Non-Represented

The process for establishing compensation and classification is intended to be fair and transparent, such that supervisors, managers, and staff will understand it. Supervisors and managers should have the necessary tools, support, and resources to make pay and job-level recommendations. Below is additional information regarding Job Classification.

To access Job Standards and template job descriptions please click on the following Job Builder JDX button:

A Job Family is a group of job functions that involve work in the same general occupation. These jobs have related knowledge requirements, skill sets, and abilities. Finance and General Services are examples of families in UC's job structure.

A Job Function is a more specific occupational area within a Job Family. In a job function, the same or relatively similar work is performed, a similar skill set is required, and it is possible to move within the function with minimal training. For example, in UC's job structure, Purchasing is a job function within the Finance job family.

A Job Standard is a description of the scope, key responsibilities, and knowledge and skill requirements of a specific job level within a function. Jobs with similar duties will share a common job standard.

Category - Operational & Technical (O&T)
Levels - Level 1, Level 2, Level 3

Category - Professional (P)
Levels - Entry (P1), Intermediate (P2), Experienced (P3), Advanced (P4), Expert (P5)

Category - Supervisors (S) & Managers (M)
Levels - Supervisor 1 (S1), Supervisor 2 (S2), Manager 1 (M1), Manager 2 (M2), Manager 3 (M3), Manager 4 (M4)

*Levels may vary based on job family

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PSS, MSP, SMG

All non-represented positions will continue to be governed by PPSM. Positions will be assigned to either the MSP program or the PSS program based on the body of work and the level of the job.

Professional and Support Staff (PSS). This group is composed of professional and support staff who provide administrative, professional, technical, and operational support through independent judgment, analytical skill, and professional or technical expertise, or are responsible for providing clerical, administrative, technical, service, and maintenance support for University departments, programs, and fields of work.
Management/Senior Professionals (MSP). This group is composed of managers and senior professionals who provide leadership and professional expertise to University units, programs, or fields of work, and are accountable for their areas of responsibility. Positions at this level are responsible for identifying objectives, formulating strategy, directing programs, managing resources, and functioning effectively with a high degree of autonomy.
Senior Management Group (SMG). Senior Management Group Personnel Policies delineate the general employment relationship between Senior Management Group employees and the university. Positions designated as senior management provide leadership requiring the exercise of a high degree of independent judgment in the development of university-wide or campus-wide policy and program direction and accountability for long-term results.

The President, as executive head of the university, has responsibility for the policies and programs governing the terms and conditions of employment for staff members who hold senior management positions, except for certain actions that are reserved to The Regents and Principal Officers of The Regents as set forth in the Bylaws and Standing Orders of The Regents, and except as delegated by the President to Chancellors, Laboratory Director and the Executive Vice President — Business Operations.
Each campus has a designated Senior Management Group (SMG) Coordinator(link is external) who serves as the primary contact for all SMG members, responsible for interpreting policies, administering programs, and coordinating efforts with Office of the President.
Eligibility for the emeritus title is limited to non-academic SMG staff. Granting this title is at the discretion of the Chancellor. Questions regarding the nomination process can be referred to the SMG Coordinator(link is external)
https://policy.ucop.edu/manuals/smg-hr-policies.html(link is external)

Creating Job Descriptions for Non-represented Titles

Avoid acronyms, abbreviations, or technical jargon.
Write the position description so that someone who is not intimately knowledgeable about the position (i.e., Compensation professional or an external job candidate) can understand the work performed and documented.
Describe how the job should be performed at an acceptable level, not how the current incumbent performs the job (in other words, describe the job, not the individual).
Remember that the job duties and other requirements documented in the description will be the basis for evaluating performance at the next performance review cycle.
Use active verbs rather than vague or general verbs to accurately describe the incumbent’s role. For example, “Participates” in a given task doesn’t provide an accurate picture of the role performed by the incumbent.
Describe time spent performing the most important 6 - 8 essential duties in increments that add up to 100%. In increments no less than 5%.
Write the job descriptions as broadly as possible to build flexibility to meet the needs of the department without having to rewrite the description to reflect minor changes.
While the generic scope never changes, you can customize the job summary and custom scope as necessary.
Customize key sections of the job standard as explained in the following section.

Customizing Key Sections of the Job Standard

Custom Scope

The custom scope should be expanded to further clarify the level of difficulty, scope, and leadership of the position within the context of departmental operations.

Key Responsibilities

A job description submitted for reconsideration should provide a sentence or two for each applicable key responsibility to further illustrate how the individual performs that job standard responsibility in his/her own position. For example, you may add sub-bullets to provide specific examples of how that responsibility is performed by the employee in his/her own position.

It is especially important to provide an accurate and true representation of an individual’s job duties because what is described in the job description will be the basis for review on the performance evaluation form. In other words, since an employee’s performance expectations will be based on his/her job description, the description needs to accurately define the job.

Problem Solving

To validate the job standard level selected, it is extremely important to provide two or three specific and representative examples for each of the following types of problems solved by the employee. See the job descriptions in this guide for good problem-solving examples.

Common problems solved by the employee – this section provides insight into the most typical, representative types of decisions made by the employee in this position
Less frequent and more complex problems solved by the employee – this section provides insight into the most complex problems solved by the employee in their position
Problems/situations that are referred to this employee's supervisor – this section provides insight into the types of problems that are beyond the scope of this position and need to be referred to a manager of the function

All examples should support the decisions expected of the category and level as defined by the generic scope (i.e., Professional 4: decision making examples aligned with a technical leader demonstrating specialized expertise and resolution of unique issues; Manager 3: managerial decisions demonstrating oversight of subordinate organizations through different levels of managers, supervisors, and professionals.)

Further detail regarding job levels is provided in the FAQ sections that address level differences for Professional and Supervisory/Managerial jobs.

Job Classification Request Process Overview

When reviewing a position for classification, the Compensation Consultant carefully studies the job description and other related materials such as the organization charts submitted for review. Such documents highlight important information related to changes in the position.

The Consultant considers how a position has changed (additional duties, supervision exercised and received, and other critical components of the position) and compares the position to the published classification standards for the job family/series and to similar positions at Berkeley.

In some cases, the Consultant will consult with campus experts in the field to obtain their perspective and assessment of the position.

A job family is a group of jobs with similar functions that require similar specialized knowledge and skills. Examples of job families include Student Advising Services or Applications Programming.

Compensation Consultants consider these important factors when classifying a position:

Nature or type of work performed
Level of responsibility
Impact of position on the unit, department, or campus
Reporting relationships
Scope of duties
Complexity of work
Creativity/innovation
Supervision received
Supervision exercised
Knowledge and skills required to perform the duties

Other factors cannot be considered in classifying a position:

Performance of the incumbent
Longevity of the incumbent in the position
Qualifications of the incumbent that are not required by the position
Personality
Financial needs

Based on the review and comparisons, the Compensation Consultant determines the appropriate title. The Consultant may contact the HR Partner during the course of the review to discuss the findings.

Appeals

Check the relevant personnel policy or contract for guidelines on formally appealing or reviewing a classification decision. Discuss with your manager or supervisor if you appeal a reclassification decision.

If the department and/or the employee disagree with a classification decision, they should discuss the outcome with their Partner. If, after that discussion, they still would like to appeal the original decision, the appeal request, with written reasons for disagreement, may be submitted to the Director of Compensation in People & Culture under the signature of the department head within thirty days of receiving written notification of the classification decision. The originally submitted job description as approved by the supervisor and the written reasons for disagreement will be the basis of the appeal review. The appeal process is not intended to consider revisions of the job description directed toward achieving a desired classification. Any revisions to the originally submitted job description will constitute a new classification review request.

Reclassifications

HR Business Partners submit all required reclassification documentation to Compensation for review.

Required Documentation:

New/Updated Job Description (on appropriate Position Description template)
Old Job Description (position description since last reviewed)
New Organization Chart
Old Organization Chart

Temporary Reclassification

Stipends are usually provided when a PPSM employee is temporarily assuming out of classification level work and those additional duties are assigned to a different FLSA status job classification. (i.e. Professional 2 level (Non-Exempt) position and is temporarily performing Professional 3 level (Exempt) work would need to be temporarily reclassified to the Professional 3 level (Exempt) job title since the higher level duties being performed are assigned to a different FLSA status job classification.)

Represented to Non-Represented Reclassification Request:

When a represented position is being considered for reclassification to a non-represented position, Compensation needs to review and support the request. Compensation will consult with Labor Relations, who as needed will coordinate necessary notice and meetings with the appropriate union. Labor Relations will ultimately communicate the final decision on the request once union support and approval decision is gathered.

Control Unit Administrators Review of Classification Requests

Professional, Supervisory, & Managerial (Categories & Levels)

Professional Level

OVERVIEW: This category includes positions that require a theoretical and conceptual knowledge of the specialization. Problems are typically solved through analysis and strategic thinking. At more senior levels, incumbents may independently manage or administer professional or independent programs, policies, and resources.

ENTRY (LEVEL 1): Entry-level professional with limited or no prior experience; learns to use professional concepts to resolve problems of limited scope and complexity; works on developmental assignments that are initially routine in nature, requiring limited judgment and decision making.

These positions are expected to advance to the P2 level within 6-18 months of hire. Completion of an Individual Development Plan (DOCX file) (IDP) is required, providing clear training milestones for the employee to learn and demonstrate essential proficiencies required for the job. There should be regular checkpoints with the employee to identify progress and address deficiencies. Completion of the training period does not trigger auto-reclassification to the P2 level. Departments must submit a request for reclassification through Compensation. For any questions regarding the use of a Professional 1 title (DOCX file) or creating an IDP, please consult with your Compensation Analyst.

INTERMEDIATE (LEVEL 2): Professional who applies acquired job skills, policies, and procedures to complete substantive assignments/projects/tasks of moderate scope and complexity; exercises judgment within defined guidelines and practices to determine appropriate action.

EXPERIENCED (LEVEL 3): Experienced professional who knows how to apply theory and put it into practice with an in-depth understanding of the professional field; independently performs the full range of responsibilities within the function; possesses broad job knowledge; analyzes problems/issues of diverse scope and determines solutions.

ADVANCED (LEVEL 4): Technical leader with a high degree of knowledge in the overall field and recognized expertise in specific areas; problem-solving frequently requires analysis of unique issues/problems without precedent and/or structure. May manage programs that include formulating strategies and administering policies, processes, and resources; functions with a high degree of autonomy.

EXPERT (LEVEL 5): Recognized campus expert. Has a significant impact and influence on campus policy and program development. Regularly leads projects of critical importance to the campus; these projects carry substantial consequences of success or failure. May direct programs with campus-wide impact that include formulating strategies and administering policies, processes, and resources. Significant barriers to entry exist at this level (e.g., may require Vice Chancellors' approval).

Supervisor & Managerial Level

OVERVIEW: This category includes positions where the incumbent primarily achieves department objectives through the coordinated achievements of subordinate staff who report to the incumbent.

Supervisory Positions: An incumbent in a Supervisory position supervises at least 2.0 FTE and performs supervisory functions where independent judgment is exercised in at least three of the following:

Independently selects subordinates OR participates in the interviews and recommends who should be hired;
Independently determines subordinates’ performance ratings OR recommends performance ratings;
Independently decides within budgetary limitations the amount of subordinate merit increases, who will be selected for promotional opportunities, and whether to request the reclassification of a position OR recommends these actions;
Has independent authority to issue written warnings and suspensions and determines what discipline should be imposed upon a subordinate OR recommends such actions;
Has independent authority to resolve grievances or complaints OR formulates and recommends a resolution to grievances or complaints.

SUPERVISOR LEVEL 1: Provides immediate supervision to a unit or group of operational or technical employees. A portion of time may be spent performing individual tasks related to the unit; however, supervisory activities must constitute a primary part of the job. Supervises unit operations to ensure compliance with departmental or campus policies, procedures, and defined internal controls. Ensures accountability and stewardship of campus resources (operational, financial, and human) in compliance with departmental standards and procedures.

SUPERVISOR LEVEL 2: Provides direct supervision typically to professionals or skilled technical employees. Functions as an advisor to unit and administration. Analyzes and resolves problems, interprets policies (e.g., fiscal management, HR, contracts and grants, resource management in defined areas) and demonstrates solid subject matter knowledge. Exercises judgment within defined procedures and policies to determine appropriate action. Supervises staff to assure accountability and stewardship of campus resources (operational, financial, and human) in compliance with departmental goals and objectives.

Positions that spend the majority of time on professional/non-supervisory work should be placed into a non-supervisory title. Employees can be responsible for the supervision of others, even when they are not in a "supervisor" payroll title. Classification is based on the preponderance of duties, and if supervision constitutes less than 50% of the job overall, the position will be classified in a professional title and provided an ERC of "C" Supervisor non-confidential.

Note: Incumbents who give work assignments to other employees and review their work products, but do not perform the above functions are typically LEAD positions and should be mapped to the Professional or Operational & Technical categories.

Managerial Positions

An incumbent in a Managerial position, in addition to the supervisory functions described above, spends the majority of time (50% or more) achieving organizational objectives through the coordinated achievements of subordinate staff who report to the incumbent, through the performance of the following managerial functions:

Assumes accountability for decisions made by subordinates
Manages employee performance (for example, guides, coaches, and disciplines staff)
Manages workflow, operations, apportioning the work
Establishes department goals and objectives (and manages department progress toward goals)
Determines techniques and processes
Plans and oversees the budget
Monitors or implements legal or policy compliance measures
Performs strategic planning for function

MANAGER LEVEL 1: Spends the majority of time (50% or more) achieving organizational objectives through the coordinated achievements of subordinate staff. Establishes departmental goals and objectives, functions with autonomy. Manages the accountability and stewardship of human, financial, and often physical resources in compliance with departmental and campus-wide goals and objectives. Ensures subordinate supervisors and professionals adhere to defined internal controls. Manages systems and procedures to protect departmental assets. May report to a Chair, Organized Research Unit Director, or equivalent administrative management.

MANAGER LEVEL 2: Oversees through subordinate Managers a large department or multiple smaller units, OR, manages a highly specialized technical function/team. Has significant responsibility to achieve broadly stated goals through subordinate Managers. Determines objectives, directs programs, develops strategies and policies, manages human, financial, and physical resources, and functions with a high degree of autonomy. Proactively assesses risk to establish systems and procedures to protect organizational assets. Determines campus strategies for a program with campus-wide impact. May report to an Assistant Vice Chancellor or Dean.

MANAGER LEVEL 3: Oversees through subordinate Managers a large, complex organization with multiple functional disciplines/occupations, OR manages a program, regardless of size, that has a critical impact on the campus. This has significant responsibility for formulating and administering policies and programs, managing significant human, financial, and physical resources, and functions with a very high degree of autonomy. Oversees through subordinate Managers the accountability and stewardship of campus resources and the development of systems and procedures to protect organizational assets. Reports to an Associate/Assistant Vice Chancellor, Vice Chancellor, or Dean.

MANAGER LEVEL 4: Directs through subordinate Managers multiple large and complex critical programs impacting broad constituencies across major portions of campus. Identifies objectives, manages very significant human, financial, and physical resources, and functions with an extremely high degree of autonomy. Accountable for formulating and administering policies and programs for major functions. Operational or program results can affect overall campus-wide performance and reputation. Directs through subordinate Managers the development of strategic goals and objectives to achieve accountability and stewardship of university resources in a manner consistent with campus and system-wide objectives and initiatives. Usually reports to one of the following: Vice Chancellor or Vice Provost.

Career Tracks

When are classification evaluations necessary?

FLSA (non-exempt vs exempt)

Hybrid jobs

How should employees in hybrid jobs who have responsibility for multiple administrative areas such as HR, Budget, Payroll, and Facilities be classified?

If an employee has multi-functional responsibility for a combination of different areas that are all important and necessary for the role, the job will likely be classified to the Administrative Operations family within the General Administration field.

If this hybrid job is an individual contributor role (does not have 2 FTE or more employees reporting to them), the job would be classified to the Administrative Officer job family in the professional category.

If the role has multi-functional responsibility (as indicated above) and oversees 2 or more FTE, the job would likely map to the Administrative Operations Supervisor or the Administrative Operations Manager jobs in the supervisory and managerial category within the Administrative Operations family (General Administration field).

What about other hybrid job scenarios where one set of responsibilities may constitute the majority of the job?

The major duties of a given job will determine how to map it to a new job family. The chart below recommends a solution for mapping each hybrid job to a new job family:

Hybrid Jobs
Situation	Solution
1. One set of duties constitutes over 50% of the job.	Use the job family that constitutes over 50% of the job.
2. No set of duties constitutes over 50% of the job, but one set of duties is greater than any other.	Use the job family that has a greater % of duties than any other job family.
3. No set of duties clearly predominates.	Use the job family that you would emphasize when recruiting for the position.
4. No set of duties clearly predominates, and the combination of duties is captured in a “multi-functional” job family	If the combination of duties is captured by a defined “multi-functional” job family, and such job family is a better match than other, more specific, job families, use the “multi-functional” job family (examples include Administrative Operations within General Administration; HR Generalist within Central Human Resources; Information Systems within Information Technology).

Situation

Solution