New York State Governor's Office of Employee Relations, Department of Civil Service, Work Force Planning and Development
EXECUTIVE LETTER
INTRODUCTION
STEPS
1. Scope
2. Context
3. Work
4. Demand
5. Supply
6. Gaps
7. Priority
8. Solutions
     Class & Comp
     Staff Development
     Recruitment/Selection
     Retention
     Organizational Intervention
     Knowledge Transfer
IMPLEMENTATION
     CONSIDERATIONS
APPENDIX 1: Applying the Steps
APPENDIX 2: Glossary
APPENDIX 3: NYSTEP Reports
APPENDIX 4: Sample Gap Analysis
APPENDIX 5: Internet Links
APPENDIX 6: Further Reading
ACKNOWLEDGEMENTS

POSITION CLASSIFICATION ACTIONS

  • Which titles no longer accurately reflect the duties to be performed? If the tools or methods have changed, but not the job, focus on appropriate recruitment/selection and/or development strategies to ensure employees have the KSAs needed.

  • What other State titles fit the positions for which the agency has no suitable existing title?

  • Which positions don't seem to fit any existing State titles?

  • Are any of the special salary treatments a viable option for addressing specific recruitment and/or retention problems? These include increased minimum hiring rates, geographic area pay differentials, occupational pay differentials, shift pay differentials, and differentials where it is impracticable to recruit qualified candidates.

(See Civil Service/Agency Collaboration for agency examples.)

Classification and Salary Adjustments


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