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Job Evaluation Overview

Hay Job Evaluation System Overview

CSU 52 Job Structure

EPCOR/HAY Job Evaluation Process

Frequently Asked Questions

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A systematic and consistent method used to:

± compare different jobs
± rank jobs by measuring important elements of each job

Not related to employee performance - focuses on job content

Does not determine actual rates of pay - this is the subject of

collective bargaining discussions between EPCOR and CSU 52

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Experienced - in use for 60 years and in 90 countries

Flexible - works well on all levels of work, all industries and used widely
in private and public sectors

Established - Process has been fine tuned by application in thousands

of companies (used by companies such as Fortis, SaskPower and
Ontario Power Generation)

Rational - Focuses on job value (Know How, Problem Solving and

Accountability)

Consistency - Allows for Job Evaluation involvement from managers

across the company

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Assesses each job by examining three common elements of job content

Problem
Know How Accountability
Solving

r c ± The levels of knowledge, skill and experience (gained through job experience, education
and training) which are required to perform the job successfully, characterized by breadth (variety)
and/or depth (complexity) or both.

    ± The complexity of thinking required to perform the job when applying Know-How.
For example: analyzing, reasoning, evaluating, creating, using judgment, forming hypotheses, drawing
inferences and arriving at conclusions.


  - The opportunity that a job has to bring about results, the importance of the results to
the organization AND the degree to which a job is considered to be accountable for results.

Each of these factors is considered for a position¶s role and its job content.

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Know How

   !r c

"  ± Practical procedures, specialized techniques or scientific disciplines. These are skills required
for the incumbent to be competent in the job and does not reflect training or other skills that an
individual may have which are not required for the job.

# r c$ May involve planning, organizing and/or coordinating the activities and
resources associated with an organizational unit or function. This skill may be exercised consultatively
or directly.

c
 %  "  ± Active, face-to-face skills needed for various relationships with other people.

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Problem
Solving

   !   

& "     ± The extent to which assistance or guidance is available from other people,
past practice and/or precedents. Another factor is to what level of definition procedures or precedents
are available.

& "   $ The novelty and complexity of thinking required, i.e., how unique/similar and
simple/complex situations encountered are.

Problem solving is not the application of learned things but rather the ability to effect acceptable results
while working with unfamiliar context or situations.

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Accountability

   ! 

 
'#  ± The degree to which personal or procedural control exists to act on an opportunity to
bring about some results to an organization, department or business unit.

(  ± How directly the job impacts the results expected of the unit or function being considered.

) 
#$ Relates to the size or area that is impacted by a job¶s actions. This component is
measured in tandem with Impact.

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Consists of four (4) Streams, with the following minimum entry qualifications:

ADMINISTRATIVE (A): Typically involves the completion of Grade 12 or

equivalent. May have related administrative experience and/or some
training/coursework. Required competencies can be learned on the job.

TECHNICAL (T): Typically involves the completion of a 2-year Post Secondary

or Technical Diploma. Technical skill set is required to enter the job.

PROFESSIONAL (P): Typically involves the completion of a 4-year Degree

and may require a professional designation. Professional skill set required to
enter the job.

IT PROFESSIONAL (IT): Same as Professional but with IT functions.

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¦ithin each Stream, four (4) Levels of work are identified:

Level 1: Full working level

Level 2: Senior working level
Level 3: Specialized level
Level 4: Specialist or Leader

Each Level is assigned a ³point range´ and associated pay range

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1. Information on each job is collected through a Position Profile
Questionnaire (PPQ). Employees fill out the PPQ and the manager
validates the data
2. Information from the PPQ is organized into minimum entry
qualifications and HAY compensable factors (Know How, Problem
Solving and Accountability)
3. The job is assigned to a Stream, based on the minimum entry
qualifications
4. Points are assigned to each factor and the total points determine the
Job Level within the Stream
5. EPCOR Human Resources communicates job allocation to the
employee(s) and Manager

NOTE: See Articles 20 and 21 in the CSU52/EPCOR collective agreement for more
details of the EPCOR/HAY job evaluation process

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Membership: Senior level managers from across EPCOR

Mandate: Review jobs that fall within the jurisdiction of CSU-52

Purpose: Established benchmark positions and provide on-going

expertise

Trained in the HAY Guide Chart Profile MethodTM for job evaluation

Committee meets on a regular basis to hear appeals of:

‡ Requests for position review
‡ Position allocation

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(Not actual allocations)

 ,- Information from the PPQ determines the job¶s Stream

and the size of each factor. P
  
T
   
&   Accountability

A Accountability
Problem
'  " Solving
Problem
Accountability Solving
Problem
Solving Know How
Know How
Know How

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(Not actual allocations)

 - Assign points to the factors based on the position¶s regular and
anticipated role

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(Not actual allocations or pay ranges)

 .- Allocate job to appropriate Job Level (i.e. Stream + Level) based on accumulated
points and assign pay range

 
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á 0-100 $15.00-$18.00

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áá á 195-270 $19.00-$23.00
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  Ú@   300-385 $24.00-$30.00

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Q: ¦ho benefits from job evaluation?

A: Everyone! Job evaluation introduces more consistency regarding the
way jobs are graded. It will also enable EPCOR to make comparisons
with the external job market where appropriate.

Q: Is job evaluation a one-time exercise or a regular undertaking?

A: Both. The initial job evaluation exercise was completed in 2004. On a
go forward basis, the Hay system will be used to evaluate and/or
review positions that are new or have seen significant change in their
role.

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Q: How does the HAY Job Evaluation Committee avoid making subjective
judgements when assessing job size?

A: All Committee members have received thorough training in the HAY Guide Chart
Profile MethodTM for their role as analysts. The Committee makes every effort to
thoroughly review and compare similar positions across the company, enabling them
to make informed and consistent recommendations.

Q: If a Manager or employee disagrees with the current allocation of a

position, what can they do?
A: If a Manager or employee disagrees with the allocation of a position, they must
advise in writing to EPCOR Human Resources that they wish to have the position
allocation revisited. This process should only be undertaken if the position¶s role has
changed significantly.
If after the conclusion of this process, the allocation is still in disagreement, the
decision can be appealed in front of the HAY Job Evaluation Committee.

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Please visit the EPCOR Intranet web site for more information

http://epcorweb/departments/human+resources/pay+and+benefits/job+evaluation/
HAY+Program.htm

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