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Functional Breadth - Level Descriptions

LevelDescription
1

Non-supervisory roles. Many jobs in an organisation are individual contributor positions with no supervisory or managerial responsibilities. Thus many jobs will score Level 1 for Functional Breadth. Examples include base grade computer programmer, clerk, musician, bank teller, nurse, and draftsperson.
Specialist positions in an organisation, such as a legal officer, that may have no subordinates, rate higher than Level 1 because of the delivery of important organisational activities by such positions.

2

Minor supervision of up to three employees. Supervision of part of an activity within a function, eg Leading Hand.

3

Supervision of an activity within a function eg. Accounts Supervisor, Production Foreperson, or a specialist without subordinates (other than possibly clerical assistance) eg. technical sales representative. Most supervisory jobs are rated at Level 3, for example customer service supervisor, engineering team leader, senior analyst/programmer, accounts supervisor, nursing supervisor, production foreperson, office manager, supervisor of a small Branch.

4

Management of part of a function, or a high level specialist without subordinates (other than possibly clerical assistance). Management, that involves elements of planning, controlling, executing, and reviewing, first cuts in at Level 4.Jobs at this level can include legal manager, industrial relations manager, information systems audit manager, taxation manager, equities manager in a Fund, and project manager. Level 4 would apply where it was clear that the managerial task was part of the management of a broader function. For example the information systems auditor and the taxation manager could report to a more senior finance director.

5

Management of a specialised area that is not part of a larger function dealing with the same area of management, or of an incomplete support function. One example would be department consisting of a human resources manager with support staff (but not a functional structure) reporting in parallel with other specialist areas and positions, such as, information systems, administration, and legal. The organisational unit managed may constitute a few mainly professional level positions, or consist primarily of numbers of non-vocational jobs.

6

Management of an incomplete primary function, or of a complete support function. To be categorised as an incomplete function the organisational unit must include a sub-function structure, ie include sub-departments covering one or more specialised areas within the function. For example, in a Finance function specialist areas can include treasury, audit, taxation, financial accounting, and management accounting. An incomplete function is one that includes some, but not the full range, of activities normally included within the function. This is the level that the majority of function heads would be rated at in all but the largest of organisations.
OR
An organisation head, usually holding the majority of the expertise in the organisation, possibly assisted by a small number of non-professional level support staff (usually clerical or trades employees). In these organisations the organisation head usually carries out the primary marketing, product development, and more important administrative activities, and is usually the main operative. All specialist services such as accounting are purchased from external providers. The organisation does not have a functional structure and usually all employees report directly to the organisation head. Business in normally conducted from one primary location. The organisation head may also be its sole owner.

7

Management of a complete primary function consisting of a range of fully developed sub-functions; or an independent organisation with some functions excluded (eg HR, R&D); or a business unit within a larger structure where some services, (eg IS, HR, marketing, finance, R&D) are provided by the parent organisation. Level 7 covers the management of a single complete primary function such as finance, or engineering, or marketing.
OR
Management of a range of unrelated specialist areas, eg Human Resources, Information Services, and Finance, where each area is not a fully developed function.
OR
Management of more than one complete support function.
OR
Management of a service unit that operates outside of the main stream of the business’ normal activity, eg a company operated health insurance fund, credit union, or major sports, residential, or education complex, or large scale in-house catering.
OR
An organisation head, usually holding the majority of the expertise in the organisation, and supported by a small number of fully professional employees (eg engineers, computer specialists, medical staff, artists), plus clerical and possibly trades level support staff. Here, some functions such as marketing, product development and the delivery of primary services are shared between the organisation head and professional level employees. Department structure is still not evident although support staff may report to professional level employees rather than directly to the head of the organisation. Essentially the organisation consists of a group of professionals supported by a pool of lower level staff. Clerical level employees carry out most administrative activities and specialised services such as accounting are purchased from external providers. Business is generally conducted from one location. The organisation head may be the sole owner; professional level employees in the organisation may be part owners.

8

Management of more than one complete primary function. At Level 8 the job is responsible for more than one fully developed major function, for example: finance, and administration covering such areas as legal, governance, company secretary, investor relations, and public and government affairs; or, production and engineering.
OR
A Chief Operating Officer, or Deputy CEO of an organisation consisting of several substantially complete functions.
OR
Management of a complete organisation where a functional structure and some specialist support staff are included, such as a qualified accountant. The organisation may conduct activities from more than one location, ie may have more than one outlet; eg a separate office and warehouse. Not all functions are present, and those that are, are not complete. Each function that is present usually consists of a single specialist who may be supported by lower level staff that work solely within the function, eg accountant with subordinate accounts clerks. Here, the functional expertise is vested in the functional head.An example of such an organisation is one constituted as follows: the head of the organisation, a pool of administrative staff, a fully qualified accountant supported by accounts clerks, a service delivery functional head supported by service delivery staff, a marketing head usually with no subordinate staff. There would not, for example, be a separately identifiable human resources function.

9

Management of several complete functions. This level would be chosen for CEOs of organisations consisting of a diverse range of functions, several complete and some incomplete. The complete functions would generally be primary functions, for example production/service delivery, supply/logistics, finance, marketing and distribution, engineering and research, construction and maintenance.

10

Integration and co-ordinating of primary functions constituting a complete organisational entity. At Level 10 we would expect to find the chief executive officer of a larger company, or the head of a complete business within a major corporation.
OR
Management of an organisation with the full range of functions, the majority of which themselves have subordinate sub-functions. The functions themselves can contain separate subordinate sections, eg. an accounting function with separate subordinate functions covering for example financial accounting, management accounting, project evaluation, treasury, audit, etc. Each one of their subordinate sections would be headed by a specialist in the area and include support positions. Such a department structure is referred to as a fully developed function.
Such organisations may also be divided into product oriented or geographic region oriented business units. These business units would operate their own marketing/service/product delivery operations but would necessarily draw their services from the ‘corporate‘ departments, such as finance, human resources, and engineering, and be subject to strict corporate policy in their operations.

11

Integration and co-ordination of diverse, independent organisational entities. Each entity consists of departments or functions applicable to its business. Input from the corporate centre may be limited to the provision of capital, specification of the return on capital sought, broad guidelines as to types of business activity the entity may engage in and the geographic areas in which it may operate.

12

Management of organisational entities as a portfolio of investments. Here, the organisation consists of entities that are fully independent and fully developed functionally, unrestricted by holding company policy with the only specification being the return on investment sought.

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