Hay Job Evaluation Manual Best Practice.pdf

Northwest TerritoriesHAY JOB EVALUATION MANUAL

July 3, 2001

Government of the Northwest TerritoriesJob Evaluation Manual

Table of Contents

1. Introduction

2. The Job Evaluation System

2.1 GNWT Job Evaluation Standards

2.2 Hay Guide Charts

3. Human Resource Manual Sections Pertaining to Job Evaluation

901 Job Descriptions

902 Evaluating a Position

903a UNW Bargaining Unit Job Evaluation Appeals

903b Excluded Employee Job Evaluation Appeals

4. Evaluation Reference Material – Hay Factors

4.1 Know-how

4.2 Problem Solving

4.3 Accountability

4.4 Working Conditions

5. GNWT Benchmarks

5.1 Introduction

5.2 Sort by benchmark Numbers

5.3 Benchmarks in Numerical Order

6. GNWT Model Jobs

6.1 Administrative Assistants

6.2 Clerks / Assistants

6.3 Collections Officer

July 3, 2001

6.4 College Instructors

6.5 Engineering / Technologist

6.6 Finance & Accounting

6.7 Human Resources

6.8 Information Technology

6.9 Inspectors / Regulatory

6.10 Institutional Corrections Workers

6.11 Legal Counsel

6.12 Nursing

6.13 Policy Officers

6.14 Records and Library

6.15 Renewable Resource Officers

6.16 Social Workers

6.17 Trades

Government of the Northwest TerritoriesJob Evaluation Manual

Introduction

July 3, 2001 1

The purpose of this manual is to serve as a guide for Job Evaluation Facilitators and

Departmental Job Evaluation Committees (DJEC) responsible for the application of the

Hay Job Evaluation Methodology used by the Government of the Northwest Territories

(GNWT). This manual is not a source of training and does not prepare individuals to be

job evaluators.

As the organization continually changes, the information in this manual may become

outdated or new information may be added. The Job Evaluation section of the Financial

Management Board Secretariat will send out replacement pages or post replacements

on the World Wide Web as may be appropriate. Manual holders are responsible for the

maintenance of their own manuals.

For additional information, users of this guide may contact the Job Evaluation Section,

Labour Relations and Compensation Division, of the Financial Management Board

Secretariat at (867) 920-8900.

Job Evaluation Quality Assurance Government of the Northwest Territories

Last Revision: April 22, 2004 Page 1 of 13

1. Delegation The Chairman of the Financial Management Board has overall responsibility for implementing and maintaining the Job Evaluation system used to evaluate Public Service Jobs in the Government of the Northwest Territories. The Chairman of the Financial Management Board has delegated responsibility for evaluating Public Service jobs, other than those jobs in the senior management group or Human Resource Jobs (as defined by the FMBS), to the Deputy Heads of the following departments, boards and agencies: The Department of Justice; The Department responsible for Resources, Wildlife and Economic Development; The Department responsible for Education, Culture and Employment; The Workers’ Compensation Board; The Executive; The Ministry of Aboriginal Affairs; The Department responsible for Municipal and Community Affairs; The Department responsible for Health and Social Services; The Department of Finance; The Department of Transportation; The Legislative Assembly; The Department responsible for Public Works and Services; and, The Northwest Territories Housing Corporation.

This delegation will be made subject to departments, boards and agencies meeting and maintaining Job Evaluation Standards as established by the Financial Management Board Secretariat and as detailed in this document. Delegation is also subject to the wishes of the Job Evaluation Facilitators’ Committee in respect of any particular job. The final arbiter of any disagreement between a department and the Job Evaluation Facilitators’ Committee shall be the Secretary of the Financial Management Board. 2. Financial Management Board Secretariat, Job Evaluation Unit

Responsibilities The Financial Management Board Secretariat, Job Evaluation Unit is delegated the responsibility for implementing and maintaining standards and processes respecting the Job Evaluation system. This includes, but is not limited to: The development, implementation and operation of quality control measures and

processes to ensure consistency and the overall integrity of the job evaluation system;

The provision of job description writing training to departmental Human Resource

staff and job evaluation training to departmental staff as appropriate;



The maintenance of records respecting benchmarks and job model descriptions and

evaluations as well as any other job evaluation tools provided; The management of job evaluation appeal and special review processes including

the representation of the Secretary of the Financial Management Board on Special Review and Job Evaluation Appeal Committees and Boards;

The maintenance of a master list of the evaluations for Public Service jobs;

Auditing compliance by delegated departments and agencies with Job Evaluation

standards including maintaining current listings of all departmental committee members inclusive of the names, gender, position and training history of each member;

Making appropriate recommendations to the Secretary of the Financial Management

Board upon the conclusion of audits respecting additional training requirements, establishing special processes to meet specific deficiencies or the withholding or rescinding of delegation where a department, board or agency fails to meet or maintain Job Evaluation Standards;

Communication with the Union of Northern Workers with respect to matters related

to job evaluation such as the development of agreements to address specific concerns, appeals of evaluations by Union members or the general operation of the Job Evaluation system and processes;

The evaluation of jobs for a department, board or agency where delegation of

responsibility for this function has not taken place or has been rescinded; The development, implementation and maintenance of systems in support of job

evaluation Chairing Job Evaluation Facilitators’ Committee meetings;

Communication and consultation with Hay Management Consultants.

3. Departmental Job Evaluation Committees

i. Committee Structure, Responsibility and Reporting Relationships

Departmental Job Evaluation Committees have designated authority/accountability from their respective Deputy Heads to carry out job evaluation functions in a department.



Departmental Job Evaluation Committees must be gender balanced and consist of no fewer than three members.

Committees are balanced with all members bringing knowledge to the committees with respect to jobs, departmental and Government functions and programs.

Departmental Job Evaluation Committees carry out their job evaluation responsibilities on behalf of their Deputy Head, but in the context of the Government of the Northwest Territories jobs and structures.

Departmental Job Evaluation Committee Members including the Job Evaluation Facilitator do not participate in and are not present during the evaluation of their own jobs by the committee.

Departmental Job Evaluation Committee Members including the Job Evaluation Facilitator do not participate in an evaluation where the incumbent of the job is a family member or where some other conflict of interest exists.

Departmental Job Evaluation Committee Members who find themselves in a conflict of interest situation due to having any reporting relationship with the job being evaluated are required to discuss this with the Job Evaluation Facilitator and if necessary in the opinion of the Facilitator, withdraw from the evaluation. Job Evaluation Facilitators shall discuss such matters as may affect them personally, with the full Departmental Job Evaluation Committee before reaching a decision as to whether or not they should withdraw from a particular evaluation.

A quorum for any committee shall be 50% of the Committee or three members, whichever is greater.

In the event that sufficient members are not available or cannot be appointed, members of evaluation committees from other departments may be invited to participate in another department’s evaluations.

ii. Job Evaluation Facilitators

Job Evaluation Facilitators’ are accountable to their respective Deputy heads for:

Chairing departmental job evaluation committees and leading evaluation

discussion and processes;



Ensuring that the integrity of the job evaluation system is maintained by

providing appropriate direction to Departmental Job Evaluation Committees where such committees may be moving away from the overall organization’s view of evaluations in general or changing the meaning of specific compensable factors, benchmark jobs or job models from what is commonly understood within the organization, by the Job Evaluation Facilitators’ Committee or by Hay Management Consultants;

Ensuring that committee members receive appropriate training (as defined in

section (iii) on the following page) prior to being part of decision making processes on committees;

Ensuring that job evaluation standards as contained in this document are met

within their respective departments, boards and agencies;

Reviewing quality assurance reports provided by the Financial Management Board Secretariat for the purpose of identifying evaluation anomalies or inconsistencies;

Responding to quality assurance reports by reviewing and adjusting internal

Job Evaluation Committee practices as appropriate to ensure more consistent evaluations or by indicating evaluation anomalies/inconsistencies that seem to exist in other departments to the Manager of Job Evaluation;

Ensuring that the Manager of Job Evaluation is made aware of departmental

committee membership inclusive of the names, gender, position title and training history of each member; and,

Regularly attending Job Evaluation Facilitators’ Committee meetings.

Job Evaluation Facilitators make recommendations to their respective Deputy Heads regarding the Departmental Job Evaluation Committee membership and the activities of any particular member with the intent of ensuring effective committee operation.

Job Evaluation Facilitators are fully trained in the use of the Hay Job Evaluation System. Appropriate training consists of no less than the three-day training program as delivered by Hay or the Job Evaluation Section of the Labour Relations and Compensation Division of the Financial Management Board Secretariat.

Job Evaluation Facilitators report to the Deputy Head of their department, board or agency for the purposes of job evaluation.



Job Evaluation Facilitators are appointed by their respective Deputy Heads and as such, speak for their respective departments in reaching final evaluation decisions as members of the Job Evaluation Facilitator’s Committee and on behalf of their respective Deputy Heads.

iii. Job Evaluation Committee Members

Job Evaluation Committee Members are fully trained in the use of the Hay Job Evaluation System. Appropriate training consists of no less than the three-day training program as delivered by Hay or the Job Evaluation Section of the Labour Relations and Compensation Division of the Financial Management Board Secretariat.

Job Evaluation Committee Members are responsible for evaluating jobs in accordance with their training and in a manner consistent with the organizational view and application of the system and its specific factors and dimensions.

iv. Deputy Heads

Deputy Heads appoint Job Evaluation Facilitators and Departmental Job Evaluation Committee members. Deputy Heads (or designates) approve job descriptions, job evaluations and the establishment/deletion of jobs for their departments. Deputy Heads are responsible for the integrity of the job evaluation system and the quality of evaluations within their respective departments.

4. Job Evaluation Facilitators’ Committee

i. Terms of reference

The terms of reference for the Job Evaluation Facilitators’ Committee is attached as Appendix #1.

ii. Committee Chair and Support

The Manager of Job Evaluation chairs the Job Evaluation Facilitators’ Committee. Job Evaluation Section staff establish agendas, maintain minutes and follow-up on Committee work and activities.



5. Departmental Human Resources Staff

i. Internal processes

Departmental Human Resource Staff ensure that internal processes with respect to writing job descriptions, preparing organization charts, completing required documents and obtaining appropriate sign-off, are established, disseminated within the department and adhered to within the department.

Department Human Resource Staff ensure that a valid and appropriate NOC code is assigned to each job in the department and that this information is reflected accurately in the Job Evaluation panels in the HRMS (PeopleSoft).

Departmental Human Resource staff ensures that managers/supervisors are aware of and follow internal procedures respecting the preparation of jobs descriptions, certification of job description content as well as documentation standards in preparing requests for evaluation.

6. Job Descriptions

i. Job Description Content

Job Descriptions for evaluation purposes must be current. Job Descriptions are “current” if they accurately reflect the duties assigned to the job in question and are described in the appropriate format. The information evaluated by the Departmental Job Evaluation Committee must be consistent with Job Description content.

ii. Format of Job Descriptions

Job Descriptions must be in the appropriate format as specified by the Financial Management Board Secretariat (see section 901 of the Human Resource Manual).

iii. Certification

Job Descriptions are certified as accurate by the supervisor and the Deputy Head (or designate).

Job Descriptions are signed by incumbents to certify that they have been read and understood.



iv. Content Disputes

Disputes respecting the content of job descriptions are resolved before evaluations take place. Final decisions respecting job description content are made by the Deputy Head (or designate).

7. Evaluations

i. Rationales

A rationale must be written for each evaluation.

The rationale addresses each of the four major compensable factors (and their various dimensions) evaluated as detailed in the Hay Job Evaluation System (Know-How, Problem Solving, Accountability and Working Conditions). A rationale also addresses the short profile (relationship between problem solving and accountability).

The rationale makes reference to any relevant job models, benchmarks or like jobs referred to in carrying out the evaluation and where appropriate, makes reference to other jobs within the same context or job family.

The rationale records the names of the committee members who carried out the evaluation of the job and the date of the evaluation.

ii. Factors

An evaluation considers all compensable factors and the elements of each factor (Cognitive Know-How, Managerial Know-How, Human Relations Know-How, Thinking Environment, Situational Challenge, Freedom To Act, Magnitude and Impact, Physical Demands, Environmental Demands, Sensory Demands and Mental Demands) as well as the short profile.

iii. Benchmarks and Job Models

An evaluation takes place with reference to appropriate GNWT job models or benchmarks. Hay Job Family models may be used in addition to GNWT resources or when GNWT references do not adequately address a particular job or job family.



iv. Organizational Context

Jobs are evaluated within their organizational context, taking into account the jobs of subordinate, peer and supervisory/management jobs up to and including the Senior Management Levels, as well as the entire Government structure.

v. Documentation

Documentation of all evaluation results as well as job description changes are prepared and placed on job files. Documentation of an evaluation includes: an evaluation request signed off by the Deputy Head (or designate);

a job description and organizational chart signed off the Deputy Head (or

designate);

A print out of the current Job Evaluation record from the HRMS. (which contains rationale details).

8. Job Evaluation Records

i. Position Files

Position files exist in two parts:

the working file, maintained in Departments; and,

the history file, maintained in the Financial Management Board Secretariat.

ii. Position file contents

Working files contain copies of documentation prepared as specified in 7.v above.

History files contain original documents prepared as specified in 7.v. and all other documentation pertaining to the position in question since the establishment of that position.



iii. Electronic Records

Job Evaluation Facilitators in each department are required to maintain current electronic records of all evaluations (sore thumb lists). These records are maintained as evaluations take place and are recorded in the HRMS maintained by the Financial Management Board Secretariat.

The record of each position and evaluation includes accurate registration information, the evaluation of the job, a rationale for the evaluation and a record of the names of the Job Evaluation Committee members who carried out the evaluation.

Minimum registration information includes position number and title, position location (department), National Occupation Classification (NOC) Code and GNWT Job Family Code.

9. Communication with Managers and Employees

i. Employees – Evaluation Results

The results of evaluations are communicated to employees through their Director/Manager when evaluations are finalized or amended, to ensure that Managers and employees are informed of any changes.

ii. Employees – Evaluation Questions

Employees are encouraged to discuss concerns about their evaluations with their supervisor/manager. Employees are provided with copies of their job description, evaluation result and job evaluation rationale upon request.

iii. Employees – Job Description Questions

Employee questions regarding job description content are addressed by the employee’s supervisor/manager.

iv. Employees – Appeals and Special Review Committee Referral

Communication respecting Job Evaluation Appeals takes place between the Deputy Head (or designate) and the employee until such time as the appeal or Special Review Committee request is referred by the Deputy Head to the Manager of Job Evaluation.



Communication with employees after such time as an appeal or Special Review Committee request has been referred to the Manager of Job Evaluation, takes place between the Manager of Job Evaluation and the Employee and is copied to the Deputy Head and the Facilitator.

Deputy Heads inform departmental supervisors/managers as may be appropriate, of appeal and special review results.

v. Communication With Manager/Supervisors

Job Evaluation Facilitators communicate evaluation results to appropriate managers/supervisors and the Deputy Head (or designate).

10. Quality Assurance

i. Reports to Facilitators

All Job Evaluation Facilitators will be provided complete sore thumb reports of all jobs on a monthly basis for their review and comment with respect to anomalies that may exist among the evaluations as well as for use as Job Evaluation reference material.

ii. Job Evaluation Audits

On an annual basis, or as deemed necessary by the Manager of Job Evaluation, Job Analysts will audit each department’s Job Evaluation Committee activities and job evaluation results to determine if Job Evaluation Standards are met.

Audits will consist of observing committee activities and reviewing a sample of evaluations, position files and electronic records to ensure that job evaluation standards in these areas are met. Draft Audit reports will be discussed with the departmental Job Evaluation Facilitator as appropriate, before an Audit Report is finalized.

Final Audit Reports will be provided to the Deputy Head of the affected department as well as to the Secretary of the Financial Management Board.

Audit results that indicate that standards are not met will be followed up by the Job Evaluation Section within three months of the audit report being produced to ensure that appropriate remedial action has taken place.



iii. Job Evaluation Review

The Manager of Job Evaluation, after review of departmental job evaluation results, may, after discussion with the appropriate Departmental Job Evaluation Facilitator, delay the implementation of any job evaluation result that the manager believes to be inconsistent with other evaluations in the GNWT. The manager may, in such cases, refer the evaluation to the Job Evaluation Facilitators’ Committee to conduct a review and evaluation or consult as appropriate with other Job Evaluation Facilitators or a Hay consultant in attempting to ensure consistent application of the Hay Job Evaluation Methodology.

iv. “Sore Thumb” Exercises

At each job Evaluation Facilitators’ meeting, new evaluations and changes in total points that have taken place during the prior month will be reviewed for consistency with the current ranking of jobs.

JOB EVALUATION HUMAN RESOURCE MANUALJob Descriptions and Organization ChartsBargaining Group and Excluded Positions Section 901

June 29, 2001 Page 1 of 15

JOB DESCRIPTIONSBARGAINING GROUP AND EXCLUDED POSITIONS

INTRODUCTION

1. Managers are responsible for assigning work to the positions under theirdirection and for describing that work in a job description. Deputy Heads are thefinal authority respecting the assignment of work and job description contentwithin their departments, boards or agencies.

APPLICATION

2. These guidelines and procedures apply to all positions except for the following:� Casual jobs,� Senior Management positions� NWTTA bargaining unit positions, and� Positions in the NWT Power Corporation

DEFINITIONS

3. A Job Description is a written statement of the duties and responsibilities of aposition. It also contains a description of the knowledge and skills required of anincumbent in order for the person to satisfactorily do the job. It lists the workingconditions that may exist when the duties of each position are performed. Deputy heads are the final authority respecting the assignment of work and jobdescription content within their departments, boards or agencies.

4. A Job is either a unique position or a number of positions that are similar andare adequately described by one job description.

5. A Position is one specific job. An employee fills a position and is referred to asan incumbent.

6. Responsibilities are a set of related functions or tasks forming a significant partof a job.

7. Task means a unit of activity, which with other units, make up a responsibility.

8. Job evaluation is the analysis and evaluation of the required know-how,problem solving, accountability and working conditions of a position. Jobevaluation establishes the relative value of a position within the GNWT.


June 29, 2001 Page 2 of 15

GUIDELINES

9. Managers wishing to compare job descriptions and evaluations must request jobdescriptions directly from the department concerned through their departmentalHuman Resource unit.

10. To be valid for the purpose of job evaluation, a job description must be approvedby the Deputy Head of the employing department, board or agency.

11. The approval date for a job description is normally the date that the position isestablished (new position) or has been re-written. However, the Deputy Headmay indicate a more appropriate effective date to coincide with a departmentalre-organization.

12. Explanation of the components of the job description follow. Please refer to theGNWT Job Description Writing Manual for complete and comprehensiveinstructions on job description development, including examples.

13. Section 1 - Identification

The Identification Section should include the position number, position title,department, division/region and location of the position.

In the case of a new position, enter the department code and the word NEW.

14. Section 2 - Purpose

A narrative statement explaining briefly why the position exists, including whatthe position does, within what context, and what overall result is expected of theposition. This is not a summarized list of the responsibilities.

15. Section 3 -Scope

This section describes the impact the position has on the area in which it islocated, the department, other departments, the government as a whole or thepublic as well as the importance of the impact.


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16. Section 4 - Responsibilities

This section summarizes the major responsibilities and the expected outcomesof those responsibilities that contribute to the overall purpose of the position.

A job typically has 1 – 5 major responsibilities, and these responsibilities may befurther clarified by describing 1 – 8 major activities that are carried out in meetinga specific responsibility.

Responsibilities describe the accomplishments with regards to people, ideas andthings that contribute to the overall purpose of the position.

Statements of responsibilities do not reflect any value to the position until theyare described within a context and a stated end result (outcome).

17. Section 5 - Knowledge, Skills and Abilities

This section summarizes the minimum level of knowledge, skills and abilities(however obtained) required to competently perform the job

Knowledge identifies the acquired information or concepts that relate to aspecific discipline.

Skills describe the acquired measurable behaviors that may cover manualaspects required to do the job.

Abilities describe natural talents or developed proficiencies required to performthe responsibilities of the job.

The scope and responsibilities of the position must support the requiredknowledge, skills and abilities.

Any bona fide (statutory) requirement for specific education, training orcertification (i.e. Registered Nurse, Journeyman Electrician, 4th Class StationeryEngineer, P. Eng.) is included here.

For clarification purposes, a statement that describes how an individual wouldtypically acquire the required knowledge skills and abilities should be added atthe end of this section.

18. Section 6 - Working Conditions

Working conditions describe the physical, environmental, sensory and mentaldemands of a position that are present while carrying out their responsibilities.


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Frequency, duration and intensity, measured in time (i.e. every day, 7 ½ hoursper day, two or three times a week, low, medium high intensity), documents theconditions of work, not the effect it may have on the incumbent. Examples whichdefine the levels of intensity are available from departmental Job EvaluationFacilitators and should be referred to in preparing this section of the jobdescription.

Physical demands: jobs may require levels of physical activity that vary inintensity, duration and frequency, or any combination of these factors thatproduce physical stress or fatigue (i.e. handling of materials; lifting, stretching,pulling; working in awkward positions; other unusual circumstances.

Environmental conditions: jobs may include progressive degrees of exposure ofvarying intensity to unavoidable physical and environmental factors, whichincrease the risk of accident, ill health or physical discomfort (i.e. exposure totoxic or unpleasant fumes; extremes of temperature, noise, vibration, dirt, dust;unavoidable exposure to hazardous substances, equipment and/or situations).

Sensory demands; jobs may require concentrated levels of attention with anycombination of the senses in order to discern something in the course of meetingthe responsibilities, and may vary in intensity, duration and frequency. Theintensity may be affected by subtle sensory factors that may be difficult todiscern. Demands may include: reading, watching, studying, observing; smellingtouching, attending to the nuances of sound; inspecting, proof reading, manualmanipulation; operating equipment, monitoring computer terminals, technicaltrouble shooting.

Mental demands: jobs may have external factors that create the risk of mental oremotional fatigue and may include: lifestyle disruption caused by work schedulesor travel requirements; boredom resulting from work repetition; concentratedattention for prolonged periods of time; lack of control over work pace orpriorities; emotional deprivation resulting from isolation or lack of privacy;exposure to emotionally disturbing experiences.

19. Section 7 -Certification

All of the following signatures are required:

(a) The incumbent’s signature (necessary unless the position is vacant)indicates an understanding of the work assigned to the position and forwhich they are responsible. The employee’s signature does not implyagreement or disagreement that the work should be assigned.

(b) The supervisor's signature confirms that the duties described are thoseassigned to the position and provide a basis for performance review.


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(c) The signature of the Deputy Head authorizes the creation of the positionand recommends the inclusion or exclusion of the position from thebargaining unit. The Deputy Head’s (or delegate’s) signature must bepresent for the job description to be considered “official”

20. The effective date for the official assigning of the duties in the job description tothe position is the date on which the Deputy Head signs the job description.

21. A current job description is provided to new employees. Employees are entitledto an up-to-date copy of the job description for their position on written request.

*** See Attachment 1 for a sample Job Description ***

Organization Chart

22. An organization chart is an important part of a job description as it provides a basisfor determining a position’s role within the organization and confirms theinformation in the job description. It also provides information about the other jobsthat may influence work in conjunction with the job that is being described.

23. Standardized organization charts provide each department with an accurate recordof its organization. This also assists the evaluation process by providing requiredinformation in a common format.

24. Charts must be updated to reflect organizational changes (i.e., transfer ofpositions, addition of new positions, deletion of existing positions, changes inreporting relationships).

25. Organization charts have a separate box for all indeterminate, term, seasonal andpart-time positions.

26. Organization charts do not include casual positions, or positions where the salaryfunds have not yet been allocated.

27. The reporting relationship indicated on the charts must match that on the relatedjob descriptions. When reporting relationships change, the organization chart andjob descriptions must be updated to reflect the change.

28. The position title used in a box is the same as the title on the job description. Italso matches the position title on the Job Evaluation form and in the humanresource information system.

29. The following guidelines apply to organization chart format.


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� A solid line connects boxes indicating direct line reporting relationships, e.g.between a supervisor and a supervised position.

� The line of authority always drops DOWN from the base of the supervisor'sposition box.

� The line of authority to a supervised position always enters the box at the top orthe side.

� A broken line indicates functional reporting relationship, e.g., when policyand/or technical advice is provided, but not direct supervision.

� A solid line box indicates the position is indeterminate.� A broken line or shaded box indicates the position is a seasonal, part-time,

term or a trainee position.� Charts are numbered in sequential order, usually starting with the Directorate.� An index of charts lists the organization's various divisions and regions with

their chart numbers. This is to be maintained by the departmental HumanResource office and updated as necessary.

� Charts must be on 8½ x 11 paper

30. Each chart identifies the following:� department, board or agency,� division, section or unit,� headquarters or region,� location (community),� chart number,� positions, both continuing and casual,� title of the authorizing officer, and� effective date approved.

31. The position title and number are identified in each position box.

32. Optional information outside and below the position box include the following:� the incumbent's name, � the location of the position (if different from that of the organizational unit), � the expiry date of a term position,� the evaluation level for the position.

*** See Attachment 2 for a sample Organization Chart ***

PROCEDURES

33. The manager completes the job description. It is encouraged that this be done inconcert with the incumbent if the position is occupied. Guidelines on how to


June 29, 2001 Page 7 of 15

complete the job description are contained in the Job Description Writing Manualwhich is available from departmental Human Resource Offices.

34. The incumbent signs the job description if the position is occupied.

35. The Supervisor signs the job description.

36. The Deputy Head reviews the job description and organization chart and signsboth indicating approval of the work assigned to the position and the jobdescription content.

37. When exclusion from the bargaining unit is requested, a letter explaining/supporting this exclusion is to be sent to the Manager of Labour Relations alongwith the Job Description.

38. Departments are responsible for the creation, maintenance and on-going reviewof job descriptions and organizational charts.

39. The departmental human resources office ensures the job description is filed inthe position file and that positions are scheduled for job evaluation as necessary.

40. Upon written request, a current job description and organization chart is providedto the incumbent of the position either by the manager or the departmentalHuman Resources office.


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Attachment 1SAMPLE JOB DESCRIPTION: NURSE IN CHARGE

IDENTIFICATION

Position Number Position Title00-0000 Nurse in ChargeDepartment Division/Region Location

Health & Social ServicesBoard

Community Health Programs Anywhere, NT

PURPOSE OF THE POSITION(Main reason why the position exists, within what context and what is the overallend result).

Manages the provision of Community Health Services in Anywhere, in accordance withestablished standards of nursing practice in the NWT and the philosophy and objectivesof the Board for the safe provision of safe standardized health care to the residents ofAnywhere

SCOPE(Describe in what way the position contributions to and impacts on theorganization)

This position is located in a 6-bed health centre in the community of Anywhere, servinga client population of 1200. The Health Centre is the sole medical facility in thecommunity, and the provision of critical incidence services are supported by physiciancontact through telephone and tele-medicine when communication links are available. Provides health services through four community health nurses who provide non-emergency medical care, and responds to medical crises that require decision makingoutside of the usual policies, procedures, and standards of care on a weekly basis. Theincumbent manages a $700,000 dollar budget allocated to provide a standardizedhealth care program as determined by Department of Health and Social Services.


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RESPONSIBILITIES(Describe major responsibilities and target accomplishments expected of theposition. For a management position, indicate the subordinate position throughwhich objectives are accomplished) 1. Manages the human and material resources within an assigned budget of

$700,000 for the Health Centre in order to assist in the protection, restoration,and promotion of health.

Main Activities:� Analyzes and evaluates health care programs and the delivery of nursing

services on a continuous basis in order to develop and implement new orrevised health care programs designed to improve the health of thecommunity population.

� Manages nurses and support staff to ensure the delivery of safe client carewithin established GNWT standards of health care.

� Reviews the monthly variance report and recommends the reallocation offunding to the Senior Nursing Officer, if required, to ensure adequate fundsfor the delivery of health care programs.

2. Provide professional nursing care and sanctioned-transferred medical functionsto clients (individuals, families, groups, and community) to prevent and restoreincidence of disease, disability, and death.

Main Activities:� Organize and implement a comprehensive community health service

designed to facilitate and maintain a healthy lifestyle.� Provide routine and emergency treatment services including short-term

inpatient care to ensure early diagnosis and prompt intervention in thetherapeutic and disease process.

� Provide guidance to nursing and support staff to ensure they provide a safe,acceptable standard of care to the residents of the community and tofacilitate professional development of the staff members.

� Provide guidance to nursing staff and recommends the medical referral orevacuation of particular patients to other health care providers or healthfacilities, to ensure an acceptable standard of care is provided to the client.


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3. Provide public health services according to the GNWT Health Standards toprotect, prevent and reduce the incidence of communicable disease, to promotea healthy lifestyle, and to reduce the incidence of disability and death to allcommunity members.

Main Activities:� Organizes and implements a variety of programs. These include well child

clinic, pre and postnatal clinic, school health program, chronic disease clinic,immunization programs, communicable disease surveillance and treatment,and conducts home visits for the elderly population, to promote a healthy wayof life, and decrease the incidence of death and disease.

� Identify abnormal findings during patient assessment, and recommend to thereferral physician in BRHSSB a course of ongoing treatment or referral to thetertiary care centre to ensure the client receives the acceptable standard ofcare within the NWT and the Health board policies.

� Participates in research (e.g.: Flu watch), special projects (new immunizationprogram). Provides input and participates in monthly interagency meetings toplan, implement, and evaluate joint projects related to the community’s healthstatus in order to facilitate the objectives of the strategic initiatives plan of theHealth Board and the Department of Health and Social Services.


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KNOWLEDGE, SKILLS AND ABILITIES (Describe the level of knowledge, experience and abilities that are required forsatisfactory job performance) 1. Knowledge of Public Health Practice as well as a technical knowledge of Nursing

theory and process.

2. Knowledge of current nursing trends in disease prevention, practice and programs inorder to keep nursing practices current and to plan, develop, coordinate, control,implement and evaluate a comprehensive health service appropriate to communityneeds. Must be sensitive to the cultural, social, and regional conditions in order forthese programs to be effective.

Skill in Emergency care and treatment as the position is required to performtransferred medical functions beyond normal hospital nurse training. Ability toperform advanced nursing functions such as: � Suturing and venipuncture for all age groups� Immunization techniques� Basic Lab skills (ESR, WBC, HGB, blood smears, pregnancy tests, microscopic

exam of specimens, various swab specimens, and preparation of specimens forculture and sensitivity Basic radiology techniques, and quality control andelectrocardiograms

� X-rays of chest and extremities, cast application and removal, and preparation ofsplints and application

� Pharmacy skills such as dispensing of medications and prescribing medicationunder approved policy

3. Skill and ability to communicate and teach clients and staff members, to supervise,manage and motivate a diverse group of people (staff members, students,community groups and clients, interact and participate with interagency groups,BRHSSB staff, GNWT staff, and individuals or groups who are involved in the careand health status of the community).

This level of knowledge is typically acquired through a B.Sc.N. or through an approvedequivalency plus a minimum of 3 years of nursing practice including a minimum of oneyear in hospital nursing. The incumbent should have at least six months of supervisoryexperience. An active registration with the NWTRNA and basic CPR with annual re-certification is mandatory.


June 29, 2001 Page 12 of 15

WORKING CONDITIONS

Physical DemandsFrequency Duration Intensity

Lifting and carrying patients. 3x a week 5 minutes Moderate

Assists staff member to transport incapacitated patients within the Health Centreand Emergency patients coming to the Health Centre.

Environmental ConditionsFrequency Duration Intensity

Exposure to communicable diseases Every day 4 hours Low

Exposure to blood, drawn from patients in sick clinic and during the processing of bodyfluids for transportation. Exposure to clients who are on TB medications, and tocommon airborne diseases encountered in the clinic setting.

Sensory DemandsFrequency Duration Intensity

Crisis situations (hearing, sight andsmell)

4x a month 30 minutes High

Involved in every situation that requires dealing with difficult clients experiencingmedical problems, and requiring an immediate outcome. Exposed to situations that canbecome volatile as the incumbent is the first line contact by community members for theresolution of problems that require immediate intervention.

Mental DemandsFrequency Duration Intensity

Limited access to medical backup. Each day andnight.

2 hours Moderate

Must be available to provide medical guidance and intervention to subordinates withoutthe availability of a physician in the community. Lack of specific or critical medical skillsnormally provided by a physician (i.e. surgery) requires the incumbent to make medicaljudgements beyond the scope of their training. Must often wait up to 8 hours for patienttransfer, as medivac services are dependent on the weather and availability of planes.


June 29, 2001 Page 13 of 15

CERTIFICATION

Position Number:

__________________________________Employee Signature

__________________________________Printed Name

_________________________________Date

I certify that I have read and understand theresponsibilities assigned to this position.

______________________________Supervisor Title

______________________________Supervisor Signature

______________________________Date

I certify that this job description is anaccurate description of theresponsibilities assigned to theposition.

_______________________________________ _______________________________Deputy Head/Delegate Signature Date

I approve the delegation of the responsibilities outlined herein within the context of theattached organizational structure.

“The above statements are intended to describe the general nature and level of work beingperformed by the incumbent of this job. They are not intended to be an exhaustive list of allresponsibilities and activities required of this position”


June 29, 2001 Page 14 of 15

Attachment 2

SAMPLE DEPARTMENTHeadquarters: YellowknifeProgram Evaluation DivisionOrganization Chart #3

Secretary

SeniorProgram Advisor

Program Advisor

Senior ProgramEvaluation Officer

Program EvaluationOfficer

Type name hereType title here

DeputyMinister

Person Years Approved:Continuing 5.0 Deputy Minister

August 18,1999


June 29, 2001 Page 15 of 15

AUTHORITIES AND REFERENCES

Main Collective Agreement with UNWArticle 36, Statement of Duties

GNWT Job Description Writing Manual

JOB EVALUATION HUMAN RESOURCE MANUALEvaluating a PositionBargaining Group and Excluded Positions Section 902

June 29, 2001 Page 1 of 7

EVALUATING A POSITION

INTRODUCTION

1. Positions are evaluated using the Hay job evaluation methodology which is aranking system that compares jobs based on criteria comprised of fourcompensable factors – Know How, Problem Solving, Accountability, and WorkingConditions, to determine their relative ranking in the organization.

2. The responsibility for carrying out the job evaluation function is delegated todepartments, boards and agencies of the Government of the NorthwestTerritories as appropriate, by the Chairman of the Financial Management Board.

APPLICATION

3. This section applies to all positions except for the following:� the management group,� the NWTTA bargaining unit,� the NWT Power Corporation.

DEFINITIONS

4. Job evaluation is the analysis and evaluation of the required know-how,problem solving, accountability and working conditions of a position. The resultestablishes the relative value of a position within the GNWT.

5. HRXpert is the Human Resource Management Software designed anddeveloped by the Hay Group. It is used in the GNWT as a comprehensivedatabase listing all of the positions and evaluation strings. This database is usedfor comparison and quality assurance purposes. It is not used to evaluatepositions but rather as a tool to check that evaluations are accurate.

6. HRIS is the GNWT’s Human Resources Information System.

7. Departmental Job Evaluation Committee is a committee consisting ofemployees within a Department who have been trained in and have experiencein the use of the Hay Job Evaluation Methodology. This committee evaluates allpositions within the Department.



GUIDELINES

8. The effective date of an evaluation action is generally the date that the DeputyHead signs and formally approves the job description. Managers areresponsible for ensuring that the evaluation process is initiated as soon asmaterial changes occur to positions within their organizations.

PROCEDURES

9. Job evaluations are conducted by the appropriate Departmental Job EvaluationCommittee.

10. An up to date job description and organization chart is to be provided by theposition’s manager to the departmental Human Resource Office for review by theDepartmental Job Evaluation Committee

11. The Departmental Job Evaluation Committees have the delegated responsibilityto evaluate positions. Committees may seek assistance and guidance from theJob Evaluation Section of FMBS.

12. The Departmental Job Evaluation Committee will review the organization chartand job description for the position as well as any applicable benchmarks or jobfamily information.

13. Should the job description not be clear and complete in describing the position itshould be returned to the manager to be re-written.

14. Departmental Job Evaluation Committees may ask the employee and thesupervisor or manager of the position to make a presentation on the position toensure the committree members have a full and clear understanding of the job.

15. The employee (or representative) is not present during the evaluation processnor do they have any authority in the final decision of the committee.

16. An evaluation is conducted using the Hay Guide Charts, benchmarks, GNWT jobfamily information, comparisons to similar jobs and HRXpert. Attention is paid tothe organizational context of the position and consistency with similar positions inthe GNWT.

17. A rationale for the evaluation is outlined and recorded along with the evaluationin HRXpert.

18. Once the Departmental Job Evaluation Committee has developed the evaluationfor a position, original documents including the certified job description,organization chart, and a completed job evaluation form (as per Attachment 1



and 2) are forwarded to the Job Evaluation Section of FMBS by the HumanResource Office of the Department.

19. The required information for the job evaluation process is reviewed to ensure it iscomplete and appropriately authorized. The Job Evaluation Section of FMBSconducts a quality assurance check of the evaluation. For clarification, allquestions are directed to the Department Human Resource Office.

20. The evaluation of the position is entered into the Human Resource InformationSystem once all pertinent information is received and the job evaluation isreviewed for consistency with other positions across the Government. Thedepartmental Human Resource Office is notified once this has been completed.

21. The Facilitator for the Departmental Job Evaluation Committee ensures theresults are communicated to the Manager of the position. The manager shouldnotify the incumbent of the job evaluation results.

22. Copies of all job evaluation documentation are then filed in the Departmentalposition file.

23. Should the incumbent of the evaluated position disagree with the results of theevaluation they may appeal the decision. Incumbents occupying UNW positionsare to follow the appeal process outlined in Article 36 of the UNW CollectiveAgreement (Section 903a of the Human Resource Manual). Incumbentsoccupying excluded positions shall follow the Special Appeal Proceduresoutlined in Section 903b of the Human Resources Manual.



ATTACHMENT 1Job Evaluation Form

Job Data Panel

Position # Union CodeJob Title • Sr. Mgmt • UNW • NWTTA

• Excluded (approval required from LabourRelations)

Department/Div. Work Schedule

Dept Code • Monday to Friday • Rotating Irregular

• 42 Hours • 40 Hours • 37.5Hours

NOC code • Other, specify ____ weeklyhours

OtherLocation • Permanent

Position

Location Code • Term / End Date (dd/mm/yy)______/_____/_____• Full Time • Part Time _________% FTE

Supervisor # • Non-Continuous • Continuous

Review RequestAction Reason:• New Position • NOC Code Change • Position Deletion • Position Transfer• Position Extension • Position Union

Change• PositionReclassification

• Other______________

Comments:A. New position: Why is the position being established? Where did duties come from?B. Existing position: Briefly explain change in duties and nature of transfers.C. List other positions affected by changes.

Requested by Date

EvaluationFactor Degree Points Comments

Know How• Cognitive• Managerial• HRProblem Solving• Latitude• Challenge• %Accountability



• Freedom• Magnitude• ImpactProfileWorking Conditions• Physical• Environmental• Sensory• MentalWC Total

TOTAL • Entered in HRXpert

Effective Date• New duties added to Job Description (JD) (Date JD is signed by Deputy Head or up to 60days before the signing of the JD if the Deputy Head certifies that the described dutieswere assigned) (Article 24.11 (c) of Collective Agreement)• Interdepartmental Job Family Review (retro to April 1, 1998 where the Job Family wascreated prior to April 1, 2000)

Conversations between an employee and the supervisor regarding items missed in the jobdescription or job evaluation (“Note” on page 151 of Collective Agreement):• After March 1, 1999. Retro no more than 90 days.• Before March 1, 1999 and referral made to “informal review process.” Retroactivitymay be to April 1, 1998 assuming that the affected employee was performing the duties forthat period of time.

• Evaluation Appeal prior to March 31, 2000 Retroactivity may be to April 1, 1998assuming that the affected employee was performing the duties for that period of time.• Evaluation Appeal or Request for review filed after March 31, 2000 Retro no more than60 days prior to filing.

Comments:

DATE (dd/mm/yy) ____________/___________/_____-______

• Supporting DocumentationAttached

Authorized by Date



ATTACHMENT 2

JOB EVALUATION REQUEST FORMInformation Requirements

In order to maintain accurate and current position information in the GNWT HumanResources Management Information System (HRMS), the Job Evaluation section ofFMBS requires full and complete information from departments whenever a change ismade to a position, a new position is created or a position becomes inactive. Theinformation required for position management is itemized on the Job Evaluation form. The following is an explanation of some of the fields:

JOB DATA PANEL

� Continuous or Non-continuous: Ensures mandatory leave is recorded andexercised properly.

� Position # and Job Title: The title and number of the position being reviewed mustmatch the job description and organization chart.

� Union Code: Reflects whether the position is UNW/ Excluded/NWTTA/SeniorManagement.

� Department: The employing department of the position.

� Department code: The six (6) digit number representing the department. Adepartment may have more than one code, one for each Division, Board, etc.

� NOC Code: Refers to the National Occupational Classification Code, a three or fourdigit number assigned to every position in the GNWT. NOC codes are useful inconducting occupational surveys and various occupational statistical analyses. Departments are responsible for assigning an appropriate NOC code to new andexisting positions. When the Job Evaluation Form is received by the Job EvaluationSection the NOC code is reviewed to ensure it is appropriate to the position andconsistent with codes applied to other comparable positions.

� Location: Where the position is geographically located.

� Location Code: The HRMS code indicating where the position is geographicallylocated.



� Regular or term: Indicates if a position is permanent (ongoing) or if it has anestablished end date.

� Immediate Supervisor #: The position number to which the position under reviewreports. The reporting relationship should be depicted on the organization chart.

REVIEW REQUEST

� Action Reason/Comments. Explanation of why the change is being made to theposition.

EVALUATIONThe evaluation of the position. To be completed by the Job Evaluation Facilitator.

EFFECTIVE DATEThe date that the change to the position is to be effective in the HRMS. Unlessotherwise noted the effective date will be the latest date signed off on the jobdescription.


Main Collective Agreement with UNWArticle 36, Job Evaluation

Human Resource ManualSection 306, Exclusions

Job Evaluation Standards

JOB EVALUATION HUMAN RESOURCE MANUALJob Evaluation Appeal Process UNW Employees Section 903a

April 4, 2003 Page 1 of 1

UNW Bargaining Unit Job Evaluation Appeals INTRODUCTION

1. An employee who is a member of the UNW may appeal the evaluation of their position.

APPLICATION

2. These guidelines and procedures apply to all GNWT employees in UNW bargaining unit positions, except positions in the NWT Power Corporation.

DEFINITIONS

3. The Departmental Job Evaluation Committee is a committee consisting of employees within a single Department who have been trained in the use of and have experience in using the Hay Job Evaluation System. This committee evaluates all positions within the Department.

4. A Job Description is a written statement of the duties and responsibilities of a position. It also contains a description of the knowledge and skills required of an incumbent in order for the person to satisfactorily do the job. It lists the working conditions that may exist when the duties of each position are performed. Deputy Heads are the final authority respecting the assignment of work and job description content within their departments, boards or agencies.

5. Hay Guide Charts are the Hay Guide Charts produced by Hay Management Consultants as contained in Appendix C of the Collective Agreement.

6. First Level of Appeal: Job Evaluation Appeal Board is a committee consisting of the Secretary of the Financial Management Board, the Deputy Head of the employing department or their delegates, the President of the Union and one delegate or two delegates of the UNW as appointed by the President. All members are trained in the use of the Hay Job Evaluation System.

7. Second Level of Appeal: Job Evaluation Review Board is a committee consisting of a representative of the Employer, a representative of the Union and an independent chairperson. All members must be trained in the use of the Hay Job Evaluation System and the composition of the Review Board should remain the same throughout a particular appeal.



GUIDELINES

8. Only the incumbent of a position may appeal the evaluation of their position.

9. Employees cannot appeal the evaluation for a position they are acting in unless that acting assignment is for a period in excess of six months. However they can appeal the evaluation for a position that they occupy by virtue of a transfer assignment or a secondment.

10. A position can only be appealed on the basis of the evaluation and not an inaccurate job description.

11. Employees may not sit on the Job Evaluation Appeal Board or Job Evaluation Review Board where the position they occupy may be affected by the outcome of the appeal.

12. At all levels of the appeal process the Hay Job Evaluation Guide Charts and the Job Evaluation Manual will be used for evaluating positions.

13. The evaluation of a position by the Job Evaluation Appeal Board shall be final and binding if the decision is unanimous.

14. Where the decision of the Job Evaluation Appeal Board is not unanimous, no change will be made to the current evaluation and the employee may further appeal to the Job Evaluation Review Board which will make a final and binding decision.

15. The employee may withdraw their appeal request at any time during the appeal process.

PROCEDURES

16. Before submitting a written request for a review by the Job Evaluation Appeal Board to the Deputy Head, employees are encouraged discuss any concerns with the evaluation of their positions or the content of their job description with their respective managers.

17. If the job description was not accurate when evaluated by the Departmental Job Evaluation Committee, the manager/director shall rewrite the job description and re-submit it to the Departmental Job Evaluation Committee after the Deputy Minister (or delegate) has approved the assignment of work and job description content. This should occur within four weeks of the initial discussion.

18. The employee should document any concerns that they have with their evaluation. Written documentation of concerns respecting the evaluation, along



with the most current job description (which will be provided by the manager), should be re-submitted to the Departmental Job Evaluation Committee (please see Attachment 1 for a sample letter).

19. The Departmental Job Evaluation Committee will consider the job description along with the employee’s concerns and review the evaluation. The Departmental Job Evaluation Committee will provide the evaluation, as well as a written rationale to the manager/director who will then discuss this with the employee (please see Attachment 2 for a sample letter).

20. If an employee’s concerns have not been addressed through the above process, the employee may forward a written request for an appeal including their concerns to the Deputy Head (please see Attachment 3 for a sample letter).

First Level of Appeal: Job Evaluation Appeal Board

21. The Deputy Head refers the appeal to the Job Evaluation Appeal Board through the Manager, Job Evaluation, FMBS.

22. The FMBS coordinates the convening of the Job Evaluation Appeal Board (please see Attachment 4 for a sample letter).

23. The employee (or a representative) has the right to make a presentation on the employee’s behalf.

24. The manager/director is required to make a presentation respecting the position under appeal.

25. The decision of the Job Evaluation Appeal Board is final and binding when it is unanimous. (Please see Attachment 6 for the Appeal Board meeting process).

Second Level of Appeal: Job Evaluation Review Board

26. When the decision is not unanimous, the employee may request that the Deputy Head refer the appeal to the Job Evaluation Review Board via the Manager, Job Evaluation, FMBS. Such a request must be made within a 14 calendar day period after the employee is mailed a written decision.

27. Decisions of the Job Evaluation Review Board are final and binding (Please see Attachment 7 for the Job Evaluation Review Board meeting process).

28. Where, as a result of the review, a position is found to be over-evaluated and the maximum salary payable in the new range is less than the maximum salary of the incumbent of that position, he/she shall be paid as the present incumbent of



that position (PIO) as outlined under Section 1001, SALARY ADMINISTRATION of the Human Resource Manual and Article 24.09(1) of the Collective Agreement.

29. The effective date of a re-evaluation that results in an increase in pay shall be in accordance with Article 24.12(c) of the Collective Agreement.

30. The decisions of the Job Evaluation Appeal Board or the Job Evaluation Review Board are communicated in writing to the employee, the Manager, Job Evaluation, FMBS and the employee’s Deputy Head.

31. The Deputy Head ensures that the Board decisions are implemented within one week where such decisions are final and binding.

AUTHORITIES AND REFERENCES Articles 24 and 36 of Collective Agreement with the UNW that expires on March 31, 2002 MOU Page 195, Collective Agreement with the UNW that expires on March 31, 2002



Attachment 1 (Date) Dear (DEPARTMENTAL JOB EVALUATION COMITTEE Facilitator): Subject: Request for Job Evaluation Review by Departmental Job Evaluation

Committee This is to request a review of the evaluation of my position by the (department) Departmental Job Evaluation Committee. I have reviewed my concerns with my manager, (name), however I do not feel that my position has been evaluated properly. My reasons for concern are: (Rationale) I have attached a current job description for my position and the relevant organization chart, as provided to me by my manager. Sincerely, (employee name)



Attachment 2 (Date) Dear (Manager): Subject: Job Evaluation Review Decision This is to advise that the Departmental Job Evaluation Committee met on (Date) to review the position of (position name and number). The Committee determined the proper evaluation for this position to be (evaluation string) based on the following rationale: (Rationale) Please discuss the results of this review with the incumbent of the position. If the incumbents concerns have not been resolved by this review, he/she may request in writing that a further review be conducted by the Job Evaluation Appeal Board. Their request is to be sent to the Deputy Head, who will forward it to the Manager, Job Evaluation, FMBS. Sincerely, (Facilitator Name) (Department) cc. Position File



Attachment 3 (Date) Dear (Deputy Head): Subject: Job Evaluation Appeal Board Request – Position (#) This is to advise that I wish to have my position evaluation formally reviewed by the Job Evaluation Appeal Board. I am making this request for the following reasons: (Rationale) I have attached a current job description for my position and the relevant organization chart, as provided to me by my manager. Sincerely, (Employee) cc. Position File



Attachment 4 (Date) Dear (Employee Name): Subject: Position Evaluation Review – Job Evaluation Appeal Board Your request to have the evaluation of your position reviewed by the Job Evaluation Appeal Board has been received. Employees are encouraged to forward a detailed rationale for their appeal to the Job Evaluation section of FMBS. Please contact the Job Evaluation section of FMBS at (867) 873-7076 if you need further clarification. Sincerely, (Job Analyst, Labour Relations & Compensation) FMBS cc. Position File HR Division



Attachment 5 (Date) Dear (Employee Name): Subject: Position Evaluation Review – Job Evaluation Appeal Board Your request to have the evaluation of your position reviewed by the Job Evaluation Appeal Board has been received. It has been placed on the Agenda for the next committee meeting, which is scheduled for (time) on (date). Please make yourself available for this meeting and if you (or a representative) choose to make a presentation at this meeting, please contact me by (date) to make the appropriate arrangements. Sincerely, (Manager, Job Evaluation) FMBS cc. Position File

Attachment 6



JOB EVALUATION APPEAL BOARD PROCESS The following is an outline of the process the Job Evaluation Appeal Board will undertake when it convenes to review a job evaluation appeal. The Secretary of the Financial Management Board and the President of the Union of Northern Workers or their designates shall jointly chair the Board. 1. The Chairs shall introduce the members of the Appeal Board and bring the meeting

to order.

2. The Chairs shall confirm that the Appeals have been properly registered, the Board has been properly constituted, and that each Board member has the same information. This information shall include the position descriptions and relevant organization charts of the positions to be reviewed, a copy of the Job Evaluation Manual (inclusive of the benchmarks), and the Hay Guide Charts.

3. The Board shall review and discuss the job descriptions to ensure all members have an understanding of the jobs.

4. The Board shall call upon the employee(s) and his or her representative to attend the hearing.

5. The Chairs shall introduce the employee and provide sufficient time for the employee or their representative to give relevant information on the position, and the rationale for requesting a review of the evaluation of their position. The Board will ask the employee or their representative to clarify any points that the Board is unclear on.

6. The Chairs shall explain the decision making process to the employee and provide an indication as to when a response may be anticipated. Unless there are unusual circumstances, the decisions shall be rendered within 10 working days of the date of the hearing.

7. The Chairs shall introduce the manager/director responsible for the position under appeal and provide sufficient time for the manager/director to provide relevant information on the position. Board members may ask questions of the manager/director to address matters requiring clarification.

8. The manager/director and the employee (or representative) are not present during the evaluation process nor do they have any authority in the final decision of the committee.



9. The Board shall proceed with the evaluation of each position utilizing the Job Evaluation Manual, benchmarks and Hay guide charts.

10. The Board shall arrive at a decision as to the evaluation of each of the positions in question. In the event that consensus cannot be reached, the dissenting member shall file a minority opinion.

11. The Chairs shall record the decision of the Board, its rationale, whether the decision is unanimous or not, prepare a draft of the decision, including any minority opinions and circulate the draft decision to the other Board members for their review and authorization. When finalized, all members of the Board are to sign the decision.

12. The Chairs will provide the employees, their departmental Human Resources offices, the union and the other Board members with a signed copy of the decisions. The original copy will be the one forwarded to the employees.

13. The Board will conclude with a review of the process (what worked, what requires improvement), and with a commitment regarding completion of the report, release of the decision, and timelines.

Notes on the Appeal Process The Appeal Board must work co-operatively to review the factual information about

the jobs and arrive at a decision as to their proper evaluation.

At least two working days prior to the actual appeal hearing the following materials must be distributed to all committee members; employee’s appeal letter, an accurate job description and organizational chart, current job evaluation and rationale.

The Board must review the same disputed evaluation result that was previously reviewed by the Departmental Job Evaluation Committees.

The personal qualifications and/or performance of the incumbents are not relevant to the review of their evaluations.



Attachment 7 JOB EVALUATION REVIEW BOARD PROCESS The following is an outline of the process the Job Evaluation Review Board will undertake when it convenes to review a job evaluation appeal. 1. The Chair shall introduce the members of the Review Board and bring the meeting

to order.

2. The Chair shall confirm that the Appeals have been properly registered, the Board has been properly constituted, and that each Board member has the same information. This information shall include the position descriptions and relevant organization charts of the positions to be reviewed, the benchmarks, a copy of the Job Evaluation Manual, and the Hay Guide Charts.

3. The Board shall review and discuss the job descriptions to ensure all members have an understanding of the jobs.

4. The Board shall call upon the employee(s) and his or her representative to attend the hearing.

5. The Chair shall introduce the employee and provide sufficient time for the employee or their representative to give relevant information on the position, and the rationale for requesting a review of the evaluation of their position. The Board will ask the employee or their representative to clarify any points that the Board is unclear on.

6. The Chair shall explain the decision making process to the employee and provide an indication as to when a response may be anticipated. Unless there are unusual circumstances, the decisions shall be rendered within 10 working days of the date of the hearing.

7. The Chair shall introduce the manager/director responsible for the position under appeal and provide sufficient time for the manager/director to provide relevant information on the position. Board members may request clarification as necessary.

8. The manager/director and the employee (or representative) are not present during the evaluation process nor do they have any authority in the final decision of the committee.



9. The Board shall proceed with the evaluation of each position utilizing the Job Evaluation Manual and Hay guide charts together with the addendum to be developed and used in all appeals and also for the use of the DEPARTMENTAL JOB EVALUATION COMITTEE’s stated in the MOU in the Collective Agreement, pg. 195.

10. The Board shall arrive at a decision as to the evaluation of each of the positions in question. In the event that consensus cannot be reached, the dissenting member shall file a minority opinion.

11. The Chair shall record the decision of the Board, its rationale, whether the decision is unanimous or not, prepare a draft of the decision, including any minority opinion and circulate the draft decision to the other Board members for their review and authorization. When finalized, all members of the Board are to sign the decision.

12. The Chair will provide the employees, their departmental Human Resources offices, the union and the other Board members with a signed copy of the decisions. The original copy will be the one forwarded to the employees.

13. The Board will conclude with a review of the process (what worked, what requires improvement), and with a commitment regarding completion of the report, release of the decision, and timelines.

Notes on the Appeal Process The Review Board must work co-operatively to review the factual information about

the jobs and arrive at a decision as to their proper evaluation.

At least two working days prior to the actual appeal hearing the following materials must be distributed to all committee members; the Job Evaluation Appeal Board decision and any minority reports, the employee’s appeal letter, an accurate job description and organizational chart, current job evaluation and rationale.

The Board must review the same disputed evaluation result that was previously reviewed by the Departmental Job Evaluation Committee and the Job Evaluation Appeal Board.

The personal qualifications and/or performance of the incumbents are not relevant to the review of their position. The decisions of the Review Board are final and binding.

JOB EVALUATION HUMAN RESOURCE MANUALJob Evaluation Appeal ProcessExcluded Employees Section 903b

May 29, 2001 Page 1 of 12

Excluded Employee Job Evaluation Appeals

INTRODUCTION

1. An employee in an excluded position may appeal the evaluation of their position.The Special Review Committee conducts an independent review and evaluationof the position.

APPLICATION

2. These guidelines and procedures apply to all GNWT employees in excludedpositions.

DEFINITIONS

3. An Excluded Employee is an employee who is employed in a position that isexcluded from membership in a bargaining unit under Section 41. (1) (1.7) of thePublic Service Act.

4. The Departmental Job Evaluation Committee is a committee consisting ofemployees within a Department who have been trained in the use the Hay JobEvaluation Methodology. This committee evaluates all positions within theDepartment.

5. A Job Description is a written statement of the purpose and responsibilities of aposition. It also contains information respecting the knowledge and skillsrequired of an incumbent in order for the person to satisfactorily do the job andlists the working conditions that exist when the duties are performed. DeputyHeads are the final authority respecting the assignment of work and jobdescription content within their departments, boards or agencies.

6. Hay Guide Charts are the Hay Job Evaluation Methodology Guide Chartsproduced by Hay Management Consultants for the Government of the NorthwestTerritories.

7. The Special Review Committee is a committee consisting of an IndependentChairperson, a representative of the Secretary of the Financial ManagementBoard, and a Public Service Employee Designate (if requested by the employeeor otherwise assigned by the Manager of Job Evaluation). All members aretrained in the use of the Hay Job Evaluation Methodology.

8. An Employee Designate is a Public Service Employee who has been trained inthe use of Hay Job Evaluation Methodology and who has agreed to be a


May 29, 2001 Page 2 of 12

member of the Special Review Committee at the request of the employeeforwarding a submission to the committee.

9. Employee Representative refers to an individual that neither has to be a PublicService Employee or person trained in the Hay Job Evaluation Methodology butis chosen by the employee to make a presentation on the employee’s behalf.

GUIDELINES

10. Appeals should contain detailed information providing a rationale for why theemployee believes that their position is improperly evaluated.

11. Only the incumbent of a position may appeal the evaluation of that position.

12. Employees cannot appeal the evaluation for a position in which they are acting.However they may appeal the evaluation for a position they occupy by virtue of atransfer assignment.

13. An appeal may be filed with respect to Job Evaluation results only and not withrespect to job description content.

14. An appellant cannot act as his or her own designate to the Special ReviewCommittee.

15. The Special Review Committee will evaluate positions utilizing all factors in theHay Guide Charts in conjunction with GNWT Benchmarks, job families andmodel jobs and other materials contained in the GNWT Job Evaluation Manualor materials contained in the Hay Job Family and Model Job binder.

16. The evaluation of the position by the Special Review Committee shall be finaland binding, based on the majority decision of the committee.

17. An employee may withdraw an appeal at any time during the appeal process.This withdrawal must be in writing addressed to the Manager, Job Evaluation,FMBS.

PROCEDURES

18. Before submitting a written request for a review by the Special ReviewCommittee to the Deputy Head, an employee shall discuss any concerns withthe evaluation of their position or the content of their job description with theirmanager.

19. If the job description was not accurate when evaluated by the Departmental JobEvaluation Committee, the manager shall rewrite the job description and re-


May 29, 2001 Page 3 of 12

submit it to the Departmental Job Evaluation Committee after the Deputy Head(or delegate) has approved the assignment of work and job description content.

20. The employee should document any concerns that they have with theirevaluation. Written documentation of concerns respecting the evaluation, alongwith the most current job description (which will be provided by the manager),should be re-submitted to the Departmental Job Evaluation Committee (pleasesee Attachment 1 for a sample letter).

21. The Departmental Job Evaluation Committee will consider the job descriptionalong with the employee’s concerns and review the evaluation. TheDepartmental Job Evaluation Committee will provide the evaluation, as well as awritten rationale to the manager who will then discuss this with the employee(please see Attachment 2).

22. If an employee’s concerns have not been addressed through the above process,the employee may forward a written appeal including their concerns to theDeputy Head (please see Attachment 3).

23. The employee has a time limit of 30 days to file an appeal with the SpecialReview Committee following the notice of evaluation results for their positionfrom the Departmental Job Evaluation Committee.

24. The Deputy Head refers the appeal to the Special Review Committee throughthe Manager, Job Evaluation, FMBS.

25. The Financial Management Board Secretariat Job Evaluation Unit coordinatesthe convening of the Special Review Committee and informs the Employee ofthe expected time frames. (see Attachment 4 for a sample letter)

26. The Employee may request that a Public Service employee designate, trained inthe Hay Job Evaluation Methodology, sit on the Special Review Committee:

� The Employee contacts their department’s Human Resources Office to obtainthe list of trained employees who are willing to sit on the Special ReviewCommittee as an employee designate. Employees may not sit on the SpecialReview Committee themselves, as it is inappropriate for the incumbent of aposition to be involved in the position’s evaluation.

� The employee selects any person on this list or another Public Service employeewho meets the training and experience requirements of an employee designateand requests their membership at the Special Review Committee. It is up to theemployee to ensure they are comfortable with their choice of employeedesignate.


May 29, 2001 Page 4 of 12

� If the employee designate feels there may be a conflict of interest in sitting onthe Special Review Committee, they may decline to do so. The employee mustthen select and contact another representative.

� Where an Employee does not request an Employee designate, a departmentalJob Evaluation Facilitator from another department is appointed by the Managerof Job Evaluation.

27. The employee must be present for the Special Review Committee hearing.

28. The employee (or an Employee Representative) has the right to make apresentation respecting their concerns.

29. The employee (or representative) is not present during the Special ReviewCommittee evaluation process nor do they have any authority in the finaldecision of the committee.

30. Where, as a result of the review, a position is found to be over-evaluated and themaximum salary payable in the new range is less than the maximum salary ofthe incumbent of that position, he/she shall be paid as the present incumbent ofthat position (PIO) as outlined under Section 1001, SALARY ADMINISTRATIONof the Human Resource Manual.

31. The effective date of a re-evaluation that results in an increase in pay shall bethe date upon which the employee began to perform the describedresponsibilities as certified by the Deputy Head. No retroactive pay shall bemade for any re-evaluation adjustment that extends beyond 90 days prior to thesubmission of the request for a review to the Deputy Head.

32. The decisions of the Special Review Committee are communicated in writing tothe employee, the Manager, Job Evaluation, the Secretary of the FinancialManagement Board and the employee’s Deputy Head and Human ResourceUnit Manager.

33. The Deputy Head ensures that the Special Review Committee decisions areimplemented within one week of receipt.


Job Evaluation section of the Excluded Employee Handbook.


May 29, 2001 Page 5 of 12

Attachment 1

(Date)

Dear (Departmental Job Evaluation Committee Facilitator):

Subject: Request for Job Evaluation Review by Departmental Job EvaluationCommittee

This is to request a review of the evaluation of my position by the (department)Departmental Job Evaluation Committee. I have reviewed my concerns with mymanager, (name), however I do not feel that my position has been evaluated properly.

My reasons for concern are:

(Rationale)

I have attached a current job description for my position and the relevant organizationchart, as provided to me by my manager.

Sincerely,

(employee name)


May 29, 2001 Page 6 of 12

Attachment 2

(Date)

Dear (Manager):

Subject: Departmental Job Evaluation Committee Review Decision

This is to advise that the Departmental Job Evaluation Committee met on (Date) toreview the position of (position name and number).

The Committee determined the proper evaluation for this position to be (evaluationstring) based on the following rationale:

(Rationale)

Please discuss the results of this review with the incumbent of the position. If theincumbents concerns have not been resolved by this review, he/she may request inwriting that a further review be conducted by the Special Review Committee. Theirrequest is to be sent to the Deputy Head, who will forward it to the Manager, JobEvaluation, FMBS.

Sincerely,

(Facilitator Name)(Department)

cc. Position File


May 29, 2001 Page 7 of 12

Attachment 3

(Date)

Dear (Deputy Head):

Subject: Special Review Committee – Position (#)

This is to advise that I wish to have my position evaluation formally reviewed by theSpecial Review Committee.

I am making this request for the following reasons:

(Rationale)

I have attached a current job description for my position and the relevant organizationchart, as provided to me by my manager.

Sincerely,

(Employee)

cc. Position File


May 29, 2001 Page 8 of 12

Attachment 4

(Date)

Dear (Employee Name):

Subject: Position Evaluation Review – Special Review Committee

A request to have the evaluation of your position (Title) reviewed by the Special ReviewCommittee has been received. This matter will be placed on the Agenda for the nextcommittee meeting, which is tentatively scheduled for (time) on (date).

Attached is a list of Employees training in the use of the Hay Job EvaluationMethodology and who are willing to act as an Employee Designate on the SpecialReview Committee. Please arrange with an individual of your choosing for them to actas your designate on the committee and let me know as soon as possible who theindividual is.

You will be contacted closer to the hearing date as to specific times that you will berequired to be available to make a presentation to the Special Review Committee.Alternately, you may choose any other individual to make a presentation to theCommittee on your behalf.

Please contact me should you have any questions about this process.

Sincerely,

(Manager, Job Evaluation)FMBS

cc. Position File


May 29, 2001 Page 9 of 12

Attachment 5

(Date)

(Name)(Position)(Department)

Job Evaluation Special Review Committee Hearing

Your request to have the evaluation of your position reviewed by the Special ReviewCommittee has been placed on the Agenda for the Special review Committee meetingscheduled for (dates).

Please attend the hearing at (hour) on (month), (date), (year) at the (location). Pleasebe prepared to make a brief presentation (15 minutes maximum) respecting theelements of your job’s evaluation that you are concerned with. Alternately, you maybring any individual of your choosing to make a presentation on your behalf.Regardless of whether or not you choose to make a presentation yourself or have arepresentative do it, you may be required to respond to questions from the members ofthe Special Review Committee respecting your job.

The Committee will also invite your supervisor and the Job Evaluation Facilitator fromyour department to make presentations. Once all presentations are made, the SpecialReview Committee will deliberate and come to a final decision in private. You will benotified of the result within three to four weeks of the hearing date. This decision will befinal.

Chair, Special Review Committee

cc. Position File

ATTACHMENT 6


May 29, 2001 Page 10 of 12

(Date)

(Name)(Position)(Department)

Job Evaluation Special Review Committee Hearing

It is my understanding that (Employee) has asked you to act as his/her delegate on theSpecial review Committee convening to review (Employee)’s job evaluation and thatyou have agreed to do so.

You are therefore asked to attend the Committee hearing at (hour) on (month), (date),(year) at the (location). Please bring your Job Evaluation Manual and be prepared tospend several hours reviewing the evaluation of the position in question.

Please contact me should you have any questions about this process or your role in it.

Manager, Job Evaluation


May 29, 2001 Page 11 of 12

Attachment 7

Special Review Committee TERMS OF REFERENCE

The Special Review Committee (Special Review Committee) exists as a committeewhose mandate and authority is assigned and delegated by the Financial ManagementBoard Secretariat whose responsibility it is to select, modify and maintain the GNWTjob evaluation system.

The Special Review Committee is a committee consisting of an independentchairperson, a representative of the Secretary of the Financial Management Board, anda Public Service Employee Designate (requested by the employee or, failing that,assigned by the Manager of Job Evaluation). All members must be trained in the use ofthe Hay Job Evaluation System. The mandate of the Special Review Committee is to review evaluation decisions wherean employee believes that his/her position has been improperly evaluated. This processwill address appeals from employees in excluded positions. The Committee shall:

1. Evaluate positions forwarded by employees in excluded positions, utilizing all factorsin the Hay Guide Chart in conjunction with GNWT Benchmarks, GNWT Job Modelsand ladders and if necessary, Hay benchmarks and job models.

2. Review job descriptions, organization charts, and written concerns pertaining to theindividual job evaluation.

3. Hear employees’ (or representatives’) presentations to the committee (if any).

4. Hear the Departmental Job Evaluation Facilitators’ reasons for the evaluation of theposition.

5. Hear any presentation made by the supervisor of the employee.

6. Utilize any information or resources it deems necessary to make an informedevaluation decision.

7. Review the evaluation results in conjunction with similar jobs at those levels.

8. Use conference calls to receive evidence as necessary.


May 29, 2001 Page 12 of 12

9. The Committee exclusively deals with issues of Job Evaluation. The Committee maynot proceed with the evaluation of a position if, during the process, it has beendetermined that the job description may not be accurate (confirmed by the position’sDeputy Head), that the issue is one of labour relations and not job evaluation, or thatthe complaint is related to salary and not to the evaluation of the position.

10. Evaluations will be finalized according to the majority opinion of the Committeemembers.

11. Evaluation decisions will be final and binding and shall implemented within oneweek of the decision of the committee.

An employee of the Financial Management Board Secretariat Job Evaluation Unit shallco-ordinate the convening of Committee meetings, distribute all relevant documents(i.e. the employee’s appeal letter, an accurate job description and organizational chart,and current job evaluation and rationale and other relevant documentation) in advanceof the Special Review Committee meeting to all committee members and shall attendCommittee meetings in order to provide administrative support to the Committee. The Special Review Committee shall submit a report detailing Committee decisions(evaluations, evaluation rationales, names of evaluators, etc.) after each Committeemeeting to the affected employee, the Secretary of the Financial Management BoardSecretariat, to the Manager, Job Evaluation, FMBS and to the appropriateDepartmental Human Resources Manager and Deputy Head.

Meetings shall convene in Yellowknife when there are enough jobs/positions to warranta Special Review Committee Hearing.



TERMS OF REFERENCE JOB EVALUATION FACILITATORS’ COMMITTEE

1. Authority The Job Evaluation Facilitators Committee’s mandate and authority is assigned and designated by the Financial Management Board Secretariat whose responsibility it is to select, modify and maintain the GNWT job evaluation systems. 2. Mandate The scope of the committee does not include evaluation of union jobs that have been put forward for the formal appeal process under Article 36 of the UNW Collective Agreement or the evaluation of Senior Management and Human Resource jobs or jobs within the NWTTA bargaining unit and the Power Corporation. The mandate of the Committee is to carry out the following functions for the decentralization and implementation of the Hay Job Evaluation System for Union of Northern Workers and Excluded jobs including those in the Housing Corporation and Workers Compensation Board:

1. To develop processes for quality control in a decentralised environment; 2. To identify the need/review/evaluate GNWT Benchmark Jobs and/or

interdepartmental job models; 3. To evaluate jobs which are contentious; 4. To provide interpretations for the application of factors and formally report

to all departments; 5. To ensure interdepartmental consistency of ratings for similar jobs; 6. To resolve and provide support for other JE issues as requested by

departments or the Financial Management Board Secretariat; 7. To refer matters which cannot be resolved at the Committee level, as well

as departmental appeals of committee evaluation instructions, to the Secretary of the Financial Management Board for final decisions.

3. Members The Committee shall consist of the Job Evaluation Facilitator’s from all Government Departments as well as from the Legislative Assembly, the NWT Housing Corporation and the Workers’ Compensation Board.



Facilitators must have received training on the Hay Job Evaluation System and be in jobs at the Manager or Director level and report directly to the Deputy Minister for their respective Department on job evaluation matters. In order to ensure continuity of the working processes/issues of the JE Facilitator’s Committee, it is recommended that this be the incumbent of a job who is able to commit their time to attending committee meetings. The Manager of Job Evaluation will chair the Committee. FMBS will provide administrative support to the committee. 4. Decisions of the Committee Evaluation decisions made by the committee will be by majority vote of the attending members which must constitute a quorum of fifty percent (50%) plus one (1) of the total of the Committee members. Where a facilitator is unable to attend, another departmental representative, trained in the Hay Job Evaluation Method may attend the meeting and vote on evaluations on behalf of the Facilitator. The designated Facilitator for the department is accountable for their representative’s vote. Evaluation decisions will be binding upon the department and implemented within one week of the decision of the committee. 5. Reporting An employee of the FMBS shall attend committee meetings in order to provide administrative support to the Committee by preparing minutes detailing Committee activities, decisions, (evaluations, evaluation rationales, names of evaluators, etc.) and recommendations after each Committee meeting. Such minutes shall be distributed to the Committee member and Chair, to the Secretary, Financial Management Board, and to Deputy Heads. Committee members are responsible for distributing information to their department heads as appropriate. 6. Meetings Meetings shall be held monthly or as necessary in the opinion of the Committee Chair to carry out the Committee’s responsibilities.

Government of the Northwest Territories Job Evaluation Manual

Evaluation Reference Material

March 31, 2002 Page 1 of 31

Job Evaluation - UNW and Excluded Positions Introduction Job evaluation is the analysis and evaluation of work for the purpose of determining the

relative value of jobs within an organization. Job evaluation may also provide valuable information for organizational analysis and for human resource planning and

management.

For a job evaluation system to be effective, care must be taken in ensuring the system

is as objective as possible. It is important that each job be evaluated on the basis of

current, regular and on-going work conditions and job content. It is also essential that

the focus of the evaluation process be on the purpose, scope and responsibilities of work assigned to the position, and not an incumbent’s personal qualities or

performance.

As jobs are very often affected in some way by organizational change, maintaining the

job evaluation system requires that departments periodically and systematically review

their organization design and structure to determine if significant changes have

occurred. Any change in an organization’s structure may alter the content of a job,

which may result in an adjustment in the evaluation of the job. Organizational reviews are the responsibility of Senior Management, and it is recommended that these reviews

occur on a regular basis.

The Hay Job Evaluation Methodology is the foundation of the system used by the

GNWT. The Hay Methodology has been applied at all levels of organizations for over

50 years in both the private and public sector world-wide. The Hay methodology

recognizes four compensable factors that fit closely with the factors stipulated in equal pay legislation:




Equal Pay Legislation Hay Method Compensable Factors

Skill Ø Know-How

Effort Ø Problem Solving

Responsibility Ø Accountability

Working Conditions Ø Physical Effort, Environmental Factors, Sensory Attention, Mental Stress

Throughout this section reference is made to the Hay Guide Charts (please see Section

2 of the manual). The Guide Charts are an evaluation tool for the Hay method of job

evaluation and provide the criteria on which evaluation decisions are made. Each of the four compensable factors has a Guide Chart outlining the dimensions of each of the

factors and their respective point levels. Each job is given a ranking in accordance with the four factors in relation to other jobs in the organization, resulting in a total point level.

The white areas on the charts suggest logical combinations between the dimensions

within each of the factors.

Government of the Northwest Territor ies Job Evaluation Committees use the Hay Job evaluation methodology to rank jobs based upon consistent criteria as defined in the

guide charts. Jobs are not “rated”. It is important to note that job evaluation tries to

reflect the relative added value or worth of jobs in an organization. Based on this

premise, the Hay methodology works with the concept of step differences. Through

statistical research it was concluded that a “Just Noticeable Difference “ or step difference between factors is 15%. Step differences are the underlying logic of the

Guide Charts.

In the following sections each of the Hay job evaluation factors is reviewed. Please note that this serves as an introduction to the topic only and does not qualify an

individual to be a job evaluator.




1.0 Know How

Know how is the sum total of every kind of knowledge and skill, however acquired,

needed for acceptable job performance. Know How has three dimensions: Cognitive Know How

Cognitive Know How refers to the requirements for practical procedures, specialized

techniques, or scientific disciplines. This type of knowledge and skill may be

characterized by breadth (variety), or depth (complexity), or both. Jobs may require, in varying combinations, some knowledge about many things or a good deal of knowledge

about a few things. Thus, the measuring of Practical, Technical Know-How requires an understanding of “How much knowledge is needed about how many things and how

complex are they?”

LEVEL EXPLANATION POSSIBLE EXAMPLES

L. Limited Work of this kind is extremely simple, short cycle in nature, and typically involves manual effort. Job incumbents are required to respond to a few simple orders.

• Dishwasher

A. Basic Familiarity with simple work routines; work indoctrination.

• Copier Machine Operator • Mail Distribution Clerk

B. Elementary Capable of carrying out uninvolved, standard procedures AND / OR using equipment or machines which are simple to operate.

• Receptionist • Clerk Typist • Order Filler • Grounds Keeper

C. Vocational Experienced in applying methods or procedures, which generally are well defined and straightforward, but with occasional deviations. Skill in the use of specialized equipment may be needed.

• HR Assistant • Secretary • Customer Service Clerk • Electrician’s Helper

D. Advanced Vocational

Accomplished in implementing practical procedures or systems, which are moderately complex AND / OR specialized skills, which require some technical knowledge (usually non-theoretical) to apply.

• Programmer • Administrative Assistant • Drafter • Maintenance Foreman • Trades Journeyperson

E. Specialized A sound understanding of and skill in several activities which involve a variety of practices and precedents OR a basic understanding of the theory and principles in a scientific or similar discipline.

• Accountant • Labour Relations Officer • Engineer • Human Resource

Consultant • Mid Level Manager • Public Health Nurse




LEVEL EXPLANATION POSSIBLE EXAMPLES F. Seasoned Extensive knowledge and skill gained through broad

or deep experiences in a field (or fields) which requires a command of EITHER involved, diverse practices and precedents OR scientific theory and principles OR both.

• Manager Personnel Services

• Controller • Manager Integrated

Resource Management • “Seasoned” Professional

(Engineering, Law, etc.) G. Specialized

Mastery Mastery of theories, principles, and complex techniques OR the diverse, cumulative equivalent gained through broad seasoning AND / OR special development

• Expert Professional (Engineering, Law, etc.)

• CEO (most) • Deputy Head (most) • Senior Vice President

H. Professional Mastery

Externally recognized expertise in a complex scientific field or other learned discipline.

• Externally recognized expert

Managerial Know How

This is know how required to integrate and harmonize diversified functions involved in

managerial situations (operating, supporting and administering). It is practised directly

in “line” assignments, consultatively in “staff” assignments or both ways. This factor reflects the knowledge and skill required for integrating and harmonizing activities,

resources and functions involving some combination of planning, organizing,

integrating, coordinating, evaluating, staffing and/or controlling. Managerial Know How is reflected on the guide charts as the values “N” (none), “I” (minimal), “II” (related), “III”

(diverse), “IV” (broad), and “V” (total).

Managerial Know How is a continuum like all other factors in the ranking process.

Evaluators must always compare what levels apply to a job being evaluated relative to other positions in the organization. Deputy Ministers and Maintenance supervisors both

plan but there is a significant difference in difficulty, scope and time frames. The organizational structure in which a job exists must be considered so that the job above

the one being evaluated and its impact, is considered. The next layer above the job

being evaluated is there because the job being evaluated cannot “do it all” on its own.

The level above brings added value from the standpoint of planning, organizing and co-

ordinating activities. Layers of management cannot be ignored with respect to their impact on the positions below both in managerial know how and freedom to act.




Explanations for the levels and illustrative examples follow.

Level EXPLANATION POSSIBLE EXAMPLES

N. Performance of a task(s), highly specific as to objective and content, and not involving the leadership of others.

• Payroll Clerk • Receptionist

I.

Performance or direction of activities, which are similar as to content and objectives with appropriate awareness of other activities.

• Accountant • Officers &

Analysts • First Line

Supervisor or Manager

• Trades II. Direction of a unit with varied activities and objectives

OR guidance of a subfunction(s) or several important elements across several organizational units.

• Director • Superintendent • Executive

Manager III. Direction of a large unit with functional variety OR

guidance of a function(s) which affects all or most of the organization.

• Assistant Deputy Head

• Deputy Head • Director of a

large unit with functional variety

IV. Direction of a major unit with substantial functional diversity OR guidance of a strategic function(s) which significantly affects the organization’s planning and operations.

• CEO – Medium organizations

• Large Deputy Head

V. Management of all units and functions in the organization.

• CEO – Large Organizations

• Former GNWT Commissioner position




Human Relations Skills

Human Relations Skills are the active, face to face skills needed by a job holder for various relationships with other people within and outside of the organization. Human

Relations Skills range from “1” (basic), to “2” (important), to “3” (critical). It must be kept

in mind that “1” is not a “0”. It is assumed that all jobs require a minimum of common

politeness. At the opposite extreme, a job that requires the ability to motivate, convince

or sell others to gain results is a “3”. HR skills are not synonymous with being a nice person and they are not necessarily interchangeable. For example, the supervisor of a

highway crew, a labour negotiator, a football coach, a Deputy Minister and a social

worker are all “3”s. They all require the ability to get people to “produce” whether it be to change a lifestyle, dig a ditch or win a game.

Level descriptions with illustrative examples follow.

LEVEL EXPLANATION POSSIBLE EXAMPLES 1 Basic This is the base level of interpersonal skill utilized

by most individuals in the course of performing the job. It includes the ability to communicate with ordinary courtesy and effectiveness with others in the organization to request or transmit information, ask questions or get clarification.

• Heavy Duty Mechanic • Accountant I • Programmer • Clerk Typist • Court Reporter

2 Important.

This level of interpersonal skill is required in jobs in which understanding and influencing people are important requirements in the job. Skills of persuasiveness or assertiveness as well as sensitivity to the other person’s point of view are often required to influence behaviour, change an opinion, or turn a situation around. The requirement for public contact does not necessarily demand this level of human relations skills, particularly if the purpose is to provide or solicit information. Positions which assign work, monitor and review work of other employees, usually require at least this level of skill.

• Buyer • Maintenance Coordinator • Youth Officer I • Registered Nurse

3 Critical. The highest level of interpersonal skill is usually required by positions in which alternative or combined skills in understanding and motivating people are important in the highest degree. Jobs which require negotiating skills are often found at this level, but consideration has to be given to the power bases being utilized. In negotiations between buyers and sellers of products, services, concepts, or ideas, less Human Relations skill may

• Supervisor HR • Crew Foreman • Most Managers (not all) • Most First Line Supervisor

(not all) • CEO • Assistant Deputy Head • Deputy Head




LEVEL EXPLANATION POSSIBLE EXAMPLES concepts, or ideas, less Human Relations skill may be required by the “buyer” who has the latitude to say “no” than by the seller who must turn the “no” to “yes”. This level of skill is usually required for positions accountable for the development, motivation, assessment and reward of other employees.

2.0 Problem Solving Problem Solving is the amount and nature of the thinking required in the job for

analyzing, reasoning, evaluating, creating, using judgement, forming hypotheses, drawing inferences, arriving at conclusions and the like. To the extent that thinking is

limited or reduced by job demands or structure, covered by precedent, simplified by definition, or assisted by others, Problem Solving is diminished and results are obtained

by the automatic application of skills rather than by the application of the thinking

processes to knowledge. Problem Solving measures the extent to by which Know-How is employed or required. “You think with what you know.” Therefore Problem Solving is

treated as a percentage of Know-How.

Problem Solving has two dimensions:

Ø The environment in which the thinking takes place – the extent to which assistance

or guidance is available from others or from past practice and precedents.

Ø The challenge of the thinking to be done – the novelty and complexity of the thinking required.

The evaluation of Problem Solving should be made without reference to the job’s freedom to make decisions or take action; these are measured on the Accountability

Chart.

The thinking environment is guided and circumscribed by:




A. Highly Structured: Thinking within very detailed and precisely defined rules and instructions AND/OR with continually present assistance.

B. Routine: Thinking within detailed standard practices and instructions AND/OR

with immediately available assistance or examples.

C. Semi-routine: Thinking within well-defined, somewhat diversified procedures; many precedents covering most situations AND/OR readily available assistance.

D. Standardized: Thinking within clear but substantially diversified procedures; precedents covering many situations AND/OR access to assistance.

E. Clearly Defined: Thinking within a well-defined frame of reference and toward

specific objectives, in situations characterized by functional practices and precedents.

F. Generally Defined: Thinking within a general frame of reference toward functional

objectives, in situations with some nebulous, intangible, or unstructured aspects.

G. Broadly Defined: Thinking within concepts, principles, and broad guidelines

towards the organization’s objectives or functional goals; many nebulous, intangible, or unstructured aspects to the environment.

H. Abstract: Thinking within business philosophy AND/OR natural laws AND/OR

principles governing human affairs.

The challenge of the thinking to be done is represented by the following continuum on

the guide chart:

1. Repetitive: Identical situations requiring resolution by a simple choice of known things.

2. Patterned: Similar situations requiring resolution by discriminating choice of

known things. 3. Interpolative: Differing situations requiring search for solutions with areas of

known things.

4. Adaptive: Variable situations requiring analytical, interpretative, evaluative and /

or constructive solutions.




5. Uncharted: Novel or non-recurring path-finding situations requiring the

development of new concepts and imaginative approaches.

3.0 Accountability Accountability is related to the opportunity which a job has to bring about some results

and the importance of those results to the organization. Tied closely to the amount of

opportunity is the degree to which the person in the job must answer for (is accountable for) the results. There are three components of Accountability, in the following order of

importance: Ø Freedom to act – the degree to which personal or procedural control exists

Ø Job impact on end results

Ø Magnitude – the size of the unit or function most clearly affected by the job These factors are intended to be evaluated in the sequence shown above.

Freedom to Act

Freedom to act measures the nature of the controls that limit or extend the decision-

making or influence of the job. It is measured by the existence or absence of personal or procedural control and guidance (supervision and guidance). Limitations on freedom

to act are largely organizational (relating to both organizational placement and control as well as the nature of the activity in terms of end results and can differ between

seemingly equivalent jobs in different departments). Freedom to act in a job is

constrained to the degree that it is more circumscribed or limited by external factors or is defined by others and/or is limited by organization or functional policies. The Freedom

to Act can be evaluated in a range from R to H. Quantitatively it is the most important dimension of accountability.



March 31, 2002 Page 10 of 31

Level Explanation Possible Examples

R These jobs are subject to explicit, detailed instructions AND/OR constant personal or procedural supervision.

• Day Labourer • Facility Service

Worker • Office Helper

A These jobs are subject to direct and detailed instructions AND/OR very close supervision.

• General Maintenance Worker

• General Clerk B These jobs are subject to instruction and established work

routines AND/OR close supervision. • Trades Helper • Carpenter

C These jobs are subject, wholly or in part, to standardized practices and procedures, general work instructions and supervision of progress and results.

• Secretary • Production

Operator • Many first level

clerical and craft supervisions

D These jobs are subject, wholly or in part, to practices and procedures covered by precedents or well-defined policies, and supervisory review.

• Many professional positions

• Some managers • Some

superintendents

E These jobs, by their nature and size, are subject to broad practices and procedures covered by functional precedents and policies, achievement of a circumscribed operational activity, and to managerial direction.

• Some Department Managers

• Some Directors

• Some Senior Advisors

F These jobs, by their nature or size, are broadly subject to functional policies and goals and to managerial direction of a general nature.

• Some Function Executives

• Some Assistant Deputy Heads

• Some Deputy Heads

G Subject to the guidance of broad organization policies, community or legislative limits, and the mandate of the organization.

• Key Function Executive

• Some Deputy Heads



March 31, 2002 Page 11 of 31

Job Impact on End Results

Impact: The degree to which the job affects or brings about the results expected of the unit or function being considered.

Level Explanation Possible Examples A Ancillary.

One of several/many positions which contribute to the end results expected of the unit or functions OR informational, recording, or other facilitating services for use by others in achieving results.

• Some Clerk positions • Data Entry Operator • Facility Service

Worker • Internal Auditor • Janitor

C Contributory

One of few positions which contribute significantly to the end results expected of the unit or function OR interpretive, advisory, or other important supporting services for use by others in achieving results.

• Process Operator • Sr. Youth Officer • Secretary • Engineer • Accountant • Manager of HR

S Shared Equal and joint control, with one other position, of the activities and resources which produce the results OR control of what are clearly most (but not all) of the variables which are significant in determining results.

• Positions that are seen as stronger than contributory but less than prime e.g. Lead Hand

• Positions where impact is closely integrated and shared with a peer position (not with immediate supervisor or direct reports)

P Primary

Controlling impact – the position has effective control over the significant activities and resources which produce the results and is the sole position (at this level of Freedom to Act) which must answer for the results.

• Supervisor • Program Manager • Director • Deputy Head • ADM



March 31, 2002 Page 12 of 31

Magnitude

Magnitude represents the size of the unit or function (usually indicated by the dynamic, annual dollars) most clearly affected by the job. Every job in every organization has a

role to play in helping to achieve the objectives of the organization. Usually the

importance of this role is more easily understood in the context of a part of the

organization, that is, an organizational unit such as a department, division or section or

of a function such as purchasing, Human resources or information technology. Budgets or other dollar figures, are used only to define the relative size of the organizational unit or the function on which the job is clearly impacting.

It is essential that Magnitude be seen in combination with Impact. For example, a job

may have primary impact (controlling impact on end results, the sole position

answerable for the results) on a relatively small part of the organization, or contributory

impact (indirect control, interpretative, facilitative, advisory and/or supporting services in

achieving results) on a relatively large part of the organization. Consider Magnitude and Impact in terms of the most significant objectives of a job. Again, the answer to the

question “why does this job exist” can be very helpful in determining the appropriate impact and magnitude. The combination of magnitude and impact that generates the most points should be selected when more than one possibility exists.

The following levels of magnitude are recognized:

Level*

Explanation

M

(up to

$50K)

Results usually affect an individual or are usually non-quantifiable in terms of department budget responsibility, revenues and expenditure authority.

1

($50k to

$500K)

Results can be non-quantifiable or can affect a smaller work group or unit within the department.



March 31, 2002 Page 13 of 31

2

($500K to

$5M)

Results are internally focussed and affect a unit of the department or may be externally focussed and affect a limited segment of clients outside the department.

3

($5M to

$50M)

Results are generally internally focussed and may affect several units within a department and/or some other departments and/or are externally focussed affecting a significant clientele within a program or functional area.

4

($50M to

$500M)

Results typically affect an entire department and may have some impact on other departments and/or are externally focussed affecting a large clientele within a program or functional area.

5

($500M to

$5B)

Results achieved primarily affect other departments, the government as a whole and significant client groups external to government operations. Work performed may affect provincial or territorial clientele within a variety of programs or functional areas.

When Magnitude and Impact are combined with “Freedom to Act” to generate points, the resulting points should reflect the relative value of the impact of the job on the organization as a whole.



March 31, 2002 Page 14 of 31

4.0 Short Profile: Relationship Between Problem Solving and Accountability The Short Profile is a check or balance on the evaluation and reflects the difference in

the relationship between Accountability and Problem Solving, but is really helping to

assess the relationship between all 3 factors. The Short Profile tells evaluators something about the character of the job. The profile itself is not an indicator of the level of the job. There are high level jobs in scientific research that have a –3 profile,

while there are low level management jobs that have a +3 profile.

The following is an explanation of each Short Profile:

Profile Explanation Typical Positions

+3 Line management job that has a controlling impact on end results in some part of the core business of the organization. The job is primarily responsible for implementation (make it happen). Typically oversees day to day or established operations. Policy and program development is (typically) provided by others.

“Line” management (e.g.,production)

Sales

+2 Individual contributor that is authorized to make decisions within its field of expertise and act in an enforcement, regulatory or investigative capacity. These jobs take primary responsibility, but their profile is +2 instead of +3, as their freedom to act is limited by the legal framework they have to operate in.

Department Head

Head of Purchasing or

Mterial Management Head of Maintenance Labour Relations

+1 or 0 Line Managers of organizational units that support the core business of the organization. Individual Contributor that has not only involvement in development/analysis but is also strongly involved in implementation. Typically does not have the authority to make the final decision. Lower level job with a strong work-process orientation.

“Staff” jobs (e.g., finance, human resources) Most (but not all) “individual contributor” jobs Most support jobs (e.g., clerical, trades, technical jobs)

-1 Focus on analysis more than on end results. Methodologies often pre-defined and analyses typically completed over (shorter) time frame. Findings may influence future development.

Planning

-2 Applied Research and analysis and/or program development and design. Typically long term (far reaching, broad) research. Applied Research

-3 Original Research. Fundamental Research



March 31, 2002 Page 15 of 31

As per the previous table, differences between the score for Accountability and Problem Solving can range from minus 3 to plus 3. A -3 profile means that Accountability scores

3 steps lower than Problem Solving, each step being a 15% difference (please see page 8 for an explanation on step difference). For example, a job that has a score of

152 points for Problem solving with a -3 profile indicates that Problem Solving is 3 steps

(i.e. 3 times 25%) higher than Accountability, resulting in 100 Accountability points.



March 31, 2002 Page 16 of 31

5.0 Working Conditions Working Conditions measure the unavoidable conditions under which the job is

performed in four dimensions:

Ø Physical Demands Ø Environmental Conditions Ø Sensory Demands Ø Mental Demands

The key to evaluating working conditions is to understand the

Ø Frequency (how often does it happen?) Ø Duration (how long does it take?) Ø Intensity (what is the level of intensity?)

of each dimension. Combination of Frequency and Duration

expressed in hours/day* Level of Intensity

1–2 hours/day (<25%)

2-4 hours/day (25% - 50%)

4-6 hours/day (50% - 75%)

> 6 hours/day (>75%)

Normal 3 3 3 3 Moderate 3 8 8 16 Substantial 3 8 16 33 Extreme 8 16 33 33 Please note that job evaluation factors are only useful if they help to identify differences

between jobs. If everyone in a specific organization gets the same level of intensity for a specific working condition, it will not result in differences in job size. In fact, if the

same intensity level applies to all jobs, it implies that for this organization the condition is normal. Double counting must also be avoided. For some jobs a high level of Human

Relation Skills is required (i.e.: some HR professionals). This does not imply

automatically that there is a higher than normal level for Sensory Demands, since something different is measured to determine the level of Sensory Demands.



March 31, 2002 Page 17 of 31

Illustrative Examples The illustrative examples provided in each of the following sections identify jobs which,

in September 1998, met the identified criteria and were allocated working condition points greater than the standard 3 points. As a result of restructuring or modification of

duties these positions may cease to meet the established criteria for increased working

condition points. As a result, all positions should be reviewed individually to ensure that they meet the criteria before allocating additional Working Condition points.

**DO NOT RELY ON POSITION TITLES TO ALLOCATE WORKING CONDITION POINTS. **



March 31, 2002 Page 18 of 31

Physical Demands Jobs may require levels of physical activity that vary in intensity, duration and

frequency, which produce physical stress or fatigue. Examples of physical activity include: lifting, handling of material or objects, stretching, pulling, pushing, climbing,

walking, carrying, sitting, standing, and working in awkward Job Holder’s or unusual

circumstances. Following are examples of levels of physical intensity expressed in the combination of frequency and duration:

Combination of Frequency and Duration expressed in hours per day.

Level of Intensity

1–2

(<25%)

2-4

(25% - 50%)

4-6

(50% - 75%)

>6

(>75%) Normal. Required to stand or to sit in one location much of the time in a comfortable indoor location. There is some stooping and lifting or carrying of light material.

3

3

3

3

Moderate. The incumbent is standing/walking most of the time and is required to perform some work in an awkward position. Equipment or material of moderate weight has to be used or carried.

3

8

8

16

Substantial. Engaged in heavy physical activities of various kinds. The physical effort required for lifting, pulling, and similar activities is considerable and the activities are performed some of the time in awkward or confined space, which adds to the effort.

3

8

16

33

Extreme. Strenuous physical activities of various kinds often at the same time, e.g. climbing with a heavy, awkward load. The work usually takes place in difficult Job Holder’s and or confined space.

8

16

33

33



March 31, 2002 Page 19 of 31

GNWT illustrative Examples Position Physical

Demand Rationale

Human Resource Officer 11-2399

3

The Job Holder works in a generally comfortable office with little need to lift heavy or awkward objects. There is frequent opportunity to get up and move around the office (i.e.: coffee breaks and lunch).

Food Services Supervisor 82-0229

3

The Job Holder will, on occasion, be required to assist Correctional staff to restrain or subdue angry or irate inmates. This may require substantial physical effort but happens rarely (<1 hour per week).

Chief Negotiator 18-6979

3

The Job Holder spends significant time sitting at a desk or at negotiation tables for lengthy periods of time. However, the incumbent has the opportunity to move about the office during breaks.

Information Systems Officer 82-8175

8

Moderate level of intensity for 2 to 4 hours per day required when installing cabling, carrying systems, and crawling under desks to install computers.

Nurse in Charge 88-0482

8

Substantial level of intensity required for 2 to 4 hours per day while working with patients which includes lifting, transferring and working in physically awkward situations.

Mining Engineer/Inspector 97-7949

8

30% of the Job Holder’s time will be spent conducting inspections (2-4 hours per day), which includes climbing ladders up to 200 feet, walking in muck and crawling inside stopes which is a moderate physical demand.

Local Librarian 71-8219

8

Moderate levels of physical effort are required for up to 2-4 hours per day to lift boxes and re-shelve material (books, videos, etc) which may require the use of ladders.

Custodial Worker Bench Mark #51 78-0791

8

Moderate levels of physical effort are required for 4 – 6 hours per day to lift cleaning materials, handle or push equipment (polishers, brooms, mops, etc..) of moderate weight. In addition, the Job Holder will spend most of his/her time in a standing or stooped position.



March 31, 2002 Page 20 of 31

Utilidor System Operator 32-3240

16

Moderate to substantial intensity required for 2 to 6 hours per day in order to lift and carry heavy tools and equipment, climb ladders, walk long distances, and work in awkward Job Holder’s. Much of the time is spent inspecting, repairing and rebuilding equipment in the utilidor system.

Plumber 32-3272

16

Substantial intensity required for up to 4 – 6 hours per day in order properly diagnose and repair plumbing problems, replace or reassembling equipment, heavy lifting to move and replace parts, etc. Much of the time is spent in cramped and awkward places, which adds to the physical demands of the job.

** There were no positions within the GNWT evaluated at 33 points for Physical Demands in September 1998 **



March 31, 2002 Page 21 of 31

Environmental Demands Jobs may include progressive degrees of exposure of varying intensity to unavoidable

physical and environmental factors, which increase the risk of illness, accident or temperature. Examples of these include: toxic or unpleasant fumes, extremes of

temperature, loud noise, vibration, dirt, dust, unavoidable exposure to hazardous

substance, danger of infection or communicable disease. Much of the Job Holder’s, Examples of environmental conditions expressed in frequency and duration follow:


Level of Intensity

1–2

(<25%)

2-4

(25% - 50%)

4-6

(50% - 75%)

>6

(>75%) Normal. Environment is generally comfortable with exposure to some dust, dirt or other conditions that might produce mild discomfort. Very remote possibility of accident or ill health.

3

3

3

3

Moderate. Exposure to various conditions which could produce considerable discomfort and/or a moderate risk of accident or ill health.

3

8

8

16

Substantial. Exposure to various conditions which could produce extreme discomfort and/or a substantial risk of accident or ill health.

3

8

16

33

Extreme. The exposure to hazardous substances equipment and/or situations is great enough that there is an extreme risk of accident or ill health.

8

16

33

33



March 31, 2002 Page 22 of 31

GNWT illustrative Examples Position Env.

Demand Rationale


3

Most of the Job Holder’s time is spent in a comfortable working environment with minimal risk of ill health or injury.

Safety Officer 97-6500

3

The Job Holder is required to inspect boiler rooms, garages and welding shops for 25% of the time where they are exposed to chemicals, etc. which may cause considerable discomfort or a moderate risk of accident or ill health.

Youth Officer 82-0648

3

The Job Holder will have moderate exposure to communicable disease from time to time but for less than 25% of the time in total

Project Geologist 52-7166

8

Required to live in tents from spring to fall (25-50% of work year) and work on the land where they are exposed to moderate Environmental Demands in the form of changing weather and climate conditions for up to 4 – 6 hours per day. In addition they are exposed to loud noises and fumes from operation machinery (i.e.: helicopter, ATV’s, snowmobiles, float planes, etc..) for extended periods of time.

Nurse In Charge 88-0482

8

Moderate level of intensity for 50 to 75% of the time as a result of exposure to blood, body fluids, sharps and medications that are considered health risks.

Correctional Center Cook 82-6312

8

Required to work in institutional kitchen where the Job Holder will be exposed to moderate Environmental Demands such as extreme heat, fumes and moisture (steam) consistent with institutional kitchens for 50 to 75% of the time.

Personal Effects Security Officer 82-8247

8

Moderate for 2-4 hours per day. Approximately 25% of the time is spent processing intakes and their personal effects, which requires the Job Holder to frisk inmates. Clothing is often dirty or infested and must be inspected prior to storing and cleaning. As a result, there is moderate risk of ill health or injury (needles, etc.)



March 31, 2002 Page 23 of 31

Maintenance Coordinator 32-2454

8

Moderate intensity for 2 – 4 hours per day. Exposure to toxic or unpleasant fumes, loud noises, dirt, dust and other hazardous substances when inspecting all trades work (i.e.: plumbing, carpentry and electrical). In addition, the Job Holder will be required to frequently travel in small aircraft to surrounding communities.

Laboratory Technician Technologist 94-5787

16

Substantial levels of intensity for 4 – 6 hours per day as a result of direct exposure to blood, body fluids, sharps and infectious diseases that are considered significant health risks.

Plumber/Gas fitter 32-3744

16

Substantial intensity for 4 – 6 hours per day. Exposure to obnoxious odors and toxic chemicals, required to repair/replace sewage systems, and often works with extreme temperatures (steam/hot water). In addition, the Job Holder will be required to work outside regardless of the weather (heat or cold). The Job Holder is faced with a risk of injury both in the nature of the work and in performing repair work on site.

** There were no positions within the GNWT evaluated at 33 points for Environmental Demands in September 1998 **



March 31, 2002 Page 24 of 31

Sensory Demands Jobs may require concentrated levels of attention with any one or a combination of the

five senses in order to discern something during the work process. The sensory attention may vary in intensity, duration and frequency. The intensity of the

concentration may be affected by the subtlety of the sensory information to be discerned and the nature of distractions in the environment (a more distracting

environment or the need to attend to more subtle information may require more intense

concentration). Examples include: focused inspecting, monitoring mechanical equipment, monitoring video display and computer terminals, proof-reading, technical

troubleshooting, and attending to nuances of sound. Following are examples of sensory demands expressed in terms of frequency and duration:


Level of Intensity

1–2

(<25%)

2-4

(25% - 50%)

4-6

(50% - 75%)

>6

(>75%) Normal. Little or no requirement for concentrated use of senses. Generally, all that is required is the normal use of seeing and hearing with little or no need to focus particularly on special factors in the environment.

3

3

3

3

Moderate. There is a moderate need for sensory attention. There are some events or factors in the environment that require concentrated use of two or more senses periodically, but the demand is not excessive.

3

8

8

16

Substantial. Considerable sensory attention is required. There is a noticeable demand for concentrated application of at least two senses and probably a need to coordinate the use of various senses.

3

8

16

33

Extreme. There is an extreme demand for concentrated application of two or more senses. In all probability the senses require a high level or coordination. There is a strong need to focus simultaneously on several events or changing factors, coordinate the “message“ and react.

8

16

33

33



March 31, 2002 Page 25 of 31

GNWT illustrative Examples Position Sensory

Demand Rationale


3

The job holder will be required to focus on documents and tasks with normal intensity. On occasion greater concentration or focus of two or more senses may be required but not for extended periods of time.

Boiler/Gas Inspector 32-7191

3

The Job Holder will be required to inspect propane products 10% - 15% of the time for 1 – 2 hours per day which may require concentrated use of two or more senses (smell, listening, & sight).

Assistant Negotiator 18-1823

3

The Job Holder will be required to spend time attending land claims negotiations where they would be required to lead discussions at side tables. As the leader they have to listen and watch intently to other participants at the table in order to ensure the true meanings of the discussion are accurately captured. This concentrated use of two or more senses happens from between 10 – 15% of the time.

Mining Engineer/ Inspector 97-7949

8

Required to conduct inspections for up to 30% of the time ( 2 – 4 hours per day). During inspection the Job Holder will be required to use a combination of concentrated senses at a moderate intensity (i.e.: primarily sight and hearing with smell in order to detect gasses and chemicals).

Nurse In Charge 88-0482

8

Moderate levels of intensity for 4 – 6 hours per day as a result of the use of combined senses (sight, smell and hearing) while performing patient assessment and providing patient care.

Translator 71-2543

8

Moderate level of concentration required for up to 2 – 4 hours per day during proofreading, translating or interpreting to ensure exact meaning of written or spoken material is consistent in translated or interpreted language.



March 31, 2002 Page 26 of 31

OT/PT Assistant (Rehabilitation Therapist) 94-6970

8

Requires a combination of senses including touch, sight and hearing (Moderate levels of intensity for 4 – 6 hours per day) while performing assessments and providing treatment (ie: fine motor manipulation).

Archivist 71-7012

8

Moderate concentration of two or more senses for 2 – 4 hours per day will be used while the Job Holder analyzes archived material (books, documents, film, etc.) where the combined senses of smell, touch and sight will be used in order to detect and determine proper conservation and preservation methods which should be used to care for the archived materials (vinegar syndrome, damage, mold, etc.).

Plant Operations Coordinator 32-4058

8

Moderate intensity for 4-6 hours per day. Requires hand/eye coordination to do repairs, sometimes with small tools requiring dexterity, as well as listening for any deviation of sounds to equipment or tools while repairing.

Corrections Officer 82-1310

8

Required to observe inmates for safety and security purposes 75% of the time at work. This requires a moderate use of combined senses (smelling, listening, watching – active security functions)

Sonographer 95-3294

16

Substantial for 4 – 6 hours per day. Due to the nature of the work the incumbents are required to use focused sight, hearing and fine motor skills to perform ultra sonic procedures where findings and reports are contingent upon accurate patient diagnosis and treatment.

Court Reporter 82-1304

16

Substantial for 4-6 hours per day (on average). Court Reporters must remain completely focused on what is going on in a courtroom or hearing in order to accurately capture what is being said for official transcripts.

** There were no positions within the GNWT evaluated at 33 points for Sensory Demands in September 1998 **



March 31, 2002 Page 27 of 31

Mental Demands Mental Demands refer to the progressive degrees of exposure to varying intensities of

factors inherent in the work process or environment that increases the risk of such things as tension and anxiety. Examples of such factors include disruption of lifestyle

due to work schedule or travel requirements, lack of control over work pace, emotional

deprivation resulting from isolation or lack of privacy, and exposure to emotionally disturbing situation. Examples include:



March 31, 2002 Page 28 of 31


Level of Intensity

1–2

(<25%)

2-4

(25% - 50%)

4-6

(50% - 75%)

>6

(>75%) Normal. Very little exposure to any factor likely to produce mental stress for most people. Work may be somewhat repetitious. There could be some mildly unpleasant social contacts and/or concern about possible unpleasant situations. Noticeable pressure from deadlines, quotas, accuracy.

3

3

3

3

Moderate. Most people because of one or more conditions that are present in the job would experience moderate mental stress. The stress level would not be noticeably disruptive to the work nor would the unpleasant reaction be too strong or persistent. Work might be very repetitious; noticeable pressure from simultaneous priorities. Unpleasant direct personal contacts or concern about unpleasant situations are probably. Some disruption of family/social life.

3

8

8

16

Substantial. Considerable mental stress can be experienced either by disturbing situations or the legitimate concern about the probability of such events occurring. Considerable disruption of family/social life. Concern about dangerous situations occurring is common.

3

8

16

33

Extreme. Extreme mental stress is a noticeable part of the job. There may be disturbing emotional situations, possible exposure to public criticism, confrontation, concern about danger to self or others, conflicting demands or priorities and a legitimate concern about the probability of stressful situations which could have a serious outcome.

8

16

33

33



March 31, 2002 Page 29 of 31

GNWT illustrative Examples Position Mental

Demand Rationale

Carpenter 32-2458

3

The Job holder will be required to travel to surrounding communities 4 or 5 times per year where they may be required to stay for 2 – 3 days (15-20% of the year) which may cause some disruption to family or social life.

Pensions Case Manager 97-4725

3

The Job Holder is required to deal with very difficult clients or cases which may cause moderate levels of mental stress for 1 – 2 hours per day.


3

The Job Holder will be required to deal with unpleasant or upset clients from time to time (applicants, staff, mgmt) which may cause moderate levels of mental stress. However, this mental stress would not be noticeably disruptive to the work nor would the unpleasant reaction be too strong or persistent.

General Duty Nurse 94-4696

8

The Job Holder will be required to deal with stressful situations such as child and/or spousal abuse, death of a patient, and other traumatic situations which may cause substantial levels of mental stress for up to 2 – 4 hours per day.

Safety Officer 97-6500

8

The Job Holder is required to travel for 30 – 40% of the time which may cause some disruption to family or social life.

Special Needs Assistant 78-7802

8

Moderate levels of mental stress for up to 6 hours per day as a result of work with handicapped children and the uncertainty of events which may occur as a result of working with these children on a day to day basis.

Income Support Worker 71-6551

8

Moderate levels of mental stress for 4-6 hours per day occur as a result of work place harassment from clients. The Job Holder is often faced with irrational clients who have been denied assistance for a variety of reasons. Client harassment may not be limited to just the workplace which may cause disruption of the Job Holders family and social life.



March 31, 2002 Page 30 of 31

Water Plant/Utilidor System Operator 32-10118

8

Moderate intensity as the position is maintaining an integral system in the community and may be called out at any time during the day or night (or weekends) to do emergency repairs causing disruption to family life.

Community Development Advisor 93-4543

16

The Job Holder is required to travel for away from home for up to 60-70% of the time, which may cause considerable disruption on family or social life.

Correctional Center Cook 82-1940

16

Moderate on average 6 or more hours per day. There is uncertainty in knowing what to expect while at work and while not at work. Legitimate concerns about working with inmates, risk of assault and unknown or unpredictable situations.

Nurse in Charge 88-0482

16

Moderate on average of 6 hours per day. This is a community based position in which the Job Holder is approached while off duty for professional advice, requests for treatment and/or medications which can potentially result in awkward situations and disruption on the family or social life.

Administrative Coroner 82-3684

16

Moderate for >6 hours per day. The subject matter is generally very disturbing. Calls are unpredictable and occur at all hours of the day or night. Uncertainty about what the next call might bring.

Youth Officer II 82-0648

33

Substantial on average 6 or more hours per day. There is uncertainty in knowing what to expect while at work and while not at work. Legitimate concerns about being responsible for the lives of others, working with inmates, risk of assault, unknown or unpredictable situations.

Corrections Officer 82-7152

33

Substantial on average 6 or more hours per day. There is uncertainty in knowing what to expect while at work and while not at work. Legitimate concerns about being responsible for the lives of others, working with inmates, risk of assault, unknown or unpredictable situations.



March 31, 2002 Page 31 of 31

GNWT illustrative Examples continued…. Chief Negotiator 18-6979

33

The Job Holder is exposed to tight deadlines and large workloads with competing priorities and demands, which often require extended workdays. Job Holders regularly work under extreme stress because they are negotiating treaties which define Aboriginal rights, which have major jurisdictional, fiscal and operational implications for the GNWT and which are often irreversible. Prolonged periods of mental concentration when preparing for and during negotiations (up to 14 hours/day) are physically, mentally and emotionally exhausting. The Job Holder can be subject to criticism by the public, Aboriginal leaders, Federal officials, other Departments, Cabinet, etc. The pace of work is often beyond their control.

23/11/00 124

Total Points 275

Comparable Positions: Position # Dept.

GNWT Policy Officer-Entry Level (Policy Officers JobFamily)

Comments

Balanced profile for advisory, consultative role.

Written by: Date:C.HamerReviewed by Facilitators SubCommittee

September 30, 1999April 10,2001


Benchmarks Benchmarks A benchmark is a standard by which something can be measured. Benchmark

jobs are the key jobs within an organization which are selected to represent each

level of the major functions in the organization, because they are characteristic of

those levels and functions. Benchmark jobs are easily identified, clearly defined

and ideally the relativities between them are well established.

The main purpose of benchmarks is to provide a frame of reference for

interpreting the levels of work for each of the job evaluation factors. Because

they cover representative jobs in different job families, at different levels and

across departments, they provide an instrument for consistent and equal

application of the job evaluation system.

Two sets of benchmark jobs are used by the GNWT:

Appeal results from Job Evaluation Appeals heard in accordance with Article

36 of the Collective Agreement between the Employer and the Union of

Northern Workers

GNWT Model Jobs

For a complete listing and description of the GNWT Model Jobs please refer to

Tab 6 in this manual.

The development and maintenance of the GNWT Model Jobs are the

responsibility of the Financial Management Board Secretariat.

September 2004 Page 1 of 1

UNION OF NORTHERN WORKERS JOB EVALUATION APPEALSCOMPLETED

DEPT. POS. # Position

DATE HEARD BY JE APPEAL

BOARD B C D E F G I II III 1 2 3 19% 22% 25% 29% 33% 38% 43% R A B C D E F KH PS ACCTotal

Points PD ED SD MD Poin

ts Full Points

H&SS 10350 Nurse Administrator - NLSCH 10-Dec-03 E I 3 E3 2P 264 100 152 516 3 3 8 8 22 538H&SS 5727 Nurse in Charge 10-Dec-03 E I 3 E3 3S 264 100 132 496 3 8 8 16 35 531

ECE 7159Senior Database and Security Analyst 25-Feb-04 F I 2 D4 1P 264 100 132 496 3 3 3 8 17 513

H&SS 2987 Supervisor, Physical Serv. 24-Oct-02 E I 3 D4 2P 264 100 115 479 3 3 3 3 12 491Aurora 2465 Manager, Student Services 28-Jan-04 E I 3 E3 2P 264 100 115 479 3 3 3 8 17 496Aurora 2946 Community Adult Educator 27-Jan-04 E I 3 D4 1S 264 100 115 479 3 3 8 8 22 501Aurora 4643 Community Adult Educator 27-Jan-04 E I 3 D4 1S 264 100 115 479 3 3 8 8 22 501Aurora 2945 Community Adult Educator 27-Jan-04 E I 3 D4 1S 264 100 115 479 3 3 8 33 47 526H&SS 11162 Patient Care Coordinator 10-Dec-03 E I 3 E3 3C 264 100 115 479 3 8 8 8 27 506ECE 2764 ABE Instructor 02-May-02 E I 3 E3 1S 264 100 100 464 3 3 3 3 12 476ECE 115 ABE Instructor 02-May-02 E I 3 E3 1S 264 100 100 464 3 3 3 3 12 476ECE 2958 ABE Instructor 02-May-02 E I 3 E3 1S 264 100 100 464 3 3 3 3 12 476ECE 2935 ABE Instructor 02-May-02 E I 3 E3 1S 264 100 100 464 3 3 3 3 12 476Aurora 10461 Manager, Technology & Devel. 28-Jan-04 F I 3 E3 1S 264 100 100 464 3 3 3 3 12 476DOT 6785 Snr. Tech Spec. Electrical Sys. 04-Mar-02 E I 2 E3 3C 230 87 100 417 3 3 3 8 17 434Aurora 2664 Dir., Student Services 29-Jan-04 E I 3 E3 1P 230 87 100 417 3 3 3 8 17 434

YKHSSA 659Supervisor, Family and Community Services 11-May-04 E I 3 E3 1P 230 87 100 417 3 3 3 16 25 442



H&SS 5733 Community Health Nurse 10-Dec-03 E I 3 E3 3C 230 76 100 406 8 8 8 33 57 463H&SS 5498 Regional Nutritionist 10-Dec-03 E I 3 E3 3C 230 76 100 406 3 3 3 8 17 423DOT 2277 Airports Training Coord. 18-Jan-02 E I 2 E3 2C 230 87 87 404 3 3 3 8 17 421H & SS 6749 Community Development Spec. 13-May-02 E I 3 E3 2C 230 87 87 404 3 8 8 8 27 431WCB 7181 Senior Policy Analyst 25-Feb-04 E I 2 E3 2C 230 87 87 404 3 3 3 3 12 416WCB 38 Assessment Auditor 25-Oct-02 E I 2 E3 3C 230 76 87 393 3 3 3 16 25 418H & SS 6386 Ophthalmic Technologist 08-Mar-02 E I 3 D3 2C 230 76 87 393 8 8 8 8 32 425H & SS 9520 Ophthalmic Technologist 08-Mar-02 E I 3 D3 2C 230 76 87 393 8 8 8 8 32 425H & SS 6387 Ophthalmic Technologist 08-Mar-02 E I 3 D3 2C 230 76 87 393 8 8 8 8 32 425H & SS 4461 Ophthalmic Technologist 08-Mar-02 E I 3 D3 2C 230 76 87 393 8 8 8 8 32 425

Working ConditionsPractical, Specialized, Scientific Knowledge

Total PointsAccountabilityMgr Know

How HR Skills

Know How Problem Solving

25/11/2004 Benchmarks (appeal results) September 2004.xls Page 1 of 5






ts Full Points



How HR Skills


H & SS 4373 Ophthalmic Technologist 08-Mar-02 E I 3 D3 2C 230 76 87 393 8 8 8 8 32 425H & SS 9519 Ophthalmic Technologist 08-Mar-02 E I 3 D3 2C 230 76 87 393 8 8 8 8 32 425H & SS 4462 Ophthalmic Technologist 08-Mar-02 E I 3 D3 2C 230 76 87 393 8 8 8 8 32 425H & SS 4460 Ophthalmic Technologist 08-Mar-02 E I 3 D3 2C 230 76 87 393 8 8 8 8 32 425H & SS 6434 Occupational Therapist 10-Dec-03 E I 2 D3 2C 230 76 87 393 8 3 8 3 22 415H & SS 658 Speech Language Pathologist 10-Dec-03 E I 2 D3 2C 230 76 87 393 3 3 8 3 17 410H & SS 5846 Physiotherapist 10-Dec-03 E I 2 D3 2C 230 76 87 393 8 3 8 3 22 415H & SS 9505 Audiologist 10-Dec-03 E I 2 D3 1S 230 76 87 393 3 3 8 3 17 410JUS 10138 Institutional Nursing Supervisor 25-Sep-02 E I 2 D3 1P 200 66 87 353 3 8 8 33 52 405ECE 872 Career Development Officer 23-Oct-02 E I 3 E3 2C 200 66 76 342 3 3 3 8 17 359H&SS 3294 Sonographer 25-Sep-02 E I 2 D3 2C 200 66 76 342 8 3 33 8 52 394H & SS 95006 Public Health Nurse 10-Dec-03 E I 3 D3 2C 200 66 76 342 8 8 8 8 32 374H & SS 9509 Diabetes Nurse Educator 10-Dec-03 E I 3 D3 2C 200 66 76 342 3 3 3 8 17 359H & SS 6247 Respiratory Therapist 10-Dec-03 E I 2 D3 1S 200 66 76 342 3 16 16 16 51 393H & SS 8812 Dental Therapist 10-Dec-03 E I 2 D3 2C 200 66 76 342 8 16 16 8 48 390H & SS 4240 RN, Emergency 10-Dec-03 E I 2 D3 2C 200 66 76 342 16 16 16 16 64 406H & SS 4855 RN, Operating Room 10-Dec-03 E I 2 D3 2C 200 66 76 342 16 16 16 16 64 406FSHSSA 2230 Information Systems Manager 15-Mar-04 E I 2 E3 1S 200 66 76 342 8 8 3 3 22 364JUS 252 YCC Corrections Supervisor 15-Mar-04 D I 3 D3 1S 200 66 76 342 3 16 8 33 30 402ECE 7171 Budget/Accounting Officer 15-May-02 E I 2 D3 1C 200 66 66 332 3 3 3 3 12 344ECE 3248 French Translator 14-May-02 E I 2 D3 1C 200 66 66 332 3 3 8 3 17 349ECE 2729 French Translator 14-May-02 E I 2 D3 1C 200 66 66 332 3 3 8 3 17 349ECE 2543 French Translator 14-May-02 E I 2 D3 1C 200 66 66 332 3 3 8 3 17 349

JUS 8154Program Delivery Officer - Living Skills 29-Jan-04 E I 3 D3 1C 200 57 66 323 3 16 8 33 60 383

JUS 8102 Training Officer 25-Oct-02 E I 2 D3 2C 200 57 57 314 3 3 3 16 25 339DOT 1066 Mechanical Foreman 16-Jan-02 D I 3 D3 2P 175 57 76 308 8 8 3 3 22 330DOT 7783 Supervisor, Surface Structures 16-Apr-02 D I 2 D3 1P 175 57 76 308 3 8 8 8 27 335H & SS 5696 RN, Acute 10-Dec-03 E I 2 D3 2C 175 57 76 308 8 16 8 16 48 356JUS 10139 Institutional Nurse 24-Sep-02 E I 2 D3 2C 175 57 66 298 3 8 8 33 52 350H & SS 5414 Homecare Nurse 10-Dec-03 D I 3 D3 2C 175 57 66 298 8 16 8 8 40 338H & SS 4443 Clinic Nurse 10-Dec-03 D I 3 D3 2C 175 57 66 298 3 8 8 8 27 325H & SS 4304 RN, Extended Care 10-Dec-03 D I 3 D3 1C 175 57 66 298 8 8 8 8 32 330H & SS 410 RN, Psych 10-Dec-03 E I 2 D3 2C 175 57 66 298 3 8 8 8 27 325H & SS 4134 RN, Medicine 10-Dec-03 D I 2 D3 2C 175 57 66 298 8 8 8 8 32 330







ts Full Points



How HR Skills


JUS 2024 Chief Court Reporter 27-Feb-04 D I 2 D3 1P 175 50 66 291 8 8 33 16 65 356

IRHSSA 2374Telehealth/Clinical Applications Specialist 11-May-04 E I 2 D3 1C 175 57 57 289 3 3 8 3 17 306

JUS 4957

Admission and Discharge/COMS Training Officer 17-Mar-04 D I 2 D3 2C 175 50 57 282 3 8 8 33 52 334

H & SS 4219 Laboratory Tech - Bacteriology 10-Dec-03 E I 1 C3 2C 175 50 50 275 3 16 16 3 38 313DOT 7792 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292DOT 7798 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292DOT 7791 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292DOT 7797 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292DOT 7795 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292DOT 7793 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292DOT 163 Heavy Equipment Mechanic 26-Jan-04 D I 1 C3 1S 152 43 57 252 16 16 16 8 56 308JUS 3631 Juridical Officer III 24-Sep-02 D I 1 C3 2C 152 43 50 245 3 3 8 8 22 267JUS 7589 Juridical Officer III 24-Sep-02 D I 1 C3 2C 152 43 50 245 3 3 8 8 22 267H & SS 8210 L.P.N., Emergency 10-Dec-03 D I 2 C3 2C 152 43 50 245 16 16 16 16 64 309H & SS 11060 Licensed Practical Nurse - NLSC 10-Dec-03 D I 2 C3 1S 152 43 50 245 3 8 8 8 27 272H & SS 8327 Operating Rm Booking Clerk 16-May-02 D I 2 D3 2C 152 43 43 238 3 3 3 8 17 255H & SS 4211 Radiological Technologist 10-Dec-03 D I 2 C3 1C 152 43 43 238 8 8 3 8 27 265

JUS2025, 1304, 3533, 0448 Court Reporter 27-Feb-04 D I 2 C3 1C 152 38 43 233 16 8 33 16 73 306

FMBS

6083, 6862, 10300,

0317, 6857, 10612, 6452 Payroll Specialists 23-Feb-04 D I 2 C3 2C 152 38 43 233 3 3 3 8 17 250

DOT 7787 Airfield Maint. Spec. 18-Jan-02 D I 1 D3 2C 132 38 50 220 8 8 16 8 40 260DOT 7786 Airfield Maint. Spec. 18-Jan-02 D I 1 D3 2C 132 38 50 220 8 8 16 8 40 260DOT 7788 Airfield Maint. Spec. 18-Jan-02 D I 1 D3 2C 132 38 50 220 8 8 16 8 40 260DOT 7790 Airfield Maint. Spec. 18-Jan-02 D I 1 D3 2C 132 38 50 220 8 8 16 8 40 260DOT 7789 Airfield Maint. Spec. 18-Jan-02 D I 1 D3 2C 132 38 50 220 8 8 16 8 40 260DOT 7750 Facility Maintainer 17-Apr-02 D I 1 D3 2C 132 38 50 220 8 8 8 3 27 247







ts Full Points



How HR Skills


PWS 2397 Plumber 16-Jan-02 D I 1 C3 MP 132 38 50 220 16 16 8 16 56 276JUS 232 Maintenance Officer 24-Feb-04 D I 2 C3 1C 132 33 43 208 16 16 8 33 73 281JUS 7396 Cook - SMCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 16 16 48 252JUS 260 Cook - SMCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 16 16 48 252JUS 230 Cook - YCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 8 33 57 261JUS 2202 Cook - YCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 8 33 57 261DOT 4905 Contracts Administrator 23-Sep-02 D I 1 C3 1C 132 33 38 203 3 3 3 3 12 215PW&S 3207 Contracts Administrator 23-Sep-02 D I 1 C3 1C 132 33 38 203 3 3 3 3 12 215PW&S 86 Contracts Administrator 23-Sep-02 D I 1 C3 1C 132 33 38 203 3 3 3 3 12 215JUS SMCC Corrections Officer 20-Mar-03 C I 2 C3 MS 132 33 38 203 8 16 16 33 73 276JUS YCC Corrections Officer 20-Mar-03 C I 2 C3 MS 132 33 38 203 8 16 16 33 73 276DOT 2676 Welder 15-Jan-02 D I 1 C3 1C 132 33 38 203 16 16 8 3 43 246JUS TWCC Correction Officers 30-Jan-04 C I 2 C3 MS 132 33 38 203 8 8 16 33 65 268

H&SS 5617Community Health Representative 10-Dec-03 C I 2 C3 1C 132 33 38 203 3 3 3 8 17 220

JUS 245 Crew Officer 24-Feb-04 C I 2 C3 1C 132 33 38 203 8 16 16 33 73 276H&SS 4399 Medical Dictatypist 27-Sep-02 D I 1 C3 1C 115 29 33 177 3 3 16 8 30 207ECE 8337 Secretary 06-Mar-02 C I 2 C2 1C 115 25 29 169 3 3 3 3 12 181

H&SS 10358 Resident Care Aide 10-Dec-03 C I 2 C2 1C 115 25 29 169 8 8 8 8 32 201H&SS 94015 Home Support Worker 10-Dec-03 C I 2 C2 1C 115 25 29 169 8 8 3 8 27 196FSHSSA 9006, 4228 Finance Clerk 16-Mar-04 C I 2 C2 1C 115 25 29 169 3 3 3 8 17 186DOT 9083 Parts Person 15-Jan-02 C I 1 C2 MC 100 22 29 151 8 8 3 3 22 173DOT 7740 Airport Clerk 02-May-02 C I 1 C2 1C 100 22 25 147 3 3 3 3 12 159


GNWT JOBGROUPINGS AND

MODEL JOBS

Table of Contents

Job Evaluation Manual – GNWT Job Families and Model Jobs

1. Administrative Assistants

2. Clerks / Assistants

3. Collections Officer

4. College Instructors

5. Engineering / Technologist

6. Finance & Accounting

7. Human Resources

8. Information Technology

9. Inspectors / Regulatory

10. Institutional Corrections Workers

11. Legal Counsel

12. Nursing

13. Policy Officers

14. Records and Library

15. Renewable Resource Officers

16. Social Workers

17. Trades

June 1, 2001 Administrative Assistants 0 GNWT Model Jobs

ADMINISTRATIVE ASSISTANTS


Administrative Assistant Matrix

Please refer to the following Job Family Matrix illustrating the hierarchies of ModelJobs in this GNWT Job Family. Clerk level jobs are also found in the Finance &

Accounting and Human Resources Job Families.

Hay Point Range(without WC)

Job Ladder Position

900-999800-899650-799550-649450-549370-449320-369270-319230-269 Administrative Assistant 1190-229 Administrative Assistant 2160-189 Administrative Assistant 3130-159 Administrative Assistant 470-129 Administrative Assistant 5


Administrative Assistant 5

General Characteristics:

Performs receptionist duties with some secretarial and administrative supportduties. Requires a basic understanding of administrative procedures as well askeyboarding skills. This is an entry level support position.

Representative Activities:

1. Answers telephone calls and directs caller to appropriate person within limitedarea.

2. Performs limited secretarial services as required, such as keyboarding,photocopying, faxing documents, etc.

3. Maintains correspondence files.4. Performs routine data entry for divisions (i.e. leave, financial documents, etc.).

Job Evaluation RationaleKnow-How CI-1 87

General knowledge of office procedures and skills to follow established workprocesses. Tasks are very clear.

Problem Solving C2(19%) 16

Work is well defined and involves similar situations. Unusual problems are referredto the supervisor.

Accountability B-1A 16

Accomplishes tasks within standardized practices and through close supervision.Provides a service to others.

Short Profile 0

Balanced profile for support role.

Total without Working Conditions 119




Performs secretarial and administrative duties of a routine nature for one or morepeople (usually in the same division). This is a support position, requiring a basicunderstanding of administrative and secretarial procedures. This level ofknowledge may be acquired through the completion of a secretarial certificate.


1. Formats and produces standard documents such as letters, reports, andpresentations as directed.

2. Retrieves information from files to compile statistics as directed.3. Maintains correspondence files.4. Performs data entry for divisions (i.e. leave, financial documents).5. Acts as receptionist for division by screening telephone calls, visitors and

correspondence.

Job Evaluation RationaleKnow-How CI1 100

Knowledge of well-defined procedures and work routines. Individual contributorassigned to complete tasks.


Work consists of similar situations requiring well-defined solutions. Unusual problemsare referred to the supervisor.

Accountability B-1C 22

Contributes to area’s work by accomplishing tasks within standardized practices,through instruction and with supervision.

Short Profile 0

Balance profile for support role.





Performs administrative duties in support of a Director and/or Division. Carriesout support activities with minimal supervision. Has a good understanding of thefunctions and responsibilities of the Division. This position requires discretionand independent judgement, and knowledge of secretarial support procedures.Requires progressively more responsible secretarial support experience (typicallythree to five years).


1. Formats and produces documents, letters, reports, and presentations usuallyfrom available material.

2. Screens telephone calls and visitors, answers questions and providesinformation when possible.

3. Schedules appointments and coordinates arrangements for meetings asdirected.

4. Makes travel and accommodation arrangements for supervisor.5. Maintains divisional records following approved schedules.


Knowledge of well-defined procedures and work routines. Must influence others toachieve job objectives.


Resolves differing situations through well-defined procedures and guidelines. Unusualproblems are referred to the supervisor.

Accountability B+1C 29

Provides a support service through established work routines to a portion of aDepartment/Division.

Short Profile 0






Performs administrative duties in support of a Senior Manager in a governmentdepartment, board or agency in conjunction with an Executive. Requires athorough knowledge of the interrelationships within the department, board oragency. Is a senior support position requiring a comprehensive knowledge ofadministrative and secretarial support procedures. The position requires a gooddeal of independent judgment, working under minimal supervision. The positiongenerally provides advice and support to lower level administrative supportpositions. Requires considerable and progressively more responsibleadministrative support experience (typically five to seven years).

Representative Activities:1. Drafts correspondence, reports and presentations, usually from available

material.2. Screens telephone calls and visitors, answers questions and provides

information when possible.3. Schedules appointments and coordinates arrangements for meetings and

conferences as directed.4. Makes travel and accommodation arrangements for supervisor.5. Communicates Deputy Head’s instructions to appropriate personnel.6. Maintains records following approved schedules.

Job Evaluation RationaleKnow-How C+I2 132

Comprehensive knowledge of generally defined procedures and complicated workroutines. Must influence others to achieve job objectives.


Resolves differing situations through well-defined procedures and guidelines. Unusualproblems are referred to the supervisor.

Accountability C-1C 33

Contributes to a part of a Department’s/Division’s end results. Acts withinstandardized practices and general work instructions.

Short Profile 0






Performs administrative duties in support of the Senior Manager in a governmentdepartment, board or agency. Requires a thorough knowledge of theinterrelationships within the department, board or agency; within the governmentas a whole; and with external organizations and issues. Is a highly responsible,senior support position requiring a comprehensive knowledge of office andadministrative procedures. Responsibilities are diversified and involve closecoordination with other Senior Managers and their administrative supportpersonnel. Operates with a great deal of latitude, which allows for independentjudgement. Provides advice and support to lower level administrative supportpositions. Requires considerable and progressively more responsibleadministrative support experience (typically seven to ten years).


1. Drafts correspondence, reports and presentations, usually from availablematerial.

2. Screens telephone calls and visitors and responds to requests for information.3. Coordinates arrangements for appointments, meetings and conferences.4. Organizes and expedites flow of work through the Senior Managers office.

Initiates follow up.5. Communicates Senior Managers’ instructions to appropriate personnel.6. Maintains records following approved schedules.


Job Evaluation RationaleKnow-How DI2 152

Specialized knowledge of office and administrative procedures. Must influence andcoordinate with others to achieve job objectives.

Problem Solving D3(29%) 43

Work is defined by diversified procedures. Problems require a search for solutionswithin an area of learned things (ie: Departmental knowledge). Unusual problems arereferred to the supervisor.

Accountability C+1C 43

End results and advice are subject to well-defined practices and procedures as wellas supervisory review.

Short Profile 0



June 1, 2001 Clerks/Assistants - 1 GNWT Model Jobs

CLERKS/ASSISTANTS


Clerk/Assistant Matrix: Benchmarks

Please refer to the following Job Family Matrix illustrating the hierarchies of ModelJobs in this GNWT Job Family. Clerk level jobs are also found in the Finance &

Accounting and Human Resources Job Families.


Job Ladder Position

900-999800-899650-799550-649450-549370-449320-369270-319230-269190-229 Assistant Seasoned160-189 Assistant – Fully Qualified130-159 Clerk – Fully Qualified70-129 Clerk - Developing

Clerk – Entry LevelClerk – Data


Clerk – Data

General Characteristics

Performs simple clerical duties requiring a general understanding of departmentprocedures or instructions related to work performed. The work is standardizedand closely supervised.

Typical Jobs: Mail Clerk, Order Filler, Clerk Typist, File Clerk.

Representative Activities

1. Processes repetitive documents in accordance with established proceduresor standard instructions.

2. Records data and produces lists from documents or records whereknowledge of subject matter is not required.

3. Files routine material according to a prescribed breakdown. Locates andextracts material from files when requested.

Job Evaluation RationaleKnow-How B+N1 66

Carries out uninvolved, standard procedures in a narrow field. Contact with otherslimited to requesting or giving information.

Problem Solving B2(16%) 10

Problem solving limited to a choice between previously defined/learned options.Immediately available assistance and/or examples.

Accountability ANC 12

Provides information/support to the function. Works within established work routinesand with detailed instructions and close supervision.

Short Profile +1

Strong process orientation



Clerk – Entry Level


Performs routine duties using various types of equipment. Procedures arestandardized and well defined.

Typical Jobs: Sr. data entry operator, Technical Assistant.


1. Follows standard procedures with readily available help.2. Produces records; does not interpret data beyond identifying the need for

modifications.3. Carries out routine processes on specialized equipment.4. Refers complications/problems to supervisor.

Job Evaluation RationaleKnow-How CN1 76

Applies well-defined work methods and procedures in a narrow field. May require skillin the use of specialized equipment. Contact with others limited to requesting or givinginformation.


Problem solving limited to a choice between previously defined/learned options.Immediately available assistance and/or examples.

Accountability BMA 14

Provides information/assistance to the function. Works within established workroutines and close supervision.

Short Profile +1

Strong process orientation



Clerk – Developing


Performs clerical duties requiring limited analysis or judgement. Requiresworking knowledge of departmental procedures related to work performed.Supervision is available to assist on any work not clearly covered by standardprocedures.

Typical Jobs: General Clerk, Tape Librarian


1. Processes straightforward documents.2. Maintains and updates records, according to standard procedures and

formats.3. Compiles various reports according to standard operating procedures and

formats.4. May perform general clerical duties for departmental staff.

Job Evaluation RationaleKnow-How C+N1 87

Applies well-defined work methods and procedures in a narrow, straightforward field.Contact with others limited to requesting or giving information.


Problem solving limited to a choice between previously defined/learned options.Readily available assistance.

Accountability B1A 19

Provides information in support of the function. Works within established work routinesand/or close supervision.

Short Profile +1

Strong process orientation.



Clerk – Fully Qualified


Performs a variety of clerical duties which require sound knowledge ofdepartmental procedures related to work performed. Supervision is needed onlyfor exceptional or unexpected situations.

Typical Jobs: General Clerk, Accounting Clerk, Personnel Clerk, PurchasingClerk, Order Clerk.


1. Processes straightforward documents.2. Maintains and updates records, according to standard procedures and

formats.3. Compiles various reports according to standard operating procedures and

formats. May compile variations of standard reports involving familiarinformation from known sources.

4. Provides routine information to employees and management staff.5. May perform general clerical duties for departmental staff.


Applies well-defined work methods and procedures in a narrow field. Contact withothers limited to requesting or giving information.


Problem solving limited to a choice between previously defined/learned options.

Accountability B1C 25

Contributes to the function. Works within established work routines and supervision.

Short Profile +1

Process orientation.



Assistant – Fully Qualified


Performs a variety of assignments requiring some analysis primarily in aspecialized functional area. Requires a detailed knowledge of departmentalprocedures related to the work performed. Works under minimal supervision.

Typical Jobs: Sr. General Clerk, Payroll Clerk, Personnel Assistant, DesktopPublisher.


1. Processes complex documents to assure completeness and accuracy andthe fulfilment of government requirements.

2. Under general direction and using established procedures, maintains recordsand compiles regular reports.

3. Provides functional information to employees and management staff.4. May compile special reports or co-ordinate assigned projects.5. May provide technical direction to other clerks.

Job Evaluation RationaleKnow-How D-I1 115

Applies moderately complex, practical procedures and systems requiring somespecialized skills generally in a narrow functional area. HR skills requirement limitedto giving and receiving information.


Problems related to day to day work are solved based on job related knowledge,within established guidelines and practices and with readily available assistance.


Provides a support service to the function. Works within standardized procedures andsupervision.

Short Profile +1




Assistant Seasoned


Performs a variety of assignments requiring some analysis in a specializedfunctional area. Requires a total understanding of functional practices andprocedures as well as a solid knowledge of departmental procedures andprocesses. Supervisory review of results, provides technical direction to otherclerks.

Typical Jobs: Sr. Accounting Clerk, PC Support Assistant


1. Processes complex documents to assure completeness and accuracy andthe fulfilment of government requirements.

2. Performs preliminary analysis of functional data.3. Provides functional information to employees and management staff.4. Compiles special reports involving co-ordination of information from other

areas. May co-ordinate assigned projects.5. Provides technical direction to other clerks.


Applies moderately complex, practical procedures and systems requiring somespecialized skills generally in a narrow area of expertise. Provides technical directiononly.


Work challenges resolved within diversified procedures and precedents. Assistanceavailable for unusual situations.

Accountability C1C 38

Provides a support service to the function. Works within standardized procedures withsupervision of results.

Short Profile 0



June 1, 2001 Collections Officers Page 1 of 5

COLLECTIONS OFFICERS


Collections Clerk


Under the direction of a Senior Collections Officer, provides day to day credit andcollections services to user departments of the GNWT, Boards and Agencies.

Representative Duties:

1. Assess sensitive collection situations and determines the most effectivecollection approach.

2. Suggests approaches to complex account disputes.

3. Maintains a complete collection file indicating collection procedures andresults.

4. Prepares the documentation to initiates payroll recoveries and garnisheeingaction on wages and/or bank accounts.

5. Contacts customers for background information and gathers information fromcredit bureau, banks and suppliers to determine customers or principals’management experience, past credit experiences and capacity to pay.

Job Evaluation RationaleKnow-How D-I1 115Applies moderately complex, practical procedures and systems requiring somespecialized skills in a narrow functional area. HR skills required are limited togiving and receiving information; position is not required to make actual contactwith clients to initiate recovery action.

Problem Solving 25% (C3) 29Work challenges resolved within diversified procedures and precedents.Assistance available for unusual situations.

Accountability C-1C 33Provides a support service to the function. Works within standardizedprocedures with supervision of results.

Short Profile +1Strong process orientation

FULL POINTS 177


Collection Officer (GNWT)


Under the direction of the Senior Collections Officer performs collections andcredit services to user departments of the GNWT, Boards and Agencies.



2. Resolve complex account disputes and negotiates with various parties toestablish sound repayment schedules.


4. Initiates payroll recoveries and garnisheeing action on wages and/or bankaccounts.


Job Evaluation RationaleKnow-How DI3 175Applies complex, procedures and systems requiring specialized collection skills.May provide guidance to collection clerks. Highest level of HR know-howrequired when negotiating with clients they are arranging to collect from aspassing file on to collection agency or courts is the last possible option as this isexpensive.

Problem Solving 29% (D3) 50Work challenges resolved within diversified procedures and precedents.Assistance available for unusual situations from the Senior Collections Officer.

Accountability D-1C 50Has latitude to choose proper course of action within varied work procedures.

Short Profile 0Balanced profile for research and direct service provision for support role.

FULL POINTS 275


Collections (departments)


Under the direction of the director/assistant director, provides day to day creditand collections services to user departments of the GNWT, Boards andAgencies.







Job Evaluation RationaleKnow-How DI3 175Applies complex, procedures and systems requiring specialized collection skills.May provide guidance to collection clerks. Highest level of HR know-howrequired when negotiating with clients they are arranging to collect from aspassing file on to collection agency or courts is the last possible option as this isexpensive.

Problem Solving 33% (D+3) 57Work challenges resolved within diversified procedures and precedents.Assistance is not readily available.

Accountability D1C 57Has latitude to choose proper course of action within varied work procedures,work is only periodically reviewed.

Short Profile 0Balanced profile for research and direct service provision for support role.

FULL POINTS 289


Senior Collections Officer (GNWT)


Under the direction of the Manager, provides day to day credit and collectionsservices to user departments of the GNWT, Boards and Agencies.







6. Supervise activities of the Collection Officers.

Know-How D+I3 200Applies complex, procedures and systems requiring specialized collection skills.May provide guidance to collection clerks. Highest level of HR know-howrequired when negotiating with clients they are arranging to collect from aspassing file on to collection agency or courts is the last possible option as this isexpensive. Position deals with politically sensitive files.

Problem Solving 33% (D+3) 66Work challenges resolved within diversified procedures and precedents.Assistance is not readily available.Accountability D+1C 66Has latitude to choose proper course of action within varied work procedures,work is only periodically reviewed; responsible for the work of the unit.Short Profile 0Balanced profile for research and direct service provision and supervisoryresponsibilities.FULL POINTS 332

College Instructors

INTRODUCTION TO THE MODEL JOB DESCRIPTIONS LEVELS OF WORK Instructor jobs occur primarily in Aurora College. This document provides input for evaluating different instructor job levels and it identifies some generic levels that might be applicable across the various facets of college activities. PURPOSE OF THE POSITION Instructors are employed to deliver training/educational programs within the mandate of Aurora College. Programs range from adult basic education through specific skills sets as may be required by a Heavy Equipment Operator to College/University level certification in a profession such as nursing.

SCOPE “Instruction” is made up of three components: 1. Planning:

• conducting student needs assessments • researching, preparing, and developing teaching resources • preparing long term and daily lesson plans • organizing classes and lectures • maintaining equipment/resource inventory • participating in course and curriculum development activities

2. Implementing:

• directly delivering instruction in classroom, shop, or other specialized instructional settings

• recording student attendance • providing student academic counselling and tutoring • maintaining adherence to program objectives and accreditation standards • carrying out promotional activities in support of College goals • providing the required reports and performing other administrative tasks

related to the delivery of instructional activities

03/19/04 Instructors GNWT Job Models

3. Evaluating:

• evaluating of both the program/course and the students • recommending updated resources including texts as well as changes to

instructional policies In carrying out these duties, instructors generally function as members of a program team. They share responsibility for administrative tasks needed for the effective planning, promotion, and evaluation of their program. Instructors are also professional role models for their students, responsible for maintaining decorum appropriate to their instructional setting. Instructors may be responsible for both theoretical and practical components of a program which may not be limited to a classroom setting. For example, summer and winter “camps” associated with the Natural Resources program. Campus based Instructors The campus based instructor is responsible for instruction – see definition above. The instructor is usually not working in isolation and his/her supervisor is usually in the same facility. The instructor is usually assigned their specialty and teaches students on a rotary schedule. This instructor has access to campus resources and services. Community Adult Educators The community adult educator is as well responsible for instructing courses and promoting positive career development within the community. The adult educator usually teaches all subjects to all the students. The adult educator’s strength is his/her all round general knowledge. However, instructing ABE and providing assessment and counselling services will probably take up 70% or more of an adult educator’s time. But an adult educator also has a whole range of managerial and administrative responsibilities to keep the Community Learning Centre functioning. Not only is the adult educator an instructor – see definition above- but also works with community organizations and agencies in preparing needs assessments and proposals for workshops, courses and programs -through research, surveys, consultation and liaison with appropriate employers, community groups, etc. The adult educator may be responsible for hiring and supervising casual and part time instructors. She/he manages the learning centre facility and the administrative duties involved in that and is usually working in an isolated location with little direct supervision. People in the community see the adult educator as a general “helper” who can be asked for assistance on a whole range of concerns and problems.


Key Differentiating Factors All instructors require the ability to “instruct” but variations may be found based on subject matter or area of specialization. A trades instructor may be required to teach a student how an engine functions and can do so using hands-on techniques to “show” a student how things work (competency-based instruction). An instructor in other cases may be required to impart “theory” which may require the utilization of alternate methods depending on the subject or the students being taught. An adult educator may be required to develop specific programs and teaching methods tailored for the specific needs of individuals based on their learning style, cultural or educational background. Typical elements for differentiation are:

Elements Questions and Comments Supervision provided to the job

Is the position working under close supervision or under general supervision? Is it part of a campus structure or located in a community?

Breadth Is the position covering a specific subject area or covering a number of subject areas within the campus or community? It is important to realize that for some campuses/communities, the full scope will be larger than for others.

Creativity The level of creativity needed (and therefore also know-how and experience) may vary based on whether the instructor is delivering a “canned” or clearly defined program according to set standards or developing programs specific to subject matter or student needs.

Complexity The number and type of subjects taught may vary as might the levels of instructional and subject matter expertise required. An instructor may be responsible for teaching across the spectrum of a high school curriculum, may be responsible for teaching one or two subjects of an established program or may be responsible for teaching all of the subject matter associated with a program of study.


Instructor – Natural Resources Technology

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Natural Resources Technology program. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The Instructor, Natural Resources Technology Program requires a comprehensive knowledge of natural resource theory and practice. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the course and/or program. Eg: Semester or Block. The job holder may be required to teach some modules in any number of locations from time to time as required by the design format of the particular program being taught. Representative Activities

1. Develops and revises course content which is relevant and current and prepares long term and daily lesson plans for each course before the start of the program.

2. In consultation with other program instructors identifies appropriate

program/course materials, books, equipment and other resources.

3. Instructs using appropriate and varying instructional methods.

4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements.

5. Provides academic counselling and tutoring.

6. Supports students by acting as a role model, carrying out basic career and

life skills counseling and by fostering a positive learning and work environment.

7. Administers College policies (academic standards, attendance standards,

program activity reports) relevant to program.


8. Evaluates students and programs and reports on both

9. Assists with promotional activities.

10. Instruct students at field camps on the land.

Job Evaluation Rationale – Natural Resource Technology Program Know How EI3 230 Position requires comprehensive knowledge of natural resource theory and practice in addition to adult learning theory and adult education program design, development, management, delivery techniques and evaluation. The position is required to perform activities that are generally similar in content. The position is required to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving E3(38%) 87 Latitude exists to consider if new instructional practices and procedures must be developed within context of clearly defined program curriculum, policies, and practices. There is need to determine best teaching methods and to modify methods to suit learners at many different levels and attitudes. Accountability E1S 87 The curriculum, which outlines course content and procedures but does not identify day-to-day activities or methods of instruction, limits the freedom to act. The position must consult with other program instructors to identity appropriate resources, and is required to meet various objectives set by the College program / management staff. Total without Working Conditions 404 Short Profile 0 Reflects program development and implementation role.


Instructor – Observer/Communicator

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Observer/Communicator program. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The Instructor, Observer/Communicator Program requires a comprehensive knowledge of related theory and practice. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the course and/or program. Eg: Semester or Block. The job holder may be required to teach some modules in any number of locations from time to time as required by the design format of the particular program being taught. Representative Activities












8. Evaluates students and programs and reports on both

9. Assists with promotional activities. Job Evaluation Rationale – Observer/Communication Program Instructor Know How DI2 152 Position requires specialized technical knowledge of the fundamental principles of the related trade as well as adult instruction methods, basic counseling or life-skill coaching, program and/or project development and management, needs assessment and curriculum development. The position is required to perform activities that are similar in content, and to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving C3(25%) 38 Thinking is done within well-defined somewhat diversified procedures. Many precedents cover most situations. There is need to determine best teaching methods and, within accepted practices, to modify methods to suit learners at many different levels and attitudes. Accountability C1S 43 A well defined curriculum, along with standardized practices and procedures limit the freedom to act. The Office Administration program is directly affected by work of the position, although the position is required to work with other instructors and positions to meet various objectives set by the College program / management staff. Total without Working Conditions 233 Short Profile +1 Reflects a directing role in implementation and accountability for results.


Instructor – Office Administration

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Office Administration program. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The Instructor, Office Administration requires a comprehensive knowledge of office practices, processes, procedures and the necessary equipment associated with office administration. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the course and/or program. Eg: Semester or Block. The job holder may be required to teach some modules in any number of locations from time to time as required by the design format of the particular program being taught. Representative Activities










7. Administers College policies (academic standards, attendance standards, program activity reports) relevant to program.

8. Evaluates students and programs and reports on both.


Job Evaluation Rationale – Office Administration Program Instructor Know How DI2 152 Position requires specialized technical knowledge of the fundamental principles of office administration as well as adult instruction methods, basic counselling or life-skill coaching, program and/or project development and management, needs assessment and curriculum development. The position is required to perform activities that are similar in content, and to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving D2(25%) 38 Thinking is done within well-defined somewhat diversified procedures. Many precedents cover most situations. There is need to determine best teaching methods and, within accepted practices, to modify methods to suit learners at many different levels and attitudes. Accountability C1C 43 A well defined curriculum, along with standardized practices and procedures limit the freedom to act. The Office Administration program is directly affected by work of the position, although the position is required to work with other instructors and positions to meet various objectives set by the College program / management staff. Total without Working Conditions 233 Short Profile +1 Reflects a directing role in implementation and accountability for results.


Instructor – Heavy Equipment Operator Program

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Heavy Equipment program. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. Knowledge of the fundamental principles in a specific field (heavy equipment operation) is required as is knowledge in the area of adult instructional methods, basic counseling and/or life-skill coaching, program and/or project development and management, needs assessment and curriculum development. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block, The job holder may be required to teach course modules in any number of locations from time to time. Representative Activities












8. Evaluates students and programs and reports on both. 9. Assists with promotional activities.

Job Evaluation Rationale – Instructor Heavy Equipment Operator Program Know How DI3 175 Position requires knowledge of the fundamental principles of heavy equipment operation as well as adult instruction methods, basic counselling or life-skill coaching, program and/or project development and management, needs assessment and curriculum development. The position is required to perform activities that are similar in content, and to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving D3(29%) 50 Latitude exists to consider if new instructional practices and procedures must be developed within context of standardized program curriculum, policies, and practices. There is need to determine best teaching methods and, within accepted practices, to modify methods to suit learners at many different levels and attitudes. Accountability C1S 57 A well defined curriculum, which outlines specific course content and procedures along with a general description of instruction methods, limits the freedom to act. The impact on the organization is shared with the other instructors, and positions must meet various objectives set by the College program / management staff. Total without Working Conditions 282 Short Profile 0 Reflects program development and implementation role.


Instructor – Adult Basic Education

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Adult Basic Education program. Instruction will be required in one or more areas including English, Mathematics, Social Studies, Science, basic computer skills and Personal Development up to Grade 12 Completion and University Entrance, depending on Instructor's area of expertise. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block. The job holder may be required to teach course modules off campus from time to time. The Instructor, Adult Basic Education Program requires a comprehensive knowledge of the specific subject area assigned as the primary content specialization area. The instructor must have a comprehensive theoretical and practical understanding of adult education theory and practice. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Move this paragraph to be the second paragraph to keep the format consistent. Representative Activities








6. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment.




9. Assists with promotional activities. Job Evaluation Rationale – Adult Basic Education Instructor Know How EI3 264 The position requires knowledge of the specific topic areas taught, as well as a comprehensive theoretical and practical understanding of adult education theory and practice. Knowledge of adult education program design, development, management, delivery techniques and evaluation are also required. The position must perform activities that are generally similar in content while maintaining an appropriate awareness of other activities. The position must establish and maintain a learning environment that is conducive to providing the highest level of education possible, and provide academic counselling and tutoring services. Problem Solving E3(38%) 100 The thinking environment offers latitude where thinking is done within a general frame of reference, and allows the position to consider or implement new practices and procedures with respect to the delivery of established curriculum and development of instructional material. There is need to determine best teaching methods and to modify methods to suit learners at many different levels and attitudes. Accountability E1S 100 The curriculum, which outlines course content and procedures but does not identify day-to-day activities or methods of instruction, limits the freedom to act. The position must consult with other program instructors to identity appropriate resources, and is required to meet various objectives set by the College program / management staff. Total without Working Conditions 464 Short Profile 0 Advisory, consultative role.


Instructor – Community Adult Educator

General Characteristics The Community Adult Educator (CAE) is a community based position responsible for all programs delivered through the Community Learning Centre. The adult educator facilitates learning opportunities by the promotion, planning, organization, delivery and evaluation of educational programming for students in the community. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The job holder manages the Community Learning Centre facility and activities independently in an isolated environment at a distance from the main campus. The job holder represents the College at the community level and plays a critical role in creating and maintaining a positive image for the College. The CAE conducts comprehensive and ongoing community needs assessments through research, surveys, consultation and liaison with elected leaders, community administrators, employers, community groups and individuals. The CAE acts as an ambassador for the college. The Community Adult Educator is responsible for the planning, organization, delivery and evaluation of educational programming for students in the Community and promotes life long learning within the community. The job holder conducts needs assessments and develops, delivers and evaluates programs to meet those needs. As well as instructing, the job holder may hire and supervise casual and part-time instructors to deliver community programs. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block. Representative Activities

1. Identifies appropriate programs and directs and supervises the delivery of same.

2. Instructs courses and workshops using appropriate and varying

instructional methods.

3. Carries out financial processes related to the Community Learning Centre activities and ensures that all financial processes comply with College and


GNWT financial procedures and policies.

4. Develops and prepares instructional material as required in response to ongoing needs of students and in response to changes in curriculum requirements. Develops and revises course and workshop content which is relevant and current.





8. Prepares reports of learning center activities.



program activity reports) relevant to program. Job Evaluation Rationale – Community Adult Educator Know How EI3 264 The position requires knowledge of the specific topic areas taught, as well as knowledge of instruction techniques and an ability to effectively instruct groups. The Position also requires management and administrative skills in order to operate the community learning centre. The position is required to have an understanding of the correlation of their work and of the educational system in general e.g. high school, community adult education, and post-secondary education. The position must establish and maintain a learning environment that is conducive to providing the highest level of education possible. The position is frequently required to work with community organizations and agencies to develop needs assessments and proposals for various learning events. Problem Solving D4(38%) 100 The thinking environment offers latitude where thinking is done within a general frame of reference, and allows the position to consider or implement new practices and procedures with respect to the delivery of established curriculum. There is need to determine best teaching methods and to modify methods to suit learners at many different levels and attitudes. Accountability E1S 115


The curriculum, which outlines course content and procedures, but which does not identify day-to-day activities or methods of instruction, limits the freedom to act. The position affects the students at the learning centre and works with curriculum development staff, other instructors and college administration. The position has control over most activities of the learning centre but must carry out activities and meet objectives set by the College program/management staff. Total without Working Conditions 479 Short Profile +1 Reflects a directing role in implementation with high accountability for results.


Instructor – Teacher Education Program

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Teacher Education program The instructor is also responsible for supervising TEP students and recommending changes/improvements as required which will result in the completion of a Teaching Diploma or 3rd year of a 4 year Degree program. The instructor establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The Instructor, Teacher Education Program requires a comprehensive knowledge of the field of education, theory and practice. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block. The job holder may be required to teach course modules off campus from time to time. Representative Activities














10. Supervises practicums.

Job Evaluation Rationale – Instructor Aurora College Teacher Education Program Know How EI3 264 Position requires comprehensive knowledge of education theory and practice in addition to adult learning theory and adult education program design, development, management, delivery techniques and evaluation. The position is required to perform activities that are generally similar in content. The position is required to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving E3(38%) 100 Latitude exists to consider if new instructional practices and procedures must be developed within context of clearly defined program curriculum, policies, and practices. There is need to determine best teaching methods and to modify methods to suit learners at many different levels and attitudes. Accountability E1S 100 The curriculum, which outlines course content and procedures but does not identify day-to-day activities or methods of instruction, limits the freedom to act. The position must consult with other program instructors to identity appropriate resources, and is required to meet various objectives set by the College program / management staff. Total without Working Conditions 464 Short Profile 0 Reflects program development and implementation role.


Instructor – Electrical Trades

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of educational programming for students in the Electrical Trades program which will result in the completion of the NWT or Interprovincial Trades Certification. Instruction will be required in one or more areas including the theoretical portion of years 1, 2, and 3 of the Electrical Trades program. Knowledge and experience setting up 3rd and 4th year electrical laboratory is essential. The job holder establishes and maintains a learning environment which is conducive to providing the highest level of education possible. The Instructor, Electrical Trades program requires a comprehensive knowledge of the electrical field theory and practice. The job holder must be well versed in adult learning theory and principles as well as adult program management, delivery techniques and evaluation Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block. The job holder may be required to teach course modules off campus from time to time. Representative Activities








6. Supports students by acting as a role model, carrying out basic career and life skills counseling and by fostering a positive learning and work environment.




9. Assists with promotional activities. Job Evaluation Rationale – Instructor Electrical Trades Program Know How EI3 200 Position requires comprehensive knowledge of electrical field theory and practice in addition to adult learning theory and adult education program design, development, management, delivery techniques and evaluation. The position is required to perform activities that are similar in content, and to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving D3(33%) 66 Latitude exists to consider if new instructional practices and procedures must be developed within context of standardized program curriculum, policies, and practices. There is need to determine best teaching methods and, within accepted practices, to modify methods to suit learners at many different levels and attitudes. Accountability D1C 66 A well defined curriculum, which outlines course content and procedures but does not identify day-to-day activities or methods of instruction, limits the freedom to act. The impact on the organization is shared with the other instructors, and positions must meet various objectives set by the College program / management staff. Total without Working Conditions 332 Short Profile 0 Reflects program development and implementation role.


Instructor – Nurse Practitioner Program

General Characteristics The Instructor’s primary responsibility is the planning, organization, delivery and evaluation of the Nurse Practitioner Program (NP). The instructor is also responsible for supervising NP students and recommending changes/improvements as required. The instructor establishes and maintains a learning environment which is conducive to providing the highest level of education possible within their area of specialization. The instructor must have a detailed theoretical and practical understanding of advanced nursing practice. The Job Holder must be well versed in adult learning theory as well as adult education program design, development, management, delivery techniques and evaluation. Instruction can be scheduled in any number of ways depending on the particular delivery approach of the particular course and/or program e.g. semester or block. The job holder may be required to teach course modules off campus from time to time. Representative Activities










7. Administers College policies (academic standards, attendance standards, program activity reports) relevant to program.



Job Evaluation Rationale – Instructor Nurse Practitioner Program Know How EI3 264 Position requires comprehensive knowledge of nursing theory and practice in addition to adult learning theory and adult education program design, development, management, delivery techniques and evaluation. The position is required to perform activities that are generally similar in content. The position is required to establish and maintain a learning environment that is conducive to providing the highest level of education possible. Problem Solving E3(38%) 100 Latitude exists to consider if new instructional practices and procedures must be developed within context of clearly defined program curriculum, policies, and practices. There is need to determine best teaching methods and to modify methods to suit learners at many different levels and attitudes. Accountability E1S 100 The curriculum, which outlines course content and procedures but does not identify day-to-day activities or methods of instruction, limits the freedom to act. The position must consult with other program instructors to identity appropriate resources, and is required to meet various objectives set by the College program / management staff. Total without Working Conditions 464 Short Profile 0 Reflects program development and implementation role.


ENGINEERING

April 11, 2002 Engineers Page 1 of 11

Engineering Matrix

Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in

this GNWT Job Family.

Hay Point Range (without WC)

Job Ladder Position

900-999 800-899 650-799 Senior Manager / Senior Technical

Manager 550-649 Manager (Seasoned) / Senior Project

Officer / Technical Specialist 450-549 Officer, Seasoned 370-449 Officer, Fully Qualified 320-369 Officer, Developing 270-319 230-269 190-229 160-189 130-159 70-129


Officer, Developing

General Characteristics: Provides technical assistance to Assistant Regional Superintendents, Senior Technical Officers, Project Officers or Technical Managers/Officers in the development of project briefs, design reviews of minor building and works projects, technical performance or status evaluations, and design standards and guidelines development. Establishes and monitors departmental policy and procedures with respect to the operation & maintenance of all vehicles and equipment. This position requires good knowledge of computers, general concepts of building and works systems, soil conditions, maintenance practices, the ability to read and interpret designs and drawings, technical writing and drafting skills, and basic knowledge of project management. Representative Activities: 1. Assists Design/Project Managers in gathering technical data for preparing project

briefs. 2. Assists Design/Project Officers in checking design calculations for conformance to

design guidelines, codes and regulations. 3. Researches other jurisdictions and provides input on relevant standards, practices

and methods. 4. Provides assistance in the development, publishing and distribution of design

guidelines reference reports and manuals. 5. Administers the preparation of detailed designs and specifications and manages the

construction of minor projects. 6. Monitors project / program budget and identifies surpluses or shortfalls. 7. Conducts project inspections and prepares project progress status report. 8. Manages delivery of Maintenance Management Systems for operational programs. 9. Assists in the development of procedures and guidelines. 10. Develops and implements training programs.


Job Evaluation Rationale Know-How E12 200

Application of specialized skills in a specific area (engineering). Negotiations and corrective actions with suppliers and clients.


Problems are resolved within area of expertise. Procedures and precedents are available for many situations. Problems may be referred to a Manager (Engineering).

Accountability D-2C 66

Contributes to the delivery of services within a Department/Division within generally accepted work procedures and engineering precedents. End results are subject to Supervisory review.

Short Profile 0

Advisory, consultative role.



Officer, Fully Qualified General Characteristics: Manages small to medium Capital/O&M, construction and renovation projects and operation/maintenance programs throughout all stages of the project planning and implementation process including contracting, supervision of contractor and professional consultants, project planning and scheduling, cost estimating and financial management. The incumbent seeks advice when required from Senior Project Officers/Managers. Responsible for developing, advocating and implementing long term strategies by undertaking necessary consultation to obtain input from all affected parties. Supports, prepares and implements policies, programs, and capital plans for new and rehabilitation construction projects. This position requires good knowledge of computers, general concepts of building and works systems, soil conditions, maintenance practices, the ability to read and interpret designs and drawings, technical writing and drafting skills, and basic knowledge of project management. Must have knowledge of system planning methods, research and feasibility studies, data collection and analysis. Effective communication skills are necessary to consult with various stakeholders including local governments and the public. This position is responsible to achieve agreement between independent contractors and the client community(s) / department(s) whom often enter the process with contrary agendas. Representative Activities: 1. Assembles all preliminary engineering and community data to establish the scope of

the project and help develop project plans. 2. Develops designs, specification and cost estimates in accordance with project

requirements. 3. Develops, recommends and monitors policies, capital standards and priority setting

mechanisms for programs. 4. Understakes necessary consultation to obtain input from all affected parties. 5. Manages project construction/renovation stage from contract planning to warranty

inspections. 6. Liaisons with/participates with the Design Division / Technical Groups in the

development of the projects.


7. Obtains client, community, and regulatory approvals, as appropriate, throughout the design development stage.

8. Provides technical advice and assistance to clients, communities, consultants, contractors, and local suppliers and manufacturers.

9. Provides technical advice in the development of highway maintenance, development of new technologies and procedures for highway maintenance.

10. Implements technical programs and services to monitor and ensure appropriate operations, maintenance of all government infrastructures and systems.

Job Evaluation Rationale Know-How E13 230

Application of specialized skills in a specific area (engineering). Negotiations and corrective actions with suppliers and clients.


Problems are resolved within area of expertise. Procedures and precedents are available for many situations. Problems may be referred to a Manager (Engineering).

Accountability D+2C 87

Contributes to the delivery of services within a Department/Division within generally accepted work procedures and engineering precedents. End results are subject to Supervisory review.

Short Profile 0




Officer, Seasoned General Characteristics: Manages medium to large Capital/O&M, construction and renovation projects and highway operations/maintenance programs throughout all stages of the project planning and implementation process including contracting, supervision of contractor and professional consultants, project planning and scheduling, cost estimating and financial management. The ability to handle larger projects generally comes with familiarity of relevant Government acts, policies and directives (i.e. Business Incentive Policy, Financial Administration Act and Northern Manufacturers Directives). This is typically gained through several years experience of progressively larger/ more complex projects and GNWT specific training within the GNWT Project Management setting. Experience gives the incumbent further knowledge in his/her area of expertise including:

Northern building practices including cultural environment, climate, logistics and permafrost construction. Project or Transportation system planning, research and economic feasibility; Project Design and construction implementation; Program planning of medium and long range highway maintenance programs;

and Airport operations, structures and systems.

Positions at this level can also manage and focus primarily on the design of projects both hands on and overseeing the design process using in-house resources and private consultants.

The position also requires that construction management be conducted in a political, socio-economic and cross-cultural setting, in accordance with Government policies and directives that develop and encourage northern and local employment and business. This position is responsible to achieve agreement between independent contractors and the client Community / Department whom often enter the process with contrary agendas. Representative Activities: 1. Assembles all preliminary engineering and community data to establish the scope of

the project and help develop project plans. 2. Develops and/or monitors/supervises the development of designs, specification and

cost estimates in accordance with project requirements.


3. Manages project construction/renovation stage from contract planning to warranty inspections.

4. Liaisons with/participates with the Design Division / Technical Groups in the development of the projects.

5. Obtains client, community, and regulatory approvals, as appropriate, throughout the design development stage.

6. Identifies opportunities to achieve Government policy objectives and takes action to achieve them.

7. Provides technical advice and assistance to clients, communities, consultants, contractors, and local suppliers and manufacturers.

8. Represents the Government in arbitration or litigation in regards to projects under their lead.

9. Provides technical advice in the development of highway maintenance, development of new technologies and procedures for highway maintenance.

10. Plans, designs and coordinates program administration including 5-year planning and multi-model /complex plans.

11. Represents and advocates government priorities in federal and provincial transportation infrastructure programs.

12. Develops and implements technical programs and services to monitor and ensure appropriate operations, maintenance of all government infrastructures and systems.

Job Evaluation Rationale Know-How E+13 264

In addition to having theoretical and practical knowledge of engineering (specialty) the position will be required to achieve agreement between independent contractors and the client Department whom often enter the process with contrary agendas.

Problem Solving E3(38%) 100

Operates within functional practices and precedents toward specific objectives. Situations are resolved through current knowledge.

Accountability E-2C 100

Findings and advice given are subject to existing policies and supervisory review. Manages medium to large Capital/O&M, construction or renovation projects.

Short Profile 0




Manager (Seasoned) / Senior Project Officer General Characteristics: Manages large or technically complex construction and renovation projects throughout all stages of the project planning and implementation process. The ability to handle larger projects generally comes with familiarity of relevant Government acts, policies, contract administration and directives (i.e. Business Incentive Policy, Financial Administration Act and Northern Manufacturers Directives). This is typically gained through several years experience of progressively larger/ more complex projects and GNWT specific training within the GNWT Project Management setting. As a senior engineer, the incumbent will mentor and/or supervise other project staff. The position conducts operations in a political, socio-economic and cross-cultural setting, in accordance with Government policies and directives that develop and encourage northern and local employment and business. This position is responsible to achieve agreement between independent contractors and the client Community / Department whom often enter the process with contrary agendas. The position provides technically advanced and specialized services to public and private sector that includes program planning, design, technical reviews, construction and operation of municipal infrastructure or projects. Representative Activities: 1. Assembles all preliminary engineering and community data to help develop project

plans and establish the scope of the project. 2. Supervises the development and designs specification and cost estimates in

accordance with project requirements. 3. Manages project construction/renovation stage from contract planning to warranty

inspections. 4. Liaisons/participates with the Design Division / Technical Group in the development

of the projects. 5. Negotiates client, community and regulatory approvals, as appropriate, throughout

the design development stage. 6. Identifies opportunities to achieve Government policy objectives and takes action to

achieve them. 7. Provides technical advice, training and assistance to clients, communities,

consultants, contractors, and local suppliers and manufacturers.


8. Represents the Government in arbitration or litigation on project specific issues. 9. Provides advice to and facilitates training for Department staff regarding solutions to

design, construction, contractual or maintenance problems. 10. Mentors/supervises assigned Project Officers, and provides technical advice when

needed. 11. Conducts budget planning in order to identify priorities within assigned budgets. 12. Liaisons and facilitates discussion with corporations, regulatory bodies, other

government departments and agencies. Job Evaluation Rationale Know-How F13 304

Specialized theoretical knowledge in a range of technical areas (engineering). Supervises contract staff and project officers and coordinates projects (ie: monitors progress and performance). This position must also achieve agreement between independent contractors and the client (Department, community, etc.) whom often enter the process with contrary agendas.


Operates within functional practices and precedents toward specific objectives. Situations are resolved through current knowledge.

Accountability E3-C 132

The Freedom to Act of this position is defined based on engineering practices and procedures as well as the fact that direction is set by project departments. The position contributes to the completion of large projects often ranging from $5M - $25M. that affect the Department/Division/Clients/Public (ie: responsible for construction management of regional projects such as schools, arena, offices, parks, roads, water supplies, facilities, housing, bridges and airport structures).

Short Profile 0

Advisory, consultative role. Involved in projects from design through to implementation.



Manager (Technical Specialist) General Characteristics: Manages a multi-disciplinary, fully integrated team of engineers, architects, technologists, O&M specialists and technicians who will provide technical support and/or facility life cycle management to GNWT Departments, communities, boards, consultants, contractors and other agencies that design, construct, operate and maintain infrastructure. The disciplines include architecture, structural, mechanical, electrical, civil, municipal, environmental and geo-technical. The infrastructure includes community buildings such as schools, correctional facilities, hospitals, health centres, community offices, recreational facilities, fire-halls, airport terminal buildings, visitor centres, community offices, water and sanitation infrastructure, fuel storage and distribution facilities, vehicles and granular materials. This position requires a comprehensive knowledge of northern project management, a specific engineering or architectural discipline, northern construction and technology, financial administration, capital planning process, tendering, contract administration and monitoring, and general Government policies and directives including Business Incentive Policy and the Northern Manufacturers Directive, and local \ northern involvement initiatives. Representative Activities: 1. Has overall responsibility for all aspects of projects or special assignments assigned

to his/her project team. 2. Manages personnel and operations and capital budgets, and assists in development

of the departmental business plan, and related strategies and policies. 3. Manages assistance provided to clients, including development of cost estimates for

inclusion in clients’ five-year capital plans, the preparation of project briefs, etc. 4. Ensures that facilities are cost-effectively designed and built by managing the review

of designs at all stages for technical accuracy. 5. Manages the planning and delivery of facility acquisitions, either by leasing existing

facilities, or by constructing new facilities. 6. Participates in reviews of policies affecting the planning, design and construction of

programs/projects and recommends new/refined policies/programs, in area of specialization.


7. Ensures that the team’s technical knowledge and expertise is provided to others involved in area of expertise. Conducts workshops, seminars and conferences, and prepares technical bulletins, manuals, standards, publications, etc.

8. Conducts project and design reviews to ensure all elements/systems are compatible and that building/project program and design criteria are adequate.

9. Monitors and evaluates work being conducted by others for conformation to financial, technical, and program requirements, including government policy.

10. Serves as the focal point of responsibility for specialized areas relating to the delivery of projects.

11. Prepares technical/program/project management manuals, standards and guidelines, technical bulletins and publications, technical status/performance evaluation reports, pilot studies, and problem analysis reports.

Job Evaluation Rationale Know-How FI+3 350

Highly specialized technical knowledge of standards and regulations within specialized design areas (engineering). The incumbent is a key stakeholder in direction of their discipline within the GNWT and the NWT as a whole and must achieve agreement between independent contractors, the client Department, and relevant stakeholders whom often enter the process with contrary agendas. Incumbent coordinates and integrates tasks within a multidisciplinary team.


Professional and political direction identifies the general guidelines for what this position is to accomplish, however, how the incumbent does so is dependent on their own judgement. Within their body of expertise, the incumbent must develop strategies to address the needs within their discipline for the NWT.

Accountability E3+C 175

Position requires a degree of independence to achieve results, provided that the activities are consistent with approved operating plans and objectives, and with functional policies and precedents. Results of this position are generally externally focused affecting all clientele (communities, Departments, etc.).

Short Profile +1

Consultative Role with a focus on desired outcome.


June 18, 2003 Finance & Accounting Page 1 of 13

FINANCE & ACCOUNTING


Introduction to Finance and Accounting Job Profiles

Overview Financial positions within the GNWT have evolved and changed dramatically in the past few years with many change-drivers impacting the financial job profiles. Within the job profiles there may be reference to various levels of formal accounting theory. This reference should not be taken as credentialism. This is only an indication of the knowledge and technical skills required to perform work at this level. Using the term, modern comptrollership, it should be understood that finance and accounting job have been changed dramatically in a number of financial responsibility areas, with a major shift from a pre-authorization financial management style to management of front-line empowerment and risk. Financial Administration Manual Directives have been re-written to shift approval processes from central agencies to departments and to line staff. Numerous current initiatives are nearing full implementation, eliminating very substantive processing roles within financial positions and changing the profiles to analysis roles providing performance measurement, financial risk assessment and capacity preparation for political, economic and financial considerations required in public budgeting and public account reporting. Examples of such changes are the implementation of e-commerce initiatives and partnering with private companies. Modern comptrollership strategies are attempting to reduce manual processes within the government and replace those duties with value-added processes. Typical manual processes would include preparing cheque requisitions, obtaining Spending and Payment Authorities, providing verification, data entry, FIS editing, cheque production and answering supplier inquiries. Care should be exercised in evaluating positions with similar job titles. For example, there are significant differences in accountabilities and responsibilities between Assistant Directors from one department to another. There are significant differences in complexities and scope; many have large capital programs, asset management, contract management, grant & contribution programs, delivery of IT financial applications, significant receivable programs, complex revenue sources, regional financial infrastructure, etc. where others do not. Similarly there are often differences between regions.


Scope Financial work is largely made up of three components:

1. Planning: • conducting needs assessments • preparing, researching and developing financial resources • preparing long term and short term budgets • organizing staff and resources

2. Implementing:

• direct delivery of financial services to the public, the department, the region or the government

• recording financial transactions • providing financial advice and analysis • maintain adherence to professional standards, guidelines, procedures, policies,

regulations and acts 3. Evaluating:

• Evaluation of both the program and the staff • providing the required reports and other administrative tasks related to the

delivery of financial activities • recommending updated resources including funding as well as changes to

policies In carrying out these duties, finance staff generally function as members of a team. They share responsibility for administrative tasks needed for the effective planning, implementation, and evaluation of their program. Financial staff can also be professional role models for their staff, responsible for maintaining professional standards and generally accepted accounting principles. Financial staff often need knowledge of many seemingly unrelated areas. For example, knowledge of labour relations issues is required in order to be able to assess and quantify the impacts of labour relations issues. In the past, technology issues have often arisen in the financial area and as a result, financial staff are often expected to provide technical planning, guidance and support to staff. Financial staff continuously work to very strict deadlines. Monthly accounting cut-offs, year end procedures and budget deadlines are rarely flexible and financial staff are expected to meet all deadlines.


Senior Accounting and Financial Officers must develop and maintain a wide knowledge framework, sub-divided within four major competency areas:

1. Technical Knowledge: Financial knowledge covers a number of areas, including

financial accounting, financial management and reporting, assurance, budgeting and forecasting, general business advice, information technology and taxation.

2. General Management: General management skills include planning, allocating

resources, monitoring, communicating

3. Leadership: This includes organizational and strategic leadership, staff coaching, as well as team leadership and development.

4. Professionalism: This includes maintaining a client focus, applying professional

ethical standards, principles and codes of conduct, integrating information from a variety of sources, using systematic problem solving techniques, engaging in continuous professional development and conducting professional self evaluation. It should be realized that accounting has been broadly accepted as a profession and is self-governing.


Key Differentiating Factors All finance staff require the ability to understand and implement financial tasks but variations are found based on a number of factors. Typical elements for differentiation are:

Elements Questions and Comments Supervision provided to the job

Is the position working under close supervision or under general supervision? Is it part of a headquarters structure or located remotely?

Depth and Breath Is the position covering a specific financial subject area or covering a number of subject areas within the department or community? What depth and breath of knowledge is required in each area? It is important to realize that for some departments/communities, the full scope will be larger than for others. Other positions are responsible for GNWT-wide corporate areas.

Creativity The level of creativity needed (and therefore know-how ) may vary based on whether the position is delivering a “canned” or clearly defined program according to set standards and procedures or developing programs specific to subject matter or needs or developing government-wide programs.

Complexity The number and type of subjects known and used may vary as might the levels of institutional and subject matter expertise required. A position may be responsible for the spectrum of financial transactions, may be responsible for one or two areas of an established program or may be responsible for all of the subject matter associated with a program or may be responsible for developing a program that interacts with many other government programs and will be applied government wide.


Senior Finance Clerk General Characteristics Carries out analysis to determine if the process being used is correct and in accordance with generally accepted best business practices and in accordance with government policies. May provide technical direction to other clerks. Representative Duties 1. Reviews and verifies documents to determine if appropriate best business

practices and government policies are being adhered to (air charters, contractors, employee/employer relationship, lease vs. purchase, etc.).

2. Determines appropriate action to be taken post review and initiates changes in

business practices as necessary. 3. Reviews documents to ensure that proper accounting treatment has been applied

(appropriate transaction code, general ledger and appropriation. Rationale Know-How DI1 132 Applies moderately complex procedures and systems requiring some specialized financial skills. Problem-Solving D3 (29%) 38 Work challenges are resolved within diversified procedures and precedents. Assistance is available for unusual situations. Accountability C1C 38 Provides a support service to the function. Works within standardized procedures with supervision of end results. Short Profile 0 Primarily focused on implementation. Total Without Working Conditions 208


Finance and Administration Officer General Characteristics May provide day-to-day supervision of a small (1 or 2) group of clerical personnel in a variety of support areas, including accounting, administration, human resources, purchasing, etc. This job has latitude to make decisions in areas outside of accounting. Must have a working knowledge of all program activities. Representative Duties 1. Authorizes and approves financial/human resource/other transactions in support of

program delivery. 2. Ensures that adequate financial/human resource/other information is available to

program managers for resource allocation decisions and program management. 3. Co-ordinates day-to-day administrative operations. This may include information

technology, procurement, communications, minor contracting, human resources administration and finance.

Rationale Know-How DI2 152 Applies moderately complex procedures and systems requiring specialized financial skills (receivables, revenue and payables). Provides technical direction and may supervise technical and clerical staff requiring moderate HR skills. Problem-Solving D3 (29%) 43 Work Challenges are resolved through use of functional rules and diversified procedures and precedents. Assistance is available for unusual situations. Accountability C1C 43 Provides a support service to the function. Works within standardized procedures with supervision of end results. Short Profile 0 Primarily focused on implementation Total Without Working Conditions 238


Fully Qualified Finance Officer General Characteristics Requires a working knowledge of accounting fundamentals and principles. May provide the first level of supervision with both technical and administrative responsibility for clerical staff. Accounting activities are most likely specialized in a central agency or general finance in a department, board or agency. Policies and procedures are generally defined with limited latitude for procedural variation. Required knowledge is usually attained through 3 to 4 years of formal accounting training and a similar amount of progressively responsible accounting / finance experience. Representative Duties 1. Authorizes and approves transactions where best practices have been followed

and are processed in accordance with appropriate government policies, ensuring proper accounting.

2. Ensures program managers and financial staff receive proper instruction and

advice to prevent non-compliance. 3. Ensures adequate documentation and support of transactions and reports. 4. Implements, including providing training, new procedures. 5. Prepares and/or schedules appropriate financial reports. Rationale Know-How EI2 200 Applies accounting theory and practice within a specific (i.e. financial reporting, accounts payable, accounts receivable, etc.) area. Communicates, informs and trains staff and others on financial processes and interprets departmental programs and policies for departmental staff. Problem-Solving D3 (33%) 66 Work challenges are resolved within diversified procedures and precedents. Assistance is available for unusual situations. Accountability D1C 66 Contributes to financial processes as part of a financial team. Latitude to chose course of action from within varied work procedures. Short Profile 0 Profile reflects balanced role. Total Without Working Conditions 332


Seasoned Finance Officer General Characteristics Performs professional accounting work involving compilation, consolidation and analysis of financial data. Prepares standard financial reports, such as cost reports, trial balances, and/or contributes to significant portions of these as part of a team. This is a well-grounded, middle level professional, characterized by a good knowledge of the organization’s existing systems and the ability to handle most regular issues independently. Requires extensive knowledge of a specific accounting function and/or broad knowledge of general accounting. This is normally gained through several years of experience following attainment of an accounting designation. Representative Duties 1. Identifies and investigates unusual transactions, including risk analysis, to

determine the appropriate accounting treatment. 2. Provides supportive analysis and recommendations to managers to assist them in

making sound business decisions. 3. Analyzes reports and prepares FMB / Cabinet submissions. 4. Conducts post implementation reviews of financial policies and applications to

ensure that they are working effectively towards desired results. 5. Prepares draft departmental business plans and main estimates. Rationale Know-How E+I2 230 High level of technical knowledge (theory and practical) required in financial planning and analysis. May provide work direction to others. Requires specific knowledge in a range of financial / accounting areas. Problem-Solving E3 (38%) 87 Operates within functional practices and precedents toward specific objectives. Situations are resolved by current knowledge. Accountability D2C 87 Provides advisory and supporting services to a department. Accomplishes tasks within broad practices and functional precedents subject to managerial direction. Short Profile 0 Balanced profile to reflect advisory role. Total Without Working Conditions 404


Accounting Specialist General Characteristics Performs senior level accounting work such as compilation, consolidation and analysis of financial data focusing on the long term. Modifies or develops new procedures to meet specialized needs. Usually regarded as a corporate financial expert. Recommendations and decisions must be provided in accordance with professional ethics and standards. Requires a thorough knowledge of accounting principles and practices, as well as organization specific systems and processes. Provides leadership as a technical advisor. This level of knowledge is usually obtained through an accounting degree or designation accompanied by substantial accounting experience. Representative Duties 1. Analyzes financial data to contribute to corporate and / or legislative planning. 2. Provides advice on complex accounting concerns, consulting with users to improve

and change standards. 3. Develops, presents and discusses policies with relevant stakeholders. 4. May design accounting information systems. Rationale Know-How F12 264 Specialized financial knowledge in a range of areas. Provides leadership as a non-supervisory technical expert on subject matter. Problem-Solving E3 (38%) 100 Operates within financial practices and precedents towards specific objectives. Accountability E2C 100 Contributes to departmental planning through broad financial practices and managerial direction. Short Profile 0 Advisory, consultative role. Total Without Working Conditions 464


Senior Finance Manager General Characteristics Supervise all accounting activity for department, or complex division of a department, in accordance with GNWT acts, regulations and policy. Uses professional judgment to determine the impact and the appropriate response to change in statutes and Generally Accepted Accounting Principles. Accountable for the work of a financial operations unit in order to meet department/division requirements with respect to O&M budgeting , general accounting, capital planning, revenue and loan management. Job requires professional accounting knowledge through completion of a professional accounting designation and several years of progressive experience in several areas of accounting (ie. Taxation accounting, loans management etc.) It is important to consider in evaluating jobs that may be similar to this model that such jobs may or may not be the defacto Chief Financial Officer (CFO) in the organization and that organizational size and structure need to be considered in arriving at a conclusion. Representative Duties 1. Ensures that accounting records are prepared and maintained in accordance with

GNWT policies, chart of accounts and generally accepted accounting principles. 2. Develops and implements department, board or agency specific policies, systems,

funding agreements and procedures that ensure effective financial planning and budgetary management.

3. Ensures accurate and timely recording and reporting of operating results by

providing financial analysis, interpretation of variances from budgets and standards and advises management.

4. Collaborates with department management in the development of Business and/or

Capital Plans and works with the FMBS to finalize the department’s plans. 5. Prepares departmental briefing notes and / or presentations to Standing

Committees, Ministers and other senior officers. 6. Represents the department, board or agency on inter-departmental committees

that are responsible for government wide policy and systems development and implementation.


7. Direct the development, implementation and maintenance of departmental or government wide financial, or administrative system/s. Ensures that business processes are developed/amended with respect to developmental changes in the system.

Rationale Know-How FI3 304 Knowledge of specialized accounting and theory and principles required for developing and directing the implementation of revised processes and systems. Motivates and influences program managers in order to cause them to take appropriate action. Develops and motivates subordinates Problem-Solving E4 (43%) 132 Provides strategic, functional solutions to variable situations. Development role requires analytic, interpretive and strategic thinking and constructive solutions. Must identify, define and resolve problems that are often non-conforming without clear precedent. Multiple solutions are implied and research and planning are required. Accountability E1P/E3C/E4A 152 Interprets information and provides advice in the financial area to an entire department. Functional goals are well defined. Has the degree of independence needed to achieve operating results provided that activities are consistent with approved operating plans and objectives. Positions determine how and when results are to be achieved. Directly accountable for the work of other employees. Short Profile +1 Advisory, consultative role that is highly accountable for results. Total Without Working Conditions 588


Corporate Finance Expert General Characteristics This is a Government authority who performs special and complex assignments of major importance in a highly complex field of accounting. Other financial managers in related areas seek opinions, advice and guidance from this position. Requires an in-depth understanding of the Government’s operations and relationships. Develops GNWT financial policy or budgeting processes and systems and manages the implementation of the system or manages the preparation of the GNWT’s consolidated and non-consolidated financial statements and public accounts. These jobs require a professional accounting designation and significant experience in public or private sector accounting. Representative Duties 1. Develops and manages the implementation of financial policies and guidelines that

support the entire GNWT public service.2. Develops, implements and administers government wide financial systems. 3. Provides analysis and recommendations of the financial aspects of political,

economic and social initiatives including risk assessments. 4. Provides analysis and recommendations of proposed national accounting policies

and treatments. Rationale Know-How FI3 350 Requires a well developed understanding of the theories and principles of accounting that comes from having a significant amount of experience in the practice of finance and accounting. There are multiple stakeholders and the need for extensive consultation at this level. Provides services to all or a large number of departments. Problem-Solving E4 (43%) 152 Work at this level generally takes place in an environment which is complex but there are generally some precedents that provide a good general framework of reference. Solutions to problems are generally found through the analysis of financial or accounting precedents and the development of opinions or positions which flow from what has gone before but which may take the thought to a new level. Accountability E1P/E3C/E4A 175 The impact of the work at this level is contributory to the operation of the Government. This is an individual contributor who has a high degree of independence needed to achieve operating results, provided that activities are consistent with approved operating plans and objectives and with functional policies and precedents. Short Profile +1 Advisory and consultative role. A directing role in implementation with high accountability for results. Total Without Working Conditions 677

HUMAN RESOURCES

May 16, 2003

GNWT Human Resources Model Human Resources Matrix

Human Resources Matrix

Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in this GNWT Job Family.

Hay Point Range (without WC) Human Resources Jobs

898 – 983 819 – 897 747 – 818 681 – 746 621 – 680

566 – 620 Departmental HR Manager “J” Departmental HR Manager “I” Departmental HR Manager “H”

516 – 565 Departmental HR Manager “G”

470 – 515 Departmental HR Manager “F” Departmental HR Manager “E” Departmental HR Manager “D”

428 – 469 Departmental HR Manager “C”

HR Specialist – Seasoned – Labour Relations

390 – 427 Departmental HR Manager “B” Departmental HR Manager “A”

HR Generalist - Seasoned 355 – 389

323 – 354

HR Specialist – Mid-Level – Labour Relations HR Specialist – Seasoned – Recruitment

HR Specialist – Seasoned – Training HR Generalist – Mid-Level

Fully Qualified Benefits Officer 294 – 322

268 – 293 HR Specialist – Mid-Level – Training

HR Specialist – Mid-Level - Recruitment 244 – 267

222 – 243 HR Generalist – Entry Level

Payroll Specialist 202 – 221 184 –201 167 – 183 HR Assistant 152 – 166 138 – 151 HR Clerk 125 – 137 113 – 124 102 – 112 92 – 101

Page 1 of 30

GNWT Human Resources Model Payroll

Payroll Specialist


Compile relevant payroll data and input to payroll service provider; verify output and distribute payments to covered personnel at location. Assure proper deduction and remittance or accounting transfer of employee contributions for such purposes as benefit programs and payroll taxes.


1) Collect, review and verify, and input payroll data to service provider.

2) Verify and control output, including cheque preparation.

3) Distribute cheques or deposit confirmations.

4) Maintain accurate records covering such areas as base pay, benefit deductions, payroll taxes, etc.

5) Keep abreast of and monitor adherence to pertinent regulations regarding deduction of social security, unemployment, and other taxes.

6) Field and investigate complaints concerning pay received and provide explanation; initiate any corrective action required.

Page 2 of 30

GNWT Human Resources Model Payroll

Job Evaluation Rationale – Payroll Specialist

Know-How D+I2 152

The Payroll Specialist typically learns how to perform the job while on the job. The knowledge is usually acquired over three to four years of on the job training with some specialized financial and payroll system training. The incumbents have to identify and trace pay anomalies to their source in order to come up with solutions to the identified problem(s).. Payroll Specialists must be aware of how their work fits into the scheme of things with respect to how employees are compensated and in terms of their setting priorities for work. The incumbents communicate with employees and HR professionals in a number of circumstances. Often, this simply is for straightforward exchange of information. However, frequently they are the person who must “put oil on troubled waters” for employees who are upset about a real or perceived problem with their pay cheque. After first calming the person down, the incumbent must then communicate sufficiently well to be able to understand the employee’s concern; trace any real problem to its source and correct it; or, conversely, explain to the employee why their pay is, in fact, correct. Consequently, tact and diplomacy are required.


The work has specific precedents and established procedures although the incumbent is left to plan and organize the work in the best sequence. Procedures and precedents are well established; some latitude is permitted.


The Job Holder’s freedom to act is limited by standardized practices and procedures. Deviation from standards and practices would not be permitted but daily priorities would be established by the incumbent. There is little supervisory review of end results as the incumbents are generally the experts on the subject matter.


Short Profile +1

Process orientation

Page 3 of 30

GNWT Human Resources Model Human Resources Administrative Support

HR Clerk


Perform a variety of clerical duties which require sound knowledge of HR department procedures as they relate to the work performed.


1) Maintain and update employee records, according to standard procedures and formats.

2) Process group insurance claims, workers’ compensation, employment and other personnel related forms.

3) Provide routine personnel information to employees and management staff.

4) Perform general clerical duties for HR department staff.

Job Evaluation Rationale – HR Clerk

Know-How CI-2- 100

Apply well-defined work practices and procedures in a narrow field. Although contact with others generally involves simply requesting or giving information, there may be times when employees are upset, and the incumbent must exercise tact and diplomacy.


Problem solving generally involves a choice between previously defined/learned options.


Support the HR function. Work within established work routines and under close supervision.


Short Profile 0

Support role

Page 4 of 30

GNWT Human Resources Model Human Resources Administrative Support

HR Assistant


Perform a variety of assignments in various HR areas such as employee benefits, job evaluation, salary administration and/or employee relations. Typically the skills and experiences for this position are obtained with a minimum of 2 years working in a human resource setting.


1) Under general direction and using established procedures, compile personnel statistics and maintain and update employee records.

2) Provide personnel information that may be confidential to employee and management staff (e.g., employee benefits, payroll).

3) May coordinate assigned projects such as new employee orientation or employee newsletters.

4) Provide administrative support in the recruitment process for casual employees.

5) May perform casual staffing from administration to hiring

Job Evaluation Rationale – HR Assistant

Know-How CI2 115

Apply well-defined work methods and procedures in a narrow field. Coordination role requires moderate level of HR skills.


Problems related to day-to-day work are solved based on job related knowledge, within established guidelines and practices and with readily available assistance.


Provide a support service to the HR function. Work within standardized procedures and supervision.


Short Profile +1

Process orientation

Page 5 of 30

GNWT Human Resources Model Human Resources Generalists

Human Resources Generalists

The following positions form a hierarchy of individual contributor jobs in the HR discipline which all have similar characteristics. The emphasis typically is on administering certain established programs with varying mixes of project work to investigate, modify, improve, or design new systems, depending on the level of the position. These steps are a normal progression to the journey level and beyond for HR professionals.

At each level, the incumbent performs professional human resources work in a variety of areas (usually 4 or more areas) within the discipline such as:

recruitment training

benefits administration compensation labour relations HR Planning

In Accountability for the Generalist models, references to “small” and “medium” segments of the employee population are consistent with the use of these terms on the “Magnitude” component of the Accountability Guide Chart.

Page 6 of 30


HR Generalist – Entry Level


This position is the entry level in the hierarchy of individual contributor jobs in the HR discipline.

The emphasis, at this level, is typically on administering a variety of well-established programs.

This could either be a learning assignment or one oriented to performing the basic administrative functions requiring some insight into the “why” as well as the “how”.

Work generally follows established procedures or patterns with review in progress and at completion. The incumbent normally makes recommendations rather than final decisions.

Representative Activities (typically four or more of the following)

1) Process and screen applicants.

2) Present “canned” training programs.

3) Investigate benefits claims.

4) Investigate grievances.

5) Collect and analyze data related to issues such as pay and employment equity.

Page 7 of 30


Job Evaluation Rationale – HR Generalist – Entry Level

Know-How DI2 152

Basic knowledge of the HR areas in which the incumbent functions derived through academic training or experience in more junior HR positions. Requires some understanding and appreciation of the implications of own activities for broader HR concerns. Some interactions with employees require discretion, tact, and diplomacy.


Most of the issues have been dealt with in some form or other in the past but the number of choices is relatively large, requiring a search for the most appropriate answer in any given circumstance.

Accountability C2/3A 43

Works within relatively specific procedures and systems and provides basic service to a small to medium-sized group of staff. Anything that is contentious or politically sensitive would be reviewed with a more senior person before any action is taken.


Short Profile 0

Support role.

Page 8 of 30


HR Generalist – Mid Level


This is a well-grounded mid-level of HR professional.

The areas covered are usually the same as at the Entry Level but the incumbent is expected to act with more independence and his/her work is reviewed principally at completion.


1) Carry out assigned recruitment activities for vacant positions from entry to mid-level.

2) Carry out specific assignments related to the development or modification of training programs such as finding out how training is done elsewhere; or modifying the appropriate portion(s) of a training package, in light of changes to procedure, for review by others.

3) Investigate and resolve straightforward benefits claims.

4) Investigate and draft grievance replies.

5) Support unit activities by carrying out detailed but essentially straightforward activities such as researching, gathering, and summarizing statistics on specific subjects, as directed.

6) Assist others in succession planning by carrying out activities such as interviewing managers to determine logical career and employee skill paths.

7) Provide advice/assistance of a procedural or factual nature to non-HR staff involved in basic HR issues such as casual employee staffing.

Page 9 of 30


Job Evaluation Rationale – HR Generalist – Mid Level

Know-How EI2 200

Sound knowledge of the HR areas in which the incumbent functions derived through three to four years of progressive experience in the discipline. Requires some understanding and appreciation of the implications of own activities for broader HR concerns. Interactions with employees frequently require discretion, tact, and diplomacy.


The resolution of issues and/or the role in the development of programs involve a search for the most appropriate solution and the application of judgment in situations where the choices may not always be clear.

Accountability D2/3A 66

Makes recommendations on the best way to resolve a variety of issues and impacts on a small to medium group of staff.


Short Profile 0

Support role.

Page 10 of 30


HR Generalist – Seasoned


This is the well-seasoned HR professional, able to handle most day-to-day problems independently and is expected to know when the potential for significant precedents exist so as to refer questions to others.

Project assignments will be only generally outlined, with the incumbent expected to exercise professional judgement in approaching them and drawing final conclusions.


1) Coordinate the recruitment process for staff up to and including senior management levels. This might include: setting up ads, determining the screening criteria (with the hiring manager), responding to queries, screening applicants (with the manager), carrying out interviews (with the manager), conducting reference checks, and/or making jobs offers. The incumbent would have a vote on the hiring committee. Ensure that all of the rules are followed and affirmative action is applied. Prepare reports for staffing appeals (as filed by unsuccessful candidates) which are heard by a staffing appeal board.

2) Develop, modify, and deliver training programs.

3) Conduct routine salary administration tasks and provide advice to managers respecting wages and salaries for employees.

4) Investigate and prepare responses to complicated grievances.

5) Advise management and staff respecting personnel matters. Prepare briefing documents as required.

6) Investigate and resolve employee relations problems either directly or through advice to line managers. Work with managers to reduce grievances and ensure proper HR management procedures are followed.

Page 11 of 30


Job Evaluation Rationale – HR Generalist - Seasoned

Know-How EI3 230

Seasoned knowledge of the HR areas covered and a sound appreciation of the implications of own work for other areas of HR and for the broader issues confronting the departments/units served. Some of the issues require significant insight into human motivation and sensitivity to various perspectives.


Handle most day-to-day problems independently. Identify situations where there is the potential for setting significant precedents and exercise judgment as to how best to deal with such situations. A portion of the role involves an element of proactivity (e.g., contributing to the prevention of grievances).

Accountability D3C 87

Function within established HR policies and procedures but recognize the potential for setting precedents and recommend appropriate courses of action. Serves a medium segment of the employee population.


Short Profile 0

Support/advisory role

Page 12 of 30

GNWT Human Resources Model Human Resources Specialists

Human Resources Specialists

The following positions form a hierarchy of individual contributor jobs in the HR discipline which all have similar characteristics. The emphasis typically is on administering certain established programs with varying mixes of project work to investigate, modify, improve, or design new systems, depending on the level of the position. These steps are a normal progression to the journey level and beyond for HR professionals.

At each level, the incumbent performs professional human resources work in one or, at most, two areas within the discipline such as:

recruitment OR training

OR compensation

OR labour relations

OR HR Planning

In addition to the following positions, there are some jobs – typically referred to by titles such as “Manager, Systems and Payroll”, for example – which focus on specific HR disciplines. These tend to be relatively unique jobs and would typically be evaluated in the 654/677 range and occasionally higher. They have not been included in this model due to their “one-of-a-kind” nature.

In Accountability for the Specialist models, references to “small” and “medium” segments of the employee population are consistent with the use of these terms on the “Magnitude” component of the Accountability Guide Chart.

Page 13 of 30


HR Specialist – Mid Level


This is a well-grounded mid-level of HR professional.

The areas covered are usually the same as those at the Entry Level Generalist but the incumbent is expected to be focused on one (or, at most, two) specific area(s) and to act with more independence. His/her work is reviewed principally at completion.

Because of specialization, the representative activities will vary as indicated on the following pages, along with some variation in evaluation related to the area of specialization.

Page 14 of 30


Representative Activities – Mid Level Recruitment Specialist

Carry out recruitment activities in order to assist managers in selecting appropriate staff.

1) Make use of established recruitment processes in order to locate potential candidates.

2) Screen applicants by means of both paper checks and interviews, check references, and develop a short list of candidates with the hiring manager

3) Administer the interview processes according to established standards.

4) Maintain related employee records.

5) Comply with legal and policy guidelines.

Job Evaluation Rationale – Mid Level Recruitment Specialist

Know-How EI2 175

Knowledge of sources of talent, interviewing techniques, legal and policy guidelines in the selection of staff. Basic understanding of the jobs to be filled. Exercise tact and diplomacy to relate to candidates and to facilitate working with hiring managers.

Problem Solving D3(29) 50

Apply processes to screen applicants prior to interview; make judgments about appropriate questions to ask to be able to assess the suitability of candidates for the job in question.

Accountability C2/3C 57

Decision making is governed by specific legislation and by Government policies and procedures. Supplies a recruiting service for a small to medium segment of the Government’s jobs.


Short Profile +1

Process orientation

Page 15 of 30


Representative Activities – Mid Level Training Specialist

Provide input to the development of appropriate training programs (usually of a skills-based nature) and present existing programs.

These would be primarily departmental (as opposed to corporate) positions engaged in providing skills specific to the Department.

1) Present established training programs, usually of a skills-based nature.

2) Review and evaluate the effectiveness of programs presented.

3) Provide feedback to more senior staff on improvements that might be made in existing programs; assist in the actual modification of such programs on request.

4) In the process of giving and evaluating existing programs, identify training gaps; provide feedback to more senior staff on new programs that might fill such gaps.

5) Maintain records of training undertaken by individual employees and allocate costs appropriately

Job Evaluation Rationale – Mid Level Training Specialist

Know-How EI2 175

Knowledge of adult education techniques and of existing skills-based training programs. Input to the development of additional programs and has a focus on identifying ways in which the content and/or training programs/processes could be improved. Tact and diplomacy are required to get and keep the attention of adult students.

Problem Solving D3(33-) 57-

Identify training needs/gaps; recommend and participate in the development of improvements in content and process.

Accountability C2/3C 57

Focuses primarily on conducting skills-based training for a small to medium segment of the employee population.


Short Profile 0

Support role.

Page 16 of 30


Representative Activities – Mid Level Labour Relations Specialist

Interpret and implement the more straightforward portions of labour agreements to resolve problems and assure compliance by both parties.

Day-to-day local contact with organized employees and their bargaining agency; focus on processing & resolving grievances.

Assist management and labour to understand the other’s viewpoint and to foster a constructive environment.

Contribute factual information to major contract negotiations.

1) Investigate and answer straightforward grievances within the framework of the contract(s).

2) Advise managers on the handling of relatively common situations and their implications in terms of labour agreements.

3) Maintain good communications with bargaining unit representatives and individual employees.

4) Advise management about current issues of concern to labour.

5) Be aware of patterns in the communication of labour representatives and employees which might be indicative of broader issues and alert more senior staff to such patterns.

Page 17 of 30


Job Evaluation Rationale – Mid Level Labour Relations Specialist

Know-How EI3 200

Basic understanding of labour law; sound knowledge of specific labour contract(s); sound knowledge of the Government’s own HR policies and procedures; understanding of the personalities involved; ability to establish rapport with both management and unionized employees. Understand the longer-range implications of various Labour Relations issues and able to identify when the possibility of precedents exists.


Many of the issues require interpretation and the exercise of judgment. Often there are no “right” answers.

Accountability D2/3C 87

Governed by policies, procedures, legislation, and the labour contract(s) but with room to exercise judgment. Contributes advice and guidance to a small to medium segment of the employee population.


Short Profile +2

Advisor with process component

Page 18 of 30


HR Specialist – Seasoned


This is the well-seasoned HR professional, able to handle most day-to-day problems independently and is expected to know when the potential for significant precedents exists so as to refer questions to others.

Project assignments will be only generally outlined, with the incumbent expected to exercise professional judgement in approaching them and drawing final conclusions.

Because of specialization, the representative activities will vary as indicated on the following pages, along with some variation in evaluation related to the area of specialization.

Page 19 of 30


Representative Activities – Seasoned Recruitment Specialist

Place personnel at the location/Department: hire, transfer, and maintain associated employee records related to recruitment.

Assist in the development of staffing policy for the entire organization.

This job defines needs, identifies sources, and coordinates recruitment; final selection decisions are made in conjunction with the hiring manager.

Maintain employee status information and usually administer programs which are largely status-related (e.g., benefit programs).

1) Work with managers to identify numbers of people and type and range of skills required.

2) Identify sources and conduct candidate searches.

3) Screen and recommend candidates for employment.

4) Maintain contacts with recruiting sources such as employment agencies and university & college placement offices.

5) Maintain employee records related to recruitment.

6) Comply with legal and policy guidelines.

Page 20 of 30


Job Evaluation Rationale – Seasoned Recruitment Specialist

Know-How EI2 200

Knowledge of sources of talent, interviewing techniques, legal and policy guidelines in the selection of staff. Basic understanding of the jobs to be filled. Understand the longer-range staffing needs of the department(s) served; provide input to the development of staffing policy. Understand and administer related “status-based” programs (e.g., benefits). Exercise tact and diplomacy to relate to candidates and to facilitate working with hiring managers.


Identify patterns of people and skills required by the department(s) served. Apply processes to screen applicants prior to interview; assess the suitability of candidates for the job in question.

Accountability C3C/4A 76

Decision making is governed by specific legislation and by Government policies and procedures. Supplies a recruiting service for a medium segment of the Government’s jobs and has some input to Government-wide recruitment policy.


Short Profile +1


Page 21 of 30


Representative Activities – Seasoned Training Specialist

Develop and implement training programs aimed at developing specific skills; present programs which are common to all Departments or are oriented to higher level management jobs.

1) Identify training needs specific to the Department or location and determine the cost and benefits of various approaches to meeting such needs.

2) Keep abreast of externally available programs and faculty.

3) Design programs to meet specific needs of the Department or location (usually skill-based programs); either present such programs personally or arrange for others to conduct the training.

4) Present programs designed Corporately within established presentation parameters.

5) Review and evaluate the effectiveness of programs.

6) Maintain records of training undertaken by individual employees and allocate costs appropriately.

7) Provide input regarding the need for further program development at the Corporate level.

Page 22 of 30


Job Evaluation Rationale –Seasoned Training Specialist

Know-How EI2 200

Knowledge of adult education techniques and of existing skills-based training and other programs oriented to higher level management jobs and of such programs that are available externally. Coordinate the delivery of programs. Develop or contribute to the development of additional programs. Tact and diplomacy are required to get and keep the attention of adult students.


Identify training needs/gaps; determine the costs and benefits of various training development and delivery options. Recommend and participate in the development of improvements in content and process. Evaluate the effectiveness of programs.

Accountability C3C/4A 76

Focuses primarily on conducting skills-based training for a medium segment of the employee population, but also exercises some influence on the content and future direction of such programs corporately.


Short Profile +1

Process orientation

Page 23 of 30


Representative Activities – Seasoned Labour Relations Specialist

Interpret and implement local labour agreements to resolve problems and assure compliance by both parties.

Day-to-day local contact with departmental managers and employee bargaining agencies; heavily tactical: focus on processing & resolving grievances or preventing them.

Assist management and labour to understand the other’s viewpoint and to foster a constructive environment.

Contribute background information and insight to major contract negotiations.

1) Research and provide advice to departmental HR Managers respecting grievances within the framework of the contract(s) and corporate policy and procedures.

2) Advise managers on the handling of specific situations; escalate those that are potentially precedent-setting.

3) Is a communication link with bargaining unit representatives and departmental managers. Identify potential problems and work to improve understanding of the employer’s position.

4) Interpret the labour viewpoint for management.

5) Identify chronic labour relations problem areas and alert more senior staff to such issues.

6) May participate in major contract negotiations

Page 24 of 30


Job Evaluation Rationale – Seasoned Labour Relations Specialist

Know-How EI3 230

Sound understanding of labour law; in-depth knowledge of specific labour contract(s); sound knowledge of the Government’s own HR policies and procedures; understanding of the personalities involved; ability to establish rapport with both management and unionized employees. Understand the longer-range implications of various Labour Relations issues and able to identify when the possibility of precedents exists. Identify chronic problem issues. Provide information and insight to aid in major contract negotiations.

Problem Solving E3(38) 87

In dealing, independently, with a variety of day-to-day labour relations issues, the incumbent is expected to identify patterns and issues that may become contentious or become issues for future negotiation and provide tactical insight to others. Function as a “go-between” between key labour and management staff and interpret the viewpoint of each to the other.

Accountability D3/4C 115

Governed by policies, procedures, legislation, and the labour contract(s) but with room to exercise judgment. Contributes insight, advice, and guidance to a medium to large segment of the employee population and provides input that can influence the direction of contract negotiations, and may actually participate in negotiations.


Short Profile +2

Advisor with process component

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GNWT Human Resources Model Benefits Officer

Fully Qualified Benefits Officer


Provide specialized benefit and compensation services to all employees up to but not including the Deputy Head Level.

A fully qualified professional requiring a level of knowledge generally acquired through three to four years’ experience. Specialized training is required in Peoplesoft Key User, SIMPC and “Benekits”. Can handle most day to day problems independently; unusual problems are referred to the Human Resource Manager or appropriate experts.

A third party (e.g., an insurance company) may do much of the actual paperwork processing; this job audits their procedures to see that plan specifications are being met.

There is continuing emphasis on streamlining procedures to improve service and reduce administrative costs.

The incumbent must know the different plans and do the daily processing and/or audit the processing done by others.

Frequently, this position is called upon to provide detailed plan interpretations; consequently, sensitivity to precedent and consistency are important.

This position has a heavy systems and procedure orientation.


1) Identify administrative systems needed to implement specific benefit plans.

2) Design forms and appropriate processing procedures.

3) Ensure that necessary controls are in place and that audits are carried out.

4) Contribute practical ideas regarding plan design to facilitate efficient administration.

5) Review procedures to identify opportunities to improve effectiveness.

6) Monitor the actual operation of procedures to ensure that they meet objectives; initiate changes as needed.

7) Ensure that proper records are kept and reports produces.

Page 26 of 30

GNWT Human Resources Model Benefits Officer

Job Evaluation Rationale – Fully Qualified Benefits Officer

Know-How EI3 200

The Benefits Officer typically learns how to perform the job while on the job, by participating in on-going benefits courses and in other specialized training. The knowledge is usually acquired over three to four years. Benefits Officers often have to research and develop solutionsto problems or issues that vary somewhat from previous situations. Benefits officers must know how their work fits into the scheme of things with respect to how employees are remunerated and in terms of their setting priorities for work. The incumbents deal with employees in difficult circumstances such as deaths or illnesses. These situations must be handled with great delicacy and often information must be imparted in the face of strong emotions. A great deal of the jobs’ focus is on dealing with individual clients.


These positions are individual contributors. There is little additional support available within a department. The Benefits Officers’ supervisor (HR Manager), often knows relatively little about the benefits area; consequently, the Benefits Officers are, to a large extent, the local experts.

Accountability D2A/3A 66

Freedom to Act is limited only by existing procedures which are varied. There is little supervisory review of end results as the incumbents of these jobs are generally the local experts on the subject matter. However, the central agency staff provide support in the most complex situations where answers are not within the experience of the departmental benefits person or where a new situation is encountered.


Short Profile 0

Support role.

Page 27 of 30

GNWT Human Resources Model Departmental HR Managers

Departmental HR Managers


Develop and direct the implementation of plans and programs to assure the most effective use of human resources to support Departmental objectives. This must be accomplished within the framework of overall Corporate policies, plans, and programs.

The Department uses the standard Corporate benefits programs and therefore this position has minimal active involvement in their design or administration.

This is the top HR position in the Department and, as such, is a key member of the Departmental management group.

Major policies and programs are directed Corporately, but the Department usually must tailor implementation to Departmental conditions (to the Department’s own needs and objectives). This requires advocacy both downward and upward to support the overall Corporate philosophy while assuring that the impact on this Department is appropriately understood.

This is a generalist position requiring the Manager to be involved in all specialized areas even though detailed work may be delegated and expert resources from the Corporate level may be used.

The Manager usually is heavily involved in HR planning, key personnel movements, labour relations, and ensuring that Corporate/Departmental programs are being effectively implemented through continual communication and audit.

The incumbent is a major feedback channel to the Corporate HR group on the issues and problems in the field and the effectiveness of Corporate policies and programs.


1) Interact with Departmental management to understand business plans and objectives.

2) Work with local management to identify human resource objectives and issues.

3) Direct the development of Departmental and/or adaptation of Corporate HR policies, plans, and programs to meet the specific identified needs of the Department.

4) Coordinate the use of expert resources from Corporate staff.

5) Direct the administration of Departmental hiring, compensation, benefits, training, safety, and health programs.

Page 28 of 30


6) Participate in and may lead local Joint Consultation sessions with bargaining unit representatives. Administer the labour agreement(s).

7) Assure the implementation of Corporate HR programs and compliance with laws and regulations within the Department.

8) Counsel Department managers on handling human resource problems.

9) Participate in and contribute to the development of Corporate HR policies.

Job Evaluation Rationale

See the next page for various evaluation permutations.

Page 29 of 30


Departmental HR Managers – Evaluation Permutations TOPIC “SMALL” “LARGE”

Job Dimensions Serves up to about 100 FTE's (payroll of up to $6 million +/-)

Serves in excess of 350 FTE’s (payroll of at least $20 million)

Reporting Relationship

Reports a level down from the Deputy Minister and is NOT a key member of the senior management team of the Department. May report to someone in the same discipline.

Reports directly to the Deputy Minister and IS a key member of the senior management team of the Department

Functional Breadth

Limited breadth of HR Services provided

Full range of HR Services provided

Functional Complexity

Excludes some of the more complex HR services

Includes the most complex of the HR services

Other Considerations & Observations

Is rather like a large generalist position. There may be one or at most two reporting staff @ 332 Points. Labour relations issues are not especially demanding.

Size of the Department and independence from Corporate programs are two major variables and there tends to be some linkage between the two. A large Department tends to be more complete functionally and more complex, requiring greater latitude. A smaller Department is often simpler and may have certain functions such as planning pulled up to a higher level in the organization.

If major functions do not exist at the Departmental level (e.g., labour relations), there will likely be a pull down on the evaluation.

The reporting relationship is also a consideration. The evaluation is likely to be higher if the position reports directly to the DM and lower if it reports a level lower and/or if it is not considered to be a key member of the senior management team of the Department and/or if it reports to another HR expert. This would likely be

an HR Manager for a large department. There are likely to be shift workers and lots of staffing labour relations issues.

Designation “A” “B” “C” “D” “E” “F” “G” “H” “I” “J”

Know-How EI3 230 EI3 230 E/FI3 264 E/FI3 264 E/FI3 264 E/FI3 264 FI3 304 FI3 304 FI3 304 FI3 304

Problem Solving E3[38] 87 E3[38] 87 E3[38] 100 E3[38] 100 E3[38] 100 E4[43] 115 E3[38] 115 E4[43] 132 E3[38] 115 E4[43] 132

Accountability D2/3C 87 D3C 100 D3C 100 D3C 115 E3C 132 E3C 132 E3C 132 E3C 132 E3C 152 E3C 152

Total without WC 404 417 464 479 496 511 551 568 571 588

Short Profile 0 +1 0 +1 +2 +1 +1 0 +2 +1

Page 30 of 30

INFORMATION TECHNOLOGY

June 18, 2003 Information Technology Page 1 of 2

Service Desk – Full Working Level

General Characteristics With minimal supervision the jobholder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Server Support & Desktop/LAN Support) to provide rapid response (usually by telephone) technical support to personal computer and PC network users (in all regions and Departments) in response to specific requests. The Jobholder is a first point of contact between users and the Technology Service Centre (TSC) and will troubleshoot hardware and/or software problems, assist users to resolve problems and provide basic education on hardware and/or software use. The jobholder requires a demonstrated ability to work with various PC applications and hardware. This level of knowledge may be acquired through the completion of a college diploma in computer science with 1 – 2 years related experience in the IT industry. Representative Activities 1. Respond to first level client questions (hardware/software problems,

installations, security, etc.); 2. Is in continuous contact with a wide variety of stakeholders, each

possessing different and challenging issues; 3. Make and update accurate/consistent records of all calls; 4. Apply escalation procedures for problems with unsatisfactory progress; 5. Educate users on limited number of software and operating packages; 6. Provide users with routine information regarding system updates, errors,

features, etc.; 7. Carry out practical assignments supporting routine operations; 8. Refer complex situations to relevant area with accompanying diagnostic

information; 9. Assist in the maintenance of accurate records; 10. Monitor call records, service levels and status; and 11. Ensure users receive services that were promised.


Job Evaluation Rationale – Service Desk – Full Working Know-How DI2 175 The position requires a working knowledge of computer science and the ability to review, troubleshoot and diagnose technical problems experienced by users (word processors, spreadsheets, data bases, presentation packages, e-mail, internet, security, printers, CPUs, LAN, operating systems, peripherals, servers, etc.) and an ability to work with different PC applications and hardware. The Job holder is responsible for providing IT support services and must be aware of the impact the Services Support section has on the TSC and the GNWT as a whole. Human Relation Skills are important as most of the contact and services provided by this position are done over the phone with no in person contact. The incumbent must be able to encourage and convince clients to follow his/her direction. Problem Solving D3 (29%) 50 The thinking environment offers latitude where thinking is done within a general frame of reference (IT), direction from the Manager, Service Deliver and technical guidance/support from the Senior Service Delivery Representative. The incumbent will be required to think analytically, conceptually in order to resolve client problems. Accountability D1C 66 The position’s Freedom to Act is limited through established policies and procedures, general direction from the Manager, technical guidance from the Senior Service Delivery Representative and standardized IT solutions. The incumbent contributes to the operation and effectiveness of the entire TSC as 67% of all problems are intended to be resolved at this level. Short Profile +2



Service Desk – Senior

General Characteristics With minimal to no supervision the jobholder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Server Support & Desktop/LAN Support) to provide rapid response (usually by telephone) technical support to personal computer and PC network users (in all regions and Departments) in response to specific requests. The jobholder is a first point of contact between users and the Technology Service Centre (TSC) and will troubleshoot basic and complex hardware and/or software problems and provide education on hardware and/or software use. The jobholder may provide mentorship and/or direction to more junior Service Desk staff. The jobholder requires a demonstrated ability to work with various PC applications and hardware. This level of knowledge may be acquired through the completion of a college diploma in computer science with 3 – 5 years related experience in the IT industry. Representative Activities 1. Respond to first and second level client requests (hardware, software,

networks, training, peripherals, installs, security, etc.); 2. Is in continuous contact with a wide variety of stakeholders, each

possessing different and challenging issues; 3. Elicit additional information for diagnosis, research beyond junior level; 4. Refer complex situations to relevant area with accompanying diagnostic

information (i.e. Desktop & LAN Support, application support and/or Server Support);

5. Assist in the maintenance of accurate records and preparation of individual statistics;

6. Assist in developing help desk procedures; 7. Monitor call records, service levels and status; 8. Monitor progress on problem resolution and advise users on status; 9. Set priorities and escalate problems not being solved; 10. Ensure users receive services that were promised; 11. Educate users on a large number and type of software applications on an

ad hoc basis;


12. Ensure users receive information on system updates, errors and features; 13. Remain current with environment and impart information to junior staff; and 14. Make and update accurate / consistent records of all calls. Job Evaluation Rationale – Service Desk - Senior Know-How EI2 200

The position requires a demonstrated understanding of computer science and the ability to review, troubleshoot and diagnose complex technical problems experienced by users (word processors, spreadsheets, data bases, presentation packages, e-mail, internet, security, printers, CPUs, LAN, operating systems, peripherals, serves etc.) and an ability to work with different PC applications and hardware. The job holder is responsible for providing on site IT support and must be aware of the impact the Services Support sections has on the TSC and the GNWT as a whole. Human Relation Skills are important as most of the contact and services provided by this position are done over the phone with no in person contact. The incumbent must be able to encourage and convince clients to follow his/her direction.

Problem Solving E3 (33%) 66

The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Manager, Service Delivery.. The incumbent must think analytically and conceptually in order to resolve the client problems.


The position's Freedom to Act is limited through established policies and procedures, general direction from the Manager and IT solutions. The incumbent contributes to the operation and effectiveness of the entire TSC as 67% of all problems are intended to be resolved at this level.

Short Profile +1



Desktop & LAN Support – Full Working Level

General Characteristics With minimal supervision the jobholder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Service Delivery & Server Support) to provide direct follow up (usually in person) technical support to personal computer and PC network users in response to work orders prepared by the Service Desk of the Technology Service Centre (TSC). The jobholder will assess problems and either repair or replace hardware and/or software as required. The jobholder requires a demonstrated ability to work with various PC applications and hardware in order to guide users in the use of tools and resources effectively and efficiently. This level of knowledge may be acquired through the completion of a college diploma in computer science with 1 – 2 years related experience in the IT industry. Representative Activities 1. Provide routine technical advice and support to users; 2. Assist users having trouble in using systems/products/services; 3. Is in continuous contact with a wide variety of stakeholders, each

possessing different and challenging issues; 4. Provide technical support including problem diagnosis, repairs, setup, etc. 5. Demonstrate, install and commission hardware/software/LAN systems,

products, services, security and upgrades; 6. Interpret technical or procedural manuals for non-technical users; 7. Resolve technical software/hardware/LAN operating or network difficulties; 8. Assist users in defining needs and assist in selecting criteria; 9. Apply all relevant technical standards, procedures and tools; 10. Validate receipt of systems services by outside suppliers and contractors; 11. Set priorities for problem resolution, monitor progress and apply escalation

procedures; 12. Make and update accurate/consistent records of all calls; and 13. Monitor call records, service levels and status.


Job Evaluation Rationale – Desktop & LAN Support – Fully Qualified Know-How DI2 175 The position requires a working knowledge of computer science and the ability to review, troubleshoot and diagnose technical problems experienced by users (word processors, spreadsheets, data bases, presentation packages, e-mail, internet, security, printers, CPUs, LAN, operating systems, peripherals, servers, etc.) and an ability to work with different PC applications and hardware. The Job holder is responsible for providing on site IT support services and must be aware of the impact the Services Support section has on the TSC and the GNWT as a whole. Human Relation Skills are important, as the incumbent must be able to encourage and convince clients to follow his/her direction. Problem Solving D3 (29%) 50 The thinking environment offers latitude where thinking is done within a general frame of reference (IT), direction from the Manager, Desktop & LAN Support and guidance from the Senior Desktop & LAN Representative. The incumbent will be required to think analytically, conceptually in order to resolve client problems. Accountability D1C 50 The position’s Freedom to Act is limited through established policies and procedures, general direction from the Manager, guidance from the Senior Desktop & LAN Representative and standardized IT solutions. The incumbent contributes to the operation and effectiveness of the Desktop & LAN Support Section of the TSC. Short Profile 0



Desktop & LAN Support – Senior

General Characteristics With minimal to no supervision the job holder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Service Delivery & Server Support) to provide direct follow up (usually in person) technical support to personal computer and PC network users in response to work orders prepared by the Service Desk of the Technology Service Centre (TSC). The jobholder will troubleshoot difficult problems and either repair or replace hardware and/or software as required. The jobholder requires a demonstrated ability to work with various PC applications and hardware in order to guide users in the use of tools and resources effectively and efficiently. This level of knowledge may be acquired through the completion of a college diploma in computer science with 3 – 5 years related experience in the IT industry. Representative Activities 1. Demonstrate, install and commission hardware/software/LAN systems,

products, services, security and upgrades; 2. Resolve technical software/hardware/LAN operating or network difficulties; 3. Is in continuous contact with a wide variety of stakeholders, each

possessing different and challenging issues; 4. Provide technical support including diagnosis, repairs, set-up, configuration,

etc.; 5. Provide, with minimal supervision, detailed advice and guidance; 6. Implement non-standard solutions and workarounds; 7. Demonstrate, plan requirements, install and commission operating or

network systems; 8. Interpret technical manuals and documentation and provide end user

training; 9. Assist users in defining needs and assist in selecting criteria; 10. Apply all relevant technical standards, procedures and tools; 11. Validate receipt of system services by outside suppliers and contractors; 12. Set priorities for problem resolution, monitor progress and apply escalation

procedures;


13. Make and update accurate/consistent records of all calls; and Monitor call records, service levels and status.

Job Evaluation Rationale – Desktop & LAN Support - Senior Know-How EI2 200 The position requires a Demonstrated understanding of computer science and the ability to review, troubleshoot and diagnose complex technical problems experienced by users (word processors, spreadsheets, data bases, presentation packages, e-mail, internet, security, printers, CPUs, LAN, operating systems, peripherals, servers, etc.) and an ability to work with different PC applications and hardware. The Job holder is responsible for providing on site IT support services and must be aware of the impact the Services Support section has on the TSC and the GNWT as a whole. Human Relation Skills are important, as the incumbent must be able to encourage and convince clients to follow his/her direction. Problem Solving E3 (33%) 66 The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Manager, Desktop & LAN Support. The incumbent will be required to think analytically, conceptually in order to resolve client problems. Accountability D1C 66 The position’s Freedom to Act is limited through established policies and procedures, general direction from the Manager and IT solutions. The incumbent contributes to the operation and effectiveness of the Desktop & LAN Support Section of the TSC. Short Profile 0



Server Support – Full Working Level

General Characteristics Under minimal supervision the jobholder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Service Delivery & Desktop/LAN Support) and departmental personnel to provide troubleshooting and maintenance of standard data servers, user devices, and communication links to ensure operational availability. The jobholder focuses in on both hardware and software aspects of network operations across multiple platform configuration (LAN). This level of knowledge may be acquired through the completion of a college diploma in computer science with 3 – 5 years related experience working with servers and network operating systems. Representative Activities 1. Maintain the production server environment including file servers, print

servers, and production application servers; 2. Maintain test / development server environment; 3. Provide routine technical advice and support to users; 4. Assist users having trouble in using systems / products / services; 5. Provide technical support including problem diagnosis, repairs and setup,

etc.; 6. Install and commission server systems, products, services and upgrades; 7. Interpret technical or procedure manuals for non-technical users; 8. Resolve technical server operating or associated LAN network difficulties; 9. Assist users in defining needs and assist in selecting criteria; 10. Apply all relevant technical standards, procedures and tools; 11. Validate receipt of systems services by outside suppliers or contractors; 12. Set priorities for problem resolution, monitor progress and apply escalation

procedures; 13. Make and update accurate consistent records of all calls; 14. Monitor call records, service levels and status; 15. Ensure compliance to audit, quality and security standards; 16. Understand risk analysis, disaster recover, planning and event simulation;


17. Participate in implementation of disaster contingency plans; 18. Proactively disclose/remedy actual or potential security breaches / risks; 19. Apply expert knowledge to good security practices and planning; 20. Maintain broad awareness of informatics and security trends; 21. Formally evaluate security features of information products/systems; 22. Initiate, establish and maintain capacity and performance function; 23. Quantify utilization, capacity and performance of current and proposed

systems, and the impact of proposed changes; 24. Assess possible designs and implementations to ensure reasonable

solution. Job Evaluation Rationale – Server Support – Full Working Know-How EI1 175

The position requires a working knowledge of microcomputer technologies commonly found in Intel based servers and an ability to install, commission and upgrade server hardware and software. This includes an ability to troubleshoot and diagnose server problems (hardware and software). The incumbent is responsible for providing Server Support services throughout the GNWT and must be aware of the impact the Server Support section has on the TSC and the GNWT as a whole. For the most part this position has limited contact with clients. However, when dealing with clients (and co-workers) the incumbent is expected to interact with tact and diplomacy.

Problem Solving D3 (29%) 50

The thinking environment is limited where thinking is done within a general frame of reference (IT – Server administration), direction from the Manager, Server Support and technical support from the Senior Server Support Representative. The incumbent will be required to think analytically, conceptually in order to resolve server problems.


The position’s Freedom to Act is limited through established policies and procedures, general direction from the Manager and Server solutions and technical guidance/support from the Senior Sever Support Representative. The incumbent contributes to the operation and effectiveness of the Server Support Section of the TSC.

Short Profile 0



Server Support – Senior

General Characteristics With little to no supervision the jobholder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Service Delivery & Desktop/LAN Support) and departmental personnel to provide troubleshooting and maintenance of large or complex data servers, user devices, and communication links to ensure operational availability. The jobholder focuses in on both hardware and software aspects of network operations across multiple platform configurations (LAN). This level of knowledge may be acquired through the completion of a college diploma in computer science with 5 - 7 years related experience working with servers and network operating systems. Representative Activities 1. Maintain the production server environment including file servers, print

servers, and production application servers; 2. Maintain test / development server environment; 3. Resolve technical server operating or associated LAN network difficulties; 4. Provide technical support including diagnosis, repairs, set-up, configuration,

etc.; 5. Provide, with minimal supervision, detailed advice and guidance; 6. Implement non-standard solutions and workarounds; 7. Plan requirements, install and commission server hardware, software and

operating systems and upgrades; 8. Interpret technical manuals and documentation and provide end user

training; 9. Assist users in defining needs and assist in selecting criteria; 10. Apply all relevant technical standards, procedures and tools; 11. Validate receipt of systems services by outside suppliers and contractors; 12. Set priorities for problem resolution, monitor progress and apply escalation

procedures; 13. Make and update accurate/consistent records of all calls; 14. Monitor call records, service levels and status; 15. Ensure compliance to audit, quality and security standards;


16. Understand risk analysis, disaster recovery, planning and event simulation; 17. Participate in implementation of disaster contingency plans; 18. Proactively disclose/remedy actual or potential security breaches/risks; 19. Apply expert knowledge to good security practices and planning; 20. Maintain broad awareness of informatics and security trends; 21. Formally evaluate security features of information products/systems; 22. Initiate, establish and maintain capacity and performance function; 23. Quantify utilization, capacity and performance of current and proposed

systems, and the impact of proposed changes; and 24. Assess possible designs and implementations to ensure reasonable

solution. Job Evaluation Rationale – Server Support - Senior Know-How EI1 200

The position requires a demonstrated knowledge of microcomputer technologies commonly found in Intel based servers and an ability to install, commission and upgrade server hardware and software. This includes an ability to troubleshoot and diagnose complex server problems (hardware and software). The incumbent is responsible for providing Server Support services throughout the GNWT and must be aware of the impact the Server Support section has on the TSC and the GNWT as a whole. For the most part this position has limited contact with clients, however, when dealing with clients (and co-workers) the incumbent is expected to interact with tact and diplomacy.


The thinking environment offers latitude where thinking is done within a general frame of reference (IT - Server administration) and direction from the Manager, Server Support. The incumbent must think analytically and conceptually in order to resolve server problems.


The position's Freedom to Act is limited through established policies and procedures, general direction from the Manager and server solutions. The incumbent contributes to the operation and effectiveness of the Server Support Section of the TSC.

Short Profile 0



Regional Support

General Characteristics Supported by the Technology Service Centre (TSC) in Yellowknife the job holder works within a framework of established operating procedures, precedents and standards and in close cooperation with internal support (Service Delivery & Desktop/LAN Support) and departmental personnel to provide direct follow up (usually in person) technical support to personal computer and PC network users in a designate region or community in response to referrals by the Service Desk. In addition, the jobholder maintains the server environment within the Region, troubleshoots problems and either repair or replaces hardware and/or software as required. The jobholder requires a demonstrated ability to work with various PC applications and hardware in order to guide users in the use of tools and resources effectively and efficiently. This level of knowledge may be acquired through the completion of a college diploma in computer science with 3 – 5 years related experience in the IT industry. Representative Activities 1. Demonstrate, install and commission hardware/software/LAN systems,

servers, products, peripherals, services, security and upgrades; 2. Resolve technical software/hardware/LAN operating, server, peripherals or

network difficulties; 3. Provide technical support including diagnosis, repairs, set-up, configuration,

etc.; 4. Provide detailed advice and guidance; 5. Implement non-standard solutions and workarounds; 6. Demonstrate, plan requirements, install and commission operating, server

or network systems; 7. Interpret technical manuals and documentation and provide end user

training; 8. Assist users in defining needs and assist in selecting criteria; 9. Apply all relevant technical standards, procedures and tools; 10. Validate receipt of system services by outside suppliers and contractors; 11. Set priorities for problem resolution, monitor progress and apply escalation

procedures;


12. Make and update accurate/consistent records of all calls; Monitor call records, service levels and status;

13. Undertake regional risk analysis, disaster recover, planning and event simulation;

14. Participate in the implementation of disaster contingency plans; 15. Proactively disclose/remedy actual or potential breaches / risks; 16. Apply knowledge of good security practices and planning; and Maintain

broad awareness of informatics and security trends. Job Evaluation Rationale – Regional Support Know-How EI2 200

The position requires a demonstrated understanding of computer science and the ability to review, troubleshoot and diagnose complex technical problems experienced by users (word processors, spreadsheets, data bases, presentation packages, e-mail, internet, security, printers (CPUs, LAN, operating systems, peripherals, servers, etc.) and an ability to work with different PC applications and hardware. The job holder is responsible for providing on site IT support services and must be aware of the impact the Services Support section has on the TSC and the GNWT as a whole. Human Relation Skills are important as the incumbent must be able to encourage and convince clients to follow his/her instructions.


The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Manager, Desktop & LAN Support Services. The incumbent will be required to think analytically, conceptually in order to resolve client problems.


The position's Freedom to Act is limited through established policies and procedures, general direction from the Manager and IT solutions. The incumbent contributes to the operation and effectiveness of the Desktop & LAN Support Section of the TSC.

Short Profile 0



Manager, Service Delivery

General Characteristics Within a framework of established operating procedures and standards and in close cooperation with internal support (Server Support & Desktop/LAN Support) the jobholder manages a group of specialists (5) and two clerical positions located within the Technology Service Centre (TSC) in Yellowknife. The IT specialists provide rapid response and on-going end user technical support services that includes: troubleshooting basic and complex hardware and/or software problems and providing education on hardware and/or software use. In addition, the jobholder acts as an advocate for users throughout the Government of the Northwest Territories and brings forward re-occurring user problems/issues to the management team of the TSC for review and participates in resolution. The jobholder requires technical expertise in end user computing activities, hardware, software and user requirements and managerial skills to supervise technical personnel in a service-oriented environment. This level of knowledge may be acquired through the completion of a degree in Computer Science or Management with 6 – 8 years progressive experience in the IT industry Representative Activities 1. Ensure that all calls from users are handled promptly and accurately; 2. Monitor existing and established new/enhanced service levels; 3. Take responsibility for problem resolution to service standards; 4. Establish and maintain service standards for service desk; 5. Establish procedures for problem referral and escalation procedures; 6. Establish methods for problem prioritization; 7. Monitor and analyze services records for trends and common problems; 8. Recommend service/product improvements and participate in planning; 9. Ensure service support staff are advised of system updates, errors,

features, etc.; 10. Proactively address problem areas by recommending solutions; 11. Schedule work for service support staff including overtime and training; 12. Escalate major problems that are not being resolved expediently; 13. Develop contract language for computer maintenance contracts;


14. Certify satisfactory performance and recommend approval of invoices; 15. Create surveys to determine client/staff needs and publish survey results; 16. Supervise, train and evaluated staff; 17. Analyze call records and recommend solutions for problem areas; 18. Review and resolve client behaviour and inappropriate service provider

responses; 19. Present and communicate in a high quality manner; 20. Remain current with customer support processes; 21. Review complex problem situations with managers of other relevant areas

(i.e. Desktop & LAN Support, Regional Coordinators and Server Support) with accompanying diagnostic information and develop solutions; Play an active part in wider policy making and overall TSC management;

22. Set, agree to and monitor achievement of performance targets; and 23. Analyze statistical information and prepare statistical and trending reports. Job Evaluation Rationale – Manager, Service Delivery Know-How FI3 304

The position requires a specialized knowledge of IT related to the delivery of IT services supported by the Technology Services Centre (TSC) throughout the GNWT and across several functions (Service Support, Server Support and Desktop & LAN). The Job holder is responsible for providing and maintaining the delivery of service support and must be aware of the impact service delivery has on the TSC and the GNWT as a whole. The position requires strong Human Relation Skills in order to deal with IT issues within the TSC, across departments and throughout the GNWT (i.e. Negotiate service level agreements).


The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Director of the TSC. The incumbent will be required to think analytically, conceptually and strategically in order to ensure the TSC programs and services are supported effectively and appropriately throughout the NWT and in accordance with the political and fiscal environment of the GNWT.

Accountability E1P 175

The Manager, Service Delivery has freedom to set direction for the TSC with respect to service support which may and does affect the other mangers within the TSC. The incumbent is accountable for the work of 6 subordinates ($60,000 X 6 = $360,000) + indirect accountability for the work of desktop & Lan staff.

Short Profile +2


Manager, Desktop & LAN Support

General Characteristics Within a framework of established operating procedures and standards and in close cooperation with internal support (Service Delivery & Server Support) the jobholder manages a group of technical specialists (11) located in several different locations (different buildings within Yellowknife) as part of the Technology Service Centre (TSC) who provide direct follow up support to personal computer and PC network users in response to work orders prepared by the Service Desk and annual upgrade schedules. The jobholder requires technical expertise with various PC applications, software and hardware in order to supervise technical personnel in a service-oriented environment. This level of knowledge may be acquired through the completion of a degree in Computer Science or Management with 6 – 8 years experience in the IT industry. Representative Activities 1. Plan, coordinate and guide technical desktop and LAN support services

within the GNWT; 2. Solve business problems by providing detailed technical advice; 3. Innovatively apply knowledge to complex technical situations; 4. Assist users experiencing difficulties using software and hardware; 5. Coordinate, lead and monitor technical systems inquiries; 6. Liaise with vendors and service suppliers; 7. Coordinate, propose, discuss and evaluate technical services, designs,

operations and upgrades; 8. Support and lead solutions with service providers; 9. Evaluate all features and plan requirements; 10. Assist users in defining need and assess those needs; 11. Certify satisfactory contract performance for systems development; 12. Administer system related budgets; 13. Supervise, train and guide the work of technical support staff; 14. Communicate technical problems, solutions and processes; 15. Present and communicate in a high quality manner; 16. Remain current with desktop and LAN services and products;


17. Review complex problem situations with managers of other relevant areas (i.e. Server Support, Regional Coordinators and Service Deliver) and develop solutions; and Analyze and prepare capacity, statistical and trending reports.

Job Evaluation Rationale – Manager, Desktop & LAN Support Know-How EI3 264 The position requires a Demonstrated knowledge of IT related to the delivery of IT services supported by the Technology Services Centre (TSC) throughout the GNWT with a primary focus on the Desktop & LAN Support functions. The Job holder is responsible for providing and maintaining the delivery of Desktop & LAN support services and must be aware of the impact service delivery has on the TSC and the GNWT as a whole. The position requires strong Human Relation Skills in order to supervise a large number of remotely located staff. Problem Solving E3 (38%) 100 The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Director of the TSC and to a lesser degree from the Manager, Service Delivery. The incumbent will be required to think analytically, conceptually and strategically in order to ensure the Desktop & LAN Support services of the TSC are delivered effectively throughout the NWT. Accountability D2P 152 The Manager’s Freedom to Act is limited through general direction from the Director and operating procedures established within the TSC with respect to service support. The incumbent is accountable for the work of 15 remotely located subordinates ($60,000 X 15 = $900,000). Short Profile +2



Manager, Server Support

General Characteristics Within a framework of established operating procedures and standards and in close cooperation with internal support (Service Delivery and Desktop & LAN Support) the job holder manages a group of technical specialists (3) located within the Technology Service Centre (TSC) who provide troubleshooting and maintenance of large or complex data servers, user devices, and communication links to ensure operational availability across multiple platform configurations (LAN). The jobholder requires technical expertise with various PC applications, servers, software and hardware in order to supervise technical personnel in a service-oriented environment. This level of knowledge may be acquired through the completion of a degree in Computer Science or Management with 6 – 8 years experience in the IT industry. Representative Activities 1. Plan, coordinate and guide technical server support services within the

GNWT; 2. Solve business problems by providing detailed technical advice; 3. Innovatively apply knowledge to complex technical situations; 4. Assist users experiencing difficulties using server software and hardware; 5. Coordinate, lead and monitor technical systems inquiries; 6. Liaise with vendors and service suppliers; 7. Coordinate, propose, discuss and evaluate technical services, designs,

operations and upgrades; 8. Support and lead solutions with service providers; 9. Evaluate all features and plan requirements; 10. Assist users in defining need and assess those needs; 11. Certify satisfactory contract performance for systems development; 12. Administer server related budgets; 13. Supervise, train and guide the work of technical support staff; 14. Communicate non-technical problems, solutions and processes; 15. Present and communicate in a high quality manner; 16. Remain current with server and operations technology and products;


17. Review complex problem situations with managers of other relevant areas (i.e. Desktop & LAN, Regional Coordinators and Service Delivery) and develop solutions; and

18. Prepare and analyze capacity, statistical and trending reports. Job Evaluation Rationale – Manager, Server Support Know-How FI3 304 The position requires a Specialized knowledge of IT related to the delivery of server services supported by the Technology Services Centre (TSC) throughout the GNWT with a primary focus on the Server Support functions. The Job holder is responsible for providing and maintaining the delivery of Server Support services and must be aware of the impact server support services have on the TSC and the GNWT as a whole. The position requires strong Human Relation Skills in order to supervise technical staff and negotiate server usage between the TSC and Departments. Problem Solving E3 (38%) 115 The thinking environment offers latitude where thinking is done within a general frame of reference (IT) and direction from the Director of the TSC and to a lesser degree from the Manager, Service Delivery. The incumbent will be required to think analytically, conceptually and strategically in order to ensure the Server Support services of the TSC are delivered effectively throughout the NWT, that architecture is appropriately structured and that data integrity is maintained.. Accountability D1P 115 The Manager’s Freedom to Act is limited through general direction from the Director and operating procedures established within the TSC with respect to Server Support. The incumbent is accountable for the work of 3 subordinates ($60,000 X 3 = $180,000).and has a significant contributory impact on TSC operations. Short Profile 0


June 1, 2001 Inspections and Regulatory Page 0 of 1212

INSPECTORS/REGULATORY


Inspections/Regulatory Matrix

Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs inthis GNWT Job Family.


Job Ladder Position

900-999

800-899650-799550-649 Inspector V450-549 Inspector IV370-449 Inspector III

320-369270-319 Inspector II

230-269190-229 Inspector I160-189130-15970-129


Inspector I


After orientation and training, performs limited assignments of specific tasks todetermine compliance with appropriate Acts, Codes and Regulations with an emphasison unsafe acts, practices, procedures or conditions. Enforces all aspects of applicableActs, Codes and Regulations. Does not inspect trades. This is a first or entry level tothe Regulatory group.


1. Performs inspections and tests to verify compliance with applicable regulations2. Identifies existing and potential problems3. Participates in developing corrective measures4. Provides professional training5. Investigates incidents, prepares reports for prosecution of violations6. Issue required permits

Knowledge and abilities required:

� 2 years related practical experience.� Knowledge of applicable practices, operating procedures and equipment� Familiarity with pertinent sections of other applicable codes and standards.

Job Evaluation RationaleKnow-How C+I2 132Application of knowledge of generally well-defined enforcement procedures to determinecompliance with appropriate regulations. Individual contributor assigned to complete taskswhich are similar in content and nature. Requires an understanding of human behaviour andthe factors that influence those behaviours.

Problem Solving C3+(25%) 33Work is defined by clear and numerous guidelines and procedures by may require the searchfor solutions within the current acts, regulations and policies. Unusual problems are referred toSupervisor.

Accountability C+1C 43Contributes to the health and safety of a variety of NWT residents by identifyingexisting/potential problems and participates in developing corrective policies/procedure. Endresults and advice are subject to standardized practices and procedures as well as supervisoryreview.Short Profile +2Implementation role within strict regulations role.


Inspector II


Performs inspections to determine compliance with appropriate Acts, Codes,Regulations and standards in a single discipline, with an emphasis on unsafe acts,practices, procedures or conditions. Enforces all aspects of applicable Acts andRegulations.


1. Identifies and interprets applicable regulations2. Provides technical advice and interpretative data3. Performs inspections and tests to verify compliance4. Reviews and analyzes designs and specifications by evaluating them against

adopted codes and standards, established professional principles and currenttechnology

5. Identifies existing and potential problems6. Determines/directs implementation of corrective measures7. Develops procedures to assure continuing compliance with regulations8. Provides professional training9. Supervises and corrects industry examinations and confirms certification.10. Investigates incidents, prepares reports for prosecution of violations11. Issues required permits


� Certification in a trade, or safety/environmental health program, followed bysignificant practical experience.

� Knowledge of related Acts, Codes and Regulations.� Knowledge of applicable technology, practices, safe operating procedures, and

equipment� Familiarity with pertinent sections of other applicable codes and standards.


Job Evaluation RationaleKnow-How D+I2 175Application of knowledge and skills along with some specialized skills in a specific area(regulatory). Provides guidance/training as a technical expert to clients. Interacts with bothinternal and external clients. Requires an understanding of human behaviour and the factorsthat influence those behaviours in order to determine and develop effective correctivemeasures.

Problem Solving D3(29%) 50Work is defined by clear guidelines and procedures requiring the search for solutions within anarea of learned things such as acts and regulations. Problems are resolved within that area ofexpertise. Unusual problems referred to Supervisor.Accountability D2C 66Latitude is given to choose appropriate course of action within defined practices, proceduresand legislation. Contributes to the health and safety of NWT residents by identifying,developing and implementing corrective measures.

Short Profile +2Enforcement/Implementation role within strict regulations.



Inspector III


Performs inspections/investigations to determine compliance with appropriate Acts andRegulations with an emphasis on unsafe acts, practices, procedures or conditions.Enforces all aspects of applicable Acts, Codes and Regulations requiring awareness,knowledge and skills in a number of related disciplines. This position is typicallyappointed under legislated authority. Ensures statutory requirements and regulationsare met. Delivers training programs and plays an active role with a variety of inter-agencies, unions and community groups to assist in developing a co-operativeapproach in the delivery of safety services. The position is required to participate as anexpert witness at hearings, inquiries and criminal prosecutions that require a high levelof exactness and detailed information.


1. Identifies and interprets applicable Acts, Codes and Regulations2. Performs inspections and tests to verify compliance3. Reviews, analyzes and approves designs and specifications by evaluating them

against adopted codes and standards, established professional principles andcurrent technology

4. Identifies existing and potential problems5. Participates in developing corrective measures6. Determines/directs the implementation of corrective measures7. Develops procedures to assure continuing compliance with regulations and acts8. Identifies need for and provides professional training9. Develop/deliver training programs based on internationally recognized standards10. Supervises and corrects industry examinations and confirms certification.11. Investigates incidents, interviews witnesses, collects evidence and prepares reports

for prosecution of violations12. Issues required permits and provides inspection reports13. Prepares briefing notes, discussion papers, media submissions14. Liaises with local government authorities, community councils, public agencies etc.15. Maintains operations and maintenance budget


� Holder of a technical degree or diploma or equivalent professional accreditation, ortrade certification and extensive practical experience and is well recognized for theirspecialized expertise

� Ability to provide training� Thorough knowledge of related Acts, Codes and Regulations.� Knowledge of investigative principles and procedures


� In-depth knowledge of applicable technology, practices, safe operating procedures,and equipment

� Familiarity with pertinent sections of other applicable codes and standards.

Job Evaluation RationaleKnow-How E+I2 230

Application of specialized skills in a specific area (Safety Acts, Codes andRegulations). Holds a statutory appointment to enforce Territorial legislation pertainingto Safe workplaces and practices.


Operates within legislative precedents and practices toward specific objectives.Situations are resolved through current knowledge.

Accountability D2+C 87

Findings and advice are subject to defined practices and procedures.

Short Profile +1

Advisory, consultative role, directing role in implementation.



Inspector IV


Conducts inspections to determine compliance with appropriate Acts, Codes andRegulations with an emphasis on unsafe acts, practices, procedures or conditions in awork environment requiring knowledge and awareness of multiple disciplines. Enforcesall aspects of applicable Acts, Codes and Regulations. Reviews and evaluates designs,programs and specifications requiring knowledge of relevant theory and/or underlyingprinciples. Typically, the incumbent of this level position is a senior technical expert withno management responsibility.

OR

Represents a management position which typically heads a team of technical inspectionstaff in a single discipline. Will participate in the development of new legislation oramendments to the existing regulations, and issues directives to the industry.


As a senior technical expert:1. Identifies and interprets applicable regulations2. Performs inspections and tests to verify compliance3. Identifies existing and potential problems4. Participates in developing corrective measures5. Develops procedures to assure continuing compliance with regulations6. Provides professional training7. Supervises and corrects industry examinations and confirms certification8. Investigates incidents, prepares reports for prosecution of violations9. Issue required permits10. Reviews and analyzes designs and specifications by evaluating them against

adopted codes and standards, established engineering principles and currenttechnology.

As a manager of technicians and inspectors in a single discipline:� Manages the activities of the unit� Typically issues directives, grants variances, issues permits� Reviews industry training needs and training programs� Reviews investigative reports conducted by inspectors and determines if incident

merits prosecution� Acts as liaison with other regulatory authorities, associations and labour associations

on matters of mutual interest� Represents the Northwest Territories as a member of Canadian Associations� Advises the legislation committee when related legislation is reviewed



� Certified in the area of expertise and a member in good standing in a recognizedprofessional association or a graduate of a 4 year technical program

� Have extensive practical experience plus some supervisory experience� Thorough knowledge of related Acts, codes and Regulations.� In-depth knowledge of applicable technology, practices, operating procedures, and

equipment� Familiarity with pertinent sections of other applicable codes and standards.

Job Evaluation RationaleKnow-How FI2 264

Has extensive specialized knowledge and experience in a range of areas. Co-ordinates activities that are similar in content and nature with an awareness of relatedactivities. Provides leadership and guidance as a technical expert to staff and toclients.


Latitude to develop new practices and procedures within the current Act(s),Regulations and policies, which constitute a broadly defined environment.

Accountability E2C 115

Contributes to the health and safety of a variety of NWT residents by applying broadpractices and procedures covered by functional precedents and policies.

Short Profile +1

Enforcement role as well as involvement in development / analysis but stronglyinvolved in implementation.



Inspector V


This is a management position which typically heads a team of technical inspection staffconsisting of inspectors, technicians, and contract specialists, with responsibility forinspection and enforcement in a number of disciplines, (multi-disciplines) as well asdelivery of training programs and courses, management of investigations, and provisionof technical advice/information to communities, government and public agencies etc.

This level requires a strong technical background as well as extensive experience inadministrative management, financial and human resource planning, problem solving,accident investigation, prosecutions, appeals, and legal procedures. The incumbent ofa position at this level must have a thorough knowledge of applicable Acts andRegulations and familiarity with the pertinent sections in other applicable codes andstandards.

An Inspector V assists in the development of new legislation or amendments to theexisting regulations, interpretation of existing legislation, regulations and coderequirements, issues directives to the industry and has the authority to grant variancesand decide appeals with respect to the Regulations. Many statutory functions areexclusively performed by an Inspector V.


1. Manages the activities of the Inspection unit2. Typically issues directives, grants variances, issues permits, decides appeals3. Ensures technical applications and proposals are reviewed by qualified personnel

prior to granting approval.4. Reviews industry training needs and training programs to ensure standards and

requirements are met5. Reviews incident investigation reports conducted by inspectors and determines if

incident merits prosecution.6. Reviews briefing notes, discussion papers, media submissions etc. as developed by

subordinates7. Acts as liaison with other regulatory authorities, associations and labour associations

on matters of mutual interest.8. Represents the Northwest Territories as a member of Canadian Associations9. Advises the Legislation Committee when related legislation is being reviewed10. Recognized as the authority in their area(s) of jurisdiction


� Certified in his/her area(s) of expertise� Proven management skills� Extensive practical experience, plus additional supervisory experience.


� Proven skills as an inspector/investigator.


Requires highly specialized knowledge of standards and regulations in enforcementand training in a number of disciplines. May have significant experience in one ormore areas of enforcement. Required to develop, manage and motivate a team oftechnical inspection staff.


Strategic thinking is core at this level. Precedents provide a frame of reference butanalysis and evaluative thinking is required to arrive at solutions to problems/questions.


Contributes to results that impact on the safety of workers and workplaces throughoutthe northern population.

Short Profile +1



INSTITUTIONAL CORRECTIONSWORKERS

12-09-01 Institutional Corrections Workers - 1 GNWT JobLadders

Institutional Corrections Workers Matrix

Please refer to the following Job Family Matrix illustrating the hierarchies of ModelJobs in this GNWT Job Family.

Hay PointRange

(without WC)

SecurityStaff

Program Staff Managers

900-999800-899650-799 Operations Manager550-649 Facility Manager

(Warden Manager)450-549 Specialist (Deputy

Warden Programs,Deputy Warden

Security)370-449 Entry Level (Program

Coordinator YoungOffenders, Deputy

Warden)320-369 Fully Qualified

(Classification Officer)270-319 Supervisory

(CorrectionsSupervisor)

Entry Level (YouthOfficer Specialist)

230-269190-229 Entry Level

(CorrectionsOfficer, Youth

Officer I)160-189130-15970-129


INTRODUCTION TO THE MODEL JOB DESCRIPTIONS

LEVELS OF WORKCorrections Worker jobs are found at different levels but only in the CorrectionsService Division of the Department of Justice. This document provides input forevaluating the different job levels and identifies some specific levels that mightexist within the Corrections Division at the various facilities and at Headquarters.

PURPOSE OF THE POSITIONSAll Corrections positions exist to play a role in ensuring the safety and security ofthe general public in carrying out Court ordered incarceration of offenders andaccused persons held without bail. These roles range from positions whichessentially exist to provide direct, physical security and custody of inmates, tothose that enhance custody by providing elements of a normal lifestyle forinmates, to those who provide treatment and those who manage facilityoperations from the actual facilities or from headquarters

SCOPEGenerally, there is an identifiable difference between institutional correctionspositions that is related to the function of the position and whether it is at theentry level, a full working level or a senior level in the organization. Decisionmaking authority can also help define differences as can responsibility forfinancial and human resources.

Typical elements for differentiation are:

Elements Questions and CommentsSupervision provided Is the position working under close supervision or under

general supervision?

Breadth Is the position dealing with a single area (custody) ormultiple areas (custody, case management, programsupervision). Is management of a program, area or facilityinvolved?

Complexity Numbers of inmates supervised or managedNumber of programsTypes of inmates managedFacility sizeThe nature of inmate contact (max or min, helping orsecurity)


Typicalqualificationsfor describingscope levels

Correctionsofficers,Youth

Officer I

Entry levelProgram

and SeniorSecurityPositions

SeniorSupervisory

SecurityPositions andfull working

level programstaff

Senior/Supervisory

program staffand

Managers

Expertsand

Managers

Wardensand

FacilityManagers

OperationsManagers

Supervisionprovided to the

job

Very Close Close Generallyregulated

Generallyregulated

General General Global

Breadth One area One or twoareas

Two or threeareas in

depth withadditionalgeneral

knowledge

One area ofspecializationor most other

areas

Most or allareas

all areasand

FacilityManagem

ent

All areasand expertlevel in one

or moreareas

Complexity 10 – 30inmates per

staffmember

10 to 25clients or

one or twosub-staff

30 – 100clients or 5 to

10 staff

30 to 100clients or 5 to

10 staff.Multiple

programs

30 to 100clients or10 to 50

staff

Facilitymanagement 30 to100 staff,30 to 200inmates

2 or 3facilities, 50to 150 staff

KNOWLEDGE, SKILLS AND ABILITIESFor Institutional Corrections Workers, either in the program or security stream,experience leads to the next level once one is “in the system”. Relevant knowhow is increased based on work experience in other positions in the department,which allows the incumbent to become familiar with relevant issues, programs,needs, policies and procedures. Formal education and training is available in thesecurity, specialist and management areas, but most knowledge typically comesfrom experience in the field. Previous work performance and practical tests areprobably the best indicators for success at the next level of Corrections Worker.


Entry Level Security Staff (Corrections Officer, Youth Officer 1)


This position is one of a large number of line staff at correctional facilities. Theprimary function of these positions is to maintain facility security through variousactivities ranging from monitoring and reporting on inmate activities to interveningphysically to maintain control.

A sound knowledge of facility practices and procedures is required. Specializedtraining is provided to all new recruits to these positions.


1. Supervises inmates in all activities within the facility, in recreation programsand in other programmed activities.

2. Maintains inmate discipline through supervision, intervention and reporting.3. Recommends, with supporting rationale, disciplinary or criminal charges.4. Investigates, acts on and reports any unusual occurrences that take place as

may be directed by the supervisor.5. Deals with inmate concerns/needs appropriately


Job Evaluation RationaleKnow-How C+I2 132

Specialized procedural knowledge is required (supervision of inmate and ofinstitutional procedures). Individual contributor assigned to complete activities.Requires an understanding of human behaviour and the factors that influencebehavioral change in interacting with inmates and maintaining control of environment.

Problem Solving C3 (25%) 33

Work is defined by general guidelines and procedures requiring the search forsolutions within an area of learned things. Unusual problems are referred to theCorrections Supervisor on duty.


Accomplishes tasks within instructions and work routines. Expected results/output areclear.

Short Profile +1




Entry Level Program Staff (Youth Officer Specialist)


This position is one of a small number of specialist youth officer positions atyouth correctional facilities. This provides direct programming in primarily in onearea (such as Counseling, Alcohol and Drug Treatment or Life Skills) in additionto regular duties as a youth officer.

A sound knowledge of facility practices and procedures is required as is formaltraining and certification in the specialty area.


1. Plans and delivers scheduled programs within the area of specialization.2. Supervises youth in all activities within the facility, in recreation programs and

in other programmed activities.3. Maintains inmate discipline through supervision, intervention and reporting.4. Recommends, with supporting rationale, disciplinary or criminal charges.5. Investigates, acts on and reports any unusual occurrences that take place as

may be directed by the supervisor.6. Deals with inmate concerns/needs appropriately



Program development skills and specific knowledge in counseling, life skills or alcoholand drug treatment are required. Position is an individual contributor with a very welldeveloped understanding of human behaviour and factors that cause changes inbehaviour.

Problem Solving C3 (29%) 50

Rules and procedures are established for most work routines but develops ownprogram delivery methods within facility framework. The most unusual problems arereferred to the supervisor.

Accountability CIS 50

Impact is shared with other program staff on offender treatment results. Equalemphasis on development and implementation.

Short Profile 0




Supervisory Security Staff (Corrections Supervisor)


This position is one of several “shift supervisors” at an adult or youth correctionalfacility. A shift supervisor is on duty on all shifts at an adult facility and at a youthfacility for 2/3 of all shifts. This position is generally responsible for all facilityoperations when more senior management staff are not at work (i.e. other thanday shift Monday to Friday). Senior staff are available by telephone at all timesbut the this position is required to take all immediate action that might be requiredin virtually any circumstance.

Knowledge of most fundamental principles involved in adult corrections isrequired as are good supervisory skills and a sound knowledge of correctionsfacility practices and procedures. Knowledge is attained generally through noless than 3 - 5 years of progressively more responsible facility experienceincluding of six months of corrections supervisory experience.


1. Assigns and supervises security staff resources to ensure appropriatecoverage within the facility and for any activities outside of the facility.

2. Facilitates all planned activities in the facility from recreation programming tovisits to food services.

3. Maintains inmate discipline.4. Recommends, with supporting rationale, disciplinary or criminal charges.5. Investigates, acts on and reports any unusual occurrences that take place.6. Deals with inmate concerns/needs appropriately7. Manages unusual events/crisis until relieved.



Requires specialised knowledge of offender management techniques and processes tomanage facility operations. Job content focused on interactions with staff and inmates.

Problem Solving D3+ (33%) 57

Work is generally well defined and work procedures are clear . Situations encounteredmay vary substantially requiring differing and specialized solutions arrived at throughsearch of known things.


Work procedures are varied. Impact is contributory on facility operations andinmate/staff safety and security. Profile is of a line manager, which directly supports thecore business.

Short Profile +1

Process orientation



Fully Qualified Program Staff (Classification Officer)


This is either a single or one of a number of case management positions thatexist at an adult corrections facility. The position is generally responsible forplanning as productive as possible, an incarceration for an assigned group ofinmates.

Knowledge of most fundamental principles involved in adult corrections isrequired as is a proven understanding of human behavior and of culturaldifferences in the NWT. Knowledge is attained generally through no less than 3 -5 years of progressively more responsible facility experience or by attainment ofa degree in Social Work or through a combination of education and experience.


1. Determines in consultation with inmates, an appropriate case plan basedupon all factors including inmate cultural background, length of term and levelof education.

2. Coordinates access to community and facility resources/programs to assisteach assigned inmate in meeting case plan goals..

3. Prepares information and documentation of a statistical nature for the.4. Recommends, with supporting rationale, security and custody changes for

each assigned inmate, up to and including conditional release (determinationof risk).

5. Deals with inmate concerns/needs appropriately.


Job Evaluation RationaleKnow-How D+I3 200

Requires specialized knowledge of case management techniques and a well-developedunderstanding of human behaviour. A clear understanding of institutional routines,procedures and policies is required to integrate case management activities. Job focusis on understanding human behavior.

Problem Solving D3+ (33%) 66

Rules are quite diversified with respect to techniques to be applied. Situationalchallenges sometimes borders on requiring true analysis of human behaviour.

Accountability D1C+ 66

Latitude is given to choose appropriate course of action. Impact is contributory onfacility operations in general and on inmate programs specifically

Short Profile 0




Manager, Entry Level (Program Coordinator, Young Offenders, Deputy Warden)


This is one of two senior positions in a corrections facility, the other being theWarden or Manager. The Senior Position and this one comprise themanagement staff of the facility. Facility operations are such that the Warden orManager makes most major decisions, program and otherwise. The role of thesubordinate manager is to plan and implement portions of the program as maybe directed.

Knowledge of most fundamental principles involved in either adult or youthcorrections is required as are good supervisory skills. Knowledge is attainedgenerally through no less than 3 - 5 years of progressively more responsiblefacility experience and/or augmented through a degree and 1 year of supervisoryexperience.


1. Plans for appropriate program implementation.2. Ensures that program delivery standards as set by the supervisor are met.3. Participates in the preparation of information and documentation for the

Warden and Director.4. Develops and recommends solutions to facility problems appropriate to the

northern cultural and economic context.5. Develops and recommends facility procedures to implement Divisional or

Facility policy.6. Develops subordinate staff so as to achieve a representative and competent

workforce.7. Deals with inmate concerns/needs appropriately.


Job Evaluation RationaleKnow-How EI3 230

Requires substantial specialized knowledge of corrections as well as human behaviourrequired to assess and plan treatment/programming needs.


Supervision and planning of facility operations, case management and programmingrequiring constructive and evaluative thinking.

Accountability D2C+ 87

Impact is contributory on total facility operations. Has latitude to choose an appropriatecourse of action and work is subject to supervisory review of the end results.

Short Profile 0




Specialist Manager(Deputy Warden Programs, Deputy Warden, Security)


This is one of two or three senior positions reporting to the Warden in a largeadult corrections facility. The size of the facility dictates that the Facility managerrequires the assistance of this specialist manager to manage a significant portionof the facility operation.

Knowledge of the fundamental principles involved in adult corrections is requiredas are good managerial skills. Knowledge is attained generally through no lessthan 5 -6 years of progressively more responsible facility experience and/oraugmented with a degree and 1 -2 years of progressively more responsiblefacility experience.


1. Plans for appropriate program management/development.2. Ensures that program delivery standards are met within area of responsibility.3. As part of the Facility Management Team, participates in the preparation of

information and documentation for the Warden and Director.4. Develops solutions to facility problems appropriate to the northern cultural

and economic context.5. Reviews draft divisional policy in area of expertise in light of “best practices”

from the standpoint of appropriate and accepted practices and standards.6. Develops subordinate staff so as to achieve a representative and competent

workforce.7. Deals with inmate concerns/needs appropriately.


Job Evaluation RationaleKnow-How EI+3 264

Requires specialized knowledge of corrections programs and human behaviour.Programs activities and routines must be integrated in order for effective programoperations. Security and program objectives must be understood and considered in allaspects of the work.


Constructive and evaluative thinking is required to plan appropriate operationalactivities and strategies.


Job is subject to broad practices and procedures and supervision consists ofmanagerial direction. Impact is contributory on entire facility operation.

Short Profile 0




Facility Manager (Warden, Manager)


This is the most senior facility management position. Located at an adult oryouth secure facility, and reporting to an operations Manager, this positionmanages an entire facility and its associated programs. Facility budgets rangefrom $1.6 million to $7 million.

Knowledge of the fundamental principles involved in either adult or youthcorrections is required as are good managerial skills. Knowledge is attainedgenerally through no less than 10 years of progressively more responsible facilityexperience and/or augmented by a degree and 5 years of progressively moreresponsible facility experience.


1. Plans for appropriate program and facility management/development (newprograms to meet new needs for example).

2. Ensures that program delivery standards are met.3. As part of the Corrections Management Team, participates in the preparation

of information and documentation for the Deputy Minister and Minister ofJustice.

4. Develops solutions to facility problems appropriate to the northern culturaland economic context.

5. Reviews draft divisional policy in light of best practices from the standpoint ofappropriate and accepted practices and standards.

6. Plans for the development of facility staff so as to achieve a representativeand competent workforce.

7. Approves the conditional release of inmates under certain circumstances,recommends conditional release in others.

8. Crisis Management as necessary.9. Deals with inmate concerns/needs appropriately.



Substantial knowledge about corrections and corrections management is required.


Constructive and evaluative thinking is required with respect to strategic facilityoperational planning and management.

Accountability E1P 152

Job is subject to managerial direction. Impact is primary on facility operations but islimited insofar as the majority of expenditures are not optional.

Short Profile +2

Implementation role within strict regulations role.



Operations Manager


This is the most senior operational manager. Although located at CorrectionsHQ and reporting to a Director responsible for all Corrections Operations, thisposition manages an entire facility based corrections program (adult or youthcorrections facilities and programs). Total adult and youth corrections programbudgets range between $6 million and $15 million.

Knowledge of the fundamental principles involved in either adult or youthcorrections is required as are strong managerial skills. Knowledge is attainedthrough no less than ten years of facility experience of which the last 2-3 need tobe at the facility management level and/or augmented by a degree and 5 yearsexperience 2-3 of which need to be at the facility management level.


1. Plans, from a strategic standpoint, program and facilitymanagement/development.

2. Develops and ensures (auditing, monitoring) the implementation of standardsfor program delivery.

3. Provides advice respecting the negotiation of exchange of serviceagreements with other Canadian Jurisdictions.

4. As part of the Corrections Management Team, participates in the preparationof information and documentation for the Deputy Minister and Minister ofJustice.

5. Carries out or directs research solutions to problems with the area ofexpertise and developing solutions to problems appropriate to the northerncultural and economic context.

6. Reviews draft legislation regulations in light of best practices in otherjurisdictions as well as from the standpoint of appropriate and acceptedpractices and standards.

7. Plans for the development of staff so as to achieve a representative andcompetent workforce.

8. Approves the conditional release of inmates under certain circumstances,recommends conditional release in others.


Job Evaluation RationaleKnow-How FII-3 350

Comprehensive knowledge of theoretical and practical corrections management isrequired. Manages an entire program with multiple corrections facilities.


Work has a well defined frame of reference (legal and policy). Developing solutionsrequire true analysis .

Accountability E-3P 230

Impact is primary on one of the major segments of corrections operations in general.

Short Profile +3

Strong implementation role.


LEGAL COUNSEL

12-09-01 Legal Counsel - 1 GNWTJob Ladders

Legal Counsel Matrix

Please refer to the following Job Family Matrix illustrating the hierarchies of ModelJobs in this GNWT Job Family


Job Ladder Position

900-999 Legal Counsel - Expert800-899 Legal Counsel – Senior Specialist650-799 Legal Counsel – Seasoned550-649 Legal Counsel – Fully Qualified450-549 Legal Counsel – Entry Level370-449320-369270-319230-269190-229160-189130-15970-129


Introduction To The Model Job Descriptions

LEVELS OF WORKThe job of Legal Counsel may exist in different departments and other publicorganizations of the Government. Most are located in the Department of Justicewhere services are coordinated for and provided to, the entire Government andits boards and agencies. Legal Counsel jobs can be found at various levels interms of the work that is done and the level of expertise of the job holders. Thisdocument provides input for evaluating different job levels. The model jobprofiles identify some generic levels that may be applicable for differentdepartments/divisions.

PURPOSE OF THE POSITIONTo provide legal advice and opinions and litigation services to the Government toensure that informed decisions may be made in situations with legal implications.

Legal Counsel of the Department of Justice contribute to the Department’sresponsibility to:

� ensure that the administration of public affairs accords with the law;� advise the heads of Government departments upon all matters of law

connected with those departments;� prepare and advise on legislation and advise on matters arising out of the

proceedings of the legislative Assembly; and,� carry out Attorney General functions in being the official legal adviser to

the Commissioner and the Government of the Northwest Territories and insuperintending and conducting all litigation on behalf of the Government.

The purpose and key responsibilities of the job are written to focus on two basicelements:

� litigation services� the drafting of legislation and regulations� the provision of legal advice and opinions and the preparation of legal

documents including legislation and regulations.


SCOPEIt is quite common for only a small difference to exist in the key responsibilities ofthe various levels of Legal Counsel, with the primary difference being the scopeof the job. It is therefore crucial to clearly identify the difference in scopebetween the different levels. This will ensure that jobs are accurately describedand incumbents are aware of what is expected from them and what they have todo to move to the next level (if jobs are available). It is also important as a basisto differentiate between job size.

For example, the litigation services provided by various Legal Counsel mayrange from relatively basic to quite complex in nature. It is important to realizethat the complexity does not change the purpose or responsibilities of the job, butshould be reflected when describing the scope of the job. Written this way, theresponsibilities are relatively neutral for different levels of Legal Counsel, whilethe scope determines the primary differences between jobs. Based on the scopeof the job, appropriate levels of “know how”, skills and abilities can then bedetermined.

Typical scope factors are:

Factors Questions and CommentsSupervision provided Is the position working under close supervision or

under general supervision?Nature of the work At the lower levels, the position follows precedents to

solve problems that are generally clearly defined. Atthe higher levels, the position develops argumentsand opinions where no precedents exist.

Complexity What is the complexity of legal services in terms of:- level of research, counsel and guidance on legal

issues- impact of opinions or advice- financial and political impact- time lines (short versus long term solutions)


The following table identifies some typical qualifications with respect to scope forthe different job levels.

Entry FullQualified

Seasoned Senior Expert

Supervision provided Very Close Close Atmilestones

Global Global

Nature of the work Routine Routine ModeratelyVaried

Varied orhighly

specialized

Major legal impact

Complexity Low Low Moderate High High

KNOWLEDGE, SKILLS AND ABILITIESBecause of the nature of the work performed, progressively more responsibleexperience leading to broader or more in depth knowledge is a valid method ofdifferentiating between legal counsel job levels.

As the scope of legal services provided increases at higher job levels, know howalso increases based on previous experience as the incumbent becomes morefamiliar with relevant issues, programs, needs, clients, procedures, etc. Althoughthere may be formal education and training available beyond a law degree andadmission to the bar, the ability to do more complex work primarily comesthrough experience. Proven performance is generally (after the two first levels)the best indicator for success at the next level.


Legal Counsel - Entry Level


A Legal Counsel with little or no prior legal experience. Requires an LLB degreeand has been newly admitted to the bar. Competence has yet to bedemonstrated. Receives very close supervision (careful consideration to thenature of assignments, requirements for consultation, checking of progress andfinal products) from the Director or Senior Legal Counsel. Assignments areclearly outlined, and work is reviewed in detail.

Focus is on uncomplicated matters. Is assigned to routine tasks, handles fileswhere directly applicable precedents exist.


1. Performs research and provides advice on routine legal questions or issues,or supports more senior Legal Counsel.

2. Prepares and signs opinions regarding routine legal matters.


Requires an understanding of the law and of the practice of law. Assignments aregenerally quite specific and generally involve a single stakeholder.


Almost all assignments are in areas with clear precedents. Problem solving is generallya question of finding rather than developing an answer.


The impact of this position is contributory to government operations. Freedom to act islimited by supervisory review of end results and by precedents within areas ofresponsibility.

Short Profile 0

Advisory and consultative role.



Legal Counsel - Full Qualified


Legal Counsel with an LLB degree and sufficient experience (usually three to fiveyears) to demonstrate a knowledge of basic legal skills and the role of publiclegal counsel in the NWT context. Receives close supervision and guidancefrom the Director or senior Legal Counsel. Assignments require some discretionas to the manner of their performance. Key points of work are reviewed withalternative courses of action and unusual situations presented to the Director orsenior Legal Counsel for review.

Works independently on a day-to-day basis. Problems are characterized byclear and specific objectives and frequent occurrence of the usual. Workinvolves matters that follow precedent or that can be established within the cleardefinition of the law. The outcome of the work typically effects the clientdepartment’s ability to deliver a portion of its program.


1. Performs research and provides advice and guidance on legal questions orissues.

2. Prepares and signs legal opinions and legal documents/drafts of legislationand/or regulations.

3. Assists in preparing cases for litigation or assists more senior counsel in theirassigned activities.


Job Evaluation RationaleKnow-How F+I2 304

Requires a well developed understanding of the practice of law . In general there aresmall numbers of stakeholders involved in assignments.


Precedents provide a well defined frame of reference from which work results will flow.Analysis and evaluative thinking is required to arrive at solutions to problems/questions.


The work has a contributory impact on the operation of government departments.Position is that of an individual contributor.

Short Profile +1




Legal Counsel - Seasoned


Legal Counsel with sufficient experience (usually five or more) to demonstrate fullcompetence in applying legal skills consistent with the role of public legal counselin the NWT context. Receives general direction from the Director. Independentjudgement is exercised. Areas of specialization are being developed, not anacknowledged legal expert in any field.

The focus is on legal matters of recognized complexity and facts that areoccasionally in question, for which considerable legal judgment, experience andindependent reasoning is required. At this level files/projects are seen throughto completion inclusive of dealing with any follow-up or ancillary issues.


1. Performs research, provides advice and guidance on more complex legalquestions or issues.

2. Prepares final drafts of complex legal documents/legislation and prepares andsigns legal opinions.

3. Supervises the preparation of the defense in litigation. Conducts court trialsand recommends whether a case should be tried or settled.

4. Maintains contact with several client departments to render opinions, toconsult and advise and to draft legislation/regulations, occasionally withoutsupervision or consultation.

5. May provide direction to other counsel or contract counsel.


Job Evaluation RationaleKnow-How FII2 350

Requires a well developed understanding of the theories and principles of law thatcomes from having a significant amount of experience in the practice of law. There aregenerally a limited number of stakeholders involved in work done at this level. Mayprovide services to a number of departments in a number of subject areas or besomewhat specialized in providing specific types of services to a single clientdepartment.


Many issues are without clear precedent and require strategic thought and anevaluative/interpretive approach.


The work is contributory to the operation of portions of the Government’s operations.This is an individual contributor which can influence/contribute to decision making.

Short Profile +1




Legal Counsel – Senior Specialist


Legal Counsel with substantial experience (usually ten or more years) who candemonstrate a fully realized competence in applying legal skills consistent withthe role of public legal counsel in the NWT context, plus evidence of maturity andjudgement to help analyze and solve legal problems and deal with more complexissues.

Is a recognized specialist in a field of law or may be qualified as both a lawyerand in an additional field of expertise (for example, an accounting designation).


1. Works closely with the Director/Client/Deputy Minister to evaluate legalimpact of major decisions where applicable law, regulations, or facts of a caseare unclear, controversial, or conflicting.

2. Writes legal opinions or drafts legislation/regulations that sometimes requireextensive research of statutes, regulations, or court decisions in complexareas of the law.

3. Prepares defense position. Litigation usually involves complex or difficultissues that require a high degree of original and constructive legal effort asthey are resolved.

4. Continues usual lawyer’s functions of research, preparing legal documents,negotiating with outside parties, rendering opinions, consulting with andadvising client departments, and representing the department in dealing withothers.

5. Explains problems, ideas and concepts to junior Legal Counsel that are to beincorporated into work assignments.

6. Briefs the Minister of Justice, Cabinet, and the Deputy Minister on matters ofglobal interest to the Government.



Job Evaluation RationaleKnow-How FII3 400

Requires a broad understanding of the theories and principles of the law. May havesignificant experience in one or more areas of law or one or more areas ofspecialization (ie law and accounting). There are multiple stakeholders and the needfor much consultation at this level. Client needs may vary significantly.


Work at this level generally takes place in an environment which is complex but wherethere are generally some precedents, which provide a good general frame of reference.Solutions to problems are generally found through the analysis of legal precedent andthe development of opinions/positions, which flow from what has gone before but whichtakes the thought to a new level.

Accountability E+4C 230

The work is contributory to the operation of significant portions of the Governmenteither at a departmental level or a segment of operations (such as the drafting oflegislation). This is an individual contributor which can influence/contribute to decisionmaking.

Short Profile +1




Legal Counsel - Expert


Legal Counsel who is a recognized expert in complex fields of law. Opinions andguidance are sought by other Counsel working in related areas. Typicallyrequires an in-depth understanding of the government’s operations andinterrelationships.

Is a recognized Government authority who performs special legal assignments ofmajor importance in a highly complex legal field. May be assigned to work asCounsel for one or more departments, but generally handles the most complexmatters overall. Work involves facts that are open to various interpretations;applicable precedents do not exist and the law does not specifically relate to orregulate the particular situation. The matters in question usually have a highlysignificant impact on Government operations, strategies or finances.


1. Works closely with the Director to evaluate changes in laws and regulations,their impact on the department, and develops departmental positions on suchchanges.

2. Conducts detailed legal analysis to determine what needs to be done to buildpositions and cases that will prevail in court and to create and findinterpretations and strategies that can accomplish the aims of theGovernment.

3. Frequently give immediate answers from accumulated knowledge andexperience without the opportunity to research the law.

4. Directs major and unique Government litigation.5. Remains available for consultation by more junior Legal Counsel. Briefs

Cabinet, Ministers and Deputy Ministers regarding complex legal questions,legislation or litigation.



Job Evaluation RationaleKnow-How G-II3 460

Requires a broad knowledge of the law that comes from significant and variedexperience. Is a recognized expert in the organization. There are multiplestakeholders involved in the legal work at this level and varied interests: political;financial and legal.

Problem Solving F4(50%) 230

Problems encountered at this level require thinking at the highest strategic levels.Planning is coordinated at senior levels in the Government and typically, little or nodirect precedent exists in the areas of law in which this position practices.


The impact of the work at this level is contributory to the operation of Government. Anindividual contributor with the ability to influence significant decisions.

Short Profile +1



POLICY OFFICERS

09/12/01 Policy Officers - 1 GNWT Job Models

Policy Officers Matrix



Job Ladder Position

900-999800-899650-799 Project Leader550-649 Policy Officer – Expert450-549 Policy Officer - Senior370-449 Policy Officer - Seasoned320-369 Policy Officer – Fully Qualified270-319 Policy Officer - Entry Level230-269190-229160-189130-15970-129


INTRODUCTION TO THE MODEL JOB DESCRIPTIONS

LEVELS OF WORKThe job of policy officer occurs in different departments and other publicorganizations. These jobs are usually centered in one division, but can be foundthroughout the organization. This document provides input for evaluating differentpolicy job levels. It identifies some generic levels that might be applicable fordifferent organizations.

PURPOSE OF THE POSITION Policy advice and policy development, within the context of government priorities,in order to develop policies that meet future needs and to provide information andinterpretation on current policies, programs and developments in the assignedpolicy area.

The purpose of the job and the responsibilities are written in such a way that theyfocus on two basic elements:

� Policy development ranging from small to large projects realizing that thesize does not impact the responsibilities themselves, but should bereflected in describing the scope of the job. Written in this way, theresponsibilities are relatively neutral for different levels and organizations,while the scope for the different levels of jobs and for the differentdepartments really shows the difference between jobs. Based on thescope of the job, the appropriate levels of know how, skills and abilitieshave to be identified. Policy development is broken down into differentsteps, following the different steps in policy development, each stepshowing a different end result.

� Advice, which can range from factual information, to interpretation and torecommending changes in current policies and programs

SCOPEIt is quite common for policy officers to have only a small difference in theirresponsibilities, while the difference between more junior and more senior levelsis based on the scope of the job. It is important to identify the difference in scopebetween the different levels, in order to communicate to the incumbents what isexpected from them and what they have to do to go to the next level (if jobs areavailable). It is also important as a basis to differentiate on job size.


Typical elements for differentiation are:

Elements Questions and CommentsSupervision provided to thejob

Is the position working under close supervision orunder general supervision?

Breadth Is the position covering a specific policy segment orcovering all policy segments within the department? Itis important to realize that for some departments, thefull scope will be larger than for other departments.

New policies orreengineering?

The impact of new policies and the level of creativityneeded (and therefore also know how and experience)is larger than for reengineering current policies.

Complexity? What is the complexity of policy development in termsof:

� Number of stakeholders involved?� Political impact of policy development?� Community impact?� Time lines (short versus long term solutions)?� Financial impact?

The higher the impact and depending on multistakeholder involvement, normally a more senior levelwill be responsible for the development.

Number of projects indifferent stages ofdevelopment

Sometimes the number can be used as an indicatorfor the complexity in the job; the necessity of"overviewing" different projects in different stages.

In the following table we tried to identify some typical qualifications for thedifferent job levels as indicators for describing scope levels. It is not necessarythat the levels differentiate for each qualification.

Entry Level Full QualifiedLevel

SeasonedLevel

Senior Expert

Supervisionprovided to the job

Very Close Close At milestones Global Global

Breadth Small Small Differentareas

Most or allareas

All areas andexpert level in one

or more areas

New Policies orreengineering

Reengineering

Reengineering New New New

Complexity Low Low Moderate High High

Number of projectsin different stagesof development


KNOWLEDGE, SKILLS AND ABILITIESFor policy officers, based on the scope of their projects and advice, we normallysee a growing level of experience as being relevant for the job. As the scope ofpolicy development increases with the seniority of the policy officer, normallyrelevant know how is built based on former project experience or workexperience in other positions in the department, which allows the incumbent tofamiliarize with relevant issues, programs, needs, stakeholders, procedures, etc.Although there is formal education and training available on policy development,seniority actually comes with experience. Preferably this experience is notexpressed in years, but in terms of successful completion of projects earlier inthe career or similar experience elsewhere. Proven performance is probably(after the two first levels of policy officer) the best indicator for success at thenext level of policy officer.


Policy Officer - Entry Level


An entry-level position. Performs assignments that are low in complexity andreceives very close supervision and guidance. Focus is on data gathering andreengineering already existing policies. Performs assignments in support ofhigher-level policy developers and provides information to the field.

Knowledge of the fundamental principles in a specific field is required.


1. Gathers data, analyzes and interprets provincial policies.2. Supports more seasoned policy officers in developing design criteria and

identifying policy options.3. Supports more seasoned policy officers in their presentation to and

discussion with relevant stakeholders.4. Provides information to relevant stakeholders, once the policy is approved.5. Manages parts of projects that focus on re-engineering existing policies and

contributes to projects that focus on developing new policies that go toCabinet and Legislative Assembly for approval.

6. Supports departmental management by developing briefing material.


Job Evaluation RationaleKnow-How E-I2 175

First job level for Policy Officers. Although interacting with others inside and outsidethe department, the job focuses on data, and is positioned such that it does notrequire the highest level of interpersonal skills.


Limited latitude to decide what and how results are achieved.


Findings and advice are subject to well-defined practices and procedures as well assupervisory review.

Short Profile 0




Policy Officer - Full Qualified


The first full working level. Performs assignments that are low in complexity andreceives close supervision and guidance. The focus is on data gathering andreengineering already existing policies. Also performs assignments in support ofhigher level policy developers and provides information to the field.

Knowledge of the fundamental principles in a specific field is required.Knowledge is augmented by work experience.


1. Gathers data, analyzes and interprets provincial policies.2. Supports more seasoned policy officers in their presentation to, and

discussion with, relevant stakeholders.3. Provides information to relevant stakeholders, once the policy is approved.4. Manages projects that focus on re-engineering existing policies and

contributes to projects that focus on developing new policies that go toCabinet and Legislative Assembly for approval.




Full qualified level. Although interacting with others inside and outside the department,the job focuses on data and is positioned such that it does not require the highest levelof interpersonal skills.


Limited latitude to consider developing new policies, procedures or change existingpractices.

Accountability D1+C 66

Findings and advice are subject to defined practices and procedures as well assupervisory review.

Short Profile 0




Policy Officer - Seasoned


A seasoned position. Performs assignments with moderate complexity.Supervision is provided at milestones. Typically covers one area of expertise ordifferent policy areas as a generalist and spends a significant amount of time onanalysis and developing new policies.

Knowledge of the fundamental principles in a specific field is required.Knowledge is augmented by significant work experience.


1. Monitors developments (political, economic, and sociologic).2. Evaluates programs (including effectiveness and efficiency) and reviews

emerging needs with stakeholder involvement.3. Develops design criteria and identify policy options.4. Manages projects that focus on re-engineering existing policies and

contribute to projects that focus on developing new policies that go to Cabinetand Legislative Assembly for approval.

5. Coordinates policy development and implementation within and acrossdepartments to ensure consistency of interpretation.

6. Presents and discusses policy development with relevant stakeholders atdifferent stages of policy development.




Deep knowledge of one subject or broad knowledge of many subjects. High level ofinteraction with stakeholders, less focus on data.


Latitude to consider if new practices and procedures have to be developed withincurrent policies. Environment is relatively broadly defined.


Contributes to results that impact a Department through broad practices andprocedures. Results are subject to supervisory review.

Short Profile 0




Policy Officer - Senior


A senior position. Performs assignments with high complexity. Supervision isprovided at milestones and only global. Typically covers one or two areas ofexpertise or different policy areas as a generalist and spends a significantamount of time on analysis and developing new policies.

Knowledge of the fundamental principles in a specific field is required.Knowledge is augmented by significant work experience (7-9 years). Wellrecognized for specialized knowledge.


1. Strategic and business planning.2. Analyzes to influence federal policies and policies in other jurisdictions and to

determine the impact on other departments.3. Monitors developments (political, economic, and sociologic).4. Evaluates programs (including effectiveness and efficiency) and reviews

emerging needs with stakeholder involvement.5. Identifies priorities for policy changes.6. Develops design criteria and identifies policy options.7. Primarily manages projects that focus on developing new policies that go to

Cabinet and Legislative Assembly for approval.8. Coordinates policy development and implementation within and across

departments to ensure consistency of interpretation.9. Presents and discusses policy development to relevant stakeholders in

different stages of policy development.10. Supports the Minister (or Liquor Board or Board of WCB) by giving advice,

developing briefing books, draft notes, etc.



Has broad experience and covers more than one field of expertise. Responsible formanaging projects that focus on development of new policies.


Latitude to consider if new practices and procedures have to be developed withincurrent policies. Environment is broadly defined.

Accountability E-2C 100Contributes to departmental planning through broad practices and managerial direction.

Short Profile 0




Policy Officer - Expert


An expert position. Performs assignments with high complexity. Supervision isprovided at milestones and only global. Typically covers most or all relevantareas of expertise and spends a significant amount of time on developing newpolicies and influencing stakeholders.

Knowledge of the fundamental principles in a specific field is required.Knowledge is augmented by significant work experience (7-9 years). Seen as anexpert in its field and a recognized authority.


1. Strategic and business planning.2. Influences federal policies and policies in other jurisdictions and analyze their

impact on other departments.3. Monitors developments (political, economic, and sociologic).4. Evaluates Programs (including effectiveness and efficiency) and reviews

emerging needs with stakeholder involvement.5. Identifies priorities for policy changes.6. Develops design criteria and identifies policy options.7. Primarily manages projects that focus on developing new policies that go to

Cabinet and Legislative Assembly for approval.8. Coordinates policy development and implementation within and across

departments to ensure consistency of interpretation.9. Presents and discusses policy development to relevant stakeholders in

different stages of policy development.10. Drafts legislative instructions and/or reviews draft legislation.11. Supports the Minister (or Liquor Board or Board of WCB) by giving advice,

developing briefing books, draft notes, etc.12. Participates in federal/provincial/territorial discussions.



Know-How reflects the expert level for a Policy Officer or a generalist with in depthknowledge in different fields.


Strategic thinking is core for this level. Identifies and resolves issues that are often non-conforming and without clear precedent.


Contributes to results that impact across Departments and may affect a significantportion of the northern population.

Short Profile +1

Advisory, consultative role, directing role in implementation (project management).



Project Leader


An expert position. Performs assignments with high complexity. Supervision isprovided at milestones and only global. Typically covers most or all relevantareas of expertise and spends a significant amount of time on developing newpolicies. Operates as project manager for complex assignments, bringingexpertise together from different departments and dealing with multiplestakeholders.

Knowledge of the fundamental principles in a specific field is required.Knowledge is augmented by significant work experience (10 years and more).Seen as an expert in its field and a recognized authority.


1. Strategic and business planning.2. Gathers data, analyzes and influences federal policies and policies in other

jurisdictions and analyzes the impact on other departments.3. Monitors developments (political, economic, and sociologic).4. Evaluates programs (including effectiveness and efficiency) and reviews

emerging needs with stakeholder involvement.5. Identifies priorities for policy changes.6. Develops design criteria and identifies policy options.7. Manages multidisciplinary projects with government wide impact: manages

projects which focus on developing new policies that go to Cabinet andLegislative Assembly for approval.

8. Coordinates policy development and implementation within and acrossdepartments to ensure consistency of interpretation.

9. Presents and discusses policy development to relevant stakeholders indifferent stages of policy development.

10. Drafts legislative instructions and/or reviews draft legislation.11. Supports the Minister (or Liquor Board or Board of WCB) by giving advice,

developing briefing books, draft notes, etc.12. Participates in federal/provincial/territorial discussions.


Job Evaluation RationaleKnow-How FI+3 350

Know-How reflects the expert level for a Policy Officer or a generalist with in depthknowledge in different fields. Complexity and Scope require managing multiplefunctions, stakeholders and interests.


Strategic thinking is core for this level. Identifies and resolves issues that are often non-conforming and without clear precedent.


Contributes to results that impact across Departments and may affect a significantportion of the northern population. Managerial direction outside of broad practices andfunctional precedents.

Short Profile +1

Advisory, consultative role, directing role in implementation (project management).


RECORDS AND LIBRARY


This position appraises, arranges and describes archival collections. This requires extensive researchand analysis of archival collections, analyzing complex inquiries and providing expert consultation. Theposition maintains the Information System of the NWT Archives. The position also provides referenceand research services to the public and the private sector.

The position requires working knowledge in the area of archival or information management. This isusually acquired through the completion of a Master’s Degree in Information Management or ArchivalStudies plus at least two to three years of progressive experience in the field. Requires in-depthknowledge of relevant federal, territorial and provincial legislation, and the public service structure andthe operations of the GNWT. The incumbent will possess a thorough understanding of archivalmanagement practices and principles. The incumbent will also have in-depth knowledge of issuesrelating to the management of electronic information. The position also requires good communication,planning, training and development skills and the ability to interpret legislation.


1. Preparing archival finding aids and Guides to Holdings based on Canadian standards – Rules forArchival Description (RAD).

2. Conducting archival appraisals for the GNWT and the private sector.3. Appraising, arranging and describing archival collections.4. Implementing acquisition strategies.5. Identifying records that require conservation treatment.6. Researching and preparing exhibits of archival collections.

Job Evaluation RationaleKnow-How E12 200

The Job Holder will require a specialized knowledge of and skills in the area of archival sciences and willneed to understand the positions role within the Department as well as the positions impact on theGovernment of the NWT and the NWT as a whole. The Job Holder will be required to communicate andinform stakeholders of archival processes; interpret relevant legislation, guidelines and regulations forstaff, and the public; and, train or develop users on archival processes.Problem Solving E3(33%) 66

The Job Holder will be required to solve problems based on his/her knowledge of diversified archivalprocedures and precedents where assistance is available, within varied work procedures, from seniorstaff.Accountability D-2C 66

The Job Holder Contributes to integrity of archival collection as part of a team. S/he has the Latitude tochoose proper course of action from within varied work procedures. Work may be subject to supervisoryreview.Short Profile =

Total without working conditions 332

Fully Qualified Archivist


The recognized expert in the field, the Terriservices across the Northwest Territories ancommunity based libraries; plans, directs anservices programs throughout the Northwes

As the senior librarian position in the public the area of Library Management. This is usuLibrary Science plus at least seven years ofthe provision of library services. The positiojurisdictional relationships; library theory anRequires knowledge of public relations andspecialized knowledge of library and inform


1. Facilitating the development and delive2. Coordinating the monitoring, evaluation3. Facilitating the development of policies,

Services.4. Maintaining effective contact with client5. Proving functional support to local Libra6. Reviewing and evaluating current legisl7. Coordinating the preparation of needs a8. Developing and maintaining effective re

public.9. Providing management consultation to 10. Coordinating the provision of training pr11. Exercising administrative, budgetary, an

the NWT Library System.12. Monitors and implements legislative tre13. Strategic planning.

Job Evaluation RationaleKnow-HowThe Job Holder must possess an expert knlibrary services throughout the entire NWT.GNWT and the NWT as a whole and s/he mprograms and services (ie: literacy) availabcontributes at the organizational level.Problem SolvingStrategic thinking is key for this level. The Jconforming and without clear precedent.AccountabilityThe Job Holder is primarily accountable to holdings (collection) within the NWT. In adresults where s/he is subject to broad practShort ProfileAdvisory, consultative role. In addition: direTotal without working conditions

Territorial Librarian

torial Librarian focuses primarily on the provision of libraryd collections management. Coordinates the operation of alld coordinates library service delivery; and develops libraryt Territories.

sector, the Territorial Librarian requires expert knowledge inally acquired through the completion of a Master’s Degree in progressive experience in the management of libraries andn requires an integral knowledge of inter and intrad practice; and territorial, federal and provincial legislation. a familiarity with northern social-demographics. Requiresation management policies, procedures, practices and theory.

ry of NWT library programs and services. and updating of library programs and strategies. procedures, standards and guidelines for NWT Library

s, customers and suppliers.ry Boards.ation, regulations and policies.ssessment studies.lations with communities, industry, aboriginal groups and the

community and school libraries.ograms for library staff.d supervisory controls to ensure the effective operation of

nds and new technologies.

F13 304owledge of Library Sciences in order to provide a variety of The Job Holder must be aware of his/her role within theust be able to convince communities to take advantage of

le through the Territorial Librarian. The Job Holder

E4(43%) 132ob Holder identifies and resolves issues that are often non-

D+2P 152the work of a small number of employees and for the librarydition, the Job Holder contributes to overall organizationalices, procedures and to managerial direction

+1cting role in implementation

588


This is the senior departmentarecorded information is managlegislation, and departmental adevelops departmental policiesposition provides training, advirelated to the implementation aability to interpret and apply re

As the senior records position of records or information manain Records or Information Manyear post-secondary program The position requires an in-depthorough understanding of recgood communication, planning


1. Conducts records managechanges in business pract

2. Prepares records for trans3. Authorizes the disposition 4. Prepares disposition recom5. Ensures compliance with G6. Develops and implement r7. Maintains database for the8. Provides advise, assistanc9. Develops department spec10. Coordinates the implemen

management tracking syst11. Processes requests receiv12. Receives, analyses and pr

procedures.13. Makes recommendations a

Job Evaluation RationaleKnow-HowThe Job Holder will be requireand must be aware of the impaentire GNWT. The Job holdermanagement processes and ethe Job Holder will be requiredProblem SolvingWork challenges are resolved problems the Job Holder may experts).AccountabilityThe Job Holder contributes to accountable for the his/her owmanagement practices and pro

Departmental Records Coordinator

l records position. The primary purpose is to ensure that the department’sed in accordance with all relevant federal, provincial and territorialnd GNWT policies, procedures, standards and guidelines. The position and procedures for managing the department’s recorded information. The

ce and assistance to departmental employees. It will coordinate activitiesnd maintenance of departmental records management systems. The

lative legislation and policies is required.

within a department, the position requires working knowledge in the areagement. This is typically obtained through completion of a Master’s degreeagement plus three years of progressive experience or a recognized 2in records management and four to five years of progressive experience.th knowledge of public service operations. The incumbent will possess a

ords management practices and principles. The position also requires, training and development skills.

ment audits within the department and prepares recommendations forice.fer to a record center and for disposition.of departmental records.mendations/authorizations for GNWT Records Management.NWT standards, guidelines and legislation.

ecords classification and retention schedules. management of recorded information.e and training to departmental management and staff.ific procedures, guidelines and training materials.tation of iRIMS, the GNWT's electronic documents and recordsem within the department.ed under the Access to Information and Protection Act (ATIPP).ocesses ATIPP requests in accordance with current legislation and

bout ATIPP to Senior Management.

E12 200d to apply a specialized knowledge of in the area of records managementct of records management on his/her department and to some degree the

must be able to communicate and inform employees of recordsffectively implement relevant guidelines, regulations and policy. At times, to train and develop staff on records management processes.

E3(33%) 66based on diversified procedures and precedents. When faced with uniquediscuss and get direction from a technical expert (ie: central records

DMP 66the successful records management within a Department and is primarilyn work on individual files. Advice is subject to defined recordscedures as well as supervisory review.

Short Profile 0Process orientedTotal without working conditions 332

General Characteri

Provides advice, assrecorded informationAssists departmentsinformation. Authorizphysical disposition ofor the GNWT. Ensuconfidentiality is mai

The position requirestypically obtained thrtwo to three years ofmanagement and fouunderstanding of recknowledge of issuesgood communication

Representative Act

1. Reviews request2. Reviews and pre3. Facilitates dispo4. Assists departme5. Assists GNWT d

document mana6. Reviews and aut7. Maintains invent

centers.8. Delivers records

Job Evaluation RatKnow-HowThe Job Holder is reaware of the importagovernment wide recdepartmental emploof relevant guidelinedevelop a variety of Problem SolvingWork challenges areproblems the Job HoAccountabilityThe Job Holder contsubject to defined reShort ProfileProcess orientedTotal without worki

stics:Fully Qualified Records Analyst (Central Agency)

istance and training to GNWT departments, boards and agencies to manage their in accordance with relevant legislation, procedures, standards and guidelines., boards and agencies to develop strategic plans to manage their recordedes the transfer of records into records centers and reviews and authorizes thef all government records. Develops records classification and retention schedules

res that government records centers operate efficiently and that records security andntained.

working knowledge in the area of records or information management. This isough completion of a Master’s degree in Records or Information Management plus progressive experience or a recognized 2 year post- secondary program in recordsr years of progressive experience. The incumbent will possess a thorough

ords management practices and principles. The incumbent will also have in-depth relating to the management of electronic information. The position also requires, planning, training and development skills and the ability to interpret legislation.

ivities:

s for, and authorizes, disposition of all government records.pares recommendations on disposition of GNWT records.sition of all GNWT records and maintains audit trail.nts, boards and agencies to develop records classification and retention schedules.

epartments, boards and agencies to implement and use the GNWT's electronicgement and records tracking system (iRIMS).horizes the transfer of records to government records centers.ory of holdings of government records centers and conducts annual audits of the

management training across the GNWT.

ionaleE12 200

cognized as a government wide specialist on records management. S/he must bence of effective records management at a governmental level and his/her role withinords management. The Job Holder will be required to communicate and inform

yees on effective records management processes and assist in the implementations, regulations and policies. In addition, the Job Holder will be required to train andstaff on effective records management processes.

E3(33%) 66 resolved based on diversified procedures and precedents. When faced with uniquelder may discuss and get direction from a senior central records staff.

D-2C 66ributes to the successful records management throughout the GNWT. Advice iscords management practices and procedures as well as supervisory review.

0

ng conditions 332

General Characteri

A recognized expert directs, and coordinaservice territory widedisposition of governrelevant federal, provavailable records frothe operation of archreceived under the Adisposition.

As the senior recordthe area of Records,Master’s degree in Rprogressive experienprovision of records relationships. Requirservice structure andissues relating to the

Representative Act

1. Manages the lon2. Coordinates the

archival records 3. Facilitates the de4. Promotes manag5. Manages the dis6. Manages govern7. Facilitates the pr8. Monitors legislat9. Coordinates the 10. Maintains and co11. Facilitates the se12. Manages the de

and agencies.13. Acquires private14. Represents the N

Job Evaluation RatKnow-HowThe Job Holder is thmust be aware of hisGNWT. The Job Homanagement and paorganizational level.Problem SolvingStrategic thinking is non-conforming andAccountabilityThe Job holder is diraccountable for a cocontributes to overalbroad practices, proc

Territorial Records Manager / Territorial Archivist

stics:

in the field of records and/or archival management, the position plans, controls,tes the management of recorded and/or archival information within the public. The position is responsible for strategic planning, the classification, retention andment records and the preservation of archival records to ensure compliance with allincial and territorial legislation. The incumbent acquires, preserves and makes

m individuals and organizations in the Northwest Territories. The position managesival facilities and government records centers. Facilitates the processing of requestsccess to Information and Privacy Act for archival records and records ready for

s or archival position in the public sector, the position requires expert knowledge in Archival of Information Management. This is acquired through the completion of aecords/Information Management or Archival Studies plus at least seven yearsce in the management of archives or records management programs and theand archival services. Requires integral knowledge of inter and intra jurisdictionales in-depth knowledge of territorial, federal and provincial legislation and the public operations of the GNWT. The incumbent will also have in-depth knowledge of management of electronic information.

ivities:

g-term preservation of public and private records.development of policy, procedures, standards and guidelines for the management ofand the GNWT’s recorded information.velopment and delivery of training programs.ement of records across the GNWT and the Northwest Territories.

position of government and private records.ment records centers and archival facilities.ovision of advice, assistance and training to departments, boards and agencies.ive trends.review of new technologies and recommends changes to business practices.ntrols assigned budgets.curity and confidentiality of archival records and records in records centers.

velopment of records retention and disposition schedules for departments, boards

records from individuals and organizations throughout the NWT.WT on inter-jurisdictional records and archival committees.

ionaleF13 304

e recognized GNWT wide expert in Records Management/Archival Sciences and/her role in the application of records/archival management throughout the entirelder will be required to train staff and managers in the importance of records/archivalrticipate on national boards on behalf of the GNWT. Contributes at the

E4(43%) 132key for this level. The Job Holder often identifies and resolves issues that are often without clear precedent.

D+2P 152ectly accountable for the work of a small number of employees as well as primarilyllection of archival or records material within the GNWT. In addition, the Job Holderl organizational records/archival management results. The Job Holder is subject toedures and to managerial direction (Director level or higher).

Short Profile +1Advisory, consultative role. In addition: directing role in implementationTotal without working conditions 588

15.


Coordinates the provision of advice, assistance and training on the management of recorded/archivalinformation throughout the GNWT. Ensures recorded information and archival holdings of theGovernment of the Northwest Territories are managed according to all relevant federal, provincial andterritorial legislation and professional standards. Assists departments, boards and agencies to developstrategic plans to manage their recorded information. Processes requests received under the Access toInformation and Protection of Privacy Act (ATIPP) for archival records and records ready for disposition.

The position requires expert knowledge in the area of records, archival or information management. Thisis usually acquired through the completion of a Master’s degree in Records/Information Management orArchival Studies plus at least four to five years of progressive experience in the field. Possessesthorough knowledge of relevant federal and territorial legislation (e.g. Access to Information andProtection of Privacy, Archives Act, and Copyright Legislation). The incumbent will also have in-depthknowledge of issues relating to the management of electronic information. Requires in-depth knowledgeof the public service structure and the operations of the GNWT.


1. Provides advice and assistance, and develops and delivers training, to departments, boards andagencies.

2. Manages the holdings of the NWT Archives or GNWT records centers and develops collectionmanagement strategies.

3. Develops and maintains the Information Management System of the NWT Archives. (SeniorArchivist).

4. Coordinates the implementation and maintenance of the GNWT’s electronic document managementand records management tracking system, iRIMS. (Senior Records Analyst).

5. Provides research and public relation’s services.6. Develops procedures, standards, guidelines and, manuals; and develops records classification and

retention systems for departments, boards and agencies.7. Promotes management of records across the GNWT and the Northwest Territories.8. Reviews new technologies and recommends changes to business practices.9. Analyses and develops effective methods of arrangement and description.10. Supervises staff.

Job Evaluation RationaleKnow-How E+12 230The Job holder is a specialist in the area of records management/archival sciences. As a result, the JobHolder will be required to communicate and inform employees, management and the public on recordsmanagement (possibly ATTIP requests as well)/archives processes and implement relevant guidelines,regulations and policies. The Job Holder must be aware of the impact his/her position will have on otherpositions within the Department as well as the Government as a whole. The Job Holder is alsoresponsible for training and developing junior staff on records management/archival processes.Problem Solving E3(38%) 87Work challenges are resolved within the parameters of broad practice and defined records/archivalmanagement procedures. The Job holder is often required to search for solutions within a generalframework of policy and/or legislation.Accountability D+2C 87The Job Holder has latitude to choose appropriate courses of action although generally, findings andadvice are subject to accepted practices and regulations. Broad issues are subject to managementreview.

Seasoned Archivist / Seasoned Records Analyst (Central)

Short Profile 0Advisory, consultative roleTotal without working conditions 404


Assists users and provides support in acceservices for GNWT employees, NWT residestablished standards and practices. ContAgency. Typically requires the completionyears’ experience.

This may function as a librarian in a Deparlimited collection (non-specialized).


1. Performs manual and on-line referencfunctions to assist users in accessing

2. Catalogues new library materials unde3. Assists in the acquisition process to ac4. Provides inter-library loan services for5. Maintains circulation controls on librar6. Provides training and supervision to ca7. Provides related clerical and administr

Job Evaluation RationaleKnow-HowThe Job Holder will be required to apply mspecialized technical skills in the area of liwithin a Department, Board or Agency andpolite and courteous manner.Problem SolvingWork challenges are resolved based on rofor unique problems.AccountabilityThe Job Holder contributes to the operatioAgency and works within standardized proShort ProfileProcess orientedTotal without working conditions

Library Technician

ssing departmental library resources and provides referenceents and other users. Catalogues new acquisitions based onrols access to library materials within a Department, Board or of a 2-year college library technician program plus one to two

tment, Board or Agency with control over a small library with a

e searches, processes inter-library loans and performs othermaterials.r the direction of a librarian.quire materials for a library.

books and audio visual materials including.y materials, monitoring overdue materials.sual employees, volunteers or summer students.ative support.

D11 132oderately complex procedures and systems requiring somebrary sciences. The Incumbent should be aware of his/her role must be able to provide information and basic advice is a

D2(25%) 33utine procedures and practice. Assistance is readily available

C-1C 33n of a generalized library within a Department, Board orcedures with supervision of end results

=

198


Assists users in accessing library resources aresidents and other users. Assists a Librarian established standards and practices. ControlsAgency. Typically requires the completion of ayear of experience.

This is typically a clerk position providing assiLibrarian.


1. Performs manual and on-line reference sefunctions to assist users in accessing mat

2. Assists in the cataloguing of new library m3. Assists in the acquisition process to acqui4. Maintains circulation controls on library m5. Provides related clerical and administrativ

Job Evaluation RationaleKnow-HowThe Job Holder will be required to apply modemay be well defined) requiring some specializIncumbent should be aware of his/her role witprovide information and basic advice is a politProblem SolvingWork challenges are resolved based on estabavailable to help with unusual problems.AccountabilityThe Job Holder contributes to the operation oAgency and works within standardized procedShort ProfileStrong process orientedTotal without working conditions

Library Clerk

nd provides reference services for GNWT employees, NWTin the cataloguing of new acquisitions based on access to library materials within a Department, Board or 2-year college library technician program plus one or more

stance and support to a more senior Departmental

arches, processes inter-library loans and performs othererials.aterials under the direction of a librarian.re materials for a library.aterials, monitoring overdue materials.e support.

D-11 115rately complex procedures and systems (some of whiched technical skills in the area of library sciences. Thehin a Department, Board or Agency and must be able toe and courteous manner.

C2(22%) 25lished procedures and practice. A librarian is usually

C-1C 33f a generalized library within a Department, Board orures with supervision of end results

+1

173


Assists users in accessing archival resouNWT residents and other users. Assists alibrary and archival materials. Drafts and collection. Typically requires the completitwo years’ experience.


1. Familiarizes researchers with the hold2. Provides research and reference serv3. Drafts finding aids on individual collec4. Maintains circulation controls on libra5. Arranges and describes small archiva6. Processes orders for copies of photog

received from public orders.7. Provides related clerical and administ

Job Evaluation RationaleKnow-HowThe Job Holder will be required to apply mspecialized technical skills in the area of ashould be aware of his/her role within a Dadvice is a polite and courteous manner.Problem SolvingWork challenges are resolved based on ravailable for unique problems.AccountabilityThe Job Holder contributes to the operatiprocedures with supervision of end resultShort ProfileStrong process orientedTotal without working conditions

Archival Technician

rces and provides reference services for GNWT employees,rchivists in cataloguing new acquisitions. Controls access tofinalizes finding aids for simple collections within the archivalon of a 2-year college archival technician program plus one to

ings of the NWT Archives.ices for users using AIMS, the NWT Archives database.tions (research, review and analysis) from scratch.

ry and archival materials.l collections and prepares finding aids.raphs and sound/video recordings and processes revenue

rative support.

D11 132oderately complex procedures and systems requiring somerchival sciences (ie: drafting information aids). The Incumbentepartment and must be able to provide information and basic

D2(25%) 33outine archival procedures and practices. Assistance is readily

C1C 38on of the Territorial Archives and works within standardizeds

+1

203


Develops programs, policies and procedand maintains library collections and facGWNT employees, NWT residents and services to both the public service and t

A well seasoned professional requiring aa Master’s degree in Library Science pludevelopment and library management wfiesls). Requires specialized knowledgestandards. Requires excellent analytical


1. Develops collection management an2. Develops policies and procedures re

Library.3. Monitors and evaluates library progr4. Approves the acquisition of books, p

collection.5. Coordinates the preparation, classif6. Facilitates the development of readi7. Develops systems to access library 8. Provides specialized programs such

customized to user requirements.9. Facilitates the provision of reference10. Manages day-to-day operations of a

controls).11. Supervises staff.

Job Evaluation RationaleKnow-HowThe Job Holder requires specialized skiand informs employees, management oDevelops relevant guidelines, regulationpublic on library processes. Seasonedgeneral public and therefore must undeProblem SolvingWork challenges are resolved within theThe Job Holder will be required to searcpolicies.AccountabilityThe Job Holder is accountable for key ea limited number of staff). The Job Holdobjectives may be subject to managemeShort ProfileAdvisory, consultative roleTotal without working conditions

Seasoned Librarian

ures and collections acquisition strategies. Develops, organizesilitates the provision of reference and advisory services forother users. This is the most senior library position that provideshe general public. Supervises staff.

level of knowledge generally acquired through the completion ofs a minimum of five years progressive experience in collectionithin a specialized area (ie: Legal, Medical or Social Sciences

in library and information policies, procedures and professional and research skills and supervisory experience.

d acquisition strategies for library materials in a specialized field.lating to the administration of a specialized Departmental

ams and strategies, and updates them as required.eriodicals, audio-visual and other materials for inclusion in library

ication and cataloguing of topic specific library materials.ng lists, bibliographies, indexes, guides and other finding aids.materials throughout the NWT. as the monitoring and circulation of topical information

services. departmental library (administrative, budgetary and supervisory

E+12 230lls in the area of library sciences. The Job Holder communicatesr public on library collections issues, practice and processes. and policy. Coordinates training and development of staff and librarians provides services to both the public service and therstand the job holders role within a department.

E3(38%) 87 area of known things (library science) and broad objectives.h for solutions within a general framework of regulations and

D1P 100nd results for a specific departmental library (and for the work ofer will usually be responsible for a specific budget. Broadnt review (usually at a director level).

+1

417


Develops, organizes and maintains dGWNT employees, NWT residents an

A fully qualified professional requiringMaster’s degree in Library Science plRequires working knowledge of librarprocedures and professional standard

Note: A fully qualified librarian is typiclibrarian who reports to a seasoned lib


1. Recommends stand alone purchamaterials for inclusion in the libra

2. Classifies and catalogues library 3. Prepares reading lists, bibliograp4. Develops systems to access libra5. Provides specialized programs su

customized to user requirements.6. Performs manual and on-line refe

functions to assist users to acces7. Maintains circulation controls on l

Job Evaluation RationaleKnow-HowThe Job Holder will be required to apdepartmental employees and the puba department. In addition, the Job Hocollections issues, practices and procand policies as well as trains and devProblem SolvingWork challenges are resolved within referred to a supervisor (usually SeniAccountabilityFindings and advice are subject to desupervisory review.Short ProfileProcess orientedTotal without working conditions

Fully Qualified Librarian

epartmental library collections and provides advisory services ford other users.

a level of knowledge generally acquired through completion of aus two to three years of progressively responsible experience.y and information management theory and practice, and policies,s. Excellent research and analytical skills

ally a departmental librarian with a non-specialized library or ararian.

ses and acquisition of books, periodicals, audio-visual and otherry collection.materials.hies, indexes, guides and other finding aides.ry materials.ch as the monitoring and circulation of topical information

rence searches, makes inter-library loans and performs others library materials.ibrary materials, monitoring overdue materials.

E12 200ply specialized skills in the area library sciences to bothlic. As a result, the Job Holder must be aware of his/her role withinlder must communicate and inform employees and public of libraryesses. The Job Holder implements relevant guidelines, regulationselops staff on library management processes.

E3(33%) 66diversified procedures and precedents. Unique problems may beor Librarian or Manager).

D1+C 66fined library sciences practices and procedures as well as

+1

332

RENEWABLE RESOURCE OFFICERS

December 1, 2002 Renewable Resource Officers - 1 Page 1 of 12

Renewable Resource Officers Matrix

Please refer to the following Job Family Matrix illustrating the hierarchies of Model

Jobs in this GNWT Job Family.

Hay Point Range (without WC)

Job Ladder Position

900-999 800-899 650-799 550-649 450-549 370-449 Renewable Resource Officer III

Wildlife Technician III

320-369 Wildlife Technician II

270-319 Renewable Resource Officer II 230-269 Renewable Resource Officer I 190-229 160-189 130-159 70-129


Renewable Resource Officer I General Characteristics Assists in carrying out programs and projects pertaining to the conservation of wildlife, forest operations and fire management, the utilisation of renewable resources and the protection of the environment. This position requires: ! Working knowledge of the Wildlife Act and Regulations as well as various

other legislation and Acts. ! Knowledge of basic renewable resource management philosophy and

techniques. ! Written and oral communication skills in English and in cross cultural

environments. ! Survival skills and wilderness travel skills. ! Basic financial administration knowledge Representative Activities 1. Assists in the collection of data on population characteristics of wildlife

species. 2. Assists in conducting public education and training in the proper use of

renewable resources to strengthen public understanding of the principles and practices.

3. Assists in renewable resource economy development (i.e. trapper training & certification).

4. Assists in enforcing the Acts pertaining to Wildlife, Environmental Protection, Forest Protection, etc.

5. Issues licences and permits. 6. Directing, training and supervising casual staff as required. 7. Participates in the forest fire management program as directed. 8. Assists departmental biologists and other agency researchers to conduct

surveys and projects to determine distribution, numbers, productivity, health and habitat of renewable resources for management purposes.

9. Assists in the Inspection and monitoring of existing industrial and commercial facilities, site and projects to ensure compliance with terms and conditions of permits and applicable legislation.

10. Responds to spills of contaminants. 11. Responds to problem wildlife calls (i.e. bears)


Job Evaluation Rationale Know-How DI2 152 Advanced skills and knowledge in traditional and non-traditional harvesting practices and living on the land skills in assigned District. This know-how is acquired through oral teaching and example from older more experienced individuals usually community elders who have spent their lifetime in the traditional economy on the land. Understanding of departmental research, management, development and enforcement practices. Strong communication skills to reconcile traditional and non-traditional views on renewable resource management. Problem Solving C3- (25%) 38 Delivery of program activities entails application of procedures and practices. On-the-land/water situations arising from poor weather, mechanical problems, etc. requires sound judgement and ability to find solutions within procedures and precedents. Unusual problems referred to RROII, RROIII or Manager, Wildlife & Fisheries. Accountability C2-C 43 Responsible for delivery of assistance programs directed towards resource management, protection and development activities in the District. Work is supervised daily and or weekly. Co-ordination and facilitation role predominant. Deviation from standard procedures is not encouraged.

Short Profile +1

Individual contributor that is authorized to make decisions within its field of expertise in an enforcement, regulatory or investigative capacity. These jobs implement programs and activities, including on the land patrols in support of the traditional economy. Their freedom to act is limited by the legal and program framework within which they operate.



Wildlife Technician II General Characteristics Assists the Regional Wildlife Biologist in conducting studies on assigned species, conducting laboratory analysis of specimens, collecting data and assisting in both data analysis and writing internal reports and technical publications. This position requires: ! Specialised knowledge of biology, wildlife ecology, population dynamics and

wildlife habitat studies. ! Solid knowledge of and ability to apply experimental design and statistical

analysis. ! Knowledge of wildlife laboratory techniques including diet analysis, histology,

and necropsy procedures. ! Knowledge of current methods of data tabulation, analysis, presentation and

computer applications. ! Broad experience with survival skills and abilities in living on the land

activities including, mobile equipment operation and repair, camping, navigation and wilderness survival. Ability to work under harsh field conditions.

! Understanding of traditional knowledge and culture, as well as western scientific principles, conservation and resource development issues.

! Ability to interact and work with wildlife users and HTO's. ! Ability to communicate research information through written and oral means

to various audiences regularly. ! Skills with the safe use of firearms, including eligibility for a Firearms

Acquisition Certificate. ! Valid Driver’s License. ! These knowledge, skills and abilities are usually acquired through a college

technical diploma in a renewable resource program and two to three years of related field experience.

Representative Activities ! Collects data on abundance, reproduction, behaviour, mortality, harvest,

range inventory, habitat use, development impacts, and health of wildlife as a basis for management programs.

! Conducts laboratory analysis of biological specimens and tabulates results for interpretation.

! Assists in writing wildlife management study reports and publications for technical reports and journals. Prepares written and oral presentations for various audiences.

! Assists in designing and implementing wildlife management studies to provide information for management programs.


Job Evaluation Rationale Know-How E12 200 CKH: Applies knowledge of theory and principles in standard field sampling and laboratory methods and techniques. Selection of the method or technique requires use of judgement in determining appropriate alternatives. Skill in field sampling and laboratory analysis required. MKH: Provides technical field and laboratory support to biologists in executing various research projects. HR: Provides support to the biologist during consultation processes with regional, community and stakeholder groups. Explains information to field staff and to the public in selected areas. Problem Solving D3+(33%) 66 Performs work that involves selection from scientific principles for field data collection and laboratory analysis leading to solutions to problems. The need to collect various samples is a given. How to collect them in a given situation requires choosing a solution from a group of collection methods. Dealing with sedation procedures present unique problems estimating animal weight on an individual basis. Incorrect estimates threaten the animal and handlers’ safety. Accountability D-2C 66 Decision during field operations including prioritising areas to be surveyed, camp set up location, operations and maintenance. Problems are referred to supervisor but may require solution in absence of supervisor during field duty. Clientele are stakeholders including the public and department staff affected by research undertaken. Short Profile 0

Balance profile for advisory/consultative role with implementation.

Total Without Working Conditions 332


Renewable Resource Officer II General Characteristics Administers programs and projects focused on the management and conservation of renewable resources, the protection of the environment and the public and support to the renewable resource industry of the Region. The position is responsible for the enforcement of relevant acts and departmental policies, programs and regulations.

This position requires: ! Knowledge of Forest Management ! Knowledge of management of local wildlife species and their habitat. ! Knowledge of methods of deterring problem wildlife and methods of keeping

wildlife from becoming a problem. ! Good knowledge of Acts and Regulations pertaining to wildlife, fisheries,

environment, game exports and migratory birds. ! Ability to use equipment and supplies required for enforcement. ! Skills with outdoor activities, mobile equipment, camping, navigation and

wilderness survival. ! Supervisory skills. ! Computer skills. ! Ability to communicate in English through written and oral presentations and

personal interactions to a wide variety of audiences, including HQ, Regional and community staff, hunters' and trappers' organisations, resource user groups and the general public.

! Ability to work and problem solve with a minimum level of supervision. ! Skills with the safe use of firearms, including a Firearms Acquisition

Certificate. ! Valid Driver’s License. ! These knowledge, skills and abilities are usually acquired through a diploma

in a resource technical program and one to two years of related experience.

Representative Activities 1. Enforces Territorial and Federal Acts and Regulations pertaining to Forest

Management, Wildlife, Environmental Protection and Parks & Tourism. 2. Issues licenses and permits to the general public and submits revenue and

returns to the regional office. 3. Assists in the organisation, development and maintenance of the regional

councils and local Hunters' & Trappers' Organisations. 4. Implements and assists with the administration of departmental assistance

programs. 5. Issues burning permits after carrying out site inspections. 6. Ensures regular inspections and testing of fire fighting equipment.


7. Directs forest fire suppression activities. 8. Assists in other forest management activities such as timber cruising,

scaling harvested timber, and identifies areas of potential forest resource development.

9. Assists departmental biologists and other agency researchers to conduct surveys and projects to determine distribution, numbers, productivity, health and habitat of renewable resources for management purposes.

10. Inspects and monitors existing industrial and commercial facilities, site and projects to ensure compliance with terms and conditions of permits and applicable legislation.

11. Responds to spills of contaminants. 12. Conducts public education. 13. Maintains the administrative systems of the Regional office (record keeping,

report writing, issuing licences, etc). 14. Conducts enforcement patrols. 15. Provides direction to the Renewable Resource Officer I and to seasonal

casual staff. 16. Assists persons in the maintenance of a renewable resource based lifestyle. 17. Enhances public safety in dealing with problem wildlife. 18. Protection of the environment by being the lead officer on spill control

emergencies. 19. Assists in and presents public education programs.


Job Evaluation Rationale Know-How E-I2 175 Specialized technical knowledge necessary for the delivery of resource management programs; undertaking renewable resource management and enforcement activities; environmental monitoring, protection and integration initiatives; forest and fire management projects; and the associated supervision of permanent, seasonal and casual personnel; management of fixed and mobile assets. Knowledge of supervisory skills and departmental administrative procedures are required. Problem Solving D3+(33%) 57 High level of understanding of resource based activities in the District. Solutions to problems are generally covered by clear but diversified functional rules, procedures and guidelines. Field problems such as control of fire, response to problem wildlife, discretion in compliance issues are handled in isolation and require problem analysis and solution which may require a search for solution within an area of known experience. Unusual problems referred to RROIII or Manager, Wildlife & Fisheries. Accountability D2-C 66 Responsible for delivery of programs directed towards resource management, protection and development activities in the District. Incumbent is accountable for decisions made in the field involving public safety, and the expenditure of large dollar amounts. Co-ordination and facilitation role predominant with occasional requirement to make final decisions (i.e.: compliance, problem wildlife and forest fire activities). Results affect the department’s client base, the public, with respect to program service and public safety.

Short Profile +1 profile for advisory/consultative role with implementation Total without Working Conditions 298


Wildlife Technician III General Characteristics Researches the health, abundance and diversity of designated wildlife species to provide information and recommendations required for making wildlife management and land use decisions, in accordance with GNWT Acts, regulations, policies and departmental procedures. Communicates information in written and oral form to various groups. This position requires: ! Specialised knowledge of wildlife management theory and practice,

particularly wildlife conservation biology. ! Extensive knowledge of experimental design and statistical analysis. ! Extensive knowledge of wildlife laboratory techniques including diet analysis,

histology, and necropsy procedures. ! Extensive knowledge of current methods of data tabulation, analysis,

presentation and computer applications. ! Extensive skills and abilities with outdoor activities, mobile equipment,

camping, navigation and wilderness survival. ! Ability to work under harsh field conditions. ! Broad understanding of traditional knowledge and culture, as well as western

scientific principles, as well as conservation and resource development issues.

! Ability to communicate convincingly in English through written and oral presentations and personal interactions to a wide variety of audiences, including HQ, Regional and community staff, hunters' and trappers' organisations, co-management boards, other non-government organisations and the general public.

! Ability to manage projects, budgets and casual/contract staff. ! Ability to work and problem solve with a minimum level of supervision. ! Skills with the safe use of firearms, including eligibility for a Firearms

Acquisition Certificate. ! Valid Driver’s License. ! These knowledge, skills and abilities are usually acquired through a degree

granting program (BSc.) in Biology, Zoology, Wildlife Biology, or Environmental Science and three to five years of related field experience.

Representative Activities 1. Collects biological data to support research, analysis and recommendations

required for wildlife management decisions. 2. Conducts laboratory analysis of biological specimens. 3. Prepares and presents management study reports and scientific publications

for consideration by management agencies, the scientific community, and the public.


4. Prepares and administers budgets including spending authority up to $5,000. 5. Maintains equipment required for research projects. Job Evaluation Rationale Know-How E+I2 230 CKH: Applies knowledge of theory and principles in preparing components of research projects, field sampling, and laboratory methods and techniques. Requires knowledge to perform specific research components of a larger project directed by a senior biologist. Provides support in consultation with regional, community and stakeholder groups. MKH: Provides technical field and laboratory support to biologists in developing and carrying out research projects. Has the ability to carry out complex research tasks that must be done with an understanding of how they relate to the work of the senior biologist. HR: Provides support to the senior biologist. Must have the ability to communicate convincingly in a technical environment orally and in written form and orally in a community setting. This is critical to gaining the understanding of community leaders, public boards charged with renewable resource management.

Problem Solving E3+(38%) 87 Uses scientific principles to select standard methods and techniques in conducting research developed by the incumbent. Performs work that involves conventional types of plans, surveys, etc., with a few complex features for which no precedent may exist. Field sampling and laboratory analysis requires continuous cycles of problem solving. Dealing with live animals requires incumbent to estimate weight in order to sedate animal before sampling. Safety of the animal and of handlers is at risk if problem not solved correctly. Accountability D+2c 87 Decisions during field operations including personnel deployment, aircraft scheduling, camp operations and maintenance. Undertakes specific components of studies involving independent decision making (i.e. aerial surveys). Accountable for the results of planned research including animal safety, field sampling and laboratory analysis that can involve large sums of money. If results are flawed expenditures of time and money and animal health may be for no reason. Supervises less qualified technicians who assist in specific assignments. Clientele are communities and stakeholders affected by research undertaken. Short Profile 0

Profile - advisory/consultative role with strong implementation.



Renewable Resource Officer III General Characteristics Initiates, administers and carries out approved programs and projects pertaining to the conservation and management of renewable resource, the protection of the environment, forest operations, fire management and the development of the renewable resource economy in assigned areas of the NWT in accordance with Acts and Regulations. This position requires: ! Extensive knowledge of the Territorial and Federal Acts and Regulations. ! Extensive working knowledge of renewable resource management philosophy

and techniques. ! Written and oral communication skills in English and in cross cultural

environments. ! Knowledge of forest fire suppression techniques. ! Knowledge of Traditional Resource Use and Techniques. ! Wilderness travel skills. ! Supervisory skills. ! These knowledge, skills and abilities are usually acquired through a college

diploma in a resource management technical program and extensive related experience.

Representative Activities 1. Enforces Territorial and Federal Acts and Regulations pertaining to Forest

Management, Wildlife, Environmental Protection and Parks & Tourism. 2. Issues licenses and permits to the general public and submits revenue and

returns to the regional office. 3. Assists in the organisation, development and maintenance of the regional

councils and local Hunters' & Trappers' Organisations. 4. Implements and assists with the administration of departmental assistance

programs. 5. Issues burning permits after carrying out site inspections. 6. Ensures regular inspections and testing of fire fighting equipment. 7. Directs forest fire suppression activities. 8. Assists in other forest management activities such as timber cruising,

scaling harvested timber, and identifies areas of potential forest resource development.

9. Assists departmental biologists and other agency researchers to conduct surveys and projects to determine distribution, numbers, productivity, health and habitat of renewable resources for management purposes.

10. Inspects and monitors existing industrial and commercial facilities, site and projects to ensure compliance with terms and conditions of permits and applicable legislation.


11. Responds to spills of contaminants. 12. Conducts public education. 13. Maintains the administrative systems of the Regional office (record keeping,

report writing, issuing licences, etc). 14. Conducts enforcement patrols. 15. Provides direction to the Renewable Resource Officer II and to seasonal

casual staff. 16. Assists persons in the maintenance of a renewable resource based lifestyle. 17. Enhances public safety in dealing with problem wildlife. 18. Protection of the environment by being the lead officer on spill control

emergencies. 19. Assists in and presents public education programs. Job Evaluation Rationale Know-How EI3 230 Extensive technical knowledge of renewable resources management for the delivery of programs including wildlife, forest management, environmental protection, compliance and parks. High degree of knowledge of administration, compliance and court procedures, and supervision to instruct and coach subordinate officers in all aspects of their duties.

Problem Solving E3- (33%) 76 Incumbent is required to examine situations, determine alternative courses of action within policy and procedures and a well-defined frame of reference. Incumbent has latitude to select solutions within the frame of reference to fit any given situation. Supervisor is consulted when apparent solutions do not fit within guidelines or policy.

Accountability D1P 100 Co-ordination and supervision of subordinate officers and administrative staff in a variety of management and program delivery activities. Achieves operating results independently in field situations; determines timing and method with respect to results and has therefore a controlling impact on end results. Incumbent is accountable for those results. Accomplishes tasks within varied work practices and procedures. Maintains accountability to the public through effective and efficient communication of information and results on programs and services.

Short Profile +2 Implementation within program policies, guidelines and regulations. Total without Working Conditions 406

SOCIAL WORKERS

12-09-01 Social Workers - 3 GNWT Job Ladders

Social Workers Matrix


Hay PointRange

(without WC)

Job Ladder Position

900-999800-899650-799550-649 Community Social Services Workers VI450-549370-449 Community Social Services Workers V

Community Social Services Workers IV

320-369 Community Social Services Workers III270-319230-269190-229160-189 Community Social Services Workers I & II130-15970-129


Community Social Services Worker I & II


An entry level position requiring a minimal amount of experience in socialservices work or a related field. Performs duties that are low in complexity andreceives close supervision and guidance. Administers and/or arranges for theprovision of social services programs within the community.

Knowledge of Social Services programs is acquired on the job. Requires thecompletion of Statutory Training in Child and Family Services and Correctionswithin 6 months.


1. Provides information and/or basic services to clients which can offer anappropriate solution to their identified problems.

2. Encourages community members to participate in the planning andorganization of community wellness activities.

3. Intervenes in crisis situations to provide short term immediate services toindividuals/ families in emergency situations.

4. Responds to initial complaints or requests for services and consults with theSupervisor to determine the course of action.

5. Provides probation services in consultation with Supervisor.6. Liaises with other community supports and resources to deal with individual

concerns and community social problems.



Knowledge of well-defined social services practices and work routines. Interacts withothers during the administration or provision of social services programs within acommunity.


Resolves differing situations through well-defined procedures and guidelines. Unusualproblems are referred to a supervisor.


Provides a supporting service to Social Workers and clients through established workroutines.

Short Profile +1




Community Social Services Worker III


First full working level. Under general supervision, administers and /or arrangesfor the provision of social service programs within the community.

Expected to perform duties with an increasing degree of independence.Knowledge of community-based Social Work standards, practices and ethics isrequired. This level of knowledge can be attained through a diploma or degreefrom a recognized Social Work program. Knowledge is augmented by workexperience. Must successfully complete Statutory Training in Child and FamilyServices and Corrections within six months.


1. Provides direct intervention and support services to clients through;� individual efforts;� NGO’s;� Multidisciplinary groups;� Community-based groups.

2. Provides support services to individuals, families and communities.3. Administers and arranges for the provision of Statutory Services.4. Acts as a liaison with other professionals and community resources to identify

and address community concerns.


Job Evaluation RationaleKnow-How E-I3 200

Application of specialized skills (social work). Provides intervention services to clients,which requires advance human relation skills.


Work is defined by substantially diversified situations requiring a search among manyestablished procedures to achieve the required results (ie: observing and assessingclients).


Findings and advice are subject to standardized practices and procedures as well assupervisory review.

Short Profile +1

Advisory role with implementation



Community Social Services Worker IV


A seasoned position. Performs assignments with moderate complexity.Supervision is provided at milestones. Administers and /or arranges for theprovision of services within the community.

The level of knowledge required can be obtained through a Diploma in SocialWork with 4 years directly related experience or Bachelor of Social Work with 2years directly related experience. Must successfully complete Statutory Trainingin Child and Family Services and Corrections within six months.


1. Responsible for; supervision of Community Social Service Workers, complexcaseloads, participation in program planning, responsibility for orientation andmentorship of other Social Workers.

2. Manages a complex caseload. Provides direct intervention and supportservices to clients through;� individual efforts;� NGO’s;� Multidisciplinary groups;� Community-based groups.

3. Provides support services to individuals, families and communities.4. Administers and arranges for the provision of Statutory Services.5. Acts as a liaison with other professionals and community resources to identify

and address community concerns.6. Typically provides supervision and mentorship of other social workers.7. Participates in program planning and evaluation.



Requires advanced knowledge of social work theory and techniques. Supervision,complex case loads and participation in case planning results in a higher level ofinteraction with clients and stakeholders (focus on highest level of human relationskills).


Work is defined by functional rules requiring a search among established proceduresto achieve the required results (ie: observing and assessing clients).

Accountability D3-C 87

Contributes to client well being and provision of community services by followingprocedures and practices covered by precedents subject to supervisory review ofresults.

Short Profile +1

Advisory role with implementation.



Community Social Services Worker V


A specialized position. Performs assignments with high complexity. Supervisionis provided at milestones. Typically covers one area of expertise as a specialistand spends a significant amount of time on program development,implementation, and evaluation.

Knowledge is typically gained through a combination of formal education andexperience, e.g., a Bachelor degree in the related discipline with 5 years directlyrelated experience.


1. Promotes community development activities by developing and sustainingcommunity interest.

2. Provides direct intervention and support services to clients through;� individual efforts;� NGO’s;� Multidisciplinary groups;� Community-based groups.

3. Develops, implements, and evaluates department specific policies, systems,funding agreements and procedures that ensure effective planning andbudgetary management.

4. Provides support services to communities to assist them to deal with socialproblems specific to their area of expertise.

5. Recommends to Sr. Management strategic direction of community programsand allocation of financial resources.

6. Acts as a liaison with other professionals and community resources to identifyand address community concerns.

7. Typically supervises staff within the unit.



Requires advanced knowledge of social work theory and techniques. Complex caseloads and participation in case planning results in a higher level of interaction withclients and stakeholders (focus on highest level of human relation skills).


Work is defined by some functional rules requiring a search among establishedprocedures to achieve the required results (ie: observing and assessing clients).


Contributes to client well being and provision of community services by following broadprocedures and practices covered by precedents.

Short Profile +1




Community Social Services Worker VI


Ensures the implementation and delivery of Social Services programs asmandated by statutory requirements and strategic direction.

Requires a level of knowledge typically obtained through a Bachelor of SocialWork with 5 years related experience or Master of Social Work with 2 yearsrelated experience. Must successfully complete Statutory Training in Child andFamily Services and Corrections within six months.


1. Provides direct supervision to Social Service and clerical staff to ensure that ahigh level of service is provided when and where needed to all clients andcommunities.

2. Manages, administers, and evaluates services in accordance with existingOrdinances, Regulations, and Department of Health and Social Servicesdirectives.

3. Provides support services to communities to assist them in dealing with socialproblems.

4. Deals with particularly sensitive or difficult casework matters coming to theirattention.

5. Develops, implements, and evaluates department specific policies, systems,funding agreements and procedures that ensure effective planning andbudgetary management.

6. Collaborates with Senior Management to develop the Business and StrategicPlans.



Sound theoretical and practical knowledge of social work principles, concepts andavailable systems. Highest HR skills required for the leadership and guidanceprovided to community based social workers.


Work is defined by some functional rules requiring a search among establishedprocedures to achieve the required results.


Collaborates with Senior Management to obtain end results within some broadpractices and procedures covered by functional precedents

Short Profile +1



12-09-01 Trades - 0 GNWT Job Ladders

TRADES


Trades Matrix

As you match your jobs, refer to this Job Family Matrix illustrating the hierarchies ofModel Jobs in this GNWT Job Family.

Hay PointRange

(without WC)

Managers/Supervisors

Trades

900-999

800-899

650-799

550-649

450-549 Facilities Manager

370-449 District Superintendent

320-369 MaintenanceCoordinator A

270-319 MaintenanceCoordinator B

230-269 ForemanOperating Engineer III

190-229 ElectricianHeavy Duty MechanicOperating Engineer IISettlement Maintainer

Maintenance CarpenterPlumber/Gas Fitter/Oil

Burner Mechanic160-189 Plumber

Welder130-159 Operating Engineer I

Equipment Operator (LeadHand)

Equipment Operator70-129 Maintenance Craftsperson

Partsman


Partsman


Identifies, orders, handles, warehouses and catalogues parts and assembliesused in the maintenance and repair of heavy duty and automotive equipment andrelated machinery. Purchases and warehouses additional supplies related to thedepartment’s function.


1. Warehouses and controls computerized inventories.2. Utilizes and maintains parts catalogues3. Processes orders from shop personnel, phone or mail orders from field

camps or road crews.4. Ensures accuracy of orders by confirming parts and supplies required with

reference to available sources.5. Loads and unloads freight shipments; picks up parts, issues tools and

operates a forklift.


Practical knowledge of equipment, parts and assemblies used in the maintenance andrepair of heavy duty and automotive equipment. Individual contributor assigned tocomplete tasks.


Work is well defined and involves similar situations. Unusual problems are referred tothe Supervisor. Due to isolation, may require creative solutions in the short term (i.e.“jerry-rigging”)

Accountability BM+C 22

Accomplishes tasks within standardized practices and through instruction.

Short Profile +1




Maintenance Craftsperson


Performs a variety of minor building maintenance functions such as carpentry,plumbing, locksmithing, masonry, sheet metal, roofing, painting and snowremoval.

In general the work requires a sound understanding of the maintenance history ofthe building, equipment and other facilities to be maintained.

The work is governed by the following Acts or Regulations:♦ Aerodrome Security Regulations♦ National Building Code


1. Conducts regular inspections of buildings for the purpose of identifyingdeficiencies.

2. Performs minor maintenance and repairs to Government buildings such asrepairing or replacing doors, windows, installing locks, etc.

3. Completes records for all maintenance and repairs done.4. Operates light and heavy equipment for snow removal.5. Maintains an inventory of supplies, tools and equipment.6. Assists other trades in the functions of their work.



Practical knowledge (minor repairing and servicing) of equipment and buildings.Individual contributor assigned to complete tasks.


Work is defined by detailed rules and guidelines. Problems are referred to theSupervisor. Due to isolation, may require creative solutions in the short term (i.e.“jerry-rigging”)

Accountability BM+C 22

Accomplishes tasks within standardized practices and through instruction.

Short Profile +1




Equipment Operator


Operates a variety of equipment to maintain the highway/airport system to itsdesigned capacity to enable safe and efficient travelling conditions. Performsroad/airport patrols, gathers information and provides condition reports to theSupervisor.

Normally, the work requires a good understanding of road/airport maintenancetechniques and the ability to effectively operate differing types of equipmentacquired through a minimum of several years on-the-job earthworks constructionexperience (damns, roads, airports, open pit mining, railroads).


1. Operates a wide variety of equipment for the purpose of repairing andmaintaining gravel and asphalt surfaces; removing snow, ice, water and otherimpediments from those surfaces; repairing, replacing ditches and drainagestructures; and constructing and maintaining seasonal roads.

2. Performs preventative maintenance on equipment and the airport/highwaysystem. Priority consideration is always given to the safety of the travellingpublic.

3. Ensures that safety practices are followed for the travelling public. Will set upthese practices as and when required. In most instances, if unsafe conditionsare recognized, the District Superintendent will be contacted to implementand repair the conditions.

4. May be required to provide Labourer services as needed.



Practical knowledge of road/airport maintenance techniques. Individual contributorassigned to complete tasks.


Work is defined by detailed rules and guidelines. Problems are referred to theSupervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-rigging”)


Accomplishes tasks within standardized practices, through instruction and withsupervision. Results of work are used by others.

Short Profile +2

Implementation role within strict regulations.



Equipment Operator (Lead Hand)


Operates a variety of equipment to maintain the highway/airport system to itsdesigned capacity to enable safe and efficient travelling conditions. This is not amanagement position, but acts as lead-hand on project teams on a daily basis.Performs road/airport patrols, gathers information and provides condition reportsto the Supervisor.

Normally, the work requires a good understanding of road/airport maintenancetechniques and the ability to effectively operate differing types of equipmentacquired through a minimum of several years on-the-job earthworks constructionexperience (damns, roads, airports, open pit mining, railroads).


1. Operates a wide variety of equipment for the purpose of repairing andmaintaining gravel and asphalt surfaces; removing snow, ice, water and otherimpediments from those surfaces; repairing, replacing ditches and drainagestructures; and constructing and maintaining seasonal roads.

2. Performs preventative maintenance on equipment and the airport/highwaysystem. Priority consideration is always given to the safety of the travellingpublic.

3. Ensures that safety practices are followed for the travelling public. Will set upthese practices as and when required. In most instances, if unsafe conditionsare recognized, the District Superintendent will be contacted to implementand repair the conditions.

4. May be required to provide Labourer services as needed.5. Directs crews, including authorizing overtime, on a daily basis.



Practical knowledge of road/airport maintenance techniques. Completes identifiedtasks and directs crews assigned to complete similar tasks.


Work is well defined and involves similar situations. Unusual problems are referred tothe Supervisor. Due to isolation, may require creative solutions in the short term (i.e.“jerry-rigging”)


Provides a support function under established work routines and close supervision.

Short Profile +2




Operating Engineer – Level I


This position operates and maintains/repairs utility equipment, which supplieselectricity, steam, heat, refrigeration, air-conditioning, compressed air, gasventilation etc. Maintenance complexity and code mandated qualifications differsdepending on the size and type of heating plants and mechanical systems thatthe position is responsible for. A level I Operating Engineer is responsible forsmall buildings, simple equipment, and facilities used for 2-5 offices, recreation,warehouse or similar purposes which require minimal supervision.

In general, the work requires training and experience usually acquired through aformal apprenticeship or equivalent training plus limited experience usuallyacquired through an operating engineer’s 5th class ticket. Heating plants withinthese facilities usually require weekly supervision. Code for these plantsgenerally does not mandate an operating engineer’s ticket.


1. Operates and maintains boilers, and auxiliary equipment such ascompressors, stand-by generators, motors, pumps, and furnaces.

2. Monitors, inspects and adjusts plant equipment, switches, valves, gauges,alarms, meters and other instruments that measure temperature, pressureand flow, to detect leaks or other equipment malfunctions.

3. Conducts code mandated tests such as fire alarm testing, stand by generatortesting as well as regular Preventative Maintenance testing such asdaily/weekly/monthly boiler water testing, annual combustion testing, regularair quality testing.

4. Performs glycol testing on boilers.5. Performs replacement and repair of defective components, such as changing

pumps, motors, fans, bearings, boiler controls, boiler cleaning, lubricating,anticipates maintenance problems and schedules preventative maintenance.

6. Completes maintenance record keeping and daily boiler operation recordkeeping in the onsite Building logbooks.

7. Plans and conducts preventative maintenance tasks and schedules to ensurereliability of products and systems. Maintains an on site inventory of suppliesand equipment.

8. May complete minor carpentry repairs and assist other trades as required.


9. Checks work done by others to ensure compliance with plans, specificationsand governing codes

Job Evaluation RationaleKnow-How DN1 100

Individual contributor. Application of specialized skills (minor repairing andmaintaining) of utility equipment (ie: steam, heat, refrigeration, air-conditioning,compressed air, gas ventilation, etc.)


Work is defined by similar situations requiring known solutions. Unusual problems arereferred to a supervisor. Due to isolation, may require creative solutions in the shortterm (i.e. “jerry-rigging”)

Accountability C+MC 33

Accomplishes tasks within standardized practices through established workprocedures. Progress and results are reviewed by the supervisor.

Short Profile +2




Plumber/Gas Fitter


Performs various plumbing and heating work including the installation, repair andmaintenance of equipment used in the supply and distribution of water, heatingand sewage systems, installation, maintenance and repair of oil fired, natural gasand liquid gas burners. The work is performed following sound and safe tradepractices as well as required quality and production standards.

In general, the work requires seasoned training and experience usually acquiredthrough a formal apprenticeship program or equivalent training plus experience.


1. Maintains, adjusts, repairs or installs all types of plumbing equipment, bothcommercial and industrial plumbing fixtures and sprinkler system piping andcommunity water supply system components in compliance with governingcodes.

2. Installs, repairs and maintains oil fired, natural gas fired, and liquid gas firedburners as well as automatic controls.

3. Diagnoses problems and applies corrective measures.4. Works from blueprints drawings to determine layout of plumbing system,

water supply network and waste and drainage systems.5. Improvises logical methods to make equipment operate as it is intended.6. Plans and conducts preventative maintenance tasks and schedules to ensure

reliability of products and systems.7. Identifies minor and major repairs required, scopes up work to be tendered

and estimates costs and resources required to complete the work.8. Ensures work done by others to ensure compliance with plans, specifications

and governing codes.9. May assist engineers in diagnosing problems and suggesting corrective

action.10. Analyzes, selects materials and determines what is needed to repair or

replace components.11. Familiarity of other trades in required in scheduling and completing work.



Practical level of technical knowledge required in a specific area (Plumber/Oil BurnerMechanic, Plumber/Gas Fitter). Reviews work done by others to ensure compliancewith plans, specifications and governing codes.


Work is subject to standardized practices and general work instructions. No directsupervision. Due to isolation, may require creative solutions in the short term (i.e.“jerry-rigging”)

Accountability CMP 50

Accomplishes tasks within standardized practices and varied work procedures.Expected results/outputs are clear.

Short Profile +2




Welder


Repairs, modifies and fabricates heavy and light equipment used in themaintenance of roads, bridges, and camps. These repairs, modifications andfabrications use Shielded Metal (ARC), Gas Metal Arc (MIG), and Gas TungstenArc (TIG) welding processes. Ensures that all work performed adheres to safetystandards and procedures.

In general, the work requires seasoned training and experience usually acquiredthrough a formal apprenticeship program or equivalent training. The ability tooperate lathes, milling machines and radial arm drills (machining) is alsorequired.


1. Welds equipment and components to repair wear or breakage.2. Modifies equipment components and attachments by identifying required

modifications and designing same as needed.3. Interprets diagrams and specifications and draws rough blueprints.4. Operates milling machines, radial arm drills and lathes for completing repairs

and modifications.5. Maintains the welding and machine shop area.6. May be responsible for training apprentices.


Job Evaluation RationaleKnow-How DI-1 115

Application of well-defined work routines and procedures. Some judgement requiredaround specialized knowledge of welding techniques and procedures. Individualcontributor.


Work is defined by similar situations requiring known solutions. Unusual problems arereferred to a supervisor. Due to isolation, may require creative solutions in the shortterm (i.e. “jerry-rigging”)


Accomplishes tasks within standardized practices and varied work procedures.Expected results/output of work are clear.

Short Profile +2




Plumber/Oil Burner Mechanic (or Plumber/Gas Fitter)


Performs various plumbing and heating work including the installation, repair andmaintenance of equipment used in the supply and distribution of water, heatingand sewage systems, installation, maintenance and repair of oil fired, natural gasand liquid gas burners. The work is performed following sound and safe tradepractices as well as required quality and production standards.

In general, the work requires seasoned training and experience usually acquiredthrough a formal apprenticeship program or equivalent training plus experience.


12. Maintains, adjusts, repairs or installs all types of plumbing equipment such assupply pumps, bathroom and kitchen plumbing fixtures, hot water tanks, hotwater heating system components, sprinkler system piping and communitywater supply system components in compliance with governing codes.

13. Installs, repairs and maintains oil fired, natural gas fired, and liquid gas firedburners.

14. Diagnoses problems and applies corrective measures.15. Works from blueprints drawings, layouts or other specifications.16. Plans and conducts preventative maintenance tasks and schedules to ensure

reliability of products and systems.17. Identifies minor and major repairs required, scopes up work to be tendered

and estimates costs and resources required to complete the work.18. Checks work done by others to ensure compliance with plans, specifications

and governing codes.


Job Evaluation RationaleKnow-How DI-1 115

Practical level of technical knowledge required in a specific area (Plumber/Oil BurnerMechanic, Plumber/Gas Fitter). Reviews work done by others to ensure compliancewith plans, specifications and governing codes.


Work is defined by clear procedures and guidelines with unusual problems referred toa Supervisor. Due to isolation, may require creative solutions in the short term (i.e.“jerry-rigging”)

Accountability C1+C 43

Accomplishes tasks within standardized practices and varied work procedures.Expected results/outputs are clear.

Short Profile +2




Heavy Duty Mechanic


Maintains, repairs or reconditions all heavy and light equipment used inmaintaining airports, roads, bridges and camps. Reads and understandsschematics for electrical and hydraulic systems to facilitate repairs. A broadknowledge of all equipment is needed, including heavy and light mobileequipment as well as stationary units such as generator sets. Must maintaincurrent with evolving technologies and computerized systems.

The work requires training and experience usually acquired through a formalapprenticeship program in heavy equipment mechanics. A valid Class 3 Driver’sLicense with Airbrake Endorsement is also necessary due to testing vehiclesafter completion of all repairs.


1. Performs all phases of mechanical repair and maintenance on all types ofequipment, tools and devices. Includes hydraulics, transmissions, oil and gasburners and related electrical and auxiliary equipment.

2. Reconditions components that have a shorter life span than the equipmentframes or bodies, to restore the components to original specified capability.

3. Diagnoses problems, plans work to be done and materials/tools required.4. Plans and conducts preventative maintenance on mechanical equipment,

including inspections, cleaning, adjustments and any required repairs.5. Instruct equipment operators in proper equipment maintenance procedures.6. Maintains records and technical specifications of maintenance work

performed; may be required to train apprentice mechanics and sign off theiraccomplishments.

7. May be required to operate field service unit to undertake on-site repairs.8. Other duties such as welding, brazing, soldering, maintaining shop equipment

and tools.



Application of mechanical knowledge and skills. Individual contributor.


Work is defined by clear procedures and guidelines with unusual problems referred toa Supervisor. Due to isolation, may require creative solutions in the short term (i.e.“jerry-rigging”)


Work is performed with little supervision. Work is subject to standardized practicesand general work instructions.

Short Profile +2




Settlement Maintainer


Performs a full range of preventative maintenance, inspections to identifyproblem areas and minor repair work on primarily building components andequipment specifically on the plumbing and heating systems but also includingminor carpentry repairs. Work is performed with little or no direct supervision.Work is typically performed in small isolated communities and requires constantcommunications with the regional office to ensure that work is performedfollowing sound and safe trade practices as well as required quality andproduction standards.

In general the work requires training and experience in the various buildingtrades usually acquired through a formal apprenticeship program in one of thebuilding trades plus general knowledge of other building trades gained throughseveral years on the job experience.


1. Conducts regular and routine checks and inspections of all buildingcomponents to identify deficiencies throughout to ensure facilities are in agood state of repair. Performs minor repair work in plumbing, heating andcarpentry.

2. Plans and conducts regular preventative maintenance servicing of buildingcomponents in accordance with the Maintenance Management System.

3. Completes records for all maintenance and repairs to building, works andmobile equipment. Maintains an inventory of supplies, tools and equipment.

4. Identifies minor and major repairs required, and estimates resources requiredto complete the work.

5. Reviews work done by contractors to ensure compliance with plans,specifications and governing codes.

6. Water/Sewer operators.



Application of mechanical knowledge and skills (primarily with building components andequipment – plumbing and heating systems) and minor carpentry repairs. Individualcontributor.


Work is defined through clear procedures and guidelines with unusual problemsreferred to a Supervisor. Due to isolation, may require creative solutions in the shortterm (i.e. “jerry-rigging”)


As a result of isolation, work is performed with little or no direct supervision. Work issubject to standardized practices and general work instructions.

Short Profile +2




Operating Engineer – Level II


Operates and maintains/repairs utility equipment, which supplies electricity,steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation etc.Maintenance complexity and code mandated qualifications differs depending onthe size and type of heating plants and mechanical systems that the position isresponsible for. A Level II Operating Engineer is responsible for small to mediumsized or multi-story buildings, moderately complex equipment, facilities with alarger number of offices, warehouses, correctional facilities, nursing stations, orother similar purposes which require little or no ongoing supervision. Thesepositions generally have little or no direct supervision.

In general, the work requires training and experience usually acquired through aformal apprenticeship or equivalent training plus limited experience. Usually codemandates that heating plants in these facilities require daily inspection and anoperating engineer with a minimum fifth class certification.


1. Operates and maintains boilers, automated or computerized control systems,and auxiliary equipment such as compressors, stand-by generators, motors,pumps, and furnaces.



4. Uses various chemicals required for the normal operation of heating/coolingand testing of utility equipment. The diversity and types of chemicals variesdependent upon the complexity and size of the heating plant.

5. Performs replacement and repair of defective components, such as changingpumps, motors, fans, bearings, boiler controls, boiler cleaning, lubricating,anticipates maintenance problems and schedules preventative maintenance.

6. Completes required legislated record keeping, maintenance record keepingand daily boiler operation record keeping in the onsite Building logbooks.


8. May assist other trades and engineers with diagnostic and troubleshooting ofbuilding components.

9. Checks work done by others to ensure compliance with plans, specificationsand governing codes


Application of mechanical knowledge and skills (primarily with building componentsand equipment – plumbing and heating systems) and minor carpentry repairs.Individual contributor.




Work is performed with little or no direct supervision. Work is subject to standardizedpractices and general work instructions.

Short Profile +2




Maintenance Carpenter


Performs a full range of carpentry work pertaining to building interior, exterior andall components contained within and around the buildings on a wide variety ofbuilding types such as wood frame, metal clad, concrete and log. Work isperformed following sound and safe construction practices as well as requiredquality and production standards.

In general the work requires seasoned training and experience usually acquiredthrough a formal apprenticeship program or equivalent training plus experience.


1. Repairs interior and exterior building finishes, repairs various types of roofing,repairs flooring, hangs doors, installs windows, repairs furniture, constructsoffices, cabinets, stairs, levels buildings. Works from blueprints, sketches ororal instructions.

2. Plans and schedules work in conjunction with other trades. Coordinates thetiming and scheduling of other trades for completion of project.

3. Analyzes, selects materials and hardware, and determines what is needed torepair, replace and or finish damaged non-mechanical building components.

4. Plans and conducts preventative maintenance tasks and schedules to ensurereliability of products and systems.

5. Identifies minor and major repairs required, scopes up work to be tenderedand estimates costs and resources required to complete the work.

6. Checks work done by others to ensure compliance with plans, specificationsand governing codes.



Practical and technical knowledge required in a specific area (Carpentry). Reviewswork done by others to ensure compliance with plans, specifications and governingcodes.





Short Profile +2




Electrician


Performs a variety of functions such as the installation, maintenance and repairof equipment for the generation, distribution or utilization of electrical energy andelectronic equipment used for the control and monitoring of building systems.The work is performed following sound and safe trade practices as well asrequired quality and production standards. Legislation requires all work to followthe Canadian electrical code.

In general, the work requires seasoned training and experience usually acquiredthrough a formal apprenticeship program or equivalent training plus several yearson-the-job experience.

NOTE: This position is not responsible for Instrumentation work.


1. Maintains, adjusts, repairs or installs all types of electrical generation anddistribution equipment. Locates and diagnoses trouble in the electrical systemor equipment.

2. Maintains, adjusts, repairs or installs all types of electronic systemcomponents such as, but not limited to, fire alarm systems, HVAC systems,security systems and monitoring systems.

3. Improvises logical methods to make equipment operate as it is intended.4. Plans and conducts preventative maintenance tasks and schedules to ensure

reliability of products and systems.5. Works from blueprints, drawings, layouts or other specifications; may assist in

defining specifications.6. Identifies minor and major repairs required, scopes up work to be tendered

and estimates costs and resources required to complete the work.7. Checks work done by others to ensure compliance with plans, specifications

and governing codes.8. May assist engineers in diagnosing problems and suggesting corrective

action.



Specialized technical knowledge (electrical systems). Individual contributor (no directreports) assigned to complete functional activities.


Work is well-defined through general guidelines and procedures. Unusual problemsare referred to a Supervisor/Foreman.



Short Profile +2




Foreman


Manages the maintenance management system within an assigned area.Typically responsible for one area of functional expertise or may be a generalistin a number of areas of responsibility.

Contract and employee supervision is required including reporting on workperformance and inspection, and approving completed work for progresspayments. Must decide on the most economical, efficient and effective use ofresources and scheduling work programs.


1. Defines equipment requirements and utilization.2. Determines workloads and requirements.3. Monitors and assist in developing assigned budgets.4. Monitors and supervises work activities of staff including Equipment

Operators and Mechanics.5. Controls and reports materials/equipment inventories.6. Responsible for administrative duties including assisting in the hiring process

and purchasing.7. Responsible for cost-effective decisions with respect to equipment

replacement or repair.8. Makes recommendations to revisions on contract specifications.



Specialized knowledge and skills in a specified area (carpentry, electrical, plumbing,etc) including equipment, procedures and systems. Supervises employees within aspecific specialization (ie: carpentry, electrical, plumbing, etc).


Problems are resolved within area of known things. Clear procedures, guidelines andprecedents are available. Recommendations are referred to supervisor.

Accountability C1-P 57

Performance and end results are checked by a supervisor. Work is completed throughstandardized practices and general work instructions.

Short Profile +2




Operating Engineer – Level III


Operates and maintains/repairs utility equipment, which supplies electricity,steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation etc.Maintenance complexity and code-mandated qualifications differ depending onthe size and type of heating plants and mechanical systems for which theposition is responsible. A Level III Operating Engineer is responsible for mediumto large sized buildings, complex equipment, facilities often used for offices,hospitals, power plants or other similar purposes that require direct supervision ofticketed employees.

In general, the work requires training and experience usually acquired through aformal apprenticeship program or equivalent training plus experience. Usuallycode mandates that heating plants in these facilities require continuous 24-hoursupervision and operating engineers with a minimum fourth-class certification.


1. Operates and maintains boilers, automated or computerized control systems,and auxiliary equipment such as compressors, stand-by generators, motors,pumps, and furnaces.



4. Uses various chemicals required for the normal operation of heating/coolingand testing of utility equipment. The diversity and types of chemicals variesdependent upon the complexity and size of the heating plant.

5. Performs replacement and repair of defective components, such as changingpumps, motors, fans, bearings, boiler controls, boiler cleaning, lubricating;anticipates maintenance problems and schedules preventative maintenance.

6. Completes required legislated record keeping, maintenance record keepingand daily boiler operation record keeping in the onsite Building logbooks.


8. May assist other trades and engineers with diagnostic and troubleshooting ofbuilding components.

9. Checks work done by others to ensure compliance with plans, specificationsand governing codes.

10. Supervising and monitoring work activities of Operating Engineer I & II.


Specialized knowledge and skills in a specified area (utility equipment which supplyelectricity, steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation,etc.) including equipment, procedures and systems. Supervises employees within aspecific specialization (ie: carpentry, electrical, plumbing, etc).


Problems are resolved within an area of known things. Clear procedures, guidelinesand precedents are available. Recommendations are referred to a supervisor.

Accountability C1-P 57

Performance and end results are checked by a supervisor. Work is completed throughstandardized practices and general work instructions.

Short Profile +2




Maintenance Coordinator B


Coordinates, plans and supervises the operational maintenance and repair of allGNWT owned and operated buildings, works and equipment in respectiveregion/area. Responsible to ensure that all work is completed as per theGovernment's Maintenance Management system, within assigned budgetlimitations, and utilizing all resources available within the respective areaincluding GNWT employees, local labour and northern contractors.

In general, the work requires seasoned training and experience in one of thebuilding trades acquired through a formal apprenticeship or equivalent trainingplus general knowledge in all the other building trades acquired throughexperience. Contract procedures and administration, and project managementexperience is also required usually acquired through courses and experience.


1. Plans and directs the delivery of the Government's Maintenance Managementpreventative maintenance program in the areas of electrical, mechanical,plumbing, and carpentry on buildings and equipment by scheduling work,tendering contracts, assigning work to own forces, inspecting work andapproving payments.

2. Plans and directs the repairs of GNWT buildings in the areas of electrical,mechanical, plumbing and carpentry on buildings and works by inspectingfacilities, reviewing reports, diagnosing faults, identifying repairs, schedulingwork, tendering contracts and assigning work to own forces, inspecting workand approving payment.

3. Plans and directs the Preventative Maintenance and repair work on GNWTmobile equipment by ensuring that preventative maintenance is carried out asper manufacturer's instructions, scheduling work, tendering contracts andapproves payment.

4. Delivers maintenance and minor construction projects for the department andon behalf of other client departments. Consults with clients, assessing needsand resources, estimating budgets required, preparing specifications, issuingof tender call, reviewing of bids, awarding of contracts, monitoring andinspecting work to ensure compliance with plans, specification and codes andapproving payment.


5. Assists with the region’s annual and five-year maintenance plan by identifyingall minor and major repair work, estimating budgets, estimating life cycles,and prioritizing work. Using the same process also assists with the annualwork plan that is prepared for Departments that have signed an M.O.U. withPW&S to deliver the maintenance program on their behalf under the usersay/pay initiative.

6. Meets with department and community clients on a regular basis and reviewthe work plan with them. Inspect facilities, review client priorities and balancethe department's priorities with the client's priorities and plan work withinbudget/resources limitations.

7. Completes maintenance and repair records, schedules work, runs reportsusing the CENDEC computerized maintenance management system.


Specialized practical knowledge in maintenance management (GNWT - projectmanagement). Directs maintenance staff.


Work is defined by diversified standards and procedures requiring a search forsolutions within an area of learned things.


Accomplishes tasks within standardized practices and varied work procedures.Provides services for the use of others.

Short Profile +2




Maintenance Coordinator A


Coordinates, plans and supervises the operational maintenance and repair of allGNWT owned and operated buildings, works and equipment in respectiveregion/area. Responsible to ensure that all work is completed as per theGovernment’s Maintenance Management system, within assigned budgetlimitations, and utilizing all resources available within the respective areaincluding own forces, local labour and northern contractors.

In general, the work requires seasoned training and experience in one of thebuilding trades acquired through a formal apprenticeship or equivalent trainingplus general knowledge in all the other building trades acquired throughexperience. The work requires experience in supervising employee’s andcontractors. Contract procedures and administration, and project managementexperience is also required usually acquired through courses and experience.


1. Plans and directs the delivery of the Government's Maintenance Managementpreventative maintenance program in the areas of electrical, mechanical,plumbing, and carpentry on buildings and equipment by scheduling work,tendering contracts, assigning work to own forces, inspecting work andapproving payments.

2. Plans and directs the repairs of GNWT buildings in the areas of electrical,mechanical, plumbing and carpentry on buildings and works by inspectingfacilities, reviewing reports, diagnosing faults, identifying repairs, schedulingwork, tendering contracts and assigning work, inspecting work and approvingpayment.

3. Plans and directs the Preventative Maintenance and repair work on GNWTmobile heavy equipment by ensuring that preventative maintenance is carriedout as per manufacturer's instructions, scheduling work, tendering contractsand approving payment.

4. Delivers maintenance and minor construction projects for the department andon behalf of other client departments. Consults with clients, assessing needsand resources, estimating budgets required, preparing specifications, issuingof tender call, reviewing of bids, awarding of contracts, monitoring andinspecting work to ensure compliance with plans, specification and codes andapproving payment.


5. Assists with the regions annual and five-year maintenance plan by identifyingall minor and major repair work, estimating budgets, estimating life cycles,and prioritizing work. Using the same process also assists with the annualwork plan that is prepared for Departments that have signed an M.O.U. withPW&S to deliver the maintenance program on their behalf under the usersay/pay initiative.

6. Meets with department and community clients on a regular basis and reviewsthe work plan with them. Inspect facilities, review client priorities and balancethe department's priorities with the client's priorities and plan work withinbudget/resources limitations.

7. Completes maintenance and repair records, schedules work, runs reportsusing the CENDEC computerized maintenance management system.


Specialized practical knowledge in maintenance management (GNWT - projectmanagement). Supervises maintenance staff and contractors (negotiations).


Work is defined by diversified standards and procedures requiring a search forsolutions within an area of learned things.


Accomplishes tasks within standardized practices and varied work procedures.Provides services for the use of others.

Short Profile +2




District Superintendent


The senior position with overall management responsibility for an assignedgeographic area. It acts as an advisor and information resource for otherdivisions, departments, boards, municipal governments, aboriginal organizations,contractors, suppliers and the general public. The position also participates incontract negotiations to arrive at competitive service and good prices.

Expected to be available 24 hours a day to address emergency situations and isthe point of contact for police, fire and emergency measures organizations. Asthe road authority, the district superintendent may enforce the closing of thehighways. This position is governed by the NWT Highways Act and the NWTMotor Vehicles Act and must be familiar with other relevant laws, acts,regulations, and directives.

This position must have a sound knowledge of survey and grades, road design,soil mechanics and bearing strengths.


1. Responsible for input into, and implementation of, the MaintenanceManagement System in assigned area.

2. Plans and develops budgets for the maintenance operation of the areaassigned.

3. Supervises and monitors work activities of Foremen, Mechanics andEquipment Operators.

4. Overall responsibility for contractor performance including writing contractorspecifications, administration of contracts, through to completion of projectsand approving payments.

5. Controls expenditures and keeping within approved budgets.6. Manages staff effectively including writing performance appraisals and job

descriptions, hiring of staff, disciplinary action as required, identification oftraining needs, and the instruction of safe work habits.



Specialized technical knowledge required in a specific area (ie: survey and grades,road design, soil mechanics and bearing strengths). Completes reports and negotiatescomplex maintenance contracts.


Operates within practices and precedents toward specific objectives. Situations areresolved through current knowledge, less interpretive, evaluative.

Accountability D1P 100

Accountable for key end results within a geographical area (ie: the maintenance anddevelopment of all GNWT roads within a Region).

Short Profile +1




Facilities Manager


The senior position with overall management responsibility for all assetmanagement, property management, utilities, and vehicles. It plans andadministers the maintenance programs and budgets for all government buildings,works, and equipment in a region (approximately 10 – 15 communities in aregion). Supervises both employees (10 – 15) and contractors.

This position requires extensive knowledge in several areas related to buildingand property management. This knowledge base is normally acquired throughcompletion of a Journeyperson certificate in a mechanical or structural trade, orProperty Management Certification enhanced by several years of specializedsupervisory experience in the contracting, managing a maintenance program,and building management in a northern environment.


1. Manages and administers various budgets to ensure adequate funds areavailable to keep government property in good state of repair.

2. Plans and administers the maintenance program. Effective management ofapproximately 10 to 15 staff including writing performance appraisals and jobdescriptions, hiring of staff, disciplinary action as required, identification oftraining needs, and the instruction of safe work habits.

3. Identifies and estimates maintenance contracts, preparing contractspecifications, drawings, and tender documents, awarding contracts andsupervising the contractors performing the work.

4. Administers owned and leased commercial improved real property for use byclient departments.

5. Liases with Project Management staff for joint projects and consultation oncapital projects.

6. May administer the operation of Petroleum Products within the region.7. Provides training and support for the community transfer programs for

maintenance and operation activities.8. Analyzes past expenditures and MMS data to identify trends in maintenance

and adjusting maintenance programs as required.



Specialized technical knowledge required in a specific area (building and worksmaintenance). Ability to complete reports and deal with architects and engineers inbuilding design.


Operates within practices and precedents toward specific objectives. Situations areresolved by current knowledge, less interpretive, evaluative.

Accountability D2-P 115

Line accountability for key end result areas (the maintenance of all GNWT owned andoperated buildings and the administration of commercial leases on improved realproperty).

Short Profile +1



Hay Job Evaluation Manual Best Practice.pdf

Documents

Transcript of Hay Job Evaluation Manual Best Practice.pdf