Dear all, I am conducting job evaluations and I would like to have an insight into the HAY Guide Chart-Profile Method. Could anybody help?
From United Arab Emirates, Abu Dhabi
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From United Arab Emirates, Abu Dhabi
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Found this article that you may find useful.
THE HAY GUIDE CHART-PROFILE METHOD OF JOB EVALUATION
General Use of the Hay Scheme
The nature of job evaluation schemes is such that only those schemes that compare jobs against jobs are universally applicable at any level in an organization. The Hay scheme has found widespread acceptance because it:
- is based on the step difference principle;
- measures any job from office junior to the Chairman;
- will relate different cultures and styles of organization; and
- is effective in all market sectors.
Consequently, it is now used by more organizations on a worldwide basis than any other single type of evaluation scheme. Hay has over 1000 consultants working from 76 offices in 36 countries around the world. In the British Isles, the HayGroup is working with over 1000 clients. Wherever the Hay Guide Chart-Profile Method of Job Evaluation is used, it employs a number of well-tried procedures and rules.
Procedures
1. Jobs must be properly understood before they can be evaluated; hence, good quality information is required in the shape of job descriptions which make the content and context of the job clear.
2. Job evaluation is a judgmental, not a scientific, process; thus, every effort must be made to minimize subjectivity. This is achieved by having people with knowledge of the sector, function, or organization involved and by having a number of factors to make judgments about.
3. The task of the evaluators is to make consistent judgments, and the use of the evaluation method is the tool that enables this to happen.
4. Each evaluation is checked using the profiling techniques.
5. As patterns of relativities begin to emerge, they are reviewed on the basis of reason and fairness using the step difference and profile techniques to clarify judgments.
6. Each decision is properly recorded to ensure that the reasoning is documented for future use when maintaining the scheme as jobs change or dealing with appeals when job holders consider the evaluators are at fault.
Rules
1. It is jobs that are evaluated, not job holders.
2. The evaluation is based on a fully acceptable level of performance by occupants of the job.
3. The job is evaluated as it exists today.
4. Present pay, status, or grading are not relevant.
5. Jobs can only be evaluated if they are understood.
The Hay Guide Chart-Profile Method has been developed empirically over a period of 50 years and has a number of key features:
a) the three elements common to all jobs that facilitate comparison;
b) the step difference principle, which is the tool of comparison;
c) the numerical scale for relating different levels of jobs; and
d) the profiling technique for checking the consistency of each evaluation.
The Common Element
There are a number of different methods of job evaluation. Some compare whole jobs, the majority look at factors or elements that are common between jobs, such as knowledge, skills, experience, mental effort, and responsibility. The Hay scheme is based on the analysis of three common elements, each element being measured on a separate guide chart that is set out like a grid. The elements are:
KNOW-HOW
The sum total of every kind of capability or skill, however acquired, needed for acceptable job performance.
PROBLEM SOLVING
The original, self-starting use of KNOW-HOW required by the job to identify, define, and resolve problems. "You think with what you know." This is true of even the most creative work. The raw material of any thinking is knowledge of facts, principles, and means. For that reason, PROBLEM SOLVING is treated as a percentage of KNOW-HOW.
ACCOUNTABILITY
The answerability for action and the consequences thereof. It is the measured effect of the job on the end results of the organization.
The Step Difference Principle
Some job evaluation schemes compare job factors against pre-determined scales. These are known as points rating schemes. The Hay scheme compares jobs against jobs using the step difference principle, which works as follows:
- if the difference between an element in two jobs is immediately evident and requires no consideration at all, then it is probably three steps or more;
- if, after some consideration, the difference is reasonably clear, it is probably two steps;
- if, after very careful consideration and scrutiny, a difference can just be discerned, then the difference is one step;
- if, after very careful scrutiny and consideration, no difference can be detected between the element in the jobs, then they are, for evaluation purposes, identical.
The Numerical Scale
Each intersect on the grid contains two or three numbers that overlap other intersects to provide the finest tuning in evaluation judgments. The numbers themselves are directly proportional to each other in a geometric progression, e.g., 100, 115, 132, 152. This avoids the difficulty that in an ordinary progression, e.g., 1, 2, 3, 4, the numbers are in a constantly diminishing relationship to each other. The Hay scale of progression is 15%, meaning that each judgment is given this constant relativity wherever it falls on the scale.
Profiling
The Hay scheme also has a facility for checking the soundness of an evaluation by considering the shape or profile of the job. This is accomplished by testing the distribution of the three elements of Know-How, Problem Solving, and Accountability in the evaluation of each job to see if it makes sense.
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17THE HAY GUIDE CHART-PROFILE METHOD OF JOB EVALUATION
General Use of the Hay Scheme
The nature of job evaluation schemes is such that only those schemes that compare jobs against jobs are universally applicable at any level in an organization. The Hay scheme has found widespread acceptance because it:
- is based on the step difference principle;
- measures any job from office junior to the Chairman;
- will relate different cultures and styles of organization; and
- is effective in all market sectors.
Consequently, it is now used by more organizations on a worldwide basis than any other single type of evaluation scheme. Hay has over 1000 consultants working from 76 offices in 36 countries around the world. In the British Isles, the HayGroup is working with over 1000 clients. Wherever the Hay Guide Chart-Profile Method of Job Evaluation is used, it employs a number of well-tried procedures and rules.
Procedures
1. Jobs must be properly understood before they can be evaluated; hence, good quality information is required in the shape of job descriptions which make the content and context of the job clear.
2. Job evaluation is a judgmental, not a scientific, process; thus, every effort must be made to minimize subjectivity. This is achieved by having people with knowledge of the sector, function, or organization involved and by having a number of factors to make judgments about.
3. The task of the evaluators is to make consistent judgments, and the use of the evaluation method is the tool that enables this to happen.
4. Each evaluation is checked using the profiling techniques.
5. As patterns of relativities begin to emerge, they are reviewed on the basis of reason and fairness using the step difference and profile techniques to clarify judgments.
6. Each decision is properly recorded to ensure that the reasoning is documented for future use when maintaining the scheme as jobs change or dealing with appeals when job holders consider the evaluators are at fault.
Rules
1. It is jobs that are evaluated, not job holders.
2. The evaluation is based on a fully acceptable level of performance by occupants of the job.
3. The job is evaluated as it exists today.
4. Present pay, status, or grading are not relevant.
5. Jobs can only be evaluated if they are understood.
The Hay Guide Chart-Profile Method has been developed empirically over a period of 50 years and has a number of key features:
a) the three elements common to all jobs that facilitate comparison;
b) the step difference principle, which is the tool of comparison;
c) the numerical scale for relating different levels of jobs; and
d) the profiling technique for checking the consistency of each evaluation.
The Common Element
There are a number of different methods of job evaluation. Some compare whole jobs, the majority look at factors or elements that are common between jobs, such as knowledge, skills, experience, mental effort, and responsibility. The Hay scheme is based on the analysis of three common elements, each element being measured on a separate guide chart that is set out like a grid. The elements are:
KNOW-HOW
The sum total of every kind of capability or skill, however acquired, needed for acceptable job performance.
PROBLEM SOLVING
The original, self-starting use of KNOW-HOW required by the job to identify, define, and resolve problems. "You think with what you know." This is true of even the most creative work. The raw material of any thinking is knowledge of facts, principles, and means. For that reason, PROBLEM SOLVING is treated as a percentage of KNOW-HOW.
ACCOUNTABILITY
The answerability for action and the consequences thereof. It is the measured effect of the job on the end results of the organization.
The Step Difference Principle
Some job evaluation schemes compare job factors against pre-determined scales. These are known as points rating schemes. The Hay scheme compares jobs against jobs using the step difference principle, which works as follows:
- if the difference between an element in two jobs is immediately evident and requires no consideration at all, then it is probably three steps or more;
- if, after some consideration, the difference is reasonably clear, it is probably two steps;
- if, after very careful consideration and scrutiny, a difference can just be discerned, then the difference is one step;
- if, after very careful scrutiny and consideration, no difference can be detected between the element in the jobs, then they are, for evaluation purposes, identical.
The Numerical Scale
Each intersect on the grid contains two or three numbers that overlap other intersects to provide the finest tuning in evaluation judgments. The numbers themselves are directly proportional to each other in a geometric progression, e.g., 100, 115, 132, 152. This avoids the difficulty that in an ordinary progression, e.g., 1, 2, 3, 4, the numbers are in a constantly diminishing relationship to each other. The Hay scale of progression is 15%, meaning that each judgment is given this constant relativity wherever it falls on the scale.
Profiling
The Hay scheme also has a facility for checking the soundness of an evaluation by considering the shape or profile of the job. This is accomplished by testing the distribution of the three elements of Know-How, Problem Solving, and Accountability in the evaluation of each job to see if it makes sense.
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Dear Anand,
I am a student of MBA currently doing my internship. The project I am working on is regarding job evaluation. When I was researching about it on this site, I came across your article. Thank you very much for the informative article, Anand.
From India, Delhi
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I am a student of MBA currently doing my internship. The project I am working on is regarding job evaluation. When I was researching about it on this site, I came across your article. Thank you very much for the informative article, Anand.
From India, Delhi
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I have not practiced it in business, but based on my readings and what I hear from my colleagues and from the business, it is a very powerful tool if it is implemented properly. The major disadvantage related to it is its subjectivity.
You should also consider other methodologies just to broaden your mind, such as Decision Band Methodology (DBM) and Position Analysis Questionnaire (PAQ).
Good luck
From Saudi Arabia, Riyadh
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You should also consider other methodologies just to broaden your mind, such as Decision Band Methodology (DBM) and Position Analysis Questionnaire (PAQ).
Good luck
From Saudi Arabia, Riyadh
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Hi,
There was a good discussion on this subject in this forum. Here is a link to that: #4324.
Regards,
Soumya Shankar
From India, Bangalore
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There was a good discussion on this subject in this forum. Here is a link to that: #4324.
Regards,
Soumya Shankar
From India, Bangalore
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This topic is also written about in Wikipedia and About.com. You can find more information by using Google. Apart from that, you can also refer to more information at: Job evaluation books.
Rgs
From Vietnam, Hanoi
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Rgs
From Vietnam, Hanoi
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kind of informative text..hope to see some people who imply and share their feedback of the effectiveness
From India, Bangalore
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From India, Bangalore
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The Hay Job Evaluation System.doc
Hay System of Job Evaluation.pdf