DEVELOPMENT OF NEW JOB EVALUATION SYSTEM FOR USE IN THE CLASSIFICATION OF AGENCY POSITIONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83-01004R000100120004-7
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 21
• Document Creation Date: December 12, 2016
• Document Release Date: September 21, 2001
• Sequence Number: 4
• Publication Date: April 28, 1976
• Content Type: MF

T DRAF T TINTL
2
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pri 9/6
MEMORANDUM FOR: Deputy Director for Auminist,,ation
Deputy Director for Intelligence
Deputy Director for Operations
Deputy Director for Science & Technology
Executive Secretary, Office of the DCI
FROM . F. W. M. Janney
Director of Personnel
SUBJECT Development of New Job Evaluation System for Use
in the Classification of Agency Positions
1. Public Law 91-216, the Job Evaluation Policy Act of 1970,
directed the Civil Service Commission (CSC) to develop a new job
evaluation system for use throughout the Federal Government. As a,
result of this Act,the CSC established a Job Evaluation and Pay
Review Task Force to study pay practices and job evaluation systems
in both government and private industry. After approximately three
years of study, the Task Force proposed a new system known as the
Factor Evaluation System (FES).
2. In June of 1975, a study group was established in the Agency
to review Agency position management and evaluation policies and
practices and to recommend changes deemed appropriate. One of the
recommendations made was the adoption of FES. A recent review of the
Office of Personnel by the Inspector General resulted in a further
recommendation that the system be adopted by the Agency. As a result
of these recommendations, I am directing the Position Management and
Compensation Division (P?ICD) of the Office of Personnel to proceed
with the development and irr:plemeniation of a new job evaluation system
similar to FES for CIA.
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3. In the near future, PMCD representatives will contact
appropriate officers in your Directorate for the purposes of
explaining the new system and requesting assistance in developing
position classification standards and benchmark descriptions. Since
position management is the combined responsibility of the Office of
Personnel and operating managers, it is my desire to have the latter
participate to the fullest extent practicable in these activities.
The results of these efforts will be the basis for furture position
grade allocations.
F. W. M. Janney
Distribution:
Orig -
DDA
(7D18,
Hqs)
1 -
DDI
( / E44,
I Iqs )
1 -
DDO
(/E22,
Hqs)
i -
DDS&T
(6E45,
Ilgs)
1 - Ex Secretary (7E12, Hqs)
1 - D/Pers
1 - PMCD
OP/PMCD/PS tla (29 April 1976)
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 Approved For Release 20 CIA-RDP83-01004RQQ0100f20(kQ-775
MITJ FHT:plc
EVALUATION SYSTEM
FOR
GENERAL SCHEDULE
POSITIONS
GS-03 - GS-15
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EVALUATION SYSTEM FOR ADMINISTRATIVE, PROFESSIONAL, TEQ-INOLOGICAL,
CLERICAL AND TECHNICIAN POSITIONS
INTRODUCTION: This evaluation system.includes all administrative,
professional, technological, clerical and technician positions below
the supergrade level. Position types are defined as follows:
a. Administrative - This group includes occupations where
employees normally are expected to have a college level education or
equivalent but there is no qualification requirement for specialized
subject matter education. Included are such occupations as admin-
istrative officer, supply officer, budget officer, finance officer, etc.
b. Professional - This group includes occupations which normally
require a specialized subject matter education or a baccalaureate
degree or higher in a university. Normally included are the physical
and social science professions, mathematics, law, medicine, engineering,
economics, etc.
c. Technological - This group includes occupations whic}i normally
require a specialized technical education or the necessary specialized
training and experience. Positions are often associated with pro-
fessional positions. Included are such positions as medical tech-
nologist, cartographer, equipment specialist, many inspector positions
and specialized enforcement occupations.
d. Clerical, Office Machine Operators, and Technician Positions -
Included are positions which are essentially of a non-exempt FLSA
status and positions requiring limited specialized training but
substantially less than professional qualifications. Included are
all types of clerical and office machine operators as well as
technicians performing work subordinate to or supportive to pro-
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fessional, administrative, or technological work.
EVALUATION PROCESS
FACTORS: Factors are established which measure significant
and distinct characteristics of the work which are easily identified
and susceptible to measurement in terms of levels. The factors
utilized are:
1. Job Requirements - This factor measures the nature and
extent of knowledges, skills, and abilities needed to perform the work.
2. Difficulty of Work - This factor measures the complexity
or intricacy of work and mental demands, i.e., judgements, originality
and other mental efforts required as affected by the, quality and
relevance of guidelines.
3. Responsibility - This factor measures the assistance and
control provided by the supervisor, the level of decision making, the
consequence of error, the scope and effect of the work including the
impact on the accomplishment of organization activities.
4. Personal Relationships - This factor measures the nature
and effect of work relationships with others including the importance
of such relationships to the success of the organization.
5. Environmental Demands - This factor measures degrees of
physical effort and environmental impact on the work.
BENCHMARK POSITIONS
Benchmark Positions are descriptions of positions which have
been evaluated under the system and are used as standards for com-
parison and validation of ratings in the course of the evaluation
process. Positions of all types and grades are used in the system so
;L
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that for comparison purposes a suitable comparison can be identified
for every position. A listing of benchmark positions by grade and
point evaluation is included.
POINT VALUES AND FACTOR WEIGHTS
In order to facilitate the application of factors to individual
positions a system of step values for each factor defined in terms
of points has been included.
INITIAL EVALUATION
The first step in the evaluation of a position is to compare the
description with the rating scales and with appropte benchmark
positions to identify the step and point rating which best fits the
job for each factor. Interpolation may be made between point values
as appropriate.
CONVERSION TABLE
After point values for all factors have been carefully established
the total is computed and the grade level determined by reference to
the conversion table.
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CONVERSION TABLE
POINT SCORE RANGE
SKILL LEVEL
(90)
510
- 600
GS-15
(85)
420
- 505
GS-14
(80)
335
- 415
GS-13
(75)
255
- 330
GS-12
(70)
180
- 250
GS-11
(30)
145
- 175
GS-10
(30)
110
- 140
GS-09
(15)
90
- 105
GS-08
(10)
75
- 85
GS-07
(10)
60
- 70
GS-06
(10)
45
- 55
GS-05
( 5)
35
- 40
GS-04
( 5)
25
- 30
GS-03
( 5)
15
- 20
GS-02
FA
CTO
R SCA
LE V
ALUE
S
Factor Degrees
FACTORS
1
2
3
4
5
6'
7
8 9
10
11
I. Skills
5
10
15
25
40
55
70
85 100
115
II. Difficulty
5
10
15
25
40
55
70
85 100
115
130
III. Responsibility
5
12
20
45
70
95
125
155 185
220
255
IV. Personal Relationships
5
10
15
20
25
35
45
55 65
75
V. Environmental Demand
5
10
15
20
25
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INDEX OF BENCHMARK POSITIONS
BY GRADE LEVEL AND POINT VALUE
Grade
and No.
Title
I
II
III
IV
V
Total
15-1
Chemist
115
130
230
75
5
555
15-2
Civil Engineer
85
130
255
75
5
550
15-3
Management Analyst
85
130
255
75
5
550
15-4
Contract Negotiator
70
115
255
75
5
520
15-5 *
Engineer (Gen.)
100
85
255
65
5
510
14-1
Chemist
100
115
185
75
5
480
14-2
Electronic Engineer
100
115
185
75
5
480
14-3
Electronic Engineer
100
115
185 ?
65
5
470
14-4
Auditor
70
100
220
65
5
460
14-5
Aerospace Engineer
85
100
185
75
5
450
14-6
Economist
85
100
185
65
5
440
14-7
Mechanical Engineer
85
100
185
65
5
440
14-8
Physician
85
100
185
65
5
440
14-9
Management Anal. Officer
55
85
220
65
5
430
14-10
Attorney
70
100
185
65
5
425
14-11*
Electronic Engineer
100
100
185
25
5
415
13-1
Chemist
85
100
155
65
5
410
13-2
Industrial Specialist
55
100
185
65
5
410
13-3
Management Analyst,
55
100
185
55
5
400
13-4
Budget Analyst;
55
85
185
65
5
395
13-5
Civil Engineer
85
85
155
65
5
395
13-6
Criminal Investigator
70
100
155
65
5
395
13-7
Electronic Engineer
85
85
155
65
5
395
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13-8 Medical Officer
85
85
155
65
5
395
13-9 Psychologist
85
85
155
65
5
395
13-10* Authen. Specialist
70
85
185
55
5
385
13-11 Oper. Research Analyst
85
100
155
30
5
375
13-12 Civil Engineer
70
85
155
55
5
370
13-13 Chemist
85
85
155
35
5
365
13-14 Aerospace Engineer
70
70
155
55
5
355
13-15 Economist
70
70
155
55
5
355
13-16 Clinical Psychologist
70
85
125
55
5
340
13-17* Engineer (Gen.)
85
85
125
35
5
335
13-18 procurement Agent
70
70
125
65
5
335
70
70
125
- S5
5
335
13-19 Mechanical Engineer
_
12-1 Cartographer (Naut)
70
70
125
35
5
305
12-2 Chemist
70
70
125
35
5
305
12-3 Civil Engineer
70
70
125
35
5
305
12-4 Computer Programmer
40
70
155
35
5
305
12-5 Auditor
70
70
125
25
5
295
12-6 Budget Analyst
55
85
125
25
5
295
12-7 Computer Analyst
55
85
125
25
5
295
12-8 Computer Analyst
55
85
125
25
5
295
12-9 Industrial Specialist
55
70
125
35
5
290
12-10 Procurement Agent
55
70
125
35
5
290
12-13 Illustrator
40
100
125
15
5
285
12-14* Authen. Specialist
55
70
125
25
5
280
12-15 Invent.Mgt. Specialist
55
70
125
25
5
280
12-16 Management Analyst
55
70
125
25
5
280
12-17 Personnel Specialist
55
70
19L5
15
5
ZtV
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12-18
Economist
70
70
95
35
5
275
12-19
Mechanical Engineer
70
70
95
35
5
275
12-20
Criminal Investigator
55
55
95
55
5
265
12-21
Electronic Technician
40
55
125
35
5
260
12-22*
Reports Officer
55
40
125
35
5
260
12-23
Electronic Technician
35
55
125
20
5
240
11-1 *
Authen. Specialist
55
55
95
25
5
235
11-2
Invent,Mgt. Specialist
55
70
70
35
5
235
11-3
Computer Programmer
40
70
95
20
5
230
11-4
Equipment Specialist
40
70
95
20
5
230
11-5 *
Reports Officer
55
40
95
35
5
230
11-6
Economist
55
55
70
35
5
220
11-7
Equipment Specialist
40
55
95
20
5
215
11-8
Management Technician
40
55
95
20
5
215
11-9
Electronic Technician
40
55
95
15
5
210
11-10
Personnel Specialist
55
55
70
25
5
210
11-11
Procurement Agent
50
25
95
35
5
210
11-12
Chemist
55
55
70
15
5
200
11-13
Civil Engineer
55
55
70
15
5
200
11-14
Computer Analyst
45
55
70
20
5
195
11-15
Nurse (Clin.)
55
25
75
35
5
195
11-16
Auditor
55
45
70
15
5
190
11-17
Management Technician
40
55
70
20
5
190
11-18*
Reports Officer
55
70
40
20
5
110
11-19
Nurse (Occup. Health)
55
25
75
25
5
185
11-20
Cartographer (Naut)
55
25
70
15
5
170
15
40
85
15
5
160
10-2
Engineer Technician
25
35
70
20
5
155
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9-1 *
Reports Officer
40
45
25
20
5
135
9-2
Electronic Technician
25
25
55
15
5
125
9-3
Equipment Specialist
25
25
55
15
5
125
9-4
Management Technician
25
25
55
15
5
125
9-5
Draftsman
25
25
45
15
5
115
9-6
Engineer. Technician
15
25
50
15
5
__
110
8-1
Accounting Technician
25
35
25
5
5
95
8-2
Engineerjechnician
25
25
30
10
5
95
8-3
Medical Radiol. Technician
25
20
25
15
10
95
8-4
Secretary
15
25
35
15
5
95
8-5
Statifd;ira Assistant
25
25
25
15
5
95
8-6
Draftsman
25
20
30
10
5
90
8-7
Engineer. Technician
25
25
30
5
5
90
7-1
Computer Operator
25
25
20
10
5
85
7-2
Medical Technician
25
20
25
5
5
80
7-3
Computer Operator
20
20
20
10
5
75
7-4
Secretary
10
20
30
10
5
75
6-1
Accounting Clerk
25
15
20
5
5
70
6-2
Payroll Clerk
20
15
20
5
5
65
6-3
Clerk
10
15
20
10
5
60
6-4
File Clerk
10
15
25
5
5
6-5
Secretary
10
15
20
10
5
60
5-2
Engineer, Technician
5-3
Telephone Operator
10
15
15
10
5
55
5-4
Info. Receptionist
10
10
15
10
5
50
5-5
Clerk-Steno
10
10
15
5
5
45
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5-6
File Clerk
10
10
15
5
5
45
5-7
Telephone Operator
10
T5
5
10
5
45
4-1
Accounting Clerk
15
10
5
5
5
40
4-2
Clerk-Typist
10
10
10
5
5
40
4-3
Draftsman
15
10
5
5
5
40
4-4
Keypunch Operator
10
10
10
5
5
40
4-5
Procurement Clerk
10
10
5
10
5
40
3-1
Clerk-Typist
10
5
5
5
5
30
3-2
File Clerk
10
5
5
5
5
30
3-3
Keypunch Operator
10
5
5
5
5
30
3-4
Mail Clerk
10
5
5
5
30
3-5
Supply Clerk
5
5
5
5
5
25
* Agency Positions
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FACTOR I
Job Requirements Point
`core
1. Knowledge of prescribed procedures and routines; simple
office skills and abilities; ability to follow specific instructions
and guidelines; as necessary, ability to operate one or more simple 5
office machines (e.g., date stampers, mailing machines, reproduction
equipment).
2. Detailed knowledge of clerical systems and techniques, e.g.
filing system, Specialized skills may include: operation of equip- 10
ment such as typewriter, key punch, desk calculator, switchboard.
3. Understanding of and ability to make practical application
of principles, practices, procedures, rules, regulations, precedents, 15
or techniques relevant to assigned task. Specialized skill at this
level; shorthand or stenotype.
4. Practical knowledge of the standard methods, practices, pro-
cedures, rules, regulations, theories, principles or techniques
developed through on-the-job training and experience. OR specialized 25
office support skills, skill to operate equipment such as photographic
development and enlarging equipment, peripheral data processing equip-
ment, engineering, scientific or medical equipment.
5. Specialized knowledge of highly specialized office support
skills or knowledge of varied procedures involving techniques, methods
and practices of standard administrative or management processes, know- 40
ledge of the functioning characteristics of technical equipment or skill
in adapting or modifying test equipment and instruments.
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6. A basic foundation of professional or administrative theories,
concepts and practices needed to perform basic professional or admin-
istrative assignments, or knowledge of a narrow range of a speciality 55
field or advanced technical methods and practices.
7. Professional or administrative skills with knowledge of
established theories, principles or practices to perform limited
assignments or parts of projects, to participate as a professional
team member, or to perform professional or administrative develop- 70
mental assignments, or technical skills with a knowledge of a wide
range of specialized technical methods, principles, and practices
A
equivalent to a limited area ornarrowly specialized aspect$ of
professional knowledge.
8. Full performance skills with knowledge of a wide range of
professional or administrative theories, principles, and practices to
perform studies or assignments involving conventional methods or
established research techniques. A comprehensive broad range of 85
quasi-professional knowledge including development of new methods
and knowledge of related disciplines.
9. Mastery of the professional or administrative field and skill
in applying experimental theories and new developments to problems not 100
susceptible to treatment by accepted methods.
10. Expert knowledge of the professional or administrative field
and ability to devise modifications of existing system and techniques 115
and to originate new theories and principles.
//
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FACTOR II
Difficulty of Work Point
Score
1. Simple repetitive standardized task processes or operations
having little impact beyond the immediate organizational unit. 5
2. Moderately complex tasks but requiring some discretion or
discrimination in choosing alternatives. May require some know- 10
ledge of a technical area.
3. Moderately complex to complex, with related sequential steps
and usually standardized tasks, processes or operations or repetitive 15
tasks having effect beyond the unit, e.g., switchboard operation.
4. Relatively restricts scope and intricacy of nonstandardized
work with well established applicable guidelines, judgement requires 25
only to relate guidelines to specific cases and to determine inter-
relationships.
5. Varied duties of a portion of a functional area requiring
assessment of unusual circumstances, variations in approach, with judge-
ment needed to select and interpret procedence and to adapt methods 40
and procedures.
6. Complex and intricate work involving a major segment of a
functional area with several variables and guidelines generally 55
applicable but requiring judgement in making adaptations of rules,
regulations and procedures in the speciality field.
7. Broad in scope and of substantial intricacy with many variables
or conflicting aspects requiring individual treatment. Affects design/
operations, adequacy of investigative or research conclusions, social 70
physical or economic well being of persons.
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8. Broad range of activities requiring establishment of criteria
for review, formulation of projects, assessment of program effects. 85
Affects major activities of other organizations.
9. Extensive program area of great intricacy involving many complex
and significant variables or considerations which are new, either in 100
basic character or in the circumstances for situations in which they
occur. Judgement needed for extensive adaptation of ambiguous guide-
lines to get unusual or complex situations. Creativity and ingenuity
are needed to devise new approaches. Affects works of other experts
and major aspects of programs.
10. In addition to broad scope, great intricacy and of a new and
unprecedented nature, also requires consideration impact of alternative,
possible solutions on other major prograns,situations, organizations or 115
future developments. Guidelines are frequently obscure, irrelevant, con-
tradictory or nonexisting. Continuing efforts must be made to establish
concepts, theories, programs or to resolve problems.
11. Plan, develop and carry out vital programs essential to the
O RPAX, Z,4 7_101V-
mission of the program. Affects large numbers of persons and extensive 130
areas.
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FACTOR III
Responsibility Point
Score
1. Repetitive routinized work is performed under close controls
with specific instructions and close review. There are established
procedures and specific guidelines readily available and normally S
decision must be made between established alternatives.
2. Similar to (1) but requires exercise of judgement, discretion
or tact in handling simple problems.
3. Fairly close control is exercised over somewhat standardized.
tasks but guidelines are not always clearly applicable and must be 20
interpreted and adapted to certain cases. Analyze results and
recommend changes.
4. Varied nonstandardized work is done independently with detailed
instructions given for new, difficult or unusual work. Review is for
technical accuracy and guidelines are located, interpreted and 45
adapted to specific cases. Analyze results and recommend changes.
5. Supervisor determines objectives, priorities and deadlines.
w iT i! L,t1 Pt G,?'L~ #
Work is performed according to established practices butere--ire
40C_11ri,vc- ArP/ZOpR/A%F E /' LfVf ,Mi97"En'v,9L e /.v-Extf67'i.'vc
only --gener-al-admmi -rata l-icies--and---limited:--guidel-ines-. Deviates 70
,41i'P ADA P ri,vC 7-o s rf ^_,F/c cSres
cr-om--usual-methods; --develops--new- methods or -researches trends, \rk
is reviewed for adequacy, soundness, appropriateness and conformity.
6. Supervisor determines objectives, priorities and deadlines.
Work is performed according to established practices but there are 95
only general administrative policies and limited guidelines. Deviates
from usual methods, develops new methods or researches trends, Work
is reviewed for adequacy, soundness, appropriateness and conformity.
_r
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7. Supervisor sets overall objectives. Work is performed with
substantial independence. Most conflicts are resolved and work is
coordinated with others. Procedures are generally well established
but in many cases guidelines are not clearly applicable and must be 125
interpreted and adapted to specific cases. Work is reviewed for
adequacy, ~ ty-and -effectiveness 7 /14/ V ' 0IVFo d.4M.4 yC C-
W,TH f'oL,cy,
8. Essentially the same as preceding but policies and guidelines
are more limited, deviation must be made from the usual methods and 155
new techniques and methods devised.
9. Same as preceding except that guidelines are in general
terms and must be interpreted, serves as technical authority in 185
development and interpretatiu;i of guidelines.
10. Administrative direction is received with broadly defined
missions and functions. Plans, designs and carries out programs,
projects or other work independently. Work results are reviewed only 220
for influence on the overall program. Only general policies and guides
are available. Deviation must be made from the usual methods and
techniques and new methods and techniques devised.
11. Similar to preceding except that guidelines are ambiguous
or not clearly applicable. Serves as technical authority in develop- 255
ment and interpretation of functions and activities.
Approved For Release 2002/01/08 : CIA-RDP83-01004R000100120004-7
 Approved For Rftase 2002/01/08 : CIA-RDP83-01004RW100120004-7
FACTOR IV
Personal Relationships Point
Score
1. Personal work contacts are with other employees in the
of-
immediate office project or work unit ,nn related units to obtain, 5
clarify or give facts or information directly related to the work.
2. Personal work contacts are with employees within the immediate
office project or work unit for the purpose of planning, coordinating
or advising work efforts or to resolve operating problems or outside 10
contacts to furnish or obtain factual information.
3. Personal work contacts are with employees within the Agency,
outside the immediate office to obtain, clarify or give facts or 15
information related to the work.
4. Personal work contacts are with employees of the Agency, out-
side the immediate office, to plan, coordinate or advise work efforts 20
or to resolve operating problems.
5. Contacts are with employees of the Agency, outside the immediate
office, to influence, motivate, interrogate or control persons, or to 25
JVsTF Y _~>;F Irf,V NPCc TiATE oR f-Tr"4F /NATTER f' /N/DL/%~/F
r g-)roblems-.
-`iFNlF1C"4 " a c ~o vFRs/AL fss(1 s
6. Personal work contacts include those with officials of other
agencies and organizations to obtain, clarify or give facts or 35
information directly related to the work.
7. Personal work contacts are with officials of other agencies
and organizations to plan, coordinate or advise on work efforts or to 45
resolve operating problems.
8. Personal work contacts are with officials of other agencies
and organizations to influence, motivate, interrogate or control persons 55
or to justify, define, negotiate or settle matters involving significant OR
controversial issues.
Approved For Release 2002/01/08 : CIA-RDP83-01004R000100120004-7
 Approved For Rase 2002/01/08: CIA-RDP83-01004RQD0100120004-7
9. Personal work contacts are with high ranking officials out-
side the Agency to obtain, clarify or give facts or information 65
directly related to the work.
10. Personal work contacts are with high ranking officials
outside the Agency to plan, coordinate or advise on work efforts, to 75
influence, motivate or to justify, define, negotiate or settle matters
in significant controversial issues.
l7
Approved For Release 2002/01/08 : CIA-RDP83-01004R000100120004-7
 Approved For Rase 2002/01/08 : CIA-RDP83-01004RQ&0100120004-7
FACTOR V
Environmental Demands
Point
Score
1. Sedentary work. Employee typically sits but may do some
walking, standing, stooping, light lifting or driving. No special S
or unusual physical requirements.
2. Some physical exertion, e.g., long periodsof standing,
walking, bending, crouching, stooping or moderately heavy lifting. 10
Specific but common physical abilities including above average
dexterity and ability to distinguish colors.
3. Moderate risk, discomforts or unpleasantness such as high
level of noise or Vibration, dust or grease, contagious diseases, 15
irritant chemicals, etc, safety precautions or use of protective
devices may be required.
4. Considerable or strenuous physical exertion such as frequent
climbing on tall ladders, lifting objects over 50 lbs. and self 20
defense from physical attack.
5. High risk with exposure to potentially dangerous situations
or unusual environmental stress such as working with explosives, at
great heights, in a submarine or mine, under extreme weather con- 25
ditions etc. A wide range of safety and other precautions may be
required.
/31
Approved For Release 2002/01/08 : CIA-RDP83-01004R000100120004-7