Very small or indeterminate (under $700,000) 2 Small ($700,000 $14 million)

3. Medium ($14 million - $140 million) 4. Large ($140 million - $1.4 billion) 5. Very Large ($1.4 billion - $14 billion) 6. (Over $14 billion)

1 Very Small or Indeterminate

• As of 7/10, there were approx. 990 (about 56%) active job classes with this rating.

• The magnitude is a very small or indeterminate portion of the Agency mission.

• Operational budget influenced is under $700,000. • Most State jobs are 1 – limited or indeterminate –

because either the $ amount controlled is under $700,000 OR others have a significant effect on the decisions made.

2 Small

• As of 7/10, there were approx. 420 active job classes with this rating.

• The magnitude is a small portion of the State or Agency mission.

• Operational budget influenced is $700,000 to $14,000,000 ($14 million).

• Most State jobs that aren’t placed in 1 above are found here, either because the $ amount clearly controlled falls in this area OR a position’s role is very broad and

contributes to a much larger amount, although others also have a significant effect on the decisions made. 3 Medium

• As of 7/10, there were approx. 150 active job classes with this rating.

• The magnitude is a medium portion of the State or Agency mission.

• Operational budget influenced is $14,000,000 ($14 million) to $140,000,000 ($140 million).

4th Edition Hay Operating Manual 2011 39 4 Large

• As of 7/10, there were approx. 80 active job classes with this rating.

• The magnitude is a large portion of the State or major Agency mission.

• Operational budget influenced is $140,000,000 ($140 million) to $1,400,000,000 ($1.4 billion).

5 Very Large

• As of 7/10, there were 17 active job classes with this rating.

• The magnitude is a very large portion of the State’s mission.

• Operational budget influenced is $1,400,000,000 ($1.4 billion) to $14,000,000,000 ($14 billion).

6 Whole State

• As of 7/10, there were 3 active job classes with this rating: Commissioner of Education, Commissioner of Minnesota Management and Budget, and Executive Director Investment Board.

• Operational budget influenced is more than $14,000,000,000 ($14 billion).

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Job Impact

A position’s Job Impact is considered to be indirect (indirect or contributory) or direct and measurable (shared or primary). It involves the way in which the position’s actions affect end results in the agency. For example, how does the employee influence the business of the agency – directly or indirectly? Does the employee provide advisory or interpretive services for others to use in making decisions? Is the job an

information-recording one? Does it provide a necessary service with a relatively small effect on the business of the agency? “Contributory” and “primary” are, by far, the most frequently used options. The Hay raters often must determine whether the position is primary over a smaller or indeterminate amount or contributory over a larger amount. To make this decision, they consider the position’s primary function in the organization and reflect that organizational role through the rating.

I Indirect

• As of 7/10, there were approx. 110 active job classes with this rating.

• This option was previously called “Remote.”

• Positions provide informational, recording or incidental services for use by others related to some important end result.

• Job activity may be complex, but the effect on the overall organization is relatively minor.

• Employees typically collect or process information or data for other positions with more direct impact on the organization.

• Employees perform tasks with little recognition of the use to which the end results will be put or what they influence.

• This Job Impact option is the least direct of the four available options.

C Contributory

• As of 7/10, there were approx. 1025 active job classes (About 58%) with this rating.

• Positions provide interpretive, advisory or facilitating services for use by others in taking action.

• This type of Job Impact is appropriate where jobs are accountable for providing significant “advice and counsel” in addition to information and/or analysis, and when decisions are likely to be made by virtue of that counsel.

• Such impacts are commonly found in staff or support functions that significantly influence decisions. • For example, a “product manager” may provide

recommendations that, when acted upon, materially influence sales revenues; a labor relations specialist makes recommendations that “contribute” to union settlements of a given magnitude.

• Positions are generally supportive in nature. • Position’s role is to provide advice, counsel or

recommendations to assist decision-makers and/or action takers.

• This Job Impact option is more direct than the “Indirect” option.

4th Edition Hay Operating Manual 2011 41 S Shared

• As of 7/10, there were 10 active job classes with this rating, including the Governor’s position.

• Positions participate with peers within or outside the organizational unit to make decisions and take actions jointly; a basic rule is that “sharing” cannot exist vertically in an organization – it can only exist among peers. • Shared impacts can exist between peer jobs and/or

functions, and suggest a degree of “partnership” in or “joint accountability” for the results.

• This option is rarely used; it’s for equal partnership situations such as the Governor’s shared decision- making with the Legislature or in self-directed work teams.

• Responsibility and accountability are shared equally with others.

• For example, there may be shared accountability between engineering and manufacturing functions for a successful product.

• A committee where each member has an equal vote is an example of shared accountability.

• This Job Impact option is more direct than “Contributory” because these positions share direct accountability fairly equally. However, since it is shared, these positions have lower Job Impact than a position that is considered to be “Primary.”

P Primary

• As of 7/10, there were approx. 510 active job classes with this rating.

• Positions are directly accountable for making decisions and taking actions, directly or through subordinate positions, which determine and control the results. • Line management positions are generally considered to

be controlling their own operating areas.

• These positions control the Job Impact on end results, where any shared accountability with others is

secondary.

• Such impacts are commonly found in operations and managerial positions that have “line accountability” for key end result areas, whether they’re large or small. • For example, a supervisor may be “primarily

accountable” for the production or output (value added) of a unit within the context of available resources (e.g., human resources and controllable expenses); whereas the Minncor Vice-President of Operations may have a primary impact upon the total value added in the manufacture of products or upon costs of goods manufactured.

• The key is that the job exists to have the controlling influence on certain end results of a given magnitude, and that accountability is not shared with others, i.e., “the buck stops here.”

• This is the most direct Job Impact option. There are also “fine-tuning” decisions to be made in

Accountability, with several options available for each rating combination. For example, C1P can be assigned 57 points, 66 points or 76 points.

4th Edition Hay Operating Manual 2011 42 A fourth factor, special conditions, is

used when appropriate for certain jobs where physical effort, noxious physical conditions, physical hazards and/or sensory attention demands are significant elements. Prior to 1995, when the sensory attention demands aspect was added, this section was called “Working Conditions.” These points are typically not applied to professional level positions for two reasons:

• Professional positions are less likely to spend as much of their time in conditions that

emphasize physical effort, noxious physical conditions, physical hazards, or sustained sensory attention demands. • Even if the professional positions

do experience some of these conditions, the effect of Special Conditions points on the overall Hay rating becomes increasingly negligible as the Know-How, Problem Solving and

Accountability point values become higher.

Special Conditions points have much more of an effect on AFSCME-type positions, where the overall number of points are typically lower than those of professionals, supervisors and managers.

To read existing Hay ratings that include Special Conditions points, it helps to know the following codes. Each of the four elements is assigned 0 – 10 points for relevant situations.

P = Physical Effort E = Environment H = Hazards

S = Sensory Attention (added in 1995)

CHAP

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S

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4th Edition Hay Operating Manual 2011 43