Hay Job Evaluation Manual Best Practice PDF

Northwest Territories
HAY JOB EVALUATION MANUAL

Government of the Northwest Territories
Job Evaluation Manual
Table of Contents
1. Introduction
2. The Job Evaluation System

2.1 GNWT Job Evaluation Standards
2.2 Hay Guide Charts
3. Human Resource Manual Sections Pertaining to Job Evaluation

901 Job Descriptions
902 Evaluating a Position
903a UNW Bargaining Unit Job Evaluation Appeals
903b Excluded Employee Job Evaluation Appeals
4. Evaluation Reference Material – Hay Factors

4.1 Know-how
4.2 Problem Solving
4.3 Accountability
4.4 Working Conditions
5. GNWT Benchmarks
5.1 Introduction
5.2 Sort by benchmark Numbers
5.3 Benchmarks in Numerical Order
6. GNWT Model Jobs

6.1 Administrative Assistants
6.2 Clerks / Assistants
6.3 Collections Officer
July 3, 2001
6.4 College Instructors
6.5 Engineering / Technologist
6.6 Finance & Accounting
6.7 Human Resources
6.8 Information Technology
6.9 Inspectors / Regulatory
6.10 Institutional Corrections Workers
6.11 Legal Counsel
6.12 Nursing
6.13 Policy Officers
6.14 Records and Library
6.15 Renewable Resource Officers
6.16 Social Workers
6.17 Trades
July 3, 2001
Introduction
The purpose of this manual is to serve as a guide for Job Evaluation Facilitators and
Departmental Job Evaluation Committees (DJEC) responsible for the application of the
Hay Job Evaluation Methodology used by the Government of the Northwest Territories
(GNWT). This manual is not a source of training and does not prepare individuals to be
job evaluators.
As the organization continually changes, the information in this manual may become
outdated or new information may be added. The Job Evaluation section of the Financial
Management Board Secretariat will send out replacement pages or post replacements
on the World Wide Web as may be appropriate. Manual holders are responsible for the
maintenance of their own manuals.
For additional information, users of this guide may contact the Job Evaluation Section,
Labour Relations and Compensation Division, of the Financial Management Board
Secretariat at (867) 920-8900.
July 3, 2001 1
Job Evaluation Quality Assurance
1. Delegation
The Chairman of the Financial Management Board has overall responsibility for
implementing and maintaining the Job Evaluation system used to evaluate Public
Service Jobs in the Government of the Northwest Territories.
The Chairman of the Financial Management Board has delegated responsibility for
evaluating Public Service jobs, other than those jobs in the senior management group
or Human Resource Jobs (as defined by the FMBS), to the Deputy Heads of the
following departments, boards and agencies:
The Department of Justice;

The Department responsible for Resources, Wildlife and Economic Development;
The Department responsible for Education, Culture and Employment;
The Workers’ Compensation Board;
The Executive;
The Ministry of Aboriginal Affairs;
The Department responsible for Municipal and Community Affairs;
The Department responsible for Health and Social Services;
The Department of Finance;
The Department of Transportation;
The Legislative Assembly;
The Department responsible for Public Works and Services; and,
The Northwest Territories Housing Corporation.
This delegation will be made subject to departments, boards and agencies meeting and
maintaining Job Evaluation Standards as established by the Financial Management
Board Secretariat and as detailed in this document. Delegation is also subject to the
wishes of the Job Evaluation Facilitators’ Committee in respect of any particular job.
The final arbiter of any disagreement between a department and the Job Evaluation
Facilitators’ Committee shall be the Secretary of the Financial Management Board.
2. Financial Management Board Secretariat, Job Evaluation Unit

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

processes to ensure consistency and the overall integrity of the job evaluation
system;
The provision of job description writing training to departmental Human Resource

staff and job evaluation training to departmental staff as appropriate;
Last Revision: April 22, 2004 Page 1 of 13

The maintenance of records respecting benchmarks and job model descriptions and
evaluations as well as any other job evaluation tools provided;
The management of job evaluation appeal and special review processes including
the representation of the Secretary of the Financial Management Board on Special
Review and Job Evaluation Appeal Committees and Boards;
The maintenance of a master list of the evaluations for Public Service jobs;
Auditing compliance by delegated departments and agencies with Job Evaluation

standards including maintaining current listings of all departmental committee
members inclusive of the names, gender, position and training history of each
member;
Making appropriate recommendations to the Secretary of the Financial Management

Board upon the conclusion of audits respecting additional training requirements,
establishing special processes to meet specific deficiencies or the withholding or
rescinding of delegation where a department, board or agency fails to meet or
maintain Job Evaluation Standards;
Communication with the Union of Northern Workers with respect to matters related
to job evaluation such as the development of agreements to address specific
concerns, appeals of evaluations by Union members or the general operation of the
Job Evaluation system and processes;
The evaluation of jobs for a department, board or agency where delegation of

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

evaluation
Chairing Job Evaluation Facilitators’ Committee meetings;
Communication and consultation with Hay Management Consultants.
3. Departmental Job Evaluation Committees
i. Committee Structure, Responsibility and Reporting

Relationships
Departmental Job Evaluation Committees have designated

authority/accountability from their respective Deputy Heads to carry out job
evaluation functions in a department.

Departmental Job Evaluation Committees must be gender balanced and consist

of no fewer than three members.
Committees are balanced with all members bringing knowledge to the

committees with respect to jobs, departmental and Government functions and
programs.
Departmental Job Evaluation Committees carry out their job evaluation

responsibilities on behalf of their Deputy Head, but in the context of the
Government of the Northwest Territories jobs and structures.
Departmental Job Evaluation Committee Members including the Job Evaluation

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

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

conflict of interest situation due to having any reporting relationship with the job
being evaluated are required to discuss this with the Job Evaluation Facilitator
and if necessary in the opinion of the Facilitator, withdraw from the evaluation.
Job Evaluation Facilitators shall discuss such matters as may affect them
personally, with the full Departmental Job Evaluation Committee before reaching
a decision as to whether or not they should withdraw from a particular evaluation.
A quorum for any committee shall be 50% of the Committee or three members,
whichever is greater.
In the event that sufficient members are not available or cannot be appointed,
members of evaluation committees from other departments may be invited to
participate in another department’s evaluations.
ii. Job Evaluation Facilitators
Job Evaluation Facilitators’ are accountable to their respective Deputy heads for:
Chairing departmental job evaluation committees and leading evaluation

discussion and processes;

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

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

section (iii) on the following page) prior to being part of decision making
processes on committees;
Ensuring that job evaluation standards as contained in this document are met
within their respective departments, boards and agencies;
Reviewing quality assurance reports provided by the Financial Management

Board Secretariat for the purpose of identifying evaluation anomalies or
inconsistencies;
Responding to quality assurance reports by reviewing and adjusting internal

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

committee membership inclusive of the names, gender, position title and
training history of each member; and,
Regularly attending Job Evaluation Facilitators’ Committee meetings.
Job Evaluation Facilitators make recommendations to their respective Deputy

Heads regarding the Departmental Job Evaluation Committee membership and
the activities of any particular member with the intent of ensuring effective
committee operation.
Job Evaluation Facilitators are fully trained in the use of the Hay Job Evaluation
System. Appropriate training consists of no less than the three-day training
program as delivered by Hay or the Job Evaluation Section of the Labour
Relations and Compensation Division of the Financial Management Board
Secretariat.
Job Evaluation Facilitators report to the Deputy Head of their department, board
or agency for the purposes of job evaluation.

Job Evaluation Facilitators are appointed by their respective Deputy Heads and
as such, speak for their respective departments in reaching final evaluation
decisions as members of the Job Evaluation Facilitator’s Committee and on
behalf of their respective Deputy Heads.
iii. Job Evaluation Committee Members
Job Evaluation Committee Members are fully trained in the use of the Hay Job
Evaluation System. Appropriate training consists of no less than the three-day
training program as delivered by Hay or the Job Evaluation Section of the Labour
Relations and Compensation Division of the Financial Management Board
Secretariat.
Job Evaluation Committee Members are responsible for evaluating jobs in

accordance with their training and in a manner consistent with the organizational
view and application of the system and its specific factors and dimensions.
iv. Deputy Heads
Deputy Heads appoint Job Evaluation Facilitators and Departmental Job

Evaluation Committee members.
Deputy Heads (or designates) approve job descriptions, job evaluations and the
establishment/deletion of jobs for their departments.
Deputy Heads are responsible for the integrity of the job evaluation system and
the quality of evaluations within their respective departments.
4. Job Evaluation Facilitators’ Committee
i. Terms of reference
The terms of reference for the Job Evaluation Facilitators’ Committee is attached
as Appendix #1.
ii. Committee Chair and Support
The Manager of Job Evaluation chairs the Job Evaluation Facilitators’

Committee. Job Evaluation Section staff establish agendas, maintain minutes
and follow-up on Committee work and activities.

5. Departmental Human Resources Staff
i. Internal processes
Departmental Human Resource Staff ensure that internal processes with respect
to writing job descriptions, preparing organization charts, completing required
documents and obtaining appropriate sign-off, are established, disseminated
within the department and adhered to within the department.
Department Human Resource Staff ensure that a valid and appropriate NOC
code is assigned to each job in the department and that this information is
reflected accurately in the Job Evaluation panels in the HRMS (PeopleSoft).
Departmental Human Resource staff ensures that managers/supervisors are

aware of and follow internal procedures respecting the preparation of jobs
descriptions, certification of job description content as well as documentation
standards in preparing requests for evaluation.
6. Job Descriptions
i. Job Description Content
Job Descriptions for evaluation purposes must be current. Job Descriptions are
“current” if they accurately reflect the duties assigned to the job in question and
are described in the appropriate format. The information evaluated by the
Departmental Job Evaluation Committee must be consistent with Job Description
content.
ii. Format of Job Descriptions
Job Descriptions must be in the appropriate format as specified by the Financial

Management Board Secretariat (see section 901 of the Human Resource
Manual).
iii. Certification
Job Descriptions are certified as accurate by the supervisor and the Deputy Head
(or designate).
Job Descriptions are signed by incumbents to certify that they have been read
and understood.

iv. Content Disputes
Disputes respecting the content of job descriptions are resolved before

evaluations take place. Final decisions respecting job description content are
made by the Deputy Head (or designate).
7. Evaluations
i. Rationales
A rationale must be written for each evaluation.
The rationale addresses each of the four major compensable factors (and their
various dimensions) evaluated as detailed in the Hay Job Evaluation System
(Know-How, Problem Solving, Accountability and Working Conditions). A
rationale also addresses the short profile (relationship between problem solving
and accountability).
The rationale makes reference to any relevant job models, benchmarks or like
jobs referred to in carrying out the evaluation and where appropriate, makes
reference to other jobs within the same context or job family.
The rationale records the names of the committee members who carried out the
evaluation of the job and the date of the evaluation.
ii. Factors
An evaluation considers all compensable factors and the elements of each factor
(Cognitive Know-How, Managerial Know-How, Human Relations Know-How,
Thinking Environment, Situational Challenge, Freedom To Act, Magnitude and
Impact, Physical Demands, Environmental Demands, Sensory Demands and
Mental Demands) as well as the short profile.
iii. Benchmarks and Job Models
An evaluation takes place with reference to appropriate GNWT job models or

benchmarks. Hay Job Family models may be used in addition to GNWT
resources or when GNWT references do not adequately address a particular job
or job family.

iv. Organizational Context
Jobs are evaluated within their organizational context, taking into account the
jobs of subordinate, peer and supervisory/management jobs up to and including
the Senior Management Levels, as well as the entire Government structure.
v. Documentation
Documentation of all evaluation results as well as job description changes are

prepared and placed on job files.
Documentation of an evaluation includes:
an evaluation request signed off by the Deputy Head (or designate);
a job description and organizational chart signed off the Deputy Head (or
designate);
A print out of the current Job Evaluation record from the HRMS. (which
contains rationale details).
8. Job Evaluation Records
i. Position Files
Position files exist in two parts:
the working file, maintained in Departments; and,
the history file, maintained in the Financial Management Board Secretariat.
ii. Position file contents
Working files contain copies of documentation prepared as specified in 7.v

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

iii. Electronic Records
Job Evaluation Facilitators in each department are required to maintain current

electronic records of all evaluations (sore thumb lists). These records are
maintained as evaluations take place and are recorded in the HRMS maintained
by the Financial Management Board Secretariat.
The record of each position and evaluation includes accurate registration

information, the evaluation of the job, a rationale for the evaluation and a record
of the names of the Job Evaluation Committee members who carried out the
evaluation.
Minimum registration information includes position number and title, position

location (department), National Occupation Classification (NOC) Code and
GNWT Job Family Code.
9. Communication with Managers and Employees
i. Employees – Evaluation Results
The results of evaluations are communicated to employees through their

Director/Manager when evaluations are finalized or amended, to ensure that
Managers and employees are informed of any changes.
ii. Employees – Evaluation Questions
Employees are encouraged to discuss concerns about their evaluations with their
supervisor/manager. Employees are provided with copies of their job
description, evaluation result and job evaluation rationale upon request.
iii. Employees – Job Description Questions
Employee questions regarding job description content are addressed by the

employee’s supervisor/manager.
iv. Employees – Appeals and Special Review Committee Referral
Communication respecting Job Evaluation Appeals takes place between the

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

Communication with employees after such time as an appeal or Special Review

Committee request has been referred to the Manager of Job Evaluation, takes
place between the Manager of Job Evaluation and the Employee and is copied to
the Deputy Head and the Facilitator.
Deputy Heads inform departmental supervisors/managers as may be

appropriate, of appeal and special review results.
v. Communication With Manager/Supervisors
Job Evaluation Facilitators communicate evaluation results to appropriate

managers/supervisors and the Deputy Head (or designate).
10. Quality Assurance
i. Reports to Facilitators
All Job Evaluation Facilitators will be provided complete sore thumb reports of all
jobs on a monthly basis for their review and comment with respect to anomalies
that may exist among the evaluations as well as for use as Job Evaluation
reference material.
ii. Job Evaluation Audits
On an annual basis, or as deemed necessary by the Manager of Job Evaluation,

Job Analysts will audit each department’s Job Evaluation Committee activities
and job evaluation results to determine if Job Evaluation Standards are met.
Audits will consist of observing committee activities and reviewing a sample of

evaluations, position files and electronic records to ensure that job evaluation
standards in these areas are met. Draft Audit reports will be discussed with the
departmental Job Evaluation Facilitator as appropriate, before an Audit Report is
finalized.
Final Audit Reports will be provided to the Deputy Head of the affected
department as well as to the Secretary of the Financial Management Board.
Audit results that indicate that standards are not met will be followed up by the
Job Evaluation Section within three months of the audit report being produced to
ensure that appropriate remedial action has taken place.

iii. Job Evaluation Review
The Manager of Job Evaluation, after review of departmental job evaluation

results, may, after discussion with the appropriate Departmental Job Evaluation
Facilitator, delay the implementation of any job evaluation result that the
manager believes to be inconsistent with other evaluations in the GNWT. The
manager may, in such cases, refer the evaluation to the Job Evaluation
Facilitators’ Committee to conduct a review and evaluation or consult as
appropriate with other Job Evaluation Facilitators or a Hay consultant in
attempting to ensure consistent application of the Hay Job Evaluation
Methodology.
iv. “Sore Thumb” Exercises
At each job Evaluation Facilitators’ meeting, new evaluations and changes in

total points that have taken place during the prior month will be reviewed for
consistency with the current ranking of jobs.

JOB EVALUATION HUMAN RESOURCE MANUAL
Job Descriptions and Organization Charts
Bargaining Group and Excluded Positions Section 901
JOB DESCRIPTIONS
BARGAINING GROUP AND EXCLUDED POSITIONS
INTRODUCTION
1. Managers are responsible for assigning work to the positions under their
direction and for describing that work in a job description. Deputy Heads are the
final authority respecting the assignment of work and job description content
within their departments, boards or agencies.
APPLICATION
2. These guidelines and procedures apply to all positions except for the following:
§ Casual jobs,
§ Senior Management positions
§ NWTTA bargaining unit positions, and
§ Positions in the NWT Power Corporation
DEFINITIONS
3. A Job Description is a written statement of the duties and responsibilities of a

position. It also contains a description of the knowledge and skills required of an
incumbent in order for the person to satisfactorily do the job. It lists the working
conditions that may exist when the duties of each position are performed.
Deputy heads are the final authority respecting the assignment of work and job
description content within their departments, boards or agencies.
4. A Job is either a unique position or a number of positions that are similar and
are adequately described by one job description.
5. A Position is one specific job. An employee fills a position and is referred to as

an incumbent.
6. Responsibilities are a set of related functions or tasks forming a significant part

of a job.
7. Task means a unit of activity, which with other units, make up a responsibility.
8. Job evaluation is the analysis and evaluation of the required know-how,

problem solving, accountability and working conditions of a position. Job
evaluation establishes the relative value of a position within the GNWT.
June 29, 2001 Page 1 of 15

GUIDELINES
9. Managers wishing to compare job descriptions and evaluations must request job
descriptions directly from the department concerned through their departmental
Human Resource unit.
10. To be valid for the purpose of job evaluation, a job description must be approved
by the Deputy Head of the employing department, board or agency.
11. The approval date for a job description is normally the date that the position is
established (new position) or has been re-written. However, the Deputy Head
may indicate a more appropriate effective date to coincide with a departmental
re-organization.
12. Explanation of the components of the job description follow. Please refer to the
GNWT Job Description Writing Manual for complete and comprehensive
instructions on job description development, including examples.
13. Section 1 - Identification
The Identification Section should include the position number, position title,
department, division/region and location of the position.
In the case of a new position, enter the department code and the word NEW.
14. Section 2 - Purpose
A narrative statement explaining briefly why the position exists, including what
the position does, within what context, and what overall result is expected of the
position. This is not a summarized list of the responsibilities.
15. Section 3 -Scope
This section describes the impact the position has on the area in which it is
located, the department, other departments, the government as a whole or the
public as well as the importance of the impact.
June 29, 2001 Page 2 of 15

16. Section 4 - Responsibilities
This section summarizes the major responsibilities and the expected outcomes
of those responsibilities that contribute to the overall purpose of the position.
A job typically has 1 – 5 major responsibilities, and these responsibilities may be

further clarified by describing 1 – 8 major activities that are carried out in meeting
a specific responsibility.
Responsibilities describe the accomplishments with regards to people, ideas and

things that contribute to the overall purpose of the position.
Statements of responsibilities do not reflect any value to the position until they
are described within a context and a stated end result (outcome).
17. Section 5 - Knowledge, Skills and Abilities
This section summarizes the minimum level of knowledge, skills and abilities
(however obtained) required to competently perform the job
Knowledge identifies the acquired information or concepts that relate to a

specific discipline.
Skills describe the acquired measurable behaviors that may cover manual
aspects required to do the job.
Abilities describe natural talents or developed proficiencies required to perform

the responsibilities of the job.
The scope and responsibilities of the position must support the required
knowledge, skills and abilities.
Any bona fide (statutory) requirement for specific education, training or

th
certification (i.e. Registered Nurse, Journeyman Electrician, 4 Class Stationery
Engineer, P. Eng.) is included here.
For clarification purposes, a statement that describes how an individual would

typically acquire the required knowledge skills and abilities should be added at
the end of this section.
18. Section 6 - Working Conditions
Working conditions describe the physical, environmental, sensory and mental

demands of a position that are present while carrying out their responsibilities.
June 29, 2001 Page 3 of 15

Frequency, duration and intensity, measured in time (i.e. every day, 7 ½ hours
per day, two or three times a week, low, medium high intensity), documents the
conditions of work, not the effect it may have on the incumbent. Examples which
define the levels of intensity are available from departmental Job Evaluation
Facilitators and should be referred to in preparing this section of the job
description.
Physical demands: jobs may require levels of physical activity that vary in
intensity, duration and frequency, or any combination of these factors that
produce physical stress or fatigue (i.e. handling of materials; lifting, stretching,
pulling; working in awkward positions; other unusual circumstances.
Environmental conditions: jobs may include progressive degrees of exposure of

varying intensity to unavoidable physical and environmental factors, which
increase the risk of accident, ill health or physical discomfort (i.e. exposure to
toxic or unpleasant fumes; extremes of temperature, noise, vibration, dirt, dust;
unavoidable exposure to hazardous substances, equipment and/or situations).
Sensory demands; jobs may require concentrated levels of attention with any
combination of the senses in order to discern something in the course of meeting
the responsibilities, and may vary in intensity, duration and frequency. The
intensity may be affected by subtle sensory factors that may be difficult to
discern. Demands may include: reading, watching, studying, observing; smelling
touching, attending to the nuances of sound; inspecting, proof reading, manual
manipulation; operating equipment, monitoring computer terminals, technical
trouble shooting.
Mental demands: jobs may have external factors that create the risk of mental or
emotional fatigue and may include: lifestyle disruption caused by work schedules
or travel requirements; boredom resulting from work repetition; concentrated
attention for prolonged periods of time; lack of control over work pace or
priorities; emotional deprivation resulting from isolation or lack of privacy;
exposure to emotionally disturbing experiences.
19. Section 7 -Certification
All of the following signatures are required:
(a) The incumbent’s signature (necessary unless the position is vacant)

indicates an understanding of the work assigned to the position and for
which they are responsible. The employee’s signature does not imply
agreement or disagreement that the work should be assigned.
(b) The supervisor's signature confirms that the duties described are those
assigned to the position and provide a basis for performance review.
June 29, 2001 Page 4 of 15

(c) The signature of the Deputy Head authorizes the creation of the position
and recommends the inclusion or exclusion of the position from the
bargaining unit. The Deputy Head’s (or delegate’s) signature must be
present for the job description to be considered “official”
20. The effective date for the official assigning of the duties in the job description to
the position is the date on which the Deputy Head signs the job description.
21. A current job description is provided to new employees. Employees are entitled
to an up-to-date copy of the job description for their position on written request.
*** See Attachment 1 for a sample Job Description ***
Organization Chart
22. An organization chart is an important part of a job description as it provides a basis

for determining a position’s role within the organization and confirms the
information in the job description. It also provides information about the other jobs
that may influence work in conjunction with the job that is being described.
23. Standardized organization charts provide each department with an accurate record
of its organization. This also assists the evaluation process by providing required
information in a common format.
24. Charts must be updated to reflect organizational changes (i.e., transfer of

positions, addition of new positions, deletion of existing positions, changes in
reporting relationships).
25. Organization charts have a separate box for all indeterminate, term, seasonal and
part-time positions.
26. Organization charts do not include casual positions, or positions where the salary
funds have not yet been allocated.
27. The reporting relationship indicated on the charts must match that on the related
job descriptions. When reporting relationships change, the organization chart and
job descriptions must be updated to reflect the change.
28. The position title used in a box is the same as the title on the job description. It
also matches the position title on the Job Evaluation form and in the human
resource information system.
29. The following guidelines apply to organization chart format.
June 29, 2001 Page 5 of 15

Ø A solid line connects boxes indicating direct line reporting relationships, e.g.
between a supervisor and a supervised position.
Ø The line of authority always drops DOWN from the base of the supervisor's
position box.
Ø The line of authority to a supervised position always enters the box at the top or
the side.
Ø A broken line indicates functional reporting relationship, e.g., when policy
and/or technical advice is provided, but not direct supervision.
Ø A solid line box indicates the position is indeterminate.
Ø A broken line or shaded box indicates the position is a seasonal, part-time,
term or a trainee position.
Ø Charts are numbered in sequential order, usually starting with the Directorate.
Ø An index of charts lists the organization's various divisions and regions with
their chart numbers. This is to be maintained by the departmental Human
Resource office and updated as necessary.
Ø Charts must be on 8½ x 11 paper
30. Each chart identifies the following:

Ø department, board or agency,
Ø division, section or unit,
Ø headquarters or region,
Ø location (community),
Ø chart number,
Ø positions, both continuing and casual,
Ø title of the authorizing officer, and
Ø effective date approved.
31. The position title and number are identified in each position box.
32. Optional information outside and below the position box include the following:
Ø the incumbent's name,
Ø the location of the position (if different from that of the organizational unit),
Ø the expiry date of a term position,
Ø the evaluation level for the position.
*** See Attachment 2 for a sample Organization Chart ***
PROCEDURES
33. The manager completes the job description. It is encouraged that this be done in
concert with the incumbent if the position is occupied. Guidelines on how to
June 29, 2001 Page 6 of 15

complete the job description are contained in the Job Description Writing Manual
which is available from departmental Human Resource Offices.
34. The incumbent signs the job description if the position is occupied.
35. The Supervisor signs the job description.
36. The Deputy Head reviews the job description and organization chart and signs
both indicating approval of the work assigned to the position and the job
description content.
37. When exclusion from the bargaining unit is requested, a letter explaining/
supporting this exclusion is to be sent to the Manager of Labour Relations along
with the Job Description.
38. Departments are responsible for the creation, maintenance and on-going review
of job descriptions and organizational charts.
39. The departmental human resources office ensures the job description is filed in
the position file and that positions are scheduled for job evaluation as necessary.
40. Upon written request, a current job description and organization chart is provided
to the incumbent of the position either by the manager or the departmental
Human Resources office.
June 29, 2001 Page 7 of 15

Attachment 1
SAMPLE JOB DESCRIPTION: NURSE IN CHARGE
IDENTIFICATION
Position Number Position Title

00-0000 Nurse in Charge
Department Division/Region Location
Health & Social Services Community Health Programs Anywhere, NT

Board
PURPOSE OF THE POSITION

(Main reason why the position exists, within what context and what is the overall
end result).
Manages the provision of Community Health Services in Anywhere, in accordance with

established standards of nursing practice in the NWT and the philosophy and objectives
of the Board for the safe provision of safe standardized health care to the residents of
Anywhere
SCOPE
(Describe in what way the position contributions to and impacts on the
organization)
This position is located in a 6-bed health centre in the community of Anywhere, serving
a client population of 1200. The Health Centre is the sole medical facility in the
community, and the provision of critical incidence services are supported by physician
contact through telephone and tele-medicine when communication links are available.
Provides health services through four community health nurses who provide non-
emergency medical care, and responds to medical crises that require decision making
outside of the usual policies, procedures, and standards of care on a weekly basis. The
incumbent manages a $700,000 dollar budget allocated to provide a standardized
health care program as determined by Department of Health and Social Services.
June 29, 2001 Page 8 of 15

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

$700,000 for the Health Centre in order to assist in the protection, restoration,
and promotion of health.
Main Activities:
§ Analyzes and evaluates health care programs and the delivery of nursing
services on a continuous basis in order to develop and implement new or
revised health care programs designed to improve the health of the
community population.
§ Manages nurses and support staff to ensure the delivery of safe client care
within established GNWT standards of health care.
§ Reviews the monthly variance report and recommends the reallocation of
funding to the Senior Nursing Officer, if required, to ensure adequate funds
for the delivery of health care programs.
2. Provide professional nursing care and sanctioned-transferred medical functions

to clients (individuals, families, groups, and community) to prevent and restore
incidence of disease, disability, and death.
Main Activities:
§ Organize and implement a comprehensive community health service
designed to facilitate and maintain a healthy lifestyle.
§ Provide routine and emergency treatment services including short-term
inpatient care to ensure early diagnosis and prompt intervention in the
therapeutic and disease process.
§ Provide guidance to nursing and support staff to ensure they provide a safe,
acceptable standard of care to the residents of the community and to
facilitate professional development of the staff members.
§ Provide guidance to nursing staff and recommends the medical referral or
evacuation of particular patients to other health care providers or health
facilities, to ensure an acceptable standard of care is provided to the client.
June 29, 2001 Page 9 of 15

3. Provide public health services according to the GNWT Health Standards to

protect, prevent and reduce the incidence of communicable disease, to promote
a healthy lifestyle, and to reduce the incidence of disability and death to all
community members.
Main Activities:
§ Organizes and implements a variety of programs. These include well child
clinic, pre and postnatal clinic, school health program, chronic disease clinic,
immunization programs, communicable disease surveillance and treatment,
and conducts home visits for the elderly population, to promote a healthy way
of life, and decrease the incidence of death and disease.
§ Identify abnormal findings during patient assessment, and recommend to the
referral physician in BRHSSB a course of ongoing treatment or referral to the
tertiary care centre to ensure the client receives the acceptable standard of
care within the NWT and the Health board policies.
§ Participates in research (e.g.: Flu watch), special projects (new immunization
program). Provides input and participates in monthly interagency meetings to
plan, implement, and evaluate joint projects related to the community’s health
status in order to facilitate the objectives of the strategic initiatives plan of the
Health Board and the Department of Health and Social Services.
June 29, 2001 Page 10 of 15

KNOWLEDGE, SKILLS AND ABILITIES

(Describe the level of knowledge, experience and abilities that are required for
satisfactory job performance)
1. Knowledge of Public Health Practice as well as a technical knowledge of Nursing

theory and process.
2. Knowledge of current nursing trends in disease prevention, practice and programs in

order to keep nursing practices current and to plan, develop, coordinate, control,
implement and evaluate a comprehensive health service appropriate to community
needs. Must be sensitive to the cultural, social, and regional conditions in order for
these programs to be effective.
Skill in Emergency care and treatment as the position is required to perform
transferred medical functions beyond normal hospital nurse training. Ability to
perform advanced nursing functions such as:
§ Suturing and venipuncture for all age groups
§ Immunization techniques
§ Basic Lab skills (ESR, WBC, HGB, blood smears, pregnancy tests, microscopic
exam of specimens, various swab specimens, and preparation of specimens for
culture and sensitivity Basic radiology techniques, and quality control and
electrocardiograms
§ X-rays of chest and extremities, cast application and removal, and preparation of
splints and application
§ Pharmacy skills such as dispensing of medications and prescribing medication
under approved policy
3. Skill and ability to communicate and teach clients and staff members, to supervise,
manage and motivate a diverse group of people (staff members, students,
community groups and clients, interact and participate with interagency groups,
BRHSSB staff, GNWT staff, and individuals or groups who are involved in the care
and health status of the community).
This level of knowledge is typically acquired through a B.Sc.N. or through an approved
equivalency plus a minimum of 3 years of nursing practice including a minimum of one
year in hospital nursing. The incumbent should have at least six months of supervisory
experience. An active registration with the NWTRNA and basic CPR with annual re-
certification is mandatory.
June 29, 2001 Page 11 of 15

WORKING CONDITIONS
Physical Demands
Frequency Duration Intensity
Lifting and carrying patients. 3x a week 5 minutes Moderate
Assists staff member to transport incapacitated patients within the Health Centre
and Emergency patients coming to the Health Centre.
Environmental Conditions
Exposure to communicable diseases Every day 4 hours Low
Exposure to blood, drawn from patients in sick clinic and during the processing of body
fluids for transportation. Exposure to clients who are on TB medications, and to
common airborne diseases encountered in the clinic setting.
Sensory Demands
Crisis situations (hearing, sight and 4x a month 30 minutes High
smell)
Involved in every situation that requires dealing with difficult clients experiencing
medical problems, and requiring an immediate outcome. Exposed to situations that can
become volatile as the incumbent is the first line contact by community members for the
resolution of problems that require immediate intervention.
Mental Demands
Limited access to medical backup. Each day and 2 hours Moderate
night.
Must be available to provide medical guidance and intervention to subordinates without

the availability of a physician in the community. Lack of specific or critical medical skills
normally provided by a physician (i.e. surgery) requires the incumbent to make medical
judgements beyond the scope of their training. Must often wait up to 8 hours for patient
transfer, as medivac services are dependent on the weather and availability of planes.
June 29, 2001 Page 12 of 15

CERTIFICATION
Position Number:
__________________________________ ______________________________
Employee Signature Supervisor Title
__________________________________ ______________________________
Printed Name Supervisor Signature
_________________________________ ______________________________
Date Date
I certify that I have read and understand the I certify that this job description is an
responsibilities assigned to this position. accurate description of the
responsibilities assigned to the
position.
_______________________________________ _______________________________
Deputy Head/Delegate Signature Date
I approve the delegation of the responsibilities outlined herein within the context of the
attached organizational structure.
“The above statements are intended to describe the general nature and level of work being
performed by the incumbent of this job. They are not intended to be an exhaustive list of all
responsibilities and activities required of this position”
June 29, 2001 Page 13 of 15

Attachment 2
SAMPLE DEPARTMENT
Headquarters: Yellowknife
Program Evaluation Division
Organization Chart #3
Deputy
Minister
Type name here

Type title here
Secretary
Senior Senior Program

Program Advisor Evaluation Officer
Program Advisor Program Evaluation

Officer
Person Years Approved:

Continuing 5.0 Deputy Minister
August 18,1999
June 29, 2001 Page 14 of 15

AUTHORITIES AND REFERENCES
Main Collective Agreement with UNW

Article 36, Statement of Duties
GNWT Job Description Writing Manual
June 29, 2001 Page 15 of 15

Evaluating a Position
EVALUATING A POSITION
INTRODUCTION
1. Positions are evaluated using the Hay job evaluation methodology which is a
ranking system that compares jobs based on criteria comprised of four
compensable factors – Know How, Problem Solving, Accountability, and Working
Conditions, to determine their relative ranking in the organization.
2. The responsibility for carrying out the job evaluation function is delegated to
departments, boards and agencies of the Government of the Northwest
Territories as appropriate, by the Chairman of the Financial Management Board.
APPLICATION
3. This section applies to all positions except for the following:

§ the management group,
§ the NWTTA bargaining unit,
§ the NWT Power Corporation.
DEFINITIONS
4. Job evaluation is the analysis and evaluation of the required know-how,

problem solving, accountability and working conditions of a position. The result
establishes the relative value of a position within the GNWT.
5. HRXpert is the Human Resource Management Software designed and

developed by the Hay Group. It is used in the GNWT as a comprehensive
database listing all of the positions and evaluation strings. This database is used
for comparison and quality assurance purposes. It is not used to evaluate
positions but rather as a tool to check that evaluations are accurate.
6. HRIS is the GNWT’s Human Resources Information System.
7. Departmental Job Evaluation Committee is a committee consisting of

employees within a Department who have been trained in and have experience
in the use of the Hay Job Evaluation Methodology. This committee evaluates all
positions within the Department.
June 29, 2001 Page 1 of 7

GUIDELINES
8. The effective date of an evaluation action is generally the date that the Deputy
Head signs and formally approves the job description. Managers are
responsible for ensuring that the evaluation process is initiated as soon as
material changes occur to positions within their organizations.
PROCEDURES
9. Job evaluations are conducted by the appropriate Departmental Job Evaluation

Committee.
10. An up to date job description and organization chart is to be provided by the

position’s manager to the departmental Human Resource Office for review by the
Departmental Job Evaluation Committee
11. The Departmental Job Evaluation Committees have the delegated responsibility
to evaluate positions. Committees may seek assistance and guidance from the
Job Evaluation Section of FMBS.
12. The Departmental Job Evaluation Committee will review the organization chart
and job description for the position as well as any applicable benchmarks or job
family information.
13. Should the job description not be clear and complete in describing the position it
should be returned to the manager to be re-written.
14. Departmental Job Evaluation Committees may ask the employee and the
supervisor or manager of the position to make a presentation on the position to
ensure the committree members have a full and clear understanding of the job.
15. The employee (or representative) is not present during the evaluation process
nor do they have any authority in the final decision of the committee.
16. An evaluation is conducted using the Hay Guide Charts, benchmarks, GNWT job
family information, comparisons to similar jobs and HRXpert. Attention is paid to
the organizational context of the position and consistency with similar positions in
the GNWT.
17. A rationale for the evaluation is outlined and recorded along with the evaluation
in HRXpert.
18. Once the Departmental Job Evaluation Committee has developed the evaluation
for a position, original documents including the certified job description,
organization chart, and a completed job evaluation form (as per Attachment 1
and 2) are forwarded to the Job Evaluation Section of FMBS by the Human
Resource Office of the Department.
19. The required information for the job evaluation process is reviewed to ensure it is
complete and appropriately authorized. The Job Evaluation Section of FMBS
conducts a quality assurance check of the evaluation. For clarification, all
questions are directed to the Department Human Resource Office.
20. The evaluation of the position is entered into the Human Resource Information
System once all pertinent information is received and the job evaluation is
reviewed for consistency with other positions across the Government. The
departmental Human Resource Office is notified once this has been completed.
21. The Facilitator for the Departmental Job Evaluation Committee ensures the
results are communicated to the Manager of the position. The manager should
notify the incumbent of the job evaluation results.
22. Copies of all job evaluation documentation are then filed in the Departmental
position file.
23. Should the incumbent of the evaluated position disagree with the results of the
evaluation they may appeal the decision. Incumbents occupying UNW positions
are to follow the appeal process outlined in Article 36 of the UNW Collective
Agreement (Section 903a of the Human Resource Manual). Incumbents
occupying excluded positions shall follow the Special Appeal Procedures
outlined in Section 903b of the Human Resources Manual.

ATTACHMENT 1
Job Evaluation Form
Job Data Panel
Position #
Union Code
Job Title • Sr. Mgmt • UNW • NWTTA
• Excluded (approval required from Labour
Relations)
Department/Di
v. Work Schedule
Dept Code • Monday to Friday • Rotating Irregular
• 42 Hours • 40 Hours • 37.5
Hours
NOC code • Other, specify ____ weekly
hours
Other
Location • Permanent
Position
Location Code • Term / End Date (dd/mm/yy)
______/_____/_____
• Full Time • Part Time _________% FTE
Supervisor # • Non-Continuous • Continuous
Review Request
Action Reason:
• New Position • NOC Code Change • Position Deletion • Position Transfer
• Position Extension • Position Union • Position • Other
Change Reclassification ______________
Comments:
A. New position: Why is the position being established? Where did duties come from?
B. Existing position: Briefly explain change in duties and nature of transfers.
C. List other positions affected by changes.
Requested by Date
Evaluation
Factor Degree Points Comments
Know How
• Cognitive
• Managerial
• HR
Problem Solving
• Latitude
• Challenge
• %
Accountability

• Freedom
• Magnitude
• Impact
Profile
Working Conditions
• Physical
• Environmental
• Sensory
• Mental
WC Total
• Entered in HRXpert
TOTAL
Effective Date
• New duties added to Job Description (JD) (Date JD is signed by Deputy Head or up to 60
days before the signing of the JD if the Deputy Head certifies that the described duties
were assigned) (Article 24.11 (c) of Collective Agreement)
• Interdepartmental Job Family Review (retro to April 1, 1998 where the Job Family was
created prior to April 1, 2000)
Conversations between an employee and the supervisor regarding items missed in the job
description or job evaluation (“Note” on page 151 of Collective Agreement):
• After March 1, 1999. Retro no more than 90 days.
• Before March 1, 1999 and referral made to “informal review process.” Retroactivity
may be to April 1, 1998 assuming that the affected employee was performing the duties for
that period of time.
• Evaluation Appeal prior to March 31, 2000 Retroactivity may be to April 1, 1998
assuming that the affected employee was performing the duties for that period of time.
• Evaluation Appeal or Request for review filed after March 31, 2000 Retro no more than
60 days prior to filing.
Comments:
____________/___________/_____- • Supporting Documentation

DATE (dd/mm/yy) ______ Attached
Authorized by Date

ATTACHMENT 2
JOB EVALUATION REQUEST FORM

Information Requirements
In order to maintain accurate and current position information in the GNWT Human
Resources Management Information System (HRMS), the Job Evaluation section of
FMBS requires full and complete information from departments whenever a change is
made to a position, a new position is created or a position becomes inactive. The
information required for position management is itemized on the Job Evaluation form.
The following is an explanation of some of the fields:
JOB DATA PANEL
Ø Continuous or Non-continuous: Ensures mandatory leave is recorded and

exercised properly.
Ø Position # and Job Title: The title and number of the position being reviewed must
match the job description and organization chart.
Ø Union Code: Reflects whether the position is UNW/ Excluded/NWTTA/Senior

Management.
Ø Department: The employing department of the position.
Ø Department code: The six (6) digit number representing the department. A
department may have more than one code, one for each Division, Board, etc.
Ø NOC Code: Refers to the National Occupational Classification Code, a three or four
digit number assigned to every position in the GNWT. NOC codes are useful in
conducting occupational surveys and various occupational statistical analyses.
Departments are responsible for assigning an appropriate NOC code to new and
existing positions. When the Job Evaluation Form is received by the Job Evaluation
Section the NOC code is reviewed to ensure it is appropriate to the position and
consistent with codes applied to other comparable positions.
Ø Location: Where the position is geographically located.
Ø Location Code: The HRMS code indicating where the position is geographically
located.

Ø Regular or term: Indicates if a position is permanent (ongoing) or if it has an

established end date.
Ø Immediate Supervisor #: The position number to which the position under review
reports. The reporting relationship should be depicted on the organization chart.
REVIEW REQUEST
Ø Action Reason/Comments. Explanation of why the change is being made to the

position.
EVALUATION
The evaluation of the position. To be completed by the Job Evaluation Facilitator.
EFFECTIVE DATE
The date that the change to the position is to be effective in the HRMS. Unless
otherwise noted the effective date will be the latest date signed off on the job
description.
Main Collective Agreement with UNW

Article 36, Job Evaluation
Human Resource Manual

Section 306, Exclusions
Job Evaluation Standards

Job Evaluation Appeal Process
UNW Employees Section 903a
UNW Bargaining Unit Job Evaluation Appeals
INTRODUCTION
1. An employee who is a member of the UNW may appeal the evaluation of their
position.
APPLICATION
2. These guidelines and procedures apply to all GNWT employees in UNW

bargaining unit positions, except positions in the NWT Power Corporation.
DEFINITIONS
3. The Departmental Job Evaluation Committee is a committee consisting of

employees within a single Department who have been trained in the use of and
have experience in using the Hay Job Evaluation System. This committee
evaluates all positions within the Department.
4. A Job Description is a written statement of the duties and responsibilities of a

position. It also contains a description of the knowledge and skills required of an
incumbent in order for the person to satisfactorily do the job. It lists the working
conditions that may exist when the duties of each position are performed.
Deputy Heads are the final authority respecting the assignment of work and job
5. Hay Guide Charts are the Hay Guide Charts produced by Hay Management
Consultants as contained in Appendix C of the Collective Agreement.
6. First Level of Appeal: Job Evaluation Appeal Board is a committee consisting of

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

consisting of a representative of the Employer, a representative of the Union and
an independent chairperson. All members must be trained in the use of the Hay
Job Evaluation System and the composition of the Review Board should remain
the same throughout a particular appeal.
April 4, 2003 Page 1 of 1

GUIDELINES
8. Only the incumbent of a position may appeal the evaluation of their position.
9. Employees cannot appeal the evaluation for a position they are acting in unless
that acting assignment is for a period in excess of six months. However they can
appeal the evaluation for a position that they occupy by virtue of a transfer
assignment or a secondment.
10. A position can only be appealed on the basis of the evaluation and not an
inaccurate job description.
11. Employees may not sit on the Job Evaluation Appeal Board or Job Evaluation
Review Board where the position they occupy may be affected by the outcome of
the appeal.
12. At all levels of the appeal process the Hay Job Evaluation Guide Charts and the
Job Evaluation Manual will be used for evaluating positions.
13. The evaluation of a position by the Job Evaluation Appeal Board shall be final
and binding if the decision is unanimous.
14. Where the decision of the Job Evaluation Appeal Board is not unanimous, no
change will be made to the current evaluation and the employee may further
appeal to the Job Evaluation Review Board which will make a final and binding
decision.
15. The employee may withdraw their appeal request at any time during the appeal
process.
PROCEDURES
16. Before submitting a written request for a review by the Job Evaluation Appeal
Board to the Deputy Head, employees are encouraged discuss any concerns
with the evaluation of their positions or the content of their job description with
their respective managers.
17. If the job description was not accurate when evaluated by the Departmental Job
Evaluation Committee, the manager/director shall rewrite the job description and
re-submit it to the Departmental Job Evaluation Committee after the Deputy
Minister (or delegate) has approved the assignment of work and job description
content. This should occur within four weeks of the initial discussion.
18. The employee should document any concerns that they have with their
evaluation. Written documentation of concerns respecting the evaluation, along

with the most current job description (which will be provided by the manager),
should be re-submitted to the Departmental Job Evaluation Committee (please
see Attachment 1 for a sample letter).
19. The Departmental Job Evaluation Committee will consider the job description
along with the employee’s concerns and review the evaluation. The Departmental
Job Evaluation Committee will provide the evaluation, as well as a written
rationale to the manager/director who will then discuss this with the employee
(please see Attachment 2 for a sample letter).
20. If an employee’s concerns have not been addressed through the above process,
the employee may forward a written request for an appeal including their
concerns to the Deputy Head (please see Attachment 3 for a sample letter).
First Level of Appeal: Job Evaluation Appeal Board
21. The Deputy Head refers the appeal to the Job Evaluation Appeal Board through
the Manager, Job Evaluation, FMBS.
22. The FMBS coordinates the convening of the Job Evaluation Appeal Board
(please see Attachment 4 for a sample letter).
23. The employee (or a representative) has the right to make a presentation on the
employee’s behalf.
24. The manager/director is required to make a presentation respecting the position

under appeal.
25. The decision of the Job Evaluation Appeal Board is final and binding when it is
unanimous. (Please see Attachment 6 for the Appeal Board meeting process).
Second Level of Appeal: Job Evaluation Review Board
26. When the decision is not unanimous, the employee may request that the Deputy
Head refer the appeal to the Job Evaluation Review Board via the Manager, Job
Evaluation, FMBS. Such a request must be made within a 14 calendar day
period after the employee is mailed a written decision.
27. Decisions of the Job Evaluation Review Board are final and binding (Please see
Attachment 7 for the Job Evaluation Review Board meeting process).
28. Where, as a result of the review, a position is found to be over-evaluated and the
maximum salary payable in the new range is less than the maximum salary of
the incumbent of that position, he/she shall be paid as the present incumbent of

that position (PIO) as outlined under Section 1001, SALARY ADMINISTRATION

of the Human Resource Manual and Article 24.09(1) of the Collective Agreement.
29. The effective date of a re-evaluation that results in an increase in pay shall be in
accordance with Article 24.12(c) of the Collective Agreement.
30. The decisions of the Job Evaluation Appeal Board or the Job Evaluation Review
Board are communicated in writing to the employee, the Manager, Job
Evaluation, FMBS and the employee’s Deputy Head.
31. The Deputy Head ensures that the Board decisions are implemented within one
week where such decisions are final and binding.
Articles 24 and 36 of Collective Agreement with the UNW that expires on March 31,
2002
MOU Page 195, Collective Agreement with the UNW that expires on March 31, 2002

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

Committee
This is to request a review of the evaluation of my position by the (department)

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

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

Attachment 3
(Date)
Dear (Deputy Head):
Subject: Job Evaluation Appeal Board Request – Position (#)
This is to advise that I wish to have my position evaluation formally reviewed by the Job
Evaluation Appeal Board.
I am making this request for the following reasons:
(Rationale)
Sincerely,
(Employee)
cc. Position File

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

FMBS
cc. Position File

HR Division

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

FMBS
cc. Position File
Attachment 6

JOB EVALUATION APPEAL BOARD PROCESS
The following is an outline of the process the Job Evaluation Appeal Board will
undertake when it convenes to review a job evaluation appeal.
The Secretary of the Financial Management Board and the President of the Union of
Northern Workers or their designates shall jointly chair the Board.
1. The Chairs shall introduce the members of the Appeal Board and bring the meeting
to order.
2. The Chairs shall confirm that the Appeals have been properly registered, the Board
has been properly constituted, and that each Board member has the same
information. This information shall include the position descriptions and relevant
organization charts of the positions to be reviewed, a copy of the Job Evaluation
Manual (inclusive of the benchmarks), and the Hay Guide Charts.
3. The Board shall review and discuss the job descriptions to ensure all members have
an understanding of the jobs.
4. The Board shall call upon the employee(s) and his or her representative to attend
the hearing.
5. The Chairs shall introduce the employee and provide sufficient time for the
employee or their representative to give relevant information on the position, and the
rationale for requesting a review of the evaluation of their position. The Board will
ask the employee or their representative to clarify any points that the Board is
unclear on.
6. The Chairs shall explain the decision making process to the employee and provide
an indication as to when a response may be anticipated. Unless there are unusual
circumstances, the decisions shall be rendered within 10 working days of the date of
the hearing.
7. The Chairs shall introduce the manager/director responsible for the position under
appeal and provide sufficient time for the manager/director to provide relevant
information on the position. Board members may ask questions of the
manager/director to address matters requiring clarification.
8. The manager/director and the employee (or representative) are not present during
the evaluation process nor do they have any authority in the final decision of the
committee.

9. The Board shall proceed with the evaluation of each position utilizing the Job
Evaluation Manual, benchmarks and Hay guide charts.
10. The Board shall arrive at a decision as to the evaluation of each of the positions in
question. In the event that consensus cannot be reached, the dissenting member
shall file a minority opinion.
11. The Chairs shall record the decision of the Board, its rationale, whether the decision
is unanimous or not, prepare a draft of the decision, including any minority opinions
and circulate the draft decision to the other Board members for their review and
authorization. When finalized, all members of the Board are to sign the decision.
12. The Chairs will provide the employees, their departmental Human Resources
offices, the union and the other Board members with a signed copy of the decisions.
The original copy will be the one forwarded to the employees.
13. The Board will conclude with a review of the process (what worked, what requires
improvement), and with a commitment regarding completion of the report, release of
the decision, and timelines.
Notes on the Appeal Process
The Appeal Board must work co-operatively to review the factual information about
the jobs and arrive at a decision as to their proper evaluation.
At least two working days prior to the actual appeal hearing the following materials
must be distributed to all committee members; employee’s appeal letter, an accurate
job description and organizational chart, current job evaluation and rationale.
The Board must review the same disputed evaluation result that was previously
reviewed by the Departmental Job Evaluation Committees.
The personal qualifications and/or performance of the incumbents are not relevant to
the review of their evaluations.

Attachment 7
JOB EVALUATION REVIEW BOARD PROCESS
The following is an outline of the process the Job Evaluation Review Board will
undertake when it convenes to review a job evaluation appeal.
1. The Chair shall introduce the members of the Review Board and bring the meeting
to order.
2. The Chair shall confirm that the Appeals have been properly registered, the Board
has been properly constituted, and that each Board member has the same
information. This information shall include the position descriptions and relevant
organization charts of the positions to be reviewed, the benchmarks, a copy of the
Job Evaluation Manual, and the Hay Guide Charts.
3. The Board shall review and discuss the job descriptions to ensure all members have
an understanding of the jobs.
4. The Board shall call upon the employee(s) and his or her representative to attend
the hearing.
5. The Chair shall introduce the employee and provide sufficient time for the employee
or their representative to give relevant information on the position, and the rationale
for requesting a review of the evaluation of their position. The Board will ask the
employee or their representative to clarify any points that the Board is unclear on.
6. The Chair shall explain the decision making process to the employee and provide an
indication as to when a response may be anticipated. Unless there are unusual
circumstances, the decisions shall be rendered within 10 working days of the date of
the hearing.
7. The Chair shall introduce the manager/director responsible for the position under
appeal and provide sufficient time for the manager/director to provide relevant
information on the position. Board members may request clarification as necessary.
8. The manager/director and the employee (or representative) are not present during
the evaluation process nor do they have any authority in the final decision of the
committee.

9. The Board shall proceed with the evaluation of each position utilizing the Job
Evaluation Manual and Hay guide charts together with the addendum to be
developed and used in all appeals and also for the use of the DEPARTMENTAL
JOB EVALUATION COMITTEE’s stated in the MOU in the Collective Agreement,
pg. 195.
10. The Board shall arrive at a decision as to the evaluation of each of the positions in
question. In the event that consensus cannot be reached, the dissenting member
shall file a minority opinion.
11. The Chair shall record the decision of the Board, its rationale, whether the decision
is unanimous or not, prepare a draft of the decision, including any minority opinion
and circulate the draft decision to the other Board members for their review and
authorization. When finalized, all members of the Board are to sign the decision.
12. The Chair will provide the employees, their departmental Human Resources offices,
the union and the other Board members with a signed copy of the decisions. The
original copy will be the one forwarded to the employees.
13. The Board will conclude with a review of the process (what worked, what requires
improvement), and with a commitment regarding completion of the report, release of
the decision, and timelines.
Notes on the Appeal Process
The Review Board must work co-operatively to review the factual information about
the jobs and arrive at a decision as to their proper evaluation.
At least two working days prior to the actual appeal hearing the following materials
must be distributed to all committee members; the Job Evaluation Appeal Board
decision and any minority reports, the employee’s appeal letter, an accurate job
description and organizational chart, current job evaluation and rationale.
The Board must review the same disputed evaluation result that was previously
reviewed by the Departmental Job Evaluation Committee and the Job Evaluation
Appeal Board.
The personal qualifications and/or performance of the incumbents are not relevant to
the review of their position.
The decisions of the Review Board are final and binding.

Excluded Employees Section 903b
Excluded Employee Job Evaluation Appeals
INTRODUCTION
1. An employee in an excluded position may appeal the evaluation of their position.

The Special Review Committee conducts an independent review and evaluation
of the position.
APPLICATION
2. These guidelines and procedures apply to all GNWT employees in excluded

positions.
DEFINITIONS
3. An Excluded Employee is an employee who is employed in a position that is

excluded from membership in a bargaining unit under Section 41. (1) (1.7) of the
Public Service Act.
4. The Departmental Job Evaluation Committee is a committee consisting of

employees within a Department who have been trained in the use the Hay Job
Evaluation Methodology. This committee evaluates all positions within the
Department.
5. A Job Description is a written statement of the purpose and responsibilities of a

position. It also contains information respecting the knowledge and skills
required of an incumbent in order for the person to satisfactorily do the job and
lists the working conditions that exist when the duties are performed. Deputy
Heads are the final authority respecting the assignment of work and job
6. Hay Guide Charts are the Hay Job Evaluation Methodology Guide Charts
produced by Hay Management Consultants for the Government of the Northwest
Territories.
7. The Special Review Committee is a committee consisting of an Independent

Chairperson, a representative of the Secretary of the Financial Management
Board, and a Public Service Employee Designate (if requested by the employee
or otherwise assigned by the Manager of Job Evaluation). All members are
trained in the use of the Hay Job Evaluation Methodology.
8. An Employee Designate is a Public Service Employee who has been trained in

the use of Hay Job Evaluation Methodology and who has agreed to be a
May 29, 2001 Page 1 of 12

member of the Special Review Committee at the request of the employee

forwarding a submission to the committee.
9. Employee Representative refers to an individual that neither has to be a Public

Service Employee or person trained in the Hay Job Evaluation Methodology but
is chosen by the employee to make a presentation on the employee’s behalf.
GUIDELINES
10. Appeals should contain detailed information providing a rationale for why the
employee believes that their position is improperly evaluated.
11. Only the incumbent of a position may appeal the evaluation of that position.
12. Employees cannot appeal the evaluation for a position in which they are acting.
However they may appeal the evaluation for a position they occupy by virtue of a
transfer assignment.
13. An appeal may be filed with respect to Job Evaluation results only and not with
respect to job description content.
14. An appellant cannot act as his or her own designate to the Special Review
Committee.
15. The Special Review Committee will evaluate positions utilizing all factors in the
Hay Guide Charts in conjunction with GNWT Benchmarks, job families and
model jobs and other materials contained in the GNWT Job Evaluation Manual
or materials contained in the Hay Job Family and Model Job binder.
16. The evaluation of the position by the Special Review Committee shall be final
and binding, based on the majority decision of the committee.
17. An employee may withdraw an appeal at any time during the appeal process.
This withdrawal must be in writing addressed to the Manager, Job Evaluation,
FMBS.
PROCEDURES
18. Before submitting a written request for a review by the Special Review
Committee to the Deputy Head, an employee shall discuss any concerns with
the evaluation of their position or the content of their job description with their
manager.
19. If the job description was not accurate when evaluated by the Departmental Job
Evaluation Committee, the manager shall rewrite the job description and re-
May 29, 2001 Page 2 of 12

submit it to the Departmental Job Evaluation Committee after the Deputy Head
(or delegate) has approved the assignment of work and job description content.
20. The employee should document any concerns that they have with their
evaluation. Written documentation of concerns respecting the evaluation, along
with the most current job description (which will be provided by the manager),
should be re-submitted to the Departmental Job Evaluation Committee (please
see Attachment 1 for a sample letter).
21. The Departmental Job Evaluation Committee will consider the job description
along with the employee’s concerns and review the evaluation. The
Departmental Job Evaluation Committee will provide the evaluation, as well as a
written rationale to the manager who will then discuss this with the employee
(please see Attachment 2).
22. If an employee’s concerns have not been addressed through the above process,
the employee may forward a written appeal including their concerns to the
Deputy Head (please see Attachment 3).
23. The employee has a time limit of 30 days to file an appeal with the Special
Review Committee following the notice of evaluation results for their position
from the Departmental Job Evaluation Committee.
24. The Deputy Head refers the appeal to the Special Review Committee through
the Manager, Job Evaluation, FMBS.
25. The Financial Management Board Secretariat Job Evaluation Unit coordinates
the convening of the Special Review Committee and informs the Employee of
the expected time frames. (see Attachment 4 for a sample letter)
26. The Employee may request that a Public Service employee designate, trained in
the Hay Job Evaluation Methodology, sit on the Special Review Committee:
§ The Employee contacts their department’s Human Resources Office to obtain

the list of trained employees who are willing to sit on the Special Review
Committee as an employee designate. Employees may not sit on the Special
Review Committee themselves, as it is inappropriate for the incumbent of a
position to be involved in the position’s evaluation.
§ The employee selects any person on this list or another Public Service employee
who meets the training and experience requirements of an employee designate
and requests their membership at the Special Review Committee. It is up to the
employee to ensure they are comfortable with their choice of employee
designate.
May 29, 2001 Page 3 of 12

§ If the employee designate feels there may be a conflict of interest in sitting on

the Special Review Committee, they may decline to do so. The employee must
then select and contact another representative.
§ Where an Employee does not request an Employee designate, a departmental

Job Evaluation Facilitator from another department is appointed by the Manager
of Job Evaluation.
27. The employee must be present for the Special Review Committee hearing.
28. The employee (or an Employee Representative) has the right to make a
presentation respecting their concerns.
29. The employee (or representative) is not present during the Special Review
Committee evaluation process nor do they have any authority in the final
decision of the committee.
30. Where, as a result of the review, a position is found to be over-evaluated and the
maximum salary payable in the new range is less than the maximum salary of
the incumbent of that position, he/she shall be paid as the present incumbent of
that position (PIO) as outlined under Section 1001, SALARY ADMINISTRATION
of the Human Resource Manual.
31. The effective date of a re-evaluation that results in an increase in pay shall be
the date upon which the employee began to perform the described
responsibilities as certified by the Deputy Head. No retroactive pay shall be
made for any re-evaluation adjustment that extends beyond 90 days prior to the
submission of the request for a review to the Deputy Head.
32. The decisions of the Special Review Committee are communicated in writing to
the employee, the Manager, Job Evaluation, the Secretary of the Financial
Management Board and the employee’s Deputy Head and Human Resource
Unit Manager.
33. The Deputy Head ensures that the Special Review Committee decisions are
implemented within one week of receipt.
Job Evaluation section of the Excluded Employee Handbook.
May 29, 2001 Page 4 of 12

Attachment 1
(Date)
Dear (Departmental Job Evaluation Committee Facilitator):
Subject: Request for Job Evaluation Review by Departmental Job Evaluation

Committee
This is to request a review of the evaluation of my position by the (department)

Departmental Job Evaluation Committee. I have reviewed my concerns with my
manager, (name), however I do not feel that my position has been evaluated properly.
My reasons for concern are:
(Rationale)
Sincerely,
(employee name)
May 29, 2001 Page 5 of 12

Attachment 2
(Date)
Dear (Manager):
Subject: Departmental Job Evaluation Committee Review Decision
This is to advise that the Departmental Job Evaluation Committee met on (Date) to
review the position of (position name and number).
The Committee determined the proper evaluation for this position to be (evaluation
string) based on the following rationale:
(Rationale)
Please discuss the results of this review with the incumbent of the position. If the
incumbents concerns have not been resolved by this review, he/she may request in
writing that a further review be conducted by the Special Review Committee. Their
request is to be sent to the Deputy Head, who will forward it to the Manager, Job
Evaluation, FMBS.
Sincerely,
(Facilitator Name)
(Department)
cc. Position File
May 29, 2001 Page 6 of 12

Attachment 3
(Date)
Dear (Deputy Head):
Subject: Special Review Committee – Position (#)
This is to advise that I wish to have my position evaluation formally reviewed by the
Special Review Committee.
I am making this request for the following reasons:
(Rationale)
Sincerely,
(Employee)
cc. Position File
May 29, 2001 Page 7 of 12

Attachment 4
(Date)
Subject: Position Evaluation Review – Special Review Committee
A request to have the evaluation of your position (Title) reviewed by the Special Review
Committee has been received. This matter will be placed on the Agenda for the next
committee meeting, which is tentatively scheduled for (time) on (date).
Attached is a list of Employees training in the use of the Hay Job Evaluation
Methodology and who are willing to act as an Employee Designate on the Special
Review Committee. Please arrange with an individual of your choosing for them to act
as your designate on the committee and let me know as soon as possible who the
individual is.
You will be contacted closer to the hearing date as to specific times that you will be
required to be available to make a presentation to the Special Review Committee.
Alternately, you may choose any other individual to make a presentation to the
Committee on your behalf.
Please contact me should you have any questions about this process.
Sincerely,
(Manager, Job Evaluation)

FMBS
cc. Position File
May 29, 2001 Page 8 of 12

Attachment 5
(Date)
(Name)
(Position)
(Department)
Job Evaluation Special Review Committee Hearing
Your request to have the evaluation of your position reviewed by the Special Review
Committee has been placed on the Agenda for the Special review Committee meeting
scheduled for (dates).
Please attend the hearing at (hour) on (month), (date), (year) at the (location). Please
be prepared to make a brief presentation (15 minutes maximum) respecting the
elements of your job’s evaluation that you are concerned with. Alternately, you may
bring any individual of your choosing to make a presentation on your behalf.
Regardless of whether or not you choose to make a presentation yourself or have a
representative do it, you may be required to respond to questions from the members of
the Special Review Committee respecting your job.
The Committee will also invite your supervisor and the Job Evaluation Facilitator from
your department to make presentations. Once all presentations are made, the Special
Review Committee will deliberate and come to a final decision in private. You will be
notified of the result within three to four weeks of the hearing date. This decision will be
final.
Chair, Special Review Committee
cc. Position File
ATTACHMENT 6
May 29, 2001 Page 9 of 12

(Date)
(Name)
(Position)
(Department)
Job Evaluation Special Review Committee Hearing
It is my understanding that (Employee) has asked you to act as his/her delegate on the
Special review Committee convening to review (Employee)’s job evaluation and that
you have agreed to do so.
You are therefore asked to attend the Committee hearing at (hour) on (month), (date),
(year) at the (location). Please bring your Job Evaluation Manual and be prepared to
spend several hours reviewing the evaluation of the position in question.
Please contact me should you have any questions about this process or your role in it.
Manager, Job Evaluation
May 29, 2001 Page 10 of 12

Attachment 7
Special Review Committee TERMS OF REFERENCE
The Special Review Committee (Special Review Committee) exists as a committee

whose mandate and authority is assigned and delegated by the Financial Management
Board Secretariat whose responsibility it is to select, modify and maintain the GNWT
job evaluation system.
The Special Review Committee is a committee consisting of an independent

chairperson, a representative of the Secretary of the Financial Management Board, and
a Public Service Employee Designate (requested by the employee or, failing that,
assigned by the Manager of Job Evaluation). All members must be trained in the use of
the Hay Job Evaluation System.
The mandate of the Special Review Committee is to review evaluation decisions where
an employee believes that his/her position has been improperly evaluated. This process
will address appeals from employees in excluded positions. The Committee shall:
1. Evaluate positions forwarded by employees in excluded positions, utilizing all factors

in the Hay Guide Chart in conjunction with GNWT Benchmarks, GNWT Job Models
and ladders and if necessary, Hay benchmarks and job models.
2. Review job descriptions, organization charts, and written concerns pertaining to the
individual job evaluation.
3. Hear employees’ (or representatives’) presentations to the committee (if any).
4. Hear the Departmental Job Evaluation Facilitators’ reasons for the evaluation of the
position.
5. Hear any presentation made by the supervisor of the employee.
6. Utilize any information or resources it deems necessary to make an informed

evaluation decision.
7. Review the evaluation results in conjunction with similar jobs at those levels.
8. Use conference calls to receive evidence as necessary.
May 29, 2001 Page 11 of 12

9. The Committee exclusively deals with issues of Job Evaluation. The Committee may
not proceed with the evaluation of a position if, during the process, it has been
determined that the job description may not be accurate (confirmed by the position’s
Deputy Head), that the issue is one of labour relations and not job evaluation, or that
the complaint is related to salary and not to the evaluation of the position.
10. Evaluations will be finalized according to the majority opinion of the Committee
members.
11. Evaluation decisions will be final and binding and shall implemented within one
week of the decision of the committee.
An employee of the Financial Management Board Secretariat Job Evaluation Unit shall
co-ordinate the convening of Committee meetings, distribute all relevant documents
(i.e. the employee’s appeal letter, an accurate job description and organizational chart,
and current job evaluation and rationale and other relevant documentation) in advance
of the Special Review Committee meeting to all committee members and shall attend
Committee meetings in order to provide administrative support to the Committee.
The Special Review Committee shall submit a report detailing Committee decisions
(evaluations, evaluation rationales, names of evaluators, etc.) after each Committee
meeting to the affected employee, the Secretary of the Financial Management Board
Secretariat, to the Manager, Job Evaluation, FMBS and to the appropriate
Departmental Human Resources Manager and Deputy Head.
Meetings shall convene in Yellowknife when there are enough jobs/positions to warrant
a Special Review Committee Hearing.
May 29, 2001 Page 12 of 12

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

2. To identify the need/review/evaluate GNWT Benchmark Jobs and/or
interdepartmental job models;
3. To evaluate jobs which are contentious;
4. To provide interpretations for the application of factors and formally report
to all departments;
5. To ensure interdepartmental consistency of ratings for similar jobs;
6. To resolve and provide support for other JE issues as requested by
departments or the Financial Management Board Secretariat;
7. To refer matters which cannot be resolved at the Committee level, as well
as departmental appeals of committee evaluation instructions, to the
Secretary of the Financial Management Board for final decisions.
3. Members
The Committee shall consist of the Job Evaluation Facilitator’s from all Government
Departments as well as from the Legislative Assembly, the NWT Housing Corporation
and the Workers’ Compensation Board.

Facilitators must have received training on the Hay Job Evaluation System and be in
jobs at the Manager or Director level and report directly to the Deputy Minister for their
respective Department on job evaluation matters. In order to ensure continuity of the
working processes/issues of the JE Facilitator’s Committee, it is recommended that this
be the incumbent of a job who is able to commit their time to attending committee
meetings.
The Manager of Job Evaluation will chair the Committee. FMBS will provide
administrative support to the committee.
4. Decisions of the Committee
Evaluation decisions made by the committee will be by majority vote of the attending
members which must constitute a quorum of fifty percent (50%) plus one (1) of the total
of the Committee members.
Where a facilitator is unable to attend, another departmental representative, trained in

the Hay Job Evaluation Method may attend the meeting and vote on evaluations on
behalf of the Facilitator. The designated Facilitator for the department is accountable
for their representative’s vote.
Evaluation decisions will be binding upon the department and implemented within one
week of the decision of the committee.
5. Reporting
An employee of the FMBS shall attend committee meetings in order to provide

administrative support to the Committee by preparing minutes detailing Committee
activities, decisions, (evaluations, evaluation rationales, names of evaluators, etc.) and
recommendations after each Committee meeting. Such minutes shall be distributed to
the Committee member and Chair, to the Secretary, Financial Management Board, and
to Deputy Heads. Committee members are responsible for distributing information to
their department heads as appropriate.
6. Meetings
Meetings shall be held monthly or as necessary in the opinion of the Committee Chair to
carry out the Committee’s responsibilities.

Evaluation Reference Material
Job Evaluation - UNW and Excluded Positions
Introduction
Job evaluation is the analysis and evaluation of work for the purpose of determining the
relative value of jobs within an organization. Job evaluation may also provide valuable
information for organizational analysis and for human resource planning and
management.
For a job evaluation system to be effective, care must be taken in ensuring the system
is as objective as possible. It is important that each job be evaluated on the basis of
current, regular and on-going work conditions and job content. It is also essential that
the focus of the evaluation process be on the purpose, scope and responsibilities of
work assigned to the position, and not an incumbent’s personal qualities or
performance.
As jobs are very often affected in some way by organizational change, maintaining the
job evaluation system requires that departments periodically and systematically review
their organization design and structure to determine if significant changes have
occurred. Any change in an organization’s structure may alter the content of a job,
which may result in an adjustment in the evaluation of the job. Organizational reviews
are the responsibility of Senior Management, and it is recommended that these reviews
occur on a regular basis.
The Hay Job Evaluation Methodology is the foundation of the system used by the
GNWT. The Hay Methodology has been applied at all levels of organizations for over
50 years in both the private and public sector world-wide. The Hay methodology
recognizes four compensable factors that fit closely with the factors stipulated in equal
pay legislation:
March 31, 2002 Page 1 of 31

Equal Pay Legislation Hay Method Compensable Factors
Skill Ø Know-How
Effort Ø Problem Solving
Responsibility Ø Accountability
Working Conditions Ø Physical Effort, Environmental

Factors, Sensory Attention, Mental
Stress
Throughout this section reference is made to the Hay Guide Charts (please see Section
2 of the manual). The Guide Charts are an evaluation tool for the Hay method of job
evaluation and provide the criteria on which evaluation decisions are made. Each of the
four compensable factors has a Guide Chart outlining the dimensions of each of the
factors and their respective point levels. Each job is given a ranking in accordance with
the four factors in relation to other jobs in the organization, resulting in a total point level.
The white areas on the charts suggest logical combinations between the dimensions
within each of the factors.
Government of the Northwest Territor ies Job Evaluation Committees use the Hay Job
evaluation methodology to rank jobs based upon consistent criteria as defined in the
guide charts. Jobs are not “rated”. It is important to note that job evaluation tries to
reflect the relative added value or worth of jobs in an organization. Based on this
premise, the Hay methodology works with the concept of step differences. Through
statistical research it was concluded that a “Just Noticeable Difference “ or step
difference between factors is 15%. Step differences are the underlying logic of the
Guide Charts.
In the following sections each of the Hay job evaluation factors is reviewed. Please
note that this serves as an introduction to the topic only and does not qualify an
individual to be a job evaluator.

1.0 Know How
Know how is the sum total of every kind of knowledge and skill, however acquired,
needed for acceptable job performance. Know How has three dimensions:
Cognitive Know How

Cognitive Know How refers to the requirements for practical procedures, specialized
techniques, or scientific disciplines. This type of knowledge and skill may be
characterized by breadth (variety), or depth (complexity), or both. Jobs may require, in
varying combinations, some knowledge about many things or a good deal of knowledge
about a few things. Thus, the measuring of Practical, Technical Know-How requires an
understanding of “How much knowledge is needed about how many things and how
complex are they?”
LEVEL EXPLANATION POSSIBLE EXAMPLES

L. Limited Work of this kind is extremely simple, short cycle in • Dishwasher
nature, and typically involves manual effort. Job
incumbents are required to respond to a few simple
orders.
A. Basic Familiarity with simple work routines; work • Copier Machine Operator
indoctrination. • Mail Distribution Clerk
B. Elementary Capable of carrying out uninvolved, standard • Receptionist
procedures AND / OR using equipment or machines • Clerk Typist
which are simple to operate. • Order Filler
• Grounds Keeper
C. Vocational Experienced in applying methods or procedures, • HR Assistant
which generally are well defined and straightforward, • Secretary
but with occasional deviations. Skill in the use of • Customer Service Clerk
specialized equipment may be needed. • Electrician’s Helper
D. Advanced Accomplished in implementing practical procedures • Programmer
Vocational or systems, which are moderately complex AND / • Administrative Assistant
OR specialized skills, which require some technical • Drafter
knowledge (usually non-theoretical) to apply. • Maintenance Foreman
• Trades Journeyperson
E. Specialized A sound understanding of and skill in several • Accountant
activities which involve a variety of practices and • Labour Relations Officer
precedents OR a basic understanding of the theory • Engineer
and principles in a scientific or similar discipline. • Human Resource
Consultant
• Mid Level Manager
• Public Health Nurse


F. Seasoned Extensive knowledge and skill gained through broad • Manager Personnel
or deep experiences in a field (or fields) which Services
requires a command of EITHER involved, diverse • Controller
practices and precedents OR scientific theory and • Manager Integrated
principles OR both. Resource Management
• “Seasoned” Professional
(Engineering, Law, etc.)
G. Specialized Mastery of theories, principles, and complex • Expert Professional
Mastery techniques OR the diverse, cumulative equivalent (Engineering, Law, etc.)
gained through broad seasoning AND / OR special • CEO (most)
development • Deputy Head (most)
• Senior Vice President
H. Profession Externally recognized expertise in a complex • Externally recognized
al Mastery scientific field or other learned discipline. expert
Managerial Know How

This is know how required to integrate and harmonize diversified functions involved in
managerial situations (operating, supporting and administering). It is practised directly
in “line” assignments, consultatively in “staff” assignments or both ways. This factor
reflects the knowledge and skill required for integrating and harmonizing activities,
resources and functions involving some combination of planning, organizing,
integrating, coordinating, evaluating, staffing and/or controlling. Managerial Know How
is reflected on the guide charts as the values “N” (none), “I” (minimal), “II” (related), “III”
(diverse), “IV” (broad), and “V” (total).
Managerial Know How is a continuum like all other factors in the ranking process.
Evaluators must always compare what levels apply to a job being evaluated relative to
other positions in the organization. Deputy Ministers and Maintenance supervisors both
plan but there is a significant difference in difficulty, scope and time frames. The
organizational structure in which a job exists must be considered so that the job above
the one being evaluated and its impact, is considered. The next layer above the job
being evaluated is there because the job being evaluated cannot “do it all” on its own.
The level above brings added value from the standpoint of planning, organizing and co-
ordinating activities. Layers of management cannot be ignored with respect to their
impact on the positions below both in managerial know how and freedom to act.

Explanations for the levels and illustrative examples follow.
Level EXPLANATION POSSIBLE

EXAMPLES
N. Performance of a task(s), highly specific as to • Payroll Clerk
objective and content, and not involving the leadership • Receptionist
of others.
I. Performance or direction of activities, which are • Accountant
similar as to content and objectives with appropriate • Officers &
awareness of other activities. Analysts
• First Line
Supervisor or
Manager
• Trades
II. Direction of a unit with varied activities and objectives • Director
OR guidance of a subfunction(s) or several important • Superintendent
elements across several organizational units. • Executive
Manager
III. Direction of a large unit with functional variety OR • Assistant Deputy
guidance of a function(s) which affects all or most of Head
the organization. • Deputy Head
• Director of a
large unit with
functional variety
IV. Direction of a major unit with substantial functional • CEO – Medium
diversity OR guidance of a strategic function(s) which organizations
significantly affects the organization’s planning and • Large Deputy
operations. Head
V. Management of all units and functions in the • CEO – Large
organization. Organizations
• Former GNWT
Commissioner
position

Human Relations Skills

Human Relations Skills are the active, face to face skills needed by a job holder for
various relationships with other people within and outside of the organization. Human
Relations Skills range from “1” (basic), to “2” (important), to “3” (critical). It must be kept
in mind that “1” is not a “0”. It is assumed that all jobs require a minimum of common
politeness. At the opposite extreme, a job that requires the ability to motivate, convince
or sell others to gain results is a “3”. HR skills are not synonymous with being a nice
person and they are not necessarily interchangeable. For example, the supervisor of a
highway crew, a labour negotiator, a football coach, a Deputy Minister and a social
worker are all “3”s. They all require the ability to get people to “produce” whether it be
to change a lifestyle, dig a ditch or win a game.
Level descriptions with illustrative examples follow.

1 Basic This is the base level of interpersonal skill utilized • Heavy Duty Mechanic
by most individuals in the course of performing the • Accountant I
job. It includes the ability to communicate with • Programmer
ordinary courtesy and effectiveness with others in • Clerk Typist
the organization to request or transmit information, • Court Reporter
ask questions or get clarification.
2 Important This level of interpersonal skill is required in jobs in • Buyer
. which understanding and influencing people are • Maintenance Coordinator
important requirements in the job. Skills of • Youth Officer I
persuasiveness or assertiveness as well as • Registered Nurse
sensitivity to the other person’s point of view are
often required to influence behaviour, change an
opinion, or turn a situation around. The
requirement for public contact does not necessarily
demand this level of human relations skills,
particularly if the purpose is to provide or solicit
information. Positions which assign work, monitor
and review work of other employees, usually
require at least this level of skill.
3 Critical. The highest level of interpersonal skill is usually • Supervisor HR
required by positions in which alternative or • Crew Foreman
combined skills in understanding and motivating • Most Managers (not all)
people are important in the highest degree. Jobs • Most First Line Supervisor
which require negotiating skills are often found at (not all)
this level, but consideration has to be given to the • CEO
power bases being utilized. In negotiations • Assistant Deputy Head
between buyers and sellers of products, services, • Deputy Head
concepts, or ideas, less Human Relations skill may

concepts, or ideas, less Human Relations skill may
be required by the “buyer” who has the latitude to
say “no” than by the seller who must turn the “no”
to “yes”. This level of skill is usually required for
positions accountable for the development,
motivation, assessment and reward of other
employees.
2.0 Problem Solving
Problem Solving is the amount and nature of the thinking required in the job for
analyzing, reasoning, evaluating, creating, using judgement, forming hypotheses,
drawing inferences, arriving at conclusions and the like. To the extent that thinking is
limited or reduced by job demands or structure, covered by precedent, simplified by
definition, or assisted by others, Problem Solving is diminished and results are obtained
by the automatic application of skills rather than by the application of the thinking
processes to knowledge. Problem Solving measures the extent to by which Know-How
is employed or required. “You think with what you know.” Therefore Problem Solving is
treated as a percentage of Know-How.
Problem Solving has two dimensions:

Ø The environment in which the thinking takes place – the extent to which assistance
or guidance is available from others or from past practice and precedents.
Ø The challenge of the thinking to be done – the novelty and complexity of the thinking
required.
The evaluation of Problem Solving should be made without reference to the job’s
freedom to make decisions or take action; these are measured on the Accountability
Chart.
The thinking environment is guided and circumscribed by:

A. Highly Structured: Thinking within very detailed and precisely defined rules and
instructions AND/OR with continually present assistance.
B. Routine: Thinking within detailed standard practices and instructions AND/OR
with immediately available assistance or examples.
C. Semi-routine: Thinking within well-defined, somewhat diversified procedures;
many precedents covering most situations AND/OR readily available assistance.
D. Standardized: Thinking within clear but substantially diversified procedures;
precedents covering many situations AND/OR access to assistance.
E. Clearly Defined: Thinking within a well- defined frame of reference and toward
specific objectives, in situations characterized by functional practices and
precedents.
F. Generally Defined: Thinking within a general frame of reference toward functional
objectives, in situations with some nebulous, intangible, or unstructured aspects.
G. Broadly Defined: Thinking within concepts, principles, and broad guidelines
towards the organization’s objectives or functional goals; many nebulous,
intangible, or unstructured aspects to the environment.
H. Abstract: Thinking within business philosophy AND/OR natural laws AND/OR
principles governing human affairs.
The challenge of the thinking to be done is represented by the following continuum on

the guide chart:
1. Repetitive: Identical situations requiring resolution by a simple choice of known
things.
2. Patterned: Similar situations requiring resolution by discriminating choice of
known things.
3. Interpolative: Differing situations requiring search for solutions with areas of
known things.
4. Adaptive: Variable situations requiring analytical, interpretative, evaluative and /
or constructive solutions.

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

development of new concepts and imaginative approaches.
3.0 Accountability
Accountability is related to the opportunity which a job has to bring about some results
and the importance of those results to the organization. Tied closely to the amount of
opportunity is the degree to which the person in the job must answer for (is accountable
for) the results. There are three components of Accountability, in the following order of
importance:
Ø Freedom to act – the degree to which personal or procedural control exists
Ø Job impact on end results
Ø Magnitude – the size of the unit or function most clearly affected by the job
These factors are intended to be evaluated in the sequence shown above.
Freedom to Act
Freedom to act measures the nature of the controls that limit or extend the decision-
making or influence of the job. It is measured by the existence or absence of personal
or procedural control and guidance (supervision and guidance). Limitations on freedom
to act are largely organizational (relating to both organizational placement and control
as well as the nature of the activity in terms of end results and can differ between
seemingly equivalent jobs in different departments). Freedom to act in a job is
constrained to the degree that it is more circumscribed or limited by external factors or
is defined by others and/or is limited by organization or functional policies. The Freedom
to Act can be evaluated in a range from R to H. Quantitatively it is the most important
dimension of accountability.

Level Explanation Possible

Examples
R These jobs are subject to explicit, detailed instructions • Day Labourer
AND/OR constant personal or procedural supervision. • Facility Service
Worker
• Office Helper
A These jobs are subject to direct and detailed instructions • General
AND/OR very close supervision. Maintenance
Worker
• General Clerk
B These jobs are subject to instruction and established work • Trades Helper
routines AND/OR close supervision. • Carpenter
C These jobs are subject, wholly or in part, to standardized • Secretary
practices and procedures, general work instructions and • Production
supervision of progress and results. Operator
• Many first level
clerical and craft
supervisions
D These jobs are subject, wholly or in part, to practices and • Many
procedures covered by precedents or well-defined policies, professional
and supervisory review. positions
• Some managers
• Some
superintendents
E These jobs, by their nature and size, are subject to broad • Some
practices and procedures covered by functional precedents Department
and policies, achievement of a circumscribed operational Managers
activity, and to managerial direction.
• Some Directors
• Some Senior
Advisors
F These jobs, by their nature or size, are broadly subject to • Some Function
functional policies and goals and to managerial direction of a Executives
general nature.
• Some Assistant
Deputy Heads
• Some Deputy
Heads
G Subject to the guidance of broad organization policies, • Key Function
community or legislative limits, and the mandate of the Executive
organization.
• Some Deputy
Heads
March 31, 2002 Page 10 of 31

Job Impact on End Results

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

A Ancillary. • Some Clerk positions
• Data Entry Operator
One of several/many positions which contribute to the
• Facility Service
end results expected of the unit or functions OR Worker
informational, recording, or other facilitating services for
• Internal Auditor
use by others in achieving results.
• Janitor
C Contributory • Process Operator
• Sr. Youth Officer
One of few positions which contribute significantly to the • Secretary
end results expected of the unit or function OR
• Engineer
interpretive, advisory, or other important supporting
• Accountant
services for use by others in achieving results.
• Manager of HR
S Shared • Positions that are
seen as stronger than
Equal and joint control, with one other position, of the
contributory but less
activities and resources which produce the results OR
than prime e.g. Lead
control of what are clearly most (but not all) of the
variables which are significant in determining results. Hand
• Positions where
impact is closely
integrated and
shared with a peer
position (not with
immediate supervisor
or direct reports)
P Primary • Supervisor
• Program Manager
Controlling impact – the position has effective control • Director
over the significant activities and resources which
• Deputy Head
produce the results and is the sole position (at this level
of Freedom to Act) which must answer for the results. • ADM
March 31, 2002 Page 11 of 31

Magnitude
Magnitude represents the size of the unit or function (usually indicated by the dynamic,
annual dollars) most clearly affected by the job. Every job in every organization has a
role to play in helping to achieve the objectives of the organization. Usually the
importance of this role is more easily understood in the context of a part of the
organization, that is, an organizational unit such as a department, division or section or
of a function such as purchasing, Human resources or information technology.
Budgets or other dollar figures, are used only to define the relative size of the
organizational unit or the function on which the job is clearly impacting.
It is essential that Magnitude be seen in combination with Impact. For example, a job
may have primary impact (controlling impact on end results, the sole position
answerable for the results) on a relatively small part of the organization, or contributory
impact (indirect control, interpretative, facilitative, advisory and/or supporting services in
achieving results) on a relatively large part of the organization. Consider Magnitude and
Impact in terms of the most significant objectives of a job. Again, the answer to the
question “why does this job exist” can be very helpful in determining the appropriate
impact and magnitude. The combination of magnitude and impact that generates
the most points should be selected when more than one possibility exists.
The following levels of magnitude are recognized:
Level* Explanation
M Results usually affect an individual or are usually non-quantifiable in terms of department

budget responsibility, revenues and expenditure authority.
(up to
$50K)
1 Results can be non-quantifiable or can affect a smaller work group or unit within the
department.
($50k to
$500K)
March 31, 2002 Page 12 of 31

2 Results are internally focussed and affect a unit of the department or may be externally
focussed and affect a limited segment of clients outside the department.
($500K to
$5M)
3 Results are generally internally focussed and may affect several units within a
department and/or some other departments and/or are externally focussed affecting a
($5M to significant clientele within a program or functional area.
$50M)
4 Results typically affect an entire department and may have some impact on other
departments and/or are externally focussed affecting a large clientele within a program or
($50M to functional area.
$500M)
5 Results achieved primarily affect other departments, the government as a whole and
significant client groups external to government operations. Work performed may affect
($500M to provincial or territorial clientele within a variety of programs or functional areas.
$5B)
When Magnitude and Impact are combined with “Freedom to Act” to generate
points, the resulting points should reflect the relative value of the impact of the
job on the organization as a whole.
March 31, 2002 Page 13 of 31

4.0 Short Profile: Relationship Between Problem Solving and

Accountability
The Short Profile is a check or balance on the evaluation and reflects the difference in
the relationship between Accountability and Problem Solving, but is really helping to
assess the relationship between all 3 factors. The Short Profile tells evaluators
something about the character of the job. The profile itself is not an indicator of the
level of the job. There are high level jobs in scientific research that have a –3 profile,
while there are low level management jobs that have a +3 profile.
The followin g is an explanation of each Short Profile:
Profile Explanation Typical Positions
+3 Line management job that has a controlling impact on end “Line” management
results in some part of the core business of the organization. (e.g.,production)
The job is primarily responsible for implementation (make it
happen). Typically oversees day to day or established Sales
operations. Policy and program development is (typically)
provided by others.
+2 Individual contributor that is authorized to make decisions within
its field of expertise and act in an enforcement, regulatory or Department Head
investigative capacity. These jobs take primary responsibility, but
their profile is +2 instead of +3, as their freedom to act is limited Head of Purchasing or
by the legal framework they have to operate in.
Mterial Management
Head of Maintenance
Labour Relations
+1 or 0 Line Managers of organizational units that support the core “Staff” jobs (e.g.,
business of the organization. Individual Contributor that has not finance, human
only involvement in development/analysis but is also strongly resources)
involved in implementation. Typically does not have the authority Most (but not all)
to make the final decision. “individual contributor”
jobs
Lower level job with a strong work-process orientation.
Most support jobs (e.g.,
clerical, trades,
technical jobs)
-1 Focus on analysis more than on end results. Methodologies often pre-
defined and analyses typically completed over (shorter) time frame. Planning
Findings may influence future development.
-2 Applied Research and analysis and/or program development and design.
Typically long term (far reaching, broad) research. Applied Research
-3 Original Research.
Fundamental Research
March 31, 2002 Page 14 of 31

As per the previous table, differences between the score for Accountability and Problem
Solving can range from minus 3 to plus 3. A -3 profile means that Accountability scores
3 steps lower than Problem Solving, each step being a 15% difference (please see
page 8 for an explanation on step difference). For example, a job that has a score of
152 points for Problem solving with a -3 profile indicates that Problem Solving is 3 steps
(i.e. 3 times 25%) higher than Accountability, resulting in 100 Accountability points.
March 31, 2002 Page 15 of 31

5.0 Working Conditions
Working Conditions measure the unavoidable conditions under which the job is
performed in four dimensions:
Ø Physical Demands
Ø Environmental Conditions
Ø Sensory Demands
Ø Mental Demands
The key to evaluating working conditions is to understand the
Ø Frequency (how often does it happen?)

Ø Duration (how long does it take?)
Ø Intensity (what is the level of intensity?)
of each dimension.
Combination of Frequency and Duration

expressed in hours/day*
Level of 1–2 hours/day 2-4 hours/day 4-6 hours/day > 6 hours/day
Intensity (<25%) (25% - 50%) (50% - 75%) (>75%)
Normal 3 3 3 3
Moderate 3 8 8 16
Substantial 3 8 16 33
Extreme 8 16 33 33
Please note that job evaluation factors are only useful if they help to identify differences
between jobs. If everyone in a specific organization gets the same level of intensity for
a specific working condition, it will not result in differences in job size. In fact, if the
same intensity level applies to all jobs, it implies that for this organization the condition
is normal. Double counting must also be avoided. For some jobs a high level of Human
Relation Skills is required (i.e.: some HR professionals). This does not imply
automatically that there is a higher than normal level for Sensory Demands, since
something different is measured to determine the level of Sensory Demands.
March 31, 2002 Page 16 of 31

Illustrative Examples
The illustrative examples provided in each of the following sections identify jobs which,
in September 1998, met the identified criteria and were allocated working condition
points greater than the standard 3 points. As a result of restructuring or modification of
duties these positions may cease to meet the established criteria for increased working
condition points. As a result, all positions should be reviewed individually to ensure that
they meet the criteria before allocating additional Working Condition points.
**DO NOT RELY ON POSITION TITLES TO ALLOCATE WORKING CONDITION

POINTS. **
March 31, 2002 Page 17 of 31

Physical Demands
Jobs may require levels of physical activity that vary in intensity, duration and
frequency, which produce physical stress or fatigue. Examples of physical activity
include: lifting, handling of material or objects, stretching, pulling, pushing, climbing,
walking, carrying, sitting, standing, and working in awkward Job Holder’s or unusual
circumstances. Following are examples of levels of physical intensity expressed in the
combination of frequency and duration:
Combination of Frequency and Duration expressed in

Level of Intensity hours per day.
1–2 2-4 4-6 >6

(<25%) (25% - 50%) (50% - 75%) (>75%)
Normal. Required to stand or to
sit in one location much of the
time in a comfortable indoor 3 3 3 3
location. There is some stooping
and lifting or carrying of light
material.
Moderate. The incumbent is
standing/walking most of the time
and is required to perform some 3 8 8 16
work in an awkward position.
Equipment or material of
moderate weight has to be used
or carried.
Substantial. Engaged in heavy
physical activities of various
kinds. The physical effort 3 8 16 33
required for lifting, pulling, and
similar activities is considerable
and the activities are performed
some of the time in awkward or
confined space, which adds to the
effort.
Extreme. Strenuous physical
activities of various kinds often at
the same time, e.g. climbing with 8 16 33 33
a heavy, awkward load. The work
usually takes place in difficult Job
Holder’s and or confined space.
March 31, 2002 Page 18 of 31

GNWT illustrative Examples
Position Physical Rationale

Demand
Human Resource The Job Holder works in a generally
Officer 3 comfortable office with little need to lift heavy
11-2399 or awkward objects. There is frequent
opportunity to get up and move around the
office (i.e.: coffee breaks and lunch).
Food Services The Job Holder will, on occasion, be required
Supervisor 3 to assist Correctional staff to restrain or subdue
82-0229 angry or irate inmates. This may require
substantial physical effort but happens rarely
(<1 hour per week).
Chief Negotiator The Job Holder spends significant time sitting
18-6979 3 at a desk or at negotiation tables for lengthy
periods of time. However, the incumbent has
the opportunity to move about the office during
breaks.
Information Moderate level of intensity for 2 to 4 hours per
Systems Officer 8 day required when installing cabling, carrying
82-8175 systems, and crawling under desks to install
computers.
Nurse in Charge Substantial level of intensity required for 2 to 4
88-0482 8 hours per day while working with patients
which includes lifting, transferring and working
in physically awkward situations.
Mining 30% of the Job Holder’s time will be spent
Engineer/Inspector 8 conducting inspections (2-4 hours per day),
97-7949 which includes climbing ladders up to 200 feet,
walking in muck and crawling inside stopes
which is a moderate physical demand.
Local Librarian Moderate levels of physical effort are required
71-8219 8 for up to 2-4 hours per day to lift boxes and re-
shelve material (books, videos, etc) which may
require the use of ladders.
Custodial Worker Moderate levels of physical effort are required
Bench Mark #51 8 for 4 – 6 hours per day to lift cleaning
78-0791 materials, handle or push equipment
(polishers, brooms, mops, etc..) of moderate
weight. In addition, the Job Holder will spend
most of his/her time in a standing or stooped
position.
March 31, 2002 Page 19 of 31

Utilidor System Moderate to substantial intensity required for 2

Operator 16 to 6 hours per day in order to lift and carry
32-3240 heavy tools and equipment, climb ladders, walk
long distances, and work in awkward Job
Holder’s. Much of the time is spent inspecting,
repairing and rebuilding equipment in the
utilidor system.
Plumber Substantial intensity required for up to 4 – 6
32-3272 16 hours per day in order properly diagnose and
repair plumbing problems, replace or
reassembling equipment, heavy lifting to move
and replace parts, etc. Much of the time is
spent in cramped and awkward places, which
adds to the physical demands of the job.
** There were no positions within the GNWT evaluated at 33 points for Physical
Demands in September 1998 **
March 31, 2002 Page 20 of 31

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

physical and environmental factors, which increase the risk of illness, accident or
temperature. Examples of these include: toxic or unpleasant fumes, extremes of
temperature, loud noise, vibration, dirt, dust, unavoidable exposure to hazardous
substance, danger of infection or communicable disease. Much of the Job Holder’s,
Examples of environmental conditions expressed in frequency and duration follow:

1–2 2-4 4-6 >6

(<25%) (25% - 50%) (50% - 75%) (>75%)
Normal. Environment is
generally comfortable with
exposure to some dust, dirt or 3 3 3 3
other conditions that might
produce mild discomfort. Very
remote possibility of accident or ill
health.
Moderate. Exposure to various
conditions which could produce
considerable discomfort and/or a 3 8 8 16
moderate risk of accident or ill
health.
Substantial. Exposure to various
conditions which could produce
extreme discomfort and/or a 3 8 16 33
substantial risk of accident or ill
health.
Extreme. The exposure to
hazardous substances equipment
and/or situations is great enough 8 16 33 33
that there is an extreme risk of
accident or ill health.
March 31, 2002 Page 21 of 31

Position Env. Rationale

Demand
Human Resource Most of the Job Holder’s time is spent in a
Officer 3 comfortable working environment with minimal
11-2399 risk of ill health or injury.
Safety Officer The Job Holder is required to inspect boiler
97-6500 3 rooms, garages and welding shops for 25% of
the time where they are exposed to chemicals,
etc. which may cause considerable discomfort
or a moderate risk of accident or ill health.
Youth Officer The Job Holder will have moderate exposure to
82-0648 3 communicable disease from time to time but
for less than 25% of the time in total
Project Geologist Required to live in tents from spring to fall (25-
52-7166 8 50% of work year) and work on the land where
they are exposed to moderate Environmental
Demands in the form of changing weather and
climate conditions for up to 4 – 6 hours per
day. In addition they are exposed to loud
noises and fumes from operation machinery
(i.e.: helicopter, ATV’s, snowmobiles, float
planes, etc..) for extended periods of time.
Nurse In Charge Moderate level of intensity for 50 to 75% of the
88-0482 8 time as a result of exposure to blood, body
fluids, sharps and medications that are
considered health risks.
Correctional Center Required to work in institutional kitchen where
Cook 8 the Job Holder will be exposed to moderate
82-6312 Environmental Demands such as extreme
heat, fumes and moisture (steam) consistent
with institutional kitchens for 50 to 75% of the
time.
Personal Effects Moderate for 2-4 hours per day. Approximately
Security Officer 8 25% of the time is spent processing intakes
82-8247 and their personal effects, which requires the
Job Holder to frisk inmates. Clothing is often
dirty or infested and must be inspected prior to
storing and cleaning. As a result, there is
moderate risk of ill health or injury (needles,
etc.)
March 31, 2002 Page 22 of 31

Maintenance Moderate intensity for 2 – 4 hours per day.

Coordinator 8 Exposure to toxic or unpleasant fumes, loud
32-2454 noises, dirt, dust and other hazardous
substances when inspecting all trades work
(i.e.: plumbing, carpentry and electrical). In
addition, the Job Holder will be required to
frequently travel in small aircraft to surrounding
communities.
Laboratory Substantial levels of intensity for 4 – 6 hours
Technician 16 per day as a result of direct exposure to blood,
Technologist body fluids, sharps and infectious diseases that
94-5787 are considered significant health risks.
Plumber/Gas fitter Substantial intensity for 4 – 6 hours per day.
32-3744 16 Exposure to obnoxious odors and toxic
chemicals, required to repair/replace sewage
systems, and often works with extreme
temperatures (steam/hot water). In addition,
the Job Holder will be required to work outside
regardless of the weather (heat or cold). The
Job Holder is faced with a risk of injury both in
the nature of the work and in performing repair
work on site.
** There were no positions within the GNWT evaluated at 33 points for

Environmental Demands in September 1998 **
March 31, 2002 Page 23 of 31

Sensory Demands
Jobs may require concentrated levels of attention with any one or a combination of the
five senses in order to discern something during the work process. The sensory
attention may vary in intensity, duration and frequency. The intensity of the
concentration may be affected by the subtlety of the sensory information to be
discerned and the nature of distractions in the environment (a more distracting
environment or the need to attend to more subtle information may require more intense
concentration). Examples include: focused inspecting, monitoring mechanical
equipment, monitoring video display and computer terminals, proof-reading, technical
troubleshooting, and attending to nuances of sound. Following are examples of sensory
demands expressed in terms of frequency and duration:

1–2 2-4 4-6 >6

(<25%) (25% - 50%) (50% - 75%) (>75%)
Normal. Little or no requirement
for concentrated use of senses.
Generally, all that is required is 3 3 3 3
the normal use of seeing and
hearing with little or no need to
focus particularly on special
factors in the environment.
Moderate. There is a moderate
need for sensory attention. There
are some events or factors in the 3 8 8 16
environment that require
concentrated use of two or more
senses periodically, but the
demand is not excessive.
Substantial. Considerable
sensory attention is required.
There is a noticeable demand for 3 8 16 33
concentrated application of at
least two senses and probably a
need to coordinate the use of
various senses.
Extreme. There is an extreme
demand for concentrated
application of two or more senses. 8 16 33 33
In all probability the senses
require a high level or
coordination. There is a strong
need to focus simultaneously on
several events or changing
factors, coordinate the “message“
and react.
March 31, 2002 Page 24 of 31
Position Sensory Rationale

Demand
Human Resource The job holder will be required to focus on
Officer 3 documents and tasks with normal intensity. On
11-2399 occasion greater concentration or focus of two
or more senses may be required but not for
extended periods of time.
Boiler/Gas The Job Holder will be required to inspect
Inspector 3 propane products 10% - 15% of the time for 1
32-7191 – 2 hours per day which may require
concentrated use of two or more senses
(smell, listening, & sight).
Assistant Negotiator The Job Holder will be required to spend time
18-1823 3 attending land claims negotiations where they
would be required to lead discussions at side
tables. As the leader they have to listen and
watch intently to other participants at the table
in order to ensure the true meanings of the
discussion are accurately captured. This
concentrated use of two or more senses
happens from between 10 – 15% of the time.
Mining Engineer/ Required to conduct inspections for up to 30%
Inspector 8 of the time ( 2 – 4 hours per day). During
97-7949 inspection the Job Holder will be required to
use a combination of concentrated senses at a
moderate intensity (i.e.: primarily sight and
hearing with smell in order to detect gasses
and chemicals).
Nurse In Charge Moderate levels of intensity for 4 – 6 hours per
88-0482 8 day as a result of the use of combined senses
(sight, smell and hearing) while performing
patient assessment and providing patient care.
Translator Moderate level of concentration required for up

71-2543 8 to 2 – 4 hours per day during proofreading,
translating or interpreting to ensure exact
meaning of written or spoken material is
consistent in translated or interpreted
language.
March 31, 2002 Page 25 of 31

OT/PT Assistant Requires a combination of senses including

(Rehabilitation 8 touch, sight and hearing (Moderate levels of
Therapist) intensity for 4 – 6 hours per day) while
94-6970 performing assessments and providing
treatment (ie: fine motor manipulation).
Archivist Moderate concentration of two or more senses
71-7012 8 for 2 – 4 hours per day will be used while the
Job Holder analyzes archived material (books,
documents, film, etc.) where the combined
senses of smell, touch and sight will be used in
order to detect and determine proper
conservation and preservation methods which
should be used to care for the archived
materials (vinegar syndrome, damage, mold,
etc.).
Plant Operations Moderate intensity for 4-6 hours per day.
Coordinator 8 Requires hand/eye coordination to do repairs,
32-4058 sometimes with small tools requiring dexterity,
as well as listening for any deviation of sounds
to equipment or tools while repairing.
Corrections Officer Required to observe inmates for safety and
82-1310 8 security purposes 75% of the time at work.
This requires a moderate use of combined
senses (smelling, listening, watching – active
security functions)
Sonographer Substantial for 4 – 6 hours per day. Due to the
95-3294 16 nature of the work the incumbents are required
to use focused sight, hearing and fine motor
skills to perform ultra sonic procedures where
findings and reports are contingent upon
accurate patient diagnosis and treatment.
Court Reporter Substantial for 4-6 hours per day (on average).
82-1304 16 Court Reporters must remain completely
focused on what is going on in a courtroom or
hearing in order to accurately capture what is
being said for official transcripts.
** There were no positions within the GNWT evaluated at 33 points for Sensory
Demands in September 1998 **
March 31, 2002 Page 26 of 31

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

factors inherent in the work process or environment that increases the risk of such
things as tension and anxiety. Examples of such factors include disruption of lifestyle
due to work schedule or travel requirements, lack of control over work pace, emotional
deprivation resulting from isolation or lack of privacy, and exposure to emotionally
disturbing situation. Examples include:
March 31, 2002 Page 27 of 31


1–2 2-4 4-6 >6

(<25%) (25% - 50%) (50% - 75%) (>75%)
Normal. Very little exposure to
any factor likely to produce mental
stress for most people. Work may 3 3 3 3
be somewhat repetitious. There
could be some mildly unpleasant
social contacts and/or concern
about possible unpleasant
situations. Noticeable pressure
from deadlines, quotas, accuracy.
Moderate. Most people because
of one or more conditions that are
present in the job would 3 8 8 16
experience moderate mental
stress. The stress level would not
be noticeably disruptive to the
work nor would the unpleasant
reaction be too strong or
persistent. Work might be very
repetitious; noticeable pressure
from simultaneous priorities.
Unpleasant direct personal
contacts or concern about
unpleasant situations are
probably. Some disruption of
family/social life.
Substantial. Considerable
mental stress can be experienced
either by disturbing situations or 3 8 16 33
the legitimate concern about the
probability of such events
occurring. Considerable
disruption of family/social life.
Concern about dangerous
situations occurring is common.
Extreme. Extreme mental stress
is a noticeable part of the job.
There may be disturbing 8 16 33 33
emotional situations, possible
exposure to public criticism,
confrontation, concern about
danger to self or others,
conflicting demands or priorities
and a legitimate concern about
the probability of stressful
situations which could have a
serious outcome.
March 31, 2002 Page 28 of 31

Position Mental Rationale

Demand
Carpenter The Job holder will be required to travel to
32-2458 3 surrounding communities 4 or 5 times per year
where they may be required to stay for 2 – 3
days (15-20% of the year) which may cause
some disruption to family or social life.
Pensions Case The Job Holder is required to deal with very
Manager 3 difficult clients or cases which may cause
97-4725 moderate levels of mental stress for 1 – 2
hours per day.
Human Resource The Job Holder will be required to deal with
Officer 3 unpleasant or upset clients from time to time
11-2399 (applicants, staff, mgmt) which may cause
moderate levels of mental stress. However,
this mental stress would not be noticeably
disruptive to the work nor would the unpleasant
reaction be too strong or persistent.
General Duty Nurse The Job Holder will be required to deal with
94-4696 8 stressful situations such as child and/or
spousal abuse, death of a patient, and other
traumatic situations which may cause
substantial levels of mental stress for up to 2 –
4 hours per day.
Safety Officer The Job Holder is required to travel for 30 –
97-6500 8 40% of the time which may cause some
disruption to family or social life.
Special Needs Moderate levels of mental stress for up to 6
Assistant 8 hours per day as a result of work with
78-7802 handicapped children and the uncertainty of
events which may occur as a result of working
with these children on a day to day basis.
Income Support Moderate levels of mental stress for 4-6 hours
Worker 8 per day occur as a result of work place
71-6551 harassment from clients. The Job Holder is
often faced with irrational clients who have
been denied assistance for a variety of
reasons. Client harassment may not be limited
to just the workplace which may cause
disruption of the Job Holders family and social
life.
March 31, 2002 Page 29 of 31

Water Plant/Utilidor Moderate intensity as the position is

System Operator 8 maintaining an integral system in the
32-10118 community and may be called out at any time
during the day or night (or weekends) to do
emergency repairs causing disruption to family
life.
Community The Job Holder is required to travel for away
Development 16 from home for up to 60-70% of the time, which
Advisor may cause considerable disruption on family or
93-4543 social life.
Correctional Center Moderate on average 6 or more hours per day.
Cook 16 There is uncertainty in knowing what to expect
82-1940 while at work and while not at work. Legitimate
concerns about working with inmates, risk of
assault and unknown or unpredictable
situations.
Nurse in Charge Moderate on average of 6 hours per day. This
88-0482 16 is a community based position in which the Job
Holder is approached while off duty for
professional advice, requests for treatment
and/or medications which can potentially result
in awkward situations and disruption on the
family or social life.
Administrative Moderate for >6 hours per day. The subject
Coroner 16 matter is generally very disturbing. Calls are
82-3684 unpredictable and occur at all hours of the day
or night. Uncertainty about what the next call
might bring.
Youth Officer II Substantial on average 6 or more hours per
82-0648 33 day. There is uncertainty in knowing what to
expect while at work and while not at work.
Legitimate concerns about being responsible
for the lives of others, working with inmates,
risk of assault, unknown or unpredictable
situations.
Corrections Officer Substantial on average 6 or more hours per
82-7152 33 day. There is uncertainty in knowing what to
expect while at work and while not at work.
Legitimate concerns about being responsible
for the lives of others, working with inmates,
risk of assault, unknown or unpredictable
situations.
March 31, 2002 Page 30 of 31

GNWT illustrative Examples continued….

Chief Negotiator The Job Holder is exposed to tight deadlines
18-6979 33 and large workloads with competing priorities
and demands, which often require extended
workdays. Job Holders regularly work under
extreme stress because they are negotiating
treaties which define Aboriginal rights, which
have major jurisdictional, fiscal and operational
implications for the GNWT and which are often
irreversible. Prolong ed periods of mental
concentration when preparing for and during
negotiations (up to 14 hours/day) are
physically, mentally and emotionally
exhausting. The Job Holder can be subject to
criticism by the public, Aboriginal leaders,
Federal officials, other Departments, Cabinet,
etc. The pace of work is often beyond their
control.
March 31, 2002 Page 31 of 31

Total Points 275
Comparable Positions: Position # Dept.
GNWT Policy Officer-Entry Level (Policy Officers Job
Family)
Comments
Balanced profile for advisory, consultative role.
Written by: Date:

C. September 30, 1999
Hamer April 10,2001
Reviewed by Facilitators Sub
Committee
23/11/00 124
Benchmarks
Benchmarks
A benchmark is a standard by which something can be measured. Benchmark

jobs are the key jobs within an organization which are selected to represent each
level of the major functions in the organization, because they are characteristic of
those levels and functions. Benchmark jobs are easily identified, clearly defined
and ideally the relativities between them are well established.
The main purpose of benchmarks is to provide a frame of reference for

interpreting the levels of work for each of the job evaluation factors. Because
they cover representative jobs in different job families, at different levels and
across departments, they provide an instrument for consistent and equal
application of the job evaluation system.
Two sets of benchmark jobs are used by the GNWT:

Appeal results from Job Evaluation Appeals heard in accordance with Article
36 of the Collective Agreement between the Employer and the Union of
Northern Workers
GNWT Model Jobs
For a complete listing and description of the GNWT Model Jobs please refer to
Tab 6 in this manual.
The development and maintenance of the GNWT Model Jobs are the
responsibility of the Financial Management Board Secretariat.
September 2004 Page 1 of 1

UNION OF NORTHERN WORKERS JOB EVALUATION APPEALS
COMPLETED
Know How Problem Solving Accountability Total Points Working Conditions

Practical, Specialized, Mgr Know
Scientific Knowledge How HR Skills
DATE HEARD Full
Points
BY JE APPEAL Total Points
DEPT. POS. # Position BOARD B C D E F G I II III 1 2 3 19% 22% 25% 29% 33% 38% 43% R A B C D E F KH PS ACC Points PD ED SD MD
H&SS 10350 Nurse Administrator - NLSCH 10-Dec-03 E I 3 E3 2P 264 100 152 516 3 3 8 8 22 538
H&SS 5727 Nurse in Charge 10-Dec-03 E I 3 E3 3S 264 100 132 496 3 8 8 16 35 531
Senior Database and Security
ECE 7159 Analyst 25-Feb-04 F I 2 D4 1P 264 100 132 496 3 3 3 8 17 513
H&SS 2987 Supervisor, Physical Serv. 24-Oct-02 E I 3 D4 2P 264 100 115 479 3 3 3 3 12 491
Aurora 2465 Manager, Student Services 28-Jan-04 E I 3 E3 2P 264 100 115 479 3 3 3 8 17 496
Aurora 2946 Community Adult Educator 27-Jan-04 E I 3 D4 1S 264 100 115 479 3 3 8 8 22 501
H&SS 11162 Patient Care Coordinator 10-Dec-03 E I 3 E3 3C 264 100 115 479 3 8 8 8 27 506
ECE 2764 ABE Instructor 02-May-02 E I 3 E3 1S 264 100 100 464 3 3 3 3 12 476
Aurora 10461 Manager, Technology & Devel. 28-Jan-04 F I 3 E3 1S 264 100 100 464 3 3 3 3 12 476
DOT 6785 Snr. Tech Spec. Electrical Sys. 04-Mar-02 E I 2 E3 3C 230 87 100 417 3 3 3 8 17 434
Aurora 2664 Dir., Student Services 29-Jan-04 E I 3 E3 1P 230 87 100 417 3 3 3 8 17 434
Supervisor, Family and
YKHSSA 659 Community Services 11-May-04 E I 3 E3 1P 230 87 100 417 3 3 3 16 25 442
H&SS 5733 Community Health Nurse 10-Dec-03 E I 3 E3 3C 230 76 100 406 8 8 8 33 57 463
H&SS 5498 Regional Nutritionist 10-Dec-03 E I 3 E3 3C 230 76 100 406 3 3 3 8 17 423
DOT 2277 Airports Training Coord. 18-Jan-02 E I 2 E3 2C 230 87 87 404 3 3 3 8 17 421
H & SS 6749 Community Development Spec. 13-May-02 E I 3 E3 2C 230 87 87 404 3 8 8 8 27 431
WCB 7181 Senior Policy Analyst 25-Feb-04 E I 2 E3 2C 230 87 87 404 3 3 3 3 12 416
WCB 38 Assessment Auditor 25-Oct-02 E I 2 E3 3C 230 76 87 393 3 3 3 16 25 418
H & SS 6386 Ophthalmic Technologist 08-Mar-02 E I 3 D3 2C 230 76 87 393 8 8 8 8 32 425
25/11/2004 Benchmarks (appeal results) September 2004.xls Page 1 of 5

COMPLETED

DATE HEARD Full
Points
H & SS 6434 Occupational Therapist 10-Dec-03 E I 2 D3 2C 230 76 87 393 8 3 8 3 22 415
H & SS 658 Speech Language Pathologist 10-Dec-03 E I 2 D3 2C 230 76 87 393 3 3 8 3 17 410
H & SS 5846 Physiotherapist 10-Dec-03 E I 2 D3 2C 230 76 87 393 8 3 8 3 22 415
H & SS 9505 Audiologist 10-Dec-03 E I 2 D3 1S 230 76 87 393 3 3 8 3 17 410
JUS 10138 Institutional Nursing Supervisor 25-Sep-02 E I 2 D3 1P 200 66 87 353 3 8 8 33 52 405
ECE 872 Career Development Officer 23-Oct-02 E I 3 E3 2C 200 66 76 342 3 3 3 8 17 359
H&SS 3294 Sonographer 25-Sep-02 E I 2 D3 2C 200 66 76 342 8 3 33 8 52 394
H & SS 95006 Public Health Nurse 10-Dec-03 E I 3 D3 2C 200 66 76 342 8 8 8 8 32 374
H & SS 9509 Diabetes Nurse Educator 10-Dec-03 E I 3 D3 2C 200 66 76 342 3 3 3 8 17 359
H & SS 6247 Respiratory Therapist 10-Dec-03 E I 2 D3 1S 200 66 76 342 3 16 16 16 51 393
H & SS 8812 Dental Therapist 10-Dec-03 E I 2 D3 2C 200 66 76 342 8 16 16 8 48 390
H & SS 4240 RN, Emergency 10-Dec-03 E I 2 D3 2C 200 66 76 342 16 16 16 16 64 406
H & SS 4855 RN, Operating Room 10-Dec-03 E I 2 D3 2C 200 66 76 342 16 16 16 16 64 406
FSHSSA 2230 Information Systems Manager 15-Mar-04 E I 2 E3 1S 200 66 76 342 8 8 3 3 22 364
JUS 252 YCC Corrections Supervisor 15-Mar-04 D I 3 D3 1S 200 66 76 342 3 16 8 33 30 402
ECE 7171 Budget/Accounting Officer 15-May-02 E I 2 D3 1C 200 66 66 332 3 3 3 3 12 344
ECE 3248 French Translator 14-May-02 E I 2 D3 1C 200 66 66 332 3 3 8 3 17 349
Program Delivery Officer -
JUS 8154 Living Skills 29-Jan-04 E I 3 D3 1C 200 57 66 323 3 16 8 33 60 383
JUS 8102 Training Officer 25-Oct-02 E I 2 D3 2C 200 57 57 314 3 3 3 16 25 339
DOT 1066 Mechanical Foreman 16-Jan-02 D I 3 D3 2P 175 57 76 308 8 8 3 3 22 330
DOT 7783 Supervisor, Surface Structures 16-Apr-02 D I 2 D3 1P 175 57 76 308 3 8 8 8 27 335
H & SS 5696 RN, Acute 10-Dec-03 E I 2 D3 2C 175 57 76 308 8 16 8 16 48 356
JUS 10139 Institutional Nurse 24-Sep-02 E I 2 D3 2C 175 57 66 298 3 8 8 33 52 350
H & SS 5414 Homecare Nurse 10-Dec-03 D I 3 D3 2C 175 57 66 298 8 16 8 8 40 338
H & SS 4443 Clinic Nurse 10-Dec-03 D I 3 D3 2C 175 57 66 298 3 8 8 8 27 325
H & SS 4304 RN, Extended Care 10-Dec-03 D I 3 D3 1C 175 57 66 298 8 8 8 8 32 330
H & SS 410 RN, Psych 10-Dec-03 E I 2 D3 2C 175 57 66 298 3 8 8 8 27 325
H & SS 4134 RN, Medicine 10-Dec-03 D I 2 D3 2C 175 57 66 298 8 8 8 8 32 330

COMPLETED

DATE HEARD Full
Points
JUS 2024 Chief Court Reporter 27-Feb-04 D I 2 D3 1P 175 50 66 291 8 8 33 16 65 356
Telehealth/Clinical Applications
IRHSSA 2374 Specialist 11-May-04 E I 2 D3 1C 175 57 57 289 3 3 8 3 17 306
Admission and
Discharge/COMS Training
JUS 4957 Officer 17-Mar-04 D I 2 D3 2C 175 50 57 282 3 8 8 33 52 334
H & SS 4219 Laboratory Tech - Bacteriology 10-Dec-03 E I 1 C3 2C 175 50 50 275 3 16 16 3 38 313
DOT 7792 Airport Firefighter 17-May-02 D I 2 D3 2S 152 43 57 252 8 8 8 16 40 292
DOT 163 Heavy Equipment Mechanic 26-Jan-04 D I 1 C3 1S 152 43 57 252 16 16 16 8 56 308
JUS 3631 Juridical Officer III 24-Sep-02 D I 1 C3 2C 152 43 50 245 3 3 8 8 22 267
JUS 7589 Juridical Officer III 24-Sep-02 D I 1 C3 2C 152 43 50 245 3 3 8 8 22 267
H & SS 8210 L.P.N., Emergency 10-Dec-03 D I 2 C3 2C 152 43 50 245 16 16 16 16 64 309
H & SS 11060 Licensed Practical Nurse - NLSC 10-Dec-03 D I 2 C3 1S 152 43 50 245 3 8 8 8 27 272
H & SS 8327 Operating Rm Booking Clerk 16-May-02 D I 2 D3 2C 152 43 43 238 3 3 3 8 17 255
H & SS 4211 Radiological Technologist 10-Dec-03 D I 2 C3 1C 152 43 43 238 8 8 3 8 27 265
2025, 1304,
JUS 3533, 0448 Court Reporter 27-Feb-04 D I 2 C3 1C 152 38 43 233 16 8 33 16 73 306
6083, 6862,
10300,
0317, 6857,
FMBS 10612, 6452 Payroll Specialists 23-Feb-04 D I 2 C3 2C 152 38 43 233 3 3 3 8 17 250
DOT 7787 Airfield Maint. Spec. 18-Jan-02 D I 1 D3 2C 132 38 50 220 8 8 16 8 40 260
DOT 7750 Facility Maintainer 17-Apr-02 D I 1 D3 2C 132 38 50 220 8 8 8 3 27 247

COMPLETED

DATE HEARD Full
Points
PWS 2397 Plumber 16-Jan-02 D I 1 C3 MP 132 38 50 220 16 16 8 16 56 276
JUS 232 Maintenance Officer 24-Feb-04 D I 2 C3 1C 132 33 43 208 16 16 8 33 73 281
JUS 7396 Cook - SMCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 16 16 48 252
JUS 260 Cook - SMCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 16 16 48 252
JUS 230 Cook - YCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 8 33 57 261
JUS 2202 Cook - YCC 05-Mar-02 C I 2 C2 1C 132 29 43 204 8 8 8 33 57 261
DOT 4905 Contracts Administrator 23-Sep-02 D I 1 C3 1C 132 33 38 203 3 3 3 3 12 215
PW&S 3207 Contracts Administrator 23-Sep-02 D I 1 C3 1C 132 33 38 203 3 3 3 3 12 215
PW&S 86 Contracts Administrator 23-Sep-02 D I 1 C3 1C 132 33 38 203 3 3 3 3 12 215
JUS SMCC Corrections Officer 20-Mar-03 C I 2 C3 MS 132 33 38 203 8 16 16 33 73 276
JUS YCC Corrections Officer 20-Mar-03 C I 2 C3 MS 132 33 38 203 8 16 16 33 73 276
DOT 2676 Welder 15-Jan-02 D I 1 C3 1C 132 33 38 203 16 16 8 3 43 246
JUS TWCC Correction Officers 30-Jan-04 C I 2 C3 MS 132 33 38 203 8 8 16 33 65 268
Community Health
H&SS 5617 Representative 10-Dec-03 C I 2 C3 1C 132 33 38 203 3 3 3 8 17 220
JUS 245 Crew Officer 24-Feb-04 C I 2 C3 1C 132 33 38 203 8 16 16 33 73 276
H&SS 4399 Medical Dictatypist 27-Sep-02 D I 1 C3 1C 115 29 33 177 3 3 16 8 30 207
ECE 8337 Secretary 06-Mar-02 C I 2 C2 1C 115 25 29 169 3 3 3 3 12 181
H&SS 10358 Resident Care Aide 10-Dec-03 C I 2 C2 1C 115 25 29 169 8 8 8 8 32 201
H&SS 94015 Home Support Worker 10-Dec-03 C I 2 C2 1C 115 25 29 169 8 8 3 8 27 196
FSHSSA 9006, 4228 Finance Clerk 16-Mar-04 C I 2 C2 1C 115 25 29 169 3 3 3 8 17 186
DOT 9083 Parts Person 15-Jan-02 C I 1 C2 MC 100 22 29 151 8 8 3 3 22 173
DOT 7740 Airport Clerk 02-May-02 C I 1 C2 1C 100 22 25 147 3 3 3 3 12 159

GNWT JOB
GROUPINGS AND
MODEL JOBS
Table of Contents
Job Evaluation Manual – GNWT Job Families and Model Jobs
1. Administrative Assistants
2. Clerks / Assistants
3. Collections Officer
4. College Instructors
5. Engineering / Technologist
6. Finance & Accounting
7. Human Resources
8. Information Technology
9. Inspectors / Regulatory
10. Institutional Corrections Workers
11. Legal Counsel
12. Nursing
13. Policy Officers
14. Records and Library
15. Renewable Resource Officers
16. Social Workers
17. Trades
ADMINISTRATIVE ASSISTANTS
June 1, 2001 Administrative Assistants 0 GNWT Model Jobs

Administrative Assistant Matrix
Please refer to the following Job Family Matrix illustrating the hierarchies of Model
Jobs in this GNWT Job Family. Clerk level jobs are also found in the Finance &
Accounting and Human Resources Job Families.
Hay Point Range Job Ladder Position

(without WC)
900-999
800-899
650-799
550-649
450-549
370-449
320-369
270-319
230-269 Administrative Assistant 1

Administrative Assistant 5
General Characteristics:
Performs receptionist duties with some secretarial and administrative support

duties. Requires a basic understanding of administrative procedures as well as
keyboarding skills. This is an entry level support position.
Representative Activities:
1. Answers telephone calls and directs caller to appropriate person within limited
area.
2. Performs limited secretarial services as required, such as keyboarding,
photocopying, faxing documents, etc.
3. Maintains correspondence files.
4. Performs routine data entry for divisions (i.e. leave, financial documents, etc.).
Job Evaluation Rationale

Know-How CI-1 87
General knowledge of office procedures and skills to follow established work
processes. Tasks are very clear.
Problem Solving C2(19%) 16
Work is well defined and involves similar situations. Unusual problems are referred
to the supervisor.
Accountability B-1A 16
Accomplishes tasks within standardized practices and through close supervision.
Provides a service to others.
Short Profile 0
Balanced profile for support role.
Total without Working Conditions 119

Performs secretarial and administrative duties of a routine nature for one or more
people (usually in the same division). This is a support position, requiring a basic
understanding of administrative and secretarial procedures. This level of
knowledge may be acquired through the completion of a secretarial certificate.
1. Formats and produces standard documents such as letters, reports, and

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

Know-How CI1 100
Knowledge of well-defined procedures and work routines. Individual contributor
assigned to complete tasks.
Work consists of similar situations requiring well-defined solutions. Unusual problems
are referred to the supervisor.
Accountability B-1C 22
Contributes to area’s work by accomplishing tasks within standardized practices,
through instruction and with supervision.
Short Profile 0
Balance profile for support role.

Performs administrative duties in support of a Director and/or Division. Carries

out support activities with minimal supervision. Has a good understanding of the
functions and responsibilities of the Division. This position requires discretion
and independent judgement, and knowledge of secretarial support procedures.
Requires progressively more responsible secretarial support experience (typically
three to five years).
1. Formats and produces documents, letters, reports, and presentations usually

from available material.
2. Screens telephone calls and visitors, answers questions and provides
information when possible.
3. Schedules appointments and coordinates arrangements for meetings as
directed.
4. Makes travel and accommodation arrangements for supervisor.
5. Maintains divisional records following approved schedules.

Know-How CI2 115
Knowledge of well-defined procedures and work routines. Must influence others to
achieve job objectives.
Resolves differing situations through well-defined procedures and guidelines. Unusual
problems are referred to the supervisor.
Accountability B+1C 29
Provides a support service through established work routines to a portion of a
Department/Division.
Short Profile 0

Performs administrative duties in support of a Senior Manager in a government

department, board or agency in conjunction with an Executive. Requires a
thorough knowledge of the interrelationships within the department, board or
agency. Is a senior support position requiring a comprehensive knowledge of
administrative and secretarial support procedures. The position requires a good
deal of independent judgment, working under minimal supervision. The position
generally provides advice and support to lower level administrative support
positions. Requires considerable and progressively more responsible
administrative support experience (typically five to seven years).
1. Drafts correspondence, reports and presentations, usually from available
material.
2. Screens telephone calls and visitors, answers questions and provides
information when possible.
3. Schedules appointments and coordinates arrangements for meetings and
conferences as directed.
4. Makes travel and accommodation arrangements for supervisor.
5. Communicates Deputy Head’s instructions to appropriate personnel.
6. Maintains records following approved schedules.

Know-How C+I2 132
Comprehensive knowledge of generally defined procedures and complicated work
routines. Must influence others to achieve job objectives.
problems are referred to the supervisor.
Accountability C-1C 33
Contributes to a part of a Department’s/Division’s end results. Acts within
standardized practices and general work instructions.
Short Profile 0

Performs administrative duties in support of the Senior Manager in a government

department, board or agency. Requires a thorough knowledge of the
interrelationships within the department, board or agency; within the government
as a whole; and with external organizations and issues. Is a highly responsible,
senior support position requiring a comprehensive knowledge of office and
administrative procedures. Responsibilities are diversified and involve close
coordination with other Senior Managers and their administrative support
personnel. Operates with a great deal of latitude, which allows for independent
judgement. Provides advice and support to lower level administrative support
positions. Requires considerable and progressively more responsible
administrative support experience (typically seven to ten years).
1. Drafts correspondence, reports and presentations, usually from available

material.
2. Screens telephone calls and visitors and responds to requests for information.
3. Coordinates arrangements for appointments, meetings and conferences.
4. Organizes and expedites flow of work through the Senior Managers office.
Initiates follow up.
5. Communicates Senior Managers’ instructions to appropriate personnel.
6. Maintains records following approved schedules.

Know-How DI2 152
Specialized knowledge of office and administrative procedures. Must influence and
coordinate with others to achieve job objectives.
Problem Solving D3(29%) 43
Work is defined by diversified procedures. Problems require a search for solutions
within an area of learned things (ie: Departmental knowledge). Unusual problems are
referred to the supervisor.
Accountability C+1C 43
End results and advice are subject to well-defined practices and procedures as well
as supervisory review.
Short Profile 0

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

Clerk/Assistant Matrix: Benchmarks
Jobs in this GNWT Job Family. Clerk level jobs are also found in the Finance &
Accounting and Human Resources Job Families.

(without WC)
900-999
800-899
650-799
550-649
450-549
370-449
320-369
270-319
230-269
190-229 Assistant Seasoned
160-189 Assistant – Fully Qualified
130-159 Clerk – Fully Qualified
70-129 Clerk - Developing
Clerk – Entry Level
Clerk – Data

Clerk – Data
General Characteristics
Performs simple clerical duties requiring a general understanding of department

procedures or instructions related to work performed. The work is standardized
and closely supervised.
Typical Jobs: Mail Clerk, Order Filler, Clerk Typist, File Clerk.
Representative Activities
1. Processes repetitive documents in accordance with established procedures

or standard instructions.
2. Records data and produces lists from documents or records where
knowledge of subject matter is not required.
3. Files routine material according to a prescribed breakdown. Locates and
extracts material from files when requested.

Know-How B+N1 66
Carries out uninvolved, standard procedures in a narrow field. Contact with others
limited to requesting or giving information.
Problem Solving B2(16%) 10
Problem solving limited to a choice between previously defined/learned options.
Immediately available assistance and/or examples.
Accountability ANC 12
Provides information/support to the function. Works within established work routines
and with detailed instructions and close supervision.
Short Profile +1
Strong process orientation

Clerk – Entry Level
Performs routine duties using various types of equipment. Procedures are

standardized and well defined.
Typical Jobs: Sr. data entry operator, Technical Assistant.
1. Follows standard procedures with readily available help.

2. Produces records; does not interpret data beyond identifying the need for
modifications.
3. Carries out routine processes on specialized equipment.
4. Refers complications/problems to supervisor.

Know-How CN1 76
Applies well-defined work methods and procedures in a narrow field. May require skill
in the use of specialized equipment. Contact with others limited to requesting or giving
information.
Immediately available assistance and/or examples.
Accountability BMA 14
Provides information/assistance to the function. Works within established work
routines and close supervision.
Short Profile +1

Clerk – Developing
Performs clerical duties requiring limited analysis or judgement. Requires

working knowledge of departmental procedures related to work performed.
Supervision is available to assist on any work not clearly covered by standard
procedures.
Typical Jobs: General Clerk, Tape Librarian
1. Processes straightforward documents.

2. Maintains and updates records, according to standard procedures and
formats.
3. Compiles various reports according to standard operating procedures and
formats.
4. May perform general clerical duties for departmental staff.

Know-How C+N1 87
Applies well-defined work methods and procedures in a narrow, straightforward field.
Contact with others limited to requesting or giving information.
Readily available assistance.
Accountability B1A 19
Provides information in support of the function. Works within established work routines
and/or close supervision.
Short Profile +1
Strong process orientation.

Clerk – Fully Qualified
Performs a variety of clerical duties which require sound knowledge of

departmental procedures related to work performed. Supervision is needed only
for exceptional or unexpected situations.
Typical Jobs: General Clerk, Accounting Clerk, Personnel Clerk, Purchasing

Clerk, Order Clerk.
1. Processes straightforward documents.

2. Maintains and updates records, according to standard procedures and
formats.
3. Compiles various reports according to standard operating procedures and
formats. May compile variations of standard reports involving familiar
information from known sources.
4. Provides routine information to employees and management staff.
5. May perform general clerical duties for departmental staff.

Know-How CI1 100
Applies well-defined work methods and procedures in a narrow field. Contact with
others limited to requesting or giving information.
Accountability B1C 25
Contributes to the function. Works within established work routines and supervision.
Short Profile +1
Process orientation.

Assistant – Fully Qualified
Performs a variety of assignments requiring some analysis primarily in a

specialized functional area. Requires a detailed knowledge of departmental
procedures related to the work performed. Works under minimal supervision.
Typical Jobs: Sr. General Clerk, Payroll Clerk, Personnel Assistant, Desktop
Publisher.
1. Processes complex documents to assure completeness and accuracy and

the fulfilment of government requirements.
2. Under general direction and using established procedures, maintains records
and compiles regular reports.
3. Provides functional information to employees and management staff.
4. May compile special reports or co-ordinate assigned projects.
5. May provide technical direction to other clerks.

Know-How D-I1 115
Applies moderately complex, practical procedures and systems requiring some
specialized skills generally in a narrow functional area. HR skills requirement limited
to giving and receiving information.
Problems related to day to day work are solved based on job related knowledge,
within established guidelines and practices and with readily available assistance.
Provides a support service to the function. Works within standardized procedures and
supervision.
Short Profile +1

Assistant Seasoned
Performs a variety of assignments requiring some analysis in a specialized

functional area. Requires a total understanding of functional practices and
procedures as well as a solid knowledge of departmental procedures and
processes. Supervisory review of results, provides technical direction to other
clerks.
Typical Jobs: Sr. Accounting Clerk, PC Support Assistant
1. Processes complex documents to assure completeness and accuracy and

the fulfilment of government requirements.
2. Performs preliminary analysis of functional data.
3. Provides functional information to employees and management staff.
4. Compiles special reports involving co-ordination of information from other
areas. May co-ordinate assigned projects.
5. Provides technical direction to other clerks.

Know-How DI1 132
specialized skills generally in a narrow area of expertise. Provides technical direction
only.
Work challenges resolved within diversified procedures and precedents. Assistance
available for unusual situations.
Accountability C1C 38
Provides a support service to the function. Works within standardized procedures with
supervision of results.
Short Profile 0

COLLECTIONS OFFICERS
June 1, 2001 Collections Officers Page 1 of 5

Collections Clerk
Under the direction of a Senior Collections Officer, provides day to day credit and
collections services to user departments of the GNWT, Boards and Agencies.
Representative Duties:
1. Assess sensitive collection situations and determines the most effective

collection approach.
2. Suggests approaches to complex account disputes.
3. Maintains a complete collection file indicating collection procedures and

results.
4. Prepares the documentation to initiates payroll recoveries and garnisheeing

action on wages and/or bank accounts.
5. Contacts customers for background information and gathers information from

credit bureau, banks and suppliers to determine customers or principals’
management experience, past credit experiences and capacity to pay.

Know-How D-I1 115
specialized skills in a narrow functional area. HR skills required are limited to
giving and receiving information; position is not required to make actual contact
with clients to initiate recovery action.
Problem Solving 25% (C3) 29

Work challenges resolved within diversified procedures and precedents.
Assistance available for unusual situations.
Provides a support service to the function. Works within standardized
procedures with supervision of results.
Short Profile +1
FULL POINTS 177

Collection Officer (GNWT)
Under the direction of the Senior Collections Officer performs collections and
credit services to user departments of the GNWT, Boards and Agencies.

2. Resolve complex account disputes and negotiates with various parties to

establish sound repayment schedules.

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

accounts.


Know-How DI3 175
Applies complex, procedures and systems requiring specialized collection skills.
May provide guidance to collection clerks. Highest level of HR know-how
required when negotiating with clients they are arranging to collect from as
passing file on to collection agency or courts is the last possible option as this is
expensive.
Problem Solving 29% (D3) 50

Assistance available for unusual situations from the Senior Collections Officer.
Accountability D-1C 50
Has latitude to choose proper course of action within varied work procedures.
Short Profile 0
Balanced profile for research and direct service provision for support role.
FULL POINTS 275

Collections (departments)
Under the direction of the director/assistant director, provides day to day credit
and collections services to user departments of the GNWT, Boards and
Agencies.



results.

accounts.


Know-How DI3 175
expensive.
Problem Solving 33% (D+3) 57

Assistance is not readily available.
Accountability D1C 57
Has latitude to choose proper course of action within varied work procedures,
work is only periodically reviewed.
Short Profile 0
Balanced profile for research and direct service provision for support role.
FULL POINTS 289

Senior Collections Officer (GNWT)
Under the direction of the Manager, provides day to day credit and collections
services to user departments of the GNWT, Boards and Agencies.



results.

accounts.

6. Supervise activities of the Collection Officers.
Know-How D+I3 200

expensive. Position deals with politically sensitive files.
Problem Solving 33% (D+3) 66

Assistance is not readily available.
Accountability D+1C 66
Has latitude to choose proper course of action within varied work procedures,
work is only periodically reviewed; responsible for the work of the unit.
Short Profile 0
Balanced profile for research and direct service provision and supervisory
responsibilities.
FULL POINTS 332

College Instructors
INTRODUCTION TO THE MODEL JOB DESCRIPTIONS
LEVELS OF WORK
Instructor jobs occur primarily in Aurora College. This document provides input
for evaluating different instructor job levels and it identifies some generic levels
that might be applicable across the various facets of college activities.
Instructors are employed to deliver training/educational programs within the

mandate of Aurora College. Programs range from adult basic education through
specific skills sets as may be required by a Heavy Equipment Operator to
College/University level certification in a profession such as nursing.
SCOPE
“Instruction” is made up of three components:
1. Planning:
• conducting student needs assessments

• researching, preparing, and developing teaching resources
• preparing long term and daily lesson plans
• organizing classes and lectures
• maintaining equipment/resource inventory
• participating in course and curriculum development activities
2. Implementing:
• directly delivering instruction in classroom, shop, or other specialized

instructional settings
• recording student attendance
• providing student academic counselling and tutoring
• maintaining adherence to program objectives and accreditation standards
• carrying out promotional activities in support of College goals
• providing the required reports and performing other administrative tasks
related to the delivery of instructional activities
03/19/04 Instructors GNWT Job Models

3. Evaluating:
• evaluating of both the program/course and the students

• recommending updated resources including texts as well as changes to
instructional policies
In carrying out these duties, instructors generally function as members of a

program team. They share responsibility for administrative tasks needed for the
effective planning, promotion, and evaluation of their program. Instructors are
also professional role models for their students, responsible for maintaining
decorum appropriate to their instructional setting.
Instructors may be responsible for both theoretical and practical components of a

program which may not be limited to a classroom setting. For example, summer
and winter “camps” associated with the Natural Resources program.
Campus based Instructors
The campus based instructor is responsible for instruction – see definition above.
The instructor is usually not working in isolation and his/her supervisor is usually
in the same facility. The instructor is usually assigned their specialty and teaches
students on a rotary schedule. This instructor has access to campus resources
and services.
Community Adult Educators
The community adult educator is as well responsible for instructing courses and
promoting positive career development within the community. The adult
educator usually teaches all subjects to all the students. The adult educator’s
strength is his/her all round general knowledge. However, instructing ABE and
providing assessment and counselling services will probably take up 70% or
more of an adult educator’s time. But an adult educator also has a whole range
of managerial and administrative responsibilities to keep the Community
Learning Centre functioning. Not only is the adult educator an instructor – see
definition above- but also works with community organizations and agencies in
preparing needs assessments and proposals for workshops, courses and
programs -through research, surveys, consultation and liaison with appropriate
employers, community groups, etc. The adult educator may be responsible for
hiring and supervising casual and part time instructors. She/he manages the
learning centre facility and the administrative duties involved in that and is usually
working in an isolated location with little direct supervision. People in the
community see the adult educator as a general “helper” who can be asked for
assistance on a whole range of concerns and problems.

Key Differentiating Factors
All instructors require the ability to “instruct” but variations may be found based
on subject matter or area of specialization. A trades instructor may be required
to teach a student how an engine functions and can do so using hands-on
techniques to “show” a student how things work (competency-based instruction).
An instructor in other cases may be required to impart “theory” which may require
the utilization of alternate methods depending on the subject or the students
being taught. An adult educator may be required to develop specific programs
and teaching methods tailored for the specific needs of individuals based on their
learning style, cultural or educational background.
Typical elements for differentiation are:
Elements Questions and Comments

Supervision provided to the Is the position working under close supervision or
job under general supervision? Is it part of a campus
structure or located in a community?
Breadth Is the position covering a specific subject area or
covering a number of subject areas within the campus
or community? It is important to realize that for some
campuses/communities, the full scope will be larger
than for others.
Creativity The level of creativity needed (and therefore also
know-how and experience) may vary based on
whether the instructor is delivering a “canned” or
clearly defined program according to set standards or
developing programs specific to subject matter or
student needs.
Complexity The number and type of subjects taught may vary as
might the levels of instructional and subject matter
expertise required. An instructor may be responsible
for teaching across the spectrum of a high school
curriculum, may be responsible for teaching one or
two subjects of an established program or may be
responsible for teaching all of the subject matter
associated with a program of study.

Instructor – Natural Resources Technology
The Instructor’s primary responsibility is the planning, organization, delivery and

evaluation of educational programming for students in the Natural Resources
Technology program. The job holder establishes and maintains a learning
environment which is conducive to providing the highest level of education
possible within their area of specialization.
The Instructor, Natural Resources Technology Program requires a

comprehensive knowledge of natural resource theory and practice. The Job
Holder must be well versed in adult learning theory as well as adult education
program design, development, management, delivery techniques and evaluation.
Instruction can be scheduled in any number of ways depending on the particular

delivery approach of the course and/or program. Eg: Semester or Block. The
job holder may be required to teach some modules in any number of locations
from time to time as required by the design format of the particular program being
taught.
1. Develops and revises course content which is relevant and current and
prepares long term and daily lesson plans for each course before the start
of the program.
2. In consultation with other program instructors identifies appropriate

program/course materials, books, equipment and other resources.
3. Instructs using appropriate and varying instructional methods.
4. Develops and prepares instructional material as required in response to

ongoing needs of students and in response to changes in curriculum
requirements.
5. Provides academic counselling and tutoring.
6. Supports students by acting as a role model, carrying out basic career and
life skills counseling and by fostering a positive learning and work
environment.
7. Administers College policies (academic standards, attendance standards,

program activity reports) relevant to program.

8. Evaluates students and programs and reports on both
9. Assists with promotional activities.
10. Instruct students at field camps on the land.
Job Evaluation Rationale – Natural Resource Technology Program
Know How EI3 230

Position requires comprehensive knowledge of natural resource theory and
practice in addition to adult learning theory and adult education program design,
development, management, delivery techniques and evaluation. The position is
required to perform activities that are generally similar in content. The position is
required to establish and maintain a learning environment that is conducive to
providing the highest level of education possible.
Problem Solving E3(38%) 87
Latitude exists to consider if new instructional practices and procedures must be
developed within context of clearly defined program curriculum, policies, and
practices. There is need to determine best teaching methods and to modify
methods to suit learners at many different levels and attitudes.
Accountability E1S 87
The curriculum, which outlines course content and procedures but does not
identify day-to-day activities or methods of instruction, limits the freedom to act.
The position must consult with other program instructors to identity appropriate
resources, and is required to meet various objectives set by the College program
/ management staff.
Short Profile 0
Reflects program development and implementation role.

Instructor – Observer/Communicator

evaluation of educational programming for students in the
Observer/Communicator program. The job holder establishes and maintains a
learning environment which is conducive to providing the highest level of
education possible within their area of specialization.
The Instructor, Observer/Communicator Program requires a comprehensive

knowledge of related theory and practice. The Job Holder must be well versed in
adult learning theory as well as adult education program design, development,
management, delivery techniques and evaluation.

taught.
of the program.


requirements.
environment.

8. Evaluates students and programs and reports on both
Job Evaluation Rationale – Observer/Communication Program Instructor
Know How DI2 152

Position requires specialized technical knowledge of the fundamental principles
of the related trade as well as adult instruction methods, basic counseling or life-
skill coaching, program and/or project development and management, needs
assessment and curriculum development. The position is required to perform
activities that are similar in content, and to establish and maintain a learning
environment that is conducive to providing the highest level of education
possible.
Thinking is done within well-defined somewhat diversified procedures. Many
precedents cover most situations. There is need to determine best teaching
methods and, within accepted practices, to modify methods to suit learners at
many different levels and attitudes.
Accountability C1S 43
A well defined curriculum, along with standardized practices and procedures limit
the freedom to act. The Office Administration program is directly affected by
work of the position, although the position is required to work with other
instructors and positions to meet various objectives set by the College program /
management staff.
Short Profile +1
Reflects a directing role in implementation and accountability for results.

Instructor – Office Administration

evaluation of educational programming for students in the Office Administration
program. The job holder establishes and maintains a learning environment
which is conducive to providing the highest level of education possible within
their area of specialization.
The Instructor, Office Administration requires a comprehensive knowledge of

office practices, processes, procedures and the necessary equipment associated
with office administration. The Job Holder must be well versed in adult learning
theory as well as adult education program design, development, management,
delivery techniques and evaluation.

taught.
of the program.


requirements.
environment.

8. Evaluates students and programs and reports on both.
Job Evaluation Rationale – Office Administration Program Instructor
Know How DI2 152

Position requires specialized technical knowledge of the fundamental principles
of office administration as well as adult instruction methods, basic counselling or
life-skill coaching, program and/or project development and management, needs
possible.
Thinking is done within well-defined somewhat diversified procedures. Many
precedents cover most situations. There is need to determine best teaching
methods and, within accepted practices, to modify methods to suit learners at
many different levels and attitudes.
A well defined curriculum, along with standardized practices and procedures limit
the freedom to act. The Office Administration program is directly affected by
work of the position, although the position is required to work with other
instructors and positions to meet various objectives set by the College program /
management staff.
Short Profile +1
Reflects a directing role in implementation and accountability for results.

Instructor – Heavy Equipment Operator Program

evaluation of educational programming for students in the Heavy Equipment
program. The job holder establishes and maintains a learning environment
Knowledge of the fundamental principles in a specific field (heavy equipment

operation) is required as is knowledge in the area of adult instructional methods,
basic counseling and/or life-skill coaching, program and/or project development
and management, needs assessment and curriculum development.

delivery approach of the particular course and/or program e.g. semester or block,
The job holder may be required to teach course modules in any number of
locations from time to time.
of the program.


requirements.
environment.

Job Evaluation Rationale – Instructor Heavy Equipment Operator Program
Know How DI3 175

Position requires knowledge of the fundamental principles of heavy equipment
operation as well as adult instruction methods, basic counselling or life-skill
coaching, program and/or project development and management, needs
possible.
developed within context of standardized program curriculum, policies, and
practices. There is need to determine best teaching methods and, within
accepted practices, to modify methods to suit learners at many different levels
and attitudes.
Accountability C1S 57
A well defined curriculum, which outlines specific course content and procedures
along with a general description of instruction methods, limits the freedom to act.
The impact on the organization is shared with the other instructors, and positions
must meet various objectives set by the College program / management staff.
Short Profile 0

Instructor – Adult Basic Education

evaluation of educational programming for students in the Adult Basic Education
program. Instruction will be required in one or more areas including English,
Mathematics, Social Studies, Science, basic computer skills and Personal
Development up to Grade 12 Completion and University Entrance, depending on
Instructor's area of expertise. The job holder establishes and maintains a

delivery approach of the particular course and/or program e.g. semester or block.
The job holder may be required to teach course modules off campus from time to
time.
The Instructor, Adult Basic Education Program requires a comprehensive

knowledge of the specific subject area assigned as the primary content
specialization area. The instructor must have a comprehensive theoretical and
practical understanding of adult education theory and practice. The Job Holder
must be well versed in adult learning theory as well as adult education program
design, development, management, delivery techniques and evaluation. Move
this paragraph to be the second paragraph to keep the format consistent.
of the program.


requirements.

environment.

Job Evaluation Rationale – Adult Basic Education Instructor
Know How EI3 264

The position requires knowledge of the specific topic areas taught, as well as a
comprehensive theoretical and practical understanding of adult education theory
and practice. Knowledge of adult education program design, development,
management, delivery techniques and evaluation are also required. The position
must perform activities that are generally similar in content while maintaining an
appropriate awareness of other activities. The position must establish and
maintain a learning environment that is conducive to providing the highest level
of education possible, and provide academic counselling and tutoring services.
The thinking environment offers latitude where thinking is done within a general
frame of reference, and allows the position to consider or implement new
practices and procedures with respect to the delivery of established curriculum
and development of instructional material. There is need to determine best
teaching methods and to modify methods to suit learners at many different levels
and attitudes.
/ management staff.
Short Profile 0
Advisory, consultative role.

Instructor – Community Adult Educator
The Community Adult Educator (CAE) is a community based position responsible

for all programs delivered through the Community Learning Centre. The adult
educator facilitates learning opportunities by the promotion, planning,
organization, delivery and evaluation of educational programming for students in
the community. The job holder establishes and maintains a learning environment
The job holder manages the Community Learning Centre facility and activities
independently in an isolated environment at a distance from the main campus.
The job holder represents the College at the community level and plays a critical
role in creating and maintaining a positive image for the College. The CAE
conducts comprehensive and ongoing community needs assessments through
research, surveys, consultation and liaison with elected leaders, community
administrators, employers, community groups and individuals. The CAE acts as
an ambassador for the college.
The Community Adult Educator is responsible for the planning, organization,

delivery and evaluation of educational programming for students in the
Community and promotes life long learning within the community. The job holder
conducts needs assessments and develops, delivers and evaluates programs to
meet those needs.
As well as instructing, the job holder may hire and supervise casual and part-time
instructors to deliver community programs.

1. Identifies appropriate programs and directs and supervises the delivery of

same.
2. Instructs courses and workshops using appropriate and varying

instructional methods.
3. Carries out financial processes related to the Community Learning Centre

activities and ensures that all financial processes comply with College and

GNWT financial procedures and policies.

requirements. Develops and revises course and workshop content which
is relevant and current.
environment.
8. Prepares reports of learning center activities.

Job Evaluation Rationale – Community Adult Educator
Know How EI3 264

The position requires knowledge of the specific topic areas taught, as well as
knowledge of instruction techniques and an ability to effectively instruct groups.
The Position also requires management and administrative skills in order to
operate the community learning centre. The position is required to have an
understanding of the correlation of their work and of the educational system in
general e.g. high school, community adult education, and post-secondary
education. The position must establish and maintain a learning environment that
is conducive to providing the highest level of education possible. The position is
frequently required to work with community organizations and agencies to
develop needs assessments and proposals for various learning events.
The thinking environment offers latitude where thinking is done within a general
frame of reference, and allows the position to consider or implement new
practices and procedures with respect to the delivery of established curriculum.
There is need to determine best teaching methods and to modify methods to suit
learners at many different levels and attitudes.

The curriculum, which outlines course content and procedures, but which does
not identify day-to-day activities or methods of instruction, limits the freedom to
act. The position affects the students at the learning centre and works with
curriculum development staff, other instructors and college administration. The
position has control over most activities of the learning centre but must carry out
activities and meet objectives set by the College program/management staff.
Short Profile +1
Reflects a directing role in implementation with high accountability for results.

Instructor – Teacher Education Program

evaluation of educational programming for students in the Teacher Education
program The instructor is also responsible for supervising TEP students and
recommending changes/improvements as required which will result in the
completion of a Teaching Diploma or 3rd year of a 4 year Degree program. The
instructor establishes and maintains a learning environment which is conducive
to providing the highest level of education possible within their area of
specialization.
The Instructor, Teacher Education Program requires a comprehensive

knowledge of the field of education, theory and practice. The Job Holder must be
well versed in adult learning theory as well as adult education program design,
development, management, delivery techniques and evaluation.

time.
of the program.


requirements.


environment.
10. Supervises practicums.
Job Evaluation Rationale – Instructor Aurora College Teacher Education

Program
Know How EI3 264

Position requires comprehensive knowledge of education theory and practice in
addition to adult learning theory and adult education program design,
/ management staff.
Short Profile 0

Instructor – Electrical Trades

evaluation of educational programming for students in the Electrical Trades
program which will result in the completion of the NWT or Interprovincial Trades
Certification. Instruction will be required in one or more areas including the
theoretical portion of years 1, 2, and 3 of the Electrical Trades program.
Knowledge and experience setting up 3rd and 4th year electrical laboratory is
essential. The job holder establishes and maintains a learning environment
which is conducive to providing the highest level of education possible.
The Instructor, Electrical Trades program requires a comprehensive knowledge

of the electrical field theory and practice. The job holder must be well versed in
adult learning theory and principles as well as adult program management,
delivery techniques and evaluation

time.
of the program.


requirements.

environment.

Job Evaluation Rationale – Instructor Electrical Trades Program
Know How EI3 200

Position requires comprehensive knowledge of electrical field theory and practice
in addition to adult learning theory and adult education program design,
required to perform activities that are similar in content, and to establish and
maintain a learning environment that is conducive to providing the highest level
of education possible.
developed within context of standardized program curriculum, policies, and
practices. There is need to determine best teaching methods and, within
accepted practices, to modify methods to suit learners at many different levels
and attitudes.
A well defined curriculum, which outlines course content and procedures but
does not identify day-to-day activities or methods of instruction, limits the
freedom to act. The impact on the organization is shared with the other
instructors, and positions must meet various objectives set by the College
program / management staff.
Short Profile 0

Instructor – Nurse Practitioner Program

evaluation of the Nurse Practitioner Program (NP). The instructor is also
responsible for supervising NP students and recommending
changes/improvements as required. The instructor establishes and maintains a
The instructor must have a detailed theoretical and practical understanding of

advanced nursing practice. The Job Holder must be well versed in adult learning
theory as well as adult education program design, development, management,
delivery techniques and evaluation.

time.
of the program.


requirements.
environment.

Job Evaluation Rationale – Instructor Nurse Practitioner Program
Know How EI3 264

Position requires comprehensive knowledge of nursing theory and practice in
addition to adult learning theory and adult education program design,
/ management staff.
Short Profile 0

ENGINEERING
Engineering Matrix
Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in
this GNWT Job Family.

(without WC)
900-999
800-899
650-799 Senior Manager / Senior Technical
Manager
550-649 Manager (Seasoned) / Senior Project
Officer / Technical Specialist
450-549 Officer, Seasoned
370-449 Officer, Fully Qualified
320-369 Officer, Developing
270-319
230-269
190-229
160-189
130-159
70-129
April 11, 2002 Engineers Page 1 of 11

Officer, Developing
Provides technical assistance to Assistant Regional Superintendents, Senior Technical

Officers, Project Officers or Technical Managers/Officers in the development of project
briefs, design reviews of minor building and works projects, technical performance or
status evaluations, and design standards and guidelines development. Establishes and
monitors departmental policy and procedures with respect to the operation &
maintenance of all vehicles and equipment.
This position requires good knowledge of computers, general concepts of building and
works systems, soil conditions, maintenance practices, the ability to read and interpret
designs and drawings, technical writing and drafting skills, and basic knowledge of
project management.
1. Assists Design/Project Managers in gathering technical data for preparing project
briefs.
2. Assists Design/Project Officers in checking design calculations for conformance to
design guidelines, codes and regulations.
3. Researches other jurisdictions and provides input on relevant standards, practices
and methods.
4. Provides assistance in the development, publishing and distribution of design
guidelines reference reports and manuals.
5. Administers the preparation of detailed designs and specifications and manages the
construction of minor projects.
6. Monitors project / program budget and identifies surpluses or shortfalls.
7. Conducts project inspections and prepares project progress status report.
8. Manages delivery of Maintenance Management Systems for operational programs.
9. Assists in the development of procedures and guidelines.
10. Develops and implements training programs.

Know-How E12 200
Application of specialized skills in a specific area (engineering). Negotiations and
corrective actions with suppliers and clients.
Problems are resolved within area of expertise. Procedures and precedents are
available for many situations. Problems may be referred to a Manager (Engineering).
Contributes to the delivery of services within a Department/Division within generally
accepted work procedures and engineering precedents. End results are subject to
Supervisory review.
Short Profile 0

Officer, Fully Qualified
Manages small to medium Capital/O&M, construction and renovation projects and

operation/maintenance programs throughout all stages of the project planning and
implementation process including contracting, supervision of contractor and
professional consultants, project planning and scheduling, cost estimating and financial
management. The incumbent seeks advice when required from Senior Project
Officers/Managers.
Responsible for developing, advocating and implementing long term strategies by

undertaking necessary consultation to obtain input from all affected parties. Supports,
prepares and implements policies, programs, and capital plans for new and
rehabilitation construction projects.
This position requires good knowledge of computers, general concepts of building and
works systems, soil conditions, maintenance practices, the ability to read and interpret
designs and drawings, technical writing and drafting skills, and basic knowledge of
project management. Must have knowledge of system planning methods, research and
feasibility studies, data collection and analysis. Effective communication skills are
necessary to consult with various stakeholders including local governments and the
public. This position is responsible to achieve agreement between independent
contractors and the client community(s) / department(s) whom often enter the process
with contrary agendas.
1. Assembles all preliminary engineering and community data to establish the scope of
the project and help develop project plans.
2. Develops designs, specification and cost estimates in accordance with project
requirements.
3. Develops, recommends and monitors policies, capital standards and priority setting
mechanisms for programs.
4. Understakes necessary consultation to obtain input from all affected parties.
5. Manages project construction/renovation stage from contract planning to warranty
inspections.
6. Liaisons with/participates with the Design Division / Technical Groups in the
development of the projects.

7. Obtains client, community, and regulatory approvals, as appropriate, throughout the
design development stage.
8. Provides technical advice and assistance to clients, communities, consultants,
contractors, and local suppliers and manufacturers.
9. Provides technical advice in the development of highway maintenance, development
of new technologies and procedures for highway maintenance.
10. Implements technical programs and services to monitor and ensure appropriate
operations, maintenance of all government infrastructures and systems.

Know-How E13 230
Application of specialized skills in a specific area (engineering). Negotiations and
corrective actions with suppliers and clients.
Problems are resolved within area of expertise. Procedures and precedents are
available for many situations. Problems may be referred to a Manager (Engineering).
Contributes to the delivery of services within a Department/Division within generally
accepted work procedures and engineering precedents. End results are subject to
Supervisory review.
Short Profile 0

Officer, Seasoned
Manages medium to large Capital/O&M, construction and renovation projects and

highway operations/maintenance programs throughout all stages of the project planning
and implementation process including contracting, supervision of contractor and
professional consultants, project planning and scheduling, cost estimating and financial
management. The ability to handle larger projects generally comes with familiarity of
relevant Government acts, policies and directives (i.e. Business Incentive Policy,
Financial Administration Act and Northern Manufacturers Directives). This is typically
gained through several years experience of progressively larger/ more complex projects
and GNWT specific training within the GNWT Project Management setting. Experience
gives the incumbent further knowledge in his/her area of expertise including:
Northern building practices including cultural environment, climate, logistics and

permafrost construction.
Project or Transportation system planning, research and economic feasibility;
Project Design and construction implementation;
Program planning of medium and long range highway maintenance programs;
and
Airport operations, structures and systems.
Positions at this level can also manage and focus primarily on the design of projects
both hands on and overseeing the design process using in-house resources and private
consultants.
The position also requires that construction management be conducted in a political,

socio-economic and cross-cultural setting, in accordance with Government policies and
directives that develop and encourage northern and local employment and business.
This position is responsible to achieve agreement between independent contractors and
the client Community / Department whom often enter the process with contrary
agendas.
1. Assembles all preliminary engineering and community data to establish the scope of
the project and help develop project plans.
2. Develops and/or monitors/supervises the development of designs, specification and
cost estimates in accordance with project requirements.

inspections.
4. Liaisons with/participates with the Design Division / Technical Groups in the
development of the projects.
5. Obtains client, community, and regulatory approvals, as appropriate, throughout the
design development stage.
6. Identifies opportunities to achieve Government policy objectives and takes action to
achieve them.
7. Provides technical advice and assistance to clients, communities, consultants,
contractors, and local suppliers and manufacturers.
8. Represents the Government in arbitration or litigation in regards to projects under
their lead.
9. Provides technical advice in the development of highway maintenance, development
of new technologies and procedures for highway maintenance.
10. Plans, designs and coordinates program administration including 5-year planning
and multi-model /complex plans.
11. Represents and advocates government priorities in federal and provincial
transportation infrastructure programs.
12. Develops and implements technical programs and services to monitor and ensure
appropriate operations, maintenance of all government infrastructures and systems.

Know-How E+13 264
In addition to having theoretical and practical knowledge of engineering (specialty) the
position will be required to achieve agreement between independent contractors and
the client Department whom often enter the process with contrary agendas.
Operates within functional practices and precedents toward specific objectives.
Situations are resolved through current knowledge.
Accountability E-2C 100
Findings and advice given are subject to existing policies and supervisory review.
Manages medium to large Capital/O&M, construction or renovation projects.
Short Profile 0

Manager (Seasoned) / Senior Project Officer
Manages large or technically complex construction and renovation projects throughout

all stages of the project planning and implementation process. The ability to handle
larger projects generally comes with familiarity of relevant Government acts, policies,
contract administration and directives (i.e. Business Incentive Policy, Financial
Administration Act and Northern Manufacturers Directives). This is typically gained
through several years experience of progressively larger/ more complex projects and
GNWT specific training within the GNWT Project Management setting. As a senior
engineer, the incumbent will mentor and/or supervise other project staff.
The position conducts operations in a political, socio-economic and cross-cultural

setting, in accordance with Government policies and directives that develop and
encourage northern and local employment and business. This position is responsible to
achieve agreement between independent contractors and the client Community /
Department whom often enter the process with contrary agendas.
The position provides technically advanced and specialized services to public and
private sector that includes program planning, design, technical reviews, construction
and operation of municipal infrastructure or projects.
1. Assembles all preliminary engineering and community data to help develop project
plans and establish the scope of the project.
2. Supervises the development and designs specification and cost estimates in
accordance with project requirements.
inspections.
4. Liaisons/participates with the Design Division / Technical Group in the development
of the projects.
5. Negotiates client, community and regulatory approvals, as appropriate, throughout
the design development stage.
6. Identifies opportunities to achieve Government policy objectives and takes action to
achieve them.
7. Provides technical advice, training and assistance to clients, communities,
consultants, contractors, and local suppliers and manufacturers.

8. Represents the Government in arbitration or litigation on project specific issues.
9. Provides advice to and facilitates training for Department staff regarding solutions to
design, construction, contractual or maintenance problems.
10. Mentors/supervises assigned Project Officers, and provides technical advice when
needed.
11. Conducts budget planning in order to identify priorities within assigned budgets.
12. Liaisons and facilitates discussion with corporations, regulatory bodies, other
government departments and agencies.

Know-How F13 304
Specialized theoretical knowledge in a range of technical areas (engineering).
Supervises contract staff and project officers and coordinates projects (ie: monitors
progress and performance). This position must also achieve agreement between
independent contractors and the client (Department, community, etc.) whom often
enter the process with contrary agendas.
Accountability E3-C 132
The Freedom to Act of this position is defined based on engineering practices and
procedures as well as the fact that direction is set by project departments. The
position contributes to the completion of large projects often ranging from $5M - $25M.
that affect the Department/Division/Clients/Public (ie: responsible for construction
management of regional projects such as schools, arena, offices, parks, roads, water
supplies, facilities, housing, bridges and airport structures).
Short Profile 0
Advisory, consultative role. Involved in projects from design through to implementation.

Manager (Technical Specialist)
Manages a multi-disciplinary, fully integrated team of engineers, architects,

technologists, O&M specialists and technicians who will provide technical support
and/or facility life cycle management to GNWT Departments, communities, boards,
consultants, contractors and other agencies that design, construct, operate and
maintain infrastructure. The disciplines include architecture, structural, mechanical,
electrical, civil, municipal, environmental and geo-technical. The infrastructure includes
community buildings such as schools, correctional facilities, hospitals, health centres,
community offices, recreational facilities, fire-halls, airport terminal buildings, visitor
centres, community offices, water and sanitation infrastructure, fuel storage and
distribution facilities, vehicles and granular materials.
This position requires a comprehensive knowledge of northern project management, a

specific engineering or architectural discipline, northern construction and technology,
financial administration, capital planning process, tendering, contract administration and
monitoring, and general Government policies and directives including Business
Incentive Policy and the Northern Manufacturers Directive, and local \ northern
involvement initiatives.
1. Has overall responsibility for all aspects of projects or special assignments assigned
to his/her project team.
2. Manages personnel and operations and capital budgets, and assists in development
of the departmental business plan, and related strategies and policies.
3. Manages assistance provided to clients, including development of cost estimates for
inclusion in clients’ five-year capital plans, the preparation of project briefs, etc.
4. Ensures that facilities are cost-effectively designed and built by managing the review
of designs at all stages for technical accuracy.
5. Manages the planning and delivery of facility acquisitions, either by leasing existing
facilities, or by constructing new facilities.
6. Participates in reviews of policies affecting the planning, design and construction of
programs/projects and recommends new/refined policies/programs, in area of
specialization.

7. Ensures that the team’s technical knowledge and expertise is provided to others
involved in area of expertise. Conducts workshops, seminars and conferences, and
prepares technical bulletins, manuals, standards, publications, etc.
8. Conducts project and design reviews to ensure all elements/systems are compatible
and that building/project program and design criteria are adequate.
9. Monitors and evaluates work being conducted by others for conformation to
financial, technical, and program requirements, including government policy.
10. Serves as the focal point of responsibility for specialized areas relating to the
delivery of projects.
11. Prepares technical/program/project management manuals, standards and
guidelines, technical bulletins and publications, technical status/performance
evaluation reports, pilot studies, and problem analysis reports.

Know-How FI+3 350
Highly specialized technical knowledge of standards and regulations within specialized
design areas (engineering). The incumbent is a key stakeholder in direction of their
discipline within the GNWT and the NWT as a whole and must achieve agreement
between independent contractors, the client Department, and relevant stakeholders
whom often enter the process with contrary agendas. Incumbent coordinates and
integrates tasks within a multidisciplinary team.
Professional and political direction identifies the general guidelines for what this
position is to accomplish, however, how the incumbent does so is dependent on their
own judgement. Within their body of expertise, the incumbent must develop strategies
to address the needs within their discipline for the NWT.
Accountability E3+C 175
Position requires a degree of independence to achieve results, provided that the
activities are consistent with approved operating plans and objectives, and with
functional policies and precedents. Results of this position are generally externally
focused affecting all clientele (communities, Departments, etc.).
Short Profile +1
Consultative Role with a focus on desired outcome.

FINANCE & ACCOUNTING
June 18, 2003 Finance & Accounting Page 1 of 13

Introduction to Finance and Accounting Job Profiles
Overview
Financial positions within the GNWT have evolved and changed dramatically in the past
few years with many change-drivers impacting the financial job profiles.
Within the job profiles there may be reference to various levels of formal accounting
theory. This reference should not be taken as credentialism. This is only an indication
of the knowledge and technical skills required to perform work at this level.
Using the term, modern comptrollership, it should be understood that finance and
accounting job have been changed dramatically in a number of financial responsibility
areas, with a major shift from a pre-authorization financial management style to
management of front-line empowerment and risk. Financial Administration Manual
Directives have been re-written to shift approval processes from central agencies to
departments and to line staff.
Numerous current initiatives are nearing full implementation, eliminating very

substantive processing roles within financial positions and changing the profiles to
analysis roles providing performance measurement, financial risk assessment and
capacity preparation for political, economic and financial considerations required in
public budgeting and public account reporting. Examples of such changes are the
implementation of e-commerce initiatives and partnering with private companies.
Modern comptrollership strategies are attempting to reduce manual processes within

the government and replace those duties with value-added processes. Typical manual
processes would include preparing cheque requisitions, obtaining Spending and
Payment Authorities, providing verification, data entry, FIS editing, cheque production
and answering supplier inquiries.
Care should be exercised in evaluating positions with similar job titles. For example,
there are significant differences in accountabilities and responsibilities between
Assistant Directors from one department to another. There are significant differences in
complexities and scope; many have large capital programs, asset management,
contract management, grant & contribution programs, delivery of IT financial
applications, significant receivable programs, complex revenue sources, regional
financial infrastructure, etc. where others do not. Similarly there are often differences
between regions.

Scope
Financial work is largely made up of three components:
1. Planning:
• conducting needs assessments
• preparing, researching and developing financial resources
• preparing long term and short term budgets
• organizing staff and resources
2. Implementing:
• direct delivery of financial services to the public, the department, the region or the
government
• recording financial transactions
• providing financial advice and analysis
• maintain adherence to professional standards, guidelines, procedures, policies,
regulations and acts
3. Evaluating:
• Evaluation of both the program and the staff
• providing the required reports and other administrative tasks related to the
delivery of financial activities
• recommending updated resources including funding as well as changes to
policies
In carrying out these duties, finance staff generally function as members of a team.
They share responsibility for administrative tasks needed for the effective planning,
implementation, and evaluation of their program. Financial staff can also be professional
role models for their staff, responsible for maintaining professional standards and
generally accepted accounting principles.
Financial staff often need knowledge of many seemingly unrelated areas. For example,
knowledge of labour relations issues is required in order to be able to assess and
quantify the impacts of labour relations issues. In the past, technology issues have
often arisen in the financial area and as a result, financial staff are often expected to
provide technical planning, guidance and support to staff.
Financial staff continuously work to very strict deadlines. Monthly accounting cut-offs,
year end procedures and budget deadlines are rarely flexible and financial staff are
expected to meet all deadlines.

Senior Accounting and Financial Officers must develop and maintain a wide knowledge
framework, sub-divided within four major competency areas:
1. Technical Knowledge: Financial knowledge covers a number of areas, including

financial accounting, financial management and reporting, assurance, budgeting
and forecasting, general business advice, information technology and taxation.
2. General Management: General management skills include planning, allocating

resources, monitoring, communicating
3. Leadership: This includes organizational and strategic leadership, staff

coaching, as well as team leadership and development.
4. Professionalism: This includes maintaining a client focus, applying professional

ethical standards, principles and codes of conduct, integrating information from a
variety of sources, using systematic problem solving techniques, engaging in
continuous professional development and conducting professional self
evaluation. It should be realized that accounting has been broadly accepted as
a profession and is self-governing.

Key Differentiating Factors
All finance staff require the ability to understand and implement financial tasks but
variations are found based on a number of factors. Typical elements for differentiation
are:

job under general supervision? Is it part of a
headquarters structure or located remotely?
Depth and Breath Is the position covering a specific financial subject
area or covering a number of subject areas within the
department or community? What depth and breath of
knowledge is required in each area? It is important to
realize that for some departments/communities, the
full scope will be larger than for others. Other
positions are responsible for GNWT-wide corporate
areas.
Creativity The level of creativity needed (and therefore know-
how ) may vary based on whether the position is
delivering a “canned” or clearly defined program
according to set standards and procedures or
developing programs specific to subject matter or
needs or developing government-wide programs.
Complexity The number and type of subjects known and used
may vary as might the levels of institutional and
subject matter expertise required. A position may be
responsible for the spectrum of financial transactions,
may be responsible for one or two areas of an
established program or may be responsible for all of
the subject matter associated with a program or may
be responsible for developing a program that interacts
with many other government programs and will be
applied government wide.

Senior Finance Clerk
Carries out analysis to determine if the process being used is correct and in accordance
with generally accepted best business practices and in accordance with government
policies.
May provide technical direction to other clerks.
Representative Duties
1. Reviews and verifies documents to determine if appropriate best business

practices and government policies are being adhered to (air charters, contractors,
employee/employer relationship, lease vs. purchase, etc.).
2. Determines appropriate action to be taken post review and initiates changes in

business practices as necessary.
3. Reviews documents to ensure that proper accounting treatment has been applied
(appropriate transaction code, general ledger and appropriation.
Rationale
Know-How DI1 132
Applies moderately complex procedures and systems requiring some specialized
financial skills.
Problem-Solving D3 (29%) 38
Work challenges are resolved within diversified procedures and precedents. Assistance
is available for unusual situations.
supervision of end results.
Short Profile 0
Primarily focused on implementation.
Total Without Working Conditions 208

Finance and Administration Officer
May provide day-to-day supervision of a small (1 or 2) group of clerical personnel in a

variety of support areas, including accounting, administration, human resources,
purchasing, etc. This job has latitude to make decisions in areas outside of accounting.
Must have a working knowledge of all program activities.
1. Authorizes and approves financial/human resource/other transactions in support of

program delivery.
2. Ensures that adequate financial/human resource/other information is available to

program managers for resource allocation decisions and program management.
3. Co-ordinates day-to-day administrative operations. This may include information

technology, procurement, communications, minor contracting, human resources
administration and finance.
Rationale
Know-How DI2 152
Applies moderately complex procedures and systems requiring specialized financial
skills (receivables, revenue and payables). Provides technical direction and may
supervise technical and clerical staff requiring moderate HR skills.
Work Challenges are resolved through use of functional rules and diversified
procedures and precedents. Assistance is available for unusual situations.
supervision of end results.
Short Profile 0
Primarily focused on implementation

Fully Qualified Finance Officer
Requires a working knowledge of accounting fundamentals and principles. May provide

the first level of supervision with both technical and administrative responsibility for
clerical staff. Accounting activities are most likely specialized in a central agency or
general finance in a department, board or agency. Policies and procedures are
generally defined with limited latitude for procedural variation.
Required knowledge is usually attained through 3 to 4 years of formal accounting

training and a similar amount of progressively responsible accounting / finance
experience.
1. Authorizes and approves transactions where best practices have been followed
and are processed in accordance with appropriate government policies, ensuring
proper accounting.
2. Ensures program managers and financial staff receive proper instruction and
advice to prevent non-compliance.
3. Ensures adequate documentation and support of transactions and reports.
4. Implements, including providing training, new procedures.
5. Prepares and/or schedules appropriate financial reports.
Rationale
Know-How EI2 200
Applies accounting theory and practice within a specific (i.e. financial reporting,
accounts payable, accounts receivable, etc.) area. Communicates, informs and trains
staff and others on financial processes and interprets departmental programs and
policies for departmental staff.
Work challenges are resolved within diversified procedures and precedents. Assistance
is available for unusual situations.
Contributes to financial processes as part of a financial team. Latitude to chose course
of action from within varied work procedures.
Short Profile 0
Profile reflects balanced role.

Seasoned Finance Officer
Performs professional accounting work involving compilation, consolidation and analysis

of financial data. Prepares standard financial reports, such as cost reports, trial
balances, and/or contributes to significant portions of these as part of a team.
This is a well-grounded, middle level professional, characterized by a good knowledge

of the organization’s existing systems and the ability to handle most regular issues
independently.
Requires extensive knowledge of a specific accounting function and/or broad

knowledge of general accounting. This is normally gained through several years of
experience following attainment of an accounting designation.
1. Identifies and investigates unusual transactions, including risk analysis, to

determine the appropriate accounting treatment.
2. Provides supportive analysis and recommendations to managers to assist them in

making sound business decisions.
3. Analyzes reports and prepares FMB / Cabinet submissions.
4. Conducts post implementation reviews of financial policies and applications to

ensure that they are working effectively towards desired results.
5. Prepares draft departmental business plans and main estimates.
Rationale
Know-How E+I2 230
High level of technical knowledge (theory and practical) required in financial planning
and analysis. May provide work direction to others. Requires specific knowledge in a
range of financial / accounting areas.
Problem-Solving E3 (38%) 87
Situations are resolved by current knowledge.
Provides advisory and supporting services to a department. Accomplishes tasks within
broad practices and functional precedents subject to managerial direction.
Short Profile 0
Balanced profile to reflect advisory role.

Accounting Specialist
Performs senior level accounting work such as compilation, consolidation and analysis
of financial data focusing on the long term. Modifies or develops new procedures to
meet specialized needs. Usually regarded as a corporate financial expert.
Recommendations and decisions must be provided in accordance with professional
ethics and standards.
Requires a thorough knowledge of accounting principles and practices, as well as

organization specific systems and processes. Provides leadership as a technical
advisor. This level of knowledge is usually obtained through an accounting degree or
designation accompanied by substantial accounting experience.
1. Analyzes financial data to contribute to corporate and / or legislative planning.
2. Provides advice on complex accounting concerns, consulting with users to improve

and change standards.
3. Develops, presents and discusses policies with relevant stakeholders.
4. May design accounting information systems.
Rationale
Know-How F12 264
Specialized financial knowledge in a range of areas. Provides leadership as a non-
supervisory technical expert on subject matter.
Operates within financial practices and precedents towards specific objectives.
Accountability E2C 100
Contributes to departmental planning through broad financial practices and managerial
direction.
Short Profile 0

Senior Finance Manager
Supervise all accounting activity for department, or complex division of a department, in

accordance with GNWT acts, regulations and policy. Uses professional judgment to
determine the impact and the appropriate response to change in statutes and Generally
Accepted Accounting Principles.
Accountable for the work of a financial operations unit in order to meet

department/division requirements with respect to O&M budgeting , general accounting,
capital planning, revenue and loan management.
Job requires professional accounting knowledge through completion of a professional

accounting designation and several years of progressive experience in several areas of
accounting (ie. Taxation accounting, loans management etc.)
It is important to consider in evaluating jobs that may be similar to this model that such
jobs may or may not be the defacto Chief Financial Officer (CFO) in the organization
and that organizational size and structure need to be considered in arriving at a
conclusion.
1. Ensures that accounting records are prepared and maintained in accordance with
GNWT policies, chart of accounts and generally accepted accounting principles.
2. Develops and implements department, board or agency specific policies, systems,

funding agreements and procedures that ensure effective financial planning and
budgetary management.
3. Ensures accurate and timely recording and reporting of operating results by

providing financial analysis, interpretation of variances from budgets and standards
and advises management.
4. Collaborates with department management in the development of Business and/or

Capital Plans and works with the FMBS to finalize the department’s plans.
5. Prepares departmental briefing notes and / or presentations to Standing

Committees, Ministers and other senior officers.
6. Represents the department, board or agency on inter-departmental committees

that are responsible for government wide policy and systems development and
implementation.

7. Direct the development, implementation and maintenance of departmental or
government wide financial, or administrative system/s. Ensures that business
processes are developed/amended with respect to developmental changes in the
system.
Rationale
Know-How FI3 304
Knowledge of specialized accounting and theory and principles required for developing
and directing the implementation of revised processes and systems. Motivates and
influences program managers in order to cause them to take appropriate action.
Develops and motivates subordinates
Provides strategic, functional solutions to variable situations. Development role requires
analytic, interpretive and strategic thinking and constructive solutions. Must identify,
define and resolve problems that are often non-conforming without clear precedent.
Multiple solutions are implied and research and planning are required.
Accountability E1P/E3C/E4A 152
Interprets information and provides advice in the financial area to an entire department.
Functional goals are well defined. Has the degree of independence needed to achieve
operating results provided that activities are consistent with approved operating plans
and objectives. Positions determine how and when results are to be achieved. Directly
accountable for the work of other employees.
Short Profile +1
Advisory, consultative role that is highly accountable for results.

Corporate Finance Expert
This is a Government authority who performs special and complex assignments of
major importance in a highly complex field of accounting. Other financial managers in
related areas seek opinions, advice and guidance from this position. Requires an in-
depth understanding of the Government’s operations and relationships. Develops
GNWT financial policy or budgeting processes and systems and manages the
implementation of the system or manages the preparation of the GNWT’s consolidated
and non-consolidated financial statements and public accounts.
These jobs require a professional accounting designation and significant experience in

public or private sector accounting.
1. Develops and manages the implementation of financial policies and guidelines that
support the entire GNWT public service.2. Develops, implements and administers
government wide financial systems.
3. Provides analysis and recommendations of the financial aspects of political,

economic and social initiatives including risk assessments.
4. Provides analysis and recommendations of proposed national accounting policies
and treatments.
Rationale
Know-How FI3 350
Requires a well developed understanding of the theories and principles of accounting
that comes from having a significant amount of experience in the practice of finance and
accounting. There are multiple stakeholders and the need for extensive consultation at
this level. Provides services to all or a large number of departments.
Work at this level generally takes place in an environment which is complex but there
are generally some precedents that provide a good general framework of reference.
Solutions to problems are generally found through the analysis of financial or
accounting precedents and the development of opinions or positions which flow from
what has gone before but which may take the thought to a new level.
Accountability E1P/E3C/E4A 175
The impact of the work at this level is contributory to the operation of the Government.
This is an individual contributor who has a high degree of independence needed to
achieve operating results, provided that activities are consistent with approved
operating plans and objectives and with functional policies and precedents.
Short Profile +1
Advisory and consultative role. A directing role in implementation with high
accountability for results.

HUMAN RESOURCES
May 16, 2003
GNWT Human Resources Model
Human Resources Matrix
Human Resources Matrix

Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs
in this GNWT Job Family.
Hay Point Range

Human Resources Jobs
(without WC)
898 – 983
819 – 897
747 – 818
681 – 746
621 – 680
Departmental HR Manager “J”
566 – 620 Departmental HR Manager “I”
Departmental HR Manager “H”
516 – 565 Departmental HR Manager “G”
Departmental HR Manager “F”
470 – 515 Departmental HR Manager “E”
Departmental HR Manager “D”
Departmental HR Manager “C”
428 – 469
HR Specialist – Seasoned – Labour Relations
Departmental HR Manager “B”
390 – 427 Departmental HR Manager “A”
HR Generalist - Seasoned
355 – 389
HR Specialist – Mid-Level – Labour Relations
HR Specialist – Seasoned – Recruitment
323 – 354 HR Specialist – Seasoned – Training
HR Generalist – Mid-Level
Fully Qualified Benefits Officer
294 – 322
HR Specialist – Mid-Level – Training
268 – 293
HR Specialist – Mid-Level - Recruitment
244 – 267
HR Generalist – Entry Level
222 – 243
Payroll Specialist
202 – 221
184 –201
167 – 183 HR Assistant
152 – 166
138 – 151 HR Clerk
125 – 137
113 – 124
102 – 112
92 – 101
Page 1 of 30
Payroll
Payroll Specialist
Compile relevant payroll data and input to payroll service provider; verify output and
distribute payments to covered personnel at location. Assure proper deduction and
remittance or accounting transfer of employee contributions for such purposes as
benefit programs and payroll taxes.
1) Collect, review and verify, and input payroll data to service provider.
2) Verify and control output, including cheque preparation.
3) Distribute cheques or deposit confirmations.
4) Maintain accurate records covering such areas as base pay, benefit deductions,
payroll taxes, etc.
5) Keep abreast of and monitor adherence to pertinent regulations regarding deduction

of social security, unemployment, and other taxes.
6) Field and investigate complaints concerning pay received and provide explanation;
initiate any corrective action required.
Page 2 of 30
Payroll
Job Evaluation Rationale – Payroll Specialist
Know-How D+I2 152

The Payroll Specialist typically learns how to perform the job while on the job. The
knowledge is usually acquired over three to four years of on the job training with some
specialized financial and payroll system training. The incumbents have to identify and
trace pay anomalies to their source in order to come up with solutions to the identified
problem(s).. Payroll Specialists must be aware of how their work fits into the scheme of
things with respect to how employees are compensated and in terms of their setting
priorities for work. The incumbents communicate with employees and HR professionals
in a number of circumstances. Often, this simply is for straightforward exchange of
information. However, frequently they are the person who must “put oil on troubled
waters” for employees who are upset about a real or perceived problem with their pay
cheque. After first calming the person down, the incumbent must then communicate
sufficiently well to be able to understand the employee’s concern; trace any real
problem to its source and correct it; or, conversely, explain to the employee why their
pay is, in fact, correct. Consequently, tact and diplomacy are required.
The work has specific precedents and established procedures although the incumbent
is left to plan and organize the work in the best sequence. Procedures and precedents
are well established; some latitude is permitted.
The Job Holder’s freedom to act is limited by standardized practices and procedures.
Deviation from standards and practices would not be permitted but daily priorities would
be established by the incumbent. There is little supervisory review of end results as the
incumbents are generally the experts on the subject matter.
Short Profile +1
Process orientation
Page 3 of 30
Human Resources Administrative Support
HR Clerk
Perform a variety of clerical duties which require sound knowledge of HR department

procedures as they relate to the work performed.
1) Maintain and update employee records, according to standard procedures and

formats.
2) Process group insurance claims, workers’ compensation, employment and other

personnel related forms.
3) Provide routine personnel information to employees and management staff.
4) Perform general clerical duties for HR department staff.
Job Evaluation Rationale – HR Clerk
Know-How CI-2- 100

Apply well-defined work practices and procedures in a narrow field. Although contact
with others generally involves simply requesting or giving information, there may be
times when employees are upset, and the incumbent must exercise tact and diplomacy.
Problem solving generally involves a choice between previously defined/learned
options.
Support the HR function. Work within established work routines and under close
supervision.
Short Profile 0
Support role
Page 4 of 30
Human Resources Administrative Support
HR Assistant
Perform a variety of assignments in various HR areas such as employee benefits, job

evaluation, salary administration and/or employee relations. Typically the skills and
experiences for this position are obtained with a minimum of 2 years working in a
human resource setting.
1) Under general direction and using established procedures, compile personnel

statistics and maintain and update employee records.
2) Provide personnel information that may be confidential to employee and

management staff (e.g., employee benefits, payroll).
3) May coordinate assigned projects such as new employee orientation or employee

newsletters.
4) Provide administrative support in the recruitment process for casual employees.
5) May perform casual staffing from administration to hiring
Job Evaluation Rationale – HR Assistant
Know-How CI2 115

Apply well-defined work methods and procedures in a narrow field. Coordination role
requires moderate level of HR skills.
Problems related to day-to-day work are solved based on job related knowledge, within
established guidelines and practices and with readily available assistance.
Provide a support service to the HR function. Work within standardized procedures and
supervision.
Short Profile +1
Process orientation
Page 5 of 30
Human Resources Generalists
The following positions form a hierarchy of individual contributor jobs in the HR

discipline which all have similar characteristics. The emphasis typically is on
administering certain established programs with varying mixes of project work to
investigate, modify, improve, or design new systems, depending on the level of the
position. These steps are a normal progression to the journey level and beyond for HR
professionals.
At each level, the incumbent performs professional human resources work in a variety
of areas (usually 4 or more areas) within the discipline such as:
recruitment
training
benefits administration
compensation
labour relations
HR Planning
In Accountability for the Generalist models, references to “small” and “medium”

segments of the employee population are consistent with the use of these terms on the
“Magnitude” component of the Accountability Guide Chart.
Page 6 of 30
HR Generalist – Entry Level
This position is the entry level in the hierarchy of individual contributor jobs in the HR
discipline.
The emphasis, at this level, is typically on administering a variety of well-established

programs.
This could either be a learning assignment or one oriented to performing the basic
administrative functions requiring some insight into the “why” as well as the “how”.
Work generally follows established procedures or patterns with review in progress and
at completion. The incumbent normally makes recommendations rather than final
decisions.
Representative Activities (typically four or more of the following)
1) Process and screen applicants.
2) Present “canned” training programs.
3) Investigate benefits claims.
4) Investigate grievances.
5) Collect and analyze data related to issues such as pay and employment equity.
Page 7 of 30
Job Evaluation Rationale – HR Generalist – Entry Level
Know-How DI2 152

Basic knowledge of the HR areas in which the incumbent functions derived through
academic training or experience in more junior HR positions. Requires some
understanding and appreciation of the implications of own activities for broader HR
concerns. Some interactions with employees require discretion, tact, and diplomacy.
Most of the issues have been dealt with in some form or other in the past but the
number of choices is relatively large, requiring a search for the most appropriate answer
in any given circumstance.
Accountability C2/3A 43
Works within relatively specific procedures and systems and provides basic service to a
small to medium-sized group of staff. Anything that is contentious or politically sensitive
would be reviewed with a more senior person before any action is taken.
Short Profile 0
Support role.
Page 8 of 30
HR Generalist – Mid Level
This is a well-grounded mid-level of HR professional.
The areas covered are usually the same as at the Entry Level but the incumbent is
expected to act with more independence and his/her work is reviewed principally at
completion.
1) Carry out assigned recruitment activities for vacant positions from entry to mid-level.
2) Carry out specific assignments related to the development or modification of training

programs such as finding out how training is done elsewhere; or modifying the
appropriate portion(s) of a training package, in light of changes to procedure, for
review by others.
3) Investigate and resolve straightforward benefits claims.
4) Investigate and draft grievance replies.
5) Support unit activities by carrying out detailed but essentially straightforward

activities such as researching, gathering, and summarizing statistics on specific
subjects, as directed.
6) Assist others in succession planning by carrying out activities such as interviewing

managers to determine logical career and employee skill paths.
7) Provide advice/assistance of a procedural or factual nature to non-HR staff involved

in basic HR issues such as casual employee staffing.
Page 9 of 30
Job Evaluation Rationale – HR Generalist – Mid Level
Know-How EI2 200

Sound knowledge of the HR areas in which the incumbent functions derived through
three to four years of progressive experience in the discipline. Requires some
understanding and appreciation of the implications of own activities for broader HR
concerns. Interactions with employees frequently require discretion, tact, and
diplomacy.
The resolution of issues and/or the role in the development of programs involve a
search for the most appropriate solution and the application of judgment in situations
where the choices may not always be clear.
Accountability D2/3A 66
Makes recommendations on the best way to resolve a variety of issues and impacts on
a small to medium group of staff.
Short Profile 0
Support role.
Page 10 of 30
HR Generalist – Seasoned
This is the well-seasoned HR professional, able to handle most day-to-day problems

independently and is expected to know when the potential for significant precedents
exist so as to refer questions to others.
Project assignments will be only generally outlined, with the incumbent expected to
exercise professional judgement in approaching them and drawing final conclusions.
1) Coordinate the recruitment process for staff up to and including senior management
levels. This might include: setting up ads, determining the screening criteria (with
the hiring manager), responding to queries, screening applicants (with the manager),
carrying out interviews (with the manager), conducting reference checks, and/or
making jobs offers. The incumbent would have a vote on the hiring committee.
Ensure that all of the rules are followed and affirmative action is applied. Prepare
reports for staffing appeals (as filed by unsuccessful candidates) which are heard by
a staffing appeal board.
2) Develop, modify, and deliver training programs.
3) Conduct routine salary administration tasks and provide advice to managers

respecting wages and salaries for employees.
4) Investigate and prepare responses to complicated grievances.
5) Advise management and staff respecting personnel matters. Prepare briefing

documents as required.
6) Investigate and resolve employee relations problems either directly or through

advice to line managers. Work with managers to reduce grievances and ensure
proper HR management procedures are followed.
Page 11 of 30
Job Evaluation Rationale – HR Generalist - Seasoned
Know-How EI3 230

Seasoned knowledge of the HR areas covered and a sound appreciation of the
implications of own work for other areas of HR and for the broader issues confronting
the departments/units served. Some of the issues require significant insight into human
motivation and sensitivity to various perspectives.
Handle most day-to-day problems independently. Identify situations where there is the
potential for setting significant precedents and exercise judgment as to how best to deal
with such situations. A portion of the role involves an element of proactivity (e.g.,
contributing to the prevention of grievances).
Function within established HR policies and procedures but recognize the potential for
setting precedents and recommend appropriate courses of action. Serves a medium
segment of the employee population.
Short Profile 0
Support/advisory role
Page 12 of 30
Human Resources Specialists
The following positions form a hierarchy of individual contributor jobs in the HR

discipline which all have similar characteristics. The emphasis typically is on
administering certain established programs with varying mixes of project work to
investigate, modify, improve, or design new systems, depending on the level of the
position. These steps are a normal progression to the journey level and beyond for HR
professionals.
At each level, the incumbent performs professional human resources work in one or, at
most, two areas within the discipline such as:
recruitment
OR
training
OR
compensation
OR
labour relations
OR
HR Planning
In addition to the following positions, there are some jobs – typically referred to by titles
such as “Manager, Systems and Payroll”, for example – which focus on specific HR
disciplines. These tend to be relatively unique jobs and would typically be evaluated in
the 654/677 range and occasionally higher. They have not been included in this model
due to their “one-of-a-kind” nature.
In Accountability for the Specialist models, references to “small” and “medium”

segments of the employee population are consistent with the use of these terms on the
“Magnitude” component of the Accountability Guide Chart.
Page 13 of 30
HR Specialist – Mid Level
This is a well-grounded mid-level of HR professional.
The areas covered are usually the same as those at the Entry Level Generalist but the
incumbent is expected to be focused on one (or, at most, two) specific area(s) and to
act with more independence. His/her work is reviewed principally at completion.
Because of specialization, the representative activities will vary as indicated on the

following pages, along with some variation in evaluation related to the area of
specialization.
Page 14 of 30
Representative Activities – Mid Level Recruitment Specialist
Carry out recruitment activities in order to assist managers in selecting appropriate staff.
1) Make use of established recruitment processes in order to locate potential

candidates.
2) Screen applicants by means of both paper checks and interviews, check references,
and develop a short list of candidates with the hiring manager
3) Administer the interview processes according to established standards.
4) Maintain related employee records.
5) Comply with legal and policy guidelines.
Job Evaluation Rationale – Mid Level Recruitment Specialist
Know-How EI2 175

Knowledge of sources of talent, interviewing techniques, legal and policy guidelines in
the selection of staff. Basic understanding of the jobs to be filled. Exercise tact and
diplomacy to relate to candidates and to facilitate working with hiring managers.
Problem Solving D3(29) 50
Apply processes to screen applicants prior to interview; make judgments about
appropriate questions to ask to be able to assess the suitability of candidates for the job
in question.
Accountability C2/3C 57
Decision making is governed by specific legislation and by Government policies and
procedures. Supplies a recruiting service for a small to medium segment of the
Government’s jobs.
Short Profile +1
Process orientation
Page 15 of 30
Representative Activities – Mid Level Training Specialist
Provide input to the development of appropriate training programs (usually of a skills-

based nature) and present existing programs.
These would be primarily departmental (as opposed to corporate) positions engaged in

providing skills specific to the Department.
1) Present established training programs, usually of a skills-based nature.
2) Review and evaluate the effectiveness of programs presented.
3) Provide feedback to more senior staff on improvements that might be made in

existing programs; assist in the actual modification of such programs on request.
4) In the process of giving and evaluating existing programs, identify training gaps;
provide feedback to more senior staff on new programs that might fill such gaps.
5) Maintain records of training undertaken by individual employees and allocate costs

appropriately
Job Evaluation Rationale – Mid Level Training Specialist
Know-How EI2 175

Knowledge of adult education techniques and of existing skills-based training programs.
Input to the development of additional programs and has a focus on identifying ways in
which the content and/or training programs/processes could be improved. Tact and
diplomacy are required to get and keep the attention of adult students.
Problem Solving D3(33-) 57-
Identify training needs/gaps; recommend and participate in the development of
improvements in content and process.
Accountability C2/3C 57
Focuses primarily on conducting skills-based training for a small to medium segment of
the employee population.
Short Profile 0
Support role.
Page 16 of 30
Representative Activities – Mid Level Labour Relations Specialist
Interpret and implement the more straightforward portions of labour agreements to

resolve problems and assure compliance by both parties.
Day-to-day local contact with organized employees and their bargaining agency; focus
on processing & resolving grievances.
Assist management and labour to understand the other’s viewpoint and to foster a
constructive environment.
Contribute factual information to major contract negotiations.
1) Investigate and answer straightforward grievances within the framework of the

contract(s).
2) Advise managers on the handling of relatively common situations and their

implications in terms of labour agreements.
3) Maintain good communications with bargaining unit representatives and individual

employees.
4) Advise management about current issues of concern to labour.
5) Be aware of patterns in the communication of labour representatives and employees

which might be indicative of broader issues and alert more senior staff to such
patterns.
Page 17 of 30
Job Evaluation Rationale – Mid Level Labour Relations Specialist
Know-How EI3 200

Basic understanding of labour law; sound knowledge of specific labour contract(s);
sound knowledge of the Government’s own HR policies and procedures; understanding
of the personalities involved; ability to establish rapport with both management and
unionized employees. Understand the longer-range implications of various Labour
Relations issues and able to identify when the possibility of precedents exists.
Many of the issues require interpretation and the exercise of judgment. Often there are
no “right” answers.
Accountability D2/3C 87
Governed by policies, procedures, legislation, and the labour contract(s) but with room
to exercise judgment. Contributes advice and guidance to a small to medium segment
of the employee population.
Short Profile +2
Advisor with process component
Page 18 of 30
HR Specialist – Seasoned
This is the well-seasoned HR professional, able to handle most day-to-day problems

independently and is expected to know when the potential for significant precedents
exists so as to refer questions to others.
Project assignments will be only generally outlined, with the incumbent expected to
exercise professional judgement in approaching them and drawing final conclusions.
Because of specialization, the representative activities will vary as indicated on the

following pages, along with some variation in evaluation related to the area of
specialization.
Page 19 of 30
Representative Activities – Seasoned Recruitment Specialist
Place personnel at the location/Department: hire, transfer, and maintain associated

employee records related to recruitment.
Assist in the development of staffing policy for the entire organization.
This job defines needs, identifies sources, and coordinates recruitment; final selection
decisions are made in conjunction with the hiring manager.
Maintain employee status information and usually administer programs which are
largely status-related (e.g., benefit programs).
1) Work with managers to identify numbers of people and type and range of skills
required.
2) Identify sources and conduct candidate searches.
3) Screen and recommend candidates for employment.
4) Maintain contacts with recruiting sources such as employment agencies and

university & college placement offices.
5) Maintain employee records related to recruitment.
6) Comply with legal and policy guidelines.
Page 20 of 30
Job Evaluation Rationale – Seasoned Recruitment Specialist
Know-How EI2 200

Knowledge of sources of talent, interviewing techniques, legal and policy guidelines in
the selection of staff. Basic understanding of the jobs to be filled. Understand the
longer-range staffing needs of the department(s) served; provide input to the
development of staffing policy. Understand and administer related “status-based”
programs (e.g., benefits). Exercise tact and diplomacy to relate to candidates and to
facilitate working with hiring managers.
Identify patterns of people and skills required by the department(s) served. Apply
processes to screen applicants prior to interview; assess the suitability of candidates for
the job in question.
Accountability C3C/4A 76
Decision making is governed by specific legislation and by Government policies and
procedures. Supplies a recruiting service for a medium segment of the Government’s
jobs and has some input to Government-wide recruitment policy.
Short Profile +1
Page 21 of 30
Representative Activities – Seasoned Training Specialist
Develop and implement training programs aimed at developing specific skills; present
programs which are common to all Departments or are oriented to higher level
management jobs.
1) Identify training needs specific to the Department or location and determine the cost
and benefits of various approaches to meeting such needs.
2) Keep abreast of externally available programs and faculty.
3) Design programs to meet specific needs of the Department or location (usually skill-
based programs); either present such programs personally or arrange for others to
conduct the training.
4) Present programs designed Corporately within established presentation parameters.
5) Review and evaluate the effectiveness of programs.
6) Maintain records of training undertaken by individual employees and allocate costs

appropriately.
7) Provide input regarding the need for further program development at the Corporate
level.
Page 22 of 30
Job Evaluation Rationale –Seasoned Training Specialist
Know-How EI2 200

Knowledge of adult education techniques and of existing skills-based training and other
programs oriented to higher level management jobs and of such programs that are
available externally. Coordinate the delivery of programs. Develop or contribute to the
development of additional programs. Tact and diplomacy are required to get and keep
the attention of adult students.
Identify training needs/gaps; determine the costs and benefits of various training
development and delivery options. Recommend and participate in the development of
improvements in content and process. Evaluate the effectiveness of programs.
Accountability C3C/4A 76
Focuses primarily on conducting skills-based training for a medium segment of the
employee population, but also exercises some influence on the content and future
direction of such programs corporately.
Short Profile +1
Process orientation
Page 23 of 30
Representative Activities – Seasoned Labour Relations Specialist
Interpret and implement local labour agreements to resolve problems and assure
compliance by both parties.
Day-to-day local contact with departmental managers and employee bargaining

agencies; heavily tactical: focus on processing & resolving grievances or preventing
them.
Assist management and labour to understand the other’s viewpoint and to foster a
constructive environment.
Contribute background information and insight to major contract negotiations.
1) Research and provide advice to departmental HR Managers respecting grievances

within the framework of the contract(s) and corporate policy and procedures.
2) Advise managers on the handling of specific situations; escalate those that are
potentially precedent-setting.
3) Is a communication link with bargaining unit representatives and departmental

managers. Identify potential problems and work to improve understanding of the
employer’s position.
4) Interpret the labour viewpoint for management.
5) Identify chronic labour relations problem areas and alert more senior staff to such
issues.
6) May participate in major contract negotiations
Page 24 of 30
Job Evaluation Rationale – Seasoned Labour Relations Specialist
Know-How EI3 230

Sound understanding of labour law; in-depth knowledge of specific labour contract(s);
sound knowledge of the Government’s own HR policies and procedures; understanding
of the personalities involved; ability to establish rapport with both management and
unionized employees. Understand the longer-range implications of various Labour
Relations issues and able to identify when the possibility of precedents exists. Identify
chronic problem issues. Provide information and insight to aid in major contract
negotiations.
Problem Solving E3(38) 87
In dealing, independently, with a variety of day-to-day labour relations issues, the
incumbent is expected to identify patterns and issues that may become contentious or
become issues for future negotiation and provide tactical insight to others. Function as
a “go-between” between key labour and management staff and interpret the viewpoint
of each to the other.
Accountability D3/4C 115
Governed by policies, procedures, legislation, and the labour contract(s) but with room
to exercise judgment. Contributes insight, advice, and guidance to a medium to large
segment of the employee population and provides input that can influence the direction
of contract negotiations, and may actually participate in negotiations.
Short Profile +2
Advisor with process component
Page 25 of 30
Benefits Officer
Fully Qualified Benefits Officer
Provide specialized benefit and compensation services to all employees up to but not
including the Deputy Head Level.
A fully qualified professional requiring a level of knowledge generally acquired through

three to four years’ experience. Specialized training is required in Peoplesoft Key User,
SIMPC and “Benekits”. Can handle most day to day problems independently; unusual
problems are referred to the Human Resource Manager or appropriate experts.
A third party (e.g., an insurance company) may do much of the actual paperwork
processing; this job audits their procedures to see that plan specifications are being
met.
There is continuing emphasis on streamlining procedures to improve service and

reduce administrative costs.
The incumbent must know the different plans and do the daily processing and/or audit
the processing done by others.
Frequently, this position is called upon to provide detailed plan interpretations;

consequently, sensitivity to precedent and consistency are important.
This position has a heavy systems and procedure orientation.
1) Identify administrative systems needed to implement specific benefit plans.
2) Design forms and appropriate processing procedures.
3) Ensure that necessary controls are in place and that audits are carried out.
4) Contribute practical ideas regarding plan design to facilitate efficient administration.
5) Review procedures to identify opportunities to improve effectiveness.
6) Monitor the actual operation of procedures to ensure that they meet objectives;
initiate changes as needed.
7) Ensure that proper records are kept and reports produces.
Page 26 of 30
Benefits Officer
Job Evaluation Rationale – Fully Qualified Benefits Officer
Know-How EI3 200

The Benefits Officer typically learns how to perform the job while on the job, by
participating in on-going benefits courses and in other specialized training. The
knowledge is usually acquired over three to four years. Benefits Officers often have to
research and develop solutionsto problems or issues that vary somewhat from previous
situations.
Benefits officers must know how their work fits into the scheme of things with respect to
how employees are remunerated and in terms of their setting priorities for work.
The incumbents deal with employees in difficult circumstances such as deaths or
illnesses. These situations must be handled with great delicacy and often information
must be imparted in the face of strong emotions. A great deal of the jobs’ focus is on
dealing with individual clients.
These positions are individual contributors. There is little additional support available
within a department. The Benefits Officers’ supervisor (HR Manager), often knows
relatively little about the benefits area; consequently, the Benefits Officers are, to a large
extent, the local experts.
Accountability D2A/3A 66
Freedom to Act is limited only by existing procedures which are varied. There is little
supervisory review of end results as the incumbents of these jobs are generally the local
experts on the subject matter. However, the central agency staff provide support in the
most complex situations where answers are not within the experience of the
departmental benefits person or where a new situation is encountered.
Short Profile 0
Support role.
Page 27 of 30
Departmental HR Managers
Develop and direct the implementation of plans and programs to assure the most
effective use of human resources to support Departmental objectives. This must be
accomplished within the framework of overall Corporate policies, plans, and programs.
The Department uses the standard Corporate benefits programs and therefore this
position has minimal active involvement in their design or administration.
This is the top HR position in the Department and, as such, is a key member of the
Departmental management group.
Major policies and programs are directed Corporately, but the Department usually must
tailor implementation to Departmental conditions (to the Department’s own needs and
objectives). This requires advocacy both downward and upward to support the overall
Corporate philosophy while assuring that the impact on this Department is appropriately
understood.
This is a generalist position requiring the Manager to be involved in all specialized areas
even though detailed work may be delegated and expert resources from the Corporate
level may be used.
The Manager usually is heavily involved in HR planning, key personnel movements,

labour relations, and ensuring that Corporate/Departmental programs are being
effectively implemented through continual communication and audit.
The incumbent is a major feedback channel to the Corporate HR group on the issues
and problems in the field and the effectiveness of Corporate policies and programs.
1) Interact with Departmental management to understand business plans and

objectives.
2) Work with local management to identify human resource objectives and issues.
3) Direct the development of Departmental and/or adaptation of Corporate HR policies,

plans, and programs to meet the specific identified needs of the Department.
4) Coordinate the use of expert resources from Corporate staff.
5) Direct the administration of Departmental hiring, compensation, benefits, training,

safety, and health programs.
Page 28 of 30
6) Participate in and may lead local Joint Consultation sessions with bargaining unit
representatives. Administer the labour agreement(s).
7) Assure the implementation of Corporate HR programs and compliance with laws and
regulations within the Department.
8) Counsel Department managers on handling human resource problems.
9) Participate in and contribute to the development of Corporate HR policies.
See the next page for various evaluation permutations.
Page 29 of 30
Departmental HR Managers – Evaluation Permutations

TOPIC “SMALL” “LARGE”
Serves up to about Serves in excess of
100 FTE's (payroll 350 FTE’s (payroll
Job Dimensions
of up to $6 million of at least $20
+/-) million)
Reports a level
down from the
Deputy Minister Size of the Department and independence from Corporate programs are two major Reports directly to
and is NOT a key the Deputy Minister
member of the variables and there tends to be some linkage between the two. A large Department tends and IS a key
Reporting
senior to be more complete functionally and more complex, requiring greater latitude. A smaller member of the
Relationship
management team senior
of the Department. Department is often simpler and may have certain functions such as planning pulled up to management team
May report to a higher level in the organization. of the Department
someone in the
same discipline.
Limited breadth of
If major functions do not exist at the Departmental level (e.g., labour relations), there will
Functional likely be a pull down on the evaluation. Full range of HR
HR Services
Breadth Services provided
provided
Functional
Excludes some of The reporting relationship is also a consideration. The evaluation is likely to be higher if Includes the most
the more complex complex of the HR
Complexity
HR services
the position reports directly to the DM and lower if it reports a level lower and/or if it is not services
considered to be a key member of the senior management team of the Department
Is rather like a large
and/or if it reports to another HR expert. This would likely be
generalist position.
an HR Manager for
There may be one
a large department.
Other or at most two
There are likely to
Considerations & reporting staff @
be shift workers
Observations 332 Points. Labour
and lots of staffing
relations issues are
labour relations
not especially
issues.
demanding.
Designation “A” “B” “C” “D” “E” “F” “G” “H” “I” “J”
Know-How EI3 230 EI3 230 E/FI3 264 E/FI3 264 E/FI3 264 E/FI3 264 FI3 304 FI3 304 FI3 304 FI3 304
Problem Solving E3[38] 87 E3[38] 87 E3[38] 100 E3[38] 100 E3[38] 100 E4[43] 115 E3[38] 115 E4[43] 132 E3[38] 115 E4[43] 132
Accountability D2/3C 87 D3C 100 D3C 100 D3C 115 E3C 132 E3C 132 E3C 132 E3C 132 E3C 152 E3C 152
Total without WC 404 417 464 479 496 511 551 568 571 588
Short Profile 0 +1 0 +1 +2 +1 +1 0 +2 +1
Page 30 of 30
INFORMATION TECHNOLOGY
Service Desk – Full Working Level
With minimal supervision the jobholder works within a framework of established

operating procedures, precedents and standards and in close cooperation with
internal support (Server Support & Desktop/LAN Support) to provide rapid
response (usually by telephone) technical support to personal computer and PC
network users (in all regions and Departments) in response to specific requests.
The Jobholder is a first point of contact between users and the Technology
Service Centre (TSC) and will troubleshoot hardware and/or software problems,
assist users to resolve problems and provide basic education on hardware and/or
software use. The jobholder requires a demonstrated ability to work with various
PC applications and hardware.
This level of knowledge may be acquired through the completion of a college

diploma in computer science with 1 – 2 years related experience in the IT
industry.
1. Respond to first level client questions (hardware/software problems,

installations, security, etc.);
2. Is in continuous contact with a wide variety of stakeholders, each
possessing different and challenging issues;
3. Make and update accurate/consistent records of all calls;
4. Apply escalation procedures for problems with unsatisfactory progress;
5. Educate users on limited number of software and operating packages;
6. Provide users with routine information regarding system updates, errors,
features, etc.;
7. Carry out practical assignments supporting routine operations;
8. Refer complex situations to relevant area with accompanying diagnostic
information;
9. Assist in the maintenance of accurate records;
10. Monitor call records, service levels and status; and
11. Ensure users receive services that were promised.
June 18, 2003 Information Technology Page 1 of 2

Job Evaluation Rationale – Service Desk – Full Working
Know-How DI2 175
The position requires a working knowledge of computer science and the ability to
review, troubleshoot and diagnose technical problems experienced by users (word
processors, spreadsheets, data bases, presentation packages, e-mail, internet,
security, printers, CPUs, LAN, operating systems, peripherals, servers, etc.) and an
ability to work with different PC applications and hardware. The Job holder is
responsible for providing IT support services and must be aware of the impact the
Services Support section has on the TSC and the GNWT as a whole. Human Relation
Skills are important as most of the contact and services provided by this position are
done over the phone with no in person contact. The incumbent must be able to
encourage and convince clients to follow his/her direction.
Problem Solving D3 (29%) 50
The thinking environment offers latitude where thinking is done within a general frame
of reference (IT), direction from the Manager, Service Deliver and technical
guidance/support from the Senior Service Delivery Representative. The incumbent will
be required to think analytically, conceptually in order to resolve client problems.
The position’s Freedom to Act is limited through established policies and procedures,
general direction from the Manager, technical guidance from the Senior Service
Delivery Representative and standardized IT solutions. The incumbent contributes to
the operation and effectiveness of the entire TSC as 67% of all problems are intended
to be resolved at this level.
Short Profile +2

Service Desk – Senior
With minimal to no supervision the jobholder works within a framework of

established operating procedures, precedents and standards and in close
cooperation with internal support (Server Support & Desktop/LAN Support) to
provide rapid response (usually by telephone) technical support to personal
computer and PC network users (in all regions and Departments) in response to
specific requests. The jobholder is a first point of contact between users and the
Technology Service Centre (TSC) and will troubleshoot basic and complex
hardware and/or software problems and provide education on hardware and/or
software use. The jobholder may provide mentorship and/or direction to more
junior Service Desk staff. The jobholder requires a demonstrated ability to work
with various PC applications and hardware.

industry.
1. Respond to first and second level client requests (hardware, software,
networks, training, peripherals, installs, security, etc.);
3. Elicit additional information for diagnosis, research beyond junior level;
4. Refer complex situations to relevant area with accompanying diagnostic
information (i.e. Desktop & LAN Support, application support and/or Server
Support);
5. Assist in the maintenance of accurate records and preparation of individual
statistics;
6. Assist in developing help desk procedures;
7. Monitor call records, service levels and status;
8. Monitor progress on problem resolution and advise users on status;
9. Set priorities and escalate problems not being solved;
10. Ensure users receive services that were promised;
11. Educate users on a large number and type of software applications on an
ad hoc basis;

12. Ensure users receive information on system updates, errors and features;
13. Remain current with environment and impart information to junior staff; and
14. Make and update accurate / consistent records of all calls.
Job Evaluation Rationale – Service Desk - Senior

Know-How EI2 200
The position requires a demonstrated understanding of computer science and the
ability to review, troubleshoot and diagnose complex technical problems experienced
by users (word processors, spreadsheets, data bases, presentation packages, e-mail,
internet, security, printers, CPUs, LAN, operating systems, peripherals, serves etc.)
and an ability to work with different PC applications and hardware. The job holder is
responsible for providing on site IT support and must be aware of the impact the
Services Support sections has on the TSC and the GNWT as a whole. Human
Relation Skills are important as most of the contact and services provided by this
position are done over the phone with no in person contact. The incumbent must be
able to encourage and convince clients to follow his/her direction.
Problem Solving E3 (33%) 66
of reference (IT) and direction from the Manager, Service Delivery.. The incumbent
must think analytically and conceptually in order to resolve the client problems.
The position's Freedom to Act is limited through established policies and procedures,
general direction from the Manager and IT solutions. The incumbent contributes to the
operation and effectiveness of the entire TSC as 67% of all problems are intended to
be resolved at this level.
Short Profile +1

Desktop & LAN Support – Full Working Level
With minimal supervision the jobholder works within a framework of established

internal support (Service Delivery & Server Support) to provide direct follow up
(usually in person) technical support to personal computer and PC network users
in response to work orders prepared by the Service Desk of the Technology
Service Centre (TSC). The jobholder will assess problems and either repair or
replace hardware and/or software as required. The jobholder requires a
demonstrated ability to work with various PC applications and hardware in order
to guide users in the use of tools and resources effectively and efficiently.

industry.
1. Provide routine technical advice and support to users;

2. Assist users having trouble in using systems/products/services;
4. Provide technical support including problem diagnosis, repairs, setup, etc.
5. Demonstrate, install and commission hardware/software/LAN systems,
products, services, security and upgrades;
6. Interpret technical or procedural manuals for non-technical users;
7. Resolve technical software/hardware/LAN operating or network difficulties;
8. Assist users in defining needs and assist in selecting criteria;
9. Apply all relevant technical standards, procedures and tools;
10. Validate receipt of systems services by outside suppliers and contractors;
11. Set priorities for problem resolution, monitor progress and apply escalation
procedures;
12. Make and update accurate/consistent records of all calls; and
13. Monitor call records, service levels and status.

Job Evaluation Rationale – Desktop & LAN Support – Fully Qualified
Know-How DI2 175
The position requires a working knowledge of computer science and the ability to
review, troubleshoot and diagnose technical problems experienced by users (word
processors, spreadsheets, data bases, presentation packages, e-mail, internet,
security, printers, CPUs, LAN, operating systems, peripherals, servers, etc.) and an
ability to work with different PC applications and hardware. The Job holder is
responsible for providing on site IT support services and must be aware of the impact
the Services Support section has on the TSC and the GNWT as a whole. Human
Relation Skills are important, as the incumbent must be able to encourage and
convince clients to follow his/her direction.
of reference (IT), direction from the Manager, Desktop & LAN Support and guidance
from the Senior Desktop & LAN Representative. The incumbent will be required to
think analytically, conceptually in order to resolve client problems.
general direction from the Manager, guidance from the Senior Desktop & LAN
Representative and standardized IT solutions. The incumbent contributes to the
operation and effectiveness of the Desktop & LAN Support Section of the TSC.
Short Profile 0

Desktop & LAN Support – Senior
With minimal to no supervision the job holder works within a framework of

established operating procedures, precedents and standards and in close
cooperation with internal support (Service Delivery & Server Support) to provide
direct follow up (usually in person) technical support to personal computer and
PC network users in response to work orders prepared by the Service Desk of
the Technology Service Centre (TSC). The jobholder will troubleshoot difficult
problems and either repair or replace hardware and/or software as required. The
jobholder requires a demonstrated ability to work with various PC applications
and hardware in order to guide users in the use of tools and resources effectively
and efficiently.

industry.
products, services, security and upgrades;
2. Resolve technical software/hardware/LAN operating or network difficulties;
4. Provide technical support including diagnosis, repairs, set-up, configuration,
etc.;
5. Provide, with minimal supervision, detailed advice and guidance;
6. Implement non-standard solutions and workarounds;
7. Demonstrate, plan requirements, install and commission operating or
network systems;
8. Interpret technical manuals and documentation and provide end user
training;
11. Validate receipt of system services by outside suppliers and contractors;
procedures;

13. Make and update accurate/consistent records of all calls; and Monitor call
records, service levels and status.
Job Evaluation Rationale – Desktop & LAN Support - Senior

Know-How EI2 200
The position requires a Demonstrated understanding of computer science and the
internet, security, printers, CPUs, LAN, operating systems, peripherals, servers, etc.)
and an ability to work with different PC applications and hardware. The Job holder is
Relation Skills are important, as the incumbent must be able to encourage and
convince clients to follow his/her direction.
of reference (IT) and direction from the Manager, Desktop & LAN Support. The
incumbent will be required to think analytically, conceptually in order to resolve client
problems.
Short Profile 0

Server Support – Full Working Level
Under minimal supervision the jobholder works within a framework of established

internal support (Service Delivery & Desktop/LAN Support) and departmental
personnel to provide troubleshooting and maintenance of standard data servers,
user devices, and communication links to ensure operational availability. The
jobholder focuses in on both hardware and software aspects of network
operations across multiple platform configuration (LAN).

diploma in computer science with 3 – 5 years related experience working with
servers and network operating systems.
1. Maintain the production server environment including file servers, print
servers, and production application servers;
2. Maintain test / development server environment;
3. Provide routine technical advice and support to users;
4. Assist users having trouble in using systems / products / services;
5. Provide technical support including problem diagnosis, repairs and setup,
etc.;
6. Install and commission server systems, products, services and upgrades;
7. Interpret technical or procedure manuals for non-technical users;
8. Resolve technical server operating or associated LAN network difficulties;
11. Validate receipt of systems services by outside suppliers or contractors;
procedures;
13. Make and update accurate consistent records of all calls;
15. Ensure compliance to audit, quality and security standards;
16. Understand risk analysis, disaster recover, planning and event simulation;

17. Participate in implementation of disaster contingency plans;
18. Proactively disclose/remedy actual or potential security breaches / risks;
19. Apply expert knowledge to good security practices and planning;
20. Maintain broad awareness of informatics and security trends;
21. Formally evaluate security features of information products/systems;
22. Initiate, establish and maintain capacity and performance function;
23. Quantify utilization, capacity and performance of current and proposed
systems, and the impact of proposed changes;
24. Assess possible designs and implementations to ensure reasonable
solution.
Job Evaluation Rationale – Server Support – Full Working

Know-How EI1 175
The position requires a working knowledge of microcomputer technologies commonly
found in Intel based servers and an ability to install, commission and upgrade server
hardware and software. This includes an ability to troubleshoot and diagnose server
problems (hardware and software). The incumbent is responsible for providing Server
Support services throughout the GNWT and must be aware of the impact the Server
Support section has on the TSC and the GNWT as a whole. For the most part this
position has limited contact with clients. However, when dealing with clients (and co-
workers) the incumbent is expected to interact with tact and diplomacy.
The thinking environment is limited where thinking is done within a general frame of
reference (IT – Server administration), direction from the Manager, Server Support and
technical support from the Senior Server Support Representative. The incumbent will
be required to think analytically, conceptually in order to resolve server problems.
general direction from the Manager and Server solutions and technical
guidance/support from the Senior Sever Support Representative. The incumbent
contributes to the operation and effectiveness of the Server Support Section of the
TSC.
Short Profile 0

Server Support – Senior
With little to no supervision the jobholder works within a framework of established

internal support (Service Delivery & Desktop/LAN Support) and departmental
personnel to provide troubleshooting and maintenance of large or complex data
servers, user devices, and communication links to ensure operational availability.
The jobholder focuses in on both hardware and software aspects of network
operations across multiple platform configurations (LAN).

diploma in computer science with 5 - 7 years related experience working with
servers and network operating systems.
1. Maintain the production server environment including file servers, print
servers, and production application servers;
2. Maintain test / development server environment;
3. Resolve technical server operating or associated LAN network difficulties;
etc.;
5. Provide, with minimal supervision, detailed advice and guidance;
7. Plan requirements, install and commission server hardware, software and
operating systems and upgrades;
training;
11. Validate receipt of systems services by outside suppliers and contractors;
procedures;
13. Make and update accurate/consistent records of all calls;
15. Ensure compliance to audit, quality and security standards;

16. Understand risk analysis, disaster recovery, planning and event simulation;
17. Participate in implementation of disaster contingency plans;
18. Proactively disclose/remedy actual or potential security breaches/risks;
19. Apply expert knowledge to good security practices and planning;
20. Maintain broad awareness of informatics and security trends;
21. Formally evaluate security features of information products/systems;
22. Initiate, establish and maintain capacity and performance function;
23. Quantify utilization, capacity and performance of current and proposed
systems, and the impact of proposed changes; and
24. Assess possible designs and implementations to ensure reasonable
solution.
Job Evaluation Rationale – Server Support - Senior

Know-How EI1 200
The position requires a demonstrated knowledge of microcomputer technologies
commonly found in Intel based servers and an ability to install, commission and
upgrade server hardware and software. This includes an ability to troubleshoot and
diagnose complex server problems (hardware and software). The incumbent is
responsible for providing Server Support services throughout the GNWT and must be
aware of the impact the Server Support section has on the TSC and the GNWT as a
whole. For the most part this position has limited contact with clients, however, when
dealing with clients (and co-workers) the incumbent is expected to interact with tact
and diplomacy.
of reference (IT - Server administration) and direction from the Manager, Server
Support. The incumbent must think analytically and conceptually in order to resolve
server problems.
general direction from the Manager and server solutions. The incumbent contributes
to the operation and effectiveness of the Server Support Section of the TSC.
Short Profile 0

Regional Support
Supported by the Technology Service Centre (TSC) in Yellowknife the job holder
works within a framework of established operating procedures, precedents and
standards and in close cooperation with internal support (Service Delivery &
Desktop/LAN Support) and departmental personnel to provide direct follow up
(usually in person) technical support to personal computer and PC network users
in a designate region or community in response to referrals by the Service Desk.
In addition, the jobholder maintains the server environment within the Region,
troubleshoots problems and either repair or replaces hardware and/or software
as required. The jobholder requires a demonstrated ability to work with various
PC applications and hardware in order to guide users in the use of tools and
resources effectively and efficiently.

industry.
servers, products, peripherals, services, security and upgrades;
2. Resolve technical software/hardware/LAN operating, server, peripherals or
network difficulties;
etc.;
4. Provide detailed advice and guidance;
6. Demonstrate, plan requirements, install and commission operating, server
or network systems;
training;
10. Validate receipt of system services by outside suppliers and contractors;
procedures;

12. Make and update accurate/consistent records of all calls; Monitor call
records, service levels and status;
13. Undertake regional risk analysis, disaster recover, planning and event
simulation;
14. Participate in the implementation of disaster contingency plans;
15. Proactively disclose/remedy actual or potential breaches / risks;
16. Apply knowledge of good security practices and planning; and Maintain
broad awareness of informatics and security trends.
Job Evaluation Rationale – Regional Support

Know-How EI2 200
The position requires a demonstrated understanding of computer science and the
internet, security, printers (CPUs, LAN, operating systems, peripherals, servers, etc.)
and an ability to work with different PC applications and hardware. The job holder is
Relation Skills are important as the incumbent must be able to encourage and
convince clients to follow his/her instructions.
of reference (IT) and direction from the Manager, Desktop & LAN Support Services.
The incumbent will be required to think analytically, conceptually in order to resolve
client problems.
Short Profile 0

Manager, Service Delivery
Within a framework of established operating procedures and standards and in

close cooperation with internal support (Server Support & Desktop/LAN Support)
the jobholder manages a group of specialists (5) and two clerical positions
located within the Technology Service Centre (TSC) in Yellowknife. The IT
specialists provide rapid response and on-going end user technical support
services that includes: troubleshooting basic and complex hardware and/or
software problems and providing education on hardware and/or software use. In
addition, the jobholder acts as an advocate for users throughout the Government
of the Northwest Territories and brings forward re-occurring user problems/issues
to the management team of the TSC for review and participates in resolution.
The jobholder requires technical expertise in end user computing activities,
hardware, software and user requirements and managerial skills to supervise
technical personnel in a service-oriented environment.
This level of knowledge may be acquired through the completion of a degree in

Computer Science or Management with 6 – 8 years progressive experience in
the IT industry
1. Ensure that all calls from users are handled promptly and accurately;
2. Monitor existing and established new/enhanced service levels;
3. Take responsibility for problem resolution to service standards;
4. Establish and maintain service standards for service desk;
5. Establish procedures for problem referral and escalation procedures;
6. Establish methods for problem prioritization;
7. Monitor and analyze services records for trends and common problems;
8. Recommend service/product improvements and participate in planning;
9. Ensure service support staff are advised of system updates, errors,
features, etc.;
10. Proactively address problem areas by recommending solutions;
11. Schedule work for service support staff including overtime and training;
12. Escalate major problems that are not being resolved expediently;
13. Develop contract language for computer maintenance contracts;

14. Certify satisfactory performance and recommend approval of invoices;
15. Create surveys to determine client/staff needs and publish survey results;
16. Supervise, train and evaluated staff;
17. Analyze call records and recommend solutions for problem areas;
18. Review and resolve client behaviour and inappropriate service provider
responses;
19. Present and communicate in a high quality manner;
20. Remain current with customer support processes;
21. Review complex problem situations with managers of other relevant areas
(i.e. Desktop & LAN Support, Regional Coordinators and Server Support)
with accompanying diagnostic information and develop solutions; Play an
active part in wider policy making and overall TSC management;
22. Set, agree to and monitor achievement of performance targets; and
23. Analyze statistical information and prepare statistical and trending reports.
Job Evaluation Rationale – Manager, Service Delivery

Know-How FI3 304
The position requires a specialized knowledge of IT related to the delivery of IT
services supported by the Technology Services Centre (TSC) throughout the GNWT
and across several functions (Service Support, Server Support and Desktop & LAN).
The Job holder is responsible for providing and maintaining the delivery of service
support and must be aware of the impact service delivery has on the TSC and the
GNWT as a whole. The position requires strong Human Relation Skills in order to deal
with IT issues within the TSC, across departments and throughout the GNWT (i.e.
Negotiate service level agreements).
of reference (IT) and direction from the Director of the TSC. The incumbent will be
required to think analytically, conceptually and strategically in order to ensure the TSC
programs and services are supported effectively and appropriately throughout the
NWT and in accordance with the political and fiscal environment of the GNWT.
Accountability E1P 175
The Manager, Service Delivery has freedom to set direction for the TSC with respect to
service support which may and does affect the other mangers within the TSC. The
incumbent is accountable for the work of 6 subordinates ($60,000 X 6 = $360,000) +
indirect accountability for the work of desktop & Lan staff.
Short Profile +2


Manager, Desktop & LAN Support

close cooperation with internal support (Service Delivery & Server Support) the
jobholder manages a group of technical specialists (11) located in several
different locations (different buildings within Yellowknife) as part of the
Technology Service Centre (TSC) who provide direct follow up support to
personal computer and PC network users in response to work orders prepared
by the Service Desk and annual upgrade schedules. The jobholder requires
technical expertise with various PC applications, software and hardware in order
to supervise technical personnel in a service-oriented environment.

Computer Science or Management with 6 – 8 years experience in the IT industry.
1. Plan, coordinate and guide technical desktop and LAN support services
within the GNWT;
2. Solve business problems by providing detailed technical advice;
3. Innovatively apply knowledge to complex technical situations;
4. Assist users experiencing difficulties using software and hardware;
5. Coordinate, lead and monitor technical systems inquiries;
6. Liaise with vendors and service suppliers;
7. Coordinate, propose, discuss and evaluate technical services, designs,
operations and upgrades;
8. Support and lead solutions with service providers;
9. Evaluate all features and plan requirements;
10. Assist users in defining need and assess those needs;
11. Certify satisfactory contract performance for systems development;
12. Administer system related budgets;
13. Supervise, train and guide the work of technical support staff;
14. Communicate technical problems, solutions and processes;
16. Remain current with desktop and LAN services and products;

(i.e. Server Support, Regional Coordinators and Service Deliver) and
develop solutions; and Analyze and prepare capacity, statistical and
trending reports.
Job Evaluation Rationale – Manager, Desktop & LAN Support

Know-How EI3 264
The position requires a Demonstrated knowledge of IT related to the delivery of IT
with a primary focus on the Desktop & LAN Support functions. The Job holder is
responsible for providing and maintaining the delivery of Desktop & LAN support
services and must be aware of the impact service delivery has on the TSC and the
GNWT as a whole. The position requires strong Human Relation Skills in order to
supervise a large number of remotely located staff.
of reference (IT) and direction from the Director of the TSC and to a lesser degree from
the Manager, Service Delivery. The incumbent will be required to think analytically,
conceptually and strategically in order to ensure the Desktop & LAN Support services
of the TSC are delivered effectively throughout the NWT.
Accountability D2P 152
The Manager’s Freedom to Act is limited through general direction from the Director
and operating procedures established within the TSC with respect to service support.
The incumbent is accountable for the work of 15 remotely located subordinates
($60,000 X 15 = $900,000).
Short Profile +2

Manager, Server Support

close cooperation with internal support (Service Delivery and Desktop & LAN
Support) the job holder manages a group of technical specialists (3) located
within the Technology Service Centre (TSC) who provide troubleshooting and
maintenance of large or complex data servers, user devices, and communication
links to ensure operational availability across multiple platform configurations
(LAN). The jobholder requires technical expertise with various PC applications,
servers, software and hardware in order to supervise technical personnel in a
service-oriented environment.

Computer Science or Management with 6 – 8 years experience in the IT industry.
1. Plan, coordinate and guide technical server support services within the
GNWT;
2. Solve business problems by providing detailed technical advice;
3. Innovatively apply knowledge to complex technical situations;
4. Assist users experiencing difficulties using server software and hardware;
5. Coordinate, lead and monitor technical systems inquiries;
6. Liaise with vendors and service suppliers;
7. Coordinate, propose, discuss and evaluate technical services, designs,
operations and upgrades;
8. Support and lead solutions with service providers;
9. Evaluate all features and plan requirements;
10. Assist users in defining need and assess those needs;
11. Certify satisfactory contract performance for systems development;
12. Administer server related budgets;
13. Supervise, train and guide the work of technical support staff;
14. Communicate non-technical problems, solutions and processes;
16. Remain current with server and operations technology and products;

(i.e. Desktop & LAN, Regional Coordinators and Service Delivery) and
develop solutions; and
18. Prepare and analyze capacity, statistical and trending reports.
Job Evaluation Rationale – Manager, Server Support

Know-How FI3 304
The position requires a Specialized knowledge of IT related to the delivery of server
with a primary focus on the Server Support functions. The Job holder is responsible
for providing and maintaining the delivery of Server Support services and must be
aware of the impact server support services have on the TSC and the GNWT as a
whole. The position requires strong Human Relation Skills in order to supervise
technical staff and negotiate server usage between the TSC and Departments.
of reference (IT) and direction from the Director of the TSC and to a lesser degree from
the Manager, Service Delivery. The incumbent will be required to think analytically,
conceptually and strategically in order to ensure the Server Support services of the
TSC are delivered effectively throughout the NWT, that architecture is appropriately
structured and that data integrity is maintained..
The Manager’s Freedom to Act is limited through general direction from the Director
and operating procedures established within the TSC with respect to Server Support.
The incumbent is accountable for the work of 3 subordinates ($60,000 X 3 =
$180,000).and has a significant contributory impact on TSC operations.
Short Profile 0

INSPECTORS/REGULATORY
June 1, 2001 Inspections and Regulatory Page 0 of 1212

Inspections/Regulatory Matrix
Please refer to the following Job Family Matrix illustrating the hierarchies of Model Jobs in
this GNWT Job Family.

(without WC)
900-999
800-899
650-799
550-649 Inspector V
450-549 Inspector IV
370-449 Inspector III
320-369
270-319 Inspector II
230-269
190-229 Inspector I
160-189
130-159
70-129

Inspector I
After orientation and training, performs limited assignments of specific tasks to

determine compliance with appropriate Acts, Codes and Regulations with an emphasis
on unsafe acts, practices, procedures or conditions. Enforces all aspects of applicable
Acts, Codes and Regulations. Does not inspect trades. This is a first or entry level to
the Regulatory group.
1. Performs inspections and tests to verify compliance with applicable regulations

2. Identifies existing and potential problems
3. Participates in developing corrective measures
4. Provides professional training
5. Investigates incidents, prepares reports for prosecution of violations
6. Issue required permits
Knowledge and abilities required:
Ø 2 years related practical experience.

Ø Knowledge of applicable practices, operating procedures and equipment
Ø Familiarity with pertinent sections of other applicable codes and standards.

Know-How C+I2 132
Application of knowledge of generally well-defined enforcement procedures to determine
compliance with appropriate regulations. Individual contributor assigned to complete tasks
which are similar in content and nature. Requires an understanding of human behaviour and
the factors that influence those behaviours.
Problem Solving C3+(25%) 33
Work is defined by clear and numerous guidelines and procedures by may require the search
for solutions within the current acts, regulations and policies. Unusual problems are referred to
Supervisor.
Accountability C+1C 43
Contributes to the health and safety of a variety of NWT residents by identifying
existing/potential problems and participates in developing corrective policies/procedure. End
results and advice are subject to standardized practices and procedures as well as supervisory
review.
Short Profile +2
Implementation role within strict regulations role.


Inspector II
Performs inspections to determine compliance with appropriate Acts, Codes,

Regulations and standards in a single discipline, with an emphasis on unsafe acts,
practices, procedures or conditions. Enforces all aspects of applicable Acts and
Regulations.
1. Identifies and interprets applicable regulations

2. Provides technical advice and interpretative data
3. Performs inspections and tests to verify compliance
4. Reviews and analyzes designs and specifications by evaluating them against
adopted codes and standards, established professional principles and current
technology
6. Determines/directs implementation of corrective measures
7. Develops procedures to assure continuing compliance with regulations
9. Supervises and corrects industry examinations and confirms certification.
11. Issues required permits
Ø Certification in a trade, or safety/environmental health program, followed by

significant practical experience.
Ø Knowledge of related Acts, Codes and Regulations.
Ø Knowledge of applicable technology, practices, safe operating procedures, and
equipment

Know-How D+I2 175
Application of knowledge and skills along with some specialized skills in a specific area
(regulatory). Provides guidance/training as a technical expert to clients. Interacts with both
internal and external clients. Requires an understanding of human behaviour and the factors
that influence those behaviours in order to determine and develop effective corrective
measures.
Work is defined by clear guidelines and procedures requiring the search for solutions within an
area of learned things such as acts and regulations. Problems are resolved within that area of
expertise. Unusual problems referred to Supervisor.
Latitude is given to choose appropriate course of action within defined practices, procedures
and legislation. Contributes to the health and safety of NWT residents by identifying,
developing and implementing corrective measures.
Short Profile +2
Enforcement/Implementation role within strict regulations.

Inspector III
Performs inspections/investigations to determine compliance with appropriate Acts and

Regulations with an emphasis on unsafe acts, practices, procedures or conditions.
Enforces all aspects of applicable Acts, Codes and Regulations requiring awareness,
knowledge and skills in a number of related disciplines. This position is typically
appointed under legislated authority. Ensures statutory requirements and regulations
are met. Delivers training programs and plays an active role with a variety of inter-
agencies, unions and community groups to assist in developing a co-operative
approach in the delivery of safety services. The position is required to participate as an
expert witness at hearings, inquiries and criminal prosecutions that require a high level
of exactness and detailed information.
1. Identifies and interprets applicable Acts, Codes and Regulations

3. Reviews, analyzes and approves designs and specifications by evaluating them
against adopted codes and standards, established professional principles and
current technology
6. Determines/directs the implementation of corrective measures
7. Develops procedures to assure continuing compliance with regulations and acts
8. Identifies need for and provides professional training
9. Develop/deliver training programs based on internationally recognized standards
10. Supervises and corrects industry examinations and confirms certification.
11. Investigates incidents, interviews witnesses, collects evidence and prepares reports
for prosecution of violations
12. Issues required permits and provides inspection reports
13. Prepares briefing notes, discussion papers, media submissions
14. Liaises with local government authorities, community councils, public agencies etc.
15. Maintains operations and maintenance budget
Ø Holder of a technical degree or diploma or equivalent professional accreditation, or

trade certification and extensive practical experience and is well recognized for their
specialized expertise
Ø Ability to provide training
Ø Thorough knowledge of related Acts, Codes and Regulations.
Ø Knowledge of investigative principles and procedures
Ø In-depth knowledge of applicable technology, practices, safe operating procedures,
and equipment

Know-How E+I2 230
Application of specialized skills in a specific area (Safety Acts, Codes and
Regulations). Holds a statutory appointment to enforce Territorial legislation pertaining
to Safe workplaces and practices.
Operates within legislative precedents and practices toward specific objectives.
Accountability D2+C 87
Findings and advice are subject to defined practices and procedures.
Short Profile +1
Advisory, consultative role, directing role in implementation.

Inspector IV
Conducts inspections to determine compliance with appropriate Acts, Codes and

Regulations with an emphasis on unsafe acts, practices, procedures or conditions in a
work environment requiring knowledge and awareness of multiple disciplines. Enforces
all aspects of applicable Acts, Codes and Regulations. Reviews and evaluates designs,
programs and specifications requiring knowledge of relevant theory and/or underlying
principles. Typically, the incumbent of this level position is a senior technical expert with
no management responsibility.
OR
Represents a management position which typically heads a team of technical inspection

staff in a single discipline. Will participate in the development of new legislation or
amendments to the existing regulations, and issues directives to the industry.
As a senior technical expert:

1. Identifies and interprets applicable regulations
5. Develops procedures to assure continuing compliance with regulations
7. Supervises and corrects industry examinations and confirms certification
9. Issue required permits
10. Reviews and analyzes designs and specifications by evaluating them against
adopted codes and standards, established engineering principles and current
technology.
As a manager of technicians and inspectors in a single discipline:

Ø Manages the activities of the unit
Ø Typically issues directives, grants variances, issues permits
Ø Reviews industry training needs and training programs
Ø Reviews investigative reports conducted by inspectors and determines if incident
merits prosecution
Ø Acts as liaison with other regulatory authorities, associations and labour associations
on matters of mutual interest
Ø Represents the Northwest Territories as a member of Canadian Associations
Ø Advises the legislation committee when related legislation is reviewed

Ø Certified in the area of expertise and a member in good standing in a recognized

professional association or a graduate of a 4 year technical program
Ø Have extensive practical experience plus some supervisory experience
Ø Thorough knowledge of related Acts, codes and Regulations.
Ø In-depth knowledge of applicable technology, practices, operating procedures, and
equipment

Know-How FI2 264
Has extensive specialized knowledge and experience in a range of areas. Co-
ordinates activities that are similar in content and nature with an awareness of related
activities. Provides leadership and guidance as a technical expert to staff and to
clients.

Latitude to develop new practices and procedures within the current Act(s),
Regulations and policies, which constitute a broadly defined environment.

Contributes to the health and safety of a variety of NWT residents by applying broad
practices and procedures covered by functional precedents and policies.
Short Profile +1
Enforcement role as well as involvement in development / analysis but strongly
involved in implementation.

Inspector V
This is a management position which typically heads a team of technical inspection staff
consisting of inspectors, technicians, and contract specialists, with responsibility for
inspection and enforcement in a number of disciplines, (multi-disciplines) as well as
delivery of training programs and courses, management of investigations, and provision
of technical advice/information to communities, government and public agencies etc.
This level requires a strong technical background as well as extensive experience in

administrative management, financial and human resource planning, problem solving,
accident investigation, prosecutions, appeals, and legal procedures. The incumbent of
a position at this level must have a thorough knowledge of applicable Acts and
Regulations and familiarity with the pertinent sections in other applicable codes and
standards.
An Inspector V assists in the development of new legislation or amendments to the

existing regulations, interpretation of existing legislation, regulations and code
requirements, issues directives to the industry and has the authority to grant variances
and decide appeals with respect to the Regulations. Many statutory functions are
exclusively performed by an Inspector V.
1. Manages the activities of the Inspection unit

2. Typically issues directives, grants variances, issues permits, decides appeals
3. Ensures technical applications and proposals are reviewed by qualified personnel
prior to granting approval.
4. Reviews industry training needs and training programs to ensure standards and
requirements are met
5. Reviews incident investigation reports conducted by inspectors and determines if
incident merits prosecution.
6. Reviews briefing notes, discussion papers, media submissions etc. as developed by
subordinates
7. Acts as liaison with other regulatory authorities, associations and labour associations
on matters of mutual interest.
8. Represents the Northwest Territories as a member of Canadian Associations
9. Advises the Legislation Committee when related legislation is being reviewed
10. Recognized as the authority in their area(s) of jurisdiction
Ø Certified in his/her area(s) of expertise

Ø Proven management skills
Ø Extensive practical experience, plus additional supervisory experience.
Ø Proven skills as an inspector/investigator.

Know-How FI3 304
Requires highly specialized knowledge of standards and regulations in enforcement
and training in a number of disciplines. May have significant experience in one or
more areas of enforcement. Required to develop, manage and motivate a team of
technical inspection staff.
Strategic thinking is core at this level. Precedents provide a frame of reference but
analysis and evaluative thinking is required to arrive at solutions to problems
/questions.
Contributes to results that impact on the safety of workers and workplaces throughout
the northern population.
Short Profile +1

INSTITUTIONAL CORRECTIONS
WORKERS
Institutional Corrections Workers Matrix
Jobs in this GNWT Job Family.
Hay Point Security Program Staff Managers

Range Staff
(without WC)
900-999
800-899
650-799 Operations Manager
550-649 Facility Manager
(Warden Manager)
450-549 Specialist (Deputy
Warden Programs,
Deputy Warden
Security)
370-449 Entry Level (Program
Coordinator Young
Offenders, Deputy
Warden)
320-369 Fully Qualified
(Classification Officer)
270-319 Supervisory Entry Level (Youth
(Corrections Officer Specialist)
Supervisor)
230-269
190-229 Entry Level
(Corrections
Officer, Youth
Officer I)
160-189
130-159
70-129
12-09-01 Institutional Corrections Workers - 1 GNWT Job

Ladders
LEVELS OF WORK
Corrections Worker jobs are found at different levels but only in the Corrections
Service Division of the Department of Justice. This document provides input for
evaluating the different job levels and identifies some specific levels that might
exist within the Corrections Division at the various facilities and at Headquarters.
PURPOSE OF THE POSITIONS

All Corrections positions exist to play a role in ensuring the safety and security of
the general public in carrying out Court ordered incarceration of offenders and
accused persons held without bail. These roles range from positions which
essentially exist to provide direct, physical security and custody of inmates, to
those that enhance custody by providing elements of a normal lifestyle for
inmates, to those who provide treatment and those who manage facility
operations from the actual facilities or from headquarters
SCOPE
Generally, there is an identifiable difference between institutional corrections
positions that is related to the function of the position and whether it is at the
entry level, a full working level or a senior level in the organization. Decision
making authority can also help define differences as can responsibility for
financial and human resources.

Supervision provided Is the position working under close supervision or under
general supervision?
Breadth Is the position dealing with a single area (custody) or
multiple areas (custody, case management, program
supervision). Is management of a program, area or facility
involved?
Complexity Numbers of inmates supervised or managed
Number of programs
Types of inmates managed
Facility size
The nature of inmate contact (max or min, helping or
security)

Ladders
Typical Corrections Entry level Senior Senior/ Experts Wardens Operations
qualifications officers, Program Supervisory Supervisory and and Managers
for describing Youth and Senior Security program staff Managers Facility
scope levels Officer I Security Positions and and Managers
Positions full working Managers
level program
staff
Supervision Very Close Close Generally Generally General General Global

provided to the regulated regulated
job
Breadth One area One or two Two or three One area of Most or all all areas All areas
areas areas in specialization areas and and expert
depth with or most other Facility level in one
additional areas Managem or more
general ent areas
knowledge
Complexity 10 – 30 10 to 25 30 – 100 30 to 100 30 to 100 Facility 2 or 3
inmates per clients or clients or 5 to clients or 5 to clients or managem facilities, 50
staff one or two 10 staff 10 staff. 10 to 50 ent 30 to to 150 staff
member sub-staff Multiple staff 100 staff,
programs 30 to 200
inmates

For Institutional Corrections Workers, either in the program or security stream,
experience leads to the next level once one is “in the system”. Relevant know
how is increased based on work experience in other positions in the department,
which allows the incumbent to become familiar with relevant issues, programs,
needs, policies and procedures. Formal education and training is available in the
security, specialist and management areas, but most knowledge typically comes
from experience in the field. Previous work performance and practical tests are
probably the best indicators for success at the next level of Corrections Worker.

Ladders
Entry Level Security Staff (Corrections Officer, Youth Officer 1)
This position is one of a large number of line staff at correctional facilities. The
primary function of these positions is to maintain facility security through various
activities ranging from monitoring and reporting on inmate activities to intervening
physically to maintain control.
A sound knowledge of facility practices and procedures is required. Specialized

training is provided to all new recruits to these positions.
1. Supervises inmates in all activities within the facility, in recreation programs

and in other programmed activities.
2. Maintains inmate discipline through supervision, intervention and reporting.
3. Recommends, with supporting rationale, disciplinary or criminal charges.
4. Investigates, acts on and reports any unusual occurrences that take place as
may be directed by the supervisor.
5. Deals with inmate concerns/needs appropriately

Ladders
Know-How C+I2 132
Specialized procedural knowledge is required (supervision of inmate and of
institutional procedures). Individual contributor assigned to complete activities.
Requires an understanding of human behaviour and the factors that influence
behavioral change in interacting with inmates and maintaining control of environment.
Problem Solving C3 (25%) 33
Work is defined by general guidelines and procedures requiring the search for
solutions within an area of learned things. Unusual problems are referred to the
Corrections Supervisor on duty.
Accomplishes tasks within instructions and work routines. Expected results/output are
clear.
Short Profile +1

Ladders
Entry Level Program Staff (Youth Officer Specialist)
This position is one of a small number of specialist youth officer positions at

youth correctional facilities. This provides direct programming in primarily in one
area (such as Counseling, Alcohol and Drug Treatment or Life Skills) in addition
to regular duties as a youth officer.
A sound knowledge of facility practices and procedures is required as is formal

training and certification in the specialty area.
1. Plans and delivers scheduled programs within the area of specialization.

2. Supervises youth in all activities within the facility, in recreation programs and
in other programmed activities.
3. Maintains inmate discipline through supervision, intervention and reporting.
5. Investigates, acts on and reports any unusual occurrences that take place as
may be directed by the supervisor.

Ladders
Know-How DI3 175
Program development skills and specific knowledge in counseling, life skills or alcohol
and drug treatment are required. Position is an individual contributor with a very well
developed understanding of human behaviour and factors that cause changes in
behaviour.
Problem Solving C3 (29%) 50
Rules and procedures are established for most work routines but develops own
program delivery methods within facility framework. The most unusual problems are
referred to the supervisor.
Accountability CIS 50
Impact is shared with other program staff on offender treatment results. Equal
emphasis on development and implementation.
Short Profile 0

Ladders
Supervisory Security Staff (Corrections Supervisor)
This position is one of several “shift supervisors” at an adult or youth correctional

facility. A shift supervisor is on duty on all shifts at an adult facility and at a youth
facility for 2/3 of all shifts. This position is generally responsible for all facility
operations when more senior management staff are not at work (i.e. other than
day shift Monday to Friday). Senior staff are available by telephone at all times
but the this position is required to take all immediate action that might be required
in virtually any circumstance.
Knowledge of most fundamental principles involved in adult corrections is

required as are good supervisory skills and a sound knowledge of corrections
facility practices and procedures. Knowledge is attained generally through no
less than 3 - 5 years of progressively more responsible facility experience
including of six months of corrections supervisory experience.
1. Assigns and supervises security staff resources to ensure appropriate

coverage within the facility and for any activities outside of the facility.
2. Facilitates all planned activities in the facility from recreation programming to
visits to food services.
3. Maintains inmate discipline.
5. Investigates, acts on and reports any unusual occurrences that take place.
7. Manages unusual events/crisis until relieved.

Ladders
Know-How DI3 175
Requires specialised knowledge of offender management techniques and processes to
manage facility operations. Job content focused on interactions with staff and inmates.
Problem Solving D3+ (33%) 57
Work is generally well defined and work procedures are clear . Situations encountered
may vary substantially requiring differing and specialized solutions arrived at through
search of known things.
Work procedures are varied. Impact is contributory on facility operations and
inmate/staff safety and security. Profile is of a line manager, which directly supports the
core business.
Short Profile +1
Process orientation

Ladders
Fully Qualified Program Staff (Classification Officer)
This is either a single or one of a number of case management positions that

exist at an adult corrections facility. The position is generally responsible for
planning as productive as possible, an incarceration for an assigned group of
inmates.
Knowledge of most fundamental principles involved in adult corrections is

required as is a proven understanding of human behavior and of cultural
differences in the NWT. Knowledge is attained generally through no less than 3 -
5 years of progressively more responsible facility experience or by attainment of
a degree in Social Work or through a combination of education and experience.
1. Determines in consultation with inmates, an appropriate case plan based

upon all factors including inmate cultural background, length of term and level
of education.
2. Coordinates access to community and facility resources/programs to assist
each assigned inmate in meeting case plan goals..
3. Prepares information and documentation of a statistical nature for the.
4. Recommends, with supporting rationale, security and custody changes for
each assigned inmate, up to and including conditional release (determination
of risk).
5. Deals with inmate concerns/needs appropriately.

Ladders
Know-How D+I3 200
Requires specialized knowledge of case management techniques and a well-developed
understanding of human behaviour. A clear understanding of institutional routines,
procedures and policies is required to integrate case management activities. Job focus
is on understanding human behavior.
Problem Solving D3+ (33%) 66
Rules are quite diversified with respect to techniques to be applied. Situational
challenges sometimes borders on requiring true analysis of human behaviour.
Accountability D1C+ 66
Latitude is given to choose appropriate course of action. Impact is contributory on
facility operations in general and on inmate programs specifically
Short Profile 0

Ladders
Manager, Entry Level (Program Coordinator, Young Offenders, Deputy Warden)
This is one of two senior positions in a corrections facility, the other being the
Warden or Manager. The Senior Position and this one comprise the
management staff of the facility. Facility operations are such that the Warden or
Manager makes most major decisions, program and otherwise. The role of the
subordinate manager is to plan and implement portions of the program as may
be directed.
Knowledge of most fundamental principles involved in either adult or youth

corrections is required as are good supervisory skills. Knowledge is attained
generally through no less than 3 - 5 years of progressively more responsible
facility experience and/or augmented through a degree and 1 year of supervisory
experience.
1. Plans for appropriate program implementation.

2. Ensures that program delivery standards as set by the supervisor are met.
3. Participates in the preparation of information and documentation for the
Warden and Director.
4. Develops and recommends solutions to facility problems appropriate to the
northern cultural and economic context.
5. Develops and recommends facility procedures to implement Divisional or
Facility policy.
6. Develops subordinate staff so as to achieve a representative and competent
workforce.

Ladders
Know-How EI3 230
Requires substantial specialized knowledge of corrections as well as human behaviour
required to assess and plan treatment/programming needs.
Supervision and planning of facility operations, case management and programming
requiring constructive and evaluative thinking.
Accountability D2C+ 87
Impact is contributory on total facility operations. Has latitude to choose an appropriate
course of action and work is subject to supervisory review of the end results.
Short Profile 0

Ladders
Specialist Manager(Deputy Warden Programs, Deputy Warden, Security)
This is one of two or three senior positions reporting to the Warden in a large
adult corrections facility. The size of the facility dictates that the Facility manager
requires the assistance of this specialist manager to manage a significant portion
of the facility operation.
Knowledge of the fundamental principles involved in adult corrections is required

as are good managerial skills. Knowledge is attained generally through no less
than 5 -6 years of progressively more responsible facility experience and/or
augmented with a degree and 1 -2 years of progressively more responsible
facility experience.
1. Plans for appropriate program management/development.

2. Ensures that program delivery standards are met within area of responsibility.
3. As part of the Facility Management Team, participates in the preparation of
information and documentation for the Warden and Director.
4. Develops solutions to facility problems appropriate to the northern cultural
and economic context.
5. Reviews draft divisional policy in area of expertise in light of “best practices”
from the standpoint of appropriate and accepted practices and standards.
6. Develops subordinate staff so as to achieve a representative and competent
workforce.

Ladders
Know-How EI+3 264
Requires specialized knowledge of corrections programs and human behaviour.
Programs activities and routines must be integrated in order for effective program
operations. Security and program objectives must be understood and considered in all
aspects of the work.
Constructive and evaluative thinking is required to plan appropriate operational
activities and strategies.
Job is subject to broad practices and procedures and supervision consists of
managerial direction. Impact is contributory on entire facility operation.
Short Profile 0

Ladders
Facility Manager (Warden, Manager)
This is the most senior facility management position. Located at an adult or

youth secure facility, and reporting to an operations Manager, this position
manages an entire facility and its associated programs. Facility budgets range
from $1.6 million to $7 million.
Knowledge of the fundamental principles involved in either adult or youth

corrections is required as are good managerial skills. Knowledge is attained
generally through no less than 10 years of progressively more responsible facility
experience and/or augmented by a degree and 5 years of progressively more
responsible facility experience.
1. Plans for appropriate program and facility management/development (new

programs to meet new needs for example).
2. Ensures that program delivery standards are met.
3. As part of the Corrections Management Team, participates in the preparation
of information and documentation for the Deputy Minister and Minister of
Justice.
4. Develops solutions to facility problems appropriate to the northern cultural
and economic context.
5. Reviews draft divisional policy in light of best practices from the standpoint of
appropriate and accepted practices and standards.
6. Plans for the development of facility staff so as to achieve a representative
and competent workforce.
7. Approves the conditional release of inmates under certain circumstances,
recommends conditional release in others.
8. Crisis Management as necessary.

Ladders
Know-How FI3 304
Substantial knowledge about corrections and corrections management is required.
Constructive and evaluative thinking is required with respect to strategic facility
operational planning and management.
Accountability E1P 152
Job is subject to managerial direction. Impact is primary on facility operations but is
limited insofar as the majority of expenditures are not optional.
Short Profile +2
Implementation role within strict regulations role.

Ladders
Operations Manager
This is the most senior operational manager. Although located at Corrections

HQ and reporting to a Director responsible for all Corrections Operations, this
position manages an entire facility based corrections program (adult or youth
corrections facilities and programs). Total adult and youth corrections program
budgets range between $6 million and $15 million.
Knowledge of the fundamental principles involved in either adult or youth

corrections is required as are strong managerial skills. Knowledge is attained
through no less than ten years of facility experience of which the last 2-3 need to
be at the facility management level and/or augmented by a degree and 5 years
experience 2-3 of which need to be at the facility management level.
1. Plans, from a strategic standpoint, program and facility

management/development.
2. Develops and ensures (auditing, monitoring) the implementation of standards
for program delivery.
3. Provides advice respecting the negotiation of exchange of service
agreements with other Canadian Jurisdictions.
4. As part of the Corrections Management Team, participates in the preparation
of information and documentation for the Deputy Minister and Minister of
Justice.
5. Carries out or directs research solutions to problems with the area of
expertise and developing solutions to problems appropriate to the northern
cultural and economic context.
6. Reviews draft legislation regulations in light of best practices in other
jurisdictions as well as from the standpoint of appropriate and accepted
practices and standards.
7. Plans for the development of staff so as to achieve a representative and
competent workforce.
8. Approves the conditional release of inmates under certain circumstances,
recommends conditional release in others.

Ladders
Know-How FII-3 350
Comprehensive knowledge of theoretical and practical corrections management is
required. Manages an entire program with multiple corrections facilities.
Work has a well defined frame of reference (legal and policy). Developing solutions
require true analysis .
Accountability E-3P 230
Impact is primary on one of the major segments of corrections operations in general.
Short Profile +3
Strong implementation role.

Ladders
LEGAL COUNSEL
Legal Counsel Matrix
Jobs in this GNWT Job Family

(without WC)
900-999 Legal Counsel - Expert
800-899 Legal Counsel – Senior Specialist
650-799 Legal Counsel – Seasoned
550-649 Legal Counsel – Fully Qualified
450-549 Legal Counsel – Entry Level
370-449
320-369
270-319
230-269
190-229
160-189
130-159
70-129
12-09-01 Legal Counsel - 1 GNWT

Job Ladders
Introduction To The Model Job Descriptions
LEVELS OF WORK
The job of Legal Counsel may exist in different departments and other public
organizations of the Government. Most are located in the Department of Justice
where services are coordinated for and provided to, the entire Government and
its boards and agencies. Legal Counsel jobs can be found at various levels in
terms of the work that is done and the level of expertise of the job holders. This
document provides input for evaluating different job levels. The model job
profiles identify some generic levels that may be applicable for different
departments/divisions.

To provide legal advice and opinions and litigation services to the Government to
ensure that informed decisions may be made in situations with legal implications.
Legal Counsel of the Department of Justice contribute to the Department’s

responsibility to:
Ø ensure that the administration of public affairs accords with the law;
Ø advise the heads of Government departments upon all matters of law
connected with those departments;
Ø prepare and advise on legislation and advise on matters arising out of the
proceedings of the legislative Assembly; and,
Ø carry out Attorney General functions in being the official legal adviser to
the Commissioner and the Government of the Northwest Territories and in
superintending and conducting all litigation on behalf of the Government.
The purpose and key responsibilities of the job are written to focus on two basic
elements:
Ø litigation services
Ø the drafting of legislation and regulations
Ø the provision of legal advice and opinions and the preparation of legal
documents including legislation and regulations.

Job Ladders
SCOPE
It is quite common for only a small difference to exist in the key responsibilities of
the various levels of Legal Counsel, with the primary difference being the scope
of the job. It is therefore crucial to clearly identify the difference in scope
between the different levels. This will ensure that jobs are accurately described
and incumbents are aware of what is expected from them and what they have to
do to move to the next level (if jobs are available). It is also important as a basis
to differentiate between job size.
For example, the litigation services provided by various Legal Counsel may
range from relatively basic to quite complex in nature. It is important to realize
that the complexity does not change the purpose or responsibilities of the job, but
should be reflected when describing the scope of the job. Written this way, the
responsibilities are relatively neutral for different levels of Legal Counsel, while
the scope determines the primary differences between jobs. Based on the scope
of the job, appropriate levels of “know how”, skills and abilities can then be
determined.
Typical scope factors are:
Factors Questions and Comments

Supervision provided Is the position working under close supervision or
under general supervision?
Nature of the work At the lower levels, the position follows precedents to
solve problems that are generally clearly defined. At
the higher levels, the position develops arguments
and opinions where no precedents exist.
Complexity What is the complexity of legal services in terms of:
- level of research, counsel and guidance on legal
issues
- impact of opinions or advice
- financial and political impact
- time lines (short versus long term solutions)

Job Ladders
The following table identifies some typical qualifications with respect to scope for
the different job levels.
Entry Full Seasoned Senior Expert

Qualified
Supervision provided Very Close Close At Global Global
milestones
Nature of the work Routine Routine Moderately Varied or Major legal impact
Varied highly
specialized
Complexity Low Low Moderate High High

Because of the nature of the work performed, progressively more responsible
experience leading to broader or more in depth knowledge is a valid method of
differentiating between legal counsel job levels.
As the scope of legal services provided increases at higher job levels, know how
also increases based on previous experience as the incumbent becomes more
familiar with relevant issues, programs, needs, clients, procedures, etc. Although
there may be formal education and training available beyond a law degree and
admission to the bar, the ability to do more complex work primarily comes
through experience. Proven performance is generally (after the two first levels)
the best indicator for success at the next level.

Job Ladders
Legal Counsel - Entry Level
A Legal Counsel with little or no prior legal experience. Requires an LLB degree
and has been newly admitted to the bar. Competence has yet to be
demonstrated. Receives very close supervision (careful consideration to the
nature of assignments, requirements for consultation, checking of progress and
final products) from the Director or Senior Legal Counsel. Assignments are
clearly outlined, and work is reviewed in detail.
Focus is on uncomplicated matters. Is assigned to routine tasks, handles files

where directly applicable precedents exist.
1. Performs research and provides advice on routine legal questions or issues,

or supports more senior Legal Counsel.
2. Prepares and signs opinions regarding routine legal matters.

Know-How FI2 264
Requires an understanding of the law and of the practice of law. Assignments are
generally quite specific and generally involve a single stakeholder.
Almost all assignments are in areas with clear precedents. Problem solving is generally
a question of finding rather than developing an answer.
The impact of this position is contributory to government operations. Freedom to act is
limited by supervisory review of end results and by precedents within areas of
responsibility.
Short Profile 0
Advisory and consultative role.

Job Ladders
Legal Counsel - Full Qualified
Legal Counsel with an LLB degree and sufficient experience (usually three to five
years) to demonstrate a knowledge of basic legal skills and the role of public
legal counsel in the NWT context. Receives close supervision and guidance
from the Director or senior Legal Counsel. Assignments require some discretion
as to the manner of their performance. Key points of work are reviewed with
alternative courses of action and unusual situations presented to the Director or
senior Legal Counsel for review.
Works independently on a day-to-day basis. Problems are characterized by

clear and specific objectives and frequent occurrence of the usual. Work
involves matters that follow precedent or that can be established within the clear
definition of the law. The outcome of the work typically effects the client
department’s ability to deliver a portion of its program.
1. Performs research and provides advice and guidance on legal questions or

issues.
2. Prepares and signs legal opinions and legal documents/drafts of legislation
and/or regulations.
3. Assists in preparing cases for litigation or assists more senior counsel in their
assigned activities.

Job Ladders
Know-How F+I2 304
Requires a well developed understanding of the practice of law . In general there are
small numbers of stakeholders involved in assignments.
Precedents provide a well defined frame of reference from which work results will flow.
Analysis and evaluative thinking is required to arrive at solutions to problems/
questions.
The work has a contributory impact on the operation of government departments.
Position is that of an individual contributor.
Short Profile +1

Job Ladders
Legal Counsel - Seasoned
Legal Counsel with sufficient experience (usually five or more) to demonstrate full
competence in applying legal skills consistent with the role of public legal counsel
in the NWT context. Receives general direction from the Director. Independent
judgement is exercised. Areas of specialization are being developed, not an
acknowledged legal expert in any field.
The focus is on legal matters of recognized complexity and facts that are
occasionally in question, for which considerable legal judgment, experience and
independent reasoning is required. At this level files/projects are seen through
to completion inclusive of dealing with any follow-up or ancillary issues.
1. Performs research, provides advice and guidance on more complex legal

questions or issues.
2. Prepares final drafts of complex legal documents/legislation and prepares and
signs legal opinions.
3. Supervises the preparation of the defense in litigation. Conducts court trials
and recommends whether a case should be tried or settled.
4. Maintains contact with several client departments to render opinions, to
consult and advise and to draft legislation/regulations, occasionally without
supervision or consultation.
5. May provide direction to other counsel or contract counsel.

Job Ladders
Know-How FII2 350
Requires a well developed understanding of the theories and principles of law that
comes from having a significant amount of experience in the practice of law. There are
generally a limited number of stakeholders involved in work done at this level. May
provide services to a number of departments in a number of subject areas or be
somewhat specialized in providing specific types of services to a single client
department.
Many issues are without clear precedent and require strategic thought and an
evaluative/interpretive approach.
The work is contributory to the operation of portions of the Government’s operations.
This is an individual contributor which can influence/contribute to decision making.
Short Profile +1

Job Ladders
Legal Counsel – Senior Specialist
Legal Counsel with substantial experience (usually ten or more years) who can
demonstrate a fully realized competence in applying legal skills consistent with
the role of public legal counsel in the NWT context, plus evidence of maturity and
judgement to help analyze and solve legal problems and deal with more complex
issues.
Is a recognized specialist in a field of law or may be qualified as both a lawyer

and in an additional field of expertise (for example, an accounting designation).
1. Works closely with the Director/Client/Deputy Minister to evaluate legal

impact of major decisions where applicable law, regulations, or facts of a case
are unclear, controversial, or conflicting.
2. Writes legal opinions or drafts legislation/regulations that sometimes require
extensive research of statutes, regulations, or court decisions in complex
areas of the law.
3. Prepares defense position. Litigation usually involves complex or difficult
issues that require a high degree of original and constructive legal effort as
they are resolved.
4. Continues usual lawyer’s functions of research, preparing legal documents,
negotiating with outside parties, rendering opinions, consulting with and
advising client departments, and representing the department in dealing with
others.
5. Explains problems, ideas and concepts to junior Legal Counsel that are to be
incorporated into work assignments.
6. Briefs the Minister of Justice, Cabinet, and the Deputy Minister on matters of
global interest to the Government.

Job Ladders
Know-How FII3 400
Requires a broad understanding of the theories and principles of the law. May have
significant experience in one or more areas of law or one or more areas of
specialization (ie law and accounting). There are multiple stakeholders and the need
for much consultation at this level. Client needs may vary significantly.
Work at this level generally takes place in an environment which is complex but where
there are generally some precedents, which provide a good general frame of reference.
Solutions to problems are generally found through the analysis of legal precedent and
the development of opinions/positions, which flow from what has gone before but which
takes the thought to a new level.
Accountability E+4C 230
The work is contributory to the operation of significant portions of the Government
either at a departmental level or a segment of operations (such as the drafting of
legislation). This is an individual contributor which can influence/contribute to decision
making.
Short Profile +1

Job Ladders
Legal Counsel - Expert
Legal Counsel who is a recognized expert in complex fields of law. Opinions and
guidance are sought by other Counsel working in related areas. Typically
requires an in-depth understanding of the government’s operations and
interrelationships.
Is a recognized Government authority who performs special legal assignments of

major importance in a highly complex legal field. May be assigned to work as
Counsel for one or more departments, but generally handles the most complex
matters overall. Work involves facts that are open to various interpretations;
applicable precedents do not exist and the law does not specifically relate to or
regulate the particular situation. The matters in question usually have a highly
significant impact on Government operations, strategies or finances.
1. Works closely with the Director to evaluate changes in laws and regulations,
their impact on the department, and develops departmental positions on such
changes.
2. Conducts detailed legal analysis to determine what needs to be done to build
positions and cases that will prevail in court and to create and find
interpretations and strategies that can accomplish the aims of the
Government.
3. Frequently give immediate answers from accumulated knowledge and
experience without the opportunity to research the law.
4. Directs major and unique Government litigation.
5. Remains available for consultation by more junior Legal Counsel. Briefs
Cabinet, Ministers and Deputy Ministers regarding complex legal questions,
legislation or litigation.

Job Ladders
Know-How G-II3 460
Requires a broad knowledge of the law that comes from significant and varied
experience. Is a recognized expert in the organization. There are multiple
stakeholders involved in the legal work at this level and varied interests: political;
financial and legal.
Problem Solving F4(50%) 230
Problems encountered at this level require thinking at the highest strategic levels.
Planning is coordinated at senior levels in the Government and typically, little or no
direct precedent exists in the areas of law in which this position practices.
The impact of the work at this level is contributory to the operation of Government. An
individual contributor with the ability to influence significant decisions.
Short Profile +1

Job Ladders
POLICY OFFICERS
Policy Officers Matrix

(without WC)
900-999
800-899
650-799 Project Leader
550-649 Policy Officer – Expert
450-549 Policy Officer - Senior
370-449 Policy Officer - Seasoned
320-369 Policy Officer – Fully Qualified
270-319 Policy Officer - Entry Level
230-269
190-229
160-189
130-159
70-129
09/12/01 Policy Officers - 1 GNWT Job Models

LEVELS OF WORK
The job of policy officer occurs in different departments and other public
organizations. These jobs are usually centered in one division, but can be found
throughout the organization. This document provides input for evaluating different
policy job levels. It identifies some generic levels that might be applicable for
different organizations.

Policy advice and policy development, within the context of government priorities,
in order to develop policies that meet future needs and to provide information and
interpretation on current policies, programs and developments in the assigned
policy area.
The purpose of the job and the responsibilities are written in such a way that they
focus on two basic elements:
Ø Policy development ranging from small to large projects realizing that the
size does not impact the responsibilities themselves, but should be
reflected in describing the scope of the job. Written in this way, the
responsibilities are relatively neutral for different levels and organizations,
while the scope for the different levels of jobs and for the different
departments really shows the difference between jobs. Based on the
scope of the job, the appropriate levels of know how, skills and abilities
have to be identified. Policy development is broken down into different
steps, following the different steps in policy development, each step
showing a different end result.
Ø Advice, which can range from factual information, to interpretation and to
recommending changes in current policies and programs
SCOPE
It is quite common for policy officers to have only a small difference in their
responsibilities, while the difference between more junior and more senior levels
is based on the scope of the job. It is important to identify the difference in scope
between the different levels, in order to communicate to the incumbents what is
expected from them and what they have to do to go to the next level (if jobs are
available). It is also important as a basis to differentiate on job size.


job under general supervision?
Breadth Is the position covering a specific policy segment or
covering all policy segments within the department? It
is important to realize that for some departments, the
full scope will be larger than for other departments.
New policies or The impact of new policies and the level of creativity
reengineering? needed (and therefore also know how and experience)
is larger than for reengineering current policies.
Complexity? What is the complexity of policy development in terms
of:
Ø Number of stakeholders involved?
Ø Political impact of policy development?
Ø Community impact?
Ø Time lines (short versus long term solutions)?
Ø Financial impact?
The higher the impact and depending on multi
stakeholder involvement, normally a more senior level
will be responsible for the development.
Number of projects in Sometimes the number can be used as an indicator
different stages of for the complexity in the job; the necessity of
development "overviewing" different projects in different stages.
In the following table we tried to identify some typical qualifications for the
different job levels as indicators for describing scope levels. It is not necessary
that the levels differentiate for each qualification.
Entry Level Full Qualified Seasoned Senior Expert

Level Level
Supervision Very Close Close At milestones Global Global
provided to the job
Breadth Small Small Different Most or all All areas and
areas areas expert level in one
or more areas
New Policies or Reengineeri Reengineering New New New
reengineering ng
Complexity Low Low Moderate High High
Number of projects
in different stages
of development

For policy officers, based on the scope of their projects and advice, we normally
see a growing level of experience as being relevant for the job. As the scope of
policy development increases with the seniority of the policy officer, normally
relevant know how is built based on former project experience or work
experience in other positions in the department, which allows the incumbent to
familiarize with relevant issues, programs, needs, stakeholders, procedures, etc.
Although there is formal education and training available on policy development,
seniority actually comes with experience. Preferably this experience is not
expressed in years, but in terms of successful completion of projects earlier in
the career or similar experience elsewhere. Proven performance is probably
(after the two first levels of policy officer) the best indicator for success at the
next level of policy officer.

Policy Officer - Entry Level
An entry-level position. Performs assignments that are low in complexity and

receives very close supervision and guidance. Focus is on data gathering and
reengineering already existing policies. Performs assignments in support of
higher-level policy developers and provides information to the field.
Knowledge of the fundamental principles in a specific field is required.
1. Gathers data, analyzes and interprets provincial policies.

2. Supports more seasoned policy officers in developing design criteria and
identifying policy options.
3. Supports more seasoned policy officers in their presentation to and
discussion with relevant stakeholders.
4. Provides information to relevant stakeholders, once the policy is approved.
5. Manages parts of projects that focus on re-engineering existing policies and
contributes to projects that focus on developing new policies that go to
Cabinet and Legislative Assembly for approval.
6. Supports departmental management by developing briefing material.

Know-How E-I2 175
First job level for Policy Officers. Although interacting with others inside and outside
the department, the job focuses on data, and is positioned such that it does not
require the highest level of interpersonal skills.
Limited latitude to decide what and how results are achieved.
Findings and advice are subject to well-defined practices and procedures as well as
supervisory review.
Short Profile 0

Policy Officer - Full Qualified
The first full working level. Performs assignments that are low in complexity and
receives close supervision and guidance. The focus is on data gathering and
reengineering already existing policies. Also performs assignments in support of
higher level policy developers and provides information to the field.

Knowledge is augmented by work experience.
1. Gathers data, analyzes and interprets provincial policies.

2. Supports more seasoned policy officers in their presentation to, and
discussion with, relevant stakeholders.
3. Provides information to relevant stakeholders, once the policy is approved.
4. Manages projects that focus on re-engineering existing policies and
contributes to projects that focus on developing new policies that go to

Know-How EI2 200
Full qualified level. Although interacting with others inside and outside the department,
the job focuses on data and is positioned such that it does not require the highest level
of interpersonal skills.
Limited latitude to consider developing new policies, procedures or change existing
practices.
Findings and advice are subject to defined practices and procedures as well as
supervisory review.
Short Profile 0

Policy Officer - Seasoned
A seasoned position. Performs assignments with moderate complexity.

Supervision is provided at milestones. Typically covers one area of expertise or
different policy areas as a generalist and spends a significant amount of time on
analysis and developing new policies.

Knowledge is augmented by significant work experience.
1. Monitors developments (political, economic, and sociologic).

2. Evaluates programs (including effectiveness and efficiency) and reviews
emerging needs with stakeholder involvement.
3. Develops design criteria and identify policy options.
4. Manages projects that focus on re-engineering existing policies and
contribute to projects that focus on developing new policies that go to Cabinet
and Legislative Assembly for approval.
5. Coordinates policy development and implementation within and across
departments to ensure consistency of interpretation.
6. Presents and discusses policy development with relevant stakeholders at
different stages of policy development.

Know-How E+I2 230
Deep knowledge of one subject or broad knowledge of many subjects. High level of
interaction with stakeholders, less focus on data.
Latitude to consider if new practices and procedures have to be developed within
current policies. Environment is relatively broadly defined.
Contributes to results that impact a Department through broad practices and
procedures. Results are subject to supervisory review.
Short Profile 0

Policy Officer - Senior
A senior position. Performs assignments with high complexity. Supervision is

provided at milestones and only global. Typically covers one or two areas of
expertise or different policy areas as a generalist and spends a significant
amount of time on analysis and developing new policies.

Knowledge is augmented by significant work experience (7-9 years). Well
recognized for specialized knowledge.
1. Strategic and business planning.

2. Analyzes to influence federal policies and policies in other jurisdictions and to
determine the impact on other departments.
5. Identifies priorities for policy changes.
6. Develops design criteria and identifies policy options.
7. Primarily manages projects that focus on developing new policies that go to
9. Presents and discusses policy development to relevant stakeholders in
10. Supports the Minister (or Liquor Board or Board of WCB) by giving advice,
developing briefing books, draft notes, etc.

Know-How E+I3 264
Has broad experience and covers more than one field of expertise. Responsible for
managing projects that focus on development of new policies.
Latitude to consider if new practices and procedures have to be developed within
current policies. Environment is broadly defined.
Contributes to departmental planning through broad practices and managerial direction.
Short Profile 0

Policy Officer - Expert
An expert position. Performs assignments with high complexity. Supervision is

provided at milestones and only global. Typically covers most or all relevant
areas of expertise and spends a significant amount of time on developing new
policies and influencing stakeholders.

Knowledge is augmented by significant work experience (7-9 years). Seen as an
expert in its field and a recognized authority.

2. Influences federal policies and policies in other jurisdictions and analyze their
impact on other departments.
4. Evaluates Programs (including effectiveness and efficiency) and reviews
7. Primarily manages projects that focus on developing new policies that go to
10. Drafts legislative instructions and/or reviews draft legislation.
12. Participates in federal/provincial/territorial discussions.

Know-How FI3 304
Know-How reflects the expert level for a Policy Officer or a generalist with in depth
knowledge in different fields.
Strategic thinking is core for this level. Identifies and resolves issues that are often non-
conforming and without clear precedent.
Contributes to results that impact across Departments and may affect a significant
portion of the northern population.
Short Profile +1
Advisory, consultative role, directing role in implementation (project management).

Project Leader
An expert position. Performs assignments with high complexity. Supervision is

provided at milestones and only global. Typically covers most or all relevant
areas of expertise and spends a significant amount of time on developing new
policies. Operates as project manager for complex assignments, bringing
expertise together from different departments and dealing with multiple
stakeholders.

Knowledge is augmented by significant work experience (10 years and more).
Seen as an expert in its field and a recognized authority.

2. Gathers data, analyzes and influences federal policies and policies in other
jurisdictions and analyzes the impact on other departments.
7. Manages multidisciplinary projects with government wide impact: manages
projects which focus on developing new policies that go to Cabinet and
Legislative Assembly for approval.
10. Drafts legislative instructions and/or reviews draft legislation.
12. Participates in federal/provincial/territorial discussions.

Know-How FI+3 350
Know-How reflects the expert level for a Policy Officer or a generalist with in depth
knowledge in different fields. Complexity and Scope require managing multiple
functions, stakeholders and interests.
Strategic thinking is core for this level. Identifies and resolves issues that are often non-
Contributes to results that impact across Departments and may affect a significant
portion of the northern population. Managerial direction outside of broad practices and
functional precedents.
Short Profile +1
Advisory, consultative role, directing role in implementation (project management).

RECORDS AND LIBRARY
Fully Qualified Archivist
This position appraises, arranges and describes archival collections. This requires extensive research
and analysis of archival collections, analyzing complex inquiries and providing expert consultation. The
position maintains the Information System of the NWT Archives. The position also provides reference
and research services to the public and the private sector.
The position requires working knowledge in the area of archival or information management. This is
usually acquired through the completion of a Master’s Degree in Information Management or Archival
Studies plus at least two to three years of progressive experience in the field. Requires in-depth
knowledge of relevant federal, territorial and provincial legislation, and the public service structure and
the operations of the GNWT. The incumbent will possess a thorough understanding of archival
management practices and principles. The incumbent will also have in-depth knowledge of issues
relating to the management of electronic information. The position also requires good communication,
planning, training and development skills and the ability to interpret legislation.
1. Preparing archival finding aids and Guides to Holdings based on Canadian standards – Rules for
Archival Description (RAD).
2. Conducting archival appraisals for the GNWT and the private sector.
3. Appraising, arranging and describing archival collections.
4. Implementing acquisition strategies.
5. Identifying records that require conservation treatment.
6. Researching and preparing exhibits of archival collections.

Know-How E12 200
The Job Holder will require a specialized knowledge of and skills in the area of archival sciences and will
need to understand the positions role within the Department as well as the positions impact on the
Government of the NWT and the NWT as a whole. The Job Holder will be required to communicate and
inform stakeholders of archival processes; interpret relevant legislation, guidelines and regulations for
staff, and the public; and, train or develop users on archival processes.
The Job Holder will be required to solve problems based on his/her knowledge of diversified archival
procedures and precedents where assistance is available, within varied work procedures, from senior
staff.
The Job Holder Contributes to integrity of archival collection as part of a team. S/he has the Latitude to
choose proper course of action from within varied work procedures. Work may be subject to supervisory
review.
Short Profile =
Total without working conditions 332

Territorial Librarian
The recognized expert in the field, the Territorial Librarian focuses primarily on the provision of library
services across the Northwest Territories and collections management. Coordinates the operation of all
community based libraries; plans, directs and coordinates library service delivery; and develops library
services programs throughout the Northwest Territories.
As the senior librarian position in the public sector, the Territorial Librarian requires expert knowledge in
the area of Library Management. This is usually acquired through the completion of a Master’s Degree in
Library Science plus at least seven years of progressive experience in the management of libraries and
the provision of library services. The position requires an integral knowledge of inter and intra
jurisdictional relationships; library theory and practice; and territorial, federal and provincial legislation.
Requires knowledge of public relations and a familiarity with northern social-demographics. Requires
specialized knowledge of library and information management policies, procedures, practices and theory.
1. Facilitating the development and delivery of NWT library programs and services.
2. Coordinating the monitoring, evaluation and updating of library programs and strategies.
3. Facilitating the development of policies, procedures, standards and guidelines for NWT Library
Services.
4. Maintaining effective contact with clients, customers and suppliers.
5. Proving functional support to local Library Boards.
6. Reviewing and evaluating current legislation, regulations and policies.
7. Coordinating the preparation of needs assessment studies.
8. Developing and maintaining effective relations with communities, industry, aboriginal groups and the
public.
9. Providing management consultation to community and school libraries.
10. Coordinating the provision of training programs for library staff.
11. Exercising administrative, budgetary, and supervisory controls to ensure the effective operation of
the NWT Library System.
12. Monitors and implements legislative trends and new technologies.
13. Strategic planning.

Know-How F13 304
The Job Holder must possess an expert knowledge of Library Sciences in order to provide a variety of
library services throughout the entire NWT. The Job Holder must be aware of his/her role within the
GNWT and the NWT as a whole and s/he must be able to convince communities to take advantage of
programs and services (ie: literacy) available through the Territorial Librarian. The Job Holder
contributes at the organizational level.
Strategic thinking is key for this level. The Job Holder identifies and resolves issues that are often non-
Accountability D+2P 152
The Job Holder is primarily accountable to the work of a small number of employees and for the library
holdings (collection) within the NWT. In addition, the Job Holder contributes to overall organizational
results where s/he is subject to broad practices, procedures and to managerial direction
Short Profile +1
Advisory, consultative role. In addition: directing role in implementation
Departmental Records Coordinator
This is the senior departmental records position. The primary purpose is to ensure that the department’s
recorded information is managed in accordance with all relevant federal, provincial and territorial
legislation, and departmental and GNWT policies, procedures, standards and guidelines. The position
develops departmental policies and procedures for managing the department’s recorded information. The
position provides training, advice and assistance to departmental employees. It will coordinate activities
related to the implementation and maintenance of departmental records management systems. The
ability to interpret and apply relative legislation and policies is required.
As the senior records position within a department, the position requires working knowledge in the area
of records or information management. This is typically obtained through completion of a Master’s degree
in Records or Information Management plus three years of progressive experience or a recognized 2
year post-secondary program in records management and four to five years of progressive experience.
The position requires an in-depth knowledge of public service operations. The incumbent will possess a
thorough understanding of records management practices and principles. The position also requires
good communication, planning, training and development skills.
1. Conducts records management audits within the department and prepares recommendations for
changes in business practice.
2. Prepares records for transfer to a record center and for disposition.
3. Authorizes the disposition of departmental records.
4. Prepares disposition recommendations/authorizations for GNWT Records Management.
5. Ensures compliance with GNWT standards, guidelines and legislation.
6. Develops and implement records classification and retention schedules.
7. Maintains database for the management of recorded information.
8. Provides advise, assistance and training to departmental management and staff.
9. Develops department specific procedures, guidelines and training materials.
10. Coordinates the implementation of iRIMS, the GNWT's electronic documents and records
management tracking system within the department.
11. Processes requests received under the Access to Information and Protection Act (ATIPP).
12. Receives, analyses and processes ATIPP requests in accordance with current legislation and
procedures.
13. Makes recommendations about ATIPP to Senior Management.

Know-How E12 200
The Job Holder will be required to apply a specialized knowledge of in the area of records management
and must be aware of the impact of records management on his/her department and to some degree the
entire GNWT. The Job holder must be able to communicate and inform employees of records
management processes and effectively implement relevant guidelines, regulations and policy. At times,
the Job Holder will be required to train and develop staff on records management processes.
Work challenges are resolved based on diversified procedures and precedents. When faced with unique
problems the Job Holder may discuss and get direction from a technical expert (ie: central records
experts).
Accountability DMP 66
The Job Holder contributes to the successful records management within a Department and is primarily
accountable for the his/her own work on individual files. Advice is subject to defined records
management practices and procedures as well as supervisory review.
Short Profile 0
Process oriented
Fully Qualified Records Analyst (Central Agency)
Provides advice, assistance and training to GNWT departments, boards and agencies to manage their
recorded information in accordance with relevant legislation, procedures, standards and guidelines.
Assists departments, boards and agencies to develop strategic plans to manage their recorded
information. Authorizes the transfer of records into records centers and reviews and authorizes the
physical disposition of all government records. Develops records classification and retention schedules
for the GNWT. Ensures that government records centers operate efficiently and that records security and
confidentiality is maintained.
The position requires working knowledge in the area of records or information management. This is
typically obtained through completion of a Master’s degree in Records or Information Management plus
two to three years of progressive experience or a recognized 2 year post- secondary program in records
management and four years of progressive experience. The incumbent will possess a thorough
understanding of records management practices and principles. The incumbent will also have in-depth
knowledge of issues relating to the management of electronic information. The position also requires
good communication, planning, training and development skills and the ability to interpret legislation.
1. Reviews requests for, and authorizes, disposition of all government records.

2. Reviews and prepares recommendations on disposition of GNWT records.
3. Facilitates disposition of all GNWT records and maintains audit trail.
4. Assists departments, boards and agencies to develop records classification and retention schedules.
5. Assists GNWT departments, boards and agencies to implement and use the GNWT's electronic
document management and records tracking system (iRIMS).
6. Reviews and authorizes the transfer of records to government records centers.
7. Maintains inventory of holdings of government records centers and conducts annual audits of the
centers.
8. Delivers records management training across the GNWT.

Know-How E12 200
The Job Holder is recognized as a government wide specialist on records management. S/he must be
aware of the importance of effective records management at a governmental level and his/her role within
government wide records management. The Job Holder will be required to communicate and inform
departmental employees on effective records management processes and assist in the implementation
of relevant guidelines, regulations and policies. In addition, the Job Holder will be required to train and
develop a variety of staff on effective records management processes.
Work challenges are resolved based on diversified procedures and precedents. When faced with unique
problems the Job Holder may discuss and get direction from a senior central records staff.
The Job Holder contributes to the successful records management throughout the GNWT. Advice is
subject to defined records management practices and procedures as well as supervisory review.
Short Profile 0
Process oriented
Territorial Records Manager / Territorial Archivist
A recognized expert in the field of records and/or archival management, the position plans, controls,
directs, and coordinates the management of recorded and/or archival information within the public
service territory wide. The position is responsible for strategic planning, the classification, retention and
disposition of government records and the preservation of archival records to ensure compliance with all
relevant federal, provincial and territorial legislation. The incumbent acquires, preserves and makes
available records from individuals and organizations in the Northwest Territories. The position manages
the operation of archival facilities and government records centers. Facilitates the processing of requests
received under the Access to Information and Privacy Act for archival records and records ready for
disposition.
As the senior records or archival position in the public sector, the position requires expert knowledge in
the area of Records, Archival of Information Management. This is acquired through the completion of a
Master’s degree in Records/Information Management or Archival Studies plus at least seven years
progressive experience in the management of archives or records management programs and the
provision of records and archival services. Requires integral knowledge of inter and intra jurisdictional
relationships. Requires in-depth knowledge of territorial, federal and provincial legislation and the public
service structure and operations of the GNWT. The incumbent will also have in-depth knowledge of
issues relating to the management of electronic information.
1. Manages the long-term preservation of public and private records.

2. Coordinates the development of policy, procedures, standards and guidelines for the management of
archival records and the GNWT’s recorded information.
3. Facilitates the development and delivery of training programs.
4. Promotes management of records across the GNWT and the Northwest Territories.
5. Manages the disposition of government and private records.
6. Manages government records centers and archival facilities.
7. Facilitates the provision of advice, assistance and training to departments, boards and agencies.
8. Monitors legislative trends.
9. Coordinates the review of new technologies and recommends changes to business practices.
10. Maintains and controls assigned budgets.
11. Facilitates the security and confidentiality of archival records and records in records centers.
12. Manages the development of records retention and disposition schedules for departments, boards
and agencies.
13. Acquires private records from individuals and organizations throughout the NWT.
14. Represents the NWT on inter-jurisdictional records and archival committees.

Know-How F13 304
The Job Holder is the recognized GNWT wide expert in Records Management/Archival Sciences and
must be aware of his/her role in the application of records/archival management throughout the entire
GNWT. The Job Holder will be required to train staff and managers in the importance of records/archival
management and participate on national boards on behalf of the GNWT. Contributes at the
organizational level.
Strategic thinking is key for this level. The Job Holder often identifies and resolves issues that are often
non-conforming and without clear precedent.
Accountability D+2P 152
The Job holder is directly accountable for the work of a small number of employees as well as primarily
accountable for a collection of archival or records material within the GNWT. In addition, the Job Holder
contributes to overall organizational records/archival management results. The Job Holder is subject to
broad practices, procedures and to managerial direction (Director level or higher).
Short Profile +1
Advisory, consultative role. In addition: directing role in implementation
15. Seasoned Archivist / Seasoned Records Analyst (Central)
Coordinates the provision of advice, assistance and training on the management of recorded/archival
information throughout the GNWT. Ensures recorded information and archival holdings of the
Government of the Northwest Territories are managed according to all relevant federal, provincial and
territorial legislation and professional standards. Assists departments, boards and agencies to develop
strategic plans to manage their recorded information. Processes requests received under the Access to
Information and Protection of Privacy Act (ATIPP) for archival records and records ready for disposition.
The position requires expert knowledge in the area of records, archival or information management. This
is usually acquired through the completion of a Master’s degree in Records/Information Management or
Archival Studies plus at least four to five years of progressive experience in the field. Possesses
thorough knowledge of relevant federal and territorial legislation (e.g. Access to Information and
Protection of Privacy, Archives Act, and Copyright Legislation). The incumbent will also have in-depth
knowledge of issues relating to the management of electronic information. Requires in-depth knowledge
of the public service structure and the operations of the GNWT.
1. Provides advice and assistance, and develops and delivers training, to departments, boards and
agencies.
2. Manages the holdings of the NWT Archives or GNWT records centers and develops collection
management strategies.
3. Develops and maintains the Information Management System of the NWT Archives. (Senior
Archivist).
4. Coordinates the implementation and maintenance of the GNWT’s electronic document management
and records management tracking system, iRIMS. (Senior Records Analyst).
5. Provides research and public relation’s services.
6. Develops procedures, standards, guidelines and, manuals; and develops records classification and
retention systems for departments, boards and agencies.
7. Promotes management of records across the GNWT and the Northwest Territories.
8. Reviews new technologies and recommends changes to business practices.
9. Analyses and develops effective methods of arrangement and description.
10. Supervises staff.

Know-How E+12 230
The Job holder is a specialist in the area of records management/archival sciences. As a result, the Job
Holder will be required to communicate and inform employees, management and the public on records
management (possibly ATTIP requests as well)/archives processes and implement relevant guidelines,
regulations and policies. The Job Holder must be aware of the impact his/her position will have on other
positions within the Department as well as the Government as a whole. The Job Holder is also
responsible for training and developing junior staff on records management/archival processes.
Work challenges are resolved within the parameters of broad practice and defined records/archival
management procedures. The Job holder is often required to search for solutions within a general
framework of policy and/or legislation.
The Job Holder has latitude to choose appropriate courses of action although generally, findings and
advice are subject to accepted practices and regulations. Broad issues are subject to management
review.
Short Profile 0
Advisory, consultative role
Library Technician
Assists users and provides support in accessing departmental library resources and provides reference
services for GNWT employees, NWT residents and other users. Catalogues new acquisitions based on
established standards and practices. Controls access to library materials within a Department, Board or
Agency. Typically requires the completion of a 2-year college library technician program plus one to two
years’ experience.
This may function as a librarian in a Department, Board or Agency with control over a small library with a
limited collection (non-specialized).
1. Performs manual and on-line reference searches, processes inter-library loans and performs other
functions to assist users in accessing materials.
2. Catalogues new library materials under the direction of a librarian.
3. Assists in the acquisition process to acquire materials for a library.
4. Provides inter-library loan services for books and audio visual materials including.
5. Maintains circulation controls on library materials, monitoring overdue materials.
6. Provides training and supervision to casual employees, volunteers or summer students.
7. Provides related clerical and administrative support.

Know-How D11 132
The Job Holder will be required to apply moderately complex procedures and systems requiring some
specialized technical skills in the area of library sciences. The Incumbent should be aware of his/her role
within a Department, Board or Agency and must be able to provide information and basic advice is a
polite and courteous manner.
Work challenges are resolved based on routine procedures and practice. Assistance is readily available
for unique problems.
The Job Holder contributes to the operation of a generalized library within a Department, Board or
Agency and works within standardized procedures with supervision of end results
Short Profile =
Process oriented
Library Clerk
Assists users in accessing library resources and provides reference services for GNWT employees, NWT
residents and other users. Assists a Librarian in the cataloguing of new acquisitions based on
established standards and practices. Controls access to library materials within a Department, Board or
Agency. Typically requires the completion of a 2-year college library technician program plus one or more
year of experience.
This is typically a clerk position providing assistance and support to a more senior Departmental
Librarian.
1. Performs manual and on-line reference searches, processes inter-library loans and performs other
functions to assist users in accessing materials.
2. Assists in the cataloguing of new library materials under the direction of a librarian.
3. Assists in the acquisition process to acquire materials for a library.

Know-How D-11 115
The Job Holder will be required to apply moderately complex procedures and systems (some of which
may be well defined) requiring some specialized technical skills in the area of library sciences. The
Incumbent should be aware of his/her role within a Department, Board or Agency and must be able to
provide information and basic advice is a polite and courteous manner.
Work challenges are resolved based on established procedures and practice. A librarian is usually
available to help with unusual problems.
The Job Holder contributes to the operation of a generalized library within a Department, Board or
Agency and works within standardized procedures with supervision of end results
Short Profile +1
Strong process oriented
Archival Technician
Assists users in accessing archival resources and provides reference services for GNWT employees,
NWT residents and other users. Assists archivists in cataloguing new acquisitions. Controls access to
library and archival materials. Drafts and finalizes finding aids for simple collections within the archival
collection. Typically requires the completion of a 2-year college archival technician program plus one to
two years’ experience.
1. Familiarizes researchers with the holdings of the NWT Archives.

2. Provides research and reference services for users using AIMS, the NWT Archives database.
3. Drafts finding aids on individual collections (research, review and analysis) from scratch.
4. Maintains circulation controls on library and archival materials.
5. Arranges and describes small archival collections and prepares finding aids.
6. Processes orders for copies of photographs and sound/video recordings and processes revenue
received from public orders.

Know-How D11 132
The Job Holder will be required to apply moderately complex procedures and systems requiring some
specialized technical skills in the area of archival sciences (ie: drafting information aids). The Incumbent
should be aware of his/her role within a Department and must be able to provide information and basic
advice is a polite and courteous manner.
Work challenges are resolved based on routine archival procedures and practices. Assistance is readily
available for unique problems.
The Job Holder contributes to the operation of the Territorial Archives and works within standardized
procedures with supervision of end results
Short Profile +1
Strong process oriented
Seasoned Librarian
Develops programs, policies and procedures and collections acquisition strategies. Develops, organizes
and maintains library collections and facilitates the provision of reference and advisory services for
GWNT employees, NWT residents and other users. This is the most senior library position that provides
services to both the public service and the general public. Supervises staff.
A well seasoned professional requiring a level of knowledge generally acquired through the completion of
a Master’s degree in Library Science plus a minimum of five years progressive experience in collection
development and library management within a specialized area (ie: Legal, Medical or Social Sciences
fiesls). Requires specialized knowledge in library and information policies, procedures and professional
standards. Requires excellent analytical and research skills and supervisory experience.
1. Develops collection management and acquisition strategies for library materials in a specialized field.
2. Develops policies and procedures relating to the administration of a specialized Departmental
Library.
3. Monitors and evaluates library programs and strategies, and updates them as required.
4. Approves the acquisition of books, periodicals, audio-visual and other materials for inclusion in library
collection.
5. Coordinates the preparation, classification and cataloguing of topic specific library materials.
6. Facilitates the development of reading lists, bibliographies, indexes, guides and other finding aids.
7. Develops systems to access library materials throughout the NWT.
8. Provides specialized programs such as the monitoring and circulation of topical information
customized to user requirements.
9. Facilitates the provision of reference services.
10. Manages day-to-day operations of a departmental library (administrative, budgetary and supervisory
controls).
11. Supervises staff.

Know-How E+12 230
The Job Holder requires specialized skills in the area of library sciences. The Job Holder communicates
and informs employees, management or public on library collections issues, practice and processes.
Develops relevant guidelines, regulation and policy. Coordinates training and development of staff and
public on library processes. Seasoned librarians provides services to both the public service and the
general public and therefore must understand the job holders role within a department.
Work challenges are resolved within the area of known things (library science) and broad objectives.
The Job Holder will be required to search for solutions within a general framework of regulations and
policies.
The Job Holder is accountable for key end results for a specific departmental library (and for the work of
a limited number of staff). The Job Holder will usually be responsible for a specific budget. Broad
objectives may be subject to management review (usually at a director level).
Short Profile +1
Advisory, consultative role
Fully Qualified Librarian
Develops, organizes and maintains departmental library collections and provides advisory services for
GWNT employees, NWT residents and other users.
A fully qualified professional requiring a level of knowledge generally acquired through completion of a
Master’s degree in Library Science plus two to three years of progressively responsible experience.
Requires working knowledge of library and information management theory and practice, and policies,
procedures and professional standards. Excellent research and analytical skills
Note: A fully qualified librarian is typically a departmental librarian with a non-specialized library or a
librarian who reports to a seasoned librarian.
1. Recommends stand alone purchases and acquisition of books, periodicals, audio-visual and other
materials for inclusion in the library collection.
2. Classifies and catalogues library materials.
3. Prepares reading lists, bibliographies, indexes, guides and other finding aides.
4. Develops systems to access library materials.
5. Provides specialized programs such as the monitoring and circulation of topical information
customized to user requirements.
6. Performs manual and on-line reference searches, makes inter-library loans and performs other
functions to assist users to access library materials.

Know-How E12 200
The Job Holder will be required to apply specialized skills in the area library sciences to both
departmental employees and the public. As a result, the Job Holder must be aware of his/her role within
a department. In addition, the Job Holder must communicate and inform employees and public of library
collections issues, practices and processes. The Job Holder implements relevant guidelines, regulations
and policies as well as trains and develops staff on library management processes.
Work challenges are resolved within diversified procedures and precedents. Unique problems may be
referred to a supervisor (usually Senior Librarian or Manager).
Findings and advice are subject to defined library sciences practices and procedures as well as
supervisory review.
Short Profile +1
Process oriented
RENEWABLE RESOURCE OFFICERS
Renewable Resource Officers Matrix

(without WC)
900-999
800-899
650-799
550-649
450-549
370-449 Renewable Resource Officer III
Wildlife Technician III
320-369 Wildlife Technician II
270-319 Renewable Resource Officer II
230-269 Renewable Resource Officer I
190-229
160-189
130-159
70-129
December 1, 2002 Renewable Resource Officers - 1 Page 1 of 12

Renewable Resource Officer I
Assists in carrying out programs and projects pertaining to the conservation of

wildlife, forest operations and fire management, the utilisation of renewable
resources and the protection of the environment.
This position requires:

! Working knowledge of the Wildlife Act and Regulations as well as various
other legislation and Acts.
! Knowledge of basic renewable resource management philosophy and
techniques.
! Written and oral communication skills in English and in cross cultural
environments.
! Survival skills and wilderness travel skills.
! Basic financial administration knowledge
1. Assists in the collection of data on population characteristics of wildlife

species.
2. Assists in conducting public education and training in the proper use of
renewable resources to strengthen public understanding of the principles
and practices.
3. Assists in renewable resource economy development (i.e. trapper training &
certification).
4. Assists in enforcing the Acts pertaining to Wildlife, Environmental
Protection, Forest Protection, etc.
5. Issues licences and permits.
6. Directing, training and supervising casual staff as required.
7. Participates in the forest fire management program as directed.
8. Assists departmental biologists and other agency researchers to conduct
surveys and projects to determine distribution, numbers, productivity, health
and habitat of renewable resources for management purposes.
9. Assists in the Inspection and monitoring of existing industrial and
commercial facilities, site and projects to ensure compliance with terms and
conditions of permits and applicable legislation.
10. Responds to spills of contaminants.
11. Responds to problem wildlife calls (i.e. bears)

Know-How DI2 152
Advanced skills and knowledge in traditional and non-traditional harvesting practices and living
on the land skills in assigned District. This know-how is acquired through oral teaching and
example from older more experienced individuals usually community elders who have spent
their lifetime in the traditional economy on the land. Understanding of departmental research,
management, development and enforcement practices. Strong communication skills to
reconcile traditional and non-traditional views on renewable resource management.
Problem Solving C3- (25%) 38
Delivery of program activities entails application of procedures and practices. On-the-
land/water situations arising from poor weather, mechanical problems, etc. requires sound
judgement and ability to find solutions within procedures and precedents. Unusual problems
referred to RROII, RROIII or Manager, Wildlife & Fisheries.
Accountability C2-C 43
Responsible for delivery of assistance programs directed towards resource management,
protection and development activities in the District. Work is supervised daily and or weekly.
Co-ordination and facilitation role predominant. Deviation from standard procedures is not
encouraged.
Short Profile +1
Individual contributor that is authorized to make decisions within its field of expertise in
an enforcement, regulatory or investigative capacity. These jobs implement programs
and activities, including on the land patrols in support of the traditional economy. Their
freedom to act is limited by the legal and program framework within which they
operate.

Wildlife Technician II
Assists the Regional Wildlife Biologist in conducting studies on assigned species,

conducting laboratory analysis of specimens, collecting data and assisting in both
data analysis and writing internal reports and technical publications.

! Specialised knowledge of biology, wildlife ecology, population dynamics and
wildlife habitat studies.
! Solid knowledge of and ability to apply experimental design and statistical
analysis.
! Knowledge of wildlife laboratory techniques including diet analysis, histology,
and necropsy procedures.
! Knowledge of current methods of data tabulation, analysis, presentation and
computer applications.
! Broad experience with survival skills and abilities in living on the land
activities including, mobile equipment operation and repair, camping,
navigation and wilderness survival. Ability to work under harsh field
conditions.
! Understanding of traditional knowledge and culture, as well as western
scientific principles, conservation and resource development issues.
! Ability to interact and work with wildlife users and HTO's.
! Ability to communicate research information through written and oral means
to various audiences regularly.
! Skills with the safe use of firearms, including eligibility for a Firearms
Acquisition Certificate.
! Valid Driver’s License.
! These knowledge, skills and abilities are usually acquired through a college
technical diploma in a renewable resource program and two to three years of
related field experience.
! Collects data on abundance, reproduction, behaviour, mortality, harvest,

range inventory, habitat use, development impacts, and health of wildlife as a
basis for management programs.
! Conducts laboratory analysis of biological specimens and tabulates results for
interpretation.
! Assists in writing wildlife management study reports and publications for
technical reports and journals. Prepares written and oral presentations for
various audiences.
! Assists in designing and implementing wildlife management studies to provide
information for management programs.

Know-How E12 200
CKH: Applies knowledge of theory and principles in standard field sampling and
laboratory methods and techniques. Selection of the method or technique requires use
of judgement in determining appropriate alternatives. Skill in field sampling and
laboratory analysis required.
MKH: Provides technical field and laboratory support to biologists in executing various
research projects.
HR: Provides support to the biologist during consultation processes with regional,
community and stakeholder groups. Explains information to field staff and to the public
in selected areas.
Problem Solving D3+(33%) 66

Performs work that involves selection from scientific principles for field data collection
and laboratory analysis leading to solutions to problems. The need to collect various
samples is a given. How to collect them in a given situation requires choosing a solution
from a group of collection methods. Dealing with sedation procedures present unique
problems estimating animal weight on an individual basis. Incorrect estimates threaten
the animal and handlers’ safety.
Decision during field operations including prioritising areas to be surveyed, camp set up
location, operations and maintenance. Problems are referred to supervisor but may
require solution in absence of supervisor during field duty. Clientele are stakeholders
including the public and department staff affected by research undertaken.
Short Profile 0
Balance profile for advisory/consultative role with implementation.

Renewable Resource Officer II
Administers programs and projects focused on the management and

conservation of renewable resources, the protection of the environment and the
public and support to the renewable resource industry of the Region. The
position is responsible for the enforcement of relevant acts and departmental
policies, programs and regulations.

! Knowledge of Forest Management
! Knowledge of management of local wildlife species and their habitat.
! Knowledge of methods of deterring problem wildlife and methods of keeping
wildlife from becoming a problem.
! Good knowledge of Acts and Regulations pertaining to wildlife, fisheries,
environment, game exports and migratory birds.
! Ability to use equipment and supplies required for enforcement.
! Skills with outdoor activities, mobile equipment, camping, navigation and
wilderness survival.
! Supervisory skills.
! Computer skills.
! Ability to communicate in English through written and oral presentations and
personal interactions to a wide variety of audiences, including HQ, Regional
and community staff, hunters' and trappers' organisations, resource user
groups and the general public.
! Ability to work and problem solve with a minimum level of supervision.
! Skills with the safe use of firearms, including a Firearms Acquisition
Certificate.
! These knowledge, skills and abilities are usually acquired through a diploma
in a resource technical program and one to two years of related experience.
1. Enforces Territorial and Federal Acts and Regulations pertaining to Forest

Management, Wildlife, Environmental Protection and Parks & Tourism.
2. Issues licenses and permits to the general public and submits revenue and
returns to the regional office.
3. Assists in the organisation, development and maintenance of the regional
councils and local Hunters' & Trappers' Organisations.
4. Implements and assists with the administration of departmental assistance
programs.
5. Issues burning permits after carrying out site inspections.
6. Ensures regular inspections and testing of fire fighting equipment.

7. Directs forest fire suppression activities.
8. Assists in other forest management activities such as timber cruising,
scaling harvested timber, and identifies areas of potential forest resource
development.
10. Inspects and monitors existing industrial and commercial facilities, site and
projects to ensure compliance with terms and conditions of permits and
applicable legislation.
12. Conducts public education.
13. Maintains the administrative systems of the Regional office (record keeping,
report writing, issuing licences, etc).
14. Conducts enforcement patrols.
15. Provides direction to the Renewable Resource Officer I and to seasonal
casual staff.
16. Assists persons in the maintenance of a renewable resource based lifestyle.
17. Enhances public safety in dealing with problem wildlife.
18. Protection of the environment by being the lead officer on spill control
emergencies.
19. Assists in and presents public education programs.

Know-How E-I2 175
Specialized technical knowledge necessary for the delivery of resource management
programs; undertaking renewable resource management and enforcement activities;
environmental monitoring, protection and integration initiatives; forest and fire management
projects; and the associated supervision of permanent, seasonal and casual personnel;
management of fixed and mobile assets. Knowledge of supervisory skills and departmental
administrative procedures are required.
Problem Solving D3+(33%) 57
High level of understanding of resource based activities in the District. Solutions to problems
are generally covered by clear but diversified functional rules, procedures and guidelines. Field
problems such as control of fire, response to problem wildlife, discretion in compliance issues
are handled in isolation and require problem analysis and solution which may require a search
for solution within an area of known experience. Unusual problems referred to RROIII or
Manager, Wildlife & Fisheries.
Accountability D2-C 66
Responsible for delivery of programs directed towards resource management, protection and
development activities in the District. Incumbent is accountable for decisions made in the field
involving public safety, and the expenditure of large dollar amounts. Co-ordination and
facilitation role predominant with occasional requirement to make final decisions (i.e.:
compliance, problem wildlife and forest fire activities). Results affect the department’s client
base, the public, with respect to program service and public safety.
Short Profile +1
profile for advisory/consultative role with implementation

Wildlife Technician III
Researches the health, abundance and diversity of designated wildlife species to

provide information and recommendations required for making wildlife
management and land use decisions, in accordance with GNWT Acts,
regulations, policies and departmental procedures. Communicates information in
written and oral form to various groups.

! Specialised knowledge of wildlife management theory and practice,
particularly wildlife conservation biology.
! Extensive knowledge of experimental design and statistical analysis.
! Extensive knowledge of wildlife laboratory techniques including diet analysis,
histology, and necropsy procedures.
! Extensive knowledge of current methods of data tabulation, analysis,
presentation and computer applications.
! Extensive skills and abilities with outdoor activities, mobile equipment,
camping, navigation and wilderness survival.
! Ability to work under harsh field conditions.
! Broad understanding of traditional knowledge and culture, as well as western
scientific principles, as well as conservation and resource development
issues.
! Ability to communicate convincingly in English through written and oral
presentations and personal interactions to a wide variety of audiences,
including HQ, Regional and community staff, hunters' and trappers'
organisations, co-management boards, other non-government organisations
and the general public.
! Ability to manage projects, budgets and casual/contract staff.
! Ability to work and problem solve with a minimum level of supervision.
! Skills with the safe use of firearms, including eligibility for a Firearms
Acquisition Certificate.
! These knowledge, skills and abilities are usually acquired through a degree
granting program (BSc.) in Biology, Zoology, Wildlife Biology, or
Environmental Science and three to five years of related field experience.
1. Collects biological data to support research, analysis and recommendations

required for wildlife management decisions.
2. Conducts laboratory analysis of biological specimens.
3. Prepares and presents management study reports and scientific publications
for consideration by management agencies, the scientific community, and the
public.

4. Prepares and administers budgets including spending authority up to $5,000.
5. Maintains equipment required for research projects.

Know-How E+I2 230
CKH: Applies knowledge of theory and principles in preparing components of research
projects, field sampling, and laboratory methods and techniques. Requires knowledge
to perform specific research components of a larger project directed by a senior
biologist. Provides support in consultation with regional, community and stakeholder
groups.
MKH: Provides technical field and laboratory support to biologists in developing and
carrying out research projects. Has the ability to carry out complex research tasks that
must be done with an understanding of how they relate to the work of the senior
biologist.
HR: Provides support to the senior biologist. Must have the ability to communicate
convincingly in a technical environment orally and in written form and orally in a
community setting. This is critical to gaining the understanding of community leaders,
public boards charged with renewable resource management.
Problem Solving E3+(38%) 87
Uses scientific principles to select standard methods and techniques in conducting
research developed by the incumbent. Performs work that involves conventional types
of plans, surveys, etc., with a few complex features for which no precedent may exist.
Field sampling and laboratory analysis requires continuous cycles of problem solving.
Dealing with live animals requires incumbent to estimate weight in order to sedate
animal before sampling. Safety of the animal and of handlers is at risk if problem not
solved correctly.
Accountability D+2c 87
Decisions during field operations including personnel deployment, aircraft scheduling,
camp operations and maintenance. Undertakes specific components of studies
involving independent decision making (i.e. aerial surveys). Accountable for the
results of planned research including animal safety, field sampling and laboratory
analysis that can involve large sums of money. If results are flawed expenditures of
time and money and animal health may be for no reason. Supervises less qualified
technicians who assist in specific assignments. Clientele are communities and
stakeholders affected by research undertaken.
Short Profile 0
Profile - advisory/consultative role with strong implementation.

Renewable Resource Officer III
Initiates, administers and carries out approved programs and projects pertaining
to the conservation and management of renewable resource, the protection of
the environment, forest operations, fire management and the development of the
renewable resource economy in assigned areas of the NWT in accordance with
Acts and Regulations.

! Extensive knowledge of the Territorial and Federal Acts and Regulations.
! Extensive working knowledge of renewable resource management philosophy
and techniques.
! Written and oral communication skills in English and in cross cultural
environments.
! Knowledge of forest fire suppression techniques.
! Knowledge of Traditional Resource Use and Techniques.
! Wilderness travel skills.
! Supervisory skills.
! These knowledge, skills and abilities are usually acquired through a college
diploma in a resource management technical program and extensive related
experience.
1. Enforces Territorial and Federal Acts and Regulations pertaining to Forest

Management, Wildlife, Environmental Protection and Parks & Tourism.
2. Issues licenses and permits to the general public and submits revenue and
returns to the regional office.
3. Assists in the organisation, development and maintenance of the regional
councils and local Hunters' & Trappers' Organisations.
4. Implements and assists with the administration of departmental assistance
programs.
5. Issues burning permits after carrying out site inspections.
6. Ensures regular inspections and testing of fire fighting equipment.
7. Directs forest fire suppression activities.
8. Assists in other forest management activities such as timber cruising,
scaling harvested timber, and identifies areas of potential forest resource
development.
10. Inspects and monitors existing industrial and commercial facilities, site and
projects to ensure compliance with terms and conditions of permits and
applicable legislation.
12. Conducts public education.
13. Maintains the administrative systems of the Regional office (record keeping,
report writing, issuing licences, etc).
14. Conducts enforcement patrols.
15. Provides direction to the Renewable Resource Officer II and to seasonal
casual staff.
16. Assists persons in the maintenance of a renewable resource based lifestyle.
17. Enhances public safety in dealing with problem wildlife.
18. Protection of the environment by being the lead officer on spill control
emergencies.
19. Assists in and presents public education programs.

Know-How EI3 230
Extensive technical knowledge of renewable resources management for the delivery of
programs including wildlife, forest management, environmental protection, compliance and
parks. High degree of knowledge of administration, compliance and court procedures, and
supervision to instruct and coach subordinate officers in all aspects of their duties.
Problem Solving E3- (33%) 76

Incumbent is required to examine situations, determine alternative courses of action within
policy and procedures and a well-defined frame of reference. Incumbent has latitude to select
solutions within the frame of reference to fit any given situation. Supervisor is consulted when
apparent solutions do not fit within guidelines or policy.

Co-ordination and supervision of subordinate officers and administrative staff in a variety of
management and program delivery activities. Achieves operating results independently in field
situations; determines timing and method with respect to results and has therefore a controlling
impact on end results. Incumbent is accountable for those results. Accomplishes tasks within
varied work practices and procedures. Maintains accountability to the public through effective
and efficient communication of information and results on programs and services.
Short Profile +2
Implementation within program policies, guidelines and regulations.

SOCIAL WORKERS
Social Workers Matrix
Hay Point Job Ladder Position

Range
(without WC)
900-999
800-899
650-799
550-649 Community Social Services Workers VI
450-549
370-449 Community Social Services Workers V
Community Social Services Workers IV
320-369 Community Social Services Workers III
270-319
230-269
190-229
160-189 Community Social Services Workers I & II
130-159
70-129
12-09-01 Social Workers - 3 GNWT Job Ladders

Community Social Services Worker I & II
An entry level position requiring a minimal amount of experience in social

services work or a related field. Performs duties that are low in complexity and
receives close supervision and guidance. Administers and/or arranges for the
provision of social services programs within the community.
Knowledge of Social Services programs is acquired on the job. Requires the

completion of Statutory Training in Child and Family Services and Corrections
within 6 months.
1. Provides information and/or basic services to clients which can offer an

appropriate solution to their identified problems.
2. Encourages community members to participate in the planning and
organization of community wellness activities.
3. Intervenes in crisis situations to provide short term immediate services to
individuals/ families in emergency situations.
4. Responds to initial complaints or requests for services and consults with the
Supervisor to determine the course of action.
5. Provides probation services in consultation with Supervisor.
6. Liaises with other community supports and resources to deal with individual
concerns and community social problems.

Know-How CI2 115
Knowledge of well-defined social services practices and work routines. Interacts with
others during the administration or provision of social services programs within a
community.
problems are referred to a supervisor.
Provides a supporting service to Social Workers and clients through established work
routines.
Short Profile +1

Community Social Services Worker III
First full working level. Under general supervision, administers and /or arranges
for the provision of social service programs within the community.
Expected to perform duties with an increasing degree of independence.

Knowledge of community-based Social Work standards, practices and ethics is
required. This level of knowledge can be attained through a diploma or degree
from a recognized Social Work program. Knowledge is augmented by work
experience. Must successfully complete Statutory Training in Child and Family
Services and Corrections within six months.
1. Provides direct intervention and support services to clients through;

Ø individual efforts;
Ø NGO’s;
Ø Multidisciplinary groups;
Ø Community-based groups.
2. Provides support services to individuals, families and communities.
3. Administers and arranges for the provision of Statutory Services.
4. Acts as a liaison with other professionals and community resources to identify
and address community concerns.

Know-How E-I3 200
Application of specialized skills (social work). Provides intervention services to clients,
which requires advance human relation skills.
Work is defined by substantially diversified situations requiring a search among many
established procedures to achieve the required results (ie: observing and assessing
clients).
Findings and advice are subject to standardized practices and procedures as well as
supervisory review.
Short Profile +1
Advisory role with implementation

Community Social Services Worker IV
A seasoned position. Performs assignments with moderate complexity.

Supervision is provided at milestones. Administers and /or arranges for the
provision of services within the community.
The level of knowledge required can be obtained through a Diploma in Social

Work with 4 years directly related experience or Bachelor of Social Work with 2
years directly related experience. Must successfully complete Statutory Training
in Child and Family Services and Corrections within six months.
1. Responsible for; supervision of Community Social Service Workers, complex

caseloads, participation in program planning, responsibility for orientation and
mentorship of other Social Workers.
2. Manages a complex caseload. Provides direct intervention and support
services to clients through;
Ø NGO’s;
3. Provides support services to individuals, families and communities.
4. Administers and arranges for the provision of Statutory Services.
6. Typically provides supervision and mentorship of other social workers.
7. Participates in program planning and evaluation.

Know-How EI3 230
Requires advanced knowledge of social work theory and techniques. Supervision,
complex case loads and participation in case planning results in a higher level of
interaction with clients and stakeholders (focus on highest level of human relation
skills).
Work is defined by functional rules requiring a search among established procedures
to achieve the required results (ie: observing and assessing clients).
Accountability D3-C 87
Contributes to client well being and provision of community services by following
procedures and practices covered by precedents subject to supervisory review of
results.
Short Profile +1
Advisory role with implementation.

Community Social Services Worker V
A specialized position. Performs assignments with high complexity. Supervision

is provided at milestones. Typically covers one area of expertise as a specialist
and spends a significant amount of time on program development,
implementation, and evaluation.
Knowledge is typically gained through a combination of formal education and

experience, e.g., a Bachelor degree in the related discipline with 5 years directly
related experience.
1. Promotes community development activities by developing and sustaining

community interest.
2. Provides direct intervention and support services to clients through;
Ø NGO’s;
3. Develops, implements, and evaluates department specific policies, systems,
funding agreements and procedures that ensure effective planning and
4. Provides support services to communities to assist them to deal with social
problems specific to their area of expertise.
5. Recommends to Sr. Management strategic direction of community programs
and allocation of financial resources.
7. Typically supervises staff within the unit.

Know-How EI3 230
Requires advanced knowledge of social work theory and techniques. Complex case
loads and participation in case planning results in a higher level of interaction with
clients and stakeholders (focus on highest level of human relation skills).
Work is defined by some functional rules requiring a search among established
procedures to achieve the required results (ie: observing and assessing clients).
Contributes to client well being and provision of community services by following broad
procedures and practices covered by precedents.
Short Profile +1

Community Social Services Worker VI
Ensures the implementation and delivery of Social Services programs as

mandated by statutory requirements and strategic direction.
Requires a level of knowledge typically obtained through a Bachelor of Social

Work with 5 years related experience or Master of Social Work with 2 years
related experience. Must successfully complete Statutory Training in Child and
Family Services and Corrections within six months.
1. Provides direct supervision to Social Service and clerical staff to ensure that a
high level of service is provided when and where needed to all clients and
communities.
2. Manages, administers, and evaluates services in accordance with existing
Ordinances, Regulations, and Department of Health and Social Services
directives.
3. Provides support services to communities to assist them in dealing with social
problems.
4. Deals with particularly sensitive or difficult casework matters coming to their
attention.
5. Develops, implements, and evaluates department specific policies, systems,
funding agreements and procedures that ensure effective planning and
6. Collaborates with Senior Management to develop the Business and Strategic
Plans.

Know-How FI3 3040
Sound theoretical and practical knowledge of social work principles, concepts and
available systems. Highest HR skills required for the leadership and guidance
provided to community based social workers.
Work is defined by some functional rules requiring a search among established
procedures to achieve the required results.
Collaborates with Senior Management to obtain end results within some broad
practices and procedures covered by functional precedents
Short Profile +1

TRADES
12-09-01 Trades - 0 GNWT Job Ladders

Trades Matrix
As you match your jobs, refer to this Job Family Matrix illustrating the hierarchies of
Model Jobs in this GNWT Job Family.
Hay Point Managers/ Trades

Range Supervisors
(without WC)
900-999
800-899
650-799
550-649
450-549 Facilities Manager
370-449 District Superintendent
320-369 Maintenance
Coordinator A
270-319 Maintenance
Coordinator B
230-269 Foreman
Operating Engineer III
190-229 Electrician
Heavy Duty Mechanic
Operating Engineer II
Settlement Maintainer
Maintenance Carpenter
Plumber/Gas Fitter/Oil
Burner Mechanic
160-189 Plumber
Welder
130-159 Operating Engineer I
Equipment Operator (Lead
Hand)
Equipment Operator
70-129 Maintenance Craftsperson
Partsman

Partsman
Identifies, orders, handles, warehouses and catalogues parts and assemblies

used in the maintenance and repair of heavy duty and automotive equipment and
related machinery. Purchases and warehouses additional supplies related to the
department’s function.
1. Warehouses and controls computerized inventories.

2. Utilizes and maintains parts catalogues
3. Processes orders from shop personnel, phone or mail orders from field
camps or road crews.
4. Ensures accuracy of orders by confirming parts and supplies required with
reference to available sources.
5. Loads and unloads freight shipments; picks up parts, issues tools and
operates a forklift.

Know-How C+N1 87
Practical knowledge of equipment, parts and assemblies used in the maintenance and
repair of heavy duty and automotive equipment. Individual contributor assigned to
complete tasks.
Work is well defined and involves similar situations. Unusual problems are referred to
the Supervisor. Due to isolation, may require creative solutions in the short term (i.e.
“jerry-rigging”)
Accountability BM+C 22
Accomplishes tasks within standardized practices and through instruction.
Short Profile +1

Maintenance Craftsperson
Performs a variety of minor building maintenance functions such as carpentry,

plumbing, locksmithing, masonry, sheet metal, roofing, painting and snow
removal.
In general the work requires a sound understanding of the maintenance history of

the building, equipment and other facilities to be maintained.
The work is governed by the following Acts or Regulations:

♦ Aerodrome Security Regulations
♦ National Building Code
1. Conducts regular inspections of buildings for the purpose of identifying

deficiencies.
2. Performs minor maintenance and repairs to Government buildings such as
repairing or replacing doors, windows, installing locks, etc.
3. Completes records for all maintenance and repairs done.
4. Operates light and heavy equipment for snow removal.
5. Maintains an inventory of supplies, tools and equipment.
6. Assists other trades in the functions of their work.

Know-How C+N1 87
Practical knowledge (minor repairing and servicing) of equipment and buildings.
Individual contributor assigned to complete tasks.
Work is defined by detailed rules and guidelines. Problems are referred to the
Supervisor. Due to isolation, may require creative solutions in the short term (i.e.
Accountability BM+C 22
Accomplishes tasks within standardized practices and through instruction.
Short Profile +1

Equipment Operator
Operates a variety of equipment to maintain the highway/airport system to its

designed capacity to enable safe and efficient travelling conditions. Performs
road/airport patrols, gathers information and provides condition reports to the
Supervisor.
Normally, the work requires a good understanding of road/airport maintenance

techniques and the ability to effectively operate differing types of equipment
acquired through a minimum of several years on-the-job earthworks construction
experience (damns, roads, airports, open pit mining, railroads).
1. Operates a wide variety of equipment for the purpose of repairing and

maintaining gravel and asphalt surfaces; removing snow, ice, water and other
impediments from those surfaces; repairing, replacing ditches and drainage
structures; and constructing and maintaining seasonal roads.
2. Performs preventative maintenance on equipment and the airport/highway
system. Priority consideration is always given to the safety of the travelling
public.
3. Ensures that safety practices are followed for the travelling public. Will set up
these practices as and when required. In most instances, if unsafe conditions
are recognized, the District Superintendent will be contacted to implement
and repair the conditions.
4. May be required to provide Labourer services as needed.

Know-How C+N1 87
Practical knowledge of road/airport maintenance techniques. Individual contributor
assigned to complete tasks.
Work is defined by detailed rules and guidelines. Problems are referred to the
Supervisor. Due to isolation, may require creative solutions in the short term (i.e. “jerry-
rigging”)
Accomplishes tasks within standardized practices, through instruction and with
supervision. Results of work are used by others.
Short Profile +2
Implementation role within strict regulations.

Equipment Operator (Lead Hand)
Operates a variety of equipment to maintain the highway/airport system to its

designed capacity to enable safe and efficient travelling conditions. This is not a
management position, but acts as lead-hand on project teams on a daily basis.
Performs road/airport patrols, gathers information and provides condition reports
to the Supervisor.
Normally, the work requires a good understanding of road/airport maintenance

techniques and the ability to effectively operate differing types of equipment
acquired through a minimum of several years on-the-job earthworks construction
experience (damns, roads, airports, open pit mining, railroads).
1. Operates a wide variety of equipment for the purpose of repairing and

maintaining gravel and asphalt surfaces; removing snow, ice, water and other
impediments from those surfaces; repairing, replacing ditches and drainage
structures; and constructing and maintaining seasonal roads.
2. Performs preventative maintenance on equipment and the airport/highway
system. Priority consideration is always given to the safety of the travelling
public.
3. Ensures that safety practices are followed for the travelling public. Will set up
these practices as and when required. In most instances, if unsafe conditions
are recognized, the District Superintendent will be contacted to implement
and repair the conditions.
4. May be required to provide Labourer services as needed.
5. Directs crews, including authorizing overtime, on a daily basis.

Know-How C+N2 100
Practical knowledge of road/airport maintenance techniques. Completes identified
tasks and directs crews assigned to complete similar tasks.
Work is well defined and involves similar situations. Unusual problems are referred to
the Supervisor. Due to isolation, may require creative solutions in the short term (i.e.
Provides a support function under established work routines and close supervision.
Short Profile +2

Operating Engineer – Level I
This position operates and maintains/repairs utility equipment, which supplies

electricity, steam, heat, refrigeration, air-conditioning, compressed air, gas
ventilation etc. Maintenance complexity and code mandated qualifications differs
depending on the size and type of heating plants and mechanical systems that
the position is responsible for. A level I Operating Engineer is responsible for
small buildings, simple equipment, and facilities used for 2-5 offices, recreation,
warehouse or similar purposes which require minimal supervision.
In general, the work requires training and experience usually acquired through a
formal apprenticeship or equivalent training plus limited experience usually
acquired through an operating engineer’s 5th class ticket. Heating plants within
these facilities usually require weekly supervision. Code for these plants
generally does not mandate an operating engineer’s ticket.
1. Operates and maintains boilers, and auxiliary equipment such as

compressors, stand-by generators, motors, pumps, and furnaces.
2. Monitors, inspects and adjusts plant equipment, switches, valves, gauges,
alarms, meters and other instruments that measure temperature, pressure
and flow, to detect leaks or other equipment malfunctions.
3. Conducts code mandated tests such as fire alarm testing, stand by generator
testing as well as regular Preventative Maintenance testing such as
daily/weekly/monthly boiler water testing, annual combustion testing, regular
air quality testing.
4. Performs glycol testing on boilers.
5. Performs replacement and repair of defective components, such as changing
pumps, motors, fans, bearings, boiler controls, boiler cleaning, lubricating,
anticipates maintenance problems and schedules preventative maintenance.
6. Completes maintenance record keeping and daily boiler operation record
keeping in the onsite Building logbooks.
7. Plans and conducts preventative maintenance tasks and schedules to ensure
reliability of products and systems. Maintains an on site inventory of supplies
and equipment.
8. May complete minor carpentry repairs and assist other trades as required.

9. Checks work done by others to ensure compliance with plans, specifications
and governing codes

Know-How DN1 100
Individual contributor. Application of specialized skills (minor repairing and
maintaining) of utility equipment (ie: steam, heat, refrigeration, air-conditioning,
compressed air, gas ventilation, etc.)
Work is defined by similar situations requiring known solutions. Unusual problems are
referred to a supervisor. Due to isolation, may require creative solutions in the short
term (i.e. “jerry-rigging”)
Accountability C+MC 33
Accomplishes tasks within standardized practices through established work
procedures. Progress and results are reviewed by the supervisor.
Short Profile +2

Plumber/Gas Fitter
Performs various plumbing and heating work including the installation, repair and
maintenance of equipment used in the supply and distribution of water, heating
and sewage systems, installation, maintenance and repair of oil fired, natural gas
and liquid gas burners. The work is performed following sound and safe trade
practices as well as required quality and production standards.
In general, the work requires seasoned training and experience usually acquired
through a formal apprenticeship program or equivalent training plus experience.
1. Maintains, adjusts, repairs or installs all types of plumbing equipment, both

commercial and industrial plumbing fixtures and sprinkler system piping and
community water supply system components in compliance with governing
codes.
2. Installs, repairs and maintains oil fired, natural gas fired, and liquid gas fired
burners as well as automatic controls.
3. Diagnoses problems and applies corrective measures.
4. Works from blueprints drawings to determine layout of plumbing system,
water supply network and waste and drainage systems.
5. Improvises logical methods to make equipment operate as it is intended.
reliability of products and systems.
7. Identifies minor and major repairs required, scopes up work to be tendered
and estimates costs and resources required to complete the work.
8. Ensures work done by others to ensure compliance with plans, specifications
and governing codes.
9. May assist engineers in diagnosing problems and suggesting corrective
action.
10. Analyzes, selects materials and determines what is needed to repair or
replace components.
11. Familiarity of other trades in required in scheduling and completing work.

Know-How DI1 132
Practical level of technical knowledge required in a specific area (Plumber/Oil Burner
Mechanic, Plumber/Gas Fitter). Reviews work done by others to ensure compliance
with plans, specifications and governing codes.
Work is subject to standardized practices and general work instructions. No direct
supervision. Due to isolation, may require creative solutions in the short term (i.e.
Accountability CMP 50
Accomplishes tasks within standardized practices and varied work procedures.
Expected results/outputs are clear.
Short Profile +2

Welder
Repairs, modifies and fabricates heavy and light equipment used in the
maintenance of roads, bridges, and camps. These repairs, modifications and
fabrications use Shielded Metal (ARC), Gas Metal Arc (MIG), and Gas Tungsten
Arc (TIG) welding processes. Ensures that all work performed adheres to safety
standards and procedures.
through a formal apprenticeship program or equivalent training. The ability to
operate lathes, milling machines and radial arm drills (machining) is also
required.
1. Welds equipment and components to repair wear or breakage.

2. Modifies equipment components and attachments by identifying required
modifications and designing same as needed.
3. Interprets diagrams and specifications and draws rough blueprints.
4. Operates milling machines, radial arm drills and lathes for completing repairs
and modifications.
5. Maintains the welding and machine shop area.
6. May be responsible for training apprentices.

Know-How DI-1 115
Application of well-defined work routines and procedures. Some judgement required
around specialized knowledge of welding techniques and procedures. Individual
contributor.
Work is defined by similar situations requiring known solutions. Unusual problems are
referred to a supervisor. Due to isolation, may require creative solutions in the short
Expected results/output of work are clear.
Short Profile +2

Plumber/Oil Burner Mechanic (or Plumber/Gas Fitter)
Performs various plumbing and heating work including the installation, repair and
maintenance of equipment used in the supply and distribution of water, heating
and sewage systems, installation, maintenance and repair of oil fired, natural gas
and liquid gas burners. The work is performed following sound and safe trade
practices as well as required quality and production standards.
12. Maintains, adjusts, repairs or installs all types of plumbing equipment such as
supply pumps, bathroom and kitchen plumbing fixtures, hot water tanks, hot
water heating system components, sprinkler system piping and community
water supply system components in compliance with governing codes.
13. Installs, repairs and maintains oil fired, natural gas fired, and liquid gas fired
burners.
14. Diagnoses problems and applies corrective measures.
15. Works from blueprints drawings, layouts or other specifications.

Know-How DI-1 115
Practical level of technical knowledge required in a specific area (Plumber/Oil Burner
Mechanic, Plumber/Gas Fitter). Reviews work done by others to ensure compliance
with plans, specifications and governing codes.
Work is defined by clear procedures and guidelines with unusual problems referred to
a Supervisor. Due to isolation, may require creative solutions in the short term (i.e.
Accountability C1+C 43
Expected results/outputs are clear.
Short Profile +2

Heavy Duty Mechanic
Maintains, repairs or reconditions all heavy and light equipment used in

maintaining airports, roads, bridges and camps. Reads and understands
schematics for electrical and hydraulic systems to facilitate repairs. A broad
knowledge of all equipment is needed, including heavy and light mobile
equipment as well as stationary units such as generator sets. Must maintain
current with evolving technologies and computerized systems.
The work requires training and experience usually acquired through a formal
apprenticeship program in heavy equipment mechanics. A valid Class 3 Driver’s
License with Airbrake Endorsement is also necessary due to testing vehicles
after completion of all repairs.
1. Performs all phases of mechanical repair and maintenance on all types of

equipment, tools and devices. Includes hydraulics, transmissions, oil and gas
burners and related electrical and auxiliary equipment.
2. Reconditions components that have a shorter life span than the equipment
frames or bodies, to restore the components to original specified capability.
3. Diagnoses problems, plans work to be done and materials/tools required.
4. Plans and conducts preventative maintenance on mechanical equipment,
including inspections, cleaning, adjustments and any required repairs.
5. Instruct equipment operators in proper equipment maintenance procedures.
6. Maintains records and technical specifications of maintenance work
performed; may be required to train apprentice mechanics and sign off their
accomplishments.
7. May be required to operate field service unit to undertake on-site repairs.
8. Other duties such as welding, brazing, soldering, maintaining shop equipment
and tools.

Know-How DI1 132
Application of mechanical knowledge and skills. Individual contributor.
Work is defined by clear procedures and guidelines with unusual problems referred to
a Supervisor. Due to isolation, may require creative solutions in the short term (i.e.
Work is performed with little supervision. Work is subject to standardized practices
and general work instructions.
Short Profile +2

Settlement Maintainer
Performs a full range of preventative maintenance, inspections to identify

problem areas and minor repair work on primarily building components and
equipment specifically on the plumbing and heating systems but also including
minor carpentry repairs. Work is performed with little or no direct supervision.
Work is typically performed in small isolated communities and requires constant
communications with the regional office to ensure that work is performed
following sound and safe trade practices as well as required quality and
production standards.
In general the work requires training and experience in the various building
trades usually acquired through a formal apprenticeship program in one of the
building trades plus general knowledge of other building trades gained through
several years on the job experience.
1. Conducts regular and routine checks and inspections of all building

components to identify deficiencies throughout to ensure facilities are in a
good state of repair. Performs minor repair work in plumbing, heating and
carpentry.
2. Plans and conducts regular preventative maintenance servicing of building
components in accordance with the Maintenance Management System.
3. Completes records for all maintenance and repairs to building, works and
mobile equipment. Maintains an inventory of supplies, tools and equipment.
4. Identifies minor and major repairs required, and estimates resources required
to complete the work.
5. Reviews work done by contractors to ensure compliance with plans,
specifications and governing codes.
6. Water/Sewer operators.

Know-How DI1 132
Application of mechanical knowledge and skills (primarily with building components and
equipment – plumbing and heating systems) and minor carpentry repairs. Individual
contributor.
Work is defined through clear procedures and guidelines with unusual problems
referred to a Supervisor. Due to isolation, may require creative solutions in the short
As a result of isolation, work is performed with little or no direct supervision. Work is
subject to standardized practices and general work instructions.
Short Profile +2

Operating Engineer – Level II
Operates and maintains/repairs utility equipment, which supplies electricity,

steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation etc.
Maintenance complexity and code mandated qualifications differs depending on
the size and type of heating plants and mechanical systems that the position is
responsible for. A Level II Operating Engineer is responsible for small to medium
sized or multi-story buildings, moderately complex equipment, facilities with a
larger number of offices, warehouses, correctional facilities, nursing stations, or
other similar purposes which require little or no ongoing supervision. These
positions generally have little or no direct supervision.
formal apprenticeship or equivalent training plus limited experience. Usually code
mandates that heating plants in these facilities require daily inspection and an
operating engineer with a minimum fifth class certification.
1. Operates and maintains boilers, automated or computerized control systems,

and auxiliary equipment such as compressors, stand-by generators, motors,
pumps, and furnaces.
4. Uses various chemicals required for the normal operation of heating/cooling
and testing of utility equipment. The diversity and types of chemicals varies
dependent upon the complexity and size of the heating plant.
pumps, motors, fans, bearings, boiler controls, boiler cleaning, lubricating,
6. Completes required legislated record keeping, maintenance record keeping
and daily boiler operation record keeping in the onsite Building logbooks.

and equipment.

8. May assist other trades and engineers with diagnostic and troubleshooting of
building components.
and governing codes

Know-How DI1 132
Application of mechanical knowledge and skills (primarily with building components
and equipment – plumbing and heating systems) and minor carpentry repairs.
Individual contributor.
Work is performed with little or no direct supervision. Work is subject to standardized
practices and general work instructions.
Short Profile +2

Maintenance Carpenter
Performs a full range of carpentry work pertaining to building interior, exterior and
all components contained within and around the buildings on a wide variety of
building types such as wood frame, metal clad, concrete and log. Work is
performed following sound and safe construction practices as well as required
quality and production standards.
In general the work requires seasoned training and experience usually acquired
1. Repairs interior and exterior building finishes, repairs various types of roofing,
repairs flooring, hangs doors, installs windows, repairs furniture, constructs
offices, cabinets, stairs, levels buildings. Works from blueprints, sketches or
oral instructions.
2. Plans and schedules work in conjunction with other trades. Coordinates the
timing and scheduling of other trades for completion of project.
3. Analyzes, selects materials and hardware, and determines what is needed to
repair, replace and or finish damaged non-mechanical building components.

Know-How DI1 132
Practical and technical knowledge required in a specific area (Carpentry). Reviews
work done by others to ensure compliance with plans, specifications and governing
codes.
Short Profile +2

Electrician
Performs a variety of functions such as the installation, maintenance and repair

of equipment for the generation, distribution or utilization of electrical energy and
electronic equipment used for the control and monitoring of building systems.
The work is performed following sound and safe trade practices as well as
required quality and production standards. Legislation requires all work to follow
the Canadian electrical code.
through a formal apprenticeship program or equivalent training plus several years
on-the-job experience.
NOTE: This position is not responsible for Instrumentation work.
1. Maintains, adjusts, repairs or installs all types of electrical generation and

distribution equipment. Locates and diagnoses trouble in the electrical system
or equipment.
2. Maintains, adjusts, repairs or installs all types of electronic system
components such as, but not limited to, fire alarm systems, HVAC systems,
security systems and monitoring systems.
3. Improvises logical methods to make equipment operate as it is intended.
5. Works from blueprints, drawings, layouts or other specifications; may assist in
defining specifications.
8. May assist engineers in diagnosing problems and suggesting corrective
action.

Know-How D+I1 152
Specialized technical knowledge (electrical systems). Individual contributor (no direct
reports) assigned to complete functional activities.
Work is well-defined through general guidelines and procedures. Unusual problems
are referred to a Supervisor/Foreman.
Short Profile +2

Foreman
Manages the maintenance management system within an assigned area.

Typically responsible for one area of functional expertise or may be a generalist
in a number of areas of responsibility.
Contract and employee supervision is required including reporting on work

performance and inspection, and approving completed work for progress
payments. Must decide on the most economical, efficient and effective use of
resources and scheduling work programs.
1. Defines equipment requirements and utilization.

2. Determines workloads and requirements.
3. Monitors and assist in developing assigned budgets.
4. Monitors and supervises work activities of staff including Equipment
Operators and Mechanics.
5. Controls and reports materials/equipment inventories.
6. Responsible for administrative duties including assisting in the hiring process
and purchasing.
7. Responsible for cost-effective decisions with respect to equipment
replacement or repair.
8. Makes recommendations to revisions on contract specifications.

Know-How DI2 152
Specialized knowledge and skills in a specified area (carpentry, electrical, plumbing,
etc) including equipment, procedures and systems. Supervises employees within a
specific specialization (ie: carpentry, electrical, plumbing, etc).
Problems are resolved within area of known things. Clear procedures, guidelines and
precedents are available. Recommendations are referred to supervisor.
Accountability C1-P 57
Performance and end results are checked by a supervisor. Work is completed through
Short Profile +2

Operating Engineer – Level III
Operates and maintains/repairs utility equipment, which supplies electricity,

steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation etc.
Maintenance complexity and code-mandated qualifications differ depending on
the size and type of heating plants and mechanical systems for which the
position is responsible. A Level III Operating Engineer is responsible for medium
to large sized buildings, complex equipment, facilities often used for offices,
hospitals, power plants or other similar purposes that require direct supervision of
ticketed employees.
formal apprenticeship program or equivalent training plus experience. Usually
code mandates that heating plants in these facilities require continuous 24-hour
supervision and operating engineers with a minimum fourth-class certification.
1. Operates and maintains boilers, automated or computerized control systems,

and auxiliary equipment such as compressors, stand-by generators, motors,
pumps, and furnaces.
4. Uses various chemicals required for the normal operation of heating/cooling
and testing of utility equipment. The diversity and types of chemicals varies
dependent upon the complexity and size of the heating plant.
pumps, motors, fans, bearings, boiler controls, boiler cleaning, lubricating;
6. Completes required legislated record keeping, maintenance record keeping
and daily boiler operation record keeping in the onsite Building logbooks.

and equipment.

8. May assist other trades and engineers with diagnostic and troubleshooting of
building components.
10. Supervising and monitoring work activities of Operating Engineer I & II.

Know-How DI2 152
Specialized knowledge and skills in a specified area (utility equipment which supply
electricity, steam, heat, refrigeration, air-conditioning, compressed air, gas ventilation,
etc.) including equipment, procedures and systems. Supervises employees within a
specific specialization (ie: carpentry, electrical, plumbing, etc).
Problems are resolved within an area of known things. Clear procedures, guidelines
and precedents are available. Recommendations are referred to a supervisor.
Accountability C1-P 57
Performance and end results are checked by a supervisor. Work is completed through
Short Profile +2

Maintenance Coordinator B
Coordinates, plans and supervises the operational maintenance and repair of all
GNWT owned and operated buildings, works and equipment in respective
region/area. Responsible to ensure that all work is completed as per the
Government's Maintenance Management system, within assigned budget
limitations, and utilizing all resources available within the respective area
including GNWT employees, local labour and northern contractors.
In general, the work requires seasoned training and experience in one of the
building trades acquired through a formal apprenticeship or equivalent training
plus general knowledge in all the other building trades acquired through
experience. Contract procedures and administration, and project management
experience is also required usually acquired through courses and experience.
1. Plans and directs the delivery of the Government's Maintenance Management

preventative maintenance program in the areas of electrical, mechanical,
plumbing, and carpentry on buildings and equipment by scheduling work,
tendering contracts, assigning work to own forces, inspecting work and
approving payments.
2. Plans and directs the repairs of GNWT buildings in the areas of electrical,
mechanical, plumbing and carpentry on buildings and works by inspecting
facilities, reviewing reports, diagnosing faults, identifying repairs, scheduling
work, tendering contracts and assigning work to own forces, inspecting work
and approving payment.
3. Plans and directs the Preventative Maintenance and repair work on GNWT
mobile equipment by ensuring that preventative maintenance is carried out as
per manufacturer's instructions, scheduling work, tendering contracts and
approves payment.
4. Delivers maintenance and minor construction projects for the department and
on behalf of other client departments. Consults with clients, assessing needs
and resources, estimating budgets required, preparing specifications, issuing
of tender call, reviewing of bids, awarding of contracts, monitoring and
inspecting work to ensure compliance with plans, specification and codes and
approving payment.

5. Assists with the region’s annual and five-year maintenance plan by identifying
all minor and major repair work, estimating budgets, estimating life cycles,
and prioritizing work. Using the same process also assists with the annual
work plan that is prepared for Departments that have signed an M.O.U. with
PW&S to deliver the maintenance program on their behalf under the user
say/pay initiative.
6. Meets with department and community clients on a regular basis and review
the work plan with them. Inspect facilities, review client priorities and balance
the department's priorities with the client's priorities and plan work within
budget/resources limitations.
7. Completes maintenance and repair records, schedules work, runs reports
using the CENDEC computerized maintenance management system.

Know-How D+I2 175
Specialized practical knowledge in maintenance management (GNWT - project
management). Directs maintenance staff.
Work is defined by diversified standards and procedures requiring a search for
solutions within an area of learned things.
Provides services for the use of others.
Short Profile +2

Maintenance Coordinator A
Coordinates, plans and supervises the operational maintenance and repair of all
GNWT owned and operated buildings, works and equipment in respective
region/area. Responsible to ensure that all work is completed as per the
Government’s Maintenance Management system, within assigned budget
limitations, and utilizing all resources available within the respective area
including own forces, local labour and northern contractors.
In general, the work requires seasoned training and experience in one of the
building trades acquired through a formal apprenticeship or equivalent training
plus general knowledge in all the other building trades acquired through
experience. The work requires experience in supervising employee’s and
contractors. Contract procedures and administration, and project management
experience is also required usually acquired through courses and experience.
1. Plans and directs the delivery of the Government's Maintenance Management

preventative maintenance program in the areas of electrical, mechanical,
plumbing, and carpentry on buildings and equipment by scheduling work,
tendering contracts, assigning work to own forces, inspecting work and
approving payments.
2. Plans and directs the repairs of GNWT buildings in the areas of electrical,
mechanical, plumbing and carpentry on buildings and works by inspecting
facilities, reviewing reports, diagnosing faults, identifying repairs, scheduling
work, tendering contracts and assigning work, inspecting work and approving
payment.
3. Plans and directs the Preventative Maintenance and repair work on GNWT
mobile heavy equipment by ensuring that preventative maintenance is carried
out as per manufacturer's instructions, scheduling work, tendering contracts
and approving payment.
4. Delivers maintenance and minor construction projects for the department and
on behalf of other client departments. Consults with clients, assessing needs
and resources, estimating budgets required, preparing specifications, issuing
of tender call, reviewing of bids, awarding of contracts, monitoring and
inspecting work to ensure compliance with plans, specification and codes and
approving payment.

5. Assists with the regions annual and five-year maintenance plan by identifying
all minor and major repair work, estimating budgets, estimating life cycles,
and prioritizing work. Using the same process also assists with the annual
work plan that is prepared for Departments that have signed an M.O.U. with
PW&S to deliver the maintenance program on their behalf under the user
say/pay initiative.
6. Meets with department and community clients on a regular basis and reviews
the work plan with them. Inspect facilities, review client priorities and balance
the department's priorities with the client's priorities and plan work within
budget/resources limitations.
7. Completes maintenance and repair records, schedules work, runs reports
using the CENDEC computerized maintenance management system.

Know-How D+I3 200
Specialized practical knowledge in maintenance management (GNWT - project
management). Supervises maintenance staff and contractors (negotiations).
Work is defined by diversified standards and procedures requiring a search for
solutions within an area of learned things.
Provides services for the use of others.
Short Profile +2

District Superintendent
The senior position with overall management responsibility for an assigned

geographic area. It acts as an advisor and information resource for other
divisions, departments, boards, municipal governments, aboriginal organizations,
contractors, suppliers and the general public. The position also participates in
contract negotiations to arrive at competitive service and good prices.
Expected to be available 24 hours a day to address emergency situations and is

the point of contact for police, fire and emergency measures organizations. As
the road authority, the district superintendent may enforce the closing of the
highways. This position is governed by the NWT Highways Act and the NWT
Motor Vehicles Act and must be familiar with other relevant laws, acts,
regulations, and directives.
This position must have a sound knowledge of survey and grades, road design,
soil mechanics and bearing strengths.
1. Responsible for input into, and implementation of, the Maintenance

Management System in assigned area.
2. Plans and develops budgets for the maintenance operation of the area
assigned.
3. Supervises and monitors work activities of Foremen, Mechanics and
Equipment Operators.
4. Overall responsibility for contractor performance including writing contractor
specifications, administration of contracts, through to completion of projects
and approving payments.
5. Controls expenditures and keeping within approved budgets.
6. Manages staff effectively including writing performance appraisals and job
descriptions, hiring of staff, disciplinary action as required, identification of
training needs, and the instruction of safe work habits.

Know-How EI3 230
Specialized technical knowledge required in a specific area (ie: survey and grades,
road design, soil mechanics and bearing strengths). Completes reports and negotiates
complex maintenance contracts.
Operates within practices and precedents toward specific objectives. Situations are
resolved through current knowledge, less interpretive, evaluative.
Accountable for key end results within a geographical area (ie: the maintenance and
development of all GNWT roads within a Region).
Short Profile +1

Facilities Manager
The senior position with overall management responsibility for all asset
management, property management, utilities, and vehicles. It plans and
administers the maintenance programs and budgets for all government buildings,
works, and equipment in a region (approximately 10 – 15 communities in a
region). Supervises both employees (10 – 15) and contractors.
This position requires extensive knowledge in several areas related to building

and property management. This knowledge base is normally acquired through
completion of a Journeyperson certificate in a mechanical or structural trade, or
Property Management Certification enhanced by several years of specialized
supervisory experience in the contracting, managing a maintenance program,
and building management in a northern environment.
1. Manages and administers various budgets to ensure adequate funds are

available to keep government property in good state of repair.
2. Plans and administers the maintenance program. Effective management of
approximately 10 to 15 staff including writing performance appraisals and job
descriptions, hiring of staff, disciplinary action as required, identification of
training needs, and the instruction of safe work habits.
3. Identifies and estimates maintenance contracts, preparing contract
specifications, drawings, and tender documents, awarding contracts and
supervising the contractors performing the work.
4. Administers owned and leased commercial improved real property for use by
client departments.
5. Liases with Project Management staff for joint projects and consultation on
capital projects.
6. May administer the operation of Petroleum Products within the region.
7. Provides training and support for the community transfer programs for
maintenance and operation activities.
8. Analyzes past expenditures and MMS data to identify trends in maintenance
and adjusting maintenance programs as required.

Know-How E+I3 264
Specialized technical knowledge required in a specific area (building and works
maintenance). Ability to complete reports and deal with architects and engineers in
building design.
Operates within practices and precedents toward specific objectives. Situations are
resolved by current knowledge, less interpretive, evaluative.
Accountability D2-P 115
Line accountability for key end result areas (the maintenance of all GNWT owned and
operated buildings and the administration of commercial leases on improved real
property).
Short Profile +1

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Northwest Territories

HAY JOB EVALUATION MANUAL

2. The Job Evaluation System

3. Human Resource Manual Sections Pertaining to Job Evaluation

4. Evaluation Reference Material – Hay Factors

6. GNWT Model Jobs

The Department of Justice;

2. Financial Management Board Secretariat, Job Evaluation Unit

The development, implementation and operation of quality control measures and

The provision of job description writing training to departmental Human Resource

Last Revision: April 22, 2004 Page 1 of 13

Auditing compliance by delegated departments and agencies with Job Evaluation

Making appropriate recommendations to the Secretary of the Financial Management

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

The development, implementation and maintenance of systems in support of job

Chairing Job Evaluation Facilitators’ Committee meetings;

Communication and consultation with Hay Management Consultants.

3. Departmental Job Evaluation Committees

i. Committee Structure, Responsibility and Reporting

Departmental Job Evaluation Committees have designated

Last Revision: April 22, 2004 Page 2 of 13

Departmental Job Evaluation Committees must be gender balanced and consist

Committees are balanced with all members bringing knowledge to the

Departmental Job Evaluation Committees carry out their job evaluation

Departmental Job Evaluation Committee Members including the Job Evaluation

Departmental Job Evaluation Committee Members including the Job Evaluation

Departmental Job Evaluation Committee Members who find themselves in a

ii. Job Evaluation Facilitators

Chairing departmental job evaluation committees and leading evaluation

Last Revision: April 22, 2004 Page 3 of 13

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

Ensuring that committee members receive appropriate training (as defined in

Reviewing quality assurance reports provided by the Financial Management

Responding to quality assurance reports by reviewing and adjusting internal

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

Regularly attending Job Evaluation Facilitators’ Committee meetings.

Job Evaluation Facilitators make recommendations to their respective Deputy

Last Revision: April 22, 2004 Page 4 of 13

iii. Job Evaluation Committee Members

Job Evaluation Committee Members are responsible for evaluating jobs in

iv. Deputy Heads

Deputy Heads appoint Job Evaluation Facilitators and Departmental Job

4. Job Evaluation Facilitators’ Committee

ii. Committee Chair and Support

The Manager of Job Evaluation chairs the Job Evaluation Facilitators’

Last Revision: April 22, 2004 Page 5 of 13

5. Departmental Human Resources Staff

Departmental Human Resource staff ensures that managers/supervisors are

i. Job Description Content

ii. Format of Job Descriptions

Job Descriptions must be in the appropriate format as specified by the Financial

Last Revision: April 22, 2004 Page 6 of 13

iv. Content Disputes

Disputes respecting the content of job descriptions are resolved before

A rationale must be written for each evaluation.

iii. Benchmarks and Job Models

An evaluation takes place with reference to appropriate GNWT job models or

Last Revision: April 22, 2004 Page 7 of 13

iv. Organizational Context

Documentation of all evaluation results as well as job description changes are

Documentation of an evaluation includes:

an evaluation request signed off by the Deputy Head (or designate);

8. Job Evaluation Records

* See Attachment 1 for a sample Job Description *

* See Attachment 2 for a sample Organization Chart *