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Hay Job Evaluation

Muhammad Ehsan ul Haq

Hay Job Evaluation


Develops foundation for the Grading Structure & Compensation System
It is a system for ranking jobs logically and fairly by comparing job
against job or against a pre-determined scale to determine the relative
size of jobs in an organization.

The term job evaluation refers to a formal procedure of hierarchal order


( rank and distance ) of jobs or positions with respect to their overall
size, usually for the purpose of setting pay rates.

Hay Job Evaluation


Job Evaluation is essential that the focus of the evaluation process be on
the purpose, scope and responsibilities of work assigned to the position,
and not an incumbent's personal qualities or performance. In other
words the focus is on the position and not the individual(s) in the
position.

Applications

Job Evaluation Has A Range Of Uses


Organizational
Structure

Reward

Uses

Succession
Planning

Career
Development

Job Evaluation
IS

IS NOT

Comparative

Absolute

Judgmental

Scientific

Structured

Unstructured

Job Centered

Person Centered

Information
Information about a job comes from:
the job description;
the knowledge and understanding of those
carrying out the evaluations.

No understanding, No evaluation.

Judgement
Constrained by rules:

Jobs not people


normal performance
the job as it is now
disregard current pay and status
no evaluation if no understanding

Job Evaluation Method


The Hay Method of Job Evaluation
Is a modified factor comparison point system.
Has been developed over time by working with
many clients.
Is the most widely utilised job evaluation process in
the world.

Has been utilised to evaluate thousands of jobs in all


organisational sectors.

The Common Elements of Jobs


INPUT

Analysis

OUTPUT

ACCOUNTABILITY

KNOW-HOW

PROBLEM
SOLVING

Elements of Job Size


KNOW-HOW

The sum of every


kind of knowledge,
skill and experience,
however acquired,
need for acceptable
job performance
Technical
Know-How

PROBLEM SOLVING

ACCOUNTABILITY

Problem Solving
measures the intensity
of the mental process
which utilizes KnowHow to identify, define
and resolve problems,
based on the premise
that you think with
what you know.

The answerability for


action and for the
consequences of that
action. The measured
effect of the job on
the end results.

Management
Breadth

Thinking
Environment

Human Relations
Skills

Thinking
Challenge

Freedom
to Act
Area of
Impact

Nature of
Impact

Know-How
The sum of every kind of knowledge, skill and
experience, however acquired, need for acceptable
job performance
Hays Job Evaluation Method considers:

Specialized Know-How
- specialised techniques and knowledge within occupational
fields or commercial functions.

Managerial Know-How
- integrating and harmonising the diverse elements involved
in managerial situations.

Human Relations Skill


- Practicing person-to-person skill in work with other people.

Know How
SPECIALIZED KNOW-HOW
A. BASIC

Understanding of basic instructions, following work procedures


adequate to perform simple defined tasks

B. ELEMENTARY
VOCATIONAL

Experienced in standardised work routines and procedures and/or Receptionist, Data Entry Clerk
use of simple equipment, software or machine

C. VOCATIONAL

Procedural or systematic proficiency which may involve facility in


the use of specialized equipment and/or software

D. ADVANCED
VOCATIONAL

Knowledge of practical procedures or systems which are


Programmer, technician
moderately complex and/or specialized skills which requires some
technical knowledge to apply

E. PROFESSIONAL Sufficiency in a specialized field which requires a grasp either of


involved practices and precedents or concepts, theory and
principles or both.

File Clerk, Labour

Secretary, Accounting Clerk

First Line Manager

F. SEASONED
Proficiency gained through wide experience in a specialised field Department Head
PROFESSIONAL which combines a broad understanding and application of involved
practices and precedents or concepts, theory and principles

Know How
MANAGERIAL KNOW HOW
T. TASK

Performance of task (or tasks) highly specific as to


objective and content with the co-ordination with
surrounding circumstances and events.

I. ACTIVITY

Performance or supervision of work which is relatively Professional, Junior


uniform in objective and content with appropriate
Management,
awareness of related activities.
Executives

II. RELATED

Operational or conceptual integration of functions


which are relatively diverse in nature and objective

Line Management

III. DIVERSE

Integration and co-ordination of functions which are


very diverse in nature and objectives in a large
operating unit.

General
Management

Know How
HUMAN RELATION SKILL
1. BASIC

Ordinary courtesy and effectiveness in dealing with


others as required

2. IMPORTANT

Understanding influencing and communicating with


people are important but not over riding considerations

3. CRITICAL

Skills in influencing, developing, and/or motivating people


are critical to the achievement of job objectives.

Know How Chart


HUMAN RELATIONS SKILL (*) -->
SPECIAL KNOW HOW \/
A - BASIC

B. ELEMENTARY
VOCATIONAL
C VOCATIONAL

D. ADVANCED
VOCATIONAL
E. PROFESSIONAL

F. SEASONAL
PROFESSIONAL

(*) HUMAN RELATIONS SKILL

1
38
43
50
50
57
66
66
76
87
87
100
115
115
132
152
152
175
200
1. BASIC

PLANNING, ORGANIZING, CONTROLLING --= BREADTH OF MANAGEMENT


T.TASK
I. ACTIVITY
II. RELATED
III. DI
2
3
1
2
3
1
2
3
1
42
50
57
57
66
76
76
87
100
100
115
132
132
152
175
175
200
230

50
57
66
66
76
87
87
100
115
115
132
152
152
175
200
200
230
264

50
57
66
66
76
87
87
100
115
115
132
152
152
175
200
200
230
264

2. IMPORTANT

57
66
76
76
87
100
100
115
132
132
152
175
175
200
230
230
264
304
3. CRITICAL

66
76
87
87
100
115
115
132
152
152
175
200
200
230
264
264
304
350

66
76
87
87
100
115
115
132
152
152
175
200
200
230
264
264
304
350

76
87
100
100
115
132
132
152
175
175
200
230
230
264
304
304
350
400

87
100
115
115
132
152
152
175
200
200
230
264
264
304
350
350
400
460

87
100
115
115
132
152
152
175
200
200
230
264
264
304
350
350
400
460

Problem Solving
Problem Solving measures the intensity of the mental
process which utilizes Know-How to identify, define
and resolve problems, based on the premise that you
think with what you know. It is the original, self
starting thinking required by the job.
Hays Job Evaluation Method considers:
Thinking Environment
- The environment in which problem solving take place
Thinking Challenge
- Complexity of problems

Problem Solving
THINKING ENVIRONMENT
A. STRICT ROUTINE

Thinking within very detailed and precisely defined rules and


instructions and/or with continually assistance.

B. ROUTINE

Thinking within detailed standard practices and instructions and/or


with immediately available assistance or examples.

C. SEMI-ROUTINE

Thinking within well defined but somewhat diversified procedures,


many precedents covering most situations and/or readily available
assistance

D. STANDARDISED

Thinking within clear but substantially diversified procedures,


precedents covering many situations and/or access assistance

E. CLEARLY DEFINED

Thinking within a defined frame of references and toward specific


objectives in situations characterised by functional practices and
precedents.

F. GENERALLY DEFINED

Thinking within a general frame of reference towards functional


objectives in situations with ambiguity and lack of structure

Problem Solving
THINKING CHALLENGE
1. REPETITIVE

Identical situations resolved by simple choice of learned things

2. PATTERNED

Similar situations requiring solution by discriminating choice of


learned things which generally follow a well defined pattern.

3. VARIABLE

Differing situations requiring a search for solutions or new


applications within the area of learned things.

4. ADAPTIVE

Variable situations requiring analytical, interpretive evaluative,


and/or constructive thinking and a high degree of evaluative
judgment.

5. UNCHARTED

Novel or non recurring path-finding situations requiring the


continuous development of new concepts and imaginative
approaches.

Problem Solving

Problem Solving Has A Gradual Increase Of


Complexity

Thinking
Environment
Solutions
Defined

D
Problems
Defined

Problems
or solutions
to be defined

right
answers

Judgment

Thinking
Challenges

Problem Solving Chart


THINKING CHALLENGE
THINKING ENVIRONMENT 1. REPETITIVE 2. PATTERNED
A- STRICT ROUTINE

10%

14%
12%

B - ROUTINE

12%

16%

14%

16%

E- CLEARLY DEFINED

19%

25%

F - GENERALLY DEFINED 22%

29%
25%

43%

38%

57%
57%

50%
50%

43%

50%
50%

43%

38%
33%

43%

38%

33%

43%

38%

33%

29%

38%

33%

29%

38%

33%

29%

25%

22%

29%

25%

22%

33%
29%

25%

22%

19%

25%

22%

19%

4. ADAPTIVE 5. UNCHARTED

22%

19%

16%
D- STANDARDISED

19%
16%

14%
C- SEMI ROUTINE

3. VARIABLE

66%
66%

57%

76%

Ready Reckoner for Problem Solving

TO FIND PROBLEM - SOLVING POINTS, READ OFF WHERE KNOW-HOW SCORE AND PROBLEM-SOLVING % INT
PROBLEM
SOLVING
(%)
87%
76%
66%
57%
50%
43%
38%
33%
29%
25%
22%
19%
16%
14%
12%
10%

KNOW - HOW POINTS


38
33
29
25
22
19
16
14
12
10
9
8
7
6
5
4
3

43
38
33
29
25
22
19
16
14
12
10
9
8
7
6
5
4

50
43
38
33
29
25
22
19
16
14
12
10
9
8
7
6
5

57
50
43
38
33
29
25
22
19
16
14
12
10
9
8
7
6

66
57
50
43
38
33
29
25
22
19
16
14
12
10
9
8
7

76
66
57
50
43
38
33
29
25
22
19
16
14
12
10
9
8

87
76
66
57
50
43
38
33
29
25
22
19
16
14
12
10
9

100
87
76
66
57
50
43
38
33
29
25
22
19
16
14
12
10

115
100
87
76
66
57
50
43
38
33
29
25
22
19
16
14
12

132
115
100
87
76
66
57
50
43
38
33
29
25
22
19
16
14

152
132
115
100
87
76
66
57
50
43
38
33
29
25
22
19
16

175
152
132
115
100
87
76
66
57
50
43
38
33
29
25
22
19

200
175
152
132
115
100
87
76
66
57
50
43
38
33
29
25
22

230
200
175
152
132
115
100
87
76
66
57
50
43
38
33
29
25

264
230
200
175
152
132
115
100
87
76
66
57
50
43
38
33
29

304
264
230
200
175
152
132
115
100
87
76
66
57
50
43
38
33

350
304
264
230
200
175
152
132
115
100
87
76
66
57
50
43
38

400
350
304
264
230
200
175
152
132
115
100
87
76
66
57
50
43

460
400
350
304
264
230
200
175
152
132
115
100
87
76
66
57
50

528
460
400
350
304
264
230
200
175
152
132
115
100
87
76
66
57

608
528
460
400
350
304
264
230
200
175
152
132
115
100
87
76
66

Accountability
The answerability for action and for the consequences of
that action.
The measured effect of the job on the end results.
It has three dimensions in the following order of
importance:
1) Freedom to Act
Constrained by instructions, procedures, policies, hierarchy

2) Nature of Impact
How does the job impact? (direct or indirect)

3) Area of most significant Impact (Magnitude)


How much of the organization is affected by the end results?

Freedom to Act
Freedom to Act
Slot

Involvement
in

Immediate Supervision

A Prescribed
B Controlled

Subject to

Operational
End Results

Close Supervision

C Standardised

Supervision of Progress & Results

D Generally Regulated

Supervisory Review

E Directed

Managerial
End Results

F General Direction
G Broad Directions

Managerial Direction
General Managerial Direction

Strategic
End Results

General Management Guidance

Scale

Impact
D
i
r
e
c
t

Prime

: Directing and controlling impact.

Shared

: Partnership or joint accountability with peer


jobs or functions inside or outside the
organisation. Cannot share with boss or
subordinate.

*Teams often share. Team Leader Prime (except in leaderless


I
n
D
i
r
e
c
t

team).

Contributory : Classical staff slot. Advisory or service


support.
Remote

: Lower level of contributory; distanced from


area of magnitude selected.

Area of Impact
How Much of the Organisation

(3)

(4)
Large

(2)

(1) Very Small

Accountability Chart
MAGNITUDE -->
adjusted figures

IMPACT -->
FREEDOM TO ACT \/
A - PRESCRIBED

R
8
9
10
12
14
16
19
22
25
29
33
38
43
50
57
66
76
87

B - CONTROLLED

C- STANDARDISED

D - GENREALLY REGULATED

E - DIRECTED

F - GENREALLY DIRECTION

R
C
S
P

(0) MINIMAL
3.0 M
C
S
10
12
14
16
19
22
25
29
33
38
43
50
57
66
76
87
100
115

14
16
19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152

P
19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200

REMOTE
CONTRIBUTORY
SHARED
PRIME

(1) VERY SMALL


3.0 - 30M
R
C
S
P
10
12
14
16
19
22
25
29
33
38
43
50
57
66
76
87
100
115

14
16
19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152

19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200

25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264

ACCOUNTABILITY
(2) SMALL
30 - 300 M
R
C
S
P
14
16
19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152

19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200

25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264

33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264
304
350

R
19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200

(3) MEDIUM
300M - 3.0B
C
S
25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264

33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264
304
350

43
50
57
66
76
87
100
115
132
152
175
200
230
264
304
350
400
460

25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264

(4) LARGE
3.0 - 30B
C
S
33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264
304
350

43
50
57
66
76
87
100
115
132
152
175
200
230
264
304
350
400
460

P
57
66
76
87
100
115
132
152
175
200
230
264
304
350
400
460
528
608

Job Evaluation Example

Sample Job : Sales Executive

Know How
SPECIALIZED KNOW-HOW
A. BASIC

Understanding of basic instructions, following work procedures


adequate to perform simple defined tasks

B. ELEMENTARY
VOCATIONAL

Experienced in standardised work routines and procedures and/or Receptionist, Data Entry Clerk
use of simple equipment, software or machine

C. VOCATIONAL

Procedural or systematic proficiency which may involve facility in


the use of specialized equipment and/or software

D. ADVANCED
VOCATIONAL

Knowledge of [practical procedures or systems which are


Programmer, technician
moderately complex and/or specialized skills which requires some
technical knowledge to apply

E. PROFESSIONAL Sufficiency in a specialized field which requires a grasp either of


involved practices and precedents or concepts, theory and
principles or both.

File Clerk, Labour

Secretary, Accounting Clerk

First Line Manager

E. SEASONED
Proficiency gained through wide experience in a specialised field Department Head
PROFESSIONAL which combines a broad understanding and application of involved
practices and precedents or concepts, theory and principles

Know How
MANAGERIAL KNOW HOW
T. TASK

Performance of task (or tasks) highly specific as to


objective and content with the co-ordination with
surrounding circumstances and events.

I. ACTIVITY

Performance or supervision of work which is relatively Professional, Junior


uniform in objective and content with appropriate
Management,
awareness of related activities.
Executives

II. RELATED

Operational or conceptual integration of functions


which are relatively diverse in nature and objective

Line Management

III. DIVERSE

Integration and co-ordination of functions which are


very diverse in nature and objectives in a large
operating unit.

General
Management

Know How
HUMAN RELATION SKILL
1. BASIC

Ordinary courtesy and effectiveness in dealing with


others as required

2. IMPORTANT

Understanding influencing and communicating with


people are important but not over riding considerations

3. CRITICAL

Skills in influencing, developing, and/or motivating people


are critical to the achievement of job objectives.

Know How Chart


HUMAN RELATIONS SKILL (*) -->
SPECIAL KNOW HOW \/
A - BASIC

B. ELEMENTARY
VOCATIONAL
C VOCATIONAL

D. ADVANCED
VOCATIONAL
E. PROFESSIONAL

F. SEASONAL
PROFESSIONAL

(*) HUMAN RELATIONS SKILL

1
38
43
50
50
57
66
66
76
87
87
100
115
115
132
152
152
175
200
1. BASIC

PLANNING, ORGANIZING, CONTROLLING --= BREADTH OF MANAGEMENT


T.TASK
I. ACTIVITY
II. RELATED
III. DI
2
3
1
2
3
1
2
3
1
42
50
57
57
66
76
76
87
100
100
115
132
132
152
175
175
200
230

50
57
66
66
76
87
87
100
115
115
132
152
152
175
200
200
230
264

50
57
66
66
76
87
87
100
115
115
132
152
152
175
200
200
230
264

2. IMPORTANT

57
66
76
76
87
100
100
115
132
132
152
175
175
200
230
230
264
304
3. CRITICAL

66
76
87
87
100
115
115
132
152
152
175
200
200
230
264
264
304
350

66
76
87
87
100
115
115
132
152
152
175
200
200
230
264
264
304
350

76
87
100
100
115
132
132
152
175
175
200
230
230
264
304
304
350
400

87
100
115
115
132
152
152
175
200
200
230
264
264
304
350
350
400
460

87
100
115
115
132
152
152
175
200
200
230
264
264
304
350
350
400
460

Problem Solving
THINKING CHALLENGE
1. REPETITIVE

Identical situations resolved by simple choice of learned things

2. PATTERNED

Similar situations requiring solution by discriminating choice of


learned things which generally follow a well defined pattern.

3. VARIABLE

Differing situations requiring a search for solutions or new


applications within the area of learned things,

4. ADAPTIVE

Variable situations requiring analytical, interpretive evaluative,


and/or constructive thinking and a high degree of evaluative
judgment

5. UNCHARTED

Novel or non recurring path-finding situations requiring the


continuous development of new concepts and imaginative
approaches.

Problem Solving
THINKING ENVIRONMENT
A. STRICT ROUTINE

Thinking within very detailed and precisely defined rules and


instructions and/or with continually assistance.

B. ROUTINE

Thinking within detailed standard practices and instructions and/or


with immediately available assistance or examples.

C. SEMI-ROUTINE

Thinking within well defined but somewhat diversified procedures,


many precedents covering most situations and/or readily available
assistance

D. STANDARDISED

Thinking within clear but substantially diversified procedures,


precedents covering many situations and/or access assistance

E. CLEARLY DEFINED

Thinking within a defined frame of references and toward specific


objectives in situations characterised by functional practices and
precedents.

F. GENERALLY DEFINED

Thinking within a general frame of reference towards functional


objectives in situations with ambiguity and lack of structure

Problem Solving Chart


THINKING CHALLENGE
THINKING ENVIRONMENT 1. REPETITIVE 2. PATTERNED
A- STRICT ROUTINE

10%

14%
12%

B - ROUTINE

12%

16%

14%

16%

E- CLEARLY DEFINED

19%

25%

F - GENERALLY DEFINED 22%

29%
25%

43%

38%

57%
57%

50%
50%

43%

50%
50%

43%

38%
33%

43%

38%

33%

43%

38%

33%

29%

38%

33%

29%

38%

33%

29%

25%

22%

29%

25%

22%

33%
29%

25%

22%

19%

25%

22%

19%

4. ADAPTIVE 5. UNCHARTED

22%

19%

16%
D- STANDARDISED

19%
16%

14%
C- SEMI ROUTINE

3. VARIABLE

66%
66%

57%

76%

Ready Reckoner for Problem Solving

TO FIND PROBLEM - SOLVING POINTS, READ OFF WHERE KNOW-HOW SCORE AND PROBLEM-SOLVING % INT
PROBLEM
SOLVING
(%)
87%
76%
66%
57%
50%
43%
38%
33%
29%
25%
22%
19%
16%
14%
12%
10%

KNOW - HOW POINTS


38
33
29
25
22
19
16
14
12
10
9
8
7
6
5
4
3

43
38
33
29
25
22
19
16
14
12
10
9
8
7
6
5
4

50
43
38
33
29
25
22
19
16
14
12
10
9
8
7
6
5

57
50
43
38
33
29
25
22
19
16
14
12
10
9
8
7
6

66
57
50
43
38
33
29
25
22
19
16
14
12
10
9
8
7

76
66
57
50
43
38
33
29
25
22
19
16
14
12
10
9
8

87
76
66
57
50
43
38
33
29
25
22
19
16
14
12
10
9

100
87
76
66
57
50
43
38
33
29
25
22
19
16
14
12
10

115
100
87
76
66
57
50
43
38
33
29
25
22
19
16
14
12

132
115
100
87
76
66
57
50
43
38
33
29
25
22
19
16
14

152
132
115
100
87
76
66
57
50
43
38
33
29
25
22
19
16

175
152
132
115
100
87
76
66
57
50
43
38
33
29
25
22
19

200
175
152
132
115
100
87
76
66
57
50
43
38
33
29
25
22

230
200
175
152
132
115
100
87
76
66
57
50
43
38
33
29
25

264
230
200
175
152
132
115
100
87
76
66
57
50
43
38
33
29

304
264
230
200
175
152
132
115
100
87
76
66
57
50
43
38
33

350
304
264
230
200
175
152
132
115
100
87
76
66
57
50
43
38

400
350
304
264
230
200
175
152
132
115
100
87
76
66
57
50
43

460
400
350
304
264
230
200
175
152
132
115
100
87
76
66
57
50

528
460
400
350
304
264
230
200
175
152
132
115
100
87
76
66
57

608
528
460
400
350
304
264
230
200
175
152
132
115
100
87
76
66

Freedom to Act
Freedom to Act
Slot

Involvement
in

Immediate Supervision

A
B

Subject to

Operational
End Results

Close Supervision

Supervision of Progress & Results

Supervisory Review

Managerial
End Results

F
G
H

Managerial Direction
General Managerial Direction

Strategic
End Results

General Management Guidance


Guidance from top Most
Management

Scale

Impact
D
i
r
e
c
t

Prime

: Directing and controlling impact.

Shared

: Partnership or joint accountability with peer


jobs or functions inside or outside the
organisation. Cannot share with boss or
subordinate.

*Teams often share. Team Leader Prime (except in leaderless


I
n
D
i
r
e
c
t

team).

Contributory : Classical staff slot. Advisory or service


support.
Remote

: Lower level of contributory; distanced from


area of magnitude selected.

Accountability Chart
MAGNITUDE -->
adjusted figures

IMPACT -->
FREEDOM TO ACT \/
A - PRESCRIBED

R
8
9
10
12
14
16
19
22
25
29
33
38
43
50
57
66
76
87

B - CONTROLLED

C- STANDARDISED

D - GENREALLY REGULATED

E - DIRECTED

F - GENREALLY DIRECTION

R
C
S
P

(0) MINIMAL
3.0 M
C
S
10
12
14
16
19
22
25
29
33
38
43
50
57
66
76
87
100
115

14
16
19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152

P
19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200

REMOTE
CONTRIBUTORY
SHARED
PRIME

(1) VERY SMALL


3.0 - 30M
R
C
S
P
10
12
14
16
19
22
25
29
33
38
43
50
57
66
76
87
100
115

14
16
19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152

19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200

25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264

ACCOUNTABILITY
(2) SMALL
30 - 300 M
R
C
S
P
14
16
19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152

19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200

25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264

33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264
304
350

R
19
22
25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200

(3) MEDIUM
300M - 3.0B
C
S
25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264

33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264
304
350

43
50
57
66
76
87
100
115
132
152
175
200
230
264
304
350
400
460

25
29
33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264

(4) LARGE
3.0 - 30B
C
S
33
38
43
50
57
66
76
87
100
115
132
152
175
200
230
264
304
350

43
50
57
66
76
87
100
115
132
152
175
200
230
264
304
350
400
460

P
57
66
76
87
100
115
132
152
175
200
230
264
304
350
400
460
528
608

Steps

Determining Short Profile


Since the Accountability point are higher than Problem
Solving points, hence, first character of short profile is A,
otherwise it would have been P.

Locate the accountability point in the attached table


Locate the problem solving point in the attached table

The number of steps in the two would determine the rest


of profile.

Short Profile is A4

1400
1216
1056
920
800
700
608
528
460
400
350
304
264
230
200
175
152
132
115
100
87
76
66
57
50
43
38
33
29
25
22
19
16
14
12
10
9
8
7
6
5
4
3

QA

This Is A Useful QA Check


Staff / Support

Research & Development


Functional Research

Applied Research

Personal

Life
IR

Production

Maintenance
Legal

Sales
Line Supervision

Financial / Accounts
Development

Marketing
Buying

Planning
Design
Computer Development

Computer Operations

P4

P3

P2

P1

Problem Solving Orientation

Level

A1

A2

A3

A4

Accountability Orientation

QA

Know-How Step Differences Are A Useful


Check
152
132

115
100
Just
Noticeable

15% Difference

Clearly
Different

Obviously
Different