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Classification Information

Overview

The California State University system has over 380 classifications.  Every job on every campus fits into one of these classifications.

It is CSU policy to strive to ensure that duties, responsibilities, and skill levels assigned to staff and management positions reflect the appropriate classification/skill level in accordance with the Classification and Qualification Standards issued by the CSU Trustees.

The responsibility for conducting classification/skill level reviews and establishing classification/skill level and Fair Labor and Standards Act (FLSA) designation decisions has been delegated to Human Resources Classification & Compensation Services. Position reviews include internal campus classification/skill level alignment and equity analysis. Such an effort promotes internal consistency across campus. Once assigned a classification/skill level, the position will remain so identified until significant changes occur in the responsibility and complexity of the job.

Classification is determined by the type of work done, and the level at which it is performed.  Some classifications require professional licenses.  An incumbent would normally spend at least a year in the position before a review is requested, unless additional duties are added that might warrant a review of the position.

Reclassification

A Classification Review, or commonly referred to as 'Reclassification Request', may be initiated in one of several ways:

  • By an employee
  • By a member of management
  • By the Human Resources Department
  • Through the introduction of a new classification series developed by Faculty and Staff Relations in the Chancellor's Office.

Requests for Classification Reviews initiated by an employee or by a member of management may be submitted at any time during each fiscal year.

Reclassification Requests include the following forms:

  • Request for Reclassification (required Vice President's signature)
  • Position Description Form
  • Supplemental Position Description Form for supervisory positions (complete only if required to supervise staff positions)

Your request cannot be processed without these items.

Reclassification Submission

Online Reclassification Form Submission - Apply Here Now

For technical support, contact support@csusb.edu or (909) 537-7677 or x77677. 

Position Description

A position description should be clear, concise, and well documented, reflecting all duties of a position currently necessary to meet the operational and organizational needs of the department. It is not an exhaustive list of all duties and responsibilities of the position. Other functions may be assigned as deemed necessary.

A position description should be updated when the duties or skill level requirements have changed significantly. It is suggested that managers review and update position descriptions, at the time of the annual performance reviews. Classification & Compensation Services is available to discuss the impact of planned changes in assignments.

HEERA designated managers and supervisors retain the right to assign or remove duties. It is suggested that managers review and update position descriptions, at the time of the annual performance reviews. Classification & Compensation Services is available to discuss the impact of planned changes in assignments.

The Position Description is key for: 

  • Strategic Planning
  • Classification & Compensation
  • Recruitment & Selection
  • Interview Questions
  • New Employee Orientation

 

  • Training & Development
  • Setting Expectations
  • Measuring Performance
  • Recognition
     

Classifications FAQs



Key Elements of a Position Description

General Information

Which includes the Employee Name, Department, Classification and Skill Level, Working Title (if applicable), FLSA status, Supervisor Name, Supervisor Title

Position Purpose

Brief paragraph stating the position’s objective, or the reason the position exists, and the degree of supervision

Special Conditions of Employment

Requirements such as being a mandated reporter, maintaining certifications or licenses, working an atypical schedule, or requiring travel

Essential Functional and Responsibilities

  • Separate responsibilities into 4-5 categories, listing these categories order of priority with percentages of no less than 5%
  • Each sentence should begin with an active verb , using a consistent verb tense for all responsibilities
  • Percentage should total to 100%

Minimum Qualifications

These should match those listed on the classification standards. Any supplemental qualifications should be listed as “preferred” or “desired”. These qualifications are minimally required to perform the job, listed as knowledge, skills, abilities, education and experience

Physical Requirements

Specify the physical requirements of the job, such as lifting or ability to see color, and including cognitive functions (MPPs Only)

Work Environment

Specify environmental conditions that may be encountered while performing the functions of the job

If the position leads or manages/supervises other employees, indicate number and classifications of those employees. Any adverse, hazardous or unpleasant work conditions such as noise levels, use of chemicals or scaffolding

 
Levels of Supervision

Immediate/Direct Supervision

For close and regular supervision, the employee is assigned work which is regularly reviewed. The methods of performing tasks are well established and outlined. Assistance and guidance are readily available.

General Supervision

For some delegation of responsibility, some independence of routine matters, the incumbents exercise some control over both the technical and administrative aspects of work. Objectives may be set for the position, but the incumbent often works independently.

General Direction

When incumbent operates independently under broad guidelines the incumbents have broad responsibility for planning, organizing and prioritizing work. Active control by the supervisor is only exercised on longer term goals and policy issues. This is the typical supervision level for middle managers and high-level professionals.

Administrative Direction

Management decisions are comprehensive, and the work function is broad. This is the typical supervision for high level or an executive management position.

Levels of Knowledge/Qualification Terms

Basic Indicates foundational background and understanding of the specialty or field. Often implies the ability to apply basic practices and an understanding of specialty terminology.

General Indicates general familiarity with information contained in key source documents or the subject field or specialty. Implies the ability to use a source to find information based on a broad understanding of principles and practices applicable to the specialty.

Working Fluency. Working knowledge is more tangible than a general knowledge in that it’s not only the ability to recall information, but also the ability to readily apply commonly used information. Typically requires demonstrated competence in applying general principles and practices applicable to the specialty.

Thorough/Proficient Assumes a complete and detailed background and understanding of all aspects of the specialty area. Often, implies involved knowledge or advanced principles, theories and practices.

In-Depth Implies a deeper and more detailed knowledge of the specialty area down to the salient details which allows for problem solving at a deep level. Usually involves knowledge of advanced principles, theories and practices.

Comprehensive Used when a complete and extensive mastery, understanding and expertise in the specialty, and often associated specialties, is required. Implies knowledge of advanced principles and theories of specialty or subject area

Timelines for Providing Employees a Position Description

Within one week of hire or evaluation, Managers/Supervisors or Leads prints two (2) copies of the Position Description and Physical Requirement and Work Environment forms to the employee for signature. One signed original is routed to Classification & Compensation for placement in the employee’s personnel file, the second original stays with employee.

When a position changes, CSUEU requires the employee to receive an altered position description, 7 days prior to the change [17.9]. APC requires the same [17.9].

How does a Position Description get to an employee’s official personnel file?

Human Resources can only place a position description into an official personnel file if we have received a signed original copy. In the following situations:

  • After hire, the manager or lead submits a signed original to Human Resources
  • Anytime a position description is altered, the manager or lead submits a signed original to Human Resources
  • If a position description is attached to a performance evaluation

NOTE: All documents, including position descriptions, that are submitted as part of an In-Range Progression or Classification Review request packet are working documents and will not be placed in the employee’s official personnel file.

Additional Employment and Special Consultants

Additional Employment Policy

The California State University (CSU) Additional Employment Policy establishes reasonable limits on the total amount of employment an individual may have within the CSU system. CSU employment is defined as any employment compensated through CSU payroll, regardless of funding source (e.g., general fund, extension, lottery, CSU employment reimbursed by an auxiliary or other source). Outside employment is any employment not compensated through the CSU payroll, including CSU foundation and CSU auxiliary employment. When determining additional employment under the CSU Additional Employment Policy, all CSU employment and all outside CSU foundation and other CSU auxiliary employment are considered together. Additional employment can be from different types of appointments including Special Consultants (Class Code 4660) and Casual Workers (Class Code 1800); however, a particular appointment option may not be appropriate in all circumstances.

Please contact Classification Compensation services prior to assignment of additional work to any current CSU employee for further review.

Additional Employment

Refers to any CSU employment that is in addition to the employee’s primary appointment. Additional employment limitations are based on time-base, not salary. A maximum of 125% time-base is allowed under certain circumstances. The salary rate for additional employment may be the same as the rate for the primary appointment; however, a different salary rate is permitted if appropriate for the work performed and if allowed by the funding source (e.g., private corporation contract). In the case of a federal grant or contract, the rate of pay for the additional employment must be the same as the CSU base rate of pay for the primary assignment.

Outside Employment

Refers to any employment not compensated through the CSU payroll. Employment directly compensated by a CSU foundation or other CSU auxiliary that is not compensated through the CSU payroll is considered outside employment. Employment that is compensated through the CSU payroll and is reimbursed by a foundation, other auxiliary, or other funding source is considered CSU employment. CSU employees may, consistent with campus policies governing outside activities, be employed outside the CSU system. However, conflicts of interest are not permitted. When determining the 125% additional employment under the CSU Additional Employment Policy, all CSU employment and all outside CSU foundation and other CSU auxiliary employment are considered together.

Special Consultants

Individuals appointed to the Special Consultant classification are employees of the California State University and as such are required to complete appropriate employment paperwork such as an Employment Application, the Form I-9, Oath of Allegiance, etc.

A Special Consultant performs special assignments of a temporary nature, based on a particular knowledge, ability or expertise. This classification should be used for work that meets the “exempt” criteria of the Fair Labor Standards Act (FLSA) and is not to be used for non-exempt work. Incumbents in this classification are paid on a daily rate.

Refer to Special Consultant Resources (opens in new window) for forms and instructions. 

Temporary Reassignments

Temporary Assignment of Duties

For classification purposes, temporary assignment is defined as the assignment of new duties within the same departmental unit to an incumbent’s position for a short duration to meet temporary organizational needs. This commonly is done when another position is vacant, for example, as a result of a Leave of Absence or retirement, and duties assigned to that position require coverage.

Each situation will be reviewed for the appropriate classification/skill level and salary level. Employees should be informed that the adding of a temporary assignment may or may not result in a temporary reclassification/skill level change. In some instances, the duties temporarily assigned are at the same level of difficulty leading to no change to the classification/skill level. The appropriateness of such an action must first be submitted in writing to Classification and Compensation Services who will assess the level and complexity of the newly assigned duties and determine and notify the department if a temporary action is appropriate. (Appropriate bargaining unit contract stipulations and deadlines must be applied where required; see the appropriate contract.)