Job Evaluation - Hay Guidance Notes

The HAY job evaluation scheme derives its credibility from being the
recommended means of determining pay for the JNC group.

What does the hay evaluation process involve?

Completing a Job Description Questionnaire (JDQ)

Agreeing the JDQ with your line manager
Despatching the completed JDQ for Job Evaluation - by an
external Panel
Notifi cation of the Panel's evaluation
Acceptance, Appeal or Re-assessment

What job information is required?

Collected by means of a JOB DESCRIPTION QUESTIONNAIRE (JDQ)

which is completed by the postholder and agreed with their line
manager
Key Information being looked for in terms of Job Information/Job
Analysis falls into three categories:
o JOB CONTENT
o JOB CONTEXT
o JOB UNDERSTANDING
The postholder needs also to convey the DIFFICULTY and
IMPORTANCE of the Job

It is important to remember when completing the form that jobs will be

evaluated in accordance with the following judgements and that you should bear
these in mind when completing your JDQ:

Against 3 common elements of every job i.e.

o All jobs need "KNOW-HOW"
o To be used in "PROBLEM SOLVING"
o In order to carry out "ACCOUNTABILITIES"

These 3 common elements are defined within HAY as follows:

1. "Know-How"
The sum of every kind of knowledge, skill and experience required for standard
acceptable performance. It is the fund of knowledge which is necessary for meeting:
the requirement for know-how in practical procedures, specialised techniques
and professional disciplines

 integrating & harmonising the diverse elements involved in managerial

situations i.e.. planning, organising, directing, controlling and innovating taking
account of size, functional or organisational diversity and timescale
the requirement for know-how in working with and through people
Know-how has both breadth and depth - thus a job may require some knowledge
about a lot of things or a lot of knowledge about a few things
Score on know-how factor is made up of three elements:

depth and range of technical know-how

breadth of management know-how
human relations skills

2. "Problem Solving"
Problem Solving is the "self starting" thinking that is required by the job for
analysing, evaluating, creating, reasoning, arriving at and drawing conclusions
Problem Solving has two dimensions:

the environment in which the thinking takes place

the challenge presented by the thinking to be done

Problem Solving measures the intensity of the mental process which employs "KnowHow" to (1) identify, (2) define, and (3) solve a problem
Everyone thinks with what they know - the raw material
3. "Accountability"
Accountability is the answerability for action and for the consequences of that action it is the measured effect of the job on the end results. Accountability has three
dimensions in the following order:
Freedom to Act - measured by the existence or absence of personal or
procedural control and guidance

Job Impact on End Results

Magnitude (Area of Impact) - indicated by the size of the area(s)
most clearly aff ected by the job (measured on an annual money
basis).

Principal Accountabilities
The object of statements under this heading is to identify clearly the major parts of the
work for which you are accountable to your Authority. This involves identifying the

most significant responsibilities of the job, which have a clear end result or output, for
the achievement of which you will be held accountable. Note in particular: 1.

Accountability statements are different to a list of tasks, actions and

duties, because a whole series of these can contribute to one end result.

2.

Accountability statement are timeless, i.e. they do not change unless the
job changes significantly.

3.

In well structures jobs there are between FOUR and EIGHT principal
accountabilities, which may cover such areas as planning, organising,
directing, innovating, budgeting, staffing, as well as meeting specific
objectives within the scope of the job purpose.

4.

Each statement should consist of one sentence in this form:

Action Verb . . .
Control . . . . .
return

Object of Action . . .
Cash flow . . . . .

End Result . . .
to optimise financial
and to meet expenditure
commitments

As a guide, four more examples of accountability statements are listed below:

Formulate and gain acceptance for annual budgets to secure the

resources necessary to achieve agreed work programmes.
Recruit within establishment, motivate, train and develop manual
staff to maintain an eff ective workforce capable of meeting its
objectives.
Keep under review and recommend organisational changes to
optimise working practices and staff career development.
Produce detailed designs and drawing, which meet the
specifi cations of the project brief.

Below is a list of ACTION VERBS, which you may find useful.

Policy Jobs
Approve
Authorise
Define
Determine
Develop
Direct
Establish
Plan
Prepare

Management
Achieve
Assess
Ensure
Identify
Implement
Improve
Maintain
Monitor
Review

Specialist
Analyse
Appraise
Enable
Forecast
Interpret
Justify
Propose
Recommend
Support

Specific
Check
Collate
Distribute
Issue
Obtain
Operate
Provide
Submit
Supply

General*
Administer
Assist
Control
Liaise
Manage
Supervise

*These action verbs are considered imprecise and you are advised to use more
precise action verbs in order to help the evaluators fully understand your job.

When the accountabilities are complete, estimate the relative importance of each one
at the current time, using a percentage. The sum of the percentages should equal
100%.

The Job Evaluation Process itself

Job Evaluation is undertaken externally by a panel of Hay

Consultants - experienced in the public sector
The Panel consider information supplied, judgement and job size
It is important to remember Job Evaluation is a system - not a
science

The Evaluation rules applied by the Panel are:

Evaluate the Job not the Person

Assumes fully acceptable performance
Job as it is now
Ignores present grade and status
No understanding means no evaluation

The Appeal or Re-evaluation process of the Hay evaluations is as follows:

Please refer to the Moderation and Appeals process which will be distributed
together with your job overview.

JOB DESCRIPTION QUESTIONNAIRE

JOB TITLE:
REPORTS TO:
JOB HOLDERS NAME:
1. PURPOSE OF YOUR JOB
Give in one or two sentences the basic reason why your job exists. E.g. Supervise
and control highway maintenance services in the north of the country.

2. DIMENSIONS
Quote figures which give a picture of your job as follows:
(a) Annual budgetary amounts with which your job is either directly or indirectly
concerned.
(b) Number and gradings of subordinate staff, if any.
(c) Any other statistics relating to your work.

3. PRINCIPAL ACCOUNTABILITY
List your principal accountabilities after reading the notes attached to this
Questionnaire, and indicate the importance percentage.

4. HARDEST PART OF YOUR JOB

Describe what is the most difficult, complex or challenging part of your job and
explain why.

5. WORK EXAMPLES
Describe the impact of your work by giving two or three examples of past actions or
future intentions, which will amplify the understanding of your accountability.

6. ORGANISATION
(a) Draw an organisation chart that shows clearly your job, your immediate
Supervisor, his/her supervisor, colleagues who also report to your supervisor,
and your supordinates if you have any, giving full titles.

(b) Briefly describe the major responsibilities of your immediate subordinates if

you have
any and explain how you supervise them, eg day-to-day, weekly meetings,
control procedures.

(c) Briefly describe the nature of the reporting relationship which exists between
yourself
and the Committee/Chief Executive/Chief Officer/Manager to whom you are
accountable.

7. JOB CONTEXT
The purpose of this section is to aid understanding of your job by setting it in its
proper
context.
Describe:
(a) key features of the Councils policy/local environment which affect the services
for
which you are responsible.
(b) how your job relates to the work of other officers, groups, committees, general
public,
etc, both within and outside the Council. In particular you should identify the
nature
and extent of contact you must maintain with elected members outside formal
Committee meetings.

8. KNOWLEDGE AND EXPERIENCE

What education, qualifications, training and experience are necessary to enable you
to
perform your job fully and effectively. Note that this information should relate to
your
qualifications etc required for the job and may not be the same as your own
qualifications etc.

9. ADDITIONAL INFORMATION
Briefly explain any aspects of your job which you think have not been adequately
covered in previous sections and which you feel are important in understanding your
various duties. Include also any temporary features.

APPROVAL we confirm that this questionnaire conveys a full and accurate

description of
the job as at (date):
Signed:
Post Holder
TXCDB2349

Line Manager