HAY JOB EVALUATION

Completing the Job Questionnaire

1. Purpose of the Job

The intention is to overcome ambiguity in the job title. It therefore gives the evaluator some
experience of the nature of the job.

2. Dimensions
The evaluators expect to see the budget that is controlled or influenced and the number of employees for
which the postholder has responsibility. Beyond this the nature of the information will vary by type of
job. As a general rule it is important not to give too much information under this heading.

3. Principal Accountabilities
Refer to the notes attached to the questionnaire.

Focus on what the job has to achieve rather than a list of duties or operating instructions.
Thinking process - key half dozen or so headings, then worry about the wording. Not more than
eight!

4. Hardest Part of the Job

Don’t just say ‘all my job is hard’. Selectivity needed. How would you brief your successor?

5. Scope for Impact

A chance to show what the accountabilities have meant in practice. A personalised commentary.
Register your successes and importance with the evaluators. Illustrate different parts of the job -
don’t forget material impact.

6. Organisation
a. Attach agreed charts if they are already available - if not draw boss, others reporting
to the same boss and jobs reporting direct to you.
b. In describing relevant relationship
c. Illustrate: daily contact ..... on what? On what issues would you refer upwards?

7. Job Context
Identify the nature of key relationships - probably a list - and the nature of the relationship. Don’t
forget member contact outside formal committee setting.

8. Knowledge and Experience

Not your own package. Think in terms of what a job advert might say.

9. Additional Information
Read the rest of the questionnaire before completing
* use to fill in the gaps
* underline special emphasis
* identify extra roles (not directly related to job)

10. Application for re-evaluation form those already on (HAY) Management Band Salary Scales
Like the Grade Assessment Scheme, which was replaced by HAY job evaluation for determining
Management Band gradings, requests for regrading have to be supported on the grounds that the
level of responsibility in the job has increased. Increased responsibilities in Management Band
jobs need to be rather more dramatic than under the Grade Assessment Scheme if they are to
increase the original evaluation, such as to more it to a higher salary band. The 10 Management
Bands replaced some 30 Principal Officer and Chief Officer related grades, so are rather more
robust in handling changes in the job.

The evaluation panel will have careful regard to the job description questionnaires completed in
respect of the job previously and currently. If would aid the panel in ensuring that they recognise
the nature of any fundamental increases in responsibility necessary to justify a higher evaluation, if
you would say what aspects of the new job you see as more demanding/responsible than
previously and why.
This information should be given at 9 in the questionnaire and/or on a separate sheet of paper. It
the latter please have it countersigned by your Chief Officer together with the questionnaire itself.

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 JOB DESCRIPTION QUESTIONNAIRE

JOB TITLE:

REPORTS TO:

JOB HOLDERS NAME:

1. PURPOSE OF YOUR JOB

Give in one or two sentences the basic reason why your job exists. E.g. To
supervise and control highway maintenance in the north of the county.

2. DIMENSIONS
Quote figures which give a picture of your job as follows:
a. Annual budgetary amounts with which your job is either directly or
indirectly concerned.
b. Number and grading of subordinate staff.
c. Any other statistics relating to your work.

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3. PRINCIPAL ACCOUNTABILITIES
List your principal accountabilities after reading the notes attached to this
questionnaire, and indicate the importance percentages.

4. HARDEST PART OF YOUR FOB

Describe what is the most difficult, complex or challenging part of your job and
explain why.

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5. SCOPE FOR IMPACT
Describe the impact of your work by giving two or three examples of past actions
or future intentions which will amplify the understanding of your accountabilities.

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6. ORGANISATION

A. Draw an organisation chart that shows clearly your job, your immediate
supervisor, his/her supervisor, colleagues who also report to your supervisor, and
your subordinates, giving full titles.

B. Briefly describe the major responsibilities of your immediate subordinates and

explain how you supervise them, e.g. day to day contact, weekly meetings, control
procedures.

C. Briefly describe the nature of the reporting relationship which exists between
yourself and the Committee/Chief Executive/Chief Officer to whom you are
accountable.

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7. JOB CONTEXT
The purpose of this section is to aid understanding of your job by setting it in its
proper context.
Describe:
A. key features of the Council’s policy/local environment which affect the
services for which you are responsible. (Usually the answer to this
question will be the same for Chief Officers and their Deputies).
B. how your job relates to the work of other officers, groups, committees,
general public etc., both within and outside the Council. In particular
you should identify the nature and extent of contact you must maintain
with elected members outside formal Committee meetings.

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8. KNOWLEDGE AND EXPERIENCE
What education, qualifications, training and experience are necessary to enable
you to perform your job fully and effectively. Note that this information should
relate to the qualifications etc. required for the job and may not be the same as
your own qualifications, etc.

9. ADDITIONAL INFORMATION
Briefly explain any aspects of your job which you think have not been adequately
covered in previous sections and which you feel are important in understanding
your various duties. Include also any temporary features.

APPROVAL We confirm that this questionnaire conveys a full and accurate

description of the job as at (date) ......................................................

Signed ..................................................... ..................................................

Post Holder Chief Officer (or nominee)

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 NOTES FOR GUIDANCE IN COMPLETING
JOB DESCRIPTION QUESTIONNAIRE

Principal Accountabilities - See question 3

The object of statements under this heading is to identify clearly the major parts of the
work for which you are accountable to your Authority. This involves identifying the
most significant responsibilities of the job which have a clear end result or output for
the achievement of which you will be held accountable. Note in particular:-

A. Accountability statements are different to a list of tasks, actions and duties,

because a whole series of these can contribute to one end result.

B. Accountability statements are timeless i.e. they do not change unless the job
changes significantly.

C. In well structured jobs there are between FOUR and EIGHT principal
accountabilities, which may cover such areas as planning, organising, directing,
innovating, budgeting, staffing as well as meeting specific objectives within the
scope of the job purpose.

D. Each statement should consist of one sentence in this form:

ACTION VERBS OBJECT OF ACTION END RESULT

Control .... Cash Flow .... To optimise financial

return and to meet
expenditure commitments

As a quite, four more examples of accountability statements are listed below:

* Formulate and gain acceptance for annual budgets to secure the resources
necessary to achieve agreed work programmes.

* Recruit within establishment, motivate, train and develop manual staff to maintain
an effective workforce capable of meeting its objectives.

* Keep under review and recommend organisational changes to optimise working

practices and staff career development.

* Provide detailed designs and drawings which meet the specification of the project
brief.
Below is a list of ACTION VERBS which you may find useful:

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 Policy Jobs Management Specialist Specific General*
Approve Achieve Analyse Check Administer
Authorise Assess Appraise Collate Assist
Define Ensure Enable Distribute Control
Determine Identify Forecast Issue Liase
Develop Implement Interpret Obtain Manage
Direct Improve Justify Operate Supervise
Establish Maintain Propose Provide
Plan Monitor Recommend Submit
Prepare Review Support Supply

* These general verbs are considered imprecise and you are advised to use more precise
action verbs in order to help the evaluators fully understand your job.

When the accountabilities are complete, estimate the relative importance of each one at
the current time, using a percentage. The sum of the percentage should equal 100%.

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