|



 
2 Utilize Change Management Methodology to align work and resources to
objectives and establish buckets (areas) of work within a department
2 Outline primary tasks and complexities to be executed to achieve each bucket of
work
2 Estimate approximate annual time and frequency of each task
2 Determine assignment of tasks to individual positions to create engaging positions
Y 0ertical
Y Horizontal
Y Diagonal
2 eview proposed positions for engagement
Y ^kill 0ariety
Y Task Identity
Y Task ^ignificance
 |
 
 
2 Complete Position Descriptions
Y esponsibilities and percent time
Y Determine needed qualifications, experience, skills, competencies

2 Classify Positions
Y Identify fit/gap to current job families
Y Utilize established classification process
Y Ensure FL^ compliance
Y Confirm available resources are sufficient to provide competitive compensation
(pay and benefits)
 Π

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Utilizing change management methodology, areas or buckets of work are determined.
Briefly explain each area of work within the department or work group.
Bucket Explanation


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 indicate time frame involved in Preferably list tasks from
task completion, such as daily, lowest to highest complexity
    monthly, quarterly or other
   frequency during annual calendar Low | Medium | High
 Π

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Utilizing change management methodology, areas or buckets of work are determined.
Briefly explain each area of work within the department or work group.
Bucket Explanation

cademic Organizational Development

‰

dministrative Organizational Development

CU Learn


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 indicate time frame involved in Preferably list tasks from
task completion, such as daily, lowest to highest complexity
    monthly, quarterly or other
   frequency during annual calendar Low | Medium | High
Development of
dministrative Leadership X On-going X
cademy
Delivery of Leadership
Workshops X On-going X

Continued Enhancement
X On-going X X X

External esearch
X On-going X

Compile statistics from

courses taught X On-going X

Provide observation on
analysis X On-going X
 
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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: ^uperintendent 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. 0eterinary technician
caring for animal patients has
immediate feedback on efforts
from patient and animal owner
 

 
 


 
    


       

 
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0arious approaches to assigning identified tasks within buckets of departmental work:

2 
$ 
 

 : ssigning 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.

2 


 

  ssigning 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.

2 

 

  ssigning 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.
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Development of Bachelor¶s Degree 5 but less than 7 Human esources

dministrative 20 weekly
Leadership cademy 1040 yearly
56%

Delivery of Training, public Human esources

Leadership speaking, 10 hours weekly
Workshops (Trainer) facilitation 520 yearly
28%

Continued Human esources

assessment of 6 hours weekly
program outcomes 312 yearly
16%


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The position description lays the foundation for many purposes: ) 



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-Position Classification The Job ^tructure includes approximately 500 University Job
-Identifying ^kills for ^uccess Titles from 14 Job Families in nine Pay Bands.
-ecruitment
-Interviewing/^election Cornell pays competitively in relation to the pay for comparable
work at comparable employers within demonstrated labor
-Development /Training markets. Market competitive pay varies by job family and job
-Performance Dialogue classification throughout the 9 pay bands. Individual pay is based
It is critical to prepare a position description that realistically
on responsibilities, position-related qualifications, experience and
encompasses the duties and responsibilities of the position as well as performance in concert with college/unit guidelines.
identifying the critical skills and behavioral competencies, level of
education and experience needed to achieve top performance.

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FL^ : The Fair Labor ^tandards ct (FL^ ) contains provisions Ensure position content and classification are aligned with resources
and standards concerning regulations for employers record keeping, to provide market competitive pay : Check with local H
minimum wages, overtime pay, and child labor. For purposes of epresentative
overtime pay protection and eligibility, the FL^ allows employers -Establish equitable starting pay
to exempt from coverage employees employed in a bona fide -Communicate performance expectations
executive, administrative, professional, or computer capacity. In
concert with university audit requirements, the position classification - ppraise application of ^kills for ^uccess
process must be documented by a completed ^taff Position -Evaluate within performance standards
Description (doc) and a completed FL^ status determination form.
-Consider individual performance trend
 
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2The ^taff Position Description (^PD) is used by supervisors, staff, and applicants for many
purposes including: defining and classifying a position, recruitment, and performance
evaluation.

2The 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 ^PD preparer should use the ^taff Position Description template ( doc)
and follow the guidelines below:

Y 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.

Y When selecting FL^ status and completing the Factor Evaluation ^ection please double-click the
appropriate box and then choose the option "Checked".

2*uidelines for completing the staff position description can be found at the following web
site: http://www.hr.cornell.edu/managers/compensation/position_descriptions.html
 
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This guide is to be used for:
‡all regular positions undergoing position creation or change, 

  

 
 
  ; and,
‡all regular positions being submitted for posting and/or waiver which have not been reviewed for classification and/or FL^
designation by OH/Compensation ^ervices within the prior 
years.
equired documentation and clearance decisions must be retained in the employee¶s college/unit personnel file.

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"! *When the exemption

  
 
 
 

onexempt
B
onexempt
C
onexempt
D
onexempt
E
onexempt
D Exempt
E Exempt
F Exempt
* Exempt
H Exempt
I Exempt
ù ù
ù ù
ù ù
ù ù
ù ù
ù ù
ù ù
ù ù
ù ù
ù ù
ù ù
 
 determination or classification
Local OH decision site is OH/Compensation
HO Comp ^ervices, all required completed
forms must be electronically
ù forwarded to
ù compensation.mailbox@cornell.edu
for review and clearance.
ù 'equired only when current
incumbent proposed for
ù reclassification from nonexempt to
ù exempt.
U For especially unique positions
ù* and positions whose content is
affected by functional change, it is
ù* strongly recommended that local
ù ' H officers or designees consider at
least two peer reviews, one of
ùU which may be provided by
OH/Compensation ^ervices
ù ù
ù* ù
 ) 



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2 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.

2 ^upervisors should confer with their college/unit H representative for

specific pay data on any job classification and visit Tools for Managers:
Classifying Positions, Titles and ^alaries.

2 The ^taff 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.
 


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The cademic ^upport 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.
 


The dministration 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.
  


"  
The lumni ffairs & 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.



The thletics 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
C Officers.

 


"

The uxiliary ^ervices 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.

  

 
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.
) 
  


  

!

The Computers and
etworks (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.


/D /£
 
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.


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.
 



The Human esources job family generally consists of work such as, but not limited to: support local hiring processes and applicant
management tracking, deliver H services through transactional, analytical and/or data manipulation, perform generalist responsibilities
including staffing, classification, compensation, training and employee relations, support the delivery of H programs in areas of supervisory
training, performance management and academic H, develop and implement effective H 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 H office,
establish positions and H service structure, assign responsibilities, direct H staff in the local H office, select, manage performance,
development and rewards for H staff, develop and manage H budget and resource allocations, establish service standards and provide
programmatic consultation, analytical support in a functional H subject matter specialty areas such as ecruitment, Compensation, Labor
elations, Workforce Diversity, Organizational Development, Benefits, etc.
) 
  


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/  
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.

"
/


The ^ervice/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.
  
"

The ^tudent ^ervices 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.


 


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.
  



2 

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http://www.hr.cornell.edu/policies/nonacademic/labor_standards.html

2 %  "! This interactive questionnaire is to be completed for any

position recommended for exemption under the Fair Labor ^tandards ct.
http://www.hr.cornell.edu/managers/compensation/administration/flsa.cfm

2 D
"


This application provides the skill, effort, responsibility, and
working conditions factors that underlie the Job ^tructure. It is designed for additional
support in determining the appropriate band for a position.
http://www.hr.cornell.edu/managers/compensation/administration/

2 #"
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http://www.hr.cornell.edu/policies/nonacademic/overtime.html
  



2 

 



 


  
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Y re non-exempt employees duties being added/re-assigned to currently exempt staff?

Õ May change the balance of exempt vs non-exempt percent time

l If non-exempt duties are anticipated at greater than 30% of
typical workweek, position should be classified as non-exempt

Õ Departmental managers should work with their H representative to examine

revised and/or created positions for FL^ compliance.

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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 e-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 H leaders to consider when consulting with line managers regarding
possible reductions in staff position hours.

1 reduction in hours may be defined in various ways: educed hours for a portion of the year (e.g. summer); educed hours for the entire year; Zero hours
for a portion of the year (short term layoff)
2Itis recommended that these tools be used in consultation with the Organizational Effectiveness and Compensation ^ervices departments and/or the H lead
in your college/unit, prior to reaching conclusions about the effectiveness of reductions in appointment hours.
 

 

Π

 #    


£ 
 À £ 
1023+


 : Workforce Policy and Labor
" n increase or decrease of 25 percent or more of a staff member's regularly scheduled elations:
hours, or a reduction that results in a position of less than 20 hours per week, is subject to lan Mittman; alm63; 255-6866,
the provisions in this policy. In such cases, the staff member may: Lauran Jacoby; lj14; 255-6894,
‡ continue in the regular position (20 hrs/wk or more) with changed hours and not be Barb ^iany; bks4; 255-4652
subject to the provisions of this policy; or
‡ enter a layoff period and receive a layoff package in accordance with this policy (see the ecruitment and Employment Center
"Layoff Package" ^ections of this document).

ote: change in hours made at the request of a staff member is considered voluntary and
is not covered by the provisions of this policy. "
d





                   
 

       
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%
 
 : If the reduction in hours
includes reducing the appointment to M       ( 
 
'  , this
policy will apply. This policy requires 30 days advanced notice to the impacted
employee(s), absent extenuating circumstances.

À £ 
104+!

|
+


 
 : 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 ^hort 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 ^hort 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. s 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 this in policy.
 

 

Π

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£ 
 ‡ £ 
104+!

|
+


 
 
  Workforce Policy and Labor
When considering reduced hours, management should consider the impact on existing elations:
staff who may be at or near the maximum for their current appointment and who would lan Mittman; alm63; 255-6866,
end up being over the maximum in a reduced hour appointment. While the employee may Lauran Jacoby; lj14; 255-6894,
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 Barb ^iany; bks4; 255-4652
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. ecruitment and Employment Center

l £ 
104+!

|
 + 


Each university holiday is paid at 1/5 of the non-exempt employee¶s standard workweek.
Hence, reductions in standard weekly hour
D


    

26+%
 


+
 


  : defines temporary layoff as 90 Workforce Policy and Labor
 


5 calendar days or less; requires one week advance written notice to the employee(s) and the union elations:
| for layoffs in excess of 30 days; allows senior employees to request temporary layoffs. lan Mittman; alm63; 255-6866,
À 

26+%
 


+
 


  | 
Π
 : Lauran Jacoby; lj14; 255-6894,
states ³Employees laid off during the winter intersession period in the Department of Barb ^iany; bks4; 255-4652
Campus Life and ^tatler Hotel may use one day of accrued sick leave during this period as
leave with pay.§

À %
  


 D+7) 

+7 ddresses reduced hours as follows:
"  
       $  $ 

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 a
    
  
        
  
 
 
 "&  '
s Part time status is defined in the U W 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.
À 

89+
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: states that one week advance notice should be
given to staff prior to weekly work schedule changes.
The actual contract language: '(  
   


   
 
  
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  À Ensure Compliance with Fair Labor ^tandards ct; willful violators may be prosecuted ^hari Constantino; snf3; 4-8354;

"
 criminally and fined up to $10,000. second conviction may result in imprisonment. Employers Kim ^wartwout; kao8; 4-8355
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-

À eductions to scheduled work hours and pay for exempt employees must be handled in
compliance with the FL^ . 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.

À Ensure compliance with
ew York ^tate 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. eview resulting job
description to ensure it is still exempt.

À 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.

Œ/

 À Ensure colleges and units transmit via H-Online any reduced schedules for transaction to Donna Lawton; dl16; 255-9452
ecords dministration to accurately reflect changes in employee¶s planned schedules.
Y For exempt employees, ensure the revised annual compensation rate appropriately
reflects the revised planned work schedule and meets the
Y^ minimum weekly exempt
$543.75 salary.
À ecords to monitor and report on such changes.
 

 

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|


 À eview possible hours-reductions from a diversity perspective to ensure Cornell avoids Marie *arland; mbg78; 255-7006
"

 any possibility of adverse impact. Currently, this is achieved by review of all proposals
Œ
  to reduce hours by 25% or more through the Early Termination/Layoff Proposal Tool in
H Online.

À For proposed reductions of less than 25%, there is no current requirement for review of
such cases in the Early Termination/Layoff Proposal Tool.

    À Unemployment Insurance - ^taff whose hours are reduced may choose to apply for Barb ^iany; bks4; 255-4652,
Π


 unemployment insurance (UI). Managers should avoid discussion of the possibility of
eligibility for UI with staff members, as eligibility is determined by the
Y^ Department
of Labor.

D  À Consider the impact that reduced hours and therefore reduced pay will have on wage and Benefits ^ervices; 255-3936
salary based benefits such as retirement plan contributions

À 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.

À Effective July 1, 2009, a faculty or staff member who meets the full-time eligibility
requirements for the Cornell Children¶s Tuition ^cholarship (CCT^), the Educational
Degree Program, or the Tuition ssistance 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.
 £

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2 
£
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^taff 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.

2 £   

 
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.

2 £
  
Yeclassification: ^taff 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.
Y^election: 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.
YOne-band promotions are accompanied by review for potential pay increase.
2 


£

wards 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:
Y improving processes and/or results Y enhancing customer satisfaction
Y formulating and implementing new products or protocols Y providing innovation and cost-savings to operational methods
Y 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.
 £  
 


   
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