job evaluation system (jes) - ocpe.nt.gov.au · office of the commissioner for public employment...

O F F I C E O F T H EC O M M I S S I O N E R F O R P U B L I C E M P L O Y M E N T

Job EvaluationSystem (JES)Guidelines for Completing the Job Analysis Questionnaire (JAQ)

For Jobs In The

Administrative Officer

Executive Officer

Executive Teacher

Professional Officer and

Technical Officer Classifications

OFFICE OF THE COMMISSIONER FOR PUBLIC EMPLOYMENT

Job Evaluation System (JES) Guidelines for Completing the Job Analysis Questionnaire (JAQ)

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Introduction to the Job Analysis Questionnaire (JAQ)

The questions in the JAQ are designed to gather information about jobs in the Northern Territory Public Sector (NTPS), the information enables evaluation of a job under the Job Evaluation System (JES).

The JES does not determine the salary level of a particular job. The system solely measures each job according to its work value to the organisation. The numeric work value of each job aligns to the job’s classification stream, ie Executive Teacher, Technical, Professional, Administrative or Uniform Police. Each classification structure has salary levels.

The questions focus on the work content and requirements of the job only, not the way in which any incumbent performs that job. The description of the job provided by your responses should be valid regardless of who may be performing the duties.

Answer all questions to make sure the evaluation panel gains a complete understanding of the job. However, some questions may not be relevant to the work situation of every job. Where a question is not relevant to the job the statement “NOT APPLICABLE” is appropriate.

There is no limit to the amount of information you may provide about the job.

Where the JAQ is being completed by you as the incumbent of the job, it is important to discuss and agree on responses with your supervisor or manager before completing your form.

The writer signs the JAQ verifying that the content is accurate. The relevant supervisor or manager endorses the JAQ declaring that the job reflects what the organisation needs and wants. The Chief Executive Officer (CEO) or Delegated Officer approves the JAQ for evaluation.

The supervisor or manager and the CEO or Delegated Officer must make sure that they comply with the Responsibilities of the Delegated Officer before signing the document.

The information in the JAQ is important to the evaluation process. Please proceed carefully.

Important Note:

Before you proceed to answer the questions you should read the guidelines fully to MAKE SURE you have a complete understanding of the types of questions being asked. IF YOU ARE NOT SURE WHAT THE QUESTION IS ABOUT, PLEASE ASK FOR ASSISTANCE.

MAKE SURE you have access to an electronic copy of the Job Analysis Questionnaire (JAQ) to type your answers.



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Cover Page

Your Human Resource Unit will provide the majority of information for the cover page. The position number comes from the Personnel Integrated Payroll System (PIPS).

Please state if the job is ‘redesigned’ or ‘new’ because of the impact on related jobs in the organisation. The supervisor or manager and the CEO or Delegated Officer must examine all work design alternatives, such as redistributing duties (see Responsibilities of the Delegated Officer).

Question 1

(A) Organisational Structure

Each work unit should have an approved organisational chart (available from your Human Resource Unit). You need to identify the job being evaluated in that work unit structure.

Attach to the JAQ an approved copy of the chart that shows where this job fits in the organisation. The organisational chart should depict, where appropriate, all other jobs that report to the job being evaluated. The organisation chart should show the jobs two levels above and two levels below.

Label each job on the chart with its local title, designation and position number.

Do not label the job being written up for evaluation with a designation.

Direct reporting relationships should be shown by drawing unbroken lines and indirect relationships, of a functional nature, by means of dotted lines.

(B) Reporting Arrangements

Provide details of the job’s supervisory role (if any) over other staff and the nature of those jobs, ie permanent full time, casual, contractors, etc. Enter the information in the appropriate section. If there are variations, please state an annual average or estimate.



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Question 2

Overall Function Of The Job

This question ranks the relative importance of the main activities of the job, being Number “1” for the most important through to number “4” for the last function. Write N/A for any function that you consider does not apply.

If you rank 2 or more functions equally then give them the same number.

eg. If you consider ‘Service’ and ‘Advice’ equal as the primary function of the job, write 1 against both.

SERVICE is in circumstances where the focus of the job is on providing a service or product to others and/or dealing with casework within procedural guidelines. This may involve team leaders and team members jointly setting targets and evaluating or modifying performance standards. Service jobs may involve the practical aspects of delivery and how quality is assured.

Service Examples: Service accountability includes:

- direct customer service contact;- clerical or secretarial support;- recording or reporting of factual information;- manufacture and fabrication;- measuring and calibration;- inspection or investigation;- monitoring the quality of customer service;- performing a technical or trade role;- operating equipment or plant;- estimation and scheduling of work;- distribution and supply;- para-professional and professional roles undertaking work according to

specification, guidelines or instruction;- quality assurance and testing;- monitoring the state and health of patients;- delivery of health care in accordance with standard procedures;- fault finding and rectification.

ADVICE is where analysis, diagnosis and prognosis are required. There is an application of intellectual, academic, professional rigour in assessing situations, conducting research projects, advancing solutions or developing new ways of how the work unit, business, profession conducts itself.



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Advice accountability typically applies in the following circumstances:- generation of new ideas and solutions;- policy formulation and interpretation;- establishing new standards of operation;- business strategy development;- systems analysis and development;- providing a professional opinion;- clinical diagnosis and case management; and/or- interpreting statutory obligations and formulating options.

Advice may include, but does not have a primary focus on, procedural matters such as inspections, quantification, investigation of facts, assessment of liability, measurement, reporting or recording.

Advice jobs include (but not exclusively):- Professionals - medical or health professionals, education advisers;- Research scientists;- Policy Advisers and Analysts;- Business Planners;- Information Technology professionals;- Human Resource Advisers or Managers- Strategic Planners.

Use Other if you consider the focus of the job does not fit the functions of Service, Advice or Management.



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Question 3

(A) Financial Accountability

Answer This Question Only if the Job Has Direct or Delegated Responsibility for Either Revenue or Expenditure.

This question is about the job’s financial accountability.

Is the job responsible for a budget? If the answer is yes, then complete this question.

Is the job directly responsible for the generation of revenue or expenditure of funds? If the answer is yes, then complete this question. Enter (in the box provided) the relevant amount from the agency’s budget.

Include figures for annual estimates, budgets and salaries (excluding salary on-costs).

Do not include physical assets managed. The purchase and disposal of physical assets are normally matters beyond the delegation of most jobs.

In calculating these amounts it is necessary to have reference to the following guide:

Staff Management Costs

This applies to jobs that directly manage, lead or supervise a team of staff. Typically the job allocates work, trains staff, monitors quality, and is accountable for individual performance. Staff could include contractors engaged to replace or supplement staff. The annual value of salaries, overtime, annual leave loading, allowances, and penalty rates.

Exclude ‘Oncosts’ such as payroll tax, workers’ accident insurance, superannuation or other benefits.

This does not apply to those management jobs that are also responsible for other types of operating expenditure where staff supervision is one of many components of the role.

eg. The work unit has 4 employees under a manager (EO1)

Designation Salary NTA Allowances

(22/8/96) ALL

1 x AO8 56,880 960 633

2 x AO6 96,030 1820 1266

1 x AO4 38,634 960 633

Total 191,544 3,840 2,532 197,916

The answer to Staff Management Costs is $198,000



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Expenditure

This applies to jobs managing controllable resources for specific projects, programs, divisions or business units etc, and staff management costs may be one component.

If you have supplied details of Staff Management Costs in the previous section, DO NOT include those costs again in this section.

eg. The same work unit has 3 projects or programs - budget $300,000 each and the job is responsible for delivery of these projects or programs.

The annual expenditure is $900,000.

Note: Staff Management Costs is $198,000 and shown against that section.

Revenue or Receipts

This applies to jobs that control the achievement of revenue or receipt targets through selling marketing, product management, distribution or agency arrangements.

Set targets may be for individual jobs or business units. It may be appropriate to measure the sales or revenue growth, particularly where there is already a stable core business base.

eg. The same work unit is responsible for collecting revenue from the public and the amount collected per quarter is approximately $650,000.

The annual Revenue or Receipts is $ 2.6 million.

Substantial accountability

The job may commit expenditure within an approved budget or is responsible for the timely and safe collection of the revenue.

Moderate accountability

The job has significant influence over expenditure decisions, but is not authorised to commit funds.

(B) Financial Delegation

What is the limit of financial delegation or signing authority for the job? The answer to this question will be in your Delegations Manual.

In this section include the job’s credit card limit.

In this section include the job’s responsibility for Local Purchase Orders that do not need approval by another.



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Question 4

Overall Function of the Work Unit

In one or two sentences briefly describe the overall purpose, role or business function of the job’s WORK UNIT.

Your answer should focus on the work unit itself, not the job being evaluated or the wider organisation. You can refer to the agency’s business or corporate plan.

Introduction to Questions 5 to 10

These questions are consistent with the standard NTPS Job Description document. If this already exists, you can enter the information directly into the JAQ.

Your answers to the following questions will assist when revising or creating the job description document.

The normal Job Description document is a briefer description of the job for the purposes of advertising and selection processes. More information in the JAQ will help the evaluators understand the job.

There is no restriction on the amount of information in the JAQ. However the information in a Job Description is normally limited to one page.

Question 5

Primary Objective(s) of the Job

Every job has one or more primary objectives or outcomes for which it is responsible and accountable. These objectives or outcomes contribute to the overall purpose of the work unit.

Describe in one or two sentences the primary objective(s) of the job. What is the overall purpose of the job and why is it required to perform its tasks and activities?

In addition to the job description documentation you may wish to refer to the agency corporate goals and objectives and any performance management material relating to the job.

Question 5 is reflected in the Job Description.



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Administrative Officer Example

To ensure Departmental compliance with the Financial Management Act and the Treasurer’s Directions. Perform financial and operational audits in accordance with the professional standards of the major accounting and auditing bodies and Audit Services’ systems based audit methodology.

Executive Officer Example

To provide leadership in the development and review of human resource management and industrial relation policies in order to provide direction, advice, and support for the effective management of human resources throughout the Northern Territory Public Sector.

Executive Teacher Example

Initiate, design, develop, conduct and evaluate human resource development programs to meet the strategic goals of the Department and the identified needs of DEET personnel.

Professional Officer Example

To provide high level professional advice to all areas of the Authority in pursuit of the Authority’s corporate objectives of best practice in demand management and energy efficiency.

Technical Officer Example

Provide service and advice regarding land and wildlife management issues throughout the central Australian region in accordance with the organisation’s objectives of conserving valuable natural resources and increasing recreational access to the wider public.

Uniform Police Officer Example

To oversee the investigation of crime, prosecution of offenders, and advise on prevention of crimes.



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Question 6

Specific Duties and Accountabilities of the Job

Describe the specific duties and accountabilities by describing what duties, for whom, when and why.

These could include duties frequently performed (daily or weekly) or duties on a seasonal or infrequent basis.

Avoid the phrase “as and when required” and attempt to indicate how often the job performs the duties. Try to start each description with an ACTION VERB (see page 19).


The job liaises between the Hospital, District and Urban staff on a daily basis to facilitate continuity of care for Aboriginal patients.


Provide advice to Government, CPE, CEOs and agency staff on human resource issues, particularly the more complex or sensitive industrial relations and employment matters to enable clients to respond appropriately.


Undertake major policy reviews regularly and formulate proposals related to specific areas relevant to the professional needs of DEET.


Prepare legal briefs for senior counsel dealing with complex matters on behalf of Northern Territory Public Sector agencies.


Organise the collection and analysis of monthly traffic data for the Manager Transport Operations, to ensure traffic management schemes are designed and implemented effectively and efficiently.


Ensure that Officers are is trained and effective in crime detection. Make sure each reported crime is investigated fully and all offenders are prosecuted.

Question 6 is reflected the Job Description.



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Question 7

Authorities and Limitations of the Job

Jobs are responsible for making decisions that lead to action by the organisation or others in the organisation.

The reasons for these decisions being made by a more senior job depend on financial and other delegations held by the job being evaluated.

List the significant matters in which the job has an involvement but that the job does not have the authority, either directly or by delegation, to give a final decision. State to whom and the reason for referral.


Subject Matter: Introduction of new work procedures. Submission of reports and recommendations. Ordering of new equipment or materials.

To Whom Referred: CEO or Deputy Secretary or Director or Manager or Supervisor or Committee.

Reason for Referral: Approval or Endorsement or Decision or Other.


Subject Matter: Human Resource and Industrial Relations issuesTo Whom Referred: CEO and CPE .Reason for Referral: Approval or Endorsement or Decision or Other.


Subject Matter: Detailed planning and administration of Departmental professional development programs.

To Whom Referred: CEO or Deputy Secretary or Director.Reason for Referral: Approval or Endorsement or Decision or Other.


Subject Matter: Introduction of new work procedures. Submission of reports and recommendations concerning Power Standards. Ordering of new equipment or materials.

To Whom Referred: CEO or Deputy Secretary or Director or Manager.Reason for Referral: Approval or Endorsement or Decision or Other.


Subject Matter: Introduction of new technical procedures. Submission of reports and recommendations. Ordering of new equipment or materials.

To Whom Referred: Deputy Secretary or Director or Manager.Reason for Referral: Approval or Endorsement or Decision or Other.


Subject Matter: large scale major crime or drugs operation.To Whom Referred: OIC CIB or OIC Drug Squad or Supervisor.Reason for Referral: Approval of additional resources or need for expertise.



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Question 8

Personal Qualities, Cross Cultural and Interpersonal Skills

Describe the skills needed in the job that assist in relating to or managing people through communication, influence, persuasion, counselling, motivating and negotiation. What personal qualities, cross cultural and interpersonal skills are necessary to perform the duties of this job?

Communication: written oral - different language(s) listening negotiating motivation humour confidentiality discretion Cross Cultural: understanding the complexities of different cultures capacity to interact freely know the languages political awareness

Customer Service: attitude to quality service consultative skills liaison skills flexible attitude and ability to adapt attention to detail

Organisational: time management planning ability to think and act strategically conceptual and analytical skills ability to manage staff ability to initiate and manage change complete tasks and meet deadlines

Interpersonal: ability to win & maintain trust ability to win & maintain respect patience strong leadership skills impartiality fairness objective




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Question 9

Knowledge Required

Most jobs need a body of mandatory knowledge. This includes ‘knowledge’ of how the work unit, agency and NTPS operates.

Describe this knowledge and indicate whether it is an essential or desirable.

It is important the response specifies the requirements of the job rather than the knowledge that an incumbent may happen to have.

Jobs having a primary focus dealing with Aboriginal people and communities need to emphasise the following:

knowledge of Aboriginal support structures, knowledge of Aboriginal needs in both the traditional and contemporary context, knowledge of Aboriginal communication, knowledge and familiarity with remote Aboriginal communities, knowledge and understanding of the issues affecting Aboriginal victims of crime.


Understanding and working knowledge of the procedures associated with ordering, publishing of materials and the ability to recognise alternatives to maximise value for money ideas or initiatives within Government procurement guidelines.


Detailed knowledge of contemporary national and local human resource, industrial relations and equal opportunity issues, with the ability to interpret national trends and implications for the Northern Territory Public Sector.


Exemplary presentation skills and sound knowledge of adult learning styles.


Demonstrate knowledge of Australian Standards and ESAA Publications germane to power transmission and distribution systems (HV and LV) and equipment in all their forms, including overhead and underground installations.


Extensive knowledge of agricultural management techniques.


Extensive knowledge of disaster management, accident rescue, accident investigation, and station management .




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Question 10

Education, Training and Experience Required

(A) Formal Education

Specify

What educational qualifications are essential, What educational qualifications are desirable,

eg. Year 10, 11 or 12 Secretarial Certificate Associate Diploma Diploma or Degree Graduate Diploma Masters

You cannot request formal qualifications (educational etc) as an essential requirement for a job, unless specified in an industrial award, the Qualifications Handbook or approved by the Commissioner for Public Employment.

Executive Contract Officer jobs may specify essential qualifications if the circumstances and complexity of the job warrant their inclusion. Where these qualifications would be gained

eg. High School TAFE Institute of Technology University Other - EDP, PSMC, MSFW

Why they are necessary;

eg. to have a sound knowledge of the theoretical basis of the job. to have a sound understanding of first principles to demonstrate ability to think conceptually.

(B) Formal Training

Specify

What formal training is essential What formal training is desirable;

eg. Management Training Negotiating Skills Public Speaking & Presentations Anti-discrimination & Sexual Harassment Foundations of Human Resources - AHRI



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Performance Indicators Program Evaluation Aboriginal Cross Cultural Training.

Where these would be gained;

eg. Agency OCPE Seminars.


eg. to have an appreciation of cultural differences to negotiate contracts to make presentations to staff.

(C) Experience

Specify

What experience is essential What experience is desirable;

eg. broad management experience at a senior level negotiated a number of contracts made presentations to groups of 15 or more demonstrated experience in technical standard development considerable experience in agricultural research experience with extension and development support activities.

Where these would be gained;

eg. NTPS other public services Private enterprise.


eg. to demonstrate the ability to negotiate a successful outcome. The response should specify the requirements of the job rather than the qualifications and training that an incumbent may happen to have.



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Question 11

Key Relationships

(A) Internal (Within Work Unit and the Agency)

(B) External (Outside the Agency)

List the titles of other jobs (other than subordinates) with which the job makes significant contact for administrative, educational, communication, business, and/or mentoring reasons. Specify the contact is with whom, in what form, why and how often.

This question refers to the job’s significant interactions with NTPS staff or people outside the organisation. This enables the evaluation panel to determine the breadth of activity of the job in the organisation.

Question 12

(A) Principal Source of Information or Advice

Is the job the PRINCIPAL SOURCE of information or advice in any specific areas, within the agency? If so, what is the nature of advice and who actions it? Indicate whether there are alternative sources for this information available in the NTPS.

Only answer the question where the job is the principal source of information or advice to others and there is not ready access to that information from a senior source

(B) Legal Accountability

All employees have a duty of care to provide accurate information and services to the public and agencies. You need to decide if there is any additional legal accountability in the job, over and above the duty of care.

Is the job legally accountable for the advice or service provided? If so, describe the nature of this accountability.

Does accountability devolve to the job from legislation?

eg. Work Health Inspectors Racing and Gaming Inspectors Motor Vehicle Registrar Police Officers.



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Question 13

Interaction With Other Jobs

(A) With Supervisor

How frequently does the job discuss work issues, objectives or results with the job’s supervisor or manager? What are the most common purposes of the discussions?

This question provides insight into the work unit operation and the freedom of action of the job.

(B) With Job(s) Being Supervised

List the key functions of the job(s) (identified at Question 1(B)) that are DIRECTLY supervised?

In completing this question it may be necessary to refer to the JAQ of the subordinate jobs in order to determine the work relationships of the unit.

Question 14

Unique Duties

List the major and unique duties performed in this job that are different to those jobs directly and indirectly reporting to the job (as identified by Question 1).

This question assists the evaluation panel to determine the job’s particular role in the total operation of the work unit. For example, supervisory roles may range from almost total responsibility for carrying out the work unit’s outcomes, to approval of work carried out by subordinate jobs.

Example

Provision of specialist advice, analysis and interpretation of data, preparation of budget estimates.



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Question 15

Challenges, Constraints, Developments

This question assesses the effects of internal and external influences and change on the job.

It is important to focus on the job.

Typical relevant factors are:

New equipment or systems•Deadlines•Conflicting priorities•Maintenance of administrative expertise•Budget or staff constraints•Travel•Geographical isolation•Professional development•Lack of procedures and policies•Theoretical developments in the field•Lack of precedent, information or knowledge•

(A) Principal Challenges

What are the principal challenges of the job? (eg. developing and implementing strategic directions in financial and support services for the Division).

(B) Principal Constraints

What are the principal constraints or problems that the job has to contend? (eg organisational culture and service focus of the organisation).

(C) Principal Developments

What developments are either taking place or anticipated in the near future that will impact upon the job? (eg. introduction of new technology or theoretical developments requiring upgrade of technical skills).



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Question 16

Other Information

Provide any additional information that enhances the questionnaire, (eg. provide an explanation of impact on the agency, work unit and clients by not filling the job).

Include any other information that provides a more complete description of the job. It is better to provide extra detail rather than to omit significant matters because they do not fit into generic questions designed to cover a wide range of jobs.

Verification and Declaration

Make sure that you, as the writer, sign this section verifying the contents of the JAQ.

Responsibilities of the Delegated Officer Prior to Submission of this JAQ for Evaluation

It is the delegated officer’s responsibility to comply with these instructions before submitting the JAQ for evaluation.



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Action Verbs

Definition(s) of the following commonly used verbs may assist in the completion of the questionnaire.

Act to perform a specified function; to do something.

Achieve to bring to a successful conclusion.

Administer to manage or direct the execution, application or conduct of affairs.

Analyse to study the factors of a situation or problem in detail in order to determine the solution or outcome.

Approve to sanction officially; to accept as satisfactory; to ratify.

Assist to help; to give support to.

Authorise to approve; to empower through vested authority.

Budget to plan expenditures.

Communicate to impart or transmit, verbal or written information.

Compile to collect (information); to compose out of materials from other documents.

Conduct to check or regulate; to direct the execution of.

Control to keep within the limits.

Co-Ordinate to bring into common or integrated action.

Develop to evolve, promote or make active a plan, program or course of action.

Devise to form in the mind by new combinations or applications of ideas or principles; to invent.

Direct to give an order or instruction to.

Ensure to make certain of.

Establish to set up or place on a firm basis.

Evaluate to appraise; to consider the value.

Execute to give effect to; to carry out or follow through to the end, as a purpose.

Formulate to develop a plan or statement of policy or procedure.



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Generate to bring into existence.

Implement to carry out. or perform acts essential to the execution of a plan or program.

Initiate to originate; to introduce in the first instance; to cause or bring to pass by original action as in originating a plan, policy or procedure.

Lead to guide or direct on a course or in the direction of.

Liaise to maintain contact with or act as an intermediary.

Maintain to keep possession of; to hold or keep in any condition; to keep up to date or current; as to maintain records.

Monitor to watch, check or keep track of.

Negotiate to confer with others with a view to reaching agreement.

Oversee to take charge of.

Plan to devise or project a method or course of action.

Prepare to make ready for a particular purpose.

Provide to supply for use.

Recommend to advise or counsel a course of action.

Report to give an account of; to furnish information or data.

Review to examine deliberately or critically.

Supervise to oversee for direction.

Train to teach demonstrate or guide others in order to bring up to predetermined standard.

Verify to prove to be true or accurate; to confirm or substantiate; to check exactness.

Action Verbs (continued)

For further information regarding the Job Evaluation System contact:

Office of the Commissioner for Public EmploymentGPO Box 4371DARWIN NT 0801

Telephone: 08 8999 4179Facsimile: 08 8999 4148

Email: [email protected]: http://www.ocpe.nt.gov.au

job evaluation system (jes) - ocpe.nt.gov.au · office of the commissioner for public employment...

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