Hay Job Evaluation Manual Best Practice.pdf

Northwest Territories

HAY JOB EVALUATION MANUAL

Government of the Northwest Territories Job Evaluation Manual Table of Contents 1.

Introduction

2.

The Job Evaluation System

3.

2.1

GNWT Job Evaluation Standards

2.2

Hay Guide Charts

Human Resource Manual Sections Pertaining to Job Evaluation 901

Job Descriptions

902

Evaluating a Position

903a UNW Bargaining Unit Job Evaluation Appeals 903b Excluded Employee Job Evaluation Appeals

4.

5.

6.

Evaluation Reference Material – Hay Factors 4.1

Know-how

4.2

Problem Solving

4.3

Accountability

4.4

Working Conditions

GNWT Benchmarks 5.1

Introduction

5.2

Sort by benchmark Numbers

5.3

Benchmarks in Numerical Order

GNWT Model Jobs 6.1

Administrative Assistants

6.2

Clerks / Assistants

6.3

Collections Officer

July 3, 2001

6.4

College Instructors

6.5

Engineering / Technologist

6.6

Finance & Accounting

6.7

Human Resources

6.8

Information Technology

6.9

Inspectors / Regulatory

6.10

Institutional Corrections Workers

6.11

Legal Counsel

6.12

Nursing

6.13

Policy Officers

6.14

Records and Library

6.15

Renewable Resource Officers

6.16

Social Workers

6.17

Trades

July 3, 2001

Government of the Northwest Territories Job Evaluation Manual Introduction The purpose of this manual is to serve as a guide for Job Evaluation Facilitators and Departmental Job Evaluation Committees (DJEC) responsible for the application of the Hay Job Evaluation Methodology used by the Government of the Northwest Territories (GNWT). This manual is not a source of training and does not prepare individuals to be job evaluators.

As the organization continually changes, the information in this manual may become outdated or new information may be added. The Job Evaluation section of the Financial Management Board Secretariat will send out replacement pages or post replacements on the World Wide Web as may be appropriate. Manual holders are responsible for the maintenance of their own manuals.

For additional information, users of this guide may contact the Job Evaluation Section, Labour Relations and Compensation Division, of the Financial Management Board Secretariat at (867) 920-8900.

July 3, 2001

1

Job Evaluation Quality Assurance Government of the Northwest Territories 1.

Delegation

The Chairman of the Financial Management Board has overall responsibility for implementing and maintaining the Job Evaluation system used to evaluate Public Service Jobs in the Government of the Northwest Territories. The Chairman of the Financial Management Board has delegated responsibility for evaluating Public Service jobs, other than those jobs in the senior management group or Human Resource Jobs (as defined by the FMBS), to the Deputy Heads of the following departments, boards and agencies: The Department of Justice; The Department responsible for Resources, Wildlife and Economic Development; The Department responsible for Education, Culture and Employment; The Workers’ Compensation Board; The Executive; The Ministry of Aboriginal Affairs; The Department responsible for Municipal and Community Affairs; The Department responsible for Health and Social Services; The Department of Finance; The Department of Transportation; The Legislative Assembly; The Department responsible for Public Works and Services; and, The Northwest Territories Housing Corporation. This delegation will be made subject to departments, boards and agencies meeting and maintaining Job Evaluation Standards as established by the Financial Management Board Secretariat and as detailed in this document. Delegation is also subject to the wishes of the Job Evaluation Facilitators’ Committee in respect of any particular job. The final arbiter of any disagreement between a department and the Job Evaluation Facilitators’ Committee shall be the Secretary of the Financial Management Board. 2.

Financial Management Responsibilities

Board

Secretariat,

Job

Evaluation

Unit

The Financial Management Board Secretariat, Job Evaluation Unit is delegated the responsibility for implementing and maintaining standards and processes respecting the Job Evaluation system. This includes, but is not limited to: The development, implementation and operation of quality control measures and processes to ensure consistency and the overall integrity of the job evaluation system; The provision of job description writing training to departmental Human Resource staff and job evaluation training to departmental staff as appropriate; Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

The maintenance of records respecting benchmarks and job model descriptions and evaluations as well as any other job evaluation tools provided; The management of job evaluation appeal and special review processes including the representation of the Secretary of the Financial Management Board on Special Review and Job Evaluation Appeal Committees and Boards; The maintenance of a master list of the evaluations for Public Service jobs; Auditing compliance by delegated departments and agencies with Job Evaluation standards including maintaining current listings of all departmental committee members inclusive of the names, gender, position and training history of each member; Making appropriate recommendations to the Secretary of the Financial Management Board upon the conclusion of audits respecting additional training requirements, establishing special processes to meet specific deficiencies or the withholding or rescinding of delegation where a department, board or agency fails to meet or maintain Job Evaluation Standards; Communication with the Union of Northern Workers with respect to matters related to job evaluation such as the development of agreements to address specific concerns, appeals of evaluations by Union members or the general operation of the Job Evaluation system and processes; The evaluation of jobs for a department, board or agency where delegation of responsibility for this function has not taken place or has been rescinded; The development, implementation and maintenance of systems in support of job evaluation Chairing Job Evaluation Facilitators’ Committee meetings; Communication and consultation with Hay Management Consultants. 3.

Departmental Job Evaluation Committees i.

Committee Structure, Responsibility and Reporting Relationships

Departmental Job Evaluation Committees have designated authority/accountability from their respective Deputy Heads to carry out job evaluation functions in a department.

Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

Departmental Job Evaluation Committees must be gender balanced and consist of no fewer than three members. Committees are balanced with all members bringing knowledge to the committees with respect to jobs, departmental and Government functions and programs. Departmental Job Evaluation Committees carry out their job evaluation responsibilities on behalf of their Deputy Head, but in the context of the Government of the Northwest Territories jobs and structures. Departmental Job Evaluation Committee Members including the Job Evaluation Facilitator do not participate in and are not present during the evaluation of their own jobs by the committee. Departmental Job Evaluation Committee Members including the Job Evaluation Facilitator do not participate in an evaluation where the incumbent of the job is a family member or where some other conflict of interest exists. Departmental Job Evaluation Committee Members who find themselves in a conflict of interest situation due to having any reporting relationship with the job being evaluated are required to discuss this with the Job Evaluation Facilitator and if necessary in the opinion of the Facilitator, withdraw from the evaluation. Job Evaluation Facilitators shall discuss such matters as may affect them personally, with the full Departmental Job Evaluation Committee before reaching a decision as to whether or not they should withdraw from a particular evaluation. A quorum for any committee shall be 50% of the Committee or three members, whichever is greater. In the event that sufficient members are not available or cannot be appointed, members of evaluation committees from other departments may be invited to participate in another department’s evaluations. ii.

Job Evaluation Facilitators

Job Evaluation Facilitators’ are accountable to their respective Deputy heads for: Chairing departmental job evaluation committees and leading evaluation discussion and processes;

Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

Ensuring that the integrity of the job evaluation system is maintained by providing appropriate direction to Departmental Job Evaluation Committees where such committees may be moving away from the overall organization’s view of evaluations in general or changing the meaning of specific compensable factors, benchmark jobs or job models from what is commonly understood within the organization, by the Job Evaluation Facilitators’ Committee or by Hay Management Consultants; Ensuring that committee members receive appropriate training (as defined in section (iii) on the following page) prior to being part of decision making processes on committees; Ensuring that job evaluation standards as contained in this document are met within their respective departments, boards and agencies; Reviewing quality assurance reports provided by the Financial Management Board Secretariat for the purpose of identifying evaluation anomalies or inconsistencies; Responding to quality assurance reports by reviewing and adjusting internal Job Evaluation Committee practices as appropriate to ensure more consistent evaluations or by indicating evaluation anomalies/inconsistencies that seem to exist in other departments to the Manager of Job Evaluation; Ensuring that the Manager of Job Evaluation is made aware of departmental committee membership inclusive of the names, gender, position title and training history of each member; and, Regularly attending Job Evaluation Facilitators’ Committee meetings. Job Evaluation Facilitators make recommendations to their respective Deputy Heads regarding the Departmental Job Evaluation Committee membership and the activities of any particular member with the intent of ensuring effective committee operation. Job Evaluation Facilitators are fully trained in the use of the Hay Job Evaluation System. Appropriate training consists of no less than the three-day training program as delivered by Hay or the Job Evaluation Section of the Labour Relations and Compensation Division of the Financial Management Board Secretariat. Job Evaluation Facilitators report to the Deputy Head of their department, board or agency for the purposes of job evaluation.

Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

Job Evaluation Facilitators are appointed by their respective Deputy Heads and as such, speak for their respective departments in reaching final evaluation decisions as members of the Job Evaluation Facilitator’s Committee and on behalf of their respective Deputy Heads. iii.

Job Evaluation Committee Members

Job Evaluation Committee Members are fully trained in the use of the Hay Job Evaluation System. Appropriate training consists of no less than the three-day training program as delivered by Hay or the Job Evaluation Section of the Labour Relations and Compensation Division of the Financial Management Board Secretariat. Job Evaluation Committee Members are responsible for evaluating jobs in accordance with their training and in a manner consistent with the organizational view and application of the system and its specific factors and dimensions. iv.

Deputy Heads

Deputy Heads appoint Job Evaluation Facilitators and Departmental Job Evaluation Committee members. Deputy Heads (or designates) approve job descriptions, job evaluations and the establishment/deletion of jobs for their departments. Deputy Heads are responsible for the integrity of the job evaluation system and the quality of evaluations within their respective departments. 4.

Job Evaluation Facilitators’ Committee i.

Terms of reference

The terms of reference for the Job Evaluation Facilitators’ Committee is attached as Appendix #1. ii.

Committee Chair and Support

The Manager of Job Evaluation chairs the Job Evaluation Facilitators’ Committee. Job Evaluation Section staff establish agendas, maintain minutes and follow-up on Committee work and activities.

Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

5.

Departmental Human Resources Staff i.

Internal processes

Departmental Human Resource Staff ensure that internal processes with respect to writing job descriptions, preparing organization charts, completing required documents and obtaining appropriate sign-off, are established, disseminated within the department and adhered to within the department. Department Human Resource Staff ensure that a valid and appropriate NOC code is assigned to each job in the department and that this information is reflected accurately in the Job Evaluation panels in the HRMS (PeopleSoft). Departmental Human Resource staff ensures that managers/supervisors are aware of and follow internal procedures respecting the preparation of jobs descriptions, certification of job description content as well as documentation standards in preparing requests for evaluation. 6.

Job Descriptions i.

Job Description Content

Job Descriptions for evaluation purposes must be current. Job Descriptions are “current” if they accurately reflect the duties assigned to the job in question and are described in the appropriate format. The information evaluated by the Departmental Job Evaluation Committee must be consistent with Job Description content. ii.

Format of Job Descriptions

Job Descriptions must be in the appropriate format as specified by the Financial Management Board Secretariat (see section 901 of the Human Resource Manual). iii.

Certification

Job Descriptions are certified as accurate by the supervisor and the Deputy Head (or designate). Job Descriptions are signed by incumbents to certify that they have been read and understood.

Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

iv.

Content Disputes

Disputes respecting the content of job descriptions are resolved before evaluations take place. Final decisions respecting job description content are made by the Deputy Head (or designate). 7.

Evaluations i.

Rationales

A rationale must be written for each evaluation. The rationale addresses each of the four major compensable factors (and their various dimensions) evaluated as detailed in the Hay Job Evaluation System (Know-How, Problem Solving, Accountability and Working Conditions). A rationale also addresses the short profile (relationship between problem solving and accountability). The rationale makes reference to any relevant job models, benchmarks or like jobs referred to in carrying out the evaluation and where appropriate, makes reference to other jobs within the same context or job family. The rationale records the names of the committee members who carried out the evaluation of the job and the date of the evaluation. ii.

Factors

An evaluation considers all compensable factors and the elements of each factor (Cognitive Know-How, Managerial Know-How, Human Relations Know-How, Thinking Environment, Situational Challenge, Freedom To Act, Magnitude and Impact, Physical Demands, Environmental Demands, Sensory Demands and Mental Demands) as well as the short profile. iii.

Benchmarks and Job Models

An evaluation takes place with reference to appropriate GNWT job models or benchmarks. Hay Job Family models may be used in addition to GNWT resources or when GNWT references do not adequately address a particular job or job family.

Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

iv.

Organizational Context

Jobs are evaluated within their organizational context, taking into account the jobs of subordinate, peer and supervisory/management jobs up to and including the Senior Management Levels, as well as the entire Government structure. v.

Documentation

Documentation of all evaluation results as well as job description changes are prepared and placed on job files. Documentation of an evaluation includes: an evaluation request signed off by the Deputy Head (or designate); a job description and organizational chart signed off the Deputy Head (or designate); A print out of the current Job Evaluation record from the HRMS. (which contains rationale details). 8.

Job Evaluation Records i.

Position Files

Position files exist in two parts: the working file, maintained in Departments; and, the history file, maintained in the Financial Management Board Secretariat. ii.

Position file contents

Working files contain copies of documentation prepared as specified in 7.v above. History files contain original documents prepared as specified in 7.v. and all other documentation pertaining to the position in question since the establishment of that position.

Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

iii.

Electronic Records

Job Evaluation Facilitators in each department are required to maintain current electronic records of all evaluations (sore thumb lists). These records are maintained as evaluations take place and are recorded in the HRMS maintained by the Financial Management Board Secretariat. The record of each position and evaluation includes accurate registration information, the evaluation of the job, a rationale for the evaluation and a record of the names of the Job Evaluation Committee members who carried out the evaluation. Minimum registration information includes position number and title, position location (department), National Occupation Classification (NOC) Code and GNWT Job Family Code.

9.

Communication with Managers and Employees i.

Employees – Evaluation Results

The results of evaluations are communicated to employees through their Director/Manager when evaluations are finalized or amended, to ensure that Managers and employees are informed of any changes. ii.

Employees – Evaluation Questions

Employees are encouraged to discuss concerns about their evaluations with their supervisor/manager. Employees are provided with copies of their job description, evaluation result and job evaluation rationale upon request. iii.

Employees – Job Description Questions

Employee questions regarding job description content are addressed by the employee’s supervisor/manager. iv.

Employees – Appeals and Special Review Committee Referral

Communication respecting Job Evaluation Appeals takes place between the Deputy Head (or designate) and the employee until such time as the appeal or Special Review Committee request is referred by the Deputy Head to the Manager of Job Evaluation.

Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

Communication with employees after such time as an appeal or Special Review Committee request has been referred to the Manager of Job Evaluation, takes place between the Manager of Job Evaluation and the Employee and is copied to the Deputy Head and the Facilitator. Deputy Heads inform departmental supervisors/managers appropriate, of appeal and special review results. v.

as

may

be

Communication With Manager/Supervisors

Job Evaluation Facilitators communicate evaluation results to appropriate managers/supervisors and the Deputy Head (or designate). 10.

Quality Assurance i.

Reports to Facilitators

All Job Evaluation Facilitators will be provided complete sore thumb reports of all jobs on a monthly basis for their review and comment with respect to anomalies that may exist among the evaluations as well as for use as Job Evaluation reference material. ii.

Job Evaluation Audits

On an annual basis, or as deemed necessary by the Manager of Job Evaluation, Job Analysts will audit each department’s Job Evaluation Committee activities and job evaluation results to determine if Job Evaluation Standards are met. Audits will consist of observing committee activities and reviewing a sample of evaluations, position files and electronic records to ensure that job evaluation standards in these areas are met. Draft Audit reports will be discussed with the departmental Job Evaluation Facilitator as appropriate, before an Audit Report is finalized. Final Audit Reports will be provided to the Deputy Head of the affected department as well as to the Secretary of the Financial Management Board. Audit results that indicate that standards are not met will be followed up by the Job Evaluation Section within three months of the audit report being produced to ensure that appropriate remedial action has taken place.

Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

iii.

Job Evaluation Review

The Manager of Job Evaluation, after review of departmental job evaluation results, may, after discussion with the appropriate Departmental Job Evaluation Facilitator, delay the implementation of any job evaluation result that the manager believes to be inconsistent with other evaluations in the GNWT. The manager may, in such cases, refer the evaluation to the Job Evaluation Facilitators’ Committee to conduct a review and evaluation or consult as appropriate with other Job Evaluation Facilitators or a Hay consultant in attempting to ensure consistent application of the Hay Job Evaluation Methodology. iv.

“Sore Thumb” Exercises

At each job Evaluation Facilitators’ meeting, new evaluations and changes in total points that have taken place during the prior month will be reviewed for consistency with the current ranking of jobs.

Last Revision: April 22, 2004

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JOB EVALUATION Job Descriptions and Organization Charts Bargaining Group and Excluded Positions

HUMAN RESOURCE MANUAL Section 901

JOB DESCRIPTIONS BARGAINING GROUP AND EXCLUDED POSITIONS

INTRODUCTION 1.

Managers are responsible for assigning work to the positions under their direction and for describing that work in a job description. Deputy Heads are the final authority respecting the assignment of work and job description content within their departments, boards or agencies.

APPLICATION 2.

These guidelines and procedures apply to all positions except for the following: § Casual jobs, § Senior Management positions § NWTTA bargaining unit positions, and § Positions in the NWT Power Corporation

DEFINITIONS 3.

A Job Description is a written statement of the duties and responsibilities of a position. It also contains a description of the knowledge and skills required of an incumbent in order for the person to satisfactorily do the job. It lists the working conditions that may exist when the duties of each position are performed. Deputy heads are the final authority respecting the assignment of work and job description content within their departments, boards or agencies.

4.

A Job is either a unique position or a number of positions that are similar and are adequately described by one job description.

5.

A Position is one specific job. An employee fills a position and is referred to as an incumbent.

6.

Responsibilities are a set of related functions or tasks forming a significant part of a job.

7.

Task means a unit of activity, which with other units, make up a responsibility.

8.

Job evaluation is the analysis and evaluation of the required know-how, problem solving, accountability and working conditions of a position. Job evaluation establishes the relative value of a position within the GNWT.

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HUMAN RESOURCE MANUAL Section 901

GUIDELINES 9.

Managers wishing to compare job descriptions and evaluations must request job descriptions directly from the department concerned through their departmental Human Resource unit.

10.

To be valid for the purpose of job evaluation, a job description must be approved by the Deputy Head of the employing department, board or agency.

11.

The approval date for a job description is normally the date that the position is established (new position) or has been re-written. However, the Deputy Head may indicate a more appropriate effective date to coincide with a departmental re-organization.

12.

Explanation of the components of the job description follow. Please refer to the GNWT Job Description Writing Manual for complete and comprehensive instructions on job description development, including examples.

13.

Section 1 - Identification The Identification Section should include the position number, position title, department, division/region and location of the position. In the case of a new position, enter the department code and the word NEW.

14.

Section 2 - Purpose A narrative statement explaining briefly why the position exists, including what the position does, within what context, and what overall result is expected of the position. This is not a summarized list of the responsibilities.

15.

Section 3 -Scope This section describes the impact the position has on the area in which it is located, the department, other departments, the government as a whole or the public as well as the importance of the impact.

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JOB EVALUATION Job Descriptions and Organization Charts Bargaining Group and Excluded Positions 16.

HUMAN RESOURCE MANUAL Section 901

Section 4 - Responsibilities This section summarizes the major responsibilities and the expected outcomes of those responsibilities that contribute to the overall purpose of the position. A job typically has 1 – 5 major responsibilities, and these responsibilities may be further clarified by describing 1 – 8 major activities that are carried out in meeting a specific responsibility. Responsibilities describe the accomplishments with regards to people, ideas and things that contribute to the overall purpose of the position. Statements of responsibilities do not reflect any value to the position until they are described within a context and a stated end result (outcome).

17.

Section 5 - Knowledge, Skills and Abilities This section summarizes the minimum level of knowledge, skills and abilities (however obtained) required to competently perform the job Knowledge identifies the acquired information or concepts that relate to a specific discipline. Skills describe the acquired measurable behaviors that may cover manual aspects required to do the job. Abilities describe natural talents or developed proficiencies required to perform the responsibilities of the job. The scope and responsibilities of the position must support the required knowledge, skills and abilities. Any bona fide (statutory) requirement for specific education, training or th certification (i.e. Registered Nurse, Journeyman Electrician, 4 Class Stationery Engineer, P. Eng.) is included here. For clarification purposes, a statement that describes how an individual would typically acquire the required knowledge skills and abilities should be added at the end of this section.

18.

Section 6 - Working Conditions Working conditions describe the physical, environmental, sensory and mental demands of a position that are present while carrying out their responsibilities.

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HUMAN RESOURCE MANUAL Section 901

Frequency, duration and intensity, measured in time (i.e. every day, 7 ½ hours per day, two or three times a week, low, medium high intensity), documents the conditions of work, not the effect it may have on the incumbent. Examples which define the levels of intensity are available from departmental Job Evaluation Facilitators and should be referred to in preparing this section of the job description. Physical demands: jobs may require levels of physical activity that vary in intensity, duration and frequency, or any combination of these factors that produce physical stress or fatigue (i.e. handling of materials; lifting, stretching, pulling; working in awkward positions; other unusual circumstances. Environmental conditions: jobs may include progressive degrees of exposure of varying intensity to unavoidable physical and environmental factors, which increase the risk of accident, ill health or physical discomfort (i.e. exposure to toxic or unpleasant fumes; extremes of temperature, noise, vibration, dirt, dust; unavoidable exposure to hazardous substances, equipment and/or situations). Sensory demands; jobs may require concentrated levels of attention with any combination of the senses in order to discern something in the course of meeting the responsibilities, and may vary in intensity, duration and frequency. The intensity may be affected by subtle sensory factors that may be difficult to discern. Demands may include: reading, watching, studying, observing; smelling touching, attending to the nuances of sound; inspecting, proof reading, manual manipulation; operating equipment, monitoring computer terminals, technical trouble shooting. Mental demands: jobs may have external factors that create the risk of mental or emotional fatigue and may include: lifestyle disruption caused by work schedules or travel requirements; boredom resulting from work repetition; concentrated attention for prolonged periods of time; lack of control over work pace or priorities; emotional deprivation resulting from isolation or lack of privacy; exposure to emotionally disturbing experiences. 19.

Section 7 -Certification All of the following signatures are required: (a)

The incumbent’s signature (necessary unless the position is vacant) indicates an understanding of the work assigned to the position and for which they are responsible. The employee’s signature does not imply agreement or disagreement that the work should be assigned.

(b)

The supervisor's signature confirms that the duties described are those assigned to the position and provide a basis for performance review.

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JOB EVALUATION Job Descriptions and Organization Charts Bargaining Group and Excluded Positions (c)

HUMAN RESOURCE MANUAL Section 901

The signature of the Deputy Head authorizes the creation of the position and recommends the inclusion or exclusion of the position from the bargaining unit. The Deputy Head’s (or delegate’s) signature must be present for the job description to be considered “official”

20.

The effective date for the official assigning of the duties in the job description to the position is the date on which the Deputy Head signs the job description.

21.

A current job description is provided to new employees. Employees are entitled to an up-to-date copy of the job description for their position on written request. *** See Attachment 1 for a sample Job Description ***

Organization Chart 22.

An organization chart is an important part of a job description as it provides a basis for determining a position’s role within the organization and confirms the information in the job description. It also provides information about the other jobs that may influence work in conjunction with the job that is being described.

23.

Standardized organization charts provide each department with an accurate record of its organization. This also assists the evaluation process by providing required information in a common format.

24.

Charts must be updated to reflect organizational changes (i.e., transfer of positions, addition of new positions, deletion of existing positions, changes in reporting relationships).

25.

Organization charts have a separate box for all indeterminate, term, seasonal and part-time positions.

26.

Organization charts do not include casual positions, or positions where the salary funds have not yet been allocated.

27.

The reporting relationship indicated on the charts must match that on the related job descriptions. When reporting relationships change, the organization chart and job descriptions must be updated to reflect the change.

28.

The position title used in a box is the same as the title on the job description. It also matches the position title on the Job Evaluation form and in the human resource information system.

29.

The following guidelines apply to organization chart format.

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HUMAN RESOURCE MANUAL Section 901

Ø A solid line connects boxes indicating direct line reporting relationships, e.g. between a supervisor and a supervised position. Ø The line of authority always drops DOWN from the base of the supervisor's position box. Ø The line of authority to a supervised position always enters the box at the top or the side. Ø A broken line indicates functional reporting relationship, e.g., when policy and/or technical advice is provided, but not direct supervision. Ø A solid line box indicates the position is indeterminate. Ø A broken line or shaded box indicates the position is a seasonal, part-time, term or a trainee position. Ø Charts are numbered in sequential order, usually starting with the Directorate. Ø An index of charts lists the organization's various divisions and regions with their chart numbers. This is to be maintained by the departmental Human Resource office and updated as necessary. Ø Charts must be on 8½ x 11 paper 30.

Each chart identifies the following: Ø Ø Ø Ø Ø Ø Ø Ø

department, board or agency, division, section or unit, headquarters or region, location (community), chart number, positions, both continuing and casual, title of the authorizing officer, and effective date approved.

31.

The position title and number are identified in each position box.

32.

Optional information outside and below the position box include the following: Ø Ø Ø Ø

the incumbent's name, the location of the position (if different from that of the organizational unit), the expiry date of a term position, the evaluation level for the position. *** See Attachment 2 for a sample Organization Chart ***

PROCEDURES 33.

The manager completes the job description. It is encouraged that this be done in concert with the incumbent if the position is occupied. Guidelines on how to

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HUMAN RESOURCE MANUAL Section 901

complete the job description are contained in the Job Description Writing Manual which is available from departmental Human Resource Offices. 34.

The incumbent signs the job description if the position is occupied.

35.

The Supervisor signs the job description.

36.

The Deputy Head reviews the job description and organization chart and signs both indicating approval of the work assigned to the position and the job description content.

37.

When exclusion from the bargaining unit is requested, a letter explaining/ supporting this exclusion is to be sent to the Manager of Labour Relations along with the Job Description.

38.

Departments are responsible for the creation, maintenance and on-going review of job descriptions and organizational charts.

39.

The departmental human resources office ensures the job description is filed in the position file and that positions are scheduled for job evaluation as necessary.

40.

Upon written request, a current job description and organization chart is provided to the incumbent of the position either by the manager or the departmental Human Resources office.

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HUMAN RESOURCE MANUAL Section 901

Attachment 1 SAMPLE JOB DESCRIPTION: NURSE IN CHARGE

IDENTIFICATION Position Number 00-0000 Department

Position Title Nurse in Charge Division/Region

Location

Health & Social Services Board

Community Health Programs

Anywhere, NT

PURPOSE OF THE POSITION (Main reason why the position exists, within what context and what is the overall end result). Manages the provision of Community Health Services in Anywhere, in accordance with established standards of nursing practice in the NWT and the philosophy and objectives of the Board for the safe provision of safe standardized health care to the residents of Anywhere

SCOPE (Describe in what way the position contributions to and impacts on the organization) This position is located in a 6-bed health centre in the community of Anywhere, serving a client population of 1200. The Health Centre is the sole medical facility in the community, and the provision of critical incidence services are supported by physician contact through telephone and tele-medicine when communication links are available. Provides health services through four community health nurses who provide nonemergency medical care, and responds to medical crises that require decision making outside of the usual policies, procedures, and standards of care on a weekly basis. The incumbent manages a $700,000 dollar budget allocated to provide a standardized health care program as determined by Department of Health and Social Services.

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HUMAN RESOURCE MANUAL Section 901

RESPONSIBILITIES (Describe major responsibilities and target accomplishments expected of the position. For a management position, indicate the subordinate position through which objectives are accomplished) 1.

Manages the human and material resources within an assigned budget of $700,000 for the Health Centre in order to assist in the protection, restoration, and promotion of health. Main Activities: § Analyzes and evaluates health care programs and the delivery of nursing services on a continuous basis in order to develop and implement new or revised health care programs designed to improve the health of the community population. § Manages nurses and support staff to ensure the delivery of safe client care within established GNWT standards of health care. § Reviews the monthly variance report and recommends the reallocation of funding to the Senior Nursing Officer, if required, to ensure adequate funds for the delivery of health care programs.

2.

Provide professional nursing care and sanctioned-transferred medical functions to clients (individuals, families, groups, and community) to prevent and restore incidence of disease, disability, and death. Main Activities: § Organize and implement a comprehensive community health service designed to facilitate and maintain a healthy lifestyle. § Provide routine and emergency treatment services including short-term inpatient care to ensure early diagnosis and prompt intervention in the therapeutic and disease process. § Provide guidance to nursing and support staff to ensure they provide a safe, acceptable standard of care to the residents of the community and to facilitate professional development of the staff members. § Provide guidance to nursing staff and recommends the medical referral or evacuation of particular patients to other health care providers or health facilities, to ensure an acceptable standard of care is provided to the client.

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3.

HUMAN RESOURCE MANUAL Section 901

Provide public health services according to the GNWT Health Standards to protect, prevent and reduce the incidence of communicable disease, to promote a healthy lifestyle, and to reduce the incidence of disability and death to all community members. Main Activities: § Organizes and implements a variety of programs. These include well child clinic, pre and postnatal clinic, school health program, chronic disease clinic, immunization programs, communicable disease surveillance and treatment, and conducts home visits for the elderly population, to promote a healthy way of life, and decrease the incidence of death and disease. § Identify abnormal findings during patient assessment, and recommend to the referral physician in BRHSSB a course of ongoing treatment or referral to the tertiary care centre to ensure the client receives the acceptable standard of care within the NWT and the Health board policies. § Participates in research (e.g.: Flu watch), special projects (new immunization program). Provides input and participates in monthly interagency meetings to plan, implement, and evaluate joint projects related to the community’s health status in order to facilitate the objectives of the strategic initiatives plan of the Health Board and the Department of Health and Social Services.

June 29, 2001

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HUMAN RESOURCE MANUAL Section 901

KNOWLEDGE, SKILLS AND ABILITIES (Describe the level of knowledge, experience and abilities that are required for satisfactory job performance) 1. Knowledge of Public Health Practice as well as a technical knowledge of Nursing theory and process. 2. Knowledge of current nursing trends in disease prevention, practice and programs in order to keep nursing practices current and to plan, develop, coordinate, control, implement and evaluate a comprehensive health service appropriate to community needs. Must be sensitive to the cultural, social, and regional conditions in order for these programs to be effective. Skill in Emergency care and treatment as the position is required to perform transferred medical functions beyond normal hospital nurse training. Ability to perform advanced nursing functions such as: § Suturing and venipuncture for all age groups § Immunization techniques § Basic Lab skills (ESR, WBC, HGB, blood smears, pregnancy tests, microscopic exam of specimens, various swab specimens, and preparation of specimens for culture and sensitivity Basic radiology techniques, and quality control and electrocardiograms § X-rays of chest and extremities, cast application and removal, and preparation of splints and application § Pharmacy skills such as dispensing of medications and prescribing medication under approved policy 3. Skill and ability to communicate and teach clients and staff members, to supervise, manage and motivate a diverse group of people (staff members, students, community groups and clients, interact and participate with interagency groups, BRHSSB staff, GNWT staff, and individuals or groups who are involved in the care and health status of the community). This level of knowledge is typically acquired through a B.Sc.N. or through an approved equivalency plus a minimum of 3 years of nursing practice including a minimum of one year in hospital nursing. The incumbent should have at least six months of supervisory experience. An active registration with the NWTRNA and basic CPR with annual recertification is mandatory.

June 29, 2001

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HUMAN RESOURCE MANUAL Section 901

WORKING CONDITIONS Physical Demands Lifting and carrying patients.

Frequency 3x a week

Duration 5 minutes

Intensity Moderate

Assists staff member to transport incapacitated patients within the Health Centre and Emergency patients coming to the Health Centre. Environmental Conditions Exposure to communicable diseases

Frequency Every day

Duration 4 hours

Intensity Low

Exposure to blood, drawn from patients in sick clinic and during the processing of body fluids for transportation. Exposure to clients who are on TB medications, and to common airborne diseases encountered in the clinic setting. Sensory Demands Crisis situations (hearing, sight and smell)

Frequency 4x a month

Duration 30 minutes

Intensity High

Involved in every situation that requires dealing with difficult clients experiencing medical problems, and requiring an immediate outcome. Exposed to situations that can become volatile as the incumbent is the first line contact by community members for the resolution of problems that require immediate intervention. Mental Demands Limited access to medical backup.

Frequency Duration Each day and 2 hours night.

Intensity Moderate

Must be available to provide medical guidance and intervention to subordinates without the availability of a physician in the community. Lack of specific or critical medical skills normally provided by a physician (i.e. surgery) requires the incumbent to make medical judgements beyond the scope of their training. Must often wait up to 8 hours for patient transfer, as medivac services are dependent on the weather and availability of planes.

June 29, 2001

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JOB EVALUATION Job Descriptions and Organization Charts Bargaining Group and Excluded Positions

HUMAN RESOURCE MANUAL Section 901

CERTIFICATION Position Number: __________________________________ Employee Signature

______________________________ Supervisor Title

__________________________________ Printed Name

______________________________ Supervisor Signature

_________________________________ Date

______________________________ Date

I certify that I have read and understand the responsibilities assigned to this position.

I certify that this job description is an accurate description of the responsibilities assigned to the position.

_______________________________________ Deputy Head/Delegate Signature

_______________________________ Date

I approve the delegation of the responsibilities outlined herein within the context of the attached organizational structure.

“The above statements are intended to describe the general nature and level of work being performed by the incumbent of this job. They are not intended to be an exhaustive list of all responsibilities and activities required of this position”

June 29, 2001

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JOB EVALUATION Job Descriptions and Organization Charts Bargaining Group and Excluded Positions

HUMAN RESOURCE MANUAL Section 901 Attachment 2

SAMPLE DEPARTMENT Headquarters: Yellowknife Program Evaluation Division Organization Chart #3

Deputy Minister

Type name here Type title here Secretary

Person Years Continuing 5.0

June 29, 2001

Senior Program Advisor

Senior Program Evaluation Officer

Program Advisor

Program Evaluation Officer

Approved: Deputy Minister August 18,1999

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HUMAN RESOURCE MANUAL Section 901

AUTHORITIES AND REFERENCES Main Collective Agreement with UNW Article 36, Statement of Duties GNWT Job Description Writing Manual

June 29, 2001

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HUMAN RESOURCE MANUAL Section 902

EVALUATING A POSITION

INTRODUCTION 1.

Positions are evaluated using the Hay job evaluation methodology which is a ranking system that compares jobs based on criteria comprised of four compensable factors – Know How, Problem Solving, Accountability, and Working Conditions, to determine their relative ranking in the organization.

2.

The responsibility for carrying out the job evaluation function is delegated to departments, boards and agencies of the Government of the Northwest Territories as appropriate, by the Chairman of the Financial Management Board.

APPLICATION 3.

This section applies to all positions except for the following: § the management group, § the NWTTA bargaining unit, § the NWT Power Corporation.

DEFINITIONS 4.

Job evaluation is the analysis and evaluation of the required know-how, problem solving, accountability and working conditions of a position. The result establishes the relative value of a position within the GNWT.

5.

HRXpert is the Human Resource Management Software designed and developed by the Hay Group. It is used in the GNWT as a comprehensive database listing all of the positions and evaluation strings. This database is used for comparison and quality assurance purposes. It is not used to evaluate positions but rather as a tool to check that evaluations are accurate.

6.

HRIS is the GNWT’s Human Resources Information System.

7.

Departmental Job Evaluation Committee is a committee consisting of employees within a Department who have been trained in and have experience in the use of the Hay Job Evaluation Methodology. This committee evaluates all positions within the Department.

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HUMAN RESOURCE MANUAL Section 902

GUIDELINES 8.

The effective date of an evaluation action is generally the date that the Deputy Head signs and formally approves the job description. Managers are responsible for ensuring that the evaluation process is initiated as soon as material changes occur to positions within their organizations.

PROCEDURES 9.

Job evaluations are conducted by the appropriate Departmental Job Evaluation Committee.

10.

An up to date job description and organization chart is to be provided by the position’s manager to the departmental Human Resource Office for review by the Departmental Job Evaluation Committee

11.

The Departmental Job Evaluation Committees have the delegated responsibility to evaluate positions. Committees may seek assistance and guidance from the Job Evaluation Section of FMBS.

12.

The Departmental Job Evaluation Committee will review the organization chart and job description for the position as well as any applicable benchmarks or job family information.

13.

Should the job description not be clear and complete in describing the position it should be returned to the manager to be re-written.

14.

Departmental Job Evaluation Committees may ask the employee and the supervisor or manager of the position to make a presentation on the position to ensure the committree members have a full and clear understanding of the job.

15.

The employee (or representative) is not present during the evaluation process nor do they have any authority in the final decision of the committee.

16.

An evaluation is conducted using the Hay Guide Charts, benchmarks, GNWT job family information, comparisons to similar jobs and HRXpert. Attention is paid to the organizational context of the position and consistency with similar positions in the GNWT.

17.

A rationale for the evaluation is outlined and recorded along with the evaluation in HRXpert.

18.

Once the Departmental Job Evaluation Committee has developed the evaluation for a position, original documents including the certified job description, organization chart, and a completed job evaluation form (as per Attachment 1

June 29, 2001

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HUMAN RESOURCE MANUAL Section 902

and 2) are forwarded to the Job Evaluation Section of FMBS by the Human Resource Office of the Department. 19.

The required information for the job evaluation process is reviewed to ensure it is complete and appropriately authorized. The Job Evaluation Section of FMBS conducts a quality assurance check of the evaluation. For clarification, all questions are directed to the Department Human Resource Office.

20.

The evaluation of the position is entered into the Human Resource Information System once all pertinent information is received and the job evaluation is reviewed for consistency with other positions across the Government. The departmental Human Resource Office is notified once this has been completed.

21.

The Facilitator for the Departmental Job Evaluation Committee ensures the results are communicated to the Manager of the position. The manager should notify the incumbent of the job evaluation results.

22.

Copies of all job evaluation documentation are then filed in the Departmental position file.

23.

Should the incumbent of the evaluated position disagree with the results of the evaluation they may appeal the decision. Incumbents occupying UNW positions are to follow the appeal process outlined in Article 36 of the UNW Collective Agreement (Section 903a of the Human Resource Manual). Incumbents occupying excluded positions shall follow the Special Appeal Procedures outlined in Section 903b of the Human Resources Manual.

June 29, 2001

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HUMAN RESOURCE MANUAL Section 902

ATTACHMENT 1

Job Evaluation Form Job Data Panel Position #

Union Code • Sr. Mgmt • UNW • NWTTA • Excluded (approval required from Labour

Job Title

Relations)

Department/Di v.

Work Schedule • Monday to Friday • Rotating Irregular • 42 Hours • 40 Hours • 37.5 Hours • Other, specify ____ weekly hours

Dept Code

NOC code

Other • Permanent Position • Term / End Date (dd/mm/yy) ______/_____/_____ • Full Time • Part Time _________% FTE • Non-Continuous • Continuous

Location Location Code Supervisor #

Review Request Action Reason: • New Position • NOC Code Change • Position Deletion • Position Transfer • Position Extension • Position Union • Position • Other Change Reclassification ______________ Comments: A. New position: Why is the position being established? Where did duties come from? B. Existing position: Briefly explain change in duties and nature of transfers. C. List other positions affected by changes.

Requested by

Date

Evaluation Factor Know How • Cognitive • Managerial • HR Problem Solving • Latitude • Challenge • % Accountability

June 29, 2001

Degree

Points

Comments

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HUMAN RESOURCE MANUAL Section 902

• Freedom • Magnitude • Impact Profile Working Conditions • • • •

Physical Environmental Sensory Mental

WC Total •

TOTAL

Entered in HRXpert

Effective Date • New duties added to Job Description (JD) (Date JD is signed by Deputy Head or up to 60 days before the signing of the JD if the Deputy Head certifies that the described duties were assigned) (Article 24.11 (c) of Collective Agreement) • Interdepartmental Job Family Review (retro to April 1, 1998 where the Job Family was created prior to April 1, 2000)

Conversations between an employee and the supervisor regarding items missed in the job description or job evaluation (“Note” on page 151 of Collective Agreement): • After March 1, 1999. Retro no more than 90 days. • Before March 1, 1999 and referral made to “informal review process.” Retroactivity may be to April 1, 1998 assuming that the affected employee was performing the duties for that period of time.

• Evaluation Appeal prior to March 31, 2000 Retroactivity may be to April 1, 1998 assuming that the affected employee was performing the duties for that period of time.

• Evaluation Appeal or Request for review filed after March 31, 2000 Retro no more than 60 days prior to filing.

Comments:

DATE (dd/mm/yy)

Authorized by

June 29, 2001

____________/___________/___________

•

Supporting Documentation Attached

Date

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HUMAN RESOURCE MANUAL Section 902

ATTACHMENT 2 JOB EVALUATION REQUEST FORM Information Requirements In order to maintain accurate and current position information in the GNWT Human Resources Management Information System (HRMS), the Job Evaluation section of FMBS requires full and complete information from departments whenever a change is made to a position, a new position is created or a position becomes inactive. The information required for position management is itemized on the Job Evaluation form. The following is an explanation of some of the fields: JOB DATA PANEL Ø Continuous or Non-continuous: exercised properly.

Ensures mandatory leave is recorded and

Ø Position # and Job Title: The title and number of the position being reviewed must match the job description and organization chart. Ø Union Code: Reflects whether the position is UNW/ Excluded/NWTTA/Senior Management. Ø Department:

The employing department of the position.

Ø Department code: The six (6) digit number representing the department. A department may have more than one code, one for each Division, Board, etc. Ø NOC Code: Refers to the National Occupational Classification Code, a three or four digit number assigned to every position in the GNWT. NOC codes are useful in conducting occupational surveys and various occupational statistical analyses. Departments are responsible for assigning an appropriate NOC code to new and existing positions. When the Job Evaluation Form is received by the Job Evaluation Section the NOC code is reviewed to ensure it is appropriate to the position and consistent with codes applied to other comparable positions. Ø Location: Where the position is geographically located. Ø Location Code: The HRMS code indicating where the position is geographically located. June 29, 2001

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HUMAN RESOURCE MANUAL Section 902

Ø Regular or term: Indicates if a position is permanent (ongoing) or if it has an established end date. Ø Immediate Supervisor #: The position number to which the position under review reports. The reporting relationship should be depicted on the organization chart. REVIEW REQUEST Ø Action Reason/Comments. Explanation of why the change is being made to the position. EVALUATION The evaluation of the position. To be completed by the Job Evaluation Facilitator. EFFECTIVE DATE The date that the change to the position is to be effective in the HRMS. Unless otherwise noted the effective date will be the latest date signed off on the job description.

AUTHORITIES AND REFERENCES Main Collective Agreement with UNW Article 36, Job Evaluation Human Resource Manual Section 306, Exclusions Job Evaluation Standards

June 29, 2001

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JOB EVALUATION Job Evaluation Appeal Process UNW Employees

HUMAN RESOURCE MANUAL Section 903a

UNW Bargaining Unit Job Evaluation Appeals INTRODUCTION 1.

An employee who is a member of the UNW may appeal the evaluation of their position.

APPLICATION 2.

These guidelines and procedures apply to all GNWT employees in UNW bargaining unit positions, except positions in the NWT Power Corporation.

DEFINITIONS 3.

The Departmental Job Evaluation Committee is a committee consisting of employees within a single Department who have been trained in the use of and have experience in using the Hay Job Evaluation System. This committee evaluates all positions within the Department.

4.

A Job Description is a written statement of the duties and responsibilities of a position. It also contains a description of the knowledge and skills required of an incumbent in order for the person to satisfactorily do the job. It lists the working conditions that may exist when the duties of each position are performed. Deputy Heads are the final authority respecting the assignment of work and job description content within their departments, boards or agencies.

5.

Hay Guide Charts are the Hay Guide Charts produced by Hay Management Consultants as contained in Appendix C of the Collective Agreement.

6.

First Level of Appeal: Job Evaluation Appeal Board is a committee consisting of the Secretary of the Financial Management Board, the Deputy Head of the employing department or their delegates, the President of the Union and one delegate or two delegates of the UNW as appointed by the President. All members are trained in the use of the Hay Job Evaluation System.

7.

Second Level of Appeal: Job Evaluation Review Board is a committee consisting of a representative of the Employer, a representative of the Union and an independent chairperson. All members must be trained in the use of the Hay Job Evaluation System and the composition of the Review Board should remain the same throughout a particular appeal.

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HUMAN RESOURCE MANUAL Section 903a

GUIDELINES 8.

Only the incumbent of a position may appeal the evaluation of their position.

9.

Employees cannot appeal the evaluation for a position they are acting in unless that acting assignment is for a period in excess of six months. However they can appeal the evaluation for a position that they occupy by virtue of a transfer assignment or a secondment.

10.

A position can only be appealed on the basis of the evaluation and not an inaccurate job description.

11.

Employees may not sit on the Job Evaluation Appeal Board or Job Evaluation Review Board where the position they occupy may be affected by the outcome of the appeal.

12.

At all levels of the appeal process the Hay Job Evaluation Guide Charts and the Job Evaluation Manual will be used for evaluating positions.

13.

The evaluation of a position by the Job Evaluation Appeal Board shall be final and binding if the decision is unanimous.

14.

Where the decision of the Job Evaluation Appeal Board is not unanimous, no change will be made to the current evaluation and the employee may further appeal to the Job Evaluation Review Board which will make a final and binding decision.

15.

The employee may withdraw their appeal request at any time during the appeal process.

PROCEDURES 16.

Before submitting a written request for a review by the Job Evaluation Appeal Board to the Deputy Head, employees are encouraged discuss any concerns with the evaluation of their positions or the content of their job description with their respective managers.

17.

If the job description was not accurate when evaluated by the Departmental Job Evaluation Committee, the manager/director shall rewrite the job description and re-submit it to the Departmental Job Evaluation Committee after the Deputy Minister (or delegate) has approved the assignment of work and job description content. This should occur within four weeks of the initial discussion.

18.

The employee should document any concerns that they have with their evaluation. Written documentation of concerns respecting the evaluation, along

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HUMAN RESOURCE MANUAL Section 903a

with the most current job description (which will be provided by the manager), should be re-submitted to the Departmental Job Evaluation Committee (please see Attachment 1 for a sample letter). 19.

The Departmental Job Evaluation Committee will consider the job description along with the employee’s concerns and review the evaluation. The Departmental Job Evaluation Committee will provide the evaluation, as well as a written rationale to the manager/director who will then discuss this with the employee (please see Attachment 2 for a sample letter).

20.

If an employee’s concerns have not been addressed through the above process, the employee may forward a written request for an appeal including their concerns to the Deputy Head (please see Attachment 3 for a sample letter).

First Level of Appeal: Job Evaluation Appeal Board 21.

The Deputy Head refers the appeal to the Job Evaluation Appeal Board through the Manager, Job Evaluation, FMBS.

22.

The FMBS coordinates the convening of the Job Evaluation Appeal Board (please see Attachment 4 for a sample letter).

23.

The employee (or a representative) has the right to make a presentation on the employee’s behalf.

24.

The manager/director is required to make a presentation respecting the position under appeal.

25.

The decision of the Job Evaluation Appeal Board is final and binding when it is unanimous. (Please see Attachment 6 for the Appeal Board meeting process).

Second Level of Appeal: Job Evaluation Review Board 26.

When the decision is not unanimous, the employee may request that the Deputy Head refer the appeal to the Job Evaluation Review Board via the Manager, Job Evaluation, FMBS. Such a request must be made within a 14 calendar day period after the employee is mailed a written decision.

27.

Decisions of the Job Evaluation Review Board are final and binding (Please see Attachment 7 for the Job Evaluation Review Board meeting process).

28.

Where, as a result of the review, a position is found to be over-evaluated and the maximum salary payable in the new range is less than the maximum salary of the incumbent of that position, he/she shall be paid as the present incumbent of

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JOB EVALUATION Job Evaluation Appeal Process UNW Employees

HUMAN RESOURCE MANUAL Section 903a

that position (PIO) as outlined under Section 1001, SALARY ADMINISTRATION of the Human Resource Manual and Article 24.09(1) of the Collective Agreement. 29.

The effective date of a re-evaluation that results in an increase in pay shall be in accordance with Article 24.12(c) of the Collective Agreement.

30.

The decisions of the Job Evaluation Appeal Board or the Job Evaluation Review Board are communicated in writing to the employee, the Manager, Job Evaluation, FMBS and the employee’s Deputy Head.

31.

The Deputy Head ensures that the Board decisions are implemented within one week where such decisions are final and binding.

AUTHORITIES AND REFERENCES Articles 24 and 36 of Collective Agreement with the UNW that expires on March 31, 2002 MOU Page 195, Collective Agreement with the UNW that expires on March 31, 2002

April 4, 2003

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JOB EVALUATION Job Evaluation Appeal Process UNW Employees

HUMAN RESOURCE MANUAL Section 903a Attachment 1

(Date)

Dear (DEPARTMENTAL JOB EVALUATION COMITTEE Facilitator): Subject:

Request for Job Evaluation Review by Departmental Job Evaluation Committee

This is to request a review of the evaluation of my position by the (department) Departmental Job Evaluation Committee. I have reviewed my concerns with my manager, (name), however I do not feel that my position has been evaluated properly. My reasons for concern are: (Rationale) I have attached a current job description for my position and the relevant organization chart, as provided to me by my manager.

Sincerely,

(employee name)

April 4, 2003

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HUMAN RESOURCE MANUAL Section 903a Attachment 2

(Date)

Dear (Manager): Subject:

Job Evaluation Review Decision

This is to advise that the Departmental Job Evaluation Committee met on (Date) to review the position of (position name and number). The Committee determined the proper evaluation for this position to be (evaluation string) based on the following rationale: (Rationale) Please discuss the results of this review with the incumbent of the position. If the incumbents concerns have not been resolved by this review, he/she may request in writing that a further review be conducted by the Job Evaluation Appeal Board. Their request is to be sent to the Deputy Head, who will forward it to the Manager, Job Evaluation, FMBS.

Sincerely, (Facilitator Name) (Department) cc. Position File

April 4, 2003

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JOB EVALUATION Job Evaluation Appeal Process UNW Employees

HUMAN RESOURCE MANUAL Section 903a Attachment 3

(Date)

Dear (Deputy Head): Subject:

Job Evaluation Appeal Board Request – Position (#)

This is to advise that I wish to have my position evaluation formally reviewed by the Job Evaluation Appeal Board. I am making this request for the following reasons: (Rationale) I have attached a current job description for my position and the relevant organization chart, as provided to me by my manager.

Sincerely, (Employee) cc. Position File

April 4, 2003

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JOB EVALUATION Job Evaluation Appeal Process UNW Employees

HUMAN RESOURCE MANUAL Section 903a Attachment 4

(Date)

Dear (Employee Name): Subject:

Position Evaluation Review – Job Evaluation Appeal Board

Your request to have the evaluation of your position reviewed by the Job Evaluation Appeal Board has been received. Employees are encouraged to forward a detailed rationale for their appeal to the Job Evaluation section of FMBS. Please contact the Job Evaluation section of FMBS at (867) 873-7076 if you need further clarification.

Sincerely,

(Job Analyst, Labour Relations & Compensation) FMBS cc.

Position File HR Division

April 4, 2003

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JOB EVALUATION Job Evaluation Appeal Process UNW Employees

HUMAN RESOURCE MANUAL Section 903a Attachment 5

(Date)

Dear (Employee Name): Subject:

Position Evaluation Review – Job Evaluation Appeal Board

Your request to have the evaluation of your position reviewed by the Job Evaluation Appeal Board has been received. It has been placed on the Agenda for the next committee meeting, which is scheduled for (time) on (date). Please make yourself available for this meeting and if you (or a representative) choose to make a presentation at this meeting, please contact me by (date) to make the appropriate arrangements.

Sincerely,

(Manager, Job Evaluation) FMBS cc. Position File

Attachment 6 April 4, 2003

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HUMAN RESOURCE MANUAL Section 903a

JOB EVALUATION APPEAL BOARD PROCESS

The following is an outline of the process the Job Evaluation Appeal Board will undertake when it convenes to review a job evaluation appeal. The Secretary of the Financial Management Board and the President of the Union of Northern Workers or their designates shall jointly chair the Board. 1. The Chairs shall introduce the members of the Appeal Board and bring the meeting to order. 2. The Chairs shall confirm that the Appeals have been properly registered, the Board has been properly constituted, and that each Board member has the same information. This information shall include the position descriptions and relevant organization charts of the positions to be reviewed, a copy of the Job Evaluation Manual (inclusive of the benchmarks), and the Hay Guide Charts. 3. The Board shall review and discuss the job descriptions to ensure all members have an understanding of the jobs. 4. The Board shall call upon the employee(s) and his or her representative to attend the hearing. 5. The Chairs shall introduce the employee and provide sufficient time for the employee or their representative to give relevant information on the position, and the rationale for requesting a review of the evaluation of their position. The Board will ask the employee or their representative to clarify any points that the Board is unclear on. 6. The Chairs shall explain the decision making process to the employee and provide an indication as to when a response may be anticipated. Unless there are unusual circumstances, the decisions shall be rendered within 10 working days of the date of the hearing. 7. The Chairs shall introduce the manager/director responsible for the position under appeal and provide sufficient time for the manager/director to provide relevant information on the position. Board members may ask questions of the manager/director to address matters requiring clarification. 8. The manager/director and the employee (or representative) are not present during the evaluation process nor do they have any authority in the final decision of the committee. April 4, 2003

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HUMAN RESOURCE MANUAL Section 903a

9. The Board shall proceed with the evaluation of each position utilizing the Job Evaluation Manual, benchmarks and Hay guide charts. 10. The Board shall arrive at a decision as to the evaluation of each of the positions in question. In the event that consensus cannot be reached, the dissenting member shall file a minority opinion. 11. The Chairs shall record the decision of the Board, its rationale, whether the decision is unanimous or not, prepare a draft of the decision, including any minority opinions and circulate the draft decision to the other Board members for their review and authorization. When finalized, all members of the Board are to sign the decision. 12. The Chairs will provide the employees, their departmental Human Resources offices, the union and the other Board members with a signed copy of the decisions. The original copy will be the one forwarded to the employees. 13. The Board will conclude with a review of the process (what worked, what requires improvement), and with a commitment regarding completion of the report, release of the decision, and timelines. Notes on the Appeal Process The Appeal Board must work co-operatively to review the factual information about the jobs and arrive at a decision as to their proper evaluation. At least two working days prior to the actual appeal hearing the following materials must be distributed to all committee members; employee’s appeal letter, an accurate job description and organizational chart, current job evaluation and rationale. The Board must review the same disputed evaluation result that was previously reviewed by the Departmental Job Evaluation Committees. The personal qualifications and/or performance of the incumbents are not relevant to the review of their evaluations.

April 4, 2003

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HUMAN RESOURCE MANUAL Section 903a Attachment 7

JOB EVALUATION REVIEW BOARD PROCESS

The following is an outline of the process the Job Evaluation Review Board will undertake when it convenes to review a job evaluation appeal. 1. The Chair shall introduce the members of the Review Board and bring the meeting to order. 2. The Chair shall confirm that the Appeals have been properly registered, the Board has been properly constituted, and that each Board member has the same information. This information shall include the position descriptions and relevant organization charts of the positions to be reviewed, the benchmarks, a copy of the Job Evaluation Manual, and the Hay Guide Charts. 3. The Board shall review and discuss the job descriptions to ensure all members have an understanding of the jobs. 4. The Board shall call upon the employee(s) and his or her representative to attend the hearing. 5. The Chair shall introduce the employee and provide sufficient time for the employee or their representative to give relevant information on the position, and the rationale for requesting a review of the evaluation of their position. The Board will ask the employee or their representative to clarify any points that the Board is unclear on. 6. The Chair shall explain the decision making process to the employee and provide an indication as to when a response may be anticipated. Unless there are unusual circumstances, the decisions shall be rendered within 10 working days of the date of the hearing. 7. The Chair shall introduce the manager/director responsible for the position under appeal and provide sufficient time for the manager/director to provide relevant information on the position. Board members may request clarification as necessary. 8. The manager/director and the employee (or representative) are not present during the evaluation process nor do they have any authority in the final decision of the committee.

April 4, 2003

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HUMAN RESOURCE MANUAL Section 903a

9. The Board shall proceed with the evaluation of each position utilizing the Job Evaluation Manual and Hay guide charts together with the addendum to be developed and used in all appeals and also for the use of the DEPARTMENTAL JOB EVALUATION COMITTEE’s stated in the MOU in the Collective Agreement, pg. 195. 10. The Board shall arrive at a decision as to the evaluation of each of the positions in question. In the event that consensus cannot be reached, the dissenting member shall file a minority opinion. 11. The Chair shall record the decision of the Board, its rationale, whether the decision is unanimous or not, prepare a draft of the decision, including any minority opinion and circulate the draft decision to the other Board members for their review and authorization. When finalized, all members of the Board are to sign the decision. 12. The Chair will provide the employees, their departmental Human Resources offices, the union and the other Board members with a signed copy of the decisions. The original copy will be the one forwarded to the employees. 13. The Board will conclude with a review of the process (what worked, what requires improvement), and with a commitment regarding completion of the report, release of the decision, and timelines.

Notes on the Appeal Process The Review Board must work co-operatively to review the factual information about the jobs and arrive at a decision as to their proper evaluation. At least two working days prior to the actual appeal hearing the following materials must be distributed to all committee members; the Job Evaluation Appeal Board decision and any minority reports, the employee’s appeal letter, an accurate job description and organizational chart, current job evaluation and rationale. The Board must review the same disputed evaluation result that was previously reviewed by the Departmental Job Evaluation Committee and the Job Evaluation Appeal Board. The personal qualifications and/or performance of the incumbents are not relevant to the review of their position. The decisions of the Review Board are final and binding.

April 4, 2003

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JOB EVALUATION Job Evaluation Appeal Process Excluded Employees

HUMAN RESOURCE MANUAL Section 903b

Excluded Employee Job Evaluation Appeals

INTRODUCTION 1.

An employee in an excluded position may appeal the evaluation of their position. The Special Review Committee conducts an independent review and evaluation of the position.

APPLICATION 2.

These guidelines and procedures apply to all GNWT employees in excluded positions.

DEFINITIONS 3.

An Excluded Employee is an employee who is employed in a position that is excluded from membership in a bargaining unit under Section 41. (1) (1.7) of the Public Service Act.

4.

The Departmental Job Evaluation Committee is a committee consisting of employees within a Department who have been trained in the use the Hay Job Evaluation Methodology. This committee evaluates all positions within the Department.

5.

A Job Description is a written statement of the purpose and responsibilities of a position. It also contains information respecting the knowledge and skills required of an incumbent in order for the person to satisfactorily do the job and lists the working conditions that exist when the duties are performed. Deputy Heads are the final authority respecting the assignment of work and job description content within their departments, boards or agencies.

6.

Hay Guide Charts are the Hay Job Evaluation Methodology Guide Charts produced by Hay Management Consultants for the Government of the Northwest Territories.

7.

The Special Review Committee is a committee consisting of an Independent Chairperson, a representative of the Secretary of the Financial Management Board, and a Public Service Employee Designate (if requested by the employee or otherwise assigned by the Manager of Job Evaluation). All members are trained in the use of the Hay Job Evaluation Methodology.

8.

An Employee Designate is a Public Service Employee who has been trained in the use of Hay Job Evaluation Methodology and who has agreed to be a

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member of the Special Review Committee at the request of the employee forwarding a submission to the committee. 9.

Employee Representative refers to an individual that neither has to be a Public Service Employee or person trained in the Hay Job Evaluation Methodology but is chosen by the employee to make a presentation on the employee’s behalf.

GUIDELINES 10.

Appeals should contain detailed information providing a rationale for why the employee believes that their position is improperly evaluated.

11.

Only the incumbent of a position may appeal the evaluation of that position.

12.

Employees cannot appeal the evaluation for a position in which they are acting. However they may appeal the evaluation for a position they occupy by virtue of a transfer assignment.

13.

An appeal may be filed with respect to Job Evaluation results only and not with respect to job description content.

14.

An appellant cannot act as his or her own designate to the Special Review Committee.

15.

The Special Review Committee will evaluate positions utilizing all factors in the Hay Guide Charts in conjunction with GNWT Benchmarks, job families and model jobs and other materials contained in the GNWT Job Evaluation Manual or materials contained in the Hay Job Family and Model Job binder.

16.

The evaluation of the position by the Special Review Committee shall be final and binding, based on the majority decision of the committee.

17.

An employee may withdraw an appeal at any time during the appeal process. This withdrawal must be in writing addressed to the Manager, Job Evaluation, FMBS.

PROCEDURES 18.

Before submitting a written request for a review by the Special Review Committee to the Deputy Head, an employee shall discuss any concerns with the evaluation of their position or the content of their job description with their manager.

19.

If the job description was not accurate when evaluated by the Departmental Job Evaluation Committee, the manager shall rewrite the job description and re-

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submit it to the Departmental Job Evaluation Committee after the Deputy Head (or delegate) has approved the assignment of work and job description content. 20.

The employee should document any concerns that they have with their evaluation. Written documentation of concerns respecting the evaluation, along with the most current job description (which will be provided by the manager), should be re-submitted to the Departmental Job Evaluation Committee (please see Attachment 1 for a sample letter).

21.

The Departmental Job Evaluation Committee will consider the job description along with the employee’s concerns and review the evaluation. The Departmental Job Evaluation Committee will provide the evaluation, as well as a written rationale to the manager who will then discuss this with the employee (please see Attachment 2).

22.

If an employee’s concerns have not been addressed through the above process, the employee may forward a written appeal including their concerns to the Deputy Head (please see Attachment 3).

23.

The employee has a time limit of 30 days to file an appeal with the Special Review Committee following the notice of evaluation results for their position from the Departmental Job Evaluation Committee.

24.

The Deputy Head refers the appeal to the Special Review Committee through the Manager, Job Evaluation, FMBS.

25.

The Financial Management Board Secretariat Job Evaluation Unit coordinates the convening of the Special Review Committee and informs the Employee of the expected time frames. (see Attachment 4 for a sample letter)

26.

The Employee may request that a Public Service employee designate, trained in the Hay Job Evaluation Methodology, sit on the Special Review Committee: §

The Employee contacts their department’s Human Resources Office to obtain the list of trained employees who are willing to sit on the Special Review Committee as an employee designate. Employees may not sit on the Special Review Committee themselves, as it is inappropriate for the incumbent of a position to be involved in the position’s evaluation.

§

The employee selects any person on this list or another Public Service employee who meets the training and experience requirements of an employee designate and requests their membership at the Special Review Committee. It is up to the employee to ensure they are comfortable with their choice of employee designate.

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§

If the employee designate feels there may be a conflict of interest in sitting on the Special Review Committee, they may decline to do so. The employee must then select and contact another representative.

§

Where an Employee does not request an Employee designate, a departmental Job Evaluation Facilitator from another department is appointed by the Manager of Job Evaluation.

27.

The employee must be present for the Special Review Committee hearing.

28.

The employee (or an Employee Representative) has the right to make a presentation respecting their concerns.

29.

The employee (or representative) is not present during the Special Review Committee evaluation process nor do they have any authority in the final decision of the committee.

30.

Where, as a result of the review, a position is found to be over-evaluated and the maximum salary payable in the new range is less than the maximum salary of the incumbent of that position, he/she shall be paid as the present incumbent of that position (PIO) as outlined under Section 1001, SALARY ADMINISTRATION of the Human Resource Manual.

31.

The effective date of a re-evaluation that results in an increase in pay shall be the date upon which the employee began to perform the described responsibilities as certified by the Deputy Head. No retroactive pay shall be made for any re-evaluation adjustment that extends beyond 90 days prior to the submission of the request for a review to the Deputy Head.

32.

The decisions of the Special Review Committee are communicated in writing to the employee, the Manager, Job Evaluation, the Secretary of the Financial Management Board and the employee’s Deputy Head and Human Resource Unit Manager.

33.

The Deputy Head ensures that the Special Review Committee decisions are implemented within one week of receipt.

AUTHORITIES AND REFERENCES Job Evaluation section of the Excluded Employee Handbook.

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HUMAN RESOURCE MANUAL Section 903b Attachment 1

(Date)

Dear (Departmental Job Evaluation Committee Facilitator):

Subject:

Request for Job Evaluation Review by Departmental Job Evaluation Committee

This is to request a review of the evaluation of my position by the (department) Departmental Job Evaluation Committee. I have reviewed my concerns with my manager, (name), however I do not feel that my position has been evaluated properly. My reasons for concern are: (Rationale) I have attached a current job description for my position and the relevant organization chart, as provided to me by my manager.

Sincerely,

(employee name)

May 29, 2001

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HUMAN RESOURCE MANUAL Section 903b Attachment 2

(Date)

Dear (Manager):

Subject:

Departmental Job Evaluation Committee Review Decision

This is to advise that the Departmental Job Evaluation Committee met on (Date) to review the position of (position name and number). The Committee determined the proper evaluation for this position to be (evaluation string) based on the following rationale: (Rationale) Please discuss the results of this review with the incumbent of the position. If the incumbents concerns have not been resolved by this review, he/she may request in writing that a further review be conducted by the Special Review Committee. Their request is to be sent to the Deputy Head, who will forward it to the Manager, Job Evaluation, FMBS.

Sincerely,

(Facilitator Name) (Department)

cc. Position File

May 29, 2001

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HUMAN RESOURCE MANUAL Section 903b Attachment 3

(Date)

Dear (Deputy Head):

Subject:

Special Review Committee – Position (#)

This is to advise that I wish to have my position evaluation formally reviewed by the Special Review Committee. I am making this request for the following reasons: (Rationale)

I have attached a current job description for my position and the relevant organization chart, as provided to me by my manager.

Sincerely,

(Employee)

cc. Position File

May 29, 2001

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HUMAN RESOURCE MANUAL Section 903b Attachment 4

(Date)

Dear (Employee Name): Subject:

Position Evaluation Review – Special Review Committee

A request to have the evaluation of your position (Title) reviewed by the Special Review Committee has been received. This matter will be placed on the Agenda for the next committee meeting, which is tentatively scheduled for (time) on (date). Attached is a list of Employees training in the use of the Hay Job Evaluation Methodology and who are willing to act as an Employee Designate on the Special Review Committee. Please arrange with an individual of your choosing for them to act as your designate on the committee and let me know as soon as possible who the individual is. You will be contacted closer to the hearing date as to specific times that you will be required to be available to make a presentation to the Special Review Committee. Alternately, you may choose any other individual to make a presentation to the Committee on your behalf. Please contact me should you have any questions about this process. Sincerely,

(Manager, Job Evaluation) FMBS

cc. Position File

May 29, 2001

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HUMAN RESOURCE MANUAL Section 903b Attachment 5

(Date)

(Name) (Position) (Department)

Job Evaluation Special Review Committee Hearing Your request to have the evaluation of your position reviewed by the Special Review Committee has been placed on the Agenda for the Special review Committee meeting scheduled for (dates). Please attend the hearing at (hour) on (month), (date), (year) at the (location). Please be prepared to make a brief presentation (15 minutes maximum) respecting the elements of your job’s evaluation that you are concerned with. Alternately, you may bring any individual of your choosing to make a presentation on your behalf. Regardless of whether or not you choose to make a presentation yourself or have a representative do it, you may be required to respond to questions from the members of the Special Review Committee respecting your job. The Committee will also invite your supervisor and the Job Evaluation Facilitator from your department to make presentations. Once all presentations are made, the Special Review Committee will deliberate and come to a final decision in private. You will be notified of the result within three to four weeks of the hearing date. This decision will be final.

Chair, Special Review Committee

cc.

Position File ATTACHMENT 6

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(Date)

(Name) (Position) (Department)

Job Evaluation Special Review Committee Hearing It is my understanding that (Employee) has asked you to act as his/her delegate on the Special review Committee convening to review (Employee)’s job evaluation and that you have agreed to do so. You are therefore asked to attend the Committee hearing at (hour) on (month), (date), (year) at the (location). Please bring your Job Evaluation Manual and be prepared to spend several hours reviewing the evaluation of the position in question. Please contact me should you have any questions about this process or your role in it.

Manager, Job Evaluation

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Attachment 7

Special Review Committee TERMS OF REFERENCE

The Special Review Committee (Special Review Committee) exists as a committee whose mandate and authority is assigned and delegated by the Financial Management Board Secretariat whose responsibility it is to select, modify and maintain the GNWT job evaluation system. The Special Review Committee is a committee consisting of an independent chairperson, a representative of the Secretary of the Financial Management Board, and a Public Service Employee Designate (requested by the employee or, failing that, assigned by the Manager of Job Evaluation). All members must be trained in the use of the Hay Job Evaluation System. The mandate of the Special Review Committee is to review evaluation decisions where an employee believes that his/her position has been improperly evaluated. This process will address appeals from employees in excluded positions. The Committee shall: 1. Evaluate positions forwarded by employees in excluded positions, utilizing all factors in the Hay Guide Chart in conjunction with GNWT Benchmarks, GNWT Job Models and ladders and if necessary, Hay benchmarks and job models. 2. Review job descriptions, organization charts, and written concerns pertaining to the individual job evaluation. 3. Hear employees’ (or representatives’) presentations to the committee (if any). 4. Hear the Departmental Job Evaluation Facilitators’ reasons for the evaluation of the position. 5. Hear any presentation made by the supervisor of the employee. 6. Utilize any information or resources it deems necessary to make an informed evaluation decision. 7. Review the evaluation results in conjunction with similar jobs at those levels. 8. Use conference calls to receive evidence as necessary. May 29, 2001

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9. The Committee exclusively deals with issues of Job Evaluation. The Committee may not proceed with the evaluation of a position if, during the process, it has been determined that the job description may not be accurate (confirmed by the position’s Deputy Head), that the issue is one of labour relations and not job evaluation, or that the complaint is related to salary and not to the evaluation of the position. 10. Evaluations will be finalized according to the majority opinion of the Committee members. 11. Evaluation decisions will be final and binding and shall implemented within one week of the decision of the committee. An employee of the Financial Management Board Secretariat Job Evaluation Unit shall co-ordinate the convening of Committee meetings, distribute all relevant documents (i.e. the employee’s appeal letter, an accurate job description and organizational chart, and current job evaluation and rationale and other relevant documentation) in advance of the Special Review Committee meeting to all committee members and shall attend Committee meetings in order to provide administrative support to the Committee. The Special Review Committee shall submit a report detailing Committee decisions (evaluations, evaluation rationales, names of evaluators, etc.) after each Committee meeting to the affected employee, the Secretary of the Financial Management Board Secretariat, to the Manager, Job Evaluation, FMBS and to the appropriate Departmental Human Resources Manager and Deputy Head. Meetings shall convene in Yellowknife when there are enough jobs/positions to warrant a Special Review Committee Hearing.

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Job Evaluation Quality Assurance Government of the Northwest Territories TERMS OF REFERENCE JOB EVALUATION FACILITATORS’ COMMITTEE 1.

Authority

The Job Evaluation Facilitators Committee’s mandate and authority is assigned and designated by the Financial Management Board Secretariat whose responsibility it is to select, modify and maintain the GNWT job evaluation systems. 2.

Mandate

The scope of the committee does not include evaluation of union jobs that have been put forward for the formal appeal process under Article 36 of the UNW Collective Agreement or the evaluation of Senior Management and Human Resource jobs or jobs within the NWTTA bargaining unit and the Power Corporation. The mandate of the Committee is to carry out the following functions for the decentralization and implementation of the Hay Job Evaluation System for Union of Northern Workers and Excluded jobs including those in the Housing Corporation and Workers Compensation Board: 1. 2. 3. 4. 5. 6. 7.

3.

To develop processes for quality control in a decentralised environment; To identify the need/review/evaluate GNWT Benchmark Jobs and/or interdepartmental job models; To evaluate jobs which are contentious; To provide interpretations for the application of factors and formally report to all departments; To ensure interdepartmental consistency of ratings for similar jobs; To resolve and provide support for other JE issues as requested by departments or the Financial Management Board Secretariat; To refer matters which cannot be resolved at the Committee level, as well as departmental appeals of committee evaluation instructions, to the Secretary of the Financial Management Board for final decisions.

Members

The Committee shall consist of the Job Evaluation Facilitator’s from all Government Departments as well as from the Legislative Assembly, the NWT Housing Corporation and the Workers’ Compensation Board.

Last Revision: April 22, 2004

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Job Evaluation Quality Assurance Government of the Northwest Territories

Facilitators must have received training on the Hay Job Evaluation System and be in jobs at the Manager or Director level and report directly to the Deputy Minister for their respective Department on job evaluation matters. In order to ensure continuity of the working processes/issues of the JE Facilitator’s Committee, it is recommended that this be the incumbent of a job who is able to commit their time to attending committee meetings. The Manager of Job Evaluation will chair the Committee. administrative support to the committee. 4.

FMBS will provide

Decisions of the Committee

Evaluation decisions made by the committee will be by majority vote of the attending members which must constitute a quorum of fifty percent (50%) plus one (1) of the total of the Committee members. Where a facilitator is unable to attend, another departmental representative, trained in the Hay Job Evaluation Method may attend the meeting and vote on evaluations on behalf of the Facilitator. The designated Facilitator for the department is accountable for their representative’s vote. Evaluation decisions will be binding upon the department and implemented within one week of the decision of the committee. 5.

Reporting

An employee of the FMBS shall attend committee meetings in order to provide administrative support to the Committee by preparing minutes detailing Committee activities, decisions, (evaluations, evaluation rationales, names of evaluators, etc.) and recommendations after each Committee meeting. Such minutes shall be distributed to the Committee member and Chair, to the Secretary, Financial Management Board, and to Deputy Heads. Committee members are responsible for distributing information to their department heads as appropriate. 6.

Meetings

Meetings shall be held monthly or as necessary in the opinion of the Committee Chair to carry out the Committee’s responsibilities.

Last Revision: April 22, 2004

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Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material

Job Evaluation - UNW and Excluded Positions Introduction Job evaluation is the analysis and evaluation of work for the purpose of determining the relative value of jobs within an organization. Job evaluation may also provide valuable information for organizational analysis and for human resource planning and management. For a job evaluation system to be effective, care must be taken in ensuring the system is as objective as possible. It is important that each job be evaluated on the basis of current, regular and on-going work conditions and job content. It is also essential that the focus of the evaluation process be on the purpose, scope and responsibilities of work assigned to the position, and not an incumbent’s personal qualities or performance. As jobs are very often affected in some way by organizational change, maintaining the job evaluation system requires that departments periodically and systematically review their organization design and structure to determine if significant changes have occurred. Any change in an organization’s structure may alter the content of a job, which may result in an adjustment in the evaluation of the job. Organizational reviews are the responsibility of Senior Management, and it is recommended that these reviews occur on a regular basis. The Hay Job Evaluation Methodology is the foundation of the system used by the GNWT. The Hay Methodology has been applied at all levels of organizations for over 50 years in both the private and public sector world-wide.

The Hay methodology

recognizes four compensable factors that fit closely with the factors stipulated in equal pay legislation:

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Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Equal Pay Legislation

Hay Method Compensable Factors

Skill

Ø

Know-How

Effort

Ø

Problem Solving

Responsibility

Ø

Accountability

Working Conditions

Ø

Physical Effort, Environmental Factors, Sensory Attention, Mental Stress

Throughout this section reference is made to the Hay Guide Charts (please see Section 2 of the manual). The Guide Charts are an evaluation tool for the Hay method of job evaluation and provide the criteria on which evaluation decisions are made. Each of the four compensable factors has a Guide Chart outlining the dimensions of each of the factors and their respective point levels. Each job is given a ranking in accordance with the four factors in relation to other jobs in the organization, resulting in a total point level. The white areas on the charts suggest logical combinations between the dimensions within each of the factors. Government of the Northwest Territor ies Job Evaluation Committees use the Hay Job evaluation methodology to rank jobs based upon consistent criteria as defined in the guide charts. Jobs are not “rated”. It is important to note that job evaluation tries to reflect the relative added value or worth of jobs in an organization.

Based on this

premise, the Hay methodology works with the concept of step differences. Through statistical research it was concluded that a “Just Noticeable Difference “ or step difference between factors is 15%. Step differences are the underlying logic of the Guide Charts. In the following sections each of the Hay job evaluation factors is reviewed. Please note that this serves as an introduction to the topic only and does not qualify an individual to be a job evaluator.

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Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material 1.0

Know How

Know how is the sum total of every kind of knowledge and skill, however acquired, needed for acceptable job performance. Know How has three dimensions: Cognitive Know How Cognitive Know How refers to the requirements for practical procedures, specialized techniques, or scientific disciplines. This type of knowledge and skill may be characterized by breadth (variety), or depth (complexity), or both. Jobs may require, in varying combinations, some knowledge about many things or a good deal of knowledge about a few things. Thus, the measuring of Practical, Technical Know-How requires an understanding of “How much knowledge is needed about how many things and how complex are they?”

L.

LEVEL

EXPLANATION

Limited

Work of this kind is extremely simple, short cycle in nature, and typically involves manual effort. Job incumbents are required to respond to a few simple orders. Familiarity with simple work routines; work indoctrination. Capable of carrying out uninvolved, standard procedures AND / OR using equipment or machines which are simple to operate.

A. Basic B. Elementary

C. Vocational

Experienced in applying methods or procedures, which generally are well defined and straightforward, but with occasional deviations. Skill in the use of specialized equipment may be needed.

D. Advanced Vocational

Accomplished in implementing practical procedures or systems, which are moderately complex AND / OR specialized skills, which require some technical knowledge (usually non-theoretical) to apply.

E. Specialized A sound understanding of and skill in several activities which involve a variety of practices and precedents OR a basic understanding of the theory and principles in a scientific or similar discipline.

POSSIBLE EXAMPLES •

Dishwasher

• • • • • • • • • • • • • • • • • • •

Copier Machine Operator Mail Distribution Clerk Receptionist Clerk Typist Order Filler Grounds Keeper HR Assistant Secretary Customer Service Clerk Electrician’s Helper Programmer Administrative Assistant Drafter Maintenance Foreman Trades Journeyperson Accountant Labour Relations Officer Engineer Human Resource Consultant Mid Level Manager Public Health Nurse

• •

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Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material LEVEL F. Seasoned

EXPLANATION Extensive knowledge and skill gained through broad or deep experiences in a field (or fields) which requires a command of EITHER involved, diverse practices and precedents OR scientific theory and principles OR both.

POSSIBLE EXAMPLES • • • •

G. Specialized Mastery

Mastery of theories, principles, and complex techniques OR the diverse, cumulative equivalent gained through broad seasoning AND / OR special development

H. Profession al Mastery

Externally recognized expertise in a complex scientific field or other learned discipline.

• • • • •

Manager Personnel Services Controller Manager Integrated Resource Management “Seasoned” Professional (Engineering, Law, etc.) Expert Professional (Engineering, Law, etc.) CEO (most) Deputy Head (most) Senior Vice President Externally recognized expert

Managerial Know How This is know how required to integrate and harmonize diversified functions involved in managerial situations (operating, supporting and administering). It is practised directly in “line” assignments, consultatively in “staff” assignments or both ways. This factor reflects the knowledge and skill required for integrating and harmonizing activities, resources and functions involving some combination of planning, organizing, integrating, coordinating, evaluating, staffing and/or controlling. Managerial Know How is reflected on the guide charts as the values “N” (none), “I” (minimal), “II” (related), “III” (diverse), “IV” (broad), and “V” (total).

Managerial Know How is a continuum like all other factors in the ranking process. Evaluators must always compare what levels apply to a job being evaluated relative to other positions in the organization. Deputy Ministers and Maintenance supervisors both plan but there is a significant difference in difficulty, scope and time frames.

The

organizational structure in which a job exists must be considered so that the job above the one being evaluated and its impact, is considered. The next layer above the job being evaluated is there because the job being evaluated cannot “do it all” on its own. The level above brings added value from the standpoint of planning, organizing and coordinating activities. Layers of management cannot be ignored with respect to their impact on the positions below both in managerial know how and freedom to act. March 31, 2002

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Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Explanations for the levels and illustrative examples follow.

Level N.

I.

EXPLANATION Performance of a task(s), highly specific as to objective and content, and not involving the leadership of others. Performance or direction of activities, which are similar as to content and objectives with appropriate awareness of other activities.

POSSIBLE EXAMPLES • •

Payroll Clerk Receptionist

• •

Accountant Officers & Analysts First Line Supervisor or Manager Trades Director Superintendent Executive Manager Assistant Deputy Head Deputy Head Director of a large unit with functional variety CEO – Medium organizations Large Deputy Head CEO – Large Organizations Former GNWT Commissioner position

• • • • •

II.

Direction of a unit with varied activities and objectives OR guidance of a subfunction(s) or several important elements across several organizational units.

III.

Direction of a large unit with functional variety OR guidance of a function(s) which affects all or most of the organization.

•

Direction of a major unit with substantial functional diversity OR guidance of a strategic function(s) which significantly affects the organization’s planning and operations. Management of all units and functions in the organization.

•

IV.

V.

• •

• • •

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Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Human Relations Skills Human Relations Skills are the active, face to face skills needed by a job holder for various relationships with other people within and outside of the organization. Human Relations Skills range from “1” (basic), to “2” (important), to “3” (critical). It must be kept in mind that “1” is not a “0”. It is assumed that all jobs require a minimum of common politeness. At the opposite extreme, a job that requires the ability to motivate, convince or sell others to gain results is a “3”. HR skills are not synonymous with being a nice person and they are not necessarily interchangeable. For example, the supervisor of a highway crew, a labour negotiator, a football coach, a Deputy Minister and a social worker are all “3”s.

They all require the ability to get people to “produce” whether it be

to change a lifestyle, dig a ditch or win a game.

Level descriptions with illustrative examples follow.

LEVEL 1

Basic

2

Important .

3

Critical.

EXPLANATION This is the base level of interpersonal skill utilized by most individuals in the course of performing the job. It includes the ability to communicate with ordinary courtesy and effectiveness with others in the organization to request or transmit information, ask questions or get clarification. This level of interpersonal skill is required in jobs in which understanding and influencing people are important requirements in the job. Skills of persuasiveness or assertiveness as well as sensitivity to the other person’s point of view are often required to influence behaviour, change an opinion, or turn a situation around. The requirement for public contact does not necessarily demand this level of human relations skills, particularly if the purpose is to provide or solicit information. Positions which assign work, monitor and review work of other employees, usually require at least this level of skill. The highest level of interpersonal skill is usually required by positions in which alternative or combined skills in understanding and motivating people are important in the highest degree. Jobs which require negotiating skills are often found at this level, but consideration has to be given to the power bases being utilized. In negotiations between buyers and sellers of products, services, concepts, or ideas, less Human Relations skill may

March 31, 2002

POSSIBLE EXAMPLES • • • • •

Heavy Duty Mechanic Accountant I Programmer Clerk Typist Court Reporter

• • • •

Buyer Maintenance Coordinator Youth Officer I Registered Nurse

• • • •

Supervisor HR Crew Foreman Most Managers (not all) Most First Line Supervisor (not all) CEO Assistant Deputy Head Deputy Head

• • •

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Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material LEVEL

EXPLANATION

POSSIBLE EXAMPLES

concepts, or ideas, less Human Relations skill may be required by the “buyer” who has the latitude to say “no” than by the seller who must turn the “no” to “yes”. This level of skill is usually required for positions accountable for the development, motivation, assessment and reward of other employees.

2.0

Problem Solving

Problem Solving is the amount and nature of the thinking required in the job for analyzing, reasoning, evaluating, creating, using judgement, forming hypotheses, drawing inferences, arriving at conclusions and the like. To the extent that thinking is limited or reduced by job demands or structure, covered by precedent, simplified by definition, or assisted by others, Problem Solving is diminished and results are obtained by the automatic application of skills rather than by the application of the thinking processes to knowledge. Problem Solving measures the extent to by which Know-How is employed or required. “You think with what you know.” Therefore Problem Solving is treated as a percentage of Know-How. Problem Solving has two dimensions: Ø The environment in which the thinking takes place – the extent to which assistance or guidance is available from others or from past practice and precedents. Ø The challenge of the thinking to be done – the novelty and complexity of the thinking required.

The evaluation of Problem Solving should be made without reference to the job’s freedom to make decisions or take action; these are measured on the Accountability Chart. The thinking environment is guided and circumscribed by:

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Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material A.

Highly Structured: Thinking within very detailed and precisely defined rules and instructions AND/OR with continually present assistance.

B.

Routine: Thinking within detailed standard practices and instructions AND/OR with immediately available assistance or examples.

C.

Semi-routine: Thinking within well-defined, somewhat diversified procedures; many precedents covering most situations AND/OR readily available assistance.

D.

Standardized: Thinking within clear but substantially diversified procedures; precedents covering many situations AND/OR access to assistance.

E.

Clearly Defined: Thinking within a well- defined frame of reference and toward specific objectives, in situations characterized by functional practices and precedents.

F.

Generally Defined: Thinking within a general frame of reference toward functional objectives, in situations with some nebulous, intangible, or unstructured aspects.

G.

Broadly Defined: Thinking within concepts, principles, and broad guidelines towards the organization’s objectives or functional goals; many nebulous, intangible, or unstructured aspects to the environment.

H.

Abstract: Thinking within business philosophy AND/OR natural laws AND/OR principles governing human affairs.

The challenge of the thinking to be done is represented by the following continuum on the guide chart: 1.

Repetitive: Identical situations requiring resolution by a simple choice of known things.

2.

Patterned: Similar situations requiring resolution by discriminating choice of known things.

3.

Interpolative: Differing situations requiring search for solutions with areas of known things.

4.

Adaptive: Variable situations requiring analytical, interpretative, evaluative and / or constructive solutions.

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Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material 5.

Uncharted:

Novel

or

non-recurring path-finding situations requiring the

development of new concepts and imaginative approaches.

3.0

Accountability

Accountability is related to the opportunity which a job has to bring about some results and the importance of those results to the organization. Tied closely to the amount of opportunity is the degree to which the person in the job must answer for (is accountable for) the results. There are three components of Accountability, in the following order of importance: Ø Freedom to act – the degree to which personal or procedural control exists Ø Job impact on end results Ø Magnitude – the size of the unit or function most clearly affected by the job These factors are intended to be evaluated in the sequence shown above. Freedom to Act Freedom to act measures the nature of the controls that limit or extend the decisionmaking or influence of the job. It is measured by the existence or absence of personal or procedural control and guidance (supervision and guidance). Limitations on freedom to act are largely organizational (relating to both organizational placement and control as well as the nature of the activity in terms of end results and can differ between seemingly equivalent jobs in different departments). Freedom to act in a job is constrained to the degree that it is more circumscribed or limited by external factors or is defined by others and/or is limited by organization or functional policies. The Freedom to Act can be evaluated in a range from R to H. Quantitatively it is the most important dimension of accountability.

March 31, 2002

Page 9 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material

Level

Explanation

R

These jobs are subject to explicit, detailed instructions AND/OR constant personal or procedural supervision.

A

These jobs are subject to direct and detailed instructions AND/OR very close supervision.

B

These jobs are subject to instruction and established work routines AND/OR close supervision.

C

These jobs are subject, wholly or in part, to standardized practices and procedures, general work instructions and supervision of progress and results.

D

E

F

G

These jobs are subject, wholly or in part, to practices and procedures covered by precedents or well-defined policies, and supervisory review.

These jobs, by their nature and size, are subject to broad practices and procedures covered by functional precedents and policies, achievement of a circumscribed operational activity, and to managerial direction.

These jobs, by their nature or size, are broadly subject to functional policies and goals and to managerial direction of a general nature.

Subject to the guidance of broad organization policies, community or legislative limits, and the mandate of the organization.

March 31, 2002

Possible Examples • • • • • • • • • • • • •

Day Labourer Facility Service Worker Office Helper General Maintenance Worker General Clerk Trades Helper Carpenter Secretary Production Operator Many first level clerical and craft supervisions Many professional positions Some managers Some superintendents

•

Some Department Managers

•

Some Directors

•

Some Senior Advisors

•

Some Function Executives

•

Some Assistant Deputy Heads

•

Some Deputy Heads

•

Key Function Executive

•

Some Deputy Heads

Page 10 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Job Impact on End Results Impact: The degree to which the job affects or brings about the results expected of the unit or function being considered.

Level A

Explanation Ancillary. One of several/many positions which contribute to the end results expected of the unit or functions OR informational, recording, or other facilitating services for use by others in achieving results.

C

Contributory One of few positions which contribute significantly to the end results expected of the unit or function OR interpretive, advisory, or other important supporting services for use by others in achieving results.

S

Shared Equal and joint control, with one other position, of the activities and resources which produce the results OR control of what are clearly most (but not all) of the variables which are significant in determining results.

P

Primary Controlling impact – the position has effective control over the significant activities and resources which produce the results and is the sole position (at this level of Freedom to Act) which must answer for the results.

March 31, 2002

Possible Examples • • • • • • • • • • • •

•

• • • • •

Some Clerk positions Data Entry Operator Facility Service Worker Internal Auditor Janitor Process Operator Sr. Youth Officer Secretary Engineer Accountant Manager of HR Positions that are seen as stronger than contributory but less than prime e.g. Lead Hand Positions where impact is closely integrated and shared with a peer position (not with immediate supervisor or direct reports) Supervisor Program Manager Director Deputy Head ADM

Page 11 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Magnitude Magnitude represents the size of the unit or function (usually indicated by the dynamic, annual dollars) most clearly affected by the job. Every job in every organization has a role to play in helping to achieve the objectives of the organization.

Usually the

importance of this role is more easily understood in the context of a part of the organization, that is, an organizational unit such as a department, division or section or of a function such as purchasing, Human resources or information technology. Budgets or other dollar figures, are used only to define the relative size of the organizational unit or the function on which the job is clearly impacting.

It is essential that Magnitude be seen in combination with Impact. For example, a job may have primary impact (controlling impact on end results, the sole position answerable for the results) on a relatively small part of the organization, or contributory impact (indirect control, interpretative, facilitative, advisory and/or supporting services in achieving results) on a relatively large part of the organization. Consider Magnitude and Impact in terms of the most significant objectives of a job. Again, the answer to the question “why does this job exist” can be very helpful in determining the appropriate impact and magnitude. The combination of magnitude and impact that generates the most points should be selected when more than one possibility exists.

The following levels of magnitude are recognized:

Level*

Explanation

M

Results usually affect an individual or are usually non-quantifiable in terms of department budget responsibility, revenues and expenditure authority.

(up to $50K) 1 ($50k to

Results can be non-quantifiable or can affect a smaller work group or unit within the department.

$500K)

March 31, 2002

Page 12 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material 2 ($500K to

Results are internally focussed and affect a unit of the department or may be externally focussed and affect a limited segment of clients outside the department.

$5M) 3 ($5M to

Results are generally internally focussed and may affect several units within a department and/or some other departments and/or are externally focussed affecting a significant clientele within a program or functional area.

$50M) 4 ($50M to

Results typically affect an entire department and may have some impact on other departments and/or are externally focussed affecting a large clientele within a program or functional area.

$500M) 5 ($500M to

Results achieved primarily affect other departments, the government as a whole and significant client groups external to government operations. Work performed may affect provincial or territorial clientele within a variety of programs or functional areas.

$5B)

When Magnitude and Impact are combined with “Freedom to Act” to generate points, the resulting points should reflect the relative value of the impact of the job on the organization as a whole.

March 31, 2002

Page 13 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material 4.0 Short Profile: Relationship Between Problem Solving and Accountability The Short Profile is a check or balance on the evaluation and reflects the difference in the relationship between Accountability and Problem Solving, but is really helping to assess the relationship between all 3 factors.

The Short Profile tells evaluators

something about the character of the job. The profile itself is not an indicator of the level of the job. There are high level jobs in scientific research that have a –3 profile, while there are low level management jobs that have a +3 profile.

The followin g is an explanation of each Short Profile:

Profile +3

+2

+1 or 0

Explanation Line management job that has a controlling impact on end results in some part of the core business of the organization. The job is primarily responsible for implementation (make it happen). Typically oversees day to day or established operations. Policy and program development is (typically) provided by others. Individual contributor that is authorized to make decisions within its field of expertise and act in an enforcement, regulatory or investigative capacity. These jobs take primary responsibility, but their profile is +2 instead of +3, as their freedom to act is limited by the legal framework they have to operate in.

Line Managers of organizational units that support the core business of the organization. Individual Contributor that has not only involvement in development/analysis but is also strongly involved in implementation. Typically does not have the authority to make the final decision. Lower level job with a strong work-process orientation.

Typical Positions “Line” management (e.g.,production) Sales

Department Head Head of Purchasing or Mterial Management Head of Maintenance Labour Relations “Staff” jobs (e.g., finance, human resources) Most (but not all) “individual contributor” jobs Most support jobs (e.g., clerical, trades, technical jobs)

-1

Focus on analysis more than on end results. Methodologies often predefined and analyses typically completed over (shorter) time frame. Findings may influence future development.

Planning

-2

Applied Research and analysis and/or program development and design. Typically long term (far reaching, broad) research.

Applied Research

-3

Original Research.

Fundamental Research

March 31, 2002

Page 14 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material

As per the previous table, differences between the score for Accountability and Problem Solving can range from minus 3 to plus 3. A -3 profile means that Accountability scores 3 steps lower than Problem Solving, each step being a 15% difference (please see page 8 for an explanation on step difference). For example, a job that has a score of 152 points for Problem solving with a -3 profile indicates that Problem Solving is 3 steps (i.e. 3 times 25%) higher than Accountability, resulting in 100 Accountability points.

March 31, 2002

Page 15 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material 5.0

Working Conditions

Working Conditions measure the unavoidable conditions under which the job is performed in four dimensions: Ø Ø Ø Ø

Physical Demands Environmental Conditions Sensory Demands Mental Demands

The key to evaluating working conditions is to understand the Ø Ø Ø

Frequency (how often does it happen?) Duration (how long does it take?) Intensity (what is the level of intensity?)

of each dimension.

Combination of Frequency and Duration expressed in hours/day* Level of Intensity

Normal Moderate Substantial Extreme

1–2 hours/day ( 6 hours/day (>75%)

3 3 3 8

3 8 8 16

3 8 16 33

3 16 33 33

Please note that job evaluation factors are only useful if they help to identify differences between jobs. If everyone in a specific organization gets the same level of intensity for a specific working condition, it will not result in differences in job size. In fact, if the same intensity level applies to all jobs, it implies that for this organization the condition is normal. Double counting must also be avoided. For some jobs a high level of Human Relation Skills is required (i.e.: some HR professionals).

This does not imply

automatically that there is a higher than normal level for Sensory Demands, since something different is measured to determine the level of Sensory Demands.

March 31, 2002

Page 16 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Illustrative Examples The illustrative examples provided in each of the following sections identify jobs which, in September 1998, met the identified criteria and were allocated working condition points greater than the standard 3 points. As a result of restructuring or modification of duties these positions may cease to meet the established criteria for increased working condition points. As a result, all positions should be reviewed individually to ensure that they meet the criteria before allocating additional Working Condition points.

**DO NOT RELY ON POSITION TITLES TO ALLOCATE WORKING CONDITION POINTS. **

March 31, 2002

Page 17 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Physical Demands Jobs may require levels of physical activity that vary in intensity, duration and frequency, which produce physical stress or fatigue.

Examples of physical activity

include: lifting, handling of material or objects, stretching, pulling, pushing, climbing, walking, carrying, sitting, standing, and working in awkward Job Holder’s or unusual circumstances. Following are examples of levels of physical intensity expressed in the combination of frequency and duration:

Level of Intensity

Normal. Required to stand or to sit in one location much of the time in a comfortable indoor location. There is some stooping and lifting or carrying of light material. Moderate. The incumbent is standing/walking most of the time and is required to perform some work in an awkward position. Equipment or material of moderate weight has to be used or carried. Substantial. Engaged in heavy physical activities of various kinds. The physical effort required for lifting, pulling, and similar activities is considerable and the activities are performed some of the time in awkward or confined space, which adds to the effort. Extreme. Strenuous physical activities of various kinds often at the same time, e.g. climbing with a heavy, awkward load. The work usually takes place in difficult Job Holder’s and or confined space.

March 31, 2002

Combination of Frequency and Duration expressed in hours per day. 1–2 (6 (>75%)

3

3

3

3

3

8

8

16

3

8

16

33

8

16

33

33

Page 18 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material

GNWT illustrative Examples Position Human Officer 11-2399

Physical Demand Resource

Food Services Supervisor 82-0229

Chief Negotiator 18-6979

Information Systems Officer 82-8175 Nurse in Charge 88-0482

Mining Engineer/Inspector 97-7949

Local Librarian 71-8219 Custodial Worker Bench Mark #51 78-0791

March 31, 2002

3

3

3

8

8

8

8

8

Rationale The Job Holder works in a generally comfortable office with little need to lift heavy or awkward objects. There is frequent opportunity to get up and move around the office (i.e.: coffee breaks and lunch). The Job Holder will, on occasion, be required to assist Correctional staff to restrain or subdue angry or irate inmates. This may require substantial physical effort but happens rarely (75%)

3

3

3

3

3

8

8

16

3

8

16

33

8

16

33

33

Page 21 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material GNWT illustrative Examples Position Human Resource Officer 11-2399 Safety Officer 97-6500

Env. Demand 3

3

Youth Officer 82-0648

3

Project Geologist 52-7166

8

Nurse In Charge 88-0482

8

Correctional Center Cook 82-6312

8

Personal Effects Security Officer 82-8247

8

March 31, 2002

Rationale Most of the Job Holder’s time is spent in a comfortable working environment with minimal risk of ill health or injury. The Job Holder is required to inspect boiler rooms, garages and welding shops for 25% of the time where they are exposed to chemicals, etc. which may cause considerable discomfort or a moderate risk of accident or ill health. The Job Holder will have moderate exposure to communicable disease from time to time but for less than 25% of the time in total Required to live in tents from spring to fall (2550% of work year) and work on the land where they are exposed to moderate Environmental Demands in the form of changing weather and climate conditions for up to 4 – 6 hours per day. In addition they are exposed to loud noises and fumes from operation machinery (i.e.: helicopter, ATV’s, snowmobiles, float planes, etc..) for extended periods of time. Moderate level of intensity for 50 to 75% of the time as a result of exposure to blood, body fluids, sharps and medications that are considered health risks. Required to work in institutional kitchen where the Job Holder will be exposed to moderate Environmental Demands such as extreme heat, fumes and moisture (steam) consistent with institutional kitchens for 50 to 75% of the time. Moderate for 2-4 hours per day. Approximately 25% of the time is spent processing intakes and their personal effects, which requires the Job Holder to frisk inmates. Clothing is often dirty or infested and must be inspected prior to storing and cleaning. As a result, there is moderate risk of ill health or injury (needles, etc.)

Page 22 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Maintenance Coordinator 32-2454

Laboratory Technician Technologist 94-5787 Plumber/Gas fitter 32-3744

8

16

16

Moderate intensity for 2 – 4 hours per day. Exposure to toxic or unpleasant fumes, loud noises, dirt, dust and other hazardous substances when inspecting all trades work (i.e.: plumbing, carpentry and electrical). In addition, the Job Holder will be required to frequently travel in small aircraft to surrounding communities. Substantial levels of intensity for 4 – 6 hours per day as a result of direct exposure to blood, body fluids, sharps and infectious diseases that are considered significant health risks. Substantial intensity for 4 – 6 hours per day. Exposure to obnoxious odors and toxic chemicals, required to repair/replace sewage systems, and often works with extreme temperatures (steam/hot water). In addition, the Job Holder will be required to work outside regardless of the weather (heat or cold). The Job Holder is faced with a risk of injury both in the nature of the work and in performing repair work on site.

** There were no positions within the GNWT evaluated at 33 points for Environmental Demands in September 1998 **

March 31, 2002

Page 23 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Sensory Demands Jobs may require concentrated levels of attention with any one or a combination of the five senses in order to discern something during the work process. attention may vary in intensity, duration and frequency.

The sensory

The intensity of the

concentration may be affected by the subtlety of the sensory information to be discerned and the nature of distractions in the environment (a more distracting environment or the need to attend to more subtle information may require more intense concentration).

Examples include: focused inspecting, monitoring mechanical

equipment, monitoring video display and computer terminals, proof-reading, technical troubleshooting, and attending to nuances of sound. Following are examples of sensory demands expressed in terms of frequency and duration:

Level of Intensity

Normal. Little or no requirement for concentrated use of senses. Generally, all that is required is the normal use of seeing and hearing with little or no need to focus particularly on special factors in the environment. Moderate. There is a moderate need for sensory attention. There are some events or factors in the environment that require concentrated use of two or more senses periodically, but the demand is not excessive. Substantial. Considerable sensory attention is required. There is a noticeable demand for concentrated application of at least two senses and probably a need to coordinate the use of various senses. Extreme. There is an extreme demand for concentrated application of two or more senses. In all probability the senses require a high level or coordination. There is a strong need to focus simultaneously on several events or changing factors, coordinate the “message“ and react.

March 31, 2002

Combination of Frequency and Duration expressed in hours per day. 1–2 (6 (>75%)

3

3

3

3

3

8

8

16

3

8

16

33

8

16

33

33

Page 24 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material

GNWT illustrative Examples Position Human Officer 11-2399

Sensory Demand Resource

Boiler/Gas Inspector 32-7191

Assistant Negotiator 18-1823

Mining Engineer/ Inspector 97-7949

3

3

3

8

Nurse In Charge 88-0482

8

Translator 71-2543

8

March 31, 2002

Rationale The job holder will be required to focus on documents and tasks with normal intensity. On occasion greater concentration or focus of two or more senses may be required but not for extended periods of time. The Job Holder will be required to inspect propane products 10% - 15% of the time for 1 – 2 hours per day which may require concentrated use of two or more senses (smell, listening, & sight). The Job Holder will be required to spend time attending land claims negotiations where they would be required to lead discussions at side tables. As the leader they have to listen and watch intently to other participants at the table in order to ensure the true meanings of the discussion are accurately captured. This concentrated use of two or more senses happens from between 10 – 15% of the time. Required to conduct inspections for up to 30% of the time ( 2 – 4 hours per day). During inspection the Job Holder will be required to use a combination of concentrated senses at a moderate intensity (i.e.: primarily sight and hearing with smell in order to detect gasses and chemicals). Moderate levels of intensity for 4 – 6 hours per day as a result of the use of combined senses (sight, smell and hearing) while performing patient assessment and providing patient care. Moderate level of concentration required for up to 2 – 4 hours per day during proofreading, translating or interpreting to ensure exact meaning of written or spoken material is consistent in translated or interpreted language.

Page 25 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material OT/PT Assistant (Rehabilitation Therapist) 94-6970 Archivist 71-7012

Plant Operations Coordinator 32-4058

Corrections Officer 82-1310

8

8

8

8

Sonographer 95-3294

16

Court Reporter 82-1304

16

Requires a combination of senses including touch, sight and hearing (Moderate levels of intensity for 4 – 6 hours per day) while performing assessments and providing treatment (ie: fine motor manipulation). Moderate concentration of two or more senses for 2 – 4 hours per day will be used while the Job Holder analyzes archived material (books, documents, film, etc.) where the combined senses of smell, touch and sight will be used in order to detect and determine proper conservation and preservation methods which should be used to care for the archived materials (vinegar syndrome, damage, mold, etc.). Moderate intensity for 4-6 hours per day. Requires hand/eye coordination to do repairs, sometimes with small tools requiring dexterity, as well as listening for any deviation of sounds to equipment or tools while repairing. Required to observe inmates for safety and security purposes 75% of the time at work. This requires a moderate use of combined senses (smelling, listening, watching – active security functions) Substantial for 4 – 6 hours per day. Due to the nature of the work the incumbents are required to use focused sight, hearing and fine motor skills to perform ultra sonic procedures where findings and reports are contingent upon accurate patient diagnosis and treatment. Substantial for 4-6 hours per day (on average). Court Reporters must remain completely focused on what is going on in a courtroom or hearing in order to accurately capture what is being said for official transcripts.

** There were no positions within the GNWT evaluated at 33 points for Sensory Demands in September 1998 **

March 31, 2002

Page 26 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Mental Demands Mental Demands refer to the progressive degrees of exposure to varying intensities of factors inherent in the work process or environment that increases the risk of such things as tension and anxiety. Examples of such factors include disruption of lifestyle due to work schedule or travel requirements, lack of control over work pace, emotional deprivation resulting from isolation or lack of privacy, and exposure to emotionally disturbing situation. Examples include:

March 31, 2002

Page 27 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material

Level of Intensity

Normal. Very little exposure to any factor likely to produce mental stress for most people. Work may be somewhat repetitious. There could be some mildly unpleasant social contacts and/or concern about possible unpleasant situations. Noticeable pressure from deadlines, quotas, accuracy. Moderate. Most people because of one or more conditions that are present in the job would experience moderate mental stress. The stress level would not be noticeably disruptive to the work nor would the unpleasant reaction be too strong or persistent. Work might be very repetitious; noticeable pressure from simultaneous priorities. Unpleasant direct personal contacts or concern about unpleasant situations are probably. Some disruption of family/social life. Substantial. Considerable mental stress can be experienced either by disturbing situations or the legitimate concern about the probability of such events occurring. Considerable disruption of family/social life. Concern about dangerous situations occurring is common. Extreme. Extreme mental stress is a noticeable part of the job. There may be disturbing emotional situations, possible exposure to public criticism, confrontation, concern about danger to self or others, conflicting demands or priorities and a legitimate concern about the probability of stressful situations which could have a serious outcome.

March 31, 2002

Combination of Frequency and Duration expressed in hours per day. 1–2 (6 (>75%)

3

3

3

3

3

8

8

16

3

8

16

33

8

16

33

33

Page 28 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material

GNWT illustrative Examples Position

Mental Demand

Carpenter 32-2458

3

Pensions Case Manager 97-4725

3

Human Officer 11-2399

3

Resource

General Duty Nurse 94-4696

8

Safety Officer 97-6500

8

Special Assistant 78-7802

Needs

Income Worker 71-6551

Support

8

March 31, 2002

8

Rationale The Job holder will be required to travel to surrounding communities 4 or 5 times per year where they may be required to stay for 2 – 3 days (15-20% of the year) which may cause some disruption to family or social life. The Job Holder is required to deal with very difficult clients or cases which may cause moderate levels of mental stress for 1 – 2 hours per day. The Job Holder will be required to deal with unpleasant or upset clients from time to time (applicants, staff, mgmt) which may cause moderate levels of mental stress. However, this mental stress would not be noticeably disruptive to the work nor would the unpleasant reaction be too strong or persistent. The Job Holder will be required to deal with stressful situations such as child and/or spousal abuse, death of a patient, and other traumatic situations which may cause substantial levels of mental stress for up to 2 – 4 hours per day. The Job Holder is required to travel for 30 – 40% of the time which may cause some disruption to family or social life. Moderate levels of mental stress for up to 6 hours per day as a result of work with handicapped children and the uncertainty of events which may occur as a result of working with these children on a day to day basis. Moderate levels of mental stress for 4-6 hours per day occur as a result of work place harassment from clients. The Job Holder is often faced with irrational clients who have been denied assistance for a variety of reasons. Client harassment may not be limited to just the workplace which may cause disruption of the Job Holders family and social life. Page 29 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material Water Plant/Utilidor System Operator 32-10118

Community Development Advisor 93-4543 Correctional Center Cook 82-1940

Nurse in Charge 88-0482

Administrative Coroner 82-3684

8

16

16

16

16

Youth Officer II 82-0648

33

Corrections Officer 82-7152

33

March 31, 2002

Moderate intensity as the position is maintaining an integral system in the community and may be called out at any time during the day or night (or weekends) to do emergency repairs causing disruption to family life. The Job Holder is required to travel for away from home for up to 60-70% of the time, which may cause considerable disruption on family or social life. Moderate on average 6 or more hours per day. There is uncertainty in knowing what to expect while at work and while not at work. Legitimate concerns about working with inmates, risk of assault and unknown or unpredictable situations. Moderate on average of 6 hours per day. This is a community based position in which the Job Holder is approached while off duty for professional advice, requests for treatment and/or medications which can potentially result in awkward situations and disruption on the family or social life. Moderate for >6 hours per day. The subject matter is generally very disturbing. Calls are unpredictable and occur at all hours of the day or night. Uncertainty about what the next call might bring. Substantial on average 6 or more hours per day. There is uncertainty in knowing what to expect while at work and while not at work. Legitimate concerns about being responsible for the lives of others, working with inmates, risk of assault, unknown or unpredictable situations. Substantial on average 6 or more hours per day. There is uncertainty in knowing what to expect while at work and while not at work. Legitimate concerns about being responsible for the lives of others, working with inmates, risk of assault, unknown or unpredictable situations.

Page 30 of 31

Government of the Northwest Territories Job Evaluation Manual Evaluation Reference Material GNWT illustrative Examples continued…. Chief Negotiator The Job Holder is exposed to tight deadlines 18-6979 33 and large workloads with competing priorities and demands, which often require extended workdays. Job Holders regularly work under extreme stress because they are negotiating treaties which define Aboriginal rights, which have major jurisdictional, fiscal and operational implications for the GNWT and which are often irreversible. Prolong ed periods of mental concentration when preparing for and during negotiations (up to 14 hours/day) are physically, mentally and emotionally exhausting. The Job Holder can be subject to criticism by the public, Aboriginal leaders, Federal officials, other Departments, Cabinet, etc. The pace of work is often beyond their control.

March 31, 2002

Page 31 of 31

Total Points

275

Comparable Positions:

Position #

Dept.

GNWT Policy Officer-Entry Level (Policy Officers Job Family) Comments Balanced profile for advisory, consultative role. Written by: C. Hamer Reviewed by Facilitators Sub Committee

23/11/00

Date: September 30, 1999 April 10,2001

124

Government of the Northwest Territories Job Evaluation Manual Benchmarks Benchmarks A benchmark is a standard by which something can be measured. Benchmark jobs are the key jobs within an organization which are selected to represent each level of the major functions in the organization, because they are characteristic of those levels and functions. Benchmark jobs are easily identified, clearly defined and ideally the relativities between them are well established.

The main purpose of benchmarks is to provide a frame of reference for interpreting the levels of work for each of the job evaluation factors. Because they cover representative jobs in different job families, at different levels and across departments, they provide an instrument for consistent and equal application of the job evaluation system.

Two sets of benchmark jobs are used by the GNWT: Appeal results from Job Evaluation Appeals heard in accordance with Article 36 of the Collective Agreement between the Employer and the Union of Northern Workers GNWT Model Jobs

For a complete listing and description of the GNWT Model Jobs please refer to Tab 6 in this manual.

The development and maintenance of the GNWT Model Jobs are the responsibility of the Financial Management Board Secretariat.

September 2004

Page 1 of 1

UNION OF NORTHERN WORKERS JOB EVALUATION APPEALS COMPLETED

Know How

DEPT.

DATE HEARD BY JE APPEAL BOARD

Problem Solving

Mgr Know How

Accountability

HR Skills

POS. #

Position

H&SS

10350

Nurse Administrator - NLSCH

10-Dec-03

E

I

3

E3

H&SS

5727

Nurse in Charge

10-Dec-03

E

I

3

E3

ECE

7159

Senior Database and Security Analyst

25-Feb-04

H&SS Aurora

2987 2465

Supervisor, Physical Serv. Manager, Student Services

24-Oct-02 28-Jan-04

E E

I I

3 3

D4 E3

Aurora

2946

Community Adult Educator

27-Jan-04

E

I

3

D4

Aurora

4643

Community Adult Educator

27-Jan-04

E

I

3

D4

Aurora

2945

Community Adult Educator

27-Jan-04

E

I

3

D4

H&SS

11162

Patient Care Coordinator

10-Dec-03

E

I

3

E3

ECE

2764

ABE Instructor

02-May-02

E

I

3

E3

1S

ECE

115

ABE Instructor

02-May-02

E

I

3

E3

ECE

2958

ABE Instructor

02-May-02

E

I

3

ECE

2935

ABE Instructor

02-May-02

E

I

Aurora

10461

Manager, Technology & Devel.

28-Jan-04

DOT

6785

Snr. Tech Spec. Electrical Sys.

04-Mar-02

E

I

Aurora

2664

29-Jan-04

E

I

YKHSSA

659

11-May-04

E

YKHSSA

218

11-May-04

E

YKHSSA

95046

Dir., Student Services Supervisor, Family and Community Services Supervisor, Family and Community Services Supervisor, Family and Community Services

11-May-04

E

I

3

H&SS

5733

Community Health Nurse

10-Dec-03

E

I

3

E3

H&SS

5498

Regional Nutritionist

10-Dec-03

E

I

3

E3

DOT

2277

Airports Training Coord.

18-Jan-02

E

I

B

C

D

E

F

F

F

G

I

I

II III

Working Conditions

Total Points

1

2

3 19% 22% 25% 29% 33% 38% 43%

I

A

B

C

D

ACC

2P

264 100

152

516

3

3

8

8

22

538

3S

264 100

132

496

3

8

8

16

35

531

264 100

132

496

3

3

3

8

17

513

264 100 264 100

115 115

479 479

3 3

3 3

3 3

3 8

12 17

491 496

1S

264 100

115

479

3

3

8

8

22

501

1S

264 100

115

479

3

3

8

8

22

501

1S

264 100

115

479

3

3

8

33

47

526

264 100

115

479

3

8

8

8

27

506

264 100

100

464

3

3

3

3

12

476

1S

264 100

100

464

3

3

3

3

12

476

E3

1S

264 100

100

464

3

3

3

3

12

476

3

E3

1S

264 100

100

464

3

3

3

3

12

476

3

E3

1S

476

D4

E

1P 2P 2P

3C

F

KH

Full Points

PS

2

R

Total Points

Points

Practical, Specialized, Scientific Knowledge

PD ED SD MD

264 100

100

464

3

3

3

3

12

E3

3C

230

87

100

417

3

3

3

8

17

434

3

E3

1P

230

87

100

417

3

3

3

8

17

434

I

3

E3

1P

230

87

100

417

3

3

3

16

25

442

I

3

E3

1P

230

87

100

417

3

3

3

16

25

442

2

E3

6749

Community Development Spec.

13-May-02

E

I

WCB

7181

Senior Policy Analyst

25-Feb-04

E

I

2

WCB

38

Assessment Auditor

25-Oct-02

E

I

2

230

87

100

417

3

3

3

16

25

442

230

76

100

406

8

8

8

33

57

463

3C

230

76

100

406

3

3

3

8

17

423

E3

2C

230

87

87

404

3

3

3

8

17

421

E3

2C

230

87

87

404

3

8

8

8

27

431

E3

2C

230

87

87

404

3

3

3

3

12

416

E3

3C

230

76

87

393

3

3

3

16

25

418

2

H & SS

1P 3C

3

H & SS

6386

Ophthalmic Technologist

08-Mar-02

E

I

3

D3

2C

230

76

87

393

8

8

8

8

32

425

H & SS

9520

Ophthalmic Technologist

08-Mar-02

E

I

3

D3

2C

230

76

87

393

8

8

8

8

32

425

H & SS

6387

Ophthalmic Technologist

08-Mar-02

E

I

3

D3

2C

230

76

87

393

8

8

8

8

32

425

H & SS

4461

Ophthalmic Technologist

08-Mar-02

E

I

3

D3

2C

230

76

87

393

8

8

8

8

32

425

25/11/2004

Benchmarks (appeal results) September 2004.xls

Page 1 of 5

UNION OF NORTHERN WORKERS JOB EVALUATION APPEALS COMPLETED Know How

DEPT.

POS. #

Position

DATE HEARD BY JE APPEAL BOARD

B

C

D

E

F

Problem Solving

Mgr Know How

G

I

II III

Accountability

Total Points

Working Conditions

HR Skills

1

2

3 19% 22% 25% 29% 33% 38% 43%

R

A

B

C

D

E

F

KH

PS

ACC

Total Points

PD ED SD MD

Points

Practical, Specialized, Scientific Knowledge

Full Points

H & SS

4373

Ophthalmic Technologist

08-Mar-02

E

I

3

D3

2C

230

76

87

393

8

8

8

8

32

425

H & SS

9519

Ophthalmic Technologist

08-Mar-02

E

I

3

D3

2C

230

76

87

393

8

8

8

8

32

425

H & SS

4462

Ophthalmic Technologist

08-Mar-02

E

I

3

D3

2C

230

76

87

393

8

8

8

8

32

425

H & SS

4460

Ophthalmic Technologist

08-Mar-02

E

I

3

D3

2C

230

76

87

393

8

8

8

8

32

425

H & SS

6434

Occupational Therapist

10-Dec-03

E

I

2

D3

2C

230

76

87

393

8

3

8

3

22

415 410

H & SS

658

Speech Language Pathologist

10-Dec-03

E

I

2

D3

2C

230

76

87

393

3

3

8

3

17

H & SS

5846

Physiotherapist

10-Dec-03

E

I

2

D3

2C

230

76

87

393

8

3

8

3

22

415

H & SS

9505

Audiologist

10-Dec-03

E

I

2

D3

1S

230

76

87

393

3

3

8

3

17

410

JUS

10138

Institutional Nursing Supervisor

25-Sep-02

E

I

2

ECE

872

Career Development Officer

23-Oct-02

E

I

H&SS

3294

Sonographer

25-Sep-02

E

I

H & SS

95006

Public Health Nurse

10-Dec-03

E

H & SS

9509

Diabetes Nurse Educator

10-Dec-03

H & SS

6247

Respiratory Therapist

H & SS

8812

H & SS H & SS

4240 4855

FSHSSA JUS ECE ECE ECE ECE

2230 252 7171 3248 2729 2543

JUS JUS DOT DOT H & SS

D3

1P

200

66

87

353

3

8

8

33

52

405

3

E3

2C

200

66

76

342

3

3

3

8

17

359

D3

2C

200

66

76

342

8

3

33

8

52

394

I

3

D3

2C

200

66

76

342

8

8

8

8

32

374

E

I

3

D3

2C

200

66

76

342

3

3

3

8

17

359

10-Dec-03

E

I

2

D3

1S

200

66

76

342

3

16

16

16

51

393

Dental Therapist

10-Dec-03

E

I

2

D3

2C

200

66

76

342

8

16

16

8

48

390

RN, Emergency RN, Operating Room

10-Dec-03 10-Dec-03

E E

I I

2 2

D3 D3

2C 2C

200 200

66 66

76 76

342 16 342 16

16 16

16 16

16 16

64 64

406 406

15-Mar-04 15-Mar-04 15-May-02 14-May-02 14-May-02 14-May-02

E

I I I I I I

2

E3 D3 D3 D3 D3 D3

1S 1S 1C 1C 1C 1C

200 200 200 200 200 200

66 66 66 66 66 66

76 76 66 66 66 66

342 342 332 332 332 332

8 3 3 3 3 3

8 16 3 3 3 3

3 8 3 8 8 8

3 33 3 3 3 3

22 30 12 17 17 17

364 402 344 349 349 349

8154 8102 1066 7783 5696

Information Systems Manager YCC Corrections Supervisor Budget/Accounting Officer French Translator French Translator French Translator Program Delivery Officer Living Skills Training Officer Mechanical Foreman Supervisor, Surface Structures RN, Acute

1C

57 57 57 57 57

66 57 76 76 76

323 314 308 308 308

3 3 8 3 8

16 3 8 8 16

8 3 3 8 8

33 16 3 8 16

60 25 22 27 48

383 339 330 335 356

JUS H & SS

10139 5414

Institutional Nurse Homecare Nurse

24-Sep-02 10-Dec-03

D

I I

H & SS

4443

Clinic Nurse

10-Dec-03

D

H & SS

4304

RN, Extended Care

10-Dec-03

D

H & SS

410

RN, Psych

10-Dec-03

H & SS

4134

RN, Medicine

10-Dec-03

25/11/2004

29-Jan-04 25-Oct-02 16-Jan-02 16-Apr-02 10-Dec-03

D E E E E E E D D E E

E D

I I I I I

2

3 2 2 2 2 3

2C

200 200 175 175 175

3

D3 D3

2C 2C

175 175

57 57

66 66

298 298

3 8

8 16

8 8

33 8

52 40

350 338

I

3

D3

2C

175

57

66

298

3

8

8

8

27

325

I

3

D3

1C

175

57

66

298

8

8

8

8

32

330

2 3 2 2 2

D3 D3 D3 D3 D3

2C 2P 1P

I

2

D3

2C

175

57

66

298

3

8

8

8

27

325

I

2

D3

2C

175

57

66

298

8

8

8

8

32

330

Benchmarks (appeal results) September 2004.xls

Page 2 of 5

UNION OF NORTHERN WORKERS JOB EVALUATION APPEALS COMPLETED Know How

DEPT.

POS. #

Position

DATE HEARD BY JE APPEAL BOARD 27-Feb-04

B

C

D

E

D

F

Problem Solving

Mgr Know How

G

I

II III

Accountability

Total Points

HR Skills

1

2

I

2

E

I

2

E

I

3 19% 22% 25% 29% 33% 38% 43%

A

B

C

D

F

KH

PS

ACC

175

50

66

175

57

57

IRHSSA

2374

Chief Court Reporter Telehealth/Clinical Applications Specialist

JUS

4957

Admission and Discharge/COMS Training Officer

17-Mar-04

H & SS

4219

Laboratory Tech - Bacteriology

10-Dec-03

DOT

7792

Airport Firefighter

17-May-02

D

I

DOT

7798

Airport Firefighter

17-May-02

D

I

DOT

7791

Airport Firefighter

17-May-02

D

DOT

7797

Airport Firefighter

17-May-02

DOT

7795

Airport Firefighter

17-May-02

DOT

7793

Airport Firefighter

17-May-02

D

I

D3

2S

152

43

DOT

163

Heavy Equipment Mechanic

26-Jan-04

D

I

1

C3

1S

152

43

JUS

3631

Juridical Officer III

24-Sep-02

D

I

1

C3

2C

152

43

JUS

7589

Juridical Officer III

24-Sep-02

D

I

1

C3

2C

152

43

I

1P

E

2024

D

D3

R

JUS

11-May-04

Working Conditions

D3

2

1C

Total Points 291 289

PD ED SD MD

Points

Practical, Specialized, Scientific Knowledge

Full Points

8

8

33

16

65

356

3

3

8

3

17

306

D3

2C

175

50

57

282

3

8

8

33

52

334

C3

2C

175

50

50

275

3

16

16

3

38

313

2

D3

2S

152

43

57

252

8

8

8

16

40

292

2

D3

2S

152

43

57

252

8

8

8

16

40

292

I

2

D3

2S

152

43

57

252

8

8

8

16

40

292

D

I

2

D3

2S

152

43

57

252

8

8

8

16

40

292

D

I

2

D3

2S

152

43

57

252

8

8

8

16

40

292

57

252

8

8

8

16

40

292

57

252 16

16

16

8

56

308

50

245

3

3

8

8

22

267

50

245

3

3

8

8

22

267 309

1

2

H & SS

8210

L.P.N., Emergency

10-Dec-03

D

I

2

C3

2C

152

43

50

245 16

16

16

16

64

H & SS

11060

Licensed Practical Nurse - NLSC

10-Dec-03

D

I

2

C3

1S

152

43

50

245

3

8

8

8

27

272

H & SS

8327

Operating Rm Booking Clerk

16-May-02

D

I

2

D3

2C

152

43

43

238

3

3

3

8

17

255

H & SS

4211

Radiological Technologist

10-Dec-03

D

I

2

C3

1C

152

43

43

238

8

8

3

8

27

265

2

C3

1C

152

38

43

233 16

8

33

16

73

306

2

C3

JUS

2025, 1304, 3533, 0448 Court Reporter

27-Feb-04

D

I

FMBS

6083, 6862, 10300, 0317, 6857, 10612, 6452 Payroll Specialists

23-Feb-04

D

I

2C

152

38

43

233

3

3

3

8

17

250

DOT

7787

Airfield Maint. Spec.

18-Jan-02

D

I

1

D3

2C

132

38

50

220

8

8

16

8

40

260

DOT

7786

Airfield Maint. Spec.

18-Jan-02

D

I

1

D3

2C

132

38

50

220

8

8

16

8

40

260

DOT

7788

Airfield Maint. Spec.

18-Jan-02

D

I

1

D3

2C

132

38

50

220

8

8

16

8

40

260

DOT

7790

Airfield Maint. Spec.

18-Jan-02

D

I

1

D3

2C

132

38

50

220

8

8

16

8

40

260

DOT

7789

Airfield Maint. Spec.

18-Jan-02

D

I

1

D3

2C

132

38

50

220

8

8

16

8

40

260

DOT

7750

Facility Maintainer

17-Apr-02

D

I

1

D3

2C

132

38

50

220

8

8

8

3

27

247

25/11/2004

Benchmarks (appeal results) September 2004.xls

Page 3 of 5

UNION OF NORTHERN WORKERS JOB EVALUATION APPEALS COMPLETED Know How

DEPT.

POS. #

Position

DATE HEARD BY JE APPEAL BOARD

B

C

D

E

F

Problem Solving

Mgr Know How

G

I

II III

Accountability

Total Points

Working Conditions

HR Skills

1

2

3 19% 22% 25% 29% 33% 38% 43%

A

B

D

E

F

KH

PS

ACC

PD ED SD MD

2397

Plumber

16-Jan-02

D

I

JUS

232

Maintenance Officer

24-Feb-04

D

I

2

JUS

7396

Cook - SMCC

05-Mar-02

C

I

2

JUS

260

Cook - SMCC

05-Mar-02

C

I

2

JUS

230

Cook - YCC

05-Mar-02

C

I

JUS

2202

Cook - YCC

05-Mar-02

C

1C

132

29

43

204

8

DOT

4905

Contracts Administrator

23-Sep-02

D

I

1

C3

1C

132

33

38

203

3

PW&S

3207

Contracts Administrator

23-Sep-02

D

I

1

C3

1C

132

33

38

203

3

PW&S

86

Contracts Administrator

23-Sep-02

D

I

1

C3

1C

132

33

38

203

SMCC

Corrections Officer

20-Mar-03

C

2

C3

MS

132

33

38

JUS

YCC

Corrections Officer

20-Mar-03

C

2

C3

MS

132

33

DOT

2676

Welder

15-Jan-02

C3

1C

132

33

JUS

TWCC

30-Jan-04

C3

MS

132

33

38

I

I I D

C

I

C3

C

PWS

JUS

1

R

Total Points

Full Points

MP

132

38

50

220 16

16

8

16

56

276

1C

132

33

43

208 16

16

8

33

73

281

C2

1C

132

29

43

204

8

8

16

16

48

252

C2

1C

132

29

43

204

8

8

16

16

48

252

2

C2

1C

132

29

43

204

8

8

8

33

57

261

2

C2

8

8

33

57

261

3

3

3

12

215

3

3

3

12

215

3

3

3

3

12

215

203

8

16

16

33

73

276

38

203

8

16

16

33

73

276

38

203 16

16

8

3

43

246

203

8

16

33

65

268

C3

1

I

Points

Practical, Specialized, Scientific Knowledge

H&SS

5617

Correction Officers Community Health Representative

10-Dec-03

C

I

2

C3

1C

132

33

38

203

3

3

3

8

17

220

JUS

245

Crew Officer

24-Feb-04

C

I

2

C3

1C

132

33

38

203

8

16

16

33

73

276

1C

207

4399

Medical Dictatypist

27-Sep-02

115

29

33

177

3

3

16

8

30

ECE

8337

Secretary

06-Mar-02

C

I

2

C2

1C

115

25

29

169

3

3

3

3

12

181

H&SS

10358

Resident Care Aide

10-Dec-03

C

I

2

C2

1C

115

25

29

169

8

8

8

8

32

201

H&SS

94015

Home Support Worker

10-Dec-03

C

I

2

C2

1C

115

25

29

169

8

8

3

8

27

196

2

186

9006, 4228 Finance Clerk

I

1

C3

8

H&SS

FSHSSA

D

2

16-Mar-04

C

I

C2

1C

115

25

29

169

3

3

3

8

17

DOT

9083

Parts Person

15-Jan-02

C

I

1

C2

MC

100

22

29

151

8

8

3

3

22

173

DOT

7740

Airport Clerk

02-May-02

C

I

1

C2

1C

100

22

25

147

3

3

3

3

12

159

25/11/2004

Benchmarks (appeal results) September 2004.xls

Page 4 of 5

GNWT JOB GROUPINGS AND MODEL JOBS

Table of Contents Job Evaluation Manual – GNWT Job Families and Model Jobs

1.

Administrative Assistants

2.

Clerks / Assistants

3.

Collections Officer

4.

College Instructors

5.

Engineering / Technologist

6.

Finance & Accounting

7.

Human Resources

8.

Information Technology

9.

Inspectors / Regulatory

10.

Institutional Corrections Workers

11.

Legal Counsel

12.

Nursing

13.

Policy Officers

14.

Records and Library

15.

Renewable Resource Officers

16.

Social Workers

17.

Trades

ADMINISTRATIVE ASSISTANTS

June 1, 2001

Administrative Assistants 0

GNWT Model Jobs

Administrative Assistant Matrix Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family. Clerk level jobs are also found in the Finance & Accounting and Human Resources Job Families.

Hay Point Range

Job Ladder Position

(without WC) 900-999 800-899 650-799 550-649 450-549 370-449 320-369 270-319 230-269 190-229 160-189 130-159 70-129

June 1, 2001

Administrative Assistant 1 Administrative Assistant 2 Administrative Assistant 3 Administrative Assistant 4 Administrative Assistant 5

Administrative Assistants 1

GNWT Model Jobs

Administrative Assistant 5 General Characteristics: Performs receptionist duties with some secretarial and administrative support duties. Requires a basic understanding of administrative procedures as well as keyboarding skills. This is an entry level support position. Representative Activities: 1. Answers telephone calls and directs caller to appropriate person within limited area. 2. Performs limited secretarial services as required, such as keyboarding, photocopying, faxing documents, etc. 3. Maintains correspondence files. 4. Performs routine data entry for divisions (i.e. leave, financial documents, etc.).

Job Evaluation Rationale Know-How

CI-1

87

General knowledge of office procedures and skills to follow established work processes. Tasks are very clear. Problem Solving

C2(19%)

16

Work is well defined and involves similar situations. Unusual problems are referred to the supervisor. Accountability

B-1A

16

Accomplishes tasks within standardized practices and through close supervision. Provides a service to others. Short Profile

0

Balanced profile for support role. Total without Working Conditions

June 1, 2001

Administrative Assistants 2

119

GNWT Model Jobs

Administrative Assistant 4 General Characteristics: Performs secretarial and administrative duties of a routine nature for one or more people (usually in the same division). This is a support position, requiring a basic understanding of administrative and secretarial procedures. This level of knowledge may be acquired through the completion of a secretarial certificate. Representative Activities: 1. Formats and produces standard documents such as letters, reports, and presentations as directed. 2. Retrieves information from files to compile statistics as directed. 3. Maintains correspondence files. 4. Performs data entry for divisions (i.e. leave, financial documents). 5. Acts as receptionist for division by screening telephone calls, visitors and correspondence.

Job Evaluation Rationale Know-How

CI1

Knowledge of well-defined procedures and work routines. assigned to complete tasks. Problem Solving

C2(22%)

100 Individual contributor 22

Work consists of similar situations requiring well-defined solutions. Unusual problems are referred to the supervisor. 22 Accountability B-1C Contributes to area’s work by accomplishing tasks within standardized practices, through instruction and with supervision. Short Profile

0

Balance profile for support role. Total without Working Conditions

June 1, 2001

Administrative Assistants 3

144

GNWT Model Jobs

Administrative Assistant 3 General Characteristics: Performs administrative duties in support of a Director and/or Division. Carries out support activities with minimal supervision. Has a good understanding of the functions and responsibilities of the Division. This position requires discretion and independent judgement, and knowledge of secretarial support procedures. Requires progressively more responsible secretarial support experience (typically three to five years). Representative Activities: 1. Formats and produces documents, letters, reports, and presentations usually from available material. 2. Screens telephone calls and visitors, answers questions and provides information when possible. 3. Schedules appointments and coordinates arrangements for meetings as directed. 4. Makes travel and accommodation arrangements for supervisor. 5. Maintains divisional records following approved schedules.

Job Evaluation Rationale Know-How

CI2

115

Knowledge of well-defined procedures and work routines. Must influence others to achieve job objectives. 29 Problem Solving C3(25%) Resolves differing situations through well-defined procedures and guidelines. Unusual problems are referred to the supervisor. 29 Accountability B+1C Provides a support service through established work routines to a portion of a Department/Division. Short Profile

0

Balance profile for support role. Total without Working Conditions

June 1, 2001

Administrative Assistants 4

173

GNWT Model Jobs

Administrative Assistant 2 General Characteristics: Performs administrative duties in support of a Senior Manager in a government department, board or agency in conjunction with an Executive. Requires a thorough knowledge of the interrelationships within the department, board or agency. Is a senior support position requiring a comprehensive knowledge of administrative and secretarial support procedures. The position requires a good deal of independent judgment, working under minimal supervision. The position generally provides advice and support to lower level administrative support positions. Requires considerable and progressively more responsible administrative support experience (typically five to seven years). Representative Activities: 1. Drafts correspondence, reports and presentations, usually from available material. 2. Screens telephone calls and visitors, answers questions and provides information when possible. 3. Schedules appointments and coordinates arrangements for meetings and conferences as directed. 4. Makes travel and accommodation arrangements for supervisor. 5. Communicates Deputy Head’s instructions to appropriate personnel. 6. Maintains records following approved schedules. Job Evaluation Rationale Know-How

132

C+I2

Comprehensive knowledge of generally defined procedures and complicated work routines. Must influence others to achieve job objectives. 33 Problem Solving C3(25%) Resolves differing situations through well-defined procedures and guidelines. Unusual problems are referred to the supervisor. 33 Accountability C-1C Contributes to a part of a Department’s/Division’s end results. standardized practices and general work instructions. Short Profile

Acts within

0

Balance profile for support role. Total without Working Conditions

June 1, 2001

Administrative Assistants 5

198

GNWT Model Jobs

Administrative Assistant 1 General Characteristics: Performs administrative duties in support of the Senior Manager in a government department, board or agency. Requires a thorough knowledge of the interrelationships within the department, board or agency; within the government as a whole; and with external organizations and issues. Is a highly responsible, senior support position requiring a comprehensive knowledge of office and administrative procedures. Responsibilities are diversified and involve close coordination with other Senior Managers and their administrative support personnel. Operates with a great deal of latitude, which allows for independent judgement. Provides advice and support to lower level administrative support positions. Requires considerable and progressively more responsible administrative support experience (typically seven to ten years). Representative Activities: 1. Drafts correspondence, reports and presentations, usually from available material. 2. Screens telephone calls and visitors and responds to requests for information. 3. Coordinates arrangements for appointments, meetings and conferences. 4. Organizes and expedites flow of work through the Senior Managers office. Initiates follow up. 5. Communicates Senior Managers’ instructions to appropriate personnel. 6. Maintains records following approved schedules.

June 1, 2001

Administrative Assistants 6

GNWT Model Jobs

Job Evaluation Rationale Know-How

DI2

152

Specialized knowledge of office and administrative procedures. Must influence and coordinate with others to achieve job objectives. Problem Solving

D3(29%)

43

Work is defined by diversified procedures. Problems require a search for solutions within an area of learned things (ie: Departmental knowledge). Unusual problems are referred to the supervisor. Accountability

C+1C

43

End results and advice are subject to well-defined practices and procedures as well as supervisory review. Short Profile

0

Balance profile for support role. Total without Working Conditions

June 1, 2001

Administrative Assistants 7

238

GNWT Model Jobs

CLERKS/ASSISTANTS

June 1, 2001

Clerks/Assistants - 1

GNWT Model Jobs

Clerk/Assistant Matrix: Benchmarks Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family. Clerk level jobs are also found in the Finance & Accounting and Human Resources Job Families.

Hay Point Range

Job Ladder Position

(without WC) 900-999 800-899 650-799 550-649 450-549 370-449 320-369 270-319 230-269 190-229 160-189 130-159 70-129

June 1, 2001

Assistant Seasoned Assistant – Fully Qualified Clerk – Fully Qualified Clerk - Developing Clerk – Entry Level Clerk – Data

Clerks/Assistants - 2

GNWT Model Jobs

Clerk – Data General Characteristics Performs simple clerical duties requiring a general understanding of department procedures or instructions related to work performed. The work is standardized and closely supervised. Typical Jobs: Mail Clerk, Order Filler, Clerk Typist, File Clerk. Representative Activities 1. Processes repetitive documents in accordance with established procedures or standard instructions. 2. Records data and produces lists from documents or records where knowledge of subject matter is not required. 3. Files routine material according to a prescribed breakdown. extracts material from files when requested.

Locates and

Job Evaluation Rationale Know-How

B+N1

66

Carries out uninvolved, standard procedures in a narrow field. Contact with others limited to requesting or giving information. Problem Solving

B2(16%)

10

Problem solving limited to a choice between previously defined/learned options. Immediately available assistance and/or examples. Accountability

ANC

12

Provides information/support to the function. Works within established work routines and with detailed instructions and close supervision. Short Profile

+1

Strong process orientation Total without Working Conditions

June 1, 2001

Clerks/Assistants - 3

88

GNWT Model Jobs

Clerk – Entry Level General Characteristics Performs routine duties using various types of equipment. Procedures are standardized and well defined. Typical Jobs: Sr. data entry operator, Technical Assistant. Representative Activities 1. Follows standard procedures with readily available help. 2. Produces records; does not interpret data beyond identifying the need for modifications. 3. Carries out routine processes on specialized equipment. 4. Refers complications/problems to supervisor.

Job Evaluation Rationale Know-How

CN1

76

Applies well-defined work methods and procedures in a narrow field. May require skill in the use of specialized equipment. Contact with others limited to requesting or giving information. Problem Solving

B2(16%)

12

Problem solving limited to a choice between previously defined/learned options. Immediately available assistance and/or examples. Accountability

BMA

Provides information/assistance to the function. routines and close supervision. Short Profile

14 Works within established work

+1

Strong process orientation Total without Working Conditions

June 1, 2001

Clerks/Assistants - 4

102

GNWT Model Jobs

Clerk – Developing General Characteristics Performs clerical duties requiring limited analysis or judgement. Requires working knowledge of departmental procedures related to work performed. Supervision is available to assist on any work not clearly covered by standard procedures. Typical Jobs: General Clerk, Tape Librarian Representative Activities 1. Processes straightforward documents. 2. Maintains and updates records, according to standard procedures and formats. 3. Compiles various reports according to standard operating procedures and formats. 4. May perform general clerical duties for departmental staff.

Job Evaluation Rationale Know-How

C+N1

87

Applies well-defined work methods and procedures in a narrow, straightforward field. Contact with others limited to requesting or giving information. Problem Solving

C2(19%)

16

Problem solving limited to a choice between previously defined/learned options. Readily available assistance. Accountability

B1A

19

Provides information in support of the function. Works within established work routines and/or close supervision. Short Profile

+1

Strong process orientation. Total without Working Conditions

June 1, 2001

Clerks/Assistants - 5

122

GNWT Model Jobs

Clerk – Fully Qualified General Characteristics Performs a variety of clerical duties which require sound knowledge of departmental procedures related to work performed. Supervision is needed only for exceptional or unexpected situations. Typical Jobs: General Clerk, Accounting Clerk, Personnel Clerk, Purchasing Clerk, Order Clerk. Representative Activities 1. Processes straightforward documents. 2. Maintains and updates records, according to standard procedures and formats. 3. Compiles various reports according to standard operating procedures and formats. May compile variations of standard reports involving familiar information from known sources. 4. Provides routine information to employees and management staff. 5. May perform general clerical duties for departmental staff.

Job Evaluation Rationale Know-How

CI1

100

Applies well-defined work methods and procedures in a narrow field. Contact with others limited to requesting or giving information. Problem Solving

C2(22%)

22

Problem solving limited to a choice between previously defined/learned options. Accountability

B1C

25

Contributes to the function. Works within established work routines and supervision. Short Profile

+1

Process orientation. Total without Working Conditions

June 1, 2001

Clerks/Assistants - 6

147

GNWT Model Jobs

Assistant – Fully Qualified General Characteristics Performs a variety of assignments requiring some analysis primarily in a specialized functional area. Requires a detailed knowledge of departmental procedures related to the work performed. Works under minimal supervision. Typical Jobs: Sr. General Clerk, Payroll Clerk, Personnel Assistant, Desktop Publisher. Representative Activities 1. Processes complex documents to assure completeness and accuracy and the fulfilment of government requirements. 2. Under general direction and using established procedures, maintains records and compiles regular reports. 3. Provides functional information to employees and management staff. 4. May compile special reports or co-ordinate assigned projects. 5. May provide technical direction to other clerks.

Job Evaluation Rationale Know-How

D-I1

115

Applies moderately complex, practical procedures and systems requiring some specialized skills generally in a narrow functional area. HR skills requirement limited to giving and receiving information. Problem Solving

C3(25%)

29

Problems related to day to day work are solved based on job related knowledge, within established guidelines and practices and with readily available assistance. Accountability

C-1C

33

Provides a support service to the function. Works within standardized procedures and supervision. Short Profile

+1

Process orientation. Total without Working Conditions

June 1, 2001

Clerks/Assistants - 7

177

GNWT Model Jobs

Assistant Seasoned General Characteristics Performs a variety of assignments requiring some analysis in a specialized functional area. Requires a total understanding of functional practices and procedures as well as a solid knowledge of departmental procedures and processes. Supervisory review of results, provides technical direction to other clerks. Typical Jobs: Sr. Accounting Clerk, PC Support Assistant Representative Activities 1. Processes complex documents to assure completeness and accuracy and the fulfilment of government requirements. 2. Performs preliminary analysis of functional data. 3. Provides functional information to employees and management staff. 4. Compiles special reports involving co-ordination of information from other areas. May co-ordinate assigned projects. 5. Provides technical direction to other clerks.

Job Evaluation Rationale Know-How

DI1

132

Applies moderately complex, practical procedures and systems requiring some specialized skills generally in a narrow area of expertise. Provides technical direction only. Problem Solving

D3(29%)

38

Work challenges resolved within diversified procedures and precedents. Assistance available for unusual situations. Accountability

C1C

38

Provides a support service to the function. Works within standardized procedures with supervision of results. Short Profile

0

Balanced profile for support role. Total without Working Conditions

June 1, 2001

Clerks/Assistants - 8

208

GNWT Model Jobs

COLLECTIONS OFFICERS

June 1, 2001

Collections Officers

Page 1 of 5

Collections Clerk General Characteristics: Under the direction of a Senior Collections Officer, provides day to day credit and collections services to user departments of the GNWT, Boards and Agencies. Representative Duties: 1. Assess sensitive collection situations and determines the most effective collection approach. 2. Suggests approaches to complex account disputes. 3. Maintains a complete collection file indicating collection procedures and results. 4. Prepares the documentation to initiates payroll recoveries and garnisheeing action on wages and/or bank accounts. 5. Contacts customers for background information and gathers information from credit bureau, banks and suppliers to determine customers or principals’ management experience, past credit experiences and capacity to pay. Job Evaluation Rationale Know-How D-I1 115 Applies moderately complex, practical procedures and systems requiring some specialized skills in a narrow functional area. HR skills required are limited to giving and receiving information; position is not required to make actual contact with clients to initiate recovery action. Problem Solving 25% (C3) 29 Work challenges resolved within diversified procedures and precedents. Assistance available for unusual situations. Accountability C-1C Provides a support service to the function. procedures with supervision of results. Short Profile Strong process orientation

+1

FULL POINTS

June 1, 2001

33 Works within standardized

177

Collections Officers

Page 2 of 5

Collection Officer (GNWT) General Characteristics: Under the direction of the Senior Collections Officer performs collections and credit services to user departments of the GNWT, Boards and Agencies. Representative Duties: 1. Assess sensitive collection situations and determines the most effective collection approach. 2. Resolve complex account disputes and negotiates with various parties to establish sound repayment schedules. 3. Maintains a complete collection file indicating collection procedures and results. 4. Initiates payroll recoveries and garnisheeing action on wages and/or bank accounts. 5. Contacts customers for background information and gathers information from credit bureau, banks and suppliers to determine customers or principals’ management experience, past credit experiences and capacity to pay. Job Evaluation Rationale Know-How DI3 175 Applies complex, procedures and systems requiring specialized collection skills. May provide guidance to collection clerks. Highest level of HR know-how required when negotiating with clients they are arranging to collect from as passing file on to collection agency or courts is the last possible option as this is expensive. Problem Solving 29% (D3) 50 Work challenges resolved within diversified procedures and precedents. Assistance available for unusual situations from the Senior Collections Officer. Accountability D-1C 50 Has latitude to choose proper course of action within varied work procedures. Short Profile 0 Balanced profile for research and direct service provision for support role.

FULL POINTS

June 1, 2001

275

Collections Officers

Page 3 of 5

Collections (departments) General Characteristics: Under the direction of the director/assistant director, provides day to day credit and collections services to user departments of the GNWT, Boards and Agencies. Representative Duties: 1. Assess sensitive collection situations and determines the most effective collection approach. 2. Resolve complex account disputes and negotiates with various parties to establish sound repayment schedules. 3. Maintains a complete collection file indicating collection procedures and results. 4. Initiates payroll recoveries and garnisheeing action on wages and/or bank accounts. 5. Contacts customers for background information and gathers information from credit bureau, banks and suppliers to determine customers or principals’ management experience, past credit experiences and capacity to pay. Job Evaluation Rationale Know-How DI3 175 Applies complex, procedures and systems requiring specialized collection skills. May provide guidance to collection clerks. Highest level of HR know-how required when negotiating with clients they are arranging to collect from as passing file on to collection agency or courts is the last possible option as this is expensive. Problem Solving 33% (D+3) 57 Work challenges resolved within diversified procedures and precedents. Assistance is not readily available. Accountability D1C 57 Has latitude to choose proper course of action within varied work procedures, work is only periodically reviewed. Short Profile 0 Balanced profile for research and direct service provision for support role. FULL POINTS

June 1, 2001

289

Collections Officers

Page 4 of 5

Senior Collections Officer (GNWT) General Characteristics: Under the direction of the Manager, provides day to day credit and collections services to user departments of the GNWT, Boards and Agencies.

Representative Duties: 1. Assess sensitive collection situations and determines the most effective collection approach. 2. Resolve complex account disputes and negotiates with various parties to establish sound repayment schedules. 3. Maintains a complete collection file indicating collection procedures and results. 4. Initiates payroll recoveries and garnisheeing action on wages and/or bank accounts. 5. Contacts customers for background information and gathers information from credit bureau, banks and suppliers to determine customers or principals’ management experience, past credit experiences and capacity to pay. 6. Supervise activities of the Collection Officers. Know-How D+I3 200 Applies complex, procedures and systems requiring specialized collection skills. May provide guidance to collection clerks. Highest level of HR know-how required when negotiating with clients they are arranging to collect from as passing file on to collection agency or courts is the last possible option as this is expensive. Position deals with politically sensitive files. Problem Solving 33% (D+3) 66 Work challenges resolved within diversified procedures and precedents. Assistance is not readily available. Accountability D+1C 66 Has latitude to choose proper course of action within varied work procedures, work is only periodically reviewed; responsible for the work of the unit. Short Profile 0 Balanced profile for research and direct service provision and supervisory responsibilities. FULL POINTS 332

June 1, 2001

Collections Officers

Page 5 of 5

College Instructors

INTRODUCTION TO THE MODEL JOB DESCRIPTIONS LEVELS OF WORK Instructor jobs occur primarily in Aurora College. This document provides input for evaluating different instructor job levels and it identifies some generic levels that might be applicable across the various facets of college activities. PURPOSE OF THE POSITION Instructors are employed to deliver training/educational programs within the mandate of Aurora College. Programs range from adult basic education through specific skills sets as may be required by a Heavy Equipment Operator to College/University level certification in a profession such as nursing. SCOPE “Instruction” is made up of three components: 1.

Planning: • • • • • •

2.

conducting student needs assessments researching, preparing, and developing teaching resources preparing long term and daily lesson plans organizing classes and lectures maintaining equipment/resource inventory participating in course and curriculum development activities Implementing:

• • • • • •

directly delivering instruction in classroom, shop, or other specialized instructional settings recording student attendance providing student academic counselling and tutoring maintaining adherence to program objectives and accreditation standards carrying out promotional activities in support of College goals providing the required reports and performing other administrative tasks related to the delivery of instructional activities

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Instructors

GNWT Job Models

3.

Evaluating: • •

evaluating of both the program/course and the students recommending updated resources including texts as well as changes to instructional policies

In carrying out these duties, instructors generally function as members of a program team. They share responsibility for administrative tasks needed for the effective planning, promotion, and evaluation of their program. Instructors are also professional role models for their students, responsible for maintaining decorum appropriate to their instructional setting. Instructors may be responsible for both theoretical and practical components of a program which may not be limited to a classroom setting. For example, summer and winter “camps” associated with the Natural Resources program. Campus based Instructors The campus based instructor is responsible for instruction – see definition above. The instructor is usually not working in isolation and his/her supervisor is usually in the same facility. The instructor is usually assigned their specialty and teaches students on a rotary schedule. This instructor has access to campus resources and services. Community Adult Educators The community adult educator is as well responsible for instructing courses and promoting positive career development within the community. The adult educator usually teaches all subjects to all the students. The adult educator’s strength is his/her all round general knowledge. However, instructing ABE and providing assessment and counselling services will probably take up 70% or more of an adult educator’s time. But an adult educator also has a whole range of managerial and administrative responsibilities to keep the Community Learning Centre functioning. Not only is the adult educator an instructor – see definition above- but also works with community organizations and agencies in preparing needs assessments and proposals for workshops, courses and programs -through research, surveys, consultation and liaison with appropriate employers, community groups, etc. The adult educator may be responsible for hiring and supervising casual and part time instructors. She/he manages the learning centre facility and the administrative duties involved in that and is usually working in an isolated location with little direct supervision. People in the community see the adult educator as a general “helper” who can be asked for assistance on a whole range of concerns and problems.

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Instructors

GNWT Job Models

Key Differentiating Factors All instructors require the ability to “instruct” but variations may be found based on subject matter or area of specialization. A trades instructor may be required to teach a student how an engine functions and can do so using hands-on techniques to “show” a student how things work (competency-based instruction). An instructor in other cases may be required to impart “theory” which may require the utilization of alternate methods depending on the subject or the students being taught. An adult educator may be required to develop specific programs and teaching methods tailored for the specific needs of individuals based on their learning style, cultural or educational background. Typical elements for differentiation are: Elements Supervision provided to the job Breadth

Creativity

Complexity

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Questions and Comments Is the position working under close supervision or under general supervision? Is it part of a campus structure or located in a community? Is the position covering a specific subject area or covering a number of subject areas within the campus or community? It is important to realize that for some campuses/communities, the full scope will be larger than for others. The level of creativity needed (and therefore also know-how and experience) may vary based on whether the instructor is delivering a “canned” or clearly defined program according to set standards or developing programs specific to subject matter or student needs. The number and type of subjects taught may vary as might the levels of instructional and subject matter expertise required. An instructor may be responsible for teaching across the spectrum of a high school curriculum, may be responsible for teaching one or two subjects of an established program or may be responsible for teaching all of the subject matter associated with a program of study.

Instructors

GNWT Job Models

Instructor – Natural Resources Technology

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Natural Resources Technology program. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The Instructor, Natural Resources Technology Program requires a comprehensive knowledge of natural resource theory and practice. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the course and/or program. Eg: Semester or Block. The job holder may be required to teach some modules in any number of locations from time to time as required by the design format of the particular program being taught. Representative Activities 1. Develops and revises course content which is relevant and current and prepares long term and daily lesson plans for each course before the start of the program. 2. In consultation with other program instructors identifies appropriate program/course materials, books, equipment and other resources. 3. Instructs using appropriate and varying instructional methods. 4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements. 5. Provides academic counselling and tutoring. 6. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment. 7. Administers College policies (academic standards, attendance standards, program activity reports) relevant to program. 03/19/04

Instructors

GNWT Job Models

8. Evaluates students and programs and reports on both 9. Assists with promotional activities. 10. Instruct students at field camps on the land.

Job Evaluation Rationale – Natural Resource Technology Program Know How EI3 230 Position requires comprehensive knowledge of natural resource theory and practice in addition to adult learning theory and adult education program design, development, management, delivery techniques and evaluation. The position is required to perform activities that are generally similar in content. The position is required to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving E3(38%) 87 Latitude exists to consider if new instructional practices and procedures must be developed within context of clearly defined program curriculum, policies, and practices. There is need to determine best teaching methods and to modify methods to suit learners at many different levels and attitudes. Accountability E1S 87 The curriculum, which outlines course content and procedures but does not identify day-to-day activities or methods of instruction, limits the freedom to act. The position must consult with other program instructors to identity appropriate resources, and is required to meet various objectives set by the College program / management staff. Total without Working Conditions 404 Short Profile 0 Reflects program development and implementation role.

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Instructors

GNWT Job Models

Instructor – Observer/Communicator

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Observer/Communicator program. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The Instructor, Observer/Communicator Program requires a comprehensive knowledge of related theory and practice. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the course and/or program. Eg: Semester or Block. The job holder may be required to teach some modules in any number of locations from time to time as required by the design format of the particular program being taught. Representative Activities 1. Develops and revises course content which is relevant and current and prepares long term and daily lesson plans for each course before the start of the program. 2. In consultation with other program instructors identifies appropriate program/course materials, books, equipment and other resources. 3. Instructs using appropriate and varying instructional methods. 4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements. 5. Provides academic counselling and tutoring. 6. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment. 7. Administers College policies (academic standards, attendance standards, 03/19/04

Instructors

GNWT Job Models

program activity reports) relevant to program. 8. Evaluates students and programs and reports on both 9. Assists with promotional activities. Job Evaluation Rationale – Observer/Communication Program Instructor Know How DI2 152 Position requires specialized technical knowledge of the fundamental principles of the related trade as well as adult instruction methods, basic counseling or lifeskill coaching, program and/or project development and management, needs assessment and curriculum development. The position is required to perform activities that are similar in content, and to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving C3(25%) 38 Thinking is done within well-defined somewhat diversified procedures. Many precedents cover most situations. There is need to determine best teaching methods and, within accepted practices, to modify methods to suit learners at many different levels and attitudes. Accountability C1S 43 A well defined curriculum, along with standardized practices and procedures limit the freedom to act. The Office Administration program is directly affected by work of the position, although the position is required to work with other instructors and positions to meet various objectives set by the College program / management staff. Total without Working Conditions 233 Short Profile +1 Reflects a directing role in implementation and accountability for results.

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Instructors

GNWT Job Models

Instructor – Office Administration

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Office Administration program. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The Instructor, Office Administration requires a comprehensive knowledge of office practices, processes, procedures and the necessary equipment associated with office administration. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the course and/or program. Eg: Semester or Block. The job holder may be required to teach some modules in any number of locations from time to time as required by the design format of the particular program being taught. Representative Activities 1. Develops and revises course content which is relevant and current and prepares long term and daily lesson plans for each course before the start of the program. 2. In consultation with other program instructors identifies appropriate program/course materials, books, equipment and other resources. 3. Instructs using appropriate and varying instructional methods. 4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements. 5. Provides academic counselling and tutoring. 6. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment.

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Instructors

GNWT Job Models

7. Administers College policies (academic standards, attendance standards, program activity reports) relevant to program. 8. Evaluates students and programs and reports on both. 9. Assists with promotional activities.

Job Evaluation Rationale – Office Administration Program Instructor Know How DI2 152 Position requires specialized technical knowledge of the fundamental principles of office administration as well as adult instruction methods, basic counselling or life-skill coaching, program and/or project development and management, needs assessment and curriculum development. The position is required to perform activities that are similar in content, and to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving D2(25%) 38 Thinking is done within well-defined somewhat diversified procedures. Many precedents cover most situations. There is need to determine best teaching methods and, within accepted practices, to modify methods to suit learners at many different levels and attitudes. Accountability C1C 43 A well defined curriculum, along with standardized practices and procedures limit the freedom to act. The Office Administration program is directly affected by work of the position, although the position is required to work with other instructors and positions to meet various objectives set by the College program / management staff. Total without Working Conditions 233 Short Profile +1 Reflects a directing role in implementation and accountability for results.

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Instructors

GNWT Job Models

Instructor – Heavy Equipment Operator Program

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Heavy Equipment program. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. Knowledge of the fundamental principles in a specific field (heavy equipment operation) is required as is knowledge in the area of adult instructional methods, basic counseling and/or life-skill coaching, program and/or project development and management, needs assessment and curriculum development. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block, The job holder may be required to teach course modules in any number of locations from time to time.

Representative Activities 1. Develops and revises course content which is relevant and current and prepares long term and daily lesson plans for each course before the start of the program. 2. In consultation with other program instructors identifies appropriate program/course materials, books, equipment and other resources. 3. Instructs using appropriate and varying instructional methods. 4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements. 5. Provides academic counselling and tutoring. 6. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment. 7. Administers College policies (academic standards, attendance standards, 03/19/04

Instructors

GNWT Job Models

program activity reports) relevant to program. 8. Evaluates students and programs and reports on both. 9. Assists with promotional activities.

Job Evaluation Rationale – Instructor Heavy Equipment Operator Program Know How DI3 175 Position requires knowledge of the fundamental principles of heavy equipment operation as well as adult instruction methods, basic counselling or life-skill coaching, program and/or project development and management, needs assessment and curriculum development. The position is required to perform activities that are similar in content, and to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving D3(29%) 50 Latitude exists to consider if new instructional practices and procedures must be developed within context of standardized program curriculum, policies, and practices. There is need to determine best teaching methods and, within accepted practices, to modify methods to suit learners at many different levels and attitudes. Accountability C1S 57 A well defined curriculum, which outlines specific course content and procedures along with a general description of instruction methods, limits the freedom to act. The impact on the organization is shared with the other instructors, and positions must meet various objectives set by the College program / management staff. Total without Working Conditions 282 Short Profile 0 Reflects program development and implementation role.

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Instructors

GNWT Job Models

Instructor – Adult Basic Education

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Adult Basic Education program. Instruction will be required in one or more areas including English, Mathematics, Social Studies, Science, basic computer skills and Personal Development up to Grade 12 Completion and University Entrance, depending on Instructor's area of expertise. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block. The job holder may be required to teach course modules off campus from time to time. The Instructor, Adult Basic Education Program requires a comprehensive knowledge of the specific subject area assigned as the primary content specialization area. The instructor must have a comprehensive theoretical and practical understanding of adult education theory and practice. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Move this paragraph to be the second paragraph to keep the format consistent. Representative Activities 1. Develops and revises course content which is relevant and current and prepares long term and daily lesson plans for each course before the start of the program. 2. In consultation with other program instructors identifies appropriate program/course materials, books, equipment and other resources. 3. Instructs using appropriate and varying instructional methods. 4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements. 5. Provides academic counselling and tutoring.

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Instructors

GNWT Job Models

6. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment. 7. Administers College policies (academic standards, attendance standards, program activity reports) relevant to program. 8. Evaluates students and programs and reports on both. 9. Assists with promotional activities.

Job Evaluation Rationale – Adult Basic Education Instructor Know How EI3 264 The position requires knowledge of the specific topic areas taught, as well as a comprehensive theoretical and practical understanding of adult education theory and practice. Knowledge of adult education program design, development, management, delivery techniques and evaluation are also required. The position must perform activities that are generally similar in content while maintaining an appropriate awareness of other activities. The position must establish and maintain a learning environment that is conducive to providing the highest level of education possible, and provide academic counselling and tutoring services. Problem Solving E3(38%) 100 The thinking environment offers latitude where thinking is done within a general frame of reference, and allows the position to consider or implement new practices and procedures with respect to the delivery of established curriculum and development of instructional material. There is need to determine best teaching methods and to modify methods to suit learners at many different levels and attitudes. Accountability E1S 100 The curriculum, which outlines course content and procedures but does not identify day-to-day activities or methods of instruction, limits the freedom to act. The position must consult with other program instructors to identity appropriate resources, and is required to meet various objectives set by the College program / management staff. Total without Working Conditions 464 Short Profile 0 Advisory, consultative role.

03/19/04

Instructors

GNWT Job Models

Instructor – Community Adult Educator

General Characteristics The Community Adult Educator (CAE) is a community based position responsible for all programs delivered through the Community Learning Centre. The adult educator facilitates learning opportunities by the promotion, planning, organization, delivery and evaluation of educational programming for students in the community. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The job holder manages the Community Learning Centre facility and activities independently in an isolated environment at a distance from the main campus. The job holder represents the College at the community level and plays a critical role in creating and maintaining a positive image for the College. The CAE conducts comprehensive and ongoing community needs assessments through research, surveys, consultation and liaison with elected leaders, community administrators, employers, community groups and individuals. The CAE acts as an ambassador for the college. The Community Adult Educator is responsible for the planning, organization, delivery and evaluation of educational programming for students in the Community and promotes life long learning within the community. The job holder conducts needs assessments and develops, delivers and evaluates programs to meet those needs. As well as instructing, the job holder may hire and supervise casual and part-time instructors to deliver community programs. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block. Representative Activities 1. Identifies appropriate programs and directs and supervises the delivery of same. 2. Instructs courses and workshops using appropriate and varying instructional methods. 3. Carries out financial processes related to the Community Learning Centre activities and ensures that all financial processes comply with College and 03/19/04

Instructors

GNWT Job Models

GNWT financial procedures and policies. 4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements. Develops and revises course and workshop content which is relevant and current. 5. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment. 6. Provides academic counselling and tutoring. 7. Evaluates students and programs and reports on both. 8. Prepares reports of learning center activities. 9. Assists with promotional activities. 10. Administers College policies (academic standards, attendance standards, program activity reports) relevant to program.

Job Evaluation Rationale – Community Adult Educator Know How EI3 264 The position requires knowledge of the specific topic areas taught, as well as knowledge of instruction techniques and an ability to effectively instruct groups. The Position also requires management and administrative skills in order to operate the community learning centre. The position is required to have an understanding of the correlation of their work and of the educational system in general e.g. high school, community adult education, and post-secondary education. The position must establish and maintain a learning environment that is conducive to providing the highest level of education possible. The position is frequently required to work with community organizations and agencies to develop needs assessments and proposals for various learning events. Problem Solving D4(38%) 100 The thinking environment offers latitude where thinking is done within a general frame of reference, and allows the position to consider or implement new practices and procedures with respect to the delivery of established curriculum. There is need to determine best teaching methods and to modify methods to suit learners at many different levels and attitudes. Accountability E1S 115

03/19/04

Instructors

GNWT Job Models

The curriculum, which outlines course content and procedures, but which does not identify day-to-day activities or methods of instruction, limits the freedom to act. The position affects the students at the learning centre and works with curriculum development staff, other instructors and college administration. The position has control over most activities of the learning centre but must carry out activities and meet objectives set by the College program/management staff. Total without Working Conditions 479 Short Profile +1 Reflects a directing role in implementation with high accountability for results.

03/19/04

Instructors

GNWT Job Models

Instructor – Teacher Education Program

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Teacher Education program The instructor is also responsible for supervising TEP students and recommending changes/improvements as required which will result in the completion of a Teaching Diploma or 3rd year of a 4 year Degree program. The instructor establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The Instructor, Teacher Education Program requires a comprehensive knowledge of the field of education, theory and practice. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block. The job holder may be required to teach course modules off campus from time to time.

Representative Activities 1. Develops and revises course content which is relevant and current and prepares long term and daily lesson plans for each course before the start of the program. 2. In consultation with other program instructors identifies appropriate program/course materials, books, equipment and other resources. 3. Instructs using appropriate and varying instructional methods. 4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements. 5. Provides academic counselling and tutoring. 6. Administers College policies (academic standards, attendance standards, program activity reports) relevant to program. 03/19/04

Instructors

GNWT Job Models

7. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment. 8. Evaluates students and programs and reports on both. 9. Assists with promotional activities. 10. Supervises practicums. Job Evaluation Rationale – Instructor Aurora College Teacher Education Program Know How EI3 264 Position requires comprehensive knowledge of education theory and practice in addition to adult learning theory and adult education program design, development, management, delivery techniques and evaluation. The position is required to perform activities that are generally similar in content. The position is required to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving E3(38%) 100 Latitude exists to consider if new instructional practices and procedures must be developed within context of clearly defined program curriculum, policies, and practices. There is need to determine best teaching methods and to modify methods to suit learners at many different levels and attitudes. Accountability E1S 100 The curriculum, which outlines course content and procedures but does not identify day-to-day activities or methods of instruction, limits the freedom to act. The position must consult with other program instructors to identity appropriate resources, and is required to meet various objectives set by the College program / management staff. Total without Working Conditions 464 Short Profile 0 Reflects program development and implementation role.

03/19/04

Instructors

GNWT Job Models

Instructor – Electrical Trades

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Electrical Trades program which will result in the completion of the NWT or Interprovincial Trades Certification. Instruction will be required in one or more areas including the theoretical portion of years 1, 2, and 3 of the Electrical Trades program. Knowledge and experience setting up 3rd and 4th year electrical laboratory is essential. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible. The Instructor, Electrical Trades program requires a comprehensive knowledge of the electrical field theory and practice. The job holder must be well versed in adult learning theory and principles as well as adult program management, delivery techniques and evaluation Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block. The job holder may be required to teach course modules off campus from time to time.

Representative Activities 1. Develops and revises course content which is relevant and current and prepares long term and daily lesson plans for each course before the start of the program. 2. In consultation with other program instructors identifies appropriate program/course materials, books, equipment and other resources. 3. Instructs using appropriate and varying instructional methods. 4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements. 5. Provides academic counselling and tutoring.

03/19/04

Instructors

GNWT Job Models

6. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment. 7. Administers College policies (academic standards, attendance standards, program activity reports) relevant to program. 8. Evaluates students and programs and reports on both. 9. Assists with promotional activities. Job Evaluation Rationale – Instructor Electrical Trades Program Know How EI3 200 Position requires comprehensive knowledge of electrical field theory and practice in addition to adult learning theory and adult education program design, development, management, delivery techniques and evaluation. The position is required to perform activities that are similar in content, and to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving D3(33%) 66 Latitude exists to consider if new instructional practices and procedures must be developed within context of standardized program curriculum, policies, and practices. There is need to determine best teaching methods and, within accepted practices, to modify methods to suit learners at many different levels and attitudes. Accountability D1C 66 A well defined curriculum, which outlines course content and procedures but does not identify day-to-day activities or methods of instruction, limits the freedom to act. The impact on the organization is shared with the other instructors, and positions must meet various objectives set by the College program / management staff. Total without Working Conditions 332 Short Profile 0 Reflects program development and implementation role.

03/19/04

Instructors

GNWT Job Models

Instructor – Nurse Practitioner Program

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of the Nurse Practitioner Program (NP). The instructor is also responsible for supervising NP students and recommending changes/improvements as required. The instructor establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The instructor must have a detailed theoretical and practical understanding of advanced nursing practice. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block. The job holder may be required to teach course modules off campus from time to time.

Representative Activities 1. Develops and revises course content which is relevant and current and prepares long term and daily lesson plans for each course before the start of the program. 2. In consultation with other program instructors identifies appropriate program/course materials, books, equipment and other resources. 3. Instructs using appropriate and varying instructional methods. 4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements. 5. Provides academic counselling and tutoring. 6. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment.

03/19/04

Instructors

GNWT Job Models

7. Administers College policies (academic standards, attendance standards, program activity reports) relevant to program. 8. Evaluates students and programs and reports on both. 9. Assists with promotional activities.

Job Evaluation Rationale – Instructor Nurse Practitioner Program Know How EI3 264 Position requires comprehensive knowledge of nursing theory and practice in addition to adult learning theory and adult education program design, development, management, delivery techniques and evaluation. The position is required to perform activities that are generally similar in content. The position is required to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving E3(38%) 100 Latitude exists to consider if new instructional practices and procedures must be developed within context of clearly defined program curriculum, policies, and practices. There is need to determine best teaching methods and to modify methods to suit learners at many different levels and attitudes. Accountability E1S 100 The curriculum, which outlines course content and procedures but does not identify day-to-day activities or methods of instruction, limits the freedom to act. The position must consult with other program instructors to identity appropriate resources, and is required to meet various objectives set by the College program / management staff. Total without Working Conditions 464 Short Profile 0 Reflects program development and implementation role.

03/19/04

Instructors

GNWT Job Models

ENGINEERING

Engineering Matrix Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family.

Hay Point Range

Job Ladder Position

(without WC) 900-999 800-899 650-799 550-649 450-549 370-449 320-369 270-319 230-269 190-229 160-189 130-159 70-129

April 11, 2002

Senior Manager / Senior Technical Manager Manager (Seasoned) / Senior Project Officer / Technical Specialist Officer, Seasoned Officer, Fully Qualified Officer, Developing

Engineers

Page 1 of 11

Officer, Developing General Characteristics: Provides technical assistance to Assistant Regional Superintendents, Senior Technical Officers, Project Officers or Technical Managers/Officers in the development of project briefs, design reviews of minor building and works projects, technical performance or status evaluations, and design standards and guidelines development. Establishes and monitors departmental policy and procedures with respect to the operation & maintenance of all vehicles and equipment. This position requires good knowledge of computers, general concepts of building and works systems, soil conditions, maintenance practices, the ability to read and interpret designs and drawings, technical writing and drafting skills, and basic knowledge of project management. Representative Activities: 1. Assists Design/Project Managers in gathering technical data for preparing project briefs. 2. Assists Design/Project Officers in checking design calculations for conformance to design guidelines, codes and regulations. 3. Researches other jurisdictions and provides input on relevant standards, practices and methods. 4. Provides assistance in the development, publishing and distribution of design guidelines reference reports and manuals. 5. Administers the preparation of detailed designs and specifications and manages the construction of minor projects. 6. Monitors project / program budget and identifies surpluses or shortfalls. 7. Conducts project inspections and prepares project progress status report. 8. Manages delivery of Maintenance Management Systems for operational programs. 9. Assists in the development of procedures and guidelines. 10. Develops and implements training programs.

April 11, 2002

Engineers

Page 2 of 11

Job Evaluation Rationale Know-How

E12

200

Application of specialized skills in a specific area (engineering). Negotiations and corrective actions with suppliers and clients. Problem Solving

D3(33%)

66

Problems are resolved within area of expertise. Procedures and precedents are available for many situations. Problems may be referred to a Manager (Engineering). Accountability

D-2C

66

Contributes to the delivery of services within a Department/Division within generally accepted work procedures and engineering precedents. End results are subject to Supervisory review. Short Profile

0

Advisory, consultative role. Total without Working Conditions

April 11, 2002

332

Engineers

Page 3 of 11

Officer, Fully Qualified General Characteristics: Manages small to medium Capital/O&M, construction and renovation projects and operation/maintenance programs throughout all stages of the project planning and implementation process including contracting, supervision of contractor and professional consultants, project planning and scheduling, cost estimating and financial management. The incumbent seeks advice when required from Senior Project Officers/Managers. Responsible for developing, advocating and implementing long term strategies by undertaking necessary consultation to obtain input from all affected parties. Supports, prepares and implements policies, programs, and capital plans for new and rehabilitation construction projects. This position requires good knowledge of computers, general concepts of building and works systems, soil conditions, maintenance practices, the ability to read and interpret designs and drawings, technical writing and drafting skills, and basic knowledge of project management. Must have knowledge of system planning methods, research and feasibility studies, data collection and analysis. Effective communication skills are necessary to consult with various stakeholders including local governments and the public. This position is responsible to achieve agreement between independent contractors and the client community(s) / department(s) whom often enter the process with contrary agendas. Representative Activities: 1. Assembles all preliminary engineering and community data to establish the scope of the project and help develop project plans. 2. Develops designs, specification and cost estimates in accordance with project requirements. 3. Develops, recommends and monitors policies, capital standards and priority setting mechanisms for programs. 4. Understakes necessary consultation to obtain input from all affected parties. 5. Manages project construction/renovation stage from contract planning to warranty inspections. 6. Liaisons with/participates with the Design Division / Technical Groups in the development of the projects.

April 11, 2002

Engineers

Page 4 of 11

7. Obtains client, community, and regulatory approvals, as appropriate, throughout the design development stage. 8. Provides technical advice and assistance to clients, communities, consultants, contractors, and local suppliers and manufacturers. 9. Provides technical advice in the development of highway maintenance, development of new technologies and procedures for highway maintenance. 10. Implements technical programs and services to monitor and ensure appropriate operations, maintenance of all government infrastructures and systems.

Job Evaluation Rationale Know-How

E13

230

Application of specialized skills in a specific area (engineering). Negotiations and corrective actions with suppliers and clients. Problem Solving

D4(38%)

87

Problems are resolved within area of expertise. Procedures and precedents are available for many situations. Problems may be referred to a Manager (Engineering). Accountability

D+2C

87

Contributes to the delivery of services within a Department/Division within generally accepted work procedures and engineering precedents. End results are subject to Supervisory review. Short Profile

0

Advisory, consultative role. Total without Working Conditions

April 11, 2002

404

Engineers

Page 5 of 11

Officer, Seasoned General Characteristics: Manages medium to large Capital/O&M, construction and renovation projects and highway operations/maintenance programs throughout all stages of the project planning and implementation process including contracting, supervision of contractor and professional consultants, project planning and scheduling, cost estimating and financial management. The ability to handle larger projects generally comes with familiarity of relevant Government acts, policies and directives (i.e. Business Incentive Policy, Financial Administration Act and Northern Manufacturers Directives). This is typically gained through several years experience of progressively larger/ more complex projects and GNWT specific training within the GNWT Project Management setting. Experience gives the incumbent further knowledge in his/her area of expertise including: Northern building practices including cultural environment, climate, logistics and permafrost construction. Project or Transportation system planning, research and economic feasibility; Project Design and construction implementation; Program planning of medium and long range highway maintenance programs; and Airport operations, structures and systems. Positions at this level can also manage and focus primarily on the design of projects both hands on and overseeing the design process using in-house resources and private consultants. The position also requires that construction management be conducted in a political, socio-economic and cross-cultural setting, in accordance with Government policies and directives that develop and encourage northern and local employment and business. This position is responsible to achieve agreement between independent contractors and the client Community / Department whom often enter the process with contrary agendas. Representative Activities: 1. Assembles all preliminary engineering and community data to establish the scope of the project and help develop project plans. 2. Develops and/or monitors/supervises the development of designs, specification and cost estimates in accordance with project requirements.

April 11, 2002

Engineers

Page 6 of 11

3. Manages project construction/renovation stage from contract planning to warranty inspections. 4. Liaisons with/participates with the Design Division / Technical Groups in the development of the projects. 5. Obtains client, community, and regulatory approvals, as appropriate, throughout the design development stage. 6. Identifies opportunities to achieve Government policy objectives and takes action to achieve them. 7. Provides technical advice and assistance to clients, communities, consultants, contractors, and local suppliers and manufacturers. 8. Represents the Government in arbitration or litigation in regards to projects under their lead. 9. Provides technical advice in the development of highway maintenance, development of new technologies and procedures for highway maintenance. 10. Plans, designs and coordinates program administration including 5-year planning and multi-model /complex plans. 11. Represents and advocates government priorities in federal and provincial transportation infrastructure programs. 12. Develops and implements technical programs and services to monitor and ensure appropriate operations, maintenance of all government infrastructures and systems. Job Evaluation Rationale Know-How

E+13

264

In addition to having theoretical and practical knowledge of engineering (specialty) the position will be required to achieve agreement between independent contractors and the client Department whom often enter the process with contrary agendas. Problem Solving

E3(38%)

100

Operates within functional practices and precedents toward specific objectives. Situations are resolved through current knowledge. Accountability

E-2C

100

Findings and advice given are subject to existing policies and supervisory review. Manages medium to large Capital/O&M, construction or renovation projects. Short Profile

0

Advisory, consultative role. Total without Working Conditions

April 11, 2002

464

Engineers

Page 7 of 11

Manager (Seasoned) / Senior Project Officer General Characteristics: Manages large or technically complex construction and renovation projects throughout all stages of the project planning and implementation process. The ability to handle larger projects generally comes with familiarity of relevant Government acts, policies, contract administration and directives (i.e. Business Incentive Policy, Financial Administration Act and Northern Manufacturers Directives). This is typically gained through several years experience of progressively larger/ more complex projects and GNWT specific training within the GNWT Project Management setting. As a senior engineer, the incumbent will mentor and/or supervise other project staff. The position conducts operations in a political, socio-economic and cross-cultural setting, in accordance with Government policies and directives that develop and encourage northern and local employment and business. This position is responsible to achieve agreement between independent contractors and the client Community / Department whom often enter the process with contrary agendas. The position provides technically advanced and specialized services to public and private sector that includes program planning, design, technical reviews, construction and operation of municipal infrastructure or projects. Representative Activities: 1. Assembles all preliminary engineering and community data to help develop project plans and establish the scope of the project. 2. Supervises the development and designs specification and cost estimates in accordance with project requirements. 3. Manages project construction/renovation stage from contract planning to warranty inspections. 4. Liaisons/participates with the Design Division / Technical Group in the development of the projects. 5. Negotiates client, community and regulatory approvals, as appropriate, throughout the design development stage. 6. Identifies opportunities to achieve Government policy objectives and takes action to achieve them. 7. Provides technical advice, training and assistance to clients, communities, consultants, contractors, and local suppliers and manufacturers. April 11, 2002

Engineers

Page 8 of 11

8. Represents the Government in arbitration or litigation on project specific issues. 9. Provides advice to and facilitates training for Department staff regarding solutions to design, construction, contractual or maintenance problems. 10. Mentors/supervises assigned Project Officers, and provides technical advice when needed. 11. Conducts budget planning in order to identify priorities within assigned budgets. 12. Liaisons and facilitates discussion with corporations, regulatory bodies, other government departments and agencies. Job Evaluation Rationale Know-How

F13

304

Specialized theoretical knowledge in a range of technical areas (engineering). Supervises contract staff and project officers and coordinates projects (ie: monitors progress and performance). This position must also achieve agreement between independent contractors and the client (Department, community, etc.) whom often enter the process with contrary agendas. Problem Solving

E3(43%)

132

Operates within functional practices and precedents toward specific objectives. Situations are resolved through current knowledge. Accountability

E3-C

132

The Freedom to Act of this position is defined based on engineering practices and procedures as well as the fact that direction is set by project departments. The position contributes to the completion of large projects often ranging from $5M - $25M. that affect the Department/Division/Clients/Public (ie: responsible for construction management of regional projects such as schools, arena, offices, parks, roads, water supplies, facilities, housing, bridges and airport structures). Short Profile

0

Advisory, consultative role. Involved in projects from design through to implementation. Total without Working Conditions

April 11, 2002

568

Engineers

Page 9 of 11

Manager (Technical Specialist) General Characteristics: Manages a multi-disciplinary, fully integrated team of engineers, architects, technologists, O&M specialists and technicians who will provide technical support and/or facility life cycle management to GNWT Departments, communities, boards, consultants, contractors and other agencies that design, construct, operate and maintain infrastructure. The disciplines include architecture, structural, mechanical, electrical, civil, municipal, environmental and geo-technical. The infrastructure includes community buildings such as schools, correctional facilities, hospitals, health centres, community offices, recreational facilities, fire-halls, airport terminal buildings, visitor centres, community offices, water and sanitation infrastructure, fuel storage and distribution facilities, vehicles and granular materials. This position requires a comprehensive knowledge of northern project management, a specific engineering or architectural discipline, northern construction and technology, financial administration, capital planning process, tendering, contract administration and monitoring, and general Government policies and directives including Business Incentive Policy and the Northern Manufacturers Directive, and local \ northern involvement initiatives. Representative Activities: 1. Has overall responsibility for all aspects of projects or special assignments assigned to his/her project team. 2. Manages personnel and operations and capital budgets, and assists in development of the departmental business plan, and related strategies and policies. 3. Manages assistance provided to clients, including development of cost estimates for inclusion in clients’ five-year capital plans, the preparation of project briefs, etc. 4. Ensures that facilities are cost-effectively designed and built by managing the review of designs at all stages for technical accuracy. 5. Manages the planning and delivery of facility acquisitions, either by leasing existing facilities, or by constructing new facilities. 6. Participates in reviews of policies affecting the planning, design and construction of programs/projects and recommends new/refined policies/programs, in area of specialization.

April 11, 2002

Engineers

Page 10 of 11

7. Ensures that the team’s technical knowledge and expertise is provided to others involved in area of expertise. Conducts workshops, seminars and conferences, and prepares technical bulletins, manuals, standards, publications, etc. 8. Conducts project and design reviews to ensure all elements/systems are compatible and that building/project program and design criteria are adequate. 9. Monitors and evaluates work being conducted by others for conformation to financial, technical, and program requirements, including government policy. 10. Serves as the focal point of responsibility for specialized areas relating to the delivery of projects. 11. Prepares technical/program/project management manuals, standards and guidelines, technical bulletins and publications, technical status/performance evaluation reports, pilot studies, and problem analysis reports. Job Evaluation Rationale Know-How

FI+3

350

Highly specialized technical knowledge of standards and regulations within specialized design areas (engineering). The incumbent is a key stakeholder in direction of their discipline within the GNWT and the NWT as a whole and must achieve agreement between independent contractors, the client Department, and relevant stakeholders whom often enter the process with contrary agendas. Incumbent coordinates and integrates tasks within a multidisciplinary team. Problem Solving

E4(43%)

152

Professional and political direction identifies the general guidelines for what this position is to accomplish, however, how the incumbent does so is dependent on their own judgement. Within their body of expertise, the incumbent must develop strategies to address the needs within their discipline for the NWT. Accountability

E3+C

175

Position requires a degree of independence to achieve results, provided that the activities are consistent with approved operating plans and objectives, and with functional policies and precedents. Results of this position are generally externally focused affecting all clientele (communities, Departments, etc.). Short Profile

+1

Consultative Role with a focus on desired outcome. Total without Working Conditions

April 11, 2002

677

Engineers

Page 11 of 11

FINANCE & ACCOUNTING

June 18, 2003

Finance & Accounting

Page 1 of 13

Introduction to Finance and Accounting Job Profiles Overview Financial positions within the GNWT have evolved and changed dramatically in the past few years with many change-drivers impacting the financial job profiles. Within the job profiles there may be reference to various levels of formal accounting theory. This reference should not be taken as credentialism. This is only an indication of the knowledge and technical skills required to perform work at this level. Using the term, modern comptrollership, it should be understood that finance and accounting job have been changed dramatically in a number of financial responsibility areas, with a major shift from a pre-authorization financial management style to management of front-line empowerment and risk. Financial Administration Manual Directives have been re-written to shift approval processes from central agencies to departments and to line staff. Numerous current initiatives are nearing full implementation, eliminating very substantive processing roles within financial positions and changing the profiles to analysis roles providing performance measurement, financial risk assessment and capacity preparation for political, economic and financial considerations required in public budgeting and public account reporting. Examples of such changes are the implementation of e-commerce initiatives and partnering with private companies. Modern comptrollership strategies are attempting to reduce manual processes within the government and replace those duties with value-added processes. Typical manual processes would include preparing cheque requisitions, obtaining Spending and Payment Authorities, providing verification, data entry, FIS editing, cheque production and answering supplier inquiries. Care should be exercised in evaluating positions with similar job titles. For example, there are significant differences in accountabilities and responsibilities between Assistant Directors from one department to another. There are significant differences in complexities and scope; many have large capital programs, asset management, contract management, grant & contribution programs, delivery of IT financial applications, significant receivable programs, complex revenue sources, regional financial infrastructure, etc. where others do not. Similarly there are often differences between regions.

June 18, 2003

Finance & Accounting

Page 2 of 13

Scope Financial work is largely made up of three components: 1. • • • • 2. • • • • 3. • • •

Planning: conducting needs assessments preparing, researching and developing financial resources preparing long term and short term budgets organizing staff and resources Implementing: direct delivery of financial services to the public, the department, the region or the government recording financial transactions providing financial advice and analysis maintain adherence to professional standards, guidelines, procedures, policies, regulations and acts Evaluating: Evaluation of both the program and the staff providing the required reports and other administrative tasks related to the delivery of financial activities recommending updated resources including funding as well as changes to policies

In carrying out these duties, finance staff generally function as members of a team. They share responsibility for administrative tasks needed for the effective planning, implementation, and evaluation of their program. Financial staff can also be professional role models for their staff, responsible for maintaining professional standards and generally accepted accounting principles. Financial staff often need knowledge of many seemingly unrelated areas. For example, knowledge of labour relations issues is required in order to be able to assess and quantify the impacts of labour relations issues. In the past, technology issues have often arisen in the financial area and as a result, financial staff are often expected to provide technical planning, guidance and support to staff. Financial staff continuously work to very strict deadlines. Monthly accounting cut-offs, year end procedures and budget deadlines are rarely flexible and financial staff are expected to meet all deadlines.

June 18, 2003

Finance & Accounting

Page 3 of 13

Senior Accounting and Financial Officers must develop and maintain a wide knowledge framework, sub-divided within four major competency areas: 1. Technical Knowledge: Financial knowledge covers a number of areas, including financial accounting, financial management and reporting, assurance, budgeting and forecasting, general business advice, information technology and taxation. 2. General Management: General management skills include planning, allocating resources, monitoring, communicating 3. Leadership: This includes organizational and strategic leadership, staff coaching, as well as team leadership and development. 4. Professionalism: This includes maintaining a client focus, applying professional ethical standards, principles and codes of conduct, integrating information from a variety of sources, using systematic problem solving techniques, engaging in continuous professional development and conducting professional self evaluation. It should be realized that accounting has been broadly accepted as a profession and is self-governing.

June 18, 2003

Finance & Accounting

Page 4 of 13

Key Differentiating Factors All finance staff require the ability to understand and implement financial tasks but variations are found based on a number of factors. Typical elements for differentiation are: Elements Supervision provided to the job Depth and Breath

Creativity

Complexity

June 18, 2003

Questions and Comments Is the position working under close supervision or under general supervision? Is it part of a headquarters structure or located remotely? Is the position covering a specific financial subject area or covering a number of subject areas within the department or community? What depth and breath of knowledge is required in each area? It is important to realize that for some departments/communities, the full scope will be larger than for others. Other positions are responsible for GNWT-wide corporate areas. The level of creativity needed (and therefore knowhow ) may vary based on whether the position is delivering a “canned” or clearly defined program according to set standards and procedures or developing programs specific to subject matter or needs or developing government-wide programs. The number and type of subjects known and used may vary as might the levels of institutional and subject matter expertise required. A position may be responsible for the spectrum of financial transactions, may be responsible for one or two areas of an established program or may be responsible for all of the subject matter associated with a program or may be responsible for developing a program that interacts with many other government programs and will be applied government wide.

Finance & Accounting

Page 5 of 13

Senior Finance Clerk General Characteristics Carries out analysis to determine if the process being used is correct and in accordance with generally accepted best business practices and in accordance with government policies. May provide technical direction to other clerks. Representative Duties 1.

Reviews and verifies documents to determine if appropriate best business practices and government policies are being adhered to (air charters, contractors, employee/employer relationship, lease vs. purchase, etc.).

2.

Determines appropriate action to be taken post review and initiates changes in business practices as necessary.

3.

Reviews documents to ensure that proper accounting treatment has been applied (appropriate transaction code, general ledger and appropriation.

Rationale DI1 132 Know-How Applies moderately complex procedures and systems requiring some specialized financial skills. D3 (29%) 38 Problem-Solving Work challenges are resolved within diversified procedures and precedents. Assistance is available for unusual situations. C1C 38 Accountability Provides a support service to the function. Works within standardized procedures with supervision of end results. 0 Short Profile Primarily focused on implementation. 208 Total Without Working Conditions

June 18, 2003

Finance & Accounting

Page 6 of 13

Finance and Administration Officer General Characteristics May provide day-to-day supervision of a small (1 or 2) group of clerical personnel in a variety of support areas, including accounting, administration, human resources, purchasing, etc. This job has latitude to make decisions in areas outside of accounting. Must have a working knowledge of all program activities. Representative Duties 1.

Authorizes and approves financial/human resource/other transactions in support of program delivery.

2.

Ensures that adequate financial/human resource/other information is available to program managers for resource allocation decisions and program management.

3.

Co-ordinates day-to-day administrative operations. This may include information technology, procurement, communications, minor contracting, human resources administration and finance.

Rationale DI2 152 Know-How Applies moderately complex procedures and systems requiring specialized financial skills (receivables, revenue and payables). Provides technical direction and may supervise technical and clerical staff requiring moderate HR skills. D3 (29%) 43 Problem-Solving Work Challenges are resolved through use of functional rules and diversified procedures and precedents. Assistance is available for unusual situations. C1C 43 Accountability Provides a support service to the function. Works within standardized procedures with supervision of end results. 0 Short Profile Primarily focused on implementation 238 Total Without Working Conditions

June 18, 2003

Finance & Accounting

Page 7 of 13

Fully Qualified Finance Officer General Characteristics Requires a working knowledge of accounting fundamentals and principles. May provide the first level of supervision with both technical and administrative responsibility for clerical staff. Accounting activities are most likely specialized in a central agency or general finance in a department, board or agency. Policies and procedures are generally defined with limited latitude for procedural variation. Required knowledge is usually attained through 3 to 4 years of formal accounting training and a similar amount of progressively responsible accounting / finance experience. Representative Duties 1.

Authorizes and approves transactions where best practices have been followed and are processed in accordance with appropriate government policies, ensuring proper accounting.

2.

Ensures program managers and financial staff receive proper instruction and advice to prevent non-compliance.

3.

Ensures adequate documentation and support of transactions and reports.

4.

Implements, including providing training, new procedures.

5.

Prepares and/or schedules appropriate financial reports.

Rationale EI2 200 Know-How Applies accounting theory and practice within a specific (i.e. financial reporting, accounts payable, accounts receivable, etc.) area. Communicates, informs and trains staff and others on financial processes and interprets departmental programs and policies for departmental staff. D3 (33%) 66 Problem-Solving Work challenges are resolved within diversified procedures and precedents. Assistance is available for unusual situations. D1C 66 Accountability Contributes to financial processes as part of a financial team. Latitude to chose course of action from within varied work procedures. 0 Short Profile Profile reflects balanced role. 332 Total Without Working Conditions

June 18, 2003

Finance & Accounting

Page 8 of 13

Seasoned Finance Officer General Characteristics Performs professional accounting work involving compilation, consolidation and analysis of financial data. Prepares standard financial reports, such as cost reports, trial balances, and/or contributes to significant portions of these as part of a team. This is a well-grounded, middle level professional, characterized by a good knowledge of the organization’s existing systems and the ability to handle most regular issues independently. Requires extensive knowledge of a specific accounting function and/or broad knowledge of general accounting. This is normally gained through several years of experience following attainment of an accounting designation. Representative Duties 1.

Identifies and investigates unusual transactions, including risk analysis, to determine the appropriate accounting treatment.

2.

Provides supportive analysis and recommendations to managers to assist them in making sound business decisions.

3.

Analyzes reports and prepares FMB / Cabinet submissions.

4.

Conducts post implementation reviews of financial policies and applications to ensure that they are working effectively towards desired results.

5.

Prepares draft departmental business plans and main estimates.

Rationale E+I2 230 Know-How High level of technical knowledge (theory and practical) required in financial planning and analysis. May provide work direction to others. Requires specific knowledge in a range of financial / accounting areas. E3 (38%) 87 Problem-Solving Operates within functional practices and precedents toward specific objectives. Situations are resolved by current knowledge. D2C 87 Accountability Provides advisory and supporting services to a department. Accomplishes tasks within broad practices and functional precedents subject to managerial direction. 0 Short Profile Balanced profile to reflect advisory role. 404 Total Without Working Conditions

June 18, 2003

Finance & Accounting

Page 9 of 13

Accounting Specialist General Characteristics Performs senior level accounting work such as compilation, consolidation and analysis of financial data focusing on the long term. Modifies or develops new procedures to meet specialized needs. Usually regarded as a corporate financial expert. Recommendations and decisions must be provided in accordance with professional ethics and standards. Requires a thorough knowledge of accounting principles and practices, as well as organization specific systems and processes. Provides leadership as a technical advisor. This level of knowledge is usually obtained through an accounting degree or designation accompanied by substantial accounting experience. Representative Duties 1.

Analyzes financial data to contribute to corporate and / or legislative planning.

2.

Provides advice on complex accounting concerns, consulting with users to improve and change standards.

3.

Develops, presents and discusses policies with relevant stakeholders.

4.

May design accounting information systems.

Rationale F12 264 Know-How Specialized financial knowledge in a range of areas. Provides leadership as a nonsupervisory technical expert on subject matter. E3 (38%) 100 Problem-Solving Operates within financial practices and precedents towards specific objectives. E2C 100 Accountability Contributes to departmental planning through broad financial practices and managerial direction. 0 Short Profile Advisory, consultative role. 464 Total Without Working Conditions

June 18, 2003

Finance & Accounting

Page 10 of 13

Senior Finance Manager General Characteristics Supervise all accounting activity for department, or complex division of a department, in accordance with GNWT acts, regulations and policy. Uses professional judgment to determine the impact and the appropriate response to change in statutes and Generally Accepted Accounting Principles. Accountable for the work of a financial operations unit in order to meet department/division requirements with respect to O&M budgeting , general accounting, capital planning, revenue and loan management. Job requires professional accounting knowledge through completion of a professional accounting designation and several years of progressive experience in several areas of accounting (ie. Taxation accounting, loans management etc.) It is important to consider in evaluating jobs that may be similar to this model that such jobs may or may not be the defacto Chief Financial Officer (CFO) in the organization and that organizational size and structure need to be considered in arriving at a conclusion. Representative Duties 1.

Ensures that accounting records are prepared and maintained in accordance with GNWT policies, chart of accounts and generally accepted accounting principles.

2.

Develops and implements department, board or agency specific policies, systems, funding agreements and procedures that ensure effective financial planning and budgetary management.

3.

Ensures accurate and timely recording and reporting of operating results by providing financial analysis, interpretation of variances from budgets and standards and advises management.

4.

Collaborates with department management in the development of Business and/or Capital Plans and works with the FMBS to finalize the department’s plans.

5.

Prepares departmental briefing notes and / or presentations to Standing Committees, Ministers and other senior officers.

6.

Represents the department, board or agency on inter-departmental committees that are responsible for government wide policy and systems development and implementation.

June 18, 2003

Finance & Accounting

Page 11 of 13

7.

Direct the development, implementation and maintenance of departmental or government wide financial, or administrative system/s. Ensures that business processes are developed/amended with respect to developmental changes in the system.

Rationale FI3 304 Know-How Knowledge of specialized accounting and theory and principles required for developing and directing the implementation of revised processes and systems. Motivates and influences program managers in order to cause them to take appropriate action. Develops and motivates subordinates E4 (43%) 132 Problem-Solving Provides strategic, functional solutions to variable situations. Development role requires analytic, interpretive and strategic thinking and constructive solutions. Must identify, define and resolve problems that are often non-conforming without clear precedent. Multiple solutions are implied and research and planning are required. E1P/E3C/E4A 152 Accountability Interprets information and provides advice in the financial area to an entire department. Functional goals are well defined. Has the degree of independence needed to achieve operating results provided that activities are consistent with approved operating plans and objectives. Positions determine how and when results are to be achieved. Directly accountable for the work of other employees. +1 Short Profile Advisory, consultative role that is highly accountable for results. 588 Total Without Working Conditions

June 18, 2003

Finance & Accounting

Page 12 of 13

Corporate Finance Expert General Characteristics This is a Government authority who performs special and complex assignments of major importance in a highly complex field of accounting. Other financial managers in related areas seek opinions, advice and guidance from this position. Requires an indepth understanding of the Government’s operations and relationships. Develops GNWT financial policy or budgeting processes and systems and manages the implementation of the system or manages the preparation of the GNWT’s consolidated and non-consolidated financial statements and public accounts. These jobs require a professional accounting designation and significant experience in public or private sector accounting. Representative Duties 1. Develops and manages the implementation of financial policies and guidelines that support the entire GNWT public service.2. Develops, implements and administers government wide financial systems. 3. 4.

Provides analysis and recommendations of the financial aspects of political, economic and social initiatives including risk assessments. Provides analysis and recommendations of proposed national accounting policies and treatments.

Rationale FI3 350 Know-How Requires a well developed understanding of the theories and principles of accounting that comes from having a significant amount of experience in the practice of finance and accounting. There are multiple stakeholders and the need for extensive consultation at this level. Provides services to all or a large number of departments. E4 (43%) 152 Problem-Solving Work at this level generally takes place in an environment which is complex but there are generally some precedents that provide a good general framework of reference. Solutions to problems are generally found through the analysis of financial or accounting precedents and the development of opinions or positions which flow from what has gone before but which may take the thought to a new level. E1P/E3C/E4A 175 Accountability The impact of the work at this level is contributory to the operation of the Government. This is an individual contributor who has a high degree of independence needed to achieve operating results, provided that activities are consistent with approved operating plans and objectives and with functional policies and precedents. +1 Short Profile Advisory and consultative role. A directing role in implementation with high accountability for results. 677 Total Without Working Conditions

June 18, 2003

Finance & Accounting

Page 13 of 13

HUMAN RESOURCES May 16, 2003

GNWT

Human Resources Model Human Resources Matrix

Human Resources Matrix Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family. Hay Point Range (without WC)

Human Resources Jobs

898 – 983 819 – 897 747 – 818 681 – 746 621 – 680 566 – 620 516 – 565 470 – 515

428 – 469

390 – 427

Departmental HR Manager “J” Departmental HR Manager “I” Departmental HR Manager “H” Departmental HR Manager “G” Departmental HR Manager “F” Departmental HR Manager “E” Departmental HR Manager “D” Departmental HR Manager “C” HR Specialist – Seasoned – Labour Relations Departmental HR Manager “B” Departmental HR Manager “A” HR Generalist - Seasoned

355 – 389

323 – 354

HR Specialist – Mid-Level – Labour Relations HR Specialist – Seasoned – Recruitment HR Specialist – Seasoned – Training HR Generalist – Mid-Level Fully Qualified Benefits Officer

294 – 322 268 – 293

HR Specialist – Mid-Level – Training HR Specialist – Mid-Level - Recruitment

244 – 267 222 – 243 202 – 221 184 –201 167 – 183 152 – 166 138 – 151 125 – 137 113 – 124 102 – 112 92 – 101

HR Generalist – Entry Level Payroll Specialist

HR Assistant HR Clerk

Page 1 of 30

GNWT

Human Resources Model Payroll

Payroll Specialist General Characteristics Compile relevant payroll data and input to payroll service provider; verify output and distribute payments to covered personnel at location. Assure proper deduction and remittance or accounting transfer of employee contributions for such purposes as benefit programs and payroll taxes. Representative Activities 1) Collect, review and verify, and input payroll data to service provider. 2) Verify and control output, including cheque preparation. 3) Distribute cheques or deposit confirmations. 4) Maintain accurate records covering such areas as base pay, benefit deductions, payroll taxes, etc. 5) Keep abreast of and monitor adherence to pertinent regulations regarding deduction of social security, unemployment, and other taxes. 6) Field and investigate complaints concerning pay received and provide explanation; initiate any corrective action required.

Page 2 of 30

GNWT

Human Resources Model Payroll

Job Evaluation Rationale – Payroll Specialist Know-How

D+I2

152

The Payroll Specialist typically learns how to perform the job while on the job. The knowledge is usually acquired over three to four years of on the job training with some specialized financial and payroll system training. The incumbents have to identify and trace pay anomalies to their source in order to come up with solutions to the identified problem(s).. Payroll Specialists must be aware of how their work fits into the scheme of things with respect to how employees are compensated and in terms of their setting priorities for work. The incumbents communicate with employees and HR professionals in a number of circumstances. Often, this simply is for straightforward exchange of information. However, frequently they are the person who must “put oil on troubled waters” for employees who are upset about a real or perceived problem with their pay cheque. After first calming the person down, the incumbent must then communicate sufficiently well to be able to understand the employee’s concern; trace any real problem to its source and correct it; or, conversely, explain to the employee why their pay is, in fact, correct. Consequently, tact and diplomacy are required. Problem Solving

C3(25%)

38

The work has specific precedents and established procedures although the incumbent is left to plan and organize the work in the best sequence. Procedures and precedents are well established; some latitude is permitted. Accountability

C1C

43

The Job Holder’s freedom to act is limited by standardized practices and procedures. Deviation from standards and practices would not be permitted but daily priorities would be established by the incumbent. There is little supervisory review of end results as the incumbents are generally the experts on the subject matter. 233

Total without Working Conditions Short Profile

+1

Process orientation

Page 3 of 30

GNWT

Human Resources Model Human Resources Administrative Support

HR Clerk General Characteristics Perform a variety of clerical duties which require sound knowledge of HR department procedures as they relate to the work performed. Representative Activities 1) Maintain and update employee records, according to standard procedures and formats. 2) Process group insurance claims, workers’ compensation, employment and other personnel related forms. 3) Provide routine personnel information to employees and management staff. 4) Perform general clerical duties for HR department staff. Job Evaluation Rationale – HR Clerk CI-2-

Know-How

100

Apply well-defined work practices and procedures in a narrow field. Although contact with others generally involves simply requesting or giving information, there may be times when employees are upset, and the incumbent must exercise tact and diplomacy. C2(22%)

Problem Solving

22

Problem solving generally involves a choice between previously defined/learned options. B1C

Accountability Support the HR function. supervision.

22

Work within established work routines and under close 144

Total without Working Conditions Short Profile

0

Support role

Page 4 of 30

GNWT

Human Resources Model Human Resources Administrative Support

HR Assistant General Characteristics Perform a variety of assignments in various HR areas such as employee benefits, job evaluation, salary administration and/or employee relations. Typically the skills and experiences for this position are obtained with a minimum of 2 years working in a human resource setting. Representative Activities 1) Under general direction and using established procedures, compile personnel statistics and maintain and update employee records. 2) Provide personnel information that may be confidential to employee and management staff (e.g., employee benefits, payroll). 3) May coordinate assigned projects such as new employee orientation or employee newsletters. 4) Provide administrative support in the recruitment process for casual employees. 5) May perform casual staffing from administration to hiring Job Evaluation Rationale – HR Assistant Know-How

CI2

115

Apply well-defined work methods and procedures in a narrow field. Coordination role requires moderate level of HR skills. Problem Solving

C3(25%)

29

Problems related to day-to-day work are solved based on job related knowledge, within established guidelines and practices and with readily available assistance. Accountability

C1C

33

Provide a support service to the HR function. Work within standardized procedures and supervision. 177

Total without Working Conditions Short Profile

+1

Process orientation

Page 5 of 30

GNWT

Human Resources Model Human Resources Generalists

Human Resources Generalists The following positions form a hierarchy of individual contributor jobs in the HR discipline which all have similar characteristics. The emphasis typically is on administering certain established programs with varying mixes of project work to investigate, modify, improve, or design new systems, depending on the level of the position. These steps are a normal progression to the journey level and beyond for HR professionals. At each level, the incumbent performs professional human resources work in a variety of areas (usually 4 or more areas) within the discipline such as: recruitment training benefits administration compensation labour relations HR Planning In Accountability for the Generalist models, references to “small” and “medium” segments of the employee population are consistent with the use of these terms on the “Magnitude” component of the Accountability Guide Chart.

Page 6 of 30

GNWT

Human Resources Model Human Resources Generalists

HR Generalist – Entry Level General Characteristics This position is the entry level in the hierarchy of individual contributor jobs in the HR discipline. The emphasis, at this level, is typically on administering a variety of well-established programs. This could either be a learning assignment or one oriented to performing the basic administrative functions requiring some insight into the “why” as well as the “how”. Work generally follows established procedures or patterns with review in progress and at completion. The incumbent normally makes recommendations rather than final decisions. Representative Activities (typically four or more of the following) 1) Process and screen applicants. 2) Present “canned” training programs. 3) Investigate benefits claims. 4) Investigate grievances. 5) Collect and analyze data related to issues such as pay and employment equity.

Page 7 of 30

GNWT

Human Resources Model Human Resources Generalists

Job Evaluation Rationale – HR Generalist – Entry Level Know-How

DI2

152

Basic knowledge of the HR areas in which the incumbent functions derived through academic training or experience in more junior HR positions. Requires some understanding and appreciation of the implications of own activities for broader HR concerns. Some interactions with employees require discretion, tact, and diplomacy. Problem Solving

C3(29%)

43

Most of the issues have been dealt with in some form or other in the past but the number of choices is relatively large, requiring a search for the most appropriate answer in any given circumstance. Accountability

C2/3A

43

Works within relatively specific procedures and systems and provides basic service to a small to medium-sized group of staff. Anything that is contentious or politically sensitive would be reviewed with a more senior person before any action is taken. 238

Total without Working Conditions Short Profile

0

Support role.

Page 8 of 30

GNWT

Human Resources Model Human Resources Generalists

HR Generalist – Mid Level General Characteristics This is a well-grounded mid-level of HR professional. The areas covered are usually the same as at the Entry Level but the incumbent is expected to act with more independence and his/her work is reviewed principally at completion. Representative Activities 1) Carry out assigned recruitment activities for vacant positions from entry to mid-level. 2) Carry out specific assignments related to the development or modification of training programs such as finding out how training is done elsewhere; or modifying the appropriate portion(s) of a training package, in light of changes to procedure, for review by others. 3) Investigate and resolve straightforward benefits claims. 4) Investigate and draft grievance replies. 5) Support unit activities by carrying out detailed but essentially straightforward activities such as researching, gathering, and summarizing statistics on specific subjects, as directed. 6) Assist others in succession planning by carrying out activities such as interviewing managers to determine logical career and employee skill paths. 7) Provide advice/assistance of a procedural or factual nature to non-HR staff involved in basic HR issues such as casual employee staffing.

Page 9 of 30

GNWT

Human Resources Model Human Resources Generalists

Job Evaluation Rationale – HR Generalist – Mid Level Know-How

EI2

200

Sound knowledge of the HR areas in which the incumbent functions derived through three to four years of progressive experience in the discipline. Requires some understanding and appreciation of the implications of own activities for broader HR concerns. Interactions with employees frequently require discretion, tact, and diplomacy. Problem Solving

D3(33%)

66

The resolution of issues and/or the role in the development of programs involve a search for the most appropriate solution and the application of judgment in situations where the choices may not always be clear. Accountability

D2/3A

66

Makes recommendations on the best way to resolve a variety of issues and impacts on a small to medium group of staff. 332

Total without Working Conditions Short Profile

0

Support role.

Page 10 of 30

GNWT

Human Resources Model Human Resources Generalists

HR Generalist – Seasoned General Characteristics This is the well-seasoned HR professional, able to handle most day-to-day problems independently and is expected to know when the potential for significant precedents exist so as to refer questions to others. Project assignments will be only generally outlined, with the incumbent expected to exercise professional judgement in approaching them and drawing final conclusions. Representative Activities 1) Coordinate the recruitment process for staff up to and including senior management levels. This might include: setting up ads, determining the screening criteria (with the hiring manager), responding to queries, screening applicants (with the manager), carrying out interviews (with the manager), conducting reference checks, and/or making jobs offers. The incumbent would have a vote on the hiring committee. Ensure that all of the rules are followed and affirmative action is applied. Prepare reports for staffing appeals (as filed by unsuccessful candidates) which are heard by a staffing appeal board. 2) Develop, modify, and deliver training programs. 3) Conduct routine salary administration tasks and provide advice to managers respecting wages and salaries for employees. 4) Investigate and prepare responses to complicated grievances. 5) Advise management and staff respecting personnel matters. documents as required.

Prepare briefing

6) Investigate and resolve employee relations problems either directly or through advice to line managers. Work with managers to reduce grievances and ensure proper HR management procedures are followed.

Page 11 of 30

GNWT

Human Resources Model Human Resources Generalists

Job Evaluation Rationale – HR Generalist - Seasoned Know-How

EI3

230

Seasoned knowledge of the HR areas covered and a sound appreciation of the implications of own work for other areas of HR and for the broader issues confronting the departments/units served. Some of the issues require significant insight into human motivation and sensitivity to various perspectives. Problem Solving

E3(38%)

87

Handle most day-to-day problems independently. Identify situations where there is the potential for setting significant precedents and exercise judgment as to how best to deal with such situations. A portion of the role involves an element of proactivity (e.g., contributing to the prevention of grievances). Accountability

D3C

87

Function within established HR policies and procedures but recognize the potential for setting precedents and recommend appropriate courses of action. Serves a medium segment of the employee population. 404

Total without Working Conditions Short Profile

0

Support/advisory role

Page 12 of 30

GNWT

Human Resources Model Human Resources Specialists

Human Resources Specialists The following positions form a hierarchy of individual contributor jobs in the HR discipline which all have similar characteristics. The emphasis typically is on administering certain established programs with varying mixes of project work to investigate, modify, improve, or design new systems, depending on the level of the position. These steps are a normal progression to the journey level and beyond for HR professionals. At each level, the incumbent performs professional human resources work in one or, at most, two areas within the discipline such as: recruitment OR training OR compensation OR labour relations OR HR Planning In addition to the following positions, there are some jobs – typically referred to by titles such as “Manager, Systems and Payroll”, for example – which focus on specific HR disciplines. These tend to be relatively unique jobs and would typically be evaluated in the 654/677 range and occasionally higher. They have not been included in this model due to their “one-of-a-kind” nature. In Accountability for the Specialist models, references to “small” and “medium” segments of the employee population are consistent with the use of these terms on the “Magnitude” component of the Accountability Guide Chart.

Page 13 of 30

GNWT

Human Resources Model Human Resources Specialists

HR Specialist – Mid Level General Characteristics This is a well-grounded mid-level of HR professional. The areas covered are usually the same as those at the Entry Level Generalist but the incumbent is expected to be focused on one (or, at most, two) specific area(s) and to act with more independence. His/her work is reviewed principally at completion. Because of specialization, the representative activities will vary as indicated on the following pages, along with some variation in evaluation related to the area of specialization.

Page 14 of 30

GNWT

Human Resources Model Human Resources Specialists

Representative Activities – Mid Level Recruitment Specialist Carry out recruitment activities in order to assist managers in selecting appropriate staff. 1) Make use of established recruitment processes in order to locate potential candidates. 2) Screen applicants by means of both paper checks and interviews, check references, and develop a short list of candidates with the hiring manager 3) Administer the interview processes according to established standards. 4) Maintain related employee records. 5) Comply with legal and policy guidelines. Job Evaluation Rationale – Mid Level Recruitment Specialist Know-How

EI2

175

Knowledge of sources of talent, interviewing techniques, legal and policy guidelines in the selection of staff. Basic understanding of the jobs to be filled. Exercise tact and diplomacy to relate to candidates and to facilitate working with hiring managers. Problem Solving

D3(29)

50

Apply processes to screen applicants prior to interview; make judgments about appropriate questions to ask to be able to assess the suitability of candidates for the job in question. Accountability

C2/3C

57

Decision making is governed by specific legislation and by Government policies and procedures. Supplies a recruiting service for a small to medium segment of the Government’s jobs. 282

Total without Working Conditions Short Profile

+1

Process orientation

Page 15 of 30

GNWT

Human Resources Model Human Resources Specialists

Representative Activities – Mid Level Training Specialist Provide input to the development of appropriate training programs (usually of a skillsbased nature) and present existing programs. These would be primarily departmental (as opposed to corporate) positions engaged in providing skills specific to the Department. 1) Present established training programs, usually of a skills-based nature. 2) Review and evaluate the effectiveness of programs presented. 3) Provide feedback to more senior staff on improvements that might be made in existing programs; assist in the actual modification of such programs on request. 4) In the process of giving and evaluating existing programs, identify training gaps; provide feedback to more senior staff on new programs that might fill such gaps. 5) Maintain records of training undertaken by individual employees and allocate costs appropriately Job Evaluation Rationale – Mid Level Training Specialist Know-How

EI2

175

Knowledge of adult education techniques and of existing skills-based training programs. Input to the development of additional programs and has a focus on identifying ways in which the content and/or training programs/processes could be improved. Tact and diplomacy are required to get and keep the attention of adult students. Problem Solving

D3(33-)

57-

Identify training needs/gaps; recommend and participate in the development of improvements in content and process. Accountability

C2/3C

57

Focuses primarily on conducting skills-based training for a small to medium segment of the employee population. 289

Total without Working Conditions Short Profile

0

Support role.

Page 16 of 30

GNWT

Human Resources Model Human Resources Specialists

Representative Activities – Mid Level Labour Relations Specialist Interpret and implement the more straightforward portions of labour agreements to resolve problems and assure compliance by both parties. Day-to-day local contact with organized employees and their bargaining agency; focus on processing & resolving grievances. Assist management and labour to understand the other’s viewpoint and to foster a constructive environment. Contribute factual information to major contract negotiations. 1) Investigate and answer straightforward grievances within the framework of the contract(s). 2) Advise managers on the handling of relatively common situations and their implications in terms of labour agreements. 3) Maintain good communications with bargaining unit representatives and individual employees. 4) Advise management about current issues of concern to labour. 5) Be aware of patterns in the communication of labour representatives and employees which might be indicative of broader issues and alert more senior staff to such patterns.

Page 17 of 30

GNWT

Human Resources Model Human Resources Specialists

Job Evaluation Rationale – Mid Level Labour Relations Specialist Know-How

EI3

200

Basic understanding of labour law; sound knowledge of specific labour contract(s); sound knowledge of the Government’s own HR policies and procedures; understanding of the personalities involved; ability to establish rapport with both management and unionized employees. Understand the longer-range implications of various Labour Relations issues and able to identify when the possibility of precedents exists. Problem Solving

D3(33)

66

Many of the issues require interpretation and the exercise of judgment. Often there are no “right” answers. Accountability

D2/3C

87

Governed by policies, procedures, legislation, and the labour contract(s) but with room to exercise judgment. Contributes advice and guidance to a small to medium segment of the employee population. 353

Total without Working Conditions Short Profile

+2

Advisor with process component

Page 18 of 30

GNWT

Human Resources Model Human Resources Specialists

HR Specialist – Seasoned General Characteristics This is the well-seasoned HR professional, able to handle most day-to-day problems independently and is expected to know when the potential for significant precedents exists so as to refer questions to others. Project assignments will be only generally outlined, with the incumbent expected to exercise professional judgement in approaching them and drawing final conclusions. Because of specialization, the representative activities will vary as indicated on the following pages, along with some variation in evaluation related to the area of specialization.

Page 19 of 30

GNWT

Human Resources Model Human Resources Specialists

Representative Activities – Seasoned Recruitment Specialist Place personnel at the location/Department: hire, transfer, and maintain associated employee records related to recruitment. Assist in the development of staffing policy for the entire organization. This job defines needs, identifies sources, and coordinates recruitment; final selection decisions are made in conjunction with the hiring manager. Maintain employee status information and usually administer programs which are largely status-related (e.g., benefit programs). 1) Work with managers to identify numbers of people and type and range of skills required. 2) Identify sources and conduct candidate searches. 3) Screen and recommend candidates for employment. 4) Maintain contacts with recruiting sources such as employment agencies and university & college placement offices. 5) Maintain employee records related to recruitment. 6) Comply with legal and policy guidelines.

Page 20 of 30

GNWT

Human Resources Model Human Resources Specialists

Job Evaluation Rationale – Seasoned Recruitment Specialist Know-How

EI2

200

Knowledge of sources of talent, interviewing techniques, legal and policy guidelines in the selection of staff. Basic understanding of the jobs to be filled. Understand the longer-range staffing needs of the department(s) served; provide input to the development of staffing policy. Understand and administer related “status-based” programs (e.g., benefits). Exercise tact and diplomacy to relate to candidates and to facilitate working with hiring managers. Problem Solving

D3(33)

66

Identify patterns of people and skills required by the department(s) served. Apply processes to screen applicants prior to interview; assess the suitability of candidates for the job in question. Accountability

C3C/4A

76

Decision making is governed by specific legislation and by Government policies and procedures. Supplies a recruiting service for a medium segment of the Government’s jobs and has some input to Government-wide recruitment policy. 342

Total without Working Conditions Short Profile

+1

Process orientation.

Page 21 of 30

GNWT

Human Resources Model Human Resources Specialists

Representative Activities – Seasoned Training Specialist Develop and implement training programs aimed at developing specific skills; present programs which are common to all Departments or are oriented to higher level management jobs. 1) Identify training needs specific to the Department or location and determine the cost and benefits of various approaches to meeting such needs. 2) Keep abreast of externally available programs and faculty. 3) Design programs to meet specific needs of the Department or location (usually skillbased programs); either present such programs personally or arrange for others to conduct the training. 4) Present programs designed Corporately within established presentation parameters. 5) Review and evaluate the effectiveness of programs. 6) Maintain records of training undertaken by individual employees and allocate costs appropriately. 7) Provide input regarding the need for further program development at the Corporate level.

Page 22 of 30

GNWT

Human Resources Model Human Resources Specialists

Job Evaluation Rationale –Seasoned Training Specialist Know-How

EI2

200

Knowledge of adult education techniques and of existing skills-based training and other programs oriented to higher level management jobs and of such programs that are available externally. Coordinate the delivery of programs. Develop or contribute to the development of additional programs. Tact and diplomacy are required to get and keep the attention of adult students. Problem Solving

D3(33)

66

Identify training needs/gaps; determine the costs and benefits of various training development and delivery options. Recommend and participate in the development of improvements in content and process. Evaluate the effectiveness of programs. Accountability

C3C/4A

76

Focuses primarily on conducting skills-based training for a medium segment of the employee population, but also exercises some influence on the content and future direction of such programs corporately. 342

Total without Working Conditions Short Profile

+1

Process orientation

Page 23 of 30

GNWT

Human Resources Model Human Resources Specialists

Representative Activities – Seasoned Labour Relations Specialist Interpret and implement local labour agreements to resolve problems and assure compliance by both parties. Day-to-day local contact with departmental managers and employee bargaining agencies; heavily tactical: focus on processing & resolving grievances or preventing them. Assist management and labour to understand the other’s viewpoint and to foster a constructive environment. Contribute background information and insight to major contract negotiations. 1) Research and provide advice to departmental HR Managers respecting grievances within the framework of the contract(s) and corporate policy and procedures. 2) Advise managers on the handling of specific situations; escalate those that are potentially precedent-setting. 3) Is a communication link with bargaining unit representatives and departmental managers. Identify potential problems and work to improve understanding of the employer’s position. 4) Interpret the labour viewpoint for management. 5) Identify chronic labour relations problem areas and alert more senior staff to such issues. 6) May participate in major contract negotiations

Page 24 of 30

GNWT

Human Resources Model Human Resources Specialists

Job Evaluation Rationale – Seasoned Labour Relations Specialist Know-How

EI3

230

Sound understanding of labour law; in-depth knowledge of specific labour contract(s); sound knowledge of the Government’s own HR policies and procedures; understanding of the personalities involved; ability to establish rapport with both management and unionized employees. Understand the longer-range implications of various Labour Relations issues and able to identify when the possibility of precedents exists. Identify chronic problem issues. Provide information and insight to aid in major contract negotiations. Problem Solving

E3(38)

87

In dealing, independently, with a variety of day-to-day labour relations issues, the incumbent is expected to identify patterns and issues that may become contentious or become issues for future negotiation and provide tactical insight to others. Function as a “go-between” between key labour and management staff and interpret the viewpoint of each to the other. Accountability

D3/4C

115

Governed by policies, procedures, legislation, and the labour contract(s) but with room to exercise judgment. Contributes insight, advice, and guidance to a medium to large segment of the employee population and provides input that can influence the direction of contract negotiations, and may actually participate in negotiations. 432

Total without Working Conditions Short Profile

+2

Advisor with process component

Page 25 of 30

GNWT

Human Resources Model Benefits Officer

Fully Qualified Benefits Officer General Characteristics Provide specialized benefit and compensation services to all employees up to but not including the Deputy Head Level. A fully qualified professional requiring a level of knowledge generally acquired through three to four years’ experience. Specialized training is required in Peoplesoft Key User, SIMPC and “Benekits”. Can handle most day to day problems independently; unusual problems are referred to the Human Resource Manager or appropriate experts. A third party (e.g., an insurance company) may do much of the actual paperwork processing; this job audits their procedures to see that plan specifications are being met. There is continuing emphasis on streamlining procedures to improve service and reduce administrative costs. The incumbent must know the different plans and do the daily processing and/or audit the processing done by others. Frequently, this position is called upon to provide detailed plan interpretations; consequently, sensitivity to precedent and consistency are important. This position has a heavy systems and procedure orientation. Representative Activities 1) Identify administrative systems needed to implement specific benefit plans. 2) Design forms and appropriate processing procedures. 3) Ensure that necessary controls are in place and that audits are carried out. 4) Contribute practical ideas regarding plan design to facilitate efficient administration. 5) Review procedures to identify opportunities to improve effectiveness. 6) Monitor the actual operation of procedures to ensure that they meet objectives; initiate changes as needed. 7) Ensure that proper records are kept and reports produces.

Page 26 of 30

GNWT

Human Resources Model Benefits Officer

Job Evaluation Rationale – Fully Qualified Benefits Officer Know-How

EI3

200

The Benefits Officer typically learns how to perform the job while on the job, by participating in on-going benefits courses and in other specialized training. The knowledge is usually acquired over three to four years. Benefits Officers often have to research and develop solutionsto problems or issues that vary somewhat from previous situations. Benefits officers must know how their work fits into the scheme of things with respect to how employees are remunerated and in terms of their setting priorities for work. The incumbents deal with employees in difficult circumstances such as deaths or illnesses. These situations must be handled with great delicacy and often information must be imparted in the face of strong emotions. A great deal of the jobs’ focus is on dealing with individual clients. Problem Solving

D3(33%)

66

These positions are individual contributors. There is little additional support available within a department. The Benefits Officers’ supervisor (HR Manager), often knows relatively little about the benefits area; consequently, the Benefits Officers are, to a large extent, the local experts. Accountability

D2A/3A

66

Freedom to Act is limited only by existing procedures which are varied. There is little supervisory review of end results as the incumbents of these jobs are generally the local experts on the subject matter. However, the central agency staff provide support in the most complex situations where answers are not within the experience of the departmental benefits person or where a new situation is encountered. 332

Total without Working Conditions Short Profile

0

Support role.

Page 27 of 30

GNWT

Human Resources Model Departmental HR Managers

Departmental HR Managers General Characteristics Develop and direct the implementation of plans and programs to assure the most effective use of human resources to support Departmental objectives. This must be accomplished within the framework of overall Corporate policies, plans, and programs. The Department uses the standard Corporate benefits programs and therefore this position has minimal active involvement in their design or administration. This is the top HR position in the Department and, as such, is a key member of the Departmental management group. Major policies and programs are directed Corporately, but the Department usually must tailor implementation to Departmental conditions (to the Department’s own needs and objectives). This requires advocacy both downward and upward to support the overall Corporate philosophy while assuring that the impact on this Department is appropriately understood. This is a generalist position requiring the Manager to be involved in all specialized areas even though detailed work may be delegated and expert resources from the Corporate level may be used. The Manager usually is heavily involved in HR planning, key personnel movements, labour relations, and ensuring that Corporate/Departmental programs are being effectively implemented through continual communication and audit. The incumbent is a major feedback channel to the Corporate HR group on the issues and problems in the field and the effectiveness of Corporate policies and programs. Representative Activities 1) Interact with Departmental management to understand business plans and objectives. 2) Work with local management to identify human resource objectives and issues. 3) Direct the development of Departmental and/or adaptation of Corporate HR policies, plans, and programs to meet the specific identified needs of the Department. 4) Coordinate the use of expert resources from Corporate staff. 5) Direct the administration of Departmental hiring, compensation, benefits, training, safety, and health programs.

Page 28 of 30

GNWT

Human Resources Model Departmental HR Managers

6) Participate in and may lead local Joint Consultation sessions with bargaining unit representatives. Administer the labour agreement(s). 7) Assure the implementation of Corporate HR programs and compliance with laws and regulations within the Department. 8) Counsel Department managers on handling human resource problems. 9) Participate in and contribute to the development of Corporate HR policies. Job Evaluation Rationale See the next page for various evaluation permutations.

Page 29 of 30

GNWT

Human Resources Model Departmental HR Managers Departmental HR Managers – Evaluation Permutations

TOPIC

“SMALL”

“LARGE”

Job Dimensions

Serves up to about 100 FTE's (payroll of up to $6 million +/-)

Serves in excess of 350 FTE’s (payroll of at least $20 million)

Reporting Relationship

Reports a level down from the Deputy Minister and is NOT a key member of the senior management team of the Department. May report to someone in the same discipline.

Functional Breadth

Limited breadth of HR Services provided

Functional Complexity

Excludes some of the more complex HR services

Other Considerations & Observations

Is rather like a large generalist position. There may be one or at most two reporting staff @ 332 Points. Labour relations issues are not especially demanding.

Designation

Size of the Department and independence from Corporate programs are two major variables and there tends to be some linkage between the two. A large Department tends to be more complete functionally and more complex, requiring greater latitude. A smaller Department is often simpler and may have certain functions such as planning pulled up to a higher level in the organization. If major functions do not exist at the Departmental level (e.g., labour relations), there will likely be a pull down on the evaluation.

“B”

Know-How

EI3

Problem Solving

E3[38]

87

E3[38]

Accountability

D2/3C

87

D3C

230

Total without WC Short Profile

EI3

“C”

“E”

“F”

“G”

“H”

This would likely be an HR Manager for a large department. There are likely to be shift workers and lots of staffing labour relations issues.

“I”

“J”

E/FI3

264

E/FI3

264

E/FI3

264

E/FI3

264

FI3

304

FI3

304

FI3

304

FI3

304

87

E3[38]

100

E3[38]

100

E3[38]

100

E4[43]

115

E3[38]

115

E4[43]

132

E3[38]

115

E4[43]

132

D3C

100

D3C

115

E3C

132

E3C

132

E3C

132

E3C

132

E3C

152

E3C

152

417 +1

“D”

Includes the most complex of the HR services

230

100

404 0

Full range of HR Services provided

The reporting relationship is also a consideration. The evaluation is likely to be higher if the position reports directly to the DM and lower if it reports a level lower and/or if it is not considered to be a key member of the senior management team of the Department and/or if it reports to another HR expert.

“A”

Reports directly to the Deputy Minister and IS a key member of the senior management team of the Department

464 0

479 +1

496 +2

511 +1

551 +1

568 0

571 +2

588 +1

Page 30 of 30

INFORMATION TECHNOLOGY

Service Desk – Full Working Level

General Characteristics With minimal supervision the jobholder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Server Support & Desktop/LAN Support) to provide rapid response (usually by telephone) technical support to personal computer and PC network users (in all regions and Departments) in response to specific requests. The Jobholder is a first point of contact between users and the Technology Service Centre (TSC) and will troubleshoot hardware and/or software problems, assist users to resolve problems and provide basic education on hardware and/or software use. The jobholder requires a demonstrated ability to work with various PC applications and hardware. This level of knowledge may be acquired through the completion of a college diploma in computer science with 1 – 2 years related experience in the IT industry. Representative Activities 1.

Respond to first level client questions (hardware/software problems, installations, security, etc.);

2.

Is in continuous contact with a wide variety of stakeholders, each possessing different and challenging issues;

3.

Make and update accurate/consistent records of all calls;

4.

Apply escalation procedures for problems with unsatisfactory progress;

5.

Educate users on limited number of software and operating packages;

6.

Provide users with routine information regarding system updates, errors, features, etc.;

7.

Carry out practical assignments supporting routine operations;

8.

Refer complex situations to relevant area with accompanying diagnostic information;

9.

Assist in the maintenance of accurate records;

10. Monitor call records, service levels and status; and 11. Ensure users receive services that were promised.

June 18, 2003

Information Technology

Page 1 of 2

Job Evaluation Rationale – Service Desk – Full Working DI2 175 Know-How The position requires a working knowledge of computer science and the ability to review, troubleshoot and diagnose technical problems experienced by users (word processors, spreadsheets, data bases, presentation packages, e-mail, internet, security, printers, CPUs, LAN, operating systems, peripherals, servers, etc.) and an ability to work with different PC applications and hardware. The Job holder is responsible for providing IT support services and must be aware of the impact the Services Support section has on the TSC and the GNWT as a whole. Human Relation Skills are important as most of the contact and services provided by this position are done over the phone with no in person contact. The incumbent must be able to encourage and convince clients to follow his/her direction. D3 (29%) 50 Problem Solving The thinking environment offers latitude where thinking is done within a general frame of reference (IT), direction from the Manager, Service Deliver and technical guidance/support from the Senior Service Delivery Representative. The incumbent will be required to think analytically, conceptually in order to resolve client problems. D1C 66 Accountability The position’s Freedom to Act is limited through established policies and procedures, general direction from the Manager, technical guidance from the Senior Service Delivery Representative and standardized IT solutions. The incumbent contributes to the operation and effectiveness of the entire TSC as 67% of all problems are intended to be resolved at this level. +2 Short Profile Total without Working Conditions

June 18, 2003

Information Technology

298

Page 2 of 3

Service Desk – Senior

General Characteristics With minimal to no supervision the jobholder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Server Support & Desktop/LAN Support) to provide rapid response (usually by telephone) technical support to personal computer and PC network users (in all regions and Departments) in response to specific requests. The jobholder is a first point of contact between users and the Technology Service Centre (TSC) and will troubleshoot basic and complex hardware and/or software problems and provide education on hardware and/or software use. The jobholder may provide mentorship and/or direction to more junior Service Desk staff. The jobholder requires a demonstrated ability to work with various PC applications and hardware. This level of knowledge may be acquired through the completion of a college diploma in computer science with 3 – 5 years related experience in the IT industry. Representative Activities 1.

Respond to first and second level client requests (hardware, software, networks, training, peripherals, installs, security, etc.);

2.

Is in continuous contact with a wide variety of stakeholders, each possessing different and challenging issues;

3.

Elicit additional information for diagnosis, research beyond junior level;

4.

Refer complex situations to relevant area with accompanying diagnostic information (i.e. Desktop & LAN Support, application support and/or Server Support);

5.

Assist in the maintenance of accurate records and preparation of individual statistics;

6.

Assist in developing help desk procedures;

7.

Monitor call records, service levels and status;

8.

Monitor progress on problem resolution and advise users on status;

9.

Set priorities and escalate problems not being solved;

10. Ensure users receive services that were promised; 11. Educate users on a large number and type of software applications on an ad hoc basis;

June 18, 2003

Information Technology

Page 3 of 4

12. Ensure users receive information on system updates, errors and features; 13. Remain current with environment and impart information to junior staff; and 14. Make and update accurate / consistent records of all calls. Job Evaluation Rationale – Service Desk - Senior EI2 Know-How

200

The position requires a demonstrated understanding of computer science and the ability to review, troubleshoot and diagnose complex technical problems experienced by users (word processors, spreadsheets, data bases, presentation packages, e-mail, internet, security, printers, CPUs, LAN, operating systems, peripherals, serves etc.) and an ability to work with different PC applications and hardware. The job holder is responsible for providing on site IT support and must be aware of the impact the Services Support sections has on the TSC and the GNWT as a whole. Human Relation Skills are important as most of the contact and services provided by this position are done over the phone with no in person contact. The incumbent must be able to encourage and convince clients to follow his/her direction. Problem Solving

E3 (33%)

66

The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Manager, Service Delivery.. The incumbent must think analytically and conceptually in order to resolve the client problems. Accountability

D2C

76

The position's Freedom to Act is limited through established policies and procedures, general direction from the Manager and IT solutions. The incumbent contributes to the operation and effectiveness of the entire TSC as 67% of all problems are intended to be resolved at this level. Short Profile

+1

Total without Working Conditions

342

June 18, 2003

Information Technology

Page 4 of 5

Desktop & LAN Support – Full Working Level

General Characteristics With minimal supervision the jobholder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Service Delivery & Server Support) to provide direct follow up (usually in person) technical support to personal computer and PC network users in response to work orders prepared by the Service Desk of the Technology Service Centre (TSC). The jobholder will assess problems and either repair or replace hardware and/or software as required. The jobholder requires a demonstrated ability to work with various PC applications and hardware in order to guide users in the use of tools and resources effectively and efficiently. This level of knowledge may be acquired through the completion of a college diploma in computer science with 1 – 2 years related experience in the IT industry. Representative Activities 1.

Provide routine technical advice and support to users;

2.

Assist users having trouble in using systems/products/services;

3.

Is in continuous contact with a wide variety of stakeholders, each possessing different and challenging issues;

4.

Provide technical support including problem diagnosis, repairs, setup, etc.

5.

Demonstrate, install and commission hardware/software/LAN systems, products, services, security and upgrades;

6.

Interpret technical or procedural manuals for non-technical users;

7.

Resolve technical software/hardware/LAN operating or network difficulties;

8.

Assist users in defining needs and assist in selecting criteria;

9.

Apply all relevant technical standards, procedures and tools;

10. Validate receipt of systems services by outside suppliers and contractors; 11. Set priorities for problem resolution, monitor progress and apply escalation procedures; 12. Make and update accurate/consistent records of all calls; and 13. Monitor call records, service levels and status.

June 18, 2003

Information Technology

Page 5 of 6

Job Evaluation Rationale – Desktop & LAN Support – Fully Qualified DI2 175 Know-How The position requires a working knowledge of computer science and the ability to review, troubleshoot and diagnose technical problems experienced by users (word processors, spreadsheets, data bases, presentation packages, e-mail, internet, security, printers, CPUs, LAN, operating systems, peripherals, servers, etc.) and an ability to work with different PC applications and hardware. The Job holder is responsible for providing on site IT support services and must be aware of the impact the Services Support section has on the TSC and the GNWT as a whole. Human Relation Skills are important, as the incumbent must be able to encourage and convince clients to follow his/her direction. D3 (29%) 50 Problem Solving The thinking environment offers latitude where thinking is done within a general frame of reference (IT), direction from the Manager, Desktop & LAN Support and guidance from the Senior Desktop & LAN Representative. The incumbent will be required to think analytically, conceptually in order to resolve client problems. D1C 50 Accountability The position’s Freedom to Act is limited through established policies and procedures, general direction from the Manager, guidance from the Senior Desktop & LAN Representative and standardized IT solutions. The incumbent contributes to the operation and effectiveness of the Desktop & LAN Support Section of the TSC. 0 Short Profile Total without Working Conditions

June 18, 2003

Information Technology

275

Page 6 of 7

Desktop & LAN Support – Senior

General Characteristics With minimal to no supervision the job holder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Service Delivery & Server Support) to provide direct follow up (usually in person) technical support to personal computer and PC network users in response to work orders prepared by the Service Desk of the Technology Service Centre (TSC). The jobholder will troubleshoot difficult problems and either repair or replace hardware and/or software as required. The jobholder requires a demonstrated ability to work with various PC applications and hardware in order to guide users in the use of tools and resources effectively and efficiently. This level of knowledge may be acquired through the completion of a college diploma in computer science with 3 – 5 years related experience in the IT industry. Representative Activities 1.

Demonstrate, install and commission hardware/software/LAN systems, products, services, security and upgrades;

2.

Resolve technical software/hardware/LAN operating or network difficulties;

3.

Is in continuous contact with a wide variety of stakeholders, each possessing different and challenging issues;

4.

Provide technical support including diagnosis, repairs, set-up, configuration, etc.;

5.

Provide, with minimal supervision, detailed advice and guidance;

6.

Implement non-standard solutions and workarounds;

7.

Demonstrate, plan requirements, install and commission operating or network systems;

8.

Interpret technical manuals and documentation and provide end user training;

9.

Assist users in defining needs and assist in selecting criteria;

10. Apply all relevant technical standards, procedures and tools; 11. Validate receipt of system services by outside suppliers and contractors; 12. Set priorities for problem resolution, monitor progress and apply escalation procedures;

June 18, 2003

Information Technology

Page 7 of 8

13. Make and update accurate/consistent records of all calls; and Monitor call records, service levels and status. Job Evaluation Rationale – Desktop & LAN Support - Senior EI2 200 Know-How The position requires a Demonstrated understanding of computer science and the ability to review, troubleshoot and diagnose complex technical problems experienced by users (word processors, spreadsheets, data bases, presentation packages, e-mail, internet, security, printers, CPUs, LAN, operating systems, peripherals, servers, etc.) and an ability to work with different PC applications and hardware. The Job holder is responsible for providing on site IT support services and must be aware of the impact the Services Support section has on the TSC and the GNWT as a whole. Human Relation Skills are important, as the incumbent must be able to encourage and convince clients to follow his/her direction. E3 (33%) 66 Problem Solving The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Manager, Desktop & LAN Support. The incumbent will be required to think analytically, conceptually in order to resolve client problems. D1C 66 Accountability The position’s Freedom to Act is limited through established policies and procedures, general direction from the Manager and IT solutions. The incumbent contributes to the operation and effectiveness of the Desktop & LAN Support Section of the TSC. 0 Short Profile Total without Working Conditions

June 18, 2003

Information Technology

332

Page 8 of 9

Server Support – Full Working Level

General Characteristics Under minimal supervision the jobholder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Service Delivery & Desktop/LAN Support) and departmental personnel to provide troubleshooting and maintenance of standard data servers, user devices, and communication links to ensure operational availability. The jobholder focuses in on both hardware and software aspects of network operations across multiple platform configuration (LAN). This level of knowledge may be acquired through the completion of a college diploma in computer science with 3 – 5 years related experience working with servers and network operating systems. Representative Activities 1.

Maintain the production server environment including file servers, print servers, and production application servers;

2.

Maintain test / development server environment;

3.

Provide routine technical advice and support to users;

4.

Assist users having trouble in using systems / products / services;

5.

Provide technical support including problem diagnosis, repairs and setup, etc.;

6.

Install and commission server systems, products, services and upgrades;

7.

Interpret technical or procedure manuals for non-technical users;

8.

Resolve technical server operating or associated LAN network difficulties;

9.

Assist users in defining needs and assist in selecting criteria;

10. Apply all relevant technical standards, procedures and tools; 11. Validate receipt of systems services by outside suppliers or contractors; 12. Set priorities for problem resolution, monitor progress and apply escalation procedures; 13. Make and update accurate consistent records of all calls; 14. Monitor call records, service levels and status; 15. Ensure compliance to audit, quality and security standards; 16. Understand risk analysis, disaster recover, planning and event simulation;

June 18, 2003

Information Technology

Page 9 of 10

17. Participate in implementation of disaster contingency plans; 18. Proactively disclose/remedy actual or potential security breaches / risks; 19. Apply expert knowledge to good security practices and planning; 20. Maintain broad awareness of informatics and security trends; 21. Formally evaluate security features of information products/systems; 22. Initiate, establish and maintain capacity and performance function; 23. Quantify utilization, capacity and performance of current and proposed systems, and the impact of proposed changes; 24. Assess possible designs and implementations to ensure reasonable solution. Job Evaluation Rationale – Server Support – Full Working EI1 Know-How

175

The position requires a working knowledge of microcomputer technologies commonly found in Intel based servers and an ability to install, commission and upgrade server hardware and software. This includes an ability to troubleshoot and diagnose server problems (hardware and software). The incumbent is responsible for providing Server Support services throughout the GNWT and must be aware of the impact the Server Support section has on the TSC and the GNWT as a whole. For the most part this position has limited contact with clients. However, when dealing with clients (and coworkers) the incumbent is expected to interact with tact and diplomacy. Problem Solving

D3 (29%)

50

The thinking environment is limited where thinking is done within a general frame of reference (IT – Server administration), direction from the Manager, Server Support and technical support from the Senior Server Support Representative. The incumbent will be required to think analytically, conceptually in order to resolve server problems. Accountability

D1C

50

The position’s Freedom to Act is limited through established policies and procedures, general direction from the Manager and Server solutions and technical guidance/support from the Senior Sever Support Representative. The incumbent contributes to the operation and effectiveness of the Server Support Section of the TSC. Short Profile

0

Total without Working Conditions

275

June 18, 2003

Information Technology

Page 10 of 11

Server Support – Senior

General Characteristics With little to no supervision the jobholder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Service Delivery & Desktop/LAN Support) and departmental personnel to provide troubleshooting and maintenance of large or complex data servers, user devices, and communication links to ensure operational availability. The jobholder focuses in on both hardware and software aspects of network operations across multiple platform configurations (LAN). This level of knowledge may be acquired through the completion of a college diploma in computer science with 5 - 7 years related experience working with servers and network operating systems. Representative Activities 1.

Maintain the production server environment including file servers, print servers, and production application servers;

2.

Maintain test / development server environment;

3.

Resolve technical server operating or associated LAN network difficulties;

4.

Provide technical support including diagnosis, repairs, set-up, configuration, etc.;

5.

Provide, with minimal supervision, detailed advice and guidance;

6.

Implement non-standard solutions and workarounds;

7.

Plan requirements, install and commission server hardware, software and operating systems and upgrades;

8.

Interpret technical manuals and documentation and provide end user training;

9.

Assist users in defining needs and assist in selecting criteria;

10. Apply all relevant technical standards, procedures and tools; 11. Validate receipt of systems services by outside suppliers and contractors; 12. Set priorities for problem resolution, monitor progress and apply escalation procedures; 13. Make and update accurate/consistent records of all calls; 14. Monitor call records, service levels and status; 15. Ensure compliance to audit, quality and security standards; June 18, 2003

Information Technology

Page 11 of 12

16. Understand risk analysis, disaster recovery, planning and event simulation; 17. Participate in implementation of disaster contingency plans; 18. Proactively disclose/remedy actual or potential security breaches/risks; 19. Apply expert knowledge to good security practices and planning; 20. Maintain broad awareness of informatics and security trends; 21. Formally evaluate security features of information products/systems; 22. Initiate, establish and maintain capacity and performance function; 23. Quantify utilization, capacity and performance of current and proposed systems, and the impact of proposed changes; and 24. Assess possible designs and implementations to ensure reasonable solution. Job Evaluation Rationale – Server Support - Senior EI1 Know-How

200

The position requires a demonstrated knowledge of microcomputer technologies commonly found in Intel based servers and an ability to install, commission and upgrade server hardware and software. This includes an ability to troubleshoot and diagnose complex server problems (hardware and software). The incumbent is responsible for providing Server Support services throughout the GNWT and must be aware of the impact the Server Support section has on the TSC and the GNWT as a whole. For the most part this position has limited contact with clients, however, when dealing with clients (and co-workers) the incumbent is expected to interact with tact and diplomacy. Problem Solving

E3 (33%)

66

The thinking environment offers latitude where thinking is done within a general frame of reference (IT - Server administration) and direction from the Manager, Server Support. The incumbent must think analytically and conceptually in order to resolve server problems. Accountability

D1C

66

The position's Freedom to Act is limited through established policies and procedures, general direction from the Manager and server solutions. The incumbent contributes to the operation and effectiveness of the Server Support Section of the TSC. Short Profile

0

Total without Working Conditions

332

June 18, 2003

Information Technology

Page 12 of 13

Regional Support

General Characteristics Supported by the Technology Service Centre (TSC) in Yellowknife the job holder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Service Delivery & Desktop/LAN Support) and departmental personnel to provide direct follow up (usually in person) technical support to personal computer and PC network users in a designate region or community in response to referrals by the Service Desk. In addition, the jobholder maintains the server environment within the Region, troubleshoots problems and either repair or replaces hardware and/or software as required. The jobholder requires a demonstrated ability to work with various PC applications and hardware in order to guide users in the use of tools and resources effectively and efficiently. This level of knowledge may be acquired through the completion of a college diploma in computer science with 3 – 5 years related experience in the IT industry. Representative Activities 1.

Demonstrate, install and commission hardware/software/LAN systems, servers, products, peripherals, services, security and upgrades;

2.

Resolve technical software/hardware/LAN operating, server, peripherals or network difficulties;

3.

Provide technical support including diagnosis, repairs, set-up, configuration, etc.;

4.

Provide detailed advice and guidance;

5.

Implement non-standard solutions and workarounds;

6.

Demonstrate, plan requirements, install and commission operating, server or network systems;

7.

Interpret technical manuals and documentation and provide end user training;

8.

Assist users in defining needs and assist in selecting criteria;

9.

Apply all relevant technical standards, procedures and tools;

10. Validate receipt of system services by outside suppliers and contractors; 11. Set priorities for problem resolution, monitor progress and apply escalation procedures;

June 18, 2003

Information Technology

Page 13 of 14

12. Make and update accurate/consistent records of all calls; Monitor call records, service levels and status; 13. Undertake regional risk analysis, disaster recover, planning and event simulation; 14. Participate in the implementation of disaster contingency plans; 15. Proactively disclose/remedy actual or potential breaches / risks; 16. Apply knowledge of good security practices and planning; and Maintain broad awareness of informatics and security trends. Job Evaluation Rationale – Regional Support EI2 Know-How

200

The position requires a demonstrated understanding of computer science and the ability to review, troubleshoot and diagnose complex technical problems experienced by users (word processors, spreadsheets, data bases, presentation packages, e-mail, internet, security, printers (CPUs, LAN, operating systems, peripherals, servers, etc.) and an ability to work with different PC applications and hardware. The job holder is responsible for providing on site IT support services and must be aware of the impact the Services Support section has on the TSC and the GNWT as a whole. Human Relation Skills are important as the incumbent must be able to encourage and convince clients to follow his/her instructions. Problem Solving

E3 (33%)

66

The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Manager, Desktop & LAN Support Services. The incumbent will be required to think analytically, conceptually in order to resolve client problems. Accountability

D1C

66

The position's Freedom to Act is limited through established policies and procedures, general direction from the Manager and IT solutions. The incumbent contributes to the operation and effectiveness of the Desktop & LAN Support Section of the TSC. Short Profile

0

Total without Working Conditions

332

June 18, 2003

Information Technology

Page 14 of 15

Manager, Service Delivery

General Characteristics Within a framework of established operating procedures and standards and in close cooperation with internal support (Server Support & Desktop/LAN Support) the jobholder manages a group of specialists (5) and two clerical positions located within the Technology Service Centre (TSC) in Yellowknife. The IT specialists provide rapid response and on-going end user technical support services that includes: troubleshooting basic and complex hardware and/or software problems and providing education on hardware and/or software use. In addition, the jobholder acts as an advocate for users throughout the Government of the Northwest Territories and brings forward re-occurring user problems/issues to the management team of the TSC for review and participates in resolution. The jobholder requires technical expertise in end user computing activities, hardware, software and user requirements and managerial skills to supervise technical personnel in a service-oriented environment. This level of knowledge may be acquired through the completion of a degree in Computer Science or Management with 6 – 8 years progressive experience in the IT industry Representative Activities 1.

Ensure that all calls from users are handled promptly and accurately;

2.

Monitor existing and established new/enhanced service levels;

3.

Take responsibility for problem resolution to service standards;

4.

Establish and maintain service standards for service desk;

5.

Establish procedures for problem referral and escalation procedures;

6.

Establish methods for problem prioritization;

7.

Monitor and analyze services records for trends and common problems;

8.

Recommend service/product improvements and participate in planning;

9.

Ensure service support staff are advised of system updates, errors, features, etc.;

10. Proactively address problem areas by recommending solutions; 11. Schedule work for service support staff including overtime and training; 12. Escalate major problems that are not being resolved expediently; 13. Develop contract language for computer maintenance contracts;

June 18, 2003

Information Technology

Page 15 of 16

14. Certify satisfactory performance and recommend approval of invoices; 15. Create surveys to determine client/staff needs and publish survey results; 16. Supervise, train and evaluated staff; 17. Analyze call records and recommend solutions for problem areas; 18. Review and resolve client behaviour and inappropriate service provider responses; 19. Present and communicate in a high quality manner; 20. Remain current with customer support processes; 21. Review complex problem situations with managers of other relevant areas (i.e. Desktop & LAN Support, Regional Coordinators and Server Support) with accompanying diagnostic information and develop solutions; Play an active part in wider policy making and overall TSC management; 22. Set, agree to and monitor achievement of performance targets; and 23. Analyze statistical information and prepare statistical and trending reports. Job Evaluation Rationale – Manager, Service Delivery FI3 Know-How

304

The position requires a specialized knowledge of IT related to the delivery of IT services supported by the Technology Services Centre (TSC) throughout the GNWT and across several functions (Service Support, Server Support and Desktop & LAN). The Job holder is responsible for providing and maintaining the delivery of service support and must be aware of the impact service delivery has on the TSC and the GNWT as a whole. The position requires strong Human Relation Skills in order to deal with IT issues within the TSC, across departments and throughout the GNWT (i.e. Negotiate service level agreements). Problem Solving

E4 (43%)

132

The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Director of the TSC. The incumbent will be required to think analytically, conceptually and strategically in order to ensure the TSC programs and services are supported effectively and appropriately throughout the NWT and in accordance with the political and fiscal environment of the GNWT. Accountability

E1P

175

The Manager, Service Delivery has freedom to set direction for the TSC with respect to service support which may and does affect the other mangers within the TSC. The incumbent is accountable for the work of 6 subordinates ($60,000 X 6 = $360,000) + indirect accountability for the work of desktop & Lan staff. +2

Short Profile

June 18, 2003

Information Technology

Page 16 of 17

Total without Working Conditions

June 18, 2003

Information Technology

611

Page 17 of 18

Manager, Desktop & LAN Support

General Characteristics Within a framework of established operating procedures and standards and in close cooperation with internal support (Service Delivery & Server Support) the jobholder manages a group of technical specialists (11) located in several different locations (different buildings within Yellowknife) as part of the Technology Service Centre (TSC) who provide direct follow up support to personal computer and PC network users in response to work orders prepared by the Service Desk and annual upgrade schedules. The jobholder requires technical expertise with various PC applications, software and hardware in order to supervise technical personnel in a service-oriented environment. This level of knowledge may be acquired through the completion of a degree in Computer Science or Management with 6 – 8 years experience in the IT industry. Representative Activities 1.

Plan, coordinate and guide technical desktop and LAN support services within the GNWT;

2.

Solve business problems by providing detailed technical advice;

3.

Innovatively apply knowledge to complex technical situations;

4.

Assist users experiencing difficulties using software and hardware;

5.

Coordinate, lead and monitor technical systems inquiries;

6.

Liaise with vendors and service suppliers;

7.

Coordinate, propose, discuss and evaluate technical services, designs, operations and upgrades;

8.

Support and lead solutions with service providers;

9.

Evaluate all features and plan requirements;

10. Assist users in defining need and assess those needs; 11. Certify satisfactory contract performance for systems development; 12. Administer system related budgets; 13. Supervise, train and guide the work of technical support staff; 14. Communicate technical problems, solutions and processes; 15. Present and communicate in a high quality manner; 16. Remain current with desktop and LAN services and products;

June 18, 2003

Information Technology

Page 18 of 19

17. Review complex problem situations with managers of other relevant areas (i.e. Server Support, Regional Coordinators and Service Deliver) and develop solutions; and Analyze and prepare capacity, statistical and trending reports. Job Evaluation Rationale – Manager, Desktop & LAN Support EI3 264 Know-How The position requires a Demonstrated knowledge of IT related to the delivery of IT services supported by the Technology Services Centre (TSC) throughout the GNWT with a primary focus on the Desktop & LAN Support functions. The Job holder is responsible for providing and maintaining the delivery of Desktop & LAN support services and must be aware of the impact service delivery has on the TSC and the GNWT as a whole. The position requires strong Human Relation Skills in order to supervise a large number of remotely located staff. E3 (38%) 100 Problem Solving The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Director of the TSC and to a lesser degree from the Manager, Service Delivery. The incumbent will be required to think analytically, conceptually and strategically in order to ensure the Desktop & LAN Support services of the TSC are delivered effectively throughout the NWT. D2P 152 Accountability The Manager’s Freedom to Act is limited through general direction from the Director and operating procedures established within the TSC with respect to service support. The incumbent is accountable for the work of 15 remotely located subordinates ($60,000 X 15 = $900,000). +2 Short Profile Total without Working Conditions

June 18, 2003

Information Technology

516

Page 19 of 20

Manager, Server Support

General Characteristics Within a framework of established operating procedures and standards and in close cooperation with internal support (Service Delivery and Desktop & LAN Support) the job holder manages a group of technical specialists (3) located within the Technology Service Centre (TSC) who provide troubleshooting and maintenance of large or complex data servers, user devices, and communication links to ensure operational availability across multiple platform configurations (LAN). The jobholder requires technical expertise with various PC applications, servers, software and hardware in order to supervise technical personnel in a service-oriented environment. This level of knowledge may be acquired through the completion of a degree in Computer Science or Management with 6 – 8 years experience in the IT industry. Representative Activities 1.

Plan, coordinate and guide technical server support services within the GNWT;

2.

Solve business problems by providing detailed technical advice;

3.

Innovatively apply knowledge to complex technical situations;

4.

Assist users experiencing difficulties using server software and hardware;

5.

Coordinate, lead and monitor technical systems inquiries;

6.

Liaise with vendors and service suppliers;

7.

Coordinate, propose, discuss and evaluate technical services, designs, operations and upgrades;

8.

Support and lead solutions with service providers;

9.

Evaluate all features and plan requirements;

10. Assist users in defining need and assess those needs; 11. Certify satisfactory contract performance for systems development; 12. Administer server related budgets; 13. Supervise, train and guide the work of technical support staff; 14. Communicate non-technical problems, solutions and processes; 15. Present and communicate in a high quality manner; 16. Remain current with server and operations technology and products;

June 18, 2003

Information Technology

Page 20 of 21

17. Review complex problem situations with managers of other relevant areas (i.e. Desktop & LAN, Regional Coordinators and Service Delivery) and develop solutions; and 18. Prepare and analyze capacity, statistical and trending reports. Job Evaluation Rationale – Manager, Server Support FI3 304 Know-How The position requires a Specialized knowledge of IT related to the delivery of server services supported by the Technology Services Centre (TSC) throughout the GNWT with a primary focus on the Server Support functions. The Job holder is responsible for providing and maintaining the delivery of Server Support services and must be aware of the impact server support services have on the TSC and the GNWT as a whole. The position requires strong Human Relation Skills in order to supervise technical staff and negotiate server usage between the TSC and Departments. E3 (38%) 115 Problem Solving The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Director of the TSC and to a lesser degree from the Manager, Service Delivery. The incumbent will be required to think analytically, conceptually and strategically in order to ensure the Server Support services of the TSC are delivered effectively throughout the NWT, that architecture is appropriately structured and that data integrity is maintained.. D1P 115 Accountability The Manager’s Freedom to Act is limited through general direction from the Director and operating procedures established within the TSC with respect to Server Support. The incumbent is accountable for the work of 3 subordinates ($60,000 X 3 = $180,000).and has a significant contributory impact on TSC operations. 0 Short Profile Total without Working Conditions

June 18, 2003

Information Technology

534

Page 21 of 22

INSPECTORS/REGULATORY

June 1, 2001

Inspections and Regulatory

Page 0 of 1212

Inspections/Regulatory Matrix Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family.

Hay Point Range

Job Ladder Position

(without WC) 900-999 800-899 650-799 550-649 450-549 370-449 320-369 270-319 230-269 190-229 160-189 130-159 70-129

June 1, 2001

Inspector V Inspector IV Inspector III Inspector II Inspector I

Inspections and Regulatory

Page 1 of 1212

Inspector I General Characteristics After orientation and training, performs limited assignments of specific tasks to determine compliance with appropriate Acts, Codes and Regulations with an emphasis on unsafe acts, practices, procedures or conditions. Enforces all aspects of applicable Acts, Codes and Regulations. Does not inspect trades. This is a first or entry level to the Regulatory group. Representative Activities 1. 2. 3. 4. 5. 6.

Performs inspections and tests to verify compliance with applicable regulations Identifies existing and potential problems Participates in developing corrective measures Provides professional training Investigates incidents, prepares reports for prosecution of violations Issue required permits

Knowledge and abilities required: Ø 2 years related practical experience. Ø Knowledge of applicable practices, operating procedures and equipment Ø Familiarity with pertinent sections of other applicable codes and standards. Job Evaluation Rationale Know-How

C+I2

132

Application of knowledge of generally well-defined enforcement procedures to determine compliance with appropriate regulations. Individual contributor assigned to complete tasks which are similar in content and nature. Requires an understanding of human behaviour and the factors that influence those behaviours.

Problem Solving

C3+(25%)

33

Work is defined by clear and numerous guidelines and procedures by may require the search for solutions within the current acts, regulations and policies. Unusual problems are referred to Supervisor.

Accountability

C+1C

43

Contributes to the health and safety of a variety of NWT residents by identifying existing/potential problems and participates in developing corrective policies/procedure. End results and advice are subject to standardized practices and procedures as well as supervisory review.

Short Profile

+2

Implementation role within strict regulations role. June 1, 2001

Inspections and Regulatory

Page 2 of 1212

Total without Working Conditions

June 1, 2001

Inspections and Regulatory

208

Page 3 of 1212

Inspector II General Characteristics Performs inspections to determine compliance with appropriate Acts, Codes, Regulations and standards in a single discipline, with an emphasis on unsafe acts, practices, procedures or conditions. Enforces all aspects of applicable Acts and Regulations. Representative Activities: 1. 2. 3. 4.

Identifies and interprets applicable regulations Provides technical advice and interpretative data Performs inspections and tests to verify compliance Reviews and analyzes designs and specifications by evaluating them against adopted codes and standards, established professional principles and current technology 5. Identifies existing and potential problems 6. Determines/directs implementation of corrective measures 7. Develops procedures to assure continuing compliance with regulations 8. Provides professional training 9. Supervises and corrects industry examinations and confirms certification. 10. Investigates incidents, prepares reports for prosecution of violations 11. Issues required permits Knowledge and abilities required: Ø Certification in a trade, or safety/environmental health program, followed by significant practical experience. Ø Knowledge of related Acts, Codes and Regulations. Ø Knowledge of applicable technology, practices, safe operating procedures, and equipment Ø Familiarity with pertinent sections of other applicable codes and standards.

June 1, 2001

Inspections and Regulatory

Page 4 of 1212

Job Evaluation Rationale Know-How

D+I2

175

Application of knowledge and skills along with some specialized skills in a specific area (regulatory). Provides guidance/training as a technical expert to clients. Interacts with both internal and external clients. Requires an understanding of human behaviour and the factors that influence those behaviours in order to determine and develop effective corrective measures.

Problem Solving

D3(29%)

50

Work is defined by clear guidelines and procedures requiring the search for solutions within an area of learned things such as acts and regulations. Problems are resolved within that area of expertise. Unusual problems referred to Supervisor.

Accountability

D2C

66

Latitude is given to choose appropriate course of action within defined practices, procedures and legislation. Contributes to the health and safety of NWT residents by identifying, developing and implementing corrective measures.

Short Profile

+2

Enforcement/Implementation role within strict regulations.

Total without Working Conditions

June 1, 2001

Inspections and Regulatory

291

Page 5 of 1212

Inspector III

General Characteristics Performs inspections/investigations to determine compliance with appropriate Acts and Regulations with an emphasis on unsafe acts, practices, procedures or conditions. Enforces all aspects of applicable Acts, Codes and Regulations requiring awareness, knowledge and skills in a number of related disciplines. This position is typically appointed under legislated authority. Ensures statutory requirements and regulations are met. Delivers training programs and plays an active role with a variety of interagencies, unions and community groups to assist in developing a co-operative approach in the delivery of safety services. The position is required to participate as an expert witness at hearings, inquiries and criminal prosecutions that require a high level of exactness and detailed information. Representative Activities: 1. Identifies and interprets applicable Acts, Codes and Regulations 2. Performs inspections and tests to verify compliance 3. Reviews, analyzes and approves designs and specifications by evaluating them against adopted codes and standards, established professional principles and current technology 4. Identifies existing and potential problems 5. Participates in developing corrective measures 6. Determines/directs the implementation of corrective measures 7. Develops procedures to assure continuing compliance with regulations and acts 8. Identifies need for and provides professional training 9. Develop/deliver training programs based on internationally recognized standards 10. Supervises and corrects industry examinations and confirms certification. 11. Investigates incidents, interviews witnesses, collects evidence and prepares reports for prosecution of violations 12. Issues required permits and provides inspection reports 13. Prepares briefing notes, discussion papers, media submissions 14. Liaises with local government authorities, community councils, public agencies etc. 15. Maintains operations and maintenance budget

Knowledge and abilities required: Ø Holder of a technical degree or diploma or equivalent professional accreditation, or trade certification and extensive practical experience and is well recognized for their specialized expertise Ø Ability to provide training Ø Thorough knowledge of related Acts, Codes and Regulations. Ø Knowledge of investigative principles and procedures June 1, 2001

Inspections and Regulatory

Page 6 of 1212

Ø In-depth knowledge of applicable technology, practices, safe operating procedures, and equipment Ø Familiarity with pertinent sections of other applicable codes and standards. Job Evaluation Rationale Know-How

E+I2

230

Application of specialized skills in a specific area (Safety Acts, Codes and Regulations). Holds a statutory appointment to enforce Territorial legislation pertaining to Safe workplaces and practices. Problem Solving

D3(33%)

76

Operates within legislative precedents and practices toward specific objectives. Situations are resolved through current knowledge. Accountability

D2+C

87

Findings and advice are subject to defined practices and procedures. Short Profile

+1

Advisory, consultative role, directing role in implementation. Total without Working Conditions

June 1, 2001

Inspections and Regulatory

393

Page 7 of 1212

Inspector IV General Characteristics Conducts inspections to determine compliance with appropriate Acts, Codes and Regulations with an emphasis on unsafe acts, practices, procedures or conditions in a work environment requiring knowledge and awareness of multiple disciplines. Enforces all aspects of applicable Acts, Codes and Regulations. Reviews and evaluates designs, programs and specifications requiring knowledge of relevant theory and/or underlying principles. Typically, the incumbent of this level position is a senior technical expert with no management responsibility. OR Represents a management position which typically heads a team of technical inspection staff in a single discipline. Will participate in the development of new legislation or amendments to the existing regulations, and issues directives to the industry. Representative Activities: As a senior technical expert: 1. Identifies and interprets applicable regulations 2. Performs inspections and tests to verify compliance 3. Identifies existing and potential problems 4. Participates in developing corrective measures 5. Develops procedures to assure continuing compliance with regulations 6. Provides professional training 7. Supervises and corrects industry examinations and confirms certification 8. Investigates incidents, prepares reports for prosecution of violations 9. Issue required permits 10. Reviews and analyzes designs and specifications by evaluating them against adopted codes and standards, established engineering principles and current technology. As a manager of technicians and inspectors in a single discipline: Ø Manages the activities of the unit Ø Typically issues directives, grants variances, issues permits Ø Reviews industry training needs and training programs Ø Reviews investigative reports conducted by inspectors and determines if incident merits prosecution Ø Acts as liaison with other regulatory authorities, associations and labour associations on matters of mutual interest Ø Represents the Northwest Territories as a member of Canadian Associations Ø Advises the legislation committee when related legislation is reviewed

June 1, 2001

Inspections and Regulatory

Page 8 of 1212

Knowledge and abilities required: Ø Certified in the area of expertise and a member in good standing in a recognized professional association or a graduate of a 4 year technical program Ø Have extensive practical experience plus some supervisory experience Ø Thorough knowledge of related Acts, codes and Regulations. Ø In-depth knowledge of applicable technology, practices, operating procedures, and equipment Ø Familiarity with pertinent sections of other applicable codes and standards. Job Evaluation Rationale Know-How

FI2

264

Has extensive specialized knowledge and experience in a range of areas. Coordinates activities that are similar in content and nature with an awareness of related activities. Provides leadership and guidance as a technical expert to staff and to clients. Problem Solving

E3(38%)

100

Latitude to develop new practices and procedures within the current Act(s), Regulations and policies, which constitute a broadly defined environment. Accountability

E2C

115

Contributes to the health and safety of a variety of NWT residents by applying broad practices and procedures covered by functional precedents and policies. Short Profile

+1

Enforcement role as well as involvement in development / analysis but strongly involved in implementation. Total without Working Conditions

June 1, 2001

Inspections and Regulatory

479

Page 9 of 1212

Inspector V General Characteristics This is a management position which typically heads a team of technical inspection staff consisting of inspectors, technicians, and contract specialists, with responsibility for inspection and enforcement in a number of disciplines, (multi-disciplines) as well as delivery of training programs and courses, management of investigations, and provision of technical advice/information to communities, government and public agencies etc. This level requires a strong technical background as well as extensive experience in administrative management, financial and human resource planning, problem solving, accident investigation, prosecutions, appeals, and legal procedures. The incumbent of a position at this level must have a thorough knowledge of applicable Acts and Regulations and familiarity with the pertinent sections in other applicable codes and standards. An Inspector V assists in the development of new legislation or amendments to the existing regulations, interpretation of existing legislation, regulations and code requirements, issues directives to the industry and has the authority to grant variances and decide appeals with respect to the Regulations. Many statutory functions are exclusively performed by an Inspector V.

Representative Activities: 1. Manages the activities of the Inspection unit 2. Typically issues directives, grants variances, issues permits, decides appeals 3. Ensures technical applications and proposals are reviewed by qualified personnel prior to granting approval. 4. Reviews industry training needs and training programs to ensure standards and requirements are met 5. Reviews incident investigation reports conducted by inspectors and determines if incident merits prosecution. 6. Reviews briefing notes, discussion papers, media submissions etc. as developed by subordinates 7. Acts as liaison with other regulatory authorities, associations and labour associations on matters of mutual interest. 8. Represents the Northwest Territories as a member of Canadian Associations 9. Advises the Legislation Committee when related legislation is being reviewed 10. Recognized as the authority in their area(s) of jurisdiction Knowledge and abilities required: Ø Certified in his/her area(s) of expertise Ø Proven management skills Ø Extensive practical experience, plus additional supervisory experience. June 1, 2001

Inspections and Regulatory

Page 10 of 1212

Ø Proven skills as an inspector/investigator. Job Evaluation Rationale Know-How

FI3

304

Requires highly specialized knowledge of standards and regulations in enforcement and training in a number of disciplines. May have significant experience in one or more areas of enforcement. Required to develop, manage and motivate a team of technical inspection staff. Problem Solving

E4(43%)

132

Strategic thinking is core at this level. Precedents provide a frame of reference but analysis and evaluative thinking is required to arrive at solutions to problems /questions. Accountability

E3C

152

Contributes to results that impact on the safety of workers and workplaces throughout the northern population. Short Profile

+1

Advisory, consultative role, directing role in implementation. Total without Working Conditions

June 1, 2001

Inspections and Regulatory

588

Page 11 of 1212

INSTITUTIONAL CORRECTIONS WORKERS

Institutional Corrections Workers Matrix Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family.

Hay Point Range

Security Staff

Program Staff

Managers

(without WC) 900-999 800-899 650-799 550-649

Operations Manager Facility Manager (Warden Manager) Specialist (Deputy Warden Programs, Deputy Warden Security) Entry Level (Program Coordinator Young Offenders, Deputy Warden)

450-549

370-449

320-369 270-319

230-269 190-229

Supervisory (Corrections Supervisor)

Fully Qualified (Classification Officer) Entry Level (Youth Officer Specialist)

Entry Level (Corrections Officer, Youth Officer I)

160-189 130-159 70-129

12-09-01 Ladders

Institutional Corrections Workers - 1

GNWT Job

INTRODUCTION TO THE MODEL JOB DESCRIPTIONS LEVELS OF WORK Corrections Worker jobs are found at different levels but only in the Corrections Service Division of the Department of Justice. This document provides input for evaluating the different job levels and identifies some specific levels that might exist within the Corrections Division at the various facilities and at Headquarters.

PURPOSE OF THE POSITIONS All Corrections positions exist to play a role in ensuring the safety and security of the general public in carrying out Court ordered incarceration of offenders and accused persons held without bail. These roles range from positions which essentially exist to provide direct, physical security and custody of inmates, to those that enhance custody by providing elements of a normal lifestyle for inmates, to those who provide treatment and those who manage facility operations from the actual facilities or from headquarters SCOPE Generally, there is an identifiable difference between institutional corrections positions that is related to the function of the position and whether it is at the entry level, a full working level or a senior level in the organization. Decision making authority can also help define differences as can responsibility for financial and human resources. Typical elements for differentiation are: Elements

Questions and Comments

Supervision provided

Is the position working under close supervision or under general supervision?

Breadth

Is the position dealing with a single area (custody) or multiple areas (custody, case management, program supervision). Is management of a program, area or facility involved?

Complexity

Numbers of inmates supervised or managed Number of programs Types of inmates managed Facility size The nature of inmate contact (max or min, helping or security)

12-09-01 Ladders

Institutional Corrections Workers - 2

GNWT Job

Typical qualifications for describing scope levels

Corrections officers, Youth Officer I

Entry level Program and Senior Security Positions

Senior Supervisory Security Positions and full working level program staff

Senior/ Supervisory program staff and Managers

Experts and Managers

Wardens and Facility Managers

Operations Managers

Supervision provided to the job

Very Close

Close

Generally regulated

Generally regulated

General

General

Global

Breadth

One area

One or two areas

Two or three areas in depth with additional general knowledge

One area of specialization or most other areas

Most or all areas

all areas and Facility Managem ent

All areas and expert level in one or more areas

Complexity

10 – 30 inmates per staff member

10 to 25 clients or one or two sub-staff

30 – 100 clients or 5 to 10 staff

30 to 100 clients or 5 to 10 staff. Multiple programs

30 to 100 clients or 10 to 50 staff

Facility managem ent 30 to 100 staff, 30 to 200 inmates

2 or 3 facilities, 50 to 150 staff

KNOWLEDGE, SKILLS AND ABILITIES For Institutional Corrections Workers, either in the program or security stream, experience leads to the next level once one is “in the system”. Relevant know how is increased based on work experience in other positions in the department, which allows the incumbent to become familiar with relevant issues, programs, needs, policies and procedures. Formal education and training is available in the security, specialist and management areas, but most knowledge typically comes from experience in the field. Previous work performance and practical tests are probably the best indicators for success at the next level of Corrections Worker.

12-09-01 Ladders

Institutional Corrections Workers - 3

GNWT Job

Entry Level Security Staff (Corrections Officer, Youth Officer 1)

General Characteristics This position is one of a large number of line staff at correctional facilities. The primary function of these positions is to maintain facility security through various activities ranging from monitoring and reporting on inmate activities to intervening physically to maintain control. A sound knowledge of facility practices and procedures is required. Specialized training is provided to all new recruits to these positions. Representative Activities 1. Supervises inmates in all activities within the facility, in recreation programs and in other programmed activities. 2. Maintains inmate discipline through supervision, intervention and reporting. 3. Recommends, with supporting rationale, disciplinary or criminal charges. 4. Investigates, acts on and reports any unusual occurrences that take place as may be directed by the supervisor. 5. Deals with inmate concerns/needs appropriately

12-09-01 Ladders

Institutional Corrections Workers - 4

GNWT Job

Job Evaluation Rationale Know-How

C+I2

132

Specialized procedural knowledge is required (supervision of inmate and of institutional procedures). Individual contributor assigned to complete activities. Requires an understanding of human behaviour and the factors that influence behavioral change in interacting with inmates and maintaining control of environment. Problem Solving

C3 (25%)

33

Work is defined by general guidelines and procedures requiring the search for solutions within an area of learned things. Unusual problems are referred to the Corrections Supervisor on duty. Accountability

B+2C

38

Accomplishes tasks within instructions and work routines. Expected results/output are clear. Short Profile

+1

Process orientation. Total without Working Conditions

12-09-01 Ladders

Institutional Corrections Workers - 5

203

GNWT Job

Entry Level Program Staff (Youth Officer Specialist)

General Characteristics This position is one of a small number of specialist youth officer positions at youth correctional facilities. This provides direct programming in primarily in one area (such as Counseling, Alcohol and Drug Treatment or Life Skills) in addition to regular duties as a youth officer. A sound knowledge of facility practices and procedures is required as is formal training and certification in the specialty area. Representative Activities 1. Plans and delivers scheduled programs within the area of specialization. 2. Supervises youth in all activities within the facility, in recreation programs and in other programmed activities. 3. Maintains inmate discipline through supervision, intervention and reporting. 4. Recommends, with supporting rationale, disciplinary or criminal charges. 5. Investigates, acts on and reports any unusual occurrences that take place as may be directed by the supervisor. 6. Deals with inmate concerns/needs appropriately

12-09-01 Ladders

Institutional Corrections Workers - 6

GNWT Job

Job Evaluation Rationale Know-How

DI3

175

Program development skills and specific knowledge in counseling, life skills or alcohol and drug treatment are required. Position is an individual contributor with a very well developed understanding of human behaviour and factors that cause changes in behaviour. Problem Solving

C3 (29%)

50

Rules and procedures are established for most work routines but develops own program delivery methods within facility framework. The most unusual problems are referred to the supervisor. Accountability

CIS

50

Impact is shared with other program staff on offender treatment results. emphasis on development and implementation. Short Profile

0

Balanced profile for support role. Total without Working Conditions

12-09-01 Ladders

Institutional Corrections Workers - 7

275

GNWT Job

Equal

Supervisory Security Staff (Corrections Supervisor)

General Characteristics This position is one of several “shift supervisors” at an adult or youth correctional facility. A shift supervisor is on duty on all shifts at an adult facility and at a youth facility for 2/3 of all shifts. This position is generally responsible for all facility operations when more senior management staff are not at work (i.e. other than day shift Monday to Friday). Senior staff are available by telephone at all times but the this position is required to take all immediate action that might be required in virtually any circumstance. Knowledge of most fundamental principles involved in adult corrections is required as are good supervisory skills and a sound knowledge of corrections facility practices and procedures. Knowledge is attained generally through no less than 3 - 5 years of progressively more responsible facility experience including of six months of corrections supervisory experience. Representative Activities 1. Assigns and supervises security staff resources to ensure appropriate coverage within the facility and for any activities outside of the facility. 2. Facilitates all planned activities in the facility from recreation programming to visits to food services. 3. Maintains inmate discipline. 4. Recommends, with supporting rationale, disciplinary or criminal charges. 5. Investigates, acts on and reports any unusual occurrences that take place. 6. Deals with inmate concerns/needs appropriately 7. Manages unusual events/crisis until relieved.

12-09-01 Ladders

Institutional Corrections Workers - 8

GNWT Job

Job Evaluation Rationale Know-How

DI3

175

Requires specialised knowledge of offender management techniques and processes to manage facility operations. Job content focused on interactions with staff and inmates. Problem Solving

D3+ (33%)

57

Work is generally well defined and work procedures are clear . Situations encountered may vary substantially requiring differing and specialized solutions arrived at through search of known things. Accountability

D-2C

66

Work procedures are varied. Impact is contributory on facility operations and inmate/staff safety and security. Profile is of a line manager, which directly supports the core business. Short Profile

+1

Process orientation Total without Working Conditions

12-09-01 Ladders

Institutional Corrections Workers - 9

298

GNWT Job

Fully Qualified Program Staff (Classification Officer)

General Characteristics This is either a single or one of a number of case management positions that exist at an adult corrections facility. The position is generally responsible for planning as productive as possible, an incarceration for an assigned group of inmates. Knowledge of most fundamental principles involved in adult corrections is required as is a proven understanding of human behavior and of cultural differences in the NWT. Knowledge is attained generally through no less than 3 5 years of progressively more responsible facility experience or by attainment of a degree in Social Work or through a combination of education and experience. Representative Activities 1. Determines in consultation with inmates, an appropriate case plan based upon all factors including inmate cultural background, length of term and level of education. 2. Coordinates access to community and facility resources/programs to assist each assigned inmate in meeting case plan goals.. 3. Prepares information and documentation of a statistical nature for the. 4. Recommends, with supporting rationale, security and custody changes for each assigned inmate, up to and including conditional release (determination of risk). 5. Deals with inmate concerns/needs appropriately.

12-09-01 Ladders

Institutional Corrections Workers - 10

GNWT Job

Job Evaluation Rationale Know-How

D+I3

200

Requires specialized knowledge of case management techniques and a well-developed understanding of human behaviour. A clear understanding of institutional routines, procedures and policies is required to integrate case management activities. Job focus is on understanding human behavior. Problem Solving

D3+ (33%)

66

Rules are quite diversified with respect to techniques to be applied. Situational challenges sometimes borders on requiring true analysis of human behaviour. Accountability

D1C+

66

Latitude is given to choose appropriate course of action. Impact is contributory on facility operations in general and on inmate programs specifically Short Profile

0

Balanced profile for support role. Total without Working Conditions

12-09-01 Ladders

Institutional Corrections Workers - 11

332

GNWT Job

Manager, Entry Level (Program Coordinator, Young Offenders, Deputy Warden)

General Characteristics This is one of two senior positions in a corrections facility, the other being the Warden or Manager. The Senior Position and this one comprise the management staff of the facility. Facility operations are such that the Warden or Manager makes most major decisions, program and otherwise. The role of the subordinate manager is to plan and implement portions of the program as may be directed. Knowledge of most fundamental principles involved in either adult or youth corrections is required as are good supervisory skills. Knowledge is attained generally through no less than 3 - 5 years of progressively more responsible facility experience and/or augmented through a degree and 1 year of supervisory experience. Representative Activities 1. Plans for appropriate program implementation. 2. Ensures that program delivery standards as set by the supervisor are met. 3. Participates in the preparation of information and documentation for the Warden and Director. 4. Develops and recommends solutions to facility problems appropriate to the northern cultural and economic context. 5. Develops and recommends facility procedures to implement Divisional or Facility policy. 6. Develops subordinate staff so as to achieve a representative and competent workforce. 7. Deals with inmate concerns/needs appropriately.

12-09-01 Ladders

Institutional Corrections Workers - 12

GNWT Job

Job Evaluation Rationale Know-How

EI3

230

Requires substantial specialized knowledge of corrections as well as human behaviour required to assess and plan treatment/programming needs. Problem Solving

D4(38%)

87

Supervision and planning of facility operations, case management and programming requiring constructive and evaluative thinking. Accountability

D2C+

87

Impact is contributory on total facility operations. Has latitude to choose an appropriate course of action and work is subject to supervisory review of the end results. Short Profile

0

Balanced profile for support role. Total without Working Conditions

12-09-01 Ladders

Institutional Corrections Workers - 13

404

GNWT Job

Specialist Manager(Deputy Warden Programs, Deputy Warden, Security)

General Characteristics This is one of two or three senior positions reporting to the Warden in a large adult corrections facility. The size of the facility dictates that the Facility manager requires the assistance of this specialist manager to manage a significant portion of the facility operation. Knowledge of the fundamental principles involved in adult corrections is required as are good managerial skills. Knowledge is attained generally through no less than 5 -6 years of progressively more responsible facility experience and/or augmented with a degree and 1 -2 years of progressively more responsible facility experience. Representative Activities 1. Plans for appropriate program management/development. 2. Ensures that program delivery standards are met within area of responsibility. 3. As part of the Facility Management Team, participates in the preparation of information and documentation for the Warden and Director. 4. Develops solutions to facility problems appropriate to the northern cultural and economic context. 5. Reviews draft divisional policy in area of expertise in light of “best practices” from the standpoint of appropriate and accepted practices and standards. 6. Develops subordinate staff so as to achieve a representative and competent workforce. 7. Deals with inmate concerns/needs appropriately.

12-09-01 Ladders

Institutional Corrections Workers - 14

GNWT Job

Job Evaluation Rationale Know-How

EI+3

264

Requires specialized knowledge of corrections programs and human behaviour. Programs activities and routines must be integrated in order for effective program operations. Security and program objectives must be understood and considered in all aspects of the work. Problem Solving

D4 (38%)

100

Constructive and evaluative thinking is required to plan appropriate operational activities and strategies. Accountability

E-2C

100

Job is subject to broad practices and procedures and supervision consists of managerial direction. Impact is contributory on entire facility operation. Short Profile

0

Balanced profile for support role. Total without Working Conditions

12-09-01 Ladders

Institutional Corrections Workers - 15

464

GNWT Job

Facility Manager (Warden, Manager)

General Characteristics This is the most senior facility management position. Located at an adult or youth secure facility, and reporting to an operations Manager, this position manages an entire facility and its associated programs. Facility budgets range from $1.6 million to $7 million. Knowledge of the fundamental principles involved in either adult or youth corrections is required as are good managerial skills. Knowledge is attained generally through no less than 10 years of progressively more responsible facility experience and/or augmented by a degree and 5 years of progressively more responsible facility experience. Representative Activities 1. Plans for appropriate program and facility management/development (new programs to meet new needs for example). 2. Ensures that program delivery standards are met. 3. As part of the Corrections Management Team, participates in the preparation of information and documentation for the Deputy Minister and Minister of Justice. 4. Develops solutions to facility problems appropriate to the northern cultural and economic context. 5. Reviews draft divisional policy in light of best practices from the standpoint of appropriate and accepted practices and standards. 6. Plans for the development of facility staff so as to achieve a representative and competent workforce. 7. Approves the conditional release of inmates under certain circumstances, recommends conditional release in others. 8. Crisis Management as necessary. 9. Deals with inmate concerns/needs appropriately.

12-09-01 Ladders

Institutional Corrections Workers - 16

GNWT Job

Job Evaluation Rationale Know-How

FI3

304

Substantial knowledge about corrections and corrections management is required. Problem Solving

D4 (38%)

115

Constructive and evaluative thinking is required with respect to strategic facility operational planning and management. Accountability

E1P

152

Job is subject to managerial direction. Impact is primary on facility operations but is limited insofar as the majority of expenditures are not optional. Short Profile

+2

Implementation role within strict regulations role. Total without Working Conditions

12-09-01 Ladders

Institutional Corrections Workers - 17

571

GNWT Job

Operations Manager

General Characteristics This is the most senior operational manager. Although located at Corrections HQ and reporting to a Director responsible for all Corrections Operations, this position manages an entire facility based corrections program (adult or youth corrections facilities and programs). Total adult and youth corrections program budgets range between $6 million and $15 million. Knowledge of the fundamental principles involved in either adult or youth corrections is required as are strong managerial skills. Knowledge is attained through no less than ten years of facility experience of which the last 2-3 need to be at the facility management level and/or augmented by a degree and 5 years experience 2-3 of which need to be at the facility management level. Representative Activities 1. Plans, from a strategic management/development.

standpoint,

program

and

facility

2. Develops and ensures (auditing, monitoring) the implementation of standards for program delivery. 3. Provides advice respecting the negotiation of exchange of service agreements with other Canadian Jurisdictions. 4. As part of the Corrections Management Team, participates in the preparation of information and documentation for the Deputy Minister and Minister of Justice. 5. Carries out or directs research solutions to problems with the area of expertise and developing solutions to problems appropriate to the northern cultural and economic context. 6. Reviews draft legislation regulations in light of best practices in other jurisdictions as well as from the standpoint of appropriate and accepted practices and standards. 7. Plans for the development of staff so as to achieve a representative and competent workforce. 8. Approves the conditional release of inmates under certain circumstances, recommends conditional release in others.

12-09-01 Ladders

Institutional Corrections Workers - 18

GNWT Job

Job Evaluation Rationale Know-How

FII-3

350

Comprehensive knowledge of theoretical and practical corrections management is required. Manages an entire program with multiple corrections facilities. Problem Solving

E4(43%)

152

Work has a well defined frame of reference (legal and policy). Developing solutions require true analysis . Accountability

E-3P

230

Impact is primary on one of the major segments of corrections operations in general. Short Profile

+3

Strong implementation role. Total without Working Conditions

12-09-01 Ladders

Institutional Corrections Workers - 19

732

GNWT Job

LEGAL COUNSEL

Legal Counsel Matrix Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family

Hay Point Range

Job Ladder Position

(without WC) 900-999 800-899 650-799 550-649 450-549 370-449 320-369 270-319 230-269 190-229 160-189 130-159 70-129

12-09-01 Job Ladders

Legal Counsel - Expert Legal Counsel – Senior Specialist Legal Counsel – Seasoned Legal Counsel – Fully Qualified Legal Counsel – Entry Level

Legal Counsel - 1

GNWT

Introduction To The Model Job Descriptions LEVELS OF WORK The job of Legal Counsel may exist in different departments and other public organizations of the Government. Most are located in the Department of Justice where services are coordinated for and provided to, the entire Government and its boards and agencies. Legal Counsel jobs can be found at various levels in terms of the work that is done and the level of expertise of the job holders. This document provides input for evaluating different job levels. The model job profiles identify some generic levels that may be applicable for different departments/divisions. PURPOSE OF THE POSITION To provide legal advice and opinions and litigation services to the Government to ensure that informed decisions may be made in situations with legal implications. Legal Counsel of the Department of Justice contribute to the Department’s responsibility to: Ø ensure that the administration of public affairs accords with the law; Ø advise the heads of Government departments upon all matters of law connected with those departments; Ø prepare and advise on legislation and advise on matters arising out of the proceedings of the legislative Assembly; and, Ø carry out Attorney General functions in being the official legal adviser to the Commissioner and the Government of the Northwest Territories and in superintending and conducting all litigation on behalf of the Government. The purpose and key responsibilities of the job are written to focus on two basic elements: Ø litigation services Ø the drafting of legislation and regulations Ø the provision of legal advice and opinions and the preparation of legal documents including legislation and regulations.

12-09-01 Job Ladders

Legal Counsel - 2

GNWT

SCOPE It is quite common for only a small difference to exist in the key responsibilities of the various levels of Legal Counsel, with the primary difference being the scope of the job. It is therefore crucial to clearly identify the difference in scope between the different levels. This will ensure that jobs are accurately described and incumbents are aware of what is expected from them and what they have to do to move to the next level (if jobs are available). It is also important as a basis to differentiate between job size. For example, the litigation services provided by various Legal Counsel may range from relatively basic to quite complex in nature. It is important to realize that the complexity does not change the purpose or responsibilities of the job, but should be reflected when describing the scope of the job. Written this way, the responsibilities are relatively neutral for different levels of Legal Counsel, while the scope determines the primary differences between jobs. Based on the scope of the job, appropriate levels of “know how”, skills and abilities can then be determined. Typical scope factors are: Factors Supervision provided Nature of the work

Complexity

12-09-01 Job Ladders

Questions and Comments Is the position working under close supervision or under general supervision? At the lower levels, the position follows precedents to solve problems that are generally clearly defined. At the higher levels, the position develops arguments and opinions where no precedents exist. What is the complexity of legal services in terms of: - level of research, counsel and guidance on legal issues - impact of opinions or advice - financial and political impact - time lines (short versus long term solutions)

Legal Counsel - 3

GNWT

The following table identifies some typical qualifications with respect to scope for the different job levels. Entry Supervision provided Nature of the work

Complexity

Very Close

Full Qualified Close

Routine

Routine

Low

Low

Seasoned

Senior

Expert

At milestones Moderately Varied

Global

Global

Varied or highly specialized High

Major legal impact

Moderate

High

KNOWLEDGE, SKILLS AND ABILITIES Because of the nature of the work performed, progressively more responsible experience leading to broader or more in depth knowledge is a valid method of differentiating between legal counsel job levels. As the scope of legal services provided increases at higher job levels, know how also increases based on previous experience as the incumbent becomes more familiar with relevant issues, programs, needs, clients, procedures, etc. Although there may be formal education and training available beyond a law degree and admission to the bar, the ability to do more complex work primarily comes through experience. Proven performance is generally (after the two first levels) the best indicator for success at the next level.

12-09-01 Job Ladders

Legal Counsel - 4

GNWT

Legal Counsel - Entry Level

General Characteristics A Legal Counsel with little or no prior legal experience. Requires an LLB degree and has been newly admitted to the bar. Competence has yet to be demonstrated. Receives very close supervision (careful consideration to the nature of assignments, requirements for consultation, checking of progress and final products) from the Director or Senior Legal Counsel. Assignments are clearly outlined, and work is reviewed in detail. Focus is on uncomplicated matters. Is assigned to routine tasks, handles files where directly applicable precedents exist. Representative Activities 1. Performs research and provides advice on routine legal questions or issues, or supports more senior Legal Counsel. 2. Prepares and signs opinions regarding routine legal matters.

Job Evaluation Rationale Know-How

FI2

264

Requires an understanding of the law and of the practice of law. Assignments are generally quite specific and generally involve a single stakeholder. Problem Solving

E3(38%)

100

Almost all assignments are in areas with clear precedents. Problem solving is generally a question of finding rather than developing an answer. Accountability

D3C

100

The impact of this position is contributory to government operations. Freedom to act is limited by supervisory review of end results and by precedents within areas of responsibility. Short Profile

0

Advisory and consultative role. Total without Working Conditions

12-09-01 Job Ladders

Legal Counsel - 5

464

GNWT

Legal Counsel - Full Qualified General Characteristics Legal Counsel with an LLB degree and sufficient experience (usually three to five years) to demonstrate a knowledge of basic legal skills and the role of public legal counsel in the NWT context. Receives close supervision and guidance from the Director or senior Legal Counsel. Assignments require some discretion as to the manner of their performance. Key points of work are reviewed with alternative courses of action and unusual situations presented to the Director or senior Legal Counsel for review. Works independently on a day-to-day basis. Problems are characterized by clear and specific objectives and frequent occurrence of the usual. Work involves matters that follow precedent or that can be established within the clear definition of the law. The outcome of the work typically effects the client department’s ability to deliver a portion of its program. Representative Activities 1. Performs research and provides advice and guidance on legal questions or issues. 2. Prepares and signs legal opinions and legal documents/drafts of legislation and/or regulations. 3. Assists in preparing cases for litigation or assists more senior counsel in their assigned activities.

12-09-01 Job Ladders

Legal Counsel - 6

GNWT

Job Evaluation Rationale Know-How

F+I2

304

Requires a well developed understanding of the practice of law . In general there are small numbers of stakeholders involved in assignments. Problem Solving

E4(43%)

132

Precedents provide a well defined frame of reference from which work results will flow. Analysis and evaluative thinking is required to arrive at solutions to problems/ questions. Accountability

E3C

152

The work has a contributory impact on the operation of government departments. Position is that of an individual contributor. Short Profile

+1

Advisory, consultative role, directing role in implementation. Total without Working Conditions

12-09-01 Job Ladders

Legal Counsel - 7

588

GNWT

Legal Counsel - Seasoned

General Characteristics Legal Counsel with sufficient experience (usually five or more) to demonstrate full competence in applying legal skills consistent with the role of public legal counsel in the NWT context. Receives general direction from the Director. Independent judgement is exercised. Areas of specialization are being developed, not an acknowledged legal expert in any field. The focus is on legal matters of recognized complexity and facts that are occasionally in question, for which considerable legal judgment, experience and independent reasoning is required. At this level files/projects are seen through to completion inclusive of dealing with any follow-up or ancillary issues. Representative Activities 1. Performs research, provides advice and guidance on more complex legal questions or issues. 2. Prepares final drafts of complex legal documents/legislation and prepares and signs legal opinions. 3. Supervises the preparation of the defense in litigation. Conducts court trials and recommends whether a case should be tried or settled. 4. Maintains contact with several client departments to render opinions, to consult and advise and to draft legislation/regulations, occasionally without supervision or consultation. 5. May provide direction to other counsel or contract counsel.

12-09-01 Job Ladders

Legal Counsel - 8

GNWT

Job Evaluation Rationale Know-How

FII2

350

Requires a well developed understanding of the theories and principles of law that comes from having a significant amount of experience in the practice of law. There are generally a limited number of stakeholders involved in work done at this level. May provide services to a number of departments in a number of subject areas or be somewhat specialized in providing specific types of services to a single client department. Problem Solving

E4(43%)

152

Many issues are without clear precedent and require strategic thought and an evaluative/interpretive approach. Accountability

E3+C

175

The work is contributory to the operation of portions of the Government’s operations. This is an individual contributor which can influence/contribute to decision making. Short Profile

+1

Advisory, consultative role, directing role in implementation. Total without Working Conditions

12-09-01 Job Ladders

Legal Counsel - 9

677

GNWT

Legal Counsel – Senior Specialist

General Characteristics Legal Counsel with substantial experience (usually ten or more years) who can demonstrate a fully realized competence in applying legal skills consistent with the role of public legal counsel in the NWT context, plus evidence of maturity and judgement to help analyze and solve legal problems and deal with more complex issues. Is a recognized specialist in a field of law or may be qualified as both a lawyer and in an additional field of expertise (for example, an accounting designation). Representative Activities 1. Works closely with the Director/Client/Deputy Minister to evaluate legal impact of major decisions where applicable law, regulations, or facts of a case are unclear, controversial, or conflicting. 2. Writes legal opinions or drafts legislation/regulations that sometimes require extensive research of statutes, regulations, or court decisions in complex areas of the law. 3. Prepares defense position. Litigation usually involves complex or difficult issues that require a high degree of original and constructive legal effort as they are resolved. 4. Continues usual lawyer’s functions of research, preparing legal documents, negotiating with outside parties, rendering opinions, consulting with and advising client departments, and representing the department in dealing with others. 5. Explains problems, ideas and concepts to junior Legal Counsel that are to be incorporated into work assignments. 6. Briefs the Minister of Justice, Cabinet, and the Deputy Minister on matters of global interest to the Government. 7. May provide direction to other counsel or contract counsel.

12-09-01 Job Ladders

Legal Counsel - 10

GNWT

Job Evaluation Rationale Know-How

FII3

400

Requires a broad understanding of the theories and principles of the law. May have significant experience in one or more areas of law or one or more areas of specialization (ie law and accounting). There are multiple stakeholders and the need for much consultation at this level. Client needs may vary significantly. Problem Solving

E4(50%)

200

Work at this level generally takes place in an environment which is complex but where there are generally some precedents, which provide a good general frame of reference. Solutions to problems are generally found through the analysis of legal precedent and the development of opinions/positions, which flow from what has gone before but which takes the thought to a new level. Accountability

E+4C

230

The work is contributory to the operation of significant portions of the Government either at a departmental level or a segment of operations (such as the drafting of legislation). This is an individual contributor which can influence/contribute to decision making. Short Profile

+1

Advisory, consultative role, directing role in implementation. Total without Working Conditions

12-09-01 Job Ladders

Legal Counsel - 11

830

GNWT

Legal Counsel - Expert

General Characteristics Legal Counsel who is a recognized expert in complex fields of law. Opinions and guidance are sought by other Counsel working in related areas. Typically requires an in-depth understanding of the government’s operations and interrelationships. Is a recognized Government authority who performs special legal assignments of major importance in a highly complex legal field. May be assigned to work as Counsel for one or more departments, but generally handles the most complex matters overall. Work involves facts that are open to various interpretations; applicable precedents do not exist and the law does not specifically relate to or regulate the particular situation. The matters in question usually have a highly significant impact on Government operations, strategies or finances. Representative Activities 1. Works closely with the Director to evaluate changes in laws and regulations, their impact on the department, and develops departmental positions on such changes. 2. Conducts detailed legal analysis to determine what needs to be done to build positions and cases that will prevail in court and to create and find interpretations and strategies that can accomplish the aims of the Government. 3. Frequently give immediate answers from accumulated knowledge and experience without the opportunity to research the law. 4. Directs major and unique Government litigation. 5. Remains available for consultation by more junior Legal Counsel. Briefs Cabinet, Ministers and Deputy Ministers regarding complex legal questions, legislation or litigation. 6. May provide direction to other counsel or contract counsel.

12-09-01 Job Ladders

Legal Counsel - 12

GNWT

Job Evaluation Rationale Know-How

G-II3

460

Requires a broad knowledge of the law that comes from significant and varied experience. Is a recognized expert in the organization. There are multiple stakeholders involved in the legal work at this level and varied interests: political; financial and legal. Problem Solving

F4(50%)

230

Problems encountered at this level require thinking at the highest strategic levels. Planning is coordinated at senior levels in the Government and typically, little or no direct precedent exists in the areas of law in which this position practices. Accountability

E5C

264

The impact of the work at this level is contributory to the operation of Government. An individual contributor with the ability to influence significant decisions. Short Profile

+1

Advisory, consultative role, directing role in implementation. Total without Working Conditions

12-09-01 Job Ladders

Legal Counsel - 13

954

GNWT

POLICY OFFICERS

Policy Officers Matrix Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family.

Hay Point Range

Job Ladder Position

(without WC) 900-999 800-899 650-799 550-649 450-549 370-449 320-369 270-319 230-269 190-229 160-189 130-159 70-129

09/12/01

Project Leader Policy Officer – Expert Policy Officer - Senior Policy Officer - Seasoned Policy Officer – Fully Qualified Policy Officer - Entry Level

Policy Officers - 1

GNWT Job Models

INTRODUCTION TO THE MODEL JOB DESCRIPTIONS LEVELS OF WORK The job of policy officer occurs in different departments and other public organizations. These jobs are usually centered in one division, but can be found throughout the organization. This document provides input for evaluating different policy job levels. It identifies some generic levels that might be applicable for different organizations. PURPOSE OF THE POSITION Policy advice and policy development, within the context of government priorities, in order to develop policies that meet future needs and to provide information and interpretation on current policies, programs and developments in the assigned policy area. The purpose of the job and the responsibilities are written in such a way that they focus on two basic elements: Ø Policy development ranging from small to large projects realizing that the size does not impact the responsibilities themselves, but should be reflected in describing the scope of the job. Written in this way, the responsibilities are relatively neutral for different levels and organizations, while the scope for the different levels of jobs and for the different departments really shows the difference between jobs. Based on the scope of the job, the appropriate levels of know how, skills and abilities have to be identified. Policy development is broken down into different steps, following the different steps in policy development, each step showing a different end result. Ø Advice, which can range from factual information, to interpretation and to recommending changes in current policies and programs SCOPE It is quite common for policy officers to have only a small difference in their responsibilities, while the difference between more junior and more senior levels is based on the scope of the job. It is important to identify the difference in scope between the different levels, in order to communicate to the incumbents what is expected from them and what they have to do to go to the next level (if jobs are available). It is also important as a basis to differentiate on job size.

09/12/01

Policy Officers - 2

GNWT Job Models

Typical elements for differentiation are: Elements Supervision provided to the job Breadth

New policies or reengineering? Complexity?

Number of projects in different stages of development

Questions and Comments Is the position working under close supervision or under general supervision? Is the position covering a specific policy segment or covering all policy segments within the department? It is important to realize that for some departments, the full scope will be larger than for other departments. The impact of new policies and the level of creativity needed (and therefore also know how and experience) is larger than for reengineering current policies. What is the complexity of policy development in terms of: Ø Number of stakeholders involved? Ø Political impact of policy development? Ø Community impact? Ø Time lines (short versus long term solutions)? Ø Financial impact? The higher the impact and depending on multi stakeholder involvement, normally a more senior level will be responsible for the development. Sometimes the number can be used as an indicator for the complexity in the job; the necessity of "overviewing" different projects in different stages.

In the following table we tried to identify some typical qualifications for the different job levels as indicators for describing scope levels. It is not necessary that the levels differentiate for each qualification. Entry Level

Full Qualified Level

Seasoned Level

Senior

Expert

Supervision provided to the job

Very Close

Close

At milestones

Global

Global

Breadth

Small

Small

Different areas

Most or all areas

All areas and expert level in one or more areas

New Policies or reengineering

Reengineeri ng

Reengineering

New

New

New

Complexity

Low

Low

Moderate

High

High

Number of projects in different stages of development

09/12/01

Policy Officers - 3

GNWT Job Models

KNOWLEDGE, SKILLS AND ABILITIES For policy officers, based on the scope of their projects and advice, we normally see a growing level of experience as being relevant for the job. As the scope of policy development increases with the seniority of the policy officer, normally relevant know how is built based on former project experience or work experience in other positions in the department, which allows the incumbent to familiarize with relevant issues, programs, needs, stakeholders, procedures, etc. Although there is formal education and training available on policy development, seniority actually comes with experience. Preferably this experience is not expressed in years, but in terms of successful completion of projects earlier in the career or similar experience elsewhere. Proven performance is probably (after the two first levels of policy officer) the best indicator for success at the next level of policy officer.

09/12/01

Policy Officers - 4

GNWT Job Models

Policy Officer - Entry Level

General Characteristics An entry-level position. Performs assignments that are low in complexity and receives very close supervision and guidance. Focus is on data gathering and reengineering already existing policies. Performs assignments in support of higher-level policy developers and provides information to the field. Knowledge of the fundamental principles in a specific field is required. Representative Activities 1. Gathers data, analyzes and interprets provincial policies. 2. Supports more seasoned policy officers in developing design criteria and identifying policy options. 3. Supports more seasoned policy officers in their presentation to and discussion with relevant stakeholders. 4. Provides information to relevant stakeholders, once the policy is approved. 5. Manages parts of projects that focus on re-engineering existing policies and contributes to projects that focus on developing new policies that go to Cabinet and Legislative Assembly for approval. 6. Supports departmental management by developing briefing material.

09/12/01

Policy Officers - 5

GNWT Job Models

Job Evaluation Rationale Know-How

E-I2

175

First job level for Policy Officers. Although interacting with others inside and outside the department, the job focuses on data, and is positioned such that it does not require the highest level of interpersonal skills. Problem Solving

D3(29%)

50

Limited latitude to decide what and how results are achieved. Accountability

D-1C

50

Findings and advice are subject to well-defined practices and procedures as well as supervisory review. Short Profile

0

Advisory, consultative role. Total without Working Conditions

09/12/01

Policy Officers - 6

275

GNWT Job Models

Policy Officer - Full Qualified

General Characteristics The first full working level. Performs assignments that are low in complexity and receives close supervision and guidance. The focus is on data gathering and reengineering already existing policies. Also performs assignments in support of higher level policy developers and provides information to the field. Knowledge of the fundamental principles in a specific field is required. Knowledge is augmented by work experience. Representative Activities 1. Gathers data, analyzes and interprets provincial policies. 2. Supports more seasoned policy officers in their presentation to, and discussion with, relevant stakeholders. 3. Provides information to relevant stakeholders, once the policy is approved. 4. Manages projects that focus on re-engineering existing policies and contributes to projects that focus on developing new policies that go to Cabinet and Legislative Assembly for approval. 5. Supports departmental management by developing briefing material.

09/12/01

Policy Officers - 7

GNWT Job Models

Job Evaluation Rationale Know-How

EI2

200

Full qualified level. Although interacting with others inside and outside the department, the job focuses on data and is positioned such that it does not require the highest level of interpersonal skills. Problem Solving

D3(33%)

66

Limited latitude to consider developing new policies, procedures or change existing practices. Accountability

D1+C

66

Findings and advice are subject to defined practices and procedures as well as supervisory review. Short Profile

0

Advisory, consultative role. Total without Working Conditions

09/12/01

Policy Officers - 8

332

GNWT Job Models

Policy Officer - Seasoned

General Characteristics A seasoned position. Performs assignments with moderate complexity. Supervision is provided at milestones. Typically covers one area of expertise or different policy areas as a generalist and spends a significant amount of time on analysis and developing new policies. Knowledge of the fundamental principles in a specific field is required. Knowledge is augmented by significant work experience. Representative Activities 1. Monitors developments (political, economic, and sociologic). 2. Evaluates programs (including effectiveness and efficiency) and reviews emerging needs with stakeholder involvement. 3. Develops design criteria and identify policy options. 4. Manages projects that focus on re-engineering existing policies and contribute to projects that focus on developing new policies that go to Cabinet and Legislative Assembly for approval. 5. Coordinates policy development and implementation within and across departments to ensure consistency of interpretation. 6. Presents and discusses policy development with relevant stakeholders at different stages of policy development. 7. Supports departmental management by developing briefing material.

09/12/01

Policy Officers - 9

GNWT Job Models

Job Evaluation Rationale Know-How

E+I2

230

Deep knowledge of one subject or broad knowledge of many subjects. High level of interaction with stakeholders, less focus on data. Problem Solving

E3(38%)

87

Latitude to consider if new practices and procedures have to be developed within current policies. Environment is relatively broadly defined. Accountability

D+2C

87

Contributes to results that impact a Department through broad practices and procedures. Results are subject to supervisory review. Short Profile

0

Advisory, consultative role. Total without Working Conditions

09/12/01

Policy Officers - 10

404

GNWT Job Models

Policy Officer - Senior

General Characteristics A senior position. Performs assignments with high complexity. Supervision is provided at milestones and only global. Typically covers one or two areas of expertise or different policy areas as a generalist and spends a significant amount of time on analysis and developing new policies. Knowledge of the fundamental principles in a specific field is required. Knowledge is augmented by significant work experience (7-9 years). Well recognized for specialized knowledge. Representative Activities 1. Strategic and business planning. 2. Analyzes to influence federal policies and policies in other jurisdictions and to determine the impact on other departments. 3. Monitors developments (political, economic, and sociologic). 4. Evaluates programs (including effectiveness and efficiency) and reviews emerging needs with stakeholder involvement. 5. Identifies priorities for policy changes. 6. Develops design criteria and identifies policy options. 7. Primarily manages projects that focus on developing new policies that go to Cabinet and Legislative Assembly for approval. 8. Coordinates policy development and implementation within and across departments to ensure consistency of interpretation. 9. Presents and discusses policy development to relevant stakeholders in different stages of policy development. 10. Supports the Minister (or Liquor Board or Board of WCB) by giving advice, developing briefing books, draft notes, etc.

09/12/01

Policy Officers - 11

GNWT Job Models

Job Evaluation Rationale Know-How

E+I3

264

Has broad experience and covers more than one field of expertise. Responsible for managing projects that focus on development of new policies. Problem Solving

E3(38%)

100

Latitude to consider if new practices and procedures have to be developed within current policies. Environment is broadly defined. Accountability

E-2C

100

Contributes to departmental planning through broad practices and managerial direction. Short Profile

0

Advisory, consultative role. Total without Working Conditions

09/12/01

Policy Officers - 12

464

GNWT Job Models

Policy Officer - Expert

General Characteristics An expert position. Performs assignments with high complexity. Supervision is provided at milestones and only global. Typically covers most or all relevant areas of expertise and spends a significant amount of time on developing new policies and influencing stakeholders. Knowledge of the fundamental principles in a specific field is required. Knowledge is augmented by significant work experience (7-9 years). Seen as an expert in its field and a recognized authority. Representative Activities 1. Strategic and business planning. 2. Influences federal policies and policies in other jurisdictions and analyze their impact on other departments. 3. Monitors developments (political, economic, and sociologic). 4. Evaluates Programs (including effectiveness and efficiency) and reviews emerging needs with stakeholder involvement. 5. Identifies priorities for policy changes. 6. Develops design criteria and identifies policy options. 7. Primarily manages projects that focus on developing new policies that go to Cabinet and Legislative Assembly for approval. 8. Coordinates policy development and implementation within and across departments to ensure consistency of interpretation. 9. Presents and discusses policy development to relevant stakeholders in different stages of policy development. 10. Drafts legislative instructions and/or reviews draft legislation. 11. Supports the Minister (or Liquor Board or Board of WCB) by giving advice, developing briefing books, draft notes, etc. 12. Participates in federal/provincial/territorial discussions.

09/12/01

Policy Officers - 13

GNWT Job Models

Job Evaluation Rationale Know-How

FI3

304

Know-How reflects the expert level for a Policy Officer or a generalist with in depth knowledge in different fields. Problem Solving

E4(43%)

132

Strategic thinking is core for this level. Identifies and resolves issues that are often nonconforming and without clear precedent. Accountability

E3C

152

Contributes to results that impact across Departments and may affect a significant portion of the northern population. Short Profile

+1

Advisory, consultative role, directing role in implementation (project management). Total without Working Conditions

09/12/01

Policy Officers - 14

588

GNWT Job Models

Project Leader

General Characteristics An expert position. Performs assignments with high complexity. Supervision is provided at milestones and only global. Typically covers most or all relevant areas of expertise and spends a significant amount of time on developing new policies. Operates as project manager for complex assignments, bringing expertise together from different departments and dealing with multiple stakeholders. Knowledge of the fundamental principles in a specific field is required. Knowledge is augmented by significant work experience (10 years and more). Seen as an expert in its field and a recognized authority. Representative Activities 1. Strategic and business planning. 2. Gathers data, analyzes and influences federal policies and policies in other jurisdictions and analyzes the impact on other departments. 3. Monitors developments (political, economic, and sociologic). 4. Evaluates programs (including effectiveness and efficiency) and reviews emerging needs with stakeholder involvement. 5. Identifies priorities for policy changes. 6. Develops design criteria and identifies policy options. 7. Manages multidisciplinary projects with government wide impact: manages projects which focus on developing new policies that go to Cabinet and Legislative Assembly for approval. 8. Coordinates policy development and implementation within and across departments to ensure consistency of interpretation. 9. Presents and discusses policy development to relevant stakeholders in different stages of policy development. 10. Drafts legislative instructions and/or reviews draft legislation. 11. Supports the Minister (or Liquor Board or Board of WCB) by giving advice, developing briefing books, draft notes, etc. 12. Participates in federal/provincial/territorial discussions.

09/12/01

Policy Officers - 15

GNWT Job Models

Job Evaluation Rationale Know-How

FI+3

350

Know-How reflects the expert level for a Policy Officer or a generalist with in depth knowledge in different fields. Complexity and Scope require managing multiple functions, stakeholders and interests. Problem Solving

E4(43%)

152

Strategic thinking is core for this level. Identifies and resolves issues that are often nonconforming and without clear precedent. Accountability

E3+C

175

Contributes to results that impact across Departments and may affect a significant portion of the northern population. Managerial direction outside of broad practices and functional precedents. Short Profile

+1

Advisory, consultative role, directing role in implementation (project management). Total without Working Conditions

09/12/01

Policy Officers - 16

677

GNWT Job Models

RECORDS AND LIBRARY

Fully Qualified Archivist

General Characteristics: This position appraises, arranges and describes archival collections. This requires extensive research and analysis of archival collections, analyzing complex inquiries and providing expert consultation. The position maintains the Information System of the NWT Archives. The position also provides reference and research services to the public and the private sector. The position requires working knowledge in the area of archival or information management. This is usually acquired through the completion of a Master’s Degree in Information Management or Archival Studies plus at least two to three years of progressive experience in the field. Requires in-depth knowledge of relevant federal, territorial and provincial legislation, and the public service structure and the operations of the GNWT. The incumbent will possess a thorough understanding of archival management practices and principles. The incumbent will also have in-depth knowledge of issues relating to the management of electronic information. The position also requires good communication, planning, training and development skills and the ability to interpret legislation.

Representative Activities: 1. Preparing archival finding aids and Guides to Holdings based on Canadian standards – Rules for Archival Description (RAD). 2. Conducting archival appraisals for the GNWT and the private sector. 3. Appraising, arranging and describing archival collections. 4. Implementing acquisition strategies. 5. Identifying records that require conservation treatment. 6. Researching and preparing exhibits of archival collections. Job Evaluation Rationale Know-How

E12

200

The Job Holder will require a specialized knowledge of and skills in the area of archival sciences and will need to understand the positions role within the Department as well as the positions impact on the Government of the NWT and the NWT as a whole. The Job Holder will be required to communicate and inform stakeholders of archival processes; interpret relevant legislation, guidelines and regulations for staff, and the public; and, train or develop users on archival processes. Problem Solving E3(33%) 66 The Job Holder will be required to solve problems based on his/her knowledge of diversified archival procedures and precedents where assistance is available, within varied work procedures, from senior staff. Accountability D-2C 66 The Job Holder Contributes to integrity of archival collection as part of a team. S/he has the Latitude to choose proper course of action from within varied work procedures. Work may be subject to supervisory review. Short Profile =

Total without working conditions

332

Territorial Librarian

General Characteristics: The recognized expert in the field, the Territorial Librarian focuses primarily on the provision of library services across the Northwest Territories and collections management. Coordinates the operation of all community based libraries; plans, directs and coordinates library service delivery; and develops library services programs throughout the Northwest Territories. As the senior librarian position in the public sector, the Territorial Librarian requires expert knowledge in the area of Library Management. This is usually acquired through the completion of a Master’s Degree in Library Science plus at least seven years of progressive experience in the management of libraries and the provision of library services. The position requires an integral knowledge of inter and intra jurisdictional relationships; library theory and practice; and territorial, federal and provincial legislation. Requires knowledge of public relations and a familiarity with northern social-demographics. Requires specialized knowledge of library and information management policies, procedures, practices and theory. Representative Activities: 1. Facilitating the development and delivery of NWT library programs and services. 2. Coordinating the monitoring, evaluation and updating of library programs and strategies. 3. Facilitating the development of policies, procedures, standards and guidelines for NWT Library Services. 4. Maintaining effective contact with clients, customers and suppliers. 5. Proving functional support to local Library Boards. 6. Reviewing and evaluating current legislation, regulations and policies. 7. Coordinating the preparation of needs assessment studies. 8. Developing and maintaining effective relations with communities, industry, aboriginal groups and the public. 9. Providing management consultation to community and school libraries. 10. Coordinating the provision of training programs for library staff. 11. Exercising administrative, budgetary, and supervisory controls to ensure the effective operation of the NWT Library System. 12. Monitors and implements legislative trends and new technologies. 13. Strategic planning. Job Evaluation Rationale Know-How F13 304 The Job Holder must possess an expert knowledge of Library Sciences in order to provide a variety of library services throughout the entire NWT. The Job Holder must be aware of his/her role within the GNWT and the NWT as a whole and s/he must be able to convince communities to take advantage of programs and services (ie: literacy) available through the Territorial Librarian. The Job Holder contributes at the organizational level. Problem Solving E4(43%) 132 Strategic thinking is key for this level. The Job Holder identifies and resolves issues that are often nonconforming and without clear precedent. Accountability D+2P 152 The Job Holder is primarily accountable to the work of a small number of employees and for the library holdings (collection) within the NWT. In addition, the Job Holder contributes to overall organizational results where s/he is subject to broad practices, procedures and to managerial direction Short Profile +1 Advisory, consultative role. In addition: directing role in implementation Total without working conditions 588

Departmental Records Coordinator General Characteristics: This is the senior departmental records position. The primary purpose is to ensure that the department’s recorded information is managed in accordance with all relevant federal, provincial and territorial legislation, and departmental and GNWT policies, procedures, standards and guidelines. The position develops departmental policies and procedures for managing the department’s recorded information. The position provides training, advice and assistance to departmental employees. It will coordinate activities related to the implementation and maintenance of departmental records management systems. The ability to interpret and apply relative legislation and policies is required. As the senior records position within a department, the position requires working knowledge in the area of records or information management. This is typically obtained through completion of a Master’s degree in Records or Information Management plus three years of progressive experience or a recognized 2 year post-secondary program in records management and four to five years of progressive experience. The position requires an in-depth knowledge of public service operations. The incumbent will possess a thorough understanding of records management practices and principles. The position also requires good communication, planning, training and development skills. Representative Activities: 1. Conducts records management audits within the department and prepares recommendations for changes in business practice. 2. Prepares records for transfer to a record center and for disposition. 3. Authorizes the disposition of departmental records. 4. Prepares disposition recommendations/authorizations for GNWT Records Management. 5. Ensures compliance with GNWT standards, guidelines and legislation. 6. Develops and implement records classification and retention schedules. 7. Maintains database for the management of recorded information. 8. Provides advise, assistance and training to departmental management and staff. 9. Develops department specific procedures, guidelines and training materials. 10. Coordinates the implementation of iRIMS, the GNWT's electronic documents and records management tracking system within the department. 11. Processes requests received under the Access to Information and Protection Act (ATIPP). 12. Receives, analyses and processes ATIPP requests in accordance with current legislation and procedures. 13. Makes recommendations about ATIPP to Senior Management. Job Evaluation Rationale Know-How E12 200 The Job Holder will be required to apply a specialized knowledge of in the area of records management and must be aware of the impact of records management on his/her department and to some degree the entire GNWT. The Job holder must be able to communicate and inform employees of records management processes and effectively implement relevant guidelines, regulations and policy. At times, the Job Holder will be required to train and develop staff on records management processes. Problem Solving E3(33%) 66 Work challenges are resolved based on diversified procedures and precedents. When faced with unique problems the Job Holder may discuss and get direction from a technical expert (ie: central records experts). Accountability DMP 66 The Job Holder contributes to the successful records management within a Department and is primarily accountable for the his/her own work on individual files. Advice is subject to defined records management practices and procedures as well as supervisory review.

Short Profile Process oriented Total without working conditions

0 332

General Characteristics:

Fully Qualified Records Analyst (Central Agency)

Provides advice, assistance and training to GNWT departments, boards and agencies to manage their recorded information in accordance with relevant legislation, procedures, standards and guidelines. Assists departments, boards and agencies to develop strategic plans to manage their recorded information. Authorizes the transfer of records into records centers and reviews and authorizes the physical disposition of all government records. Develops records classification and retention schedules for the GNWT. Ensures that government records centers operate efficiently and that records security and confidentiality is maintained. The position requires working knowledge in the area of records or information management. This is typically obtained through completion of a Master’s degree in Records or Information Management plus two to three years of progressive experience or a recognized 2 year post- secondary program in records management and four years of progressive experience. The incumbent will possess a thorough understanding of records management practices and principles. The incumbent will also have in-depth knowledge of issues relating to the management of electronic information. The position also requires good communication, planning, training and development skills and the ability to interpret legislation.

Representative Activities: 1. 2. 3. 4. 5.

Reviews requests for, and authorizes, disposition of all government records. Reviews and prepares recommendations on disposition of GNWT records. Facilitates disposition of all GNWT records and maintains audit trail. Assists departments, boards and agencies to develop records classification and retention schedules. Assists GNWT departments, boards and agencies to implement and use the GNWT's electronic document management and records tracking system (iRIMS). 6. Reviews and authorizes the transfer of records to government records centers. 7. Maintains inventory of holdings of government records centers and conducts annual audits of the centers. 8. Delivers records management training across the GNWT. Job Evaluation Rationale Know-How E12 200 The Job Holder is recognized as a government wide specialist on records management. S/he must be aware of the importance of effective records management at a governmental level and his/her role within government wide records management. The Job Holder will be required to communicate and inform departmental employees on effective records management processes and assist in the implementation of relevant guidelines, regulations and policies. In addition, the Job Holder will be required to train and develop a variety of staff on effective records management processes. Problem Solving E3(33%) 66 Work challenges are resolved based on diversified procedures and precedents. When faced with unique problems the Job Holder may discuss and get direction from a senior central records staff. Accountability D-2C 66 The Job Holder contributes to the successful records management throughout the GNWT. Advice is subject to defined records management practices and procedures as well as supervisory review. Short Profile 0 Process oriented Total without working conditions 332

Territorial Records Manager / Territorial Archivist General Characteristics: A recognized expert in the field of records and/or archival management, the position plans, controls, directs, and coordinates the management of recorded and/or archival information within the public service territory wide. The position is responsible for strategic planning, the classification, retention and disposition of government records and the preservation of archival records to ensure compliance with all relevant federal, provincial and territorial legislation. The incumbent acquires, preserves and makes available records from individuals and organizations in the Northwest Territories. The position manages the operation of archival facilities and government records centers. Facilitates the processing of requests received under the Access to Information and Privacy Act for archival records and records ready for disposition. As the senior records or archival position in the public sector, the position requires expert knowledge in the area of Records, Archival of Information Management. This is acquired through the completion of a Master’s degree in Records/Information Management or Archival Studies plus at least seven years progressive experience in the management of archives or records management programs and the provision of records and archival services. Requires integral knowledge of inter and intra jurisdictional relationships. Requires in-depth knowledge of territorial, federal and provincial legislation and the public service structure and operations of the GNWT. The incumbent will also have in-depth knowledge of issues relating to the management of electronic information. Representative Activities: 1. Manages the long-term preservation of public and private records. 2. Coordinates the development of policy, procedures, standards and guidelines for the management of archival records and the GNWT’s recorded information. 3. Facilitates the development and delivery of training programs. 4. Promotes management of records across the GNWT and the Northwest Territories. 5. Manages the disposition of government and private records. 6. Manages government records centers and archival facilities. 7. Facilitates the provision of advice, assistance and training to departments, boards and agencies. 8. Monitors legislative trends. 9. Coordinates the review of new technologies and recommends changes to business practices. 10. Maintains and controls assigned budgets. 11. Facilitates the security and confidentiality of archival records and records in records centers. 12. Manages the development of records retention and disposition schedules for departments, boards and agencies. 13. Acquires private records from individuals and organizations throughout the NWT. 14. Represents the NWT on inter-jurisdictional records and archival committees. Job Evaluation Rationale Know-How F13 304 The Job Holder is the recognized GNWT wide expert in Records Management/Archival Sciences and must be aware of his/her role in the application of records/archival management throughout the entire GNWT. The Job Holder will be required to train staff and managers in the importance of records/archival management and participate on national boards on behalf of the GNWT. Contributes at the organizational level. Problem Solving E4(43%) 132 Strategic thinking is key for this level. The Job Holder often identifies and resolves issues that are often non-conforming and without clear precedent. Accountability D+2P 152 The Job holder is directly accountable for the work of a small number of employees as well as primarily accountable for a collection of archival or records material within the GNWT. In addition, the Job Holder contributes to overall organizational records/archival management results. The Job Holder is subject to broad practices, procedures and to managerial direction (Director level or higher).

Short Profile +1 Advisory, consultative role. In addition: directing role in implementation Total without working conditions

588

15.

Seasoned Archivist / Seasoned Records Analyst (Central)

General Characteristics: Coordinates the provision of advice, assistance and training on the management of recorded/archival information throughout the GNWT. Ensures recorded information and archival holdings of the Government of the Northwest Territories are managed according to all relevant federal, provincial and territorial legislation and professional standards. Assists departments, boards and agencies to develop strategic plans to manage their recorded information. Processes requests received under the Access to Information and Protection of Privacy Act (ATIPP) for archival records and records ready for disposition. The position requires expert knowledge in the area of records, archival or information management. This is usually acquired through the completion of a Master’s degree in Records/Information Management or Archival Studies plus at least four to five years of progressive experience in the field. Possesses thorough knowledge of relevant federal and territorial legislation (e.g. Access to Information and Protection of Privacy, Archives Act, and Copyright Legislation). The incumbent will also have in-depth knowledge of issues relating to the management of electronic information. Requires in-depth knowledge of the public service structure and the operations of the GNWT. Representative Activities: 1. Provides advice and assistance, and develops and delivers training, to departments, boards and agencies. 2. Manages the holdings of the NWT Archives or GNWT records centers and develops collection management strategies. 3. Develops and maintains the Information Management System of the NWT Archives. (Senior Archivist). 4. Coordinates the implementation and maintenance of the GNWT’s electronic document management and records management tracking system, iRIMS. (Senior Records Analyst). 5. Provides research and public relation’s services. 6. Develops procedures, standards, guidelines and, manuals; and develops records classification and retention systems for departments, boards and agencies. 7. Promotes management of records across the GNWT and the Northwest Territories. 8. Reviews new technologies and recommends changes to business practices. 9. Analyses and develops effective methods of arrangement and description. 10. Supervises staff. Job Evaluation Rationale Know-How E+12 230 The Job holder is a specialist in the area of records management/archival sciences. As a result, the Job Holder will be required to communicate and inform employees, management and the public on records management (possibly ATTIP requests as well)/archives processes and implement relevant guidelines, regulations and policies. The Job Holder must be aware of the impact his/her position will have on other positions within the Department as well as the Government as a whole. The Job Holder is also responsible for training and developing junior staff on records management/archival processes. Problem Solving E3(38%) 87 Work challenges are resolved within the parameters of broad practice and defined records/archival management procedures. The Job holder is often required to search for solutions within a general framework of policy and/or legislation. Accountability D+2C 87 The Job Holder has latitude to choose appropriate courses of action although generally, findings and advice are subject to accepted practices and regulations. Broad issues are subject to management review.

Short Profile Advisory, consultative role Total without working conditions

0 404

Library Technician General Characteristics: Assists users and provides support in accessing departmental library resources and provides reference services for GNWT employees, NWT residents and other users. Catalogues new acquisitions based on established standards and practices. Controls access to library materials within a Department, Board or Agency. Typically requires the completion of a 2-year college library technician program plus one to two years’ experience. This may function as a librarian in a Department, Board or Agency with control over a small library with a limited collection (non-specialized). Representative Activities: 1. Performs manual and on-line reference searches, processes inter-library loans and performs other functions to assist users in accessing materials. 2. Catalogues new library materials under the direction of a librarian. 3. Assists in the acquisition process to acquire materials for a library. 4. Provides inter-library loan services for books and audio visual materials including. 5. Maintains circulation controls on library materials, monitoring overdue materials. 6. Provides training and supervision to casual employees, volunteers or summer students. 7. Provides related clerical and administrative support. Job Evaluation Rationale Know-How D11 132 The Job Holder will be required to apply moderately complex procedures and systems requiring some specialized technical skills in the area of library sciences. The Incumbent should be aware of his/her role within a Department, Board or Agency and must be able to provide information and basic advice is a polite and courteous manner. Problem Solving D2(25%) 33 Work challenges are resolved based on routine procedures and practice. Assistance is readily available for unique problems. Accountability C-1C 33 The Job Holder contributes to the operation of a generalized library within a Department, Board or Agency and works within standardized procedures with supervision of end results Short Profile = Process oriented Total without working conditions 198

Library Clerk General Characteristics: Assists users in accessing library resources and provides reference services for GNWT employees, NWT residents and other users. Assists a Librarian in the cataloguing of new acquisitions based on established standards and practices. Controls access to library materials within a Department, Board or Agency. Typically requires the completion of a 2-year college library technician program plus one or more year of experience. This is typically a clerk position providing assistance and support to a more senior Departmental Librarian. Representative Activities: 1. Performs manual and on-line reference searches, processes inter-library loans and performs other functions to assist users in accessing materials. 2. Assists in the cataloguing of new library materials under the direction of a librarian. 3. Assists in the acquisition process to acquire materials for a library. 4. Maintains circulation controls on library materials, monitoring overdue materials. 5. Provides related clerical and administrative support. Job Evaluation Rationale Know-How D-11 115 The Job Holder will be required to apply moderately complex procedures and systems (some of which may be well defined) requiring some specialized technical skills in the area of library sciences. The Incumbent should be aware of his/her role within a Department, Board or Agency and must be able to provide information and basic advice is a polite and courteous manner. Problem Solving C2(22%) 25 Work challenges are resolved based on established procedures and practice. A librarian is usually available to help with unusual problems. Accountability C-1C 33 The Job Holder contributes to the operation of a generalized library within a Department, Board or Agency and works within standardized procedures with supervision of end results Short Profile +1 Strong process oriented Total without working conditions 173

Archival Technician

General Characteristics: Assists users in accessing archival resources and provides reference services for GNWT employees, NWT residents and other users. Assists archivists in cataloguing new acquisitions. Controls access to library and archival materials. Drafts and finalizes finding aids for simple collections within the archival collection. Typically requires the completion of a 2-year college archival technician program plus one to two years’ experience.

Representative Activities: 1. 2. 3. 4. 5. 6.

Familiarizes researchers with the holdings of the NWT Archives. Provides research and reference services for users using AIMS, the NWT Archives database. Drafts finding aids on individual collections (research, review and analysis) from scratch. Maintains circulation controls on library and archival materials. Arranges and describes small archival collections and prepares finding aids. Processes orders for copies of photographs and sound/video recordings and processes revenue received from public orders. 7. Provides related clerical and administrative support.

Job Evaluation Rationale Know-How D11 132 The Job Holder will be required to apply moderately complex procedures and systems requiring some specialized technical skills in the area of archival sciences (ie: drafting information aids). The Incumbent should be aware of his/her role within a Department and must be able to provide information and basic advice is a polite and courteous manner. Problem Solving D2(25%) 33 Work challenges are resolved based on routine archival procedures and practices. Assistance is readily available for unique problems. Accountability C1C 38 The Job Holder contributes to the operation of the Territorial Archives and works within standardized procedures with supervision of end results Short Profile +1 Strong process oriented Total without working conditions 203

Seasoned Librarian General Characteristics: Develops programs, policies and procedures and collections acquisition strategies. Develops, organizes and maintains library collections and facilitates the provision of reference and advisory services for GWNT employees, NWT residents and other users. This is the most senior library position that provides services to both the public service and the general public. Supervises staff. A well seasoned professional requiring a level of knowledge generally acquired through the completion of a Master’s degree in Library Science plus a minimum of five years progressive experience in collection development and library management within a specialized area (ie: Legal, Medical or Social Sciences fiesls). Requires specialized knowledge in library and information policies, procedures and professional standards. Requires excellent analytical and research skills and supervisory experience.

Representative Activities: 1. Develops collection management and acquisition strategies for library materials in a specialized field. 2. Develops policies and procedures relating to the administration of a specialized Departmental Library. 3. Monitors and evaluates library programs and strategies, and updates them as required. 4. Approves the acquisition of books, periodicals, audio-visual and other materials for inclusion in library collection. 5. Coordinates the preparation, classification and cataloguing of topic specific library materials. 6. Facilitates the development of reading lists, bibliographies, indexes, guides and other finding aids. 7. Develops systems to access library materials throughout the NWT. 8. Provides specialized programs such as the monitoring and circulation of topical information customized to user requirements. 9. Facilitates the provision of reference services. 10. Manages day-to-day operations of a departmental library (administrative, budgetary and supervisory controls). 11. Supervises staff.

Job Evaluation Rationale Know-How E+12 230 The Job Holder requires specialized skills in the area of library sciences. The Job Holder communicates and informs employees, management or public on library collections issues, practice and processes. Develops relevant guidelines, regulation and policy. Coordinates training and development of staff and public on library processes. Seasoned librarians provides services to both the public service and the general public and therefore must understand the job holders role within a department. Problem Solving E3(38%) 87 Work challenges are resolved within the area of known things (library science) and broad objectives. The Job Holder will be required to search for solutions within a general framework of regulations and policies. Accountability D1P 100 The Job Holder is accountable for key end results for a specific departmental library (and for the work of a limited number of staff). The Job Holder will usually be responsible for a specific budget. Broad objectives may be subject to management review (usually at a director level). Short Profile +1 Advisory, consultative role Total without working conditions 417

Fully Qualified Librarian

General Characteristics: Develops, organizes and maintains departmental library collections and provides advisory services for GWNT employees, NWT residents and other users. A fully qualified professional requiring a level of knowledge generally acquired through completion of a Master’s degree in Library Science plus two to three years of progressively responsible experience. Requires working knowledge of library and information management theory and practice, and policies, procedures and professional standards. Excellent research and analytical skills Note: A fully qualified librarian is typically a departmental librarian with a non-specialized library or a librarian who reports to a seasoned librarian.

Representative Activities: 1. Recommends stand alone purchases and acquisition of books, periodicals, audio-visual and other materials for inclusion in the library collection. 2. Classifies and catalogues library materials. 3. Prepares reading lists, bibliographies, indexes, guides and other finding aides. 4. Develops systems to access library materials. 5. Provides specialized programs such as the monitoring and circulation of topical information customized to user requirements. 6. Performs manual and on-line reference searches, makes inter-library loans and performs other functions to assist users to access library materials. 7. Maintains circulation controls on library materials, monitoring overdue materials.

Job Evaluation Rationale Know-How E12 200 The Job Holder will be required to apply specialized skills in the area library sciences to both departmental employees and the public. As a result, the Job Holder must be aware of his/her role within a department. In addition, the Job Holder must communicate and inform employees and public of library collections issues, practices and processes. The Job Holder implements relevant guidelines, regulations and policies as well as trains and develops staff on library management processes. Problem Solving E3(33%) 66 Work challenges are resolved within diversified procedures and precedents. Unique problems may be referred to a supervisor (usually Senior Librarian or Manager). Accountability D1+C 66 Findings and advice are subject to defined library sciences practices and procedures as well as supervisory review. Short Profile +1 Process oriented Total without working conditions 332

RENEWABLE RESOURCE OFFICERS

Renewable Resource Officers Matrix Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family.

Hay Point Range

Job Ladder Position

(without WC) 900-999 800-899 650-799 550-649 450-549 370-449 320-369 270-319 230-269 190-229 160-189 130-159 70-129

December 1, 2002

Renewable Resource Officer III Wildlife Technician III Wildlife Technician II Renewable Resource Officer II Renewable Resource Officer I

Renewable Resource Officers - 1

Page 1 of 12

Renewable Resource Officer I General Characteristics Assists in carrying out programs and projects pertaining to the conservation of wildlife, forest operations and fire management, the utilisation of renewable resources and the protection of the environment. This position requires: ! Working knowledge of the Wildlife Act and Regulations as well as various other legislation and Acts. ! Knowledge of basic renewable resource management philosophy and techniques. ! Written and oral communication skills in English and in cross cultural environments. ! Survival skills and wilderness travel skills. ! Basic financial administration knowledge Representative Activities 1.

Assists in the collection of data on population characteristics of wildlife species. 2. Assists in conducting public education and training in the proper use of renewable resources to strengthen public understanding of the principles and practices. 3. Assists in renewable resource economy development (i.e. trapper training & certification). 4. Assists in enforcing the Acts pertaining to Wildlife, Environmental Protection, Forest Protection, etc. 5. Issues licences and permits. 6. Directing, training and supervising casual staff as required. 7. Participates in the forest fire management program as directed. 8. Assists departmental biologists and other agency researchers to conduct surveys and projects to determine distribution, numbers, productivity, health and habitat of renewable resources for management purposes. 9. Assists in the Inspection and monitoring of existing industrial and commercial facilities, site and projects to ensure compliance with terms and conditions of permits and applicable legislation. 10. Responds to spills of contaminants. 11. Responds to problem wildlife calls (i.e. bears)

December 1, 2002

Renewable Resource Officers - 2

Page 2 of 12

Job Evaluation Rationale Know-How

DI2

152

Advanced skills and knowledge in traditional and non-traditional harvesting practices and living on the land skills in assigned District. This know-how is acquired through oral teaching and example from older more experienced individuals usually community elders who have spent their lifetime in the traditional economy on the land. Understanding of departmental research, management, development and enforcement practices. Strong communication skills to reconcile traditional and non-traditional views on renewable resource management.

Problem Solving

C3- (25%)

38

Delivery of program activities entails application of procedures and practices. On-theland/water situations arising from poor weather, mechanical problems, etc. requires sound judgement and ability to find solutions within procedures and precedents. Unusual problems referred to RROII, RROIII or Manager, Wildlife & Fisheries.

Accountability

C2-C

43

Responsible for delivery of assistance programs directed towards resource management, protection and development activities in the District. Work is supervised daily and or weekly. Co-ordination and facilitation role predominant. Deviation from standard procedures is not encouraged.

Short Profile

+1

Individual contributor that is authorized to make decisions within its field of expertise in an enforcement, regulatory or investigative capacity. These jobs implement programs and activities, including on the land patrols in support of the traditional economy. Their freedom to act is limited by the legal and program framework within which they operate. Total without Working Conditions

December 1, 2002

Renewable Resource Officers - 3

233

Page 3 of 12

Wildlife Technician II General Characteristics Assists the Regional Wildlife Biologist in conducting studies on assigned species, conducting laboratory analysis of specimens, collecting data and assisting in both data analysis and writing internal reports and technical publications. This position requires: ! Specialised knowledge of biology, wildlife ecology, population dynamics and wildlife habitat studies. ! Solid knowledge of and ability to apply experimental design and statistical analysis. ! Knowledge of wildlife laboratory techniques including diet analysis, histology, and necropsy procedures. ! Knowledge of current methods of data tabulation, analysis, presentation and computer applications. ! Broad experience with survival skills and abilities in living on the land activities including, mobile equipment operation and repair, camping, navigation and wilderness survival. Ability to work under harsh field conditions. ! Understanding of traditional knowledge and culture, as well as western scientific principles, conservation and resource development issues. ! Ability to interact and work with wildlife users and HTO's. ! Ability to communicate research information through written and oral means to various audiences regularly. ! Skills with the safe use of firearms, including eligibility for a Firearms Acquisition Certificate. ! Valid Driver’s License. ! These knowledge, skills and abilities are usually acquired through a college technical diploma in a renewable resource program and two to three years of related field experience. Representative Activities ! Collects data on abundance, reproduction, behaviour, mortality, harvest, range inventory, habitat use, development impacts, and health of wildlife as a basis for management programs. ! Conducts laboratory analysis of biological specimens and tabulates results for interpretation. ! Assists in writing wildlife management study reports and publications for technical reports and journals. Prepares written and oral presentations for various audiences. ! Assists in designing and implementing wildlife management studies to provide information for management programs.

December 1, 2002

Renewable Resource Officers - 4

Page 4 of 12

Job Evaluation Rationale Know-How E12 200 CKH: Applies knowledge of theory and principles in standard field sampling and laboratory methods and techniques. Selection of the method or technique requires use of judgement in determining appropriate alternatives. Skill in field sampling and laboratory analysis required. MKH: Provides technical field and laboratory support to biologists in executing various research projects. HR: Provides support to the biologist during consultation processes with regional, community and stakeholder groups. Explains information to field staff and to the public in selected areas. Problem Solving D3+(33%) 66 Performs work that involves selection from scientific principles for field data collection and laboratory analysis leading to solutions to problems. The need to collect various samples is a given. How to collect them in a given situation requires choosing a solution from a group of collection methods. Dealing with sedation procedures present unique problems estimating animal weight on an individual basis. Incorrect estimates threaten the animal and handlers’ safety. Accountability D-2C 66 Decision during field operations including prioritising areas to be surveyed, camp set up location, operations and maintenance. Problems are referred to supervisor but may require solution in absence of supervisor during field duty. Clientele are stakeholders including the public and department staff affected by research undertaken. Short Profile

0

Balance profile for advisory/consultative role with implementation. Total Without Working Conditions

December 1, 2002

Renewable Resource Officers - 5

332

Page 5 of 12

Renewable Resource Officer II General Characteristics Administers programs and projects focused on the management and conservation of renewable resources, the protection of the environment and the public and support to the renewable resource industry of the Region. The position is responsible for the enforcement of relevant acts and departmental policies, programs and regulations. This position requires: ! Knowledge of Forest Management ! Knowledge of management of local wildlife species and their habitat. ! Knowledge of methods of deterring problem wildlife and methods of keeping wildlife from becoming a problem. ! Good knowledge of Acts and Regulations pertaining to wildlife, fisheries, environment, game exports and migratory birds. ! Ability to use equipment and supplies required for enforcement. ! Skills with outdoor activities, mobile equipment, camping, navigation and wilderness survival. ! Supervisory skills. ! Computer skills. ! Ability to communicate in English through written and oral presentations and personal interactions to a wide variety of audiences, including HQ, Regional and community staff, hunters' and trappers' organisations, resource user groups and the general public. ! Ability to work and problem solve with a minimum level of supervision. ! Skills with the safe use of firearms, including a Firearms Acquisition Certificate. ! Valid Driver’s License. ! These knowledge, skills and abilities are usually acquired through a diploma in a resource technical program and one to two years of related experience. Representative Activities 1. 2. 3. 4. 5. 6.

Enforces Territorial and Federal Acts and Regulations pertaining to Forest Management, Wildlife, Environmental Protection and Parks & Tourism. Issues licenses and permits to the general public and submits revenue and returns to the regional office. Assists in the organisation, development and maintenance of the regional councils and local Hunters' & Trappers' Organisations. Implements and assists with the administration of departmental assistance programs. Issues burning permits after carrying out site inspections. Ensures regular inspections and testing of fire fighting equipment.

December 1, 2002

Renewable Resource Officers - 6

Page 6 of 12

7. 8.

9.

10.

11. 12. 13. 14. 15. 16. 17. 18. 19.

Directs forest fire suppression activities. Assists in other forest management activities such as timber cruising, scaling harvested timber, and identifies areas of potential forest resource development. Assists departmental biologists and other agency researchers to conduct surveys and projects to determine distribution, numbers, productivity, health and habitat of renewable resources for management purposes. Inspects and monitors existing industrial and commercial facilities, site and projects to ensure compliance with terms and conditions of permits and applicable legislation. Responds to spills of contaminants. Conducts public education. Maintains the administrative systems of the Regional office (record keeping, report writing, issuing licences, etc). Conducts enforcement patrols. Provides direction to the Renewable Resource Officer I and to seasonal casual staff. Assists persons in the maintenance of a renewable resource based lifestyle. Enhances public safety in dealing with problem wildlife. Protection of the environment by being the lead officer on spill control emergencies. Assists in and presents public education programs.

December 1, 2002

Renewable Resource Officers - 7

Page 7 of 12

Job Evaluation Rationale Know-How

E-I2

175

Specialized technical knowledge necessary for the delivery of resource management programs; undertaking renewable resource management and enforcement activities; environmental monitoring, protection and integration initiatives; forest and fire management projects; and the associated supervision of permanent, seasonal and casual personnel; management of fixed and mobile assets. Knowledge of supervisory skills and departmental administrative procedures are required.

Problem Solving

D3+(33%)

57

High level of understanding of resource based activities in the District. Solutions to problems are generally covered by clear but diversified functional rules, procedures and guidelines. Field problems such as control of fire, response to problem wildlife, discretion in compliance issues are handled in isolation and require problem analysis and solution which may require a search for solution within an area of known experience. Unusual problems referred to RROIII or Manager, Wildlife & Fisheries.

Accountability

D2-C

66

Responsible for delivery of programs directed towards resource management, protection and development activities in the District. Incumbent is accountable for decisions made in the field involving public safety, and the expenditure of large dollar amounts. Co-ordination and facilitation role predominant with occasional requirement to make final decisions (i.e.: compliance, problem wildlife and forest fire activities). Results affect the department’s client base, the public, with respect to program service and public safety.

Short Profile

+1

profile for advisory/consultative role with implementation

Total without Working Conditions

December 1, 2002

Renewable Resource Officers - 8

298

Page 8 of 12

Wildlife Technician III General Characteristics Researches the health, abundance and diversity of designated wildlife species to provide information and recommendations required for making wildlife management and land use decisions, in accordance with GNWT Acts, regulations, policies and departmental procedures. Communicates information in written and oral form to various groups. This position requires: ! Specialised knowledge of wildlife management theory and practice, particularly wildlife conservation biology. ! Extensive knowledge of experimental design and statistical analysis. ! Extensive knowledge of wildlife laboratory techniques including diet analysis, histology, and necropsy procedures. ! Extensive knowledge of current methods of data tabulation, analysis, presentation and computer applications. ! Extensive skills and abilities with outdoor activities, mobile equipment, camping, navigation and wilderness survival. ! Ability to work under harsh field conditions. ! Broad understanding of traditional knowledge and culture, as well as western scientific principles, as well as conservation and resource development issues. ! Ability to communicate convincingly in English through written and oral presentations and personal interactions to a wide variety of audiences, including HQ, Regional and community staff, hunters' and trappers' organisations, co-management boards, other non-government organisations and the general public. ! Ability to manage projects, budgets and casual/contract staff. ! Ability to work and problem solve with a minimum level of supervision. ! Skills with the safe use of firearms, including eligibility for a Firearms Acquisition Certificate. ! Valid Driver’s License. ! These knowledge, skills and abilities are usually acquired through a degree granting program (BSc.) in Biology, Zoology, Wildlife Biology, or Environmental Science and three to five years of related field experience. Representative Activities 1. Collects biological data to support research, analysis and recommendations required for wildlife management decisions. 2. Conducts laboratory analysis of biological specimens. 3. Prepares and presents management study reports and scientific publications for consideration by management agencies, the scientific community, and the public. December 1, 2002

Renewable Resource Officers - 9

Page 9 of 12

4. Prepares and administers budgets including spending authority up to $5,000. 5. Maintains equipment required for research projects. Job Evaluation Rationale Know-How E+I2 230 CKH: Applies knowledge of theory and principles in preparing components of research projects, field sampling, and laboratory methods and techniques. Requires knowledge to perform specific research components of a larger project directed by a senior biologist. Provides support in consultation with regional, community and stakeholder groups. MKH: Provides technical field and laboratory support to biologists in developing and carrying out research projects. Has the ability to carry out complex research tasks that must be done with an understanding of how they relate to the work of the senior biologist. HR: Provides support to the senior biologist. Must have the ability to communicate convincingly in a technical environment orally and in written form and orally in a community setting. This is critical to gaining the understanding of community leaders, public boards charged with renewable resource management. Problem Solving E3+(38%) 87 Uses scientific principles to select standard methods and techniques in conducting research developed by the incumbent. Performs work that involves conventional types of plans, surveys, etc., with a few complex features for which no precedent may exist. Field sampling and laboratory analysis requires continuous cycles of problem solving. Dealing with live animals requires incumbent to estimate weight in order to sedate animal before sampling. Safety of the animal and of handlers is at risk if problem not solved correctly. Accountability D+2c 87 Decisions during field operations including personnel deployment, aircraft scheduling, camp operations and maintenance. Undertakes specific components of studies involving independent decision making (i.e. aerial surveys). Accountable for the results of planned research including animal safety, field sampling and laboratory analysis that can involve large sums of money. If results are flawed expenditures of time and money and animal health may be for no reason. Supervises less qualified technicians who assist in specific assignments. Clientele are communities and stakeholders affected by research undertaken. Short Profile 0 Profile - advisory/consultative role with strong implementation. Total without Working Conditions

December 1, 2001

Renewable Resource Officers - 10

404

Page 10 of 12

Renewable Resource Officer III General Characteristics Initiates, administers and carries out approved programs and projects pertaining to the conservation and management of renewable resource, the protection of the environment, forest operations, fire management and the development of the renewable resource economy in assigned areas of the NWT in accordance with Acts and Regulations. This position requires: ! Extensive knowledge of the Territorial and Federal Acts and Regulations. ! Extensive working knowledge of renewable resource management philosophy and techniques. ! Written and oral communication skills in English and in cross cultural environments. ! Knowledge of forest fire suppression techniques. ! Knowledge of Traditional Resource Use and Techniques. ! Wilderness travel skills. ! Supervisory skills. ! These knowledge, skills and abilities are usually acquired through a college diploma in a resource management technical program and extensive related experience. Representative Activities 1.

Enforces Territorial and Federal Acts and Regulations pertaining to Forest Management, Wildlife, Environmental Protection and Parks & Tourism. 2. Issues licenses and permits to the general public and submits revenue and returns to the regional office. 3. Assists in the organisation, development and maintenance of the regional councils and local Hunters' & Trappers' Organisations. 4. Implements and assists with the administration of departmental assistance programs. 5. Issues burning permits after carrying out site inspections. 6. Ensures regular inspections and testing of fire fighting equipment. 7. Directs forest fire suppression activities. 8. Assists in other forest management activities such as timber cruising, scaling harvested timber, and identifies areas of potential forest resource development. 9. Assists departmental biologists and other agency researchers to conduct surveys and projects to determine distribution, numbers, productivity, health and habitat of renewable resources for management purposes. 10. Inspects and monitors existing industrial and commercial facilities, site and projects to ensure compliance with terms and conditions of permits and applicable legislation. December 1, 2002

Renewable Resource Officers - 11

Page 11 of 12

11. Responds to spills of contaminants. 12. Conducts public education. 13. Maintains the administrative systems of the Regional office (record keeping, report writing, issuing licences, etc). 14. Conducts enforcement patrols. 15. Provides direction to the Renewable Resource Officer II and to seasonal casual staff. 16. Assists persons in the maintenance of a renewable resource based lifestyle. 17. Enhances public safety in dealing with problem wildlife. 18. Protection of the environment by being the lead officer on spill control emergencies. 19. Assists in and presents public education programs.

Job Evaluation Rationale Know-How

EI3

230

Extensive technical knowledge of renewable resources management for the delivery of programs including wildlife, forest management, environmental protection, compliance and parks. High degree of knowledge of administration, compliance and court procedures, and supervision to instruct and coach subordinate officers in all aspects of their duties.

Problem Solving

E3- (33%)

76

Incumbent is required to examine situations, determine alternative courses of action within policy and procedures and a well-defined frame of reference. Incumbent has latitude to select solutions within the frame of reference to fit any given situation. Supervisor is consulted when apparent solutions do not fit within guidelines or policy.

Accountability

D1P

100

Co-ordination and supervision of subordinate officers and administrative staff in a variety of management and program delivery activities. Achieves operating results independently in field situations; determines timing and method with respect to results and has therefore a controlling impact on end results. Incumbent is accountable for those results. Accomplishes tasks within varied work practices and procedures. Maintains accountability to the public through effective and efficient communication of information and results on programs and services.

Short Profile

+2

Implementation within program policies, guidelines and regulations.

Total without Working Conditions

December 1, 2002

Renewable Resource Officers - 12

406

Page 12 of 12

SOCIAL WORKERS

Social Workers Matrix Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family.

Hay Point Range

Job Ladder Position

(without WC) 900-999 800-899 650-799 550-649 450-549 370-449 320-369 270-319 230-269 190-229 160-189 130-159 70-129

12-09-01

Community Social Services Workers VI Community Social Services Workers V Community Social Services Workers IV Community Social Services Workers III

Community Social Services Workers I & II

Social Workers - 3

GNWT Job Ladders

Community Social Services Worker I & II General Characteristics An entry level position requiring a minimal amount of experience in social services work or a related field. Performs duties that are low in complexity and receives close supervision and guidance. Administers and/or arranges for the provision of social services programs within the community. Knowledge of Social Services programs is acquired on the job. Requires the completion of Statutory Training in Child and Family Services and Corrections within 6 months. Representative Activities 1. Provides information and/or basic services to clients which can offer an appropriate solution to their identified problems. 2. Encourages community members to participate in the planning and organization of community wellness activities. 3. Intervenes in crisis situations to provide short term immediate services to individuals/ families in emergency situations. 4. Responds to initial complaints or requests for services and consults with the Supervisor to determine the course of action. 5. Provides probation services in consultation with Supervisor. 6. Liaises with other community supports and resources to deal with individual concerns and community social problems.

12-09-01

Social Workers - 4

GNWT Job Ladders

Job Evaluation Rationale Know-How

CI2

115

Knowledge of well-defined social services practices and work routines. Interacts with others during the administration or provision of social services programs within a community. Problem Solving

C3(25%)

29

Resolves differing situations through well-defined procedures and guidelines. Unusual problems are referred to a supervisor. Accountability

C-1C

33

Provides a supporting service to Social Workers and clients through established work routines. Short Profile

+1

Process orientation. Total without Working Conditions

12-09-01

Social Workers - 5

177

GNWT Job Ladders

Community Social Services Worker III General Characteristics First full working level. Under general supervision, administers and /or arranges for the provision of social service programs within the community. Expected to perform duties with an increasing degree of independence. Knowledge of community-based Social Work standards, practices and ethics is required. This level of knowledge can be attained through a diploma or degree from a recognized Social Work program. Knowledge is augmented by work experience. Must successfully complete Statutory Training in Child and Family Services and Corrections within six months. Representative Activities 1. Provides direct intervention and support services to clients through; Ø individual efforts; Ø NGO’s; Ø Multidisciplinary groups; Ø Community-based groups. 2. Provides support services to individuals, families and communities. 3. Administers and arranges for the provision of Statutory Services. 4. Acts as a liaison with other professionals and community resources to identify and address community concerns.

12-09-01

Social Workers - 6

GNWT Job Ladders

Job Evaluation Rationale Know-How

E-I3

200

Application of specialized skills (social work). Provides intervention services to clients, which requires advance human relation skills. Problem Solving

D3(29%)

57

Work is defined by substantially diversified situations requiring a search among many established procedures to achieve the required results (ie: observing and assessing clients). Accountability

D-2C

66

Findings and advice are subject to standardized practices and procedures as well as supervisory review. Short Profile

+1

Advisory role with implementation Total without Working Conditions

12-09-01

Social Workers - 7

323

GNWT Job Ladders

Community Social Services Worker IV General Characteristics A seasoned position. Performs assignments with moderate complexity. Supervision is provided at milestones. Administers and /or arranges for the provision of services within the community. The level of knowledge required can be obtained through a Diploma in Social Work with 4 years directly related experience or Bachelor of Social Work with 2 years directly related experience. Must successfully complete Statutory Training in Child and Family Services and Corrections within six months. Representative Activities 1. Responsible for; supervision of Community Social Service Workers, complex caseloads, participation in program planning, responsibility for orientation and mentorship of other Social Workers. 2. Manages a complex caseload. services to clients through; Ø individual efforts; Ø NGO’s; Ø Multidisciplinary groups; Ø Community-based groups.

Provides direct intervention and support

3. Provides support services to individuals, families and communities. 4. Administers and arranges for the provision of Statutory Services. 5. Acts as a liaison with other professionals and community resources to identify and address community concerns. 6. Typically provides supervision and mentorship of other social workers. 7. Participates in program planning and evaluation.

12-09-01

Social Workers - 8

GNWT Job Ladders

Job Evaluation Rationale Know-How

EI3

230

Requires advanced knowledge of social work theory and techniques. Supervision, complex case loads and participation in case planning results in a higher level of interaction with clients and stakeholders (focus on highest level of human relation skills). Problem Solving

E3(33%)

76

Work is defined by functional rules requiring a search among established procedures to achieve the required results (ie: observing and assessing clients). Accountability

D3-C

87

Contributes to client well being and provision of community services by following procedures and practices covered by precedents subject to supervisory review of results. Short Profile

+1

Advisory role with implementation. Total without Working Conditions

12-09-01

Social Workers - 9

393

GNWT Job Ladders

Community Social Services Worker V General Characteristics A specialized position. Performs assignments with high complexity. Supervision is provided at milestones. Typically covers one area of expertise as a specialist and spends a significant amount of time on program development, implementation, and evaluation. Knowledge is typically gained through a combination of formal education and experience, e.g., a Bachelor degree in the related discipline with 5 years directly related experience. Representative Activities 1. Promotes community development activities by developing and sustaining community interest. 2. Provides direct intervention and support services to clients through; Ø individual efforts; Ø NGO’s; Ø Multidisciplinary groups; Ø Community-based groups. 3. Develops, implements, and evaluates department specific policies, systems, funding agreements and procedures that ensure effective planning and budgetary management. 4. Provides support services to communities to assist them to deal with social problems specific to their area of expertise. 5. Recommends to Sr. Management strategic direction of community programs and allocation of financial resources. 6. Acts as a liaison with other professionals and community resources to identify and address community concerns. 7. Typically supervises staff within the unit.

12-09-01

Social Workers - 10

GNWT Job Ladders

Job Evaluation Rationale Know-How

EI3

230

Requires advanced knowledge of social work theory and techniques. Complex case loads and participation in case planning results in a higher level of interaction with clients and stakeholders (focus on highest level of human relation skills). Problem Solving

E3(38%)

87

Work is defined by some functional rules requiring a search among established procedures to achieve the required results (ie: observing and assessing clients). Accountability

D3C

100

Contributes to client well being and provision of community services by following broad procedures and practices covered by precedents. Short Profile

+1

Advisory role with implementation Total without Working Conditions

12-09-01

Social Workers - 11

417

GNWT Job Ladders

Community Social Services Worker VI General Characteristics Ensures the implementation and delivery of Social Services programs as mandated by statutory requirements and strategic direction. Requires a level of knowledge typically obtained through a Bachelor of Social Work with 5 years related experience or Master of Social Work with 2 years related experience. Must successfully complete Statutory Training in Child and Family Services and Corrections within six months. Representative Activities 1. Provides direct supervision to Social Service and clerical staff to ensure that a high level of service is provided when and where needed to all clients and communities. 2. Manages, administers, and evaluates services in accordance with existing Ordinances, Regulations, and Department of Health and Social Services directives. 3. Provides support services to communities to assist them in dealing with social problems. 4. Deals with particularly sensitive or difficult casework matters coming to their attention. 5. Develops, implements, and evaluates department specific policies, systems, funding agreements and procedures that ensure effective planning and budgetary management. 6. Collaborates with Senior Management to develop the Business and Strategic Plans.

12-09-01

Social Workers - 12

GNWT Job Ladders

Job Evaluation Rationale Know-How

FI3

3040

Sound theoretical and practical knowledge of social work principles, concepts and available systems. Highest HR skills required for the leadership and guidance provided to community based social workers. Problem Solving

E3(38%)

115

Work is defined by some functional rules requiring a search among established procedures to achieve the required results. Accountability

E-3C

132

Collaborates with Senior Management to obtain end results within some broad practices and procedures covered by functional precedents Short Profile

+1

Advisory role with implementation Total without Working Conditions

12-09-01

Social Workers - 13

551

GNWT Job Ladders

TRADES

12-09-01

Trades - 0

GNWT Job Ladders

Trades Matrix As you match your jobs, refer to this Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family.

Hay Point Range

Managers/ Supervisors

Trades

(without WC) 900-999 800-899 650-799 550-649 450-549

Facilities Manager

370-449

District Superintendent

320-369

Maintenance Coordinator A Maintenance Coordinator B

270-319 230-269

Foreman Operating Engineer III Electrician Heavy Duty Mechanic Operating Engineer II Settlement Maintainer Maintenance Carpenter Plumber/Gas Fitter/Oil Burner Mechanic Plumber Welder Operating Engineer I Equipment Operator (Lead Hand) Equipment Operator Maintenance Craftsperson Partsman

190-229

160-189 130-159

70-129

12-09-01

Trades - 1

GNWT Job Ladders

Partsman

General Characteristics Identifies, orders, handles, warehouses and catalogues parts and assemblies used in the maintenance and repair of heavy duty and automotive equipment and related machinery. Purchases and warehouses additional supplies related to the department’s function. Representative Activities 1. Warehouses and controls computerized inventories. 2. Utilizes and maintains parts catalogues 3. Processes orders from shop personnel, phone or mail orders from field camps or road crews. 4. Ensures accuracy of orders by confirming parts and supplies required with reference to available sources. 5. Loads and unloads freight shipments; picks up parts, issues tools and operates a forklift.

Job Evaluation Rationale Know-How

C+N1

87

Practical knowledge of equipment, parts and assemblies used in the maintenance and repair of heavy duty and automotive equipment. Individual contributor assigned to complete tasks. Problem Solving

C2(22%)

19

Work is well defined and involves similar situations. Unusual problems are referred to the Supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

BM+C

22

Accomplishes tasks within standardized practices and through instruction. Short Profile

+1

Process orientation. Total without Working Conditions

12-09-01

Trades - 2

128

GNWT Job Ladders

12-09-01

Trades - 3

GNWT Job Ladders

Maintenance Craftsperson

General Characteristics Performs a variety of minor building maintenance functions such as carpentry, plumbing, locksmithing, masonry, sheet metal, roofing, painting and snow removal. In general the work requires a sound understanding of the maintenance history of the building, equipment and other facilities to be maintained. The work is governed by the following Acts or Regulations: ♦ Aerodrome Security Regulations ♦ National Building Code Representative Activities 1. Conducts regular inspections of buildings for the purpose of identifying deficiencies. 2. Performs minor maintenance and repairs to Government buildings such as repairing or replacing doors, windows, installing locks, etc. 3. Completes records for all maintenance and repairs done. 4. Operates light and heavy equipment for snow removal. 5. Maintains an inventory of supplies, tools and equipment. 6. Assists other trades in the functions of their work.

12-09-01

Trades - 4

GNWT Job Ladders

Job Evaluation Rationale Know-How

C+N1

87

Practical knowledge (minor repairing and servicing) of equipment and buildings. Individual contributor assigned to complete tasks. Problem Solving

B2(22%)

19

Work is defined by detailed rules and guidelines. Problems are referred to the Supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

BM+C

22

Accomplishes tasks within standardized practices and through instruction. Short Profile

+1

Process orientation. Total without Working Conditions

12-09-01

Trades - 5

128

GNWT Job Ladders

Equipment Operator

General Characteristics Operates a variety of equipment to maintain the highway/airport system to its designed capacity to enable safe and efficient travelling conditions. Performs road/airport patrols, gathers information and provides condition reports to the Supervisor. Normally, the work requires a good understanding of road/airport maintenance techniques and the ability to effectively operate differing types of equipment acquired through a minimum of several years on-the-job earthworks construction experience (damns, roads, airports, open pit mining, railroads). Representative Activities 1. Operates a wide variety of equipment for the purpose of repairing and maintaining gravel and asphalt surfaces; removing snow, ice, water and other impediments from those surfaces; repairing, replacing ditches and drainage structures; and constructing and maintaining seasonal roads. 2. Performs preventative maintenance on equipment and the airport/highway system. Priority consideration is always given to the safety of the travelling public. 3. Ensures that safety practices are followed for the travelling public. Will set up these practices as and when required. In most instances, if unsafe conditions are recognized, the District Superintendent will be contacted to implement and repair the conditions. 4. May be required to provide Labourer services as needed.

12-09-01

Trades - 6

GNWT Job Ladders

Job Evaluation Rationale Know-How

C+N1

Practical knowledge of road/airport maintenance techniques. assigned to complete tasks. Problem Solving

B2(22%)

87 Individual contributor 19

Work is defined by detailed rules and guidelines. Problems are referred to the Supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerryrigging”) Accountability

B1C

25

Accomplishes tasks within standardized practices, through instruction and with supervision. Results of work are used by others. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 7

131

GNWT Job Ladders

Equipment Operator (Lead Hand)

General Characteristics Operates a variety of equipment to maintain the highway/airport system to its designed capacity to enable safe and efficient travelling conditions. This is not a management position, but acts as lead-hand on project teams on a daily basis. Performs road/airport patrols, gathers information and provides condition reports to the Supervisor. Normally, the work requires a good understanding of road/airport maintenance techniques and the ability to effectively operate differing types of equipment acquired through a minimum of several years on-the-job earthworks construction experience (damns, roads, airports, open pit mining, railroads). Representative Activities 1. Operates a wide variety of equipment for the purpose of repairing and maintaining gravel and asphalt surfaces; removing snow, ice, water and other impediments from those surfaces; repairing, replacing ditches and drainage structures; and constructing and maintaining seasonal roads. 2. Performs preventative maintenance on equipment and the airport/highway system. Priority consideration is always given to the safety of the travelling public. 3. Ensures that safety practices are followed for the travelling public. Will set up these practices as and when required. In most instances, if unsafe conditions are recognized, the District Superintendent will be contacted to implement and repair the conditions. 4. May be required to provide Labourer services as needed. 5. Directs crews, including authorizing overtime, on a daily basis.

12-09-01

Trades - 8

GNWT Job Ladders

Job Evaluation Rationale Know-How

C+N2

100

Practical knowledge of road/airport maintenance techniques. tasks and directs crews assigned to complete similar tasks. Problem Solving

C2(22%)

Completes identified 22

Work is well defined and involves similar situations. Unusual problems are referred to the Supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

B+1C

29

Provides a support function under established work routines and close supervision. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 9

151

GNWT Job Ladders

Operating Engineer – Level I

General Characteristics This position operates and maintains/repairs utility equipment, which supplies electricity, steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation etc. Maintenance complexity and code mandated qualifications differs depending on the size and type of heating plants and mechanical systems that the position is responsible for. A level I Operating Engineer is responsible for small buildings, simple equipment, and facilities used for 2-5 offices, recreation, warehouse or similar purposes which require minimal supervision. In general, the work requires training and experience usually acquired through a formal apprenticeship or equivalent training plus limited experience usually acquired through an operating engineer’s 5th class ticket. Heating plants within these facilities usually require weekly supervision. Code for these plants generally does not mandate an operating engineer’s ticket. Representative Activities 1. Operates and maintains boilers, and auxiliary equipment compressors, stand-by generators, motors, pumps, and furnaces.

such

as

2. Monitors, inspects and adjusts plant equipment, switches, valves, gauges, alarms, meters and other instruments that measure temperature, pressure and flow, to detect leaks or other equipment malfunctions. 3. Conducts code mandated tests such as fire alarm testing, stand by generator testing as well as regular Preventative Maintenance testing such as daily/weekly/monthly boiler water testing, annual combustion testing, regular air quality testing. 4. Performs glycol testing on boilers. 5. Performs replacement and repair of defective components, such as changing pumps, motors, fans, bearings, boiler controls, boiler cleaning, lubricating, anticipates maintenance problems and schedules preventative maintenance. 6. Completes maintenance record keeping and daily boiler operation record keeping in the onsite Building logbooks. 7. Plans and conducts preventative maintenance tasks and schedules to ensure reliability of products and systems. Maintains an on site inventory of supplies and equipment. 8. May complete minor carpentry repairs and assist other trades as required.

12-09-01

Trades - 10

GNWT Job Ladders

9. Checks work done by others to ensure compliance with plans, specifications and governing codes

Job Evaluation Rationale Know-How

DN1

100

Individual contributor. Application of specialized skills (minor repairing and maintaining) of utility equipment (ie: steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation, etc.) Problem Solving

C2(25%)

25

Work is defined by similar situations requiring known solutions. Unusual problems are referred to a supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

C+MC

33

Accomplishes tasks within standardized practices through established work procedures. Progress and results are reviewed by the supervisor. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 11

158

GNWT Job Ladders

Plumber/Gas Fitter

General Characteristics Performs various plumbing and heating work including the installation, repair and maintenance of equipment used in the supply and distribution of water, heating and sewage systems, installation, maintenance and repair of oil fired, natural gas and liquid gas burners. The work is performed following sound and safe trade practices as well as required quality and production standards. In general, the work requires seasoned training and experience usually acquired through a formal apprenticeship program or equivalent training plus experience. Representative Activities 1. Maintains, adjusts, repairs or installs all types of plumbing equipment, both commercial and industrial plumbing fixtures and sprinkler system piping and community water supply system components in compliance with governing codes. 2. Installs, repairs and maintains oil fired, natural gas fired, and liquid gas fired burners as well as automatic controls. 3. Diagnoses problems and applies corrective measures. 4. Works from blueprints drawings to determine layout of plumbing system, water supply network and waste and drainage systems. 5. Improvises logical methods to make equipment operate as it is intended. 6. Plans and conducts preventative maintenance tasks and schedules to ensure reliability of products and systems. 7. Identifies minor and major repairs required, scopes up work to be tendered and estimates costs and resources required to complete the work. 8. Ensures work done by others to ensure compliance with plans, specifications and governing codes. 9. May assist engineers in diagnosing problems and suggesting corrective action. 10. Analyzes, selects materials and determines what is needed to repair or replace components. 11. Familiarity of other trades in required in scheduling and completing work.

12-09-01

Trades - 12

GNWT Job Ladders

Job Evaluation Rationale Know-How

DI1

132

Practical level of technical knowledge required in a specific area (Plumber/Oil Burner Mechanic, Plumber/Gas Fitter). Reviews work done by others to ensure compliance with plans, specifications and governing codes. Problem Solving

C3(29%)

38

Work is subject to standardized practices and general work instructions. No direct supervision. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

CMP

50

Accomplishes tasks within standardized practices and varied work procedures. Expected results/outputs are clear. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 13

220

GNWT Job Ladders

Welder

General Characteristics Repairs, modifies and fabricates heavy and light equipment used in the maintenance of roads, bridges, and camps. These repairs, modifications and fabrications use Shielded Metal (ARC), Gas Metal Arc (MIG), and Gas Tungsten Arc (TIG) welding processes. Ensures that all work performed adheres to safety standards and procedures. In general, the work requires seasoned training and experience usually acquired through a formal apprenticeship program or equivalent training. The ability to operate lathes, milling machines and radial arm drills (machining) is also required. Representative Activities 1. Welds equipment and components to repair wear or breakage. 2. Modifies equipment components and attachments by identifying required modifications and designing same as needed. 3. Interprets diagrams and specifications and draws rough blueprints. 4. Operates milling machines, radial arm drills and lathes for completing repairs and modifications. 5. Maintains the welding and machine shop area. 6. May be responsible for training apprentices.

12-09-01

Trades - 14

GNWT Job Ladders

Job Evaluation Rationale Know-How

DI-1

115

Application of well-defined work routines and procedures. Some judgement required around specialized knowledge of welding techniques and procedures. Individual contributor. Problem Solving

C2(25%)

29

Work is defined by similar situations requiring known solutions. Unusual problems are referred to a supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

C1C

38

Accomplishes tasks within standardized practices and varied work procedures. Expected results/output of work are clear. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 15

182

GNWT Job Ladders

Plumber/Oil Burner Mechanic (or Plumber/Gas Fitter)

General Characteristics Performs various plumbing and heating work including the installation, repair and maintenance of equipment used in the supply and distribution of water, heating and sewage systems, installation, maintenance and repair of oil fired, natural gas and liquid gas burners. The work is performed following sound and safe trade practices as well as required quality and production standards. In general, the work requires seasoned training and experience usually acquired through a formal apprenticeship program or equivalent training plus experience. Representative Activities 12. Maintains, adjusts, repairs or installs all types of plumbing equipment such as supply pumps, bathroom and kitchen plumbing fixtures, hot water tanks, hot water heating system components, sprinkler system piping and community water supply system components in compliance with governing codes. 13. Installs, repairs and maintains oil fired, natural gas fired, and liquid gas fired burners. 14. Diagnoses problems and applies corrective measures. 15. Works from blueprints drawings, layouts or other specifications. 16. Plans and conducts preventative maintenance tasks and schedules to ensure reliability of products and systems. 17. Identifies minor and major repairs required, scopes up work to be tendered and estimates costs and resources required to complete the work. 18. Checks work done by others to ensure compliance with plans, specifications and governing codes.

12-09-01

Trades - 16

GNWT Job Ladders

Job Evaluation Rationale Know-How

DI-1

115

Practical level of technical knowledge required in a specific area (Plumber/Oil Burner Mechanic, Plumber/Gas Fitter). Reviews work done by others to ensure compliance with plans, specifications and governing codes. Problem Solving

C3(29%)

33

Work is defined by clear procedures and guidelines with unusual problems referred to a Supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

C1+C

43

Accomplishes tasks within standardized practices and varied work procedures. Expected results/outputs are clear. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 17

191

GNWT Job Ladders

Heavy Duty Mechanic

General Characteristics Maintains, repairs or reconditions all heavy and light equipment used in maintaining airports, roads, bridges and camps. Reads and understands schematics for electrical and hydraulic systems to facilitate repairs. A broad knowledge of all equipment is needed, including heavy and light mobile equipment as well as stationary units such as generator sets. Must maintain current with evolving technologies and computerized systems. The work requires training and experience usually acquired through a formal apprenticeship program in heavy equipment mechanics. A valid Class 3 Driver’s License with Airbrake Endorsement is also necessary due to testing vehicles after completion of all repairs. Representative Activities 1. Performs all phases of mechanical repair and maintenance on all types of equipment, tools and devices. Includes hydraulics, transmissions, oil and gas burners and related electrical and auxiliary equipment. 2. Reconditions components that have a shorter life span than the equipment frames or bodies, to restore the components to original specified capability. 3. Diagnoses problems, plans work to be done and materials/tools required. 4. Plans and conducts preventative maintenance on mechanical equipment, including inspections, cleaning, adjustments and any required repairs. 5. Instruct equipment operators in proper equipment maintenance procedures. 6. Maintains records and technical specifications of maintenance work performed; may be required to train apprentice mechanics and sign off their accomplishments. 7. May be required to operate field service unit to undertake on-site repairs. 8. Other duties such as welding, brazing, soldering, maintaining shop equipment and tools.

12-09-01

Trades - 18

GNWT Job Ladders

Job Evaluation Rationale Know-How

DI1

132

Application of mechanical knowledge and skills. Individual contributor. Problem Solving

C3(29%)

38

Work is defined by clear procedures and guidelines with unusual problems referred to a Supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

CMP

50

Work is performed with little supervision. Work is subject to standardized practices and general work instructions. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 19

220

GNWT Job Ladders

Settlement Maintainer

General Characteristics Performs a full range of preventative maintenance, inspections to identify problem areas and minor repair work on primarily building components and equipment specifically on the plumbing and heating systems but also including minor carpentry repairs. Work is performed with little or no direct supervision. Work is typically performed in small isolated communities and requires constant communications with the regional office to ensure that work is performed following sound and safe trade practices as well as required quality and production standards. In general the work requires training and experience in the various building trades usually acquired through a formal apprenticeship program in one of the building trades plus general knowledge of other building trades gained through several years on the job experience. Representative Activities 1. Conducts regular and routine checks and inspections of all building components to identify deficiencies throughout to ensure facilities are in a good state of repair. Performs minor repair work in plumbing, heating and carpentry. 2. Plans and conducts regular preventative maintenance servicing of building components in accordance with the Maintenance Management System. 3. Completes records for all maintenance and repairs to building, works and mobile equipment. Maintains an inventory of supplies, tools and equipment. 4. Identifies minor and major repairs required, and estimates resources required to complete the work. 5. Reviews work done by contractors to ensure compliance with plans, specifications and governing codes. 6. Water/Sewer operators.

12-09-01

Trades - 20

GNWT Job Ladders

Job Evaluation Rationale Know-How

DI1

132

Application of mechanical knowledge and skills (primarily with building components and equipment – plumbing and heating systems) and minor carpentry repairs. Individual contributor. Problem Solving

C3(29%)

38

Work is defined through clear procedures and guidelines with unusual problems referred to a Supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

CMP

50

As a result of isolation, work is performed with little or no direct supervision. Work is subject to standardized practices and general work instructions. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 21

220

GNWT Job Ladders

Operating Engineer – Level II

General Characteristics Operates and maintains/repairs utility equipment, which supplies electricity, steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation etc. Maintenance complexity and code mandated qualifications differs depending on the size and type of heating plants and mechanical systems that the position is responsible for. A Level II Operating Engineer is responsible for small to medium sized or multi-story buildings, moderately complex equipment, facilities with a larger number of offices, warehouses, correctional facilities, nursing stations, or other similar purposes which require little or no ongoing supervision. These positions generally have little or no direct supervision. In general, the work requires training and experience usually acquired through a formal apprenticeship or equivalent training plus limited experience. Usually code mandates that heating plants in these facilities require daily inspection and an operating engineer with a minimum fifth class certification. Representative Activities 1. Operates and maintains boilers, automated or computerized control systems, and auxiliary equipment such as compressors, stand-by generators, motors, pumps, and furnaces. 2. Monitors, inspects and adjusts plant equipment, switches, valves, gauges, alarms, meters and other instruments that measure temperature, pressure and flow, to detect leaks or other equipment malfunctions. 3. Conducts code mandated tests such as fire alarm testing, stand by generator testing as well as regular Preventative Maintenance testing such as daily/weekly/monthly boiler water testing, annual combustion testing, regular air quality testing. 4. Uses various chemicals required for the normal operation of heating/cooling and testing of utility equipment. The diversity and types of chemicals varies dependent upon the complexity and size of the heating plant. 5. Performs replacement and repair of defective components, such as changing pumps, motors, fans, bearings, boiler controls, boiler cleaning, lubricating, anticipates maintenance problems and schedules preventative maintenance. 6. Completes required legislated record keeping, maintenance record keeping and daily boiler operation record keeping in the onsite Building logbooks.

12-09-01

Trades - 22

GNWT Job Ladders

7. Plans and conducts preventative maintenance tasks and schedules to ensure reliability of products and systems. Maintains an on site inventory of supplies and equipment.

12-09-01

Trades - 23

GNWT Job Ladders

8. May assist other trades and engineers with diagnostic and troubleshooting of building components. 9. Checks work done by others to ensure compliance with plans, specifications and governing codes

Job Evaluation Rationale Know-How

DI1

132

Application of mechanical knowledge and skills (primarily with building components and equipment – plumbing and heating systems) and minor carpentry repairs. Individual contributor. Problem Solving

C3(29%)

38

Work is defined through clear procedures and guidelines with unusual problems referred to a Supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

CMP

50

Work is performed with little or no direct supervision. Work is subject to standardized practices and general work instructions. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 24

220

GNWT Job Ladders

Maintenance Carpenter

General Characteristics Performs a full range of carpentry work pertaining to building interior, exterior and all components contained within and around the buildings on a wide variety of building types such as wood frame, metal clad, concrete and log. Work is performed following sound and safe construction practices as well as required quality and production standards. In general the work requires seasoned training and experience usually acquired through a formal apprenticeship program or equivalent training plus experience. Representative Activities 1. Repairs interior and exterior building finishes, repairs various types of roofing, repairs flooring, hangs doors, installs windows, repairs furniture, constructs offices, cabinets, stairs, levels buildings. Works from blueprints, sketches or oral instructions. 2. Plans and schedules work in conjunction with other trades. Coordinates the timing and scheduling of other trades for completion of project. 3. Analyzes, selects materials and hardware, and determines what is needed to repair, replace and or finish damaged non-mechanical building components. 4. Plans and conducts preventative maintenance tasks and schedules to ensure reliability of products and systems. 5. Identifies minor and major repairs required, scopes up work to be tendered and estimates costs and resources required to complete the work. 6. Checks work done by others to ensure compliance with plans, specifications and governing codes.

12-09-01

Trades - 25

GNWT Job Ladders

Job Evaluation Rationale Know-How

DI1

132

Practical and technical knowledge required in a specific area (Carpentry). Reviews work done by others to ensure compliance with plans, specifications and governing codes. Problem Solving

C3(29%)

38

Work is defined through clear procedures and guidelines with unusual problems referred to a Supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”) Accountability

CMP

50

Work is performed with little or no direct supervision. Work is subject to standardized practices and general work instructions. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 26

220

GNWT Job Ladders

Electrician

General Characteristics Performs a variety of functions such as the installation, maintenance and repair of equipment for the generation, distribution or utilization of electrical energy and electronic equipment used for the control and monitoring of building systems. The work is performed following sound and safe trade practices as well as required quality and production standards. Legislation requires all work to follow the Canadian electrical code. In general, the work requires seasoned training and experience usually acquired through a formal apprenticeship program or equivalent training plus several years on-the-job experience. NOTE: This position is not responsible for Instrumentation work. Representative Activities 1. Maintains, adjusts, repairs or installs all types of electrical generation and distribution equipment. Locates and diagnoses trouble in the electrical system or equipment. 2. Maintains, adjusts, repairs or installs all types of electronic system components such as, but not limited to, fire alarm systems, HVAC systems, security systems and monitoring systems. 3. Improvises logical methods to make equipment operate as it is intended. 4. Plans and conducts preventative maintenance tasks and schedules to ensure reliability of products and systems. 5. Works from blueprints, drawings, layouts or other specifications; may assist in defining specifications. 6. Identifies minor and major repairs required, scopes up work to be tendered and estimates costs and resources required to complete the work. 7. Checks work done by others to ensure compliance with plans, specifications and governing codes. 8. May assist engineers in diagnosing problems and suggesting corrective action.

12-09-01

Trades - 27

GNWT Job Ladders

Job Evaluation Rationale Know-How

D+I1

152

Specialized technical knowledge (electrical systems). Individual contributor (no direct reports) assigned to complete functional activities. Problem Solving

C3(25%)

38

Work is well-defined through general guidelines and procedures. Unusual problems are referred to a Supervisor/Foreman. Accountability

CMP

50

Work is performed with little or no direct supervision. Work is subject to standardized practices and general work instructions. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 28

240

GNWT Job Ladders

Foreman

General Characteristics Manages the maintenance management system within an assigned area. Typically responsible for one area of functional expertise or may be a generalist in a number of areas of responsibility. Contract and employee supervision is required including reporting on work performance and inspection, and approving completed work for progress payments. Must decide on the most economical, efficient and effective use of resources and scheduling work programs. Representative Activities 1. Defines equipment requirements and utilization. 2. Determines workloads and requirements. 3. Monitors and assist in developing assigned budgets. 4. Monitors and supervises work activities of staff including Equipment Operators and Mechanics. 5. Controls and reports materials/equipment inventories. 6. Responsible for administrative duties including assisting in the hiring process and purchasing. 7. Responsible for cost-effective replacement or repair.

decisions

with

respect

to

equipment

8. Makes recommendations to revisions on contract specifications.

12-09-01

Trades - 29

GNWT Job Ladders

Job Evaluation Rationale Know-How

DI2

152

Specialized knowledge and skills in a specified area (carpentry, electrical, plumbing, etc) including equipment, procedures and systems. Supervises employees within a specific specialization (ie: carpentry, electrical, plumbing, etc). Problem Solving

D3(29%)

43

Problems are resolved within area of known things. Clear procedures, guidelines and precedents are available. Recommendations are referred to supervisor. Accountability

C1-P

57

Performance and end results are checked by a supervisor. Work is completed through standardized practices and general work instructions. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 30

252

GNWT Job Ladders

Operating Engineer – Level III

General Characteristics Operates and maintains/repairs utility equipment, which supplies electricity, steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation etc. Maintenance complexity and code-mandated qualifications differ depending on the size and type of heating plants and mechanical systems for which the position is responsible. A Level III Operating Engineer is responsible for medium to large sized buildings, complex equipment, facilities often used for offices, hospitals, power plants or other similar purposes that require direct supervision of ticketed employees. In general, the work requires training and experience usually acquired through a formal apprenticeship program or equivalent training plus experience. Usually code mandates that heating plants in these facilities require continuous 24-hour supervision and operating engineers with a minimum fourth-class certification. Representative Activities 1. Operates and maintains boilers, automated or computerized control systems, and auxiliary equipment such as compressors, stand-by generators, motors, pumps, and furnaces. 2. Monitors, inspects and adjusts plant equipment, switches, valves, gauges, alarms, meters and other instruments that measure temperature, pressure and flow, to detect leaks or other equipment malfunctions. 3. Conducts code mandated tests such as fire alarm testing, stand by generator testing as well as regular Preventative Maintenance testing such as daily/weekly/monthly boiler water testing, annual combustion testing, regular air quality testing. 4. Uses various chemicals required for the normal operation of heating/cooling and testing of utility equipment. The diversity and types of chemicals varies dependent upon the complexity and size of the heating plant. 5. Performs replacement and repair of defective components, such as changing pumps, motors, fans, bearings, boiler controls, boiler cleaning, lubricating; anticipates maintenance problems and schedules preventative maintenance. 6. Completes required legislated record keeping, maintenance record keeping and daily boiler operation record keeping in the onsite Building logbooks.

12-09-01

Trades - 31

GNWT Job Ladders

7. Plans and conducts preventative maintenance tasks and schedules to ensure reliability of products and systems. Maintains an on site inventory of supplies and equipment.

12-09-01

Trades - 32

GNWT Job Ladders

8. May assist other trades and engineers with diagnostic and troubleshooting of building components. 9. Checks work done by others to ensure compliance with plans, specifications and governing codes. 10. Supervising and monitoring work activities of Operating Engineer I & II.

Job Evaluation Rationale Know-How

DI2

152

Specialized knowledge and skills in a specified area (utility equipment which supply electricity, steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation, etc.) including equipment, procedures and systems. Supervises employees within a specific specialization (ie: carpentry, electrical, plumbing, etc). Problem Solving

D3(29%)

43

Problems are resolved within an area of known things. Clear procedures, guidelines and precedents are available. Recommendations are referred to a supervisor. Accountability

C1-P

57

Performance and end results are checked by a supervisor. Work is completed through standardized practices and general work instructions. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 33

252

GNWT Job Ladders

Maintenance Coordinator B

General Characteristics Coordinates, plans and supervises the operational maintenance and repair of all GNWT owned and operated buildings, works and equipment in respective region/area. Responsible to ensure that all work is completed as per the Government's Maintenance Management system, within assigned budget limitations, and utilizing all resources available within the respective area including GNWT employees, local labour and northern contractors. In general, the work requires seasoned training and experience in one of the building trades acquired through a formal apprenticeship or equivalent training plus general knowledge in all the other building trades acquired through experience. Contract procedures and administration, and project management experience is also required usually acquired through courses and experience. Representative Activities 1. Plans and directs the delivery of the Government's Maintenance Management preventative maintenance program in the areas of electrical, mechanical, plumbing, and carpentry on buildings and equipment by scheduling work, tendering contracts, assigning work to own forces, inspecting work and approving payments. 2. Plans and directs the repairs of GNWT buildings in the areas of electrical, mechanical, plumbing and carpentry on buildings and works by inspecting facilities, reviewing reports, diagnosing faults, identifying repairs, scheduling work, tendering contracts and assigning work to own forces, inspecting work and approving payment. 3. Plans and directs the Preventative Maintenance and repair work on GNWT mobile equipment by ensuring that preventative maintenance is carried out as per manufacturer's instructions, scheduling work, tendering contracts and approves payment. 4. Delivers maintenance and minor construction projects for the department and on behalf of other client departments. Consults with clients, assessing needs and resources, estimating budgets required, preparing specifications, issuing of tender call, reviewing of bids, awarding of contracts, monitoring and inspecting work to ensure compliance with plans, specification and codes and approving payment.

12-09-01

Trades - 34

GNWT Job Ladders

5. Assists with the region’s annual and five-year maintenance plan by identifying all minor and major repair work, estimating budgets, estimating life cycles, and prioritizing work. Using the same process also assists with the annual work plan that is prepared for Departments that have signed an M.O.U. with PW&S to deliver the maintenance program on their behalf under the user say/pay initiative. 6. Meets with department and community clients on a regular basis and review the work plan with them. Inspect facilities, review client priorities and balance the department's priorities with the client's priorities and plan work within budget/resources limitations. 7. Completes maintenance and repair records, schedules work, runs reports using the CENDEC computerized maintenance management system.

Job Evaluation Rationale Know-How

D+I2

175

Specialized practical knowledge in maintenance management (GNWT - project management). Directs maintenance staff. Problem Solving

D3(33%)

57

Work is defined by diversified standards and procedures requiring a search for solutions within an area of learned things. Accountability

D2C

76

Accomplishes tasks within standardized practices and varied work procedures. Provides services for the use of others. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 35

308

GNWT Job Ladders

Maintenance Coordinator A General Characteristics Coordinates, plans and supervises the operational maintenance and repair of all GNWT owned and operated buildings, works and equipment in respective region/area. Responsible to ensure that all work is completed as per the Government’s Maintenance Management system, within assigned budget limitations, and utilizing all resources available within the respective area including own forces, local labour and northern contractors. In general, the work requires seasoned training and experience in one of the building trades acquired through a formal apprenticeship or equivalent training plus general knowledge in all the other building trades acquired through experience. The work requires experience in supervising employee’s and contractors. Contract procedures and administration, and project management experience is also required usually acquired through courses and experience. Representative Activities 1. Plans and directs the delivery of the Government's Maintenance Management preventative maintenance program in the areas of electrical, mechanical, plumbing, and carpentry on buildings and equipment by scheduling work, tendering contracts, assigning work to own forces, inspecting work and approving payments. 2. Plans and directs the repairs of GNWT buildings in the areas of electrical, mechanical, plumbing and carpentry on buildings and works by inspecting facilities, reviewing reports, diagnosing faults, identifying repairs, scheduling work, tendering contracts and assigning work, inspecting work and approving payment. 3. Plans and directs the Preventative Maintenance and repair work on GNWT mobile heavy equipment by ensuring that preventative maintenance is carried out as per manufacturer's instructions, scheduling work, tendering contracts and approving payment. 4. Delivers maintenance and minor construction projects for the department and on behalf of other client departments. Consults with clients, assessing needs and resources, estimating budgets required, preparing specifications, issuing of tender call, reviewing of bids, awarding of contracts, monitoring and inspecting work to ensure compliance with plans, specification and codes and approving payment.

12-09-01

Trades - 36

GNWT Job Ladders

5. Assists with the regions annual and five-year maintenance plan by identifying all minor and major repair work, estimating budgets, estimating life cycles, and prioritizing work. Using the same process also assists with the annual work plan that is prepared for Departments that have signed an M.O.U. with PW&S to deliver the maintenance program on their behalf under the user say/pay initiative. 6. Meets with department and community clients on a regular basis and reviews the work plan with them. Inspect facilities, review client priorities and balance the department's priorities with the client's priorities and plan work within budget/resources limitations. 7. Completes maintenance and repair records, schedules work, runs reports using the CENDEC computerized maintenance management system.

Job Evaluation Rationale Know-How

D+I3

200

Specialized practical knowledge in maintenance management (GNWT - project management). Supervises maintenance staff and contractors (negotiations). Problem Solving

D3(33%)

66

Work is defined by diversified standards and procedures requiring a search for solutions within an area of learned things. Accountability

D+2C

87

Accomplishes tasks within standardized practices and varied work procedures. Provides services for the use of others. Short Profile

+2

Implementation role within strict regulations. Total without Working Conditions

12-09-01

Trades - 37

353

GNWT Job Ladders

District Superintendent

General Characteristics The senior position with overall management responsibility for an assigned geographic area. It acts as an advisor and information resource for other divisions, departments, boards, municipal governments, aboriginal organizations, contractors, suppliers and the general public. The position also participates in contract negotiations to arrive at competitive service and good prices. Expected to be available 24 hours a day to address emergency situations and is the point of contact for police, fire and emergency measures organizations. As the road authority, the district superintendent may enforce the closing of the highways. This position is governed by the NWT Highways Act and the NWT Motor Vehicles Act and must be familiar with other relevant laws, acts, regulations, and directives. This position must have a sound knowledge of survey and grades, road design, soil mechanics and bearing strengths. Representative Activities 1. Responsible for input into, and implementation of, the Maintenance Management System in assigned area. 2. Plans and develops budgets for the maintenance operation of the area assigned. 3. Supervises and monitors work activities of Foremen, Mechanics and Equipment Operators. 4. Overall responsibility for contractor performance including writing contractor specifications, administration of contracts, through to completion of projects and approving payments. 5. Controls expenditures and keeping within approved budgets. 6. Manages staff effectively including writing performance appraisals and job descriptions, hiring of staff, disciplinary action as required, identification of training needs, and the instruction of safe work habits.

12-09-01

Trades - 38

GNWT Job Ladders

Job Evaluation Rationale Know-How

EI3

230

Specialized technical knowledge required in a specific area (ie: survey and grades, road design, soil mechanics and bearing strengths). Completes reports and negotiates complex maintenance contracts. Problem Solving

E3(38%)

87

Operates within practices and precedents toward specific objectives. Situations are resolved through current knowledge, less interpretive, evaluative. Accountability

D1P

100

Accountable for key end results within a geographical area (ie: the maintenance and development of all GNWT roads within a Region). Short Profile

+1

Advisory role with implementation. Total without Working Conditions

12-09-01

Trades - 39

417

GNWT Job Ladders

Facilities Manager

General Characteristics The senior position with overall management responsibility for all asset management, property management, utilities, and vehicles. It plans and administers the maintenance programs and budgets for all government buildings, works, and equipment in a region (approximately 10 – 15 communities in a region). Supervises both employees (10 – 15) and contractors. This position requires extensive knowledge in several areas related to building and property management. This knowledge base is normally acquired through completion of a Journeyperson certificate in a mechanical or structural trade, or Property Management Certification enhanced by several years of specialized supervisory experience in the contracting, managing a maintenance program, and building management in a northern environment. Representative Activities 1. Manages and administers various budgets to ensure adequate funds are available to keep government property in good state of repair. 2. Plans and administers the maintenance program. Effective management of approximately 10 to 15 staff including writing performance appraisals and job descriptions, hiring of staff, disciplinary action as required, identification of training needs, and the instruction of safe work habits. 3. Identifies and estimates maintenance contracts, preparing contract specifications, drawings, and tender documents, awarding contracts and supervising the contractors performing the work. 4. Administers owned and leased commercial improved real property for use by client departments. 5. Liases with Project Management staff for joint projects and consultation on capital projects. 6. May administer the operation of Petroleum Products within the region. 7. Provides training and support for the community transfer programs for maintenance and operation activities. 8. Analyzes past expenditures and MMS data to identify trends in maintenance and adjusting maintenance programs as required.

12-09-01

Trades - 40

GNWT Job Ladders

Job Evaluation Rationale Know-How

E+I3

264

Specialized technical knowledge required in a specific area (building and works maintenance). Ability to complete reports and deal with architects and engineers in building design. Problem Solving

E3(38%)

100

Operates within practices and precedents toward specific objectives. Situations are resolved by current knowledge, less interpretive, evaluative. Accountability

D2-P

115

Line accountability for key end result areas (the maintenance of all GNWT owned and operated buildings and the administration of commercial leases on improved real property). Short Profile

+1

Advisory role with implementation. Total without Working Conditions

12-09-01

Trades - 41

479

GNWT Job Ladders