TABLE OF
CONTENTS
Introduction
Rating Scale
Point Boundaries
Foreign Service Group Definition
Element 1 - Knowledge
Element 2 - Information Analysis
Element 3 - Communications and Influencing
Element 4 - People and Operational Management
Element 5 - Horizontal Leadership
Element 6 - Problem Solving / Decision Making
Element 7 - Psychological / Emotional Effort
Element 8 - Working Conditions
The classification standard for the Foreign Service Group is a point-rating
plan consisting of an introduction, definition of the Foreign Service Group and
the rating scale.
Point rating is an analytical, quantitative method of determining the
relative values of jobs. Point-rating plans define characteristics or elements
common to the jobs being evaluated, define degrees of each element and allocate
point values to each degree. The total value determined for each job is the sum
of the point values assigned by the evaluators.
Elements
Eight elements are used in this plan. Each element contains a number of
degrees that describe the various levels of work that may be present in FS jobs.
Element Weighting
The importance of the characteristics of work in terms of assessing the
relative value of each element is reflected in the maximum point values assigned
to the elements.
Each element in the FS standard is designed as a continuum of value, ranging
from low to high. The overall value of a given job using this system is
therefore the sum of the points for each selected rating in each element.
Knowledge
|
17.5%
|
Information Analysis
|
15.5%
|
Communications and Influencing
|
15.5%
|
People and Operational Management
|
15.5%
|
Horizontal Leadership
|
15.5%
|
Problem Solving / Decision Making
|
15.5%
|
Psychological / Emotional Effort
|
2.5%
|
Working Conditions
|
2.5%
|
|
|
Total
|
100.0%
|
|
1
|
2
|
3
|
4
|
5
|
6
|
7
|
8
|
|
Knowledge
|
Information
Analysis
|
Communications
and Influencing
|
People
and Operational Management
|
Horizontal
Leadership
|
Problem
Solving / Decision Making
|
Psychological / Emotional
Effort
|
Working
Conditions
|
Level
|
|
|
|
|
|
|
|
|
1
|
25
|
15
|
15
|
10
|
15
|
25
|
5
|
5
|
2
|
80
|
45
|
62
|
40
|
65
|
75
|
10
|
10
|
3
|
120
|
95
|
109
|
105
|
95
|
105
|
25
|
25
|
4
|
175
|
155
|
155
|
155
|
155
|
155
|
|
|
%total
|
17.5%
|
15.5%
|
15.5%
|
15.5%
|
15.5%
|
15.5%
|
2.5%
|
2.5%
|
Band
|
Min
|
Max
|
Spread
|
1
|
115
|
300
|
185
|
2
|
301
|
500
|
200
|
3
|
501
|
800
|
300
|
4
|
801
|
1000
|
200
|
![](/web/20060222220001im_/http://publiservice.hrma-agrh.gc.ca/Classification/images/top_e.gif)
The Foreign Service Group comprises positions that are primarily involved in
the planning, development, delivery and promotion of Canada’s diplomatic,
commercial, human rights, cultural, promotional and international development
policies and interests in other countries and in international organizations
through the career rotational foreign service.
Inclusions
Notwithstanding the generality of the foregoing, for greater certainty, it
includes positions that have, as their primary purpose, responsibility for one
or more of the following activities:
- commercial and economic relations and trade policy –
the planning, development, delivery or management of policies, programs,
services or other activities directed at Canada’s economic or trade
relations with foreign countries, including the development, promotion or
strengthening of Canada’s economic or trade interests in bilateral or
multilateral forums;
- political and economic relations– the planning,
development, delivery or management of policies, programs, services or other
activities directed at Canada’s political relationships with foreign
countries;
- immigration affairs – the delivery or management of
immigration policies, programs, services or other activities in support of
the Canadian immigration program abroad;
- legal affairs– the provision of legal advice to the
federal government on Canada’s international rights and obligations; the
interpretation and application of the international legal obligations; the
negotiation of various bilateral and multilateral agreements, treaties and
conventions; and the defence of Canada’s position respecting those
obligations and agreements including dispute settlement;
- communication and culture– the planning, development,
delivery or management of communication and cultural policies, programs,
services or other activities in Canada and abroad to promote Canada’s
foreign service role to Canadians and to promote Canada in the world; and
- the provision of related advice.
Also included are positions occupied by members of the group on assignments
in Canada.
Exclusions
Positions excluded from the Foreign Service Group are those whose primary
purpose is included in the definition of any other group or those in which one
or more of the following activities is of primary importance:
- the provision of administrative or information services as described in
the Program and Administrative Group; and
- the representation in other countries of Canadian interests in a
specialized field when the incumbent is not a career rotational foreign
service officer.
This element measures the level of knowledge and business acumen required to
perform the job in an effective manner.
This element captures both the knowledge of job related concepts such as relevant
area of expertise, international issues/area of application,
principles, practices/processes or approaches, legislation and the practical
knowledge acquired through experience in the international milieu.
The following is a description of the four degrees:
- Requires basic knowledge in a relevant area of expertise. Requires
knowledge of the department’s and the federal government’s legislation,
policies and processes, the department’s business and clients, understanding
of the international area of application, and knowledge of the legislative
and policy frameworks within which the department conducts its business.
- Requires broad knowledge in a relevant area of expertise. Requires
a broad knowledge of other stakeholder programs, policies and
concerns, and the international context that is directly relevant to
the area of responsibility.
- Requires extensive knowledge in relevant areas of expertise.
Requires extensive knowledge of Canadian and international legislation,
policies and priorities and of their inter-relationships and linkages across
multiple sectors, programs and issues.
- Requiresexpert knowledge in relevant areas of expertise and is
recognized as a leading authority in a key subject area within the
global international context. The job requires an extensive
knowledge of the external environment, including relevant legislation,
and political, economic and socio-cultural conditions that impact the
Government’s ability to achieve its mandate.
Point Allocation - Knowledge
Degree
|
Points
|
Degree
|
Points
|
1
|
25
|
3
|
120
|
2
|
80
|
4
|
175
|
This element captures the requirement in FS work to research, compile, and
analyze information. This element recognizes the increasing level of
analytical skill that stems from factors such as the nature and complexity of
the information, the medium, and the multiplicity and diversity of sources of
information. Information includes both oral and written information.
It refers to files, documents, knowledge of events and situations, and other
data sources required to fulfill the job responsibilities.
The following is a description of the four degrees:
- Gathers and analyzes information to respond to a specific need.
The analysis of the information is limited to the area of responsibility.
- Independently synthesises and analyses a variety of sources to identify
gaps, determine missing information, or to identify the nature of other
sources that should be examined. The analysis of the information is related
to the area of responsibility.
- Synthesises and analyses information that may be contradictory or
incomplete. Need to assess the quality and reliability of the information
and to look beyond the area of responsibility and to understand the
broader context.
- Integrates research and analysis from others and identifies the
linkages and interplay with other key areas. Ensures that the
whole context is in play. Information analysis involves risk
assessments and typically has limited precedents.
Point Allocation – Information Analysis
Degree
|
Points
|
Degree
|
Points
|
1
|
15
|
3
|
95
|
2
|
45
|
4
|
155
|
This element captures the requirement in all FS work to apply communication
and influencing skills. It includes sharing and explaining information,
defending, promoting or advocating positions, and high-level persuasion and
diplomacy skills required to influence or advance positions or issues.
The following is a description of the four degrees:
- Establishes and maintains contacts to gather
information / intelligence or to explain policy or positions. Presents
and explains information on procedures and regulations to internal and
external clients. Counsels clients on routine issues.
- Maintains and expands a network of contacts in a wide range of
organizations to coordinate approaches. Requires persuasion skills to
promote and advocate positions and policies in situations where differences
of view are the norm. Counsels clients on non-routine issues.
- Maintains and expands a network of contactsoutside the
recognised area of application to advance Canada’s interests. Requires
the use of persuasion skills and diplomacy to influence approaches on
emerging or sensitive issues or to address complex cases or issues to
minimize or manage the potential for escalation.
- Establishes and broadens a network of contacts with parties
with different views and interests to influence policies, and to develop
international frameworks for protecting and promoting Canadian interests.
Requires the use of advanced persuasion and diplomatic skills in critical
situations or to resolve contentious or high profile cases or
issues.
Point Allocation – Communication and Influencing
Degree
|
Points
|
Degree
|
Points
|
1
|
15
|
3
|
109
|
2
|
62
|
4
|
155
|
People and Operational Management is defined as the formal delegated
responsibility for planning, leading and being accountable for human, including
locally engaged staff,and financial resources assigned for the achievement of
the work. Responsibility includes functions such as the selection and
training of personnel, the assignment of work, monitoring and follow-up to
ensure performance standards are met and managing own operational management
budget.
The following is a description of the four degrees:
- Provides on-the-job mentoring and coaching of new
employees and may assign work to a shared support resource.
- Supervises assigned human resources in the achievement
of specific goals and objectives of the work unit. Responsibilities
include planning and assigning work, reviewing performance of work on an ongoing
basis, as well as final deliverables. Some performance issues are
handled directly; however, more complex situations are referred to more
senior managers. Provides input in planning and budgeting process.
- Manages human resources assigned for the delivery of
a service. Responsibilities include establishing human resources plans
and work standards, adjusting workloads, leading recruiting efforts, evaluating
performance of subordinate employees and setting plans and providing coaching
and guidance for improvement. Responsibilities also include modifying
operating procedures, allocating resources to meet changes in work priorities
and/or volume, and ensuring that established human resources policies are
carried out. Provides input and analysis in the planning and budgeting
process, and may manage a small budget.
- Manages human resources assigned for the delivery of a
service in their own area of responsibility involving significant planning,
and directing and controlling of human and financial resources.
Responsibilities at this level involve considerably more complex operations
that typically involve a multiplicity and/or diversity of major programs or
functions, layers of management accountability, fluctuating workforces, and/or
geographic dispersion of human resources.
Point Allocation – People and Operational Management
Degree
|
Points
|
Degree
|
Points
|
1
|
10
|
3
|
105
|
2
|
40
|
4
|
155
|
![](/web/20060222220001im_/http://publiservice.hrma-agrh.gc.ca/Classification/images/top_e.gif)
Element
5 – Horizontal Leadership
This element captures the responsibility of FS officers for getting work done
through others without the benefit of formal power or authority. It
recognizes that much of FS work involves the horizontal leadership challenges of
bringing people together into work teams/groups from across organizational
and/or jurisdictional boundaries, and through new virtual organizational
relationships where there is not a formal reporting relationship. Work
groups or teams could include members from:
- other divisions or sections within the department
- Canadian departments and agencies
- other levels of government
- industry and private sector associations within Canada and abroad
- non-governmental organizations
- foreign governments bilaterally or multilaterally
- international organizations
Responsibilities of horizontal leadership include planning, leading and being
accountable for results of team members. Responsibility for horizontal team
leadership typically increases with the nature and scope of planning, the
complexity of the issues and initiatives, and the multiplicity of
interests/stakeholders involved.
The following is a description of the four degrees:
- Participates and organises teams or work groups on
well-defined issues or initiatives within the area of responsibility.
- Plans and leads teams or work groups, on issues and
initiatives which are generally defined and are related to the areas
of responsibility. May need to obtain buy-in of parties, though
participants typically have shared goals and objectives.
- Plans and leads the work of multiple teams or
work groups or a single major team or a major workgroup with various subgroups.
Builds consensus among participants with varied and sometimes conflicting
goals and objectives. Issues and initiatives cover a range of areas
of responsibility and typically need to be scoped out or defined.
- Designs, plans and leads the work of multiple teams or work
groups, or a single major team, or a major workgroup with various subgroups,
which typically requires the development of strategic alliances and
partnerships. Issues and initiatives are high profile, sensitive or
unconventional, and the goals and objectives of parties involved are conflicting.
Point Allocation – Horizontal Leadership
Degree
|
Points
|
Degree
|
Points
|
1
|
15
|
3
|
95
|
2
|
65
|
4
|
155
|
![](/web/20060222220001im_/http://publiservice.hrma-agrh.gc.ca/Classification/images/top_e.gif)
Element
6 – Problem Solving / Decision Making
This element captures the nature, scope and complexity of problems/issues
encountered in FS work, and the level of judgement applied in reaching solutions
or making decisions, and the impact of these decisions.
In this element, the term “problem” should be interpreted in its broadest
sense to include situations or issues. Guidance can be in the form of
procedures and policies, or the direct assistance of supervisors.
The following is a description of the four degrees:
- Problems, issues or situations are often predictable
and have a known range of possible solutions. Guidance is available
and typically sought out where problems are atypical. Decisions are
typically issue or case specific.
- Problems, issues or situations are generally, but not
always predictable, and there is latitude in arriving at solutions.
Recommendations impact on decisions made on broader issues or decisions impact
on specific issues or cases.
- Problems, issues or situations are diverse, often
unpredictable and sometimes controversial. Decision making
involves significant autonomy. Decisions are broader in their
impact, affecting program or service delivery, and priorities as a whole
and the achievement of broad operational objectives.
- Problems, issues or situations are sensitive and not
well defined with few or no precedents or international norms for
addressing them. Advice and decisions are authoritative, and often precedent
setting. Decisions impact on the policy, and strategic direction of
the organization as a whole and that of stakeholders.
Point Allocation – Problem Solving / Decision Making
Degree
|
Points
|
Degree
|
Points
|
1
|
25
|
3
|
105
|
2
|
75
|
4
|
155
|
The following element measures the extent to which the job is required to
exert psychological or emotional effort.
- Limited Psychological / Emotional Effort
- circumstances, people, or conditions could cause minor psychological or
emotional reactions.
- Moderate Psychological / Emotional Effort
- circumstances, people, or conditions could cause moderate psychological or
emotional reactions.
- Intense Psychological / Emotional Effort
- circumstances, people, or conditions could cause strong psychological or
emotional reactions.
Point Allocation – Psychological / Emotional Effort
Degree
|
Points
|
Degree
|
Points
|
1
|
5
|
3
|
25
|
2
|
10
|
|
|
![](/web/20060222220001im_/http://publiservice.hrma-agrh.gc.ca/Classification/images/top_e.gif)
Element
8 – Working Conditions
This element measures the disagreeable working conditions under which FS work
is performed, and their potentially negative effects on the well being of
employees.
The following examples of disagreeable psychological and physical work
environment are illustrative only.
- confined spaces
- crowded working conditions
- motion, physical instability
- dusty or dirty conditions
- noise, vibration
- extremes of cold or heat
- fumes, noxious odours
- poor weather and disagreeable outdoor conditions
- wetness, humidity, dampness or drafts
- insecure travel conditions
- job related security risks, threats, people not welcoming your presence
- custody of sensitive documents or valuable assets while in transit
- Somewhat Unpleasant
- conditions in the work cause minor psychological or physical discomfort
- Unpleasant
- conditions in the work cause a moderate degree of psychological or
physical discomfort
- Extremely Unpleasant
- conditions in the work cause a high degree of psychological or physical
discomfort
Point Allocation – Working Conditions
Degree
|
Points
|
Degree
|
Points
|
1
|
5
|
3
|
25
|
2
|
10
|
|
|
|