Hay Chart

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KNOW-HOW The sum of knowledge, skill and experience - however acquired - necessary for fully acceptable job performance.

It has three dimensions:

Technical Know-How Required depth and scope of specialised knowledge. As you read down the scale from A to H, you recognise increasing specialisation in some jobs,

and an increase in scope or range of general knowledge in others.

Depth: ranging from knowledge of the simplest work routines to unique and authoritative knowledge within complex disciplines.

Scope: variety of things, processes, products etc., from few to many, about which knowledge is required.

D

Management Know-How The knowledge required for harmonizing, integrating and managing activities and functions. It involves combining some or all of the elements of planning, organizing, directing, executing, assessing and controlling, and takes account of the time scale / planning horizon in.the job. Management Breadth is related to the size and complexity of an organisation reflecting such things as functional.diversity, business diversity, geographic spread and strategic horizons. It may be exercised in an executive or advisory/consultative way.

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---d Human Relations Skills The skills needed to communicate with and influence individuals and groups, within and outside the organisation in order to achieve results with and through people.

1

Basic Dealing with other people is primarily concerned with requesting and providing information. Ordinary courtesy, tact and effectiveness in dealing with others are required.

2

Important Interaction with others demands understanding, providing support and/or influencing. Empathy and assertiveness are necessary but persuasion and reasoning are based on job-specific knowledge, more than inspiring and motivating.

3

Critical Interaction with others is critical to the job or role and is concerned with changing behaviour. It involves inspiration, motivation, the development of others and the creation of the right working climate.

Legend Blue Red Grey

= logical combinations = less likely combinations = highly unlikely combinations

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Task Performance of an isolated task or tasks, specific as to objective and content. Interacting with others principally connected to receiving instructions.

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Relation Skills

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Heterogeneous Operational or conceptual integration and management of functions which are diverse in nature and which are decisive in achieving the organisation's objectives OR management of a strategic function in a large organisation

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·IV. Functionally Complete Full integration and management of all functions within a large organisation. Management of a major strategic function in very large complex organisation

·V. ComplElxNery Large Managerial integration of all activities in a very large complex organisation, almost certainly with intemational dimensions

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