Академический Документы
Профессиональный Документы
Культура Документы
1. Introduction
5. GNWT Benchmarks
5.1 Introduction
5.2 Sort by benchmark Numbers
5.3 Benchmarks in Numerical Order
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outdated or new information may be added.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:
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.
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 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;
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;
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.
Job Evaluation Facilitators’ are accountable to their respective Deputy heads for:
Ensuring that job evaluation standards as contained in this document are met
within their respective departments, boards and agencies;
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.
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.
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.
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.
i. Terms of reference
The terms of reference for the Job Evaluation Facilitators’ Committee is attached
as Appendix #1.
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).
6. Job Descriptions
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.
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.
7. Evaluations
i. Rationales
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.
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
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).
i. Position Files
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.
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.
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.
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.
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
4. A Job is either a unique position or a number of positions that are similar and
are adequately described by one job description.
7. Task means a unit of activity, which with other units, make up a responsibility.
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.
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.
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.
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.
This section summarizes the major responsibilities and the expected outcomes
of those responsibilities 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).
This section summarizes the minimum level of knowledge, skills and abilities
(however obtained) required to competently perform the job
Skills describe the acquired measurable behaviors that may cover manual
aspects required to do the job.
The scope and responsibilities of the position must support the required
knowledge, skills and abilities.
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.
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.
(b) The supervisor's signature confirms that the duties described are those
assigned to the position and provide a basis for performance review.
(c) 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.
Organization Chart
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.
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.
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
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 the incumbent's name,
Ø the location of the position (if different from that of the organizational unit),
Ø the expiry date of a term position,
Ø the evaluation level for the position.
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
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.
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.
Attachment 1
SAMPLE JOB DESCRIPTION: NURSE IN CHARGE
IDENTIFICATION
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 non-
emergency 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.
RESPONSIBILITIES
(Describe major responsibilities and target accomplishments expected of the
position. For a management position, indicate the subordinate position through
which objectives are accomplished)
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.
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.
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.
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 re-
certification is mandatory.
WORKING CONDITIONS
Physical Demands
Frequency Duration Intensity
Lifting and carrying patients. 3x a week 5 minutes Moderate
Assists staff member to transport incapacitated patients within the Health Centre
and Emergency patients coming to the Health Centre.
Environmental Conditions
Frequency Duration Intensity
Exposure to communicable diseases Every day 4 hours 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
Frequency Duration Intensity
Crisis situations (hearing, sight and 4x a month 30 minutes High
smell)
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
Frequency Duration Intensity
Limited access to medical backup. Each day and 2 hours Moderate
night.
CERTIFICATION
Position Number:
__________________________________ ______________________________
Employee Signature Supervisor Title
__________________________________ ______________________________
Printed Name Supervisor Signature
_________________________________ ______________________________
Date Date
I certify that I have read and understand the I certify that this job description is an
responsibilities assigned to this position. 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”
Attachment 2
SAMPLE DEPARTMENT
Headquarters: Yellowknife
Program Evaluation Division
Organization Chart #3
Deputy
Minister
Secretary
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
DEFINITIONS
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
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 Page 2 of 7
JOB EVALUATION HUMAN RESOURCE MANUAL
Evaluating a Position
Bargaining Group and Excluded Positions 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.
ATTACHMENT 1
Job Evaluation Form
Position #
Union Code
Job Title • Sr. Mgmt • UNW • NWTTA
• Excluded (approval required from Labour
Relations)
Department/Di
v. Work Schedule
Dept Code • Monday to Friday • Rotating Irregular
• 42 Hours • 40 Hours • 37.5
Hours
NOC code • Other, specify ____ weekly
hours
Other
Location • Permanent
Position
Location Code • Term / End Date (dd/mm/yy)
______/_____/_____
• Full Time • Part Time _________% FTE
Supervisor # • Non-Continuous • Continuous
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 Degree Points Comments
Know How
• Cognitive
• Managerial
• HR
Problem Solving
• Latitude
• Challenge
• %
Accountability
• Freedom
• Magnitude
• Impact
Profile
Working Conditions
• Physical
• Environmental
• Sensory
• Mental
WC Total
• Entered in HRXpert
TOTAL
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:
Authorized by Date
ATTACHMENT 2
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:
Ø Position # and Job Title: The title and number of the position being reviewed must
match the job description and organization chart.
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 Code: The HRMS code indicating where the position is geographically
located.
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
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.
INTRODUCTION
1. An employee who is a member of the UNW may appeal the evaluation of their
position.
APPLICATION
DEFINITIONS
5. Hay Guide Charts are the Hay Guide Charts produced by Hay Management
Consultants as contained in Appendix C of the Collective Agreement.
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
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).
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.
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).
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
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.
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
Attachment 1
(Date)
(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)
Attachment 2
(Date)
Dear (Manager):
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)
Attachment 3
(Date)
This is to advise that I wish to have my position evaluation formally reviewed by the Job
Evaluation Appeal Board.
(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)
Attachment 4
(Date)
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,
Attachment 5
(Date)
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,
Attachment 6
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.
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.
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.
Attachment 7
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.
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.
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.
INTRODUCTION
APPLICATION
DEFINITIONS
6. Hay Guide Charts are the Hay Job Evaluation Methodology Guide Charts
produced by Hay Management Consultants for the Government of the Northwest
Territories.
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-
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 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.
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.
Attachment 1
(Date)
(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)
Attachment 2
(Date)
Dear (Manager):
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)
Attachment 3
(Date)
This is to advise that I wish to have my position evaluation formally reviewed by the
Special Review Committee.
(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)
Attachment 4
(Date)
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,
Attachment 5
(Date)
(Name)
(Position)
(Department)
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.
ATTACHMENT 6
(Date)
(Name)
(Position)
(Department)
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.
Attachment 7
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:
2. Review job descriptions, organization charts, and written concerns pertaining to the
individual job evaluation.
4. Hear the Departmental Job Evaluation Facilitators’ reasons for the evaluation of the
position.
7. Review the evaluation results in conjunction with similar jobs at those levels.
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.
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:
3. 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.
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. FMBS will provide
administrative support to 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.
Evaluation decisions will be binding upon the department and implemented within one
week of the decision of the committee.
5. Reporting
6. Meetings
Meetings shall be held monthly or as necessary in the opinion of the Committee Chair to
carry out the Committee’s responsibilities.
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:
Skill Ø Know-How
Responsibility Ø Accountability
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.
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:
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 co-
ordinating 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.
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.
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.
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.
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 decision-
making 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.
E These jobs, by their nature and size, are subject to broad • Some
practices and procedures covered by functional precedents Department
and policies, achievement of a circumscribed operational Managers
activity, and to managerial direction.
• Some Directors
• Some Senior
Advisors
F These jobs, by their nature or size, are broadly subject to • Some Function
functional policies and goals and to managerial direction of a Executives
general nature.
• Some Assistant
Deputy Heads
• Some Deputy
Heads
G Subject to the guidance of broad organization policies, • Key Function
community or legislative limits, and the mandate of the Executive
organization.
• Some Deputy
Heads
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.
Level* Explanation
1 Results can be non-quantifiable or can affect a smaller work group or unit within the
department.
($50k to
$500K)
2 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.
($500K to
$5M)
3 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
($5M to significant clientele within a program or functional area.
$50M)
4 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
($50M to functional area.
$500M)
5 Results achieved primarily affect other departments, the government as a whole and
significant client groups external to government operations. Work performed may affect
($500M to 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.
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.
+3 Line management job that has a controlling impact on end “Line” management
results in some part of the core business of the organization. (e.g.,production)
The job is primarily responsible for implementation (make it
happen). Typically oversees day to day or established Sales
operations. Policy and program development is (typically)
provided by others.
+2 Individual contributor that is authorized to make decisions within
its field of expertise and act in an enforcement, regulatory or Department Head
investigative capacity. These jobs take primary responsibility, but
their profile is +2 instead of +3, as their freedom to act is limited Head of Purchasing or
by the legal framework they have to operate in.
Mterial Management
Head of Maintenance
Labour Relations
+1 or 0 Line Managers of organizational units that support the core “Staff” jobs (e.g.,
business of the organization. Individual Contributor that has not finance, human
only involvement in development/analysis but is also strongly resources)
involved in implementation. Typically does not have the authority Most (but not all)
to make the final decision. “individual contributor”
jobs
Lower level job with a strong work-process orientation.
Most support jobs (e.g.,
clerical, trades,
technical jobs)
-1 Focus on analysis more than on end results. Methodologies often pre-
defined and analyses typically completed over (shorter) time frame. Planning
Findings may influence future development.
-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
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.
Working Conditions measure the unavoidable conditions under which the job is
performed in four dimensions:
Ø Physical Demands
Ø Environmental Conditions
Ø Sensory Demands
Ø Mental Demands
of each dimension.
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.
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.
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:
** There were no positions within the GNWT evaluated at 33 points for Physical
Demands in September 1998 **
Environmental Demands
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. The sensory
attention may vary in intensity, duration and frequency. 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:
** There were no positions within the GNWT evaluated at 33 points for Sensory
Demands in September 1998 **
Mental Demands
23/11/00 124
Government of the Northwest Territories
Job Evaluation Manual
Benchmarks
Benchmarks
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.
Points
BY JE APPEAL Total Points
DEPT. POS. # Position BOARD B C D E F G I II III 1 2 3 19% 22% 25% 29% 33% 38% 43% R A B C D E F KH PS ACC Points PD ED SD MD
H&SS 10350 Nurse Administrator - NLSCH 10-Dec-03 E I 3 E3 2P 264 100 152 516 3 3 8 8 22 538
H&SS 5727 Nurse in Charge 10-Dec-03 E I 3 E3 3S 264 100 132 496 3 8 8 16 35 531
Senior Database and Security
ECE 7159 Analyst 25-Feb-04 F I 2 D4 1P 264 100 132 496 3 3 3 8 17 513
H&SS 2987 Supervisor, Physical Serv. 24-Oct-02 E I 3 D4 2P 264 100 115 479 3 3 3 3 12 491
Aurora 2465 Manager, Student Services 28-Jan-04 E I 3 E3 2P 264 100 115 479 3 3 3 8 17 496
Aurora 2946 Community Adult Educator 27-Jan-04 E I 3 D4 1S 264 100 115 479 3 3 8 8 22 501
Aurora 4643 Community Adult Educator 27-Jan-04 E I 3 D4 1S 264 100 115 479 3 3 8 8 22 501
Aurora 2945 Community Adult Educator 27-Jan-04 E I 3 D4 1S 264 100 115 479 3 3 8 33 47 526
H&SS 11162 Patient Care Coordinator 10-Dec-03 E I 3 E3 3C 264 100 115 479 3 8 8 8 27 506
ECE 2764 ABE Instructor 02-May-02 E I 3 E3 1S 264 100 100 464 3 3 3 3 12 476
ECE 115 ABE Instructor 02-May-02 E I 3 E3 1S 264 100 100 464 3 3 3 3 12 476
ECE 2958 ABE Instructor 02-May-02 E I 3 E3 1S 264 100 100 464 3 3 3 3 12 476
ECE 2935 ABE Instructor 02-May-02 E I 3 E3 1S 264 100 100 464 3 3 3 3 12 476
Aurora 10461 Manager, Technology & Devel. 28-Jan-04 F I 3 E3 1S 264 100 100 464 3 3 3 3 12 476
DOT 6785 Snr. Tech Spec. Electrical Sys. 04-Mar-02 E I 2 E3 3C 230 87 100 417 3 3 3 8 17 434
Aurora 2664 Dir., Student Services 29-Jan-04 E I 3 E3 1P 230 87 100 417 3 3 3 8 17 434
Supervisor, Family and
YKHSSA 659 Community Services 11-May-04 E I 3 E3 1P 230 87 100 417 3 3 3 16 25 442
Supervisor, Family and
YKHSSA 218 Community Services 11-May-04 E I 3 E3 1P 230 87 100 417 3 3 3 16 25 442
Supervisor, Family and
YKHSSA 95046 Community Services 11-May-04 E I 3 E3 1P 230 87 100 417 3 3 3 16 25 442
H&SS 5733 Community Health Nurse 10-Dec-03 E I 3 E3 3C 230 76 100 406 8 8 8 33 57 463
H&SS 5498 Regional Nutritionist 10-Dec-03 E I 3 E3 3C 230 76 100 406 3 3 3 8 17 423
DOT 2277 Airports Training Coord. 18-Jan-02 E I 2 E3 2C 230 87 87 404 3 3 3 8 17 421
H & SS 6749 Community Development Spec. 13-May-02 E I 3 E3 2C 230 87 87 404 3 8 8 8 27 431
WCB 7181 Senior Policy Analyst 25-Feb-04 E I 2 E3 2C 230 87 87 404 3 3 3 3 12 416
WCB 38 Assessment Auditor 25-Oct-02 E I 2 E3 3C 230 76 87 393 3 3 3 16 25 418
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
Points
BY JE APPEAL Total Points
DEPT. POS. # Position BOARD B C D E F G I II III 1 2 3 19% 22% 25% 29% 33% 38% 43% R A B C D E F KH PS ACC Points PD ED SD MD
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
H & SS 658 Speech Language Pathologist 10-Dec-03 E I 2 D3 2C 230 76 87 393 3 3 8 3 17 410
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 D3 1P 200 66 87 353 3 8 8 33 52 405
ECE 872 Career Development Officer 23-Oct-02 E I 3 E3 2C 200 66 76 342 3 3 3 8 17 359
H&SS 3294 Sonographer 25-Sep-02 E I 2 D3 2C 200 66 76 342 8 3 33 8 52 394
H & SS 95006 Public Health Nurse 10-Dec-03 E I 3 D3 2C 200 66 76 342 8 8 8 8 32 374
H & SS 9509 Diabetes Nurse Educator 10-Dec-03 E I 3 D3 2C 200 66 76 342 3 3 3 8 17 359
H & SS 6247 Respiratory Therapist 10-Dec-03 E I 2 D3 1S 200 66 76 342 3 16 16 16 51 393
H & SS 8812 Dental Therapist 10-Dec-03 E I 2 D3 2C 200 66 76 342 8 16 16 8 48 390
H & SS 4240 RN, Emergency 10-Dec-03 E I 2 D3 2C 200 66 76 342 16 16 16 16 64 406
H & SS 4855 RN, Operating Room 10-Dec-03 E I 2 D3 2C 200 66 76 342 16 16 16 16 64 406
FSHSSA 2230 Information Systems Manager 15-Mar-04 E I 2 E3 1S 200 66 76 342 8 8 3 3 22 364
JUS 252 YCC Corrections Supervisor 15-Mar-04 D I 3 D3 1S 200 66 76 342 3 16 8 33 30 402
ECE 7171 Budget/Accounting Officer 15-May-02 E I 2 D3 1C 200 66 66 332 3 3 3 3 12 344
ECE 3248 French Translator 14-May-02 E I 2 D3 1C 200 66 66 332 3 3 8 3 17 349
ECE 2729 French Translator 14-May-02 E I 2 D3 1C 200 66 66 332 3 3 8 3 17 349
ECE 2543 French Translator 14-May-02 E I 2 D3 1C 200 66 66 332 3 3 8 3 17 349
Program Delivery Officer -
JUS 8154 Living Skills 29-Jan-04 E I 3 D3 1C 200 57 66 323 3 16 8 33 60 383
JUS 8102 Training Officer 25-Oct-02 E I 2 D3 2C 200 57 57 314 3 3 3 16 25 339
DOT 1066 Mechanical Foreman 16-Jan-02 D I 3 D3 2P 175 57 76 308 8 8 3 3 22 330
DOT 7783 Supervisor, Surface Structures 16-Apr-02 D I 2 D3 1P 175 57 76 308 3 8 8 8 27 335
H & SS 5696 RN, Acute 10-Dec-03 E I 2 D3 2C 175 57 76 308 8 16 8 16 48 356
JUS 10139 Institutional Nurse 24-Sep-02 E I 2 D3 2C 175 57 66 298 3 8 8 33 52 350
H & SS 5414 Homecare Nurse 10-Dec-03 D I 3 D3 2C 175 57 66 298 8 16 8 8 40 338
H & SS 4443 Clinic Nurse 10-Dec-03 D I 3 D3 2C 175 57 66 298 3 8 8 8 27 325
H & SS 4304 RN, Extended Care 10-Dec-03 D I 3 D3 1C 175 57 66 298 8 8 8 8 32 330
H & SS 410 RN, Psych 10-Dec-03 E I 2 D3 2C 175 57 66 298 3 8 8 8 27 325
H & SS 4134 RN, Medicine 10-Dec-03 D I 2 D3 2C 175 57 66 298 8 8 8 8 32 330
Points
BY JE APPEAL Total Points
DEPT. POS. # Position BOARD B C D E F G I II III 1 2 3 19% 22% 25% 29% 33% 38% 43% R A B C D E F KH PS ACC Points PD ED SD MD
JUS 2024 Chief Court Reporter 27-Feb-04 D I 2 D3 1P 175 50 66 291 8 8 33 16 65 356
Telehealth/Clinical Applications
IRHSSA 2374 Specialist 11-May-04 E I 2 D3 1C 175 57 57 289 3 3 8 3 17 306
Admission and
Discharge/COMS Training
JUS 4957 Officer 17-Mar-04 D I 2 D3 2C 175 50 57 282 3 8 8 33 52 334
H & SS 4219 Laboratory Tech - Bacteriology 10-Dec-03 E I 1 C3 2C 175 50 50 275 3 16 16 3 38 313
DOT 7792 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292
DOT 7798 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292
DOT 7791 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292
DOT 7797 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292
DOT 7795 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292
DOT 7793 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292
DOT 163 Heavy Equipment Mechanic 26-Jan-04 D I 1 C3 1S 152 43 57 252 16 16 16 8 56 308
JUS 3631 Juridical Officer III 24-Sep-02 D I 1 C3 2C 152 43 50 245 3 3 8 8 22 267
JUS 7589 Juridical Officer III 24-Sep-02 D I 1 C3 2C 152 43 50 245 3 3 8 8 22 267
H & SS 8210 L.P.N., Emergency 10-Dec-03 D I 2 C3 2C 152 43 50 245 16 16 16 16 64 309
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
2025, 1304,
JUS 3533, 0448 Court Reporter 27-Feb-04 D I 2 C3 1C 152 38 43 233 16 8 33 16 73 306
6083, 6862,
10300,
0317, 6857,
FMBS 10612, 6452 Payroll Specialists 23-Feb-04 D I 2 C3 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
Points
BY JE APPEAL Total Points
DEPT. POS. # Position BOARD B C D E F G I II III 1 2 3 19% 22% 25% 29% 33% 38% 43% R A B C D E F KH PS ACC Points PD ED SD MD
PWS 2397 Plumber 16-Jan-02 D I 1 C3 MP 132 38 50 220 16 16 8 16 56 276
JUS 232 Maintenance Officer 24-Feb-04 D I 2 C3 1C 132 33 43 208 16 16 8 33 73 281
JUS 7396 Cook - SMCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 16 16 48 252
JUS 260 Cook - SMCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 16 16 48 252
JUS 230 Cook - YCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 8 33 57 261
JUS 2202 Cook - YCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 8 33 57 261
DOT 4905 Contracts Administrator 23-Sep-02 D I 1 C3 1C 132 33 38 203 3 3 3 3 12 215
PW&S 3207 Contracts Administrator 23-Sep-02 D I 1 C3 1C 132 33 38 203 3 3 3 3 12 215
PW&S 86 Contracts Administrator 23-Sep-02 D I 1 C3 1C 132 33 38 203 3 3 3 3 12 215
JUS SMCC Corrections Officer 20-Mar-03 C I 2 C3 MS 132 33 38 203 8 16 16 33 73 276
JUS YCC Corrections Officer 20-Mar-03 C I 2 C3 MS 132 33 38 203 8 16 16 33 73 276
DOT 2676 Welder 15-Jan-02 D I 1 C3 1C 132 33 38 203 16 16 8 3 43 246
JUS TWCC Correction Officers 30-Jan-04 C I 2 C3 MS 132 33 38 203 8 8 16 33 65 268
Community Health
H&SS 5617 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
H&SS 4399 Medical Dictatypist 27-Sep-02 D I 1 C3 1C 115 29 33 177 3 3 16 8 30 207
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
FSHSSA 9006, 4228 Finance Clerk 16-Mar-04 C I 2 C2 1C 115 25 29 169 3 3 3 8 17 186
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
1. Administrative Assistants
2. Clerks / Assistants
3. Collections Officer
4. College Instructors
5. Engineering / Technologist
7. Human Resources
8. Information Technology
9. Inspectors / Regulatory
12. Nursing
17. Trades
ADMINISTRATIVE ASSISTANTS
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.
General Characteristics:
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.).
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:
General Characteristics:
Representative Activities:
General Characteristics:
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.
General Characteristics:
Representative Activities:
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.
General Characteristics
Typical Jobs: Mail Clerk, Order Filler, Clerk Typist, File Clerk.
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Typical Jobs: Sr. General Clerk, Payroll Clerk, Personnel Assistant, Desktop
Publisher.
Representative Activities
General Characteristics
Representative Activities
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:
Accountability C-1C 33
Provides a support service to the function. Works within standardized
procedures with supervision of results.
Short Profile +1
Strong process orientation
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:
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.
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:
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.
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:
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.
SCOPE
1. Planning:
2. Implementing:
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.
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.
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.
General Characteristics
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.
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.
General Characteristics
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.
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.
General Characteristics
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.
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.
General Characteristics
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.
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.
General Characteristics
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.
General Characteristics
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.
As well as instructing, the job holder may hire and supervise casual and part-time
instructors to deliver community programs.
Representative Activities
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.
General Characteristics
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.
General Characteristics
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.
General Characteristics
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.
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.
Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in
this GNWT Job Family.
General Characteristics:
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.
General Characteristics:
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.
General Characteristics:
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.
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.
General Characteristics:
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.
General Characteristics:
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.
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.
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.
1. Planning:
• conducting needs assessments
• preparing, researching and developing financial resources
• preparing long term and short term budgets
• organizing staff and resources
2. 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
3. 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.
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:
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.
Representative Duties
3. Reviews documents to ensure that proper accounting treatment has been applied
(appropriate transaction code, general ledger and appropriation.
Rationale
Know-How DI1 132
Applies moderately complex procedures and systems requiring some specialized
financial skills.
Problem-Solving D3 (29%) 38
Work challenges are resolved within diversified procedures and precedents. Assistance
is available for unusual situations.
Accountability C1C 38
Provides a support service to the function. Works within standardized procedures with
supervision of end results.
Short Profile 0
Primarily focused on implementation.
Total Without Working Conditions 208
General Characteristics
Representative Duties
Rationale
Know-How DI2 152
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.
Problem-Solving D3 (29%) 43
Work Challenges are resolved through use of functional rules and diversified
procedures and precedents. Assistance is available for unusual situations.
Accountability C1C 43
Provides a support service to the function. Works within standardized procedures with
supervision of end results.
Short Profile 0
Primarily focused on implementation
Total Without Working Conditions 238
General Characteristics
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.
Rationale
Know-How EI2 200
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.
Problem-Solving D3 (33%) 66
Work challenges are resolved within diversified procedures and precedents. Assistance
is available for unusual situations.
Accountability D1C 66
Contributes to financial processes as part of a financial team. Latitude to chose course
of action from within varied work procedures.
Short Profile 0
Profile reflects balanced role.
Total Without Working Conditions 332
General Characteristics
Representative Duties
Rationale
Know-How E+I2 230
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.
Problem-Solving E3 (38%) 87
Operates within functional practices and precedents toward specific objectives.
Situations are resolved by current knowledge.
Accountability D2C 87
Provides advisory and supporting services to a department. Accomplishes tasks within
broad practices and functional precedents subject to managerial direction.
Short Profile 0
Balanced profile to reflect advisory role.
Total Without Working Conditions 404
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.
Representative Duties
Rationale
Know-How F12 264
Specialized financial knowledge in a range of areas. Provides leadership as a non-
supervisory technical expert on subject matter.
Problem-Solving E3 (38%) 100
Operates within financial practices and precedents towards specific objectives.
Accountability E2C 100
Contributes to departmental planning through broad financial practices and managerial
direction.
Short Profile 0
Advisory, consultative role.
Total Without Working Conditions 464
General Characteristics
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.
Rationale
Know-How FI3 304
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
Problem-Solving E4 (43%) 132
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.
Accountability E1P/E3C/E4A 152
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.
Short Profile +1
Advisory, consultative role that is highly accountable for results.
Total Without Working Conditions 588
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 in-
depth 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.
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.
Rationale
Know-How FI3 350
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.
Problem-Solving E4 (43%) 152
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.
Accountability E1P/E3C/E4A 175
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.
Short Profile +1
Advisory and consultative role. A directing role in implementation with high
accountability for results.
Total Without Working Conditions 677
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.
4) Maintain accurate records covering such areas as base pay, benefit deductions,
payroll taxes, etc.
6) Field and investigate complaints concerning pay received and provide explanation;
initiate any corrective action required.
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GNWT Human Resources Model
Payroll
Page 3 of 30
GNWT Human Resources Model
Human Resources Administrative Support
HR Clerk
General Characteristics
Representative Activities
Page 4 of 30
GNWT Human Resources Model
Human Resources Administrative Support
HR Assistant
General Characteristics
Representative Activities
Page 5 of 30
GNWT Human Resources Model
Human Resources Generalists
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
Page 6 of 30
GNWT Human Resources Model
Human Resources Generalists
General Characteristics
This position is the entry level in the hierarchy of individual contributor jobs in the HR
discipline.
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.
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
Page 8 of 30
GNWT Human Resources Model
Human Resources Generalists
General Characteristics
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.
Page 9 of 30
GNWT Human Resources Model
Human Resources Generalists
Page 10 of 30
GNWT Human Resources Model
Human Resources Generalists
HR Generalist – Seasoned
General Characteristics
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.
Page 11 of 30
GNWT Human Resources Model
Human Resources Generalists
Page 12 of 30
GNWT Human Resources Model
Human Resources Specialists
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.
Page 13 of 30
GNWT Human Resources Model
Human Resources Specialists
General Characteristics
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.
Page 14 of 30
GNWT Human Resources Model
Human Resources Specialists
Carry out recruitment activities in order to assist managers in selecting appropriate staff.
2) Screen applicants by means of both paper checks and interviews, check references,
and develop a short list of candidates with the hiring manager
Page 15 of 30
GNWT Human Resources Model
Human Resources Specialists
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.
Page 16 of 30
GNWT Human Resources Model
Human Resources Specialists
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.
Page 17 of 30
GNWT Human Resources Model
Human Resources Specialists
Page 18 of 30
GNWT Human Resources Model
Human Resources Specialists
HR Specialist – Seasoned
General Characteristics
Project assignments will be only generally outlined, with the incumbent expected to
exercise professional judgement in approaching them and drawing final conclusions.
Page 19 of 30
GNWT Human Resources Model
Human Resources Specialists
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.
Page 20 of 30
GNWT Human Resources Model
Human Resources Specialists
Page 21 of 30
GNWT Human Resources Model
Human Resources Specialists
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.
3) Design programs to meet specific needs of the Department or location (usually skill-
based programs); either present such programs personally or arrange for others to
conduct the training.
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
Page 23 of 30
GNWT Human Resources Model
Human Resources Specialists
Interpret and implement local labour agreements to resolve problems and assure
compliance by both parties.
Assist management and labour to understand the other’s viewpoint and to foster a
constructive environment.
2) Advise managers on the handling of specific situations; escalate those that are
potentially precedent-setting.
5) Identify chronic labour relations problem areas and alert more senior staff to such
issues.
Page 24 of 30
GNWT Human Resources Model
Human Resources Specialists
Page 25 of 30
GNWT Human Resources Model
Benefits Officer
General Characteristics
Provide specialized benefit and compensation services to all employees up to but not
including the Deputy Head Level.
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.
The incumbent must know the different plans and do the daily processing and/or audit
the processing done by others.
Representative Activities
3) Ensure that necessary controls are in place and that audits are carried out.
6) Monitor the actual operation of procedures to ensure that they meet objectives;
initiate changes as needed.
Page 26 of 30
GNWT Human Resources Model
Benefits Officer
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 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
2) Work with local management to identify human resource objectives and issues.
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.
Page 29 of 30
GNWT Human Resources Model
Departmental HR Managers
Functional
Excludes some of The reporting relationship is also a consideration. The evaluation is likely to be higher if Includes the most
the more complex complex of the HR
Complexity
HR services
the position reports directly to the DM and lower if it reports a level lower and/or if it is not services
considered to be a key member of the senior management team of the Department
Is rather like a large
and/or if it reports to another HR expert. This would likely be
generalist position.
an HR Manager for
There may be one
a large department.
Other or at most two
There are likely to
Considerations & reporting staff @
be shift workers
Observations 332 Points. Labour
and lots of staffing
relations issues are
labour relations
not especially
issues.
demanding.
Designation “A” “B” “C” “D” “E” “F” “G” “H” “I” “J”
Know-How EI3 230 EI3 230 E/FI3 264 E/FI3 264 E/FI3 264 E/FI3 264 FI3 304 FI3 304 FI3 304 FI3 304
Problem Solving E3[38] 87 E3[38] 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
Accountability D2/3C 87 D3C 100 D3C 100 D3C 115 E3C 132 E3C 132 E3C 132 E3C 132 E3C 152 E3C 152
Total without WC 404 417 464 479 496 511 551 568 571 588
Short Profile 0 +1 0 +1 +2 +1 +1 0 +2 +1
Page 30 of 30
INFORMATION TECHNOLOGY
Service Desk – Full Working Level
General Characteristics
Representative Activities
General Characteristics
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;
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
General Characteristics
Representative Activities
General Characteristics
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;
General Characteristics
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;
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
General Characteristics
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;
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
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.
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;
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
General Characteristics
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;
General Characteristics
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;
General Characteristics
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;
Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in
this GNWT Job Family.
General Characteristics
Representative Activities
General Characteristics
Representative Activities:
General Characteristics
Representative Activities:
General Characteristics
OR
Representative Activities:
Short Profile +1
Enforcement role as well as involvement in development / analysis but strongly
involved in implementation.
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.
Representative Activities:
Please refer to the following Job Family Matrix illustrating the hierarchies of Model
Jobs in this GNWT Job Family.
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.
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.
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
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.
Representative Activities
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.
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
Please refer to the following Job Family Matrix illustrating the hierarchies of Model
Jobs in this GNWT Job Family
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.
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.
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.
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.
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.
Representative Activities
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.
Representative Activities
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
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.
Representative Activities
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.
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.
Please refer to the following Job Family Matrix illustrating the hierarchies of Model
Jobs in this GNWT Job Family.
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.
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.
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.
General Characteristics
Representative Activities
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.
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
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.
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 =
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.
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.
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:
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:
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.
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.
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.
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:
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.
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.
Please refer to the following Job Family Matrix illustrating the hierarchies of Model
Jobs in this GNWT Job Family.
General Characteristics
Representative Activities
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 233
General Characteristics
Representative Activities
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.
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 332
General Characteristics
Representative Activities
Short Profile +1
profile for advisory/consultative role with implementation
Total without Working Conditions 298
General Characteristics
Representative Activities
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.
Representative Activities
Short Profile +2
Implementation within program policies, guidelines and regulations.
Total without Working Conditions 406
Please refer to the following Job Family Matrix illustrating the hierarchies of Model
Jobs in this GNWT Job Family.
General Characteristics
Representative Activities
General Characteristics
First full working level. Under general supervision, administers and /or arranges
for the provision of social service programs within the community.
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
General Characteristics
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.
As you match your jobs, refer to this Job Family Matrix illustrating the hierarchies of
Model Jobs in this GNWT Job Family.
General Characteristics
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
General Characteristics
Representative Activities
General Characteristics
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
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
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
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.
General Characteristics
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
General Characteristics
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
General Characteristics
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
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.
General Characteristics
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.
Representative Activities
General Characteristics
Representative Activities
General Characteristics
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
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
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
General Characteristics
This position must have a sound knowledge of survey and grades, road design,
soil mechanics and bearing strengths.
Representative Activities
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.
Representative Activities