Resource Information for Supervisors & Managers
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An Informational Bulletin Published by the Personnel Commission
Distributing Work Appropriately in a Crunch
Faced with budget cuts, employees on leave, and an increased number of school sessions, departments are often understaffed. While the staffing levels may have decreased, the volume of
work doesn’t necessarily change. Under the pressure of deadlines, it can be difficult to know
how to properly distribute a high volume of work. While many supervisors would prefer to
distribute the work amongst existing staff, this isn’t always the appropriate way to handle the
situation. Workloads that aren’t properly distributed can result in low morale amongst staff, as
well as high levels of absenteeism, office tension, and frustration. Furthermore, the California
Education Code, the Personnel Commission Rules, and union contracts all have stipulations as
to how these situations should be handled. If your office is in a crunch, consider the following
guidelines before distributing work:
Volume
If the duties assigned to an employee are within their classification, a high volume of work doesn’t merit a claim for
Temporary Work Out of Classification or an Individual Classification Study. However, a high volume of work may impede an employee’s ability to complete assigned work in a timely manner, as well as impact the quality of work produced. Additionally, a high volume of work can promote stress and resentment within an office. If an office is constantly faced with a high volume of work, the administration should consider hiring additional employees.
Establishing a Limited Term Assignment
Whether due to illness, maternity, or a better opportunity, classified employees are entitled to take leaves and have return
rights to their permanent position. Frequently, these leaves are unexpected and the duration of the leave is unknown.
Consequently, supervisors aren’t prepared to immediately fill the position or are hesitant to go through the hassle of hiring a temporary employee. However, if an employee is on leave, a Limited Term Assignment should be established
promptly and filled with a candidate from the appropriate eligibility list or with an otherwise qualified candidate. This
will preserve the fairness inherent in a merit system, and diffuse stress within an office.
Temporary Work Out of Classification
A Temporary Work Out of Classification claim should be submitted if an employee is assigned duties that are not fixed,
prescribed, or reasonably related to the employee’s regular class. Moreover, the assigned duties must be evaluated as
being at a higher level of difficulty and responsibility than the employee’s regular class. Lastly, the duties should be assigned for a limited amount of time for reasons other than training or emergency assignment purposes. It is not appropriate to file a Temporary Work Out of Classification claim in lieu of establishing a Limited Term Assignment. Temporary
Work Out of Class is most commonly used when an office is assigned a special project. This process will ensure that
employees are compensated properly for higher level duties that are performed, and protect employees from being misused.
MEMBERS OF THE PERSONNEL COMMISSION
James A. Srott, Chair
January 2006
David Iwata
Calvin W. Hall, Ed.D.
Karen Martin, Personnel Director
(213) 891-2333
Individual Classification Study
If an employee has been assigned higher level duties on an ongoing basis as a result of inadequate staffing or the changing needs of an office, an Individual Classification Study should be requested. An Individual Classification Study is the
study of an employee’s assigned duties to determine the proper classification of a position. Upon completion of the
study, if the higher level duties are verified, the position will be reclassified. If the employee has been in his/her current
position for two years, and the higher level duties were gradually assumed, there will be no exam requirement for the
employee’s promotion. If the employee has not been in the position for two years and/or not met the gradual accretion
requirement, successful participation in a competitive examination process in which the employee is reachable on an eligibility list will be required in order for the employee to promote. This process works to ensure the integrity of the merit
system, as well as to recognize the contributions of employees who have assumed additional responsibilities.
While managing an office effectively and distributing work fairly can be challenging, it is essential that supervisors are
aware of the procedures that are in place to protect employees and the institution. Familiarity with and implementation
of these processes will result in a more motivated workforce and a more efficient office. If you have any questions about
these procedures, please contact the Personnel Commission at (213) 891-2333.
January 2006