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JOB EVALUATION <br />OIVҀucrrtqcej"vq"Lqd"Gxcnwcvkqp"kpxqnxgu"c"swcptitative point and factor comparison method, <br />which cross-compares all positions in the organization against numerous factors such as <br />educational requirements, experience, work conditions, etc. Therefore, all jobs in each <br />organizational unit may be compared against each other based upon the same factors. <br />In conducting the Job Evaluation, it must be emphasized that the position, and not the <br />kpewodgpvҀu"swcnkhkecvkqpu."rgthqtocpeg."qt"{gctu"qh"ugtxkeg"kp"vjg"rqukvkqp."ku"gxcnwcvgf0"Cp" <br />incumbent employee may feel they should be placed in a higher level (i.e.,receive more points) <br />because the individual performs well, has a long tenure with the organization, and/or has <br />additional education or skills not required to perform that job, or may feel they have a more <br />significant workload than a similar employee in another Department; however, these are <br />employee specific characteristics and not determinants for a position evaluation. <br />Before reviewing the results of the evaluation of the positions, it is important to note that the <br />purpose of a Job Evaluation is to identify whether a job is more or less advanced than, or equal <br />to, other jobs in the organization based on nine (9) objective factors. While these factor <br />definitions are guidelines, they are constructed to allow limited flexibility of interpretation while <br />at the same time providing a strict framework and structure for comparison. The nine (9) <br />hcevqtu"wugf"hqt"vjg"gxcnwcvkqp"qh"EgpvgtxknngҀu"rqukvkqpu"ctg"cu"hqnnqyu< <br />1.Preparation and Training <br />2.Experience Required <br />3.Decision-Making and Independent Judgment <br />4.Responsibility for Policy Development <br />5.Planning of Work <br />6.Contact with Others <br />7.Work of Others (Supervision Exercised) <br />8.Working Conditions <br />9.Use of Technology/Specialized Equipment <br />As part of the Job Evaluation process, the duties, responsibilities, and qualification <br />tgswktgogpvu"hqt"gcej"rqukvkqp"ygtg"tgxkgygf"xkc"c"vjqtqwij"tgcfkpi"qh"vjg"kpewodgpvҀu"ewttgpv" <br />job description and a Job Analysis Questionnaire (JAQ) completed by each employee (Appendix <br />A). In addition, MGT conducted interviews with at least one (1) employee in each of the <br />positions covered by the Study. Points were then assigned to each factor by selecting the <br />description that best fits the appropriate level for the position.In other words, a position that <br />uwrgtxkugu"vgp"*32+"hwnn/vkoguvchh"ogodgtu"yqwnf"tgegkxg"oqtg"rqkpvu"wpfgt"vjg"҃Yqtm"qh" <br />Qvjgtu҄"hcevqt"vjcp"rqukvkqpu"vjcv"fq"pqv"uwrgtxkug0"Rqkpvu"hqt"gcej"hcevqt"ygtg"vjgp"vqvcngf"hqt" <br />each position. Using this method, the positions were found to fall into distinguishable Skill <br />Levels.Table 1 contains the Classification Plan, including the Position Title, Skill Level, and <br />proposed Grade for the evaluated positions. <br />City of Centerville, MN| May 2026 <br />4 <br />CLASSIFICATION, COMPENSATION, AND PAY EQUITY <br />10 <br />REPORT <br /> <br />