Reso 2006-982 - Laserfiche WebLink

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EXHIBIT II THE MERCER GROUP, INC. FACTOR EV ALUA TION SYSTEM OVERVIEW Each functional position will be analyzed and assigned a level for all 10 factors outlined below. In cases where employees hold the same position title but are of the opinion that their duties are materially different, separate interviews and factoring will be done. FACTOR 1. KNOWLEDGE REQUIRED BY THE POSITION Factor I measures the nature and extent of information or facts which the worker must understand to do acceptable work (e.g. steps, procedures, practices, rules, policies, theories principle, and concepts) and the nature and extent of the skills needed to apply that knowledge. To be used as a basis for selecting a level under this factor, a knowledge must be required and applied. FACTOR 2. SUPERVISORY CONTROLS "Supervisory controls" covers the nature and extent of direct or indirect controls exercised by the supervisor, the employee's responsibility, and the review of completed work. Controls are exercised by the supervisor in the way the assignments are made, instructions are given to the employee, priorities and deadlines are set, and objectives and boundaries are defined. Responsibility of the employee depends upon the extent to which the employee is expected to develop the sequence and timing of various aspects of the work, to modify or recommend modification of instructions, and to participate in establishing priorities and defining objectives. The degree of review of completed work depends upon the nature and extent of the review (close and detailed review of each phase of the assignment, detailed review of the finished assignment, spot-check of finished work for accuracy, or review only for adherence to policy). FACTOR 3. SUPERVISION EXERCISED Factor 3 measures the knowledge that may be required to supervise or manage smali or specialized organizational units, mid-level divisions, and major operations within the total organization or the entire organization. FACTOR 4. GUIDELINES This factor covers the nature of guideline and the judgment needed to apply them. Guides may include manuals, established policies and procedures, engineering handbooks or the organization's personnel manual. The guidelines may be related to the specific occupation rather than organizational. For instance, a CPA may work under specific guidelines imposed by the profession rather than the organization. Individual jobs in different occupations vary in the specificity, application and availability of guidelines for performance of assignments. Consequently, the constraints and judgmental demand placed upon employees also vary. For example, the existence of specific instructions, procedures and policies may limit the opportunity of the employee to make or recommend decisions or actions. In the absence of procedures or under broadly stated objectives, employees in some occupations may use considerable judgment in researching literature and developing new methods. Compensation & CIIlHsification Study aud Pcrformaoc", I~valuation Systcm The Mercer Group, Inc. Auwlst 24, 2006 PIIp 18 City ,,"Sunny Islcs Beach, 1~lorid8 SIB