Hay Job Evaluation is a methodology used by corporates and organizations to map out their
job roles in the context of the organizational structure.
The general purpose for carrying out job evaluations using this or similar job evaluation methods
is to enable organizations to map and align their roles/jobs. This can deliver the following
key benefits: Clarity in result areas and accountabilities
in the processes of the organization Enabling salary and benefit grading or benchmarking
due to standardization of job levels Improved succession planning or mobility within
the organization Creation of more useful and focused job descriptions
Applying the Hay methodology to a position results in two profiles being produced which
are called long and short profiles. The long profile provides a view on aspects of the
role and a score. The short profile refers to the nature of the job and acts as a check
on the long profile. Typically, Hay evaluations are carried out
in a series of steps within any organization which chooses to use the method. It is strongly
advised to involve trained and experienced experts in order to reach transparent, objective
and explainable results. Steps to be taken are:
Training for representatives from major operational departments and HR functions in the use of
the method. This will include practical exercises where a mix of people will act as an "job
evaluation board" Revision of all job descriptions across the
enterprise under HR guidance. Typically a single standard will be required if it is
not already in existence. Creation of Job Evaluation Boards – mix
of line management, HR and experts to decide on plotting of jobs.
Organization map and banding proposal – Typically the HR function will work with senior management
to put together a proposal for banding or grading staff and describing the benefits
that will be attracted by each band. Board Review – once the jobs are all rated
and the organization map is completed, the company board or equivalent will review the
summary, the banding proposals, cost if any, to the company and recommended activities
to go live. Assuming these are approved, the overall project manager will then move to
implementation. The Hay Guide Charts are the central instrument
of the proprietary point-factor job evaluation methodology developed by the Hay Group. The
Hay Group was founded in 1943 in Philadelphia, PA, by Edward N Hay.
Dimensions In the Guide Charts, the requirements of a
job are regarded as universal, and are termed factors, these being sub-divided into "dimensions".
The three universal factors are said to be: Know How
Problem Solving Accountability
The dimensions within each factor vary. Typically the dimensions break down as follows:
Know How Technical Knowledge
Management Breadth Human Relations Skills
Problem Solving Thinking Environment
Thinking Challenge Accountability
Freedom to Act Magnitude
Impact The power of the Guide Chart lies in the scoring
system and relations of the factors Points
The Hay Guide Chart itself comprises a point system, so that after job evaluation in terms
of factors, dimensions and gradation, job scores can simply be read from the chart.
The point system uses geometric progression and is not linear. This preserves the integrity
of the system at all ends of the grading spectrum. Profile
Before points were even utilized, Ned Hay developed the Profile system that detailed
the relationship between the various factors. This helped to give an understanding of the
'shape' of jobs – an understanding of the nature of work performed and the type of job
involved e.g., results oriented versus back office support.
The Hay Guide Chart is the most popular point-factor scheme in use in America.
Criticisms A criticism levelled against the Hay Guide
Chart is that the choice of factors is skewed towards traditional management values:
"The Hay system consistently values male-dominated management functions over non-management functions
more likely to be performed by women.”
The Hay system does not account for the availability of alternative resources in the market. A
carpenter may be classified as a low scale occupation, but if there are none available
the method will not account for that. In the EU using a job evaluation scheme can
provide a material factor defence for equal pay claims, but care must be taken to ensure
that the scheme itself cannot be said to have a gender bias.
References ^ Steinburg, R. J.. "Gendered Instructions
– Cultural Lag and Gender Bias in the Hay System of Job Evaluation". Work and Occupations
19: 387–423. doi:10.1177/0730888492019004004. ^ Gilbert, K.. "The role of job evaluation
in determining equal value in tribunals – Tool,weapon or cloaking device?". Employee Relations 27:
7–19. doi:10.1108/01425450510569283.