Skip to content
Quick Start for:

This chapter reviews EPISD's management of district personnel in six sections:

A. Organization and Management
B. Personnel Policies and Procedures
C. Job Descriptions
D. Employment of Personnel
E. Recruitment of Teachers
F. Records Management

CURRENT SITUATION

All EPISD employee positions are assigned a six-digit job code for the purpose of setting job standards and assigning pay grades to that position. Job descriptions are generated for each of the district's positions. Human Resources is responsible for maintaining job descriptions. The preparation and revision of job descriptions is the responsibility of each individual district unit. Each job description contains the following information:

  • Job code
  • Full job title
  • Reports to
  • Supervises
  • Qualifications
  • Occupation Goal
  • Responsibilities - divided into nine sub-headings for professional staff:
-Instructional Management
-School /Organizational Climate
-School/Organizational Improvement
-Personnel Management
-Administration-Fiscal/Facilities Management
-Student Management
-School/Community Relations
-Professional Growth and Development
-Additional Responsibilities
  • Terms of Employment
  • Date Approved
  • Date Revised

FINDING

Job descriptions are maintained in binders in the Human Resources unit. An examination of a random stack of job descriptions (administrators, teachers, and support personnel) revealed that some job descriptions were missing, such as those for Energy Manager, Accounting Manager, Student Systems Administrators, Telephone Operator, Shipping Clerk, Secretary 6, and Clerical Assistant 2. Five administrative job descriptions for Human Resources alone were missing. Only after TSPR's on-site review, did the Human Resources Unit provide job descriptions for the missing positions.

Administrative workers in Human Resources said job descriptions are being reviewed, revised, and updated. District officials also said that job descriptions for some of the newer positions created during the reorganization of a year ago have not yet been developed.

The importance of job descriptions cannot be overstated. Job descriptions provide employees with information on their specific duties and responsibilities and provide a basis for annual performance evaluations. In addition, job descriptions increasingly figure in workers' compensation and other lawsuits.

The job descriptions reviewed were consistent in format and showed that groups of job descriptions had been updated in 1993, 1995, and 1998. A few descriptions dated back to 1990 and 1991. Physical requirements of various jobs, such as lifting heavy objects, driving large vehicles, working around chemicals, and climbing stairs were not included in any job descriptions. Human Resources told the review team after its on-site visit that a new format will include physical requirements and essential job functions.

Recommendation 46:

Complete the process of revising all job descriptions in the district and develop procedures to require them to be systematically updated every three years.

While the district is in the process of revising, rewriting, and updating job descriptions, Human Resources should set schedules and deadlines to complete the process. Personnel Administration then should establish a policy stating that each department and school will be responsible for reviewing and updating its job descriptions on a three-year cycle, with one third of the job descriptions reviewed each year.

IMPLEMENTATION STRATEGIES AND TIMELINE
1. The executive director of Human Resources and the director of Personnel Administration meet to determine which job descriptions have not been revised in the past three years and then set schedules and deadlines for completion of this process. April 1999
2. Once the deadlines are established, Human Resources notifies and prepares a memorandum to divisions, all units, department heads, principals, and employees of its procedures for updates, editing, time schedules, and deadlines. April 1999
3. Once all job descriptions have been returned to Human Resources, edited for consistency, accuracy, and specificity, they are entered into the database for formatting. August 1999

FISCAL IMPACT

This recommendation could be implemented with existing resources.

FINDING

TSPR's review of job descriptions found instances of unacceptably vague descriptions of job responsibilities. Such descriptions would make it difficult for the district to justify to one employee why he or she is paid less than someone else when their job responsibilities apparently are essentially the same.

One noticeable job area with "generically written" responsibilities is clerical positions. For Clerical Assistants 2, 3, and 4 and Secretaries 4 and 5, for instance, written responsibilities often fail to encompass the actual varying responsibilities held by employees in these classifications. The Clerical Assistant 4 position's responsibilities, for instance, include collecting money and keeping accurate books and processing and maintaining records such as transfers of textbooks and purchases of supplies and equipment. While this might be true for Clerical Assistants 4 at a school, however, it does not describe the responsibilities of Clerical Assistants 4 in the Human Resources Unit.

Some of the Clerical Assistants 3 and 4 positions in Human Resources had responsibilities that did not seem to differ much in job complexity and those in either position could have taken on the responsibilities of the other. The difference in pay levels could be attributed to seniority.

Recommendation 47:

Review all position classifications and ensure that the job description for each position classification reflects the job's complexity and the experience it requires.

A thorough review of position classifications for hourly, clerical, and teacher aides should be conducted and job descriptions should be revised with responsibilities specific to the complexity of individual jobs.

IMPLEMENTATION STRATEGIES AND TIMELINE
1. The executive director of Human Resources and the director of Personnel Administration review job descriptions to determine if they accurately reflect the position classification and pay grade. September 1999
2. The executive director of Human Resources and the director of Personnel Administration sends the questionable positions to the Compensation Committee, which consists of the associate superintendent of Support Services and representatives from such units as Finance and Human Resources for review. September 1999
3. The Compensation committee rewrites inadequate job descriptions and reclassifies positions where needed and submits these changes to the superintendent for approval. October 1999
4. The superintendent reviews the recommendations and sends them the board for approval. November 1999
5. The reclassifications are incorporated into the 2000-2001 salary schedules and job descriptions are rewritten as needed. December 1999

FISCAL IMPACT

This recommendation could be implemented with existing resources.