APPENDICES TO THE STUDY OF TOTAL COMPENSATION IN THE FEDERAL, STATE AND PRIVATE SECTORS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89-00066R000800210001-3
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 104
• Document Creation Date: December 23, 2016
• Document Release Date: November 21, 2012
• Sequence Number: 1
• Publication Date: December 4, 1984
• Content Type: REPORT

Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
COMMITTEE ON POST OFFICE
AND CIVIL SERVICE
US. HOUSE OF REPRESENTATIVES
Appendices to the
Study of Total Compensation
In the
Federal, State and Private Sectors
December 4, 1984
Prepared by
Hay/Huggins Company
and
Hay Management Consultants
Atlanta ? Boston ? Charlotte ? Chicago ? Cincinnati ? Dallas ? Houston ? Kansas City ?
Los Angeles ? Minneapolis ? New York ? Philadelphia ? Phoenix ? Pittsburgh ? St. Louis ?
San Francisco ? San Jose ? Seattle ? Stamford ? Walnut Creek ? Washington, D.C.
HAY
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
COMMITTEE ON POST OFFICE
AND CIVIL SERVICE
US. HOUSE OF REPRESENTATIVES
Appendices to the
Study of Total Compensation
in the
Federal, State and Private Sectors
December 4, 1984
Prepared by
Hay/Huggins Company
and
Hay Management Consultants
Atlanta ? Boston ? Charlotte ? Chicago ? Cincinnati ? Dallas ? Houston ? Kansas City ?
Los Angeles ? Minneapolis ? New York ? Philadelphia ? Phoenix ? Pittsburgh ? St. Louis ?
San Francisco ? San Jose ? Seattle ? Stamford ? Walnut Creek ? Washington, D.C.
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Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
APPENDIX A:
APPENDIX B:
APPENDIX C:
APPENDIX D:
APPENDIX E:
APPENDIX F:
APPENDIX G:
APPENDIX H:
APPENDIX I:
APPENDIX J:
APPENDIX K:
TABLE OF APPENDICES
Hay Cash Compensation Comparison Participant List
Hay/Huggins Benefits Comparison Participant List
Detailed Description of Hay Job Evaluation Methodology
List of 392 GS and Equivalent Positions Selected by
Grade and Series, Including Population
List of 38 SES Jobs Evaluated
List of 24 Bureau of Labor Statistics Positions
Included
Matrix of Jobs Matched by State
Prevalence of Benefit Practices
Characteristics of Participating Firms
Regression Statistics for Federal Cash Compensation
Practice
Base Salary Comparisons
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Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
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Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
APPENDIX A
Hay Cash Compensentation Comparison
Participant List
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Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
INDUSTRIAL - 1983
HAY COMPENSATION COMPARISON
AEL Industries
AMAX
AMAX Base Metals R & D
AMAX Chemicals
AMAX Coal
AMAX Copper
AMAX Environmental Services
AMAX Exploration
AMAX Extractive R & D
AMAX Lead & Zinc
AMAX Molybdenum
AMAX Nickel
AMAX Petroleum
AMAX Phosphate
AMAX Special Metals
AMF
Abitibi Price
Air Products and Chemicals
Chemical Group
Industrial Gases Group
Process Systems Group
Alcan Aluminum
ALCOA
Alexander & Baldwin
Allen-Bradley
Allergan Pharmaceuticals
Allis-Chalmers
AMCA International
Cherry-Burrell
Consumer Products
Varco-Pru den
Amerada Hess
American Crystal Sugar
American Hospital Supply
American Maize Products - Corn Process. Division
Anaconda Ericsson
Communications Division
Anamax Mining
Anchor Hocking
Andersons, The
Anderson-Clayton
Igloo
Arcata Graphics
Arcata Graphics Buffalo
Baird Ward
Fairfield Graphics
Halliday Lithograph
Kingsport Press
San Jose Graphics
Armco
National Supply
Armstrong World Industries
ASEA
Ashland Oil
Ashland Chemical
Ashland Coal
Ashland Exploration
Ashland Petroleum
Atlantic Steel
Atlas Minerals
BW Steel
Calumet Steel
Franklin Steel
Badische
Barber-Greene
Barden
Barry Wright
1983 HCC INDUSTRIAL
MANUFACTURING
BATUS
Brown & Williamson Tobacco
Bell Helicopter Textron
Berol
Berol USA
Fairlawn
Hudson Lumber
Binney & Smith
Boehringer Ingelheim Ltd. U.S.A.
Borg-Warner
Air Conditioning Group
Chemicals and Plastics Group
Energy Equipment Group
Transportation Equipment Group
Braden Steel
Bridgestone Tire
Brown & Sharpe Manufacturing
Bucyrus-Erie
Construction Machinery
Mining Machinery
Western Gear
Burmah Castrol
Burry-Lu
CFS Continental
CWC Castings
California & Hawaiian Sugar
C.amcar
Cameron Iron Works
Canteen
Cargill
Carrier
Case (J.1.)
Castle (A.M.)
Caterpillar
Ceco
Celanese
Virginia Chemicals
Central Soya
Chef Francisco
Chemplex
Chesebrough-Pond's
Bass (G.H.)
Health-Tex
Prince Manufacturing
Chipman-Union
Chloride
Ciba-Geigy
Agricultural
Ainvick Industries
Dyestuffs and Chemicals
Ilford
Pharmaceuticals
Plastics and Additives
Clark Equipment
Clevepak
aow
Coca-Cola Bottling Co. United
Codex
Collins & Aikman
Columbia Nitrogen
Commercial Shearing
Computervision
ConAgra
Banquet Foods
Consolidated Metco
Consolidated Packaging
Contraves Goerz
Cooling Lindsay RIS
Cooper Industries
Apex Machine & Tool
Cooper Air Compressors
Cooper Air Tools
Cooper Electronics
Cooper Energy Services
Cooper Hand Tools
Cooper Petroleum Equipment
Crouse-Hinds
Belden Electrical Wire Products
Demco
Distribution Equipment
Funk Manufacturing
Kirsh
Martin-Decker
Portable Rig
Copeland
Copperweld
Copperweld Bimetallics Group '
Copperweld Energy Group
Copperweld Robotics
Cooperweld Steel
Copperweld Tubing Group
Information Systems
Core Laboratories
Coulter Electronics
Curtin-Matheson Scientific
Crane
Crane U.S.A.
Current
Cutter Laboratories
Cyclops
Dairy Equipment
Dallas Morning News
Dan River
Danis Industries
Waste Services
Deluxe Check Printers
Dennison Manufacturing
Dennison National
Dentsply International
Dexter
C.H. Dexter
Gibco
Howe & Bainbridge
Hysol
Midland
Mogul
Diamond Shamrock
Chemical
Coal
Exploration & Production
Refining & Marketing
Dick (A.B.)
Dietrich Industries
Diversey Wyandotte
Dixie Yarns
Donnelley (R.R.)
Dow Chemical
Dow Corning
Duriron
E.I. DuPont de Nemours
Conoco
Coal & Minerals
Concarb
Petroleum Operations
E-Z-Em
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
HA COMPENSATION COMPARISON
INDUSTRIAL ? 1983
Eaton
Industrial Products Group
Transportation Products Group
Economics Laboratory
Energy Reserves
Engelhard Industries Division
Ensign-Bickford Industries
Essex Chemical
Euclid
Everest & Jennings
Exxon Company U.S.A.
FMC-Ordnance Div.
Ferrero U.S.A.
Firestone Tire & Rubber
Flinchbaugh Products
Florida Steel
Foote Mineral
Franklin Mint
Freeport Mc Mo Ran
Freightliner
French (R.T.)
Grocery
Potato
Fruit Growers Express
G.A. Technologies
GATX-Fuller
General American Transportation
Tank Erection/Pollock
GCO Minerals
General Electric
General Foods
General Mills
General Shale Products
General Signal
DeZurik
General Railway
Leeds and Northrup
Getty Oil
Gifford Hill
Gilbarco
Global Marine
Glynwed
Goldkist
Goodrich (B.F.)
Goodyear Tire & Rubber
Great Northern Nekoosa
Great Northern Paper
Great Southern Paper
Nekoosa Papers
Griffin Pipe Products
Gulf Oil
Harshaw Chemical
Hallmark Cards
Hamilton Glass Products
Hammermill Paper
Beckett Paper
Northern Operations
Hanes
Healthdyne
Air Shields
Bio Systems
Pilling Co.
Product Service
Heinz (1-i.l.)
Heinz U.S.A.
Hubinger
Ore-Ida Foods
1983 HCC INDUSTRIAL (Continued)
MANUFACTURING
Hc '
Amchem
Hercules
Hich Industries
Hilti
Hill Steel Industries Products
Honeywell
Building Services
Information Systems
MicroSw itch
Process Control
Residential
Hormel (Geo. A.)
Houghton Mifflin
Ho,.. met
Huber (LW
Huffy
Bike Assembly
Frabill Bics cle
Ohio Bicycle
Ojklahoma Bicycle
Hunt Manufacturing
Hunt-Wesson Foods
Hydril
Hygeia Coca-Cola Bottling
Hyster
IC Industries
Abex
Midas International
Pepsi-Cola General Bottlers
Pet
Pet Dairy
ICI Americas/U.S.A.
Illinois Tool Works
Industrial Paper Distributors
Ingersoll-Rand
Inmont
Intecom
Intercraft Industries
International Harvester
Agricultural Equipment Group
Truck Group
International Multifoods
International Packings
International Paper
Inter Royal
Itek
Applied Technology
Graphic Systems and Communication Industries
Optical Systems
Johnson (S.C.) & Son
Johnson Matthey
Joy Manufacturing
Kal Kan
Kellogg
Kendall
Kennametal
Kent-Moore
Kerr-McGee
Chemical
Forest Products
Mining
Petroleum
Keyes Fibre
Kimberly-Clark
La Barge
Electronics Division
Tubular Division
La Maur
Lamb-Weston
Leggett & Platt
L EGG S stems
Levi-Strauss
Childrenswear
Menswear
Womens% ear
Leybold Heraeus Vacuum Products
Libbey-Owens?Ford
Lithium Corporation
Lord
Louisiana Land & Exploration
Lufkin Industries
M & M Mars
MCC Powers
MPB
Mack Printing
Mack Trucks
Macmillan
Magnetic Controls
MAPCO
Mary Kay Cosmetics
Matthews International
Maytag
McGraw-Edison
Bussmann
Campbell Chain
aarke
Lighting Products
Masoneilan
Onan
Power Systems
Service
Wagner
Worthington Group
McGraw-Hill
McQuay
Berlin Foundry
Energy Systems & Service
HVAC
OEM
Perfex
Specialty Products
Mead
Media General
Merck
Microdot Fastening Systems
Miles Laboratories
Mine Safety
Minneapolis Electric Steel Castings
MITRE
Mod inc
Morgan Corporation
Morrison
Murphy Oil
NCR
Nalco Chemical
Nashua
National Gypsum
American Olean Tile
Binswanger Glass
Cement
Gold Bond Building Products
National Sea Products
National Valve and Manufacturing
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
INDUSTRIAL ? 1983
HAY COMPENSATION COMPARISON
1983 HCC INDUSTRIAL (Continued)
Natomas
Natomas Coal
Natomas North American
Natomas Petroleum International
Thermal Power
Newport News Shipbuilding
Newsweek
Nippondenso of Los Angeles
Nissan Motor Manufacturing U.S.A.
Noranda Aluminum
Norgren (C.A.)
North American Philips
Philips Medical Systems
North Star Steel
Northrop - Defense Systems Division
Northrop ? Electronics Division
Northwest Energy
Northwest Marine Iron Works
Norton
Nortronics
O'Sullivan Industries
Occidental Chemical
Agricultural Products Group
Feed
Fertilizer
Energy-for-Waste
Industrial Chemicals Group
International Group - Headquarters Division
Plastic & Chemical Specialities Group
Durez
Plastic
Occidental Oil Shale
Ok idata
Olin
Brass
Chemicals
Consumer Products
Ecu sta
Winchester
Otis Elevator, NAO
Otis Engineering
Owens-Corning Fiberglas
Owens-Illinois
PPG Industries
Chemicals
Coatings and Resins
Fiberglas
Glass
Pako
PALCO Industries
Paper Converting
Peabody Coal
Pendleton Woolen Mills
Penn Dairies
Penn field
Pennwalt
Pepsico
Frito-Lay
Pepsi-Cola U.S.A.
Pepsi-Cola Bottling Group
Wilson Sporting Goods
Perkin-Elmer
Philip Morris International
Philip Morris U.S.A.
Pillsbury
Pitney Bowes
Dictaphone
Monarch Marking
Pitney Bowes Business Systems
Wheeler Group
MANUFACTURING
Pittsburgh Corning
Pittsburgh ? Des Moines Steel
Plexco
Polk (R.L.)
Price Brothers
Puritan-Bennett
Quaker Oats
Racal-Milgo
Racine Steel Castings
Railcar
Real Estate Data
Recognition Equipment
Reichhold Chemicals
Rex nord
Reynolds (R.J.) Industries
Arninoil
Archer
Del Monte
Tobacco
Reynolds Metals
Robbins & Myers
Comfort Conditioning
Electric Motor
Fluids Handling
Materials Handling
Robins (A.H.)
Rockwell International
Rogers
Interconnection Products Group
Rolls Royce
Royster
Rust?Oleum
SCM
Allied Paper
Paper Converting
Pulp & Paper
Chemicals
Organic Chemicals
Pigments, Metals & Equipment
Consumer Products
Durkee Famous Foods
Proctor-Silex
Smith-Corona
Durkee Foods
Glidden Coatings and Resins
Kleinschmidt
SPS Technologies
Sandia National Laboratories
Sandvik
Scott Paper
Sentry Enterprise Group
Reed Industries
SNE Corporation
Sherex Chemical
Siemens
Signode
Sii McEvoy
Soltex Polymer
Salsbury Laboratories
Sonat Exploration
Sonat Offshore Drilling
Sonoco Products
Sony Magnetic Products
Speed Queen
Sperry
Sperry and Hutchinson
Staley (A.E.) Manufacturing
Standard Oil (Indiana)
Standard Oil (Ohio)
Chemicals & Industrial Products
Kennecott
Oil
Old Ben Coal
Petroleum
Standard Register
Steiger Tractor
Stepan Chemical
Suburban Propane Gas.
Plateau
SPG Energy Exploration
Sun Company
Superior Electric
Susquehanna
R & G Sloane Manufacturing
Rockwool Industries
Syntex
Syntex Dental Products
Syntex Opthalmics
Syva
TRW Mission
Technicon Instruments
Tenneco Oil ? Processing and Marketing
Tetley
Texas Instruments
Texas Gulf
Thermo-Electron
Timken
Tonka
Triad Chemical
UARCO
Union Carbide
Union Pacific
Champlin Petroleum
Rocky Mountain Energy
Upland Industries
Union Special
Union Tank Car
UNIROYAL
US. Gypsum
U.S. Steel
U.S. Tobacco
Upjohn
Asgrow Seed
Chemical
Pharmaceutical
Vallen
Valmont Industries
Vero
Electron Devices
Integrated Systems
Power Systems
Semi Conductor
Walbro
Wallace Silversmiths
Waterbury Farrel
Western Electric
Western Publishing
Westinghouse Electric
White Castle System
Williams Companies
Agrico Chemical
Edgcomb Metals
Williams Exploration
Williams National Gas
Williams Pipe Line
Wrigley (Wm.) Jr,
Wyman Gordon
Xerox
Zenith
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HAY COMPENSATION COMPARISON
INDUSTRIAL - 1983
Abitibi Price Sales
Alitalia North America
American Broadcasting
Leisure
Publishing
Radio
Television
Video
American Chemical Society
Chemical Abstracts Service
American Gas Association
American Society of Mechanical Engineers
American Telephone & Telegraph
American Bell
Bell Telephone Laboratories
Bell Telephone Co. of Pennsylvania ,
Chesapeake and Potomac Telephone Cos.
Cincinnati Bell
Illinois Bell Telephone
Indiana Bell Telephone
Long Lines
Michigan Bell Telephone
New England Telephone
New Jersey Bell Telephone
New York Telephone
Ohio Bell Belephone
Pacific Northwest Bell Telephone
Pacific Telephone & Telegraph
South Central Bell Telephone
Southern Bell Telephone & Telegraph
Southern New England Telephone
Southwestern Bell Telephone
Wisconsin Telephone
American Trucking Association
Amtrak
Ashland Services
Atlantic Aviation
Bariven
Bessemer & Lake Erie Railroad
Best Western International
Blount
Bra mco
Burlington Northern Railroad
Burns International Security Service
Butt (H.E.) Grocery
CO-I Computax
CSX
Carson Pirie Scott
Department Stores
Wholesale Floor Covering
Central Telephone of Illinois
Charles Levy Circulating
Chicago, Milwaukee, St. Paul & Pacific Railroad
Chicago & Northwestern Transportation
C L Systems
Cominco American
Communications Satellite
1983 HCC INDUSTRIAL
NON-MANUFACTURING
Consolidated Freightways
CF Air Freight
CF Data Service
Consolidated Freightways of Delaware
Consolidated Rail
Continental Holding
Cox Cable Communications
Cox Data Services
Distek
Dravo
DynaCor
EG & G Idaho
Factory Mutual Engineering and Research
Federal Express
Flagship Computer Services
Fleming
Flickinger (S.M.)
Florist Transworld Delivery
Floral Network
Flying Tigers
Fox & Jacobs
GATX
GARD
GATX Leasing
GATX Terminals
American Steamship
GTE
Genstar
Flintkote
Land and Housing
Godfather's Pizza
Grand Trunk Western Railroad
Graver Water/Unitech
Graybar Electric
Hannaford Brothers
Hartmarx
Howe-Baker Engineering
Illinois Central Gulf Railroad
Illinois Consolidated Telephone
Institute of Elect. & Electr. Engineers
Kepner-Tregoe
Kroger
Lavino Shipping
Lee Way Motor Freight
Long Island Railroad
Major League Baseball
Matson Navigation
Mayflower
McKee (Robert E.)
Mercedes-Benz of North America
Met Path
Metro North Commuter Railroad
Metropolitan Transit Authority
Midcoast Aviation Services
Mill Power Supply
Minolta
Missouri Pacific Railroad
Missouri Valley Machinery
Mutual Broadcasting
National Broadcasting
National CSS
Norfolk Southern
North American Car
North American Van Lines
North Carolina Assoc. of Electric Cooperatives
Norwest Financial Information Services Group
Pancho's Mexican Buffet
Pittsburgh & Lake Erie Railroad
Pizza Hut
Princeton University Plasma Physics Laboratory
Puerto Rico Marine Management
Red Owl Stores
Snyder Drug Stores
Reynolds & Reynolds
Reynolds Electrical & Engineering
Ryder System
Santa Fe Railway
Sea Land
Sears, Roebuck
Society of Automotive Engineers
Soo Line Railroad
Southeastern Railroad Associated Bureau
Southern Pacific Railroad
Suburban Propane Gas
Eastern Division
Vangas
Subaru of America
SuperValu
County Seat Stores
Risk Planners
Supermarkets General
Syscon
Terminal Freight Handling
Texas American Services
Trailer Train
Trans Union Credit Information
Union Pacific Railroad
United Telecommunications
North Supply
United Telephone System
Carolina Group
Eastern Group
Florida Group
Midwest Group
Northwest Group
Southeast Group
Texas Group
United Telephone of Indiana
United Telephone of Ohio
Utelcom
University Computing
Viacom International
WSM
Williams Realty
Yellow Freight System
Zale Corporation
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INDUSTRIAL ? 1983
HAY COMPENSATION COMPARISON
1983 HCC INDUSTRIAL
Arizona Public Service
Basin Electric Power Cooperative
Boston Gas
Brooklyn Union Gas
Carolina Power & Light
Citizens Gas & Coke
Colonial Gas Energy System
Columbia Gas System
Dayton Power & Light
Detroit Edison
Duke Power
East Ohio Gas
Florida Power
General Public Utilities
Gulf States Utilities
Hackensack Water
InterNorth
Kansas City Power & Light
Louisville Water
Massachusetts Municipal Wholesale Electric
Memphis Light, Gas and Water
Metropolitan Sewer District
Missouri Public Service
Nebraska Public Power District
UTILITIES
Nevada Power
Northern States Power
Ohio Edison
Pennsylvania Power
Omaha Public Power District
Pennsylvania Power & Light
Philadelphia Gas Works
Piedmont Natural Gas
Plains Electric Generation & Transmission Cooperative
Portland General Electric
Power Authority of the State of New York
Providence Gas
Santee Cooper
Sierra Pacific Power
Sonat
Southern Natural Gas
Southwest Gas
Texas Gas Transmission
Texas Utilities Services
Valero Energy
Saber Energy
Washington Public Power Supply
Wisconsin Gas
Please Note: All organizations listed have submitted data to this survey. However,
data from some participants may not be available for use in some types of
standard and special analyses at some times. When major re-evaluation and
recorrelation processes take place, data may be withdrawn from the active
file until those processes are complete. In other cases, due to the nature of
a survey request and our knowledge of the required participants' data, we
may restrict availability in order to preserve confidentiality.
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
HAY COMPENSATION COMPARISON
FINANCIAL ? 1983
1983 LIST OF
Acacia Mutual Life Insurance (Washington, DC)
Aid Association for Lutherans (Appleton, WI)
Alabama Farm Bureau Mutual Casualty Insurance (Montgomery)
Allendale Mutual Insurance (Johnston, RI)
American Express (NYC)
Fireman's Fund Insurance (San Francisco)
American Family Insurance Group (Madison, WI)
American Mutual Insurance Companies (Wakefield, MA)
American Mutual Life Insurance (Des Monies)
American National Insurance (Galveston, TX)
American Security Insurance Group (Atlanta)
Arizona Bank, The (Phoenix)
Armco Financial Services Group (Middletown, OH)
Armco Financial Corporation (Middletown, OH)
Armco Insurance Group (Milwaukee)
Bellefonte Reinsurance (Cincinnati)
Columbia National Life Insurance (Columbus, OH)
Continental Western Life Insurance (Wilwaukee)
North Pacific Insurance (Portland, OR)
Northwestern National Insurance (Milwaukee)
Pacific National Insurance (Los Angeles)
Special Risks (Dallas)
Talbot, Bird (NYC)
Universal Reinsurance (Milwaukee)
Association Life Insurance (Milwaukee)
BMA (Kansas City, MO)
Bank of New England (Boston)
Bank of the Commonwealth (Detroit)
Bank One of Northeastern Ohio (Painesville, OH)
BankEast Corporation (Manchester, NH)
Bankers Life (Des Moines)
Bankers Life Nebraska (Lincoln)
Bankers Life and Casualty (Chicago)
Banking Center, The (Waterbury, CT)
Banner Life Insurance (Rockville, MD)
Barclays American Business Credit (East Hartford, CT)
Barnett Banks of Florida (Jacksonville)
Berkshire Life Insurance (Pittsfield, MA)
Borg Warner Acceptance (Chicago)
Capital Holding (Louisville)
Capital Enterprise Insurance Group (Louisville)
Commonwealth Life (Louisville)
Georgia International Life (Atlanta)
Home Security Life (Durham, NC)
National Standard Life (Orlando)
Peoples Life (Washington, DC)
Carteret Savings and Loan (Morristown, NJ)
Central Fidelity Bank (Richmond, VA)
Central Life Assurance (Des Moines)
Central Trust Bank (Jefferson City, MO)
Chase Federal Savings & Loan (Miami)
Chase Manhattan Bank (NYC)
Citicorp (NYC)
Clark Equipment Credit (Buchanan, MI)
Columbus Mutual Life Insurance (Ohio)
Commercial Security Bank (Salt Lake City)
Commercial Union Insurance (Boston)
Community Savings Bank (Rochester, NY)
Connecticut Bank & Trust (Hartford)
Connecticut Savings Bank (New Haven)
PARTICIPANTS
Continental Corporation (NYC)
Cotton States Insurance (Atlanta)
Dallas Federal Savings & Loan (Texas)
Dominion Bankshares (Roanoke, VA)
East New York Savings Bank, The (NYC)
Empire Mutual Insurance (NYC)
Equitable Life Insurance of Iowa (Des Moines)
Essex Bank (Peabody, MA)
Farm Credit Banks of Springfield (Massachusetts)
Farm Family Life Insurance (Albany, NY)
First Bank System (Minneapolis)
First National Bank of Minneapolis (Minnesota)
First Columbia Financial Corporation (Denver)
Columbia Savings & Loan (Denver)
First Federal Savings & Loan of Lake Worth (Florida)
First National Bank of Clayton (Missouri)
First National Bank of Dubuque (Iowa)
First National Bank of Maryland (Baltimore)
First National Bank of Pennsylvania (Erie)
First Pennsylvania Bank (Philadelphia)
First Security Corporation (Salt Lake City)
First Texas Savings (Dallas)
Flagship Banks (Miami)
Flagship National Bank of Miami (Florida)
General American Life Insurance (St. Louis)
General Electric Credit (Stamford, CT)
Goldome (Buffalo, NY)
Great Southern Life Insurance (Houston)
Great Western Bank (Phoenix)
Great West Casualty (South Sioux City, NE)
Home Federal Savings and Loan (Tuscon)
IBM Endicott/Owego Employees Federal Credit Union (Endicott, NY)
IBM Mid America Employees Federil Credit Union (Rochester, MN)
Independent Life Insurance (Jacksonville)
InterFirst (Dallas)
InterFirst Bank Austin (Texas)
InterFirst Bank Dallas (Texas)
InterFirst Investment Management (Dallas)
Integon (Winston-Salem, NC)
Investors Diversified Services (Minneapolis)
Kanawha Valley Bank (Charleston, WV)
Kansas City Life Insurance (Kansas City, MO)
National Reserve (Topeka, KS)
Sunset Life (Olympia, WA)
Lake Shore National Bank (Chicago)
Liberty National Life Insurance (Birmingham, AL)
Lincoln National Bank (Ft. Wayne, IN)
Lincoln National Corporation (Ft. Wayne, IN)
American States Insurance (Indianapolis)
Chicago Title & Trust (Illinois)
Lincoln National Life Insurance (Fort Wayne, IN)
Lutheran Brotherhood (Minneapolis)
Lutheran Mutual Life Insurance (Waverly, IA)
M & I Marshall & Ilsley Bank (Milwaukee)
M & T Bank (Buffalo)
Maine Savings Bank (Portland)
Manhattan Life Insurance (NYC)
Manufacturers Hanover Trust (NYC)
Marine Corporation (Milwaukee)
Massachusetts Property Insurance Underwriters
Association and Rhode Island Joint Reinsurance
Association (Boston, MA)
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
FINANCIAL ? 1983
HAY COMPENSATION COMPARISON
1983 LIST
OF PARTICIPANTS (Continued)
Mechanics Savings Bank (Hartford)
Mellon Bank (Pittsburgh)
Merrill Lynch (NYC)
Midland Mutual Insurance (Columbus, OH)
Ministers Life Insurance (Minneapolis)
Minnesota Federal Savings & Loan (St. Paul)
Minnesota Mutual Life Insurance (St. Paul)
Monumental Life Insurance (Baltimore)
Morgan Guaranty Trust (NYC)
Mutual Benefit Life Insurance (Newark)
Mutual Federal Savings & Loan (Norfolk, VA)
Mutual Life Insurance of New York (NYC)
Mutual of Omaha Insurance (Nebraska)
Mutual Trust Life Insurance (Chicago)
National Bank of Detroit (Michigan)
National Life Insurance (Montpelier, VT)
National Rural Utilities Cooperative Finance (Washington, DC)
New England Mutual Life Insurance (Boston)
North American Life & Casualty (Minneapolis)
Northwest Bancorporation (Minneapolis)
Banco Financial (Minneapolis)
Banco Incorporated (Minneapolis)
Banco Properties (Minneapolis)
First American National Bank (Duluth, MN)
First National Bank of Aberdeen (South Dakota)
First National Bank of the Black Hills (Rapid City, SD)
Iowa-Des Moines National Bank (Iowa)
Midland National Bank (Minneapolis)
Northwest National Bank Southwest (Bloomington, MN)
Northwestern National Bank (Minneapolis)
Northwestern National Bank (Sioux Falls)
Northwestern National Bank (St. Paul)
Southside Insurance (Minneapolis)
Unites States National Bank (Omaha)
Composite of 77 Banks
Composite of 4 Trust Companies
Northwestern Mutual Life Insurance (Milwaukee)
Northwestern National Life Insurance (Minneapolis)
North Atlantic Life Insurance (Jericho, NY)
Northern Life Insurance (Seattle)
Norwest Financial (Des Moines)
Ohio Citizens Trust (Toledo)
Ohio National Life Insurance (Cincinnati)
Old National Bank (Evansville, IN)
Old National Bank (Spokane, WA)
Old Stone Bank (Providence, RI)
Omaha National Bank (Nebraska)
Onondaga Savings Bank (Syracuse, NY)
PMI Mortgage Insurance (San Francisco)
Patrons Mutual Insurance (Olathe, KS)
Pennsylvania National Mutual Casualty
Insurance (Harrisburg)
People's Savings Bank (Bridgeport, CT)
Pioneer Savings & Loan (Racine, WI)
Pitney Bowes Credit (Darien, CT)
Pittsburgh National Bank (Pennsylvania)
Pontiac State Bank (Michigan)
Protective Life Insurance (Birmingham, AL \
Provident Life and Accident Insurance
(Chattanooga, TN)
Provident Life Insurance (Bismarck, ND)
Provident Mutual Life Insurance (Philadelphia)
Puget Sound National Bank (Tacoma, WA)
Ranger Insurance (Houston)
American Founders Life Insurance (Austin, TX)
Royal Bank of Canada (NYC)
San Diego Trust & Savings Bank (California)
Security Benefit Life Insurance (Topeka, KS)
Security Mutual Life of New York (Binghamton)
Security Pacific Finance (San Diego)
Security Savings Bank (Marshalltown, IA)
Sentry Insurance (Stevens Point, WI)
Society for Savings (Hartford, CT)
St. Paul Companies (Minnesota)
Western Life Insurance (St. Paul)
State Automobile Mutual Insurance (Columbus, OH)
State Street Bank & Trust (Boston)
Statesman Group (Des Moines)
Student Loan Marketing Association (Washington, DC)
Sun Life of Canada (Wellesley Hills, MA)
Texas American Bancshares (Fort Worth)
American Ag Credit (Aurora, CO)
Texas American Bank ? Amarillo (Texas)
Texas American Bank ? Austin (Texas)
Texas American Bank ? Dallas (Texas)
Texas American Bank ? Denison (Texas)
Texas American Bank ? Fort Worth (Texas)
Texas American Bank ? Galleria (Houston)
Texas American Bank ? Houston (Texas)
Texas American Bank ? LBJ (Dallas)
Texas American Bank ? McKinney (Texas)
Texas American Bank ? Midland (Texas)
Texas American Bank ? Prestonwood (Dallas)
Texas American Bank ? Riverside (Fort Worth)
Texas American Bank ? Westside (Fort Worth)
Texas American Investment Management (Fort Worth)
Texas Commerce Bank ? Austin (Texas)
Texas Federal Savings & Loan (Dallas)
Third National Bank and Trust (Dayton, OH)
Time Insurance (Milwaukee)
Title Insurance & Trust (Los Angeles)
Tower Federal Credit Union (Annapolis Junction, MD)
Travelers, The (Hartford, CT)
Union Mutual Life Insurance (Portland, ME)
United Central Bank (Des Moines)
United Insurance Co. of America (Chicago)
United Virginia Bank (Richmond)
Valley National Bank (Phoenix)
Virginia National Bank (Norfolk)
Washington National Corporation (Evanston, IL)
Anchor National Life Insurance (Phoenix)
Washington National Insurance (Evanston, IL)
Western States Life Insurance (Fargo, ND)
Zurich Insurance (Schaumburg, IL)
Please Note: All organizations listed have submitted data to this survey. However,
data from some participants may not be available for use in some types of
standard and special analyses at some times. When major re-evaluation and
recorrelation processes take place, data may be withdrawn from the active
file until those processes are complete. In other cases, due to the nature of
a survey request and our knowledge of the required participants' data, we
may restrict availability in order to preserve confidentiality.
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NONPROFIT ? 1982
HAY COMPENSATION COMPARISON
1982 SERVICE PARTICIPANTS
BLUE CROSS/BLUE SHIELD
P1
Alabama BC/BS (Birmingham)
California, BC of Southern (Los Angeles)
Connecticut BC/BS (North Haven)
Florida BC/BS (Jacksonville)
Iowa BC/BS (Des Moines)
Kentucky BC/BS (Louisville)
Maryland BC/BS (Baltimore)
Massachusetts BC/BS (Boston)
Michigan BC/BS (Detroit)
Missouri BC/BS (St. Louis)
New Jersey BC/BS (Newark)
New York, BC/BS of Greater (NYC)
North Carolina BC/BS (Durham)
Ohio, BC of Northeast (Cleveland)
Ohio, BC of Southwest (Hospital Care Corporation) (Cincinnati)
Ohio BS (Worthington)
Pennsylvania, BC of Greater Philadelphia
Pennsylvania, BC of Western (Pittsburgh)
Pennsylvania BS (Camp Hill)
Texas BC/BS (Dallas)
Virginia BC/BS (Richmond)
Wisconsin, United BC/BS (Milwaukee)
HOSPITALS
Allegheny General Hospital (Pittsburgh)
Alta Bates Corporation (Berkeley, CA)
Appalachian Regional (10 Hospitals) (Lexington, KY)
Archbishop Bergan Mercy Hospital (Omaha)
Baptist Hospitals and Health Systems (Phoenix)
Baystate Medical Center (Springfield, MA)
Bethesda Hospital & Deaconess Association (Cincinnati)
Bishop Clarkson Memorial Hospital (Omaha)
Boswell Memorial Hospital (Sun City, AZ)
Children's Hospital of San Francisco (California)
Choate/Symmes Health Services (Woburn, MA)
Citizens General Hospital (New Kensington, PA)
Evangelical Hospital Association (Oak Lawn, IL)
Fresno Community Hospital and Medical Center (Fresno, CA)
Hahnemann Medical College and Hospital (Philadelphia)
Hartford Hospital (Connecticut)
Hillcrest Medical Center (Tulsa, OK)
IHC Hospital Corporation (25 Hospitals) (Salt Lake City)
Madison General Hospital (Madison, WI)
Maine Medical Center (Portland)
Manchester Memorial Hospital (Connecticut)
Memorial Hospital Medical Center (Long Beach, CA)
Memorial Hospital System (Houston)
Mercy Hospital (Miami, FL)
P2
Arkansas BC/BS Little Rock)
Colorado BC/BS Denver)
Delaware BC/BS Wilmington)
Georgia BC/BS (Atlanta)
Georgia BC/BS (Columbus)
Idaho BC (Boise)
Kansas BC/BS (Topeka)
Maine BC/BS (Portland)
Mississippi BC/BS (Jackson)
Missouri BC/BS (Kansas City)
Montana BC (Great Falls)
New York, BC of Northeastern (Albany)
New York, BC of Western (Buffalo)
Ohio, BC of Central (Columbus)
Ohio, BC of Northwest (Toledo)
Pennsylvania, Capital BC (Harrisburg)
Pennsylvania, Lehigh Valley BC (Allentown)
Rhode Island BC/BS (Providence)
Utah BC/BS (Salt Lake City)
West Virginia BC/BS (Charleston)
Mercy Medical Center (Coon Rapids, MN)
Michael Reese Hospital and Medical Center (Chicago)
Montefiore Hospital and Medical Center (NYC)
NKC (Louisville, KY)
Oil City Hospital (Oil City, PA)
Overlook Hospital (Summit, NJ)
St. John Hospital (Detroit, MI)
St. Joseph's Hospital (Tucson, AZ)
St. Joseph's Hospital and Medical Center (Patterson, NJ)
St. Luke's Hospital (Milwaukee)
St. Luke's Hospitals (Fargo, ND)
St. Luke's Medical Center (Phoenix)
St. Mary-Corwin Hospital (Pueblo, CO)
St. Mary's Hospital & Health Center (Tucson, AZ)
St. Mary's Medical Center (Knoxville, TN)
St. Mary's Medical Center (Racine, WI)
Samaritan Health Service (5 Hospitals) (Phoenix)
Shadyside Hospital (Pittsburgh)
Sutter Community Hospital (2 Hospitals) (Sacramento, CA)
Trumbull Memorial Hospital (Warren, OH)
United Presbyterian Residence (Long Island, NY)
University Hospital of Cleveland (Ohio)
Warren General Hospital (Warren, PA)
Wesley Medical Center (Wichita, KS)
NONPROFIT ORGANIZATIONS
A.A. World Services (New York, NY)
American Bankers Association (Washington, D.C.)
American Heart Association (Dallas)
American Hospital Association (Chicago)
American Institute of CPA's (New York, NY)
American Society of Chartered Life Underwriters (Bryn Mawr, PA)
Appalachia Educational Laboratory (Charleston, WV)
Bank Marketing Association (Chicago)
Blue Cross and Blue Shield Associations (Chicago)
Carnegie Institute and Library (Pittsburgh)
CEMREL (St. Louis)
Far West Laboratory (San Francisco)
Financial Accountants Standards Board (Stamford, CT)
Financial Executives Institute (NYC)
Gateway School District (Pittsburgh, PA)
Girl Scouts of the USA (NYC)
International Reading Association (Newark, DE)
Life Insurance Marketing and Research Association (Hartford, CT)
Life Office Management Association (Atlanta)
Lucas County Children Services Board (Maumee, OH)
Lutheran Social Services (Dayton, OH)
Midwest Research Institution (Kansas City, MO)
National Association for Retarded Citizens (Arlington, TX)
National Association of Mutual Savings Banks (NYC)
National Board of Medical Examiners (Philadelphia)
Pennsylvania Medical Society (Lemoyne, PA)
San Diego Zoological Society (San Diego, CA)
United Methodist Publishing House (Nashville, TN)
University of Texas Health Science Service (Houston, TX)
Wilder (Amherst H.) Foundation (St. Paul)
YMCA of Metropolitan Chicago (Illinois)
YMCA of the United States (Chicago)
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APPENDIX B
Hay/Huggins Benefits Comparison
Participant List
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NONCASH COMPENSATION COMPARISON HAY ? HUGGINS 1983
HAY-HUGGINS BENEFITS CONSULTING SERVICES
Hay-Huggins, a member of the Hay Group, is a unique affiliation of two professional consulting organizations: Hay
Associates with its extensive capabilities in human resources consulting and Huggins and Company with its actuarial
consulting expertise. This combination produces a "total remuneration" approach to employee benefits. The Hay-
Huggins approach takes into account the full picture of cash compensation, incentives, and noncash compensation
including employee benefits, perquisites and related personnel policies.
As a member of The Hay Group, the largest human resources consulting firm in the world with 73 offices in 23 countries,
Hay-Huggins serves over 1,000 organizations worldwide: industrial and financial companies of all size, including many
Fortune 500 companies, government and research organizations and not-for-profit institutions.
All client assignments are approached from a viewpoint that is practical, innovative and flexible enough to meet each
client's unique objectives. To ensure total objectivity, Hay-Huggins does not accept commissions.
Hay-Huggins pioneered the development of employee benefits measurement and comparison systems; in addition, Hay-
Huggins maintains the most detailed data base of employee benefits and personnel policies in the United States.
Hay-Huggins actuaries and consultants also help establish an important bridge between the two organizational functions
most concerned with employee benefits: Personnel and Finance. This valuable orientation permits our professional
staff to help both personnel and financial executives meet their objectives of providing employees with the best benefit
coverages possible at the most reasonable cost to the organization.
Among specific services available to employers are:
? Establishing Employee Benefits Objectives
? Total Compensation Planning and Budgeting
? Assessing the Adequacy of Benefits
? Objective Analysis of Benefit Program Competitiveness
? Actuarial Analysis Services
? Group Insurance Financial Audits
? Studies of Employee Perceptions of Benefits
? Benefits Communications
7
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HAY ? HUGGINS 1983
NONCASH COMPENSATION COMPARISON
Abbott Laboratories
Abbott Northwestern Hospital
Acacia Mutual Life Insurance Company
Action Industries, Inc.
Advanced Technologies
AEL, Inc.
Aerospace Corporation
AGA Gas, Inc.
Aid Association for Lutherans
Air Products and Chemicals
Alabama Power Company
ALCOA
Alexander & Alexander
Alexander & Baldwin. Inc.
Alfa Romeo. Inc.
Allegheny Intermediate Unit
Allen Bradley Company
Allendale Mutual Insurance
Allergan Pharmaceuticals
Allied Bank International
Allied Corporation
Allis Chalmers Company
AMAX. Inc.
Amerada Hess Corporation
American Association
for the Advancement of Science
American Bank and Trust of Pennsylvania
American Bankers Association
American Broadcasting Company, Inc.
American Chemical Society
American College, The
American Council of Life Insurance
American Crystal Sugar
American Express Company
American Family Insurance Group
American Gas Association
American Heart Association, Inc.
American Hoechst
American Hospital Association
American Hospital Supply Corporation
American Institute for Research
American Institute of CPA's
American Iron and Steel Institute
American Public Transit Association
American Reinsurance Company
American Security and Trust Company
American Shipbuilding
American Society of Civil Engineers
American Society of Refrigerator
& Air Conditioner Engineers
American Standard, Inc.
American States Insurance Companies
American Sterilizer Company
American Systems Corporation
American Telephone & Telegraph Company
Amerifirst Federal Savings & Loan
Ameritrust
Amersham
Amfac Hotels
Amtrak
Anaconda Minerals Company
Anchor/Darling Industries
Anchor Hocking Corporation
Anchorage School District
Andersons, The
Annuity Board of Southern Baptists
Arc America
Arcata Corporation
Archbishop Bergan Mercy Hospital
Archer-n.nieic
Declassified and Approved
LIST OF PARTICIPANTS
ARINC Research Corporation
Arizona Bank
Arkansas Best Corporation
Armco, Inc.
Armco Insurance Group
Armstrong World Industries, Inc.
Arvida Corporation
Asarco, Inc.
ASEA
Ashland Oil, Inc.
ASHRTAC Engineering
Atlantic Aviation Corporation
Atlantic Mutual Insurance Company
Automobile Club of Michigan
Avery Products Corporation
BABB, Inc.
Badische Corporation
Baker Industries
Baltimore Aircoil
Bank Fund Staff Federal Credit Union
Bank Marketing Association
Bank of the Commonwealth
Bank of New England, N.A.
Bank East Corporation
Bankers Life and Casualty Company
Bankers Life Company, The
Bankers Life of Nebraska
Baptist Hospital & Health Systems
Barber-Greene Company
Barclays Bank of California
Barclays Bank of New York
Barden Corporation
Bariven Corporation
Barnett Banks of Florida
Basin Electric Power Cooperative
BATUS, Inc.
BDM Corporation, The
Bean Company, L. L.
Beaven Companies
Bechtel Corporation
Beechum, Inc.
Bell Helicopter Textron
Bell Telephone of Pennsylvania
Bendix Corporation?
Aerospace and Electronics Group
Berkshire Life Insurance Company
Berol Corporation
Bessemer & Lake Erie Railroad
Best Products Company, Inc.
Bethesda Hospital
Betz Laboratories
Beverage Management, Inc.
Bishop Clarkson Memorial Hospital
Black & Decker Manufacturing Company
Blessings Corporation
Dick Blick Company
Blue Cross Hospital Service Inc.?
St. Louis, Missouri
Blue Cross of Greater Philadelphia
Blue Cross of Northeast Ohio
Blue Cross of Northeastern New York
Blue Cross of Northwest Ohio
Blue Cross of Southern California
Blue Cross/Blue Shield Associations, Inc.
Blue Cross/Blue Shield of Alabama
Blue Cross/Blue Shield of Colorado
Blue Cross/Blue Shield of Connecticut, Inc.
Blue Cross/Blue Shield of Delaware, Inc.
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Blue Cross/Blue Shield of Iowa
Blue
Blue
Blue
Blue
Blue
Blue
Blue
Blue
Blue
Blue
Bolt,
Cross/Blue Shield of Kansas
Cross/Blue Shield of Maine
Cross/Blue Shield of Maryland
Cross/Blue Shield of Massachusetts
Cross/Blue Shield of Michigan
Cross/Blue Shield of Nebraska
Cross/Blue Shield of North Carolina'
Cross/Blue Shield of Southern West Virginia
Cross/Blue Shield of Texas
Cross/Blue Shield of Virginia
Beranck and Newman, Inc.
Boone County National Bank
Borg Warner Acceptance Corporation
Boston Edison Company
BP Alaska Exploration
BP North America
Braden Steel Corporation
Bristol-Meyers Company
Brooklyn Union Gas
Brooks and Perkins, Inc.
Brown University
Brown & Williamson Tobacco
Brunswick Corporation
Buckeye Gas Products
Bucyrus Erie Company
Buffalo Savings Bank
Burger King Corporation
Burlington Northern, Inc.
Burnett Company, Leo
Business Men's Assurance Company of America
Butler Manufacturing Company
Butt Grocery Company, H.E.
Buttes Gas & Oil Company
C.A.C.I., Inc.
California & Hawaiian Sugar Company
California Credit Union League
Cameron Iron Works
Campbell Soup Company
Capital Holding Corporation
Cargill, Inc.
Carle Foundation
Carrier Corporation
Carson, Pirie Scott Company
Carteret Savings & Loan
Castle & Company, A.M.
Castle & Cooke, Inc.
Caterpillar Tractor Company
Catholic Health Associations
Ceco Corporation
Center for Naval Analysis
Central Bancshares of the South
Central Life Assurance
Central Soya Company, Inc.
Central Telephone and Utilities Corporation
Central Trust Bank
Centronics
CertainTeed Corporation
CFS Continental
Chamber of Commerce of the United States
Chase Federal Savings and Loan
Chase Manhattan Bank
Chemical Bank
Chemlawn Corporation
Chesebrough-Pond's, Inc.
Chicago Board of Trade
Chicago Bridge & Iron Industries, Inc.
Chicago & Northwestern Transportation Company
rkirmon Titla Tri let
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NONCASH COMPENSATION COMPARISON
HAY ? HUGGINS 1983
Chicago Tribune
Chipman-Union, Inc.
Chrysler Corporation
Ciba-Geigy Corporation
CIGNA
Cincinnati Association for the Blind
Citibank, N.A.
Citizen's Bank & Trust, MD
Citizen's Bank
City Bank & Trust
City of Colorado Springs
City of Hampton
City of Los Angeles
City of Los Angeles (Fire & Police)
City of Los Angeles (General)
City of Los Angeles (Water & Power)
Cit of Newport News
City of Norfolk
City of Portsmouth
City of Richmond
City of Suffolk
Cleveland Electric Illuminating
CMS Companies
CNA Insurance
Coastal Corporation, The
Coca-Cola Company, Inc.
Cole National Corporation
Colonial Bank
Colonial Life and Accident
Columbia Gas System Service Corporation
Columbia Hospital
Columbia Nitrogen Corporation
Commercial Security Bank
Commercial Shearing, Inc.
Commercial Union Insurance Companies
Commonwealth National Bank
Commonwealth of Pennsylvania
Community Federal Savings and Loan
Computer Sciences Corporation
Computer Sciences Corporation?
Systems Divisions
COMSAT
Congressional Budget Office
Connecticut Mutual Life Insurance
Consolidated Rail Corporation
Continental Bank
Continental Corporation
Continental-Emsco Company
Continental Illinois Corporation
Continental Materials Corporation
Contraves Goerz Corporation
Conwed Corporation
Thomas Cooke. Inc.
Cooper Industries
Copperweld Corporation
Corroon and Black of Tennessee. Inc.
Cotton States Insurance
Country Pride Foods, Ltd.
County of Lake
Courier Corporation
Cox Cable Communications, Inc.
Crane & Company
Crocker National Bank
Crompton & Knowles Corporation
Crowley Maritime Corporation
CRST, Inc.
CSX Corporation
Cyclops Corporation
LIST OF PARTICIPANTS (Continued)
Danly Machine Corporation
Dayton Power and Light Company
Dayton-Hudson Corporation
Dead River Company
Decision Data Computer Corporation
Deluxe Check Printers, Inc.
Dennison Manufacturing Company
Deposit Guaranty National Bank
Detroit Edison Company
Dexter Corporation
Dial Financial Corporation
Diamond Shamrock
Dick Company, A. B.
DiGiorgio Corporation
Disston
Distek, Inc.
Dixie Yarns, Inc.
Donaldson Company
Dow Chemical, U.S.A.
Dow Corning Corporation
Draper Laboratory, Inc., Charles Stark
Dravo Corporation
Duke Power Company
Duriron Company, Inc.
Durr Fillauer Medical, Inc.
Dynalectron Corporation
East New York Savings Bank
Eastern Stainless Steel
Economics Laboratory, Inc.
E. F. Hutton Credit Union
EG & G Idaho
EG & G, Inc.
EMC Technologies, Inc.
Energy Reserves Group
Ensign-Bickford Industries, Inc.
Equibank, N.A.
Equitable Trust
Erie Insurance Group
Euclid, Inc.
Excelsior Truck Leasing Company, Inc.
Factory Mutual Engineering Corporation
Farm Bureau Family Insurance
Farm Credit Banks of Springfield, MA
Farm Credit Banks of St. Paul
Farm Family Life/Mutual Insurance Companies
Federal Express Corporation
Federal Home Loan Mortgage Corporation
Federal National Mortgage Association
Federal Reserve Bank of San Francisco
Fidelity Bank
Fidelity Mutual Life Insurance
Fidelity Union Life Insurance Company
First American Bank & Trust, MD
First American Bank, N.A.
First Amtenn Corporation
First Bank System, Inc.
First Mississippi Corporation
First National Bank of Maryland
First National Bank of Mexico, MO
First National Bank of Minneapolis
First Oklahoma Bancorporation
First Pennsylvania Bank
First Security Corporation
Fisher-Price Toys
Flickinger Corporation
Flo-Valve Company
Florida Power Corporation
FMC Corporation
Foremost-McKesson
Foster Company, L. B.
Four Cities United Way
Fox & Jacobs, Inc.
Fox-Stanley Photo Products, Inc.
Foxboro Company
Frantz Manufacturing Company
Freeport-McMoRan, Inc.
French Company, R.T.
Friendly Ice Cream Corporation
Frito-Lay, Inc.
Frito-Lay (Puerto Rico)
Fruit Growers Express
Fusion Systems Corporation
Gallaudet College
GEICO
General American Insurance Company
General Electric Company
General Electric Company?
Space Systems Division
General Foods Corporation
General Mills
General Shale Products Corporation
General Signal Corporation
Genstar, Ltd.
Georgetown Texas Steel
Georgia Power Company
Germantown Sayings Bank
Gibraltar Savings
Gifford-Hill & Company, Inc.
Girard Bank
Girl Scouts of the U.S.A.
Godfather's Pizza
Gould SEL., Inc.
Government Employee's Life Insurance
GPU Service Corporation
Grand Trunk Western Railroad Company
Graybar Electric Company
Great Southern Life Insurance Company
Greatwest Casualty Corporation
Greyhound
GRI Corporation
GTE Automatic Electric, Inc.
GTE Laboratories
Hahnemann Medical College & Hospital
Hallmark Cards. Inc.
Hall's Motor Transit
Hamady Brothers Foods, Inc.
Hanes Corporation
John Hancock Mutual Life Insurance Company
Hannaford Brothers
Hartmarx
Hartford Hospital
Healthdyne
Heinz Company, H.J.
Hewlett-Packard Company
Highlands Energy Corporation
Hillcrest Medical Center
Hilti Industries, Inc.
Hiram Walker
Holmes & Narver, Inc.
Home Federal Savings and Loan
Home Petroleum
Honeywell Federal Systems Division
Honeywell, Inc.?PMSD
Hospital Data Center of Virginia
Hospital Service Plan of New lersev
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HAY - HUGGINS 1983
NONCASH COMPENSATION COMPARISON
Howard Johnson Company
Howard University
Howe-Baker, Inc.
Hubbard Milling
Huber Corporation, J.M.
Huffy Corporation
Hughes Aircraft Corporation
Human Resources Research Organization
Hunt Chemical Corporation, Phillip A.
Hunt Manufacturing Company
Husky Oil
Hyatt Clark
Hygia Coca-Cola Bottling Company
ICI Americas, Inc.
Illinois Bell Telephone
Illinois Central Gulf Railroad
Illinois Power Company
Illinois Tool Works, Inc.
Independent Life Insurance
Indianapolis Life Insurance
Indianapolis Power & Light
Ingersoll-Rand Company
Integon Corporation
Interfirst Corporation
Intermedics, Inc.
Intermountain Health Care
International Packings Corporation
International Playtex, Inc.
Investors Diversified Services
Itek Graphic Systems & Communications
Industries
IU International Corporation
Jefferson Bank of Miami
Johnson, E.F.
Johnson & Son, S.C.
Jonathon Corporation
Jones & Laughlin Steel Corporation
Joy Manufacturing Company
Kaiser Foundation Health Plan
Kaiser Steel
Kal Kan
Kansas City Life Insurance
Kansas City Power & Light
Kawasaki Motors Corporation, USA
Kellogg Company
Kendall Company
Kennametal, Inc.
Kent-Moore Corporation
Kepner-Tregoe, Inc.
Kerr-McGee Corporation
Kimberly-Clark Corporation
Knapp-King-Size Corporation
Kroger Company
Lamb-Weston, Inc.
Lavino Shipping Company
Lawrence Livermore Laboratory
Lever Brothers Company
Levi Strauss & Company
Charles Levy Circulating Company
Leybold Hereaus Vacuum
Libbey-Owens-Ford Company
Liberty National Bank & Trust Company
Liberty National Life Insurance Company
Life Insurance Marketing and Research (LIMRA)
Lincoln National Corporation
Lipe-Rollway Corporation
Declassified and Approved
LIST OF PARTICIPANTS (Continued)
Thomas J. Lipton Inc.
LITHCO
Long Island Railroad Company
Lucas CAV Industries, Inc.
Lucas Industries, Inc.
Lutheran Brotherhood
Lutheran Mutual Life Insurance Company
Mack Printing Company
Mack Trucks, Inc.
Madison General Hospital
Magnetic Controls Company
Mallinckrodt
Manchester Memorial Hospital
Manufacturers and Traders Trust
MAPCO, Inc.
Mark Twain Bancshares, Inc.
Mary Kay Cosmetics
Massachusetts Mutual Life Insurance Company
Mathus Company, The
Matsushita, Inc.
Mattel, Inc.
May Department Stores Company
Mayflower Corporation
McGraw-Edison Company
McGraw-Hill, Inc.
McKee, Inc., Robert E.
McQuay-Perfex, Inc.
MCI Telecommunications
Mead Corporation
Medical Mutual of Cleveland
Memorial Hospital Medical Center of
Long Beach
Memorial Hospital System of Houston
Memphis Light, Gas, & Water Division
Merchants Insurance Group
Merck & Company, Inc.
Metpath, Inc.
MetroNorth Corporation
Metropolitan Life Insurance Company
MIB, Inc.
Michigan Wisconsin Pipe Line Company
Mid-Atlantic Toyota Distributors, Inc.
Midcon Corporation
Midland Mutual Life Insurance Company
Midwest Research Institute
Midwest Stock Exchange, Inc.
Milchem, Inc.
Miles Laboratories
Milwaukee Sanitation Department
Minnesota Fabrics, Inc.
Minnesota Mining & Manufacturing Company
Minnesota Mutual Life Insurance Company
Minolta Corporation
Missouri Pacific Railroad Company
Mitre Corporation
Mitsubishi International
Modern Drop Forge
Modern Merchandising, Inc.
Modine Manufacturing Company
Monarch Capital Corporation
Montefiore Hospital and Medical Center
Montgomery Ward and Company
Moog, Inc.
Moore Business Forms, Inc.
Morgan Guarantee Trust Company of
New York
Morrison, Inc.
Motorola, Inc.
Murphy Oil Corporation
Mutual Benefit Life Insurance
Mutual Broadcasting System
Mutual Federal Savings and Loan Association
Mutual Life Insurance Company of New York
Mutual of Omaha
NACUBO
National Bank of Detroit
National Can Corporation
National Gypsum Corporation
National Railroad Labor Conference
National Rural Utilities Cooperative
Finance Corporation
National Supply
Nationwide Insurance
Natomas
Navy Federal Credit Union
NCNB Corporation
NCR Corporation
Nebraska Public Power District
NEC Information System
NERCO
New England Mutual Life Insurance Company
Newport News Shipbuilding & Drydock
Newport Steel Corporation
Nippondenso of Los Angeles
NKC, Inc.
Norfolk Southern Corporation
North American Life & Casualty Company
North American Philips Corporation
North American Van Lines
North Broward Hospital District
North Mississippi Medical Center
Northern Indiana Public Service Company
(NIPSCO)
Northern Life Insurance
Northern Trust Company
Northrup Corporation?
Aircraft Division
Northwest Bancorporation
Northwest Industries, Inc.
Northwest Pipeline Corporation
Northwestern Bell Telephone Company
Northwestern Mutual Life Insurance Company
Northwestern National Life Insurance Company
Norton Company
Occidental Petroleum
Ohio Edison Company
Ohio Medical Indemnity Mutual Corporation
Ohio Valley Medical Center, Inc.
OKIDATA Corporation
Old Kent Bank and Trust
Old Stone Bank
Omaha Airport Authority
Omaha Public Power District
ORI, Inc.
Overlook Hospital
Overseas Development Council
Owens-Corning Fiberglas Corporation
Owens-Illinois, Inc.
Paccar, Inc.
Pacific Mutual Life Insurance
Pacific Resources, Inc.
Pako Corporation
Palco, Inc.
MSI Insurance Company Paper Converting Machine Company
For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
NONCASH COMPENSATION COMPARISON
HAY - HUGGINS 1983
Pendleton Woolen Mills
Penn Virginia Corporation
Pennfield Corporation
Pennsylvania Blue Shield
Pennsylvania Medical Society
Pennsylvania National Insurance
Pennsylvania Power & Light Company
Pennwalt Corporation
Pentagon Federal Credit Union
Peoples Gas Light & Coke Company
Peoples Natural Gas Company, Inc.
Peoples Savings Bank
Peoples Security, Maryland
Pepsi-Cola
Perkin-Elmer Company
Perpetual American Federal Savings & Loan
Pfizer, Inc.
Philips Coal Company
Piedmont Natural Gas
Pillsbury Company
PIMA County Governmental Center
Pioneer Savings and Loan
Pittsburgh & Lake Erie Railroad Company
Pittsburgh National Bank
Pizza Hut, Inc.
Plains Electric Generation &
Transmission Cooperative
Planning Research Corporation
Planters Bank & Trust Company
Pontiac State Bank
Poole Equipment Company, Gregory
Portland General Electric
Power Authority of State of New York
PPG Industries
PQ Corporation
Preferred Risk Mutual Insurance Company
Presbyterian Hospital of New York City
Price Associates, Inc., T. Rowe
Price Brothers Company
Protective Life Insurance Company
Provident Life & Accident Insurance Compan
Provident National Bank
Public Broadcasting Service
Public Service Company of New Mexico
Puget Sound National Bank
Puritan-Bennett Corporation
Racal-Milgo, Inc.
Rainier National Bank
Rapistan, Inc.
Raymond Corporation
Raymond International
Raytheon Company
Reading & Bates Corporation
Recognition Equipment
Michael Reese Hospital
Regional Transportation Authority
Research Triangle Institute
Research-Cottrell, Inc.
Rexham
Rexnord, Inc.
Reynolds Metals
Richardson-Vicks, Inc.
Riggs National Bank
Riss International
Roadway Express, Inc.
Rockefeller Brothers Fund
Rogers Corporation
Rouse Company
Royal Bank of Canada
Declassified and Approved
LIST OF PARTICIPANTS (Continued)
Royal Insurance Company
Royster Company
Ryan Homes, Inc.
Ryder System, Inc.
Safeguard Industries, Inc.
Saga Corporation
Sanders Associates, Inc.
Sandia Corporation
Sandvik, Inc.
Santa Fe Railroad
Santee Cooper/S. Carolina
Public Service Authority
Schenkers International
Schering-Plough Corporation
Schreiber Foods, Inc.
Schroders, Inc.
Schumaker & Company, F.
Scott Paper Company
Sears, Roebuck and Company
Security Benefits Group
Sentry Insurance Company
Shaklee Corporation
Shawmut Bank of Boston, N.A.
Sherex Chemical Corporation
Siemens Corporation
Sierra Pacific Power Company
SIFCO Industries, Inc.
Signode Corporation
Sioux Valley Hospital Association
Sloane Manufacturing, R & G
Society For Savings
Society of Manufacturing Engineers
Sola Optical U.S.A.. Inc.
Solar Energy Research Institute
Soltex-Polymer Corporation
Sonoco Products Company
Soo Line Railroad Company
South Jersey Industries, Inc.
South Suburban Hospital
Southeast Bank, N.A.
Southern Company Services
Southern Pacific Transportation Company
Southwest Research Institute
Southwestern Public Service Company
Sperry Systems Management
SPS Technologies
St. Luke's Episcopal & Texas Children's Hospital
St. Luke's Hospitals (Fargo)
St. Mary's Medical and Health Center
St. Paul Companies, Inc.
St. Paul Fire and Marine
St. Vincent's Hospital and Medical Center
St. Vincent's Hospital (San Francisco)
Staley Manufacturing Company, A.E.
Stanadyne, Inc.
Standard Oil of California
Standard Oil of Ohio
Stanhome, Inc.
State Department Federal Credit Union
State Farm Insurance Companies
State Merit System (Georgia)
State of Wisconsin
Statesman Group, The
Stauffer Chemical Company
Steelcase, Inc.
Steiger-Tractor, Inc.
Storer Broadcasting Company
Strategic Planning Association
Student Loan Marketing Accnriatinn
For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Suburban Bancorporation
Suburban Propane Gas
Sun Chemical Company
Sun Company, Inc.
Sunday School Board of Southern Baptists
Sunpapers, The
Supermarket General Corporation
Susquehanna Corporation
Sverdrup/Aro Technology, Inc.
Syntex
Syscon Corporation
Systems Research Laboratories
Talon
Tektronix
Tenneco Oil Company?
Processing and Marketing
Tennessee Valley Authority
Terra Chemicals International, Inc.
Tesoro Petroleum Corporation
Tetley, Inc.
Texas Federal Saving and Loan
Texas Instruments
Texas Oil & Gas Corporation
Texas Utilities Services, Inc.
Textron Inc.
Thermo Electron
Third National Bank and Trust of Dayton
TIAA-CREF
Time Life Books
Timex Corporation
Timken Company, The
Tonka Corporation
Topps Chewing Gum, Inc.
Toronto Dominion Banchares
Touche, Ross & Company
Tower Federal Credit Union
Townsend-Textron Cherry Fasteners
Trailer Train Company
Transamerica Corporation
Travelers Insurance Company, The
Travenol Laboratories
Triangle Corporation
Triangle Publications, Inc.
TRW
Uarco, Inc.
UGI Corporation
Unigard Mutual Insurance Company
Union Carbide Corporation
Union Mutual Life Insurance Company
Union Pacific Railroad Company
Union Special Corporation
Union Tank Car Corporation
Unit Rig & Equipment Company
United Nuclear Corporation
United Services Life Insurance Company
United Technologies
United Telecommunications
United Virginia Bank
United Way of Southeast Pennsylvania
Universal Oil Products
University Computing Company
University Hospitals of Cleveland
University of Alaska
University of California
University of Utah Research Institute
Upjohn Company
Upstate Milk Cooperative
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
HAY - HUGGINS 1983
NONCASH COMPENSATION COMPARISON
U.S. Brewers Association, Inc.
U.S. Gypsum Company
U.S. Leasing International, Inc.
U.S. Life Corporation
U.S. Synthetic Fuels
Utah International, Inc.
Utah Power and Light Company
Utelcom, Inc.
Valero Energy Corporation
Vallen Corporation
Valley National Bank
Versa Technologies
Virginia Chemical Corporation
Virginia National Bank
Volunteer Electric Cooperative
Wagner Electric Company
Sam P. Wallace Company
LIST OF PARTICIPANTS (Continued)
Ward Foods
Warner & Swasey Company
Washington National Corporation
Washington Post, The
Washington Public Power Supply System
Wausau Homes, Inc.
Wesley Medical Center
West Penn Motor Club
Western Forge Corporation
Western Life Insurance
Western Publishing
Western Union International
Western Union Telegraph
Westin Hotels
Wickland Oil Company
Amherst H. Wilder Foundation
John Wiley & Sons, Inc.
Williams Brothers Engineering
Williams Companies
Williams International
Wisconsin Physician Service
Wisconsin Public Service Corporation
Wool Bureau, Inc.
Woolworth Company, F.W.
Barry Wright Corporation
Wrigley Jr. Company, Wm.
Wyman-Gordon Company
YMCA of the United States
Zale Corporation
Zayre Corporation
Zenith Radio Corporation
Zurich Insurance Company
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
APPENDIX C
Detailed Description of Hay
Job Evaluation Methodology
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Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
The Hay
Guide Chart-Profile
Method of Job Evaluation
1982
Alvin 0. Bellak, Ph.D.
GENERAL PARTNER
THE HAY GROUP
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
The Hay Guide Chart-Profile
Method of Job Evaluation
HAY
Alvin 0. Bellak, Ph.D.
The Guide Chart-Profile Method of Job Evaluation was
conceived by the Hay Group in the early 1950's. Its roots
are in factor comparison methods in which Edward N.
Hay was a pioneer. In its evolved form, it has become the
most widely used single process for the evaluation of man-
agement, professional and technical jobs in existence. It is
used by more than 4,000 profit and nonprofit organiza-
tions in some thirty countries.
The Hay organization was founded in 1943. While job
evaluation processes of various kinds had existed for many
years prior to that date, they were applied for the most
part to factory and clerical positions. "Edward N. Hay and
Associates," the founding organization, thought it not only
had a better "mouse trap", its own factor comparison
method, but that the method could be applied effectively
to exempt as well as non-exempt jobs. This was quite au-
dacious at a time when few managers thought their jobs
could be described in written form, let alone evaluated.
The Guide Charts were created in 1951 in a client situa-
tion. The consultants had led a corporate committee in its
application of the Hay Factor Comparison Method. A re-
view board was pleased with the results but mystified as
to the reasons which equated jobs in different functions to
each other. As one member put it, "Tell me again on what
precise premises this sales job was equated to that man-
ufacturing job." It became apparent that to repeat en-
dlessly an explanation of factor comparison processes
would be hopeless. What was needed was a record for
present and future use which would show exactly the de-
scriptive considerations and their quantitative measures
which entered into each evaluation. This forced a search
for the basic reasons, arranged in some kind of rational
order, on a scale. Thus, the Guide Charts came into
being. It is important to note that the creation came
through an inductive process in a real situation. It re-
quired a deep understanding of jobs and organizations as
well as scaling techniques.
The creators of the Guide Chart-Profile Method made
four critically important observations:
1. While there were many factors one could consider
(indeed, some methods had dozens), the most sig-
nificant could be grouped as representing the
knowledge required to do a job, the kind of thinking
needed to solve the problems commonly faced, and
the responsibilities assigned.
-Prepared for Handbook of Wage and Salary Administration,-Sec-
ond Edition, being published by McGraw-Hill. All rights re-
served.
2. Jobs could be ranked not only in the order of impor-
tance within the structure of an organization, but
the distances between the ranks could be deter-
mined.
3. The factors appeared in certain kinds of patterns
that seemed to be inherent to certain kinds of jobs.
4. The focus of the process of job evaluation must be
on the nature and requirements of the job itself, not
on the skills or background or characteristics or pay
of the job holder.
The Guide Chart-Profile Method
What evolved was a three-factor codification with a total of
eight elements (see Exhibit 1):
KNOW-HOW
The sum total of every kind of capability or skill,
however acquired, needed for acceptable job perfor-
mance. Its three dimensions are requirements for:
? Practical procedures, specialized techniques and
knowledge within occupational fields, commercial
functions, and professional or scientific disciplines.
?? Integrating and harmonizing simultaneous
achievement of diversified functions within man-
agerial situations occurring in operating, technical,
support or administrative fields. This involves, in
some combination, skills in planning, organizing,
executing, controlling and evaluating and may be
exercised consultatively (about management) as
well as executively.
??? Active, practicing person-to-person skills in work
with other people.
PROBLEM SOLVING
The original, self-starting use of KNOW-HOW re-
quired by the job to identify, define, and resolve prob-
lems. "You think with what you know." This is true of
even the most creative work. The raw material of any
thinking is knowledge of facts, principles, and means.
For that reason, PROBLEM SOLVING is treated as a
percentage of KNOW-HOW.
PROBLEM SOLVING has two dimensions:
? The environment in which thinking takes place.
?? The challenge presented by the thinking to be
done.
ACCOUNTABILITY
The answerability for action and for the consequences
thereof. It is the measured effect of the job on end
1
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Exhibit 1
!SPECIALIZED TECHNIQUES
? ? BREADTH OF MANAGEMENT KNOW?HOW
ILLUSTRATIVE
GUIDE
GUIDE
KNOW
CHART
? ? ? Human Relations Skills?m?
I. NONE OR MINIMAL
Performance or supervision
of an activity Co. activities)
specific as to ?bee-
the and content, with ap-
propriate *wanness of re-
listed activities.
II. RELATED
Operational or conceptual
integration or coordination
of activities which are rele
W ture end objective. Wooly homogeneous in na-
III. DIVERSE
Operational or conceptual
integration or coordination
on
of ectivities which are di-
verse in nature and objec-
tives, in an important man-
&gement area.
111
ft
1
11
-NOW
1
2
3
1
2
3
1
2
3
A. BASIC
Basic work routines
plus work indoctrination.
50
57
66
57
66
76
66
76
87
66
78
87
76
87
100
57
100
115
87
100
116
100
115
132
115
132
152
1
,
B. ELEMENTARY
Ferniliwization
and/or use of
VOCATIONAL
in uninvolved, standardized work routine.
simple equipment and machines.
66
78
87
76
67
100
87
100
115
57
100
115
100
115
132
115
132
152
115
132
152
132
152
175
152
175
200
:
C. VOCATIONAL
Procedure or
facility in the
systematic proficiency, which may involve a
use of specialized equipment.
67
100
115
100
115
132
116
132
152
115
132
152
132
152
175
152
175
200
152
175
200
175
200
230
200
230
264
.
'
D. ADVANCED
Some specialized
acquired, giving
single functional
VOCATIONAL
(generally nontechnical) skill(s), however
additional breadth or depth to ? generally
element.
116
132
152
132
152
176
152
175
200
152
175
200
175
200
230
200
230
264
200
230
264
230
264
304
264
304
350
I. BASIC TECHNICAL
Sufficiency In
involved practices
principles; or
?
? technique
and
both.
SPECIALIZED
which requires ? grasp either of
152
,25
'
200
175
200
230
200
230
264
200
230
264
230
264
304
264
304
350
264
304
350
304
360
400
350
400
460
precedents; or of scientific theory and
F. SEASONED TiCHNICAL
Proficiency,
In a specialized
combines a
? SPECIALIZED
gained through wide exposure or experiences
Of technical field. In a technique which
brood grasp either of Involved practices and
of scientific theory and principles; or both.
200
no
284
230
2M
304
264
304
350
264
304
350
304
350
400
350
400
460
350
400
460
400
460
526
460
528
606
/
5
(
precedents Of
0. TECHNICAL -SPECIALIZED
Determinative
ad.'?'
MASTERY
mastery of techniques, practices and theories
'- wagoning and/or special development.
254
-
104
350
350
400
400
180
460
4.?
460
. -
526
Ong
606
700
1
.A. ASSOCIATES as,
?
ILLUSTRATIVE
?? THINKING
CHALLENGE
GUIDE
In
1
CHART
1. REPETITIVE
2. PATTERNED
3. INTERPOLATIVE
4. ADAPTIVE
PROBLEM-SOLVING
Idanticel situations re-
wiring solution by sum-
Pie choice of loomed
things,
Similar situations re-
quiring solution by di*
criminatIng choice of
learned things.
Differing situations re-
quiring search for solu-
tions within area of
lewned thing
Variable situations
quiring analytical,
terprative, eveluat'
and/or construct
thinking.
Thinking guided or circumscribed by:
A.
STRICT ROUTINE
Simple rules and detailed Instructions.
10%
12%
14%
16%
19%
22%
25%
29
B.
ROUTINE
Established routines and wending instruc-
dons.
12%
14%
16%
19%
22%
25%
29%
33%
C.
SEMI-ROUTINE
Somewhat diversified procedures end Pro-
calersts.
14%
16%
19%
22%
25%
29%
33%
38%
D.
STANDARDIZED
Substantially diversified procedures end
specialized rt?rod?rd%
16%
19%
22%
25%
29%
33%
31%
43%
E.
CLEARLY DEFINED
Ciewly defined policies and principles.
19%
22%
26%
29%
33%
38%
43%
50%
P.
BROADLY DEFINED
Broad policies end specific objectives.
22%
25%
29%
33%
39%
43%
50%
57%
A
0.
GENERALLY DEFINED
General policies and ultimate goes.
25%
29%
33%
26x
43%
50%
57%
H.
ABSTRACTLY DEFINED
29%
38%
50%
BM
HAY ASSOCIATES Mal
2
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INDIRECT
DIRECT
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
? ? IMPACT OF JOB ON END RESULTS
I REMOTE: Informational, recording, or Incidental mimic's for we by
others in relation to some important end result.
CONTRIBUTORY: Interpretive, edvlsory, or facilitating services for
use by others in taking action.
SNARED: Participating with others lexcept own subordinates and
/
superiors). within or outside the atomization& unit, In taking
action.
PRIMARY: Controlling impact on end results, where shared account-
ability of others is subordinate.
AMI for use with
1212.... dollen isl.faa.
S'S MAGNITUDE
MAI EQUIVALENT
ILLUSTRATIVE
GUIDE
PM
kid
CHART
ACCOUNTABIUTY
II) VERY MALL OR
INDETERMINATE
Under SIOOM
(2) MALL
SIOOM ? SIMM
MI MEDIUM
SIMM ? SIOMM
? ? IMPACT ??-??..."
?
0
0
0
us
11.
A. PRESCRIBED
rises Jobe are subject to:
Direct and detailed instructions
Clow supervision
10
12
14
14
16
19
19
22
25
25
29
33
14
16
19
19
22
25
25
29
33
33
3s
43
19
22
25
ze
29
33
33
29
43
43
50
57
ze
29
33
B. CONTROLLED
Thew Jobs we subject to:
Instructions and astablialled work routines
Class supervision
16
19
22
22
25
211
29
33
38
22
25
29
29
33
3e
3e
43
50
50
57
66
29
33
38
38
43
SO
50
57
68
68
76
57
29
43
50
C. STANDARDIZED
Thus jobs are subject, wholly or in port to:
Standardized practices and procedures
Gemini work instructions
Supervision of program' and results
25
29
33
33
313
43
43
50
57
57
66
76
33
38
43
43
50
57
57
66
76
76
et
100
43
50
57
57
66
76
76
87
100
100
115
132
57
66
76
D. GENERALLY REGULATED
Them Jobs are subject, wholly or in part, to:
Practices and procedures catered by precedents or well-
defined Policy
Supervisory review
35
43
50
50
57
es
66
78
87
87
100
115
50
57
es
se
76
87
87
100
115
115
132
152
es
76
87
87
100
115
115
132'
152
152
175
200
57
100
1/
E. DIRECTED
Then iota, by their nature or size. In subject to:
Brood practice and procedures covered by functional pre-
cedents and policies
Achievement of ? circumscribed operational activity
Managerial direction
57
66
76
76
87
100
100
115
132
132
152
175
76
87
100
100
115
132
132
152
175
175
200
230
100
115
132
132
152
175
175
200
230
230
264
304
17
F. ORIENTED DIRECTION
Thew Jobe, by their nature or size, we broadly subject to:
Functional policies and peals
General managerial direction
87
100
115
115
132
152
152
175
200
200
230
264
115
132
152
152
175
200
200
230
264
284
304
350
152
175
200
200
230
264
264
304
350
350
400
460
200
230
264
G. BROAD GUIDANCE
These jobs are Inherently subject only to broad policy and
general management ;pittance.
132
152
175
175
200
230
230
264
304
304
350
400
175
200
230
230
254
304
304
350
400
400
460
528
230
264
304
304
350
400
400
480
529
528
606
700
304
350
400
H. STRATEGIC GUIDANCE
These Jobs, by reason of their size, Independent ccmplexity
and high degree of effect on Company results, we subject
Only tn - '-)mce from tap-most management.
200
230
264
264
304
350
350
400
460
460
526
608
264
304
350
350
400
460
460
528
606
806
700
800
350
400
460
460
525
60111
608
700
800
800
920
1055
460
529
809
304 400
528
528 700 920 528 700 920 1216 700
ED HAT ASSOCIATES 1901
results of the organization. It has three dimensions in
the following order of importance:
? FREEDOM TO ACT ? the extent of personal,
procedural, or systematic guidance or control of
actions in relation to the primary emphasis of the
job.
?? JOB IMPACT ON END RESULTS ? the extent
to which the job can directly affect actions neces-
sary to produce results within its primary empha-
sis.
??? MAGNITUDE ? the portion of the total organi-
zation encompassed by the primary emphasis of
the job. This is usually, but not necessarily, re-
flected by the annual revenue or expense dollars
associated with the area in which the job has its
primary emphasis.
3
A fourth factor, WORKING CONDITIONS, is used, as
appropriate, for those jobs where hazards, an unpleasant
environment, and/or particular physical demands are sig-
nificant elements.
It is to be noted that the Equal Pay Act of 1963 reference
to job-to-job comparisons based upon "skill, effort, and
responsibility" relates remarkably to the 1951 Hay Guide
Chart factors. Both, of course, were derived from the
same large body of knowledge as to what is common and
measurable in job content.
Within the definitional structure, each Guide Chart has
semantic scales which reflect degrees of presence of each
element. Each scale, except for PROBLEM SOLVING, is
expandable to reflect the size and complexity of the organ-
ization to which it is applied. The language of the scales,
carefully evolved over many years and applied to literally
many hundreds of thousands of jobs of every kind, has
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
remained fairly constant in recent years but is modified,
as appropriate, to reflect the unique nature, character,
and structure of any given organization.
For each factor, the judgment of value is reflected in a
single number. At a later point, the size of the number is
significant but, for the moment, it is the sequence of the
numbers which is important. The numbers (except for the
very lowest ones) increase at a rounded 15% rate. This
conforms to a general principle of psychometric scaling
derived from Weber's Law*: "In comparing objects, we
perceive not the absolute difference between them, but
the ratio of this difference to the magnitude of the two
objects compared." Further, for each type of perceived
physical difference, the extent of difference required in
order to be noticeable tends to be a specific constant per-
centage. The concept of "just noticeable difference" was
adopted for the Guide Chart scales and set at 15%. Speci-
fically, it was found that a job evaluation committee, when
comparing two similar jobs on any single factor, had to
perceive at least a 15% difference in order to come to a
group agreement that Job A was larger than Job B.
Again, for the moment, the relationship between the
numbering scales on the three charts is more significant
than the absolute numbers themselves. Before there were
Guide Charts, it was observed that jobs had characteristic
shapes. Furthermore, these shapes were, in fact, known
to managers and could be verbalized easily by them if
they had a useful language for expression. Grouping job
content elements under the rubrics of KNOW-HOW,
PROBLEM SOLVING and ACCOUNTABILITY gave
them this language. job shapes were characterized as:
? "Up-hill", where ACCOUNTABILITY exceeds
PROBLEM SOLVING
? "Flat", where these factors are exactly equal
? "Down-hill", where ACCOUNTABILITY is less
than PROBLEM SOLVING
Profiling
PROBLEM SOLVING I ACCOUNTABILITY
*See H.E. Garrett, -Great Experiments in Psychology,"
Century Co., N.Y., 1930, pp 268-274, and Edward N.
Hay, "Characteristics of Factor Comparison Job Evalua-
tion,- "Personnel,- 1946, pp 370-375.
HAY
While all jobs, by definition, must have some of each fac-
tor, however much or little, relative amounts of each can
be vastly different. Therefore, one of the three shapes not
only had to appear but also had to have a believable real-
ity of its own.
Thus, an up-hill job was one where results to be achieved
were a relatively more important feature than intensive
thinking, i.e., a "do" job. A down-hill job was one where
heightened use of knowledge through thinking was fea-
tured more than answerability for consequent results,
i.e., a "think" job. A flat job was one with both "thinking"
and "doing" in balance.
For example, in the context of a total business organiza-
tion, a sales or direct production position would be a typi-
cal up-hill, "do" job where the emphasis is clearly and
strongly upon performance against very specific, often
quite measurable targets or budgets. A chemist doing
basic research or a market analyst studying the eating hab-
its of teenagers would be a typical downhill, or "think"
job, where the emphasis is more on collecting and analyz-
ing information than taking or authorizing action based on
the results. A personnel or accounting manager would be
typical flat jobs characterized both by the requirement to
develop information for use by others (recommend a new
pension plan or a means of handling foreign currency
transactions) and to answer for results (the accuracy of the
payroll or the timely production of books of account).
The concept of typical job shape is the "Profile" in "Guide
Chart-Profile Method" and controls the relative calibra-
tion of the three Guide Charts. That is, the numbering
patterns on the Guide Charts are set such that proper use
produces points for the factors which, when arrayed for a
given job, produce credible profiles.
It is very important to note that the Guide Chart-Profile
Method gives an evaluation committee, or review board,
quite uniquely, two means to assess the accuracy of its
evaluation for any given job. First, it can look at the points
determined for a given job, relative to similar jobs and to
jobs that are clearly larger or smaller. Second, by relying
on its understanding of job shapes, it can assess the job's
array on the three factors and make an independent judg-
ment as to the probable validity of the evaluation. Rela-
tive point value and profile both must make sense for an
evaluation to be accepted.
The final early observation that led to the creation of the
Guide Chart-Profile Method was that jobs were to be
measured independently of the job holders. This was not
only correct but prescient, as it turns out. There was
never, ever, any consideration of the talent, education,
etc. of the job holder let alone the job holder's sex, age,
ethnic origin, physical condition or any other now-banned
personal attribute. The further stricture, also present
from the beginning, was that the pay of the job holder or
the market for such positions were both irrelevant to job
evaluation. judgments were to be made only for the pur-
pose of rank-ordering jobs and delineating the distances
between ranks, i.e., to establish the relative importance
of positions, top to bottom, within an organization struc-
ture.
4
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Over the years since 1951, the fundamental principles of
the Guide Chart-Profile Method have remained intact al-
though there have been many refinements in language
and application. Investigation of compensable job content
elements continues and there are refinements still to
come. For example, is "concentration" a discrete, mea-
surable, element? Is working with many others in a vast,
windowless office an environmental unpleasantry com-
parable to the noxious quality of some factory environ-
ments? Should managers, as well as blue collar workers,
get WORKING CONDITIONS points for spending time
in dangerous, underground coal mines? Or for frequent
travel?
If one reflects on the material presented thus far, specifi-
cally, (a) Guide Chart "sizing" (adjusting the length of the
scales to each particular organization), (b) modifying the
scale language to reflect the character and structure of the
organization, (c) absorbing new information on job con-
tent-related requirements, then it becomes very clear
that the Guide Chart-Profile Method is a process, not a
fixed instrument like a physical measuring device. Fur-
ther, it is a relative measurement process, not an absolute
one.
The theses of the Guide Chart-Profile Method thus be-
come:
1. Every job that exists in an organizational context re-
quires some amount of KNOW-HOW, PROBLEM
SOLVING and ACCOUNTABILITY.
2. Semantic scales reflecting degrees of these factors
can be developed and applied, with consistency and
with collective agreement, by any group of knowl-
edgeable organization members after a modest
amount of training.
3. The Guide Chart-Profile Method will produce a rel-
ative rank order, and a measure of the distances be-
tween ranks, for all jobs that the organization will
accept as reflective of its own perception of their
relative importance.
4. The measurement principles are timeless and will
hold until there is a fundamental change in the na-
ture of jobs and in the inter-relationship of jobs that
make up organization structures.
5. As a process guided and controlled by principles
rather than by immutable rules and scales the
Guide Chart-Profile Method is adaptable to the
unique character of diverse jobs and organizations in
changing environments.
Were these theses not correct, the Guide Chart-Profile
Method would not be in the situation of increasing usage
in a very changing world after more than thirty years. A
very substantial number of organizations have relied on
the process in excess of ten years and ranging up to over
twenty-five years. They have applied the methodology
through many reorganizations and to totally new product
and service divisions during long periods of enormous
growth and in an environment of great social change and
legal challenge to the previously established order. While
5
the Guide Chart-Profile Method was developed for busi-
ness, industrial and financial organizations, the theses
have proven to hold for nearly any organization. Among
the long-term users are nonprofit trade, professional,
charitable and cultural organizations, federal government
departments, states, local municipalities, schools and uni-
versities, and hospitals within the United States and
abroad. While the application is most common for exempt
positions, there is widespread usage for nonexempt cleri-
cal/office positions and growing usage for blue collar posi-
tions.
Installation of the Guide Chart-
Profile Method
The objective is to place all the jobs in an organization in a
sequence which represents the order and extent of their
difficulty and importance within the organization.
A typical installation of the Guide Chart-Profile Method
would proceed as follows:
1. After study of the organization, a set of Guide
Charts is selected, sized, and appropriate language
changes made as the initial step.
2. A benchmark sample of positions is selected to
cover all organization levels, functions, and units
where jobs are to be evaluated.
3. Position descriptions are prepared and accepted for
evaluation when approved by the job holder and
one higher level of authority.
4. A job evaluation committee is selected to evaluate
the benchmark sample. The usual criteria for com-
mittee selection are that its members should: (a) be
from diverse line and staff organizations, (b) be of
roughly equivalent level within the organization, (c)
hold positions somewhat higher than these to be
evaluated (i.e., high enough up to have perspective
but not so high as to be out of touch), and (d) be
sufficiently familiar with the total organization to un-
derstand not only its purposes and structure but also
its values. A member of the personnel department
participates either as a formal committee-person or
ex officio. Where significant numbers of job holders
are among the "protected classes,-* it is especially
desirable to have a member(s) from such classes on
the committee.
While in-house compensation experts would be the
most technically proficient group to use for install-
ing a job evaluation program, it has proven to be
more beneficial to use a group of non-experts for the
benchmark effort. Since the benchmark committee
is building the foundation and framework for all sub-
sequent evaluations, it is important that it be built
to reflect the values of the total organization. This
*The term "protected classes,- as used by the EEOC, refers to various groups, such
as females, blacks, Hispanics and the physically handicapped.
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can be done best by the people who work in, and
know, the departments and divisions and who will
have to live with the results. A committee selected
from the finance, engineering and manufacturing
departments (among others) having to agree, for ex-
ample, on the relative internal value of a financial
analyst, a project engineer, and a production super-
visor is of incalculable importance in achieving cred-
ibility for the job evaluation program.
5. The benchmark evaluation committee is led by a
Hay consultant who acts as a combination teacher
and coach. Initially, the consultant teaches the
methodology in a learn-by-doing framework, then
fades back as coach as the committee develops profi-
ciency.
6. The committee evaluates each job for which it ac-
cepts the job description as a fair and clear state-
ment that it finds believable. (Descriptions not
meeting these criteria are sent back to the preparer
for improvement.)
7. The instructions to the committee are clear and spe-
cific: (a) They must make judgments within the con-
text of the total organization, not their own unit. (b)
If they accept the description, they must evaluate it
as it stands without regard to any knowledge they
may have of the current job holder's ability, perfor-
mance, potential or pay, or the market value of such
a position. (c) They must achieve a common under-
standing and application of the semantic scales
within the principles of the Guide Chart-Profile
Method. (As the committee proceeds and gains
competence, aspects of the preliminary Guide
Charts that are problematic are resolved.) (d) No job
in the benchmark sample is finally evaluated until
they are all finally evaluated, i.e., any evaluation
can be changed as the committee proceeds in its
learning and becomes a coherent team. (e) The com-
mittee has completed its work when all agree that
the total list of evaluations makes sense even though
each member may have some reservations about an
evaluation here and there.
8. In most cases, there is a review process of some kind
either done by a formal review board at a higher
level of authority or through one-on-one reviews
with department and division heads. New informa-
tion on job content, challenges, etc., are processed
by the committee to its own and the reviewer's sat-
isfaction, thus completing the benchmark project.
9. All other positions are then evaluated. Depending
on the size, complexity and culture of the organiza-
tion, there are a number of ways this can be done,
among which are (a) the original benchmark evalua-
tion committee can do it all, (b) multiple commit-
tees can be appointed, with their output reconciled
by the benchmark committee cum control commit-
tee, (c) several single job evaluation experts (or very
small teams) can be appointed to do the evaluations
in batches subject to department/division head re-
view followed by committee reconciliation. Any
HAY
means which sustains the credibility of the evalua-
tion process within the organization's culture is ac-
ceptable.
Use of Evaluations in
Compensation Analysis
Given the final, agreed evaluations, their most common
application is to serve as a basis for studies of salary prac-
tices (other uses will be mentioned later).
Internal Analysis
If we plot the pay for each job holder against the sum of
KNOW-HOW, PROBLEM SOLVING and ACCOUNT-
ABILITY points for his/her job, it will result in a scatter-
gram, as in Exhibit 2, i.e., each dot represents one per-
son's job points and pay. This can be done in consecutive
scattergrams for actual current salary, salary midpoint as-
signed to the job held by the incumbent, and actual total
cash compensation (i.e., salary plus cash bonus or incen-
tive). For this explanation, we will use actual current sal-
ary only.
Exhibit 2? Scattergram
?
? ? ?
? ??
? ?
? ? ? ?
? ? ?
?
? ? ?
?
? ?
?
?
? ?
?
?
POINTS
Through the scattergram we then draw a line of central
tendency*, which becomes the "salary practice line", as in
Exhibit 3. To the extent that the population is fairly ho-
Exhibit 3? Line of Central Tendency
?
?
? ? ?
?
POINTS
6
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mogeneous, the dispersion on the scattergram will be
moderate and a single straight line will be a satisfactory
representation of the median relationship between job
size (expressed in points) and pay for the population as a
whole.
To the extent that the dispersion is great, a scattergram as
in Exhibit 4 will result. While one can nonetheless de-
velop a line of central tendency, the existence of excessive
dispersion suggests that the population is heterogeneous
and further analysis is pursued.
Exhibit 4? Excessive Dispersion
X
X
? ?
? ?
X
X
X ?
X
? ?
?
X ? ? ?
? ?
.500
? ? o 0
0
?
0
S.
POINTS
By successive hypotheses, one searches out the reason for
this dispersion. If we proceed to code the plottings, say,
"x" for jobs in high-tech Division A and "o" for jobs in dull
old commodity product Division B, things become clear:
Hidden within the whole, there are multiple pay struc-
tures as would be summarized in Exhibit 5. That is, if we
plotted separate scattergrams for Division A and Division
Exhibit 5? Multiple Pay Structures
Div A
Div B
POINTS
B, we would find that they have different salary practice
lines. In other words, the salaries paid in Division A are
greater than in Division B for jobs with the same points.
Is this differential deliberate? Is it the result of generosity,
or lack thereof, on the part of the division heads? Is it the
result of inadequately managed or unmanageable salary
systems?
7
If the plottings were by sex and Division, the "x's" would
still be jobs in Division A but the "o's" could turn out to
be not Division B but women throughout the whole or-
ganization. Since the job evaluations were made without
regard to pay, sex, division, or anything other than job
content, the dependent variable is pay. Higher dollars for
the "x's" might be deliberate and appropriate for Division
A, but what is the explanation for the "o's"? Depending on
the facts, they might indicate an unacceptable, and per-
haps illegal, practice.
The essence of this type of analytic exercise is to demon-
strate that there is a means of searching out pay patterns
that are not otherwise observable. Given an understand-
ing of what might be buried in the data mass, manage-
ment can be thoughtful in its understanding of what exists
and in the development of the pay strategy it wants to
follow. While it isn't likely to choose pay discrimination
against women, there might well be good reason for hav-
ing, or not having, multiple pay lines for various divisions.
Exhibit 6 illustrates lines of central tendency with a "dog
leg" up, i.e., the higher level jobs have a higher dollar
rate of increment per point. This is a different kind of
heterogeneity that might reflect different pay practices for
the nonexempt vs. the exempt populations or it could be
the entire exempt population but with a higher pay struc-
ture for the executive group.
Exhibit 6? Dog Leg Up
POINTS
*One, or more, straight lines, drawn by sight or calculated by the
least squares method, is appropriate and has proven practical and
meaningful, since both axes are geometric scales. It has already
been mentioned that the points on the Guide Charts increase on a
compounded 15% incremental scale. Salary is also best thought of
as a percentage incremental scale since one awards, for example,
an 8% raise which amounts to, say, $2,400, rather than vice
versa.
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Exhibit 7? Dog Leg Down
POINTS
Exhibit 7 illustrates a "dog leg" down, i.e., the jobs with
higher points having a lower rate of increment per point.
The juncture of the two salary practice lines could be the
job level where a management incentive plan kicks in. If
this hypothesis is correct, then Exhibit 8 might be what
would result if we plotted total cash compensation. The
lower level group gets salary only, i.e., salary equals total
cash. The addition of incentive awards to the top manage-
ment group causes both a discontinuity and a higher prac-
tice line for management..
Exhibit 8? Discontinuity
POINTS
Proper application of the Guide Chart-Profile Method
provides a unique tool for analyzing the degree of internal
consistency in the existing pay program and the validity
and appropriateness of disparate pay practices. While it
might seem at first glance that perfect internal consistency
is the goal of equitable salary administration, one should
keep in mind Ralph Waldo Emerson's admonishment,
"Foolish consistency is the hobgoblin of small minds". In-
ternal equity, or simple fairness, requires that pay and
internal job value be consistent only for homogeneous
populations however desirable it might be for all jobs,
functions and divisions in all locations. Simple logic clic-
8
HAY
tates that, for example, the same clerical job, with the
same points, will most probably be paid on a different
dollar scale at different geographic locations in view of the
sometimes extreme cost-of-living differences we have in
the U.S. The existence of an incentive plan for only the
management group will break the continuity of what
might have otherwise been a perfectly consistent salary
program for the total exempt population. Disparate mar-
kets periodically appear for individual jobs, whole func-
tions, and whole lines of business. These realities must be
recognized and dealt with when they appear.
The thesis, then, for the development of an effective and
controllable pay structure is that one must always know
the difference between internal job value and external
markets for people. As in any complex phenomenon,
whether a pay structure or a chemical compound, one
must be able to identify the components in order to un-
derstand and manage the whole with intelligence. Given
a firm baseline, i.e., carefully assigned points reflecting
internal job value, the organization can knowledgeably
and with strategic intent create pay structures which are
rational, competitive, controllable, cost-effective, and
motivational.
External Comparison
To compare one's pay line(s) with those of external organi-
zations, job evaluation points must first be converted to a
standard scale. The conversion process, conducted very
carefully by highly specialized consultants, is straight for-
ward and serves its purpose so long as the organization
has not violated the basic evaluation principles and has
been consistent in its application of the methodology to all
units and functions.
Given a standard scale, compensation lines are directly
comparable from one organization to another. Hay facili-
tates this process by publishing annually the actual salary,
midpoint salary, and total cash compensation lines of sub-
scribers to the Hay Compensation Comparison (coded
and arrayed in a manner that protects the confidentiality
of each subscriber).
Exhibit 9? Comparator Distribution
POINTS
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Thus, in the same way that an organization can compare
pay practices among segments within its structure, it can
compare with segments or totalities of outside organiza-
tions.
To compare its salary practice lines with those of others
which use the Guide Chart-Profile Method, the organiza-
tion would look to an array as in Exhibit 9. This exhibit
shows the distribution of salary practice lines for the com-
parator organizations in percentiles. "M" is the median,
or 50th percentile. The 10th and 90th percentiles are
shown as are the third and first quartile lines (i.e., the
75th and 25th percentiles). An organization need only su-
perimpose its own line on the distribution to determine,
at a glance, its current position in the market, as in Ex-
hibit 10.
Exhibit 10? Market Position
90
Q3
Organization
M
Q1
10
POINTS
As the number of users of the Guide Chart-Profile
Method has grown, so has the market data base, that is,
the point-to-dollar practice lines that can be arrayed.
They now exist for thousands of organizations and can be
broken out by industry, line of business, function, loca-
tion and individual positions. They exist in some thirty
countries for nationals in local currencies.
After making as many external comparisons as are useful,
e.g., for salary practice, for total cash compensation prac-
tice, for segments, for functions, and so forth, the organi-
zation can position itself strategically in the market(s) for
people. The selected position, represented by a line(s)
drawn onto the comparison charts, is then, by simple cal-
culation, turned into a set of midpoints and merit ranges.
Thus, (a) internal equity is achieved (the salary midpoints
will relate exactly to job evaluation points), as is (b) exter-
nal competitiv eness (the organization will have posi-
tioned itself, i.e., priced its pay structure, in its best
judgment, against the appropriate market or markets.)
The Bottom Line: Employee Motivation
One of the "in" concepts in contemporary management
thinking is "system", as in "information system" or "com-
pensation system". Simplified, it means the assemblage of
parts into an integrated, comprehensive whole to support
9
a larger purpose. In this sense, a compensation system
requires the parts dwelled upon in this chapter, namely, a
process for establishing internal job value and internal pay
equity, and a means to access and appraise the mar-
ketplace for people. However, to become a complete sys-
tem, there are more parts to be assembled. For example,
there must be administrative procedures, a performance
appraisal and merit award plan, a communications plan,
the development and integration of benefits and extra pay,
elements (e.g., incentives), and so forth. All must
thoughtfully be put together and managed to support the
organization's human resources strategy which in turn
supports the achievement of the organization's ultimate
goals.
However, while assembling the compensation system to
support the grand design, one must be sure not to over-
look the less grandiose sounding, and very basic purpose,
viz, employee motivation. Without it, the great goals will
not be achieved.
Employee motivation is a very specific result to be sought
from the compensation system. It is a truism that people
work best when they know what is expected of them.
After all, a job can be thought of as the interaction be-
tween the employer's expectations and the employee's in-
tentions and actions. A well written job description
defines the context in which the job exists and spells out
its accountabilities, i.e., the end results to be achieved.
Job evaluation identifies and defines its place in the spec-
trum. The competitive midpoint salary assigned, the
merit range and additional incentives to reward individual
achievement, link the critical three "P's" in a compensa-
tion system: "position, performance, and pay".
Other Applications of the Guide Chart-
Profile Method
EEO compliance has become important in the United
States and similar requirements exist in a number of other
countries. The Guide Chart-Profile Method, properly
used, provides several specific tools to aid in achieving
compliance with such laws and their objectives. Its major
uses can be summarized in three major areas:
? Progress Monitoring. Job measurement enables
an employer to identify the high-content, high-
value jobs within the work force into which pro-
tected classes must be moved if meaningful pro-
gress toward compliance is to be made. With a
demonstrable and reliable job measurement sys-
tem, periodic monitoring of the relative and abso-
lute progress of persons in terms of the value of
jobs they hold (as distinguished from the number
of jobs they hold) becomes possible.
? Job Requirement Validation. With Guide Chart
methodology, an employer is able to define job re-
quirements and accurately measure and compare
job content and pay differences to prevent dis-
crimination. Such validation efforts by employers
are specifically required by some compliance
agency regulations. The reason is to ensure that
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job requirements are not inflated with the con-
sequence that protected classes are excluded or
otherwise adversely affected.
? Discrimination Defense. In addition to its impor-
tance in employer compliance efforts, a rational,
systematic, and professionally maintained job mea-
surement program can provide a defense against
charges of discrimination. The books can be
opened, the methodology explained, and the de-
fense mounted.
Hay methodology has been successfully used in court pro-
ceedings, administrative hearings, and labor arbitration
cases to determine the extent of internal equity of com-
pensation. In addition, the Guide Charts have been used
as a basis for determining minimum qualification require-
ments in recruitment and selection where corrective ac-
tions are required.
Organization analysis and planning is the discipline of
defining an organization's jobs and the job clusters into
sections, departments, and divisions and detailing how
these are related to each other. The thoroughness and
objectivity of the Hay job evaluation process brings out
the nature and extent of those relationships and helps to
reveal such things as work duplication, overlapping of au-
thority, and accountability vacuums. As part of assessing
future strategic options, job measurement can be used to
identify and make explicit the changes in organization
structure which would be required.
Human resource appraisal, planning, and development
can be supported by assessing current and future require-
ments of jobs and existing and potential capabilities of
people within the same measurement framework. This is
possible because jobs can only exist in human terms. Dif-
ferences between current capabilities and current job re-
quirements identify immediate needs for specific training,
career development and recruiting. Differences between
future job requirements and potential capabilities of cur-
rent people facilitates human resource planning vis-a-vis
long-term strategic organization plans, goals, and struc-
tures.
Conclusion
The Guide Chart-Profile Method has been tested and
proved by continuing and expanding application. Organi-
zations of all kinds in all major economies, and their em-
ployees, have found that it provides an accurate and clear
reflection of the relative requirements that they see in
jobs, because:
1. It is based on concrete, practical concepts and prin-
ciples that are easy to define and use.
2. It narrows matters of opinion to a minimum and
brings sharp judgments to bear from more than one
independent angle. It does not rely on single judg-
ments, no matter how good they might be.
3. By providing a framework within which measure-
ment decisions must be made, it does away with
endless committee discussions, which frequently
10
HAY
stall on the most basic issues.
4. It forces disciplined and orderly thinking about job
content, quickly highlighting vague, poorly con-
ceived or designed jobs.
5. It provides a clear, understandable basis for inter-
relating requirements of all kinds of jobs at all levels
? top executives, middle managers, hourly work-
ers, clerical workers, scientists, technical personnel,
sales personnel, and professional people such as in-
dustrial physicians and lawyers. It considers the
core content that is common to all jobs and can
easily be adapted to reflect special determinants
that affect some jobs in some organizations.
The Guide Chart-Profile Method is far more useful than
ad hoc formulations which fit only singular work contexts
and then only for limited periods of time. It is also far
more useful than the "policy capturing" job structures
which are developed to mirror or model market practices.
Guide Chart measurements are independent of the mar-
ket and encourage rational determination of the basis for
the pricing of job content rather than automatic reactions
to the forces that drove pay in the past. The Guide Chart-
Profile Method works because it is a dynamic process that
people apply and adapt in ways that meet needs and solve
problems in the situations that they face. El
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U.S. Offices
Headquarters
Philadelphia
229 S. 18th Street
Rittenhouse Square
Philadelphia PA 19103
[phone]
Atlanta
57 Executive Park South, N.E.
Suite 395
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[phone]
Boston
Five Faneuil Hall Marketplace
Boston, Massachusetts 02109
[phone]
Charlotte
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Suite 950
Charlotte, North Carolina 28281
[phone]
Chicago
One East Wacker Drive
Suite 3400
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[phone]
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1st National Bank Center
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[phone]
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[phone]
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[phone]
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[phone]
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[phone]
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[phone]
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[phone]
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[phone]
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[phone]
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[phone]
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[phone]
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[phone]
Washington
1110 Vermont Avenue, N.W.
Suite 710
Washington, D.C. 20005
[phone]
Athens. Auckland, Barcelona, Birmingham. Brussels, Buenos Aires, Calgary, Cape Town, Caracas. Copenhagen, Dublin, Durban,
Dusseldorf. East London, Edinburgh, Frankfurt, Halifax, Helsinki, Hong Kong, Johannesburg, Lisbon, London, Lyon, Madrid, Manchester,
Melbourne, Mexico City, Milan, Montreal. Paris, Port Elizabeth, Regina, Rio de Janeiro, Sao Paulo. Singapore, Sydney, Tokyo, Toronto,
Utrecht, Vancouver, Wellington, Zurich.
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
APPENDIX D
List of 392 GS and Equivalent Positions
Selected by Grade and Series, Including Population
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-15 & Equivalent
Population
Title
110
Economist
727
301
Misc. Adm. & Programs
2632
345
Program Analysis
959
510
Accounting
749
602
Medical Officer
5635
680
Dental Officer
576
801
General Engineering
1950
817
Civil Engineering
503
855
Electronic Engineering
914
861
Aerospace Engineering
670
905
General Attorney
3103
1102
Contract & Procurement
411
1301
General Physical Science
917
1310
Physics
459
1320
Chemistry
406
1515
Operations Research
375
201
Personnel Management
456
334
Computer Specialist
454
341
Administrative Officer
381
840
Nuclear Engineering
414
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-14 & Equivalent
Population
Title
110
201
301
334
343
Economist
Personnel Management
Misc. Admin. & Programs
Computer Specialist
Management Analysis
986
992
3143
1984
781
345
Program Analysis
1808
510
Accounting
1783
602
Medical Officer
1368
801
General Engineering
3388
810
Civil Engineering
1323
830
Mechanical Engineering
718
855
Electronic Engineering
2597
861
Aerospace Engineering
1596
905
General Attorney
3607
1102
Contract & Procurement
1126
1301
General Physical Science
914
1110
Physics
818
1320
Chemistry
825
560
Budget Analysis
607
1515
Operations Research
677
105
Social Insurance Administrator
552
512
Internal Revenue Agent
529
1224
Patent Examining
493
1825
Aviation Safety Officer
593
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-13 & Equivalent
Population
Title
105
Social Insurance Administrator
1119
110
Economist
1038
160
Civil Rights Analysis
1092
180
Psychology
1503
201
Personnel Management
1870
301
Misc. Admin. & Programs
4689
334
Computer Specialist
5623
341
Administrative Officer
628
343
Management Analysis
1709
345
Program Analysis
3099
346
Logistics Management
882
401
General Biological Science
686
460
Forestry
747
510
Accounting V
3838
512
Internal Revenue Agent
3940
560
Budget Analysis
1213
602
Medical Officer
773
801
General Engineering
5251
810
Civil Engineering
3377
830
Mechanical Engineering
1998
850
Electrical Engineering
867
855
Electronics Engineering
5634
856
Electronics Technician
1093
861
Aerospace Engineering
2830
905
General Attorney
3605
1102
Contract & Procurement
2572
1165
Loan Specialist
755
1301
General Physical Science
895
1310
Physics
1324
1320
Chemistry
1580
1515
Operations Research
993
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
GS-13 & Equivalent (continued)
Series
Title
Population
1520
Mathematics
933
1825
Aviation Safety Officer
948
2003
Supply Program Management
744
2181
Aircraft Operation
1006
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-12 & Equivalent
Population
Title
18
105
Safety Management
Social Insurance Administrator
890
2442
110
Economist
1091
160
Civil Rights Analysis
1647
180
Psychology
761
185
Social Work
656
201
Personnel Management
2044
212
Personnel Staffing
1117
221
Position Classification
860
235
Employee Development
703
249
Wage & Hour Compliance
603
301
Misc. Admin. & Programs
6485
334
Computer Specialist
10244
341
Administrative Officer
1270
343
Management Analysis
2999
345
Program Analysis
3467
346
Logistics Management
1749
393
Communications Specialist
612
401
General Biological Science
990
460
Forestry
1394
501
General Acctg. Clerical/Admin.
715
510
Accounting
6571
512
Internal Revenue Agent
3233
560
Budget Analysis
1942
570
Financial Inst. Examining
845
610
Nurse
1450
701
Veterinary Medical Science
1171
801
General Engineering
3961
802
Engineering Technician
2342
808
Architecture
607
810
Civil Engineering
5243
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-12 & Equivalent (continued)
Title Population
819
830
850
855
856
861
896
905
Environmental Engineering
Mechanical Engineering
Electrical Engineering
Electronics Engineering
Electronics Technician
Aerospace Engineering
Industrial Engineering
General Attorney
709
3828
1740
7090
6556
1654
940
2754
993
Social Insurance Claims Examining
761
996
Veterinary Insurance Claims Examining
805
1102
Contract & Procurement
5215
1150
Industrial Specialist
739
1152
Production Control
676
1165
Loan Specialist
1560
1169
Internal Revenue Officer
1723
1170
Realty
685
1301
General Physical Science
700
1310
Physics
1115
1320
Chemistry
1842
1340
Meterology
633
1370
Cartography
934
1410
Librarian
790
1515
Operations Research
796
1520
Mathematics
1224
1670
Equipment Specialist
1980
1702
Education & Drug Technician
1142
1712
Training Instruction
685
1810
General Investigating
639
1822
Mine Safety & Health
938
1910
Quality Assurance
1777
2003
Supply Program Management
1740
2010
Inventory Management
1006
2181
Aircraft Operation
1043
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-11 & Equivalent
Population
Title
18
105
110
160
185
201
212
Safety Management
Social Insurance Administrator
Economist
Civil Rights Analysis
Social Work
Personnel Management
Personnel Staffing
936
3027
788
1339
2551
1698
1365
221
Position Classification
862
301
Misc. Admin. & Programs
5371
334
Computer Specialist
6265
341
Administrative Officer
1703
343
Management Analysis
3088
345
Program Analysis
2059
346
Logistics Management
909
401
General Biological Science
1018
457
Soil Conversation
2117
460
Forestry
2095
470
Soil Science
836
475
Agricultural Management
1695
510
Accounting
4478
512
Internal Revenue Agent
3544
560
Budget Analysis
2181
610
Nurse
7428
660
Pharmacist
1861
801
General Engineering
1116
802
Engineering Technician
6173
810
Civil Engineering
3701
830
Mechanical Engineering
2023
850
Electrical Engineering
1072
855
Electronics Engineering
1830
856
Electronics Technician
7180
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
GS-11 & Equivalent (continued)
Series Title Population
905 General Attorney 1068
993 Social Insurance Claims Examining 1751
1102 Contract & Procurement 4606
1150 Industrial Specialist 985
1152 Production Control 888
1165 Loan Specialist 795
1169 Internal Revenue Officer 2006
1170 Realty 1037
1320 Chemistry 1631
1370 Cartography 1834
1410 Librarian 1080
1670 Equipment Specialist 3228
1710 Education & Vocational Training 1492
1712 Training Instruction 1470
1810 General Investigating 947
1910 Quality Assurance 4376
2001 General Supply 851
2003 Supply Program Management 1523
2010 Inventory Management 2322
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-9 & Equivalent
Population
Title
23
Outdoor Recreation Planning
858
201
Personnel Management
970
301
Misc. Admin. & Programs
5154
318
Secretary
1779
332
Computer Operator
1752
334
Computer Specialist
3028
341
Administrative Officer
1984
343
Management Analysis
1773
345
Program Analysis
1370
404
Biological Technician
810
457
Soil Conversation
1148
460
Forestry
1400
462
Forestry Technician
1328
501
General Acctg. Clerk./Admin.
1283
510
Accounting
2146
512
Internal Revenue Agent
1385
526
Tax Technician
3315
560
Budget Analysis
1987
610
Nurse
21595
644
Medical Technologist
1364
802
Engineering Technician
5741
809
Construction Control
1313
810
Civil Engineering
1151
856
Electronics Technician
3057
895
Industrial Engineering Technician
970
962
Contract Representative
1215
993
Social Insurance Claims Examiner
1611
996
Veterans Claims Examining
1008
1102
Contract & Procurement
4026
1152
Production Control
2172
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
? GS-9 & Equivalent (continued)
Population
Title
1165
1169
Loan Specialist
Internal Revenue Officer
889
853
1670
Equipment Specialist
2620
1710
Education & Vocational Training
2601
1712
Training Instruction
2481
1863
Food Inspection
2636
1910
Quality Assurance
4948
1980
Agricultural Commodity Grading
1673
2001
General Supply
1601
2003
Supply Program Management
833
2010
Inventory Management
3059
2050
Supply Cataloging
814
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-7 & Equivalent
Population
Title
105
Social Insurance Administrator
1126
203
Personnel Clerical & Assistant
2122
204
Military Personnel Clerk. & Tech.
1362
301
Misc. Admin. & Programs
6482
303
Misc. Admin. Clerk & Assistant
7125
318
Secretary
9886
332
Computer Operator
2315
334
Computer Specialist
1822
335
Computer Clerk & Asst.
1152
341
Administrative Officer
1070
344
Management Clerical & Asst.
2200
404
Biological Technician
1326
462
Forestry Technician
2032
501
General Acctg. Clerk./Admin.
1798
510
Accounting
1215
512
Internal Revenue Agent
927
525
Accounting Technician
3502
560
Budget Analysis
1085
592
Tax Accounting
3391
644
Medical Technologist
2523
645
Medical Technician
838
802
Engineering Technician
3337
809
Construction Control
1091
962
Contract Representative
4684
993
Social Insurance Claims Examiner
988
1102
Contract & Procurement
2011
1105
Purchasing
946
1152
Production Control
1379
1712
Training Instruction
1017
1863
Food Inspection
3256
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
GS-7 & Equivalent (continued).
Series Title Population
2001 General Supply 1244
2005 Supply Clerical & Technician 3451
2010 Inventory Management 1358
2102 Transportation Clerk & Asst. 992
526 Tax Technician 751
649 Medical Machine Technician 735
699 Health Aid & Technician 797
856 Electronics Technician 699
986 Legal Clerk & Technician 797
1060 Photography 726
1311 Physical Science Technician 719
1411 Library Technican 754
1910 Quality Assurance 727
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
,
GS-6 & Equivalent
Series Title Population
203 Personnel Clerical & Assistant 2124
204 Military Personnel Clerk. & Tech. 1315
301 Misc. Admin. & Programs 4217
303 Misc. Admin. Clerk & Assistant 6562
305 Mail & File 1023
318 Secretary 20172
332 Computer Operator 1504
335 Computer Clerk & Asst. 1086
344 Management Clerical & Asst. 1302
458 Soil Conservation Technician 1080
462 Forestry Technician 1132
501 General Acctg. Clerk./Admin. 1620
525 Accounting Technician 5219
540 Voucher Examining 900
544 Payroll 827
592 Tax Accounting 3915
621 Nursing Assistant 2774
647 Diagnostic Radiology Technician 1190
649 Medical Machine Technician 1283
699 Health Aid & Technician 802
802 Engineering Technician 819
962 Contract Representative 1460
986 Legal Clerk & Technician 1325
1105 Purchasing 1280
1106 Procurement Clerk & Assistant 825
2005 Supply Clerical & Technician 4237
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-5 & Equivalent
Title Population
26 Park Technician 904
203 Personnel Clerical & Assistant 4234
204 Military Personnel Clerk. & Tech. 2502
301 Misc. Admin. & Programs 7539
303 Misc. Admin. Clerk & Assistant 12909
305 Mail & File 3038
312 Clerk Steno & Reporter 2591
318 Secretary 33897
322 Clerk Typist 2906
332 Computer Operator 1619
334 Computer Specialist 997
335 Computer Clerk & Asst. 1950
344 Management Clerical & Asst. 1566
404 Biological Technician 1306
462 Forestry Technician 3638
501 General Acctg. Clerk./Admin. 2813
525 Accounting Technician 6388
540 Voucher Examining 2326
544 Payroll 2294
545 Military Pay 1486
592 Tax Accounting 3704
621 Nursing Assistant 15680
661 Pharmacy Technician 1000
675 Medical Record Technician 1010
699 Health Aide & Technician 961
802 Engineering Technician 2499
962 Contract Representative 1241
986 Legal Clerk & Technician 1758
993 Social Insurance Claims Examiner 1103
998 Claims Clerical 2616
1087 Editorial Assistance 915
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
GS-5 & Equivalent (continued)
Series Title Population
1102
Contract & Procurement
1129
1105
Purchasing
1946
1106
Procurement Clerk & Assistant
3048
2005
Supply Clerical & Technician
10567
2134
Shipment Clerical
1145
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-4 & Equivalent
Population
Title
26
203
Park Technician
Personnel Clerical & Assistant
895
605
204
Military Personnel Clerk. & Tech.
3114
301
Misc. Admin. & Programs
4447
303
Misc. Admin. Clerk & Assistant
11697
305
Mail & File
8288
312
Clerk Steno & Reporter
7100
318
Secretary
14594
322
Clerk Typist
24637
332
Computer Operator
679
335
Computer Clerk Assistant
1700
350
Equipment Operator
1140
356
Data Transcriber
4976
382
Telephone Operating
1747
462
Forestry Technician
3625
501
General Acctg. Clerk./Admin.
1311
525
Accounting Technician
2845
530
Cash Processing
890
540
Voucher Examining
1279
544
Payroll
781
545
Military Pay
1046
592
Tax Accounting
1905
621
Nursing Assistant
13511
622
Medical Supply Aide/Technician
821
679
Medical Clerk
5956
681
Dental Assistant
1619
802
Engineering Technician
1785
998
Claims Clerical
5624
1106
Procurement Clerk & Assistant
3004
1411
Library Technician
640
1702
Education & Training Technician
2136
2005
Supply Clerical & Technician
8694
2134
Shipment Clerical
1037
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Series
GS-3 & Equivalent
Population
Title
203
Personnel Clerical & Assistant
605
204
Military Personnel Clerk. & Tech.
779
301
Misc. Admin. & Programs
1809
303
Misc. Admin. Clerk & Assistant
8653
305
Mail & File
1072
312
Clerk Steno & Reporter
944
318
Secretary
28746
332
Computer Operator
679
350
Equipment Operator
1023
356
Data Transcriber
5100
382
Telephone Operating
1845
462
Forestry Technician
2505
621
Nursing Assistant
2741
679
Medical Clerk
1828
802
Engineering Technician
729
998
Claims Clerical
858
1106
Procurement Clerk & Assistant
869
2005
Supply Clerical & Technician
3248
2091
Sales Store Clerk
1386
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
APPENDIX E
Lists of 38 SES Jobs Evaluated
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
SES Position Listing
The eleven participating agencies and the 38 SES positions
included in the sample are listed below.
DEFENSE LOGISTICS AGENCY
Comptroller. DLA
Executive Director, Contract Management
Deputy Executive Director, Supply Operations
DEPARTMENT OF THE AIR FORCE
Principal Deputy Assistanct Secretary
(Research. Development and Logistics)
Assistant Secretary (Financial Management)
Principal Deputy Assistant Secretary
(Manpower. Reserve Affairs and Installations)
Deputy Comptroller
DEPARTMENT OF THE ARMY
Administrative Assistant to the Secretary
Auditor General
Deputy Under Secretary (Operations Research)
Deputy Comptroller
DEPARTMENT OF COMMERCE
Director. Minority Business Development Agency
Deputy Under Secretary for International Trade
Assistant Administrator for Fisheries
DEPARTMENT OF HEALTH & HUMAN SERVICES
Chief of Staff
Administrator. Health Care Financing Administration
Assistant Secretary for Management and Budget
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
SES Position Listing (Cont'd)
DEPARTMENT OF THE INTERIOR
Associate Director, U.S. Geological Survey
Director. Minerals Management Service
Deputy Assistant Secretary
DEPARTMENT OF JUSTICE
Deputy Solicitor General & Counselor to the Solicitor General
Director, Office of Public Affairs
Director, U.S. Marshalls Service
Deputy Commissioner
DEPARTMENT OF THE NAVY
Deputy under Secretary (Financial Management) and Comptroller
Principal Deputy Assistant Secretary
(Shipbuilding and Logistics)
Prinicpal Deputy Assistant Secretary
(Research, Engineering, and Systems)
Deputy Chief of Naval Material
DEPARTMENT OF TRANSPORTATION
Deputy Administrator
Assistant Secretary for Administration
DEPARTMENT OF THE TREASURY
Fiscal Assistant Secretary
Deputy Commissioner
Commissioner of Customs
Director. U.S. Secret Service
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
SES Position Listing (Cont'd)
VETERANS ADMINISTRATION
Chief Benefits Director
Director, National Cemetery System
Associate Deputy Administrator
(Information Resources Management)
Associate Deputy Administrator (Logistics)
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
APPENDIX F
List of 24 Bureau of Labor
Statistics Positions Included
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
BLS Position Titles
Accounting Clerk II
Accounting Clerk III
Accounting Clerk IV
Secretary II
Secretary III
Secretary IV
Secretary V
Computer Operator I
Computer Operator II
Computer Operator III
File Clerk I
File Clerk II
File Clerk III
Typist I
Typist II
Stenographer I
Stenographer II
Order Clerk
Payroll Clerk
Key Entry Operator I
Key Entry Operator II
Switchboard Operator
Switchboard Operator/Receptionist
Messenger
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
APPENDIX G
Matrix of Jobs Matched by State
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Distribution of Position Matches by State
STATE CODE
TOTAL
% Match
Rate
Position
Title
01
02
03
04
05
06
07
08
09
10
11
12
13
ACCOUNTING/BUDGETING
1-Manager, General Accounting
X
XXXXXXXXXXX12
92.3
2-Budget Analyst V
XXXXXXXXXXXX
12
92.3
3-Accountant IV
XXXX
XXXXXXXX12
92.3
4-Budget Analyst III
XXXX
XXXXXXXX12
92.3
5-Supervisor, General Accounting
X
X
X
XXXXXXXXX12
92.3
6-Senior Accountant
XXXXXXXXXXXXX13
100.0
7-Budget Analyst II
XXXX
XXXXXXXX12
92.3
8-Accountant I
XXXXXXXXXXXXX13
100.0
AUDITING
9-Revenue Audit Manager
X
X
X
X
X
X
XXXXX11
84.6
10-Field Auditor V
XXXXXXXXXX
X
X
12
92.3
11-Revenue Audit Supervisor
XXXXXXXXXXXXX13
100.0
12-Field Auditor III
XXXXXXXXXXXXX13
100.0
13-Field Auditor I
XXXXXXXXXXXXX13
100.0
CLERICAL
14-Secretary AA
XXXXXXXX
XX
XX
12
92.3
15-Secretary A
XXXXXXXXXXXXX13
100.0
16-Accounting Clerk A
X
XXXXXXX
X
X
X
11
84.6
17-Secretary B
XXXXXXXXXXXXX13
100.0
18-General Clerk A
x
XXXXXXXXXX11
84.6
19-Accounting Clerk B
XXXX
-
.
XXXX
X
X
X
11
84.6
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Distribution of Position Matches by State
STATE CODE
TOTAL
% Match
Rate
Position
Title _01
02
,03
04
05
06
07
_08
09
10
, 11
12
13
20-Payroll Clerk
X
X
X
XXXX
X
X
X
10
76.9
21-Word Processing Operator A
x
XXXXXXX
X
X
X
11
84.6
22-General Clerk B
x
XXXXXXXXXX11
84.6
23-Telephone Operator A
XXXXX
XXXXXXX12
92.3
24-Secretary D
XXXXXXXXXXXXX13
100.0
25-Typist Clerk A
x
XXXXXXXXXXX12
92.3
26-General Clerk C
x
XXXXXXXXXX
11
84.6
27-Typist Clerk B
XXXXXXXXXXXXX13
100.0
28-Mailroom Clerk
XXXXXXXXX
X
X
X
12
92.3
29-File Clerk C
XXXXXXXXXXXX
12
92.3
DATA PROCESSING
30-EDP Director
X
X
?
XXXXXXXX10
76.9
31-Director, Systems and Programming
X
X
X
X
X
XXXXXIO
76.9
32-Director, Data Center Operations
X
X
XXXX
XXXXX11
84.6
33-Manager, Systems and Programming
X
X
XXXX
XXXXX11
84.6
34-Data Base Manager
X
X
X
X
X
X
X
X
8
61.5
35-Project Leader
X
X
X
XXXXXXXX11
84.6
36-Computer Operations Manager
X
X
XXXXXXXXXX12
_
92.3
37-Senior Systems Programmer
XXXXXXXXXXXXXI3
100.0
38-Senior Programmer Analyst
X
XXXXXXX
X
X
X
11
84.6
39-Systems Analyst
X
X
XXXXXXXXXX12
92.3
40-Shift Supervisor
XXXX
XXXXXXXX12
,
92.3
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Distribution of Position Matches by State
STATE CODE
TOTAL
1 Match
Rate
Position
Title
01
02
03
04
05
06
07
08
09
10
11
12
13
41-Associate Data Base Analyst
X
X
X
X
X
X
X
X
8
61.5
42-Senior Programmer
X
X
XXXXXXXXXX12
92.3
43-Supervisor, Data Entry
X
X
XXXXXXXXXX12
92.3
44-Programmer
XXXXXXXXXXXXX13
100.0
45-Computer Operator A
XXXXXXXXX
X
X
X
12
92.3
46-Lead Data Control Clerk
X
X
XXXX
X
X
8
61.5
47-Associate Programmer
x
XXXXXXXXXXX12
92.3
48-Programmer Trainee
XXXXXXXX
XXXX
12
92.3
49-Computer Operator B
XXXXXXXXXXXXX13
100.0
50-Data Control Clerk
XXXXXXXXX
1
X
X
X
12
92.3
51-Tape Librarian
XXXXXXXXXXXXX13
100.0
52-Data Entry Operator B
XXXXXXXXXXXXX13
100.0
EMPLOYMENT SERVICES
1
53-Executive Director, Employment Security
XXXXX
XXXXXX11
84.6
54-Director, Bureau of Job Services
XXXXX
XXXX
X
10
76.9
55-Employment Interviewer Supervisor
XXXX
XXXXXXXX12
92.3
ENGINEERING
56-Chief Engineer
XXXXXX
XXXXXX12
92.3
57-Highway District Engineer
XXXXXXXXXXXXX13
100.0
58-Civil Engineer IV
XXXX
XXXXXXXX12
92.3
59-Civil Engineer II
XXXXXXXXXXXXX13
100.0
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Distribution of Position Matches by State
STATE CODE
TOTAL
% Match
Rate
Position
Title
01
02
03
,
04
05
06
07
08
09
. 10
11
12
13
FORESTRY
60-State Parks Director
XXXXXXXXXXXXX13
100.0
61-Forester III
XXXXXXX
X
X
X
X
11
84.6
62-Forester II '
XXXXXXX
X
X
X
X
11
84.6
63-Forest Ranger
X
X
X
X
X
X
X
X
8
61.5
HIGHWAYS
64-Superintendent, Shop & Equipment
X
X
X
X
X
X
X
X
8
61.5
65-Highway Foreman
XXXXXXX?
XXXXX12
92.3
HOSPITAL
66-Hospital Administrator
X
X
X
?X
X
X
X
X
X
9
69.2
67-Director of Nursing/School of Nursing
X
X
X
X
4
30.8
68-Rehabilitation Supervisor III
XXXX
X
X
X
X
X
X
10
76.9
69-Chief Pharmacist ?
XXXXXXXXX
X
X
X
12
92.3
70-Rehabilitation Supervisor I
XXXXXXXX
X
X
X
X
12
92.3
71-Chief Physical Therapist
XXXX
X
X
X
X
X
X
X
11
84.6
72-Chief Occupational Therapist
XXXX
X
X
X
X
X
X
X
11
84.6
73-Head Nurse, Medical/Surgical
XXXXXXXXXXXXX13
100.0
74-Laundry Manager
XXXXXXXXXXXXX13
100.0
75-Occupational Therapist II
XXXXXXXXXXXXX13
100.0
76-Staff Nurse
XXXXXXXXXXXXX13
100.0
77-Rehabilitation Counselor I
XXXX
X
X
X
X
X
X
X
11
84.6
78-Practical Nurse
XXXXXXXXXXXXX13
100.0 I
79-X Ray Technologist
XXXX
_
XXXXXXXX12
92.3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Distribution of Position Matches by State
STATE CODE
TOTAL
1 Match
Rate
Position
Title
01
02
03
04
05
06
07
08
09
10
11
12
13
HUMAN SERVICES
80-Superintendent, Mental Hospital
XXXXXXXXXXXXX13
100.0
81-Senior Social Work Supervisor
X
X
XXXXXXXXXX12
92.3
82-Social Worker
XXXXXXXXXXXXX13
100.0
PERSONNEL
83-Director, Office of Personnel ServicesXXXXXXXXXXXXX13
100.0
84-Personnel Analyst II
XXXXXXXXXXXX
12
92.3
POLICE
..
85-State Police Commissioner
XXXX
.
XXXXXXX11
84.6
86-State Police Major
XXXX
XXXXXXXX12
92.3
87-State Police Lieutenant
X
X
XXXXXXXXXX12
92.3
88-State Police Sargent
XXXXXXX
XXXXX12
92.3
89-State Police Trooper
XXXXXXX
XXXXX12
92.3
PRISONS
90-Superintendent, Correctional Institution
XXXXX
XXXXX10
76.9
91-Prison Warden
X
X
X
XXXXXXX10
76.9
92-Corrections Officer V
X
XXXXXXXXXX11
84.6
93-Corrections Officer IV
XXXXXXXXXXXXX13
100.0
94-Corrections Officer III
XXXXXXXXXXXXX13
100.0
95-Probation Officer I
x
XXXXXXXXXXX12
92.3
96-Corrections Officer I
XXXXXXXXXXXXX13
100.0
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Distribution of Position Matches by State
STATE CODE
TOTAL
'I Match
Rate
Position
Title
01
02
03
04
05
06
07
08
09
10
11
13
PURCHASING
,12
_.
97-Purchasing Director
XXXXX
XXXXXXX12
92.3
98-Purchasing Agent III
X
XXXXXXXXXXX12
92.3
99-Purchasing Agent II
XXXXXXXXXXXXX13
_
100.0
MISCELLANEOUS
100-Secretary of Transportation
XXXXXXXXXXXXX13
100.0
101-Insurance Commissioner
XXXXXXX'XXXXXX13
100.0
102-Tax Examiner III
XXXXXXXX
X
X
X
X
12
92.3
103-Biologist
X
XXXXXXX
X
X
X
11
84.6
104-Senior Librarian
XXXXXXX.XXXXXX13
100.0
TOTAL NUMBER
97
86
86
100
80
97
99
89
89
92
102
99
99
1215
% Match Rate
L
93.3
82.7
82.7
96.2
76.9
93.3
95.2
85.6
85.i$
88.5
98.1
95.2
95.2
89.9
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
APPENDIX H
Prevalence of Benefit Practices
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
DEATH BENEFITS
Basic Group Life
Supplemental Group Life
Basic Accidental Death
Supplemental Accidental Death
Voluntary Accidental Death
Dependent Group Life
Group Survivor Income
Business Travel Accident
Executive Group Life
DISABILITY
Short Term Disability
Long Term Disability (Other
than pension disability)
HEALTH CARE BENEFITS - Service Benefit
Hospital/Medical Plan
Retiree Coverage
Dental Coverage
Prescription Drugs
Vision Care
RETIREMENT BENEFITS
Pension Plan
401(k)
Thrift Plan/Matching Stock
Purchase Plan
Profit Sharing/Stock Bonus
ESOP/PAYSOP
Discount Stock Purchase Plan
Section 457 Plan
Prevalence of Benefit Practices
HHBC 1983
Database
100% have plan
58% have plan
74% have plan
17% have plan
35% have plan
36% have plan
11% have plan
72% have plan
20% have plan
100% have formal plan
93% have plan
State Employees
100% have plan
46% have plan
54% have plan
23% have plan
23% have plan
31% have plan
0% have plan
8% have plan
23% have plan for
management
100% have formal plan
31% have plan
Federal Employees
has plan
has plan
has plan
no plan
no plan
has plan
no plan
no plan
no plan
has formal plan
no plan
Plan (High Option Blue Cross/Blue Shield) used for Federal Employees
100% have plan
70% cover both early
and normal retirees
78% have plan
89% cover as an eligible
expense under major
medical
17% have plan
91% have plan
13% have plan
43% have plan
20% have plan
19% have ESOP or PAYSOP
7% have plan
0% have plan
100% have formal plan
92% cover both early
and normal retirees
46% have plan
62% cover as an eligible
expense under major
medical
0% have plan
100% have plan
0% have plan
0% have plan
0% have plan
0% have plan
0% have plan
38% have plan
has plan
covers all retirees
no plan
covers as an
eligible expense
under major medical
no plan
has plan
no plan
no plan
no plan
no plan
no plan
no plan
Declassified and Approved For Release 2012/11/21
C-1-0001-Z008000199000-68dCW-V10
Prevalence of Benefit Practices
HHBC 1983
EXECUTIVE PERQUISITES
Database
State Employees
Federal Employees
Stock Option Plan
55% provide
0% provide
do not provide
Stock Appreciation
29% provide
0% provide
do not provide
Phantom Stock/Dividend Units
7% provide
0% provide
do not provide
Executive Stock Bonus
6% provide
0% provide
do not provide
Executive Stock Purchase
3% provide
0% provide
do not provide
Performance Shares/Units
18% provide
0% provide
do not provide
Front-end Bonuses
6% provide
0% provide
do not provide
Supplemental Retirement
38% provide
0% provide
do not provide
Executive Dining Room
18% provide
0% provide
do not provide
Physical Exam (Non pre-employment)
72% provide
15% provide
do not provide
Special Medical Reimbursement
16% provide
0% provide
do not provide
Special Vacation Schedule
35% provide
0% provide
do not provide
Split Dollar Insurance
8% provide
0% provide
do not provide
Special Executive Group Life
20% provide
23% provide
do not provide
Executive Severance Pay Practice
20% provide
0% provide
do not provide
Waiver of Insurance Waiting Periods
15% provide
0% provide
do not provide
Education Program
10% provide
0% provide
do not provide
Pre-retirement Counseling
7% provide
0% provide
do not provide
Deferred Compensation Plan
24% provide
0% provide
do not provide
Company Cars or Car Allowance
69% provide
0% provide
do not provide
Key Man Life Insurance
10% provide
0% provide
do not provide
Excess Personal Liability Insurance
11% provide
0% provide
do not provide
Apartments/Suites/Houses
9% provide
0% provide
do not provide
Mortgages (other than transfer) and Loans
5% provide
0% provide
do not provide
Personal Legal Services
5% provide
0% provide
do not provide
Personal Financial Counseling
26% provide
0% provide
do not provide
Tax Preparation Services
17% provide
0% provide
do not provide
Employment Contracts
14% provide
0% provide
do not provide
Special Parking
58% provide
0% provide
do not provide
Country Club
44% provide
0% provide
do not provide
Lunch Club
47% provide
0% provide
do not provide
Athletic Club
16% provide
0% provide
do not provide
Company Aircraft
26% provide
0% provide
do not provide
Paid Spouse Travel Expenses
26% proivde
0% provide
do not provide
Sabbaticals with Pay
4% provide
0% provide
do not provide
Directors and Officers Liability Insurance
51% provide
0% provide
do not provide
Golden Parachutes
8% provide
0% provide
do not provide
Percentages are based on the number of respondents to each perquisite practice (except Stock Plans where percentages
are based on the number of stockholder companies).
C-1-0001-Z00800n199000-68dCll-V10
DEATH BENEFITS
Basic Group Life Insurance
Eligibility
Cost
Basis of Benefit
Amount of Benefit
(Plans based on Uniform
Earnings Multiple)
Maximums
Disability Benefit
Prevalence of Benefit Practices
HHBC 1983
Database
100% have plan
50% have immediate
eligibility
32% require a waiting
period
82% are employer paid
82% are based on
earnings multiple
47% are 2 times pay
25% are 1 times pay
14% are 1.5 times pay
66% have maximum flat
dollar amount of
coverage, of these,
State Employees
100% have plan
55% require a waiting
period
36% have immediate
eligibility
46% are employer paid
46% involves cost sharing
69% are based on
earnings multiple
31% are based on a flat
amount
50% are 1 times pay
38% 1.25-2 times pay
67% have no maximum
33% have maximum, of
these,
38%
are $100,000-
100% have <
_
$50,000
$249,000
24%
are $250,000-
$399,999
16%
are $400,000-
$999,999
18% are < $100,000
89% continue coverage
in the event of
disability
77% continue coverage
in the event of
disability
Federal Employees
has plan
has immediate
eligibility
involves cost shar-
ing
based on uniform
earnings multiple
provides coverage
which varies by
age;
age 35 or under - 2
times basic amount
age 35 to 45
- reduces 5% each
year
age 45 or older - 1
times basic amount
has a maximum
linked to the basic
benefit
continues coverage
in event of dis-
ability
0
2 DEATH BENEFITS (Cont'd)
CD
w Basic Group Life Insurance
=Pi
Retirement Provisions
CD
a
I>
8
CD
11-1
CD
70
(ICDCDT
N) Supplemental Group Life
CD
Cost
Cost of Retiree Coverage
?1,0001-Z00800n199000-68dC1I-V10
Basis of Benefit
Amount of Benefit
Prevalence of Benefit Practices
HHBC 1983
Database
37% cancel coverage
31% make a one time
reduction on normal
retirement date
25% reduce at retirement and
make further reduction(s)
thereafter
89% are employer paid
58% have plan
74% are employee paid
85% are based on earnings
multiple
42% are 1 times pay
28% are 2 times pay
State Employees
54% cancel coverage
31% make a one time
reduction on normal
retirement date
67% are employer paid
33% are employee paid
46% have plan
67% are employee paid
17% involve cost sharing
17% are employer paid
67% are based on earnings
multiple
33% are based on a flat
amount
33% are 1 times pay
33% are 1.5 times pay
34% are 2 times pay
Federal
Employees
makes a
reduction on
normal retire?
ment date and
further
reduction(s)
thereafter
involves cost?
sharing
has plan
employee paid
based on
earnings
multiple
allows the
employee to
choose from
1 times pay to
5 times pay
Prevalence of Benefit Practices
HHBC 1983
o DEATH BENEFITS (Cont'd)
Database
State Employees
Federal Employees
ET
Supplemental Group Life
Maximums
53% have a maximum flat
67% have no maximum
has a maximum
dollar amount of
coverage, of these,
flat dollar amount
of coverage
of 5 times pay
I>
-0
-0
8
29%
22%
21%
are $100,000-$199,999
are > $400,000
are -200,000-$299,999
ln Disability Benefit
CD
70
(IT
Retirement Provisions
CD
CD
R3
C)
;
70
TJ Cost
CO
CP
CD
CD
CD
CD Basis of Benefit
CD
70
CD
CD
CD Amount of Coverage
co
CD
CD
CD
CD
0
Basic
Accidental
Death
93% continue coverage
in the event of
disability
75% cancel coverage
74% have plan
86% are employer paid
78% are based on earnings
multiple, of these,
42% are 2 times pay
26% are 1 times pay
67% continue coverage in
the event of disability
67% cancel coverage
17% continue coverage
in full
17% make a reduction on
retirement date and
further reduction(s)
thereafter
54% have plan
43% are employer paid
29% are employee paid
29% involve cost sharing
86% are based on a flat
amount, of these,
50% are $4,000-$5,000
33% are $10,000-$15,000
continues cover-
age in event of
disability
makes a reduction
on normal retire-
ment date and
further reduc-
tion(s) thereafter
has plan
involves cost shar-
ing
based on earnings
multiple
provides coverage
which varies by age
0
m)EATH BENEFITS (Cont'd)
TOasic Accidental Death
? Maximums
8
-n
o,
-,)upplemental Accidental Death
(T? roluntary Accidental Death
? Cost
N.)
N.) - Basis of Benefit
Prevalence of Benefit Practices
HHBC 1983
Database State Employees Employees
77% have a maximum flat
dollar amount of
coverage, of these,
33% are $50,000-$100,000
27% are $1,00,000-$150,000
25% are $200,000-$250,000
13% are $300,000-$400,000
Not Applicable
17% have plan 23% have plan
35% have plan 23% have plan
97% are employee paid 100% are employee paid
86% are based on a flat 100% are based on a flat
amount amount
12% are based on earnings
multiple
has no
maximum
amount of
coverage
no plan
no plan
C)
Amount of Benefit 90% are the employee's 100% are the employee's
choice choice
0
-0
oolependent Group Life 36% have plan 31% have plan has plan
Cost 69% are employee paid 100% are employee paid employee
22% are employer paid paid
0)(3)
Maximum of Spouse 42% are $1,000-$3,000 75% are $2,000 $5,000
27% are $5,000
co
n.)
0 - Maximum of Children 39% are $1,000 50% are $2,000 $2,500
26% are $2,000 25% are $2,500
8% are $2,500 25% are $1,000
Group Survivor Income 11% have plan
0% have plan no plan
Prevalence of Benefit Practices
HHBC 1983 Federal 0
m
WDEATH BENEFITS (Cont'd) Database State Employees Employees o
e7
o w
m
w Business Travel Accident 72% have plan 8% have plan no plan w
w m
a
m
a Cost 98% are employer paid m
m
m a
m
a_ Basis of Benefit 55% are based on a flat amount >
73
> 38% are based on earnings multiple 73
-a 8
-a <
E3 Executive Group Life 20% have plan 23% have plan for management no plan m
< a
CD -n
o
-,
71
CD
C-1-0001-Z00800n199000-68dCl-V10
CD
CD
CD
N)
CD
N)
R3
C-1-0001-Z00800n199000-68dCW-V10
o DISABILITY BENEFITS
CD
(?).Short Term Disability (Sick Leave)
R3
?1,0001-Z00800n199000-68dCI-V10
Eligibility
Salary Continuance Plans
Number of Days Accumulated
Maximum Number of Days
Accumulated
Amount of Benefit
2 Wks.
4 Wks.
6-13 Wks.
13.1-17.9 Wks.
18.0-25.9 Wks.
26 Wks.
Prevalence of Benefit Practices
HHBC 1983
Database
100% have formal plan
97% are salary continuance
plans
54% have immediate
eligibility
46% require a waiting
period
48% have schedule that
varies with service
28% are based on accumu-
State Employees
100% have formal plan
100% have salary continuance
plans
80% have immediate
eligibility
100% are based on
accumulation of days
lation of days
45%
credit 12-12.9 days
38% credit 12-12.9
days
18%
credit 10-10.9 days
31% credit 15-15.9
days
8%
credit 15-15.9 days
15% credit 13-13.9
days
30%
have no maximum
85% have no maximum
23%
have 60-99 days
15% have > 180 days
16%
have 121-180 days
Number of Weeks of Full Pay
(Service Related Plans)
2 Yrs.
8 Yrs.
18 Yrs.
Max.
13%
2%
1%
2%
27%
4%
3%
2%
34%
51%
19%
17%
2%
12%
6%
2%
2%
15%
24%
8%
3%
12%
37%
55%
Federal
Employees
has formal plan
has salary con-
tinuance plan
has immediate
eligibility
based on
accumulation
of days
credits 13 days
has no
maximum
?1,0001-Z008000199000-68dCl-V10
DISABILITY BENEFITS (Cont'd)
(Other than pension disability)
Long Term Disability
Eligibility
Cost
Exclusion Period
Amount of Benefit
Plans Based on a Flat
Percentage
Maximum Benefit
Social Security Offset
Prevalence of Benefit Practices
HHBC 1983
Database
93% have plan
55% require a waiting
period
32% have immediate
eligibility
63% are employer paid
21% involve cost sharing
62% begin LTD benefits after
6 months of disability
15% begin LTD benefits after
3 months of disability
90% base benefit on a flat
percentage of monthly
earnings
60% pay 60% of monthly
earnings
18% pay 50% of monthly
earnings
79% have monthly maximums;
State Employees
31% have plan
50% have immediate eligibility
25% require first of the month
following employment
25% require a waiting period
50% are employee paid
25% involve cost sharing
25% are employer paid
75% begin LTD benefits after
3 months of disability
25% being LTD benefits at
the end of STD
100% base benefit on a flat
percentage of monthly
earnings
50% pay 60% of monthly earnings
25% pay 50% of monthly earnings
25% pay 66%-67% of monthly
earnings
100% have monthly maximums,
of these,
of these,
25%
are
$3,000
50%
are
$3,000
23%
are
$2,000-$2,999
25%
are
$1,000
20%
are
$4,001-$5,000
25%
are
$1,500-$1,999
18%
are
$3,001-$4,000
51% offset primary social
security
30% offset family social
security
50% offset family social
security directly
25% offset primary social
security directly
25% offset all social security
when benefits from all
sources exceed 70%
Federal
Employees
no plan
HEALTH CARE
Hospitalization/Medical
Eligibility
Cost
Employee Coverage
Dependent Coverage
Plan Design
Basic Plan Coverage
Hospitalization
Maximum
Surgical Coverage
Prevalence of Benefit Practices
HHBC 1983
Database
100% have plan
46% have immediate
eligibility
31% require first of the
month following
employment
66% are employer paid
34% involve cost sharing
57% involve cost sharing
39% are employer paid
62% have basic plan
coverage with
supplemental major
medical
32% have comprehensive
major medical
94% pay 100% of reasonable
and customary charges
82% have a maximum based
on the number of days
of care, of these,
51% pay for 365 days
of care
24% pay for 180 days
of care
State Employees
65% have basic plan
coverage, of these,
73% reimburse based on
reasonable and custom?
ary charges, of these,
82% pay 100% of reasonable
and customary charges
100% have plan
Federal Employees
Service Benefit Plan
High Option
has plan
33% require first of the has immediate
month following eligibility
employment
22% have immediate eligibility
54% involve cost sharing
46% are employer paid
77% involve cost sharing
23% are employer paid
77% have basic plan coverge
with supplemental major
medical
23% have comprehensive
major medical
90% pay 100% of reasonable
and customary charges
90% have a maximum based on
the number of days of
care, of these,
56% have a maximum of 365
days of care
22% have a maximum of 120
days of care
90% have basic plan coverage,
of these,
89% reimburse based on
100% of reasonable
and customary charges
involves cost
sharing
involves cost
sharing
has basic
coverage with
supplemental
major medical
pays 100% of
reasonable and
customary charges
has no maximum
has basic plan
coverage
reimburses based on
80% of reasonable
and customary
charges
C-1.0001.Z008000199000-68da-V10
m HEALTH CARE (Cont'd)
CD
w Basic Plan Coverage
Outpatient X-Rays and Lab
CD
-o Doctor's Visits in the Hospital
-o
8
m_ Doctor's Office Visits
-n
0
0
(T) Supplemental Major Medical
Deductible Amount
N.)
N.)
- Family Deductible
?L , 000 I- Z00800n199000-68dC1I-V10
Coinsurance
(cont'd on following page)
Prevalence of Benefit Practices
HHBC 1983
Database
84% have basic plan
coverage
55% have basic plan
coverage
84% cover under major
medical only
71% have a $100
deductible
78% have a maximum
family deductible;
of these,
37% are $200
32% are $300
22% are 0200
42% have coinsurance based
on eligible charges;
of these,
96% have initial co-
insurance of 80%
of the eligible
charges
41% have breakpoint of
$2,000-$2,999
34% have breakpoint of
$5,000-$10,000
99% pay 91-100% of the
remaining eligible
charges
State Employees
60% have basic plan coverage
90% have basic plan coverage
50% have basic plan coverage
30% cover under major medical
only
50% have a $100 deductible
30% have a $50 deductible
80% have a maximum family
deductible, of these,
38% are < $200
25% are $200
25% are > $300
Federal Employees
Service Benefit Plan
High Option
50% have coinsurance based
on individual out-of-
pocket expenses
60% have initial
coinsurance of 80%
of eligible charges
40% have initial
coinsurance of > 90%
60% have breakpoint of $500
20% have breakpoint of 30%
17% gave 60.1-70%
15% gave 10.1-15%
8% gave 5.1-10%
8% gave 35.1-40%
8% gave 50.1-55%
0
-0
co
13% have plan, of these,
81% have matching
employer contributions
58% are features of a thrift plan
25% are salary reduction only
48% are 1%-1.99%
32% are 2%-2.99%
25% are 5%-6.99%
23% are 9%-10.99%
16% are 15%-16.99%
14% are 1%-4.99%
0% have plan
no plan
0
0
0
0
0
0
co
0
0
n.)
0
RETIREMENT BENEFITS (Cont'd)
Captial Accumulation
Thrift Plan or
Stock Purchase with
Matching Contribution
8
Maximum Contribution
Matched by Employer
-n
CD
(T)
CD
CD
N.)
N.)
- Employer Matching
C-1-0001-Z00800n199000-68dCl-V10
Profit Sharing/Stock
Bonus Plan
Stock Ownership Plans
Discount Stock Purchase
Plan
Section 457 Plan
Prevalence of Benefit Practices
HHBC 1983
Database
43% have plan
54% permit maximum con-
tribution of 6% of
pay
16% permit maximum con-
tribution of 5% of
pay
10% permit maximum con-
tribution of 4% of
pay
76% match by specified
percent; of these,
53% match 50% of the
employee's con-
tribution
14% match 25-45% of
the employee's
contribution
20% have plan
19% have plan; of these,
79% are PAYSOPs
21% are ESOPs
7% have plan
0% have plan
State Employees
0% have plan
0% have plan
0% have plan
0% have plan
38% have plan
Federal
Employees
no plan
no plan
no plan
no plan
no plan
0
CD
CD
=Pi
(D
)
73
73
8
CD
-n
CD
CD
CD
CD
n.)
n.)
R3
. .
0
0
-0
co
0
0
0
0
0
0
co
0
0
n.)
Prevalence of Benefit Practices
n HOLIDAYS AND VACATIONS
2 Yrs.
HHBC 1983
Database
State Employees
Federal
Employees
CD
ECDT
a
CD
a
I>
-c)
-c)
8
CDa
11-1
7o
CD
(ICDT
CD
n)
CD
n)
:17
Holidays
33% provide 10-10.5
holidays
20% provide 9-9.5
holidays
19% provide 11-11.5
holidays
11% provide 12-12.5
holidays
5 Yrs. 10 Yrs. 20 Yrs.
23%
23%
23%
15%
2 Yrs.
provide
provide
provide
provide
5 Yrs.
11 holidays
13 holidays
> 13 holidays
12 holidays
10 Yrs. 20 Yrs.
provides 9 holidays
2 years-13 days
5 years-20 days
10 years-20 days
20 years-26 days
CD
CD Total Number of
Holidays Provided
8
CD
-n
m Vacations
CD
CD
10-14 days
N.) 15-17 days
18-20 days
N.)
>21 days
83%
10%
2%
0%
31% 1% 0%
57% 65% 4%
6% 22% 68%
0% 1% 22%
857.
15%
0%
07.
15%
85%
0%
0%
0% 0%
46% 0%
54% 387.
0% 627.
?1,0001-Z00800n199000-68dC1I-V10
C)
70
co
CD
CD
CD
CD
CD
70
CD
CD
CD
CO
CD
CD
n)
CD
CD
CD
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
APPENDIX I
Characteristics of Participating Firms
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
GEOGRAPHICAL DISTRIBUTION OF PARTICIPANTS
Table A.12 Participants by Region
No.
Total
Central
177
21
Mid-Atlantic
280
33
Northeast
77
9
Plains
82
9
Mountain
26
3
South
136
16
West Coast
75
9
U. S. Participants
853
100
Canadian Participant
1
Total Participants
854
The following map indicates the regions noted in Table A.12 above, and the number of participants in each.
WEST COAST
75 Participants
MOUNTAIN
26 Participants
PLAINS
82 Participants
?
I V
!
?.,
CENTRAL
177 Participants
SOUTH
136 Participants
MID.
ATLANTIC
280 ft
Partitipants
NORTHEAST
77 Participants
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
HAY ? HUGGINS 1983 NONCASH COMPENSATION COMPARISON
EXTENT OF OPERATIONS OF PARTICIPATING ORGANIZATIONS
Table A.13 Extent of Operations in the United States
No.
Industrial
? %
No.
Fin./Svc.
No.
Total
Single Location
31
7
86
33
117
16
Regional?One State
34
7
78
30
112
15
Regional-Multi-State
109
23
38
15
147
20
National
301
63
58
22
359
49
Total
475
100
260
100
735
100
No Response
64
55
119
Total Participants
539
315
854
A majority (54%) of the Industrial organizations operate outside the United States or the United States and Canada as
well, but only 12% of the responding Fin./Svc. group, as shown in Table A.14.
Table A.14 Areas of Operation
No.
Industrial
No.
Fin./Svc.
%
No.
Total
U. S. Only
220
46
231
88
451
61
U. S. & Canada
32
7
9
3
41
5
Multinational
229
47
25
9
254
34
Total
481
100
265
100
746
100
No Response
58
50
108
Total Participants
539
315
854
VARIATIONS OF BASIC BENEFITS PROGRAM WITHIN ORGANIZATIONS
Table A.15 Variations of Basic Benefits Within Organizations
No.
Industrial
No.
Fin./Svc.
%
No.
Total
Same Program Organization-Wide
(With Minor Differences)
417
88
251
98
668
92
Industry-Oriented
21
4
?
?
21
3
Location Oriented
23
5
2
1
25
3
Job-Oriented
12
3
3
1
15
2
Total
473
100
256
100
729
100
No Response
66
59
125
Total Participants
539
315
854
Declassified and Approved For Release 2012/11/21: CIA-RDP89-00066R000800210001-3
Declassified and Approved For Release 2012/11/21 : CIA-RDP89-00066R000800210001-3
NONCASH COMPENSATION COMPARISON HAY ? HUGGINS 1983
NUMBER OF EMPLOYEES OF PARTICIPATING ORGANIZATIONS
Table A.16 Categories of Personnel Employed by Survey Participants
Industrial Fin./Svc. Total
No. % No. No.
Salaried Exempt 335 100 218 98 553 99
Salaried Nonexempt 265 82 184 85 449 83
Hourly Non-Bargaining 201 71 94 53 295 64
Hourly Bargaining 186 63 26 15 212 45
Table A.17 Number of Total Salaried Employees
Industrial Fin./Svc. Total
No. No. % No.