W TW Paterson Plus Job Evaluation User Guide

PatersonPlus
Job Evaluation
User Guide
PatersonPlus Page i
PatersonPlus
Job Evaluation
User Guide
Contents Page No
Introduction ......................................................................................................................................................... 1
1 PatersonPlus Job Evaluation..................................................................................................... 1
2 PatersonPlus Job Evaluation Process ..................................................................................... 2
2.1 Banding the Role ................................................................................................................................... 2
2.2 Grading the Role .................................................................................................................................... 2
3 When to Grade? .......................................................................................................................... 3
4 Organisation Structure Terms ................................................................................................... 3
5 Levels of Work ............................................................................................................................. 4
6 PatersonPlus Band Descriptors ................................................................................................ 5
7 Paterson Grade Map ................................................................................................................... 7
8 PatersonPlus Banding Decision Tree ....................................................................................... 8
9 Description of the Sub Grading Factors ................................................................................. 10
9.1 Factor 1: Variety ................................................................................................................................... 10
9.2 Factor 2: Complexity............................................................................................................................ 11
9.3 Factor 3: Cycle of Activity ................................................................................................................... 12
9.4 Factor 4: Clues ..................................................................................................................................... 13
9.5 Factor 5: Result Management, Accuracy and Tolerance .................................................................. 14
9.6 Factor 6: Work Pressure/Working Conditions (A to D Band) ........................................................... 15
9.7 Factor 6: Risk (E and F Band) ............................................................................................................. 16
9.8 Factor 7: Supervision ......................................................................................................................... 17
9.9 Factor 8: Continuum of Skills and Expert Knowledge ..................................................................... 18
10 Sub Grading Factors by Band ................................................................................................. 19
A Band ............................................................................................................................................................... 19
B Band ............................................................................................................................................................... 20
C Band ............................................................................................................................................................... 22
D Band ............................................................................................................................................................... 24
E Band ............................................................................................................................................................... 26
F Band ............................................................................................................................................................... 28
11 Glossary of Words .................................................................................................................... 30
11.1 Administrative, Clerical and Operations Tasks ................................................................................. 30
11.2 Process; System; Routine................................................................................................................... 30
11.3 Resources............................................................................................................................................. 30
11.4 Outcome, Output Result ...................................................................................................................... 30
11.5 Functional Knowledge ......................................................................................................................... 30
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PatersonPlus Page ii
11.6 Function ................................................................................................................................................ 30

11.7 Range of Disciplines ............................................................................................................................ 31
11.8 Discipline .............................................................................................................................................. 31
11.9 Technical Knowledge .......................................................................................................................... 31
11.10 Theoretical Knowledge ........................................................................................................................ 32
11.11 Control of Resources........................................................................................................................... 32
11.12 Function ................................................................................................................................................ 32
11.13 Probabilistic Outcome ......................................................................................................................... 32
11.14 First Principles – Testing Theories..................................................................................................... 32
PatersonPlus Page 1
PatersonPlus
Job Evaluation
User Guide
Introduction
Only persons who have been trained and certificated in the Paterson principles and PatersonPlus
system may use this rating scale. Any persons who are not trained and authorized to do so constitute
both a breach of professional ethics and an infringement of copyright.
1 PatersonPlus Job Evaluation
1. Grade the job and not the employee.
2. Acting roles do not qualify for grading unless it is permanent responsibility of the job. In such
cases it must be reflected as part of the normal job content.
3. To evaluate a job, start reading the broad-band definition, i.e. A-Band then B-Band etc. Continue
reading progressively and cumulatively until you reach the Band that best describes the job
content.
4. The Decision Tree Questions can be used to guide in the Banding of the Job. Once the correct
Band has been identified it should then be chosen.
5. The next step is to start reading and applying the sub grading factor. Each sub grading factor’s
statements must be read in consecutive steps, and the applicable statement must then be
selected.
6. At any level of the scale all previous statements are understood to apply. When a statement is
too high, nothing may be considered at or beyond that statement on the scale.
7. All statements selected should be based on critical incidents and factual situations for which the
evidence is clear, definable and verifiable.
8. Supervision is influenced by the scope and complexity of the structure within the supervisor/
manager’s responsibility.
9. The continuum of skills factor is used in cases where the first three sub grading factors Variety;
Complexity and Clues have been fully and objectively applied and where there is an advanced
application of skill required in the job (B-Band and C-Band).
10. The expert knowledge factor is only used in cases where the first three factors Variety;
Complexity and Clues have been fully and objectively applied and where there is an advanced
application of expertise required in the job to perform the job competently (C-Band and D-Band).
PatersonPlus Page 2
2 PatersonPlus Job Evaluation Process
Step 1: Band
2.1 Banding the Role
Each job is graded firstly in terms of the Paterson banding rules.
F Band: Policy Decisions
E Band: Programming Decisions
D Band: Interpretive or Probabilistic Decisions
C Band: Routine Decisions
B Band: Automatic Decisions
A Band: Defined Decisions
Step 2: Grade
2.2 Grading the Role
Once the band for the Job is established the role can be graded based on eight sub-grading factors.
1. Variety
2. Complexity
3. Cycles of Activity
4. Clues
5. Results Management, Accuracy and Tolerance
6. Work Pressures / Working Conditions / Risk
7. Supervision
8. Continuum of Skills and Expert Knowledge
PatersonPlus Page 3
3 When to Grade?
Graded when: Don’t Grade when:
There is more
The role does not The changes to the
It is a new role in “volume” of work
fit the band role are not
the business for a role i.e. there
descriptor substantive
are more tasks to
do in the role
There has been To reward the
There has been When there is a
significant changes individual in the
significant new employee in
to accountabilities role or if there are
structural change the role
and responsibilities concerns around
in the role pay
4 Organisation Structure Terms

Business Unit
The company or organisation.
Division
Parts of a business unit and the highest descriptor within a business unit.
Typically found in large companies and organisations.
Department
Departments are parts of the Business Unit that differ in size and complexity dependent on the
organisations own size. Departments can be within a division of a larger company, organisation or
stand-alone structure.
Section
Parts of a department describing independent operations
PatersonPlus Page 4
5 Levels of Work
Band Descriptor
Broad
Band
Paterson Decision
PatersonPlus Typical Roles EEA2 (EE Report)
Levels
Board Level.
Policy Decisions:
F– Executives of large
Setting the Policy Decisions major national and Top management
Band
organisational vision. multi-national
corporations
Executives of
subsidiary
organisations to large
Programming
major national and
Decisions:
E– Programming multi-national
Tactical; turning vision corporations Senior management
Band Decisions
and strategy into
Executives of medium
business plans
to intermediate single
unit sized
organisations.
Executives of small to
Interpretive or medium size
Probabilistic organisations.
Decisions: Professionally qualified
Management roles
D– Interpretive or and experienced
Band Works within business Probabilistic Decisions Professionally specialists and mid-
plans and budgets, Qualified Subject management
interprets elements of Matter Experts and
the budgets Experienced
Specialists.
Process or Systems
Skilled, Technical and Skilled technical and
Decisions:
Academically Qualified academically qualified
C– Skilled work, where a Employees. workers, junior
professional or Routine Decisions
Band Junior Management, management,
technical qualification supervisors, foremen,
Supervisors, Foremen,
AND experience is and superintendents
Superintendents.
required
Operative or Sub-
System Decisions:
Semi-skilled work Clerks, Operators, Semi-skilled and
B–
where knowledge AND Automatic Decisions Drivers, Administrative discretionary decision
Band
experience are Roles. making
required, limited
procedures
Defined Decisions:
A– Basic skilled work General Workers, Unskilled and defined
Defined Decisions
Band takes place within Assistants, Cleaners. decision making
procedures
PatersonPlus Page 5
6 PatersonPlus Band Descriptors
A Band
Defined Decisions
• Instructions given to the job are verbal in nature.

• Work is done based on received specific instructions.
• All tasks are based on set procedures.
• The equipment to be used in performing the job is limited and specified.
• Work cycles takes one working day or less to complete.
• Completed task are immediately identifiable.
• Training period is minimal (less than 1 month continuous on the job training).
B Band
Operative or Sub-System Decisions
• Knowledge of specified Operations, or of a Sub Discipline / System is required.

• Variable but limited work situations may occur and can be solved through previous experiences.
• Different ways of accomplishing the job could make significant difference to the end result.
• Acceptable standards of proficiency and work performance can only be obtained through additional
experience and practice.
• The best tools or equipment to use are limited by the job role.
• Work cycles takes one working day to a month to complete.
• Acceptable work outcomes are not known immediately, but within a short time – one day to two months.
• Continuous training required is more than one month and possibly up to three years.
• Skills required for the Job can be taught in both an informal/formal or job-related environment.
C Band
Process or Systems Decisions
• Knowledge of specified Integrated Operations or a Discipline / System is required.

• Work consists of a combination of integrated operations where the end result is predetermined.
• Knowledge based Discipline theory and practice combined with procedures and processes are required.
• Practical and theoretical principles are required to do the work.
• Diagnosis of problems and solution development may vary according to changing work situations.
• The job has to choose or take decisions regarding which technique or approach will be followed.
• Work cycles takes a month to a year to complete.
• Acceptable work outcomes are not known immediately. Can take from a month to 1 year.
• Problem solutions are based on acceptable technical or functional knowledge and experience
• Requires more than three years of continuous training (to the level of Discipline Knowledge of a Degree /
3-year Diploma / Artisan Trade Qualification) after a Grade 12 level of education
PatersonPlus Page 6
D Band
Interpretive or Probabilistic Decisions
• Management involves the development of organisation systems, processes and budgets.

• Professional roles that require expert knowledge in the development of organisational systems, processes
and budgets.
• Requires an understanding the detailed working of a department or a number of departments within the
organisation.
• Coordination of skills outside the Jobs own skills area may be required.
• An understanding of the industry, products and services supplied is required.
• Requires insight in the business as well as the environment in which it functions to ensure relevant
research and design work can be carried out within limited boundaries or guidelines.
• Responsible for interpretation and implementation of plans and/or budgets for a major function (such as
operations, marketing, finance, human resources).
• Ensures that effective planning and instructions given within a functional area are effective at that level.
• Work cycles takes a year to complete.
• Acceptable work outcomes are not known immediately. Outcomes may take up to three years to identify.
• Requires more than 5 years of continuous experience after a tertiary qualification is obtained.
E Band
Programming Decisions
• Decisions are guided by the limits set by the organisation strategy/vision.

• Responsible for the overall development of long range programmes, plans and budgets for the business
unit from the strategy/vision.
• Decisions relate to the implementation of strategic decisions and sets the framework to reach the
company's goals.
• Decisions impact on and involves the development of organisation systems processes and business unit
plans.
• Decisions relate to establishing overall business unit budgets and capital budgets to ensure the optimal
use of resources.
• Involvement with the generation of business unit profit and taking significant calculated risks in an
uncertain environment.
• Formulation of recommendations after involving the judgement of high-ranking specialists and advisor.
• Decisions demand active involvement in the long-term (typically 5 years upwards) regarding business unit
plans and/or budgets for a major function or group of function.
PatersonPlus Page 7
F Band
Policy Decisions
• Develops the vision and goals for the organisation's business unit (s) overall direction.
• Overall responsibility for long term policy decisions within widest limits of discretion.
• Decisions are made at the Main Board level and involves the organisation in its totality.
• Involves major organisational change with large-scale resource expenditure.
• The limits are wide and, in many cases, are only specified by the laws of the land.
• Decisions are difficult to reverse once they are implemented.
7 Paterson Grade Map
Band A B C D E F
Grade 1 2 3 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5
Executive Team Board Members
Management
Senior Mngt
Management
Foreman
Supervisor
Senior
Professional/Expert
Professional
Professional
Technician
Administration
Operators
PatersonPlus Page 8
8 PatersonPlus Banding Decision Tree
1. Is the role responsible for the Mission and Vision of the organisation (its reason for existence)?
2. Is the role involved in developing long term policy decisions within the widest limits of discretion for
the business?
3. Do these decisions involve answering the following questions:
a. What business are we in?
b. What is the purpose of the organisation?
c. How will these decisions impact the industry or even the economy?
YES = F BAND
NO
1. Does the job involve decisions on the long-term programmes, plans or budgets for a major function
or groups of functions where co-ordination across the entire business unit or major functions is a
critical activity?
2. Do such programmes, plans or budgets stem from statements of Mission and Vison Policy and
decisions made in F Band?
3. Does the job require the employee to set objectives for the functional area/s and to allocate
resources to meet Business Unit objectives?
YES = E BAND
NO
1. Does the job involve taking decisions to interpret the overall programme and develop plans to make
the programme work within that Departmental area?
2. Do such plans detail the specific organisation, systems and processes which will be followed as
routine procedures in the future to meet the set objectives of the Department?
3. Does the job involve translating the plan into action, making best use of the Human Resource, Budget
and Process /Equipment?
YES = D BAND
NO
1. Does this job require a thorough understanding of the specific discipline / theory / systems behind the
processes used in the job before the job can be done successfully?
2. Does the job have a predetermined end result?
3. Does the job have choice in interpreting, analysing and developing work solutions to achieve the set
end result?
YES = C BAND
PatersonPlus Page 9
NO
1. Does this job require a thorough understanding of the specific sub discipline / sub theory / sub
systems behind the processes used in the job before the job can be done successfully?
2. Does the job have incidences or situations which cannot be foreseen which means that the job
cannot be completely "procedurised" and there must be some experience in the job before it can be
done successfully?
3. Does the job entail deciding how best to carry out the operations within the process which has been
selected, i.e. regarding tools, sequence, timing, etc.
YES = B BAND
NO
1. Is the job completely defined, involving only simple decisions on how the elements of an operation
are carried out, e.g. how fast or slow to work?
2. Is the job defined by the very nature of the tool/implement to be used and the process or procedures
in the work place?
3. Can the job be completely procedurised with all possible occurrences foreseen and catered for, e.g. “If
this happens, do that; if that happens, do this - and if something extraordinary happens call the
supervisor”.
YES = A BAND
PatersonPlus Page 10
9 Description of the Sub Grading Factors
9.1 Factor 1: Variety
Range of tasks that make up the job. Positions which require an individual to possess different skill sets
in order to perform job duties are known to have a high skill variety.
Variety Examples
Variety
Level A – Band B – Band C – Band D – Band
Reconciliation of a Management of and

File, sort mail.
Clean and sweep. single account. administration section.
Lower Operate pallet
Dig a trench. Low pressure Manage a welding
wrapping machine. workshop.
plumbing.
Management of sales
department.
Factory accountant, Workshop and/or
Site security Secretarial, debtors,
technical training Warehouse
checking. creditors, storekeeping.
officer. management.
Higher Clean and unblock Driving or operating
HV Electrician, Management of finance
conveyor belts in and large trucks or heavy
Millwright, electronics department.
outside factory. equipment.
technician.
Management of
maintenance
department.
9.2 Factor 2: Complexity
Tasks have diverse and autonomous but interrelated and interdependent components or linked parts.
Tasks require an understanding of final work outputs.
The correct level in the COMPLEXITY factor is arrived at through estimation or judgment of the number
of parts or factors, type and number of their interrelationships and interconnections, number of
unknowns, and degree of uncertainty.
Complexity Examples
Complexity
Level A – Band B - Band C – Band D – Band
Selling, ordering and Analysis of a factory’s

Driving light vehicle,
arrange for delivery forecasting and costing
Factory bulk loading collecting and
of parts for listed data.
operator. delivering mail.
Lower equipment.
Managing a
Weighing raw Answering the
Administration and mechanical service
materials. switchboard and
account for raw centre (staff, parts,
welcoming visitors.
materials depot. budgets etc.).
Development of a
multi-product and/or
services company
marketing and sales
budget.
Management of a
Orientation of visitors Analysing biological multi-disciplinary
Driver assistant – waste materials for
regarding company finance department
unloading and safe disposal.
safety rules. (financial and
predetermined
Signing on staff – Designing electrical management
merchandizing.
Higher medical aid and switchboards to client accounting, treasury,
Signing in and pension etc. specifications. payroll etc).
checking equipment
Installing vehicle brake Developing New product research.
(laptops etc) of
pads and setting brake structured interview
visitors. Production facilities,
fluid levels. questionnaires. equipment, layout,
process design to meet
a range of legislative
guidelines (e.g. OHSA,
Environmental,
hazardous substances
etc.).
9.3 Factor 3: Cycle of Activity
The time period or time cycle it takes to complete all the sequential tasks, operations, routines,
processes, budgeting, strategic plans etc.
This will be the time required to complete one cycle of an operation; or to complete a function, job, or
task from start to finish. Cycle time is used in differentiating total duration of a process from its run time.
Cycle of Activities Examples
Cycle of Activities
Level A – Band B - Band C – Band D - Band
Purchasing and Training needs

expediting of parts. analysis and approval
Daily data typing.
Packing of bags on a Reconcile monthly by line management.
Lower Delivery and collection
pallet. production data. Developing and
of mail.
Train, assess and presenting a
write reports. departmental budget.
Prepare monthly
Furniture delivery and financial reporting
acceptance by packs for New product
customer. incorporation in final development, product
A dayshift or reporting pack. testing and production
Telephone sales and guidelines.
Higher nightshift security
order placing. Design product
guard. Negotiations with
packaging.
Arranging and major supplier for
agreeing dates for Preparation and longer term contracts.
conferences. advice on disciplinary
process.
9.4 Factor 4: Clues
The information which is available in identifying or diagnosing a problem and finding the best acceptable
solution. This information will lead the job holder towards the solution of a problem.
Direct Clues: The information provided is sufficient for the identification of a problem. The solutions
might be found nearby and helps to explain the meaning of the information gathered.
Indirect Clues: Information which does not at first acquaintance appear to be directly related to the
problem but will, on due reflection, play its part in arriving at a solution.
Alternatives Clues: The different courses of action (or solutions) that can reasonably be applied to a
problem. A problem does not exist unless there are at least two possible courses of action available.
Contradictory Clues: The information differs to the degree where it is inconsistent, incompatible or
cannot be fully utilised. Decisions require the development of best outcomes and generally require
choices to be made that involve conflicts in time, cost and quality elements to achieve the acceptable
outcome
Complex Clues: The information required to identify the problem is not obvious and alternative methods
of gathering information may be required. The ability to understand which rules could be applied to
solving the problem.
Abstract or Vague Clues: Information is presented in a broadly defined theoretical way. The information
required is incomplete and needs extrapolation based of expert information and predicting the possible
outcomes. The development of future scenarios based on the information gaps will assist in developing
a solution.
Conceptualisation: Development of ideas/concepts using theoretical principles as a frame of reference.

Thinking outside the normal framework and rules. Then develop solutions and apply these to achieve
successful outcomes.
Clues Examples
Clues
Level A – Band B - Band C – Band D - Band
Approve annual
production plan.
Printing is fading while Identify spares store
The desk looks dirty. Agree on over-time
printing. stock shortages.
Lower The lawn mower budget.
Vehicle starter does Quality check of
sound funny. Submit prices and
not engage. product.
capital budget for pool
vehicle purchase.
Development of pricing
Develop quality increase schedules for
Collect a debt from standards for new major products.
regular customer. product ingredients. Develop budget with
Selling product Develop a input cost (raw
Collects samples in materials etc.),
Higher benefits to customer. customised computer
various locations. production/service cost
programme
Arranging catering for (equipment, utilities
annual company Calculate material etc.) staff cost
conference. tender prices for a (permanent,
building project. temporary, outsourced
etc).
9.5 Factor 5: Result Management, Accuracy and Tolerance
Results: The management of work inputs to achieve the goals as set to determine if results are met.
The measurement of the job output.
Accuracy or Speed: The performance of the allocated work within set parameters which may include
accuracy or speed to achieve results. Accuracy in the context of job results means that the end result
should be absolutely correct.
Tolerance: The level of tolerance, variation or the permissible range of within which the end result must
be achieved. Certain jobs in an organisation require greater accuracy than others.
Result Management, Accuracy and Tolerance Examples
Result Management, Accuracy and Tolerance
Level A – Band B – Band C – Band D - Band
Service a motor
Operate a filling vehicle according to
machine. service schedule. Adherence and
compliance to the
Wash a vehicle. Copy committee Complete customer prescriptions of the
Lower
Sweep a parking lot. meeting minutes. survey. management policy,
relevant SOPs and
File according to filing Follow up purchase legislative prescripts.
system. requisitions with
purchasing office.
Develop tender
Do a balance sheet. specifications for heavy
Issue product orders.
Reconcile and check equipment
Invoicing and payment manufacturing.
Valet a vehicle monthly salaries.
Higher of invoices.
Clean an office Develop financial risk,
Compile ISO 9002
Type costing compliance and
documentation
schedules. management
(SOP’s etc.).
assessment systems.
9.6 Factor 6: Work Pressure/Working Conditions (A to D Band)
The urgency created by the time constraints on delivery of the output, this includes but is not limited to
interruptions and breakdown of equipment, delay in supply of data, raw materials, final products.
Mental pressure is the level of stress, tension and anxiety encountered in a job and is impacted on by
the intensity, duration, and frequency of element which are an expected part of the work processes or
environment.
The conditions in which an individual or staff works, including but not limited to such things as workplace,
physical effort, environment – stress, noise levels, heat, dust degree of safety or danger and hazards.
Working conditions refers to the working environment and all existing circumstances affecting labour in
the workplace.
Physical Hazards: The most common hazards and are present in most workplaces at some time.
Examples include: frayed electrical cords, unguarded machinery, exposed moving parts, constant loud
noise, vibrations, working from ladders, scaffolding or heights, spills, tripping hazards. Usually most of
these hazards are addressed by way of safety policies and procedures. In the situations where the root
cause cannot be address e.g. heat, noise etc the supply of safety clothing and other methods are used
to minimize the impact.
Discomfort: This is the type of work where the body position and/or working conditions put a strain on
the body and are difficult to identify. Examples include: poor lighting, improperly adjusted workstations
and chairs, frequent lifting, repetitive or awkward movements. Usually most of these discomforts are
addressed by way of housekeeping and safety policies and procedures. In the situations where the root
cause cannot be address e.g. lifting, awkward movements etc other methods are used to minimize the
impact.
Chemical Hazards: This will be exposure to any chemical preparation (solid, liquid or gas) in the
workplace. Examples include: cleaning products and solvents, vapours and fumes, carbon monoxide
or other gases, gasoline or other flammable materials.
Biological Hazards: This will come from working with people, animals or infectious plant material.
Examples include: blood or other bodily fluids, bacteria and viruses, insect bites etc.
Work Pressure/Working Conditions Examples
Work Pressure/Working Conditions
Level A – Band B – Band C – Band D - Band

Assemble
customised engine
Cleans the same Drives a vehicle on a Adjusting a production
mounting systems.
suite of offices every specific route every plan after a minor
Selling of products to
day. day, traffic can cause breakdown.
in company
Lower Sweeps store and delays in delivery time. Review and update
departments and to
packs boxes (less Type budget schedules import budgets after
external customers
than 10kg) on often with specific exchange rate
(has authority to
delivery vehicle. deadlines. changes.
negotiate on bulk
delivery – 5% to 10%.
Communicates and Develop a legal brief
Reconciliation of all
sets agenda’s and regarding industrial
physical stock in final
activity schedules for action.
Packs boxes or bags product store with
management Optimise maintenance
continuously. electronic stock
Higher meetings. operations, using best
Works in a furnace levels.
Transportation of available tools and
area. Quality control of final
heavy loads over long procedures in order to
product to raw
distances on a set maximise equipment
material quality.
deadline. availability.
9.7 Factor 6: Risk (E and F Band)
A probability or threat of damage, injury, liability, loss or any other negative occurrence that is caused
by external or internal vulnerabilities within a business, and that may be avoided through pre-emptive
action.
The probability of loss inherent in an organisation's operations and environment, such as competition
and adverse economic conditions that may impair its ability to provide returns on investment or fulfilling
its mandate.
Strategic Risks: These affect your business’ ability to reach the goals or objectives outlined in your
business plan. They could be due to the effects of changes in customer demand or technological
evolutions and could pose threats to your business in regard to how your products or services are
viewed and perceived by your customers.
Financial: Financial risks are part of the financial structure of your business, business transactions, and
the financial systems you use.
Employee Risks: Although employees are vital to business success, there are risks associated with
having employees. Some risks include key staff being ill and unable to work at an important or extended
time or an industry strike action.
Compliance Risks: Compliance risks are part of the laws and regulations that must met, such as
taxation, employment, health and safety.
9.8 Factor 7: Supervision
Supervision is the direct reporting relationship with subordinate positions. The purpose of supervision
is to give direction or work tasks, and usually includes different methods of monitoring the work being
carried out as well as a review after the work has been completed.
Supervision includes the following three rights:
• Right to Assign Tasks
• Right to Asses Performance
• Right to initiate disciplinary procedures.
Where there is supervision:
• Supervision in a band below the position being graded will be assessed on factor 1.
• Supervision in the same band and the position being graded will be assessed on factor 2.
The scope of supervision:
• Scope refers to the number of unique jobs that report to the position being graded.
• Breadth of supervision refers to the number of different disciplines being supervised.
There are positions that will supervise the output of closely related work but will have no supervisory
responsibility regarding the job holder. This type of supervision however does not meet the rules used
for grading as supervision.
The A-Band does not allow for supervision. The supervisory element exceeds the content of A-Band
jobs. A-Band jobs are supervised at the lower B-Band.
9.9 Factor 8: Continuum of Skills and Expert Knowledge
Continuum of Skills
Advanced skill required by the job holder through training, experience and education. The evidence of
proficiency, capability, or dexterity exceeding the normal expectation of work input and output, which is
acquired or developed through training or experience.
Expert Knowledge
Recognition is given to:
• Increasing specialisation in some jobs.
• Increased breadth of general knowledge.
• Jobs that require incumbents to know more about a deeper, narrower field of
specialisation.
• The requirement of the job holder to know more about a greater number of disciples or
functions.
Experts have a prolonged or intense experience through practice and education in a particular field.
The measurement of expert knowledge reflects the level of expertise of a job holder.
The individual is widely recognised as a reliable source of techniques or skills whose faculty for judging
or deciding correctly, impartially, or intelligently and is accorded authority and status by peers or the
public in a specific well-distinguished domain.
Using the Continuum of Skill and Expert Knowledge Factors
1. These factors are only applicable to jobs that have been fully assessed on factors 1 to 6
2. Continuum of skill applies to jobs in the B and C Bands:
The continuation of skills is applicable in positions where the factors:
Variety; Complexity and Clues have been fully explored. Only then can this factor be considered.
Elements that are considered is the need in the job to apply skills of a higher nature than normally
expected in similar jobs but has not yet reached the next broad band.
3. Expert Knowledge applies to the C and D Bands:
Expert knowledge is applicable in positions where the factors:
Variety; Complexity and Clues have been fully explored. Only then can this factor be considered.
10 Sub Grading Factors by Band
A BAND
Defined Decisions
Basic Skilled work takes place within procedures
Variety
1. A single task or tasks that are similar in nature
2. A number of different tasks that are combined but still closely related
3. Different tasks that are combined that are either not closely related or requires locational changes
to complete.
Complexity
1. Tasks are repetitive and needs little or no further training
2. Tasks require a choice within a limited range of tools/equipment
3. Tasks are combined and require coordination with other jobs or have direct contact with
customers.
Cycle of Activities
1. Tasks are repetitive and can be completed within one to three hours
2. Tasks are limited and completed within a working day.
Information Clues
1. Clues are obvious and includes visual; sound; smell and taste as identifiers
2. Clues are not obvious, and identification is based on the job experience
3. Clues can only be identified through experience and after a basic level of on the job training.
Result Management (Including accuracy, tolerance and speed)
1. Work tolerance/accuracy required is low and errors have little or no impact on work results
2. Work tolerance/accuracy requires on the job training and experience, greater accuracy required
for most of the tasks.
Work Pressure – The Decision Complexity in Terms of the Urgency and Feedback
Time Span
1. Work schedules are set in advance and tasks are similar in nature and/or physical effort is required
for at least 4 hours during the working day
2. Tasks in the job are different in nature and may lead to situations where unpredictable deadlines
occur and / or uninterrupted physical effort for most of the day
3. Uninterrupted physical effort, adverse or hazardous working conditions for most of the day.
B BAND
Discretionary, Operative, Sub-System or Automatic Decisions
Semi-skilled work where knowledge and experience are required, limited procedures
Variety
1. Works within standardised administrative procedures or the operation of equipment with very
limited applications
2. Works within general administrative guidelines and/or operations that are procedurised and
variety is based on the choice of work sequence
3. Works within general administrative and/or operational guidelines, instructions may result in
significant changes in task variety
4. Requires knowledge and experience across a range of administrative procedures or equipment

applications and may result in tasks outside the normal job role.
Complexity
1. The job is made up of tasks that are closely related in complexity
2. Tasks are more complex where procedures direct some of the expected outcomes and/or
equipment used require specific operation training
3. Equipment and procedures used require interpretation of specific situations before application
and/or mobile equipment requires specific industry training and load capacity is limited to less
than 16 000kg
4. Proficiency in the job requires the combination of knowledge and experience of departmental
procedures and/or mobile equipment requires specific industry training and load capacity is limited
to more than 16 000kg
Cycle of Activities
1. Work can be completed in a single working day or shift
2. Work cycle is limited to a working day and requires priorities to be set for the following day or shift
handover
3. The work cycle extends over several days or shifts to complete
4. Work cycles can only be fully finalised after feedback from internal or external customers.
Information Clues
1. Clues are mostly obvious but require training and experience to identify
2. Clues are identified by referring to administrative and operations procedures
3. Clues are identified through referencing similar situations and expected outcomes
4. Clues are identified by combining knowledge and experience of departmental procedures
1. The accuracy requirements of the tasks are incorporated in the operating procedures
2. Accuracy is set within performance specifications for each task or cluster of tasks
3. Accuracy is consistently required in the job in a wider variety of performance specifications within
a range of tolerance and speed requirements
Work Pressure - the decision complexity in terms of the urgency and feedback time
span
1. Most tasks are prioritised or planned in advance with short periods that interrupt a predictable
work flow and/or limited discomfort, or hazardous situations exist
2. Tasks differ in nature and the choice of standardised solutions impacts regularly on the completion
of the outcomes or outputs
3. There is a need to deal with situations which require consideration of various solutions that impact
on the time frames for completion.
Supervision
1. No
2. One to four unique Jobs in a lower Band
3. One to four unique Jobs in the same Band
4. Five or more unique Jobs in a lower Band
5. Five or more unique Jobs in the same Band.
Continuum of Skill
1. No
2. ONE STEP - The skills required for the job are moving towards the next Band. Skills have
developed which allows the job to solve a range of problems in a short time. The job requires input
into decisions made by the higher Band.
3. TWO STEPS - The job content has elements that meet the rules of the next Band. Competencies
allow high level input into the higher Band.
C BAND
Routine, Process and System Decisions
Skilled work, where a professional or technical qualification and experience is
required.
Variety
1. Tasks consisting of a variety of elements within a single discipline or process
2. Works within a single discipline and needs basic knowledge and experience of a different
discipline(s)
3. Work consists of a variety of elements within a single discipline and/or control of semi-skilled staff.
4. Understanding the interaction of a range of disciplines where the competency of at least one
discipline is at an advanced level or the direct supervision of skilled staff.
Complexity
1. Works within a single discipline where tasks are based on direct and established solutions
2. Where a number of processes and technologies used can be addressed through theoretical
knowledge and experience
3. Works within a discipline where information supplied vary and analysis is required to get to the
correct solution
4. Working environments are complex / unknown outside the normal practice and often requires
reference to process procedures and skill-based theory.
Cycle of Activities
1. Tasks cycle take up to a month to complete
2. Cycles are a combination of several individual tasks that are combined or consecutive, may take
up to three months to complete.
3. Task cycles are impacted on by other departments and work completion may be up to six months
to complete
4. Task cycles are impacted by other departments and final outputs are only accepted after validation
of the results or up to one year to complete
Information Clues (indicators)
1. Clues may not be directly obvious but can be identified through previous experience
2. Clues can only be identified with reference to previous experience, standard operating procedures
and policies
3. Clues may have to be identified by interpretation-based company practices, previous experience

and theoretical knowledge
4. Clues are complex / unknown outside the normal practice and are only understood with reference
to changes in work environments combined with a high level of experience and theoretical
knowledge.
1. Processes and procedures determine accuracy of the work results
2. Accuracy is required within broad performance parameters while speed of output is equally
important
3. High accuracy of output which requires theoretical and / or technical competencies and meets
company standards and customer expectations.
span
1. Work is planned in advance, interruptions of set work schedules often occur, and the identification
of the correct solution is time consuming
2. Major tasks in the job are different in nature and cover a wide scope. Often has to deal with
possible conflicting solutions, unpredictable deadlines occur regularly
3. Work environments require the development and consideration of solutions that are contradictory
and occur continuously.
Supervision
1. No
Continuum of Skill
1. No
2. ONE STEP - The skills required for the job are moving towards the next Band. Skills have
developed which allows the job to solve a range of problems in a short time.
3. TWO STEPS - The job content has elements that meet the rules of the next Band. Competencies
allow high level input into the higher Band.
Expert Knowledge
1. No
2. ONE STEP - Competencies and theoretical knowledge usually at a post graduate level and /or
registration and accreditation at a professional body is required for the position. Expert knowledge
and experience has developed and is required to allow for the job holder to solve a range of
problems in a short time. The job requires input into decisions made by the higher Band.
3. TWO STEPS -Competencies and theoretical knowledge usually at a post graduate level and /or
problems in a short time. The job requires input into decisions made by the higher Band, with a
clear understanding of the business wide financial impact of these recommendations/solutions.
D BAND
Interpretive or Probabilistic Decisions
Works within business plans and budgets, interprets elements of the budgets
Variety
1. Integration of related disciplines within a functional area
2. Controls resources within an independent functional area
3. Control of a range of resources (financial, production, quality and human resources) within an
independent functional area
4. Management of varied functions which will include revenue generation, sales, production and
budget forecasts.
Complexity
1. Proficiency can be reached by previous skilled level knowledge and experience, to participate in
the short term functional business plan
2. The planning of business procedures that are part of the overall accepted medium-term business
plans
3. Develop and implement departmental business plans and budgets based on the strategic plan
4. Information provided is contradictory and incomplete and interpretation is guided by previous

experience and testing of proposed outcomes (Research and design work, branching into new
territory, markets and products, testing new methodologies and project management pilot studies)
Cycle of Activities
1. Tasks are impacted upon by work cycles in other departments but will not exceed three months
2. Time cycles are dependent on the provision of internal interdepartmental feedback and can take
up to six months to complete
3. Results and time cycles are dependent on the provision of external feedback (outside the
company) and can take six to twelve months to complete.
4. Task cycles are impacted by other departments and final outputs require testing of proposed
implementation or decisions can take more than twelve months.
1. Clues are limited, and solutions can be identified within the total range of clues available
2. Clues may be contradictory and are identified with reference to organisation policies and
functional knowledge
3. Clues are complex and contradictory and needs to be verified and interpreted within the existing
business environment
4. Clues are abstract or incomplete, hidden clues need to be identified by way of previous experience
and testing of possible outcomes.
1. Policy guidelines, budgets and management frameworks determine accuracy of outputs
2. Accuracy is required for the work output. There are however still parts of the job output that is
acceptable within broad guidelines. Project Management/Supervisory tasks must meet company
policies, procedures and culture
3. High accuracy of output expected in the technical/functional part of the Job. Management tasks
must meet company policies, procedures and culture
span
1. Work pressure will occur in ad hoc situations and is related to situations where interruptions are
usually for short periods only
2. Outcomes require information provided by internal and external sources, conflicting choices occur
often, and unpredictable deadlines occur regularly
3. There is a need to deal with situations which require decisions and consideration of solutions that
are contradictory due to the changing business and industry.
Supervision
1. No
Continuum of Skill
N/A
Expert Knowledge
1. No
2. ONE STEP - Competencies and theoretical knowledge usually at a post graduate level and /or
problems in a short time. The job requires input into decisions made by the higher Band.
3. TWO STEPS -Competencies and theoretical knowledge usually at a post graduate level and /or
problems in a short time. The job requires input into decisions made by the higher Band, with a
clear understanding of the business wide financial impact of these recommendations/solutions.
E BAND
Programming Decisions
Tactical; turning vision and strategy into business plans
Variety
1. The coordination and interpretation of information from a wide variety of related and unrelated
internal and external sources for a division within a business unit
2. Development of business plans and budgets within a multi-functional business unit
3. Direct and control a complex multi-functional independent subsidiary business unit
4. Setting objectives for one or more business units in line with organisational strategy and mandate.
Complexity
1. Decisions that have an impact on a major operating or support division.
2. Formulates and coordinates business plans across divisions with diverse goals to achieve
organisational objectives.
3. Formulates tactical business unit plans, which will resolve conflicting objectives and will optimize
the effective use of resources.
4. Involvement in the generation of long term profitability and/or effective delivery of the business
unit within a changing, and conflicting business environment.
Cycle of Activities
1. Time cycles are based on company policies and business plans not exceeding three years for the
division.
2. Plans and/or budgets for a major divisions or group of divisions where co-ordination across other
major divisions will exceed three years.
3. Involved in making decisions guided by the strategic plan and long-term business unit plan and
results are measurable only after three to five years.
1. Validated information is limited and of a wide variety, and often contradictory and has to be
evaluated in the context of the problem
2. Clues include changing industry circumstances; most information challenges are different to those
that have been encountered in the past
3. Consideration of a wide scope of possible courses of action, the job has to predict the possible
consequences before taking or recommending execution of alternatives.
1. Establishes systems to control and manage a non-core division or supports a limited production
or service output
2. Focus on achievable Business Unit goals which will achieve the best possible results from
available resources
3. Establishes Business Unit systems to control and ensure cost effective products and services with
optimal work output.
Risk
1. Failure to prepare for likely changes in demand, not developing substitutes or alternative products,
services or markets for the Division
2. Probable errors may become entrenched practice and costly with a cumulative effect across a
Business Unit
3. Substantial reduction in profit expectation or performance delivery in a Business Unit, or

Subsidiary, errors may include major expenditure for equipment or systems, material or products,
or loss of important customer accounts
Supervision
1. No
5. Five or more unique Jobs in the same Band
Continuum of Skill
N/A
Expert Knowledge
N/A
F BAND
Policy Decisions
Policy making, vision and goal setting
Variety
1. Guided by shareholders who set the strategic direction of the organisation, consistent with its
overall business model
2. Guided by shareholders in the development of internal and external growth, product, profit and
diversification strategies
3. Development of organisational strategic models within broad strategic guidelines for

implementation
4. Establish the organisation's overall strategy and the management of the strategic portfolios.
Complexity
1. Chief Operating Officer; Deputy Chief Executive Officer; Joint Chief Executive Officer; Executive
of a Holding Company
2. Chief Executive Officer of a Single Unit or Subsidiary Company with responsibility for shareholder
profit.
3. Chief Executive Officer of a Holding Company with responsibility for a range of business units, a
member of the main board.
4. Chief Executive Officer of a Holding Company with responsibility for a range of business units,
within different industries, and a member of the main board.
Cycle of Activities
1. Time cycles involve information gathering, interpretation and recommendations involving

company and external resources and will exceed five years to reach implementation
2. The impact of decisions taken will only be clear over a period of five or more years
3. Involved in making decisions influenced by the business strategies, socio-political and economic
environment usually longer than five years.
Clues (indicators)
1. Information is limited and of a wide variety, and mostly contradictory and decision options require
innovative deductions made in continually changing socio-political, economic and global business
environments
2. Clues relate to socio-political, economic and financial information gathered locally and
internationally and require creative judgement and interpretation
3. Information is vague and abstract, requires the development of ideas/concepts using theoretical
principles as a frame of reference to develop solutions to problems.
1. Provides and allocates resources to accomplish single unit/subsidiary and /or holding company
Business Unit’s objectives
2. Determines Business Unit strategies, objectives and priorities that provide direction for the
organisation and control of profit goals
3. Ensures the sustainable growth and financial resources to support current and future strategic
goals and direction of the Business Unit
Risk
1. Probable errors with long term damaging consequences which will seriously affect the company
and its ability to operate efficiently for a number of years
2. Probable errors may seriously affect the survival of the organisation and its ability to operate and
grow in the future and impact the industry.
3. Probable errors may seriously affect the survival of the organisation and its ability to operate and
grow in the future, and impact on the overall economy
Supervision
1. No
Continuum of Skill
N/A
Expert Knowledge
N/A
11 Glossary of Words
11.1 Administrative, Clerical and Operations Tasks
The act to transform resource or data inputs into desired goods, services, or results. Two or more
connected operations Jobs or tasks consisting of one or more elements or subtasks, performed typically
in one location.
Administrative Procedures
A set of rules with the purpose of directing and controlling the work that has to be completed. Procedures
are meant to establish efficiency, consistency, responsibility, and accountability.
Operation
To use and control equipment to perform tasks or a combination of tasks to achieve the output required.
11.2 Process; System; Routine
A set of activities that uses resources to add value and transform data, raw materials, into expected
outputs. Essentially, a process, system or routine describes the way the operations or administrative
tasks are integrated, interconnected and interactive to form a unified whole; (system of accounting,
production and distribution)
11.3 Resources
Typically, resources are materials, energy, services, staff, knowledge, or other assets.
11.4 Outcome, Output Result
The final product or end result; consequence; or something that follows as a result or consequence of
the work done.
E.g. work output is the work done by a simple machine.
11.5 Functional Knowledge
Functional knowledge means that the person is able to actually perform the activity involved and
explaining verbally or in writing what they are doing. Functional education selects knowledge that is
concrete and usable rather than abstract and theoretical.
11.6 Function
A group of related disciplines contributing to a larger action or the coordination or management of a

combination of different disciplines.
11.7 Range of Disciplines
Activities across at least two different disciplines. This requires understanding and insight in more than
one discipline normally within the scope of at least two different disciplines. The implication is that the
job involves the need to understand one discipline in depth and have theoretical knowledge of at least
one other discipline.
11.8 Discipline
A part of a major organisational function requiring an advanced level of training, experience or

education.
Examples:
Function – Finance
o DISCIPLINES: - Financial management; management accounting; treasury
Function – Marketing
o DISCIPLINES: - Public relations; social media; stakeholder relations; graphic design;

event planning
Function – Sales
o DISCIPLINES: - Technical sales; merchandising; new business development; key

accounts
Function – Human Resources
o DISCIPLINES: - Employee wellness; personnel management; employee relations

management; training and development
Function – Engineering
o DISCIPLINES: - Production engineering; process engineering; design engineering;

geotechnical engineering; mining; construction; resident engineer; maintenance
engineering
Function – Computer Science and Technology
o DISCIPLINES: - Information management; database administration; programming;

software engineering, network management; web design and social media management
Function – Production
o DISCIPLINES: - Quality control; laboratory management; research and development;

product development; warehousing
11.9 Technical Knowledge
Using terminology or treating subject matter in a manner peculiar to a particular field example
engineering, accounting, and electronics technician, trade. Familiar in the practical application of the
knowledge and having special skills. Using a vocabulary which makes communication in a particular
field brief and clear.
11.10 Theoretical Knowledge
Theoretical knowledge of a subject is knowledge of the principles and ideas and is gathered on the
subject matter and can be used and applied to solve problems.
11.11 Control of Resources
This includes the coordination and control of one or more resource such as raw materials, equipment,
finance, and staff.
11.12 Function
A group of related disciplines contributing to a larger action or the coordination or management of a

combination of different disciplines.
11.13 Probabilistic Outcome
The relative possibility that an event will occur that does not have the expected projected outcome.
Therefore, the likelihood that a particular event will happen in the future cannot be fully predicted.
11.14 First Principles – Testing Theories
The fundamental concepts or assumptions on which a theory, system, or method is based and is
understood as scientific truths or propositions so clear that they cannot be contradicted.

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11.6 Function ................................................................................................................................................ 30

1 PatersonPlus Job Evaluation

1. Grade the job and not the employee.

2 PatersonPlus Job Evaluation Process

2.1 Banding the Role

Each job is graded firstly in terms of the Paterson banding rules.

F Band: Policy Decisions

E Band: Programming Decisions

D Band: Interpretive or Probabilistic Decisions

C Band: Routine Decisions

B Band: Automatic Decisions

A Band: Defined Decisions

2.2 Grading the Role

5. Results Management, Accuracy and Tolerance

6. Work Pressures / Working Conditions / Risk

8. Continuum of Skills and Expert Knowledge

Graded when: Don’t Grade when:

4 Organisation Structure Terms

The company or organisation.

Typically found in large companies and organisations.

Parts of a department describing independent operations

6 PatersonPlus Band Descriptors

• Instructions given to the job are verbal in nature.

Operative or Sub-System Decisions

• Knowledge of specified Operations, or of a Sub Discipline / System is required.

Process or Systems Decisions

• Knowledge of specified Integrated Operations or a Discipline / System is required.

Interpretive or Probabilistic Decisions

• Management involves the development of organisation systems, processes and budgets.

• Decisions are guided by the limits set by the organisation strategy/vision.

7 Paterson Grade Map

8 PatersonPlus Banding Decision Tree

9 Description of the Sub Grading Factors

9.1 Factor 1: Variety

Level A – Band B – Band C – Band D – Band

Reconciliation of a Management of and

9.2 Factor 2: Complexity

Level A – Band B - Band C – Band D – Band

Selling, ordering and Analysis of a factory’s

9.3 Factor 3: Cycle of Activity

Cycle of Activities Examples

Level A – Band B - Band C – Band D - Band

Purchasing and Training needs

9.4 Factor 4: Clues

Conceptualisation: Development of ideas/concepts using theoretical principles as a frame of reference.

Level A – Band B - Band C – Band D - Band

9.5 Factor 5: Result Management, Accuracy and Tolerance

Result Management, Accuracy and Tolerance Examples

Result Management, Accuracy and Tolerance

Level A – Band B – Band C – Band D - Band

9.6 Factor 6: Work Pressure/Working Conditions (A to D Band)

Work Pressure/Working Conditions Examples

Work Pressure/Working Conditions

Level A – Band B – Band C – Band D - Band

9.7 Factor 6: Risk (E and F Band)

9.8 Factor 7: Supervision

Supervision includes the following three rights:

• Right to Assign Tasks