Alternate Format(s)
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Classification Standard - HM - OM - Organization & Methods
CONTENTS
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INTRODUCTION
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CATEGORY DEFINITION |
GROUP DEFINITION
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FACTOR DEFINITIONS/RATING SCALES
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BENCH-MARK POSITION DESCRIPTION INDEX
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in ascending order of point values
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INTRODUCTION
The classification standard for the Organization and
Methods Croup is a point-rating plan consisting of an introduction, definition
of the Administrative and Foreign Service Category and the occupational group,
rating scales and bench-mark position descriptions.
Point-rating is an analytical, quantitative method of
determining the relative value of jobs. Point-rating plans define
characteristics or factors common to the jobs being evaluated, define degrees
of each factor and allocate point values to each degree. The total value
determined for each job is the sum of the point values assigned by the raters.
All methods of job evaluation require the exercise of
judgment and the orderly collection and analysis of information in order that
consistent judgments can be made. The point-rating method facilitates rational
discussion and resolution of differences in determining the relative value of
jobs.
Factors
The combined factors may not describe all aspects of jobs.
They deal only with those characteristics that can be defined and
distinguished and that are useful in determining the relative worth of jobs.
Four factors are used in this plan.
Factor Weighting and Point Distribution
The weighting of each factor reflects its relative
importance. Similarly, points are distributed to the factors or elements in an
arithmetic progression.
Rating Scales
In the rating plan the following factors, factor weights
and point values are used.
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Point
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Values
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Factors
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Factor weights
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Minimum
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Maximum
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Expertise
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40
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80
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400
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Nature and Impact of Activities
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35
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70
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350
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Managerial Responsibility
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15
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30
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150
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Interpersonal Communications
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10
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20
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100
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100
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200
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1,000
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Bench-mark Positions
Bench-mark position descriptions are used to exemplify
degrees of factors. Each description consists of a brief summary, a list of
the principal duties with the percentage of time devoted to each, and
specifications describing the degree of each factor to which the position is
rated. The bench-mark positions have been evaluated and the degree and point
values assigned for each factor are shown in the specifications.
The rating scales identify the bench-mark position descriptions that
exemplify each degree. These descriptions are an integral part of the
point-rating plan and are used to ensure consistency in applying the rating
scales.
Use of the Standard
There are six steps in the application of this classification standard.
- The position description is studied to ensure understanding of the
position as a whole. The relation of the position being rated to positions
above and below it in the organization is also studied.
- Allocation of the position to the category and the group is confirmed by
reference to the definitions and the descriptions of inclusions and
exclusions.
- Tentative degrees of each factor in the position being rated are
determined by comparison with degree definitions in the rating scales.
Uniform application of degree definitions requires frequent reference
to the description of factors and the notes to raters.
- The description of the factor in each of the bench-mark positions
exemplifying the degree tentatively established is compared with the
description of the factor in the position being rated. Comparisons are
also made with descriptions of the factor in bench-mark positions for the
degrees above and below the one tentatively established.
- The point values for all factors are added to determine the tentative
total point rating.
- The position being rated is compared as a whole with positions to which
similar total point values have been assigned, as a check on the validity
of the total rating.
Determination of Levels
The ultimate objective of job evaluation is the determination of the
relative values of jobs in each occupational group. Jobs that fall within a
designated range of point values will be regarded as of equal difficulty and
will be assigned to the same level.
Level and Level Boundaries
Level
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Level Boundaries
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OM-1
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200 - 240
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OM-2
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241 - 440
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OM-3
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441 - 640
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OM-4
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641 - 840
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OM-5
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841 - 1,000
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CATEGORY DEFINITION
Occupational categories were repealed by the Public Service Reform Act (PSRA),
effective April 1, 1993. Therefore, the occupational category definitions have
been deleted from the classification standards.
GROUP DEFINITION
For occupational group allocation, it is recommended that you
use the Occupational
Group Definition Maps, which provide the 1999 group definition and their
corresponding inclusion and exclusion statements. The maps explicitly link the
relevant parts of the overall 1999 occupational group definition to each
classification standard.
EXPERTISE FACTOR
This factor measures the knowledge needed to perform the work and the
skills required in the application of that knowledge.
Definitions
"Knowledge" refers to the understanding of the principles,
theories, techniques and practices of organization and methods study and
analysis and their application in such skills as:
- making critical analyses of methods and procedures with a view to
recommending improvement;
- carrying out studies and preparing recommendations for improvement of
specific aspects of existing or proposed departmental activities;
- formulating new concepts;
- performing advisory duties;
- planning a work program to achieve the objectives of the study;
- contributing to the overall achievement of the goals of the client.
"Field" refers to a broad area of study which encompasses the
application of particular practices and techniques. Examples are: work study;
organization analysis; systems and procedures analysis; operations research;
work planning and control; information systems; forms design and control.
"Practices and techniques" refer to the means of carrying out
studies. Examples are:
Field
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Practices and Techniques
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Work Study
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- work sampling
- workplace layout analysis
- work flow analysis
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Organization Analysis
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- organization design
- socio-technical analysis
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Systems and Procedures Analysis
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- charting and recording
- feasibility and application studies
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Operations Research
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- management statistics
- cost-benefit analysis
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Work Planning and Control
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- critical path method
- PERT (Program Evaluation Review Technique)
- Gantt charting
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Notes to Raters
In evaluating positions, raters should take into
consideration that studies carried out in one field may require the
application of practices and techniques which are also used in carrying out
studies in other fields. Therefore, although the duties of a position may be
limited to studies in one specific field, knowledge of practices and
techniques applied in studies in other fields may be required. In such cases
the extent of knowledge of other fields is to be determined by the nature of
the duties including the level of responsibility for the study.
The degree tentatively selected is to be confirmed by comparing the duties
of the position being rated with the duties and specifications of the
bench-mark position descriptions that exemplify the degree.
RATING SCALE - EXPERTISE
Degree Definitions
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Degree
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Points
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Bench-mark
Position Descriptions
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Knowledge of some practices and techniques in one or more fields of
work
and
general knowledge of the objectives and operations of the client
organization are required to collect and analyze data, and present
findings and recommendations.
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A
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80
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1. Forms Analyst and Designer
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Good knowledge of one field of work
or
knowledge of several practices and techniques in two or more fields
of work
and
good knowledge of the objectives and operations of the client
organization are required to collect and compile information, analyze
data, present findings and recommendations.
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B
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160
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2. Methods and Procedures
Analyst
3. Management Analyst
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Comprehensive knowledge of one field of work (with knowledge of
several practices and techniques in one or more fields)
or
good knowledge of two or more fields of work (with knowledge of
several practices and techniques)
and
knowledge of the long-term plans, objectives, policies and operations
of the client organization are required to plan, organize and conduct
studies, analyze data, document and formulate findings and
recommendations.
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C
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240
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4. Senior Forms Analyst
5. Management Consultant
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Comprehensive knowledge of two or more fields of work (with knowledge
of several practices and techniques in more than two fields)
and
good knowledge of departmental long-term plans, objectives, policies
and operations are required to develop project plans, analyze complex
data, formulate concepts, produce findings and recommendations.
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D
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320
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6. Senior Management
Consultant
7. Senior Analyst
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Thorough knowledge of organization and methods principles, theories,
practices and technique
and
comprehensive knowledge of the legislative basis for the policies,
objectives and operations of the federal public service are required to
identify problems, plan a work program, develop solutions to complex
management problems, gain confidence of senior management, produce
recommendations for improvements.
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E
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400
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8. Consultant
9. Project Manager
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NATURE AND IMPACT OF ACTIVITIES FACTOR
This factor measures the difficulty of the work in terms of the nature and
impact of activities.
Definitions
"Nature of Activities" refers to the complexity of
the work and the requirement for independent action. The extent is measured in
terms of the judgment and initiative required to identify and recommend
solutions to problems, the availability of direction and the difficulty in
determining the implications of possible courses of action.
"Impact of Activities" refers to the effect of
proposals, decisions and recommendations on organizations, operations, systems
or practices studied.
Notes to Raters
The four degrees of the Impact of Activities element are
illustrated by the bench-mark position descriptions. The following
characteristics of the work are to be considered in determining a tentative
degree for this element:
- The size and nature of the organization served. "Size and
nature" refers to such considerations as resources affected,
diversity or specialized characters of operations, degree of
centralization or decentralization of functions, and the complexity and
interrelationship of systems and procedures.
- The extent to which the position has the effective recommending
authority, which is usually related to the level of the position in the
organization.
- The effects of recommendations on the operating practices of
organizations.
These characteristics are only an indication of the impact
of activities of the position, and the whole context within which the work is
performed is to be considered in establishing a tentative degree of the
element. The job as a whole is then to be compared with the bench-mark
position description exemplifying the degree of impact that has been
tentatively established and with the bench-mark position descriptions
immediately above and below that degree.
RATING SCALE - NATURE AND IMPACT OF ACTIVITIES
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NATURE OF ACTIVITIES
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Impact
of
Activities
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Work is performed within detailed and readily applicable practices
and techniques.
Some initiative and judgment are required in their application and in
the conduct of routine investigations, fact-finding and compilation of
information.
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Work is performed within the framework of established practices,
techniques and precedents.
Initiative and judgment are required in the conduct of more complex
investigations, fact-finding and compilation of information and in the
evaluation of possible courses of action.
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Work is performed within the framework of general guidelines or
principles.
Initiative and judgment are required in the identification and
resolution of problems which lack precedent or are difficult to define.
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Work is performed within the framework of broadly defined objectives
or policies.
Initiative and judgment are required in the development of new
concepts and alternative strategies in devising solutions to complex
problems in diverse situations.
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A
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B
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C
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D
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1
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70
1. Forms Analyst and Designer
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116
2. Methods and Procedures Analyst
3. Management Analyst
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162
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2
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117
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163
4. Senior Forms Analyst
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209
5.Management Consultant
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255
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3
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164
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210
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256
6. Senior Management Consultant
7. Senior Analyst
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302
9. Project Manager
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4
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257
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303
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350
8. Consultant
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MANAGERIAL RESPONSIBILITY FACTOR
This factor measures the requirement to allocate and use effectively
financial, material and human resources to develop and implement improvements
in organizations, methods and practices, and their related administrative
activities.
Notes to Raters
The following characteristics of the work are to be
considered along with the degree definitions in determining a tentative rating
for this factor: planning, organizing or coordinating work; selecting,
coordinating and directing the work of project teams, organizations,
committees and task forces; and appraising performance and determining the
effectiveness of the work force.
RATING SCALE - MANAGERIAL RESPONSIBILITY
Degree Definitions
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Degree
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Points
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Bench-mark Position Descriptions
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Responsibility is primarily for own work. There is an occasional
requirement to coordinate the work of support staff in organizing
routine information or data as well as to give instructions or
demonstrate work methods, monitor and report on day to day activities.
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A
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30
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1. Forms Analyst and Designer
2. Methods and Procedures Analyst
3. Management Analyst
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Responsibility for own work and as a Team Leader when required. Plans
and assigns work to team members and coordinates their activities. Also
monitors and reports on day to day activities. Provides guidance and
technical supervision to assigned resources. Evaluates performance of
team members when required.
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B
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70
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5. Management Consultant
6. Senior Management Consultant
8. Consultant
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Continuous responsibility as a Team Leader or supervisor to plan,
organize and coordinate resources. Identifies resource requirements,
selects and coordinates work assignments of others. Evaluates
performance of subordinates.
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C
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110
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4. Senior Forms Analyst
7. Senior Analyst
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Continuous responsibility as a Project or Line Manager. Coordinates
work through Team Leaders or supervisors. Identifies terms of reference,
external and internal resources. Selects staff and allocates resources.
Selects assignments, assigns work, coordinates activities and resources.
Appraises and evaluates staff performance. Determines effective
utilization of staff resources.
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D
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150
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9. Project Manager
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INTERPERSONAL COMMUNICATIONS FACTOR
This factor measures the degree of difficulty and
importance of the interpersonal communications that occur as an integral part
of the work and includes the requirements to work and communicate with others
in person, by telephone or in writing.
Notes to Raters
Communications with immediate supervisor and subordinates
are not to be considered.
RATING SCALE - INTERPERSONAL COMMUNICATIONS
Degree Definitions
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Degree
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Points
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Bench-mark Position Descriptions
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To give details, provide explanations, discuss, obtain co-operation.
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1
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20
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1. Forms Analyst and Designer
2. Methods and Procedures Analyst
3. Management Analyst
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To provide substantial advice or guidance, obtain agreement for all
phases of studies or projects, provide management with documented
justifications for study or project findings and recommendations.
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2
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60
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4. Senior Forms Analyst
5. Management Consultant
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To persuade, influence senior management to accept recommendations
which have significant management implications and to negotiate their
implementation.
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3
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100
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6. Senior Management Consultant
7. Senior Analyst
8. Consultant
9. Project Manager
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BENCH-MARK POSITION DESCRIPTION INDEX
BM #
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Descriptive Title
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Expertise
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Nature and Impact of Activities
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Managerial Responsibility
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Interpersonal Communications
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Total
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Level
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1.
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Forms Analyst and Designer
|
A/80
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A1/70
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A/30
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1/20
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200
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1
|
2.
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Methods and Procedures Analyst
|
8/160
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131/116
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A/30
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1/20
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326
|
2
|
3.
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Management Analyst
|
B/160
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131/116
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A/30
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1/20
|
326
|
2
|
4.
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Senior Forms Analyst
|
C/240
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132/163
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C/110
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2/60
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573
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3
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5.
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Management Consultant
|
C/240
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C2/209
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B/70
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2/60
|
579
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3
|
6.
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Senior Management Consultant
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D/320
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C3/256
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B/70
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3/100
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746
|
4
|
7.
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Senior Analyst
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D/320
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C3/256
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C/110
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3/100
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786
|
4
|
8.
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Consultant
|
E/400
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D4/350
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B/70
|
3/100
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920
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5
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9.
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Project Manager
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E/400
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D3/302
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D/150
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3/100
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952
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5
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BENCH-MARK POSITION DESCRIPTIONS
Bench-mark position descriptions are to provide raters with guidance in the
interpretation and application of the rating plan. They were developed at the
time this standard was updated to provide examples of specific job features
that illustrate the category and group inclusions as well as the various
factors and their elements.
BENCH-MARK POSITION DESCRIPTION
Bench-mark Position Number: 1
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Level:
1
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Descriptive Title: Forms Analyst and Designer
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Point Rating: 200
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Summary
Reporting to the Head, Forms Management, analyzes
information relating to forms projects, develops and designs new forms and
improves or redesigns existing forms for headquarters and the regions.
Participates in the creation and maintenance of the forms inventory system.
Duties
|
% of Time
|
Analyzes assigned material relating to requests for new or revised
forms. Discusses theobjectives of the project with appropriate
departmental officials. Gathers additional information and analyzes data
by the use of forms analysis spread sheets and recurring data analysis
sheets. Develops new and revised design specifications as required.
Prepares form proofs and presents them for approval.
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60
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Analyzes assigned forms files as part of the continuing review of the
forms inventory. Reports functional duplication and inconsistent
practices in writing. Identifies design and procedural weaknesses in
forms and systems and recommends action for correction.
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20
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Ensures that all forms are included and properly coded in the forms
inventory system. Verifies that procedures for each form and for the
total system are current in a Reference Manual.
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10
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Reviews published material relative to forms management from both
within and outside the government. Participates as. a forms specialist
team member in studies, projects or committees as required.
|
10
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Specifications
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Degree/Points
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Expertise
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A/80
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A knowledge of the analysis of forms procedures and forms design
techniques is required in order to collect and analyze relevant
information and to make recommendations concerning forms production and
use. It is also necessary to have a basic knowledge of the objectives
and operations of the organization in which the request or desired
modification originated.
|
|
Nature and Impact of Activities
|
A1/70
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Nature
|
|
The work requires the application of standard forms analysis
practices and techniques in gathering and reviewing appropriate material
and developing forms design specifications while carrying out assigned
forms projects.
|
|
Impact
|
|
Recommendations concerning problems in forms
design or procedural weaknesses that require remedial action are made to
the Head, Forms Management and can affect the efficiency and economy of
departmental forms production and use.
|
|
Managerial Responsibility |
A/30 |
There is no responsibility for the work of others.
|
|
Interpersonal Communications
|
1/20
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Interaction is required with departmental officials to obtain their
participation in forms projects. This includes both oral and written
communication with the originator to request additional information, to
provide details and explanations concerning standards and specifications
relative to forms construction and production and to discuss proposed
forms and forms systems.
|
|
BENCH-MARK POSITION DESCRIPTION
Bench-mark Position Number: 2
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Level: 2
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Descriptive Title: Methods and Procedures Analyst
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Point Rating: 326
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Summary
Reporting to the Assistant Director, Systems Development,
participates in systems development projects headed by a Systems Analyst.
Analyzes office practices and procedures in client organizations in relation
to new systems proposals. Assists in the design, development and
implementation of electronic data processing (EDP) systems and in
post-implementation reviews.
Duties
|
% of Time
|
Analyzes policies, objectives, goals, trends in workloads and
information needs of the client organization. Conducts fact-finding
interviews and determines system application requirements. Prepares
Data-Flow Diagrams of data flows, processes and storages used or
required. Identifies inefficiencies and opportunities for expansion of
capacity and scope of work. Suggests alternative methods of
accomplishing the required objectives within the stated limitations.
Assists in feasibility and cost-benefit studies of proposed alternatives
and in implementation planning.
|
20
|
Designs input forms, screen formats and report layouts. Describes
system application logic and rules using structured techniques such as
pseudo-code, base code and decision trees and tables. Develops manual
procedures to interface with the automated system. Designs test data for
all system requirements and conditions. Develops user training materials
and conducts training sessions of the proper use of hardware and
software. Assists users with any problems encountered in the new system.
|
65
|
Reviews original requirements definitions in relation to current
needs and identifies new requirements. Examines problem cases, time and
space utilization and operational efficiency and effectiveness. Prepares
written reports of deficiencies and areas of potential improvement.
|
15
|
Specifications
|
Degree/Points
|
Expertise
|
B/160
|
The work requires good knowledge of EDP systems analysis including
such practices and techniques as data flow charting, cost-benefit
analysis and feasibility and application studies as well as good
knowledge of the utilization of EDP systems including microcomputers. A
good knowledge of the objectives and operations of the client
organization is also required. This knowledge is needed in order to
collect and analyze appropriate data and report findings relating to
systems proposals, development and implementation.
|
|
Nature and Impact of Activities
|
131/116
|
Nature
|
|
The work requires participation in the identification and resolution
of systems development problems. It is necessary to apply appropriate
study techniques, analyze a range of data and make recommendations of
automation alternatives, training requirements and documentation
procedures.
|
|
Impact
|
|
Recommendations are made to an EDP Systems Analyst and contribute to
the quality of the systems developed as well as to the reduction of
costs. Decisions also affect the extent to which user requirements are
met.
|
|
Managerial Responsibility
|
A/30
|
Responsibility is primarily limited to own work.
|
|
Interpersonal Communications
|
1/20
|
The work requires discussions with various EDP users and potential
users in order to determine client needs with regard to system
development and improvements. It is also necessary, in specifying and
testing systems, to obtain the cooperation of users who may be resistant
to automation. In addition, there is a requirement to explain the proper
use of the hardware and software during user training sessions.
|
|
BENCH-MARK POSITION DESCRIPTION
Bench-mark Position Number: 3
|
Level: 2
|
Descriptive Title: Management Analyst
|
Point Rating: 326
|
Summary
Reporting to the Senior Management Analyst, plans and
conducts assignments in the fields of organization analysis, systems and
procedures analysis, operations research and work study in a number of
regional and district offices. Participates as a member of committees in
national projects and conducts studies in other regions.
Duties
|
% of Time
|
Participates in discussions with management concerning the
identification and clarification of organizational and systems and
procedures problems and the formulation of the terms of reference for
proposed studies. Plans and estimates resource requirements and time
schedules for proposed studies or segments of proposed projects for
which responsibility has been assigned. Applies appropriate study
techniques. Interviews staff at all levels concerning current methods
and procedures. Analyzes pertinent information from selected documents.
Determines and predicts levels of production of groups or individuals.
Analyzes workplace layout and telephone requirements, forms and
reporting systems, and office equipment requirements. Develops and
evaluates alternative methods, systems or procedures using cost benefit
or other types of analysis. Prepares a report of the findings, the
evaluation of alternatives and recommended courses of action. Prepares
and makes presentations to managers concerned with the review. Provides
support in the negotiation of the acceptance of recommendations by line
managers. Participates in the implementation of recommendations.
|
60
|
Participates as a member of committees in major projects at the
national level or in other regions. Provides technical knowledge,
applies techniques, performs analyses and makes recommendations as
assigned by the committee chairperson.
|
30
|
Provides ad hoc information to management concerning organizational
changes and improvements in human resources utilization and methods and
procedures. Discusses developments in the management services field with
management analysts in other federal and provincial departments and
private organizations.
|
10
|
Specifications
|
Degree/Points
|
Expertise
|
B/160
|
It is necessary to have a knowledge of a number of practices and
techniques including work measurement, method study, systems and
procedure charting, organization charting, workplace layout analysis and
cost-benefit analysis in order to plan and conduct assignments in the
fields of organizational analysis, systems and procedures analysis,
operations research and work study and make appropriate recommendations.
A good knowledge of the objectives of branch programs and associated
administrative services is also required.
|
|
Nature and Impact of Activities
|
61/116
|
Nature
|
|
The work requires participation in the identification and
clarification of problems to be studied, participation in the
establishment of terms of reference for proposed studies, the
application of appropriate study techniques, the assessment of
alternative courses of action and the development of recommendations.
While priorities are established and schedules approved by the Senior
Management Analyst, the studies are carried out with a minimum of
direction.
|
|
Impact
|
|
Recommendations require the concurrence of the Senior Management
Analyst. Proposed changes in systems, procedures, methods, organization
and office equipment selection can have a significant impact on the
utilization of resources, reduction of operating costs and service to
the public in regional and district offices.
|
|
Managerial Responsibility
|
A/30
|
There is a requirement to provide guidance and training to more
junior employees as well as to employees working on special assignments.
|
|
Interpersonal Communications
|
1/20
|
The work requires interaction with management representatives from
the area under review to discuss the terms of reference for proposed
studies, obtain and provide necessary details during the conduct of the
study and to present the final results. It is also necessary to
communicate with all levels of employees to explain the nature of the
study and to gain their cooperation in gathering relevant information
and data.
|
|
BENCH-MARK POSITION DESCRIPTION
Bench-mark Position Number: 4
|
Level: 3
|
Descriptive Title: Senior Forms Analyst
|
Point Rating: 573
|
Summary
Reporting to the Head, Publishing and Forms Management, plans, organizes
and implements the operations of the department's forms management program.
Promotes the program throughout the department. Monitors the program and
initiates and implements improvements. Supervises the Forms Management Unit.
Duties
|
% of Time
|
Provides a department-wide forms analysis and design service.
Oversees the analysis of proposed forms. Ensures that proposed forms
meet the requirements of the department, branch and concerned staff and
that new forms are required for a legitimate purpose. Makes suggestions
for form improvements. Discusses cost estimates for proposed forms
projects with managers and presents lower cost alternatives as
necessary. Implements a system for the annual review of each form and
participates in the review of forms. Verifies that the computerized
forms inventory database has accurate and up-to-date profiles of all
departmental forms. Interprets and applies the requirements of all
government programs applicable to forms including Official Languages,
Human Rights and the Federal Identity Program. Verifies all departmental
forms in relation to specified design, typesetting, and printing quality
levels. Controls expenditures and the acquisition, use and disposal of
equipment. Implements and evaluates the operation of a computer forms
design system. Analyzes, develops and implements forms policies and
procedures. Drafts new directives, procedures and amendments. Consults
with forms analysts and production experts in other government
departments and private industry concerning such matters as production
methods, costs and formats.
|
45
|
Provides training, advice and direction to forms coordinators in each
branch at headquarters and in each region. Meets with managers to
explain the forms management program. Discusses problems relating to
forms and procedures analysis and forms production and use at
departmental and interdepartmental meetings. Solicits and evaluates
suggestions from employees for forms improvements.
|
20
|
Conducts paperwork simplification studies on request and prepares
reports of results. Monitors forms implementation projects and reports
on progress to managers concerned. Prepares an annual report on forms
usage for each branch and region. Plans, analyzes, recommends and
implements the use of new technologies and equipment to improve forms
and forms services. Analyzes and evaluates audit reports.
|
20
|
Plans and assigns the work of the Forms Management Unit. Arranges for
contractors to handle peak loads. Sets objectives, priorities and target
dates. Provides advice and guidance and resolves problems. Reviews and
evaluates work performance. Implements established personnel policies in
the unit.
|
15
|
Specifications
|
Degree/Points
|
Expertise
|
C/240
|
The work requires a comprehensive knowledge of the principles and
techniques of forms management as well as of the practices related to
the production of forms. Considerable knowledge of the electronic
design of forms is also necessary along with good knowledge of
automated information storage and retrieval equipment and systems. In
addition, there is a requirement for knowledge of the application of
such techniques as cost-benefit analysis, paperwork flow diagrams and
procedure flow charts. A good knowledge of departmental policies,
objectives and operations is also required. This knowledge is
necessary in planning, organizing and conducting forms analysis and
design projects, in analyzing forms usage and paperwork simplification
data and in recommending improvements to the forms management program.
|
|
Nature and Impact of Activities
|
132/163
|
Nature
|
|
The work requires the resolution of problems related to the
analysis, design, production and implementation of forms.
Recommendations are made to departmental officers on all aspects of
forms design, usage and costs and on ways of improving forms systems
and procedures. While forms analysis and design services are based on
established practices and techniques, it is necessary to evaluate the
feasibility of new technologies and equipment in recommending
improvements and changes in procedures.
|
|
Impact
|
|
The work requires planning, organizing and implementing the
operations of the forms management program which is department-wide
and makes a vital contribution to the efficiency and effectiveness of
departmental operations and administration. Implementation of the
recommendations, which are made to the Head, Publishing and Forms
Management, result in standardization and improvement of forms and
processing methods, reduction of printing costs and elimination of
unnecessary administrative time. This not only reduces financial and
resource expenditures but also improves the quality of service to the
public. Recommendations also affect the acquisition and disposal of
equipment necessary for the design and production of forms and forms
systems. There is responsibility for overseeing expenditures of over
$300,000 annually.
|
|
Managerial Responsibility
|
C/110
|
The work requires the supervision of a unit consisting of two forms
analysts and a designer. This includes the planning and organization
of resources, the coordination of work assignments and the evaluation
of performance.
|
|
Interpersonal Communications
|
2/60
|
The work requires communication with branch and regional managers
to give advice on proposed forms projects and present possible
alternatives in order to lower costs. There is a requirement to
promote recommendations for the improvement of forms and related
systems and to obtain managers' agreement on all aspects of projects.
|
|
BENCH-MARK POSITION DESCRIPTION
Bench-mark Position Number: 5
|
Level: 3
|
Descriptive Title: Management Consultant
|
Point Rating: 579
|
Summary
Reporting to the Chief, Management Practices, participates in management
consulting and systems development projects headed by a Senior Consultant and
conducted throughout the department. Plans, organizes, co-ordinates and
controls selected assignments. Provides an advisory service to management.
Duties
|
% of Time
|
Discusses the nature of problems relating to management consulting
projects with a Senior Consultant and senior officials and develops
strategies to gain managers' acceptance, understanding and desire for
change. Conducts preliminary surveys and management reviews to clarify
problems. Assists in the development of terms of reference of projects
which define the problems, the approach to be taken and a work plan
giving consulting and client resource requirements and target dates for
different phases of the project. Determines study techniques and carries
out the various phases of the project. Develops optional solutions to
identified problems and prepares documentation of the analysis and
subsequent implementation plan. Makes oral and visual presentations to
gain management acceptance.
|
45
|
Discusses management information problems along with organization,
objectives and management processes with senior officials. Identifies
their information system requirements and prepares a User Requirements
Specification. Participates in a feasibility study which includes the
analysis of all relevant data, procedures and systems, the evaluation of
all possible manual and automated solutions to identified problems and
recommendations for the optimum solution. Contributes to the development
of a Functional Specification for the accepted system. Provides input to
different phases of the department's system development process.
|
25
|
Carries out selected consulting projects and determines the level and
expertise of resources required to meet management objectives.
Establishes goals acceptable to management and achievable by the project
team. Assigns tasks, schedules the various phases, co-ordinates
interrelated studies, monitors work and evaluates performance. Informs
management of project progress and resolves any problems. Makes
presentations at management committee meetings and discusses optional
solutions. Develops formal reports of results.
|
15
|
Responds to requests from all levels of management for advice and
assistance in resolving problems not associated with consulting
assignments. Carries out research relating to management philosophies
and techniques for implementation in client areas.
|
15
|
Specifications
|
Degree/Points
|
Expertise
|
C/240
|
A good knowledge of organization analysis, systems and procedures
analysis, operations research and information systems analysis including
the application of such techniques as organization design, feasibility
studies, impact analysis, requirements analysis, cost-benefit analysis
and resource utilization planning and control is required in order to
determine the approach, plan and organize management improvement
projects, analyze results and summarize findings. This also requires
knowledge of the objectives, policies, operations and long-term plans of
the organization under study.
|
|
Nature and Impact of Activities
|
C2/209
|
Nature
|
|
There is a requirement to arrive at optimum solutions to diverse
problems concerning changes in methods and procedures, organization
structures, policy and management information systems. It is necessary
to identify the nature of problems, establish terms of reference for
selected studies, determine and modify study techniques, develop
approaches from a variety of options, establish priorities and target
dates for different phases of projects and select report contents and
format. While the approach, method and recommendations as well as
project completion dates are discussed with a Senior Consultant, the
work is carried out without any additional review.
|
|
Impact
|
|
Recommendations are made to senior departmental officials upon
discussion with a senior consultant. Implementation of recommendations
can result in redistribution of work among staff, changes in
organizational structures and management information systems, and
generally improved utilization of financial, material and personnel
resources.
|
|
Managerial Responsibility
|
B/70
|
There is a requirement to lead a project team composed of one or more
analysts and participating client personnel in carrying out specific
consulting assignments.
|
|
Interpersonal Communications
|
2/60
|
It is necessary to communicate with client managers at all levels to
discuss managerial problems, to ensure the manager's familiarity with
the progress of projects and to gain approval of any alterations at
critical stages. There is responsibility for determining the format and
contents of project reports that is most likely to gain management's
acceptance of recommendations. Advice must be provided on problems
arising from changing philosophies, organization or functions caused by
modifications in legislation, regulations or public demands and
affecting the operations, procedures and utilization of resources.
|
|
BENCH-MARK POSITION DESCRIPTION
Bench-mark Position Number: 6
|
Level: 4
|
Descriptive Title: Senior Management Consultant
|
Point Rating: 746
|
Summary
Reporting to the Director, Management Consulting and Administrative
Practices Division, plans, organizes, directs, controls and conducts studies
to identify and analyses problems related to the organization, systems,
operations and management on behalf of senior managers. Directs and
co-ordinates teams responsible for major projects. Develops solutions
for managers' problems and helps managers apply them. Also conducts
organizational reviews.
Duties
|
% of Time
|
Identifies problem areas through consultations with client management
and recommends the role and involvement of the division in developing
solutions. Undertakes preliminary analysis and determines the terms of
reference (scope, objectives, resources, timeframes) of the project with
senior officials. Develops plans and operating methods and procedures
for studies. Identifies the extent, kind and source of relevant data to
be analyzed and the requirement for specialist or technical expertise.
Recommends the personnel, financial and other resources required and
determines the need for contractors. Examines relevant aspects of the
client organization such as its legislative base, mandate, assigned
responsibilities, regulations and directives governing its operations
and the level of satisfaction with services provided. Collects pertinent
facts regarding client activities and the organization structure.
Analyzes data gathered using a variety of techniques.
|
20
|
Develops project objectives and terms of reference with analysts and
departmental personnel engaged in major projects. Plans organization and
division of work to be done by project team. Develops detailed schedules
and target dates for completion of project phases with team members.
Assesses the implementation of changes in the terms of reference.
Coordinates the activities and reviews progress of the project team
members. Prepares written and oral progress reports for senior
management. Reviews completed work of team members. Develops integrated
solutions to problems and compiles and edits formal project reports.
|
20
|
Makes presentations to senior management and discusses the
implications of proposed changes with them and with the appropriate
central agency as required. Develops an integrated plan and schedule for
the implementation of recommendations accepted by management. Provides
briefing and training to employees on new systems or processes.
Establishes implementation measurement and assessment criteria. Monitors
the progress of implementation activities and adequacy of changes and
makes appropriate adjustments.
|
20
|
Reviews existing organization concepts and identifies overlapping
managerial responsibilities, program interfaces and gaps in program
interrelationships and determines the resulting impact on the structure
of the department. Develops and promotes an understanding of the
differences in organization structuring and makes appropriate
recommendations to senior management regarding organization change.
|
20
|
Provides advice concerning specific problems to management on short
notice. Provides guidance to managers regarding the use of private
consulting firms and assists them in determining the scope of the
project, activities to be performed, resources required, project
schedule, evaluation of contract bids and review of project
recommendations. Conducts research and develops projects to apply and
test new developments in management and organization theory.
|
20
|
Specifications
|
Degree/Points
|
Expertise
|
D/320
|
The work requires a comprehensive knowledge of the fields of systems
and procedures analysis, work study, operations research and
organization analysis in order to select and apply a wide range of
management analysis techniques such as systems and procedures charting,
work flow analysis, cost-benefit analysis and organization design. It is
also necessary to have a good knowledge of departmental objectives,
policies, operations and long-term plans to identify problem areas in
the client organization within the departmental context, develop
appropriate project plans, coordinate and conduct the analysis of
relevant complex data, formulate acceptable alternatives and determine
the optimal solutions to problems for presentation to management.
|
|
Nature and Impact of Activities
|
C3/256
|
Nature
|
|
The work requires the identification and resolution of a variety of
systems, operational, organizational and managerial problems or
deficiencies. There is a requirement to recommend the nature of the
project to be undertaken, to develop the terms of reference, to identify
the range of data to be analyzed and methodology to be utilized, to
determine the expertise required to complete the project, to develop
schedules and target dates for project phases, to develop integrated
solutions to problems, to assess their impact and to compile project
reports.
|
|
Impact
|
|
Recommendations concerning project findings are made to senior
departmental managers up to the Assistant Deputy Minister level subject
only to a general review by the Director, Management Consulting and
Administrative Practices. These recommendations include such proposals
to clients as changes in legislation, policy and directives, new program
and operational planning methods, improved systems and procedures for
the administration of programs, modified control and reporting
procedures, changed division of responsibility, interrelationship of
functions, delegation of authority and amended organization structure.
Implementation of these proposals can affect program budgets and
services to the general public, industry and private institutions.
|
|
Managerial Responsibility
|
B/70
|
There is a requirement to lead and coordinate teams of analysts and
departmental personnel engaged in major projects as well as to conduct
projects as the sole resource depending on the nature of the studies to
be done.
|
|
Interpersonal Communications
|
3/100
|
The work requires consultations with senior managers of the
department to identify problems areas to be studied and to establish
project objectives, terms of reference and resources requirements. The
support and cooperation of senior management must also be obtained in
gaining acceptance of proposed recommendations and implementing
significant changes in their organizations which can have considerable
impact on program budgets and delivery.
|
|
BENCH-MARK POSITION DESCRIPTION
Bench-mark Position Number: 7
|
Level: 4
|
Descriptive Title: Senior Analyst
|
Point Rating: 786
|
Summary
Reporting to the System Implementation and Coordination
Section Head, plans, develops, organizes and conducts a range of studies
relating to automated data processing (ADP) problems. Leads and coordinates
project teams. Recommends systems solutions to senior officials and
co-ordinates implementation.
Duties
|
% of Time
|
Examines the basis for the objectives and operations of the
organization and ascertains operational priorities. Undertakes a
preliminary analysis and establishes terms of reference of project with
senior officials. Reviews regulations, directives and reports of the
organization. Studies existing management information systems, practices
and policies. Identifies the extent, kind and source of relevant data
and directs the collection of pertinent facts. Analyzes data and
determines the causes of management problems and operational
deficiencies. Develops alternatives and recommends solutions. Prepares
formal reports and presentations on completed studies.
|
45
|
Develops and explains the objectives and terms of reference of
studies to the project team. Plans the organization and division of work
and develops detailed schedules and target dates for the various phases
with project team members. Advises team members on problems during the
study. Identifies the need for significant changes in the terms of
reference and assesses implications. Coordinates team activities,
reviews progress and prepares written and oral progress reports.
Develops integrated solutions to management problems with team members
and presents conclusions to senior officials. Compiles and edits formal
project reports. Develops integrated plans and schedules for
implementation in the organization with team members and senior
officials. Evaluates performance of team members.
|
35
|
Plans, develops, promotes and implements training programs to
introduce new techniques or systems to the organization. Plans and
organizes pilot projects and coordinates implementation operations.
Undertakes research projects, writes papers and presents lectures.
Initiates projects to test new developments.
|
20
|
Specifications
|
Degree/Points
|
Expertise
|
D/320
|
A thorough knowledge of information systems analysis and planning
techniques is required along with comprehensive knowledge of the
principles and application of other systems and procedures, organization
analysis and operations research techniques. It also requires an
in-depth knowledge of ADP including information system design,
application software, proprietary software, operating systems, hardware
and data communications. In addition, it is necessary to have good
knowledge of the objectives, operations and management practices of the
department. This knowledge is necessary to understand, define and
analyze management information system and ADP problems, to coordinate
and conduct studies, and to develop and present proposed solutions.
|
|
Nature and Impact of Activities
|
C3/256
|
Nature
|
|
It is necessary to plan, develop and implement a wide range of
ADP-oriented management studies and projects involving major changes and
the application of new developments to the department.
|
|
Impact
|
|
Recommendations are made to senior departmental officials subject
only to general review by the Section Head. Implementation of changes in
the resolution of management information problems can affect
departmental functions or services that may have an impact on the
public, business or industry.
|
|
Managerial Responsibility
|
C/110
|
The work requires ongoing responsibility for the coordination and
supervision of project teams composed of one or more analysts and/or
departmental personnel assigned for the duration of each project. The
number and size of teams corresponds to the number and nature of
projects undertaken at any particular time.
|
|
Interpersonal Communications
|
3/100
|
Meetings are held with senior officials of the department to discuss
and gain acceptance of the terms of reference of studies that identify
and analyze their ADP-oriented management information problems. It is
necessary to persuade managers to implement recommended improvements
which can result in major changes affecting government functions or
services when there may be resistance to change.
|
|
BENCH-MARK POSITION DESCRIPTION
Bench-mark Position Number: 8
|
Level: 5
|
Descriptive Title: Consultant
|
Point Rating: 920
|
Summary
Reporting to the Director, General Management Consulting,
plans, organizes, and undertakes management consulting studies for federal
government departments, agencies, Crown corporations, international
organizations and the governments of foreign countries. Leads and coordinates
the work of project teams. Conducts practical and theoretical research.
Undertakes promotional activities on behalf of the Branch.
Duties
|
% of Time
|
Analyzes the need for consulting studies of client organizations,
systems, policies, programs and activities, cross-governmental functions
and management and administration problems. Determines management
consulting involvement and participates in the development of terms of
reference with clients. Develops criteria and standards of performance
for study objectives. Examines the legislative basis of objectives and
operations of the organization. Determines authorities and priorities
for policies, systems, programs and operations and evaluates relevant
regulations, directives and reports. Assesses existing management
practices and approaches and determines their effect on the organization
and its problems as well as the potential for improvement. Identifies
the sources, extent, kind and relevance of information and data and
gathers it through surveys, questionnaires or interviews or designs
other approaches. Analyzes information and data using appropriate
analytical methods and techniques. Develops strategic workable options
to resolve problems and recommendations for action. Makes formal
presentations on alternatives and explains proposed changes, their
impact and potential improvement of client situations. Formalizes study
findings, conclusions and recommendations in a report to clients.
Develops integrated plans for implementation of approved changes with
clients and participates in implementation as agreed upon with them.
|
60
|
Develops project plans for the organization and management of project
team work and finalizes with clients. Selects contract consultants and
client organization staff and assigns to project work. Advises project
team members on specific problems and solutions. Directs the collection,
analysis and use of data and information. Prepares and presents progress
reports. Identifies and assesses the need for modification to the terms
of reference and negotiates changes. Develops conclusions with team
members and leads the analysis and assessment of recommendations.
Evaluates performance of team members.
|
20
|
Conducts practical and theoretical research in public administration
and management practice and in at least one area of specialization.
Initiates and undertakes projects to develop and test new consulting
tools, techniques and approaches. Writes articles for publication in
management and professional journals.
|
10
|
Analyzes management trends in the federal, provincial and
international sectors and identifies potential for management consulting
services. Participates in the formulation of business, product and
market development plans, strategies and programs for management
consulting services. Develops a network of contacts in the public sector
and undertakes promotional activities with potential clients.
|
10
|
Specifications
|
Degree/Points
|
Expertise
|
E/400
|
The work requires a thorough knowledge of organization and methods
principles, theories, practices and techniques along with consulting
skills to identify problems, develop project plans and activities and
provide practical solutions and recommendations to a wide range of
client organizations. There is also a requirement for a consulting
specialty (such as management information systems) in order to lead
specific projects requiring unique expertise. In addition, sound
knowledge of the legislative basis for the operations and management
practices of the public sector is necessary.
|
|
Nature and Impact of Activities
|
D4/350
|
Nature
|
|
The work requires being the lead person with clients for projects
involving all levels of the organization or interrelated organizations.
Recommendations are made with regard to the planning, development,
evaluation, design and implementation of major changes in the programs,
operations, structures and activities of client organizations. There is
a requirement to develop new consulting and management tools, techniques
and approaches through both research and consulting practice in order to
contribute to the improved performance of client organizations.
|
|
Impact
|
|
Consulting assignments are carried out for senior executives
primarily up to the Assistant Deputy Minister level but may also be at
the Deputy Minister level federally, provincially and internationally.
There is a requirement to make recommendations directly to clients
subject only to a general review by the Director or Assistant Director.
These recommendations are for actions encompassing legislation, policy,
programs, systems, productivity, operations and processes and responding
to a wide spectrum of problems in the public sector nationally and
internationally. As all work is done on a full cost recovery,
fee-for-service basis, client satisfaction is essential to
avoid serious financial repercussions.
|
|
Managerial Responsibility
|
B/70
|
It is necessary to lead and coordinate the work of teams of contract
consultants and client organization staff when required by the size and
nature of the projects undertaken.
|
|
Interpersonal Communications
|
3/100
|
The work requires the provision of objective advice and guidance to
the most senior personnel of client organizations often involving new
programs and approaches, changing long-standing management practices and
putting management improvement programs into place. There is a need to
overcome resistance to change, reach compromises and generate acceptance
of recommendations being made.
|
|
BENCH-MARK POSITION DESCRIPTION
Bench-mark Position Number: 9
|
Level:5
|
Descriptive Title: Project Manager
|
Point Rating: 952
|
Summary
Reporting to the Director, Management Consulting Services, plans,
organizes, directs, controls and co-ordinates the work of a number of project
groups engaged in studies that identify and analyze operational and management
problems upon request and recommends solutions to senior officials.
Participates in the direction of the Management Consulting Services
Directorate.
Duties
|
% of Time
|
Participates in consultations with senior officials to identify
problems and to recommend appropriate involvement of the Management
Consulting Services Directorate. Discusses and establishes objectives
and terms of reference of proposed projects with senior officials.
Develops plans, operating methods and procedures and obtains their
agreement concerning final project plans. Collects pertinent facts,
analyzes relevant data, develops solutions to management problems and
documents results for presentation to senior officials.
|
25
|
Negotiates resources including the secondment of departmental
personnel for large-scale projects. Selects external management
consultants when necessary and negotiates their financial conditions.
Assigns these resources or section staff to tasks or segments of
projects and approves terms of reference and schedules for each segment.
Provides advice and guidance and determines special approaches and
techniques when appropriate. Co-ordinates the activities of teams and
monitors progress. Guides and assists teams in the development of
proposals and recommendations. Reviews and evaluates interim and final
reports. Assesses the implications of recommendations and makes
presentations to senior officials. Provides advice and assistance to
them in effecting implementation.
|
45
|
Participates as a member of the Directorate Management Committee.
Describes and interprets the range of services offered by the
directorate. Contributes to the development of departmental policy in
the delivery of management consulting services and to the establishment
of project priorities. Supervises consultants, recruits staff,
participates in training and development of staff and prepares
performance appraisals.
|
20
|
Provides ad hoc advice to management in resolving problems on short
notice. Serves on training advisory committees and participates in the
development and conduct of management improvement training programs.
Carries out research and development to determine improved methods of
meeting the needs of the client.
|
10
|
Specifications
|
Degree/Points
|
Expertise
|
E/400
|
The work requires a thorough knowledge of organization and methods
principles, theories, practices and techniques and of the methods used
in conducting major management studies of complex departmental
functions, operations, organization and management systems and
practices. It also requires a comprehensive knowledge of government
administrative
|
|
policies and practices, their legislative basis and their
interrelationship with departmental policies and operations. This
knowledge is needed to plan and coordinate major departmental studies at
all levels of the organization and to develop solutions to complex
management problems.
|
|
Nature and Impact of Activities
|
D3/302
|
Nature
|
|
The work involves the development of solutions to problems involving
complex changes in departmental policy and the achievement of the
department's primary objectives. In order to arrive at acceptable
solutions, it is necessary to organize and direct a wide range of
management consulting studies which may include the application of new
concepts and developments in management improvement principles and
practices.
|
|
Impact
|
|
Recommendations are presented on a confidential basis to senior
departmental officials or to the deputy head subject to only a general
review by the Director. Decisions resulting from studies are concerned
with important changes in overall policy on matters affecting the
department, organization structure, delegation of authority, assignment
of authority for major departmental functions, reassignment of
responsibility between units and programs and services that may have an
impact on the public, business or industry.
|
|
Managerial Responsibility
|
D/150
|
It is necessary to direct, control and coordinate a number of project
teams composed of a Team Leader and one or more directorate consultants
and analysts, staff seconded from other areas of the department and at
times private consultants retained by the department and to supervise
project teams directly depending on the size, nature and complexity of
each project. There is also an on-going responsibility to participate in
the direction and supervision of the work of the Management Consulting
Services Directorate.
|
|
Interpersonal Communications
|
3/100
|
There is a requirement to gain the confidence and cooperation of
senior departmental officials up to the Deputy Minister level in
planning and conducting projects. It is also necessary to persuade them
to accept major management improvement proposals involving management
practices, operating methods and organizational structures as well as to
implement changes in departmental policy, programs and services.
|
|
|
|