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https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis MANUAL OF JOB EVALUATION A description of the procedure followed in developing and installing a Job Evaluation Program during the period May, 1946 through August, 1947. FEDERAL RESERVE BANK OF ST. LOUIS https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis TABLE OF CONTENTS Introduction...................................... 1 Historical Development ........................................................................ .... 2 Duration and progress of the Study ............................................................... 5 Organization Procedure .................................................................................. . . 6 Analysis ............................................................................................................................. 7 Coverage.............................................................................................................. 9 Evaluation Committee ................................................................................................ 9 Method of Evaluation......................................................... 10 Maintenance....................................................................................................................... 17 Computation of Labor Grades ............................................................................. 21 Establishment of Salary Structure ........ ........................ 25 Salary Structure.............................................................. 27 Salary Administration ............................................................................................ 28 General Policy ........................ , ............................. ....... 28 Over-Maximum Cases ..................................................... .......29 Under-Minimum Cases ....................................................................................... 29 Transfer ........................ . .................................. ......... 30 Promotion .................... .......... ......................... ...30 Upward Job Re-classification ..............30 Downward Job Re-classification ............. 30 Re-assignment Resulting in Downward Re-classification ........................ ............ 31 Demotion for Cause.................................................... .31 Merit Review ..,.,,,., .......................................................... 32 Merit Increases .................................................................................................... 32 Increases Beyond Established Maximums . ............................. . . 33 Sub-Minimum Salaries................................................ 33 Salaries of Part-Time Employees ....................................... .... 33 Salary Surveys................................................................................. 33 Appendix I - Reference Manual for Job Analysts ... .................... 34 Appendix II - Graphic presentation ............................................................... 73 Recommended Salary Curve for Federal Reserve Bank of St. louis, October 1, 1947 ..................................................... 74 Recommended Salary Ranges by Grade for Federal Reserve Bank of St. Louis, October 1, 1947 ......................... 75 Appendix III - Job Classification Sheet Rev. 2-1-49 ................................................. 76 https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis MANUAL OF JOB EVALUATION INTRODUCTION The primary purpose of the job evaluation program under taken at the Federal Reserve Bank of St* Louis has been to pro vide an objective basis for measuring the content of jobs and for comparing the relative values of jobs* The result is a catalogue of jobs arranged and indexed by numerical values which permit comparisons* No perfect measure of job values has as yet been devised* The method which is described here and which has been employed in measuring job values in this bank and branches is not a per fect measurej however, there is every reason to believe that this measure will serve our purposes adequately if it is prop erly and conscientiously applied* The success of any method of job evaluation depends to a large extent upon good administra tion* If the principles and rules laid down here are followed intelligently and with a sincere desire for fairness and equity, the bank will have a sound basis for salary administration, and the bank and its employees will find satisfaction with the sal ary structure establishedo Employees will benefit primarily by having clearly as signed duties, a fairly and uniformly administered promotional program and a definite salary range for each job which will be in keeping with the salary range for other jobs of equal diffi culty* The bank will benefit from reduced turnover, improved employee morale and by the possession of data by which intelli gent decisions can be made in assigning job duties, considering salary advances and promotions, and in arranging job content to meet changing circumstances without distorting the salary struc ture of the bank* The continuing benefits of the program depend upon the manner in which it is administered by the job evaluation commit tee and the supervisory personnel of the bank* Department man agers, assistant department managers, and other supervisory per sonnel have within their power the ability to use this program to their benefit or to abuse it to their detriment* Honest, fair and consistent application of the rules set forth herein will result in the expected benefits* Misuse of this program may result in temporary benefits to one or a few individuals but will result eventually in loss of benefits to the bank and to the employees as a whole* A survey conducted in 1946 by Princeton University of seventy-odd firms who had used job evaluation for five or more — 1 — https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis years developed the information that those programs which sur vived the trying war years were programs which had been admin istered flexibly rather than rigidly^ The rules laid down herein should, then, be applied in the light of changing circum stances and from the viewpoint of fairness and consistency rather than from the viewpoint of blind and rigid application of arbitrary determinations., HISTORICAL DEVELOPMENT The Federal Reserve Banks have had a job classification program in effect since 1936, This plan, known as the Form A Plan, was revised in 1942 and continued in effect until the in stallation of the present plan, The Form A Plan was a classifi cation plan in the true sense of the word in that it involved broad, general descriptions of duties and a relatively small num ber of different jobs. For instance, all typists were classified as junior or senior typists regardless of what other content the jobs might possess beyond typing. This plan did not make any clear-cut distinction between job values in a numerical or point sense. The Board of Governors of the Federal Reserve System ap proved the establishment of maximum salary limits for each job, and in order for a bank to establish a new job it was necessary that approval of the Board of Governors be obtained. For several years the subject of revision of this plan had been discussed at the semi-annual meetings of the Personnel Sub-Committee of the President’s Conference, The individual banks recognized deficiencies in the classification plans under which they operated and desired a new plan which would permit defining of comparative job values more accurately than did the Form A Plan, At the Dallas meeting of the Personnel Sub-Committee in October, 1945, also attended by the Director of the Division of Personnel Administration of the Board of Governors, the banks jointly agreed and recommended that each would undertake an evalu ation program which would embody the following principles: 1, ’’The Operation of Job Evaluation Plans,” Industrial Rela tions Section, Department of Economics and Social Institutions, Princeton University, Princeton, New Jersey (1947) p0 15. - 2 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis a* A point method would be applied as opposed to the former classification system, bo Jobs would be analyzed in accordance with reorgan ized practices, and job descriptions written which would reflect more accurate analysis of duties being performed than the broad Form A classification de scription., a* Each bank would individually approach the problem and would independently develop a system of evalua tion which would meet its particular needs, d« Each bank would undertake a salary survey of the going rates of progressive firms in the community for jobs in each community in which a bank or its branches was located, e. The banks would, through the Personnel Sub-Committee, coordinate their individual evaluation programs so that jobs of equal difficulty from bank to bank fall into the same labor grades, fo Each bank would establish a salary structure which would take into account the difficulty of the job and the going rates in the community, go Each bank would submit to the Board of Governors for approval a comprehensive evaluation, salary structure and administration plan which the Board of Governors could approve for that bank and its branches, When such a plan was approved, the banks could establish and evaluate new jobs or change jobs and make the salary schedules on those jobs effective without fur ther reference to the Board of Governors insofar as they observed the principles of job evaluation. In the event salary conditions in a community should change materially and a bank desired to raise or lower its general salary basis it would be necessary for a bank to apply to the Board of Governors for ad d i t i onal appr ovals, h, It was agreed that a salary range would be establish ed for all jobs and that the maximum of this salary — 3 — https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis range would be approximately 35% above the minimum of the range® At the next meeting of the Personnel Sub-Committee in July, 1946, which was held in St® Louis, Mr® Samuel L® H® Burk3 an authority in the field of job evaluation, addressed the com mittee and further recommended the establishment of 18 salary grades by the banks as a basis for standardizing the program® At this meeting, the groundwork was laid for each bank to proceed with its program along the lines indicated above® Subsequent meetings of the Personnel Sub-Committee were primarily for the purpose of coordinating the installation of the program among the several banks and for the purpose of advising the several banks of certain requirements of the Board of Governors regarding the pro gram. At the Committee meeting in St® Louis, mentioned above, a representative of the Board of Governors stated that the Board would prefer a single, nationwide salary structure, a grade 4 job, for instance, to fall within the same salary range in New York as it does in San Francisco, St, Louis, or anywhere else® The individual banks questioned the practicability of such a plan and recommended that salaries for a given bank or branch be re lated to community salaries® It was agreed that the Sub-Commit tee was to attempt to bring about such reasonable modifications of each bank’s salary structure as to result in the fewest possi ble number of salary structures commensurate with significant com munity differences across the country® On July 2, 1947, the Board of Governors advised all banks by letter that it had approved minimum and maximum salary ranges within ■which any one bank could establish its salary structure® This plan provided a measure of uniformity among the salary ranges of the various banks, and also permitted each bank to es tablish a salary structure based upon the local market. This tab ulation of allowable differences in salary ranges is included in the section on ’’Establishment of Salary Structure,” 1. Co-author, with Eugene J® Benge and Edward N® Hay, of ’’Manual of Job Evaluation,” Harper Bros®, New York and London, 1941® = 4 „ https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis DURATION AND PROGRESS OF THE STUDY This study was undertaken in May, 1946, by Mro Ho Ho Weigel and Mro Jo Ho Gales, Assistant Vice Presidents of the bank, with the assistance of Mr0 Jo Ko Gerdel as Consultanto As out lined here in details a program to acquaint all personnel with the purposes and procedures of the study was initiated in May and June of 1947o Analysts were selected and trained during June and Julyo The months of August, 1946, through March, 1947, were spent in interviewing employees, analyzing jobs and writing job descriptionso Concurrently a job evaluation committee was organ ized to evaluate performance elementso Between April and July, 1947, final job descriptions and values were re-checked and coordinated with department managerso Also during this period, tentative grade lines and a salary structure were discussed, coordinated with Mr« Mo Ro Lohman, Con sultant in Job Evaluation to the Board of Governors, and finally set® The Management Council too> final action July 17, 1947, on recommending a salary structure for this bank to the Board of Governors o During November, 1946 and April, 1947, extensive salary surveys were conducted in Sto Louis and branch labor market areas, the data assembled being included in the "Salary Survey Data” pre sented as another section of this manualo _ . This report is being submitted as of August 1, 1947O On this date arrangements have been made for maintenance of the pro gram with the following personnels Mro Willis Lo Johns, Mro Walter Fo Davisson, Miss Nedra Peck, Miss Nancy McDaniel, Mro Ben Monaghan, Mro Oscar Smith, Overall Coordinator Chief Analyst, Sto Louis Assistant, Sto Louis Job Analyst, Little Rock Branch Job Analyst, Memphis Branch Job Analyst, Louisville Branch Pending approval of the recommendations regarding this program which are being made to the Board of Governors, it is planned to formally install the program in the Sto Louis bank and — 5 — https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis branches as of October 1, 1947, ORGANIZATION PROCEDURE An outline of the program to be undertaken was contained in a memorandum from the President of the Federal Reserve Bank of Sto Louis, which was sent to all officers, department managers, and assistant department managers on May 27, 1946. This memorandum is quoted in full in the appended Manual for Job Analysts for the purpose of indicating the approach which was made to the pr ob 1 em , The members of the management council of the St« Louis bank believed that no job evaluation program would be successful if it did not have the wholehearted confidence and support of all of the employees of the bank, It was, therefore, agreed that every effort should be made at all stages of the program to keep all employees advised regarding the various stages of the program. The first step in this direction was initiated by a memorandum from Mr, Davis dated June 27, 1946, to all employees which is also quoted in the appended Manual for Job Analysts, Between May 27 and June 27, 1946, a group of analysts were selected from among the employees of the St, Louis bank and branches. The analysts were chosen not only on the basis of compe tence but in consideration of the fact that they were believed to have the confidence of their fellow workerso Branch managers were informed of the inception of the program and were requested to send analysts to St, Louis for training. Meetings were held with officers, department managers, as sistant department managers and other supervisory personnel to fully inform them about the program, to answer any questions which they might raise regarding the program and to encourage them to feel that the program was their own and for their benefit, A re quest was made for their cooperation in the ensuing stages of the program, and it can now be said that splendid cooperation was given by the supervisory group. In addition, similar meetings were held at each branch, and the same purposes accomplished. =o g »l https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis ANALYSIS The following comprises the list of analysts who were initially assigned to the programs Sto Louisa Mr* Charles Hodgson - Interviewer and Employee Counselor, Personnel Departmento Mro John Jo Hofer - Assistant Manager, Accounting Depto Miss Gertrude Krausnick - Labor Market Analyst, Research Depto Mr® Lo Wo Siddall - Supervisor, Issue Division, Fiscal Agency Depto Miss Eleanor Stifel = Interviewer and Employee Counselor, Personnel Depto Mr« Harold Welkner - Supervisor, Check Collection Depto Little Rocko Mr<> Wo Jo Bryan - Manager, Accounting Department Miss Nancy McDaniel - Secretary., Louisvilleo Mro Oscar Ho Smith - Assistant Manager, Accounting Department Mro Louis Oo Stiles - Manager, Safekeeping Department. Memphis o Miss Fo Dell Craig Mro Bo Bo Monaghan - Senior Clerk, Accounting Departmento - Manager, RoFoCo Depto & Safekeeping, Subsequently, Mro Walter Davisson was added to this staff as a permanent analysto Mro Welkner and Mr® Hodgson left the services of the bank before the completion of the program, and Mro Hofer was withdrawn for other services late in 1946. Between the dates of June 17 and July 9, 1946, Mr® Gerdel conducted an intensive training program for analystso The train ing program included two daily two-hour sessions, morning and afternoon, and reading and practice assignments to cover the bal ance of the time. Following is an outline of the training programs - 7 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis 1. Interview with each analyst. a. General explanation of program, b. Exploration of capacity of each analyst0 a. Agreement on participation, 2, Interviewing techniques, 3, Functional charts. 4, Organizational charts. 5o Composition of job descriptions. a. b. Co d. e, Functional statement, Delineation of tasks, Estimates of task percentages, Interviewers check list, Standard terminology. 6, Coordination, a. b. a. d. Prior to interview, To clear questions, For technical approval, For administrative approval. 7, Practice Jobs, a. Group, bo Individual Upon completion of trainings the branch analysts returned to their respective branches, and all analysts began the task of interviewing employees. It should be noted at this point that it was decided that as part of the informative program, each employee would be interviewed regarding the duties he was performing, This assured that information obtained would be uniform, specific rather than general, and that each employee would have an oppor tunity to learn more about the program and gain a sense of partic ipation in it. The job descriptions which were written on the basis of these interviews were then cleared with the appropriate supervisory and executive personnel so that all concerned could be satisfied that the descriptions written were a fair and accurate ^ 8 ~ https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis presentation of the work performed.. COVERAGE The Board of Governors stipulated that the job evaluation programs to be installed by the several banks should cover all employees except officers of the bankso In this bank and branches we have analyzed, described and evaluated all administrative, clerical, maintenance and service jobs® These jobs include those performed by all personnel employed by the bank with the excep tion of President, Vice Presidents, Assistant Vice Presidents, General Auditor, General Counsel, Branch Managers, and Assistant Branch Managerso EVALUATION COMMITTEE The job evaluation committee was appointed for the pur pose of placing values on performance elements and to act in an advisory capacity on any subject which might arise in respect to evaluation of jobso The evaluation committee was composed of three officers, five department managers, and one assistant department managero The members of the committee are? Mo E. J, Fo Jo So Do Lo Ro Jo Lo Ho F« Mo Wo Lo Ho Ho Jo Ko Bennett, Assistant Manager, R®F®C® Department. Billen, Manager, Check-Collection Departmento Christ, Manager, Fiscal Agency Departmento Deming, Manager, Research Departmento Gales, Assistant Vice Presidento Gilmore, Assistant Vice Presidento Lewis, Manager, Bank Relations Departmento Johns, Manager,Personnel Department, Secretary® Weigel, Assistant Vice President, Chairman® Gerdel, Consultant, Advisory Member® The committee was given final authority and responsibility to place values on performance elements and to decide other ques tions of evaluationo Review authority and responsibility was re served to the Management Council only in the event the evaluation committee could not reach satisfactory agreement. The final au thority for over-all review of program recommendations to the - 9 ° https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Board of Governors was also reserved to the management councils METHOD OF EVALUATION No one method of job evaluation was stipulated by the Board of Governors to be used by the respective bankso Each bank was given the responsibility of individually developing its own job evaluation method* the only limitations being? ao Evaluation be based upon complete and competent analy sis and description of jobs* and bo That evaluation be expressed in terms of a point rating scale0 In Sto Louis consideration was given to several predeter mined point plans of evaluation and to the factor comparison methodo Both of these plans are in use in other Federal Reserve Bankso The basis of both of these plans is that job values should be measured in terms of the minimum qualification required of the worker who is to perform the jobo Another method of evaluating jobs is to look not to the qualifications required for the work which is done, but to look directly at the work itselfo Traditionally,, employers have set wages in relation to? ao The going market rates for occupationso bo The supply of and demand for workers capable of satis factorily performing a given occupation Co An estimate of the value which that individual will add to the product of the company, or the value of the serv ices which he renders in a non-productive capacityo After a review of these several methods* the management council of the Federal Reserve Bank of Sto Louis determined to base the job evaluation method employed here upon what is done rather than upon worker qualificationso In order to make this concept workable* it was necessary to break our jobs into elements, each element representing a single type of activity0 These then became performance elements, a single simple activity which could stand by itself as an element of work performedo (Another section of this manual is a list of the performance elements established for this bank and their values)o - 10 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis In order to establish point values for these elements, the following procedure was used? a« A job evaluation committee was appointedo (See section on ’’Evaluation Committeeo” ) bo In order to establish point values, a monetary scale related to rates of pay in effect at the time the pro gram was under study was establishedo The monetary scale was used merely as a yardstick to determine rel ative values, and lost its identity immediately upon determination of a job step assigned to a performance element and the conversion of that step into points as will be discussed in paragraph ”c”o (The scale adopted, which conformed closely to going rates in the Sto Louis bank at the time of adoption, is as follows? Job Step 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Minimum Maximum 1200 1440 1650 1860 2100 2400 2700 3000. 3300 3600 3900 4200 4560 4920 5280 5700 6500 cx> 1201 1441 1651 1861 2101 2401 2701 3001 3301 3601 3901 4201 4561 4921 5281 5701 Spread on 240 210 210 240 300 300 300 300 300 300 300 360 360 360 420 800) co After appropriate instruction in the method, members of the job evaluation committee were individually given lists of performance elementso They were instructed to consider each element independently, as if it were a full-time occupation in itself and as such to express an opinion regarding which step would accommodate the jobe - 11 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis For instance9 if the performance element were "copy types memoranda from penciled drafts” a member of the committee might feel that a fair rate for the job would be about $1,500 per year, in which case he would assign a step value of 3 to the jobo Another member might feel that the job were worth $1,800 per year, in which case he would as sign a job value of 4, The rating sheets were then routed to the chief job analyst who consolidated the fig ures and determined the amount of spread in the ratings, “Where this spread exceeded three adjacent grades, a meet ing of the job evaluation committee was called, and the elements were discussed by the group as a whole, in an effort to reduce the spread to within the three-step area0 In every case the committee was successful in arriving at satisfactory compromises in these cases, No requirement was established that committee members completely agree on a single step for each elements Whenever agreement fell within three adjacent steps, the ratings obtained were averaged to determine the element value, This provided a series of element ratings expressed in terms of a princi pal digit and two decimals, as for instance, 6,22, do The job descriptions obtained were written with a time breakdown of tasks performed expressed in percentage termso For instance, a job of Stenographer might be expressed as follows: lo 2O 3<» 4O 5, Takes dictation, 20^o Transcribes notes, 40%, Does miscellaneous copy typing, 20%, Files correspondence alphabetically, 10%, Manually posts time records, 10%, (The above is not intended as a sample job description; much more detail was required in the actual write-upso How ever, for the purposes of illustrating this method, the above is an example of the type of percentage breakdown used by the bank in this program,) In most instances, more than one performance element ex isted in a single task (each item listed above representing a task,) Therefore, in order to arrive at a job value, the perform ance elements in a given task were identified, the numerical — 12 — https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis values averaged and multiplied by the percentage value to indi cate the task value, The job value is the total of the several task valueso A sample job description with its performance elements identified and evaluated follows? Personnel Department,, Job #17o Page. Under general supervision of Personnel Clerk and immedi ate supervision of Secretaries, serves as Page and performs re lated clerical dutieso lo Manually slits sealed envelopes of incoming mail (ex cept personal); removes enclosures and time stamps with machine, envelopes and enclosureso Receives outgoing mail from Secre taries; seals unsealed mail with wet sponges hands to Pageo 05^ 20 Receives and dispatches pneumatic tube carriers, Re moves material from Officer’s ’’Out” baskets and makes proper dis tribution,, 25% 3c Runs errands in and out of building as instructed., 15% 4O Files correspondence alphabetically and in date order. Files and maintains currently in loose leaf binders, regulations. laws, and other administrative and instructural material. 10% 5e As instructed by Secretary, types list of material from "Out" basket of First Vice President and disposition to be made 35% 6, Performs other miscellaneous duties? a. Removes material for current day from suspense file and hands to Secretary, bo Maintains current list of par banks by manually listing new par banks and canceling banks re moved from par list; obtains information from memorandums, - 13 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis c, Answers telephone during absence of Secretaries, signaling officer or taking message, do Examines stock of supplies weekly and types re quisitions for needed supplies, supplying cor rect unit number; has Secretary sign requisition and personally delivers to Stock Department, e, Types form letters occasionally, _ 14 — 10% https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis ILLUSTRATION OF METHOD OF ELEMENT IDENTIFICATION AND JOB EVALUATION OF JOB OF PAGE (JOB 17) PERSONNEL DEPARTMENT, FEDERAL RESERVE BANK OF ST. LOUIS Task No. El. No. El. Vai. 1. 684 - Manually opens incoming mail, both ordinary and registered. - 5.55 1081 - Hand Stamps time re ceived on correspondence, applications, etc. - 2.87 51 Av. Vai. Task % - Seals envelopes man ually. - 2.77 11.19 ; 3 = 3.73 x .05 2. 107 52 3. 4. 1475 87C 1713 Task Vai. - Attends one pneumatic ■tube station, receiv ing and forwarding tube carriers. .187 - 2.44 - Carries addressed correspondenee, reports and other records and papers from one point to another within bank. - 2.33 ..4.77 1 2 : 2.39 x .25 - .596 - Runs errands as in structed both in and out of building. 2.22 x .15 - .333 10.53 - 2 - 5.27 x .10 = o .527 - 2.22 - Files correspondence, reports, forms, signa ture or inventory cards, or cash letters alpha betically, chronologically or numerically. - 4.09 - Maintains currently in looseleaf binders, regulations, laws, and other administrative and instructive material“ 6O44 - 15 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis ILLUSTRATION OF METHOD OF ELEMENT IDENTIFICATION AND JOB EVALUATION OF JOB OF PAGE (JOB 17) PERSONNEL DEPARTMENT, FEDERAL RESERVE BANK OF ST. LOUIS Task No. El. No. 5. 1714 6. 1615 El. Vai. - Types list showing disposition of mate rial being routed. ’ 1^ - Removes correspond ence requiring atten tion from return- towriter file. - 5.25 Av. Vai. Task % Task Vai. 4.22 x .35 • 1.477 1715C - Maintains current record on status of banks in District. (Par, Non-Par, Member, Non-Member, etc.) - 6.45 169C - Answers telephone, directing calls to proper individual. - 4.25 181C - Fills in or types requisition for supplies. - 4.17 645 - Types letters and memoranda from long hand copy and sample form letters. - 4.66 24.78 * 5 = 4.96 x .10 = .496 Totals Final point value 100% 3.62 Pts» 3.62 x 100 - 362 points.. - 16 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis MAINTENANCE The activities of the Federal Reserve Bank of Stp Louis and branches are in no sense statico Both function and volume shift with changes in legislation, economic activity, and other circumstances. The jobs performed in the bank change with the changing functions of the bank itself. During the war years. Fiscal Agency and Reconstruction Finance Corporation activity were at a high level. Following the war the volume of these activ ities decreased, and consequently, there was a reduction in the number of employees assigned to these functions. This contraction resulted in a fewer number of employees, but the number of differ ent tasks performed by these employees was approximately the same as the number of tasks which had been performed by the larger forces during the war. The effect was to change the content of the jobs of the employees who were retained. It may reasonably be anticipated that additional changes of both expansive and contractive natures will take place in the fu ture, It is not enough that the jobs of the bank have been studied and classified. Re-study and reclassification must become a perma nent, continuing activity. To insure that re-evaluations and eval uations placed upon new jobs will be consistent with existing eval uations, the following procedure is established? a. The job evaluation committee is to continue its function as a deliberative body, While most of the performance elements pertinent to bank operations have been valued, it is likely that from time to time additional elements will require evaluation. In such event the same procedure should be followed which was used during the installation of the program, 1, New elements should be listed and distributed to the members of the committee with an appro priate memorandum attached indicating that the elements require evaluation, 2, In the event that all members of the committee rate the elements within a span of three steps, the average rating will serve as the element value. 3, In the event that the members of the committee — 17 — https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis do not rate within a span of three steps, it will be necessary to call a meeting of the committee to reconcile differences® 4® In order that the value of the originally determined steps does not rise or fall, as viewed by the members of the Job Evaluation Committee, it will be necessary for the chief analyst to check the ratings of new perform ance elements against established ratings for similar performance elements® If there is any evidence of out-of-line ratings, the chief analyst should call this to the attention of the committee and request reconsiderationo This procedure will assure continuing consistencyo bo The position of chief analyst has been established for the purpose of coordinating the maintenance of this programo The chief analyst will conduct a peri odic desk audit in the following manner: lo Approximately one-twelfth of the jobs in the bank are to be re-checked monthly® 2O The chief analyst will review with the em ployee the existing job description covering that employee’s dutieso 3® In the event any significant change has taken place, a new description will be written® 4O This description will be coordinated with ap propriate administrative and official in dividuals® 5® The job will be re-valued® 60 If the re-evaluation requires a change in grade, both the department manager and in terested officer will be notified so that they may recommend such personnel action as they deem appropriate., - 18 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis 7O Recommendations for re-classification of employees from one grade to another will be submitted to the officers’ personnel committee for approvalo It is important that a follow-up be established by the officers’ personnel committee on all changes in classification, In the event a job value is changed to a lesser job value resulting in a degrading of the job to a lower labor grade, no action may be required if the incumbent’s salary is still within the maximum of the range established for the lower labor grade, However, if the incumbent’s salary is in excess of the max imum established for the lower labor grade, it may be desirable to effect a transfer of the individual or a re-assignment of duties commensurate with his salary within some definite period of time; for instance, thirty days0 In the event the re-assignment of a job causes it to be raised to a higher labor grade, the incumbent may require an increase in salary to meet the minimum of the new labor grade, This has the affect of promoting the individualo However, there may be other individuals who, by reason of seniority,merit, or for other considerations, are more worthy of the promotion than the incumbent of the jobo Therefore, salary increases based upon an upward change in re classification are not to be automatic. De partment Managers and interested officers will be notified so that they may determine whether the incumbent should be granted the increase or whether the incumbent should be transferred to another position consistent with his present salary, and whether some other employee should be promoted to the new job. In order that appropriate action is taken, the officers’ personnel committee will establish a follow-up on all changes in evaluation which result in a change in grade. For purposes of administration, the chief analyst is given the responsibility of noti fying the officers’ personnel committee of — 19 — https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis necessary action© (See section on ’’Salary Administration.,”) co The status of the job evaluation program as it affects department managers, will be reviewed with them semi-annually for the purpose of keeping them informed of the values of the positions for which they are responsible and for the purpose of keeping them interested and aware of the administrative value of the evaluation program© do Department Managers have been notified and will be re-notified semi-annually of the necessity for advis ing the chief analyst of the establishment of a new position or a significant change in an existing position© Upon receiving such advice, the chief analyst will re-study the position involved, write a new job description, and evaluate or re-evaluate the jobo e0 The chief job analyst will maintain a close coordi nation with the Department of Operations-Analysis and Planning for the purpose of semi-annually re constructing organizational charts for each depart ment© These organizational charts will be coordi nated with department managers and interested officers as a part of the semi-annual review pro gram mentioned above, and will reflect the compar ative grade status of the jobs included on the charts© f© The chief job analyst will semi-annually compute the comparatio for the bank and for each department© This information will be made available to the Depart ment of Operations-Analysis and Planning and will pro vide a basis for the semi-annual review with the department managers© The compa-ratio is computed in the following manners 1© For the numerator of the ratio, take the sum of all the salaries in the department© 2© For the denominator, take the sum of the mid-points of the ranges for all employees© The resulting - 20 https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis fraction, multiplied by 100., is the compa ratio® COMPUTATION OF LABOR GRADES The evaluation of jobs in terms of performance elements results in a point value being assigned to each jobo Other Federal Reserve banks, using other methods are also assigning point values to each job® The diverse methods used by the sev eral banks has resulted in unequal point values for similar jobs in different bankso A problem, therefore, arose in complying with the directive of the Board of Governors that jobs of equal difficulty, bank to bank should fall in the same labor grade® To solve this problem, the Sub-Committee on Personnel selected 27 job descriptions from the Philadelphia Bank and dis tributed copies to each of the Federal Reserve Banks with the re quest that each bank assign point values to the jobs, using its own method of evaluation® This data was then statistically ana lyzed and compared® The analysis resulted in the establishment of a conversion scale for each bank® The conversion scales estab lished were keyed to a common scale which best fitted the dis parate scales of all the banks, bringing all of the separate scales into a common scale® Each bank was permitted to vary its grade points from this common scale by only a limited amount, any variations being primarily for the purpose of meeting local condi tions® The grade structure thus derived established point limits for each grade® The grade structure based upon the Sub-Committee study for this bank is as follows? 1® Hay, Edward N® ’’Assuring Equal Pay for Equal Work”, National Office Management Association ’’Proceedings, 27th Annual Con ference”, Philadelphia, 1946, p® 54® - 21 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Federal Reserve Bank’s Plan Grades - St* Louis Grade Fo Ro Board Point Range Sto Louis Point Range 1 336-360 270-320 2 361-387 321-369 3 388-416 370-427 4 417-447 428-494 5 448-480 495-564 6 481-515 565-639 7 516-554 640-734 8 555-595 735-817 9 596-639 818-914 10 640—686 915-1024 11 687-737 1025-1139 12 738-791 1140-1264 13 792-850 1265-1417 14 851-913 1418-1499 15 914-980 1500- 16 981-1053 17 1054-1131 18 1132-1217 — 22 — https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis The grade structure for this bank exhibits two peculiar ities: (1) We have a much lower point value for Grade 1 jobs than other bankso This is due in part to the fact that we are including service jobs in our regular scale while some banks are not, and in part because it was agreed to reserve step 1 on the rating scale to certain service jobs using step 2 as the lowest rating step for clerical jobs® (2) Our point curve, as compared to that of other banks, rises steeply at the upper end, result ing in a relatively few number of points in Grades 14 and 15 as compared with the common scaleo This is due to the nature of our measuring scale, which effectively set 1800 points as the maximum we then contemplated assigning to any non-official job® With that thought constantly in mind, there was a tendency on the part of the evaluation committee to reserve an area of ap proximately 2 steps for the ratings on the more difficult and important elements, A further factor contributing to this result was the deci sion to have the jobs of department managers, assistants and a few others in the higher grades rated by the management council rather than by the regular evaluation committee. It was felt that such action would preclude any thought that evaluation com mittee members might be swayed in their evaluation by possibil ity of personal gain. This decision resulted in very few ratings by the evaluation committee in the two top steps of the rating scale. After consultation with Mr, Lohman, in which these practi cal considerations vrere thoroughly discussed, it was determined to make a slight modification of the Sub-Committee recommendation bo adjust for local peculiarities of our method of evaluation. In making this adjustment we attempted to: (1) Retain a grade structure which very closely ap proximated the Sub-Committee recommendation; (2) Maintain a reasonably smooth and regular progres sion of point values from grade to grade; (3) Establish a structure which would be defensible from both statistical and logical standpoints. We believe that we have successfully accomplished these purposes. The resulting grade-point structure is as follows; - 23 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Minimum Fo Ro Variation to Board in Minimum Maximum Spread Scale Points Grade St0 Louis Point Scale Progression 1 169-319 151 150 270-320 2 320-369 50 49 321-369 —1 3 370-425 56 55 370-427 0 4 426-488 63 62 428-494 -2 5 489-558 70 69 495-564 —6 6 559-635 77 76 565-639 -6 7 636-719 84 83 640-734 -4 8 720-810 91 90 735-817 -15 9 811-908 98 97 818-914 -7 10 909-1015 107 106 915-1024 -6 11 1016-1133 118 117 1025-1139 —9 12 1134-1265 132 131 1140-1264 =6 13 1266-1409 144 143 1265-1417 *1 14 1410-1567 158 157 1418-1499 -8 15 1568-1740 172 172 1500- 16 1741-1940 173 199 17 1941-2160 200 219 18 2161-2430 220 269 - 24 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis ESTABLISHMENT OF SALARY STRUCTURE Another section of this manual contains an exhaustive analysis of salary survey data upon which the salary structure for the bank and branches has been predicated® A comparison of the data collected in ^t. Louis and the data collected in the several branch cities shows that there is a relatively small dif ference between the salaries paid for comparable jobs in St® Louis, Louisville, and Memphis® The salaries paid for comparable jobs in Little Rock are consistently less than salaries paid in the other cities; however, this difference is so small that it appears desirable from the standpoint to administration to estab lish one salary structure to cover the bank and branches® Several conditions were considered in establishing the salary structure for this bank? Io = In a letter of June 17, 1947, the Board of Governors stated, ”lt is noted that the Presidents are of the opinion that pay scales for jobs at each bank should be comparable to rates paid in the respective cities by the progressive industrial, com mercial, financial and utility enterprises in those cities® It appears that they are in agreement that the Federal Reserve banks should be in line with the leaders in salary administration in their respective areas, and that, in general, the midpoint of the salary range of the respective Reserve banks should be in the next to the highest quarter bracket of the quality community rate structureo” 2® - Our analysis of salary survey data has permitted a plotting of the median of all industry rates (progressive indus trial, commercial, financial, and utility enterprises)o This plotting and those discussed below are presented on charts ap pended hereto® 3» - The data has also permitted a plotting of all industry third quartile rateso 4O - Also plotted on this chart is the line representing salaries paid in the St® Louis bank as of June 1, 1947O 5® - In a letter dated July 2, 1947, the Board of Governors stated, ’’The spread between the highest and lowest maximums and 25 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis between, the highest and lowest minimums of each of the sixteen grades should not be more than 25^" In the same letter the fol lowing tabulation was given showing the allowable salary spread under this plans Grade 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Lowest Minimum $ 1140 1260 1380 1560 1740 1920 2100 2280 2580 2880 3180 3480 3900 4300 4800 5400 Highest Minimum Lowest Maximum $ 1500 1680 1860 2040 2280 2520 2760 3060 3420 3800 4200 4600 5200 5700 6400 7200 $ 1560 1740 1920 2100 2340 2580 2820 3060 3480 3900 4300 4700 5300 5800 6500 7300 Highest Maximum $ 2040 2280 2520 2760 3060 3420 3700 4100 4600 5100 5700 6200 7000 7700 8700 9700 60 - In the same letter it was suggested that the minimums and maximums be rounded off to $60©00 annually for minimums and maximums up to ^3,600, and to $100o00 annually on minimums and max imums above that amounto 7o - In a memorandum dated May 10^ 1947, from Robert No Hilkerts Chairmans Job Evaluation Committees to all members of the Job Evaluation Committees it was statedy ’’The recommended salary grades, <> o » © © o should be (constructed) with their respective recommended minimum and maximum salaries indicated, limited to a spread of approximately 35%, rounded off in dollar units appro priate for salary administration©’’ In view of all of these considerations an experimental line was plotted on the chart mentioned above running from the all in dustry third quartile at the midpoint of grade 1 to the all indus try median at the midpoint of grade 16o An inspection and statis tical comparison of this line with common area rates and with ex isting rates within the bank indicated that the line closely — 26 — Salary range effective 2-1-49 (with mid-point adjusted to nearest $60 multiple for the purpose of salary administration). Grade 1 2 3 4 5 6 7 8 9, Management Council 10 Approval 11 12 13 14 15 16 https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Minimum Maximum Mid-Point 1320 1440 1620 1800 1980 2220 2460 2760 3060 3360 3700 4100 4600 5300 6100 7200 1800 1920 2160 2460 2700 3000 3300 3700 4100 4600 5000 5500 6200 7200 8200 9700 1560 1680 1920 2160 2340 2640 2880 3300 3600 . . "3930 4350 4800 5400 6250 7150 8450 8R-1414 OFFICE M E M 0 RAN D U M To: All Officers and Department Managers From: Personnel Date: May 23, 1957 Subject: Job Evaluation Manual, Page No® 2? There is attached Job Evaluation Manual, Page No® 27 revised to show our new salary structure which will become effective July 1, 1957® Will you please substitute this page for the present page in your Job Evaluation Manual and also change the minimums and maximums on your present job classification sheets to conform with the revised salary structure® https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis approximated a desirable rate.structure. The line so plotted permitted the establishment of salary ranges which were well within the minimum and maximum ranges authorized by the Board of Governors. Two minor modifications of this line were made - incidental to the establishment of our original salary structure on October 1, 19h7» (1) In order to establish a #,200 per annum minimum salary within the bank for full-time employees, the recommended median line was lifted slightly above the all industry third quartile point at the midpoint of grade 1. (2) In order to establish a $7,3?OO maximum salary in grade 13 (the top grade being used by the bank for evaluated jobs in the original study) the recommended median line was brought slightly below the all industry median line on the chart at the midpoint of grade 13. The following minimums and maximums of each salary grade in our salary structure are effective as of July 1, 1937. This schedule super sedes the salary structure originally established on October 1, 19h7, and amended on February 1, 19119, June 1, 1930, November 1, 1930, May 1, 1932 and January 16, 1936. SALARY STRUCTURE ST. LOUIS AND LOUISVILLE July 1, 1937 Grade 1 2 3 li 3 6 7 8 9 10 11 12 13 11 15' 16 Median Minimum Maximum Point Range 2U60 2790 2970 3180 3180 3780 11080 l;3oo 11980 31180 6100 6780 7580 83hO 9600 10770 2100 21i00 2320 2700 2910 3180 31180 3 b 00 11200 1700 3200 3800 6Ll00 7300 8200 9200 2820 3210 3120 3660 11000 1300 1700 3100 5700 6300 7000 7800 8700 9900 11100 121100 169-319 320-369 370-125 126-188 189-558 559-635 636-719 720-810 811-908 909-1013 1016-1133 113U-1263 1266-1809 1110-1567 1368-17110 1711-1910 Rev. 7-1-37 https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis - 2? - approximated a desirable rate structure. The line so plotted permitted the establishment of salary ranges which were well rd.thin the minimum and maximum ranges authorized by the Board of Governors* Two minor modifications of this line were made incidental to the establishment of our original salary structure on October 1, 1967* (1) In order to establish a $1,200 per annum minimum salary within the bank for full-time employees, the recommended median line was lifted slightly above the all industry third quartile point at the midpoint of grade 1* (2) In order to establish a $7^600 maximum salary in grade 16 (the top grade being used by the bank for evaluated jobs in the original study) the recommended median line was brought slightly below the all industry median line on the chart at the midpoint of grade 16* The following minimums and maximums of each salary grade in our salary structure are effective as of January 16, 1966* This schedule supersedes the salary structure originally established on October 1, 1967, and amended on February 1, 1969, June 1, I960, November 1, I960, and Fay 1, 1962* SALARY STRUCTURE ST. LOUIS AND LOUISVILLE January 16, 1966 Grade 1 2 3 6 6 6 7 8 9 10 11 12 13 m 15 16 Median Minimum 2660 2680 2760 29110 3180 31120 3720 6O8O 66oo 6ooo 66oo 6180 68110 77110 8790 9870 2100 2220 23110 2660 2700 2880 3120 31180 3800 6200 6800 6300 6800 6600 7500 86oo Rev. 1-16-66 https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis - 27 - Maximum Point Range 2820 29110 3180 3360 3600 3900 6300 11700 6200 5700 66oo 7100 7800 8900 10,100 11,300 169-319 320-369 370-1)25 1)26-1)83 689-668 559-635 636-719 720-810 811-908 909-1016 1016-1133 1136-1266 1266-1609 1610-1667 1668-1760 171)1-191)0 https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis All salaries and all reports to the Board of Governors concerning this program and substantiating the salary structure recommended for this bank are predicated upon this tabulation., SALARY ADMINISTRATI ON The establishment of a salary structure based upon analy sis, description and evaluation of jobs does not solve all sala ry problems® After evaluation it has been found that some em ployees are receiving salaries in excess of the maximum estab lished for the grade of work performedo It has also been found that some employees are receiving salaries below the minimum es tablished for the grade of work performed® Within the grades which have been established some salaries are at or near the min imum, some are at or near the maximum, and others are distributed between these points® Job values are dynamic rather than static. Constant re-study of jobs will result in re-evaluations of jobs which in turn will raise problems of salary administration. Not all of these problems can reasonably be anticipated. Some, how ever, are common problems for which policies can be established: GENERAL POLICY The objective of the several policies stated here is to attain maximum flexibility of administration consistent with fair and equitable treatment of each and every employee. As objective an attitude as is attainable will be maintained by all concerned with salary administration. Decisions will be governed by consid erations of the common good of the bank and its employees, and by the application of progressive management practices® No policy here stated will be blindly or rigidly followed, . nor will any policy be entirely without exception® It is the pur pose of these policies to serve as standards to be attained under optimum conditions, not as limitations upon the application of sound judgment to a particular situation® The guiding principles to be followed in applying these policies are that: 1® Equitable treatment of employees, based upon considera tions of aptitude, ability, merit, performance and length of - 2R - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis service is necessary to sound salary administration* 2. Recognition of community practices and the condition of the local labor market is a legitimate consideration in sal ary administration. 3. Any departure from standard practices in the treatment accorded any employee must be based upon close scrutiny of the facts surrounding the case, and must result from other than nor mal conditions. OVER-MAXIMUM CASES In a letter dated June 27, 1946, from Mr. Davis, Presi dent of the St. Louis bank, addressed to all employees, Mr. Davis stated, ’’Under no circumstances will salaries be reduced as a result of the completed study.” Mr. ^avis was referring in this letter to the job evaluation study. It has been agreed that where an employee is receiving a salary in excess of the maximum established for the grade of work performed, the employee’s sal ary will not be reduced as a result of the installation of job evaluation principles and practices. However, an effort will be made in time to assign the employee to a grade of work commensu rate with his existing salary, and which he is qualified to per form. Where this is done, the effect will be to bring his salary within the maximum allowed for the grade of work performed. Where this is not practical, the employee will be carried above maximum salary indefinitely. The Board of Governors recognized the necessity of this policy, and has been furnished a list of the individual cases for approval. UNDER-MINIMUM CASES At the time this program is installed, salaries of em ployees which are below the minimum established for the grade of work performed, will be increased to the minimum except in unusual cases. Such unusual cases may exist because an employee's performance is not satisfactory, change in assignment or release is probable, or if the increase, because of the amount, would create an administrative problem. In ordinary cases increases to the minimum amounting to less than $300 per annum will not be questioned for employees whose work is satisfactory. Unusual cases and other cases where the salaries are $300 or more per annum below the minimum will be reviewed individually to determine the appropriate action to be taken. - 29 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis TRANSFER A transfer of an employee from one position in a grade to another position (involving somewhat different duties) in the same grade, will not in and of itself be a basis for any increase or decrease in salary; however, an adjustment may be made if it is otherwise merited. PROMOTION A promotion of an employee from a position in one grade to a position in a higher grade will be accompanied by an in crease to the minimum salary established for the higher grade if the employee had previously been earning a salary below such min imum. Under similar circumstances, if an employee had been earn ing a salary in excess of the minimum for the grade to which the employee is promoted, the employee may be given a salary increase, the amount of the increase depending upon the recommendation made by the department manager and officer recommending the pro motion and with the approval of the officers’ personnel commit tee. UPWARD JOB RE-CLASSIFICATION It is to be anticipated that jobs will periodically be re classified as a result of changes in function or volume, or as a result of periodic desk audits. In the event a job is classified upward into a higher grade, a supervisory determination will be made as to whether the incumbent of the job should also be re classified upward with the job, or whether the incumbent should be transferred to some other job and the re-classified job in the higher grade be filled with some other employee considered more competent and deserving of promotion than the incumbent. In the event the incumbent is re-classified upward with the job, the same salary administration policy will apply as for promotion. DOWNWARD JOB RE-CIASSIFICATION In the event a job is classified downward to a lower grade, - 30 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis a supervisory determination must be made regarding the classi fication of the incumbent of the job. In the event the indi vidual is re-classified downward with the job, no change in salary will be effected if the incumbent's present salary is below the maximum for the grade to which the job is reduced. If, as a result of re-classification, the employee's salary is found to be above the maximum for the grade to which the job is re-classified, the employee's salary may be reduced to that maximum. PE-ASSIGN^NT FAULTING IN DOWNWARD RE-CLASSIFICATION In the event of an approved supervisory recommendation that an employee be re-assigned from a job of higher grade to a job of lower grade for the convenience of the bank, such re-assignment will not normally be accompanied by any reduction in salary if the employee's salary is below the maximum of the grade to which he has been re-assigned. If the employee's salary is above the maximum of the grade to which he has been re-assigned, it may be reduced to the maximum of that grade. DEMOTION FOR CAUSE In the event of an approved supervisory recommendation that an employee be demoted for cause from a job of higher grade to a job of lower grade, a salary reduction may be made, dependent upon the circumstances of the case, whether the employee's salary is above or below the maximum of the grade to which demoted. Rev. 2-1-49 - 31 - 8H-1414 OFFICE MEMORANDUM To: All Officers and Department Managers From: Personnel Department Subject: Job Evaluation Manual Page No. 32. Date: November 1, 19% There is attached Job Evaluation Manual Page No. 32, which has been revised effective November 1, 19%. Will you please substitute this page for the present page in your Job Evaluation Manual. https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis MERIT REVIEW The bank recognizes the principle of merit as a primary basis for salary administration. A formal merit review plan has been developed and is fully explained in the Supervisor’s Merit Review Manual. The purpose of a merit review is to objectively appraise each employee period ically to determine and record the degree of proficiency at which he is performing his duties and the extent to which he has developed capacities for accuracy, skill, leadership and other qualities. The completed merit review form will become a permanent part of the employee’s personnel record and will be carefully consi dered whenever salary adjustments or other personnel action is contemplated. MERIT INCREASES The salaries of all employees will be reviewed semi-annuallyj in May for adjustments effective July 1 and in November for adjustments effective January 1. The salary review form will be prepared by the Central Tabulating Department and distributed by the Personnel Department. Department managers and officers will make recommendations for employees in their departments in salary grades 1 through 11 to be submitted to the Personnel and Welfare Committee and the Board of Directors for approval. The senior officers will make recommendations for employees in salary grades 12 and above to be submitted to Management Council and the Board of Directors for approval. Ordinarily salary adjustments will be made only at the time of the semi-annual review. However, interim adjustments may be recommended between the semi-annual review dates in the case of promotion or when other circumstances are believed to warrant such action. The midpoint of the salary grade rounded off for salary administration pur poses, is the normal salary which the bank expects to pay a satisfactory experienced employee. It is not contemplated, however, that the salaries of all satisfactory employees be raised to the midpoint immediately but that employees will obtain the normal salary within a reasonable length of time through periodic recognition of progress. Adjustments may be recommended above the midpoint of a salary grade in cases where above average job performance is demonstrated. The area between the third quarter point and the maximum of a salary grade is reserved for employees who have demonstrated outstanding performance, well above that of the employee considered to be merely above average. Factors such as exceptional skill, accuracy, large volume production, versatility, administrative leadership, acceptance and execution of responsibilities beyond that normally expected for acceptable or above average performance on the job, are guides for such determinations. No single factor should be the sole determinant. Overall job performance, attitude, interest, and cooperation should all be considered. -32- Rev. 11-1-56 https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis MT REVIEW The bank recognizes the principle of merit as a primary basis for salary administration. A formal merit review plan has been developed and is fully explained in the Supervisor’s Merit Review Manual, dated May 1^ 19^8* The purpose of a merit review is to objectively appraise each employee period ically to determine and record the degree of proficiency at which he is performing his duties and the extent to which he has developed capacities for accuracy, skill, leadership and other qualities. The completed merit review form will become a perma nent part of the employee’s personnel record and will be carefully considered vhenever personnel action is contemplated. In order to minimize the influence of salary recommendations on the objectivity of the merit review, the salary review and merit review periods will not coincide. ’.TRIT INCREASES The names of all employees in grades 1 through 11 will be reviewed semi annually for salary adjustment purposes. The salary reviews, which will be sched uled on six month anniversary dates, will be prepared and distributed by the Personnel Department. The manager of the department to which the employee is assigned and the officer in charge will make recommendation, which will be submitted to the Officers’ Personnel and Welfare Committee for approvals The names of all employees in grades 12 and above will be reviewed for salary adjustment purposes at such annual or semi-annual periods as may be determined from time to time by management* Ordinarily no salary increases or decreases will be given at other than sched uled time of semi-annual or annual review unless a job is reclassified or the employee is promoted or demoted. When unusual circumstances are believed to warrant, a special recommendation may be submitted for consideration. The midpoint of the salary grade rounded off for salary administration purposes, is the normal salary which the bank expects to pay a satisfactory experienced em ployee, It is not contemplated, however, that the salaries of all satisfactory employees be raised to the midpoint immediately but that employees will obtain the normal salary within a reasonable length of time through periodic recognition of progress* Adjustments may be recommended above the midpoint of a salary grade in cases where above average job performance is demonstrated* The area between the third quarter point and the maximum of a salary grade is reserved for employees who have demonstrated outstanding performance, well above that of the employee considered to be merely above average. Factors such as ex ceptional skill, accuracy, large volume production, versatility, administrative leadership, acceptance and execution of responsibilities beyond that normally expected for acceptable or above average performance on the job, are guides for such determinations. No single factor should be the sole determinant. Overall job performance, attitude, interest, and cooperation should all be considered* Recommendation for salary adjustment above the midpoint of the salary grade will be considered by the Officers’ Personnel and Welfare Committee or Management Council, as the case may be, when, in the judgment of those responsible for making salary recommendations, an employee is performing an above average or outstanding job on his current assignment. . l-l-£6 Digitized for Rev FRASER https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis - 32 - INCREASES BEYOND ESTABLISHED MAXIMUMS It is anticipated that consideration of salary increases beyond established maximums will be the exception rather than the rule. Such increases will require the prior approval of the Management Council and will be subject to such rules and regulations as may be issued by the Board of Governors. SUB-MINIMUM SALARIES No employee will be employed at a salary below the mini mum established for the grade of work performed. SALARIES OF PART-TIME EMPLOYEES A part-time employee will have his salary computed on a pro-rata basis for the grade of work performed6 Merit in creases may be given to part-time employees upon certificat ion of merit by a department manager and officer in charge and approval by the Officers’ Personnel Committee. SALARY SURVEYS Each year a salary survey will be conducted to provide a basis for comparing the salary structure of the bank with going rates in the community. Such surveys may be made more frequently if deemed desirable by the Officers’ Personnel Committee. The Officers* Personnel Committee will review results of such survey data and will recommend to the Manage ment Council such revision of the salary structure of the bank as may be deemed warranted. Rev. 2-1-49 https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis - 33 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis APPENDIX I The appended Reference Manual for Job Analysts was dis tributed upon completion of the training described in the sec tion of this manual entitled ’’ANALYSIS.” This manual served as a guide for analysts throughout the evaluation study. No additional forms or questionnaires of any kind were used in this study. - 34 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis REFERENCE MANUAL FOR JOB ANALYSTS -------- 0 --- ------- PUBLISHED BY ST. LOUIS FEDERAL RESERVE BANK FOR USE OF JOB ANALYSTS IN THE BANK AND ITS BRANCHES JULY 3, 1946 - 35 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis SECTION I INTRODUCTION This manual has been developed for the use of job an alysts who are engagedin the Job Evaluation Program, It contains a resume of information which was discussed in the training pro gram conducted in the St, Louis bank between June 10 and July 3, 1946, and in addition contains a list of standard task de scriptions for guidance in writing job descriptions. It is not intended that the suggestions included in this manual for procedures or methods shall be considered arbi trary or final, In the day to day tasks of job analysis each analyst will meet situations which are not covered by this manual. Also, the job analyst will meet situations where the suggestions contained in this manual are not practical or appro priate. One of the characteristics of an analyst must be the ability to adjust himself to new and difficult situations and to solve those situations as they arise. Therefore, this manual is at best a guide-post on the path which the analyst must tread and should be considered as such. The consultant who has been engaged by the bank to plan and supervise the Job Evaluation Program will always be available for consultation on all problems of such an unusual nature that the analyst does not feel that the guide-post sugges tions offered in his manual are sufficient to indicate solutions. This manual concerns itself solely with the methods and procedures of job analysis and job description. Later addi tions to this manual will include the processes of job evaluation and establishing wage structures. Since the immediate problem is to obtain adequate job descriptions, evaluation will be mentioned in this manual only from the standpoint of general definition in connection with the overall program, but not in respect to meth ods and procedures. SECTION II BACKGROUND OF PROGRAM Appendix A to this manual is a copy of a memorandum dated May 27, 1946 sent by Mr. Davis to all officers, department managers and assistants for the purpose of initially advising them of the inception of the Job Evaluation Program. Appendix B is a copy of a letter dated June 27 sent by Mr. Davis to all employees of the St. Louis bank for the same purpose. - 36 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis These two appendices briefly describe the program, indicate the history, intent and extent of the program and out line generally the methods and procedures to be followed. All analysts should be familiar with these appendicies. A job evaluation program includes compiling job de scriptions, classifying jobs, determining the relative values of respective jobs and establishing a wage structure based upon job values. Analysts will be concerned only with compiling job descriptions. A number of benefits will be derived from successful job evaluation. First and foremost a fair and equitable wage structure can be developed, one vhich involves the principle of equal pay for equal work. In order to obtain this benefit, the jobs in the bank will be evaluated not only one against another so that each employee will feel that he is being appro priately paid for the effort he expends but will also be eval uated against similar jobs in banking, commerce, industry and federal agencies in the St. Louis and Branch areas. In addition, as a result of writing adequate job descriptions we may reason ably anticipate that we will have a basis for better selection of employees, for more intelligent transfer of employees, for a sounder promotion system, a better basis for judging the appro priateness of recommended merit salary adjustments, a better basis for developing departmental and overall training programs, generally better personnel administration and improved super vision. Employees generally should be better satisfied if they feel that their wages have been based upon a complete, accurate and fair evaluation of their duties and responsibilities and to that extent employer-employee relations within the bank and its branches should be improved. In addition to the distribution of information indicated in the appendices mentioned, individual meetings have been held in the St. Louis bank with each department manager and his super visors for the purpose of thoroughly advising them regarding the program and to enable them to answer questions of individual employees which may arise regarding the program. Similar meetings are planned for the Branches. In addition analysts have received intensive training in the techniques of job an alysis interviewing and writing job descriptions. The success of this program at this stage rests largely upon the extent to which the analysts have absorbed the training offered and upon their ability to analyze and describe jobs and to enlist the assistance of department managers and assistants in the program. - 37 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis SECTION III DEFINITIONS An understanding of certain terms is necessary to proper job analysis<> Definitions of these terms are given here in the sequence in which they are usually used in a Job Eval uation Program rather than in alphabetic order. I. Job—’The current duties and responsibilities assigned or delegated by competent authority to one employee. 2. Job Class—-A group of jobs sufficiently similar as to responsibilities and duties and delegated or as signed authorities to warrant the same approximate pay, the same job title, the same minimum qualifica tions for performance and the same objective tests to determine qualifications. 3. Job Classification—The process of determining job classes o 4. Job Analysis—A study of the current duties or respon sibilities assigned or delegated by competent authority to one employee including methods, working conditions and the organizational relationships of the job. 5. Job Description--A written detailed summary of the re sults obtained from job analysis. 6. Job Specification—A written statement of the minimum qualities, abilities and characteristics required to perform a given job in a standard manner. 7. Job Evaluation—A systematic consideration and arrange ment of classes of jobs by their relative value to the organization. 8. Job Evaluation Program—The process of establishing a systematic arrangement of classes of jobs by their relative value to the organization. 9. Pay Determinants— The factors which determine the pay received by an individual are conditioned by the capacity of the individual, the interests of the individual and the opportunities of the individual. 10. Interview—A controlled conversation between two or more people for the purpose of giving or receiving cer tain information. - 38 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis 11. Scientific Management--Management based upon objective analysis of the factors of work and control of the factors. 12. Structural Chart—A graphic presentation of the informa tional and authoritative relationships between the jobs existing in a given organization. 13. Functional Chart—A graphic presentation of the organiza tional units which have been established to fulfill the purpose of the organization and a statement of the general activities performed in each organiza tional unit which supports, leads to or assists the total purpose of the organization. 14. Task—A component or element of a job usually comprised of one duty or responsibility or one delegation or assignment or authority. 15. Objective—A scientific approach in which personal attitudes, opinions and interests are excluded and an activity is viewed impersonally and without respect to the individual performing the activity. 16. Subjective—The natural inclination of individuals to view activities in the light of their own attitudes, prejudices and emotional background. 17. Supervision——(The following definitions of supervision are given in respect to the supervision received. The definitions therefore characterize the type of supervision received by an employee rather than the type of supervision which he may in turn exercise.) (a) Administrative supervision——Receives gen eral orders or instructions which require the making or recommending of policy. (b) General Direction—Receives one time orders based upon established policy and works out own methods and proce dures. - 39 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis (c) General Supervision—Receives continuing supervision based upon established policies and procedures and has work periodically checked,, Is required to interpret procedures rather than policies* (d) Immediate Supervision—Receives specific instructions and training in proce dures and methods and is generally not required to interpret procedures or methods or make decisions. SECTION IV QUALIFICATIONS OF THE JOB ANALYST A successful job analyst must possess certain qualities which will aid him in performing his duties. He should have a general fund of job knowledge which will enable him to formulate suggestions about a job and detect obvious errors and gaps in the information received. He should bring an objective attitude to his duties eliminating insofar as possible any partiality which may arise from his own interests, prejudices or characteristics. He should be diplomatic and tactful. The job analyst is fre quently confronted with conditions requiring the utmost tact for successful completion of an interview. He should develop and use tactful and considerate phraseology in placing his questions and should be careful to comment about any phase of the job only in terms which will not give offense or raise inappropriate questions in the mind of the interviewee. A job analyst must be friendly at all times and have a genuine interest in the people whom he is interviewing. Such friendliness will enhance his ability to give and to obtain information. A genuine attitude of friendliness will aid the analyst in understanding people and the personal characteristics which they possess. The analyst must have patience, for obtaining job in formation is frequently a tedious and painstaking task. In this connection, while the Board of Governors is urging the completion of this program at the earliest practicable date, it should be emphasized that completeness and accuracy in job descriptions are of paramount importance; in other words, the quality of the work - 40 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis done is immeasurably more important than the volume or rate at which the work is done. A job analyst who submits only one satisfactory job description per day will be doing a far supe rior job to the analyst who submits six unsatisfactory descrip tions in a day® The job analyst must carefully plan his work and must develop resourcefulness to meet situations where the developed plan, due to circumstances beyond his control, cannot be ex ecuted. Finally the job analyst must be alert and develop the ability and habit of observation. SECTION V INTERVIEWING TECHNIQUES The basis of all job study is interviewing. Each an alyst must develop an interviewing technique which will enable him to obtain all information about every job he studies. The following check list is offered as a guide to analysts in devel oping a successful interviewing technique? 1. Plan the interview. Know in advance what job you are to study, what itsorganizational and functional status is and have a list of general questions which will aid you in obtaining the desired information. 2. Establish rapport. Allow a little time for general discussion. Try to get to know the interviewee and try to establish in his mind the feeling that he knows you. Don’t rush the initial stage of the interview. Give the interviewee time to organize his thoughts. Try to estab lish a basis of mutual understanding. 3. Make the purpose of your interview clear. State specif ically why you have sought this interview and what you expect to obtain from it. Do not take for granted that the interviewee knows your purpose. 4. Get the interviewee to talk. Try to phrase your ques tions in a way that something more than yes or no an swers must be given. Show an interest in what is said. Encourage a talking attitude by adopting a listening attidude. . 41 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis 5, Control the interview,. Keep the interviewee on the subject. Pursue a given line of thought until you feel you have all the information required; then ask ques tions exploring other lines of thought. However, do not attempt to dominate the interview to the extent that the interviewee feels that he may not talk freely or to the extent where you put words into the mouth of the inter viewee which may not be words properly describing his job. 6. Stimulate thought. Ask thought provoking questions. Try to get the interviewee to think about the sequence of the processes in his job, about what he does daily, weekly, monthly, etc. 7. Verify answers by restatement. Try to make the informa tion obtained as accurate as possible by checking and rechecking a point which may be vague or indefinite on first statement. 8. Summarize the information. Restate the outline of the job to the interviewee and request him to check you on your restatement and make any modifications which appear desirable. 9. Close on a friendly note. In almost every case you will be returning to the interviewee at some later time, whether for additional information or to get him to re view your written job description. Therefore, try to leave the door open for a friendly return. 10. Listen and observe. Frequently an interviewee may not be able to express "himself well or if rapport has not been sucessfully established he will not speak freely. Many interviewees will show a tendency to describe only those portions of their jobs which they consider impor tant or which are of interest to them. Observe the working space and the tools and equipment used. Listen for indications in the interview that there are other things done than have been described. Be especially careful in closing the interview that the interviewee does not show an inclination to continue to talk and to tell you more about his job. It not frequently happens that the most vital information is withheld during the body of an interview and does not come to light until the interviewee suddenly realizes that you are about to conclude the interview. — 42 — https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis SECTION VI FLOW OF WORK The flow of work of the job analyst will be the same in the Branches as in the St. Louis bank. First of all struc tural and functional charts must be obtained for all depart ments. Planning schedules of work and planning individual inter views will each be based first upon a study of the structural and functional charts. After charts have been carefully studied and a determination has been made about which department is to be selected first in which to make job analysis, consult the super visor of the department. Review the charts with him and obtain from him a general idea of the flow of work in the department. Arrange a time schedule with him so that interviews can be held at such times as will least disrupt the work of the department. Obtain an introduction to interviewee where possible, making an appointment through the department manager, or supervisor, in advance. Write the job description as soon after the interview has taken place as possible. Review the descriptions with the employee, his supervisor, his department manager and his officer whenever possible and obtain concurrence from each in your com pleted description. It is recommended that these reviews be held individually rather than jointly. After a job description has been approved by the employee and other levels of supervision concerned it should be directed to Mr. J. K. Gerdel for technical review. It may not infrequently happen that job descriptions will be returned to the analyst with recommendations for revi sion or questions concerning the clarity of certain statements. Whenever a job description is revised to increase clarity or to change a form so it may be more conveniently used in evaluation it should again be coordinated with the employee and with all levels of supervision concerned. SECTION VII CHARTS Appendix C is a typical functional chart. It does not have respect to individuals but outlines the general purpose of units, sections and departments. The following rules should be observed in preparing functional charts: - 43 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis (a) The subject of sentences should be implied, should be singular and sentences should be written without subjects. (b) Each function should oe listed by number, separately and stated in the fewest words possible. (c) Functional statements should include general purposes only and should not include usually specific activities. (d) Repetition should be avoided to the greatest extent possible. (e) A good general rule to follow in siting func tional statements is to be as brief as you can and still maintain clarity. structural charts? (a) Structural charts are constructed on a pyram idal basis with the top job placed at the top and the lines of authority and management flowing downward. (b) There should be one box for each type or class of job. More than one employee may be indi cated in any box where a group of employees perform the same type or class of duty under the same supervision. (c) The title of the job should be placed at the top of the box. (d) Each individual in a box should be numbered. (e) The names of each individual assigned should be included in the chart. (f) Secretaries and receptionists should generally be directly related to the highest authority they serve. Where a secretary or receptionist serves only the top authority the relationship is usually indicated by a straight line running from the side of the authority’s box to the - 44 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis box for secretary. Where the secretary or receptionist also serves others in the depart ment the relationship is usually shown by a horizontal line connecting with the vertical line flowing from the topmost authority to the next lowest level of supervision. (Appendix D is a typical structural chart). SECTION VIII WRITING THE JOB DESCRIPTION Appendix E is a copy of Form A which will be used for the final draft of all job descriptions. The following rules will be observed in writing job descriptions? 1. No page number will be noted. 2. The name of the bank or Branch will be placed in the designated space. 3. No date will be placed on either of the date lines in dicated on the form. 4. The department will be indicated in the approximate space. 5. The present assigned title of the incumbent will be placed in the space provided for the title of position. 6. Where a different title appears desirable a recommended title will be placed under the present assigned title in the same box. 7. No maximum annual salary will be stated. 8. The first statement under “description of work” will be a general description giving overall picture of the job performed. This statement will always begin with a description of the type of supervision received on the job. 9. In writing this general statement use a paragraph indenta tion of ten spaces from the lefthand margin. To the ex tent practicable the righthand margin will coincide with - 45 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis the vertical line in front of the box "maximum annual salary." All lines other than those beginning paragraphs will have their lefthand margin approximately one space from the lefthand double vertical line. 10. A double space will be used between all paragraphs. 11. Individual tasks will then be listed. Each task will be numbered and the same indentations and spacing instruc tions will apply to tasks as were set forth for the summary statement. 12. The percentage of time spent on each then will be noted in the righthand marginal space (that space below the notation "maximum annual salary".) The total percentages allotted to all tasks will always equal 100%. (In arranging the percentages the cycle concept will be ap plied to each job. The interviewee will be encouraged to think in terms of daily,weekly, monthly, etc. duties and this thinking will enable the interviewee to more accurately estimate percentages of time spent on each task.) 13. At the beginning of each job description which includes stenographic or typing duties a separate notation will be made regarding the per cent of time spent on steno graphic duties (including both taking dictation and transcribing it) and typing. This statement will be centered at the bottom of the description, the per cent will immediately follow the statement "stenography or typing" as the case may be, and the percentage will not be included in the 100% figure at which we should arrive when adding all task percentages. 14. One original and one carbon copy will be required by Mr. Gerdel. Branch banks will need at least two addi tional copies. The copies at the Branch banks are to be retained by the analyst for reference purpose until final approval of the Board of Governors is obtained. At that time one copy held by the analyst at the Branch bank will be delivered to Personnel for filing reference purposes and one copy will be delivered to the department head for administrative purposes. - 46 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis SECTION IX CHECK LIST There are no standard methods nor standard questions which may be applied to all jobs. The initiative and resource fulness of the analyst will largely determine the amount of information obtained about any given job. There are certain minimum informations or key points which should be checked in relation to any job study. The following check list is not in tended to be all inclusive; it is intended only to serve as a guide to the analyst regarding certain essentials of jobs whicn should be checked in studying them to assure that the information obtained is sufficiently complete to insure a proper job descrip tion. 1. By whom is the employee supervised and in what degree. 2. Whom does the employee supervise (how many and what type of employee.) 3. What is the principal duty. 4. What is the cycle of activity (daily, weekly, semi monthly, monthly, quarterly, semi-annually, annually and other periodic days.) 5. What is the relation of the activity to other activities (what is the process or flow of work.) 6. What equipment is operated (adding machine, typewriter, multigraph, proof machine, bookkeeping machine, key punch equipment.) 7. What are the working conditions (are they confining--physically arduous, involving operational hazards, requiring travel and appreciable time away from home, or requiring unusual hours of work.) 8. What is the level of activity at which the employee operates (routine, makes decisions and interpretations, deals with public.) 9. What percentage of total time is spent on each task. 10. What percentage of time is spent on typing or stenography. - 47 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis SECTION X DO’S AND PONTAS In so brief a manual as this it is not possible to set forth all the rules, procedures, recommendations and suggestions that have been covered in the training sessions. To do so would make this manual bulky and unusable,. Summarized below are a few of the do’s and dont’s which the analyst should bear in mind at all timeSo Do’s lo Attempt to gain confidence in the initial stages of an interview by a smile or a handshake. 2O The weather is always a good topic for opening a conver sation,, So People are always interested in telling others about their jobs. 4. People will be interested in this program. something about it. 5. Look and listen. Give your full attention to the inter viewee and his place of work. 6. Watch the end of the interview for additional leads. 7. Make appointments. Give employees an opportunity to clear their desks and give you their full attention. 8. Meet any questions regarding salary adjustments squarely. If an employee wants to know what will happen if his job is evaluated below his present salary tell him that such instances will probably be few, and when they do exist he will not receive any reduction in pay. Over a long term he may be transferred or he may receive added duties to bring his job in line with his salary status. Empha size that if he gives you full and accurate information about his job, in all probability his responsibilities and the complexity of his duties will at least justify his present salary. 9. Where possible, attempt to describe a given task in one sentence. - 48 - Tell them https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis 10* Be specific* ical. Indicate whether work is manual or mechan Dont’s 1. Don’t permit your own attitudes and prejudices to effect the information you obtain from the interviewee* 2. Don’t hurry your interviewo Emphasize completeness and accuracy rather than the time element,, 3. Don’t use certain general terms such as« handles, as sists, maintains, possesses, etc* unless you qualify them in such a way that they have specific and clear meaning* 4* Don’t guess or assume you know what the employee is talking abouto Make him be specific and describe what he is doing so that you are satisfied you have the proper and necessary information* 5* Don’t enter into a discussion with the employee regarding the value of his job* Be objective in studying the job so an accurate description can be written* Advise the employee that you are interested solely in description not evaluation* 6* Don’t make your own estimates or percentages of time spent on each task* Assist the employee in this com putation but let him make it his own* 7* Don’t let too much time elapse between the interview and the writing of the job description* The sooner the job description is written the more accurate it is likely to be. 8. Avoid repetitions in writing job descriptions to the greatest extent practicable* Boil down and re-write* Say it in the fewest words possible and still maintain clarity and accuracy* 9* Don’t include detail which is not important* rather than detailed* 10. Be specific Don’t submit a final draft until you feel certain in your own mind that it is a complete, fair and accurate descrip tion of the job* - 49 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis SECTION XI STANDARD TERMINOLOGY To the extent practicable, terminology used in describ ing jobs and tasks should be standard for all analysts. Stand ard terminology will permit more accurate comparisons of jobs and tasks and will lead to better evaluation. Therefore, when ever possible, standard terminology should be used in preference to some non-standard wording. However, analysts are cautioned not to sacrifice com pleteness or accuracy in description in order to obtain stand ardization. If the terminology suggested below does not com pletely, accurately and exactly describe the task, do not use it. The suggestions offered below are indicators and guides only. Where a modification of a suggested statement will better describe what is done, such modification should be made. Where no suggested statement describes the task, a new statement must be constructed. Those suggestions are intended to be in no way limiting; it may frequently be desirable to combine two or more of these statements to describe one task. Completeness and accuracy must be the first consideration of the analyst—stand ardization is secondary and will frequently result from complete ness and accuracy. The task statements are grouped by general classes of jobs, the general classes being listed alphabetically. No at tempt has been made to indicate evaluation or level of authority in the grouping of these task statements. 1. Accounting jobs Receives cash (check) collections. Receives vouchers by stamping and initialling, Receives and distributes salary checks. Manually posts ledgers. Takes trial balances. Verifies statements of accounts by comparing with ledger entries. g. Assigns account numbers. h. Segregates, distributes and manually records expense allocations. a. b. c. d. e. f. - 50 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis i. Examines for completeness* j. Manually posts information affecting pay status to salary cards. k. Approves by initialling. 1. Reviews to detect errors, applying experi ential criteria* 2. Adding machine operator a. Operates listing and (or) adding machines. b. Verifies statements by adding appropriate ledger entries. c. Totals entries to vouchers. d. Adds posted entries to determine totals. 3. Bookkeeping Machine Operator a. Operates bookkeeping machine to bill, reg ister, invoice, journalize, list or receipt. b. Types entries to ledger or journal from vouchers, requiring little or no judgment as to the proper entering of information or figures. c. Types on bookkeeping machine, checks vouchers or copies requiring calculation of amounts to be entered and selection of appropriate in formation from basic records. d. Makes entries and extensions on bookkeeping machine, reconciling each extension and total posted by using totalizer or column accu mulator. e. Types statement on bookkeeping machine, ver ifying statement total against ledger account total. 4. Calculating machine operator a. Operates comptometer (or other non-listing computing machine) calculating sums, includ ing mechanical addition, subtraction, multi plication, division or any combination of these. - 51 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis b. Following computation, manually enters cor rect figures on basic data, such as totals or percentages. Co Verifies totals obtained by manual or mechan ical means by recomputing figures on comp tometer (or other non-listing computing machine)o 5. Clerk a. Performs simple routine duties such as sort ing cards alphabetically or numerically. bo Opens mail, using hand slitter (or mail open ing machine). c. Affixes postage to mail in predetermined amounts• d« Determines proper amount of postage and affixes to mail. e. Places addressed envelopes in tube for deliv ery within banko 6. Correspondence Clerk a. Composes correspondence, basing it on knowl edge of precedents, regulations or established procedure. bo Dictates correspondence. c. Composes routine letters of transmittal, acknowledgment, authorization or instruction. d. Selects and fills out on typewriter various correspondence forms. e. Composes routine letters and notices of a standard nature in which the facts are clear and the action to be taken is dictated by precedent. f. Reviews outgoing correspondence for errors in form, punctuating, grammer, spelling and address. g. Signs own correspondence. h. Submits correspondence to supervisor for review and signature. i. Follows customary form and wording. j. Types own letters. k. Selects appropriate wording from a variety of standard terminologies. - 52 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis 7. Duplicating equipment operator a. Operates mimeograph (multigraph, addressograph, multilith, photostat, blue-print machine, etco) reproducing memoranda, letters, circulars, etc® b. Makes minor repairs to equipment. c. Sets up machine, placing stencils, plates, etc. in machine. d. Obtains proper register. e. Inks machine. f. Checks runs periodically to determine that imprint is satisfactory. g. Sets type by hand (or machine) h. Requisitions supplies of paper, ink, etc. i. Mixes developes and baths. j. Develops and fixes prints. k. Operates varitype machine, typing from pre pared copy. 1. Assembles duplicated copy in proper sequence and staples (or otherwise binds). 8. Elevator operator a. b. c. d. e. f. 9. Operates self - levelling elevator. Operates manual (freight) elevator. Acts as relief operator on public elevator. Makes continuous routine runs. Answers call-bell only. Assists in moving heavy equipment on to and off of elevator. Examiner a. Conducts assigned field investigation and surveys to determine compliance with existing regulations. b. Examines records to secure information indica ting solvency and extent of reserves. c. Writes reports summarizing financial condition, d. Investigates obscurities or irregularities, submitting results of investigation in writing. 10. File Clerk a. Assorts mail and records numerically or alphabetically for distribution and filing. - 53 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis b. Files correspondence alphabetically (numer ically) . c. Codes correspondence numerically according to established system. d. Date stamps correspondence. e. Searches files for correspondence by name (or subject or number). f. Assorts and verifies addressograph plates. g. Files by subject matter, correspondence already having been coded. h. Determines subject under which matter is to be filed. i. Prepares charge-out slips. j. Calls individual to whom correspondence has been charged to obtain its return. k. Files Kardex (Acme, Linedex) cards (or strips) (or Vertical Cards). 1. Removes file copy from correspondence prior to mailing. m. Files loose-leaf sheets, removing and destroy ing obsolete or replaced sheets. n. Reads incoming correspondence to determine proper distribution. o. Purges files of old and useless papers in accordance with established policies. p. Mends damaged papers. q. Types tabs for new folders. r. Staples or clips material to file, arranging chronologically. s. Types slips for tickler files, checks tickler files daily, pulls indicated correspondence and routes appropriately. 11. Fireman Stokes furnaces with shovel (or mechanically), Removes ashes with shovel. Makes minor repairs to furnace or boiler. Keeps boiler and boiler room in clean condi tion. e. Maintains steam pressure. f. Lubricates pumps, motors and stoker equipment, g. Packs pumps. a. b. c. d. 12. Guard a. Maintains order. - 54 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis bo Directs traffico Co Offers information to public upon request. do Operates door mechanisms to permit entry or to prevent entry. eo Puts up and takes down flago fo Stands guard to prevent illegal entry. g. Inspects area for fire hazards. 13o Janitors and Charwomen a. Cleans, using soap, cloths, brushes and chemical compounds. b. Scrubs. c. Sweeps and dusts. d. Operates hot air (hot water) (steam) heating system, stoking furnace manually. e. Makes minor repairs to building and sanitary facilities (where the services of a journey man mechanic or licensed engineer are not re quired) O fo Moves desks and furniture, mail sacks and other heavy objects. g. Waxes and polishes floors and furniture man ually (with electrical waxer and polisher). h. Washes windows (using safety belt for outside windows). i. Empties waste receptacles. j. Fills dispensary equipment with paper towels, etc. k. Mops floors. 14. Kitchen Workers a. Bakes bread, cakes and pastries, mixing doughs to standard formulas. b. Cuts meats, fish and poultry. c. Requisitions and issues foodstuffs. d. Reviews available foodstuffs and determines items (and prices) to be placed on menu. e. Types stencils for menus. f. Cooks (bakes, broils, boils, fries) food, using time and seasoning based upon experience. g. Cuts (chops, slices) vegetables and fruits and assembles into salads and serving portions. h. Peels (dices, slices, etc.) vegetables prior to cooking. - 55 — https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis i. Washes (dries) dishes and silver. j. Cleans pots and pans, using steel wool, brushes and strong chemicals<> k. Makes sandwiches. I. Makes coffee (in urn) (in silex) using pre pared portions. m. Serves portions of food at cafeteria counter. n. Serves portions of food at tables. o. Carries trays of clean dishes and silver to serving positions. p. Removes used dishes and silver from tables, wipes tables clean and carries dishes to kitchen for washing. q. Sets services at tables. r. Computes amount owed by customer by mentally calculating cost of each item on tray, accepts money and returns change. 15. Messengers a. Receives and dispatches pneumatic tube car riers. b. Distributes and collects mail. c. Carries messages as directed. d. Date stamps mail received. e. Opens envelopes by slitting manually (or by machine slitter). f. Answers call bells. g. Stuffs and seals envelopes. 16. Personnel Clerks a. Manually posts (computes) time records. b. Consolidates basic information into periodic reports, verifying accuracy of completed figures. c. Transcribes data from application forms to personnel records manually (with a typewriter). d. Manually posts assignment changes. e. Photographs and finger-prints. f. Types routine form letters, using standardized phraseology. 17. Secretaries a. Takes in shorthand (or on a dictating machine), and transcribes dictation of routine and con fidential nature. - 56 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis b. Takes down telephone conversations in short hand and transcribes when requested. c. Types correspondence of own composition, using; phraseology dictated by experience with of ficer. d. Receives callers; furnishes information when practicable and arranges interview with of ficer. e. Receives telephone calls, furnishes informa tion when practicable or notifies officer that caller is ready on telephone. f. Places local and long distant telephone calls for officer, notifying him when party is ready to speak. g. Calls other officers and department managers, arranging conferences for officer. h. Keeps appointment schedule for officer, no tifying him of appointments. i. Files correspondence alphabetically and by subject matter, scanning material to deter mine appropriate subject. j. Assembles correspondence from alphabetical and subject files in such order that officer can readily obtain desired data from file. k. Receives correspondence for officer, obtains and attaches file copies and personally de livers to officer. 1. Files and maintains currently in loose-leaf binders regulations, laws and other adminis trative and instructural materials. m. Performs personal services for officer, such as, obtaining hotel and travel reservations, tickets, and other routine semi-official duties. 18. Statistical Clerk a. Collects, compiles, verifies, analyzes and consolidates statistical data from basic records. b. Computes totals, averages, percentages, etc. c. Draws charts graphically presenting relations indicated by computed data. d. Dictates or manually writes reports describ ing statistical data and computations in narrative form. - 57 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis e. Applies statistical techniques of advanced nature to economic data to obtain indications of economic trend0 19. Stenographer a. Takes dictation in shorthand and transcribes on typewriter. b. Takes rapid dictation, such as telephone con versations and conferences. c. Takes technical dictation, involving a large number of unusual terms (such as medical or legal). 20. Stock Clerk a. Receives, checks for quantity and correctness of item, records, stores and issues supplies. b. Takes periodic inventory, actually counting items in stock and noting supply on hand on stock record form. c. Acknowledges receipt of supplies by signing shipping tickets. d. Obtains signature of individual requisition ing supplies. e. Posts accounts of stock from shipping tickets and requisitions to perpetual inventory forms. f. Assembles diverse supplies requested On a requisition, and routes. g. Places incoming stock on shelves or in cab inets. h. Manually fills in order request form when stocks reach predetermined minimum. i. Delivers requested supplies, using hand truck. 21. Telephone operator a. Operates automatic multiple switchboard. b. Checks telephone bills against toll-call forms. c. Checks telephone bills against toll-call forms and obtains additional forms when re quired. d. Receives incoming calls, plugging in to prop er extensions. - 58 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis e« Furnishes information to telephone callers when requested. f. Transfers calls from one extension to another upon request. g. Plugs in auto-call upon request keeping memo on proper routing of reply. h. Manually enters in switchboard telephone di rectory extension changes and home telephone numbers of officers and department managers. 22. Transportation Clerk a. Selects and recommends routes and modes of travel. b. Obtains rail and airline reservation and tickets. c. Obtains and delivers to traveler advance travel funds. d. Fills in memorandum vouchers forms denoting amounts advanced for travel. e. Obtains refunds when travel tickets are not used. 23. Typist-Clerk a. Copy-types from rough draft. b. Copy-types from draft, modifying expression and forms as dictated by experience, c. Types entries to forms, selecting appropriate data from basic records. d. Types stencils for mimeograph or multilith. e. Operates electric typewriter. f. Types routine letters, using predetermined standard statements. g. Types charts, arranging own spacing of mate rial. - 59 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis APPENDIX A OFFICE MEMORANDUM TOs All Officers, Department Managers and Assistant Depart ment Managers FROM? Mr. Davis SUBJECT? Job Evaluation Program DATE? May 27, 1946 The task of evaluating positions for wage adjustment pur poses is a difficult one requiring careful analysis and thought ful consideration of the many factors which affect performance of duty. Since the administration of the duties of all of our offi cers, department managers and assistant department managers may be affected one way or another by this analysis and evaluation, we should all know the procedures which are to be followed in con ducting the analysis and the extent to which they will require our time, attention and assistance. Outlined below is the ini tial schedule for starting the analysis. Three primary problems must be faced concurrently in ini tiating the analysis? A. Personnel to serve as job analysts must be selec ted and trained. They should be employees who have indicated their ability to perform respon sibly and who are generally well accepted by their fellow employees. B. All employees of the bank must be familiarized with the purpose of the analysis and the proce dures which will be followed. C. Functional and operational charts must be con structed. The types of charts desired are in dicated in appendices A and B to this memo. Your assistance will be helpful in preparing these charts. From these charts the analysis schedule will be effected. Analysts will be given as much training in the principles and techniques of job analysis as is practicable. They must be selected at the earliest possible date and clearance arranged with their supervisors for release to this duty. It is estimated that their services will be required for approximately four to six - 60 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis months. Analysts chosen should be fairly representative of the operating and service departments of the bank, and should be fairly representative of the majority of workers in the bank. As soon as the analysts are selected and their training is initiated, conferences will be arranged with all officers, depart ment managers and assistants, and supervisors, so that all may be acquainted with the purposes and procedures and so that the func tional operations and organizational structure of each department may be mapped out on paper. The steps listed below indicate the procedure which will be followedc A. Selection of our analysts. B„ Initiation of a training program for analysts to include reading assignments, lectures, discus sions and practice job analysis. C. Meeting with Management Council to clarify any questions regarding the program and to obtain agreement on all procedures to be followed. Do Meeting with officers to present approved program and to obtain recommendations for implementing pro gram. E. Separate meetings with each officer immediately responsible for certain functions, and his de partment managers and assistants, to obtain re commendations for implementing program and to ob tain necessary information to initiate charts of functional operations and organizational struc ture. F. Separate meeting with each department manager and assistant and their supervisors to acquaint them with project purposes and procedures, to obtain their suggestions for successfully carrying out the program within their own department and to ob tain additional information required for charts of functional operations and organizational struc ture. - 61 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Go Completion, of charts covering functional opera tions and organizational structure and scheduling of actual job analysiso The schedule for the branches will be essentially the same as for departments of this banko Branch managers and personnel heads will participate in the initial conferences listed aboveo Each branch will be requested to select an analyst and to send the analyst to St» Louis for training concurrent with the train ing given the analysts of this banko These analysts will partic ipate in the early stages of job analysis here and will return to their banks only when they have indicated ability to perform sat isfactorily* At that time conferences will be arranged at the branches with department managers and supervisors so that they will be fully informed and so that their suggestions for implemen ting the program within their own banks may be obtained* In this manner the analysis will be carried on concurrently in this bank and at each of the branches* None of the meetings should require more than an hour and every effort will be made to schedule them at convenient times* Some of us will participate in two or more meetings* This is be lieved desirable for the purpose of carrying continuity in thou^it regarding this activity from one meeting to another* In this way we may be assured not only that everyone concerned is sufficient^informed regarding the activity but also that all are in agreement on the procedures to be followed* It is estimated that approx imately thirty days will be required for these various meetings and the proper training of the analysts and completion of the charts of functional operations and organizational structure* At that time the actual analysis of jobs will begin* This program covers only the initial stages of analyzing jobs* It is not intended that the individuals who serve as ana lysts shall also serve as evaluators of jobs* Since evaluation cannot begin until analysis has been completed, the methods and procedures for evaluating the jobs which have been analyzed will be the subject of a later memo and a later series of meetings and discussions » - 62 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis APPENDIX B FEDERAL RESERVE BANK OF ST. LOUIS ST. LOUIS 2, MISSOURI June 27, 1946 TO ALL EMPLOYEES: We are about to begin a careful re-study of all jobs in the bank and the branches for the purpose of determining that our rates of pay are fair and equitable. All Federal Reserve Banks are making similar studies. Our original job classifica tion plan was approved by the Board of Governors in 1936. The last survey in this bank was made early in 1942 with increased rates becoming effective June 1, 1942, just prior to the Wage Stabilization Order. During the last four years the total personnel of the bank has more than doubled. New positions have been created and old ones have changed. It is time to re-study all positions, deter mine their proper relationship to each other and re-value them. While the study is in progress we will continue to review sala ries for merit adjustments, and under no circumstances will sala ries be reduced as a result of the completed study. The salary for any job depends upon such factors as skill and training required and responsibilities involved. In order to arrive at a sound basis for determining the true value of your position you •will be asked to assist in obtaining an accurate work description of your job, and its requirements and responsi bilities. This is a study of jobs and not of people or work per formance. What we and the other eleven Federal Reserve Banks are doing is not new or highly technical, but is simply an honest ef fort to use the best possible methods at our disposal in the field of job analysis and evaluation. Experience has proven that rates of pay which are based on a careful analysis of the duties which make up a given job are generally regarded as fair and eq uitable. - 63 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis We know that we can count on your cooperation to assist in this project which will in the final analysis place your job in its proper relationship with others,, Please feel free to consult with your department manager, any officer or the Person' nel Department at any timeo Sincerely, (Signed) Chester Co Davis Chester Co Davis President - 64 - FUNCTIONAL CHART OF PERSONNEL DEPARTMENT 1 https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Medical Section Personnel Records Section 1. Examines prospective employees. 2. Consults on medical problems. 3. Administers emergency treat ment;. 4. Visits employees absent because of sickness. 1. Maintains current personnel records. 2. Prepares required pers-onnel reports. 3. Processes new employees. 4. Furnishes page service. 6. Maintains files and ledgers. 6; Furnishes reception, steno graphic and typist service to department. 7. Prepares routine corres pondence . C u Ui Employee Relations Section T7~EecruTts and pTaces” employees. 2. Counsels with employees on personal problems and employee employer relations. 3. Conducts exit interviews. 4. Arranges transfers. 5. Prepares studies relating to personnel policy.and.administra tion. 6. Conducts correspondence regard ing employees. 7. Arranges birthday luncheons. APPENDIX Personnel Department 17~Executes personnel policies established by Board of Governors, Management Council and Personnel Committee of Bank. 2. Coordinates personnel activities of. Bank with officers and Depart ment Managers. 3. Recommends revisions of person nel policies and procedures as necess ary. 4. Maintains.liaison with person nel officials of Board. 5. Executes special personnel pro jects . ORGANIZATION CHART OF PERSONNEL DEPARTMENT APPENDIX Note: This is not intended as an organization chart of the Personnel Department of this bank, but rather as a typical chart indicating channels of information and supervision. https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Page No____ BOARD OF GOVERNORS OF THE FEDERAL RESERVE SYSTEM Form A (Revised March, 1936) APPENDIX E PERSONNEL CLASSIFICATION PLAN FEDERAL RESERVE BANK OR BRANCH,....... ....... .. Date of Bank’s letter submitting this page____ ____ __ ______ _ https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis _____ Date of Board’s letter of approval________________________________ Title of position Department Description of Work - 67 - Maximum annual salary https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis APPENDIX F-l JOB EVALUATION PROGRAM PROCEDURES BULLETIN NO. 1 SUBJECT: Procedures Bulletins to all Job Evaluation Analysts As the Job Evaluation Program progresses it will be nec essary for us to adopt certain procedures so that the work of all the analysts will be coordinated. As the necessity for the adop tion of such procedures becomes apparent the procedure to be used will be published in a Job Evaluation Program Procedures Bulletin. Due to varying circumstances between the branches and the St. Louis bank, certain procedures will apply only to the branches, others only to the St. Louis bank, and still others to both branches and St. Louis bank. Unless some restricting nota tion is placed on the bulletin such as: "St. Louis only", all procedures bulletins will be considered to affect all analysts. It is anticipated that all procedures bulletins will be added as appendices to the Reference Manual for job analysts, published July 3, 1946. J. K. Gerdel - 68 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis APPENDIX F-2 JOB EVALUATION PROGRAM PROCEDURES BULLETIN NO. 2 TO: SUBJECT: - All Analysts Capitalizing Titles Wherever a title of a department, of a job or of a form, report, regulation, etc. is used in the body of a job de scription, such title should be capitalized with the exception of articles and prepositions. Examples: Senior Accounting Clerk Regulation W Traveling Expense Voucher Monthly Statistical Report J, K. Gerdel - 69 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis APPENDIX F-3 JOB EVALUATION PROGRAM PROCEDURES BULLETIN NO, 3 TO: St, Louis Analysts only SUBJECT: Coordinating with officers Analysts are requested to coordinate completed drafts of job descriptions with the employees concerned and all supervi sory levels through and including department heads, Where coordination with officers is required this co ordination will be effected ty Mr, Gerdel, J, K. Gerdel - 70 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis APPENDIX F-4 JOB EVALUATION PROGRAM PROCEDURES BULLETIN NO. 4 TO: All Analysts SUBJECT: Technical Review of Rough Drafts In order to conserve the supply of Forms A and in order to reduce the amount of typing required to complete the Job Evaluation Program, it is recommended that all analysts in the St. Louis bank and at the branches submit job descriptions for technical review to Mr. Gerdel in draft form on plain bond paper. Following technical approval the rough drafts submitted by the branches will be typed in final form by the typists in St. Louis. The final form will be prepared for the branches in quadruplicate; two copies will be retained in St. Louis and two copies will be returned to the branch. Upon technical approval of drafts submitted by St. Louis analysts, final Forms A will be prepared in triplicate. A central file will be maintained in the St. Louis bank for the use of all St. Louis job analysts; separate files need not be main tained by each analyst. J. K. Gerdel - 71 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis APPENDIX G JOB EVALUATION PROGRAM PROCEDURES BULLETIN NO. 5 The following is a selected list of references in the field of job evaluation. This list is by no means all inclusive; it is rather a list of authoritative works in the field which are generally available. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. Bingham & Moore - How to Interview Chapters 1, 2, 4, 5, 6, 9 and 15 Yoder - Personnel Management and Industrial Relations Chapters 1, 2, 5, 12, 13 and 14 Civil Service Assembly - Position Classification in the Public Service - Chapters 1, 3, 4, 5, 8 and 10 Scott, Clothier, Mathewson & Spriegel - Personnel Man agement - Chapters 1, 11, 19, 20, 25 and 26 Federal Reserve System Banking Studies Pages 5-38 and 249-272 Balderstone, C. C. - Wage setting Based on Job Analy sis and Evaluation Dictionary of Occupational Titles, Part 1 Pages III through XXXII Stigers and Reed - Theory and Practice of Job Rating McMurry - Handling Personality Adjustment in Industry Chapter XVI Ells - Salary and Wage Administration Scott - Manual of Advisement and Guidance Pages 112-122 and 159-189 Tiffin - Industrial Psychology Chapter 9 Personnel Administration - April 1946 Pages 12-19 Benge - Job Evaluation and Merit Rating Chapters 2, 7 and 11 Watkins & Dodd - Management of Labor Relations Chapters 1, 8, 18, 19 and 35 - 72 - https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis APPENDIX II GRAPHIC PRESENTATION OF RECOMMENDED SALARY CURVE AND SALARY RANGES FOR FEDERAL RESERVE BANK OF ST. LOUIS AND BRANCHES. The two charts here presented are based upon a scatter diagram obtained from plotting the point values of St. Louis jobs against the salary survey data included in the ’’Salary Survey Data” section of this manual. - 73 - I I https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis CT https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis APPENDIX III JOB CLASSIFICATION SHEET The attached form has been selected as the one on which final job descriptions are to be written for record pur poses. The approval date for all job descriptions completed at the time the Board of Governors initially approves this program shall be the date of that approval. The approval date for all job descriptions subsequently written shall be the date on which the Officers’ Personnel Committee approves the establishment and evaluation of the job. The reviewed date shall be the date on which the chief job analyst reviews an existing position and takes any action he deems warranted. The final job description written in the "Description” section of this form shall consist of a brief statement of func tion describing the duties performed and a listing of the perfor mance elements typical to that job. The final job description will not indicate percentage task; time nor element values. The basic job descriptions from which the final job descriptions are written will be maintained on file for references purposes in the event of re-evaluations and for detailed comparative purposes. For illustrative purposes a blank Job Classification Sheet, an original detailed job description, and a completed job classification sheet are included here. - 76 - _______________________ ,____________ Brane h ST. LOUIS FEDERAL RESERVE BANK JOB CLASSIFICATION SHEET Department___________________________ https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Title Point Value Salary Grade Min. Max. Approval Date . https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Page Personnel Department Job #17 Under general supervision of Personnel Clerk and immediate supervision of Secretaries, serves as Page and performs related clerical duties. I. Manually slits sealed envelopes of incoming mail (ex cept personal); removes enclosures and time stamps with machine, envelopes and enclosures. Receives outgoing mail from secretaries; seals unsealed mail with wet sponge; hands to Page 05% 2. Receives and dispatches pneumatic tube carriers. Re moves material from Officer’s ’’Out” baskets and makes proper 25% distribution. 3. Runs errands in and out of building as instructed, 15% 4. Files correspondence alphabetically and in date order. Files and maintains currently in loose leaf binders, regulations, laws, and other administrative and instructural material. 10% 5. As instructed by secretary, types list of material from ’’Out” basket of First Vice President and disposition to be 35% made. 6. Performs other miscellaneous duties: a. Removes material for current day from suspense file and hands to Secretary. b. Maintains current list of par banks by manually listing new par banks and canceling banks removed from par list; obtains information from memorandums. c. Answers telephone during absence of secretaries, signaling officer or taking message. d. Examines stock of supplies weekly and types re quisitions for needed supplies, supplying cor rect unit number; has secretary sign requisition and personally delivers to Stock Department. e. Types form letters occasionally. - 78 - 10% St. Louis Br.anch Point Value Salary Grade ST. LOUTS FEDERAL RESERVE' BANK JOB CLASSIFICATION SHEET Department Reviewed Date https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Personnel Title 362 2 Min. 1320 Max. 1800 Approval Date Oct. 1, Page Description Under general supervision of personnel clerk and immediate supervision of secretaries to Vice Presidents, serves as Page and performs such clerical duties as opening and sealing mail, dispatching tube carriers, running assigned errands, filing, routine copy-typing, and routine answering of telephone. Typical Performance Elements: 1. - Manually opens incoming mail, both ordinary and registered. 2. ,- Seals envelopes manually. 3. - Attends one pneumatic tube station, receiving and forwarding'tube carriers. 4. - Carries addressed correspondence reports and other records and papers from one point to another within b ank. 5. - Files correspondence, reports, forms, signature or inventory cards or cash letters alphabetically, chrono logically or numerically. 6. - Types letters and memoranda from long hand copy and sample form letters. 7. . - Answers telephone directing calls to proper individual. - 79 - 1947 OFFICE To: All Officers and Department Managers From: Personnel Department ^ E M 0 R A N D U V Date: December 19, 1955 Subject: Revised Salary Structure - Special Salary Review for Employees in Grades 1 through 11 We are enclosing Job Evaluation Manual Pages Nos. 27 and 32* Page No. 27 has been revised to show our new salary structure5 which becomes effective January 1, 1956; Page No* 32 has been revised to reflect the action recently taken by Management Council to the effect that the salaries of all employees in Grades 1 through 11 will be reviewed for salary adjustment purposes by the Officers' Personnel and Welfare Committee and that the salaries of employees in Grade 12 and above will be reviewed by the Management Council* Will you please substitute these pages for the present pages in your Job Evaluation Manual and also change the minimums and maximums on your present job classification sheets to conform with the revised salary struc ture * The salaries of all employees will continue to be reviewed for adjust ment consideration on an individual merit basis. Hov/ever, in order that the salary of each employee in Grades 1 through 11 may be reviewed as promptly as possible for individual merit consideration in relation to the revised structure, it is intended to review/ the salaries of these employees during the next two months on the following basis, during which period the regular semi-annual review/ schedules will be suspended: Review/ Lists will be Distributed in For Employees in Salary Grades hFor Adjustments Effective on December 6 - 11 January 16, 1956 January 1-5 February 16, 1956 ^■Schedule will apply to both under minimum and merit adjustments* Adherence to the above schedule wall permit an orderly and thorough review” of salaries of all employees and assure equitable treatment for employees in all departments® https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis 8H-1414 OFFICE MEMORANDUM To: All Officers and Department Managers From: Personnel Department Subject: Job Evaluation Manual Page No. 27 Date: January 17, 1956 There is attached Job Evaluation Manual Page No. 27, which has been revised to show our new salary structure which became effective January 16, 1956, instead of January 1, as previously reported. Will you please substitute this page for the present page in your Job Evaluation Manual and also change the minimums and maximums on your present job classification sheets to conform with the revised salary structure. https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis OFFICE MEMORANDUM To: From; Date; February 21, 1949 H. H. Weigel Subject: Change in Minimums and Maximums and Salary Administration Policy The minimums and maximums of our salary grade structure have been increased effective as of February 1, 1949, Revised Job Evaluation Manual pages 27,31, 32 and 33 covering general salary administration policies are attached and should be substituted for the old pages in your Job Evaluation Manual, There also is attached excerpt from the minutes of a meeting of the Personnel Committee held February 16, 1949 (Management Council approved recommendations of Personnel Committee on February 18, 1949) setting out the new minimums and maximums and policy for administering salaries under the revised structure. Please change the minimums and maximums shown on the Job Classification and Personnel Classification sheets for your department to conform with the minimums and maximums of the increased salary grades. There is attached schedule of employees in your department in grades 1 through 9 whose salaries are below the minimum as a result of the structure increase. It will be appreciated if you will re view this schedule and submit your recommendations for consideration of the Personnel Committee. Any under minimum adjustments to be come effective April 1, 1949, should be submitted as a special group by March 1, 1949, so that they can be processed through the Personnel Committee in time for presentation to our Board of Directors on March 10, 1949. https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis Excerpt from minutes of meeting of Personnel Committee on February 16, 1949: "It was reported that the Board of Governors in letter dated February 4, 1949, approved the action of our Board of Directors at a meeting on January 13, 1949, recommending an upward adjustment of approximately 10% in the minimum and maximum of each salary grade for this office and branches, effective as of February 1, 1949. The increased salary structure is as follows: SALARY STRUCTURE February 1, 1949 Grade Median Minimum 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 1560 1680 1890 2130 2340 2610 2880 3280 3580 3980 4350 4800 5400 6250 7150 1320 1440 1620 ' 1800 1980 2220 2460 2760 3060 3360 3700 4100 4600 5300 6100 Maximum 1800 1920 2160 2460 2700 3000 3300 3700 4100 4600 5000 5500 6200 7200 8200 16 9700 7200 8450 The Committee recommended for approval of Management Council the attached revised Job Evaluation Manual pages 27, 31, 32 and 33 covering salary administration policies3 As a result of the structure increase, the salaries of some employees will be below the minimum of their salary grades. In order that the under minimum salaries may be brought within the appropriate range not later than May 1, 1949, the date suggest ed by the Board of Governors, the Personnel Department will furnish each department manager with a list of employees affected in grades 1 through 9 for consideration and appropriate recommendation. Unusual cases may exist where an increase to the minimum by May 1, 1949 is not justified because of unsatisfactory performance, or probable change in assignment or release of an employee. Where unusual circumstances are believed to warrant post ponement of an under minimum adjustment, a recommendation should be submitted for the consideration of the Officers’ Personnel Committee. The Committee recognized that some inequities may be created by the closing of existing salary differentials as a result of under minimum adjustments. Such inequities will be adjusted through the regular salary review program. However, if a department manager believes that there are impelling reasons for immediate ad justment in an individual case to correct such inequity, recommendation should be submitted to the Officers’ Personnel Committee as a special case. Under our new structure we have only three employees whose salaries are above the maximum of their respective salary grades, and all are cases that were over maxi mum at the time of the installation of our job analysis and evaluation program. We will continue our efforts to place these employees in jobs, for which they are qualified, having responsibility commensurate with the salaries being paid." https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis April 19, 1948 TO ALL OFFICERS AND DEPARTMENT HEADS: EXCERPT FROM MINUTES OF PERSONNEL COMMITTEE MEETING HELD ON APRIL 5, 1948: nMr. Gerdel presented the results of an analysis of the initial merit review which has just been completed. It was his observation that the analysis indicated a generally conscientious and consistent effort to rate employees and that the review provides a generally reliable index of the contribution of each employee in his job. Information received from officers and department managers concern ing individual ratings indicated some need for slight revisions in the review form and in the supervisors’ rating manual. It was recommended that a report similar to the one presented to this meeting be made to the Management Council, with the further recommendation that the department manager group would serve as a committee on revision during which discussions of rating deficiencies could be explored. When these discussions have been concluded the tentative revision of the form and manual will be presented to an officers’ meeting for final discussion and approval. ”It was also reported that the relative position in the community salary structure which was selected for our mid-point last year has advanced approximately nine per cent since the April 1947 survey. It was the consensus that we should try to maintain the same relative po sition within the community salary structure as was decided upon last year, and that consideration be given to meeting this increase through our regular Merit Adjustment program. Current branch city surveys indicate the differential between St. Louis and branch city median salaries has been reduced by about three per cent from the spread of last year. It was the consensus that we should con tinue with a single salary structure covering St. Louis and branch offices.” https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis H. H. Weigel April 19, 1948 TO ALL OFFICERS AND DEPARTMENT HEADS: EXCERPT FROM MINUTES OF PERSONNEL COMMITTEE MEETING HELD ON APRIL 13, 1948: nThe Committee met to consider the results of the salary survey completed on February 15, 1948 and its effect on our present salary structure# nThe mid-point of the salary structure established for this bank and branches fell approximately at the middle of the third quartile range of the all-industry salary data collected in April of 1947. The February 15, 1948 salary survey shows that the all-industry median salaries in the St. Louis area have in creased. In order to meet this increase and maintain approximately the same differential as existed between our established rates and the going rates for the community, it is recommended that our normal salary line be approximately 9% above the mid-point established last year. The new normal salary schedule is reflected by grades in the following table: Grade Minimum Present Normal Salary (Mid-point) Adjusted Normal Salary Maximum $ 1620 $ 1560 $ 1200 $ 1410 1 2 1800 1320 1680 1560 3 1440 1710 1860 1980 4 2040 2160 1890 1620 5 2460k 1800 2130 2340 2760 6 2040 2400 2640 3060 7 2280 2880 2670 2970 8 3420 2520 3240 3600 3800 3280 9 2760 3060 10 3580 3900 4100 3420 4010 4380 4600 11 12 4860 3800 4450 5100 13 4950 5700 4200 5400 14 - 4800 6500 ' 5650 6180 15 5600 6550 7140 7500 So that all personnel in the bank may be considered, it is recommended that during the months of May, June and July we also consider those whose names came up for review in February, March and April who would not otherwise bo considered again until August, September and October. The group usually considered by Management Council should also be reviewed within the next ninety days. Adjustments should continue to be on an individual merit basis. It is recognized that the reason for speeding up the review at this time is to take into account the changing salary picture in the community, particularly in view of the fact tha during recent months we have exercised considerable caution in making adjustments as we have been experimenting with the new procedures in salary administration. The regular procedure for reviewing employees semi-annually on anniversary date of employment will continue. However, in the light of increased wage rates in this area, the review being conducted during the next 90 days will include the names of employees who were reviewed during the last three months so that all may re ceive consideration, within the first six months of this year.” https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis H. H. Weigel April 19, 1948 TO ALL OFFICERS AND DEPARTMENT HEADS: EXCERPT FROM MINUTES OF MANAGEMENT COUNCIL MEETING HELD APRIL 13, 1948: ”A report on Merit Review which had previously been reviewed and approved by the Personnel Committee at its meeting on April 5, 1948, was presented and discussed. The recommendation of the Personnel Committee that the form and/or manual be revised in the light of our experience with the initial review, and that further discussion and educational meetings with the department managers be held with final submission to a full officers’ meeting was adopted. A report and recommendation of the Personnel Committee (copy attached) regarding salary adjustments in the light of February 1948 salary survey data was also adopted. It was agreed that during the next ninety days all employees normally reviewed for salary adjustment purposes would be so reviewed, and that, in addition, all employees who had been reviewed during the preceding ninety days would again be reviewed. This is to be accomplished by reviewing the February-May group in April, the March-June group in May, and the April-July group in June. In addition, it was agreed that a review by Management Council of employees in grade 10 and above would also be accomplished during the next ninety days, and that all other employees previously re viewed by Management Council would be included in the regular reviews described above. The members of the Management Council expressed the consensus that there should be no blanket, flat-percentage adjustment, but that all adjustments should be made on the basis of individual merit, taking into account, the position of the individual within his salary bracket and the changing salary picture in the community.” https://fraser.stlouisfed.org Federal Reserve Bank of St. Louis