Reference Information for Writing an MS-22 Job evaluation factors are structured according to certain underlying concepts of relative value determinants which are: How the supervisor assigns work to the employee, for example: with detailed instructions concerning how to do the work; with instructions for new, difficult, or unusual aspects of the work; with suggestions for procedures; with information in terms of the objective to be achieved, priorities, and deadlines, etc.   What responsibility the employee has for carrying out the work, for example: performs as instructed with no deviation; performs routine assignments independently without specific instruction; refers situations not covered by instruction to supervisor; handles all work independently according to policies, previous training, or accepted practice; resolves conflicts which arise, determines approach to be taken, methodology to be used, etc.   How the work is reviewed, for example: work is reviewed in detail for accuracy, adequacy, and compliance with instructions; review is in the form of comments from recipients of the work; part of the work is spot checked and part is given detailed review; work is reviewed to determine appropriateness, soundness of decisions etc.   What guides are used in performing the work, for example: desk manuals, established procedures and policies, and traditional practice. Guides are described in terms of their availability, specificity, and extensiveness. How these guides are used. Described in terms of whether judgment is used in following established procedures, in deviating from or interpreting the guides, and adapting or developing new guides.   Nature of assignment. The kind, variety, depth and breadth of tasks, steps, processes and assignments. Difficulty in arriving at work products and performing services. The degree to which employees vary the work; discern interrelationships and deviations; or develop new techniques, criteria, or information. Dependent on whether factors and conditions considered are clear‑cut, directly related; apparent, applicable or comparable; vary according to the phase of work or specific issues involved; or deviate from traditional or previously accepted processes or information.   Effect of the work or service performed, for example, whether it facilitates the work of others; provides timely services of a personal nature; affects accuracy, reliability, or acceptability of further work processes; affects the design or operations, programs, equipment; affects the adequacy of research conclusions on the social, physical, or economic well‑being of persons, etc. This must be considered in light of the purpose of assignment. This information can usually be derived from the nature of assignment concept above.   The kind of people with whom the employee deals in carrying out the work, e.g., co‑workers, workers in related support units, recipients of direct services, members of the general public or representatives of other organizations, headquarters or field offices; managers, executives, or professionals from other agencies; national leaders, etc.   The purpose of the personal contacts, for example: to give or exchange information; to resolve problems; to provide service; to motivate, influence, interrogate persons; or to justify, define, negotiate, or settle matters, etc. May include other considerations which might affect the nature of the contacts, e.g. dealing with persons who are skeptical, uncooperative, unreceptive, hostile (such as patients or inmates); and settling controversial issues or arriving at compromise solutions with persons who have different viewpoints, goals, or objectives.   The nature of physical activity involved in the work and the frequency or intensity of this activity. Includes any physical characteristics or special physical abilities needed such as specific agility or dexterity requirements.   The kind of environment in which the employee works, for example: office, library, laboratory, hospital, coal mine, submarine, etc. Includes any risks, discomforts, or unpleasantness to which the employee is exposed and the nature of safety precautions, as appropriate.   The extent of information or facts  the employee must know to do acceptable work (e.g. procedures, work practices, rules, and regulations, policies, theories and concepts, principles, processes, etc.); and The level of skill necessary to apply knowledge (e.g. level of skill in operating an electric typewriter or preparing engineering drawings, schematics, or editorial layouts).   Nature of accountability for the quality and quantity of work done by other employees and for assuring efficient and economical work operations, for example: supervisory control over policies, objectives, plans, flow of work, assignments, work methods, training and instructing employees on‑the‑job, correlation, coordination, results, personnel and administrative services, budget formulation and administration, and overall program results. Degree of accountability for the work of other employees as limited by place in the organization and by delegation of authority from above. Difficulty of controlling the quality and quantity of the work of other employees and of assuring efficient and economical work operations, due to the nature and difficulty of the work itself, the scope and variety of work operations supervised, the physical dispersion of subordinates, fluctuating work force, constantly changing assignments and deadlines, or shift operations.

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November 19, 2007