II.
JOB SUMMARY
Briefly describe the general purpose of the job in one or two sentences.
The primary purpose of this position is to provide executive level administrative support to the Dean and Associate
Deans of the College of Business and Economics. This position also actively manages the duties and responsibilities
related to personnel issues for the faculty and staff in the College.
III.
DUTIES AND RESPONSIBILITIES
List and completely explain the current duties and responsibilities of the position. Indicate the average percentage of
time spent performing each separate job duty. Describe what the duties and responsibilities are and how they are
performed. Consider work performance over a 12-month period. Employees must use their own words to describe
duties and responsibilities. The copying of a generic job description or another employee’s PIQ verbatim is not
acceptable and the PIQ will be returned. The percentages must total 100%. Duties that take less than five (5)
percent should be combined into at least five (5) percent.
% of
time
35%
Duties and Responsibilities
Faculty/Non-Classified/FEAP Hiring Procedures









35%
Assists the Associate Dean for Academic Affairs and Associate Dean for Administration with tenure,
non-tenure track faculty, and Non classified/FEAP hiring procedures.
Initiates and creates appointment letters for all new hires. Researches and verifies accuracy of startup packages, summer salaries, teaching assignments, and tenure calendars.
Develops and analyses reports regarding new hire data and provides the information to the Dean and
to the Associate Deans of Academic Affairs and Administration.
Affirmative Action Liaison. Approve recruitment ads for departmental hires and ensure that the
college complies with underrepresented classification procedures.
Gathers information to prepare and submit Authorization to recruit form to the Office of the Provost.
Gathers information to prepare and submit the Search and Selection Forms to the Office of Social
Justice.
Serves as a liaison for the chairs of departmental search committees and provides them with
information to perform successful searches.
Tracks progress of searches and researches problems/concerns.
Compiles reports on tenure track hires.
Executive Support - Associate Deans
Provides the highest possible level of executive support to the Dean and Associate Deans, most of which is
confidential. Including but not limited to:
o Serves as the initial point of contact for anyone visiting the College
o Serves as administrative support to Dean, Associate Deans, and APC, UPC, and GPC
committees
o Manages and prioritizes the daily activity and workflow of the Office of the Dean
o Student workers – training and assignments from Dean’s Office
o Work study - training and assignments – schedule hours each semester –working with their
limited hours to fill daily schedule
o Coordinating schedules for Dean and Associate Deans including meals as necessary
o Management of College conference facilities
o Arranging for visitor parking
o Manages and prioritizes the daily activity and workflow of the Dean’s reception
o Composes letters and memoranda for signature.
o Handles first line phone inquiries.
o Responds to requests for complex, detailed, and confidential information.
o Reservations for travelers
 Authorization to travel
 Flight, hotel, registration for conferences

5%
Travel reimbursement
Audit grade modifications for Undergraduate Programs
Undergraduate Programs Committee – attend meeting, take minutes, and transcribe minutes for the
meetings
Prepare Application for Approval of a New Course to send out to Undergraduate Programs Committee
members so they can review them before the UPC meeting, after approval by the UPC post to spreadsheet,
and prepare and package the number of copies to send to Faculty Senate, and when approved by the Faculty
Senate, post to spreadsheet, notify Associate Dean for Academic Affairs, Assistant Dean, Undergraduate
Programs, and the person who submitted the Application, and file appropriately.
Graduate Programs Committee– – attend meeting, take minutes, and transcribe minutes for the meetings
Prepare Application for Approval of a New Course to send out to Graduate Programs Committee members so
they can review them before the GPC meeting, after approval by the GPC post to spreadsheet, and prepare
and package the number of copies to send to Faculty Senate, and when approved by the Faculty Senate, post
to spreadsheet, notify Associate Dean for Academic Affairs, Associate Dean for Graduate Programs,
Assistant Dean and the person who submitted the Application, and file appropriately.
25%
Other Duties
Mail




Open Dean’s and associate dean’s mail
Coordinate College mail delivery
Deal with other departments – changing addresses
Correcting addresses for College Departments
Supplies and Miscellaneous Services
 Treats on Us tickets – order, keep track of who uses them, and pay invoice
 Parking Permits – pick up, issue, and keep track of usage
 Manage UPS and FedEx shipments for the Dean’s Office
 Manage supply orders and stock
 Maintain files for 10 different subscriptions for renewals.
 Coffee Order – place order when needed
 Water Order – place order when needed
 Order name tags for new faculty and staff
 Orders to WVU Printing Services - Order stationery, letterhead, business cards, etc.
AACSB – Review
 Work with Associate Deans
 Itinerary preparation, travel prep and venues
 Invitations to faculty and staff for meetings with the team
 Plan breakfast and lunch for faculty members with the team
 Other logistics
Requests by phone
 Advising questions
 Dealing with upset parents, students, and faculty
Serves as backup to Dean’s Executive Assistant
TOTAL OF ALL PERCENTAGES MUST EQUAL 100%
IV.
QUALIFICATIONS
Education/Knowledge
1. List the level and type of minimum education required to qualify for this position not for the incumbent.
Bachelor’s degree in business administration or related field or an equivalent combination of education and
experience.
2. What licenses or certification(s) (e.g. electrician’s license) if any, are required for the position? Specifically
state the reason for this licensor requirement (supervisor’s preference, state or federal law, etc.).
None
3. What specific skills are required in order to carry out the duties of the position?
 Ability to learn policies and procedures pertaining to personnel matters and hiring procedures.
 Ability to reason and analyze situations and tasks.
 Ability to serve as a knowledgeable resource to upper administration to provide direction.
 Interpersonal relationship building and employee coaching skills.
 Ability to communicate clearly and concisely, both orally and in writing.
 Ability to establish and maintain effective relationships and deal professionally with departments,
organizational units, alumni, and external agencies.
 Ability to collect and evaluate data, formulate recommendations and develop plans of action.
 Ability to organize, prioritize and delegate responsibilities to obtain desired results.
 Ability to supervise and train staff.
 Ability to operate various computer applications such as Word, Excel, and Powerpoint.
 Ability to work with confidential information in a professional and responsible manner.
 Ability to maintain proper attendance and punctuality standards.
Experience
1. In addition to the knowledge/education, please describe the type and least amount of prior directly related
work experience typically required, if any, for a person coming into this position. Experience listed here is
considered as concurrent not cumulative.
Type of Experience Needed
Management experience with emphasis on personnel matters,
hiring procedures, data compilation and recommendations, and
independent decision making
Amount of Experienced Needed (Months/Years)
1 to 2 Years
The knowledge, skills and abilities listed above are typically acquired through the levels of education and experience
listed. However, any equivalent combination of education and/or experience which provide an applicant with the
listed knowledge, skills and abilities to perform the essential duties and responsibilities of the job is acceptable.
V.
COMPLEXITY AND PROBLEM SOLVING
This section measures the degree of problem solving required, the types of problems encountered, and how these
problems are solved. Consider the amount of judgment and thought required as determined by the complexity of
duties. Also consider whether guidelines, standards, and precedents are available to assist in solving problems.
Please list the common types of problems faced in this position and the course of action you take to solve these
problems.
The incumbent uses analytical skills to establish policies and procedures in providing oversight of the College’s
personnel issues. Incumbent works in collaboration with the Dean and Associate Deans maintaining a large and
diverse employee base (approximately 100 classified staff and tenure track, non-tenure track, non-classified, and
FEAP’s). The incumbent must understand the diverse and complex hiring structure of the College to make decisions
and give guidance that reflects sound business practices, but following Human Resource policy and procedures.
Many problems involve unique and unusual circumstances relative to the college operations. The incumbent must be
able to vary the approach to problem solving in order to create the desired resolutions or accomplish established
goals. The College of Business and Economics is extensive, comprehensive and complex.
Problems involving employees with poor performance issues. Incumbent must exercise coherent and logical
decision making skills when researching personnel issues to provide the appropriate guidance to all parties.
Problems involving tenure-track faculty appointment letters. Employee must be able to comprehend and rationalize
the complexities of faculty hire appointments (contracts) in regards to start-up funds, tenure issues, and research and
teaching assignments. Employee must be able to clearly communicate (to various constituency’s) different aspects of
the contract letter. Problems involving employees who believe their position is incorrectly classified. The incumbent
must meet with the employee and supervisor to review the job duties and responsibilities. It is often necessary for the
incumbent to spend a significant amount of time to assure all parties that their concerns will be heard and acted upon.
VI.
FREEDOM OF ACTION
This section measures the degree to which the position is structured as is determined by the types of control placed
on work assignments. Controls are exercised in the way assignments are made, how instructions are given to the
employee, how work assignments are checked, and how priorities, deadlines and objectives are set. Controls are
exercised through established precedents, policies, procedures, laws and regulations which tend to limit the
employee’s freedom of action.
1. Describe the type of guidance and review the supervisor gives the incumbent in this job and how often (i.e.,
daily, weekly) the supervisor checks or inspects the work.
Type of Guidance and Review
How Often
Employee works independently and meets with supervisor only when
problems or questions arise. The employee works independently in
establishing work priorities and carrying out duties and responsibilities.
Employee informs supervisor of status of work only when issues are
significant.
As Needed
2. Describe the policies and procedures or formal regulations which guide the actions in this job.
VII.
The actions of this position will be guided by the policies and procedures established by West Virginia Higher
Education Policy Commission, West Virginia University, the Division of Human Resources, and the College of
Business and Economics of Arts and Sciences in accordance with all applicable federal and state laws.
.
SCOPE AND EFFECT
This section measures the position’s responsibility for accomplishing the mission of the institution and West
Virginia higher education systems. Describe the types of decisions regularly required of the position, and how the
position’s work product supports, guides or develops the goals of the work unit, department, and institution. Take
into consideration the size of the area that could be affected if the position’s duties were preformed incorrectly and
any long-term affects of such an error. Assume that any error is not due to sabotage, mischief or lack of responsible
attention and care for the duties of the position.
The College of Business and Economics is highly revenue dependent, and therefore errors at this level have a
significant impact on the College and University. Errors in management of highly confidential personnel issues
(faculty and staff) can easily result in litigation and may result in substantial costs to the College and University. If
proper procedures are not followed during searches for tenure track faculty, non-classified staff positions or FEAP
positions, the cost to the Dean’s Office and University may result in lawsuits for unfair hiring practices, loss of a
qualified candidate, and delays in work productivity. If an error occurs when reporting start-up and payroll
obligations, it could hinder the College from receiving the correct amount of funds transferred from the Office of the
Provost.
VIII.
BREADTH OF RESPONSIBILITY
For what functional area(s) does this job have formal and ongoing management accountability and responsibility?
List the specific functional areas of management responsibility and briefly indicate the level of responsibility and
accountability with respect to primary activities performed.
[Note: Not applicable to classified positions at WVU. No information needed here.]
Functional Area
IX.
Management Responsibility/Accountability
CONTACTS
This section appraises the responsibility for working with or through other people within and outside the State
College and University System of West Virginia to get results. Consider the purpose and level of contact
encountered on a regular, recurring and essential basis during operations. Consider whether the contacts involve
furnishing or obtaining information, explaining policies or discussing controversial issues. This factor considers
only those contacts outside the job’s immediate work area.
INTRA SYSTEMS (within the West Virginia Higher Education Systems)
With whom does the position regularly communicate within West Virginia higher education systems in order to
perform the duties (e.g., faculty members outside your area, managers of other units, Vice Presidents)? What is
normally discussed and how often does it occur (e.g., daily, weekly)?
Title
Communicate About What







Provost and Associate Provosts
How Often
Classified Staff
Approvals, Faculty
Weekly
Offer letters, unusual
personnel matters
Project Analyst-Provost Office
 Faculty contract issues
Several times a week
General Council Office
 Personnel issues,
As Needed
terminations
Department Chairs & Faculty
 College Operation
Daily
Procedures
Division of Human Resources:
 Personnel issues,
Daily
Manager, Director, Class & Comp
disciplinary matter, job
Specialists, Employee Relation
descriptions,
Representative, etc
performance issues, etc
Office of Social Justice
 Search issues, SSAR’s,
Weekly
recruitment ads,
underrepresented
classifications
EXTERNAL (outside the West Virginia Higher Education Systems)
With whom does the position regularly communicate outside the West Virginia higher education systems to perform
the duties (e.g., students, suppliers, governmental agencies, product representatives)? What is normally discussed
and how often does it occur (e.g., daily, weekly)?
Title
Communicate About What
How Often

Alumni

Questions & Concerns
Weekly

Parents

Questions & Concerns
Weekly

Students

Work Study assignments,
professor concerns, grade
concerns
Daily
X.
DIRECT SUPERVISION EXERCISED
This section looks at the type of supervision this position has over other employees. Consider the degree of direct
supervision exercised over others in terms of the level of subordinate jobs in the organization and the nature of work
performed. Only the formal assignment of such responsibility should be considered; informal work relationships
should not be considered. Supervision of student workers may be taken into account if they are essential to the daily
operation of the unit. Do not include temporary or contract employees. The Human Resources Office will verify
the types of employees supervised.
1. Are you responsible for assigning tasks and monitoring the work of others (lead)?
Yes:
No:
Title
Headcount

Total FTE (to be verified by HR Office)

2. Are you responsible for hiring, firing, performance appraisals, etc. for others?
Yes:
No:
Title
Headcount

Total FTE (to be verified by HR Office)

3. Does this position supervise students who are essential to the daily operations of the Unit?
Yes:
No:
If yes, please indicate the total number of FTE students supervised and briefly describe the function of the students.
Function
Office assistance
XI.
Headcount

Total FTE (to be verified by HR Office)

2
.50
INDIRECT SUPERVISION EXERCISED (Supervision over first-line supervisors)
This section considers the position’s responsibility for the indirect supervision of subordinates informal work
relationships are not considered. Indicate the number of indirect employees under this position’s line of authority.
The number of subordinates should be reported in full-time equivalency (FTE) and not head count.
1. List the official title(s) of the employee(s) this position indirectly supervises.
Title
Headcount

Total FTE (to be verified by HR Office)


XII.
PHYSICAL COORDINATION
This section looks at the motor skills involved in performing this job. Consider the following issues; complexity of
body movements; speed/timing of movements; precision of movements; and need for close visual attention.
Please give an example of the physical coordination required to perform this job, such as the amount of accuracy
required to use a hand or power tool or operate a specific instrument or type of equipment.
General hand eye coordination.
XIII.
WORKING CONDITIONS
This section considers the quality of working conditions as measured by lighting adequacy, temperature extremes
and variations, noise pollution, exposure to fumes, chemicals, radiation, contagious diseases, heights and/or other
related hazardous conditions.
Check all items that describe the conditions or environment, in which the position works and provide an example:
Frequency (FQ):
A=All of the Time (90% or more per year)
M=Most of the Time (50% or more per year)
S=Some of the Time (Less than 50% per year) R=Rarely (Less than 10% per year) N=Never
Condition
Normal office environment
Use of computer
Inadequate ventilation
Extremes in temperature
Outside weather conditions
Wetness/humidity
Dust/fumes/odor (from normal daily
conditions)
Heights (over 10 feet)
Moving parts (tools and machinery)
Vibrations
Electrical current
Excessive noise
Respirables ( asbestos, silica, coal, e.g.)
Animals
Radiation
Chemicals
Toxic conditions/fumes
Contagious diseases
Body fluids
Other (please list):
XIV. PHYSICAL DEMANDS
Frequency
A
A
N
R
R
R
N
Example
N
N
N
N
N
N
N
N
N
N
N
N
N
This section measures the physical demands of the job as measured by the exertion placed on the skeletal, muscular
and cardiovascular systems of the incumbent. Consider both how much and how often it occurs.
Describe any physical effort in the job, such as standing, lifting, carrying, bending, walking, etc., and list how often
(daily, weekly, etc.) it happens.
Physical Effort
How Often

Daily
Sitting, standing, walking , light lifting
XV.
DISCLAIMER
This description does not state or imply that the duties listed are the only duties to be performed by the position
incumbent. Justification for information provided in the PIQ may be requested. Employees are required to follow
job-related instructions and perform other job-related activities assigned by their supervisor.
All requirements are subject to possible modification in order to provide a reasonable accommodation to individuals
with disabilities. Some requirements may exclude individuals who pose a direct threat or significant risk to the
health and safety of
themselves, students, other employees, or the general public.