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Copyright © 2014 by The Segal Group, Inc. All rights reserved.
Position Description Questionnaire (PDQ) Training Session
How to Complete the PDQ Questionnaire to Help with the Creation of Accurate, Effective Job Descriptions
Willamette University
March 2014
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Willamette Compensation/Classification Program Study
Outcomes
Integrated Compensation
ProgramCompensation
Philosophy
· Classification structure· Reporting relationships· Job levels/families· Job/work design· Titles
· Pay progression · Pay opportunity
linked to level· Variable or incentive
pay · Pay administration
· Salary levels, bands, and ranges
· Control mechanisms· Link to the market· Structure movement
· Job documentation· Evaluation factors· Internal versus external
emphasis· Evaluation process
· Strategic compensation program to attract/retain qualified staff
· Foundation for other human capital initiatives
· Credible within internal community
· Understandable by leadership, administrators, and staff
· Vision statement· Program model· Internal/External
Value· Comparison Markets· Link to performance· Communication· Governance
Pay Delivery
JobStructure
Institutional Strategy
SalaryStructure
Job Analysis and Evaluation
Mission, Vision, and Strategic Goals of the institution
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Phase Fall 2013
Jan Feb Mar Apr May Jun Jul Aug +
Phase A – Project Planning and Philosophy/Strategy Development
Phase B – Job Analysis and Design
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Phase C - Competitive Market Assessment
Phase D – Salary Structure, Job Leveling Methodology and Pay Guidelines Development
Phase E – Implementation Plan Defined
Project Timeline (Planned)
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Today’s Objectives
Discuss the process for completing and submitting PDQs
Understand why the Position Description Questionnaire (PDQ) was developed and what it will be used for1
Review the new PDQ Tool and learn how to use it2
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The PDQ process allows exempt and non-exempt staff employees and supervisors to describe the critical elements of work and responsibilities of jobs which become the basis of Job Description Specifications
The PDQ process supports the overall compensation program development by:· Providing clearly defines roles, responsibilities and accountabilities· Supporting the foundation of Willamette’s job structure by providing staff with clear job
progressions· Supporting the development of consistent and appropriate use of job titling across
Willamette· Developing accurate position descriptions help create precise assessments of Willamette’s
market pay competitiveness across all positions· Defining how staff might develop towards their own professional/career goals and meet the
needs of Willamette
PDQ output provides the foundation for several Human Resource programs:· Compensation Management· Performance Appraisals· Recruitment
Why Are PDQs So Important?
· Staff Development· HR Compliance
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Benefits of the PDQ Process
Willamette, with the help of Sibson Consulting to ensure all critical information is captured to support the development of current and accurate Job Description Specifications.
The PDQ Tool is developed in a format that:
· Is easy to complete by staff· Is not highly dependent on individual
writing styles· Collects the same type of information
for all positions in a clear, consistent format
· Can be used on an on-going basis when jobs change significantly or new jobs are introduced and revisions to, or new position descriptions are necessary
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Position Description QuestionnaireRoles in completing PDQs
Individual Employees are responsible for ensuring that:· PDQs are complete and submitted on
time· Reference documents (e.g., job
descriptions) are utilized when available to ensure completeness of PDQs
Supervisors are responsible for:· Ensuring all PDQs within their
department have been completed and are accurate
· Signing off on completed questionnaires of their direct reports
· Ensuring that employee and manager have consensus on the final PDQ
Human Resources will be responsible for ensuring that:· PDQs have been reviewed and
discrepancies have been addressed· PDQs are consolidated for different
employees in the same jobs
ILLUSTRATIVE EXAMPLE
Steve, Bob, and Emily complete their own PDQs (soliciting supervisor input during completion), then Susan reviews and approves all three position descriptions.
Supervisor: Susan
Individual Employee:
Steve
Title: Coordinator,
Benefits
Individual Employee:
Bob
Title: Coordinator,
HR Data
Individual Employee:
Emily
Title: Staff Assistant, HR
Human Resources uses the consolidated PDQS to ensure job descriptions are
current and accurate.
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Position Description Questionnaire Process
PDQ Review by Human Resources
Consolidation of like Position Description
Questionnaires into job
description specifications
Job description
specification review by
Human Resources
Final Job Description
Specification
· Human Resources is ultimately responsible for making sure all position description questionnaires have been completed and discrepancies have been addressed
· Review to ensure PDQ does not under- or over-estimate duties
· Assess and identify like questionnaires to use in creating updated job description specifications
· Review to ensure job description specification captures generic duties of job at the University
· Some job descriptions will cover multiple incumbents. Others will cover a single incumbent
· Output to be used in hiring, job categorization and market analysis
· Individual employees are responsible for making sure PDQs are completed
· Jobs with similar responsibilities, required skills, and experiences will be grouped together
The result is a complete, up-to-date set of Willamette staff job descriptions for ongoing administration.
Position Description
Questionnaire Review by Manager / Supervisor
Complete Individual
PDQ
· Upon receiving email that PDQ has been completed, supervisors review content of and discuss questionnaire with employee
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When completing the PDQ questionnaire:
Describe the position, not the person
Describe the current position content, not anticipated changes or outdated functions no longer in use· Only duties occurring currently should be captured on the PDQ
Do not include temporary assignments / job responsibilities that will not be a permanent part of the job’s responsibilities going forward
Avoid jargon, spell out acronyms, and define technical terms (when necessary)
Use position titles or roles when referring to others at Willamette· Use names of people only when specifically requested
Important Considerations in Completing and Reviewing your PDQ
You may be asked to review and discuss the content of your draft position description with your
supervisor.
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On Tuesday, April 15, 2014 all participating Willamette employees received an email from
“Willamette Human Resources” which included a unique link to access and complete the PDQ
Note: Each link is unique to the email recipient; please do not forward the email
Accessing the PDQ Tool
Each employee should complete their PDQ by Friday, May 2, 2014
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Position Description Sections
I. Introduction / Purpose
II. Demographics
III. Job Summary/Major Function & Primary Job Responsibilities
IV. Supervisory Responsibilities
V. Fiscal Responsibility
VI. Academic Student Success
VII. Education
VIII. Work Experience
IX. Knowledge
X. Problem Solving
XI. Independence of Action
XII. Skills
XIII. Collaboration / Interaction
XIV. Decision Making
XV. Breadth of Responsibility
XVI. Physical Requirements
XVII. Special Conditions of Employment for the Position
XVIII. Travel Required / Working Hours
XIX. Additional Comments
XX. Submitting your PDQ
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I. Purpose
Explains the purpose and intent of this questionnaire
Provides instructions on how to complete the questionnaire
Requires employee to provide their 6 or 7 digit Employee ID number
IMPORTANT: If your Employee ID number is 0123456, you only need to enter 123456, do not include the zero in front of the number.
Shows introduction to and purpose of the Position Description Questionnaire
.......
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II. Demographics
Your Employee ID will automatically pull up information to auto-populate the data in the Demographics section.
Please confirm that the demographic information is correct.
You are able to change information in these fields if the information is not current.
Provides important position identifying information to the employee
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III. Job Summary / Primary Job ResponsibilitiesJob Summary
This is a brief Job Summary of the position’s responsibilities at Willamette—an “elevator summary”· You meet an old friend in an elevator. How would you describe your position in such a brief time?· Sometimes this is easier to draft after you have finished the rest of the PDQ· If you need help, you can obtain your current position description from Human Resources
Provides a brief overview of the position’s primary purpose. Forms the basis for employee and manager expectations for accomplishments and performance; is considered the most important section of the PDQ Tool
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III. Job Summary / Primary Job ResponsibilitiesPrimary Job Responsibilities
Primary Job Responsibilities are those major on-going responsibilities/end results that must be achieved in the position• Describe up to 6 primary job responsibilities (not
tasks) the position must achieve starting with the most important
• Write statements so that someone unfamiliar with the position can understand what the position does
• Highlight “what you do” instead of “what gets done”• Approximate percentage of time spent on each
function over the course of a year • Focus on responsibilities that take >5% of time• Ideally, these tasks would total 80% - 90% of your
time and should not exceed 100%• Indicate level of importance of responsibility
Provides a brief overview of the position’s primary purpose. Forms the basis for employee and manager expectations for accomplishments and performance; is considered the most important section of the PDQ Tool
Instructions and helpful tips on writing primary job responsibilities are provided on the following slides.
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This is the heart of the PDQ as it outlines what the position is ultimately accountable for—what, how, and why
Example
These were primary responsibility statements taken from position descriptions at another institution
What do the phrases mean to you?
How effective and descriptive are these descriptions?
III. Job Summary / Primary Job Responsibilities Detailed Information on Primary Job Responsibilities Section
Inventory Control
Prepare Reports
Liaison with other departments
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III. Job Summary / Primary Job Responsibilities Detailed Information on Primary Job Responsibilities Section continued
Use the following pattern to write a primary responsibility statement:
For example:
Reviews and validates transactions by ensuring completeness and accuracy of the account balances.
Action Word
Activities
Subject
Action Word Subject Activities+ +
DESCRIBING PRIMARY RESPONSIBILITIES CLEARLY
For a complete list of action words, please see the Appendix.
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III. Detailed Information on Primary Job Responsibilities Section continued
· Identifies funding opportunities for the University by:
– Cultivating potential new donors from prospect pool of contacts
– Attending networking functions including dinners, receptions, and other special events
· Provides technical IT support to the University by:
– Responding to telephone calls, email, and personnel requests for technical help
– Troubleshooting user computer problems by documenting, tracking, and monitoring the problem to ensure a timely resolution
DESCRIBING PRIMARY RESPONSIBILITIES CLEARLYADDITIONAL EXAMPLES
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IV. Supervisory Responsibilities
Indicates whether the position supervises others
Confirm whether the position has supervisory responsibility• Indicate the type and Job Titles of
employees directly and indirectly supervised if applicable
• Indicate the type and Headcount of employees directly and indirectly supervised if applicable
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IV. Supervisory Responsibilities continued
Indicates the type and scope of supervisory responsibilities, if applicable
Confirm the highest level of supervisory responsibility
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V. Fiscal Responsibility
Identifies if the employee is fiscally responsible
Indicate whether the position has fiscal/financial responsibility
• Describe type and dollar amount of fiscal responsibility
• Describe additional fiscal responsibility for this position
External to Willamette
Within University
Within College/Division
N/A
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VI. Academic Student Success
Identifies whether this position contributes to students’ academic success
Confirm whether the position has academic/student success responsibility
• Indicate level
ACADEMIC/STUDENT SUCCESS
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VII. Education
Select the education level and field of study that best describes the amount of education REQUIRED· This may or may not be the same as your
individual level of education
Indicate the education level and field of study that best describes the amount of education PREFERRED· This may or may not be the same as your
individual level of education Include any other relevant information
Indicates the REQUIRED and PREFERRED level of education required to successfully perform the position’s responsibilities
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VIII. Work Experience
Select the work experience level that best describes the amount of related experience REQUIRED· This may or may not be the same as your
individual experience
Select the work experience level that best describes the amount of related experience PREFERRED· This may or may not be the same as your
individual experience Include any other relevant information
Indicates the REQUIRED level of work experience required to successfully perform the position’s responsibilities, as well as the PREFERRED level of work experience
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IX. Knowledge
Indicates the knowledge required to effectively perform this position
Indicate which entry matches the amount of knowledge required to effectively perform the primary job responsibilities of this position· Provide additional information if
needed
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X. Problem Solving
Indicates the types of problems frequently encountered in this position
Indicate the typical nature of the problems encountered in this position
• Provide additional information if needed
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XI. Independence of Action
Indicates the level of independence this position has in conducting work
Select the answer that corresponds most closely to the position’s degree of independence of action· Indicates the level of autonomy/discretion
afforded to the position
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XII. Skills
Indicate which types of skills (Analytical, Project / Process Management, Technology, Administrative Support, Oral and Written Communication, Other) are required and indicate general level of expertise required:
• General: Requires core skills necessary for the job
• Intermediate: Requires some advanced skills that allow employee to adapt and handle some complex or non-routine situations
• Comprehensive: Requires highly proficient and specialized skills that allow employee to function in situations that are varied, complex, and/or non-routine
Not all skills will apply to all positions, in which case choose N/A
Elaborate, if applicable
Describes the type and level of skills required to perform the position’s responsibilities
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XIII. Collaboration/Interaction
Indicates the nature of collaboration and/or service to others required by the job and whether this occurs in the department, in the university, or externally
Select the nature of collaboration / interaction and/or services to others required in this position· Indicate whether
this occurs in the department, at the University level or externally
Department/Division
University Wide
External N/A
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XIV. Decision Making
Indicates position’s typical decisions and their impact on the organization
Indicate the level of decisions and their impact typically made by the position
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XV. Breadth of Responsibility
Indicates the breadth of the position’s responsibilities
Select the answer that reflects the primary duty of the job, as well as the impact on institution policy
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XVI. Physical Requirements
Indicates physical requirements required for this position
Indicate the level of frequency that the itemized physical demands are required by the job
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XVII. Special Conditions of Employment for the Position
Indicates special conditions of employment required for this position
Indicate whether there are any special conditions of employment for this position
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XVIII. Travel Required/Working Hours
Estimate the percentage of overnight travel required in your position
Indicate your working hours and on-call requirements for the position if applicable
Estimates amount of travel required in position and special working hours (if applicable)
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XIX. Additional Comments
Examples of additional information include: unusual circumstances, cyclicality, or anything else to help the reader understand the position better
Provides additional information about the position to fully understand the role, responsibilities, nature, and scope of the position that is not captured in any of the previous sections
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XX. Submitting your PDQ
To submit your response to your primary supervisor, enter his/her Willamette email address:
If you have more than one supervisor, you may enter up to three additional email addresses:
Indicate that you believe your responses are an accurate representation of your responsibilities
Provides opportunity to select who you want reviewing the PDQ upon submission
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XX. Submitting your PDQ continued
Click the “Finished? Submit your responses” button when you are done
If at any point while completing the survey you want to save the results and continue the survey at some other point in time, please click on the “click here to save and continue survey later” button located at the very top of the screen
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Position Description Questionnaire (PDQ) Process
HR will conduct meetings to train on use of the web-based PDQ and also help facilitate completion for those who need assistance.
PDQ will become part of regular process of creating or revising jobs in the future.
PDQ is intended to gather information about all staff jobs. All employees will be given opportunity to submit information about their work through the portal.
Once submitted by incumbent employee, supervisors will then review and discuss anything that does not appear consistent with their understanding of the job.
HR and Sibson will review final updated submission.
Final position description will be affirmed/established for purpose of mapping into job families and salary structure by Sibson.
What’s next?
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Begin completing the PDQ using references provided and soliciting supervisor input
Submit the completed PDQ by May 2, 2014
Contact Keith Grimm or Linda Flamenco if you encounter issues with the tool or have questions during completion
Next Steps and Contact Information
Keith Grimm Director Human Resources
Linda Flamenco Assistant Director Human Resources
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Appendix
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Glossary of Action Verbs
• ADJUST—Bring to more satisfactory state; change to enhance a situation.
• ADMINISTER—Exercise and implement control over the performance of specific operations, approved plans, or established policies within the scope of limited and well-defined authority.
• ADVISE—Give information or opinion pertinent to a probable course of action.
• ANALYZE—Study the factors of a problem to determine a proper solution.
• ARRANGE—Put into suitable order or sequence; to make preparations or plan.
• ASSIST—Take an active part or give support in performing a function.
• BALANCE—Arrange so that one set of elements exactly equals another.
• CALCULATE—Work out by mathematical computation.
• CHECK—Compare with a source, original, or authority.
• COMPILE—Put together a series or group of facts or figures from somewhat related sources into a related whole; usually used in the sense of making a report.
• COMPOSE—Form by putting together; formulate or write.
• CONDUCT—Exercise leadership in a project or study.
• COORDINATE—Combine (through balancing, tuning, or integrating) the efforts of separate groups to accomplish a specific objective; coordination can be exercised without line authority.
• COUNSEL—Give advice and guidance to another.
• DEMONSTRATE—To show clearly; illustrate or explain with many examples.
• DEVELOP—Advance programs, planning or personnel capabilities to higher state.
• DIRECT—Authoritatively define, regulate, or determine the activities of subordinate organizational units to achieve predetermined objectives.
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Glossary of Action Verbs continued
• DISTRIBUTE—Give out; divide among several.
• EXECUTE—Put into effect according to a plan (See "Administer").
• FILE—Arrange in order for preservation or reference; place among official records.
• GATHER—Come or bring together into a group mass or unit.
• INITIATE—Start, begin, or introduce a program or action.
• INSTALL—Set up for use or service.
• LIST—Place in a specified category; register.
• MAINTAIN—Keep in an existing state; to continue or preserve; keep in a state of efficiency or validity.
• MANAGE—Plan, organize, and control to achieve coordinated objectives by leading and directing subordinates without giving detailed supervision.
• MONITOR—Watch, observe, or check for a special purpose; keep track.
• NEGOTIATE—Reach agreement on specific proposals through discussion with others of a different viewpoint.
• OBTAIN—Gain or attain by planned action or effort.
• OPERATE—Perform a function.
• ORGANIZE—Set up plans and procedures for achieving objectives.
PARTICIPATE—Take part in and share responsibility with others for action but without individual authority to take action.
PERFORM—Carry out, accomplish; to do in a formal manner or according to a prescribed method.
PLAN—Devise or determine a course of action to achieve a desired result.
PROVIDE—Furnish necessary information or services.
POST—Transfer an entry or item from one record to another.
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Glossary of Action Verbs continued
PREPARE—Make ready for further action or purpose.
PROCESS—Perform a series of actions or operations leading to an end.
• PROVE—Determine extent of agreement or disagreement with intended relation between results.
RECOMMEND—Offer for acceptance and support a course of action to persons responsible for approval or authorization.
RECORD—Register, make a record of.
REPAIR—Restore by replacing a part or putting together what is torn or broken; to fix.
REPORT—Give an account of; make a written record or summary.
RESEARCH—Careful or diligent search; investigate or experiment with the aim of discovery and interpretation of facts.
REVIEW—Critically examine (completed work, reports, performance) with a view to amendment or improvement.
SCHEDULE—Plan a timetable; to set, appoint, or designate for a fixed time.
SORT—Put in a certain place or rank according to kind, class or nature.
SUPERVISE—Oversee or watch with authority work, proceedings, or progress; control employment status, including hiring, salary adjustment, promotion, termination; implies day-to-day concern with details of operation.
TABULATE—Arrange figures or items in rows and columns; computing by means of a table.
TRANSCRIBE—Make a written copy; dictated or recorded information in longhand or on a typewriter; transfer from one recording form to another.
VERIFY—Determine the accuracy of one thing or figure in relation to other things or figures known to be accurate.
