AN150140 – Social and Community Services Award

SCHEDULE 3 - CLASSIFICATION - USER GUIDE AND GLOSSARY
OPDATE 04:11:2005 on and from

CLAUSE S3.1 INTRODUCTION - USER GUIDE

S3.1.1 The aim of this classification process is to ensure as far as practicable, that work features, responsibilities, qualifications and any other aspect of work value are evaluated in comparable terms irrespective of discipline.

A single salary structure for classified employees comprising seven distinctive levels is incorporated within the Award to facilitate the ready and precise classification of all occupations.

To enable positions to be correctly classified, two separate and sequential processes need to occur.

S3.1.2 Position analysis

This involves the gathering and documenting of information about the position and describing it in a form which can be used to compare the work features, responsibilities, qualifications and any other aspect of the job with the classification criteria.

The information recorded must be a true and accurate record of the current duties and responsibilities.

The standard job description format is the most appropriate method to be used.

The quality and extent of the information gathered is very important in this process.

S3.1.3 Position evaluation

After the job description is complete a systematic comparison with the classification criteria needs to be undertaken. This assessment is used to determine the appropriate classification of the position.

S3.1.4 Steps in classifying a position

The steps in classifying a position using the classification criteria are:

(a) identify the role and purpose of the position to be classified.

(b) analyse and compare the work levels described with the job description to ascertain the most likely classification level for the position.

(c) all aspects of the job description, i.e. requirements of the job, responsibilities, organisational relationships, extent of authority etc. must be considered against the total criteria for the level. (The total responsibilities of the position must be compared with the total responsibilities of the level rather than comparison with selected parts.)

(d) the job description should be tested against more than one level for appropriateness.

(e) the benchmark positions, as attachments to the criteria, may be used to assist with classification determination where some doubt exists in borderline situations.

CLAUSE S3.2 GLOSSARY

S3.2.1 Description of work

Action
Smallest component of work e.g. opening a filing cabinet.

Task
Unit of work (group of actions) forming a consistent or significant part of an activity.

Activity
Group of related tasks which may constitute a significant part of a function eg, maintain a filing system.

Function
A collection of activities which may constitute the whole or part of a work area.

Work area
The area in which the officer works, be it a function/section/department or whole organisation.

S3.2.2 Definitions

Apply
Administer, put to practical use, use as relative or suitable, employ for a particular purpose.

Assist
To help, to give support to, to lend aid.

Basic
Fundamental, uncomplicated.

Complex

(a) Complex
Denotes work wherein the predominant feature is the consideration of the impact of interactive elements as they relate to the total job rather than focussing on any segment in isolation.

(b) Moderately complex
To a lower degree than complex, less extensive.

(c) Limited complexity
Relates to work which involves the application of established principles, practices and procedures. Generally, actions and responses which can be readily identified and repeated from previous experience.

(d) Very complex
The application of a comprehensive knowledge of established practices and procedures as they affect all aspects of the range of operation, or an in depth knowledge of the operation. Generally responses require a high level of analytical skills with the work drawing together a range of aspects and the method selected from range of genuine alternatives.

Contribute
Help to bring about, supply.

Control
To exercise directing, guiding or restraining power over, to check or regulate, to keep within limits.

Co-ordinate
To bring into such relation that all things co-ordinated take part in a common action to integrate.

Critical
An indicator that a component, issue or decision is fundamental to subsequent actions, considerations and decisions; crucial.

Direction

(a) Close direction
Officers receive detailed instruction on job requirements, methods to be adopted and unusual or difficult features. Officer's work is subject to checking at all stages.

(b) Regular direction
Officers receive instruction on job requirements, methods to be adopted on unusual or difficult features. Officers work is subject to progress checking.

(c) General direction
Officers receive instruction usually covering only the broader aspects of the work. In some situations, detailed instructions may be necessary. The work of experienced and competent officers, is subject to final checking and, only as required, progress checking.

(d) Limited direction
Officers receive limited instructions which clearly state objectives. Officers have a significant degree of competence and experience and are able to achieve the objective by conforming to instructions but with minimal guidance.

(e) Broad direction
Officers normally receive instructions in the form of broadly stated objectives. Extensive knowledge and experience enables officers to contribute to the determination of goals and objectives.

Develop
Develop, developing.

Discipline
An identified occupation.

Element
Component, part of.

Elementary
Rudiments of first principles, in the first stages, slight.

Enforcement
Act of enforcing - giving effect to.

Establish
To set up, to institute, to place on a firm basis.

Exercise
To bring to bear or employ actively (as in exercising authority or influence).

Experience

(a) Experienced
This having worked in a relevant field for sufficient time to have sufficient understanding of the basic principles of the discipline, to have ability to successfully undertake the majority of normal requirements of the work situation and to have a good appreciation of the activities involved.

(b) Considerable experience
This means having worked in a relevant field for sufficient time to ensure competence or undertake and advise on a full range of normal requirements of the work situation and to have the ability to perform a variety of activities involving special, unusual of complex features of the work.

(c) Extensive experience
This means having worked in a relevant field for sufficient time to ensure ability to control and advise on the full range of activities and to be expert in terms of a wide variety of special, unusual or complex features of the work.

Extensive
Large, far reaching, comprehensive.

Facilitate
To make easy or less difficult (usually by doing something to advance the accomplishment of an act).

Formulate
To develop, to devise a statement of policy or procedures, to put in a systematised statement, as in statement of procedure.

Function
A collection of activities which may constitute the whole or part of a work area.

Graduate
Degree holder.

Guidance
Course of events arranged.

Identify
To establish the identity of, to associate with some interest.

Implement
To carry out, to perform acts essential to the execution of a plan or programme, to give effect to.

Initiate
To originate, to introduce in the first instance, to cause or bring to pass by original act, as in organising a plan, policy or procedure.

Innovative
Relates to the extent to which there is a requirement to vary from or make changes to accepted processes and systems.

Instruction
Imparted to another, directions given.

Interpret
To clarify or explain, translate.

Judgement
Application of an amalgam of knowledge and experience to derive appropriate decisions.

Knowledge
An understanding of techniques, principles, procedures and practices gained through either study of the relevant theory/discipline or through experience gained over time.

(a) Developing knowledge
A learning process which will lead to knowledge of.

(b) Working knowledge
Sufficient to perform function.

(c) Sound knowledge
Well founded, reliable.

(d) Comprehensive knowledge
Embracing a wider range.

(e) Detailed/thorough knowledge
Complete.

Maintain
To keep possession of, to hold or keep in any condition, to keep up to date or current, as to maintain records.

Major
Greater, more important.

Manage
To control, to exercise control or domination over, bring under influence, conduct/direct the working of, responsible for direction, quality, outcome, operation of.

Management
The technique or practice of managing or controlling.

Minor
Smaller, subordinate.

Moderate
To keep within reasonable bounds, measured, not large, medium, not excessive.

Monitor
Check on a regular basis.

Negotiate
To confer with other with a view to reaching agreement.

Novel
Extension and application of theoretical principles beyond the normally accepted environment, ie. creative research or the introduction of new technology.

Objective
Goal, purpose, end.

Operate
To conduct or perform a group of activities or functions.

Operation
An action or series of actions done to produce a particular result.

Operational
In working order and ready to use.

Operational responsibility
Answerable for the day to day running.

Oversight
To look after, guide the work of others, to allocate work without quality/quantity control.

Perform
To carry out, to execute some action, to carry out to the finish, to accomplish.

Practice
Habitual action, method.

Prepare
To make ready for a particular purpose.

Process
Course of action, method of operation, to subject to some special treatment, to handle in accordance with a prescribed procedure, as in processing work or requisition.

Professional
Requires in its application levels of theoretical knowledge which have been attained only through tertiary.

Programme
A specially arranged selection of things to be done, a plan, schedule or procedure, to arrange or work out a sequence of operations to be performed.

Project
A proposal, scheme or design, detailed study of a particular subject.

Provide
To supply for use, to furnish, to take precautionary measures in view of possible need.

Regulatory
To control, to rule.

Responsible
Liable to be called to account, answerable, accountable for actions.

Review
To rework in order to correct or improve, to make a new, improved or up to date version of.

Routine
Regular course of procedure, unvarying performance of certain acts, performed by rule.

Significant
Noteworthy, of considerable amount of effect or importance.

Sound discipline/knowledge
Extensive, reliable, substantial.

Supervision
To direct, to inspect with authority, to guide and instruct with immediate responsibility for purpose of performance, to superintend, to lead, to allocate work and check against given standards.

(a) Direct supervision
To control the progress, quality, quantity of.

(b) Regular supervision
Systematic.

(c) General supervision
Ongoing, not going into detail.

Straight forward
Relates to work which is clear cut and directly aligned with the employees experience and training.

Substantial
To provide ample quantity, ample or considerable amount.

Support
To uphold, to contribute to the success of, to form a secondary part, subordinate.

Technical oversight
To look at, look after the technical aspect of an activity/function.

Underlying
Fundamental, to form the basis or foundation.

Utilise
To make use of.