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Level
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Description
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1
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NON SUPERVISORY. Many jobs in an organisation are individual contributor positions with no supervisory or managerial responsibilities. Thus many jobs will score Level 1 for Functional Breadth. Examples include base grade computer programmer, clerk, musician, bank teller, and draftsperson.
Specialist positions in an organisation, such as a legal officer, that may have no subordinates, rate higher than Level 1 because of the delivery of important organisational activities by such positions.
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2
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PART ACTIVITY Supervision of up to three employees.
Supervision of part of an activity within a function, eg Leading Hand.
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3
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ACTIVITY Supervision of an activity within a function eg Accounts Supervisor, Production Foreperson, customer service supervisor,
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a specialist without subordinates (other than possibly clerical assistance) eg technical sales representative.
Most non-professional supervisory jobs are rated at Level 3, Fully professional junior roles where the role is accountable for their own work (not in a graduate induction or traineeship role) are also rated at level 3 e.g. senior analyst/programmer, Lawyer, Accountant or HR Business Partner.
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4
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PART FUNCTION
Management of part of a function
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a high level specialist without subordinates (other than possibly clerical assistance), whereby there is a required level of specialisation at a professional level. For example, a Senior Scientist within a research area.
Management roles which involve elements of planning, controlling, executing, and reviewing, are rated at or above Level 4.
Management Level 4 would apply where it was clear that the managerial task was part of the management of a broader function. For example, the information systems auditor and the taxation manager could report to a more senior finance director with their jobs assess at Level 4 and the Finance Director at level 5 or 6.
Specialist jobs at this level can include legal manager, industrial relations manager, information systems audit manager, taxation manager, and equities manager in a Fund.
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5
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SPECIALIST GROUP Management of a specialised area that is not merely part of a larger function dealing with the same area of management, or management of an incomplete minor function
or management as a high level specialist where the role would manage a team of professional employees, each of which is accountable for the delivery of professional services or advice.
One example would be department consisting of an operational (line) human resources manager with support staff (but not a functional structure) reporting within the function in parallel with other specialist areas and positions, such as, information systems, administration, and legal. The organisational unit managed may constitute a few mainly professional level positions, or consist primarily of larger numbers of non-vocational jobs.
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6
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INCOMPLETE FUNCTION / SUPPORT FUNCTION Management of an incomplete major function, or a complete support function. This is the level that the majority of function heads would be rated at in all but the largest of organisations. To be categorised at this level the organisational unit must include a sub-function structure, ie include sub-departments covering one or more specialised areas within the function. For example, in a Finance function in a large organisation, specialist areas can include treasury, audit, taxation, financial accounting, and management accounting. An incomplete function is one that includes some, but not the full range, of activities normally included within the function. The HR Department and IT Department are typical Support Functions. Finance is rated as a Major Function because it has such critical impact on organisation management and performance.
OR
The head of a small organisation(up to 100 employees), usually holding the majority of the expertise in the organisation, possibly assisted by a small number of non-professional level support staff (usually clerical or trades employees). In these organisations the organisation head usually carries out the primary marketing, product development, and more important administrative activities, and is usually the main operative. All specialist services such as accounting are purchased from external providers. The organisation does not have a functional structure and usually all employees report directly to the organisation head
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7
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MAJOR / PRIMARY FUNCTION Level 7 covers the management (Head) of a single complete primary function such as Finance, Engineering, Sales or Manufacturing.
Level 7 also covers other position types which have similar overall Breadth, arising from different combinations of responsibilities as set out below:
Management of a complete function consisting of a range of fully developed sub-functions; or of an independent organisation with some functions excluded (eg HR, R&D) because they are insourced, outsourced or provided by a parent organisation; or management of a business unit within a larger structure where some services, (eg IS, HR, marketing) are provided from elsewhere within the parent organisation.
Management of a range of unrelated specialist areas, eg a Chief Admin Officer covering Human Resources, Information Services, and Finance, where each area is not a fully developed function.
Management of several complete minor functions eg Sales Support, Call Centre(s), Warehousing. .
Management of a large subsidiary with its own internal support functions
Management of a service business or unit that supports but operates outside of the main stream of the business’ normal activity, eg a company operated health insurance fund, credit union, or major sports, residential, or education complex, or large scale in-house catering.
An organisation head of a small specialised organisation (up to 250 employees), usually the person holding the majority of the business value or technical expertise in the organisation, and supported by a small number of fully professional employees (eg engineers, computer specialists, medical staff, artists), plus clerical and possibly trades level support staff. Here, some functions such as marketing, product development and the delivery of primary services are shared between the organisation head and professional level employees. Department structure is still rudimentary although support staff may report to professional level employees rather than directly to the head of the organisation. Essentially the organisation consists of a group of professionals supported by a pool of lower level staff. Clerical level employees carry out most administrative activities and specialised services such as accounting are purchased from external providers. Business is generally conducted from one location. The organisation head may be the predominant owner; professional level employees in the organisation may be part owners.
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8
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MULTI FUNCTION Management of a complete customer-owning business unit responsible for service delivery and revenue generation (or equivalent)
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management of more than one complete major function, for example combinations of finance and administration, or of production and engineering.
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A Chief Operating Officer, or Deputy CEO of an organisation consisting of several substantially complete functions.
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9
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ALL / PART FUNCTIONS Management of several complete functions. This level would be chosen for COOs or CEOs of organisations consisting of a diverse range of functions, several complete and some incomplete. The complete functions would generally be major functions, for example production/service delivery, supply/logistics, finance, marketing and distribution, engineering and research, construction and maintenance.
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10
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FULL FUNCTIONS Management, including integration and co-ordinating of major functions constituting a complete organisational entity. At Level 10 we find the Chief Executive Officer of a larger company, or the head of a complete business within a major corporation.
OR
Management of an organisation with the full range of functions, the majority of which themselves have subordinate sub-functions. These organisations contain fully developed functions. The functions themselves can contain separate subordinate sections, eg. an accounting function with separate subordinate functions covering for example financial accounting, management accounting, project evaluation, treasury, audit, etc. Each one of their subordinate sections would be headed by a specialist in the area and include support positions. Such a department structure is referred to as a fully developed function.
Such organisations may also be divided into product oriented or geographic region oriented business units. These business units would operate their own marketing/service/product delivery operations but would necessarily draw their services from the ‘corporate‘ departments, such as finance, human resources, and engineering, and be subject to strict corporate policy in their operations.
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11
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DIVERSE ENTITIES Integration and co-ordination of diverse, independent organisational entities. Each entity consists of departments or functions applicable to its business. Input from the corporate centre may be limited to the provision of capital, specification of the return on capital sought, broad guidelines as to types of business activity the entity may engage in and the geographic areas in which it may operate.
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12
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PORTFOLIO Management of organisational entities as a portfolio of investments. The organisation has global spread. Here, the organisation consists of entities that are fully independent and fully developed functionally, relatively unrestricted by holding company policy with the primary specification being the return on investment sought.
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