Finance and Corporate Resources

Competence

InitiativeHandbook

Introduction

The Competence Initiative Handbook is designed to provide managers and employees with an overview of the Competence Initiative and its main elements, which are:

Job Evaluation

Job Families

Performance and Development Review

1.Job Evaluation

1.1The Job Evaluation Process

The job evaluation process is carried out by trained evaluators within Corporate Personnel Services and involves making assessments about the relative nature/ content of jobs. Assessments are based on job understanding and against a common set of criteria as outlined in South Lanarkshire’s Councils 555 Grading Scheme (Appendix A).

Jobs exist to contribute to the delivery of services and should be based on the Service Plan. Information on job content normally comes from job profiles and task lists.

There are five principles of the job evaluation process:

i.Evaluation is concerned with the job not the person. The strengths and weaknesses of a current postholder are not evaluated as part of this process. These are evaluated as part of the Performance and Development Review.

ii.The responsibilities and accountabilities of the job are evaluated, assuming that the job is being carried out satisfactorily.

iii.The job is evaluated as it exists or will exist. Evaluation considers the results expected from the job as a whole including natural peaks and troughs in activities.

iv.Understanding the job is the key to judging the accountabilities. If the job is not understood, it cannot be evaluated.

v.Present pay structures and grades are not considered when evaluating the job.

1.2 Organisation Structures

Organisation structures are an important element as they provide information on the wider structure and service as a whole.

1.3Job Profiles

The basic information on job content is contained within job profiles prepared by line managers and discussed with employees, with assistance from Resource Personnel Sections.

  • Job profiles should be based on the work needed to achieve the Service Plan.
  • Each post or generic group of posts will have a job profile describing the key purpose of the job and up to five main accountabilities or key tasks.

1.4Task Lists

Lists of tasks are drawn up for each post. Managers will work in conjunction with employees to identify and describe the main tasks accurately and these will be agreed by the appropriate Trade Unions. It is these key tasks that are assessed in the job evaluation.

1.5Evaluated Matrix of Tasks

Once the tasks have been evaluated, these will be added to a Matrix of Tasks for the appropriate section. This will allow employees to identify the tasks they are responsible for and the spinal column point range.

1.6Grading and Pay

The South Lanarkshire Council’s 555 Grading Scheme is used to determine:

  • The broad band in which tasks lie
  • The spinal column point range applicable to those tasks.

Once tasks have been evaluated, a spinal column point range applicable to those tasks is determined. Incremental progression will be through the Performance and Development Review process and will be based on attaining a higher level of competence (i.e. skills/experience/knowledge), within those tasks. It is expected that the required level of competence is achieved on an annual basis.

Where the evaluated grade for the post is lower than the postholder’s current grade, the relevant manager will identify additional duties, at a higher level, to maintain the existing grade. This will be based on service needs. The Council is committed to providing appropriate training and development to achieve competence in the higher level tasks through the PDR process.

555 GRADING SCHEME

Job Evaluation Process

1. Select Task Classification Level (for full explanations refer to page 3):-

  • Level 1
  • Level 2
  • Level 3
  • Level 4
  • Level 5
  1. Determine the Type of Accountability (for full explanation refer to pages 4 -10):-
  • Process
  • System
  • Projects and Programmes
  • Resources
  • Advisory

CHECK: Refer to the appropriate page to verify task classification and accountability selected.

3.Determine the Accountability Level: for each of the demands (these are the factors used to assess each task), select the dimension which best describes the task. Take an average, using the point levels, and discount any demands not applicable.

CHECK: If Resource has been selected at step 2, refer to table on page 12 otherwise refer to the Accountability Level table on page 11.

CHECK: Each of the dimensions is explained in detail on pages 4-10. Refer to the relevant page to ensure understanding.

4. Determine the Implication Level: select the dimension which best describes the task by choosing the most appropriate option on page 14. Take an average, using the point levels, and discount any demands not applicable.

5. Using the information from steps 1-4 the grade/SCP range can be read off the matrix on page 15.

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1. Task Classifications

Level 1

Straightforward tasks, most of which fall into a set pattern. Time to become competent normally 3/6 months. Working towards specific competence and skills. Sometimes little or no previous experience necessary. High element of supervision, or works to predetermined procedures. No discretion. Ability to follow written and/or oral instructions defining simple tasks in detail may be necessary.

Examples: cleaning; catering; litterpicking; grounds maintenance and school support.

Level 2

A range of tasks which may take a number of years to develop full competence. Some more complex/non-routine than others. Some individual responsibility or autonomy but supervisor always available or working to predetermined procedures. Ability to follow written and/or oral instructions is necessary. Involves collaboration with others through team work.

Examples: clerical; street cleansing; home care; catering and school support.

Level 3

Specialist role providing frontline services. Requirement to perform a broad range of activities in a variety of contexts, some of which are complex and non-routine and will take time to learn. There may be an operational element and ability to deal with customers and complaints is essential. There will be a degree of responsibility and autonomy but manager always available or individual works to predetermined procedures.

Examples: administration; professional officer (newly graduated).

Level 4

Broad range of complex, professional/specialist work activities. They will be performed in a wide variety of contexts and with a substantial degree of personal responsibility and autonomy. Often responsible for the work of others and the allocation of resources. May work on own programmes and approaches to major problems and perform duties where general principles are not completely adequate. Can be operational. Ability to respond independently, without recourse to a senior, to deal with unforeseen problems and circumstances.

Examples: more experienced professional officer, possibly leading the team; specialist adviser.

Level 5

Demonstrate competence in applying fundamental principles and complex techniques across a wide variety of contexts that are often unpredictable. Substantial personal autonomy and often significant responsibility for the work of others and the allocation of resources. Personal accountability for analysis and diagnosis, design, planning, execution and evaluation. Strategic forward planning and management. Deals with changes in policy or carries out work in diverse subjects which involves creative thinking not limited by defined guidelines or precedent.

Examples: more experienced adviser; senior manager.

N.B. These are derived from National Occupational Standards, full details of which can be found at

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2. Accountability

Types of Accountability

Processstraightforward tasks designed to produce a specific output on an ongoing basis. Most tasks fall into a set pattern. High element of supervision or works to predetermined procedures.

Systema series of linked procedures, functions, resources and regulations that support and co-ordinate business processes. It is not key to production, but helps ensure the process is smooth and that agreed objectives are consistently met within quality and performance limitations. Example: responsible for a series of linked recruitment procedures and processes.

Projects andinvolves number of people from different disciplines in

Programmespursuit of logical conclusions and/or successful outcome, designed to improve the status of the matter under review. Involves time and resource management. Planning and organising necessary to combine a series of projects or initiatives with the aim of achieving set objectives.

ResourcesService/Property – responsible for consumable stock, heavy goods, service delivery and/or property and immediate environment.

People – recruitment, retention, development and motivation of people including the planning, allocation and evaluation of their work and maintenance and enhancement of working relationship.

Finance – the control of income, expenditure, budgets, overheads, and financial information aimed at improving value, profitability and quality of service.

Information – gathering and evaluation of information along with communicating results to aid problem solving and decision making.

Advisory giving advice and/or guidance to those at the same, and different level, internal and external. This advice/guidance may be based on professional best practice and/or judgement, statutory requirements, policy or simply be advice on systems or procedures within the functionality of the post. The advice may take the form of a policy or strategy which determines medium to long term objectives, priorities and overall direction.

N.B. Accountability means the degree of responsibility/discretion given to the post holder. This will focus on the outcomes of the role which the employee performs.

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2i. Dimension – Process

0.5.Processes are clearly defined with written or verbal explanations provided for all tasks. Specific pre-determined methods for any basic issues will have been established. Post holder is dependent on others to complete the task with close and regular supervision. There is limited responsibility for cash (e.g. cash point) and stock (e.g. cleaning buffer).

  1. Process or task carried out within well defined regulation, instructions or general practice. The post holder is therefore required to take limited decisions, operating under supervision or to predetermined procedures.

1.5.Processes are well understood and the post holder will have the ability to use judgement as part of the process. Ability to deal with everyday issues, e.g. differing employee issues; complaints etc. Has the ability to work with others if the need arises. Operates under minimal supervision but they would have access to a supervisor to resolve any issues.

  1. Processes are carried out within broad parameters; codes of practice or professional judgement. Some degree of discretion or options available to the post holder. Works independently. The resources used may be complicated and may involve co-ordination with user. Any improvements to the processes are limited within the particular area.
  1. Complex processes which require a high level of professional or technical competence. Processes require judgement, weighing different factors or a degree of creativity in design or formulation and directly involve others within or without of different Services. Processes require a decision to be made which commits the Council to a specific course of action which has financial implications. Work may involve the development and improvement of new or existing processes.
  1. The development and implementation of new or revised processes. Processes are within a policy, broad professional or statutory framework and are open to interpretation. Work involves the analysis, interpretation and presentation of findings. Decisions are made which can have significant implications for the Council.
  1. Complex processes which have a Corporate level involvement and Corporate impact. Decisions made at this level can change the nature of service delivery across the whole function and would commit the Council to a course of action with significant financial implications.

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2ii. Dimension – System

  1. A basic system that supports a Service or section within a Resource. The system operates within well defined rules or general practice. The work would normally involve modification or improvements to the system or integration and presentation of data from the system.

1.5.A slightly more complex system that supports a Service or section within a Resource. The post holder operates within well defined and has the ability to use judgement as part of the process.

  1. A functional system with significant implications, either financial or operational, containing a number of modules or producing various outcomes. The work would normally involve modification or improvements to the system or integration and presentation of data from the system.
  1. A large Resource specific system with complex operating procedures or a post holder who has responsibility for administering the Resource specific part of a large Corporate system. The work involves the design, modification, variation and integration of information produced by the system and presentation of information in various formats.
  1. A Corporate system that links a number of different Resources. The work involves the design, modification, variation and integration of information produced by the system and presentation of information in various formats.
  1. A large Corporate system with significant financial implications. The post holder is responsible for the management and control of the system.

N.B. Administration of a system involves the drawing up and modification of rules and procedures that govern the system and the maintenance and updating of the system. The system may be manual or computerised. The dimensions that apply here are those that are relative to the post holder responsible for administration of the system and who is empowered to take decisions on the modification or replacement of the system. Others may operate within a system, but their duties would be included as project work.

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2iii. Dimension – Projects or Programmes

  1. Carry out a simple project or programme, following conventional rules of project management. Project is within the functional responsibility of the post holder and has an impact within the functional area.
  1. Carry out a detailed and complex project within Service responsibility. Project has a significant impact on the Service. Represent function on an inter-functional project, contributing effectively to the outcome of the project. Operate a programme developing and implementing procedures within functional policy or practice. The programme is within the functional responsibility of the post holder, but can be delivered over a number of other functions.
  1. Manage a significant project, involving a number of partners within the Council and/or liaising with external bodies. The project is sizeable, committing resources and involving research and development of options. Programmes also involve a number of partners or effect large numbers of individuals within or outside the Council. Programmes are developed from broad concepts or ideas, with no previous practice to replicate. Programmes require development and innovation and need to be promoted to target groups. The post holder would either manage the complex functional programme or represent the function on an inter-functional programme.
  1. Manage a significant project at Corporate level, chairing and leading discussions in working groups, bringing together people from other functions or external participants. Project outcomes involve significant change to service delivery and commit sizeable resources. Manage an inter-functional programme involving various contributors.
  1. Manage a large Corporate programme involving a number of partners from within or out with the council. Programmes would be complex and strategic and would involve elected members in policy formulation. Programmes would require promotion throughout the Council area and would have significant benefits for the Council and its constituents.
N.B. This accountability applies to post holders who lead or play a significant role in the management or delivery of a project or programme.

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2iv. Dimensions – resources

  1. Practising managers or supervisors with a tightly defined area of responsibility, some limited opportunity for taking decisions and managing budgets, responsibility for achieving specific results by using resources effectively, and responsibility for the allocation of work to team members, colleagues or contractors.

Service – Maintain to meet quality and safety standards within a standard Service.

People – Post holder responsible for Grade 1 employees and associated duties and responsibilities.

Finance – Limited formal budgetary responsibility ensuring service is delivered within agreed budgets.

Information – Management of information is limited to data gathering, basic analysis and compilation or giving advice on information gathered within their remit.

Property – No formal responsibility for property other than occupying a base and maintaining health and safety working requirements.

  1. Practising managers or supervisors with a tightly defined area of responsibility, some limited opportunity for taking decisions and managing budgets, responsibility for achieving specific results by using resources effectively, and responsibility for the allocation of work to team members, colleagues or contractors.

Service – Complex Services – Number of options.

People – Post holder responsible for employees at Grade 2 and below.

Finance – Responsible for section/function budgetary control and revenue monitoring. Would advise on variances and contribute to estimate preparation.

Information – Management of information is relevant to professional or technical work and requires interpretation to be presented in an understandable format.

Property – Responsible for maintenance of property, supplies of equipment and materials. Property is a work depot or facility used mainly by the workforce, alone or by regular attendees/trainees with only limited numbers or members of the public.

  1. Practising managers with responsibility for allocating work to others, achieving specific results by using resources effectively, carry out policy in your defined areas of authority, controlling limited financial budgets and contributing to broader activities such as change programmes and recruitment.

Service – Maintain wide range of different services. Service generates income to remain viable.

People – Post holder responsible for employees at Grade 3 and below.