Click here to generate a text only version of this page
Click here to go to the Birkbeck, University of London home page
Click here for help with using the Birkbeck web site
Job Evaluation

Job Evaluation

Job evaluation is a tool for determining the ‘size' of a job, usually in the form of a number of ‘points' (i.e. a job with 400 points, is a bigger job than one with 200 points). It also allows us to compare different jobs, which in turn enables us to determine where jobs should be placed on the single pay spine, thus ensuring equal pay for work of equal value. At Birkbeck, we are using the Hay system of job evaluation.  A panel, trained in the Hay system, will evaluate jobs using agreed and up-to-date job descriptions.

By following the links, you will be able to find out about the way in which the Hay method will be applied across all staff categories.

back to top

Job Evaluation and the Hay 'Guide Chart Profile' Scheme

Hay is a proprietary job evaluation scheme produced by The Hay Group. It was established around 60 years ago and has been developed and used worldwide by numerous organizations, in both the public and private sectors. The Hay methodology is an analytical, factor-based scheme, which aims to measure the relative size of jobs within an organization.

To evaluate a job, a group of role analysts, working as a panel assess the role (from an agreed job description and information) against a number of factors, which are known as the Hay Guide Chart Profile. This profile is split into 3 main elements, which are common to all jobs to one extent or another:

1. Know – How

The level of knowledge, skill and experience (gained through job experience, education and training), which are required to perform the job successfully. This is commensurate with the scale and complexity of the job outcomes (accountability).

2. Problem Solving

The complexity of thinking required, both in the type of problems come across and the extent to which the jobholder has precedent and/or assistance in solving them (applying their Know – How).

3. Accountability

The impact the job has on the organization (i.e. the end result) and the extent to which the jobholder acts autonomously in achieving this.

The three elements are broken down further into sub-elements:


  • Depth & Range of Know-How
  • Planning & Organizing
  • Communicating & Influencing ('Human Relations Skills)

Problem Solving

  • Thinking Environment
  • Thinking Challenge


  • Freedom to Act
  • Nature of Impact
  • Area of Impact (Magnitude)

For each of the elements, there are a number of levels from which the panel selects the most appropriate. The outcome of the evaluation shows the total size of the job, which can then be placed in order with other roles within the organization.

back to top


Human Resources - National Framework Agreement (NFA) and Job Evaluation, Birkbeck, University of London, Malet Street, London, WC1E 7HX  Email: