APPENDIX B
Factor plan
|
Factor |
Levels |
|||||
|
1 |
2 |
3 |
4 |
5 |
||
|
1 |
Knowledge and skills (general) |
30 |
60 |
90 |
120 |
150 |
|
2 |
Interpersonal skills |
15 |
30 |
45 |
60 |
75 |
|
3 |
Judgement and decision making |
20 |
40 |
60 |
80 |
100 |
|
4 |
Complexity |
15 |
30 |
45 |
60 |
75 |
|
5 |
Responsibility for resources |
20 |
40 |
60 |
80 |
100 |
Factor and level definitions
1. Knowledge and skills (general)
|
The level of professional, specialist, technical, administrative or operational knowledge and expertise required to carry out the role effectively |
|
|
1 |
The use of the skills required to carry out straightforward work. |
|
2 |
The application of specific administrative or technical skills. |
|
3 |
The application of a range of professional, specialist, technical, administrative or operational areas of knowledge and skills. |
|
4 |
The application of high levels of professional, specialist, technical or administrative expertise. |
|
5 |
The application of authoritative expertise in a key area of the organization’s activities. |
2. Interpersonal skills
|
The level of skill required to work well with others, to respond to people’s requests, to handle difficult cases, to argue a case, to negotiate and to exert influence |
|
|
1 |
Requires the skills to work well with others and respond politely and competently to requests and enquiries. |
|
2 |
Requires the skills to exert some influence over others, getting them to accept a proposal or point of view. |
|
3 |
Requires the skills to frequently relate to people inside and outside the organization, providing advice and guidance, dealing with problems affecting people and exerting influence on important matters. The skills may be used in negotiations and joint problem solving on relatively straightforward issues. |
|
4 |
Requires the skills to constantly relate to people at senior levels inside and outside the organization on non-routine issues, providing advice and guidance internally on the interpretation and application of company policies. |
|
5 |
Requires the skills to deal with internal and external contacts at high levels, handling important and non-routine issues and involving the exercise of considerable persuasive ability, sensitivity to others and tact. The skills may be used when conducting important negotiations, dealing with difficult and sensitive cases or acting as the recognized representative of the company on key issues externally. |
3. Judgement and decision making
|
The requirement to exercise judgement in making decisions and solving problems, including the degree to which the work involves choice of action and the extent to which the job holder is free to act |
|
|
1 |
The work is well-defined and relatively few new situations are encountered. The causes of problems are readily identifiable and can be dealt with easily. |
|
2 |
Evaluation of information is required to deal with occasional new problems and situations and to decide on a course of action from known alternatives. Specific guidelines exist on what needs to be done and the more complex problems are referred to a higher authority. |
|
3 |
Exercises discriminating judgement in dealing with relatively new or unusual problems where a wide range of information has to be considered and the courses of action are not immediately obvious. Takes independent action within defined policy frameworks. |
|
4 |
Frequently exercises independent judgement when faced with unusual problems and situations where no policy guidelines or precedents are available. |
|
5 |
Deals on own initiative with widely differing problems calling for extreme clarity of thought in assessing conflicting information and balancing the risks associated with possible solutions. |
4. Complexity
|
The variety and diversity of the work carried out, the decisions to be made and the knowledge and skills used |
|
|
1 |
Work requirements are on the whole well-defined and involve a fairly limited range of activities. |
|
2 |
There is some diversity in the work which involves a number of non-routine elements and the exercise of a variety of skills although they are quite closely related to one another. |
|
3 |
The work is diverse, consisting of a number of different elements which are only broadly related to one another and the exercise of a wide variety of skills. |
|
4 |
The work is highly diverse, involving many different elements which may not be closely related to one another. |
|
5 |
The work is multi-disciplinary and involves making a broad range of highly diverse decisions. |
5. Responsibility for resources
|
The size of the resources controlled in terms of people, money, equipment, facilities etc |
|
|
1 |
Responsible only for the equipment required to carry out the work. |
|
2 |
May have two or three staff reporting to him or her, and/or monitors expenditure. |
|
3 |
May lead a small team, and/or manage a small budget or be responsible for a range of facilities or equipment. |
|
4 |
Leads a large team or department of more than 10 people, and/or acts as budget manager for a department or office. |
|
5 |
Leads a major function or range of activities and manages a commensurately sized budget. |