The Hay Evaluation Method
Job Evaluation at Warwick
Since the implementation of the Framework Agreement, the university has used the Hay method to evaluate every new job.
The Hay Group Guide-Chart Profile Method of job evaluation is a means of comparing different jobs. It is an analytical, points-based scheme, which measures the ‘size’ of jobs within an organisation. While the evaluation of jobs can never be entirely scientific, and will always be based on a series of judgements, the Hay method provides a highly-structured organising framework to ensure that such judgements are made in as objective, consistent, and equitable a way as possible.
History of the Hay method
- Hay is a proprietary job evaluation scheme produced by the Hay Group.
- It was developed in the early 1950s.
- It is the most widely-used single job evaluation method in the world.
- Many organisations, nationally and internationally, in both the public and private sectors, use the Hay scheme to evaluate roles at every level.
- It enables valid pay comparisons between organisations.
Hay in Higher Education
- The Hay scheme has often been tailored to make it more specific to the organisation in which it's being used.
- The guide charts and scoring system are universal.
- A tailored version of the method has been developed specifically for higher education.
- Out of the twenty Russell Group universities, eleven are using Hay to evaluate their jobs.
Basis of the Method
- The method divides the job into separate elements.
- Objective measures are applied to the different elements, and the separate scores are combined to give an overall score for the job.
- Having an overall score allows the jobs in the organisation to be placed in rank order, according to their ‘size’, providing a basis for fair pay.
- In job evaluation terminology, the word ‘size’ is used to indicate the relative significance or importance of a job to the organisation. It is not an absolute term.
The Factors Involved in Evaluation
The Hay method evaluates a job by dividing it into three broad areas that are common to all jobs. It subdivides each area into several elements.
The knowledge and skills required to do the job.
Depth and range of know-how
The depth and breadth of specialised knowledge required to perform the job.
Planning and organising
The planning, organisation, supervision, and coordination required by the job, and the extent to which it has to integrate different activities, resources, or parts of the organisation.
Communicating and influencing
How much and at what level the job is required to work with and through others.
The kind of thinking needed to solve the problems the job routinely faces.
Assesses the scope within the job to identify and address the problems it typically faces. The thinking environment depends on the absence or presence of policy, procedure, supervision, or other guidance.
Assesses the inherent nature of the problems which typically need to be dealt with, ranging from simple, repetitive problems to complex and novel situations.
The responsibilities assigned to the job.
Freedom to act
How much authority the job has to take decisions without referral to others.
The size of the area of the organisation on which the job can have an impact.
Type of impact
The strength of that impact.