99-1171Council �le # �q- l j��
RESOLUTION
Referred To
Committee Date
1 An Administrarive Resolution changing the rate of pay for
2 the classes entitled Senior Consultant-Business Consuking Services
3 and Human Resources Senior Consultant Manager
4 RESOLVED, that the compensation for the classifications of Senior Consultant-Business
Consulting Services and Human Resources Senior Consultant Manager be changed from that set forth
6 in Grade 20, to that set forth in Grade 22, ofthe Employee Group 1�, Non-Represented City Managers
7 Salary Schedule, and be it
8 FCTRTf�R RESOLVED, that this resolurion shall take effect and be in force beginning the first
9 pay period following its passage and approval.
Requested by Department of:
Human Resources Office
�: �e .�.��,
Form Apprwed by City Attomey
By: � � I(�2'c�`A
Adoption CertiFied by Council Secretary
�
App�
�
Green Sheet # 08929
OF SAINT PAUL, MINNESOTA � �
Adopted by Council: Date � � �S � `�"l °�_
_ ��'�";����`�`� °AT& �"'�`" GREEN SHEET xo.:os929 GSrV
FiiunanRz�aut�s• - �
����,._
CONTAGT PER80IN �& YHCiN&: PIII'W/DAT& IIVIYW/DATE
John Hamilton 266-6470 � nee,�x,e.mrrr �m.��q9 , crr,rcrouerca
A8&GN� 1p9YATfONNBY �� CI14CL6RK
MUST BB ON COUNCB. AG&NDA BY (DATE� �� �
As soon as poasible o� Puawcw.cenvune mwv+cw.eeavi,�ccm
3MAYOR(ORA861'�
TOTAL#OFS[GNATUREPA4&S ! (CLIPALLLOCATION$FORSIGNATURE)
ACfION HEQU&dfED:
Approval of a resolution amending the Salary Plan and Rates of Compensation by changing the pay grade for the
Senior Consultant Businesa Consulting Services and the Human Resources Senior Consultant Manager (formerly
entided Human Resourcea Manager) classes &om grade 20 to grade 22 of the Non-represented City Managers
Salary Schedule.
R800bIIvf8NDATYON3: Mipas (A) aReJat(R) PIIt80NAL8YRVlCY COli7'RACf8MU6TAN8YYY�tTfd lOLLOWIIi6 Q11l8fIONe�
l. FW thnPa�a✓B�mavawakad�nder�omu�atfatihudepr6maol7
PI.ANNINO(:Ot.4.93910N Ya No
�CIDCOMA91188 4. }intdi�PmaodLtmeverbemaeiryamployae7
CIVII. SSRYICH COA4.SISSION Yn No
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— Ys No
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— Ye No
Ery1�r.Y ya wwan w.ep.nb �6eet �od �Gach W{rw �1Ket
INPfIATING PROHLEM, I88UE, OPYOATUNITY (W4o, WhW, W6eo, WherG �'hv):
The Office of Human Resources has loat several incumbents in th�s� classes to other local jurisdictions and the
private sector. The grade level for these classes has not been revr�wed since prior to 1986. Since that time, the
duties and responsibilities of the positions in these classes has increased. They provide confidential consulting
services to top department, office, and division leaders to strengthen individual, group, and organizational
effectiveness. In recent years, there has been an increased demand for the development and implementation of
interventions to facilitate organizational changes. These position have complex project management responsibilities
in coordanating the'v own eff'orts, the efforts of their cGents, outside consultanta, and the O�ce of Human Resourcea
Core Consulting staff. �
ADVANTAGE8IF APPROVED:
Equitable compensation will be estabGshed based upon the City's internal job evaluation procesa. Also, the Office
of Human Resources will be placed in a better competitive position when seeking to recruit and retain highly
effective employees in these positions.
,
DI6ADVANTAGE6IFAPPROVED: . � . . '
None. Increased salary coats are covered in the Human Resources budget.
„�
A�(}�� �'. �c.c,�
DIBADVANTAGES IF NOT APPROVED: �` � ' � . ' '; �`a �'!
Equitable compensation will not be established for these positions. �'' '"`' t ' : ``'"`: `" k'
TOTAL AMOUNT OF TRANSACfION: C081'lREVENUE BUDCETBD:
xurmnvcsouxcE: ncrrv,�nuMe�e: Go�9n�;i� H�scarr.•f� Gonter
FINANC7Ai./NFORMATION: (EXPLAIN)
NG1V 2 � 1599
OFFiCE OF FI[JMANRESOURCES
John Hmmlton, Dnectos
CTTY OF SAINT PAUL
Narm Caleman, Mayo�
November 23, 1999
TO: John Fiamilton, Director
Qffice of Human Resources
FROM: John Shackl unuin �
Office ofH Resources
DATE:
�
400 CityHallAnnec
25 WeaiFrnmh Sdeet
SarntPaul,Munesam 55102-163I
Compensation Study Determination and 20 Day Notice
Jobline:
Fats'vnile:
1`Opnon:
2e Opnon:
3 OpHOn:
`lg -��R�
Telephane: 651-2656500
ZDD/ITP: 651-2666501
65I-2666502
651-292-6414
65I-292-6475
651-292J656
We have compieted our study of the sauor level consultant positions in the Office Of Human Resources. We
have reviewedrelevant job information, conducted interviews withyourself andthe incumbents, compazed the
posirions with related classes and posirions, and evaluated the positions using the QES job evaluation system
Based upon that informatioq it has beei detemuned that the S�ior Consultant-Business Consulting Services
and the Human Resources Manager classes should be upgraded 'Fhe QES evaluation supports changing the
grade assigcun�t from Grade 20 ofthe Employee Group 17, Non-repres�ted City Managers Salary Schedule,
to Grade 22. Also, because of changes in duties and responsibilities, it has be� determined that the Hwnan
Resources Managec Class specification be updated to reflect a tifle change to Humazi Resources Senior
Consultant Manager and changes to the typical duiies performed, competaicies, and xmnimum qualifications•
In addition, while conducting this study it was revealed that there aze three human resources related, Non-
Represented Grade 20, classifications that ha�e be� vacant for several years. Giv� the changes in duties and
responsibilities of the senior consultant positions it is imlikely that future vacancies will ever be filled in these
classes. Therefor, it has been determined that the Human Resources and Managem�t Systerr�s Analyst,
Research Analyst IV, and the Training and Developm�t Manager classifications should be abolished
We will be processing a resolution implementing the afore�tioned upgrade. Also, we have attached the
updatedclassspecificationsforHurr�anResowcesSexiiorConsultantManager. Furthem�ore,wehaueaitached
the class specificarions for the ciasses to be abolished ffyou agree withthese actions, please notify me of same
within tw�ty days of receipt of this memorandum If I do not hear from you cvithin this tw�ty day notice
period, I will assume agreen�t and procced with the resolution and specification update.
If you would like to waive the tw�ty day notice period and indicate your agreen'�t, please sign in the space
below and retum this memorandum to �:
� .
Date
If you have any questions or nee� assistance in this matter, please call me at 266-6482.
Thank yoa
.Attact�menu
CODE: 608A
BU: 17
EFFECTIVE: 11/07/97
TITLE OF CIASS:
SENIOR CONSULTANT-BUSZNESS GONSULTING SERVICES `��
DESCRIPTION OF WORK
General Statement of Duties
Provides highly responsible professional consulting sexvices to
members of City departments and offices in i.mproving their individual,
group and organizational e££ectiveness; assesses organizational concerns;
plans and conducts intexventions; coaches management; performs related
duties as required.
Suuervision Received:
Works under the general supervision of the Human Resources Director.
Supervision Exercised:
May provide general supervision and technical guidance to assigned staff.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties per£ormed by all positions
in this class,
Provides consultation to individuals, groups and organizations in
diagnosing their business needs and concerns.
Markets and promotes consulting services.
Conducts assessments to identify areas of concern; consults with and
advises clients on problem solving methods.
Plans effective and integrated long-range strategies £or managing change.
Makes recommendations for redesigning organizational systems
and structures.
Develops improvement plans for increasing effectiveness.
Leads the activities of human resoutces staff participating in the
planning and implementation of organizational redesign and improvement
projects.
Assists clients in solving problems, resolving conflicts, building teams,
and developing strategic plans.
Administers instruments to assess individual, group and organizational
styles, preferences and needs.
Zdenti£ies organizational change and development resources, models,
(continued on reverse side)
SENIOR CONSULTANT-BUSINESS CONSULTING SERVICES
Page 2
SENIOR CONSULTANT-BUSINESS CONSULTING SERVIGES
interventions, ezc, that can be used in removing obstacles to
individual, group and organizational effectiveness.
Provides assistance in the selection of outside consultants.
Acts as a liaisons to departments and of£ices on issues and provides
information on organizational trends and developments.
KNOWLEDGE. SKILLS. ABILITIES AND COMPETENCIES
Thorough knowledge of the principles, theories, and practices oP
organizational development including group dynamics,
problem solving, team development, design principles, instrument
administration, diagnostic and human framing models, redesign, process
consulting, performance management, decision making and planning.
Considerable knowledge of the concepts and theories o£ adult leaming
and training.
Considerable imowledge of supervisory, management and leadership theory,
systems, principles, and techniques.
Considerable lrnowledge of the trends and available resources in the field
of organizational development and consulting.
Considerable lrnowledge of the theory and principles of human resources
management.
Working knowledge of personal computer appiications so£tware such as
Wordperfect, MicYOSOft Word, dBase, Excel and Lotus.
Working skill in using a personal computer, peripheral devices and
related software.
Considerable ability to £acilitate discussions in diverse groups with
varied backgrounds.
Considerahle ability to understand organizational behavior and diagnose
organizational concems.
Considerable ability to influence groups so that tasks, relationships and
individual and organizational needs are addressed.
Thorough ability to establish and maintain effective working
relationships with department and office staff involved in development
e£forts.
MINIMUM QUALIFICATIONS
Bachelor's Degree in Industxial Relations, Psychology, Education, Business
or a closely related field and a total of six years professional level
experience in organization development activities to include all of the
SENIOR CONSULTANT-BUSINESS CONSULTING SERVICES
Page 3
SENIOR CONSULTANT-BUSINESS CONSULTING SEAVICES �9 �1`�`
following:
1. Planning and conducting assessments of complex organizational concerns.
2. Planning and conducting interventions to improve individual, group and
organizational e££ectiveness.
3. Analyzing, designing and implementing developmental strategies to
improve individual, group and organizational e£fectiveness.
4. Facilitating problem solving, conflict resolution, team building and
strategic planning sessions.
No substitution for experience. Additional experience may be substituted
for education on a one year of experience for one year of education basis.
SENIOR CONSULTANT-BUSINESS CONSULTING SERVICES
• CODE: 690A
BU: 17
� EFFECTIVE: �� _�`�1
PROPOSED TITLE OF CLASS: �
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
DESCRIPTION OF WORK
Genex'al Statement o£ Duties
Provides highly responsible professional consulting services to
members o£ City departments and offices in improving their individual,
group and organizational e£fectiveness; assesses organizational concerns;
plans and conducts interventions; coaches management; may manage one or
more program areas in the Office of Human Resources; performs related
duties as required.
Sunervision Received:
Works under the general supervision of the Human Resources Director.
Sunervision Exercised: ,
May provide general supervision and technical guidance to assigned staff.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class.
Provides consultation to individuals, groups and organizations in
diagnosing their business needs and concerns.
May manage one or more human resources programs and supervise assigned
professional, technical and administrative support staff.
Advises clients as to the availability of organizational development
services.
Conducts assessments to identify areas of concern; consults with and
advises clients on problem solving methods.
Plans effective and integrated long-range strategies for managing change.
Makes recommendations for redesigning organizational systems
and structuxes.
Develops improvement plans for increasing effectiveness.
Leads the activities of human resources staff participating in the
planning and implementation of organizational redesign and improvement
projects.
Assists clients in solving problems, resolving conflicts, building teams,
and developing strategic plans.
(continued on reverse side)
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
Page. 2
PROPOSED TITI.E OF CLASS:
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
Administers instruments to assess individual, group and organizational
styles, preferences and needs.
Identi£ies organizational change and development resources, models,
interventions, etc. that can be used in removing obstacles to
individual, group and organizational e£fectiveness.
Provides assistance in the selection of outside consultants.
Acts as a liaisons to departments and offices on issues and provides
in£oxmation on organizational trends and developments.
Develops, revises and implements policies and procedures; reviews £or
compliance with overall departmental goals.
Reviews, analyzes, and prepares cases for presentation before the CiviZ
Service Gommission, arbitrators, the Bureau of Mediation Services, and
other legal boards and councils.
Drafts ordinances and resolutions and develops and deZivers formal
presentations to the City Council.
Represents the office at meetings and conferences; serves as an expert
witness in legal and administrative proceedings.
Studies employment related governmental regulations, laws, and rulings
and analyzes their impact on City business and recommends appopriate
action.
KNOWLEDGE, SKIIS.S, ABILITIES AND COMPETENCIES
Considerable knowledge of supervisoxy, management and leadership theory,
systems, principles, and techniques.
Considerable knowledge of the trends and available resources in the field
of organizational development and consulting.
Gonsiderable knowledge of the theory and principles of human resources
management.
Working knowledge of the principles, theories, and practices of
organizational development including group dynamics, problem
solving, team development, design principles, instrument administration,
diagnostic and human £raming models, redesign, process consulting,
performance management, decision making and planning.
Working lrnowledge of the concepts and theories of adult learning
and training.
Woxking lmowledge of personal computer applications software such as
Wordperfect, Microsoft Word, dBase, Excel and Lotus.
H[TMAN RESOURCES SENIOR CONSULTANT MANAGER
' Page 3
PROPOSED TZTLE OF CLASS: QQ
HUMAN RESOURCES SENIOR CONSULTANT MANAGER -` `����1
Working skill in using a personal computer, peripheral devices and
related software.
Considerable ability to facilitate discussions in diverse groups with
varied backgrounds.
Considerable ability to understand organizational behavior and diagnose
organizational concerns.
Considerable ability to in£luence groups so that tasks, relationships and
individual and organizational needs are addressed.
Thorough ability to establish and maintain e£fective working
relationships with department and office staff involved in development
efforCS.
MINIMUM QUALIFICATIONS
Bachelor's Degree in Industrial Relations, Public Administration,
Business Administration, Psychology or a closely related field and six
years of professional level human resources experience, at least two of
which must have been at the Human Resources Specialist III level or
equivalent. A Master's degree in Industrial Relations, Public
Administration, Business Administration, or Industrial Psychology may be
substituted for two of the six years of professional human resources
experience.
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
��2���� CODE: 314C
BU: 17
EFFECTIVE: 12/OS/87
TITLE OF CIASS:
HUHAN RESOURCES lIANAGER
DESCRIPTION OF WORK
-l� �����
General Statement of Duties: Performs supervisory h�an resources vork
planning, directing, and managing one or more of the major personnel program
areas in the City's H�an Resources Office; and performs related duties as
required.
$yipervision Received: Works under the general and administrative
direction of the Human Resources Director.
S�upervision Exercised: Exercises general and technical supervision over
professionals, paraprofessionals, and clerical employees in assigned program
areas.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class. •
Plans, directs, manages, and evaluates one or more human resources programs
including: Recruitment and Selection, Class3fication and Compensation, Labor
Relations, Affirmative Action, Transactions, Benefits, and Training and Employee
Development.
Provides advice, information, and support to City Managers on human resources
matters.
Determines approaches and methods for human resources programs and special
projects.
Analyzes human zesources decisions made by suboxdinates foz compliance with
laws, rules, policies, and procedures.
Develops and implements or revises policies and procedures; reviews for
compliance with overall departmental goals.
Acts as a liaison with Department and Division Managers in resolving concerns
and/or developing new programs.
Directs and evaluates staff in assigned program areas; recommends or acts on the
following: hiring, training, coaching, disciplining, conducting performance
reviews, assigning and prioritizing work, and discharging.
Mediates disputes between applicants or city employees and professional staff on
decisions requiring �udgement and discretion.
Prepares budget recommendations for program areas indicating program goals,
performance objectives, snd staffing needs.
(continued on reverse side)
HUMAN RESOURCES MANAGER
Page 2
HUMAN RESOURCES MANAGER
Directs and/or coordinates special projects with other program area managers.
Reviews, analyzes, snd prepares cases for Civil Service Co�ission hearings,
arbitration hearings, and other legal boards and councils.
Drafts resolutions and develops and delivers formal presentations to the City
Council in support of the resolutions. '
Represents the department at meetings and conferences.
Studies governmental zegulations, lews, and rul3ngs concerning personnel issues;
analyzes their impact on the City and its programs and reco�ends appropriate
action.
RNOWLEDGE, SKILLS AND ABILITIES
Knowledge of the principles and theories of human resources management.
Knowledge of management snd supervisory principles and techniques.
Knowledge of the methods and procedures of data gathering and analysis.
Knowledge of city and departmental functions, practices, and procedures.
Knowledge of Federal and State laws and significant court decisions related to
human resources management.
Skill in program planning and analysis.
Skill in developing and presenting testimony to commissions or councils.
Ability to supervise and direct staff assigned to program areas.
Ability to gather and analyze data and make decisions within assigned program
areas.
Ability to communicate effectively both orally and in writing.
MINIMUM QUALZFICATIONS
Bachelor's degree in Industrial Relations, Public Administration, Business
Administration, Psychology or a closely related field and five years of
professional human resources experience, at least two of vhich must have been at
the Human Resources Assistant II level or equivalent, A Master's degree in
Industrial Relations, Public Administration, Business Administration, or
Industrial Psychology may be substituted for two of the five years of
professional human resources experience.
HiIMAN RESOURCES MANAGER
TITLE OF CLASS:
CODE:
BU:
EFFECTIVE:
HUMAN RESOURCES AND MANAGII�fENT SYSTEMS ANALYST
f17�FY9'��lk� � ` � �l�I�IS���
General Statement of Duties
262A
17
OS/16/86
qq-��1�
Per£orms highly responsible professional work providing a£u11 range of
staff assistance to the Human Resources Director and to the Hvman Resources
Of£ice section heads and to the heads of the divisions, departments and
of£ices. Reviews, analyzes, and coordinates Human Resources Office
per£ormance and advises Director. Assists in developing and implementing
Human Resources 0£fice policy. Monitors the development of city-wide
training programs and assists departments with specialized training
problems. Assists divisions, departments and of£ices in conducting their
human resources responsibilities and in implementing human
resources-related reforms. Coordinates human resources policies with City
Council and with department heads/department human resources contact
persons. Prepares budget.
Sunervision Received:
Receives genexal supervision from Auman Resources Director. Actively
participates with Director and other members of the management staff in
setting department goals and establishing department policies and
procedures. Sets workload and establishes priorities through this
consultative process.
Sunervision Exercised:
Acts in an advisory capacity interacting with professional, technical and
clerical employees throughout the Human Resources Office. May supervise
support staf£ assigned to the Director.
Y4�����11 ��l����iaTl74iai�]
The listed examples may not include a11 the duties per£ormed by all positions
in this class.
Reviews performance of the Human Resources Office by analyzing expectations
of the City Council and department heads. Reviews performance of human
resource organizations in other municipal governments.
Develops presentations that reflect the status of the Human Resources
Office against the expectations of the Human Resources Director.
Develops proposals to improve Human Resources Office efficiency and to
insure that human resource methods are ef£ective.
Reviews training goals and training programs to insure that the programs
support the goals of the City.
(continued on reverse side)
HUMAN RESOURCES AND MANAGEMENT SYSTEMS ANALYST
Page 2
AUMAN RESOURCES AND MANAGEMENT SYSTEMS ANALYST
Reviews developments in training and human resources in the public and
private sector and reviews legal decisions affecting human resources.
Devises studies to determine effectiveness and applicability of these
developments to the City of St. Pau1 and develops recommendations for the
Human Resources Director.
Develops programs and plans relating to Human Resources Office activities.
Assists in analyzing, preparing, and presenting budget and annual reports;
assists in planning and administering budgetary controls.
Monitors the activities of all sections within the Human Resources Of£ice
for conformance with the general policies and programs of the Office.
Participates in program development, review, and analysis.
Manages the flow of the Auman Resources Office's resolutions and
administrative matters through legislative channels.
Reviews operating procedures; develops and recommends new or modi£ied
methods and procedures.
Directs development and administration of special projects.
KNOWLEDGE. SKILLS. ABILITIES AND COMPETENCIES
Considerable knowledge of Auman Resources Office functions, practices, and
procedures.
Considerable knowledge of the principles and theories of management and
personnel planning.
Considerable skill in organizing and implementing special projects.
Gonsiderable ability to deal tactfully with a11 levels of management,
employees, and the general public.
Considerable ability to communicate effectively both orally and in writing.
MINIMUM QUALIFICATIONS
College graduation and six years of experience in municipal human resources
systems. Experience must be at the Human Resources Assistant III level or
equivalent. At least one year must be as a manager or supervisor in human
resources, and experience must include managing or coordinating major
municipal human resources functions. (No substitution for education.)
HUMAN RESOURCES AND MANAGEMENT SYSTEMS ANALYST
TITLE OF CIASS:
Ti2AINING AND DESiEIAPHENT MANAGER
DESCRZ?TION OF WORK
Gene:al Statement of Duties: Performs highly responsible administrative
and professional voric in the planning, developing and coordinating of City
employee training and development activities; and performs relatad duties as
required.
Su�ervision Beceived: Works under the general direction of the
Personnel Director.
�9.��1R�
Supervision Exercised: Exercises general supezvision, either directly
or indirectly through subordinate supervisors, over the professional, technical
and clerical employees within the training and development section.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class.
Develops, administers and conducts a braad range of training activities,
including emp2oyee and management development courses.
Assists senior managers in analyzing and articulating the training needs of
their sta£f and helps them establish an effective course of action to meet trose
needs.
c.
Establishes a aetwork of training resources including in-house trainers,
consultants, college courses, seminars and packzge programs.
Develops in-house trainers in various departments to deliver specialized,
Lechnical programs.
Assesses city-wide and departmental training needs and establishes overaZl
training priorities in consultation with senior managers.
Evaluates the e£fectiveness of training programs and trainers; establishes a
link between employee performance appraisals and identi£icaLion of training
needs.
Manages the day-to-day budget and operatians of the training and development
section.
Manages the Urban Corps program.
KNOWLEDGE, SKZLLS AND AHZLITZES
Knowledge of training techniques, current training programs, resources and
vendors. ,
(continued on reverse side)
CODE: 299C
BU: 17
fiFFECTIVE: 07/10/87
TRAINING AND DEVEIAPMENT HANAGER
Page 2
TRAINING AND DEVEIAPHENT MANAGER
Knowledge of accepted methods used to assess training needs and evaluate
training effectiveness.
Knovledge of administrative and managerial principles and supervisory
techniques.
Skill in delivering a wide range of training pzograms.
Ability to co�unicate effectively, both orally and in writing; snd to promote
the training programs.
Ability to train other trainezs.
Ability to identify problems, establish priorities an$ develop long and
short-zange plans.
Ability to vork as a member of a management team.
MINZMUM QUALIFICATZONS
College graduation and six years' experience in training, irrvolving the
assessment, development, delivery and administration of training programs
including management and organizational development, at least three years of
which must have been Sn an administrative or supervisory position. (Na
substitution for education.)
G
e
TRAINING.AND DEVELOPMENT MANAGER
CODE: 395C
BU: 17
EFFECTIVE: 12/28/91
TITLE OF CLASS:
RESEARCH ANALYST IV
DESCRIPTION OF WORK
General Statement of Duties:
Under the direction of the Mayor and the Council, and in cooperation with
the Gity departments, to per£orm work o£ a difficult and advanced
professional level in the Gouncil Investigation and Research Bureau; to
cooperate with and to assist the various Gity departments with their
research projects; to coordinate research projects when they involve the
£unctions of several departments; to make use of the research facilities of
the various depart�ents in the promulgation of research projects; and to
perform related work as assigned.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class.
To supervise or conduct complete research projects of an extensive or
complicated nature.
To confer with administrative superiors to determine the need for surveys
and studies.
To assist superiors in their planning and programming through the
interpretation of data and forecasting trends.
To determine statistical techniques and procedures to be used.
To prepare and edit statistical reports for release to the public.
To assist in the determination of necessary legislation to facilitate the
operation of City business.
To attend State Legislative sessions, meetings and conferences in the
interest of City affairs.
To prepare or direct the preparation of maps, charts, graphs, and exhibits
necesary to present research results.
MINIMUM QUALIFICATIONS
College graduation and seven years' professional experience in research or
public administration, at least three years of which shall have been as a
Research Analyst III or equivalent. �No substitution for education.)
t�'� �� �
RESEARCH ANALYST IV
��-��Rl
POSTTION STITDIED:
INCUMBENTS:
DATE STUDIED:
AL OF
COMPENSATION STUDY REPORT
Human Resowces senior level wnsultant positions
I.ee Turchin, Steve G�inar, and 7ohn Shockiey
November, 1999
AND COMPENSATION MANAGER
23 /r9
(Signature)
(nate)
Background
The senior level consuitant positions were studied to determine appropriate compensation at the
request of the Human Resources Director. The Office of Human Resowces has lost several
senior level consultant positions to other jurisdictions and the private sector. These positions aze
currernly allocated to the Senior Consultant Business Consutting Services and the Human
Resources Manager classes. The e�ent compensation €or these positions was established prior
to 1986, when the QES job evaluation system was inuoduced. They are assigned to grade 20, of
the Non-represented City Managers, Employee Group 17, Salary Ranges. When the classes were
initially developed, the primary duties were focused on improving the internal operating systems
and procedures of the Office of Human Resources, and those of City departments and divisions.
They were also responsible for managing IIuman Resources programs such as organizational
development, training, testing, and classification, compensatioq and organizational design. These
positions wouid provide assistance in developing and implementing new policies and procedures.
They would do studies reflecting the performance of the departments or divisions. Assistance
would also be provided to deparhnents in conducting their human resources related
responsibilities and in implementing human resovrces related reforms. Over the years these
positions and the services provided by the Office of Human Resources have evolved. Now these
positions provide a£ull range of business consulting services( see the position descriptian below ).
In September of 1992 the Director of Human Resources requested that Ramsey County Personnel
staff members conduct an independent evatuation of all positions in the Office of Human
Resources that were assigned to grade 20. That study indicated that some of the positions,
inciuding the positions that aze the subjects of this study, were undervalued based upon the City's
intemal job evaluation system (QES).
Over the last few years the duties and responsibilities of these positions have increased. There has
been a greater demand for services. This has been brought about by fiscal restraint and direction
from the citizens and the Mayor to make City services more efficient and effective.
aq- ll�t�,
Consequently, the number and the complexity of the projects conducted by these positions has
increased. These positions now provide confidential consulting services to top department and
division leaders, including those in the Mayor's Administration. The City leaderslrip is enlisting
the services of these positions in developing and implementing, intervemions and facilitate faster
paced organ'vational change. Also, because of a reorganization of the Human resources Qffice,
these positions have more complex project management responsi'bilities. They aze responsible for
coordinating their own efforts, the efforts of clients, outside consultants, and the Human
Resources Core Consulting sta� in implementing the organizational development interventions
that they recommend, facilitate, and design.
Study Components
I. A review of 7ob Profiles.
II. Interviews were conducted with the incumbenu.
III. An interview was conducted with the Human Resources Director
IV. The QES job evaluation tool was applied and a factor comparison was made.
Position Description
These positions provide highly responsible professional consulting services to members of City
departments and offices. They assist departments and offices in improving individual, group and
organizational effectiveness.
They work very independently under the general supervision of the Human Resources Director.
Direct supervision may be provided by these positions to assigned staff. They regulazly provide
active leadership to professional and administrative staffin,coordination of projects. They serve
as members of the Human Resources Office Leadership Team.
Examples of the typical duties performed by these positions are as follows:
• Provides consultation to individuals, groups and organizations in diagnosing their business
needs and concerns; mazkets and promotes organizationat development services.
• Conducts assessments to identify areas of concern; consuks with and advises clients on
problem solving methods.
• Plans effective and integrated long-range strategies for managing change.
• Makes recommendations for redesigning organizationat systems and structures.
• Develops improvement plans for increasing effectiveness.
• Leads the activities of human resources staff participating in the planning and
implementation of organ'vztional redesign and improvement projects.
- qq-�t�l
• Assists clients in solving problems, resolving conflicts, building teams, and developing
strategic plans.
• Administers instiuments to assess individual, group and organizationat style, preferences
and needs.
• Identifies organizational change and development resowces, models, eacercises,
intervernions, etc. that can be used in removing obstacles to individual, group and
organizational effectiveness.
• Provides assistance in the selection and direction of outside consultants.
• Acts as a liaison to departments and offices on issues and provides information on
organizational trends and developments.
• May be assigned the management of one or more human resources programs.
• Provides guidance to lower level human resources consultants on laws, rules policies and
procedures.
• Develops, implements, or revises city human resources policies and procedures.
• Reviews, analyzes, and prepares cases for Civil Service Commission hearings, arbitration
hearings, and other legai boards and councils.
• Drafts resolutions and ordinances and delivers formai reports and presentations to the City
Council.
• Represents the Office of Human Resources at meetings and conferences; serves as an
expert witness in legat and administrative proceedings.
• Studies governmental regulations, laws, and rulings concerning human resources issues;
analyzes their impact on the City and its prograxns and recommends appropriate action.
OES Analysis
Over the last four years these positions have evolved in their importance to the overall City
operation. The Office of Human resources has reorganized and changed the emphasis of its
services away from enforcing the Civil Service Rules and conducting, at the request of the
departrnents and offices, tests, classification and compensaUon studies, and the gathering of
employee information. The focus now is on partnering with department and office directors in
maldng the business of their organizations more efficient and effective. The positions in question
diagnose business needs and concerns and idenrify organizational devetopment services to be used
`�`� -1.l`1 �
in addressing those concems. The positions then contract with the clients, put together
intervention plans and coordinate their efforts, the client's efforts, and the efforts of the other
Human Resources staff in carcying out the process. The demand for the services provided by the
positions in questions has greatly increased. The result of tlris evolution in the work has increased
the QES factor level awards for Senior Consultant Business Consulting Services and the Human
Resources Manager classes. Those increases are as follows:
1. Effect of Actions
When these positions were initially evaluated, the work performed had eatensive impact on the
City organization by assisting management in evaluating operations and solving diffcult
individual, group, and organizational problems. Ttris work would meet the four level definition
for this factor. However, the work of the positions now meets the five level definition. Currently,
these positions aze working with department and office directors and their key management staffs
in strategic planning and in solving critical operational problems. Departments have been asked to
become more efficient and effective because of decreasing funds and competition from the private
sector. Consequently, the positions in question are asked to develop new approaches and
concepts designed to assist managers in making their operations more effective and in resolving
problems that may get in the way of that effectiveness.
2. Mental Effort
The mentsi requirements of these positions has increased from a level three to a level four. The
initial evaluation of these positions determined that the work consisted of varied activities in the
field assisting departments with organizarional studies and projects related to human resources
development. The information needed by these positions in order to do the work would be
obtained through standard invesdgation and research. Now the positions use specialized
instruments and models for team building and problem soiving. The decisions made by these
positions involve the assessment of data that may have unclear relationships. Abstract matters
such as issues, concerns and the views of a diverse group of employees are involved in the
process. This meets the four level definition for this factor.
3. Amount of Discretion
In taking on the role of consultants the level of supervisory control exercised over the work of
these positions has lessened and their independence has increased. Consequently, the level
awuded this factor has increased from a level three to a level four. Initially these positions had
projects assigned to them and they then worked independently to carry out the successive steps of
the project. Now these positions initiate projects by contracting with the client. They meet with
the Human Resources Director for the go ahead, but they do all of the pianning, coordination and
resources commitment nceded to accomplish the work.. They also determine the approach and
method. These positions assume technicai responsibility for the end result. This meets the fow
level definition for this factor.
The new QES poirn level assigned along with factor level comparisons with other City positions,
a�t -u1�
support placing the positions in question in grade 22, of the Non-represented City Managers,
Employee Group 17, Salary Ranges.
Recommendations
Based upon the QES analysis of these positions, it is recommended that Senior Consultant-
Business Consulting Services and the Human Resources Manager classes be upgraded from Non-
rep. grade 20, to Non-rep grade 22. This range would reflect intemal equity for these positions
based on their job evaluation points and give the City a better competitive position when seeking
to recruit employees for future vacancies and retain current employees in these positions. It is
also recommended that the Human Resources Manager class specificarion be updated to reflect
changes in current duties, competencies, and minimum qualifications. It is further recommended
that the class title be changed to Human Resources Senior Consultant Manager. Finally, it is
recommended that the vacant Non-rep grade 20, classifications of Auman Resources and
Mangement Systems Analyst, Research Analyst IV, and Training and Development Manager be
abolished.
Council �le # �q- l j��
RESOLUTION
Referred To
Committee Date
1 An Administrarive Resolution changing the rate of pay for
2 the classes entitled Senior Consultant-Business Consuking Services
3 and Human Resources Senior Consultant Manager
4 RESOLVED, that the compensation for the classifications of Senior Consultant-Business
Consulting Services and Human Resources Senior Consultant Manager be changed from that set forth
6 in Grade 20, to that set forth in Grade 22, ofthe Employee Group 1�, Non-Represented City Managers
7 Salary Schedule, and be it
8 FCTRTf�R RESOLVED, that this resolurion shall take effect and be in force beginning the first
9 pay period following its passage and approval.
Requested by Department of:
Human Resources Office
�: �e .�.��,
Form Apprwed by City Attomey
By: � � I(�2'c�`A
Adoption CertiFied by Council Secretary
�
App�
�
Green Sheet # 08929
OF SAINT PAUL, MINNESOTA � �
Adopted by Council: Date � � �S � `�"l °�_
_ ��'�";����`�`� °AT& �"'�`" GREEN SHEET xo.:os929 GSrV
FiiunanRz�aut�s• - �
����,._
CONTAGT PER80IN �& YHCiN&: PIII'W/DAT& IIVIYW/DATE
John Hamilton 266-6470 � nee,�x,e.mrrr �m.��q9 , crr,rcrouerca
A8&GN� 1p9YATfONNBY �� CI14CL6RK
MUST BB ON COUNCB. AG&NDA BY (DATE� �� �
As soon as poasible o� Puawcw.cenvune mwv+cw.eeavi,�ccm
3MAYOR(ORA861'�
TOTAL#OFS[GNATUREPA4&S ! (CLIPALLLOCATION$FORSIGNATURE)
ACfION HEQU&dfED:
Approval of a resolution amending the Salary Plan and Rates of Compensation by changing the pay grade for the
Senior Consultant Businesa Consulting Services and the Human Resources Senior Consultant Manager (formerly
entided Human Resourcea Manager) classes &om grade 20 to grade 22 of the Non-represented City Managers
Salary Schedule.
R800bIIvf8NDATYON3: Mipas (A) aReJat(R) PIIt80NAL8YRVlCY COli7'RACf8MU6TAN8YYY�tTfd lOLLOWIIi6 Q11l8fIONe�
l. FW thnPa�a✓B�mavawakad�nder�omu�atfatihudepr6maol7
PI.ANNINO(:Ot.4.93910N Ya No
�CIDCOMA91188 4. }intdi�PmaodLtmeverbemaeiryamployae7
CIVII. SSRYICH COA4.SISSION Yn No
— , s. Doa.�ec.cmwdem,aoua..ruuoammwhvwweabr�roa.rmlarymw�oyee
— Ys No
4. LtLi,pmadfuroaWyUadwdor!
— Ye No
Ery1�r.Y ya wwan w.ep.nb �6eet �od �Gach W{rw �1Ket
INPfIATING PROHLEM, I88UE, OPYOATUNITY (W4o, WhW, W6eo, WherG �'hv):
The Office of Human Resources has loat several incumbents in th�s� classes to other local jurisdictions and the
private sector. The grade level for these classes has not been revr�wed since prior to 1986. Since that time, the
duties and responsibilities of the positions in these classes has increased. They provide confidential consulting
services to top department, office, and division leaders to strengthen individual, group, and organizational
effectiveness. In recent years, there has been an increased demand for the development and implementation of
interventions to facilitate organizational changes. These position have complex project management responsibilities
in coordanating the'v own eff'orts, the efforts of their cGents, outside consultanta, and the O�ce of Human Resourcea
Core Consulting staff. �
ADVANTAGE8IF APPROVED:
Equitable compensation will be estabGshed based upon the City's internal job evaluation procesa. Also, the Office
of Human Resources will be placed in a better competitive position when seeking to recruit and retain highly
effective employees in these positions.
,
DI6ADVANTAGE6IFAPPROVED: . � . . '
None. Increased salary coats are covered in the Human Resources budget.
„�
A�(}�� �'. �c.c,�
DIBADVANTAGES IF NOT APPROVED: �` � ' � . ' '; �`a �'!
Equitable compensation will not be established for these positions. �'' '"`' t ' : ``'"`: `" k'
TOTAL AMOUNT OF TRANSACfION: C081'lREVENUE BUDCETBD:
xurmnvcsouxcE: ncrrv,�nuMe�e: Go�9n�;i� H�scarr.•f� Gonter
FINANC7Ai./NFORMATION: (EXPLAIN)
NG1V 2 � 1599
OFFiCE OF FI[JMANRESOURCES
John Hmmlton, Dnectos
CTTY OF SAINT PAUL
Narm Caleman, Mayo�
November 23, 1999
TO: John Fiamilton, Director
Qffice of Human Resources
FROM: John Shackl unuin �
Office ofH Resources
DATE:
�
400 CityHallAnnec
25 WeaiFrnmh Sdeet
SarntPaul,Munesam 55102-163I
Compensation Study Determination and 20 Day Notice
Jobline:
Fats'vnile:
1`Opnon:
2e Opnon:
3 OpHOn:
`lg -��R�
Telephane: 651-2656500
ZDD/ITP: 651-2666501
65I-2666502
651-292-6414
65I-292-6475
651-292J656
We have compieted our study of the sauor level consultant positions in the Office Of Human Resources. We
have reviewedrelevant job information, conducted interviews withyourself andthe incumbents, compazed the
posirions with related classes and posirions, and evaluated the positions using the QES job evaluation system
Based upon that informatioq it has beei detemuned that the S�ior Consultant-Business Consulting Services
and the Human Resources Manager classes should be upgraded 'Fhe QES evaluation supports changing the
grade assigcun�t from Grade 20 ofthe Employee Group 17, Non-repres�ted City Managers Salary Schedule,
to Grade 22. Also, because of changes in duties and responsibilities, it has be� determined that the Hwnan
Resources Managec Class specification be updated to reflect a tifle change to Humazi Resources Senior
Consultant Manager and changes to the typical duiies performed, competaicies, and xmnimum qualifications•
In addition, while conducting this study it was revealed that there aze three human resources related, Non-
Represented Grade 20, classifications that ha�e be� vacant for several years. Giv� the changes in duties and
responsibilities of the senior consultant positions it is imlikely that future vacancies will ever be filled in these
classes. Therefor, it has been determined that the Human Resources and Managem�t Systerr�s Analyst,
Research Analyst IV, and the Training and Developm�t Manager classifications should be abolished
We will be processing a resolution implementing the afore�tioned upgrade. Also, we have attached the
updatedclassspecificationsforHurr�anResowcesSexiiorConsultantManager. Furthem�ore,wehaueaitached
the class specificarions for the ciasses to be abolished ffyou agree withthese actions, please notify me of same
within tw�ty days of receipt of this memorandum If I do not hear from you cvithin this tw�ty day notice
period, I will assume agreen�t and procced with the resolution and specification update.
If you would like to waive the tw�ty day notice period and indicate your agreen'�t, please sign in the space
below and retum this memorandum to �:
� .
Date
If you have any questions or nee� assistance in this matter, please call me at 266-6482.
Thank yoa
.Attact�menu
CODE: 608A
BU: 17
EFFECTIVE: 11/07/97
TITLE OF CIASS:
SENIOR CONSULTANT-BUSZNESS GONSULTING SERVICES `��
DESCRIPTION OF WORK
General Statement of Duties
Provides highly responsible professional consulting sexvices to
members of City departments and offices in i.mproving their individual,
group and organizational e££ectiveness; assesses organizational concerns;
plans and conducts intexventions; coaches management; performs related
duties as required.
Suuervision Received:
Works under the general supervision of the Human Resources Director.
Supervision Exercised:
May provide general supervision and technical guidance to assigned staff.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties per£ormed by all positions
in this class,
Provides consultation to individuals, groups and organizations in
diagnosing their business needs and concerns.
Markets and promotes consulting services.
Conducts assessments to identify areas of concern; consults with and
advises clients on problem solving methods.
Plans effective and integrated long-range strategies £or managing change.
Makes recommendations for redesigning organizational systems
and structures.
Develops improvement plans for increasing effectiveness.
Leads the activities of human resoutces staff participating in the
planning and implementation of organizational redesign and improvement
projects.
Assists clients in solving problems, resolving conflicts, building teams,
and developing strategic plans.
Administers instruments to assess individual, group and organizational
styles, preferences and needs.
Zdenti£ies organizational change and development resources, models,
(continued on reverse side)
SENIOR CONSULTANT-BUSINESS CONSULTING SERVICES
Page 2
SENIOR CONSULTANT-BUSINESS CONSULTING SERVIGES
interventions, ezc, that can be used in removing obstacles to
individual, group and organizational effectiveness.
Provides assistance in the selection of outside consultants.
Acts as a liaisons to departments and of£ices on issues and provides
information on organizational trends and developments.
KNOWLEDGE. SKILLS. ABILITIES AND COMPETENCIES
Thorough knowledge of the principles, theories, and practices oP
organizational development including group dynamics,
problem solving, team development, design principles, instrument
administration, diagnostic and human framing models, redesign, process
consulting, performance management, decision making and planning.
Considerable knowledge of the concepts and theories o£ adult leaming
and training.
Considerable imowledge of supervisory, management and leadership theory,
systems, principles, and techniques.
Considerable lrnowledge of the trends and available resources in the field
of organizational development and consulting.
Considerable lrnowledge of the theory and principles of human resources
management.
Working knowledge of personal computer appiications so£tware such as
Wordperfect, MicYOSOft Word, dBase, Excel and Lotus.
Working skill in using a personal computer, peripheral devices and
related software.
Considerable ability to £acilitate discussions in diverse groups with
varied backgrounds.
Considerahle ability to understand organizational behavior and diagnose
organizational concems.
Considerable ability to influence groups so that tasks, relationships and
individual and organizational needs are addressed.
Thorough ability to establish and maintain effective working
relationships with department and office staff involved in development
e£forts.
MINIMUM QUALIFICATIONS
Bachelor's Degree in Industxial Relations, Psychology, Education, Business
or a closely related field and a total of six years professional level
experience in organization development activities to include all of the
SENIOR CONSULTANT-BUSINESS CONSULTING SERVICES
Page 3
SENIOR CONSULTANT-BUSINESS CONSULTING SEAVICES �9 �1`�`
following:
1. Planning and conducting assessments of complex organizational concerns.
2. Planning and conducting interventions to improve individual, group and
organizational e££ectiveness.
3. Analyzing, designing and implementing developmental strategies to
improve individual, group and organizational e£fectiveness.
4. Facilitating problem solving, conflict resolution, team building and
strategic planning sessions.
No substitution for experience. Additional experience may be substituted
for education on a one year of experience for one year of education basis.
SENIOR CONSULTANT-BUSINESS CONSULTING SERVICES
• CODE: 690A
BU: 17
� EFFECTIVE: �� _�`�1
PROPOSED TITLE OF CLASS: �
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
DESCRIPTION OF WORK
Genex'al Statement o£ Duties
Provides highly responsible professional consulting services to
members o£ City departments and offices in improving their individual,
group and organizational e£fectiveness; assesses organizational concerns;
plans and conducts interventions; coaches management; may manage one or
more program areas in the Office of Human Resources; performs related
duties as required.
Sunervision Received:
Works under the general supervision of the Human Resources Director.
Sunervision Exercised: ,
May provide general supervision and technical guidance to assigned staff.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class.
Provides consultation to individuals, groups and organizations in
diagnosing their business needs and concerns.
May manage one or more human resources programs and supervise assigned
professional, technical and administrative support staff.
Advises clients as to the availability of organizational development
services.
Conducts assessments to identify areas of concern; consults with and
advises clients on problem solving methods.
Plans effective and integrated long-range strategies for managing change.
Makes recommendations for redesigning organizational systems
and structuxes.
Develops improvement plans for increasing effectiveness.
Leads the activities of human resources staff participating in the
planning and implementation of organizational redesign and improvement
projects.
Assists clients in solving problems, resolving conflicts, building teams,
and developing strategic plans.
(continued on reverse side)
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
Page. 2
PROPOSED TITI.E OF CLASS:
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
Administers instruments to assess individual, group and organizational
styles, preferences and needs.
Identi£ies organizational change and development resources, models,
interventions, etc. that can be used in removing obstacles to
individual, group and organizational e£fectiveness.
Provides assistance in the selection of outside consultants.
Acts as a liaisons to departments and offices on issues and provides
in£oxmation on organizational trends and developments.
Develops, revises and implements policies and procedures; reviews £or
compliance with overall departmental goals.
Reviews, analyzes, and prepares cases for presentation before the CiviZ
Service Gommission, arbitrators, the Bureau of Mediation Services, and
other legal boards and councils.
Drafts ordinances and resolutions and develops and deZivers formal
presentations to the City Council.
Represents the office at meetings and conferences; serves as an expert
witness in legal and administrative proceedings.
Studies employment related governmental regulations, laws, and rulings
and analyzes their impact on City business and recommends appopriate
action.
KNOWLEDGE, SKIIS.S, ABILITIES AND COMPETENCIES
Considerable knowledge of supervisoxy, management and leadership theory,
systems, principles, and techniques.
Considerable knowledge of the trends and available resources in the field
of organizational development and consulting.
Gonsiderable knowledge of the theory and principles of human resources
management.
Working knowledge of the principles, theories, and practices of
organizational development including group dynamics, problem
solving, team development, design principles, instrument administration,
diagnostic and human £raming models, redesign, process consulting,
performance management, decision making and planning.
Working lrnowledge of the concepts and theories of adult learning
and training.
Woxking lmowledge of personal computer applications software such as
Wordperfect, Microsoft Word, dBase, Excel and Lotus.
H[TMAN RESOURCES SENIOR CONSULTANT MANAGER
' Page 3
PROPOSED TZTLE OF CLASS: QQ
HUMAN RESOURCES SENIOR CONSULTANT MANAGER -` `����1
Working skill in using a personal computer, peripheral devices and
related software.
Considerable ability to facilitate discussions in diverse groups with
varied backgrounds.
Considerable ability to understand organizational behavior and diagnose
organizational concerns.
Considerable ability to in£luence groups so that tasks, relationships and
individual and organizational needs are addressed.
Thorough ability to establish and maintain e£fective working
relationships with department and office staff involved in development
efforCS.
MINIMUM QUALIFICATIONS
Bachelor's Degree in Industrial Relations, Public Administration,
Business Administration, Psychology or a closely related field and six
years of professional level human resources experience, at least two of
which must have been at the Human Resources Specialist III level or
equivalent. A Master's degree in Industrial Relations, Public
Administration, Business Administration, or Industrial Psychology may be
substituted for two of the six years of professional human resources
experience.
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
��2���� CODE: 314C
BU: 17
EFFECTIVE: 12/OS/87
TITLE OF CIASS:
HUHAN RESOURCES lIANAGER
DESCRIPTION OF WORK
-l� �����
General Statement of Duties: Performs supervisory h�an resources vork
planning, directing, and managing one or more of the major personnel program
areas in the City's H�an Resources Office; and performs related duties as
required.
$yipervision Received: Works under the general and administrative
direction of the Human Resources Director.
S�upervision Exercised: Exercises general and technical supervision over
professionals, paraprofessionals, and clerical employees in assigned program
areas.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class. •
Plans, directs, manages, and evaluates one or more human resources programs
including: Recruitment and Selection, Class3fication and Compensation, Labor
Relations, Affirmative Action, Transactions, Benefits, and Training and Employee
Development.
Provides advice, information, and support to City Managers on human resources
matters.
Determines approaches and methods for human resources programs and special
projects.
Analyzes human zesources decisions made by suboxdinates foz compliance with
laws, rules, policies, and procedures.
Develops and implements or revises policies and procedures; reviews for
compliance with overall departmental goals.
Acts as a liaison with Department and Division Managers in resolving concerns
and/or developing new programs.
Directs and evaluates staff in assigned program areas; recommends or acts on the
following: hiring, training, coaching, disciplining, conducting performance
reviews, assigning and prioritizing work, and discharging.
Mediates disputes between applicants or city employees and professional staff on
decisions requiring �udgement and discretion.
Prepares budget recommendations for program areas indicating program goals,
performance objectives, snd staffing needs.
(continued on reverse side)
HUMAN RESOURCES MANAGER
Page 2
HUMAN RESOURCES MANAGER
Directs and/or coordinates special projects with other program area managers.
Reviews, analyzes, snd prepares cases for Civil Service Co�ission hearings,
arbitration hearings, and other legal boards and councils.
Drafts resolutions and develops and delivers formal presentations to the City
Council in support of the resolutions. '
Represents the department at meetings and conferences.
Studies governmental zegulations, lews, and rul3ngs concerning personnel issues;
analyzes their impact on the City and its programs and reco�ends appropriate
action.
RNOWLEDGE, SKILLS AND ABILITIES
Knowledge of the principles and theories of human resources management.
Knowledge of management snd supervisory principles and techniques.
Knowledge of the methods and procedures of data gathering and analysis.
Knowledge of city and departmental functions, practices, and procedures.
Knowledge of Federal and State laws and significant court decisions related to
human resources management.
Skill in program planning and analysis.
Skill in developing and presenting testimony to commissions or councils.
Ability to supervise and direct staff assigned to program areas.
Ability to gather and analyze data and make decisions within assigned program
areas.
Ability to communicate effectively both orally and in writing.
MINIMUM QUALZFICATIONS
Bachelor's degree in Industrial Relations, Public Administration, Business
Administration, Psychology or a closely related field and five years of
professional human resources experience, at least two of vhich must have been at
the Human Resources Assistant II level or equivalent, A Master's degree in
Industrial Relations, Public Administration, Business Administration, or
Industrial Psychology may be substituted for two of the five years of
professional human resources experience.
HiIMAN RESOURCES MANAGER
TITLE OF CLASS:
CODE:
BU:
EFFECTIVE:
HUMAN RESOURCES AND MANAGII�fENT SYSTEMS ANALYST
f17�FY9'��lk� � ` � �l�I�IS���
General Statement of Duties
262A
17
OS/16/86
qq-��1�
Per£orms highly responsible professional work providing a£u11 range of
staff assistance to the Human Resources Director and to the Hvman Resources
Of£ice section heads and to the heads of the divisions, departments and
of£ices. Reviews, analyzes, and coordinates Human Resources Office
per£ormance and advises Director. Assists in developing and implementing
Human Resources 0£fice policy. Monitors the development of city-wide
training programs and assists departments with specialized training
problems. Assists divisions, departments and of£ices in conducting their
human resources responsibilities and in implementing human
resources-related reforms. Coordinates human resources policies with City
Council and with department heads/department human resources contact
persons. Prepares budget.
Sunervision Received:
Receives genexal supervision from Auman Resources Director. Actively
participates with Director and other members of the management staff in
setting department goals and establishing department policies and
procedures. Sets workload and establishes priorities through this
consultative process.
Sunervision Exercised:
Acts in an advisory capacity interacting with professional, technical and
clerical employees throughout the Human Resources Office. May supervise
support staf£ assigned to the Director.
Y4�����11 ��l����iaTl74iai�]
The listed examples may not include a11 the duties per£ormed by all positions
in this class.
Reviews performance of the Human Resources Office by analyzing expectations
of the City Council and department heads. Reviews performance of human
resource organizations in other municipal governments.
Develops presentations that reflect the status of the Human Resources
Office against the expectations of the Human Resources Director.
Develops proposals to improve Human Resources Office efficiency and to
insure that human resource methods are ef£ective.
Reviews training goals and training programs to insure that the programs
support the goals of the City.
(continued on reverse side)
HUMAN RESOURCES AND MANAGEMENT SYSTEMS ANALYST
Page 2
AUMAN RESOURCES AND MANAGEMENT SYSTEMS ANALYST
Reviews developments in training and human resources in the public and
private sector and reviews legal decisions affecting human resources.
Devises studies to determine effectiveness and applicability of these
developments to the City of St. Pau1 and develops recommendations for the
Human Resources Director.
Develops programs and plans relating to Human Resources Office activities.
Assists in analyzing, preparing, and presenting budget and annual reports;
assists in planning and administering budgetary controls.
Monitors the activities of all sections within the Human Resources Of£ice
for conformance with the general policies and programs of the Office.
Participates in program development, review, and analysis.
Manages the flow of the Auman Resources Office's resolutions and
administrative matters through legislative channels.
Reviews operating procedures; develops and recommends new or modi£ied
methods and procedures.
Directs development and administration of special projects.
KNOWLEDGE. SKILLS. ABILITIES AND COMPETENCIES
Considerable knowledge of Auman Resources Office functions, practices, and
procedures.
Considerable knowledge of the principles and theories of management and
personnel planning.
Considerable skill in organizing and implementing special projects.
Gonsiderable ability to deal tactfully with a11 levels of management,
employees, and the general public.
Considerable ability to communicate effectively both orally and in writing.
MINIMUM QUALIFICATIONS
College graduation and six years of experience in municipal human resources
systems. Experience must be at the Human Resources Assistant III level or
equivalent. At least one year must be as a manager or supervisor in human
resources, and experience must include managing or coordinating major
municipal human resources functions. (No substitution for education.)
HUMAN RESOURCES AND MANAGEMENT SYSTEMS ANALYST
TITLE OF CIASS:
Ti2AINING AND DESiEIAPHENT MANAGER
DESCRZ?TION OF WORK
Gene:al Statement of Duties: Performs highly responsible administrative
and professional voric in the planning, developing and coordinating of City
employee training and development activities; and performs relatad duties as
required.
Su�ervision Beceived: Works under the general direction of the
Personnel Director.
�9.��1R�
Supervision Exercised: Exercises general supezvision, either directly
or indirectly through subordinate supervisors, over the professional, technical
and clerical employees within the training and development section.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class.
Develops, administers and conducts a braad range of training activities,
including emp2oyee and management development courses.
Assists senior managers in analyzing and articulating the training needs of
their sta£f and helps them establish an effective course of action to meet trose
needs.
c.
Establishes a aetwork of training resources including in-house trainers,
consultants, college courses, seminars and packzge programs.
Develops in-house trainers in various departments to deliver specialized,
Lechnical programs.
Assesses city-wide and departmental training needs and establishes overaZl
training priorities in consultation with senior managers.
Evaluates the e£fectiveness of training programs and trainers; establishes a
link between employee performance appraisals and identi£icaLion of training
needs.
Manages the day-to-day budget and operatians of the training and development
section.
Manages the Urban Corps program.
KNOWLEDGE, SKZLLS AND AHZLITZES
Knowledge of training techniques, current training programs, resources and
vendors. ,
(continued on reverse side)
CODE: 299C
BU: 17
fiFFECTIVE: 07/10/87
TRAINING AND DEVEIAPMENT HANAGER
Page 2
TRAINING AND DEVEIAPHENT MANAGER
Knowledge of accepted methods used to assess training needs and evaluate
training effectiveness.
Knovledge of administrative and managerial principles and supervisory
techniques.
Skill in delivering a wide range of training pzograms.
Ability to co�unicate effectively, both orally and in writing; snd to promote
the training programs.
Ability to train other trainezs.
Ability to identify problems, establish priorities an$ develop long and
short-zange plans.
Ability to vork as a member of a management team.
MINZMUM QUALIFICATZONS
College graduation and six years' experience in training, irrvolving the
assessment, development, delivery and administration of training programs
including management and organizational development, at least three years of
which must have been Sn an administrative or supervisory position. (Na
substitution for education.)
G
e
TRAINING.AND DEVELOPMENT MANAGER
CODE: 395C
BU: 17
EFFECTIVE: 12/28/91
TITLE OF CLASS:
RESEARCH ANALYST IV
DESCRIPTION OF WORK
General Statement of Duties:
Under the direction of the Mayor and the Council, and in cooperation with
the Gity departments, to per£orm work o£ a difficult and advanced
professional level in the Gouncil Investigation and Research Bureau; to
cooperate with and to assist the various Gity departments with their
research projects; to coordinate research projects when they involve the
£unctions of several departments; to make use of the research facilities of
the various depart�ents in the promulgation of research projects; and to
perform related work as assigned.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class.
To supervise or conduct complete research projects of an extensive or
complicated nature.
To confer with administrative superiors to determine the need for surveys
and studies.
To assist superiors in their planning and programming through the
interpretation of data and forecasting trends.
To determine statistical techniques and procedures to be used.
To prepare and edit statistical reports for release to the public.
To assist in the determination of necessary legislation to facilitate the
operation of City business.
To attend State Legislative sessions, meetings and conferences in the
interest of City affairs.
To prepare or direct the preparation of maps, charts, graphs, and exhibits
necesary to present research results.
MINIMUM QUALIFICATIONS
College graduation and seven years' professional experience in research or
public administration, at least three years of which shall have been as a
Research Analyst III or equivalent. �No substitution for education.)
t�'� �� �
RESEARCH ANALYST IV
��-��Rl
POSTTION STITDIED:
INCUMBENTS:
DATE STUDIED:
AL OF
COMPENSATION STUDY REPORT
Human Resowces senior level wnsultant positions
I.ee Turchin, Steve G�inar, and 7ohn Shockiey
November, 1999
AND COMPENSATION MANAGER
23 /r9
(Signature)
(nate)
Background
The senior level consuitant positions were studied to determine appropriate compensation at the
request of the Human Resources Director. The Office of Human Resowces has lost several
senior level consultant positions to other jurisdictions and the private sector. These positions aze
currernly allocated to the Senior Consultant Business Consutting Services and the Human
Resources Manager classes. The e�ent compensation €or these positions was established prior
to 1986, when the QES job evaluation system was inuoduced. They are assigned to grade 20, of
the Non-represented City Managers, Employee Group 17, Salary Ranges. When the classes were
initially developed, the primary duties were focused on improving the internal operating systems
and procedures of the Office of Human Resources, and those of City departments and divisions.
They were also responsible for managing IIuman Resources programs such as organizational
development, training, testing, and classification, compensatioq and organizational design. These
positions wouid provide assistance in developing and implementing new policies and procedures.
They would do studies reflecting the performance of the departments or divisions. Assistance
would also be provided to deparhnents in conducting their human resources related
responsibilities and in implementing human resovrces related reforms. Over the years these
positions and the services provided by the Office of Human Resources have evolved. Now these
positions provide a£ull range of business consulting services( see the position descriptian below ).
In September of 1992 the Director of Human Resources requested that Ramsey County Personnel
staff members conduct an independent evatuation of all positions in the Office of Human
Resources that were assigned to grade 20. That study indicated that some of the positions,
inciuding the positions that aze the subjects of this study, were undervalued based upon the City's
intemal job evaluation system (QES).
Over the last few years the duties and responsibilities of these positions have increased. There has
been a greater demand for services. This has been brought about by fiscal restraint and direction
from the citizens and the Mayor to make City services more efficient and effective.
aq- ll�t�,
Consequently, the number and the complexity of the projects conducted by these positions has
increased. These positions now provide confidential consulting services to top department and
division leaders, including those in the Mayor's Administration. The City leaderslrip is enlisting
the services of these positions in developing and implementing, intervemions and facilitate faster
paced organ'vational change. Also, because of a reorganization of the Human resources Qffice,
these positions have more complex project management responsi'bilities. They aze responsible for
coordinating their own efforts, the efforts of clients, outside consultants, and the Human
Resources Core Consulting sta� in implementing the organizational development interventions
that they recommend, facilitate, and design.
Study Components
I. A review of 7ob Profiles.
II. Interviews were conducted with the incumbenu.
III. An interview was conducted with the Human Resources Director
IV. The QES job evaluation tool was applied and a factor comparison was made.
Position Description
These positions provide highly responsible professional consulting services to members of City
departments and offices. They assist departments and offices in improving individual, group and
organizational effectiveness.
They work very independently under the general supervision of the Human Resources Director.
Direct supervision may be provided by these positions to assigned staff. They regulazly provide
active leadership to professional and administrative staffin,coordination of projects. They serve
as members of the Human Resources Office Leadership Team.
Examples of the typical duties performed by these positions are as follows:
• Provides consultation to individuals, groups and organizations in diagnosing their business
needs and concerns; mazkets and promotes organizationat development services.
• Conducts assessments to identify areas of concern; consuks with and advises clients on
problem solving methods.
• Plans effective and integrated long-range strategies for managing change.
• Makes recommendations for redesigning organizationat systems and structures.
• Develops improvement plans for increasing effectiveness.
• Leads the activities of human resources staff participating in the planning and
implementation of organ'vztional redesign and improvement projects.
- qq-�t�l
• Assists clients in solving problems, resolving conflicts, building teams, and developing
strategic plans.
• Administers instiuments to assess individual, group and organizationat style, preferences
and needs.
• Identifies organizational change and development resowces, models, eacercises,
intervernions, etc. that can be used in removing obstacles to individual, group and
organizational effectiveness.
• Provides assistance in the selection and direction of outside consultants.
• Acts as a liaison to departments and offices on issues and provides information on
organizational trends and developments.
• May be assigned the management of one or more human resources programs.
• Provides guidance to lower level human resources consultants on laws, rules policies and
procedures.
• Develops, implements, or revises city human resources policies and procedures.
• Reviews, analyzes, and prepares cases for Civil Service Commission hearings, arbitration
hearings, and other legai boards and councils.
• Drafts resolutions and ordinances and delivers formai reports and presentations to the City
Council.
• Represents the Office of Human Resources at meetings and conferences; serves as an
expert witness in legat and administrative proceedings.
• Studies governmental regulations, laws, and rulings concerning human resources issues;
analyzes their impact on the City and its prograxns and recommends appropriate action.
OES Analysis
Over the last four years these positions have evolved in their importance to the overall City
operation. The Office of Human resources has reorganized and changed the emphasis of its
services away from enforcing the Civil Service Rules and conducting, at the request of the
departrnents and offices, tests, classification and compensaUon studies, and the gathering of
employee information. The focus now is on partnering with department and office directors in
maldng the business of their organizations more efficient and effective. The positions in question
diagnose business needs and concerns and idenrify organizational devetopment services to be used
`�`� -1.l`1 �
in addressing those concems. The positions then contract with the clients, put together
intervention plans and coordinate their efforts, the client's efforts, and the efforts of the other
Human Resources staff in carcying out the process. The demand for the services provided by the
positions in questions has greatly increased. The result of tlris evolution in the work has increased
the QES factor level awards for Senior Consultant Business Consulting Services and the Human
Resources Manager classes. Those increases are as follows:
1. Effect of Actions
When these positions were initially evaluated, the work performed had eatensive impact on the
City organization by assisting management in evaluating operations and solving diffcult
individual, group, and organizational problems. Ttris work would meet the four level definition
for this factor. However, the work of the positions now meets the five level definition. Currently,
these positions aze working with department and office directors and their key management staffs
in strategic planning and in solving critical operational problems. Departments have been asked to
become more efficient and effective because of decreasing funds and competition from the private
sector. Consequently, the positions in question are asked to develop new approaches and
concepts designed to assist managers in making their operations more effective and in resolving
problems that may get in the way of that effectiveness.
2. Mental Effort
The mentsi requirements of these positions has increased from a level three to a level four. The
initial evaluation of these positions determined that the work consisted of varied activities in the
field assisting departments with organizarional studies and projects related to human resources
development. The information needed by these positions in order to do the work would be
obtained through standard invesdgation and research. Now the positions use specialized
instruments and models for team building and problem soiving. The decisions made by these
positions involve the assessment of data that may have unclear relationships. Abstract matters
such as issues, concerns and the views of a diverse group of employees are involved in the
process. This meets the four level definition for this factor.
3. Amount of Discretion
In taking on the role of consultants the level of supervisory control exercised over the work of
these positions has lessened and their independence has increased. Consequently, the level
awuded this factor has increased from a level three to a level four. Initially these positions had
projects assigned to them and they then worked independently to carry out the successive steps of
the project. Now these positions initiate projects by contracting with the client. They meet with
the Human Resources Director for the go ahead, but they do all of the pianning, coordination and
resources commitment nceded to accomplish the work.. They also determine the approach and
method. These positions assume technicai responsibility for the end result. This meets the fow
level definition for this factor.
The new QES poirn level assigned along with factor level comparisons with other City positions,
a�t -u1�
support placing the positions in question in grade 22, of the Non-represented City Managers,
Employee Group 17, Salary Ranges.
Recommendations
Based upon the QES analysis of these positions, it is recommended that Senior Consultant-
Business Consulting Services and the Human Resources Manager classes be upgraded from Non-
rep. grade 20, to Non-rep grade 22. This range would reflect intemal equity for these positions
based on their job evaluation points and give the City a better competitive position when seeking
to recruit employees for future vacancies and retain current employees in these positions. It is
also recommended that the Human Resources Manager class specificarion be updated to reflect
changes in current duties, competencies, and minimum qualifications. It is further recommended
that the class title be changed to Human Resources Senior Consultant Manager. Finally, it is
recommended that the vacant Non-rep grade 20, classifications of Auman Resources and
Mangement Systems Analyst, Research Analyst IV, and Training and Development Manager be
abolished.
Council �le # �q- l j��
RESOLUTION
Referred To
Committee Date
1 An Administrarive Resolution changing the rate of pay for
2 the classes entitled Senior Consultant-Business Consuking Services
3 and Human Resources Senior Consultant Manager
4 RESOLVED, that the compensation for the classifications of Senior Consultant-Business
Consulting Services and Human Resources Senior Consultant Manager be changed from that set forth
6 in Grade 20, to that set forth in Grade 22, ofthe Employee Group 1�, Non-Represented City Managers
7 Salary Schedule, and be it
8 FCTRTf�R RESOLVED, that this resolurion shall take effect and be in force beginning the first
9 pay period following its passage and approval.
Requested by Department of:
Human Resources Office
�: �e .�.��,
Form Apprwed by City Attomey
By: � � I(�2'c�`A
Adoption CertiFied by Council Secretary
�
App�
�
Green Sheet # 08929
OF SAINT PAUL, MINNESOTA � �
Adopted by Council: Date � � �S � `�"l °�_
_ ��'�";����`�`� °AT& �"'�`" GREEN SHEET xo.:os929 GSrV
FiiunanRz�aut�s• - �
����,._
CONTAGT PER80IN �& YHCiN&: PIII'W/DAT& IIVIYW/DATE
John Hamilton 266-6470 � nee,�x,e.mrrr �m.��q9 , crr,rcrouerca
A8&GN� 1p9YATfONNBY �� CI14CL6RK
MUST BB ON COUNCB. AG&NDA BY (DATE� �� �
As soon as poasible o� Puawcw.cenvune mwv+cw.eeavi,�ccm
3MAYOR(ORA861'�
TOTAL#OFS[GNATUREPA4&S ! (CLIPALLLOCATION$FORSIGNATURE)
ACfION HEQU&dfED:
Approval of a resolution amending the Salary Plan and Rates of Compensation by changing the pay grade for the
Senior Consultant Businesa Consulting Services and the Human Resources Senior Consultant Manager (formerly
entided Human Resourcea Manager) classes &om grade 20 to grade 22 of the Non-represented City Managers
Salary Schedule.
R800bIIvf8NDATYON3: Mipas (A) aReJat(R) PIIt80NAL8YRVlCY COli7'RACf8MU6TAN8YYY�tTfd lOLLOWIIi6 Q11l8fIONe�
l. FW thnPa�a✓B�mavawakad�nder�omu�atfatihudepr6maol7
PI.ANNINO(:Ot.4.93910N Ya No
�CIDCOMA91188 4. }intdi�PmaodLtmeverbemaeiryamployae7
CIVII. SSRYICH COA4.SISSION Yn No
— , s. Doa.�ec.cmwdem,aoua..ruuoammwhvwweabr�roa.rmlarymw�oyee
— Ys No
4. LtLi,pmadfuroaWyUadwdor!
— Ye No
Ery1�r.Y ya wwan w.ep.nb �6eet �od �Gach W{rw �1Ket
INPfIATING PROHLEM, I88UE, OPYOATUNITY (W4o, WhW, W6eo, WherG �'hv):
The Office of Human Resources has loat several incumbents in th�s� classes to other local jurisdictions and the
private sector. The grade level for these classes has not been revr�wed since prior to 1986. Since that time, the
duties and responsibilities of the positions in these classes has increased. They provide confidential consulting
services to top department, office, and division leaders to strengthen individual, group, and organizational
effectiveness. In recent years, there has been an increased demand for the development and implementation of
interventions to facilitate organizational changes. These position have complex project management responsibilities
in coordanating the'v own eff'orts, the efforts of their cGents, outside consultanta, and the O�ce of Human Resourcea
Core Consulting staff. �
ADVANTAGE8IF APPROVED:
Equitable compensation will be estabGshed based upon the City's internal job evaluation procesa. Also, the Office
of Human Resources will be placed in a better competitive position when seeking to recruit and retain highly
effective employees in these positions.
,
DI6ADVANTAGE6IFAPPROVED: . � . . '
None. Increased salary coats are covered in the Human Resources budget.
„�
A�(}�� �'. �c.c,�
DIBADVANTAGES IF NOT APPROVED: �` � ' � . ' '; �`a �'!
Equitable compensation will not be established for these positions. �'' '"`' t ' : ``'"`: `" k'
TOTAL AMOUNT OF TRANSACfION: C081'lREVENUE BUDCETBD:
xurmnvcsouxcE: ncrrv,�nuMe�e: Go�9n�;i� H�scarr.•f� Gonter
FINANC7Ai./NFORMATION: (EXPLAIN)
NG1V 2 � 1599
OFFiCE OF FI[JMANRESOURCES
John Hmmlton, Dnectos
CTTY OF SAINT PAUL
Narm Caleman, Mayo�
November 23, 1999
TO: John Fiamilton, Director
Qffice of Human Resources
FROM: John Shackl unuin �
Office ofH Resources
DATE:
�
400 CityHallAnnec
25 WeaiFrnmh Sdeet
SarntPaul,Munesam 55102-163I
Compensation Study Determination and 20 Day Notice
Jobline:
Fats'vnile:
1`Opnon:
2e Opnon:
3 OpHOn:
`lg -��R�
Telephane: 651-2656500
ZDD/ITP: 651-2666501
65I-2666502
651-292-6414
65I-292-6475
651-292J656
We have compieted our study of the sauor level consultant positions in the Office Of Human Resources. We
have reviewedrelevant job information, conducted interviews withyourself andthe incumbents, compazed the
posirions with related classes and posirions, and evaluated the positions using the QES job evaluation system
Based upon that informatioq it has beei detemuned that the S�ior Consultant-Business Consulting Services
and the Human Resources Manager classes should be upgraded 'Fhe QES evaluation supports changing the
grade assigcun�t from Grade 20 ofthe Employee Group 17, Non-repres�ted City Managers Salary Schedule,
to Grade 22. Also, because of changes in duties and responsibilities, it has be� determined that the Hwnan
Resources Managec Class specification be updated to reflect a tifle change to Humazi Resources Senior
Consultant Manager and changes to the typical duiies performed, competaicies, and xmnimum qualifications•
In addition, while conducting this study it was revealed that there aze three human resources related, Non-
Represented Grade 20, classifications that ha�e be� vacant for several years. Giv� the changes in duties and
responsibilities of the senior consultant positions it is imlikely that future vacancies will ever be filled in these
classes. Therefor, it has been determined that the Human Resources and Managem�t Systerr�s Analyst,
Research Analyst IV, and the Training and Developm�t Manager classifications should be abolished
We will be processing a resolution implementing the afore�tioned upgrade. Also, we have attached the
updatedclassspecificationsforHurr�anResowcesSexiiorConsultantManager. Furthem�ore,wehaueaitached
the class specificarions for the ciasses to be abolished ffyou agree withthese actions, please notify me of same
within tw�ty days of receipt of this memorandum If I do not hear from you cvithin this tw�ty day notice
period, I will assume agreen�t and procced with the resolution and specification update.
If you would like to waive the tw�ty day notice period and indicate your agreen'�t, please sign in the space
below and retum this memorandum to �:
� .
Date
If you have any questions or nee� assistance in this matter, please call me at 266-6482.
Thank yoa
.Attact�menu
CODE: 608A
BU: 17
EFFECTIVE: 11/07/97
TITLE OF CIASS:
SENIOR CONSULTANT-BUSZNESS GONSULTING SERVICES `��
DESCRIPTION OF WORK
General Statement of Duties
Provides highly responsible professional consulting sexvices to
members of City departments and offices in i.mproving their individual,
group and organizational e££ectiveness; assesses organizational concerns;
plans and conducts intexventions; coaches management; performs related
duties as required.
Suuervision Received:
Works under the general supervision of the Human Resources Director.
Supervision Exercised:
May provide general supervision and technical guidance to assigned staff.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties per£ormed by all positions
in this class,
Provides consultation to individuals, groups and organizations in
diagnosing their business needs and concerns.
Markets and promotes consulting services.
Conducts assessments to identify areas of concern; consults with and
advises clients on problem solving methods.
Plans effective and integrated long-range strategies £or managing change.
Makes recommendations for redesigning organizational systems
and structures.
Develops improvement plans for increasing effectiveness.
Leads the activities of human resoutces staff participating in the
planning and implementation of organizational redesign and improvement
projects.
Assists clients in solving problems, resolving conflicts, building teams,
and developing strategic plans.
Administers instruments to assess individual, group and organizational
styles, preferences and needs.
Zdenti£ies organizational change and development resources, models,
(continued on reverse side)
SENIOR CONSULTANT-BUSINESS CONSULTING SERVICES
Page 2
SENIOR CONSULTANT-BUSINESS CONSULTING SERVIGES
interventions, ezc, that can be used in removing obstacles to
individual, group and organizational effectiveness.
Provides assistance in the selection of outside consultants.
Acts as a liaisons to departments and of£ices on issues and provides
information on organizational trends and developments.
KNOWLEDGE. SKILLS. ABILITIES AND COMPETENCIES
Thorough knowledge of the principles, theories, and practices oP
organizational development including group dynamics,
problem solving, team development, design principles, instrument
administration, diagnostic and human framing models, redesign, process
consulting, performance management, decision making and planning.
Considerable knowledge of the concepts and theories o£ adult leaming
and training.
Considerable imowledge of supervisory, management and leadership theory,
systems, principles, and techniques.
Considerable lrnowledge of the trends and available resources in the field
of organizational development and consulting.
Considerable lrnowledge of the theory and principles of human resources
management.
Working knowledge of personal computer appiications so£tware such as
Wordperfect, MicYOSOft Word, dBase, Excel and Lotus.
Working skill in using a personal computer, peripheral devices and
related software.
Considerable ability to £acilitate discussions in diverse groups with
varied backgrounds.
Considerahle ability to understand organizational behavior and diagnose
organizational concems.
Considerable ability to influence groups so that tasks, relationships and
individual and organizational needs are addressed.
Thorough ability to establish and maintain effective working
relationships with department and office staff involved in development
e£forts.
MINIMUM QUALIFICATIONS
Bachelor's Degree in Industxial Relations, Psychology, Education, Business
or a closely related field and a total of six years professional level
experience in organization development activities to include all of the
SENIOR CONSULTANT-BUSINESS CONSULTING SERVICES
Page 3
SENIOR CONSULTANT-BUSINESS CONSULTING SEAVICES �9 �1`�`
following:
1. Planning and conducting assessments of complex organizational concerns.
2. Planning and conducting interventions to improve individual, group and
organizational e££ectiveness.
3. Analyzing, designing and implementing developmental strategies to
improve individual, group and organizational e£fectiveness.
4. Facilitating problem solving, conflict resolution, team building and
strategic planning sessions.
No substitution for experience. Additional experience may be substituted
for education on a one year of experience for one year of education basis.
SENIOR CONSULTANT-BUSINESS CONSULTING SERVICES
• CODE: 690A
BU: 17
� EFFECTIVE: �� _�`�1
PROPOSED TITLE OF CLASS: �
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
DESCRIPTION OF WORK
Genex'al Statement o£ Duties
Provides highly responsible professional consulting services to
members o£ City departments and offices in improving their individual,
group and organizational e£fectiveness; assesses organizational concerns;
plans and conducts interventions; coaches management; may manage one or
more program areas in the Office of Human Resources; performs related
duties as required.
Sunervision Received:
Works under the general supervision of the Human Resources Director.
Sunervision Exercised: ,
May provide general supervision and technical guidance to assigned staff.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class.
Provides consultation to individuals, groups and organizations in
diagnosing their business needs and concerns.
May manage one or more human resources programs and supervise assigned
professional, technical and administrative support staff.
Advises clients as to the availability of organizational development
services.
Conducts assessments to identify areas of concern; consults with and
advises clients on problem solving methods.
Plans effective and integrated long-range strategies for managing change.
Makes recommendations for redesigning organizational systems
and structuxes.
Develops improvement plans for increasing effectiveness.
Leads the activities of human resources staff participating in the
planning and implementation of organizational redesign and improvement
projects.
Assists clients in solving problems, resolving conflicts, building teams,
and developing strategic plans.
(continued on reverse side)
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
Page. 2
PROPOSED TITI.E OF CLASS:
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
Administers instruments to assess individual, group and organizational
styles, preferences and needs.
Identi£ies organizational change and development resources, models,
interventions, etc. that can be used in removing obstacles to
individual, group and organizational e£fectiveness.
Provides assistance in the selection of outside consultants.
Acts as a liaisons to departments and offices on issues and provides
in£oxmation on organizational trends and developments.
Develops, revises and implements policies and procedures; reviews £or
compliance with overall departmental goals.
Reviews, analyzes, and prepares cases for presentation before the CiviZ
Service Gommission, arbitrators, the Bureau of Mediation Services, and
other legal boards and councils.
Drafts ordinances and resolutions and develops and deZivers formal
presentations to the City Council.
Represents the office at meetings and conferences; serves as an expert
witness in legal and administrative proceedings.
Studies employment related governmental regulations, laws, and rulings
and analyzes their impact on City business and recommends appopriate
action.
KNOWLEDGE, SKIIS.S, ABILITIES AND COMPETENCIES
Considerable knowledge of supervisoxy, management and leadership theory,
systems, principles, and techniques.
Considerable knowledge of the trends and available resources in the field
of organizational development and consulting.
Gonsiderable knowledge of the theory and principles of human resources
management.
Working knowledge of the principles, theories, and practices of
organizational development including group dynamics, problem
solving, team development, design principles, instrument administration,
diagnostic and human £raming models, redesign, process consulting,
performance management, decision making and planning.
Working lrnowledge of the concepts and theories of adult learning
and training.
Woxking lmowledge of personal computer applications software such as
Wordperfect, Microsoft Word, dBase, Excel and Lotus.
H[TMAN RESOURCES SENIOR CONSULTANT MANAGER
' Page 3
PROPOSED TZTLE OF CLASS: QQ
HUMAN RESOURCES SENIOR CONSULTANT MANAGER -` `����1
Working skill in using a personal computer, peripheral devices and
related software.
Considerable ability to facilitate discussions in diverse groups with
varied backgrounds.
Considerable ability to understand organizational behavior and diagnose
organizational concerns.
Considerable ability to in£luence groups so that tasks, relationships and
individual and organizational needs are addressed.
Thorough ability to establish and maintain e£fective working
relationships with department and office staff involved in development
efforCS.
MINIMUM QUALIFICATIONS
Bachelor's Degree in Industrial Relations, Public Administration,
Business Administration, Psychology or a closely related field and six
years of professional level human resources experience, at least two of
which must have been at the Human Resources Specialist III level or
equivalent. A Master's degree in Industrial Relations, Public
Administration, Business Administration, or Industrial Psychology may be
substituted for two of the six years of professional human resources
experience.
HUMAN RESOURCES SENIOR CONSULTANT MANAGER
��2���� CODE: 314C
BU: 17
EFFECTIVE: 12/OS/87
TITLE OF CIASS:
HUHAN RESOURCES lIANAGER
DESCRIPTION OF WORK
-l� �����
General Statement of Duties: Performs supervisory h�an resources vork
planning, directing, and managing one or more of the major personnel program
areas in the City's H�an Resources Office; and performs related duties as
required.
$yipervision Received: Works under the general and administrative
direction of the Human Resources Director.
S�upervision Exercised: Exercises general and technical supervision over
professionals, paraprofessionals, and clerical employees in assigned program
areas.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class. •
Plans, directs, manages, and evaluates one or more human resources programs
including: Recruitment and Selection, Class3fication and Compensation, Labor
Relations, Affirmative Action, Transactions, Benefits, and Training and Employee
Development.
Provides advice, information, and support to City Managers on human resources
matters.
Determines approaches and methods for human resources programs and special
projects.
Analyzes human zesources decisions made by suboxdinates foz compliance with
laws, rules, policies, and procedures.
Develops and implements or revises policies and procedures; reviews for
compliance with overall departmental goals.
Acts as a liaison with Department and Division Managers in resolving concerns
and/or developing new programs.
Directs and evaluates staff in assigned program areas; recommends or acts on the
following: hiring, training, coaching, disciplining, conducting performance
reviews, assigning and prioritizing work, and discharging.
Mediates disputes between applicants or city employees and professional staff on
decisions requiring �udgement and discretion.
Prepares budget recommendations for program areas indicating program goals,
performance objectives, snd staffing needs.
(continued on reverse side)
HUMAN RESOURCES MANAGER
Page 2
HUMAN RESOURCES MANAGER
Directs and/or coordinates special projects with other program area managers.
Reviews, analyzes, snd prepares cases for Civil Service Co�ission hearings,
arbitration hearings, and other legal boards and councils.
Drafts resolutions and develops and delivers formal presentations to the City
Council in support of the resolutions. '
Represents the department at meetings and conferences.
Studies governmental zegulations, lews, and rul3ngs concerning personnel issues;
analyzes their impact on the City and its programs and reco�ends appropriate
action.
RNOWLEDGE, SKILLS AND ABILITIES
Knowledge of the principles and theories of human resources management.
Knowledge of management snd supervisory principles and techniques.
Knowledge of the methods and procedures of data gathering and analysis.
Knowledge of city and departmental functions, practices, and procedures.
Knowledge of Federal and State laws and significant court decisions related to
human resources management.
Skill in program planning and analysis.
Skill in developing and presenting testimony to commissions or councils.
Ability to supervise and direct staff assigned to program areas.
Ability to gather and analyze data and make decisions within assigned program
areas.
Ability to communicate effectively both orally and in writing.
MINIMUM QUALZFICATIONS
Bachelor's degree in Industrial Relations, Public Administration, Business
Administration, Psychology or a closely related field and five years of
professional human resources experience, at least two of vhich must have been at
the Human Resources Assistant II level or equivalent, A Master's degree in
Industrial Relations, Public Administration, Business Administration, or
Industrial Psychology may be substituted for two of the five years of
professional human resources experience.
HiIMAN RESOURCES MANAGER
TITLE OF CLASS:
CODE:
BU:
EFFECTIVE:
HUMAN RESOURCES AND MANAGII�fENT SYSTEMS ANALYST
f17�FY9'��lk� � ` � �l�I�IS���
General Statement of Duties
262A
17
OS/16/86
qq-��1�
Per£orms highly responsible professional work providing a£u11 range of
staff assistance to the Human Resources Director and to the Hvman Resources
Of£ice section heads and to the heads of the divisions, departments and
of£ices. Reviews, analyzes, and coordinates Human Resources Office
per£ormance and advises Director. Assists in developing and implementing
Human Resources 0£fice policy. Monitors the development of city-wide
training programs and assists departments with specialized training
problems. Assists divisions, departments and of£ices in conducting their
human resources responsibilities and in implementing human
resources-related reforms. Coordinates human resources policies with City
Council and with department heads/department human resources contact
persons. Prepares budget.
Sunervision Received:
Receives genexal supervision from Auman Resources Director. Actively
participates with Director and other members of the management staff in
setting department goals and establishing department policies and
procedures. Sets workload and establishes priorities through this
consultative process.
Sunervision Exercised:
Acts in an advisory capacity interacting with professional, technical and
clerical employees throughout the Human Resources Office. May supervise
support staf£ assigned to the Director.
Y4�����11 ��l����iaTl74iai�]
The listed examples may not include a11 the duties per£ormed by all positions
in this class.
Reviews performance of the Human Resources Office by analyzing expectations
of the City Council and department heads. Reviews performance of human
resource organizations in other municipal governments.
Develops presentations that reflect the status of the Human Resources
Office against the expectations of the Human Resources Director.
Develops proposals to improve Human Resources Office efficiency and to
insure that human resource methods are ef£ective.
Reviews training goals and training programs to insure that the programs
support the goals of the City.
(continued on reverse side)
HUMAN RESOURCES AND MANAGEMENT SYSTEMS ANALYST
Page 2
AUMAN RESOURCES AND MANAGEMENT SYSTEMS ANALYST
Reviews developments in training and human resources in the public and
private sector and reviews legal decisions affecting human resources.
Devises studies to determine effectiveness and applicability of these
developments to the City of St. Pau1 and develops recommendations for the
Human Resources Director.
Develops programs and plans relating to Human Resources Office activities.
Assists in analyzing, preparing, and presenting budget and annual reports;
assists in planning and administering budgetary controls.
Monitors the activities of all sections within the Human Resources Of£ice
for conformance with the general policies and programs of the Office.
Participates in program development, review, and analysis.
Manages the flow of the Auman Resources Office's resolutions and
administrative matters through legislative channels.
Reviews operating procedures; develops and recommends new or modi£ied
methods and procedures.
Directs development and administration of special projects.
KNOWLEDGE. SKILLS. ABILITIES AND COMPETENCIES
Considerable knowledge of Auman Resources Office functions, practices, and
procedures.
Considerable knowledge of the principles and theories of management and
personnel planning.
Considerable skill in organizing and implementing special projects.
Gonsiderable ability to deal tactfully with a11 levels of management,
employees, and the general public.
Considerable ability to communicate effectively both orally and in writing.
MINIMUM QUALIFICATIONS
College graduation and six years of experience in municipal human resources
systems. Experience must be at the Human Resources Assistant III level or
equivalent. At least one year must be as a manager or supervisor in human
resources, and experience must include managing or coordinating major
municipal human resources functions. (No substitution for education.)
HUMAN RESOURCES AND MANAGEMENT SYSTEMS ANALYST
TITLE OF CIASS:
Ti2AINING AND DESiEIAPHENT MANAGER
DESCRZ?TION OF WORK
Gene:al Statement of Duties: Performs highly responsible administrative
and professional voric in the planning, developing and coordinating of City
employee training and development activities; and performs relatad duties as
required.
Su�ervision Beceived: Works under the general direction of the
Personnel Director.
�9.��1R�
Supervision Exercised: Exercises general supezvision, either directly
or indirectly through subordinate supervisors, over the professional, technical
and clerical employees within the training and development section.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class.
Develops, administers and conducts a braad range of training activities,
including emp2oyee and management development courses.
Assists senior managers in analyzing and articulating the training needs of
their sta£f and helps them establish an effective course of action to meet trose
needs.
c.
Establishes a aetwork of training resources including in-house trainers,
consultants, college courses, seminars and packzge programs.
Develops in-house trainers in various departments to deliver specialized,
Lechnical programs.
Assesses city-wide and departmental training needs and establishes overaZl
training priorities in consultation with senior managers.
Evaluates the e£fectiveness of training programs and trainers; establishes a
link between employee performance appraisals and identi£icaLion of training
needs.
Manages the day-to-day budget and operatians of the training and development
section.
Manages the Urban Corps program.
KNOWLEDGE, SKZLLS AND AHZLITZES
Knowledge of training techniques, current training programs, resources and
vendors. ,
(continued on reverse side)
CODE: 299C
BU: 17
fiFFECTIVE: 07/10/87
TRAINING AND DEVEIAPMENT HANAGER
Page 2
TRAINING AND DEVEIAPHENT MANAGER
Knowledge of accepted methods used to assess training needs and evaluate
training effectiveness.
Knovledge of administrative and managerial principles and supervisory
techniques.
Skill in delivering a wide range of training pzograms.
Ability to co�unicate effectively, both orally and in writing; snd to promote
the training programs.
Ability to train other trainezs.
Ability to identify problems, establish priorities an$ develop long and
short-zange plans.
Ability to vork as a member of a management team.
MINZMUM QUALIFICATZONS
College graduation and six years' experience in training, irrvolving the
assessment, development, delivery and administration of training programs
including management and organizational development, at least three years of
which must have been Sn an administrative or supervisory position. (Na
substitution for education.)
G
e
TRAINING.AND DEVELOPMENT MANAGER
CODE: 395C
BU: 17
EFFECTIVE: 12/28/91
TITLE OF CLASS:
RESEARCH ANALYST IV
DESCRIPTION OF WORK
General Statement of Duties:
Under the direction of the Mayor and the Council, and in cooperation with
the Gity departments, to per£orm work o£ a difficult and advanced
professional level in the Gouncil Investigation and Research Bureau; to
cooperate with and to assist the various Gity departments with their
research projects; to coordinate research projects when they involve the
£unctions of several departments; to make use of the research facilities of
the various depart�ents in the promulgation of research projects; and to
perform related work as assigned.
TYPICAL DUTIES PERFORMED
The listed examples may not include all the duties performed by all positions
in this class.
To supervise or conduct complete research projects of an extensive or
complicated nature.
To confer with administrative superiors to determine the need for surveys
and studies.
To assist superiors in their planning and programming through the
interpretation of data and forecasting trends.
To determine statistical techniques and procedures to be used.
To prepare and edit statistical reports for release to the public.
To assist in the determination of necessary legislation to facilitate the
operation of City business.
To attend State Legislative sessions, meetings and conferences in the
interest of City affairs.
To prepare or direct the preparation of maps, charts, graphs, and exhibits
necesary to present research results.
MINIMUM QUALIFICATIONS
College graduation and seven years' professional experience in research or
public administration, at least three years of which shall have been as a
Research Analyst III or equivalent. �No substitution for education.)
t�'� �� �
RESEARCH ANALYST IV
��-��Rl
POSTTION STITDIED:
INCUMBENTS:
DATE STUDIED:
AL OF
COMPENSATION STUDY REPORT
Human Resowces senior level wnsultant positions
I.ee Turchin, Steve G�inar, and 7ohn Shockiey
November, 1999
AND COMPENSATION MANAGER
23 /r9
(Signature)
(nate)
Background
The senior level consuitant positions were studied to determine appropriate compensation at the
request of the Human Resources Director. The Office of Human Resowces has lost several
senior level consultant positions to other jurisdictions and the private sector. These positions aze
currernly allocated to the Senior Consultant Business Consutting Services and the Human
Resources Manager classes. The e�ent compensation €or these positions was established prior
to 1986, when the QES job evaluation system was inuoduced. They are assigned to grade 20, of
the Non-represented City Managers, Employee Group 17, Salary Ranges. When the classes were
initially developed, the primary duties were focused on improving the internal operating systems
and procedures of the Office of Human Resources, and those of City departments and divisions.
They were also responsible for managing IIuman Resources programs such as organizational
development, training, testing, and classification, compensatioq and organizational design. These
positions wouid provide assistance in developing and implementing new policies and procedures.
They would do studies reflecting the performance of the departments or divisions. Assistance
would also be provided to deparhnents in conducting their human resources related
responsibilities and in implementing human resovrces related reforms. Over the years these
positions and the services provided by the Office of Human Resources have evolved. Now these
positions provide a£ull range of business consulting services( see the position descriptian below ).
In September of 1992 the Director of Human Resources requested that Ramsey County Personnel
staff members conduct an independent evatuation of all positions in the Office of Human
Resources that were assigned to grade 20. That study indicated that some of the positions,
inciuding the positions that aze the subjects of this study, were undervalued based upon the City's
intemal job evaluation system (QES).
Over the last few years the duties and responsibilities of these positions have increased. There has
been a greater demand for services. This has been brought about by fiscal restraint and direction
from the citizens and the Mayor to make City services more efficient and effective.
aq- ll�t�,
Consequently, the number and the complexity of the projects conducted by these positions has
increased. These positions now provide confidential consulting services to top department and
division leaders, including those in the Mayor's Administration. The City leaderslrip is enlisting
the services of these positions in developing and implementing, intervemions and facilitate faster
paced organ'vational change. Also, because of a reorganization of the Human resources Qffice,
these positions have more complex project management responsi'bilities. They aze responsible for
coordinating their own efforts, the efforts of clients, outside consultants, and the Human
Resources Core Consulting sta� in implementing the organizational development interventions
that they recommend, facilitate, and design.
Study Components
I. A review of 7ob Profiles.
II. Interviews were conducted with the incumbenu.
III. An interview was conducted with the Human Resources Director
IV. The QES job evaluation tool was applied and a factor comparison was made.
Position Description
These positions provide highly responsible professional consulting services to members of City
departments and offices. They assist departments and offices in improving individual, group and
organizational effectiveness.
They work very independently under the general supervision of the Human Resources Director.
Direct supervision may be provided by these positions to assigned staff. They regulazly provide
active leadership to professional and administrative staffin,coordination of projects. They serve
as members of the Human Resources Office Leadership Team.
Examples of the typical duties performed by these positions are as follows:
• Provides consultation to individuals, groups and organizations in diagnosing their business
needs and concerns; mazkets and promotes organizationat development services.
• Conducts assessments to identify areas of concern; consuks with and advises clients on
problem solving methods.
• Plans effective and integrated long-range strategies for managing change.
• Makes recommendations for redesigning organizationat systems and structures.
• Develops improvement plans for increasing effectiveness.
• Leads the activities of human resources staff participating in the planning and
implementation of organ'vztional redesign and improvement projects.
- qq-�t�l
• Assists clients in solving problems, resolving conflicts, building teams, and developing
strategic plans.
• Administers instiuments to assess individual, group and organizationat style, preferences
and needs.
• Identifies organizational change and development resowces, models, eacercises,
intervernions, etc. that can be used in removing obstacles to individual, group and
organizational effectiveness.
• Provides assistance in the selection and direction of outside consultants.
• Acts as a liaison to departments and offices on issues and provides information on
organizational trends and developments.
• May be assigned the management of one or more human resources programs.
• Provides guidance to lower level human resources consultants on laws, rules policies and
procedures.
• Develops, implements, or revises city human resources policies and procedures.
• Reviews, analyzes, and prepares cases for Civil Service Commission hearings, arbitration
hearings, and other legai boards and councils.
• Drafts resolutions and ordinances and delivers formai reports and presentations to the City
Council.
• Represents the Office of Human Resources at meetings and conferences; serves as an
expert witness in legat and administrative proceedings.
• Studies governmental regulations, laws, and rulings concerning human resources issues;
analyzes their impact on the City and its prograxns and recommends appropriate action.
OES Analysis
Over the last four years these positions have evolved in their importance to the overall City
operation. The Office of Human resources has reorganized and changed the emphasis of its
services away from enforcing the Civil Service Rules and conducting, at the request of the
departrnents and offices, tests, classification and compensaUon studies, and the gathering of
employee information. The focus now is on partnering with department and office directors in
maldng the business of their organizations more efficient and effective. The positions in question
diagnose business needs and concerns and idenrify organizational devetopment services to be used
`�`� -1.l`1 �
in addressing those concems. The positions then contract with the clients, put together
intervention plans and coordinate their efforts, the client's efforts, and the efforts of the other
Human Resources staff in carcying out the process. The demand for the services provided by the
positions in questions has greatly increased. The result of tlris evolution in the work has increased
the QES factor level awards for Senior Consultant Business Consulting Services and the Human
Resources Manager classes. Those increases are as follows:
1. Effect of Actions
When these positions were initially evaluated, the work performed had eatensive impact on the
City organization by assisting management in evaluating operations and solving diffcult
individual, group, and organizational problems. Ttris work would meet the four level definition
for this factor. However, the work of the positions now meets the five level definition. Currently,
these positions aze working with department and office directors and their key management staffs
in strategic planning and in solving critical operational problems. Departments have been asked to
become more efficient and effective because of decreasing funds and competition from the private
sector. Consequently, the positions in question are asked to develop new approaches and
concepts designed to assist managers in making their operations more effective and in resolving
problems that may get in the way of that effectiveness.
2. Mental Effort
The mentsi requirements of these positions has increased from a level three to a level four. The
initial evaluation of these positions determined that the work consisted of varied activities in the
field assisting departments with organizarional studies and projects related to human resources
development. The information needed by these positions in order to do the work would be
obtained through standard invesdgation and research. Now the positions use specialized
instruments and models for team building and problem soiving. The decisions made by these
positions involve the assessment of data that may have unclear relationships. Abstract matters
such as issues, concerns and the views of a diverse group of employees are involved in the
process. This meets the four level definition for this factor.
3. Amount of Discretion
In taking on the role of consultants the level of supervisory control exercised over the work of
these positions has lessened and their independence has increased. Consequently, the level
awuded this factor has increased from a level three to a level four. Initially these positions had
projects assigned to them and they then worked independently to carry out the successive steps of
the project. Now these positions initiate projects by contracting with the client. They meet with
the Human Resources Director for the go ahead, but they do all of the pianning, coordination and
resources commitment nceded to accomplish the work.. They also determine the approach and
method. These positions assume technicai responsibility for the end result. This meets the fow
level definition for this factor.
The new QES poirn level assigned along with factor level comparisons with other City positions,
a�t -u1�
support placing the positions in question in grade 22, of the Non-represented City Managers,
Employee Group 17, Salary Ranges.
Recommendations
Based upon the QES analysis of these positions, it is recommended that Senior Consultant-
Business Consulting Services and the Human Resources Manager classes be upgraded from Non-
rep. grade 20, to Non-rep grade 22. This range would reflect intemal equity for these positions
based on their job evaluation points and give the City a better competitive position when seeking
to recruit employees for future vacancies and retain current employees in these positions. It is
also recommended that the Human Resources Manager class specificarion be updated to reflect
changes in current duties, competencies, and minimum qualifications. It is further recommended
that the class title be changed to Human Resources Senior Consultant Manager. Finally, it is
recommended that the vacant Non-rep grade 20, classifications of Auman Resources and
Mangement Systems Analyst, Research Analyst IV, and Training and Development Manager be
abolished.