COMPETENCY MODEL:

HAY’S METHOD
INPUTS TROUGHPUT OUTPUTS
S
• Knowledge • Processing • End result
• Skills of inputs to expectation
• Capabilities achieve
results
 3 FACTORS

KNOW-HOW PROBLEM ACCOUNTABILITY

SOLVING
 ACCOUNTABILITY

Freedom to Act Nature of Impact Magnitude (area of impact)

The degree of organizational The nature of the job’s impact and The business measure(s) the job is
empowerment to take action and the influence on organizational results. See designed to positively impact (measured
guidance provided to focus on decision- the in-depth discussion ‘So, who is on an annual basis, typically in financial
making. accountable?’ on the following page. terms, to achieve consistency across jobs)
 LEVEL DESCRIPTION
A Closely Controlled Operating within direct and detailed instructions with very close and continuous
supervision.
B Controlled Subject to instructions and established work routine, under close supervision
C Standardized Operating within standardized practices and procedures genera work instruction and
supervision of progress and results.
D Generally Regulated Operating within practices and procedures covered by precedents or well defined policies
and review of end results.
E Clearly Directed Subject to broad practices and procedures covered by functional precedents and policies
and managerial direction.
F Generally Directed Supervision and direction is carried out by senior management. Served to arrange
functional policies in certain business units.
G Guided Actions are under the supervision of the top leaders of the company. Have independent
authority in running the company.

FREEDOM TO ACT
 LEVEL DESCRIPTION
Remote Informational, recording, or incidental services for use by others
in relation to some important end result. Job activity may be
complex, but impact on the overall organization scope measure
used is relatively minor. These jobs are usually involved with
collection, processing, and explanation of information or data,
typically required by others to make decisions impacting
organizational results.
Contributory Interpretive, advisory, or facilitating services for use by others in
taking action. This type of impact is appropriate where jobs are
accountable for rendering significant ‘advice and counsel’ in
NATURE TO addition to information and/or analysis and when decisions are
likely to be made by virtue of that counsel.
IMPACT Shared Participating with peers, within or outside the organization, in
decision making. This impact is used to describe horizontal, not
vertical (hierarchical), working relationships. This type of
impact, while direct, is not totally controlling relative to the
magnitude of the result. Shared impacts typically exist between
peer jobs and/or functions, and suggest a degree of ‘partnership’
in, or ‘joint accountability’ for, the total result.
Primary Controlling impact on end results, where any contributing inputs
are secondary. Such impacts are commonly found in operations
and managerial positions that have ‘line accountability’ for key
end-result areas, whether large or small.
 LEVEL DESCRIPTION
Results usually affect an individual or are usually
M
non-quantifiable in terms of department budget
(Minimal)
responsibility, revenues and expenditure authority.
Results are internally focused and affect a unit of
1 the department or may be externally focused and
(Very Small) affect a limited segment of clients outside the
department.
Results typically affect an entire department and
MAGNITUDE 2 may have some impact on other departments and/or
(Very Small) are externally focused affecting a large clientele
within a program or functional area.
Results achieved primarily affect other
departments, the University as a whole and
3 significant client groups external to University
(Medium) operations. Work performed may affect provincial
or territorial clientele within a variety of programs
or functional areas.
 KNOW-HOW

Practical/ Technical Knowledge Managerial Knowledge Communicating & Influencing Skills

Depth and breadth of technical or The requirement to undertake managerial The active requirement for interpersonal
specialized knowledge and skills needed functions, such as planning, organizing, skills that are needed for successful
to achieve desired results. staffing, directing, and controlling interaction with individuals and groups,
resources. This knowledge is applied in an inside and outside the organization.
integrated way to ensure organizational
results are achieved.
 PRACTICAL/TECHNICAL KNOWLEDGE

LEVEL DESCRIPTION
A Basic Work of this kind is extremely simple, short cycle in nature, and typically involves
manual effort. Familiarity with simple work routines; work indoctrination.
B Introductionary Capable of carrying out uninvolved, standard procedures AND/OR using
equipment or machines which are simple to operate.
C Vocational Experienced in applying methods or procedures, which generally are well defined
and straightforward, but with occasional deviations. Skill in the use of specialized
equipment may be needed.
D Advanced Accomplished in implementing practical procedures or systems, which are
Vocational moderately complex AND/OR specialized skills, which require some technical
knowledge (usually non-theoretical) to apply.
 PRACTICAL/TECHNICAL KNOWLEDGE
CONT’

LEVEL DESCRIPTION
E Professional A sound understanding of and skill in several activities which involve a variety of
practices and precedents OR a basic understanding of the theory and principles in a
scientific or similar discipline.
F Seasoned Extensive knowledge and skill gained through broad or deep experiences in a field
Professional (or fields) which requires a command of EITHER involved, diverse practices and
precedents OR scientific theory and principles OR both.
G Professional Mastery of theories, principles, and complex techniques OR the diverse,
Mastery cumulative equivalent gained through broad seasoning AND/OR special
development.
H Unique Authority Requires a very broad expertise whose recognition is given globally
(International). Scientists or practitioners who study research or coordinate certain
activities and involve cooperation between countries. Rarely found in commercial
companies.
 LEVEL DESCRIPTION
T Task Focused Performance of a task(s) which are highly specific as to objective and
content with limited awareness of surrounding circumstances and events
I Specific Performance/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 Direction of an important unit with varied activities and objectives OR
guidance of an important sub-function(s) or several important elements
across several units.
III Diverse Direction of a major unit with noticeable functional diversity OR guidance
Managerial of a function(s) which significantly affects all or most of the organization.
IV Total Management of all units and functions within the organization.

MANAGERIAL KNOWLEDGE
 LEVEL DESCRIPTION
• This is the base level of interpersonal skill utilized by most individuals in
the course of performing the job.
1. Basic
• Maintaining courteous and effective working relationships with others to
request or transmit information, ask questions or get clarification.
• This level of interpersonal skill is required in jobs in which understanding
and influencing people are important requirements in the job.
• Skills of persuasiveness or assertiveness as well as sensitivity to the other
person's point of view are often required to influence behavior, change an
opinion, or turn a situation around. The requirement for public contact
2. Important
does not necessarily demand this level of human relations skills,
COMMUNICATING particularly if the purpose is to provide or solicit information.
• In addition, positions which assign work and/or monitor and review work
& INFLUENCING of other employees (generally supervising AUPE positions), usually
SKILLS require at least this level of skill.
• The highest level of interpersonal skill is usually required by positions in
which alternative or combined skills in understanding and motivating
people are important in the highest degree.
• Jobs which require negotiating skills are often found at this level, but
consideration has to be given to the power bases being utilized.
3. Critical • For example, In negotiations between buyers and sellers of products,
services, concepts, or ideas, less Human Relations skill may be required
by the "buyer" who has the latitude to say "no" than by the seller who
must turn the "no" to "yes". This level of skill is usually required for
positions accountable for the development, motivation, assessment and
reward of other employees.
 PROBLEM SOLVING

Thinking Environment Thinking Challenge

(freedom to think)
The job’s context and the degree to which problems and The nature of addressable problems and the degree to which
solutions are organizationally guided and defined through thinking is required to arrive at solutions that add value.
strategy, policy, precedents, procedures, and rules.
 LEVEL D E S C R I P T I ON

A. Strict Thinking within very detailed and precisely defined rules and
Routine instructions AND/OR with continually present assistance.

Thinking within detailed standard practices and instructions AND/OR

B. Routine
with immediately available assistance or examples.

Thinking within well-defined, somewhat diversified procedures. There

C. Semi-Routine are many precedents covering most situations AND/OR readily
available assistance.

Thinking within clear but substantially diversified procedures. There

THINKING D. Standardized
are precedents covering many situations AND/OR access to assistance.
ENVIRONMENT
Thinking within a well-defined frame of reference and toward specific
(FREEDOM TO ACT) E. Clearly
objectives. This is done in situations characterized by functional
Defined
practices and precedents.

Thinking within a general frame of reference toward functional

F. Generally
objectives. This is done in situations characterized by nebulous,
Defined
intangible or unstructured aspects

Thinking within concepts, principles and broad guidelines towards the

G. Broadly
organization’s objectives or functional goals. This is done in an
Defined
environment that is nebulous, intangible, or unstructured.

Thinking within business philosophy AND/OR natural laws AND/OR

H. Abstract
principles governing human affairs.
 LEVEL DESCRIPTION
Identical situations requiring resolution by
1. Repetitive
simple choice of known things.
Similar situations requiring search for
2. Patterned
solutions within area of known things.
Differing situations requiring search for
3. Varied
THINKING solutions within area of known things
CHALLENGE Variable situations requiring analytical,
4. Adaptive interpretative, evaluative, and/or constructive
thinking.
Novel or nonrecurring path-finding situations
5. Unchartered requiring the development of new concepts
and imaginative approaches.