The document provides guidance on completing a Position Analysis Questionnaire (PAQ). It explains that the PAQ is used to describe a position for purposes such as classification, pay determination, and updating job descriptions. It emphasizes that the PAQ should describe the actual duties of the position, not the person holding it. It offers tips for completing the PAQ such as involving the incumbent and supervisor, being specific rather than vague, avoiding ambiguous terms, and accurately reflecting the current job rather than how it may change.

1. 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 PAQ
It 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 job
tasks.
It is best to write it out on scratch paper first and show it to someone to see if it makes
sense to them.
Incumbents in very similar positions may prepare one PAQ as a group, and place all of
their 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.
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2. Position Analysis Questionnaire
A. Introduction
The position analysis questionnaire (PAQ) is the primary document for human
resources 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 the
incumbent to achieve the goals and mission of the organization. It is this accurate
description of the work that assists in the determination of the proper class for the
position, and indirectly assigns it to a salary range. The PAQ is the basis for the
determination of the minimum qualifications that are a critical factor in attracting
qualified applications during the recruitment process.
A complete and up-to-date PAQ is also an excellent tool for identifying potential
training needs and career development opportunities. It is a critical document in
determining ADA essential job functions and FLSA status, valid recruitment and
selection procedures, health and safety issues, labor contract administration, and
organization planning.
C. Completing the Position Analysis Questionnaire
1. 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.
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3. 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.
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4. Keep it Simple
Avoid unnecessary use of multi-syllable words, overly long sentences, jargon,
acronyms, redundancies, or “buzz” words.
Be Specific
The incumbent can clarify terminology and descriptions for the person who will later
read the PAQ by asking themselves mental follow-up questions, such as: “in order to
do what?” or “for what purpose?”
Avoid Ambiguous Terms
The use of such ambiguous terms as “administers”, “assists”, “coordinates”,
“ensures”, “handles”, “prepares”, and “processes”, without stating how the task is
accomplished is almost invariably a sign of inadequate information. Using the word
and then the processes, tasks or operations completed will usually clarify the
ambiguity.
For example, the word “assists” when used alone, is capable of too many
interpretations, and becomes almost meaningless for PAQ purposes. An employee
who assists in a particular task may do such simple duties as searching files and
assembling materials for a supervisor, or an employee may “assist” by performing
the 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 ambiguous
without 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 with
Avoid the Passive Voice
The passive voice (e.g., “is recommended”, “will be filed”, “were summarized”,
“should be reported”) suggests an action without an agent. When completing the
PAQ, use an action verb to identify the action taken. (“I recommend”, I summarize”)
Be Accurate
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5. 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.
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6. Review of PAQ by Page and Question
Page 1: Cover Sheet
Page 2:
General Information
Complete 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 will
require Vice Presidential Level approval to Audit the position.
Job Summary and Analysis
Please describe the primary purpose of the position (Why does the position exist, what do
you do?)
Brief statements of the position’s principal function (what it must accomplish), and the
reason (why) that the principal function has been assigned.
Page 3:
Organizational Setting
Complete the applicable boxes on the organizational chart. Be sure to include ALL direct
reports. A copy of your departmental organization chart may be attached.
Page 4:
Key Tasks and Responsibilities
Descriptions and percentage of time of the 6 – 8 most important duties assigned to the
position, in order of importance. Describe so that someone not familiar with your work
would 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 Solving
Check a response that best describes the level of Problem Solving that is required to do
the job. Which one statement most accurately describes your freedom to consider
alternatives when addressing issues or problems? This is the level of Problem Solving
typically encountered by the position; for level 5 and 6 provide an example of the
problem solving involved.
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7. Page 5 (Continued)
Decision Making
Check 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 of
direction and supervision received.
Page 6:
Contacts
The nature, frequency and level of contact required in carrying out the job duties of the
position.
Written Communications
Indicate the level of written communication that is required by the position on a routine
basis, not an occasional assignment.
Page 7:
Physical Exertion/Working Conditions, Environment
Indicate the level of physical effort required by the job. Mark the table to indicate the
type of physical effort being performed and the frequency in which it is performed.
Page 8:
Formal Education/Education
Indicate the minimum level of formal education and the minimum years of related
experience required to successfully perform the job. If a degree of specific experience is
required, 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 – not
necessarily the incumbent’s level of education and experience.
Page 9:
Supervision/Supervisory Authority
To be completed only by individuals who supervise other employees.
List the job titles of employees reporting directly to you and the number of employees in
each job title.
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QUESTIONNAIRE .doc
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