Overview of the work value scoring tool

Purpose

These materials support the process to define the work value of a public entity executive position and assign it to one of the three executive bands, providing a consistent and transparent framework for classifying executives working in Victorian public entities.

Work value assessment methodology

These detailed descriptors for the eight work value factors are set out in the following pages.

The assessment methodology is designed to be straightforward for organisations and HR practitioners to apply. To conduct an assessment the assessor would proceed as follows (Appendix 3 below outlines the process for a typical assessment workflow):

• using the intelligence about the position which was gathered during the review of corporate documents and interviews (where applicable), the assessor chooses the set of descriptors which most closely match the information about the position
• the assessor allocates the relevant score for each descriptor
• the combined score will sit within a range indicating the appropriate executive classification, as set out in the table below

The assessor has a choice of four scores for each factor: 1, 3, 5 or 7, each relating to the level of responsibility and complexity required to meet the level for that factor. Intermediate scores of 2, 4 or 6 can also be used in instances where a position fits some but not all the descriptors of the higher-level score.

As a guide:

• if the position consistently scored a 3 across all factors it would place the role within PESES Band 1, with a score of 24
• a consistent score of 5 would place the role within PESES Band 2
• scores of 7 would place the role at the top of PESES Band 3

In practice there would likely be a range of scores for each position, reflecting the particular focus of that position. For example, an executive whose main responsibility is in the area of regulation, would potentially have the highest scores in judgement and risk and knowledge, while perhaps having a lower score for resource management.

Principles of evaluation

The classification assessment evaluates the requirements of the position and not the incumbent. It is not an assessment of the incumbent’s performance or strengths, nor can it consider the specific expertise the incumbent may bring to the position.

The classification level for each factor should be determined by the highest level at which the position operates on a regular basis, taking into consideration that no less than 70 per cent of the work undertaken by the role for a given factor must equal the work value of that level. For example, an occasional meeting with the entity Head, or a one-off briefing of a minister would be insufficient to score the position a 5 for the Relationships factor, where regular interactions are usually at a more junior level for that position.

For a position to meet a work value score, the assessor should be able to provide clear rationale supporting the decision and examples that illustrate where the position matches the descriptor.

Positions may sit anywhere within the assessed band This reflects the diversity of positions within each classification level, with more diversity expected at the lower levels and a wider band range at those levels to accommodate the greater diversity.