmental, college/unit/university success
independence from the supervisor in performing work
feedback from co-workers about performance
Low Medium High

Job Designing and Re Designing

Recommended

Recommended

More Related Content

What's hot

What's hot (18)

Similar to Job Designing and Re Designing

Similar to Job Designing and Re Designing (20)

More from Asif Jamal

More from Asif Jamal (20)

Recently uploaded

Recently uploaded (20)

Job Designing and Re Designing