"Position Description Questionnaire (Pdq) Instructions" - Colorado

Position Description Questionnaire (Pdq) Instructions is a legal document that was released by the Colorado Department of Military and Veterans Affairs - a government authority operating within Colorado.

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COMPLETING THE REVISED (1/97) POSITION DESCRIPTION QUESTIONNAIRE
General Information and Purpose
The Position Description Questionnaire (PDQ) is the state’s official description of an individual
classified position or job. In structured questionnaire format, the PDQ is the primary data
collection instrument designed to gather information about the specific assignment and
characteristics of a single position relative to the job evaluation system’s four factors: Decision
Making, Complexity, Purpose of Contact and Line/Staff Authority. Because the PDQ is the
official record of the position’s assignment, it is the basis of classification decisions and
documents information used for purposes of the Americans with Disabilities Act (ADA),
employee selection, etc. Every position must have an approved PDQ on file.
The PDQ is evaluated to determine the proper classification for new, vacant and encumbered
(filled) positions. Although employees and supervisors are encouraged to work collaboratively to
complete the PDQ, the supervisor and appointing authority are ultimately accountable for
establishment of the work assignment, as well as the completeness and accuracy of the PDQ.
This guide is intended to provide general information and assistance in completion of the
PDQ. Examples have been selected from a wide variety of jobs, at varying levels; are not
presented in any hierarchical order; and are not indicative of a particular level or class of
work.
PDQ information should focus on current job content only. Emphasis must be placed on the
duties and responsibilities of the position, NOT characteristics or performance of the person doing
the job. Examples should be clear and concise statements that provide a thorough and
representative description of the work assignment.
Individuals completing the PDQ may wish to contact their agency Human Resources Office for
any, all or a combination of the following, and/or other reasons:
C
If the job description is being completed for the first time;
C
For clarification of the job evaluation factors and levels;
C
For additional information regarding reasonable accommodations or for guidance with
respect to the ADA;
C
For assistance in describing Line/Staff Authority (particularly for staff/senior authority
positions), and completing the Special Entry Requirements, Drug Free Workplace and
Additional Requirements Sections; and
C
For agency specific acceptable formats (other than the PDQ) for documenting
information, PDQ availability in other software packages/on disc, and/or guidelines
regarding which level of management should sign the PDQ as the “Approving/Reviewing
Official.”
Each of the following sections parallels the appropriate section of the PDQ. Generally, the
document should be typed, but handwritten PDQ’s are acceptable, if legible.
COMPLETING THE REVISED (1/97) POSITION DESCRIPTION QUESTIONNAIRE
General Information and Purpose
The Position Description Questionnaire (PDQ) is the state’s official description of an individual
classified position or job. In structured questionnaire format, the PDQ is the primary data
collection instrument designed to gather information about the specific assignment and
characteristics of a single position relative to the job evaluation system’s four factors: Decision
Making, Complexity, Purpose of Contact and Line/Staff Authority. Because the PDQ is the
official record of the position’s assignment, it is the basis of classification decisions and
documents information used for purposes of the Americans with Disabilities Act (ADA),
employee selection, etc. Every position must have an approved PDQ on file.
The PDQ is evaluated to determine the proper classification for new, vacant and encumbered
(filled) positions. Although employees and supervisors are encouraged to work collaboratively to
complete the PDQ, the supervisor and appointing authority are ultimately accountable for
establishment of the work assignment, as well as the completeness and accuracy of the PDQ.
This guide is intended to provide general information and assistance in completion of the
PDQ. Examples have been selected from a wide variety of jobs, at varying levels; are not
presented in any hierarchical order; and are not indicative of a particular level or class of
work.
PDQ information should focus on current job content only. Emphasis must be placed on the
duties and responsibilities of the position, NOT characteristics or performance of the person doing
the job. Examples should be clear and concise statements that provide a thorough and
representative description of the work assignment.
Individuals completing the PDQ may wish to contact their agency Human Resources Office for
any, all or a combination of the following, and/or other reasons:
C
If the job description is being completed for the first time;
C
For clarification of the job evaluation factors and levels;
C
For additional information regarding reasonable accommodations or for guidance with
respect to the ADA;
C
For assistance in describing Line/Staff Authority (particularly for staff/senior authority
positions), and completing the Special Entry Requirements, Drug Free Workplace and
Additional Requirements Sections; and
C
For agency specific acceptable formats (other than the PDQ) for documenting
information, PDQ availability in other software packages/on disc, and/or guidelines
regarding which level of management should sign the PDQ as the “Approving/Reviewing
Official.”
Each of the following sections parallels the appropriate section of the PDQ. Generally, the
document should be typed, but handwritten PDQ’s are acceptable, if legible.
I.
Position Identification
The agency code is the three character code used by COFRS. (For example, The
Department of Revenue is TAA.) Principal Department/University or equivalent means
that which is created by law or recognized in personnel rule. If appropriate, provide the
position’s working title. A working title that differs from the official class title is a
common, accepted practice. The remainder of this section is self-explanatory.
II.
General Information
The General Information Section provides information about the nature of the position
and the work setting, and should illustrate how the position fits into the organization.
Coupled with the Job Description Section, this information should give an overall
“picture” of the job.
To describe the purpose of the work unit, complete the sentence, AThis work unit exists to
. . . @ This statement should illustrate the function of the work unit.
To summarize the purpose of the position, complete the sentence, AThe position exists to .
. . @ This statement should illustrate the primary reason the position exists in relation to
the function of the work unit.
The remaining sections address the extent of changes in assignment since the previous
PDQ, and any impact these changes may have on other positions in the unit and/or
organization.
As requested in the PDQ, the following is a “sample” organizational chart documenting important
reporting relationships and class titles, position numbers and FTE of the regular staffing pattern.
III.
Job Description
Information in this section should provide thorough and concise documentation regarding
the scope of what the position does, and how. Duty statements should focus on primary,
current, normal, daily duties and responsibilities of the position (not incidental duties, an
employee’s qualifications or performance, or temporary assignments). Related or similar
duties should be combined and written as one statement.
Each statement should be a discreet, identifiable aspect of the work assignment, described
in one to three sentences, and should be outcome-based, allowing for alternate means of
performing the duty, changes in technology, preferences of employees and supervisors,
and accommodations of workers with disabilities, without altering the nature of, and/or
the duty itself.
Duty statements should be clear and concise, and described using present tense action verbs.
Abbreviations, acronyms and specialized terms/jargon should be avoided (or explained).
Examples:
Designs and implements databases by evaluating documentation requirements and using
software packages to create tables, queries, reports, macros and applications to compile
and run reports.
Inspects site conditions and scientifically analyzes environmental test data to assess
pollutant levels. Identifies necessary remediation measures and standards.
Documents eligibility status by reviewing information and evaluating where individuals
meet program requirements.
Inspects and fills soap dispensers in restrooms.
.
Manages reception office by providing supervision, training and support to two
employees, including assigning job duties, providing job training, scheduling work, and
monitoring and evaluating performance.
Plans workshops, meetings and conferences by scheduling participants and presenters,
arranging for production of materials, acquiring equipment, selecting facilities and
service providers and evaluating program effectiveness.
Essential Functions:
In documenting essential functions, functional attributes (if used by your agency) may
correlate with how the duty is currently being performed, but may not be applicable for all
methods of performing the duty. A person with a disability who is unable to perform a
duty according to its current functional attributes should not be eliminated from
consideration unless there are no effective alternate ways to perform the function, and
there are no reasonable accommodations available to offset his/her functional limitations
without posing an undue hardship on the employer. (A reasonable accommodation is a
modification or adjustment to the work environment or to the manner or circumstances
under which the essential function is customarily performed.)
IV.
Decision Making
The decision making information in this section should illustrate (1) the amount of
opportunity the position has to use his or her own judgment and independence in making
decisions regarding the performance of job duties, and (2) the authority the position has to
implement decisions regarding how duties are performed and/or how work assignments
are carried out.
Examples should describe typical, highest-level decisions which are made regularly and do
not require pre-approval by the supervisor in order to be accomplished.
Examples:
Develops and implements procedures for department’s grant proposal process including
establishing internal criteria for divisions to submit proposals; developing the grant
funding manual; creating budget, request, evaluation and authorization forms;
instructing other staff in processing steps; and establishing a cross-reference information
system (hard-copy and database) by division, funding source and data.
Determines most efficient formats, charts and tables for thorough and accurate reporting
of information.
Determines availability of budget funds for expenditures based on current fund balance,
upcoming fixed and other projected expenses.
Determines how to meet senior management objectives for department-wide initiatives
through the design and delivery of training programs, recruitment and training of
instructors and scheduling of employees for certification classes.
In contrast to the above examples of decisions independently made, the following are
examples of recommendations positions might make to higher levels for approval.
Recommends organizational development intervention strategies and training programs
to help improve employee morale and productivity and promote teamwork.
Recommend when meetings should be held and who needs to attend in order to provide
necessary information to supervisors, employees and divisions.
Recommends improvements/changes to existing procedures in the function of the front
office and ways to increase efficiency of office functions through purchase of equipment
and/or hiring of personnel.
V.
Complexity
The Complexity factor is evaluated based on the nature of judgment used relative to
available guidelines. The information presented in this section should clarify the amount
and kind of analysis and judgment that is expected of the position to perform its assigned
work. Examples should focus on typical situations/challenges faced by the position, not
those which are unusual or unlikely to occur again.
Examples:
In registering participants for conferences, position reviews registration forms and
determines the appropriate fee to charge for requested accommodations.
In order to diagnose illnesses and develop client treatment plans, position considers and
evaluates models of psychotherapy and behavioral theories as they relate to client
histories and results of tests and observations.
In developing and delivering a project management training program, position considers
the organizational circumstances, employee group(s) involved, and the specific training
need itself in order to determine the most appropriate training solution to a given
situation. Position must rely on general principles, theories and models or training
needs assessment, program development and program evaluation to develop an
appropriate approach. (Existing guidelines are general and position must tailor his/her
approach to the unique situation.)
Position reviews equipment requisitions, accounting and purchasing rules/guidelines,
department procedures and vendor files to determine which apply to the purchase of
different types of heavy equipment, and selects the best methods of procurement in each
case.
To provide additional information regarding the Complexity factor, following is a typical
problem/challenge example:
In developing an employee selection examination plan, position considers the cost-
benefit ratio in determining which type of test best assesses the skills and abilities critical
to job performance.
VI.
Purpose of Contact
Purpose of Contact considers the content, purpose and/or nature of the position’s
interactions and communications with others on a regular basis. (For purposes of this
factor, with WHOM the position interacts is immaterial.) Not all of the reasons for
communications referenced in the PDQ apply to all positions, so select the one(s) which
are suitable and of prime importance. Examples should be provided for only those reasons
that are appropriate to the specific position. Since supervisory authority is evaluated in
the Line/Staff Authority factor, contacts from supervision given or received should NOT
be included in this section.
Examples:
Through the academic advising process, position counsels students about criteria which
will be used to evaluate graduate applications, to guide them in determining the
courses/preparation they will need to complete as undergraduates.
Represents the department and negotiates agreements with other public entities and
municipalities regarding contracts and cost sharing issues.
Defends and justifies department’s budget requests before the Information Management
Committee, Joint Budget Committee and other legislative committees.