HayMeasurement
THEHAYGUIDECHART-PROFILEMETHODOFJOBEVALUATION
TheHayMethodisaformoffactorcomparisonthathasbeenusedbytho TheHayMethodisaformoffactorcomparison thathasbeenusedbythousandsof usandsof organizationstoevaluateclerical, tradeandtechnical,managementandprofession tradeandtechnical,m anagementandprofessional,andexecutivelevelj al,andexecutiveleveljobs.Atp obs.Atp resent,itisusedinprofitandnonprofitorganizationsinoverfortycountriesa profitorganizationsi noverfortycountriesaroundtheworld.Asubsta roundtheworld.Asubstantialnum ntialnum berofclientshavereliedonour approachformanyyears,applyingthemethodol approachformanyyear s,applyingthemethodologythroughmanyreorgani ogythroughmanyreorganizations; zations; duringperiodsofgrowthandalso whentheymustrationalisetheirstructures.T whentheymustrationa lisetheirstructures.Theyhavealsouseditto heyhavealsousedittoevaluate evaluate totallynewproductandservice organizationsandasameanstomaintainconsi organizationsandasa meanstomaintainconsistencyinperiodsofgrea stencyinperiodsofgreatchange tchange orlegalchallengetothepreviously establishedorder.
TheHayMethodworksbecauseitisadynamicprocessthatorganizations TheHayMethodworksbecauseitisadynamicp rocessthatorganizationsadaptan adaptan dapplyinwaysthatmeet theirneeds.Itisbasedonthenotionthatjo theirneeds.Itisbas edonthenotionthatjobscanbemeasuredonthe bscanbemeasuredonthebasisof basisof theirrelativecontributiontotheoverall objectivesoftheorganization.Byconsidering objectivesoftheorga nization.Byconsideringcoreaspectsofcontent coreaspectsofcontentandconte andconte xtthatarecommontoalljobs,it providesaclear,understandableandsystemati providesaclear,unde rstandableandsystematicbasisfordefiningand cbasisfordefiningandcomparing comparing therequirementsforallkindsofjobs atalllevels.However,theHayMethodcanrea atalllevels.However ,theHayMethodcanreadilybeadaptedtoreflec dilybeadaptedtoreflectspecial tspecial determinantsthataffectonlysome jobsinsomeorganizations.
Itisthiscombinationofdisciplineandflexibilitythathasmadeitp Itisthiscombinationofdisciplineandflexi bilitythathasmadeitpossiblef ossiblef orthefundamentalprinciplesoftheHay Methodtoremainintactovertheyears,evena Methodtoremainintac tovertheyears,evenastherehavebeenmanyre stherehavebeenmanyrefinements finements inlanguageandapplication.For example:inCanadacorefactorsofKnow-How,P example:inCanadacor efactorsofKnow-How,ProblemSolvingandAccoun roblemSolvingandAccountability tability havebeenexpandedtoinclude, onceagain,afourthfactorWorkingConditionsinresponsetoequalpaylegislat ion.Thefollowingexplanation coversallfourfactorsandtheirtwelvedimensions.
TheFourFactorsUsedbyHay
Know-How
Thisfactorisusedtomeasurethetotal ofeverykindofknowledgeandskill, howeveracquired,neededfor acceptablejobperformance.Three dimensionsareconsidered:
practicalproceduresand
knowledge,specializedtechniques, andlearnedskills; planning,coordinating,directing
orcontrollingtheactivitiesand resourcesassociatedwithan organizationalunitorfunction;and active,practising,person-to-
personskillsintheareaofhuman relationships.
ProblemSolving Thisfactormeasuresthethinking requiredinthejobbyconsideringtwo dimensions:
theenvironmentinwhichthe
thinkingtakesplace;and thechallengepresentedbythe
thinkingtobedone.
Accountability Thisfactormeasurestherelative degreetowhichthejobwhen performedcompetently,canaffectthe endresultsoftheorganizationora unitwithintheorganisation.The opportunitytocontributetoan organizationisreflectedthroughthree dimensions:
thenatureanddegreeofthe
decision-makingorinfluenceofthe job; theunitorfunctionmostclearly
affectedbythejob;and thenatureofthateffect.
WorkingConditions Thisfactormeasuresthecontextin whichthejobisperformedby consideringfourdimensions: PhysicalEffortLevelsof
physicalactivitythatvaryin intensity,durationandfrequency thatcontributetophysicalstress andfatigue.
PhysicalEnvironment
Progressivedegreesofexposure ofvaryingintensitiesto unavoidablephysicaland environmentalfactorswhich increasetheriskofaccident,ill healthordiscomfort. SensoryAttentionLevels
ofsensoryattention(e.g.,seeing, hearing,smelling,tasting, touching)duringtheworkprocess thatvaryinintensity,frequency andduration. MentalStressProgressive
degreesofexposureofvarying intensitiesoffactorsinherentinthe workprocesswhichincreasethe riskofsuchthingsastensionor anxiety.
HayGuideCharts
HayGuideChartsprovidethestandardtoolsthatclients usetosystematicallyevaluatealloftheirjobs,ora particulargroupofjobsintheorganization.GuideCharts (seetheillustrativeexamplebelow)aretailoredtosuitthe clientorganizationandthejobstoevaluated.Today,the logicoftheGuideChartsisoftenincorporatedwithin computersoftwareasanadditionalwaytoassistthe evaluationprocess.
ThereareaVarietyofWaystoApplytheHayMethod
Whentherearealargenumberofjobswithinanorganization tobeevaluated,arepresentativesampleofjobsisusually evaluatedfirstbyanexperiencedHayconsultantandtheclient organization.Theresultingevaluationscanbeusedas benchmarkreferencestoassistintheevaluationofallother jobsintheorganization.
Oftenacommittee,representingvariousgroupswithinthe clientorganization,istrainedintheuseoftheHayMethodso thatitcanevaluatetheorganizationsjobs.Moreandmore thesedays,theevaluationprocessisassistedbycomputer, withincommitteesprovidingqualityassurancetothe evaluationprocess.Inotherorganizations,Hayconsultants mightevaluatethejobsandhavethemcheckedbytheclient. Insomeorganizations,thehumanresourcesgroupischarged withtheevaluationprocessandusesvariousapproachesto gatherjobinformation,developevaluationsandhavethem accepted.
Regardlessofwhoisinvolved,ourprocessofjobevaluationis basedonconsensusbuildingafterallcomponentsofajob arefullyunderstood.Workingfromdocumentationwhich describesthecontentofthejobandthecontentofthejoband
theenvironmentinwhichitisperformed,plusthedefinitions
andquantitativemeasuresprovided,eachjobisgivenaranking onthefourfactorsinrelationtootherjobsintheorganization. WhenonlyKnow-How,ProblemSolvingandAccountabilityare usedtomeasurejobs,theresultsarerepresentedbytotal points.Whenallfourfactorsareused,theresultsarereferred toasfullpoints.Forexample,theevaluationforaResearch Scientistmightbeasfollows:
Know-How460 ProblemSolving230 Accountability(50)132 TotalPointsContentP4822 WorkingConditionsContext33 FullPointsCombined855
FrequentlyAskedQuestionsAbouttheHayMethod
CanaWell-EstablishedEvaluationMethod MeettheNeedsofaChangingOrganization?
TheHayMethodworksbecauseitisbasedonthemost flexibleelementsfoundinbothjobratingandranking systems.Itisadynamicprocessthatorganizationsadapt andapplyinwaysthatmeettheirneeds.Itprovidesthe disciplineofaconsistent,systematicmeansformeasuring therelativecontributionofdifferentjobsovertime, regardlessofhowtheindividualjobsmaychangeorhowthe interrelationshipsmaychange.Atthesametime,itprovides theflexibilityofaprocessthatcanbeadaptedtothe specificneedsoftheorganization.
WhatistheWeightingoftheFactors?
Thisisanoftenaskedquestion.Theansweristhatthereis nouniversalweighting.WhentheHayMethodwasbeing developed,itwasfoundthatjobswhichwerethesamein naturewouldhaveevaluationpointsdistributedbetweenthe factorsinmuchthesameway,eventhoughthejobsmight differsignificantlyinsize.Inotherwords,theproportion ofthepointsassignedtoKnow-How,ProblemSolving, AccountabilityandWorkingConditionstendstobesimilarfor similartypesofjobs,regardlessofthetotalnumberofpoints involved.
Asanillustration,inthepreviousexampleofascientist,the pointsweredistributedasfollows:
Scientist54%-27%-15%-4%
54-27-15-4isthe"longprofile"or"weightingorrelative distributionofthefactorsforthisjob.Anotherpositionofa similarnaturewouldhaveasimilarweightingorlongprofile,
eventhoughthetotalpointsmightbedifferent.Thatis, onewouldexpectmostofthepointsforscientiststobe givenforKnow-HowandProblemSolving(81%)becauseof theirrelativeimportanceinsuchajob.Otherexamplesof typicalprofilesare:
TradeClericalSupervisory 58%-13%-17%-12%64%-12%-12%-12%46%-20%-31%-3%
Whatisthe"ShortProfile"
Know-How,ProblemSolvingandAccountabilityarealllinked together.WorkingConditionsismore"contextual"innature. "Shortprofile"assessestherelationshipbetween AccountabilityandProblemSolving(andtoKnow-How). JobswithsignificantlymoreAccountabilitypointsrelativeto ProblemSolvingareusuallyveryendresults-focused.When ProblemSolvingisgreaterthanAccountability,jobsare typicallymoreresearch-oriented.Stillotherjobsare balanced,withsimilaramountsofAccountabilityandProblem Solving.Shortprofileisavaluablequalitycontrolcheck,it promptsevaluatorstoreviewtheirworktoseeif,onbalance, theyhavedevelopedtheright"configuration","relative contribution",orprofileforthejobbeingevaluated:
PS>ACCPS=ACCPS<ACC
TheProfilepartoftheHayGuideChart-ProfileMethodofJob Evaluationnotonlyprovidesaclear,briefdescriptionofthe job,butalsoanswersweightingandrelationshipquestions.
HowareEvaluationslinkedtoPay?
EvaluationsresultinFullPointvalues(K-H+PS+ACC+ WC).Thesevalues,throughspecificpoints,paygrades, broadbands,worklevels,etc.canberelatedtodifferent typesofpay(internaland/ormarketcomparisons;basesalary plans,base+incentive,etc.)RangeswithMidpoints, MaximumsandMinimumscanbedevelopedthatcompare pointslevelsandpaylevels.Jobholderscanbepositioned inrangesbasedonawidevarietyofcriteria.
HowdoestheHayMethodFitwithEqualPay Legislation?
Ascanbeseenonthenextpage,thefourHayfactorsfit closelywiththeSkill,Effort,ResponsibilityandWorking Conditionsfactorswhichthestipulatedinmostequalpay legislation.Therefore,theHayMethodisoftenusedto developPayEquityplans.
WC 4% ACC15% PS27% KH54% WC12% ACC12% PS12% KH64% WC 3% ACC31% PS20% KH46% WC12% ACC17% PS13% KH58% "thinking" "analysis"
"doing" "action"
"Research" "Balanced" "Results" IncreasingPointsIncreasingPay$ RangeMaxMidMin
TheHayMethodandEqualPay
CANADIANHUMANRIGHTSACTHAYGUIDECHART-PROFILE ANDEQUALPAYGUIDELINESMETHODOFJOBEVALUATION
Corefactor Subfactor Dimension Corefactor
Skill Intellectualskill Knowledgeandskill,howeveracquired,associated Know-How
withpracticalprocedures,specializedtechniques
andscientificdisciplines
Conceptualoractualmanagementknowledgeandskill
Humanrelationskill
Physicalskill Physicalskillassociatedwithpracticalproceduresand specializedtechniques
Effort Intellectualeffort Theindependence,complexityandnoveltyofthethinking requiredinthejob Problem Solving
Physicaleffort
Intensity,frequencyanddurationofphysicaleffortoractivity producingphysicalstressorfatigue Working Conditions
Responsibility Accountabilityfor machines,financesand otherresources Thesizeoftheorganizationalunitorfunctionwhichthejob affects,asindicatedbytheresourcesinvolved(humanand otherwise) Accountability
Accountabilityforwork ofotheremployees Theroleofthejobinbringingabouttheobjectivesofan organizationalunitorfunction,includingaccountabilityforthe
workofothers.
Relianceonemployees toperformthework Thenatureoftheorganizationalunitorfunctionrequiring knowledgeandskill. Know-How
Working Conditions Noise,heat,cold,physical danger,conditions hazardoustohealth,other conditionsproducedby thephysicalwork environment Intensity,frequencyanddurationofunavoidableconditions inthephysicalenvironment(e.g.,fumes,temperature,noise,
vibration,dirt,dust,andunavoidableexposuretohazardous substances,equipment,and/orsituations) Working Conditions
Isolation,mentalstress, otherconditionsproduced bythepsychologicalwork environment Intensity,frequency,anddurationofexposuretofactors inherentintheworkprocessorenvironment,(e.g.,isolation, multipledeadlines)whichincreasetheriskofsuchconditions astensionoranxiety.
Intensity,frequencyanddurationofsensoryattentionduring theworkprocess