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AUDIT PLAN

Thiwyar - Bgilber

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AUDIT PLAN Work-out-of-Class and Leadwork - 2005 AUDIT PURPOSE AND SCOPE The purpose of this audit is to review agencies’ use of certain types of pay differentials to verify that they are in compliance with Oregon statutes and rules, Human Resource Service Division (HRSD) state policy, and various collective bargaining agreements. This audit will focus on two types of differentials: work-out-of-class and leadwork. REFERENCES ORS 240.217; 240.235; 240.240; 240.245; and 240.250 discuss classification and compensation plans and the application of the chapter to classified, unclassified, management, and exempt categories of service. ORS 240.321 “Collective bargaining; effect of collective bargaining agreements on personnel rules; grievance procedures” (2) states, in relevant part, “Notwithstanding any of the provisions of ORS 240.235, 240.306, 240.316, 240.430 and 240.551, employees of state agencies who are in certified or recognized appropriate bargaining units shall have all aspects of their wages, hours and other terms and conditions of employment determined by collective bargaining agreements between the state and its agencies ….” HRSD State Policy 20.005.10 Pay Practices states, in relevant part, “The State, through the establishment of Department of Administrative Services, Human Resource Service Division policies or via policies established by certified agencies, shall provide for the equitable and consistent administration ...

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Publié par	Thiwyar
Nombre de lectures	13
Langue	English

Extrait

UDIT

LAN

Work-out-of-Class and Leadwork - 2005

UDIT

URPOSE AND

COPE

The purpose of this audit is to review agencies’ use of certain types of pay differentials to verify that they

are in compliance with Oregon statutes and rules, Human Resource Service Division (HRSD) state

policy, and various collective bargaining agreements. This audit will focus on two types of differentials:

work-out-of-class and leadwork.

EFERENCES

ORS 240.217; 240.235; 240.240; 240.245; and 240.250

discuss classification and compensation plans

and the application of the chapter to classified, unclassified, management, and exempt categories of

service.

ORS 240.321 “Collective bargaining; effect of collective bargaining agreements on

personnel rules; grievance procedures” (2)

states, in relevant part, “Notwithstanding any of the

provisions of ORS 240.235, 240.306, 240.316, 240.430 and 240.551, employees of state agencies who

are in certified or recognized appropriate bargaining units shall have all aspects of their wages, hours

and other terms and conditions of employment determined by collective bargaining agreements between

the state and its agencies ….”

HRSD State Policy 20.005.10 Pay Practices

states, in relevant part, “The State, through the

establishment of Department of Administrative Services, Human Resource Service Division policies or

via policies established by certified agencies, shall provide for the equitable and consistent administration

of pay.”

•

(1)(a)(K) provides that a work-out-of-class assignment is generally for a period of 10 consecutive

calendar days or more and pay is normally set at least one full step higher than the employee’s

present rate of pay. Policy also provides that the supervisor should affirm the assignment qualifies

as work-out-of-class before payment is made.

•

(1)(e) references the addendum that prescribes the various pay differentials available to executive

service, management service, and classified and unclassified unrepresented employees.

•

(2)(a) clarifies the basic application standard for the duration of a work-out-of class assignment which

depends on a reclassification of the position or budget issues.

A work-out-of-class assignment

should not go beyond the budget cycle within which it was initiated.

For a work-out-of class

assignment involving project work or other specific assignments with a clear and finite ending date,

the standard duration is the identified ending date. Assignments that are expected to exceed these

standards should be evaluated for alternatives to work-out-of class.

•

(2)(b) clarifies that the application standard relating to salary for a work-out-of class assignment is

one salary step or the first step of the higher salary range, whichever is greater.

Differentials

exceeding this standard are to be applied only in exceptional cases.

HRSD State Policy 20.005.10 Pay Practices addendum Pay Differentials (2)

specifies that "leadwork"

duties must be assigned in writing by the employee’s supervisor for 10 or more consecutive calendar

days. It further specifies that the leadwork duties can not be included in the classification specification

for the employee’s position.

Leadwork duties must include: (1) prioritizing and assigning tasks to

efficiently complete work; (2) giving direction to workers concerning work procedures and performance

standards; (3) reviewing the completeness, accuracy, quality and quantity of work; and (4) providing

informal feedback of employee performance to the supervisor. The differential is five percent (5%) of

base salary.

Collective bargaining agreements have provisions relating to work-out-of-class and leadwork pay.

HR Audit Program

Page 1 of 3

January 14, 2005

UDIT

LEMENTS AND

ETHODOLOGY

Overall Methodology – Data from the Position and Personnel DataBase (PPDB) will be used to select a

random sample of employees who are receiving additional pay for work-out-of-class or leadwork

between July 1, 2003, and December 31, 2004.

The size of the sample will reflect at least 10% or at

least one record for each agency. If an employee selected in the sample is receiving pay for more than

one of the audited differential categories, his/her documentation will be reviewed for compliance under

each element of this audit.

1. Element – Ensure agency’s use and documentation of Work-Out-of Class (WOC) pay differentials

is consistent with the criteria and meets the standards contained within State Policy 20.005.10

Pay Practices and applicable collective bargaining agreements (CBA’s).

Element Risk Assessment* = 1

Methodology – examine documentation provided by the agency or contained in the employee

personnel file for the selected records. Check the current position description (PD) duties and the

additional duties assigned to ensure they support a work-out-of-class pay differential. Identify if

the differential amount and duration are within the standards and determine if the required

documentation is on file.

2. Element – Ensure agency’s use of Leadwork Differential (LWD) is consistent with the criteria

contained within State Policy 20.005.10 Pay Practices and applicable collective bargaining

agreements (CBA’s).

Element Risk Assessment* = 1

Methodology - examine documentation provided by the agency or contained in the employee

personnel file for the selected records. Check to ensure the duties are formally assigned for at

least ten (10) consecutive calendar days and are not included in the classification specification for

the selected position. Identify if the appropriate amount of differential is being paid and determine

if the required documentation is on file.

YSTEM

ATA

OURCES

Report produced from data on the PPDB. For each agency it will include the following data fields:

−

Agency number

−

Employee Classification Number

−

RDC code

−

Employee Salary Range Number

−

Employee name

−

Employee Representation Code

−

Authorization Number

−

Work Classification Title

−

Position number

−

Work Classification Number

−

Position Classification Title

−

Work Salary Range Number

−

Position Classification Number

−

Work Representation Code

−

Position Salary Range Number

−

County, city code

−

Position Representation Code

−

Pay differential code (WOC, LWD)

−

Employee Classification Title

−

Pay differential amount or percentage

LEMENT

ISK

SSESSMENT

(ERA) -- See next page

HR Audit Program

Page 2 of 3

January 14, 2005

HR Audit Program

Page 3 of 3

January 14, 2005

LEMENT

ISK

SSESSMENT

(ERA)

Potential for

significant

monetary impact resulting from penalties or legal action or loss of productivity.

There could also be the potential for a significant adverse impact on the health, welfare and/or safety of

those served, or the public’s perception of state government resulting from inappropriate expenditures

and/or poor stewardship of public funds.

Corrective actions assure compliance within

30 days

and

follow-up actions may include further analysis of the audit subject and/or agency human resource

management practice application.

For more information on Element Risk Assessments, please go to the HR Audit Program webpage

at:

www.oregon.gov/DAS/HR/audit.shtml

. You can view the Corrective Action Plan and Follow-up

Procedures Guidelines under “Program Documents.”

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