Account Clerk Task Bank

UPDATED:  OCTOBER 2003

TABLE OF CONTENTS

Task Bank History	1-2
Review and Approval Process	3
Instructions for Consistent Use of the Task Bank	4-5
Business Management Summary Grid	6
Account Clerk Job Family Grid	7
Knowledge, Skills and Abilities	8-10
Classification-Related Definitions	11
Account Clerk Task Bank Location	12

HISTORY

In February 1985, Human Resource Services developed standard job descriptions for account clerk positions with input from an advisory group of Business Managers.  A standard job description is a generic description used to describe two or more positions with similar skill, effort, responsibility and working conditions.

The primary reason for the development of account clerk standards was to “streamline the job classification process.”  Implementation of standards resulted in the following advantages:

1. Eliminated the processing of the “Preliminary Job Description From 10C/S.”

2. Provided Business Managers with a “training career ladder.”

ISSUES

Over time, issues surrounding the account clerk standards system began to emerge impacting the “level of confidence” both Business Managers and Human Resource Services had in the system.  The issues included:

1. The generic standard description format did not provide Business Managers with a useful management tool for recruiting, training and performance feedback purposes.

2. Account clerk job leveling inconsistencies began to emerge over time due to the lack of a formal review process.

3. Limited procedural documentation detailing how the account clerk standards system worked resulted in some communication issues across school business office lines.

IMPLEMENTATION OF A NEW ACCOUNT CLERK STANDARDS SYSTEM

In October 1990, an Account Clerk Position Review Committee consisting of Business Managers, Account Assistants, Account Clerks and Human Resource Services was established to:

1. Review the existing system, and

2. Develop a new approach to resolve the above issues. 

PLAN OF ACTION

The Committee was charged with developing a new approach to account clerk standards.  As a result of the Committee’s work, the following changes were implemented.

1. Account Clerk Task Bank – was developed to replace the generic standard job descriptions.  The new Task Bank provided a more flexible, detailed account clerk description that could be used for employment recruitment, training and performance feedback.

2. Implementation of a Review Cycle – after the initial review of all account clerk positions, a review cycle was developed to maintain consistency in the “leveling” of jobs from department to department and school to school.

3. Creation of an Account Clerk Standards Manual – was developed to provide Business Managers with the documentation and guidelines.

SUBSEQUENT TASK BANK ACTION

In April 1994, the Account Clerk Task Bank was reviewed and updated to reflect ongoing changes in functional categories and tasks.  In May 1999, the Account Clerk Task Bank Manual was updated to reflect changes made to the documentation and guidelines and the review process for new positions and level upgrades. 

In January 2002, an Account Clerk Position Review Committee consisting of Business Managers, Account Assistants, Business Assistants, Account Clerks and Human Resource Services was established to review and update the Task Bank.  The Committee’s work resulted in an updated Business Management Area Task Bank that was implemented in February 2003. 

BUSINESS MANAGEMENT STANDARDS REVIEW AND APPROVAL PROCESS NEW POSITIONS AND UPGRADES

DEPARTMENT BUSINESS OFFICE:

• Review organizational/departmental structure

• Prepare individual position descriptions

• Review with Department Head the organizational structure and appropriate fiscal matters

• Recommend position/classification change to supervisor

SCHOOL-LEVEL BUSINESS MANAGER: 

• Review and approve departmental organizational structure

• Communicate department and school structure to Director

• Review specific position description

• Integrate proposed position with overall school positions

• Recommend new positions to the Cluster Manager

• Recommend upgrades to Cluster Manager

CLUSTER MANAGER:

• Review school recommendations to ensure equity and consistency within the Business Manager organization

• Monitor and update, as necessary, the Task Bank

• Recommend action to Human Resource Services on new position proposals

DIRECTOR, BUSINESS MANAGERS:

• Approve school/unit organizational structure

• Communicate recommendations to Human Resource Services

• Adjudicate disputes between schools/units and Cluster Manager

• Review fiscal concerns on Business Office positions

HUMAN RESOURCE SERVICES:

• Provide assistance in preparation of position specific descriptions

• Review and approve standard position descriptions, finalize and provide written documentation to department, school/unit and Cluster Manager

• Provide salary data regarding Business Services support staff and external market

• Serve as a resource for technical expertise

Instructions for Consistent Use Of The Business Management Area Task Bank 

1. Rationale and Link to Organizational Goals

“We enable, serve and support others by providing timely and accurate information about University resources, giving clear direction, offering thoughtful guidance and delivering quality service.”  We are able to accomplish this service through the enormous efforts of our staff.  We can only continue this high level of service and support if we periodically look within and evaluate if we are providing the same clear direction and thoughtful guidance to our staff in their efforts to achieve our overall mission.  One of the methods we use to provide direction and guidance is through the expectations we set which are rooted in the descriptions of the tasks performed on a daily basis. 

If we are to continuously improve we must routinely review and evaluate the tasks we perform and the knowledge, skills and abilities needed to complete those tasks.  The Task Bank is intended to help define what we do and to ensure consistency in the way we classify tasks in account clerk, account assistant and business assistant job descriptions.

2. Process for Business Office Structure Review

   1. Departmental/School Business Manager reviews the current Business Office structure using the Business Management Summary Grid.

   2. Departmental/School Business Manager compares the current department/school/unit Business Office structure to that of other comparable departments/schools/units, looking for similarities and differences and uses this information as a guide.

   3. Departmental/School Business Manager assesses how new or revised responsibilities should be incorporated into the existing Business Office structure and reviews with supervisor and other appropriate academic administrative staff.

   4. Revisions to existing positions, new positions or changes in FTE should follow the process described in III. below.

3. Process for Position Description Review

   1. Meet with staff to discuss the purpose of the Business Management Area Task Bank, the need for periodic reviews, the importance of communication and the process to be used within the department or school for routine position description reviews. 

   2. Departmental Business Manager, Supervisor (if not Departmental Business Manager) and staff member discuss and determine which categories of tasks are completed by the Business Office and by the specific position being created or under review.

   3. Supervisor and staff member utilize the Task Bank and Human Resource Services, as necessary, to describe the new/revised position description.

   4. Supervisor reviews and updates the Business Management Summary Grid, identifying changes and assessing the appropriateness of those changes.

   5. Supervisor confirms that all tasks to be completed by the Business Office are included and assigned to the appropriate position(s) in the Business Office.

   6. Supervisor and staff member finalize the position description.  Supervisor reviews the final position description and Business Management Summary Grid with Departmental Business Manager (if supervisor is not Departmental Business Manager).

   7. The Departmental Business Manager reviews with School Business Manager and Department Head, discussing the position, organizational structure and any associated fiscal matters.  After obtaining approvals, the Departmental Business Manager submits appropriate documents to supervisor (typically School Business Manager).  Documents include:  a) position description, b) Business Management Summary Grid for the office, c) cover memo with additional information if necessary.

   8. School Business Manager reviews position descriptions and integrates proposed positions with overall School positions.  Recommends new positions, upgrades, and increased FTE to Cluster Manager.

   9. Director and Cluster Managers review School recommendations and, if in agreement, Director approves action and forwards documents to Human Resource Services (HRS) for review and approval.  HRS provides written documentation to Department, School/Unit and Cluster Manager.

4. Process to Add New Tasks to Task Bank

   1. New business-related tasks should be clearly and completely described in writing by the Business Manager or appropriate supervisor, in cooperation with staff member who is or will be performing the tasks.

   2. Business Manager reviews new tasks with School Business Manager, defining how the new tasks will integrate with the current tasks performed in the Business Office. 

   3. School Business Manager shares new tasks and task integration with Cluster Managers and Director.

   4. HRS reviews and classifies the new tasks and provides written notification to the Director of Business Managers.

   5. Secretary to the Director updates the Task Bank and notifies the Business Office and HRS-Compensation and Classification staff of changes.

BUSINESS MANAGEMENT SUMMARY GRID (EXAMPLE)

 ACCOUNT CLERK JOB FAMILY GRID

BUSINESS MANAGEMENT POSITION STANDARDS KNOWLEDGE, SKILLS AND ABILITIES

Level III

• General knowledge of basic math, i.e., addition, subtraction, multiplication, division, fractions and decimals.
• General knowledge of routine computer office applications.
• Skill in typing routine, non-technical forms.
• Skill in word processing routine, non-technical correspondence and forms.
• Skills in performing basic accounting reviews, i.e., validation of object codes, cash receipt vouchers, account numbers, etc.
• Skill in establishing and maintaining subject matter files.
• Skill in entering data into established spreadsheets.
• Ability to gather and compile information.
• Ability to pay close attention to detail.
• Ability to resolve routine problems.
• Ability to operate general office equipment.
• Ability to proofread documents for grammatical errors.
• Ability to count various denominations of currency.

Level IV

• Working knowledge of billing documents, cost centers, cash receipt vouchers, object codes and account numbers.
• Working knowledge of research proposals, sponsored research forms and transmittal checksheets.
• Working knowledge of travel procedures.
• Working knowledge of monthly payroll, i.e., contracts, partial pay, period rate, reserve transfers, etc.
• Working knowledge of biweekly payroll, i.e., pay calculations, tax forms, Form 13, I-9 forms, etc.
• Working knowledge of annual budget, i.e., budget printouts and historical information.
• Working knowledge of Personnel Activity Reports.
• Working knowledge of complex computer office applications, i.e., technical data, spreadsheets, charts, equations, formulas, queries, etc.
• Working knowledge of gift and loan reports.
• Working knowledge of various HRS forms.
• Working knowledge of various purchasing forms and services.
• Working knowledge of University mainframe systems.
• Skill in computing ratios and percentages.
• Ability to manage and prioritize work projects.
• Ability to prepare standard billing/cost center reports.
• Ability to obtain information from historical records, purchasing records, expense statements or projections.
• Ability to determine appropriate budget data.
• Ability to interact with staff to review budget output.
• Ability to review and edit forms and text. 
• Ability to accurately audit payroll changes.
• Ability to prepare adjustment/correcting documents.
• Ability to audit University reports, forms and other documents for accuracy and completeness.
• Ability to provide functional supervision to temporary non-student and student employees.  Including interview, make hiring recommendations, plan, assign, follow-up on work projects and serve as a resource person.

Level V

• Working knowledge of accounting, billing history, expense statements and projections.
• Working knowledge of where to go within the organization for needed information.
• Working knowledge of foreign and domestic travel procedures.
• Working knowledge of monthly payroll, i.e., offer letter, pay calculations, contracts, titles, position codes,
  I-9 forms, tax forms, etc.
• Working knowledge of annual budget, i.e., historical information, expenditure reports, sponsored research summaries and forecasts.
• Working knowledge of complex word processing, spreadsheet, querying software.
• Working knowledge of University policies and procedures.
• Skill in writing concise, logical and grammatically correct analytical reports.
• Skill in making appropriate decisions following established University, Federal and State policies and procedures.
• Skill in projecting and monitoring revenue of cost centers.
• Ability to perform under the stress of frequent interruptions and/or distractions.
• Skill in coordinating the preparation of research proposals.
• Skills in performing detailed payroll operations including auditing payroll changes, pay calculations, reconciling errors, etc.
• Skills in performing detailed auditing of employment contracts, i.e., position title, position code, appropriate signatures, etc.
• Skills in designing spreadsheets.
• Ability to prepare draft of annual rate requests.
• Ability to explain policies and procedures to staff.
• Ability to set priorities which accurately reflect the relative importance of job responsibilities.
• Ability to accurately compile, review and interpret complex data, i.e., budget, financial, accounting, payroll.
• Ability to develop research proposal budgets.
• Ability to generate reports from various software packages.
• Ability to prepare adjusting/correcting documents based on availability of funds.
• Ability to provide functional supervision to regular, temporary non-student and student employees.  Including interview, make hiring recommendations, plan, assign, follow-up on work projects and serve as a resource person.

Account Assistant (40A)

• Detailed knowledge of Business Office functions and University policies and procedures.
• Skill in financial analysis.
• Skill in projecting and monitoring accounts and budgets.
• Ability to identify problems, analyze information, determine and implement solutions.
• Ability to use independent judgment in the interpretation of policies and procedures.
• Ability to conceptualize, work independently and follow through on assignments with minimal direction.
• Ability to perform effectively under conditions of fluctuating workload.
• Ability to compile/analyze data and make recommendations.
• Ability to write procedures pertaining to departmental Business Office functions.
• Skill in sponsored program account administration.
• Ability to provide administrative supervision to regular, temporary non-student and student employees.  Including interview, hire, train, communicate performance expectation and provide feedback, determine salary level/merit increases, establish work schedules, review for approval leaves of absence, vacation and overtime.

CLASSIFICATION-RELATED DEFINITIONS

Job Classification

Is a method of analyzing and evaluating the skill, effort, responsibilities and work conditions under which jobs are performed; organizing into staff groups and assigning job titles and pay levels.

Job Analysis

The first step in job classification that involves collecting relevant data about the skill, effort, responsibilities and working conditions under which a job is performed.

Job Evaluation

The second step in job classification that establishes a job’s relationship to other jobs in terms of skill, effort, responsibilities and working conditions under which the job is performed.  There are two methods used to evaluate clerical and service jobs at Purdue – point-count and job comparison.

• The point-count method, known as the Nine Factor Evaluation System (NIFES), is based upon factors used to evaluate the skill, effort, responsibilities and working conditions under which a job is performed based upon set point values for each factor.  There is a NIFES-C for clerical positions and a NIFES-S for service positions.

• The job comparison method uses other similar jobs within a department, school or the University as a reference and cross check in determining the correct classification of the job being evaluated.

Position Classification Code

A seven digit classification code assigned by HRS to denote a position’s title, pay level, staff group and length of staff appointment.  For example:  A classification code of Account Clerk IV is 0314C12.  The first three fields (031) identify the position as an Account Clerk.  The fourth field (4) identifies the position as pay level 4.  The fifth field (C) denotes the position as clerical staff and the last two fields (12) denotes the position as a 12-month staff appointment.

Reclassification

Refers to a change in the staff classification of a position based upon significant changes in the skill, effort, responsibilities and work conditions of a position.  A position can be reclassified upward from a lower to higher level, reclassified downward from a higher to lower level, reclassified from one staff group to another such as clerical to service staff or clerical to administrative and professional staff, or reclassified laterally to another job title in the same staff group and level such as Clerk 3 to Secretary 3.

Account Clerk Task Bank

The task bank is a standardized resource used to create, update and maintain account clerk positions.  It includes the major business services account clerk functions, e.g., payroll, financial management, budget and fiscal planning, etc., and the specific tasks performed by levels for each function.

The Task Bank is located at the following DSS swap site: win3/swap/Clusters/DBM/2003 Final Account Clerk Task Bank.doc

 

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