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.