SECTION 13.40 ASSIGNING WORK

Last Update: 3/06

You have identified the organizational structure within which your organization’s business strategies will be conducted, as outlined in Section 13.30 of this manual, “Organizational Structure.” By that, we mean that you have determined the number of divisions you will have in the redesigned organization and their subdivisions (bureaus, units, work teams, etc.). In so doing, you have also determined the main purpose of each and the results and outcomes they are to produce.

PROCESS FOR ASSIGNING WORK (JOB DUTIES)

Step 1 – List work processes

Jobs are typically organized around processes. A work process is defined as:

“a series of steps, or a sequence of events, that uses inputs to produce outputs.”

In other words, a work process is a sub-step of the work to be done. The process deals with how it will be done. This definition can be found on page 86 of Continuous Quality Iowa. On page 20, you will find a sample form that helps describe/define the process. The rest of the manual provides more in-depth information about processes and process improvement. To learn more, go to:

http://www.dom.state.ia.us/planning_performance/files/process2.pdf

The PDS course, ZOOM for Change, may also be helpful in learning more about process improvement.

Step 2 – List the tasks, duties, and responsibilities involved

A segment of the form on page 20 of Continuous Quality Iowa deals with “Key Process Steps.” These are action steps or tasks. Human Resource Management, 11^th Edition, Robert L. Mathis and John H. Jackson, page 574, defines a task as “a distinct, identifiable work activity composed of motions.” A duty is “a larger work segment composed of several tasks that are performed by an individual.” Duties are also discussed on page 11 of the Applicant Screening Manual. A responsibility has an even broader meaning, “obligations to perform certain tasks and duties.”

Although the above definitions each have a slightly different meaning from the others, for our purposes here, they all mean about the same thing and can be used together if not interchangeably. They provide the detail about how the process is accomplished.

Identifying and listing tasks may be approached several ways:

a) The process manager (the manager or supervisor or staff specialist in the area being studied), based on their knowledge of the process as well as how they see it being performed most efficiently and effectively, lays out the steps.

b) A process analyst (someone who may have little familiarity with the area but understands process design and how work is accomplished) observes the process being carried out and then describes it according to a prescribed format.

c) Those who currently perform the process (subject matter experts) identify the steps based on their knowledge and expertise.

Tasks are one of the more concrete aspects of workflow analysis because they are observable and presumably necessary to move to the next step. Because they are concrete, we tend to describe jobs based on the tasks they perform. Look at the position description questionnaire (PDQ) for any given job. The task section is usually the lengthiest and most descriptive.

Tasks also tend to change more frequently that other aspects of the job, such as the overall purpose of a position, function, or unit or the competencies required to do the job. Tasks change due to the introduction of efficiencies that combine or eliminate them, changes in policies, or the introduction of technological efficiencies.

Step 3 – Cluster tasks

The tasks/action steps required to complete some processes have a certain “unity.” They flow together in such a way that it makes sense for one person to perform all of them as a unit. Other processes have distinctly different tasks/action steps that require different competencies or competency proficiencies to perform them, or must be performed by different persons as a means of check and balance. You will need to determine which group the tasks you have identified to accomplish the processes in question falls into.

Step 4 – Estimate time frames, frequency, and workload

Once like tasks have been clustered together, determine approximately how much time it takes to perform each one. This will vary by process. Some tasks, or one time completing the process, take very little time. They could readily be handled by one person. But some processes occur frequently, perhaps hourly or daily. Even though one person could handle doing the process once, given how frequently the process occurs, it may typically require more than one person to do it on an ongoing basis.

Or, though it doesn’t take long to complete the process itself, which one person could handle, the demand is such that the process is constantly recurring, which requires more than one person to handle. Consider the example of a customer service unit. Responding to one customer’s needs may set in motion a process that takes ten minutes to complete. That would be fine, except that during that same time, other customers have needs. So a second person is needed to respond to the additional demand, or a third, or a fourth, depending on the process and the expectations that have been established for completing the process and meeting customer needs.

This step requires data. Data about demand and workload, data about process completion times and responsiveness, and data about quality of service (accuracy, completeness). You can obtain that data from previous records, by collecting it for an established period of time, if you don’t already have it, or from the work reports, estimates or anecdotal accounts of subject matters experts (the people who do it currently, if applicable).

Step 5 – Assign the tasks to positions

You are now ready to group together/list the tasks that will be assigned to any one position based on their relative likeness to each other, the relative likeness of competencies or of competency proficiencies needed to perform them, and how much time they take to perform. Sometimes, they will readily group together. Other times, you may need to be more creative, especially if the number of positions required to perform them is greater than the number of positions you have to work with. You may need to:

· Eliminate some tasks, if possible.

· Combine tasks.

· Reduce the desired output or extend completion time.

Assigning Staff to Positions

In some cases, organizational restructuring may simply involve assigning new tasks to certain positions. Although the new tasks require the incumbent to obtain new or different program knowledge, the competencies required to perform the new tasks may well be the same or similar to the competencies required of the position prior to this addition. In these situations, additional training in or exposure to the program knowledge may be needed to help the incumbent complete the new tasks, but essentially the job, and thus the classification, remain the same.

Other types of organizational changes and the related staffing responses include the following:

1. Duties remain the same – workload grows

Agency response options:

· Add more staff

· Incumbent absorbs the additional work, no other changes

· Allow more time to complete work

· Change standards for work completion

· Add other efficiencies (technology)

2. Staff decreases – workload remains the same

Agency response options:

· Remaining staff take on additional workload with no additional compensation

· Remaining staff take on additional workload with additional compensation

· Time frames for completion changed to accommodate longer time periods to accomplish work with less staff

· Standards for work completion/timeframes changed

· Add other efficiencies (technology)

· Outsource work staff cannot accomplish

3. Duties remain the same – workload decreases

Agency response options:

· Reduce staff

· Seek additional workload

· Decrease turnaround time, reduce fees

· Increase quality

4. Core duties remain the same, new duties added

· New duties same level

· New duties higher level

· New duties lower level

Agency response option:

· Review classification

5. Some duties eliminated, new duties added

· New duties same level

· New duties higher level

· New duties lower level

Agency response option:

· Review classification

6. All duties eliminated

Agency response options:

· Reduce/eliminate staff

· Reassign staff

7. All new duties

Agency response options:

· Reassign staff from comparable jobs

· Staff compete for new jobs

· Fill from outside

Where “compensation” is mentioned above, refer to Chapter 5, “Pay Administration,” of the DAS-HRE “Managers and Supervisors Manual” or Chapter 11 IAC 53 of the DAS-HRE Rules.

Step 6 – Classify the positions

Once the number of positions assigned tasks equals the number of positions available, the next step is to review the classifications of the positions to assure they are classified appropriately. The classification process is described at length in this manual in Chapter 3, “Position Classification.” The main steps you need to follow are to:

• Fully describe and incorporate the tasks you have assigned to each position into the PDQ, including the estimated percent of time it takes to perform them. Describe the frequency as well as the degree of independence with which they are performed and their criticality to producing the desired outcomes and achieving the mission of the organization.
• Determine essential functions (see pages 10-11 of the Applicant Screening Manual for more information about essential functions).
• Determine the competencies and the competency proficiencies needed to perform the task.
• Determine the reporting relationship of the position (organizational unit, supervisor).
• Identify same or similar positions in the unit.

See your DAS-HRE personnel officer for more in-depth information about this process.

Summary

In summary, the steps involved in assigning work include:

1. List work processes.
2. List tasks, duties and responsibilities.
3. Cluster tasks.
4. Estimate time frames, frequency and workload.
5. Assign tasks to positions.
6. Classify the positions.

Span of Control and Staffing Ratios

“Span of Control” is the ratio of staff to supervisors. In recent years, Iowa state government has made a concerted effort to increase this ratio so that there are more staff performing program duties and delivering direct service rather than supervisory duties. The goal is an overall state government ratio of 1:12. Though 1:12 is the goal, staffing ratios vary according to a number of factors:

• Diversification of function – Generally speaking, the more similar the job functions of those supervised or the inputs they use in their work, the wider the span of control can be. The more diverse these items are, the more difficult it will be to raise the span of control because the supervisor will be required to interact with different types of people doing different types of work, which typically takes more time. Therefore, to increase the span of control, consider grouping similar functions and avoid the grouping of dissimilar functions as much as possible.

• Time/Stability – The more stable either the workforce (little to moderate turnover) or the organizational environment (no major organizational, programmatic, procedural or technical changes are underway), the more likely the span of control can be increased. Organizations should strive to achieve a stable environment; where that is not possible, they should realize the impact of organizational change on supervisors’ time and energy and strive to provide off-setting mechanisms such as those described in Tips for Supervisors.

• Space – The fewer physical locations (geographic dispersion) under the supervisor, the more face-to-face contact they are likely to have with staff, suggesting individuals would need less supervision. The greater the geographic dispersion, the more time is needed to coordinate, thus requiring smaller spans of control.

• The extent to which coordination or interdependence is important between employees and groups – The less important coordination/interdependence is, the wider the span of control. Or, the extent to which coordinating mechanisms exist and are effective also allows for greater span of control.

• The extent to which job design and tools allow direct performance feedback to the employee – the more direct the tools, the less reliant the employee is on the supervisor, thus allowing larger spans of control.

• Administrative burdens on each level of management – the less the burden, the greater the span of control they can manage.

• Shift. 7-Day Operations: For operations other than the typical Monday – Friday business day, more supervisors may be required simply to cover the various shifts.

• Expectations of employees regarding development and career counseling – the fewer the needs and expectations, the greater the span of control. High needs and expectations can also be offset by other coordinating mechanisms and employee resources.

• Wider spans of control require more autonomy on the part of the subordinate. Leadership needs to strive for way to increase staff autonomy and empowerment.

Others have suggested that organizational design is in need of a paradigm shift to the new success factors of: speed, flexibility, integration and innovation. Consider how the structure of the organization could be modified to reflect these goals.

Both span of control and staffing numbers are factors to consider when designing an operational structure, so that supervisory reporting relationships are both viable and within the expectations for state government.

Remember, up to this point, the result of your organizational structuring efforts is a framework. No specific people have been assigned to the positions in this structure yet. That is discussed in the next section, 13.50, “Staffing Plan.”