Hay Manual

Table of Contents HayGroup® .......................................................................................... 2 Hay Guide Chart – Profile Method™ ................................................. 4 CHAPTER 1: Know-How................................................................... 12 The Three Elements Comprising Know How .................................... 14 Job-Specific Knowledge ................................................................... 14 Integrating Know-How ...................................................................... 21 Human Relations Skills .................................................................... 24 CHAPTER 2: Problem Solving ......................................................... 27 The Two Elements of Problem Solving ............................................. 28 Context ............................................................................................. 28 Thinking Challenge ........................................................................... 31 CHAPTER 3: Accountability ............................................................ 34 The Three Elements of Accountability .............................................. 35 Freedom To Act/Empowerment ........................................................ 35 Magnitude ......................................................................................... 38 Job Impact......................................................................................... 40 CHAPTER 4: Special Conditions ..................................................... 42 CHAPTER 5: FINE TUNING .............................................................. 43 Job Profiles ....................................................................................... 43 Sore-Thumbing ................................................................................. 48 Hay Rating At-A-Glance .................................................................... 49 CHAPTER 6: Preparing the Presentation ....................................... 50 HAY PRESENTATION OUTLINE ........................................................... 50 HAY Presentation Outline Worksheet ............................................... 51 HAY Presenter Check List ................................................................ 53 HAY EVALUATION W ORKSHEET FOR RATERS .................................... 54 CHAPTER 7: Quality Assurance ..................................................... 55 Indicators of a Good Hay Rater ........................................................ 59 Hay Rater Training and Development Standards ............................. 61 CHAPTER 8: Hay Ratings and Compensation ............................... 62 CHAPTER 9: Trend Lines and Conversion Charts ........................ 64

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ACKNOWLEDGEMENTS The Hay Advisory Team offers special thanks to Cindy Lukas for her dedication and her thoughtful work that has been the foundation for this manual. The Hay Advisory Team also offers special thanks to Wayne Veum (Chief Classification Analyst-retired); John Kuderka (Hay rater and Hay historian emeritus); Sue Wickham (Admin); and others who have reviewed past editions of this manual to ensure its accuracy and usability. 2010 Hay Advisory Team: Darlene Hueser (MMB) co-chair Faith Zwemke (MMB) co-chair Gwen Aubineau (MnSCU) Wanda Barrett (MnSCU) Brent Boyd (Merit System) Janice Cano (DEED) Cathy Fah (DOC) Russ Havir (Agriculture) Loretta Mattson (Lottery) Richard Morey (MnDOT) Laura Sengil (DHS) Diane Rademacher (DEED)

HayGroup® Ned Hay died unexpectedly in 1958 at the age of 67, but his company continued to evolve both geographically and with respect to its offerings. HayGroup® now emphasizes three broad areas:

“Hay” is not an acronym. HayGroup® is an international organizational and human resources consulting firm with more than 2,000 employees that was founded in 1943 by Edward N. “Ned” Hay. Hay is considered to be a pioneer in the human resources community, particularly with regard to the compensation issue of measuring jobs.

•

He started E.N. Hay and Associates while he was the head of personnel for the First Pennsylvania Bank of Philadelphia – while in his early fifties and at the height of World War II. During the war, Ned Hay also served as Deputy Administrator of the Office of Price Administration. At that time, the War Labor Board imposed pay controls that could be lifted only if a company could show – through a sound job evaluation method – that a particular job’s content put it into a higher control range. This, combined with a major contract with General Foods in 1945 to study 450 management jobs planted the seed for what would become the Hay Guide Chart – Profile Method™ of job evaluation.

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Organizational Clarity Employee surveys, strategy alignment, accountability assessment, organization analysis and design, role clarity

•

Employee Capability Assessment and selection, executive coaching, leadership development, team development, talent management

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People Commitment Compensation information, employee benefits, executive pay, job evaluation, performance management, reward programs, total remuneration

Still headquartered in its birthplace – Philadelphia, Pennsylvania – HayGroup® has offices in 43 countries around the world:

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Argentina Australia

Finland France

Austria Belgium Brazil Canada Chile

Germany Greece Hungary India Indonesia

Malaysia Mexico New Zealand Netherlands Norway Peru Poland

China

Ireland

Portugal

Columbia Costa Rica Czech Republic

Israel Italy

Russia Singapore Slovak Republic

Japan

South Africa South Korea Spain Sweden Switzerland Thailand Turkey United Arab Emirates United Kingdom United States Venezuela

The State of Minnesota has had a long-term relationship with HayGroup® related to job evaluation. Consistent with the belief that jobs with comparable levels of work should be compensated similarly, the State needed an organized, standardized system for comparing the complexity levels of very different types of jobs. HayGroup® provided such a system. Their website at www.haygroup.com states: “It might be a merger or acquisition, new organization design, changing roles, or simply an outdated job measurement plan. Regardless of the reason, organizations need a sound and straightforward method to measure and value work on an ongoing basis, one that effectively reflects their specific organizational culture and values. HayGroup® is the world’s leading authority on job evaluation and work measurement and has helped thousands of organizations around the world.

WHY HAY? Organized, systematic job ranking system Assigns point values to job components Widely used - both public and private sector Useful for large classification studies. Helps determine appropriate level of a position within a class series. Used when necessary to create new classes.

In addition to in-depth consulting expertise, Hay offers an array of work measurement and analysis tools to help meet a broad range of organization needs. These include our: • • •

Hay Guide Chart-Profile Method™ – the most widelyused and recognized method of job evaluation in the world Comparison/Questionnaire Methods – streamlined alternatives to our more in-depth Guide Chart approach Integrated Models – customized approaches to suit a client’s unique human resources management needs.”

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Hay Guide Chart – Profile Method™ What is the Hay Guide Chart – Profile Method™ and where did it come from? The Hay Guide Chart – Profile Method™ of job evaluation was developed in the early 1950s by HayGroup® and is used by more than 7,000 profit and nonprofit organizations in many different countries. It is the most widely used job evaluation method in the United States, in companies such as Honeywell, Pillsbury and General Mills and in state governments such as Arizona, Connecticut, New Jersey, Oregon and New Mexico. The State of Minnesota has used the Hay system of job evaluation since the 1970s, when HayGroup® consultants evaluated managerial positions for the State of Minnesota. In the mid – 1970s, $400,000 was allocated to the Department of Finance for a Public Employment Study. Part of the study involved evaluating the State’s classification (and secondarily, compensation) system. At that point, classification and compensation decisions primarily relied on the job audit and salary survey processes we use today – by comparing positions to each other and to class specifications, with consideration given to how similar jobs were paid outside of state government. The Department of Personnel’s Classification and Compensation Division provided leadership for the resulting broad class clarification project, which involved reviewing position descriptions and class specifications, interviewing about 1000 State employees across the state, and establishing class clarification files. John Kuderka was the Classification and Compensation Division’s lead for this project.

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After much of the initial class clarification work was completed, the Departments of Finance and Personnel agreed to use some of the funding to contract with HayGroup® to train State employees to become Hay raters. State agencies nominated employees to attend Hay training and to serve on three seven member committees to evaluate many of the State’s multipleperson classes under the guidance of HayGroup® consultants. Some of the initial Hay raters were Human Resources professionals, but many were not. Bettie Lee and Al Bunnett were facilitators for two of the committees. Each committee emphasized a specialty area and used the class clarification information to understand the jobs in order to evaluate them. Presenters weren’t part of the process as they are today. This was a very time-consuming, labor-intensive effort. When this large group of Hay ratings was completed, the three committees disbanded and the pool of trained State Hay raters began to expand. Later, when pay equity was raised as an issue in the 1980s during the Perpich administration, the State of Minnesota was already using the Hay Guide Chart – Profile Method™ to compare very different types of jobs. The State’s customized Hay Guide – Profile Charts were revised in 1995, to ensure that they remained up-to-date as the State’s needs changed. One aspect, “Magnitude,” is reviewed annually and revised according to the Accountability Magnitude Index (AMI) provided by HayGroup®. The Consumer Price Index, as interpreted by HayGroup®, is the primary source for calculating adjustments to the Accountability Magnitude Index. For example, the current 7.0 AMI (as of Oct 2009) is a multiplier applied to the baseline of 1967 dollars; therefore, $100 1967 dollars are now equal to $700 2009 dollars. 1967 dollars were used as the baseline because HayGroup® did a major update of the 1950s’ Hay Guide Charts that year.

The Hay Method of Job Evaluation Adds Value by:

The Hay job evaluation system has been used by the State of Minnesota to evaluate most state job classes, including the Governor’s and positions in the Supreme Court. Although the Guide Charts have been updated over the years, there haven’t been major changes; it’s been more a matter of fine-tuning than full-scale revisions.

1. Low Administrative Costs. The most expensive investment, the initial installation, training and quality assurance, have been paid. The Hay Advisory Team and other experienced raters now provide training and quality assurance. 2. A Strong Future Orientation. The Hay Method is used to measure new jobs or redesigned jobs within new organizational structures and serves as a useful consulting tool to guide state managers as they continue to strive to do more with less. During Fiscal Years 2000 thru 2010 a total of 677 jobs were evaluated by 335 rating committees resulting in 212 new classes, and the conformation of ratings and levels for exiting classes. 3. A Large Data Base of Evaluations to Guide Current and Future Class and Compensation Decisions. Since Fiscal Year 2001, State of Minnesota Hay ratings have been listed on MMB’s web site. Current rosters of evaluations, with complete ratings, are available on the MMB extranet. As of the end of Fiscal Year 2010 the roster contains Hay ratings for 92% of the active classes. 4. A Solid Track Record of Successful Application of the Hay Method of Evaluation Statewide. The State of Minnesota’s application of the Hay Method has received statewide recognition and use. At the local level, Minnesota State job evaluations have provided representative job evaluations for benchmark job classes to guide local units of government and school districts as they conduct their review of jobs for pay equity. State of Minnesota Hay ratings are the foundation/basis for the State Job Match System available on the internet to over 1500 local units of government.

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When are positions Hay-rated? Positions are Hay-rated when one or more situations occur: •

A new position is established for which there is no readily discernable existing class comparison.

•

The appropriate level of a position within a class series cannot be determined or there is significant dispute about the level of a position.

•

The class hasn’t been reviewed for many years and the concept of the class has changed significantly over time.

•

A position has been identified as a benchmark position to which others are compared for use in a class study or class clarification project. A committee rating process is used to help ensure a broad perspective and statewide consistency. Committees are made up of three or five professionals from State of Minnesota agencies and Minnesota Management and Budget (MMB). All Hay raters meet training standards established by MMB consistent with HayGroup® expectations and participate in advanced training seminars.

How does Hay Guide Chart – Profile Method work

People: Manager, supervisor and employee and/or personnel representative. Hay Facilitator Hay Raters

Written materials about each position being rated are provided to Hay committee members so they can prepare before a scheduled Hay rating session. Documentation typically includes a memo outlining the need for the Hay rating, an organizational chart, a position description, and anything else that might help the raters understand each position. Subject matter experts provide an overview of each position’s role and responsibilities to the Hay raters at a scheduled Hay rating session, along with information about the position’s requirements related to Know-How, Problem Solving and Accountability. Examples are usually helpful. After the presenters leave the Hay committee begins the rating process. [See Chapter 6 for information on preparing a presentation.]

Process: Manager, supervisor and employee and/or personnel representative verbally explain the position description and other written documentation to the Hay Committee. The Hay Raters use their understanding of the position and their knowledge of the Hay guide chart to assign a Hay rating to the position. Product: The Hay Facilitator interprets the Hay rating by assigning the position to a current class or by recommending a new classification, including salary range, to the State's Compensation Manager, Labor Relations Representative and Chief Classification Analyst.

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The Hay system is designed to rank positions within the context of all statewide positions, from the Governor and the Supreme Court on down, not just within the context of one State agency. A single number is assigned to each factor consistent with the position’s role and responsibilities. Available options are listed on the charts. The numbers increase at a rounded 15% rate, which is based on the scientific concept of “just noticeable difference.” [see Guide Chart Tip]

Good Hay Rating Requires... Skilled (trained and experienced) raters and an accurate understanding of the position, through… • current, complete position description • background memo • organizational chart • presentation

After the Hay committee members use their Hay Guide Charts to independently evaluate a position, they must reach a group consensus. Hay committee members are asked to share their individual ratings with the group, which are put on a white board or flip chart. The raters discuss their ratings, including any differences among them, and arrive at a group Hay rating with which everyone can agree. Sometimes additional information is needed before committee members can agree; the group discussion may be the first indication that raters are making different assumptions about the position that need to be clarified. The points are totaled for each factor. The committee facilitator documents the final Hay rating and submits it to MMB

Hay raters look at three major aspects when evaluating a job: Know-How, Problem Solving and Accountability. They consider a position’s role and responsibilities, and the KSAs (knowledge, skills and abilities), problem solving and accountability required to satisfactorily perform the work involved. Hay ratings are typically based on when the position is considered to be “fully functioning,” rather than what employees know at hire. The raters look at each of these three basic factors separately, and assign points from the Hay Guide Charts that represent their weight in the job. Every job that is evaluated receives the same treatment. This makes it possible to compare jobs that are very different and place them where they appropriately fit within the State’s classification and compensation systems.

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What are the possible outcomes of Hay rating?

However there may be other factors, e.g. turnover, ability to hire qualified candidates, internal equity, that may impact an agency’s decision to pursue a salary range reassignment based on the recent Hay rating. If this is a single incumbent class the rating could also represent the class rating and a revised class rating date. [see CHAPTER 8: Hay Ratings and Compensation]

Typical reasons for rating a job Level determination within existing classes (e.g. affirmation ratings, reallocations) • New class • Salary range review/re-assignment (often occurs jointly with Level) • Other (e.g. previously unrated class, new benchmark for a current class.) •

The following chart provides samples of possible rating outcomes.

Even though the intent was to rate the position because of one of four reasons listed in the chart above the rating may not support the action that prompted the rating. For example. The supervisor believed that the job in question had changed over time and should be at a higher level of Hay points and compensation. After a rating session the raters determined that the current class rating was appropriate. In this case the outcome was: “No Change” (see Decision Codes below). HAY Quality Assurance Summary Decision Codes NC = No Change REC = Reallocation to an existing class ENC = Establish new class – list proposed class title RCR = Revised class rating for salary range reassignment TC = Title Change – TBD = Final outcome to be determined

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Other

Salary

New

Level

Is level of position(s) unclear or in dispute? If yes, confer with MMB before proceeding.

X

Is this a class that the agency has determined to use Hay evaluation for reallocation? If yes, proceed with rating.

X

No existing class was identified as a fit . Confer with MMB before proceeding.

X

X

Chg

X

Chg date

X

NA

X

NA

Request a new class and recommend comp level

X

new

Use an existing class lieu of creating a new class.

X

No Chg

Recommend and request a new comp level.

X

Chg

X

No Chg

Usually no change in comp level

X

new

May or may not request a new comp

X

Chg

* Movement to a new class generally requires a one step or more change in Know How points.

X X X

X X

Previously unrated class,

X

New benchmark for a current class.)

X

X X X

X

X

X

10

Class rating? If yes…

Hay Quality Assurance Summary

Salary range Re-assignment

Assign to existing class*

Create new class

* Movement to a new class generally requires a one step or more change in Know How points.

X X

Salary range review/re-assignment (often occurs jointly with Level) Confer with MMB before proceeding.

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No change in rating

New rating

Reason

Sample outcomes:

How does the Hay rating relate to classification and compensation decisions? GUIDE CHART TIP Step Differences

The Hay method evaluates all positions against the same factors. This makes it possible to compare jobs that are very different and place them where they appropriately fit within the State’s classification and compensation systems. A position’s Know-How points and overall Hay rating are used as guides in determining where the job fits in the State’s classification structure and provide a framework for determining the appropriate compensation range. This relationship is discussed further in the “Hay Ratings and Compensation” and “Trend Lines and Conversion Charts” sections at the end of the manual.

“The Hay Guide Charts use the concept of Just Noticeable Differences to reflect that people perceive relative, not absolute, differences. This is incorporated into the unique Hay numbering patterns used in the three Hay Guide Charts. This concept provides a systematic guideline to assess the relationships among jobs — the relative distances between jobs, span of control, size of accountability, career progression opportunity and chains of command, etc…

Can anyone have a copy of the Hay Guide – Profile Charts?

Source: 2005 HayGroup® Working Paper, Hay Job Evaluation Foundations and Applications.

Copies of the Hay Guide – Profile Charts are typically only given to trained Hay raters or Hay raters in training. The customized charts used by the State of Minnesota are the copyrighted property of HayGroup®. The State of Minnesota’s Hay Guide – Profile Charts cannot be sold or in any other way distributed to other private or public organizations because this violates copyright laws and other contractual agreements between the State of Minnesota and HayGroup®.

On the Hay Scale, 15% changes are “steps” to identify just-noticeable differences. This conforms to a general principle of psychometric scaling derived from Weber’s Law: “In comparing objects, we perceive not the absolute difference between them, but the ratio of this difference to the magnitude of the two objects compared.” The extent of difference required in order to be noticeable tends to be a specific constant percentage. A job evaluation committee, when comparing two similar jobs on any single factor, has to perceive at least a 15% difference in order to come to a group agreement that Job A is larger than Job B.

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CHAPTER 1: Know-How

Know-How is the body of knowledge, skills and abilities an employee needs to be successful in a particular job. The most important factor in Hay evaluation is Know how. It defines the boundaries within which the action will take place.

E. Basic Specialized.

I. Activity .

It is made up of three parts: •

• •

Depth and Breadth of JobSpecific Knowledge (aka Technical and Specialized KnowHow and Job-Specific Knowledge). Integrating Know-How (aka Managerial Breadth or KnowHow). Human Relations Skills (aka Human Relations Know-How).

Human Relations 2 200

Hay raters assign a number to the total Know-How for a job, which involves separate choices for each of these three elements and an overall assessment. As an example, KnowHow is expressed in a report as EI2 200 (depth and breath level E, integrating know-how level I, human relations skills level 2 at 200 KnowHow points).

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Figure 1: Job Factors (Hay System) Approximate % of Total Points

According to the Know-How Guide Chart, “Know-How is the total of every kind of skill and knowledge, however acquired, needed to conduct, and to be prepared for, functions that are reasonably expected within the role.” Know-How considers both the scope and depth of a position. A job may require some knowledge about a lot of things, or a lot of knowledge of fewer things. The overall Know-How rating reflects a combination of scope and depth. This allows for the comparison and weighing of the total Know-How content of different jobs in terms of “How much knowledge about how many things?”

20%

50%

Problem Solving Accountabilty Spec Cond

20%

Know-How is the most heavily weighted portion of the overall job evaluation. [SEE FIGURE 1] In fact, the levels in a classification structure are primarily determined by the progression of Know-How levels. In the continuum established by the Hay system, jobs that are more easily learned are ranked near the lower end of the scale. As jobs require more involved and diverse practices and principles, abstract knowledge, mastery of scientific techniques, greater human relations skills and/or significant managerial skills, they are given progressively higher scores.

Know How 10%

Know-How: 50% - 60% Depth and breadth of skill and knowledge required to do the job Problem Solving: 20% Original thinking required. Analyzing, reasoning, creating Accountability: 20% Supervisory and monetary responsibilities, consequences of actions Special Conditions: 0% - 10% Unpleasant circumstances, physical effort, environment, hazards, sensory stimulation

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The levels of Job Specific Knowledge on the Hay Charts are:

The Three Elements Comprising Know How: Job-Specific Knowledge Job-Specific Knowledge includes the depth and breadth of knowledge required to be successful in a job. It includes the position’s requirements for knowledge and skills related to practices, procedures, specialized techniques, and professional or scientific disciplines. It also includes basic and job-specific supervisory and managerial KSAs, when appropriate.

Practical Procedures Group L A B

This aspect of Know-How does NOT make distinctions among differently-sized managerial jobs or include human relations skills. However, because all three parts of a KH rating combine to reflect a job’s total KH requirement, the number of total points vary a lot within each technical/specialized KH level (that is, L and A – H).

Specialized Techniques Group C D E

It is important to remember that this element measures the requirements of the position, not the qualifications of an incumbent. .

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Limited Job-Specific Knowledge Primary Elementary Vocational

Vocational Advanced Vocational Basic Specialized

Learned Disciplines Group F G H

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Seasoned Professional Specialized Mastery Professional Mastery

# of Job Classes as of Jan 2011

1 6 42 # of Job Classes as of Jan 2011

160 351 545 # of Job Classes as of Jan 2011

496 40 2

Practical Procedures Group NOTE: Examples in blue italics differentiate among levels’ expected roles re: knowing what to do Complexity levels Indicators Characteristics of work Examples Educatio • “Does the simple tasks s/he is st th L. n likely 1 to 6 grade told to do with ongoing work Limited needed direction” Supported Employment TOTAL • Basic instructions/very simple Worker is the only job class (added time to Hours to days routines in this category. in 1995) learn • Work is very simple, short cycle Skill in nature, and typically involves Unskilled level manual effort Educatio Literacy; simple • “Does simple tasks s/he is th th A. n likely arithmetic; 6 to 9 told to do without an ongoing Primary needed grade job coach” TOTAL • Ability to understand simple oral Several days to 1 time to NR Nursery Field Worker and written instructions and month learn perform simple tasks is required Student Worker Clerical • May apply basic skills in Skill Student Wkr -Custodial/ arithmetic, reading and writing Unskilled level Maintenance • Typically same daily routine Educatio • “Does more involved, but still th th B. n likely 9 to 12 grade Food Service Worker standardized, work s/he is Elementary needed instructed to do after basic Vocational General Maint Worker on-the-job training” TOTAL Office Specialist • Learns on the job time to 2 to 6 months Security Guard • Slightly more complex learn Human Services Tech standardized routines • Production and service jobs at this level require skills in Skill Unskilled to semiBuilding Services Lead operating uncomplicated level skilled; apprentice Work Therapy Technician machinery and may include apprentice levels of craft positions.

.

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Fine-tuning Employees in this job class are expected to have an ongoing job coach employed by a rehabilitation organization as a condition of employment. “Leaning back”

AI1 50 AI2 57

“Solid in the box”

AI1 57 AI2 66

“Leaning forward”

AI1 66 AI2 66

“Leaning back”

BI1 66 BI2 76

“Solid in the box”

BI1 76 BI2 87

“Leaning forward”

BI1 87 BI2 100

Specialized Techniques Group Complexity levels C. Vocational The median and mode Know-How points at this level are 115.

Indicators

Characteristics of work

Examples

Fine-tuning

Office & Admin Spec Education likely needed

9 to 12 grade

TOTAL time to learn

6 months to 2 years - technical positions may require one – two years of post high school education in areas such as nursing, civil engineering, or office and business procedures.

Skill level

th

Customer Svcs Spec Int

th

Semi-skilled to journeylevel

“Knows there are practical, jobrelated instructions about what to do and applies them” Brings knowledge from some other training or experience Guided by somewhat diversified procedures and precedents Although tasks are proceduralized or involve following precedents, employee decides on appropriate procedure or precedent to follow based on the situation Typically require knowledge of multiple procedures.

CI2 100 CI3 115

General Repair Worker

CI1 100

Office & Admin Spec Sr Personnel Aide

“Solid in the box”

CI2 115

EDP Oper Technical Supv Office Servs Supv 1 Security Supervisor

CI3 132

Account Clerk Senior Transportation Generalist

CI1 115

LPN 2

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“Leaning back”

87

Building Services Supv

Building Svcs Manager

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CI1

“Leaning forward”

CI2 132 CI3 152

Complexity levels D. Advanced Vocational The median and mode Know-How points at this level are 152.

Indicators th

Education likely needed

TOTAL time to learn

Skill level

Characteristics of work

“Reads, understands and applies significantly diversified practices from books recommended by others about what to do”

2 to 4 years

Skilled technical to highly skilled trades; paraprofessionals; st 1 level professionals; nd some 2 level professionals; Administrative support supervisors; skilled trade supervisors; supervisory positions st nd equal to 1 and 2 level professionals; and technical supervisors.

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Fine-tuning

Benefit Recovery Tech

th

9 to 12 grade PLUS additional specialized training, on or off the job

Examples

Employee is likely to have specialized training (which may include a bachelor’s degree) but experience can usually substitute Upper level college coursework that emphasizes theory is usually not needed to do the work Work focuses on using substantially diversified procedures and specialized standards, rather than theory

Buyer 1 Personnel Aide Senior Transportation Gen Sr Office Services Supv 2

“Leaning back”

Accounting Supv Buyer 2 Information Tech Spec 1 Personnel Officer State Programs Admin Offices Services Supv 3

DI2 132 DI3 152

Accounting Technician Carpenter

DI1 132 “Solid in the box”

DI2 152

DI3 175

Accntg Officer Planner

DI1 152

Management Analyst 2

DI2 175 “Leaning forward”

Building Maint Supv EDP Oper Ctl/Shift Supv

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DI1 115

DI3 200

Complexity levels

Indicators

Characteristics of work

Examples

Fine-tuning

Local Govt Audit E. Basic Specialized The median and mode Know-How points at this level are 200.

Education likely needed

Minimum of bachelor’s or master’s degree plus professional experience; or equivalent exp is required at hire

TOTAL time to learn

nd

Skill level

Some 2 level and many advanced professionals, supervisors & managers

“Understands the underlying theory well enough to research and recommend books that are most likely to help meet the organization’s more complex needs” Job requires and uses higher-level college coursework or equivalent theoretical or scientific preparation Work typically involves a specialized field of knowledge, such as accounting, biology, chemistry, engineering, epidemiology, information technology, management, nursing (RN), organization development, psychology, etc. Jobs need to know more about “why”, i.e., the underlying principles involved Advanced professionals are mid-E to F

Information Tech Spec 2 Planner Intermediate State Prog Admin Inter Accounting Supv Senior Business Manager 1 Chemist 2 Research Analyst Inter Accounting Officer Sr Mgt Analyst 3 Pers Officer Principal Planner Sr State Personnel Director 1 Registered Nurse AdminSupv

EI1 152 “Leaning back”

EI3 200 EI1 1 75

“Solid in the box”

Personnel Director 2

EI2 200

EI3 230

Pharmacist Accounting Officer Principal Engineer Senior Information Tech Spec 4 Personnel Representative

EI2 175

EI1 200 “Leaning forward”

EI2 230

EI3 264

As of Jan 2010 the median and mode Know-How value for all 1640 rated state classifications is 200 points and there were 234 classes at 200 Know-How points. Ratings with 200 Know-How points occur in the Know-How levels of D – Advanced Vocational and E – Basic Specialized.

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LEARNED DISCIPLINES GROUP Complexity levels F. Seasoned Professional The median and mode Know-How points at this level are 350 (median) and 304 (mode.)

Indicators Education likely needed

TOTAL time to learn

Requires wide exposure, experience and proficiency in specialized fields

Characteristics of work “Evaluates, critiques, edits and improves books about what to do based on advanced professional expertise” Professional positions with an “F” rating are recognized experts within their specialized field. Many supervisory and managerial positions are also within “F”.

Examples Financial Reporting Analy Supv Research Scientist 2

Skill level

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I in managerial breadth

Architect 2 Personnel Services Supv 1 State Prog Admin Coordinator Accounting Manager Personnel Services Supv 2 Construction Project Coord Princ Medical Specialist 1 State Prog Admin Manager Sr Personnel Services Manager

II in manageria l breadth

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“Leaning back”

FI2 230 FI3 264

Responsible authority in a learned discipline Licensed positions within professions such as law or medicine are found here and many multi-functional managers

Fine-tuning

State Prog Admin Manager Prin Dir Governmental Relations Unc Finance Services Director

FI2 264 “Solid in the box” FI3 304

“Leaning forward”

FI2 304 FI3 350

“Leaning back” “Solid in the box” “Leaning forward”

FII2 304 FII3 350 FII2 350 FII3 400 FII2 400 FII3 460

Complexity levels G The median and mode Know-How points at this level are 700 (median) and 608 (mode.)

Indicators

Characteristics of work

Examples

“Respected author of Education likely needed

TOTAL time to learn

Skill level

Senior specialists in scientific or learned disciplines who are authoritative in their field and senior managers with substantial knowledge about the organization, its mission and objectives Mastery of an abstract discipline, for example, at a university

scientific or theory-based books about what to do in difficult situations, based on deep and broad knowledge of the field” Functional experts (aka “gurus”), whose substantial experience and depth of knowledge enable them to “write the book,” and determine functional policy and practice Commissioners of large agencies are found here: Commr-Admin GIV3 920 Commr- Educ GIV3 1056 Commr-MMB GV3 1216 Commr-Transp GV3 1400

Exec Dir PERA II in managerial breadth

H

CommissionerMediation Service

III in manageria l breadth

“Authoritative books are written about him or her”

GII3 528 GII2 528 GII3 608

Commr-Commerce

“Leaning back” GIII3 608 “Solid in the box” “Leaning forward”

VI in managerial breadth

GIII2 608 GIII3 700 GIII2 700 GIII3 800

Fine-tuning

Governor

20

GII3 460

GIII2 528 Asst Commr Revenue Deputy Commr Labor & Industry

Examples

National leadership role and authoritative knowledge that is recognized beyond the state of Minnesota Likely to be selected for national panels and/or be quoted because of their acknowledged leadership in complex scientific and/or professional activities

GII2 400

GII2 460

“Leaning forward”

Characteristics of work

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“Leaning back”

“Solid in the box”

Commr-Agriculture Commr-DEED Complexity levels

Fine-tuning

HVI3 1840

“Solid in the box”

HVI3 2112

“Leaning forward”

HVI3 2432

Integrating Know-How (aka Managerial Breadth) Integrating Know-How is one of the easiest parts of the total Know-How rating and the 2nd element of a job’s Know-How rating. It considers the need to integrate and manage progressively more diverse functions and is used to rank managerial breadth and scope, from similar to very different functions. When required, basic and job-specific supervisory and managerial KSAs are included in the Job-Specific part of a Know-How rating. This Know-How may be exercised

# of job classes B.U./Plans

Indicators (see more detail below)

T. Task 1 (