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Section C: Problem Solvine No Change <br />TABLE -PROBLEM SOLVING <br />CONTEXT <br />Degree <br />Thw,, <br />in; Challenge <br />4 <br />5 <br />Standardized <br />• As of 7/10, there were approx. 480 active job classes with this <br />rating. The Problem Solving point mode at this level is 50 points, <br />the median is 57 points. Examples include: <br />o Entry level professionals <br />o Most secondary professionals <br />o Some third level professionals <br />o Some first level supervisors <br />D <br />25 <br />38 <br />90 <br />62 <br />75 <br />❑ Positions are guided by substantially diversified business or <br />academic procedures and specialized standards. <br />❑ Changing priorities or differing situations encountered in the <br />work environment allow the employee latitude to consider which <br />among many procedures should be followed in what sequence to <br />achieve the requiredjob results. <br />Problem Solvin Sub -Section: Thinkin2 Challen e. <br />3 Interpretive <br />• As of 7/10, there were approx. 1040 active job classes (about 60%) with this rating. Examples include: <br />o More complex AFSCME positions <br />o Most professionals and supervisors <br />o Some managers <br />o Some directors and executive directors <br />• This level has been compared to an essay test situation, where more independent thought and creativity is involved. <br />• Employees resolve differing situations requiring a search for solutions or new applications within the area of learned things. <br />• Experience is needed to know the options and make sound judgments. <br />• Employees need to be aware of and interpret choices; they're expected to have dealt with similar, but not always identical, situations before. <br />• These jobs we confronted with problems that `fall in the cracks" and resolve them by "reading between the lines." <br />• Solutions result from comparing problem elements to reference pointswithin one's own experience and then using one's judgment to match the appropriate prior decision. <br />