Manager Career Level Guide

Impact to the group or department: Position has direct impact on the productivity of the work performed by assigned employees. Monitors daily operations of a work group.

Impact on operations: Supports goals and priorities for new or revised services, programs, processes, standards, or operational plans.

Strategic planning: Assesses and forecasts strategic work plans for immediate work group; may recommend resolutions for strategic issues to direct manager.

Policymaking: Administers and implements policies and procedures typically affecting direct reports, interpreting and adjusting as circumstances require.

Departmental budget impact: May have responsibility to maintain and monitor budget.

Financial and external risks: Typically is not responsible for financial or external risks.

Impact of erroneous decisions or failure to achieve results: May cause delays in schedules at the work group level.

Supervision of others: Oversees a team within a single work group, assigning tasks, checking work at frequent intervals, and maintaining schedules; ensures that work is performed as prescribed by policies and procedures to achieve productivity, service, and quality standards within the parameters of the operating plan and budget (Note: a portion of time may be spent performing individual tasks related to the work group).

Relationships with colleagues across departments: Interacts daily with direct reports and/or functional peer groups.

Knowledge level: Requires full knowledge of own area of functional responsibility.

Levels of problems: Problems arise within the operations of the immediate work group; solutions are determined based on related experience.

Interpretation of information: Works on issues where analysis of situation or data requires review of relevant factors.

Resolution of problems: Resolves operational problems within provided guidelines; follows established practices and procedures in analyzing situations or data from which answers can be readily obtained.

Decision making: Performs established goals and priorities and receives guidance on work assignments that are subject to a level of control and review.

Years of experience: 2-3 years of direct experience.

Typical education level: BS/BA in related discipline or equivalent related experience.

Impact to the group or department: Position has direct impact on the work group or department. Estimates staffing needs and schedules and assigns project work for the department, is ultimately responsible for success of departmental projects.

Impact on operations: Establishes goals and priorities; impacts the direction for new or revised services, programs, processes, standards, or operational plans.

Strategic planning: Recommends and collaborates with senior management to resolve strategic issues.

Policymaking: Administers University policies that directly affect employees and recommends work group or department policy changes; may have the authority to make exceptions to policies and procedures under guidelines that require judgment and discretion on issues of importance.

Departmental budget impact: Typically has responsibility to maintain and monitor budget.

Financial and external risks: May have some responsibilities for managing minimal financial or external risks that require occasional interaction with senior management.

Impact of erroneous decisions or failure to achieve results: Will cause delays in schedules at the work group or department level.

Supervision of others: Oversees a midsized team or multiple work groups and may become actively involved, as required, to meet schedules and resolve problems; in addition, may be responsible for coordinating and monitoring the work of external vendors, contractors, etc.

Relationships with colleagues across departments: Frequently interacts with functional peer managers. Interaction normally requires the ability to gain cooperation of others, conducting presentations of technical information concerning specific projects or schedules.

Knowledge level: Requires advanced knowledge of a specific professional discipline in addition to operational knowledge of related work groups.

Levels of problems: Problems arise from typical work group or department operations.

Interpretation of information: Frequently works on issues where analysis of situation or data requires review of relevant factors.

Resolution of problems: Identifies issues, gathers facts, and resolves operational problems.

Decision making: Exercises judgment within defined procedures and policies to determine appropriate action.

Years of experience: 3-5 years of direct experience including 2+ years of management experience.

Typical education level: BS/BA in related discipline or equivalent related experience; certification may be preferred or required.

Impact to the group or department: Position has significant impact on the specific work groups or department. Responsible for the organizational design and operation of a department or multiple work groups.

Impact on operations: Establishes annual or midterm priorities, goals, and operational plans for a large department or multiple, related small work groups; leads definition and direction for new or revised services, programs, processes, policies, standards, or operational plans, based upon department strategies. Receives assignments in the form of objectives and determines how to use resources to meet schedules and goals.

Strategic planning: Recommends departmental strategic plans within University strategic direction to next-level manager.

Policymaking: May recommend changes to policies and establishes procedures that affect immediate organizations; often recommends innovation and improvement to policy or procedures under guidelines that require judgment and discretion on issues of significant dollar, or stakeholder-relationship, impact.

Departmental budget impact: Responsibility to maintain budget; may have signature authority for a moderate-sized budget.

Financial and external risks: May have some responsibilities for managing moderate financial or external risks that may require interaction with senior leadership.

Impact of erroneous decisions or failure to achieve results: Will add to costs and may impact the short-term goals of the work group or department(s).

Supervision of others: Oversees the work of a team or teams through subordinate management levels. Provides guidance to direct reports within the latitude of established University policies. Manages the coordination of the activities of multiple groups or departments with responsibility for results, including cost, methods, and staffing. In addition, may be responsible for coordinating and monitoring the work of external vendors, contractors, etc.

Relationships with colleagues across departments: Frequently interacts with subordinate supervisors, faculty, and/or peer managers, normally involving matters between departments and work groups or faculty and the University.

Knowledge level: Requires expertise across multiple work groups OR mastery of a specific professional discipline.

Levels of problems: Problems arise from broad internal or external events.

Interpretation of information: Works on issues of diverse scope where analysis of situation or data requires evaluation of a variety of factors, including an understanding of current business trends.

Resolution of problems: Identifies and resolves operational problems; makes recommendations to senior management regarding strategic policies.

Decision making: Applies processes and operational policies in selecting methods and techniques for obtaining solutions; decisions affect mid- to long-term operational results delivered, and typically affect the financial, employee, or public relations aspects of the University.

Years of experience: Minimum of 5-8 years direct experience with 3+ years of management experience.

Typical education level: Typically requires a master’s degree in related discipline or equivalent related experience, may require further advanced degree.

Impact to the group or department: Responsible for the organizational design of multiple complex work groups or departments.

Impact on operations: Establishes annual or midterm priorities, goals, and operational plans for a large department or multiple, diverse work groups.

Strategic planning: Leads definition and direction for new or revised services, programs, processes, policies, standards, or operational plans, based upon the University’s long-term strategies.

Policymaking: Recommends innovation and improvement to policy or procedures that require judgment and discretion on issues of significant dollar, or stakeholder-relationship, impact; involved in developing, modifying, and executing University policies.

Departmental budget impact: Responsibility to maintain and develop budget; generally will have signature authority for a moderate- to larger-sized budget for the department or multiple work groups.

Financial and external risks: Has responsibility for managing large financial or external risks that may require frequent interaction with executive leadership.

Impact of erroneous decisions or failure to achieve results: Will result in critical delay(s) in schedules of work group or department and may jeopardize overall University activities.

Supervision of others: Manages activities of two or more medium to large departments through subordinate managers who exercise full supervision in terms of costs, methods, and staffing; in some instances, this manager may be responsible for managing a large staff function and may not have subordinate managers. Establishes operational objectives and work plans, and delegates assignments to subordinate managers.

Relationships with colleagues across departments: Regularly interacts with senior management or executive leadership on significant matters; reviews objectives with senior management to determine success of operation.

Knowledge level: Requires expertise across multiple work groups OR mastery of a specific professional discipline that has University-wide impact.

Levels of problems: Problems arise from both operations and issues with strategy.

Interpretation of information: Works on issues where analysis of situations or data requires an in-depth knowledge of University objectives and thorough understanding of current business trends.

Resolution of problems: Implements strategic policies when selecting methods, techniques, and evaluation criteria for obtaining results.

Decision making: Strong tactical decision-maker, handles unforeseen issues; decisions affect mid- to long-term operational results delivered, and typically affect the financial, employee, or public relations aspects of the University.

Years of experience: Minimum of 8+ years direct experience with 5+ years of management experience.

Typical education level: Typically requires a master’s degree in related discipline or equivalent related experience, may require further advanced degree.

Impact to the group or department: Has responsibility for 30–50% of the operations of a major function(s), in which actions can measurably increase or decrease college or University operating results OR has responsibility for a material portion of University assets or processes – operations, finance, human capital – as determined by the dean, vice president, or provost. This includes planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to methods. Responsible for the organizational design of college operations or University-wide function. Position has significant impact on small- to medium-sized college or large University-wide function.

Impact on operations: Actions can measurably increase or decrease college or University operating results. Makes final decisions on administrative or operational matters and ensures operation’s effective achievement of objectives. Participates in college or University development of methods, techniques, and evaluation criteria for projects, programs, and people.

Strategic planning: Develops and implements long-term strategies for the University or college, and for major initiatives that shape its long-term future.

Policymaking: Has authority to significantly modify the major or most significant policies and processes in the function; expected to recommend innovation and improvement to policy and procedures on issues of high-dollar impact for the University or college.

Departmental budget impact: Responsibility to develop and maintain budgets for large department or multiple departments; signature authority. Ensures budgets meet University requirements.

Financial and external risks: Has responsibility for managing significant financial or external risks that require frequent interaction with executive leadership. Makes strategic vendor selections and purchasing decisions for the department or function.

Impact of erroneous decisions or failure to achieve results: Will have a serious impact on the overall success of the college or University operations.

Supervision of others: Has multiple senior managers reporting to this role.

Relationships with colleagues across departments: Regularly interacts with executives or external leadership. May be responsible for making presentations to University trustees. Advises senior leadership on University or college issues, with high quantifiable impact on the success of the University. Interactions frequently involve special skills such as negotiating with customers or management or attempting to influence executive leadership regarding matters of significance to the college or University.

Knowledge level: Recognized as the college’s or University’s expert in one of the primary areas of operations within a function.

Levels of problems: Problems arise from issues with strategy and are often unprecedented and impact broad segments of the college or University.

Interpretation of information: Works on complex issues where analysis of situations or data requires an in-depth knowledge of the University.

Resolution of problems: Problems are resolved through abstract and conceptual analysis and require innovative thinking and problem solving that impacts two of the three dimensions of management at the college of University level – operations, finance, or human capital.

Decision making: Applies in-depth knowledge of the function, college, strategies, and the University goals; decisions effect long-term operational results delivered, and typically affect the financial, employee, or public relations aspects of the college or University.

Years of experience: Minimum of 12+ years direct experience with 8+ years of demonstrated leadership.

Typical education level: Typically requires a master’s degree in related discipline or equivalent related experience, may require further advanced degree.

Impact to the group or department: Has responsibility for 30–50% of the operations of a major function(s), in which actions can measurably increase or decrease college or University operating results OR has responsibility for a material portion of University assets or processes – operations, finance, human capital – as determined by the dean, vice president, or provost. This includes planning, staffing, budgeting, managing expense priorities, and recommending and implementing changes to methods. Responsible for the organizational design of college operations or University-wide function. Position has significant impact on small- to medium-sized college or large University-wide function.

Impact on operations: Actions can measurably increase or decrease college or University operating results. Makes final decisions on administrative or operational matters and ensures operation’s effective achievement of objectives. Participates in college or University development of methods, techniques, and evaluation criteria for projects, programs, and people.

Strategic planning: Develops and implements long-term strategies for the University or college, and for major initiatives that shape its long-term future.

Policymaking: Has authority to significantly modify the major or most significant policies and processes in the function; expected to recommend innovation and improvement to policy and procedures on issues of high dollar impact for the University or college.

Departmental budget impact: Responsibility to develop and maintain budgets for large department or multiple departments; signature authority. Ensures budgets meet University requirements.

Financial and external risks: Has responsibility for managing significant financial or external risks that require frequent interaction with executive leadership. Makes strategic vendor selections and purchasing decisions for the department or function.

Impact of erroneous decisions or failure to achieve results: Will have a serious impact on the overall success of the college or University operations.

Supervision of others: Has multiple senior managers reporting to this role.

Relationships with colleagues across departments: Regularly interacts with executives or external leadership. May be responsible for making presentations to University trustees. Advises senior leadership on University or college issues, with high quantifiable impact on the success of the University. Interactions frequently involve special skills such as negotiating with customers or management or attempting to influence executive leadership regarding matters of significance to the college or University.

Knowledge level: Recognized as the college’s or University’s expert in one of the primary areas of operations within a function.

Levels of problems: Problems arise from issues with strategy and are often unprecedented and impact broad segments of the college or University.

Interpretation of information: Works on complex issues where analysis of situations or data requires an in-depth knowledge of the University.

Resolution of problems: Problems are resolved through abstract and conceptual analysis and require innovative thinking and problem solving that impacts two of the three dimensions of management at the college of University level – operations, finance, or human capital.

Decision making: Applies in-depth knowledge of the function, college, strategies, and the University goals; decisions affect long-term operational results delivered, and typically effect the financial, employee, or public relations aspects of the college or University.

Years of experience: Minimum of 12+ years direct experience with 8+ years of demonstrated leadership.

Typical education level: Typically requires a master’s degree in related discipline or equivalent related experience, may require further advanced degree.