HayGroup’ Hay Group Guide Chart - Profile Method of Job Evaluation2 Hay Group Guide Chart - Profile Method of Job Evaluation Hay Group Guide Chart - Profile Method of Job Evaluation » Hay Group Guide Chart - Profile Method of Job Evaluation is based on three factors, each of which has sub factors, It starts from the premise that all jobs exist to achieve a purpose—to create value in their organization—and evaluates this by analyzing what is the value that is created (accountability), how it is created (problem solving) and what the job requirements are that a person has to meet in order to deliver the value (know- how). These three factors and the sub factors included under 4 each are defined below: Know-how “To achieve the accountabilities ofa job requires ‘know-how’ (or input), which isthe sum roral of every capability or skill, however acquired, needed for flly competent job performance. Know-how has three dimensions: Practical / technical knowledge: Depth and breadth of technical oF specialized knowledge needed to achieve desieed results, Planning, organizing and integrating (managerial) knowledge: The requirement ro undertake managerial functions, such as planning, organizing, staffing, directing and controlling fina physical and human resources, to achieve business resules over rime. Communicating and influencing skill: The interpersonal skills requited for successful interaction with individuals and groups, inside and outside che organization, Problem solving “The value of know-how isin its application to achieve results “Problem solving’ (or throughputs) refers tothe use of know-how t0 identify, delineate, and resolve problems. Problem solving measures the requirement rouse know-how conceptually, analytically, and. productively and has wo dimensions: “Thinking environment: The job's context regarding business matters ro address and the degree to which problems and solutions are clarified and focused by strategy, policy, precedents, procedures or rules. ‘Thinking challenge: The inherent complexity of the problems faced and the difficulty in idenefying eolutione that add value. Accountability very jo exists to add organizational ale by deleting some st of rss (or opus). Accountability measures the type and evel of Saha jab eam al In his sens, ti the jos messed ft on tm orpaniaton’ value chain Tr has ce dimensions Freedom to act Te depts of empowerment take ation within the amewerk of guidance provided to focus on decision-making ‘Scope: The business / business measure(s) the job is designed to portly impact. Impact The nature ofthe jb influence on busines ress (defined in Scope) ranging from degrees of diet ti ‘© Copyright, 2010, Hay GroupJob profile ee meee ey et eee tee eel ete eee ieee oe a eel ac are Se ee ete a eee eel een eee Job profile reflecs the nature and ‘character’ of a job. For ‘example, line jobs are more focused on accountability while research jobs are more problem-solving focused. Staf positions are balanced between problem-solving and accountability. We ‘evaluate the full worth of each factor independently, and then validate the job profile that results. Hay Group Guide Charts Hay Group’ guide charts are proprietary instruments that enable consiscent work evaluations. Fach of the fctors—know-how, problem solving, and accountability —has its own guide chare chat reflects the elements identified above. Each guide chare scale is expandable to account for the complexity and size of the organization to which itis applied, and the scale descriptions can be modified when appropriate to ensure thar the language used to define the fscors are apprapriatecelative to the business, ts operating model, organization seuctute and cule, An important added-value clement i thatthe Hay Group methodology provides direce comparisons with the reward strategies of other organizations within Hay Group's global total eemuncration databases. This methodology enables benchmarking of jobs, rving te sca of mts pring ad nein ofc wurwheygroup-com Hay Group sescarch reveals that each job profile links to a distinctly different st of behavioral competencies. This enables ‘organiations to create more effective talent development and succession planning programs. Although the definitions ofthe job evaluation factors have evolved over the more than 60 yeas they have been used, the underlying principles of know-how, problem solving, and accountability, and their relative balance through the profile concept, are proven ta he timeless foundation for valuing wok. Our factors have also been widely accepted a a bass for setting fair and equitable pay practices, and are compliant with pay uity legion. ‘esoureabity Know-How See E Bees