Complexity describes the nature of problems required to be handled by the job and the latitude available to the jobholder to solve those problems.
For lower level positions, problem solving measures the degree to which the jobholder is permitted to vary from precedent or procedure to seek solutions to problems, and at higher it refers to levels the flexibility permitted by organisational design, culture and philosophy, and expectations of appropriate levels of Problem Solving regularly required of the position.
Problem Solving should be interpreted in two dimensions, managerial problem solving and technical problem solving.
When selecting the level, consider only the types of problem the position will most frequently encounter and is expected to deal with. Do not consider rare or infrequent occurrences of higher level problems or emergencies or possible disasters, unless the position is specifically designed and resourced to deal with for these types of less frequent higher level occurrences.
Level
Description
1
BASIC: Strict routines with simple rules and detailed instructions, ie. The employee is trained how to do it and what the answer should be to the majority of issues arising. The jobholder has no freedom to formulate or apply solutions that differ from a limited range of prescribed rules. Any problems dealt with at this level should be able to be resolved by the job holder in a few minutes.
2
ESTABLISHED ROUTINE: Established routines and standing instructions providing precedents, ie. Employee should refer to how it was done before in the same circumstances. The jobholder must identify, without modification, a solution from among a range of previously established options. ie look it up in the rule book or procedures manual and try to apply it directly to the present problem. Solutions should be achieved in under an hour.
3
SEMI ROUTINE: Semi-routine situations involving limited choice between established routines and precedents, and also applying limited judgement and. look to experience to provide the answer. The jobholder must identify, with modification as appropriate, a solution from among a range of similar, previously established options. (ie Find references to similar problems and use them as a starting point. Solutions should be achieved in at most a few days.)
4
DIVERSE PROCEDURES: Diverse procedures are available and are trained for, with specific standards and processes to be followed, ie. guided as to how to approach and resolve the problem. The jobholder implements a solution by following a procedural approach based on one or more of a diverse range of known approaches. (ie Use a range of varied but established methods that are within the organisation history, and the incumbent’s own range of experience or repertoire, to give clues as to what the solution might be, then formulate a solution.) Solutions should be achieved in a few weeks at most.
5
DEFINED FORMULATION: Thinking is guided by clearly defined policies and principles. The problem is part of regular operation of the organisation, and the way to approach it is clear but the solution in each new instance is not. The jobholder formulates a solution constrained by specific organisation policies and resources. (Eg develop methods to find a solution, possibly with the benefit of internal expert advice, trial, monitor and modify the methods as required in an attempt to find a solution. Solutions should be achieved in up to six months.) The incumbent is required to formulate processes to implement the decision, action, outcome or policy. For example designing a recruitment process, to effectively reflect the organisations recruitment policy and staffing needs.
6
BROAD FORMULATION: Thinking is guided by broad policies only but with specific aims in view. Issues and problems defined within the organisation are referred to the incumbent, with guidance or context on goals, resources and constraints. The incumbent further defines the issues/problems and develops solutions compatible with the broad policies. The jobholder formulates a solution constrained by broad organisation policies, perhaps by obtaining, collating and sifting expert advice, on a specific topic of wide organisational importance, and then based on consultation within the organisation and own judgement chooses a solution for presentation to higher levels for agreement. The solution may take up to a year to formulate, and the impact of the solution on the organisation may not be evident in under a year. Example: create or update customer data privacy policies and processes in the light of new technology and regulation, and competitive pressures.
7
GENERAL FORMULATION: General policies and goals only are laid down, ie. what should be achieved in the medium to long term. The incumbent is typically at the most senior levels of a large organisation or of a research program and is dealing with major issues of organisation or community importance. The requirement is to take a broad and informed perspective, and formulate an approach, strategy or policy solution constrained by medium to long term organisation objectives and resources. Solutions may take in excess of a year to formulate and take a similar period or longer before the extent of its impact on the organisation can be fully realised.
8
GENERAL LAWS: Understand and create processes to deal with high-impact issues where only the general laws of science or cultural and/or business philosophy and standards of the community apply. The jobholder formulates a solution based on wide ranging and highly expert advice coupled with own judgment, to develop and trial solutions that will have significant impact on the organisation’s or community’s long term wellbeing, and other organisations and communities that interact with the incumbent’s organisation. Solutions may take up to several years to formulate, they set a course that will not be easily altered, and will take several years before the extent of impact can be fully realised.) For example, deciding on appropriate entities for mergers / acquisitions that fundamentally alter the nature or strategies of the organisation such as a moving from a national market to international. Includes CEOs and research Heads of global research or development programs in complex areas requiring innovation and detailed research.
