Personnel Analyst
UCI Series Concepts -- UCI SIZE-NEUTRAL SUPPLEMENTAL GUIDELINES
Class Specifications - F.20
Principal Personnel Analyst II (MSP 0751) SIZE-NEUTRAL
Principal Personnel Analyst I (7661) SIZE-NEUTRAL
Senior Personnel Analyst (7662) SIZE-NEUTRAL
Personnel Analyst (7663)
Assistant Personnel Analyst (7664) SIZE-NEUTRAL
March, 1973 -- SIZE-NEUTRAL MARCH 1995
SERIES CONCEPT
Personnel Analysts conduct and may supervise responsible and complex
personnel analysis requiring a knowledge of over-all University
personnel policy, procedures, and goals as well as a thorough
knowledge of the campus personnel program; and perform other related
duties as required.
Incumbents act as the campus Human Resources representatives for
assigned departments; provide staff assistance to the Personnel
Manager; review end allocate continuing and new positions to the
appropriate class within established classification standards;
develop classification standards for new classes and review
appropriateness of standards for existing classes; conduct surveys
regarding pay data, employment practices, and policies; develop
salary and policy recommendations; project salary range adjustment
needs; advise departmental administrators on actions involving
promotion, demotion, transfer and other personnel actions; review
requests for exceptions to personnel policies; advise departmental
administrators on organization in regards to staffing, work
distribution, work methods, and related matters; and represent
Human Resources to employees, employee organizations, and other
groups.
The Personnel Analyst is expected to have a broad knowledge of, and
be able to apply the doctrines, theories, and practices within the
field of personnel analysis and administration.
CLASS CONCEPTS
Principal Personnel Analyst II and I
Incumbents are responsible for performing the highest level of
personnel analysis. Positions are allocated to these levels on
the basis of internal comparison, the nature and scope of
responsibilities, and the specialized requirements of the work.
See Irvine Campus Supplemental Guidelines for Principal Analysts
I and II.
Senior Personnel Analyst
Incumbents (a) have responsibility for multiple campus departments
and may supervise other Personnel Analysts, or (b) have continuing
broad responsibility for one or more of the functional areas of the
personnel program such as salary administration, employee relations,
management development, and training, and may supervise other
professional employees, or (c) conduct responsible and complex
analysis of personnel rules, policies, classification standards,
salary ranges and other areas on a campus or University-wide basis.
Personnel analysis duties are performed under minimal supervision
and work is reviewed in terms of meeting specific goals and objectives.
Typically at this level, incumbents develop and recommend new campus or
University personnel programs, policies, and procedures; review the
needs of the campus and University, and make recommendations for changes
in the Personnel program; provide advice and assistance to other
employees on the more difficult problems; represent Human Resources in
discussion with outside organizations and agencies; and may supervise
the work of other employees.
Personnel Analyst
Incumbents perform responsible and complex professional personnel
analysis with only general supervision. The majority of personnel
analysis duties in a campus Human Resources office are performed
at this level.
Typically at this level, incumbents review and allocate continuing
and new positions to the appropriate class; develop classification
standards for new classes and review appropriateness of standards
for existing classes; conduct surveys regarding pay data, employment
practices and policies; develop salary and policy recommendations;
advise departmental administrators on action involving promotion,
demotion, transfer, and other personnel actions; review requests for
exceptions to personnel policies and make recommendations; and
provide advice to departmental administrators in a variety of
personnel areas.
Assistant Personnel Analyst
Incumbents perform personnel analysis under the supervision of higher
level employee. Assignments may be more limited than those at the
Personnel Analyst level, but the primary distinction is the degree of
independence with which the incumbent performs a wide variety of
personnel analysis functions.
MINIMUM REQUIREMENTS
Principal Personnel Analyst II
Graduation from college with a major in business administration,
public administration, industrial psychology, or an allied field,
and seven years of experience in personnel analysis or
administration: or an equivalent combination of education and
experience.
Principal Personnel Analyst I
Graduation from college with a major in business administration,
public administration, industrial psychology, or an allied field,
and six years of experience in personnel analysis or
administration; or an equivalent combination of education and
experience.
Senior Personnel Analyst
Graduation from college with a major in business administration,
public administration, industrial psychology, or an allied field,
and four years of experience in personnel analysis or
administration; or an equivalent combination of education and
experience.
Personnel Analyst
Graduation from college with a major in business administration,
public administration, industrial psychology, or an allied
field, and two years of experience in personnel analysis or
administration; or an equivalent combination of education and
experience.
Assistant Personnel Analyst
Graduation from college with a major in business administration,
public administration, industrial psychology, or an allied field;
or an equivalent combination of education and experience.
Note: A Master's degree in business administration, public
administration, industrial psychology, or an allied
field, may be substituted for one year of the required
experience.
UCI SIZE-NEUTRAL SUPPLEMENTAL GUIDELINES -- MARCH 1995
PERSONNEL ANALYST CLASSIFICATION SPECIFICATIONS
7664 - ASSISTANT PERSONNEL ANALYST
Scope and complexity of Assignments
Responsible for assigned group of departments, or may be assigned
certain tasks or projects to assist higher level employees in
their assigned departments. At this level, incumbents are typically
in a training capacity.
May perform duties in all personnel areas mentioned for Personnel
Analyst.
Knowledge and Expertise
Incumbent is in training and will eventually perform assigned duties
at the same level of knowledge and expertise as outlined for Personnel
Analyst. However, incumbents are expected to possess analytical and
interpersonal skills sufficient to resolve a variety of routine
personnel issues and problems. These skills include the ability to
gather data, analyze issues, write reports, and consult with a variety
of departmental representatives. In order to develop skills and
knowledge, incumbents will normally undergo specialized training and
instruction in personnel practices and theories.
Independence
Under close supervision, incumbents report to supervisor and/or
instructors at critical phases of projects or resolution of
problems. This degree of dependence is expected to shift gradually
to independence as outlined for Personnel Analyst. As development
occurs, incumbents will typically gain more technical skill and
authority that will allow them to act with complete independence on
selected issues.
7663 - PERSONNEL ANALYST
Scope and Complexity of Assignments
Responsible for an assigned group of departments. Reviews positions,
duties and responsibilities in order to allocate or ensure appropriate
classification level.
May function as personnel representative for campus classification
committees, providing leadership and consulting services.
Interprets personnel policies/procedures, applying first-time
interpretations where policy is unclear.
Provides consulting services to management and staff in all functional
areas of Personnel including Salary Administration, Employee and Labor
Relations, and Training/Career Development; advises management on such
issues as standard reorganizations, effective utilization of human
resources, layoff and employee career development.
May develop, revise, and conduct training workshops.
Performs special projects or assignments involving the collection
of data, the analyses of issues, and the making or recommendations.
Assignments typically are in the areas of Salary Administration,
Employee and Labor Relations, and policy development. Typical
assignments include: developing or commenting on new classification
specifications and supplemental guidelines; conducting salary surveys;
or resolving employee and labor relations issues for a specific/
exclusive employee group. May also administer established pay or
classification programs, fore example MSO merits, Special Performance
Awards, or Service Awards.
Knowledges and Skills
The following knowledges and skills are applied on a regular basis:
thorough knowledge of standard personnel policies and procedures,
their interrelationships, and their effects on department operations;
general knowledge of employee and labor relations including dealing
with employee associations and unions; knowledge of organizational
structures and proper management practices; thorough knowledge of
job classification principles and practices including application and
development of specifications, equity considerations, and job
evaluation methods; and general knowledge of salary survey setting
methodologies and survey techniques.
Skill in solving problems of a difficult and complex nature; skill in
developing and maintaining effective interpersonal relationships in a
consultative mode with clients at all levels; skill to communicate
effectively orally and in writing; and ability to prepare comprehensive
and concise analytical reports.
Independence
Performs the above duties independently; ensures that the equity and
consistency in the application of personnel programs,interpretations
and practices are maintained. Consult with supervisor on issues that
have precedent-setting implications or campus-wide/Medical Center-wide
impact.
7662 - SENIOR PERSONNEL ANALYST
Positions may be classified at the Personnel Analyst level of one
or a combination of the following are present:
1. Responsibility for a specialized Personnel function of wide
scope and complexity such as Salary Administration or Training.
2. Performance of assignments of greater scope and complexity
that require advanced operational skills and knowledges. The
following guidelines/work examples are designed to illustrate
this concept:
Scope and Complexity of Assignments
Problems and issues are very sensitive and/or are typically more
complex and have greater scope. The following examples illustrate
the scope and complexity of assignments at the Senior Level.
Senior Personnel Analysts plan and implement major reorganizations
involving restructuring of whole departments and reallocation of duties
within the department or from one department to another.
A Senior Personnel Analyst deals with more difficult pay problems
and identifies a need to develop justification and strategies for
exceptions to standard compensation philosophy/practices.
Special projects assigned at the Senior level have greater scope
and impact. In addition, they typically involve the introduction
of new programs, or first-time application of policies or
practices. The following examples are illustrations:
Provides leadership to a task force formed to plan and implement
new programs such as merit-based pay. This includes considering "pros"
and "cons" raised by management and recommending specific components of
a plan and means of implementation including participation by affected
employee groups.
Establishes and implements local procedures to effective the most
complex new Systemwide policies.
Knowledges and Skills
Senior Personnel Analysts use thorough, specialized knowledge of
personnel policies and practices and the skill to resolve problems
that are difficult and complex in terms of solutions, strategies,
timing and people involved.
Senior Personnel Analysts frequently apply knowledge of advanced
personnel management theory such and the application of theories
of organizational change, participative management, team building,
and advanced compensation theory. For example, in order to
successfully complete the merit-based pay project mentioned above,
the Senior Analyst needs to know and apply the latest research
finding on merit pay.
Senior Personnel Analysts also possess advanced problem-solving
skills including an awareness of the political climate at all
levels of the organization.
Independence
Senior Personnel Analysts perform the above duties with greater
independence than at the Personnel Analyst level. At this level,
the relationship with the supervisor is largely informative and
collegial in order to exchange ideas and plan strategies when
necessary. Senior Analysts may also have the authority to decide
waivers to personnel policy or procedure.