Government of Newfoundland and Labrador
Job Evaluation Project:
Position Description Questionnaire (PDQ)
Information and Training Session
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Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
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Introductions
Agenda:
• Provide you with background and context of the new Job Evaluation
System.
• Introduce the training session objectives, your role and job
evaluation.
• Walk-through the Position Description Questionnaire (PDQ).
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Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
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Training Session Objectives
• Explain your role in the project.
• Ensure you understand what job evaluation is and why the project is
happening.
• Introduce you to the Position Description Questionnaire (PDQ)
and walk you through completion of the PDQ.
• Ensure you know who to contact if you have any questions or
problems.
2
Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
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Project
• Through this project, the Government will define, design and
implement a job evaluation and classification system for the
unionized employees covering the following groups including:
– direct government departments;
– education sector (support staff in College of the North Atlantic, Eastern
School District, Nova Central District, Western School District, Labrador
School District, Conseil scolaire francophone provincial de Terre-Neuve et
Labrador);
– healthcare sector (Eastern Health, Central Health, Western Health,
Labrador-Grenfell Health); and
– selected government agencies (Newfoundland Liquor Corporation, Provincial
Information and Library Resources Board, Municipal Assessment Agency,
Public Utilities Board, Pippy Park Commission).
• 25,000 employees, allocated to over approximately 900 classifications,
will ultimately be covered by this new framework.
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Project Background (cont’d)
• NAPE, CUPE, NLNU and AAHP participated on a joint steering
committee, which was advisory to Government.
• The project has two phases:
– Pilot Phase
– Main Phase
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Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
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Project Objectives
• The overall objective is a modern Job Evaluation System, that is more:
– efficient,
– transparent,
– user-friendly, and
– simple to understand.
• Training sessions for the new system will run from April 22 – June 4,
2010.
• Rating of the Job Class Profiles will be concluded by December 2010.
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Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
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Job Evaluation Project
Roles in the completion of the PDQ:
• Role of the Employee
• Role of the Supervisor/Manager
• Role of the Permanent Head
• Role of the Human Resource Representative
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Introduction to Job Evaluation
Job Evaluation
• A means of determining the relative value of jobs within an
organization.
• Focuses on job content (“what is done”) and not individual
performance or seniority (“how well it is done”).
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Introduction to Job Evaluation
• About Government’s new job evaluation framework:
– It is a point factor framework
– Nine compensable factors have been identified for assessing each
job:
– A compensable factor is a job element that is valued by the organization and that the
organization is willing to pay for
– Must cover the four broad criteria of skill, effort, responsibility and working conditions
Sample Factors
Knowledge
Interpersonal Skills
Physical Effort
Concentration
Complexity
Accountability / Decision Making
Impact
Development & Leadership of Others
Environmental Working Conditions
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Category
Skill
Effort
Responsibility
Working
Conditions
X
X
Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
X
X
X
X
X
X
X
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Introduction to Job Evaluation
How does a Job Analyst measure
different jobs using the same tool?
• The same way you would compare fruit such as apples to oranges…
• Each fruit has certain characteristics that allow you to compare one to
the other, for example:
– Texture (smooth to rough)
– Calories (minimal to high)
– Vitamin content (minimal to high)
– Nutritional value (minimal to high)
– Size (small to big)
– Water content (minimal to high)
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Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
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Position Description
Questionnaire (PDQ)
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Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
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Position Description Questionnaire (PDQ)
Overview
Purpose
• The PDQ is a tool for collecting meaningful job content information that can
be used to evaluate a job against nine compensable factors of the established job
evaluation system.
•The PDQ is designed so that employees can describe their job functions clearly and
accurately.
•The PDQ focuses on requirements of the job, rather than employee performance
or qualifications.
Instructions
•The PDQ can be completed either at work or optionally at home. Please work
with your Supervisor/Manager in advance to determine the most appropriate time and
location for you to complete the PDQ.
•Employers have approved the time needed for employees to complete the
PDQ within work hours.
•The PDQ is signed-off by employee, Supervisor/Manager and Permanent
Head/Designate.
•The completed PDQ should be sent to the Classification and Compensation Division
within 20 working days following PDQ training.
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Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
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Position Description Questionnaire (PDQ)
Overview
Process for completing PDQ
Review
Complete
PDQ,
PDQ and
complete
provide to
assigned
Supervisor
section and
/Manager
sign-off
Employee
Supervisor /
Manager

Meet to
discuss
PDQ


Sign-off that
Email or
PDQ was
Review
mail PDQ
reviewed
PDQ, add
to C&C
with
comments
(provide
Supervisor and sign-off employee
/Manager
with copy)


Permanent
Head /
Designate
HR Unit



Note: For further explanation, refer to pages 3-4 of the PDQ, Process for PDQ
Completion.
!
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REMINDER: Completed PDQs should be signed and returned to the
Classification and Compensation Division 20 days following training.
Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
© Deloitte & Touche LLP and affiliated entities.
Position Description Questionnaire (PDQ)
Overview
Key Points to remember
• The PDQ gathers information on job content (what you do) and not performance (how
well you do it).
• No points are awarded (or taken away) for spelling and grammar. Point form is acceptable and
easy to read or use full sentences. Respond in the way that best allows you to provide a
detailed and concise representation of your job.
• A helpful method is to read through the PDQ, and over the next few days, consider how you
will answer the questions.
• Assume that you are describing your work to someone who is not familiar with your
environment. Use language everyone will understand.
• Boxes and examples – check boxes help you to think through the various types of answers;
we ask you for examples in order to provide more information around why you selected
a particular check box.
• Supervisor comments: the “Supervisor Comments” sections are not intended to be used as
a critique, but to clarify and/or fill in any gaps in information provided. It is best for the
supervisor to meet with the employee and discuss the issue(s) before providing any
comments.
• Employees and supervisors/managers should not change comments by the other
individual. If there is a disagreement after comments are discussed, this should be noted on
the PDQ, Section 16.
• If completing by paper format:
• Use pen only; no pencil.
• Do not use white out - if you make a mistake, cross out and initial changes.
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Completing the PDQ
Section 1: Position Identification
General Description
Thoughts and tips on
completing this
section
• Captures information regarding the position, the employee to complete the
PDQ, the supervisor/manager responsible for review, and the permanent
head/designate who will sign-off on the PDQ.
• Provide your basic contact information and that of your direct
supervisor/manager and permanent head/designate.
Section 2: Overall Purpose of Your Position
General Description
Thoughts and tips on
completing this
section
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• Summarizes the objective(s) of the position in three or four sentences – why
it exists and how it fits within the organization.
• How would you explain your position to someone you meet in an elevator, at
a party, etc.
• This section is similar to the current job summary section of your current
position description.
• Use your current up-to-date position description to help complete this section.
Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
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Completing the PDQ
Section 3: Key and Periodic Activities
General Description
• Describes the various activities that your position is responsible for, to a degree
of detail that would allow someone who does not perform the activities to have
a general understanding of what you do and how you do it.
Thoughts and tips on
completing this
section
• This section is the most time consuming and the most important. Any one
reading the PDQ will refer back to this section for examples and to clarify other
information provided in the PDQ. Please be thoughtful when filling it out.
• Consider how much time you spend on these activities. We’re looking for
an approximation to get a sense of which activities represent the main focus of
your job.
• The timeframe for activities may vary depending on the structure of your
position or type of work performed within your position (e.g. daily, weekly,
monthly, annually, seasonal).
• You have space for 10 key activities and 5 periodic activities; generally, we
have found that for most jobs, 5-7 key activities should adequately describe
the work.
• Think in terms of larger/broader categories of responsibility.
• This section is similar to the duties and responsibilities section of your current
position description.
• Use your current position description to help complete this section.
• In many cases, a critical part of your job may be done periodically – please be
sure to note where this is the case.
To help estimate time percentages, time conversion guidelines are provided.
The approximate percentage of all of your activities adds up to 100%.
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Completing the PDQ
Section 4: Factor 1, Knowledge
General Description
Thoughts and tips on
completing this
section
• Captures information regarding the types of knowledge required to perform
the activities described and how that knowledge is applied and adapted to
complete the activities. Knowledge may be acquired in a number of ways
(e.g., training, school, on the job).
• Refer back to the Key and Periodic Activities you’ve just described – what
kind of knowledge is required to perform those activities?
• Think of knowledge as broadly as you can – how do you learn to do the
job that you do and what types of things do you need to know about? (e.g.
on the job learning, technical tools and systems, processes, the environment,
the industry and other stakeholders).
• Look at what knowledge is required to do your job; not your personal
qualifications.
• It may be beneficial to sit down with your supervisor/manager or HR
representative to discuss this section before you start.
Consider different types of knowledge such as:
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• Computer-based technology
• Instructional methods
• Policies and procedures
• Regulations and legislation
• Technical and operational
• Mathematical
Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
• Health and safety standards and
procedures
• Administrative Procedures
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Completing the PDQ
Section 5: Factor 2, Interpersonal Skills
General Description
• Captures information regarding the individuals and groups that your position
interacts with, how frequently those interactions occur and the types of
communication and interpersonal skills used in those interactions.
Thoughts and tips on
completing this
section
• Who do you interact with, and how/why? Please provide examples of
your position’s regular interactions and the skills that you use when you
interact and communicate with other people.
• Feel free to list any “Other” contacts that you interact with and provide
examples.
• Try to focus on the most critical situations and interactions that are an
on-going part of your job.
• In addition to the check lists, open ended questions are available. Use
this space to try to capture anything that may have been missed (e.g. things
you do infrequently) or specific situations.
Think of situations where you are required to interact or communicate with
others. Consider how you might use some of the following communication or
interpersonal skills:
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• Effective listening
• Influencing/ persuading
• Interviewing skills
• Conflict resolution skills
• Presentation skills
• Moderation/facilitation
• Collaboration
• Listening skills
Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
• Communicating factual, complex
and/or technical information
(verbally or in writing)
• Advocacy skills (speaking on
behalf of someone else)
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Completing the PDQ
Section 6: Factor 3, Physical Effort
General Description
• Explains the degree to which physical effort is required to complete job
activities.
•
This includes:
- Physical exertion and handling
- Manual dexterity (This includes both gross and fine motor skills. Gross skills include
abilities required to control the large muscles of the body for walking, running,
sitting, crawling and other activities. Fine motor skills include small movements of
the hands, wrists, fingers, feet, and toes. )
Thoughts and tips on
completing this
section
- Body postures and movements
- Body control and reflex requirements while using mechanical and other aids to
meet the physical demands of the work.
•
Consider how often effort is required
•
What effect does the effort have (e.g. physical injury)
•
What do you do to manage the effects (e.g. take a break)
Types of Effort:
• Standing on your feet
or sitting at a desk for
long periods of time
• Working in confined
spaces
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• Working with mechanical
tools
• Working with medical
instruments
Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
• Walking
• Lifting
• Pushing
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Completing the PDQ
Section 7: Factor 4, Concentration
General Description
Thoughts and tips on
completing this
section
• Captures information regarding the degree to which visual, auditory and/or
concentration effort is required to complete job activities.
• When providing examples for types of concentration effort relevant to your
position, please indicate:
– How frequently this type of effort is required – occasionally, regularly,
constantly
– The effect that exerting a particular effort has on you – stiff back/neck,
headaches, physical or mental fatigue
– The steps you take to manage those effects – take regular breaks, stand
up and stretch, change focus to another activity
Types of Concentration Effort – Things to think about
Visual
• Staring at a computer
screen
Auditory
• Frequent and/or prolonged
telephone use
• Using multiple monitors
• The requirement to wear and
use a headset on a regular
basis
• Reviewing drawings or
graphics (with many
details)
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• Skills needed to listen to
direct/face-to-face
interactions
Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
Concentration
• Repetitive tasks and or tasks
that require precision (e.g.,
entering/ verifying data)
• Completing multiple tasks
within tight deadlines
• Attentiveness required and
effects of interruptions
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Completing the PDQ
Section 8: Factor 5, Complexity
General Description
• This section focuses on the amount and difficulty of analysis, problem solving,
creativity and/or reasoning required to perform the job. This section measures
the conceptual demands of the position as characterized by:
 Breadth and depth of job scope
 Mental challenge
 Degree of position structure and planning requirements
Thoughts and tips on
completing this
section
• When thinking of problems and/or challenges, think of those that you
resolve and deal with on a regular, ongoing basis.
• Identify the types of routine and non-routine issues and challenges that
the position is required to resolve. Think about, what kind of resources are
available to resolve those issues and how many elements, related and
unrelated, that must be considered when resolving issues and challenges.
Think of the mental effort required to address issues and challenges in terms
of the:
• Do pre-determined processes, procedures, systems and/or routines exist?
• Extent to which data and relevant information is known, readily available and/or easily
accessible
• Degree of analysis, assessment and/or interpretation required for problem solving and solution
definition
• Level of innovation and/or creativity in problem solving
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Completing the PDQ
Section 9: Factor 6, Accountability and Decision-Making
General Description
Thoughts and tips on
completing this
section
• Captures information regarding the types of decisions that the position is
responsible for making.
• This section measures the level of accountability and decision-making
associated with your position.
• Please include examples from your regular, ongoing responsibilities, or that
relate to the activities that you listed in the Key and Periodic Activities
section. Please use examples to illustrate the important impacts of
your position.
• What decisions and actions can you take independently, and for what
do you need approval from others?
• Decision making authority is not always “black and white” – in a team
environment, decisions may be a shared responsibility. How do you assist
the organization in making decisions?
• Where does ultimate accountability lie? Do you offer support to the decision
making process? Which decisions are you ultimately accountable for versus
those that you offer advice and input into?
Characteristics to be considered include:
•
•
•
•
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Level of work review or supervision received
Nature of delegated authorities and prescribed decisions, and processes
Extent to which discretion and independence of action are required
Overall accountability given the nature of the work
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Completing the PDQ
Section 10: Factor 7, Impact
General Description
Thoughts and tips on
completing this
section
• Captures information regarding the types of outcomes that result from the
decisions and actions that your position is responsible and accountable for
and the impact of those decisions and actions.
• Please include examples from your regular, ongoing responsibilities, or that
relate to the activities that you listed in the Key and Periodic Activities or
Factor 6: Accountability and Decision-Making section. Please use examples
to illustrate the important impacts of your position.
• Remember to consider the policies and procedures that are in place to
provide quality and safety checks and manage potential risks.
• When providing examples, try to think of consequences that are the
result of the informed, thoughtful choices that you make, not the result
of negligence, inability and/or inexperience.
• Where are the results typically felt? If you are part of a process, do your
decisions impact other employees, programs and processes? If you have the
“final say”, do your decisions have a direct impact on customers or
stakeholders?
Given the decisions that you make and the accountabilities that you have,
consider the impacts on:
• Technical information
• Material resources
• The community
• Public safety
• Financial resources
• Employer’s public image
• Customers / clients / patients
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Completing the PDQ
Section 11: Factor 8, Development & Leadership of Others
General Description
Thoughts and tips on
completing this
section
• Captures information regarding the activities and behaviours that your
position is responsible for carrying out that contribute to the development
and/or leadership of other employees.
• Please include examples from your regular, ongoing responsibilities, or that
relate to the activities that you listed in the Key and Periodic Activities
section. Please use examples to illustrate the important impacts of
your position.
• What do you do to lead, help lead or develop people in your organization?
There are many ways that you can provide leadership within your work
group, function and/or department (e.g., providing advice and guidance,
scheduling the work of others, providing orientation to new colleagues/peers,
providing technical mentorship).
• This section focuses on formal and informal development and leadership
responsibilities that are a responsibility of your job.
• If you supervise people, who do you supervise and what are the activities
and responsibilities that you carry out in this regard?
Be sure to provide at least one example to illustrate the check boxes that you
have selected. Examples are essential to providing a clear picture of how you
contribute to leading and developing others.
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Completing the PDQ
Section 12: Factor 9, Environmental Working Conditions
General Description
Thoughts and tips on
completing this
section
• Captures information regarding the working environment in which the
activities performed by your position must be completed.
• This factor recognizes the physical and psychological environment in
which the work must be performed. Consider the environment in which
you are required to work (e.g. warehouse, marine vessel , laboratory, outside,
office cubicle).
• How frequently and/or regularly do you encounter these types of
conditions?
• What kind of precautions do you have to take? Are there any inherent
health and safety issues, whether frequently, occasionally or infrequently?
• This factor also considers the requirement for work-related overnight travel
(not commuting) and the requirements to be on the road overnight or for
days at a time.
• This factor is intended to measure working conditions that have a potential
adverse effect on your position but are still essential to your position. It
does not look at conditions that, if they were to be removed, you could still
perform all of the activities required.
This factor considers the environmental working conditions that are “inherent
to your job”, not those conditions that are the “result of the workplace”.
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Completing the PDQ
Section 13: Your Comments
• This section provides space for you to make any additional comments regarding your position, the
questionnaire, and/or the process of collecting job information.
Section 14: Evaluation
• This section includes an evaluation of the training and support provided for completion of the PDQ as well
as an overall assessment of the PDQ.
• Please take the time to complete as feedback will be used to make improvements to the questions,
training and support provided for the PDQ. This section should take at most 5 minutes to complete.
Section 15: Supervisor/Manager Comments
• This section provides space for your Supervisor/Manager to make any additional comments regarding
your position.
• This is the ONLY section to be completed by supervisor/managers.
Section 16: Employee, Supervisor/Manager and Permanent Head/Designate
Discussion Notes
• This section is used to add any additional comments based on employee and Supervisor/Manager review
and discussion of the PDQ.
Section 17: Employee, Supervisor / Manager, and Permanent Head / Designate
Signatures
• Once the Supervisor/Manager and Employee have completed and reviewed each section, the final page
of the PDQ must be signed by both and then provided to the Permanent Head/Designate to review and
sign-off. Note: If completed electronically, names should be typed.
• This signature is to acknowledge each party has completed their section and reviewed the PDQ together.
Signature does not mean agreement on content.
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Questions During the Process
Contact Information
• As you complete your PDQ, if you have any questions or concerns regarding how to
respond to a question or section, or questions on the process of completing and
submitting the PDQ, you should reach out to your Supervisor/Manager, your HR
Department, or the Classification and Compensation Division.
• For any other project related questions (i.e. questions not concerning the completion of
your PDQ), also contact the Classification and Compensation Division at,
Email: JES@gov.nl.ca
Telephone: 709-729-3383
Toll-free: 1-888-729-3383
Once all participants have signed in the appropriate sections, the Supervisor/Manager or HR
Unit must submit the completed PDQ document to the Classification and Compensation
Division by email (JES@gov.nl.ca) or mail:
!
Classification and Compensation Division, PSS
P.O. Box 8700
St. John, NL A1B 4J6
PDQs should be submitted within 20 days of training.
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Government of Newfoundland and Labrador Job Evaluation System, PDQ Training
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Questions and Feedback
?
Any
questions?
If you
are unaware of what the corporate or BU/OU
objectives
are,
howtodo
you know
if what
you are doing from
Anything
you
want
review
in greater
detail?
day-to-day
is contributing
Any
additional
feedback? to AECL success?
THANK YOU
For participating in this information and training session
27
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Appendix: List of Acronyms
• JES – Job Evaluation System
• PDQ - Position Description Questionnaire
• C&C - Classification and Compensation Division
• PSS – Public Service Secretariat
• NAPE – Newfoundland and Labrador Association of Public and Private
Employees
• AAHP - Association of Allied Health Professionals
• NLNU - Newfoundland and Labrador Nurses Union
• CUPE - Canadian Union of Public Employees
• PCN – Position Control Number
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Appendix: Definitions
•
Job evaluation - a means of determining the relative value of jobs within an organization
•
Position – total work assignment of an individual employee comprised of specific
duties/responsibilities
•
Job – the total collection of tasks, duties and responsibilities assigned to one or more
individuals whose work is of the same nature and is performed at the same level
•
Job Family – a group of jobs having the same nature of work (e.g., nursing) but requiring
different levels of skill, effort, responsibility and/or working conditions
•
Position Description – a description of the work within your position
•
Job Description – a description of the work required for a group of individuals doing the
same work
•
Classification Specification – document currently used by Government to define the type
of work performed within a specific job. Includes illustrative examples of work, desirable
experience and training
•
Job Class Profile – document that will result from PDQ. Includes job summary, main
activities, and summary requirements for each job category / factor (skill, effort,
responsibility, working conditions)
•
Benchmark Job – a standard job used for making comparison to develop or validate a job
worth hierarchy
•
Position Description Questionnaire (PDQ) – a tool for collecting job content information
that can be used to evaluate a job against the established job evaluation system
29
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