C&T Classification

Title and Grade Chart

• Salary Grade A
• Salary Grade B
• Salary Grade C
• Salary Grade D
• Salary Grade E

Generic Job Descriptions

• The classification program for clerical and technical jobs uses generic job descriptions as its' foundation.
• There are approximately 130 generic job titles and generic descriptions utilized in the University each assigned to one of four salary grades. Generic job titles/grades
• A generic description is a broadly written document. It is intended to be representative and characteristic of the duties required and the level of work performed in a job title.
• Each generic job description includes a duties section and a job evaluation factor section.
• Classification decisions are guided by a comparison of the work being performed in an individual position to the representative duties and factors described in the generic job descriptions.
• Generic job descriptions do not include every duty that an individual in a position performs. They are representative and not all inclusive.

Specific Job Descriptions

• A specific position description details the duties of one individual position.
• Specific descriptions for bargaining unit purposes must be consistent with the generic description for that job title. However, they may abbreviate, lengthen or paraphrase the generic and enumerate particular duties not described in the generic so long as they are appropriate to the grade level and family of the position.
• Specific position descriptions are utilized in job postings and for classifying a position through the posting process.

Job Families

• A job family is a group of jobs where the type of work performed and the knowledge, skills and experience are closely related.
• Generic job descriptions in a job family build upon one another in terms of level of responsibility and skills and knowledge required.
• The jobs in a family can be viewed as stepping stones, although there is no automatic progression to the next level.
• Some of the job families within the clerical and technical evaluation system include secretarial, financial, research, clinical and support services.

Explanation of C&T Salaries

Establishing and Administering Salaries

• The compensation package for C&T employees is negotiated in full with every new Agreement. We are currently in year five of a six year Agreement which was entered into in January of 1996.
• There are four existing grades, and four accompanying levels of hourly rates. Each grade (A-D) contains a minimum hiring rate for that grade, and 12 steps. Salary Structure
• In general the step an employee is on at any one time should reflect their number of completed years of service at Yale within the bargaining unit. However, there are a number of provisions in the Agreement which can cause exceptions to this rule.

Annual Salary Increases

• On the salary adjustment dates listed in the Agreement all continuing staff members receive an increase as indicated for that year. On February 6, 2000 the adjustment was 3.0%.

Step Increases

• If the new hourly rate after the annual adjustment is applied is not greater than the step equal to the employee's completed years of service as of the effective date of the adjustment, the employee will also receive a step increase.
• A step increase is equal to 3.5% of the minimum of the salary grade (one step) which results in an increase ranging from 2.5 - 3.5% dependent on position in grade. Step increase example

Maximum of the Grade

• When employees reach the maximum of the grade they are in, they will remain on the highest step (step 12) and receive a "lump sum" payment equal to one step, to stay with their rate throughout the life of the Agreement.
• This above the maximum step increase is called a lump sum because it is not guaranteed to stay with the employee's salary after this Agreement ends. However right now on pay stubs and for the purpose of overtime calculations it shows as part of the hourly rate.
  Example of an above maximum lump sum

Reclassification / Promotional Increases

• When an employee is reclassified or promoted the new hourly rate is set at one step lower than his/her step in the old grade (prior to the promotion) or at the minimum of the new grade, whichever is higher. This results in an increase of approximately 9.0%.
  Example of reclassification/promotional increases

Temporary Transfer

• An employee who has been explicitly assigned, for other than training purposes, to substitute for a period of at least two weeks for an employee who is in a higher C&T grade and performs substantially the same duties as the employee in the higher salary grade, receives a supplement equal to 6% per grade.
• In the case of substitution for a Managerial and Professional employee, a supplement is paid in an amount mutually agreed upon by the employee, supervisor and Human Resources of not less than 6.0%.

Voluntary Downgrade

• The salary of an employee who voluntarily moves into a position in a lower salary grade is decreased by an amount equal to 50% of the difference between the minimum salaries of the applicable salary grades.

Clerical & Technical Audit Program

• A job audit is an analysis of the duties and job content of a position to determine whether the position is classified properly in the assigned job title or should be classified in a different job title.
• The job audit process evaluates the level of the work actually performed compared to the generic job description and not to individual positions at the University. Job audits do not evaluate how well the work is being performed, the volume of work or length of service.
• When substantial changes in job content occur, a job audit may be appropriate. Every change or addition of duties to a job however does not warrant a job audit.

FAQ's about C&T audits

Requesting A Job Audit

• A job audit is requested by completing a clerical and technical Position Classification Program Questionnaire and submitting it to the appropriate Human Resources office. (Click here for Human Resources office locations)
• Position Classification Program Questionnaires are available on-line or at your Human Resources office. (Click here for Position Classification Program Questionnaire)
• A Supervisor's Statement is then sent to the immediate supervisor(s) allowing the supervisor to comment on information provided in the questionnaire. (Click here for on-line Supervisor's Statement)

Job Audit Process

• The job audit process typically includes a discussion between the employee and a compensation representative about the position's duties and factor levels.
• The compensation representative may then review the supervisor's questionnaire with the supervisor.
• Once these discussions have been completed, the compensation representative conducts an analysis of the actual content, duties and job factors of the employee's position as compared to the generic job descriptions to determine whether or not the position is properly classified within the current classification structure.

Audit Decision

• A job audit decision must be rendered within 90 days from the date the employee submits the completed questionnaire to Human Resource.
• Typically, the job audit decision is communicated verbally, first to the department supervisor and then to the employee.
• A written decision, which includes a summary of the duties and an explanation of any changes made to the factors, is sent to the incumbent and the supervisor.
• Certain circumstances may result in an extension of the audit decision beyond 90 days. If so, the compensation representative will contact the incumbent.
• If Human Resource's decision is to reclassify the position to a new job title in a higher salary grade the employee receives a salary adjustment retroactive to the date the change occurred in the position. However, this date cannot be more than ninety days before the audit was filed.
• A change in a position must be substantial to justify reclassification to a higher grade level. Therefore, not all audits result in reclassification.
• If the employee is dissatisfied with the audit decision, the employee has the opportunity to file a written grievance within twenty-one days of the receipt of the decision to the Department of Human Resources.

For further information on job descriptions, classification and job audits see Article XI of the Agreement between Yale University and Local 34.