• The university system consists of hundreds of payroll titles organized into various classification series, each of which describes a type of job that can be performed by employees. Some examples of classification series are "clinical nurse," "food service worker," "staff research associate," "social worker," "-- assistant," "analyst," "computer operator," and "medical office service coordinator."
  
  
• Each series generally consists of two or more classifications, e.g., "analyst I, analyst II," etc., or "food service worker, senior food service worker," etc. The different classifications define different levels of work that can be done within the series. Each classification is assigned a 4-digit job code.
  
  
• Each series and its various levels are described and defined in classification specifications (or "class specs"). The class specs can be found on-line at www.hr.ucdavis.edu/Salary

• Many employees perform work where maintaining confidentiality is a requirement. However, labor laws provide a very specific definition of "confidential employee" requiring that the employee have regular and routine contact or involvement with information related to the university's position in union negotiations. The few employees who can be designated "confidential" are not eligible to be included in a bargaining unit.

• Managers can submit a request for classification review using the Request for Classification Review form found at www.ucdmc.ucdavis.edu/hr/hr/Forms/forms.htm. All required attachments must be received to consider the request complete and establish a "received by" date.
  
  
• A compensation analyst will review the duties and responsibilities assigned to the position and, using the guidelines provided by the class specs, will classify the position considering such factors as
  
  
  • scope of authority
  • degree of difficulty
  • amount of supervision received
  • type and variety of skills required
  • extent of resource management, and
  • complexity of problem solving
    
    
• We may make comparisons with other positions with the department and perhaps in other UC Davis Health System or Campus departments. We may also conduct a review of the labor market to ascertain salary levels for comparable positions at institutions similar to ours.
  
  
• The analyst will notify the manager of the outcome when the review is complete.
  
  
• Background investigation: Personnel Policies for Staff Members 21, Appointment, requires that all lateral and upward reclassifications are contingent on the employee's successful completion of a background investigation confirming his or her identity and any felony or related misdemeanor criminal conviction record. Background investigations will be conducted only when a position is actually reclassified and only if the employee does not have a current (within the last 3 years) clear report on file.
  
  
• Union notice: When a position that is represented by a union is reclassified, we may be required to provide union notice and can proceed with the reclassification when the notice process is complete.
  
  
• Implementation: Following the background investigation and union notice, a reclassification is implemented in two steps. First, paperwork is forwarded to the Records Unit of Human Resources, where the reclassification is input to the human resources information system (PeopleSoft). Second, notification is provided to the Payroll Department, where a payroll representative calculates any retroactive payment required due to a salary increase. The analyst will confirm the reclassification with a memo to the employee when all steps have been completed.

• Delegations of classification authority may be granted to managers who are the primary users of a particular job title. Such delegations can help streamline the classification process by reducing or eliminating the need for a classification analyst to conduct an in-depth classification review.
  
  
• Managers can request a delegation of classification authority by contacting an analyst in the Compensation unit.

Managers have the authority to assign and reassign work, and the responsibility to do so in a manner that adheres to the following principles.

• Be prepared to articulate an objective rationale for reorganization decisions, including:
  
  
  • The business needs of the organization.
  • The skills, abilities and knowledge needed to meet those needs.
  • The qualifications of employees who are eligible for reassignment.
  • The potential impact of work reassignments on all employees who may be affected.
    
    
• Consult appropriately before making your decision. Such consultations might include:
  
  
  • Applicable policies and contracts
  • Dean or Vice Chancellor
  • Human Resources
    
    
• Communicate with employees about organizational changes before, during, and after the decision-making process, as appropriate. Make the process understandable to the people who may be affected by the change.
  
  
  • Solicit interest from the appropriate group of employees.
  • Announce decisions to this group.
  • Departments may develop detailed procedures in accordance with these principles.