Korn Ferry Hay Guide Charts– US Dollars

The Korn Ferry Hay Guide Chart-Profile Method of Job Evaluation

The Korn Ferry Hay Guide Chart-Profile Method of Job Evaluation
Know-How
Definition: Know-How includes every kind of relevant knowledge, skill and experience, however acquired, needed for acceptable performance in a job or role.
Know-How has three dimensions:
◼ Practical/Technical Knowledge
This is concerned with the depth and scope of knowledge. This is used to recognise increasing specialization (depth) and/or the requirement for a greater breadth (scope) of
knowledge.
Depth - Ranges from knowledge of simple work routines to unique and authoritative expertise.
Scope - Covers the variety of techniques, disciplines, processes, products etc., from few to many, about which knowledge is required.

◼◼ Planning, Organizing & Integrating (Managerial) Knowledge

The knowledge required for integrating and managing activities and functions. It involves combining some or all of the elements of planning, organizing, co-ordinating, directing,
executing and controlling over time. Managerial knowledge is related to the size of an organization, functional and geographic diversity and time horizon. It may be exercised
directly or in an advisory/consultative way.

◼◼◼ Communicating & Influencing Skills

The skills needed to communicate with and influence individuals and/or groups within and outside the organization.

These charts have been prepared to support training in relation to a specific case study. They have been ‘sized’ for the purposes of this case study as
IV Planning, Organizing & Integrating (Managerial) Knowledge and 5 Magnitude. The wavy lines on the margins of the Know-How and Accountability
charts indicate that the size of the charts may be varied to meet particular client circumstances. This would also imply the need for different definitions
for, in particular, Planning, Organizing & Integrating (Managerial) Knowledge.

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Know-How Likely combination
Less likely combination
Improbable combination
T. Task Focused
Performance of a task or
tasks which are highly
specific as to objective and
content with limited
awareness of surrounding
circumstances and events.
◼◼ Planning, Organizing and Integrating (Managerial) Knowledge
I. Specific
Performance or
supervision of multiple
activities which are specific
as to objective and
content. There is a
requirement to interact with
co-workers and maintain
an awareness of related
activities.
II. Related
Integration of operations or
services which are
generally related in nature
and objective and where
there is a requirement for
co-ordination with
associated functions.
III. Diverse
Operational or conceptual
integration of functions
which are diverse in nature
and objective or critical to
the achievement of overall
business goals.
IV. Broad
Strategic integration and
leadership of important
business operations
Or
Direction of a strategic
function within and across
the organization

◼◼◼ Communicating & Influencing Skills ➔ 1 2 3 1 2 3 1 2 3 1 2 3 1 2 3

⚫ Practical/Technical Knowledge
1. Communicate A. BASIC: Basic numeracy, literacy and knowledge of simple 38 43 50 50 57 66 66 76 87 87 100 115 115 132 152
Dealing with instructions and routines generally acquired through a short
others is primarily explanation. 43 50 57 57 66 76 76 87 100 100 115 132 132 152 175 A
concerned with 50 57 66 66 76 87 87 100 115 115 132 152 152 175 200
requesting and
providing B. INTRODUCTORY: Knowledge of standardized work 50 57 66 66 76 87 87 100 115 115 132 152 152 175 200
Practical Procedures

information. routines and methods, general facts and information and/or

the use of simple equipment, machines and materials. 57 66 76 76 87 100 100 115 132 132 152 175 175 200 230 B
Courtesy, tact and
Knowledge is usually acquired through training on the job.
effectiveness are 66 76 87 87 100 115 115 132 152 152 175 200 200 230 264
required.
C. GENERAL/PROCESS/PROCEDURAL: Knowledge is 66 76 87 87 100 115 115 132 152 152 175 200 200 230 264
required for the application of practical methods and
2. Reason techniques, work procedures and processes and/or proficiency
76 87 100 100 115 132 132 152 175 175 200 230 230 264 304 C
Interaction with in the specialized use of materials equipment and tools. This
others requires knowledge is typically acquired through some specialized
training. 87 100 115 115 132 152 152 175 200 200 230 264 264 304 350
understanding,
influencing and D. ADVANCED: Broad or specialized knowledge of methods, 87 100 115 115 132 152 152 175 200 200 230 264 264 304 350
supporting techniques and processes with some knowledge of the basic
people, through
Specialized Techniques

theoretical background. This knowledge is typically acquired 100 115 132 132 152 175 175 200 230 230 264 304 304 350 400 D
applying technical through advanced specialized training or broad practical work
knowledge or experience.
rational 115 132 152 152 175 200 200 230 264 264 304 350 350 400 460
arguments, aimed E. PROFESSIONAL: Sufficient knowledge in a technical,
at causing action 115 132 152 152 175 200 200 230 264 264 304 350 350 400 460
scientific or specialized field built on an understanding of the
or acceptance by theoretical concepts and principles and their context. This
others. 132 152 175 175 200 230 230 264 304 304 350 400 400 460 528 E
knowledge is typically acquired through professional or
academic qualification or through extensive practical
3. Change experience. 152 175 200 200 230 264 264 304 350 350 400 460 460 528 608
Behavior
Interaction with F. SEASONED PROFESSIONAL: Broad and/or deep
152 175 200 200 230 264 264 304 350 350 400 460 460 528 608
others is primarily knowledge in a field of expertise requiring a command of
concerned with diverse practices and precedents and/or sophisticated
Professional Disciplines

influencing, concepts and principles. This knowledge is acquired through 175 200 230 230 264 304 304 350 400 400 460 528 528 608 700 F
developing and very deep and/or broad experience typically combined with an
motivating people academic/ professional qualification. 200 230 264 264 304 350 350 400 460 460 528 608 608 700 800
and changing
behavior. It often G. COMPREHENSIVE PROFESSIONAL: Diverse, cumulative 200 230 264 264 304 350 350 400 460 460 528 608 608 700 800
involves knowledge and/or fundamental understanding of concepts,
inspiration and principles and practices. This knowledge is acquired through 230 264 304 304 350 400 400 460 528 528 608 700 700 800 920 G
the creation of the comprehensive business experience or very deep
right working development in a highly specialized field. 264 304 350 350 400 460 460 528 608 608 700 800 800 920 1056
climate.
H. AUTHORITATIVE: The job requires pre-eminent 264 304 350 350 400 460 460 528 608 608 700 800 800 920 1056
knowledge and command of principles, theories and
applications in a scientific field or other learned discipline. This 304 350 400 400 460 528 528 608 700 700 800 920 920 1056 1216 H
level would normally be associated with on-going ground
breaking work. 350 400 460 460 528 608 608 700 800 800 920 1056 1056 1216 1400

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The Korn Ferry Hay Guide Chart-Profile Method
Problem Solving
Definition: Problem Solving is the amount and nature of the thinking required in the job in the form of analyzing, reasoning, evaluating, creating, using
judgement, forming hypotheses, drawing inferences and arriving at conclusions. Problem Solving deals with the intensity of the mental process which uses
Know-How to identify and solve problems.

Problem Solving has two dimensions:

Likely combination

◼ Thinking Environment – Freedom to Think:

Less likely combination
The degree to which thinking is constrained by rules, methods, procedures, precedents, policies, strategy, etc.

◼◼ Thinking Challenge: Improbable combination

The complexity of the problems encountered and the extent to which original thinking must be employed to arrive at solutions.
NB: The evaluation of Problem Solving should be made without reference to the job’s freedom to make decisions and/or take action: these are measured on the Accountability chart.

Calculating the Points value for Problem Solving: On the horizontal axis, locate the column that corresponds with the points for Know-How (from the KH chart). On the vertical axis locate the row
that corresponds with the Problem Solving percentage (from the PS chart). The number at the intersection of these two coordinates constitutes the points value for Problem Solving.

%
PS Know How
38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350 400 460 528 608 700 800 920 1056 1216 1400

87% 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350 400 460 528 608 700 800 920 1056 1216

76% 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350 400 460 528 608 700 800 920 1056

66% 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350 400 460 528 608 700 800 920

57% 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350 400 460 528 608 700 800

50% 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350 400 460 528 608 700

43% 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350 400 460 528 608

38% 14 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350 400 460 528

33% 12 14 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350 400 460

29% 10 12 14 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350 400

25% 9 10 12 14 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304 350

22% 8 9 10 12 14 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264 304

19% 7 8 9 10 12 14 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230 264

16% 6 7 8 9 10 12 14 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200 230

14% 5 6 7 8 9 10 12 14 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175 200

12% 5 5 6 7 8 9 10 12 14 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152 175

10% 4 4 5 6 7 8 9 10 12 14 16 19 22 25 29 33 38 43 50 57 66 76 87 100 115 132 152

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Problem Solving 1. Repetitive
◼◼ Thinking challenge
2. Patterned 3. Variable 4. Adaptive 5. Uncharted
Identical situations Similar situations Differing situations Situations constantly Novel and pathfinding
requiring solution by
simple choice of things requiring solution by the requiring the requiring adaptation or situations requiring the
learned. discriminating choice identification of issues, development of new development of new
Likely combination between known the application of solutions through concepts and
alternatives. judgement, and the analytical, imaginative solutions
Less likely combination selection of solutions interpretative, for which there are no
within the area of evaluative, creative and precedents.
expertise and acquired innovative thinking.
Improbable combination knowledge.

A. STRICT ROUTINE: Thinking within very detailed

10% 14% 19% 25% 33%
and precisely defined rules and instructions and/or
continually present assistance. A
12% 16% 22% 29% 38%

B. ROUTINE: Thinking within detailed standard

12% 16% 22% 29% 38%
practices and instructions and/or with immediately
available assistance or examples. B
14% 19% 25% 33% 43%
◼ Thinking environment - Freedom to think

C. SEMI-ROUTINE: Thinking within well-defined,

14% 19% 25% 33% 43%
somewhat diversified, procedures with many
precedents covering most situations and/or readily C
available assistance. 16% 22% 29% 38% 50%

D. STANDARDIZED: Thinking within multiple,

16% 22% 29% 38% 50%
substantially different procedures, standards and
precedents and/or access to assistance. D
19% 25% 33% 43% 57%

E. CLEARLY DEFINED: Thinking within clearly defined

19% 25% 33% 43% 57%
policies, principles and specific objectives.
E
22% 29% 38% 50% 66%

F. BROADLY DEFINED: Thinking within broadly

22% 29% 38% 50% 66%
defined policies and objectives.
F
25% 33% 43% 57% 76%

G. GENERALLY DEFINED: Thinking within general

25% 33% 43% 57% 76%
policies, principles and goals of the organization.
G
29% 38% 50% 66% 87%

H. ABSTRACTLY DEFINED: Thinking within general

29% 38% 50% 66%
laws of nature and science, business philosophy and
cultural values. 87% H
33% 43% 57% 76%

These guide charts are for internal use only and may not be reproduced without the permission of Korn Ferry. © 2020 Korn Ferry. All rights reserved 5
The Korn Ferry Hay Guide Chart-Profile Method of Job Evaluation
Accountability
Definition: Accountability assesses the extent to which a job / role is answerable for actions and their consequences. It measures the effect of the job / role on end-results. It has three
dimensions in the following order of importance:
◼ Freedom to act
The extent to which the job / role decides on the measures and actions to be taken to achieve the required results. This is a function of the organizational framework,
the personal and policy direction, and the processes and systems that control the organization.

◼◼ Nature of Impact
The nature and degree of influence the job has on defined end results, as expressed in Magnitude.

◼◼◼ Magnitude (Area of Impact)

The area of the organization most clearly affected by the job, expressed in qualitative or quantitative measures. Where quantitative measures are not relevant or
unhelpful use the ‘Non-Quantified Magnitude’ criterion.

Non-Quantified Magnitude Impact of Job on End Results

I. Ancillary Provision of incidental service for use of others.

R. Remote
Provision of information, record keeping or
incidental services for use by others in the execution
II. Supportive Provision of support services usually of an informational or recording nature of their job.
within a department. Indirect
or Operation or simple maintenance of secondary or support equipment or C. Contributory
machinery. Interpretative, advisory or facilitating services for
use by others to achieve results.

III. Operational Operation of processes and / or equipment which is directly related to the
core value chain of the business. S. Shared
or Provision of support services usually of a facilitating or interpretative Joint or shared control with another / others for end
nature across several departments. results (except own subordinates and superiors)
within or outside the organizational unit in taking
Direct action.

IV. Analytical Provision of specialized services usually of an analytical, diagnostic and

advisory nature. P. Prime
or Operation/maintenance of critical, highly complex equipment or systems Controlling impact on end results (at a level of
that are core to the business. freedom to act).

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Accountability
Likely combination ◼◼◼ Magnitude (Area of Impact)

Less likely combination (1) Very small (2) Small (3) Medium (4) Large (5) Very large
(N) Non-Quantified

Improbable combination $80,000 – 800,000 $800,000 – 8 million $8 million – 80 million $80 million – 800 million $800 million – 8 billion

◼◼ Nature of Impact ➔ I II III IV R C S P R C S P R C S P R C S P R C S P

A. CLOSELY CONTROLLED: Operating 8 10 14 19 10 14 19 25 14 19 25 33 19 25 33 43 25 33 43 57 33 43 57 76

within direct and detailed instructions with
very close and continuous supervision. 9 12 16 22 12 16 22 29 16 22 29 38 22 29 38 50 29 38 50 66 38 50 66 87 A

10 14 19 25 14 19 25 33 19 25 33 43 25 33 43 57 33 43 57 76 43 57 76 100

B. CONTROLLED: Subject to instructions 12 16 22 29 16 22 29 38 22 29 38 50 29 38 50 66 38 50 66 87 50 66 87 115

and established work routines, under
close supervision. 14 19 25 33 19 25 33 43 25 33 43 57 33 43 57 76 43 57 76 100 57 76 100 132 B

16 22 29 38 22 29 38 50 29 38 50 66 38 50 66 87 50 66 87 115 66 87 115 152

C. STANDARDIZED: Operating within 19 25 33 43 25 33 43 57 33 43 57 76 43 57 76 100 57 76 100 132 76 100 132 175

standardized practices and procedures,
general work instructions and supervision 22 29 38 50 29 38 50 66 38 50 66 87 50 66 87 115 66 87 115 152 87 115 152 200 C
of progress and results.
25 33 43 57 33 43 57 76 43 57 76 100 57 76 100 132 76 100 132 175 100 132 175 230

D. GENERALLY REGULATED: Operating 29 38 50 66 38 50 66 87 50 66 87 115 66 87 115 152 87 115 152 200 115 152 200 264
within practices and procedures covered
◼ Freedom to act

by precedents or well defined policies 33 43 57 76 43 57 76 100 57 76 100 132 76 100 132 175 100 132 175 230 132 175 230 304 D
and review of end results.
38 50 66 87 50 66 87 115 66 87 115 152 87 115 152 200 115 152 200 264 152 200 264 350

E. CLEARLY DIRECTED: Subject to broad 43 57 76 100 57 76 100 132 76 100 132 175 100 132 175 230 132 175 230 304 175 230 304 400
practices and procedures covered by
functional precedents and policies and 50 66 87 115 66 87 115 152 87 115 152 200 115 152 200 264 152 200 264 350 200 264 350 460 E
managerial direction.
57 76 100 132 76 100 132 175 100 132 175 230 132 175 230 304 175 230 304 400 230 304 400 528

F. GENERALLY DIRECTED: Subject to 66 87 115 152 87 115 152 200 115 152 200 264 152 200 264 350 200 264 350 460 264 350 460 608
general direction and broadly defined
policy objectives. 76 100 132 175 100 132 175 230 132 175 230 304 175 230 304 400 230 304 400 528 304 400 528 700 F

87 115 152 200 115 152 200 264 152 200 264 350 200 264 350 460 264 350 460 608 350 460 608 800

G. GUIDED: Subject only to overall 100 132 175 230 132 175 230 304 175 230 304 400 230 304 400 528 304 400 528 700 400 528 700 920
guidance on broad organizational
objectives and orientation of strategic 115 152 200 264 152 200 264 350 200 264 350 460 264 350 460 608 350 460 608 800 460 608 800 1056 G
policy.
132 175 230 304 175 230 304 400 230 304 400 528 304 400 528 700 400 528 700 920 528 700 920 1216

H. STRATEGICALLY GUIDED: By reason 152 200 264 350 200 264 350 460 264 350 460 608 350 460 608 800 460 608 800 1056 608 800 1056 1400
of organizational size and complexity,
subject only to very broad guidance and 175 230 304 400 230 304 400 528 304 400 528 700 400 528 700 920 528 700 920 1216 700 920 1216 1600 H
general orientation in response to
business trends. 200 264 350 460 264 350 460 608 350 460 608 800 460 608 800 1056 608 800 1056 1400 800 1056 1400 1840

These guide charts are for internal use only and may not be reproduced without the permission of Korn Ferry. © 2020 Korn Ferry. All rights reserved 7
 The Korn Ferry Hay Guide Chart-Profile Method
Short Profile
Difference Problem Solving < > Accountability
between
each value
is 1 step P4 P3 P2 P1 LEVEL A1 A2 A3 A4
(1 step
equals 15%)

1840
1600
1400 Applied Research and Development Line Jobs
1216
1056
920 Fundamental Research Advisory
800
700 Collaborative
608
528 The LONG PROFILE identifies the percentage of the total score attributable to each of the three evaluation factors and can be read off at the intersection of the problem solving % and
460 short profile (see table below).
400 PS points > AC points AC = PS AC points > PS points
350
304 Short
264 Profile
230 % PS P4 P3 P2 P1 LEVEL A1 A2 A3 A4
200
175
152 87% 42 37 21 41 36 23 40 34 26 38 33 29 36 32 32 35 30 35 33 29 38 32 27 41 29 26 45
132
76% 45 35 20 44 34 22 43 32 25 42 31 27 40 30 30 38 29 33 36 28 36 34 26 40 32 25 43
115
100 66% 49 32 19 47 32 21 46 31 23 45 29 26 44 28 28 42 27 31 40 26 34 38 24 38 36 23 41
87
76 57% 53 30 17 51 30 19 49 29 22 48 28 24 46 27 27 45 26 29 43 25 32 41 23 36 39 22 39
66
57 50% 56 28 16 55 27 18 53 27 20 52 26 22 50 25 25 48 24 28 46 23 31 44 22 34 42 21 37
50
43% 59 26 15 58 25 17 56 25 19 55 24 21 54 23 23 52 22 26 49 22 29 47 21 32 45 20 35
43
38 38% 62 24 14 62 23 15 60 23 17 59 22 19 56 22 22 55 21 24 53 20 27 51 19 30 49 19 32
33
29 33% 66 22 12 65 21 14 63 21 16 62 20 18 60 20 20 59 19 22 56 19 25 55 18 27 53 17 30
25
29% 69 20 11 68 19 13 66 19 15 65 19 16 64 18 18 62 18 20 60 17 23 58 17 25 56 16 28
22
19 25% 72 18 10 70 18 12 70 17 13 68 17 15 66 17 17 65 16 19 63 16 21 62 15 23 59 15 26
16
14 22% 75 16 9 74 16 10 72 16 12 72 15 13 70 15 15 68 15 17 66 15 19 65 14 21 62 14 24
12
10 19% 77 15 8 76 15 9 75 14 11 74 14 12 72 14 14 72 13 15 70 13 17 68 13 19 66 12 22
9
16% 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 20
8
7 14% 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
6
5 12% 84 11 5 83 11 6 82 10 8 81 10 9 80 10 10 79 10 11 77 10 13 76 9 15 75 9 16
4
10% 86 9 5 85 10 5 84 9 7 83 9 8 82 9 9 81 9 10 80 9 11 79 8 13 77 8 15

These guide charts are for internal use only and may not be reproduced without the permission of Korn Ferry. © 2020 Korn Ferry. All rights reserved 8
Notes

These guide charts are for internal use only and may not be reproduced without the permission of Korn Ferry. © 2020 Korn Ferry. All rights reserved 9
Notes

These guide charts are for internal use only and may not be reproduced without the permission of Korn Ferry. © 2020 Korn Ferry. All rights reserved 10
Notes

These guide charts are for internal use only and may not be reproduced without the permission of Korn Ferry. © 2020 Korn Ferry. All rights reserved 11