Classification Process

The Classification and Compensation unit manages and evaluates the classification and compensation systems to allow the University to be internally equitable and externally competitive. The goal is to establish pay and classification practices that allow the University to attract and retain quality employees in support of organizational goals while ensuring compliance with local, state and federal regulations.
The compensation system supports the following objectives:

  • to attract, develop, retain, and reward high quality staff at all levels of responsibility
  • to promote internal equity and consistency across diverse University functions
  • to encourage wages, salaries and benefits which are competitive with the prevailing rates for similar employment in the labor markets
  • to provide consistency, while remaining flexible in meeting diverse University needs
  • to provide the foundation for a performance-based pay system

Classification Process
New Positions
New positions are created via the submission of a HR Request to Recruit web form. A completed web form contains financial information, position description, justification, and appropriate departmental approval authority.   
Existing positions
An employee, a supervisor/department head, or the Office of Classification & Compensation may request a classification audit. Performing additional responsibilities of higher complexity satisfactorily for a minimum of six months is expected before a request for reclassification is submitted. Please see information on the Reclassification Cycle Process.

The Request for Classification Form must be completed and forwarded to Classification and Compensation. It is important to:

  • complete this form in its entirety, reporting accurate information and obtaining appropriate signatures on the form.
  • include the percentage of time spent performing each major duty of the job, as this information will be used to evaluate the position.
  • include an organizational chart.

For assistance in preparing the position description, please see Sample Position Description and Tips on writing a position description.

Classification method of job evaluation

  • Systematic method of assessing the value of each position in relation to other positions.
  • Consistent procedure to establish hierarchy of position.
  • Process that focuses on the position and tasks being performed, not on the individual.
  • Evaluates both the skills needed to perform the job and the difficulty of the job compared with other jobs through job analysis.

Job Analysis Process
The process of obtaining important and relevant information about job such as:

  • Supervision given and received.
  • Duties and percent of time on each.
  • Nature and level of work.
  • Internal/external contacts and type of interaction.
  • Decisions made and discretion exercised.
  • Handling of confidential information.
  • Problem solving.
  • Accountability including impact of errors (time/likelihood of discovery).
  • Complexity/analysis of records and reports prepared.
  • Required knowledge, skills, and abilities.
  • Training/certification(s) needed.
  • Physical activities and characteristics.
  • Work conditions.
  • Materials and equipment used.
  • Mental/visual demand.
  • Special duties performed sporadically.

Elements That Typically Do not Count in Job Analysis

  • Volume of work produced.
  • Unusual diligence or overtime work.
  • Personality
  • Personal qualifications exceeding position requirements
  • Length of service
  • Personal financial need

Job Analysis Methods

  • Observation (work sampling)
  • Interviewing
  • Questionnaire

The Audit Process

A representative of the classification unit will be assigned to review the incumbent's job responsibilities and to conduct an audit meeting(s) during which the incumbent and supervisor can give further information about the nature and responsibilities of the job and other pertinent information.

  • Prepare for the audit meeting by reviewing a copy of the completed Request for Classification form and bringing a copy of it to the interview.
  • The incumbent and/or supervisor should be prepared to discuss both the new skills that were acquired in order to perform the job and the problems that must be solved independently.
  • Illustrate tasks and responsibilities of the job by providing examples of work.


  • Takes two to three weeks.
  • Supervisor is informed by letter.

A written appeal may be submitted to the Director, Compensation and Benefits within ten (10) working days if supervisor and department head are not satisfied with determination.

A vice president, dean, or administrative head may appeal the decision of the Director, Compensation and Benefits to the Chief, Human Resources Officer.