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“FUTURES”

HUMAN RESOURCES

COMPETENCIES DEVELOPMENT

CLASS OF 2016 - 2017

Human Resources Division

2016

Development Guide Rev: 2016

FUTURES HR Competencies Development Program© 2016 Broward County Board of County Commissioners – Human Resources

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FUTURES HR Competencies Development Program© 2016 Broward County Board of County Commissioners – Learning and Organizational Development

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FUTURES HR Competencies Development Program© 2016 Broward County Board of County Commissioners – Learning and Organizational Development

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HUMAN RESOURCES

FUTURES

DEVELOPMENT PROGRAM

STAFFING SERVICES

Learning and Organizational Development

Human Resource Division

Development Guide

OBJECTIVES

The purpose of this program is to support the development of potential candidates to apply for a Human Resource Generalist position. The Staffing services module provides the information and practice guides for a self-development program for those employees that qualify under the HR Competency Development Program within Broward County Government. Most of the information is linked to guides and forms

within the Human Resource websites. Participants will be able to:

Create requisitions by completing job postings, candidate prescreening, candidate rating and OHC processes in ORS

Complete job descriptions

Train selection interview panel members and organize interviews

Determine minimum qualifications for positions for recruitment, reassignment and working out of class.

Communicate the information on the Education, Employment Verification and On-Boarding processes to clients

STAFFING SERVICES DEVELOPMENT GUIDE

INTRODUCTION

Within this self-guided development program you will complete each competency outlined in the chart and locate your instruction guide on the HR Website. You will be assigned to an advisor to help you navigate the completion of each competency. .

This self-development method is designed to give you practice with real Human Resource processes to develop your ability to successfully complete the job functions of a Human Resource Generalists in the County. It will be your responsibility to practice each job task and secure a sign off from a Subject Matter Expert within the specialty you are learning.

Utilize the chart below to track your proficiencies for each competency:

Competency Client/ Agency

Feedback SME

Sign-Off 1. Complete ORS training and understand the operation on both

the OHC side and the Insight side ORS Guide

2. Create a Requisition ORS Guide Page 12

3. Assist Hiring Manager in Writing Supplemental Questions Staff Training Reference Guide

4. Complete a Job Description Form

5. Create an Exam Plan ORS Guide 11.0 Page 18

6. Create Advanced Filters ORS Guide 12.0 Page 30

7. Complete a Job Posting ORS Guide 12.0 Page 22

8. Complete prescreening process ORS Guide 14.0 Page 35

9. Complete rating process including consensus

10. Train panel on how to conduct interviews Staff Training Reference Guide Page 10

11. Prepare for and participate in a Selection Interview Staff Training Reference Guide Page 11

12. Assist in the evaluation of the candidates’ interview performance Based upon established benchmarks, preferred skills, expectations that were pre-established in job description

13. Draft a new hire offer letter Offer Letters

14. Process the OnBoarding paperwork with a new hire Staff Training Reference Guide Page 51

15. Evaluate minimum qualifications for: Recruitment, Reassignment, Working Out of Class

16. Use the Education, Employment, Verification Software Access to Edge will be granted once training is complete – Edge

17. Complete a Veterans’ Passover Form Staff Training Reference Guide Page 48

18. Complete an Objection Form Staff Training Reference Guide Page 48

19. Conduct a Career Counseling Session Staff Training Reference Guide Page 28

http://bcportal/hr/HR_Division/HR%20Tool%20Box/Forms/AllItems.aspx?RootFolder=%2Fhr%2FHR%5FDivision%2FHR%20Tool%20Box%2FTRAINING%20GUIDE%20BOOKS%20BY%20HR%20SECTION&FolderCTID=0x0120005BCEB27230CAE643ADFBE589A3A70F52&View=%7b4209E8B1-A91E-47B6-AD9D-16031C41BB92%7d


http://bcportal/hr/HR_Division/Reference%20Library/Job%20Aids/HR%20Reference%20Guide/Staffing%20Training%20Reference%20Guide%20Rev.5.docx

http://bc-net/Agencies/humanresources/forms/GettingStartedWithNewHires.pdf







http://bcportal/hr/hr_division/Pages/ComingSoon.aspx?RootFolder=%2Fhr%2FHR%5FDivision%2FHR%20Tool%20Box%2FJOB%20OFFER%20LETTER&FolderCTID=0x0120005BCEB27230CAE643ADFBE589A3A70F52&View=%7bG_6274CB63_C604_4153_A82B_64FFC69792C1%7d


http://www.edgeinformation.com/






1

On-line ORS Recruitment Life-Cycle

Labor Relations Module

HR Competencies Development Program© 2016 Broward County Board of County Commissioners – Learning and Organizational Development

Page i of 44

Centralized Background Check Process Map

Online Process Map

Page 2 Instructions:

Notify Appropriate Party Criminal Hit Education/Employment Hit

1. Notify the Labor Relations Section of HR 1.Notify the Recruiter and the Hiring Manager

Page 3 Instructions:

Risk Receives Notification of How to Proceed Criminal Hit Education/Employment Hit

1. Risk receives a notification from the Hiring Manager & Labor Relations to rescind offer or to proceed.

2. If the decision is to rescind, the

Hiring Manager notifies the candidate.

3. If the decision is to hire, Risk enters

the Criminal History clearance in Shield

1. Rick receives notification from the Recruiter & Hiring Manager to have the vendor conduct the Adverse Action process or to proceed with the hire:

*To proceed with the hire, enters the Educational/Employment clearance in Shield. *To proceed with the Adverse Action Process, Risk notifies the vendor to conduct the Adverse Action process.

Page 2

Page 3

http://bc-net/Agencies/humanresources/Documents/CentralizedBackgroundCheckProcessMap.pdfhttp:/bc-net/Agencies/humanresources/Documents/CentralizedBackgroundCheckProcessMap.pdf

http://bc-net/Agencies/humanresources/Documents/CentralizedBackgroundCheckProcessMap.pdfhttp:/bc-net/Agencies/humanresources/Documents/CentralizedBackgroundCheckProcessMap.pdf


Page ii of 44

2. Risk Receives the results of the

Adverse Action process from the vendor and sends them to the Hiring Manager & Recruiter.

3. The Hiring Manger notifies Risk of their final decision.

4. If the decision is to rescind, Risk notifies the vendor to inform the candidate of the decision.

5. If the decision is to hire, the Hiring Manager processes the BC102

Page 4 Recruiter Receives Results of Adverse Action from Risk 1. The Hiring Manager notifies Risk to advise the vendor to conduct the Adverse Action

process. 2. Risk informs the vendor to conduct the Adverse Action process. 3. The Recruiter receives results of the Adverse Action process from Risk

Page 5 Recruiter Discusses with Hiring Manager

1. If the Hiring Manager decides to proceed with the hire following the Adverse Action process, they notify Risk of their decision to proceed with the hire.

2. If all checks are clear in Shield, the Hiring Manager processes the BC102. 3. If the Hiring Manager decides not to proceed with hire following the Adverse Action process,

they notify Risk of their decision not to proceed with the hire: they also notify Risk to advise the vendor to rescind the offer.

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Page 5

FUTURES HR Competencies Development Program© 2016 Broward County Board of County Commissioners – Human Resources Division Page iii of 44

HUMAN RESOURCES

FUTURES

DEVELOPMENT PROGRAM

LABOR RELATIONS

Learning and Organizational Development Section


Development Guide


Page iv of 44

TABLE OF CONTENTS

Objective ............................................................................................................................ 1

Introduction ........................................................................................................................ 2

Research and Provide Interpretation on Collective Bargaining Agreements .......................... 3

Conduct Research and Review Investigations Protocol ......................................................... 4

Outline the Family and Medical Leave Act Process ............................................................... 5

List OIAPS policies and Follow Referral Process .................................................................... 6

Follow Performance Management Process .......................................................................... 7

Develop Performance Improvement Plans ........................................................................... 9

Participate in Disciplinary Action Process ........................................................................... 10

Participate in Grievance Process ........................................................................................ 12

Labor Relations Module


Page 0 of 44

OBJECTIVES

The purpose of this program is to support the development of potential candidates to apply for a Human Resource Generalist position. The Labor Relations module provides the information and practice guides for a self-development program for those employees that qualify under the Human Resources Competency Development Program within Broward County Government.

Participants will be able to:

Research provisions and provide interpretation of the Collective Bargaining Agreements (CBA)

Conduct research and review Investigations protocol

Outline the Family and Medical Leave Act (FMLA) process with applicable forms and provide responses to agency inquiries

List Office of Intergovernmental Affairs and Professional Standards (OIAPS) policies and follow the Referral process

Follow the Performance Management process and provide responses to evaluation situations

Develop Performance Improvement Plans

Participate in the Disciplinary Action process and draft disciplinary action

Participate in the Grievance process and draft appropriate grievance response

FUTURES HR Competencies Development Program© 2016 Broward County Board of County Commissioners – Human Resources Division Page 1 of 44

INTRODUCTION Within this self-guided development program you will find brief explanations of each job task with step by step instructions and other types of support materials to support your success in completing the module job functions.

This self-development method is designed to give you practice with real Human Resource processes to develop your ability to successfully complete the job functions of a Human Resource Generalists in the County. It will be your responsibility to practice each job task and secure a sign off from a Subject Matter Expert within the specialty you are learning. Utilize the chart below to track your proficiencies for each competency:

Competency Feedback SME Sign-Off

20. Interpret Collective Bargaining Agreement provisions

21. Conduct research and review Investigations protocol

22. Follow FMLA process

23. Follow Referral process

24. Follow Performance Management process

25. Develop Performance Improvement Plans

26. Participate in Disciplinary Action process

27. Participate in Grievance process

Competency

Feedback SME Sign-Off

28. Interpret Collective Bargaining Agreement provisions

29. Follow Investigations protocol

30. Follow FMLA process

31. Follow Referral process

32. Follow Performance Management process


Page 2 of 44

How to Research and Provide Interpretation on Collective Bargaining Agreements Follow the specific steps in the sequence listed to complete this competency.

Specific Task: 1 Review all Collective Bargaining Agreements (CBA)

2 Review inquiry regarding CBA provision

3 Ask questions as appropriate (i.e., When, Where, What, Who, etc.)

4 Locate specific CBA provision

5 Formulate interpretation

6 Provide answer to Subject Material Expert (SME)

The Collective Bargaining Agreements can be found on the link below: http://www.broward.org/HumanResources/Pages/CBAgreementsCurrentHistorical.aspx

http://www.broward.org/HumanResources/Pages/CBAgreementsCurrentHistorical.aspx


How to Conduct Research and Review Investigations Protocol

Follow the specific steps in the sequence listed to complete this competency.

Specific Task:

1 Review inquiry regarding employee situation

2 Ask questions as appropriate (i.e., When, Where, What, Who, etc.)

3 Gather information (i.e., witness statements, video, voicemail, documents, etc.)

4 Access the Collective Bargaining Agreement and Internal Control Handbook

5 Verify the information and consult with SME

6 Respond verbally or in writing to client

The Collective Bargaining Agreements can be found on the link below:


The Internal Control Handbook can be found on the link below:

http://bc-net/Agencies/administrator/ich/Pages/default.aspx


http://bc-net/Agencies/administrator/ich/Pages/default.aspx


Page 4 of 44

How to Outline the Family and Medical Leave Act (FMLA) Process with

Applicable Forms and Provide Responses to Agency Inquires


Specific Task: 1 Review the FMLA process and the applicable forms

2 Find the FMLA forms

3 Determine the appropriate form to use

4 Answer questions regarding FMLA situation

5 Review the completed FMLA forms

6 Determine eligibility for FMLA

7 Make recommendation on FMLA situation

The Family and Medical Leave Act forms can be found on the link below: http://bc-net/Agencies/humanresources/policies/Pages/policyandforms.aspx

http://bc-net/Agencies/humanresources/policies/Pages/policyandforms.aspx


How to List Office of Intergovernmental Affairs and Professional Standards (OIAPS)

policies and Follow the Referral Process

Follow the specific steps in the sequence listed to complete this competency:

Specific Task: 1 Review OIAPS policies

2 List the process for Title VII referral

3 List the process for ADA referral

4 List the process for Sexual Harassment referral

5 List the process for Whistle Blower referral

6 Draft the referral document based on employee situation

The Office of Intergovernmental Affairs can be found on the link below:

http://www.broward.org/Intergovernmental/Pages/Default.aspx

Samples of the referral document(s) for employee situation can be found on the link below: (INSERT LINK TO G: DRIVE FOR DOCUMENTS)

http://www.broward.org/Intergovernmental/Pages/Default.aspx


Page 6 of 44

How to the Follow Performance Management Process and Provide Responses to

Evaluation Situations


Specific Task:

1 Review inquiry from Agency

2 Ask questions as appropriate:

• Employee Name

• Job Title

• Description of performance

• Documentation of performance issue(s)

3 Gather information (i.e., Performance memos, Expectations memo, etc.)

4 Review Personnel file for:

• Prior performance evaluations

• Past disciplinary actions

5 Assist agency with draft annual/probationary evaluation using:

• Leadership Performance Review (LPR) manual

• Performance Appraisal manual

6 Meet with agency to prepare to issue performance evaluation and perform the

following:

• Observe and take notes

• Review guidance provided to agency


Continued … Performance Management Process


http://bc-net/capp/Pages/default.aspx

The Leadership Performance Review manual and the Performance Appraisal manual can be found on the link below:

http://bc-net/forms/Pages/HumanResources.aspx



Page 8 of 44

How to Develop Performance Improvement Plans (PIP)


Specific Task:

1 Review inquiry from agency regarding unsatisfactory evaluation


• Employee Name

• Job Title

• Evaluation rating received

• Type of Evaluation – Probation, Annual, Special, etc.

3 Gather information and documentation

4 Review personnel file

5 Review the unsatisfactory evaluation and associated documents

6 Assist agency with drafting Personal Improvement Plan (PIP) document

7 Meet with agency to issue PIP and perform the following:


• Review guidance provided to agency

8 Assist agency with review of weekly PIP memo

Samples of the Performance Improvement Plans for employee situation can be found on the link below: (INSERT LINK TO G: DRIVE FOR DOCUMENTS)


How to Participate in the Disciplinary Action Process and Draft Disciplinary Action


Specific Task:

1 Review client inquiry regarding potential disciplinary issue(s)


• Employee Name

• Job Title – applicable Collective Bargaining Agreement

• Description of situation

• Assistance needed – if critical incident or sexual harassment

• Witness statements

• Video

• Phone recordings

• Written documents

• Past incidents – any similar occurrences

3 Review employee’s personnel file to determine any prior disciplinary action and

employee’s status

4 Decide which corrective action process should be followed to assist agency

• If employee is At-Will continue to Step 5

• If employee is covered by CBA continue to Step 6

5 Assist agency with At-Will documentation and communication and this is the last step in

the At-Will process

6 Assist agency with corrective action process for covered employees

7 Assist agency with pre-disciplinary notice – draft with specific information

8 Attend pre-disciplinary meeting and perform the following:


• Review notes for accuracy and completeness of disciplinary issue

9 Review information gathered and arrive at recommendation for disciplinary action using:

• ICH – 4.a1-4


Page 10 of 44

Continued …Disciplinary Action Process

Specific Task:

10 Draft disciplinary action using:

• ICH – IV.V.1.A

11 Assist agency with disciplinary notice – draft with specific information

12 Attend disciplinary meeting and perform the following:




The Administrative Corrective Action can be found on the link below:


Samples of Disciplinary Actions for employee situation can be found on the link below:

(INSERT LINK TO G: DRIVE FOR DOCUMENTS



How to Participate in the Grievance Process and Draft Appropriate Grievance

Response


Specific Task:

1 Review submitted grievance form for completeness is:

• The employee eligible to file a grievance (i.e., PT-WC, PT-19)

• Grievance filed on correct form

• Grievance timely filed

• Violation and article cited

• Nature of grievance completed

• Grievance filed as a class action or an individual employee

• Grievance signed

2 Decide to continue with grievance process or assist agency with draft to return

unprocessed grievance with specific reason

3 If properly filed, assist agency with grievance meeting notice – draft with specific

information

4 If requested, attend pre-grievance meeting with agency and perform the

following:


5 Attend grievance meeting and perform the following:


6 Review notes and provide recommendation for grievance disposition

7 Draft grievance response using criteria in Hearing Officer Decisions guide


Page 12 of 44

Continued …Grievance Process

The Collective Bargaining Agreements can be found on the link below: http://www.broward.org/HumanResources/Pages/CBAgreementsCurrentHistorical.aspx

The Guide for Processing Grievance can be found on the link below:




HUMAN RESOURCES FUTURES

PROGRAM

COMPENSATION AND RECORDS

SECTION

Learning and Organizational Development


2016

Development Guide


Page 14 of 44

OBJECTIVES

The purpose of this program is to support the development of potential candidates to apply for a Human Resource Generalist position. The Compensation and Records module provides the information and practice guides for a self-development program for those employees that qualify under the HR Competency Development Program within Broward County

Government. Participants will be able to:

Evaluate Job Analysis Questionnaires (JAQs) and make preliminary paygrade/class recommendation

Conduct a Salary Survey/Market Analysis

Review Salary Adjustment Requests and determine if a request is appropriate.

Prepare Salary Recommendations

Follow the Performance Management Process and provide responses to

evaluation situations

Coach Managers/Supervisors on the following processes:

• Completion of the JAQ form

• Completion of the Compensable Factor Form


COMPENSATION & RECORDS DEVELOPMENT GUIDE Introduction Within this self-guided development program you will find brief explanations of each job task with step by step instructions and other types of support materials to support your success in completing the module job functions.

This self-development method is designed to give you practice with real Human Resource processes to develop your ability to successfully complete the job functions of a Human Resource Generalists in the County. It will be your responsibility to practice each job task and secure a sign off from a Subject Matter Expert within the specialty you are learning. Utilize the chart below to track your proficiencies for each competency:

Evaluate Job Analysis Questionnaires

Human Resources Division

General Overview/Core Functions of Compensation Services

Summarized principles of job classification and pay

Compensation policies for employee changes/movement

Competency Client/ Agency

Feedback SME Sign-Off

36. Evaluate Job Analysis Questionnaires (JAQs)

37. Conduct a Salary Survey/Market Analysis

38. Review Salary Adjustments 39. Prepare Salary

Recommendations

40. Provide Responses to evaluations

41. Coach Managers on the JAQ form

42. Coach Manager on the Compensable Factor Form


Page 16 of 44

Reclassification & Job Analysis Questionnaire (JAQ)Process

Compensable Factor Form (CFF)

Working Title Requests

BC-102 Processing Overview

Public Records Exemptions

General Overview/Core Functions

Develop, update and administer the Classification and Compensation Plans and Policies

Processing of Personnel Transactions (Reclassifications and BC-102-102s)

Maintenance of Official Personnel Files

Administer Public Records Exemption Request

Administer the Service Recognition Awards Program

Recap of Classification & Compensation Study

MAG conducted a comprehensive classification and compensation study for all represented and unrepresented jobs in Broward County.

The focus of this project was to consolidate class titles based on scope and level of duties and responsibilities and develop a unified compensation structure that facilitated maintaining internal relationship equity and parity with relevant job markets.

This represented approximately 6,000 full and part-time employees & approximately 1,000 classifications. Classifications were consolidate to approximately 450 classes.


Basic Principles of Compensation Classification Compensation Philosophy

Attract and retain high-quality and diverse applicants,

Reward and retain qualified employees,

Maintain the salary structure at market competitiveness,

Ensure fair and consistent pay practices,

Comply with applicable laws and regulations,

Operate within the constraints of fiscal resources, and

Be an employer that inspires excellence.

Job Classification

The title identified in Broward County’s official classification plan.

County classification titles are by design, broad in nature and capture multiple jobs within the County.

All positions that are sufficiently alike in duties and responsibilities (have same title, general description, and salary range)

Located under the “HR Corner” on BrowardEmployee.org Job Description

A job description contains specific details that are unique to that job.

For example, “Accountant” is a job classification. “Payroll Accountant” or “Accounts Payable Accountant” are job descriptions (within the classification “Accountant”).

Position

Single job unit (slot)

Vacant or occupied by an incumbent

Designated by a specific BPN (budget position number)

Compensation

System

Competitive

Pay Rates

Equal Pay for

Equal Work

Comparable

Salary Ranges

http://www.broward.org/HumanResources/Pages/Classifications.aspx


Page 18 of 44

Fair Labor Standards Act (FLSA)

Federal law

Requires minimum wage and overtime pay for employees designated as “non-exempt” or hourly for all hours (over 40) worked in a work week

Every classification as a whole will be designated as either Exempt or Non-Exempt, it is not defined at the individual level

Exempt employees do receive administrative leave, also known as “admin leave” or “job basis leave”, not to exceed 40 hours in a calendar year. Use it or lose it.

Job Audit

Analysis of a specific position(s)

Performed to determine appropriate classification and pay

Conducted by: Compensation Section of Human Resources

Job Analysis Questionnaire (JAQ)

Gathers information about a job

Best completed by person occupying position or immediate supervisor if position is vacant

Note: The JAQ Long Form should only be completed for the proposed creation of a classification that does not currently exist.

JAQ: http://browardemployee.org/Agencies/humanresources/forms/JAQFormFullVersion.doc

Pay Grades / Range

Range of pay assigned to a given classification

Defined by hourly/annual minimum and maximum rates of pay

http://browardemployee.org/Agencies/humanresources/forms/JAQFormFullVersion.doc


Combined Pay Plan

Pay plan:

http://www.broward.org/HumanResources/Pages/CombinedPayPlan.aspx

Promotion Policy

The definition of promotion is when an employee goes from one Budget Position Number (BPN) in one classification to a different BPN in a different classification which has a higher pay grade. +7.5% for first pay grade +3 % for each additional pay grade Not to exceed 15%

Example: Accountant, Sr. (PG116) to Accounting Sup. (PG118) = 2 Paygrades/ 10.5% increase

Note: Above % change is based on their current rate of pay At all times pay must remain within the new position's assigned pay grade/range

Demotion Policy

The definition of demotion is when an employee goes from one Budget Position Number (BPN) in one classification to a different BPN in a different classification which has a lower pay grade. -7.5% for first pay grade -3 % for each additional pay grade Not to exceed 15%




Page 20 of 44

Example: Info. Tech. Specialist (PG120) to Systems Network Analyst (PG117) = 3 Paygrades/

13.5%% increase

Note: Above % change is based on their current rate of pay At all times pay must remain within the new position's assigned pay grade/range

Lateral vs. Parallel….The Saga Lateral:

Occurs when an employee moves from one position to a different position in the same pay grade and same classification. A lateral transfer is considered neither a reclassification nor a promotion.

Parallel:

This type of appointment is one where an employee is appointed to a position with a different job class but which has the same Pay Grade as the employee's current class.

Note: Consult Compensation Services to determine if a Compensable Factor Form (CFF) is applicable. Reclassification

Reassignment of a position to a different classification as a result of: significant (in terms of complexity, not workload)

and permanent change in the work assignments of the position and are intended by

management

Reclassification: http://browardemployee.org/Agencies/humanresources/Pages/reclassification.aspx

May be Vacant or Filled

If filled, employee must possess the minimum qualifications for the proposed classification

Provide detailed and accurate information. Remember that the goal of the JAQ is to “educate” the appropriate Human Resources staff person. Do not use technical lingo, and try to explain any industry-specific concepts in layperson's terms.

Complete the JAQ in your own words. JAQs with plagiarized language, i.e., taken directly from a job description and/or a previously submitted JAQ will not be reviewed. If vacant, should be completed by the immediate supervisor.

Submitted via the Reclass SharePoint and must be approved by both Compensation & Budget

http://browardemployee.org/Agencies/humanresources/Pages/reclassification.aspx

http://browardemployee.org/Agencies/humanresources/Pages/reclassification.aspx


Please submit a BC-102 if the position is Filled. If the position is Vacant, Office of Management & Budget will effectuate the change in the system.

Use promotion rate (7.5% +3% etc.) on BC-102 if the position is filled. At this time CFFs are not being processed for reclassifications.

Working Out of Class Temporary situation Employee assigned to perform substantial portion of

duties of higher level position (vacancy or long-term absence)

Compensated at rate of higher level position (as if they were promoted)

Consult Collective Bargaining Agreements

Compensable Factor Form (CFF)

Moves employees through assigned pay range utilizing pre-defined Factors established by Management and approved by Human Resources

Complete the Candidate skills section of the form prior to submitting (Only for Post Recruitment CFFs)

Hiring Agency's may not make offers that exceed the Approved/Target Amount on the CFF.

CFFs may require a Comp Business Justification. Always required if the hiring agency's proposed offer is above 10% of the minimum for a new-hire and more than 15% movement for an incumbent.

In all cases where a CFF is applicable, it will be utilized as a tool to assist in determining compensation. It is not the sole determiner of salary and will be used in conjunction with business factors including but not limited to: internal equity considerations, salary information, market pay conditions, level of difficulty to fill and the obtained skills/competencies outlined on the form.

Employee must be

qualified by

Staffing Services

prior to being

assigned

to work out of class

http://browardemployee.org/Agencies/humanresources/forms/CompensableFactorSalaryFormv7.pdf


Page 22 of 44

Personnel Action Form (BC102-102)

Never put Social Security Number on form

Verify Effective Date matches all paperwork/supporting documentation

Verify the correct BPN is being used (i.e. Vacant if for a new-hire)

Ensure correct Hourly Rate/Salary is used and correlates with approved offer by Compensation Services

Use the Official Title/Class Code, not the working title used in the recruitment

Make sure supporting documentation is attached

Check/Make appropriate and detailed remarks in comments section Double Check:

Bargaining Unit

FLSA Status (Will be listed BrowardEmployee.org)

Change/Appointment Selected


Public Records Exemption Request

Florida State Statutes define the personnel records of public employees to be public records and, therefore, open to inspection by the public. Chapter 119.07 of the Statutes, the Public Records Act, provides limited exemptions to the requirement to allow public access to some personal information. Generally, exemption means restriction of access to home address, telephone numbers, and photographs.

If you or any employee believes they are exempt, this form should be completed in its entirety and submitted to Compensation Services

Located in New-Hire Packet and on HR Forms Page

http://browardemployee.org/Agencies/humanresources/forms/PublicRecordsExemptionStatement.pdf


Page 24 of 44

Working Title Request Form

In some cases, the official classification title assigned to a specific position is not descriptive of the unique tasks/functions performed in that position. In these cases there may be a more commonly recognized job title recognized in the industry for individuals performing the duties assigned to this job classification.

This form is also available on the BrowardEmployee.org Forms Page

http://bc-net/Agencies/humanresources/forms/WorkingTitleFORM.pdf


Records Unit

Manages personnel files Active Inactive

New hire employee files Accurate Complete

All Official Personnel Files are stored in the Human Resources Compensation and Records File Room (511)

BC 102-102s are processed by the File Room and are assigned by employees’ last name.

For employees with last names “A - L” contact Sherria Thomas ([email protected]);

For employees with last names “M - Z” contact Felicia Holcomb ([email protected]). Reclassification Request Exercises Scenario 1

Is Reclassification Warranted? Evelyn is a good employee by everyone’s standards; she is dependable, she is well liked by all

of her co-workers (in part due to her upbeat and positive personality), and her supervisor can

always rely on her to complete a job on time and correctly. Her salary has been at the top of

her salary range for the past two years. With her ten-year service anniversary coming up next

month, she is requesting a reclassification.

Scenario 2

Is this a good case for Reclassification? Joe is an Administrative Assistant who prepares purchasing request forms, personnel action

forms, and maintains leave records for his division. Due to reorganization in the division, he

has been assigned to maintain and analyze fiscal reports, make general journal entries, and to

prepare financial reports and statements. Joe has asked to meet with his supervisor to

discuss a reclassification.

mailto:[email protected]

mailto:[email protected]


Page 26 of 44

Scenario 3

Is there merit in Clark’s Request? Clark was hired as an Account Clerk, a position that requires a two years of experience. He

took the position, even though his qualifications greatly exceed the position requirements,

thinking it was a good starting point and that he could request a reclassification after he proved

himself. Six months into the job, Clark requests a reclassification, “after all,” he defends “I

have ten years experience and earned a bachelor’s degree from an excellent school.”

True or False?

1. Reclassification refers to a reassignment of a position to a different classification 2. Positions with similar duties and levels of responsibilities are assigned to the same

schedule of pay 3. Reclassification is justified if the employee is topped out and has been with the County

for a long time 4. Job audits are conducted to inspect employee performance 5. Classification specifications include the qualifications required for the kind of work

described

Helpful Links

Combined Pay Plan

Classification Descriptions

Personnel Action Form - BC102-102 (pdf)

Public Records Exemption Statement (pdf keyboard enterable)

Compensable Factor Form (pdf keyboard enterable)

Working Title Form (pdf keyboard enterable)

HR SharePoint


http://www.broward.org/HumanResources/Pages/Classifications.aspx

http://browardemployee.org/Agencies/humanresources/forms/PersonnelAction.pdf

http://browardemployee.org/Agencies/humanresources/forms/PublicRecordsExemptionStatement.pdf

http://browardemployee.org/Agencies/humanresources/forms/CompensableFactorSalaryFormv7.pdf

http://browardemployee.org/Agencies/humanresources/forms/WorkingTitleFORM.pdf

http://bcportal/hr/HR_DIVISION/Pages/home.aspx


Quick Comp Notes

Compensable Factor Form (CFF) 1. In all cases where a CFF is applicable, it will be utilized as a tool to assist in determining compensation. It is not the sole determiner of salary and will be used in conjunction with business factors including but not limited to: internal equity considerations, salary information, market pay conditions, level of difficulty to fill and the obtained skills/competencies outlined on the form.

2. When submitting for posting, you are the "first line of defense." Let's not submit something that doesn't make sense to you, because it probably won't make sense to Compensation and then it may get delayed.

3. Be mindful of the CFF Value % guidelines, nothing should really be above 5%. There are very few exceptions, consult Compensation Services.

4. Remember: CFFs may require a Comp Business Justification. Always required if the hiring agency's proposed offer is above 10% of the minimum for a new-hire and more than 15% movement for an incumbent.

5. Transfer Old CFFs to new form for candidate selection if possible.

6. Complete the Candidate skills section of the form prior to submitting (Only for Post Recruitment CFFs)

7. Hiring Agency's may not make offers that exceed the Approved Amount on the CFF.

8. Parallel (Same Pay Grade, different classification) - Consult Comp to determine if CFF is applicable.

9. Lateral (Same Pay Grade and Classification) - Consult Comp to determine if CFF is applicable.

Promotion/Demotion Rates 1. Promotion: All promotions must apply the Promotion Rate Policy: +7.5% for the first pay grade higher and 3% for each additional grade to a maximum increase of 15%, but not greater than the maximum of the new pay grade. CFFs may be considered in determining pay for promotions.

2. Demotion: Reduce salary 7.5% for the first pay grade lower and 3% for each additional grade to a maximum decrease of 15%, but not less than the minimum of the new pay grade.

At all times pay must remain within the new position's assigned pay grade/range

Offer Letters & BC-102s When processing BC-102s, please be sure to check the following before signing/processing: 1. Use the Official Title, not the working title used in the recruitment

2. Effective Date

3. Correct/Vacant BPN

4. Make sure offer letter dates/amounts/CBA match the BC102

5. Check the comments section and make notes as necessary

6. Check the FLSA status (Original FLSA on HR SharePoint)

7. Bargaining Unit

Reclassifications 1. If filled, please make sure the employee meets the Minimum Qualifications for the proposed position.

2. Use promotion rate (7.5% +3% etc.) on BC-102 if the position is filled. At this time CFFs are not being processed for reclassifications.