Guidance Letter P-071


SUBJECT:  Request for Desk Audit of a Position and/or Request for Reclassification

  1. Purpose – To establish procedural guidelines regarding the request of a desk audit and/or request for reclassification of a position at the College.
  2. Definitions
    1. Desk Audit – review of a professional/non-faculty or administrative position (EEO 1 and 3) for the purpose of determining if the duties and responsibilities of a job have changed significantly over time.
    2. Reclassification – review of a classified position (EEO 4-7) for the purpose of determining if the duties and responsibilities of a job have changed significantly over time.
  3. Procedure – The following procedural guidelines apply to requesting a desk audit and/or reclassification of a position at the College:      
    1. Rationale – An individual employee or supervising administrator may request a desk audit under the following conditions:
      1. An employee may request a desk audit or reclassification of his/her specific position, if (s)he considers that the responsibilities and/or scope of the job has deviated from the assigned duties and/or the approved job description.
      2. A supervising administrator may request a desk audit or reclassification if (s)he determines that the responsibilities and/or scope of the job has deviated from the assigned duties and/or the approved job description.
    2. Initiate – An individual employee or supervising administrator may initiate a request for desk audit/reclassification by completing the Position Questionnaire (Attachment 1).
    3. Approvals – The Position Questionnaire may be returned to the initiator or any level for additional information and staff work.
      1. The written recommendation and Position Questionnaire will be forwarded to the appropriate unit administrator or Vice President (where applicable) for review.
      2. If approved, the Position Questionnaire will be forwarded to the appropriate Vice President for review.
      3. If the Vice President approves, (s)he will forward the Position Questionnaire and supporting documents to the Director of Human Resources.  The Director of Human Resources will prepare the Job Evaluation/Classification Report and return to the appropriate Vice President with a recommendation.
      4. The appropriate Vice President will make a recommendation to the President’s Cabinet regarding the request.
    4. Approval Denied – If the request is denied at any level in the review and approval process, the party denying the request will return the forms, attachments and his/her rationale for the denial to the employee who recommended and forwarded the request to his/her office.  The denied request with the applicable rationale included will be returned to the employee who initiated the request via each authorization level.
    5. Appeal – If a request is denied at any level, the initiating employee may appeal the decision to the immediate supervisor of the employee who denied the request.  The decision of the President is final in this matter.
    6. Reclassification Salary Adjustments – If the reclassification procedure results in a classification to a higher skill level, it constitutes an upgrade.  If it is a lower skill level, then a downgrade occurs.
      1. Upgrade – When a job is upgraded, the incumbent’s salary is elevated to a rate no less than the minimum of the new skill level or a five percent increase, whichever is greater.
      2. Same Skill Level – If reclassification results in a job at the same skill level, then the employee’s salary should not be adjusted.
      3. Downgrade – When a job is downgraded, the employee’s salary should not be adjusted.
    7. Desk Audit Salary Adjustments – If the desk audit procedure results in a justification of increased job duties and/or responsibilities, the President’s Cabinet will recommend the appropriate increase in salary for the upgraded position.     


Attachment 1



    Position Number:  _________________  Account Number:_______________________

    Employee Name:  ______________________________ SSN:  ____________________

    Position Title:  ____________________________________________  Ext:__________
  2. II.   PURPOSE OF AUDIT – Purpose of audit or comments.  If position currently occupied, indicate the major changes in the position duties that cause the need for the audit.

    ___________________________________________             ________________________
             Dean/Director Signature                                                   Date

    ____________________________________________           ________________________
             Vice President/President Signature                                               Date
  4. IV.    POSITION SUMMARY:  In the space provided below, briefly explain in one or two sentences the general purpose of this position.
    List the major duties and responsibilities of this position in order of importance.  Include only those duties which account for 5% or more of the employee’s time.  Indicate whether each duty or responsibility is “essential” or “marginal” by putting an E or M next to it.
    Under the Americans with Disabilities Act, essential functions are tasks which must be performed by all incumbents, and marginal functions are those which could be omitted or delegated to someone else if the employee qualifies as disabled and is not able to perform the duties.
    Fill in the average percent of time spent performing each duty.  The percentages should total 100%.  In estimating the percentage of time spent on each duty, consider work that is performed over an entire year.
    E/M % of Time Duty/Responsibility
    1.         1.  Please indicate the lowest level of education and/or training required to perform the work.  Include specific degrees, technical training, or post-high school course work and the field of study.

    2.         2.  What licenses or certifications, if any, are required to qualify for the position?

    3.         3.  What other knowledge, skills, or abilities are required in order to perform the duties of this position?

    1.         1.  Please describe the least amount of experience required for a person entering this position and the type of experience.  List minimum requirements for the position and not the qualifications of the current incumbent.
      Type Experience Needed Amount Experience Needed
    2.         2.  After being hired or moved into this position, how much on-the-job experience is required for an employee to learn the major duties and be able to do them well?
    These next two questions address the amount of judgment and analytical thinking and the degree of resourcefulness and creativity required to do this job.
    1.     1.  Give one or two examples of the more difficult and complex tasks, projects or problems this employee has handed in the past twelve months or would be expected to handle.

    2.     2.  Give examples of the types of judgments or decisions that have been or would be made by this employee.

    3.     3.  Briefly describe the duties that show that original or creative thinking is required to develop new or improved ideas, procedures or techniques.

    These next few questions look at the scope of responsibility of the position and the importance of actions or decisions made.  Also addressed is the degree of independence the employee has, including the availability and frequency of supervision or other forms of control such as established policies, procedures, guidelines, or regulations.
    1.    1.  Describe the positive impact this position has on the operations in your area of involvement and/or on the institution when it is performed well.

    2.    2.   Describe the types of negative consequences for your work area or for the institution that might result from an error made by someone in this position who did not possess good job knowledge or use sound judgment.

    3. 3.  Describe the type of guidance and review this employee’s supervisor gave him/her and how often (daily, weekly, monthly) it occurs.  For example, supervisor reviews work daily, supervisor spot-checks work only occasionally (weekly), supervisor sets goals for the employee and reviews progress monthly, etc.
      Type of Guidance and Review How Often

    4.          4.  Describe the departmental policies and procedures, or standard practices you follow in your position (e.g., policies or procedures for handling an overdue account, dealing with a student’s complaint, or repairing equipment).

    These questions address the responsibility for meeting the needs of customers inside and outside the institution.  List only the contacts that are on a regular, recurring, and essential basis.
    1.          1.  List the type of people inside the institution that this employee regularly communicates with in the line of work (such as faculty members, administrative/professional staff, etc.)?  What is normally discussed with these individuals?  How often does the communication take place (daily, weekly, monthly, etc.)?  List only those contacts outside your immediate work area.  Please list customer contacts by title or job group rather than by employee name.
      Who Communicate About What How Often
    2.          2.   List the types of people outside the College’s workforce that this person regularly communicates with in the line of work (such as students, vendors or suppliers, governmental agencies, etc.)?  What does he/she normally communicate about?  How often does the communication take place (daily, weekly, monthly, etc.)?
      Who Communicate About What How Often
    1.      1.  Is this position formally responsible in any way for the supervision or project direction of other College staff employees, student workers and/or temporary employees?
      Yes _______        No _______  (If no, please skip to next section)
    2.      2.  Please check the applicable categories of employee(s) supervised.
      Nonfaculty staff _____  Student workers _____  Temporary workers _____
    3.      3.  For the above indicate whether direction is regular and on-going or if it is occasional; i.e., not day-to-day but recurring such as with special projects or assignments.

    4.      4.  Briefly describe the nature and extent of this employee’s responsibility for supervising other employees.  Indicate the scope of authority for training employees, monitoring work activities, recommending hiring, disciplining, terminating, and/or approving performance.

    5.      5.  List the titles of staff employee(s) that is position directly supervises:
      Job Title # of Employees
  12. XII.  PHYSICAL AND ENVIRONMENTAL REQUIREMENTS (for non-exempt employees only)

    Since no single questionnaire can cover every part of every position, provide any additional comments needed here.

    By signing below, you are certifying that the information provided on this form is true and complete to the best of your knowledge.

    Person Completing Form


    Title:  ______________________________________________

    Signature:  __________________________________________

    Immediate Supervisor of Position




    Person to Whom Supervisor Reports