UF’s TEAMS Job Structure

January 2024

UF’s TEAMS job structure aims to provide a comprehensive framework for categorizing and defining jobs based on their duties, responsibilities, and expected outcomes. The structure is organized into individual contributors, management, and leadership levels. Emphasis is placed on continuous learning, feedback mechanisms, and the importance of both hard and soft skills.

Task or Functional Roles

Employees primarily focus on their own work outputs, without managing others. They contribute directly to UF’s objectives, such as product creation, service provision, or software development.

  • Level I (Entry-Level): Incumbents undertake routine tasks following standard procedures. They require minimal prior knowledge or experience and work under direct supervision. Continuous onboarding training and mentoring are provided.
  • Level II (Experienced): Employees have basic working knowledge acquired through experience or education. They work under general supervision, handle routine problems, and occasionally seek input for more complex issues. Incumbents may occasionally inform colleagues about practices or policies.
  • Level III (Senior): Requires a comprehensive knowledge of operational procedures gained through extensive experience or education. They work with limited supervision and offer guidance and mentoring to junior employees. They handle non-standard problems requiring analytical thinking and might manage specific projects or processes.
  • Level IV & V (Technical/Professional roles): These are differentiated based on detailed job responsibilities in the classification specification.

Tactical or Managerial Roles

Supervisory employees manage and guide other employees’ work within the organization, playing a pivotal role in team development and performance management. Emphasis on soft skills, especially communication and teamwork, is paramount at this level.

  • Supervisor: Oversees entry-level or experienced individual contributors. Sets team objectives aligning with departmental goals. They ensure that policies are understood and followed. This level typically includes front-line supervisors like Grounds Supervisor. Continuous feedback and performance metrics are implemented at this level.
  • Manager: Manages seasoned individual contributors or supervisors. Responsible for daily operations, training, and reviewing their team’s work. They tackle challenging and non-standard problems and are encouraged to innovate in problem-solving.

Leadership Roles

Leadership roles encompass professionals overseeing tactical and operational activities in specific areas. They typically manage three or more direct reports and focus on planning, prioritizing, and guiding employee duties.

  • Assistant/Associate Director – Manages a diverse team consisting of managers, supervisors, and individual contributors. They implement policy and strategy for short-term results. They can influence others outside their job area regarding policies and practices. Regular interactions with senior management are common, and they emphasize the importance of communication skills.
    Factors that differentiate Assistant and Associate Directors

    • Strategic Involvement
      • Assistant Director: Might be more involved in the tactical and operational aspects of the department, ensuring the implementation of strategies.
      • Associate Director: Engages more in strategic planning, shaping the direction of the department and aligning it with the organization’s broader goals.
    • Decision-making Authority
      • Assistant Director: Might require higher-level approval for major decisions and might focus more on implementing strategies and policies.
      • Associate Director: Possesses higher decision-making authority and can take strategic decisions independently within their scope.
    • Scope of Responsibilities
      • Assistant Director: May be responsible for specific sub-sections or functions within a department.
      • Associate Director: Oversees broader areas, possibly encompassing multiple functions or the entirety of a department.
    • Budgetary Responsibilities
      • Assistant Director: Might handle smaller budgets or specific project budgets.
      • Associate Director: Likely responsible for larger budgets, including the entire departmental budget or budgets for multiple projects.
    • Team Size
      • Assistant Director: Manages smaller teams or specific units within a department.
      • Associate Director: Oversees larger teams or multiple units, possibly including Assistant Directors.
    • Stakeholder Engagement
      • Assistant Director: Engages with internal stakeholders, ensuring smooth departmental operations.
      • Associate Director: Often interfaces with both internal and external stakeholders, representing the department or organization in strategic meetings or partnerships.
  • Director – Directs a department with multiple teams. Responsible for short to mid-term strategy execution and operational management. They handle intricate problems requiring in-depth investigation. They influence practices and communicate with executive leadership, emphasizing strategic planning and innovative thinking.
  • Senior or Executive Directors – For larger departments or higher authority roles, Senior or Executive Directors might be needed. These roles focus on higher-level strategic planning or oversee substantial entities under a vice-presidential area.
  • Assistant/Associate Vice President –  Leads multiple teams headed by directors or managers. They strategize in alignment with organizational goals. Their decisions greatly impact their area of responsibility. Regular interactions with executive leadership are integral, emphasizing both hard and soft skills. The same factors that differentiate assistant and associate directors are used to differentiate between assistant and associate vice presidents.