Hay Chart

• I~

KNOW-HOW The sum of knowledge, skill and experience - however acquired - necessary for fully acceptable job performance.

It has three dimensions:

Technical Know-How Required depth and scope of specialised knowledge. As you read down the scale from A to H, you recognise increasing specialisation in some jobs,

and an increase in scope or range of general knowledge in others.

Depth: ranging from knowledge of the simplest work routines to unique and authoritative knowledge within complex disciplines.

Scope: variety of things, processes, products etc., from few to many, about which knowledge is required.

D

Management Know-How The knowledge required for harmonizing, integrating and managing activities and functions. It involves combining some or all of the elements of planning, organizing, directing, executing, assessing and controlling, and takes account of the time scale / planning horizon in.the job. Management Breadth is related to the size and complexity of an organisation reflecting such things as functional.diversity, business diversity, geographic spread and strategic horizons. It may be exercised in an executive or advisory/consultative way.

L...

---d Human Relations Skills The skills needed to communicate with and influence individuals and groups, within and outside the organisation in order to achieve results with and through people.

1

Basic Dealing with other people is primarily concerned with requesting and providing information. Ordinary courtesy, tact and effectiveness in dealing with others are required.

2

Important Interaction with others demands understanding, providing support and/or influencing. Empathy and assertiveness are necessary but persuasion and reasoning are based on job-specific knowledge, more than inspiring and motivating.

3

Critical Interaction with others is critical to the job or role and is concerned with changing behaviour. It involves inspiration, motivation, the development of others and the creation of the right working climate.

Legend Blue Red Grey

= logical combinations = less likely combinations = highly unlikely combinations

c. ,J•.

c'

-.... ­

-

,j

--­

--­

O.

Task Performance of an isolated task or tasks, specific as to objective and content. Interacting with others principally connected to receiving instructions.

..

~

H~man

Relation Skills

.....

. ·

Heterogeneous Operational or conceptual integration and management of functions which are diverse in nature and which are decisive in achieving the organisation's objectives OR management of a strategic function in a large organisation

1

2

3

1

2

3

1

2

3

1

2

·IV. Functionally Complete Full integration and management of all functions within a large organisation. Management of a major strategic function in very large complex organisation

·V. ComplElxNery Large Managerial integration of all activities in a very large complex organisation, almost certainly with intemational dimensions

3

1

2

3

1

2

3

38

4")

50

50

57

1)6

fil1

76

81

;;7

100

1 ,~,

11'1

13:!

15."

1~2

17!:'

;ZOO

43

50

57

57

66

lG

76

87

100

100

115

I."J':

13;

152

Il',

17:J

20i)

23rJ

Unskilled

50

5i

66

66

76

07

87

100

11';

I l'

13.7

Ire '­

...>/.""

1~'J

:'01 .1

)(~Il

~l('

lh·!

50

57

66

66

76

87

81

10Ll

1I

rl

IlL

1')/

57

17S

;'0(1

'w'

2,,0

)<"'J

1:37

1 ~,)~

175

1l';

200

iJu

;.. 0

21),1

:'(\i

1('-;

2(111

''0(,

)'~(l

lhi

'fi4

,IJot

]50

Semi-skilled

....·

.

I

III.

A. BASIC; Basic knowledge of simple instructions, facts and information necessary to fterform straightforward tasks of a repetitive nature. Knowledge is generally acquired hrough a short period of instruction

B. ELEMENTARY VOCATIONAL: Knowledge of standardised work routines and methods and general facts and information andlor use of sim~le equipment, machines and materials. A certain amount of insight in the re ationshlp between activities is reqUired. Knowledge is usually acquired through training on the job.

·

-

. I. ' II. Activity Related Performance or Operational or supervision of conceptual multiple activities, performan,;e and/or which are specific as management of to objective and areas that are content. Interacting related to each other with co-workers is to nature and as required. as well as objective and the appropriate awareness of related management of relationships/interfac activities. es with other functions.

C. VOCATIONAL: Knowledge and insight are required for application of practical methods and techniques. work procedures and ~rocesses andior proficiency in the use of matenals, specialised eqUipment and too s. Knowledge IS acquired through technical training and on the job experience.

Skilled D. ADVANCED VOCATIONAL: Knowledge of specialised (generally non-theoretical) methods, techniques and processes is required. Knowledge is acquired through technical training and substantial on the job e~erienCeidevelopment, part professional qualification or by acquiring a bac elors degree.

Specialised E. PROFESSIONAL: Sufficiency in a technical, scientific or specialised field, as well as an understanding of theoretical concepts and principles and their context. Knowledge IS normall(' acqUired through professional or academic qualification or by a significant amount 0 practical knowledge gained through vaned and stretching experience.

Conceptual thinking and working F. SEASONED PROFESSIONAL: proficienc¢, in a. specialised field or a broad insight Into the relatlonshlg between different fields. roficlency and insight are acquired through deep and road experience built on concepts and principles or through wide exposure to complex practices and precedents.

Technical specialist or major functional manager G. PROFESSIONAL MASTERY: Determinative mastery of concepts. principles and gractices within a specialised field andlor authoritative insight into the relationships etween mulhple fields. Knowledge is gained through deep development in a specialised field or through comprehensive business experience.

Highly specialised or general management. H. EXCEPTIONAL MASTERY: Externally recognised mastery of concepts and principles, theories and their applications within a scientificlspecialist field and groundbreaking work within thiS field.

Unique authority

ED

~

"I

,

57

Flo

76

76

87

100

100

115

, 1/

66

f6

87

87

100

115

!

5

n.

'?

·\Ii.'

66

76

87

87

100

115

, If;

112

Ir.;?

1'i?

175

?'H'

?lJO

?3(.I

261

:,lf4

J(JoI

:150

76

87

100

100

115

132

137

15i

175

115

200

7 1 ')

230

7O,1

10.j

3C·l

lS0

.Ion

87

100

11'1

115

132

152

152

Ih

'uo

20u

no

'1:1

L6-:!

Ju·l

,:::IJ

:.l~,(J

iOO

'4';0

B7

100

115

115

132

152

\,,7

IT'"

200

c'c,(I

':30

2(;'1

26·j~

.il)11

350

:;r.·O

100

4fCl

100

115

132

132

152

175

In,

20C'

230

2,30

?fi4

J(H

)()4

~!in

4(1)

'100

~;)()

'~ -~

115

132

152

152

175

200

;>00

7]0

264

;>"d

104

j .1)

150

l'i(1

461 ,

1R!

'i:.'H

bl,b

115

137

IG2

152

175

200

2(111

230

264

}64

.304

350

('in

'l:JiJ

,,·,Rn

d It)

S?~

I-\)!'

132

15?

1ttl

175

200

230

:::30

264

304

30.1

l'ill

400

1,00

~"',O

573

"~'H

i)[Il1

ml1

152

175

200

200

230

264

264

304

350

35,)

clOD

460

4130

:;7.'l

6ml

r-1IJ((

rno

BOO

152

17"

200

200

230

264

'64

304

350

i5(,

'11)0

460

,,(,0

~213

60B

(,I,'P

?UO

~OO

175

200

230

230

264

304

104

350

400

1[,1(1

,J{)U

528

')28

f100

700

1r'O

!lOC.!

_'!(J

700

230

26·1

264

304

350

:'150

400

460

lGC

~28

608

1-i('8

70ll

800

dUli

,r'il

111'i1'

200

-

/~jO

264

264

304

350

',50

400

460

41'(

'i28

608

003

~~o

800

~nn

9)0

1056

230

26'1

304

3011

350

400

100

460

528

5~)n

GOR

700

roc

Hon

920

'}._.J

:o~r)

1216

264

30~

350

350

400

460

160

528

608

(;OL\

(flO

800

030e

~IZO

1056

0;,,(

, 2'6

1400

264

304

~5\J

350

400

460

1f30

528

60R

",y~

/ilr

n'ltl

JUO

\1;'0

1056

luSt;

1/16

14(\0

304

350

,100

400

460

528

~~)B

608

700

700

flOn

9?O

lJ20

1056

1216

12 1 1;

I lUI"

If,(l'

1160

528

608

1n~1,

1f1~'h

'21'1

1401l

11'}(1

1finr·

18-11

JbO

400

160

jOfJ

700

1100

S:Wr,

~

, '11

© Hay Group, Inc.

A

B

c

o

E

F

G

H

Measuring PROBLEM SOL VING

Step 1 Find the points for Know-How (from the KH-chart) on the horizontal axis.

Step 2 Find the problem solving percentage (from the PSchart) on the vertical axis.

"29

I"

33

38

I

d3

100 87

11')

13L

15?

175

201.'

.Wh1

) r:.~

1( I~)

•

100

11"

112

I 7',

).lll

'-'~~

III

'0

41

.:>0

,T)i

PIO

7(;

?l

111('

11"

l!i' 112

'JII 21]0

,1'>':

7r,

l'i.

I,

200

230

264

350 304

400 350

460 400

'\3 3A

50

5­

GB

lila

115

137

1b7

d,

)~.l

3R JJ

'In

43

50

66 57

87 76 66

1()(} 87 76

115 100 87

132 115 100

230 200

350

7i;

200 175 152

304

51 50

175 152 132

264

[il.j

-16 66

BY

4;3

'115

I

I, .'

)9 75

33

38 33 29

43

50

57

66

16

87

~.-

38 33 29

43 38 J.

so

!Jf

29

'33

25

29

r/

25

18 :13 29

19

27

i~

If;

19 16

22

2~

H!

~')

2" .,,.... ,

'Ib

19

'.

12

1,1

II',

~

(

.,.,

1,1

The value found at the intersection of these two constitute the points for problem solving.

8,

.M

?? 19

!

tR jiB

""",

19 16 14

0

66 57

r.v

". . '. : .

Step 3

57 ';0

50

"

8

l'

1\,)

1/

19

22

10

14 12

16

q

14

16

19

29 25 22

12 10 g

14

16

19

22

)';

.

12

14 12 10

Ir.

18

~2

2'-'

14

1(,

10 1ii

G

7

f:

9

10

5

6

7

5 4

5 4

6

8 7 6

9 8 7

5

I

II' 9

,

25

1

~

~ .~

,11

I

~~t

1

.'

-1,

528 460 11.11 r

rtf I

-'r,

rCIl

fit

..,~

:<:J

,..

l.r,

'l;J ZC,

JR lJ

f'

7}

irJ

"I

;..:~ I

I

,1\

'(I

~H

,Ie,

t

,Ii

;), 1 ";1

,

tit"

If

rir

i,0

n

,

t~'11 ~r~

115 '11(l ,I{

..

, "'1 1

11 ~l

. , 1­

i r.. :,>.t

I

, ~l?

'.

.-')1:'

I: 1"

PROBLEM SOLVING Problem Solving is the 'self starting' thinking required for analysing, evaluating, reasoning, arriving at and drawing conclusions. Problem Solving deals

with the intensity of the mental process which uses Know-How to identify, define and solve problems. Therefore, for evaluation purposes, Problem

Solving is treated as the percentage utilisation of Know-How.

It has two dimensions:

Thinking Environment (Freedom to Think) Assesses the extent to which thinking is constrained by the context (business environment, organisation, guidelines, procedures or supervision) within which it must take place

.a Thinking Challenge

The complexity of the problems encountered and the extent to which original thinking must be employed to arrive at solutions.

A. STRICT ROUTINE Thinking within precise and detailed rules and instructions and/or rigid supervision (personal or system).

I

B. ROUTINE Thinking within standard instructions and routines and/or continuous supervision.

I

1. Repetitive

2. Patterned

3. Variable

4. Adaptive

5. Uncharted

Identical situations requiring solution by simple choice of things learned.

Similar situations requiring solution by discriminating choice of things learned.

Differing situations requiring a search for solutions within the area of experience and acquired knowledge.

Situations requiring a significant degree of evaluative judgement and innovative thinking to analyse, evaluate and arrive at conclusions

Pathfinding situations requiring creative thinking and the development of new concepts and imaginative approaches contributing significantly to the advancement of knowledge and thought.

I

10%

16%

12%

I

12%

F. BROADLY DEFINED Thinking within broad policies and specific objectives under general direction.

22'10

I

2'i'.};,

G. GENERALLY DEFINED Thinking within general policies, principles and organisation goals under guidance.

I

I

25%

H. ABSTRACTLY DEFINED Thinking within business philosophy and cultural norms; SUbject to the general laws of nature and science.

ID

43%

:~8~.

I

I

43%

I

I

57%

SO'h

".J{

/1

hf.:

"I

~7!}~

50%

66%

I

57%

50~o

38';u

29%

I

'>0';'"

'iiY

50%

I 4)'1"

33"/"

29~~1'

I

38"'0 33%

4~'",

I '13""

·13 1};,

I

38%

<:9%

I

38"10

33%

29 l i o

/7%

"3J'~'~

',8%

29%

/5%

19%

JG':·\

:'3%

33%

JH ,,,

I

2geyu

29%

25%

11';\

2~!'/;,

I

25%

22%

19%

E. CLEARLY DEFINED Thinking within clearly defined policies, principle~ and specific objectives, under readily available direction.

;J5°l,

22%

16%

I I

22%

19% 16%

I 2.3':,",., })';'(\

19%

14%

D. STANDARDISED Thmkmg wlthm sUbstantially diversified, established procedures, standards and precedents; generally supervised

I

16%

14%

C. SEMI-ROUTINE Thinking within well-defined, but somewhat diversified, procedures and precedents and/or subject to supervision.

I 1'),\()

14%

l6"11

76% 66%

I

87%

66% 87%

13'1,.

•13%

57'/ •

76'11

© Hay Group, Inc.

ACCOUNTABILITY Accountability is concerned with the extent to which a job is answerable for actions and their consequences. It is a measure of its impact on specific,

generally quantifiable, end-results.

It has three dimensions which in order of importance are:

Freedom to Act Assesses the extent to which the job or role is subject to personal or procedural guidance or control which may be exercised from within or outside the organisation.

Nature of Impact This is concerned with the extent to which the position impacts directly on end results.

IDJ

Magnitude Gauges how much of the organisation is impacted by the job or role. This may be measured in quantitative ways, e.g. annual money sums, or qualitative assessment e.g. large.

Nature of Impact - Magnitude 0 (Indeterminate) A Minimal

Performance of simple and repetitive activities, with no direct relationship to other jobs.

B Limited

Operation or maintenance of simple/ancillary equipment/machines

Nature of Impact - Magnitude 1 and Larger

Operation or maintenance of major / complex plant or equipment Performance/supervision of activities which require technical insight and proficiency and/or administrative activities where knowledge, analysis and interpretation is of importance; there is an impact on the end results of others.

D Critical

Control of a major process unit. Performance of specialised advisory, diagnostic and/or

operational services.

Remote Providing information, keeping data up to date and providing incidental services, for use by others in the performance of their job.

C

Contributory Contributing explanatory, advisory or supporting input for use by others decisions and performing their job.

Indirect

Performance of routine activities, such as storing / providing information, for use by others.

C Important

R

In

making

S

Shared Explicit joint accountability for end results. (N.B.: except own subordinates and superiors).

P

Prime Decisive, controlling impact on end results. Shared accountability of others is of minor/secondary importance

Direct

© Hay Group, Inc.

----=--.: 1- ~__._ _----==

I

Very Small

Small

US$ 50,000-500,0001 US$ 500,000- 5m

•• Nature of Impact -.

c

o

R

c

1<1 I

III

10 I

14 I

9 I 12 I 16 I

:u

12 I

16

10 I 14 I 19 I 25

14 I

19 I 7',

J

12 1 16 I 22 I 29

16

22

29

.38

19

25

33

A

A. PRESCRIBED: jobs subject to:

B

8 I 10 I

• direct and detailed instructions • close supervision/immediate feedback

The nature of the tasks or work is totally confining, tasks can be

performed only one way.

B. CONTROLLED: jobs subject to: • instructions and established routines • supervision/fairly prompt feedback

There is some latitude to rearrange the sequence given to completion oftasks and duties.

C. STANDARDISED: jobs subject to:

s

p

c

R

s

p

Large

Very Large

US$ 5m - 50m

US$ 50m-500m

US$ 500m-5bn

c

R

':1

1'1

ICJ

Medium

s

p

c

R

s

p

R

c

s "',

)",

I"

A

')2

"

'-'

'1

22

29

1H

43

25

i3

l:l

141

191

251

13

16

22

29

3~

22

29

38

50

29

38

,I'

II

:)"i·

B

,r,

'JP

i I

I,

• standardised work routines, practices and procedures • general work instructions • supervision of progress and results

19

25

33

43

25

33

43

57

33

43

57

76

43

57

22

29

38

50

29

38

50

66

38

50

66

81

50

66

The 'what' of the job is known, with respect to the 'how'there is a

certain amount offreedom to determine the work routine.

25

33

43

57

33

43

57

76

43

57

76

100

57

76 I 1 1)()

li'l

761 100

III

29

:18

50

66

18

50

66

87

50

66 I 87

115

66

87

115

152

87

115

11~

1')2

l3

43

57

76

~3

57

76

100

57

76

100

132

76

100

132

175

100

132

132

175

38

50

66

87

50

66

87

115

66

87

115

152

87

115

152

200

115

152

152

-'00

lJ

57

Ii"

100

57

If)

100

132

76

100 I 132 175

lOCI

132

175

230

132

175

230 I 3041 175

230

8

,1;)

6ft

87

115

152

87 1151152 200

115

152

200

264

152

200

264 I 350 1 200

264

230

304 I 400 I 230

304

D. GENERALLY REGULATED: jobs subject to: • practices and procedures which have clear precedents or are covered by operational guidelines/policies • review of end results after the fact

Freedom to determine the work routine ('hOW) based on precedents

in order to reach the prescribed results ('what).

E. DIRECTED: jobs are: • Free to determine how to achieve clearly defined, medium term (annual) objectives. • Covered by functional precedents and policies • Required to achieve results in a defined area of operational

activity.

Free to determine 'how' to reach the QrescdbfHLIfllilJ~t'I

I

:>0

66

')

76 100

I

F. GENERALLY DIRECTED: jobs SUbject to:

in

f',­

• functional policy objectives • general, longer term (2-3 year) objectives

7f';

1110

Within the broadly defined objectives, one is free to determine the

'how' and 'what'.

"'I

G. GUIDED: jobs, by nature Of size, are subject to: • general direction and/or broad lines of policy • broad, long term (5 year plus) objectives

11

76

I 1;:

I

I 1'1/

I ~~

100

p

I

132

I

175

I

lUO

11'1

200

I

132

I

I

175

230

I

1')2 I 200

264

230

304

1l;

100

Determination of policy for entire company (interpretation of company strategy).

175

11i'

I

I , 7'

230

I

no

304

I

175

1

I

I

I

,), -I

o

E

J

I

3501

i'00

I 264

350 I 460 I 2litl

350

230 I 304

400

230

304

400 I 528 I 'II J4

400

21),1 I 350

4601 26<1 I 350

460 I 608 1 3~O

460

I 264

F 6081 80n

400

528

7001 920

460

608

80011056'

528

700

92011216

n.

H. STRATEGICALLY GUIDED

c

tl

105611400

1216 1600

20r I

EB

)1;,\

1 lr,n I ·160

hilR

I

:-l~11'1

I ,tr

~ H

140011840

© Hay Group. Inc.

G

Determine SHORT AND LONG (PERCENTAGE) PROFILE AC = PS

PS-Points > AC-Points

37

21

41

36

26

36

35

20

44

34

22

43

32

25

42

31

27

40

30

30

38

29

33

36

28

36

34

26

40

32

19

47

32

21

46

31

23

45

29

26

44

28

28

42

27

31

40

26

34

38

24

38

30

17

51

30

19

49

29

22

48

28

24

46

27

27

45

26

29

43

25

32

41

23

28

16

55

27

18

53

27

20

52

26

22

50

25

25

48

24

28

46

23

31

44

26

15

58

25

17

56

25

19

55

24

21

54

23

23

52

22

26

49

22

29

47

24

14

62

23

15

60

23

17

59

22

19

56

22

22

55

21

24

53

20

27

51

22

12

65

21

14

63

21

16

62

20

18

60

20

20

59

19

22

56

19

25

20

11

68

19

13

66

19

15

65

19

16

64

18

18

62

18

20

60

17

18

10

70

18

12

70

17

13

68

17

15

66

17

17

65

16

19

63

16

16

9

74

16

10

72

16

12

72

15

13

70

15

15

68

15

17

66

15

8

76

15

9

75

14

11

74

14

12

72

14

14

72

13

15

32

32

29

26

45

32

25

43

36

23

41

36

39

22

39

22

34

42

21

37

21

32

45

20

35

19

30

49

19

32

55

18

27

53

17

30

23

58

17

25

56

16

28

21

62

15

23

59

15

26

15

19

65

14

21

62

14

24

70

13

17

68

13

19

66

12

22 20

80

13

7

79

13

8

77

13

10

76

13

11

76

12

12

74

12

14

72

12

16

70

12

18

69

11

82

12

6

81

12

7

80

11

9

79

11

10

78

11

11

76

11

13

76

10

14

74

10

16

72

10

18

84

11

5

83

11

6

82

10

8

81

9

80

10

10

77

10

11

77

10

13

76

9

15

75

9

16

86

9

5

85

10

5

84

9

7

.

10

83

9

8

82

9

9

81

9

10

80

9

11

79

8

13

77

8

15

.

...............................

Fundamental Research

..

.

Applied Research and Development

..

..............................

I d' L' • n ~~ep~o:e

.

.

Line Jobs

• Direct Line Support

Step 1: Determine the step difference between PS and AC, using the Hay step-values (table on the left) Step 2:

If AC > PS, then A-profile; if PS > AC, then P-profile; if PS = AC, then Level profile. The short profile number is determined by the amount of step difference

Step 3:

The percentage profile can be read off at intersection of problem solving % and step difference (see above table)