Classification - Staff Procedures – August 2004

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CLASSIFICATION - STAFF PROCEDURES

Procedure

Type:

Management

Initially

Approved:

December 13,

1993

Procedure

Sponsor:

VP, Finance &

Administration

Last

Revised:

August 2004

Administrative

Responsibility:

AVP, Human

Resources

Review

Scheduled:

May 2025

Approver:

Executive Leadership Team

PROCEDURES

PROCESS FOR CLASSIFICATION REVIEW

1.1

Department Requests

A Department Head may request a classification review of any position or positions

within their Department by submitting an updated and approved Position

Description to the Department of Human Resources.

1.2

Employee Requests

An employee may request a classification review. An updated Position Description

form should be submitted to the Department Head for signature and comments, to

the next line of supervision for signature, and then forwarded to the Department of

Human Resources.

1.3

Human Resources Request

The Department of Human Resources may initiate a classification review of a class

or a group of classes. Updated Position Descriptions will be requested for all

positions in the classes under review and in most cases a position audit conducted.

1.4

Time Frame

In normal circumstances, the Department of Human Resources will not in respect

of any position:

a. Accept a request for a review of the classification of that position; or,

b. Render a classification decision,

until at least six months have elapsed from the date of the last allocation decision.

1.5

A Human Resources Consultant will, in most cases, meet with the incumbent

and/or supervisor to review the position description. The Job Evaluation

Committee will then meet to evaluate the position in terms of the ten factors of the

plan. The employee and supervisor will receive written notification of the

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classification decision. The employee and/or supervisor may appeal the

classification decision.

APPEAL PROCEDURE

The days indicated in the following appeal procedures are calendar days.

2.1

Procedure

2.1.1 An appeal of classification allocation must be made in writing, on the

prescribed form, to the Associate Vice-President, Human Resources, and

copied to the employee's supervisor, within twenty-one (21) days of receipt

of the classification allocation decision.

2.1.2 If separate, concurrent appeals are submitted on the same position by the

incumbent and the supervisor, the appellant is deemed to be the

employee.

2.1.3 Upon receipt of an appeal, and based on the written submission, the

Associate Vice-President, Human Resources, shall decide whether or not

an appeal is valid. In order for an appeal to be valid it must be submitted

within the allotted time frame, by requesting classification to another

established classification and not be addressing pay considerations.

2.1.4 If valid, the appeal will be forwarded to Step 1.

Step 1:

a. The Human Resources Consultant responsible for classification and

compensation will conduct a position audit and reconvene that portion

of the Job Evaluation Committee that had initially evaluated the

position (if these members are not available, a majority of these

members will meet). The supervisor of the position will present

information to the Committee and answer any questions regarding the

position. This Committee will review all the information obtained and

re-evaluate the position.

b. The Human Resources Consultant will extrapolate the re-evaluation

data, determining the classification allocation of the position, and

advise the appellant and supervisor that:

The appeal has been granted and the position re-allocated; or,

ii.

The appeal has been denied.

c. The appellant and/or supervisor will be informed in writing, within

twenty-eight (28) days of receipt of the appeal, of the decision resulting

from this review.

2.1.5 Failing resolution, the appellant may request the appeal proceed to Step

2. This request must be made in writing to the Vice-President,

Administrative Services, within ten (10) days of receipt of the notice of

decision as indicated in Step 2.1.4, c., above.

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Step 2:

a. Upon receipt of a request to proceed to the second step of the appeal

process, the Vice-President, Administrative Services, will establish an

Appeals Committee, which will review the appeal. This Committee will

consist of the Vice-President, Administrative Services, as Chair of the

Committee, and that portion of the Job Evaluation Committee that was

not involved in the initial review (if all these members are not available,

a majority of these members will meet).

b. At the request of either party, the appellant and/or supervisor will

appear before the Appeals Committee for the purpose of presenting

information and supporting argument, as well as responding to

Committee questioning. The Committee, in consultation with the

appellant, may request that other University employees, who may

have knowledge of the duties and responsibilities of the position,

appear before the Committee. The appellant may be present during

these appearances.

c. The Appeals Committee will review the position in light of the evidence

obtained and re-evaluate the position.

d. The Vice-President, Administrative Services, in consultation with the

Human Resources Consultant responsible for Classification and

Compensation, will extrapolate the re-evaluation data, render a

decision as to the classification allocation of the position, and advise

the appellant that:

The appeal has been granted and the position re-allocated; or,

ii.

The appeal has been denied.

e. The decision of the Vice-President, Administrative Services, shall be

in writing to the appellant, the Supervisor/ Department Head, the

Department of Human Resources, and the President of the Mount

Royal Staff Association, within fourteen (14) days of the final

appearance of the appellant before the Committee. This decision

shall be final and binding.

SUPERVISORY RESPONSIBILITIES

3.1

When a support staff position is assigned supervisory responsibilities over another

support staff position(s), there are important implications regarding the

classification and compensation of the supervisory position, as well as the

possibility of one member of the Mount Royal Staff Association being involved in

the evaluation and discipline of another Association member. For these reasons,

supervisory responsibilities may only be assigned according to the definitions,

below.

3.2

Criteria

A support staff position may only be assigned full supervisory responsibility if the

existence of one or more of the following criteria make it unreasonable for a

management, faculty or an existing support staff supervisory position to assume

such responsibility.

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3.2.1 Number of Positions to be Supervised: It shall normally not be acceptable

for one support staff position to have full supervisory responsibility over

just one other support staff position (i.e., there normally must be the full-

time equivalent of two or more regular support staff positions to be

supervised).

3.1.2 Physical Proximity: If the primary place of work of the position(s) to be

supervised is physically remote from the office or work area of a

management, faculty or existing support staff supervisory position, a

support staff position (who shared the same place of work) as the

position(s) to be supervised may be assigned full supervisory

responsibility. The reason for doing this would be to ensure daily contact

with the position(s) to be supervised in order that full supervisory

responsibilities can be performed effectively.

3.1.3 Workload: If the workload of a management, faculty or existing support

staff supervisory position is characterized by the following factors, a

support staff position may be assigned full supervisory responsibility as a

means of helping reduce such workload:

a. Frequently visits agencies, institutions, organizations, etc., outside the

University as a normal job function.

b. Already has full supervisory responsibilities for several other

management or support staff employees. That is, the "span of

supervision" is considerable making it difficult to perform additional

supervision effectively. There is a need to spread or delegate the

supervisory workload.

c. Administers/manages several different operational areas. While the

"span of supervision" may not be considerable, there may be many

different activities placing demands on time and effort. There is a need

to focus effort on the different operational areas and, therefore,

delegate supervisory responsibility.

3.3

Approval

3.3.1 The assignment of full supervisory responsibilities as recommended by a

Dean or Director, must be approved by the appropriate Division Head (i.e.,

President or Vice-President), following consultation with the Human

Resources Consultant from the Department of Human Resources.

3.3.2 The assignment of partial supervisory responsibilities must be approved

by the appropriate Manager, Chair, Dean or Director.

DEFINITIONS

For the purpose of determining the classification and compensation for a position, the difference

between partial supervision and supervision is defined.

(1)

Partial Supervision:

this includes assigning, guiding and generally reviewing the

work of another employee(s) (full-time, part-time or casual).

Partial supervision can include the day-to-day assignment of

work, but does not include the responsibility to formally

assess the performance of other employees, nor to make

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decisions affecting the employee's terms and conditions of

employment.

(2)

Policy:

means the Classification - Staff Policy

(3)

Supervision:

in addition to assigning, guiding, and generally reviewing the

work of another employee(s), supervision means having the

responsibility to administer some aspects of the Board of

Governors – Mount Royal Staff Association Collective

Agreement and University policy affecting the terms and

conditions of employment. A position with supervisory

responsibilities will be assigned a majority of the following:

- conduct formal performance appraisals (i.e., conduct the

interview and sign the appropriate form).

- administer minor discipline, and in cases of more serious

discipline, recommend appropriate action to a manager

or chair.

- conduct interviews for the purpose of recruitment and

recommend hiring to a manager or chair.

- approve routine absences from work (i.e., vacations,

medical appointments).

- approve minor or relatively standard changes to regular

hours of work (i.e., overtime).

- approve the duties and responsibilities of supervised

employees (i.e., sign the appropriate position

descriptions).

(4)

University:

means Mount Royal University

RELATED POLICIES

•

Classification - Staff Policy

RELATED LEGISLATION

RELATED DOCUMENTS

•

Collective Agreement between the Board of Governors of Mount Royal University and the

Mount Royal Staff Association

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REVISION HISTORY

Date

(mm,dd,yyyy)

Description of

Change

Sections

Author

(Position Title)

Approver

(Position Title)

12/13/1993

NEW

08/2004

08/31/2017

Editorial – formatting

University Secretary