CUPE Local 3433 Job Evaluation Plan Contents · CUPE LOCAL 3433 JOB EVALUATION PLAN -2 FACTOR...

CUPE Local 3433 Job Evaluation Plan

Contents KNOWLEDGE ....................................................................................................................................................................... 1 CONTINUING STUDY .......................................................................................................................................................... 3 EXPERIENCE ....................................................................................................................................................................... 5 PROBLEM SOLVING ............................................................................................................................................................ 7 CONCENTRATION ............................................................................................................................................................. 10 PHYSICAL DEMANDS ........................................................................................................................................................ 14 MANUAL DEXTERITY ........................................................................................................................................................ 17 ACCOUNTABILITY ............................................................................................................................................................. 19 SAFETY OF OTHERS ........................................................................................................................................................ 22 SUPERVISION OF OTHERS .............................................................................................................................................. 24 CONTACTS ........................................................................................................................................................................ 26 WORKING CONDITIONS ................................................................................................................................................... 28 COMPENSABLE FACTORS ............................................................................................................................................... 31

MOUNT ALLISON UNIVERSITY CUPE LOCAL 3433 JOB EVALUATION PLAN -1-

KNOWLEDGE

Definition: This sub-factor measures the level of knowledge and specialized training required to learn and perform the duties of the job

in a satisfactory manner. Such knowledge and training is typically gained through formal education however equivalent levels may be attained through the completion of other programs of study.

Degrees Description

1. High School Leaving Certificate, or equivalent. 2. High School Graduation or equivalent.

Requires basic reading, writing, grammar and math skills. Requires specific academic, technical or workforce preparatory skills gained through high school curriculum completion.

3. High School Graduation plus a one year diploma or equivalent in a

related field.

Requires supplementary courses normally offered through business/community colleges and which are intended to develop skills in a specific area.

4. High School Graduation plus a two year diploma or equivalent in a

related field. Requires specialized training normally offered through community

colleges or technical schools. Requires the ability to generalize on the basis of a broad understanding of procedures, methods and concepts.

5. Bachelor's Degree or equivalent. Requires a thorough understanding of subject matter to interpret and

adapt textbook concepts to practical situations that involve problem definition.

6. Graduate Degree or equivalent. Requires additional study beyond a Bachelor's Degree. Extensive

knowledge is required in a specialized field.


FACTOR NOTES: KNOWLEDGE 1. Formal education refers to that education gained through a recognized place of learning. 2. Knowledge and education requirements are to be based on current recognized standards. 3. Reasonable and empirical grounds must be demonstrated to support the recommended level of education required by

the job. 4. This factor measures the level of education required if the job was being filled today. It does not consider the

incumbent's actual level of education. 5. Professional degrees and designations (C.A., P. Eng.) are equivalent to education at degree level 6. 6. Any requirement for a honours degree will be considered to fall within degree level 5. 7. In assigning the degree level, the description of the degree should be considered as much as the education level (and

years) indicated by the degree. 8. Other types of designations (PMAC) as well as more comprehensive community college programs (three year

programs) will be granted the appropriate degree level after investigation of the program of study. 9. Where there exists a foreign language(s) requirement, the degree level will be assigned as follows:

If the language requirement has been acquired by nature of the level of education required for the job, the degree which represents that level of education will be assigned.

If the education requirement does not provide the capability of working in the foreign language, the next higher degree level will be assigned.


CONTINUING STUDY Definition: This sub-factor measures the time required to engage in further learning, education or training

necessary to continue to perform the responsibilities of the job competently. Such study must be ongoing, must be directly related to the duties of the job, and must be supported by the University through either the provision of time off or the payment/reimbursement of expenses.

Degrees 1. Little or no requirement for continuing study. 2. Moderate requirement for continuing study. 3. High requirement for continuing study.


FACTOR NOTES: CONTINUING STUDY 1. It is recognized that all employees are expected, and all have a basic responsibility, to stay current with developments

in their area of work. 2. This sub-factor measures the time spent on continuing study that is sanctioned by the University as essential for the

job. It does not measure the time spent as a result of one's own initiative and interest. 3. Continuing study includes formal and informal learning as well as educational training. 4. Knowledge requirements of the position which are obtained at a later date are not to be counted under continuing

study. 5. The reading of periodicals, journals and trade publications should be considered under this sub-factor if the University

covers the cost of the subscription.


EXPERIENCE Definition: This sub-factor measures the amount of prior practical and/or work experience required to prepare

an average person with the specified knowledge qualifications to be able to perform the duties of the job.

Degrees 1. No previous experience required. 2. Up to and including one (1) year of relevant experience required. 3. Over one (1) year, up to and including three (3) years of relevant experience required. 4. Over three (3) years, up to and including five (5) years of relevant experience required. 5. Over five (5) years of relevant experience required.


FACTOR NOTES: EXPERIENCE 1. Experience requirements must be directly related to job responsibilities. This factor measures what experience an

individual must have coming into the job and not the experience which is gained by actually performing the responsibilities of the job (i.e. on-the-job experience).

2. Care must be taken to separate the experience requirements of the job responsibilities from the actual background of

the incumbent. 3. It must be recognized that experience can be gained from sources other than paid work experience. Experience

requirements in areas such as human relations and communication skills can be obtained from unpaid situations such as home-making and involvement in volunteer organizations.


PROBLEM SOLVING Definition: This sub-factor measures the requirement for thinking in order to carry out the duties of the job. It

considers the following aspects:

- the extent to which the duties are performed through adherence to procedure, guidelines, pre-determined routines, etc.

- the degree of analysis and interpretation required to identify issues/problems and to recommend or carry out solutions

- creativity or ingenuity required on an ongoing basis - the requirement to prioritize or plan work - the requirement to display initiative and/or judgement

Degrees

1. Minimal analysis, reasoning, problem solving, creativity, or initiative is required. Detailed, simple and uncomplicated instructions and pre-determined routines are typically used. Minimal planning is involved in the job.

2. Limited analysis, reasoning, problem solving, creativity, or initiative is required. In many but not all

cases this may mean selecting the most appropriate course of action from a limited number of possible solutions. Limited planning may be involved in the job.

3. A moderate degree of analysis, reasoning, problem solving, creativity, or initiative is required.

Situations provide some opportunity for standardized solutions and some requirement to recognize and creatively define problems and/or their practical solutions. There is usually a moderate degree of variation in or from daily routines. A moderate degree of planning may be necessary.

4. Interpretative skill and a high degree of analysis, reasoning, problem solving, creativity. or initiative is


required. This may require using logical, evaluative thinking to define problems, collect information, establish facts and form valid solutions. Situations are diverse although not unique and offer considerable opportunity for creativity and mental challenge. Substantial planning may be required.

5. Complex and highly developed analysis, reasoning, problem solving, creativity, or initiative is

required. Situations are often unique and typically require a great degree of mental challenge. This includes situations where ground-breaking work is being done. Complex planning may be required.


FACTOR NOTES: PROBLEM SOLVING 1. This factor measures the degree of thinking that is required in determining how to carry out or perform the

responsibilities of the job. 2. Procedures and guidelines pertaining to how the work is to be conducted do not necessarily have to be formal and in

writing. 3. For the purposes of this plan, prioritizing is interpreted to mean arranging ones daily schedule; planning has a longer

term connotation. 4. This factor also must consider any requirement to conduct a number of different tasks at the same time (multi-tasking).


CONCENTRATION Definition: This sub-factor measures the intensity of those periods of time that the duties of the job require mental, visual, aural or

other types of concentration or alertness. It deals with those duties that are more repetitive in nature and considers the following aspects:

- the level of alertness required, - the frequency, - the duration, - any requirement for accuracy or precision.

Degrees Intensity Table

Level of Alertness/Precision

Duration

Short Moderate Long

Low

N/A N/A N/A

Moderate

2 3 4

High

3 4 5

Very High

4 5 6

NOTE: Any task classified as requiring a low level of alertness/precision is not multiplied by the frequency factor (i.e. the next table) and is

automatically assigned degree level #1 - Low.


The Intensity rating is then multiplied by the appropriate frequency level, as follows:

Level Description Multiplier Infrequent At least twice a year but less than monthly 1 Monthly 2 Weekly 3 Daily 4

Degrees are assigned, as follows, by the resulting point score.

Degree Number of Points 1. Low 1 to 8 2. Moderate 9 to 14 3. High 15 to 19 4. Very High 20 to 24


FACTOR NOTES: CONCENTRATION 1. This factor measures the concentration required while performing the responsibilities of the job whereas mental effort

measures the thinking involved in determining how to perform the responsibilities of the job. 2. Generally, in determining the level of alertness required, consider the implications if the person loses his/her

concentration as well as the degree of precision required to perform the task.

Low The person generally picks up where he/she left off, there is no backtracking; the need for detailed or precise work is low.

Moderate The person spends some time in backtracking to determine and pick up where he/she left off,

sometime is lost; the need for detailed or precise work is moderate.

High The person must spend considerable time in backtracking to determine and pick up where he/she left off, considerable time is lost; the need for detailed or precise work is high.

Very High The person must either start over again or all is lost and cannot be recovered; the need for detailed or

precise work is very high. 3. Precision refers to the exactness required in performing the task. 4. Consideration should also be given to any requirement to identify and correct errors. 5. Duration is broken down as follows:

Short Less than one hour at a time.

Moderate Between one and two hours at a time.

Long More than two hours at a time.


6. Where there are a number of tasks involving concentration, each task should be evaluated and the highest appropriate

degree level selected.


PHYSICAL DEMANDS Definition: This sub-factor measures the physical activity associated with performing the duties of the job. The level of

difficulty or strain, the frequency, and the duration associated with such activities are taken into consideration. Characteristics to be considered include:

- physical exertion and handling - body postures and movement

Degrees

Monthly Weekly Daily

Low

1 2 3

Moderate

2 3 4

High

3 4 5

1. Low physical demands which occur infrequently.

2. Low physical demands which occur routinely.

OR Moderate physical demands which occur infrequently.

3. Low physical demands which occur continuously.

OR Moderate physical demands which occur routinely.

OR High physical demands which occur infrequently. Con’t


4. Moderate physical demands which occur continuously.

OR High physical demands which occur routinely.

5. High physical demands which occur continuously.


FACTOR NOTES: PHYSICAL DEMANDS 1. Generally, the classifications of physical demands are described as follows:

Low Work requires light physical demands; the exertion of force involved in activities is equal to lifting 10 kilograms (22 pounds) or less; body movement involves sitting or intermittent walking.

Moderate Work requires moderate physical demands; the exertion of force involved in activities is equal to

lifting between 11 and 20 kilograms (22 and 44 pounds); body movement is more varied.

High Work requires high physical demands; the exertion of force involved in activities is equal to lifting more than 20 kilograms (45 pounds); body movement is diverse.

2. Frequencies are defined as follows:

Infrequently Monthly.

Routinely Weekly.

Continuously Daily. 3. The duration of the activity is also to be considered determining the physical demand classification. 4. Body postures and movements to be considered include sitting, standing, walking, climbing, bending, and stretching. 5. Any requirement for physical demand must be related to major and defined job responsibilities.


MANUAL DEXTERITY Definition: This sub-factor measures the level of manual dexterity required to perform a job's responsibilities. It

considers the degree of hand/eye or hand/foot coordination required in the use or operation of tools, equipment or machines.

The frequency of activities involving such movement as well as the speed of coordination required are also taken into consideration.

Degrees

1. Tasks performed do not normally involve the operation of equipment, machinery or tools. Any dexterity demands are low.

2. Tasks performed require fine or coarse movements where speed of coordination is not important. The

equipment or machinery is used more as an aide to accomplish a major responsibility of the job.

3. Tasks performed require coarse movements. The operation of the equipment or machinery is a major responsibility of the job.

4. Tasks performed require fine movements where speed of coordination is not important. The operation of

the equipment or machinery is a major responsibility of the job.

5. Tasks performed require fine movements where speed of coordination is important. The operation of the equipment or machinery is a major responsibility of the job.


FACTOR NOTES: MANUAL DEXTERITY 1. Movements can either be fine or coarse. Coarse movements involve the use of the full hand or foot. Examples of

coarse movements include the use of long-handled tools such as mops and shovels, floor polishers, lawn mowers, etc. Fine movements involve the use of fingers. Examples of fine movements include keyboarding, drafting, repairing instruments and equipment, etc.

2. Speed is considered by this factor in terms of the coordination of the movement or movements. It does not relate to a

requirement to accomplish a specified amount of work within a certain period. As an example, the factor would recognize that a certain amount of speed is recognized in the actual process of administering an injection. It would not recognize the fact that fifty people may be lined up waiting to receive the injection.

The importance of speed can also be related to tasks where proficiency standards have been established. Typing speed is measured in terms of words per minute. Conversely, no such standards for speed exist for the use of adding machines.

3. It is assumed that if a person is required to operate machinery, tools or equipment, he/she is fully capable of using the

particular piece of machinery, tool or equipment to the expected standard. The need for precision and accuracy is therefore implied.

4. Frequency must be considered in terms of selecting the dominant activity that involves manual dexterity. 5. Any requirement for manual dexterity must be related to major and defined job responsibilities.


ACCOUNTABILITY Definition: Accountability is defined as the answerability for actions and the consequences thereof. This sub-

factor measures the impact or effect that the actions required by the position have on the achievement of the University's goals. It considers:

- the freedom to act or deviate from assigned work - the nature and scope of decisions made by the incumbent and/or the degree of involvement in

the decision-making process - the likelihood of error (measured by degree of supervision, checks/controls in place to catch

errors) and the impact of errors - degree of responsibility/stewardship for material resources - degree of responsibility for safeguarding sensitive information - responsibility for the verification of the work of others

Degrees: 1. There is no or little requirement for decision-making. Deviation from assigned work must be authorized. Errors are

discovered by routine verification of the work and cause little or no difficulty, damage, loss or embarrassment within or outside the work unit. The consequence of error is normally limited to the loss of the individual's own time to correct the error.

The consequences of errors involving the damage to or loss of material resources, or the loss of cash are generally limited.

2. There is limited requirement for decision-making. Deviation from assigned work may occur without prior consultation

however such deviation abides to well established procedure. Errors are discovered by periodic checking of work and might cause some difficulty, damage, loss or embarrassment that is felt within the work unit and in some cases outside the work unit. Errors normally interfere with the work of others and result in some delay on the part of the


incumbent to find them and correct them.

A position at this level may also have responsibility for material resources and/or cash and/or sensitive information where the consequence of error could be of significance.

3. There is moderate requirement for decision-making. Some individual discretion is exercised in the deviation from general guidelines that govern the work. The impact of error is normally limited by general supervision and might cause moderate difficulty, damage, loss or embarrassment within the University and/or limited difficulty, damage, loss or embarrassment outside the University. Error identification and correction normally involves the loss of at least one other persons time, normally that of a supervisor.

4. There is considerable requirement for decision-making and the work required to meet objectives is performed with considerable independence. There is active involvement in the determination of work objectives. Managers/Department Heads are kept aware of the progress of the work however the impact of error may not be immediately obvious. Errors might normally cause considerable difficulty, damage, loss or embarrassment within the University and/or moderate difficulty, damage, loss or embarrassment outside the University. Error correction involves a number of other people, normally within the department.


FACTOR NOTES: ACCOUNTABILITY 1. It is recognized that all employees have a basic level of individual accountability in the performance of their regular

duties. This factor measures accountability in a broader context and considers the impact of the position on both the department's and University's goals and objectives.

2. Frequency must be considered, particularly in the handling of cash. 3. The following general guidelines are to be referenced when determining the extent of errors associated with the

damage to, or loss of material assets, or the loss of cash:

Little or very limited - less than $100.00

Low - between $100.00 and $1,000.00

Moderate - between $1,000.00 and $10,000.00

High - over $10,000.00 4. It is important to consider all aspects of this factor in determining the appropriate degree level. 5. There must be a significant and defined responsibility for the ongoing handling and protection of confidential and/or

sensitive information in order for degree level 2 to be assigned.


SAFETY OF OTHERS Definition: This sub-factor measures the degree of responsibility that the job has to initiate action to prevent

injury or harm to others. Degrees 1. LOW The job has little or no responsibility to initiate action to prevent injury or harm to others. 2. MODERATE The job has a responsibility to ensure that others are made aware of potential risks to their safety. 3. HIGH The job has implicit responsibility to ensure that others adhere to pre-determined procedures relating

to safety. 4. VERY HIGH The job has responsibility for the assessment of safety requirements and the implementation of safety

procedures and programs.


FACTOR NOTES: SAFETY OF OTHERS 1. It is recognized that employees have a self-disciplined responsibility to be aware of safety requirements and to take

the necessary safety precautions while performing the responsibilities of the job. 2. This factor does not include recognition for any volunteer work performed by the employee in the area of safety (i.e. a

representative on a Safety and Health Committee). 3. An example of degree level # 2 would be a responsibility for an individual to place warning signs in an area while that

person was performing his/her job responsibilities


SUPERVISION OF OTHERS Definition: This sub-factor measures the extent to which the job has direct responsibility for the supervision of

other employees. Supervisory responsibilities include the scheduling and allocation of work, the checking of work output, and the directing and/or training of other employees. It also considers:

- the degree to which the job is involved in such personnel functions as interviewing,

recommending candidates for hire, and performance evaluation

- the type (full-time, temporary, paid student assistant, etc.) of person supervised Degrees 1. NO RESPONSIBILITY No responsibility for supervision other than to show others how to perform tasks or

duties. 2. SOME The job requires some responsibility for the supervision of others. For example, the job

may require the employee to periodically assume some of the normal supervisory responsibilities over permanent employees or to assume, on a continuing basis, some of the normal supervisory responsibilities over non-permanent employees.

3. MODERATE The job requires moderate responsibility for the supervision of others. For example, the

job may require the employee to assume, on a continuing basis, some of the normal supervisory responsibilities over permanent employees or to assume, on a continuing basis, all of the normal supervisory responsibilities over non-permanent employees.

4. HIGH The job requires high responsibility for the supervision of others. For example, the job

requires the employee to assume, on a continuing basis, all of the normal supervisory responsibilities over permanent employees.


FACTOR NOTES: SUPERVISION OF OTHERS 1. In assigning the appropriate level, it is important to consider the degree of supervisory responsibility relative to overall

job responsibilities. 2. Consideration should be given to the number of employees supervised. 3. The duration of the appointments of those supervised must also be considered.


CONTACTS Definition: This sub-factor measures the responsibility for contacting, dealing with, and influencing people (both

internal and external) in carrying out the responsibilities of the job. It considers:

- the nature of the contact - the level of the contact - the frequency of the contact

Degrees: 1. Courtesy and tact are required to obtain and /or provide factual information or data. Contacts are generally with peers

or a supervisor within the work area or department. 2. Courtesy and tact are required to obtain and/or provide factual information or data. Contacts are generally of a routine

nature with other University employees, customers, suppliers, students or the general public. 3. Courtesy and tact are required to offer detailed explanations and/or interpret information. Contacts are generally with

other University employees, customers, suppliers, students or the general public. 4. Contacts are typically with other University employees, students, suppliers, the general public or others outside the

University. The nature of the contact is more diversified and generally involves discussions and/or meetings. 5. Tact and diplomacy are required when handling contacts of a difficult or specialized nature, and for the discussion and

resolution of problems by presenting or obtaining detailed information.


FACTOR NOTES: CONTACTS 1. Although the nature of the contact is the most important aspect, the level (with whom) of the contact and the

frequency of the contact must also be considered when assigning the degree level. 2. Situations where a position exerts influence over others, such as in teaching, are generally assigned degree #4. 3. Weight must also be given where a position is responsible to initiate the contact (versus the contact being initiated by

others).


WORKING CONDITIONS Definition: This sub-factor measures the frequency and severity of undesirable or disagreeable working conditions which exist while

performing the duties of the position. Such conditions cannot be eliminated, they are inherent in the nature of the work. The following types of conditions are considered under this factor:

(a) exposure to conditions of noise, dust, fumes, noxious odours, heat, cold, inclement weather, vibration, poor

ventilation, (b) exposure to hazardous working conditions that carry some risk of injury or illness; such risk arises from

exposure to such things as toxic chemicals, body fluids, dead animals, toxic fumes, unhygienic conditions, etc. (c) isolation from others, necessity to be replaced before leaving workstation, prolonged absences from work due to

travel, dealing with irate people, the requirement to work evenings/weekends without receiving additional compensation.

Degrees

Little Occasional

Frequent Continuous

Minor

1 2

3 4

Major

2 3

4 5

1. Minor conditions with little exposure.

2. Minor conditions with occasional exposure. OR

Major conditions with little exposure. 3. Minor conditions with frequent exposure.

OR Major conditions with occasional exposure. Con’t


4. Minor conditions with continuous exposure.

OR Major conditions with frequent exposure.

5. Major conditions with continuous exposure.


FACTOR NOTES: WORKING CONDITIONS

1. Generally, the following guidelines can be used to differentiate between the two classifications of working conditions:

Minor - hazards normally carry with them the risk of lost time accidents or illnesses. Major - hazards normally carry with them the risk of serious lost time accidents or illnesses involving partial or permanent disability.

2. The frequency of exposure to disagreeable working conditions must be related to work performed on a regular basis

throughout the year. Frequencies are defined as follows:

Little - once in a while.

Occasional - once in a while, most days.

Frequent - several times on a daily basis, or at least four days a week.

Continuous - almost all working hours for at least an average of four days a week. 3. The frequency and duration of absences away from work will be considered in determining the appropriate

classification. 4. When considering the degree to which a position must deal with irate people, care must be taken to not double count

with the factor of accountability. If the reason that the person is irate is within the control of the position, credit has probably already been given against accountability. Where the position has no control over why the person is irate and it is reasonable to expect that this type of situation occurs on a regular basis, degree level 2, in all probability, should be assigned.

CUPE Local 3433 Job Evaluation Plan Contents · CUPE LOCAL 3433 JOB EVALUATION PLAN -2 FACTOR...

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