States of Jersey: Pay Benchmarking.(Part 2)

STRICTLY CONFIDENTIAL

Report on Pay Benchmarking States of Jersey

July 2009

Hassell Blampied Associates

Anley House

Anley Street

St Helier

Jersey, JE2 3QE

Tel: 01534 750100

Fax: 01534 878808

e-mail: enquiries@hassellblampied.com

States of Jersey - Report on Pay Benchmarking

Contents

Page Introduction  2 Methodology  3 Findings  5 Conclusions  9 Commentary on Market Positioning  11 Appendix 1 – Market Job Data Tables  13 All Jobs – Clerical and Financial Roles  13 All Jobs – Manual, Technical and Engineering Roles  14 All Jobs – Senior Management Roles  15 Job Families – Clerical and Financial Roles  16 Job families – Manual, Technical and Engineering Roles  38 Job Families – Senior Management Roles  50 Appendix 2 – Comparisons of States to Market Remuneration  56 Clerical and Financial Roles  56 Manual, Technical and Engineering Roles  61 Appendix 3 – Market Benefits Provision  66 Appendix 4 - Survey Participant List  68

Introduction

This report has been commissioned by the States of Jersey (SoJ) of Hassell Blampied Associates (HBA) to identify how its remuneration policies compare in terms of pay, other cash and employment benefits with jobs of similar size and type in the Jersey employment market.

The scope of this report covers employment in the following categories in the local market:

• Clerical
• Financial
• Senior Management
• Manual
• Technical
• Engineering

The underlying databases for this report have been drawn from:

• A subset of participants in HBA's Jersey Finance Sector Survey 2008, for clerical and financial comparators
• A subset of participants in HBA's Jersey Directors and Senior Managers Surveys, 2008/ 2009, for senior management comparators
• A bespoke survey carried out in May / June 2009 for manual, technical and engineering

comparators

The arising data has been related to SoJ pay policies for its Civil Service, Manual Worker and Chief Officer employee groups. SoJ has indicated that it may request HBA to extend the scope of this review to some of its other employee groups, subsequent to the publication of this report.

Remuneration for the purposes of this survey comprises:

• Base Pay (annual salary)
• Bonus and any routine other cash (but not circumstances-dependant pay such as overtime or shift pay)
• The cost of non-cash benefits such as pension schemes, company cars and medical insurance

The value of any shares-based long term incentive plans is excluded.

States remuneration policies for comparison purposes are those effective throughout the 12 months commencing 1 June 2008.

Methodology

Survey Participants

HBA and SoJ agreed a target list of participating organisations at the commencement of the project. Where a potential participant was already a client for HBA's Jersey Surveys, their permission was sought to include their Survey data in this exercise. Where not an existing HBA client, they were approached by HBA specifically to participate. For each new client, as well as for those existing clients from which HBA was seeking data on manual, technical and engineering roles not normally submitted for its published Surveys, an HBA Consultant met face-to-face with a participant company manager for quality assurance purposes, to explain requirements and arrange submission of data.

As agreed with SoJ, each participant will be provided with a brief synopsis of this report following its publication.

The Survey is based on data received on 3,583 jobs from the 45 organisations listed at Appendix 4.

Job Matching

Three complementary approaches to Job Matching have been adopted in order to compile the data for this report:

• For  Clerical and Financial positions, we have adopted a tabular job matching approach, whereby organisations match their roles against tables comprising generic job descriptors by job function and job level. This approach underpins our Jersey Finance

Sector Surveys.

• For Senior Management roles, job matching is based on an individual evaluation of each position. The evaluation tool used by HBA for this purpose was originally devised by Employment Conditions Abroad International (ECA), the highly regarded, and amongst the largest, gatherer of information about expatriates and their living conditions worldwide, for their International Management Survey comparisons. This evaluation tool uses consistent factors to compare jobs equally, irrespective of the nature of the job, and results in a "HBA Points Score" expressed as a number, a range of such scores comprising a Job Level. Evaluations are carried out together with knowledgeable members of the participant company, who can explain and assist in the measurement of jobs under consideration. Experience has shown that the evaluations are robust and withstand scrutiny in terms of consistency, both within each organisation

and externally. This approach  has successfully underpinned our Jersey Directors and Senior Managers Survey for some 14 years.

• For matching  Manual, Technical and Engineering  roles, HBA developed, in consultation with SoJ, a bespoke Job Matching Table indicating skill levels, people management responsibilities and example job titles at each HBA Job Level.

Data has been collated in terms of Base Pay, Total Cash and Total Package in table format, and information is also provided about sample sizes. Comparisons are made against lower quartile, median and upper quartile where sample size exceeds 5; for samples of 5 and under, comparisons are made against average (and we would caution against over-reliance on such in view of the small sample size). In some cases where data is sparse, data in adjacent Job Levels has been merged to protect participant confidentiality.

In HBA's terminology, "Total Cash" comprises Base Pay (or annual salary) plus other cash payments (primarily annual bonus). "Total Package" comprises Total Cash plus an estimate of the cost of non-cash benefits.

For SoJ employment:

• Base Pay comparisons have been made at the maximum and minimum rates in each relevant SoJ grade range
• Total Cash is assumed to equal Base Pay
• Total Package is assumed to equal Base Pay plus 0.136 x Base Pay (pension cost) plus 24 / 252 x Base Pay (Annual Leave cost).

In some cases, data in contiguous job levels within a job family appears inconsistent. This is to an extent inevitable in a survey such as this that reflects the sum of decisions taken by a number of different employers acting independently of each other. The survey attempts to reflect the market, not to design it! Any inconsistencies may usually be eliminated by reducing the number of job levels used for job matching (e.g. combining data for adjacent job levels) but as the cases of inconsistency are small in number of occurrences we have not adopted this approach, as it would reduce the richness of the individual job family data. An alternative approach, which we have adopted in the text of this report, is to draw a trendline through a particular set of data and, when interpreting the data, to refer to that as well as to particular job

level data.

Findings

SoJ Market Positioning: Base Pay Clerical and Financial roles

The maximum base salary points in SoJ Civil Service Grades 5 to 11 (HBA Job Levels 8 to 14) are above the market median trend line. A more detailed grade-by-grade analysis of SoJ Civil Service grade minima and maxima is shown at Appendix 2.

Clerical & Financial

A £90,000

n

n £80,000

u

£70,000

a

l £60,000

B £50,000

a £40,000 Market Median Base Pay s States CS Grade Maximum

e £30,000 Market Trend Line

£20,000

P

a £10,000

y

£0

5 6 7 8 9 10 11 12 13 14 15 16 17 18 HBA Job Level

Manual, Technical and Engineering roles

The maximum base salary points in SoJ Manual Worker Grades 2 and 3 (HBA Job Levels 3 and 4) are above the market median trend line, whereas the maximum base salary points in SoJ Manual Worker Grades 5 to 8 and for Grade 8 (chargehand)  (HBA Job Levels 7 to 11)  are below the market median trend line. Note however that the maximum SoJ base salary points are  near  the  actual  market  practice  line  for  the  significant  (in  terms  of  number  of  SoJ employees) SoJ Manual Worker Grades 5 and 6 (HBA Job Levels 7 and 8).

For SoJ Civil Service roles in these categories, the  maximum base salary point in SoJ Civil Service Grade 8 (HBA Job Level 11) is below the market median trend line, and the maximum base salary points in SoJ Civil Service Grades 11 to 13 (HBA Job Levels 14 to 16) are above the market median trend line.

A more detailed grade-by-grade analysis of SoJ Manual Worker grade minima and maxima is shown at Appendix 2.

Manual Technical & Engineering

A £70,000

n

n £60,000

u

a £50,000

l

£40,000

B Market Median Base Pay

a £30,000 States MW Grade Maximum s

States CS Grade Maximum e £20,000 Market Trend Line

Pa £10,000

y

£0

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 HBA Job Level

Chief Officer roles

The actual base salaries for SoJ Chief Officers are broadly in line with the market median trend line except for the highest level roles (HBA Job Levels 22 and 23) where they fall below the trend line:

Chief Officers

A £200,000

n

n £180,000

u £160,000

a

l £140,000

£120,000

B

£100,000 Market Median Base Pay a

s £80,000 Chief Officer Base Pay

e £60,000 Market Trend Line

P £40,000

a £20,000

y

£0

17 18 19 20 21 22 23 HBA Job Level

SoJ Market Positioning: Total Cash

"Total Cash" comprises base pay, annual variable bonus earned in the preceding 12 months and any other routine cash payments (excluding circumstances-dependant pay such as overtime, shift etc.).

Because SoJ remuneration does not comprise any such earnings, Total Cash for SoJ roles is identical to Base Pay. It follows that the market positioning of SoJ Grades and individuals in respect of Total Cash is broadly lower than that in respect of Base Pay, to the extent of bonus and other cash earnings paid in the market at each Job Level.

It  should  be  noted  that  survey  comparators  comprise  a  number  of  financial  services organisations, which traditionally deliver a higher proportion of Total Cash as variable pay than is the case in most other sectors of the economy. Further, the data in the comparator sample relates to bonuses paid in the 12 months to 1 July 2008, which in turn reflects financial services organisations' business performance prior to the impact of the global financial crisis.

The impact of market practice in terms of variable cash payments additional to Base Pay is shown in the detailed analyses at Appendix 2. The impact increases with Job Level, and with the proportion of financial services organisations  providing data for the relevant Job Family. Hence it is more apparent for SoJ Civil Service than for Manual Worker grades, and more so again for higher Civil Service grades than lower. Despite the impact of variable cash in the market, the maximum salary points in SoJ Civil Service grades 4 through to 11 remain at or higher than market median Total Cash.

Market practice at levels comparable to the most senior SoJ Civil Service Grades is such that market median Total Cash at HBA Job Level 15 (Civil Service Grade 12) is £7,050 (13.4%) above market median Base Pay. At HBA Job Level 16 (Civil Service Grade 13) the difference is £6,000 (9.2%), at HBA Job Level 17 (Civil Service Grade 14) it is £14,032 (18.3%), and at HBA Job Level 18 (Civil Service Grade 15) it is £18,153 (22.6%).

The impact is higher yet at Chief Officer levels, where jobholders in  the higher positions in many of the financial services sector market comparator organisations receive proportionately higher  bonuses  (and  may  additionally  benefit  from  deferred  remuneration  opportunities delivered through share-based Long Term Incentive Plans).

SoJ Market Positioning: Total Package

"Total Package" comprises Total Cash plus an estimate of the cost of the non-cash benefits calculated according to each survey participants' policy for each HBA Job Level:

• Pension  Medical  Annual Leave
• Life Insurance  PHI  Travel
• Car  Mortgage subsidy  Flexible benefits
• Parking  Loans subsidy

For SoJ employment, Total Package is assumed to equal Base Pay plus 0.136 x Base Pay (pension cost) plus 24 / 252 x Base Pay (Annual Leave cost).

For clerical and financial roles, the SoJ's relatively generous pension provision largely balances in cost terms the market-normal provision of other non-cash benefits such as private medical insurance. Hence there is limited disparity between the positioning of SoJ Civil Service grade maxima against market Total Cash and market Total Package, although this is more apparent at some Job levels than others. At the more senior levels (Civil Service grade 13 / HBA Job Level 16 and above), these comparisons start to include provision of company cars or car allowances and free parking.

For manual, technical and engineering roles, market provision of non-cash benefits is less generous, both in terms of pension availability and cost, and of typical annual leave. There are also less additional benefits provided. Hence,  for SoJ Manual Worker grades, the  disparity between the positioning of SoJ grade maxima against market Total Cash and market Total Package is for some Job levels reversed (i.e. SoJ market positioning "improves").

Of the 44 organisations that took part in the survey, 17 submitted data that fell into both the manual/technical and clerical role categories. 65% of these companies (11 of the 17) operated a traditional "dual status" policy,  in that the benefits provided as between manual/technical and clerical roles differed in terms of working hours per week and / or benefits categories. The remainder appear to operate a "single status" policy across all employees.

A more detailed grade-by-grade analysis of the above in cash terms is shown at Appendix 2, an overall analysis of SoJ benefits provision as compared to market-normal provision is given at Appendix 3.

Conclusions

Three main conclusions can be drawn from our findings concerning SoJ's remuneration practices relative to market-normal practice. We indicate below the risks which we perceive may arise as a consequence of these "different from market" approaches adopted by SoJ:

• SoJ's pay policy is in general higher relative to market norms at the lower end of its pay scales than at the higher end
• SoJ's cash remuneration predominantly comprises Base Pay
• SoJ's pay scales comprise an unusually large number of job levels (grades)

SoJ's pay policy is in general higher relative to market norms at the lower end of its pay scales than at the higher end

This is especially the case for manual, technical and engineering roles, where it risks leading to challenges in the recruitment and retention of skilled employees.

Further, relatively higher pay in the lower scales could lead to complacency, in that it may lead to a blunting of ambition to acquire new skills amongst SoJ's workforce. The acquisition of new skills requires considerable application and effort by the individual concerned, and while the motivation to achieve new skills is to an extent based on personal pride and satisfaction, the potential improvement in earnings that may be expected to flow once the new skills are acquired is also of major significance. A flatter than market relationship between skills and pay, as is demonstrated in our survey results, may also lead to SoJ losing newly qualified employees to the market for higher (market-based) remuneration.

SoJ's cash remuneration predominantly comprises Base Pay

Total remuneration packages typically comprise one or more of four categories of pay:

• Base Pay (salary or guaranteed pay)
• Bonus (variable pay)
• Non-cash benefits - not part of cash remuneration
• Long Term Incentive Plans for senior management – not part of cash remuneration

Of the two cash elements, Base Pay essentially represents the "input" cost of a remuneration package – the price that a particular organisation needs to pay to acquire and retain a set of skills and experience in a particular employment market.

Bonus essentially represents pay for "output" – recognition of the extent to which a jobholder has put his or her skills and experience to productive use in furthering the organisation's objectives.

SoJ's position is that it pays only for input, not output. The assumption is that the skills that it buys in the market will be put to good use by its employees, but it does not offer any financial recognition, reward or reinforcement for those employees that achieve this, nor any financial sanction (reducing or eliminating an "expected" bonus) for those that fail to do so. The only sanction available, being the withholding of a grade increment for an employee not already on his / her grade maximum is, we understand, rarely deployed.

There is a clear risk, arising from the lack of differential recognition of differential performance, that SoJ's best performers may become de-motivated, and may either drift into mediocre levels of performance or take their skills elsewhere for higher potential reward.

There is potential scope to introduce pay for "output" without increasing total cash remuneration costs, over a period of time, by diverting the cost of annual base pay increases and possibly annual increments to appropriate bonus pools for distribution against "output" measures. This would, however, require the adoption of a new strategic approach to pay and recognition in the public service.

SoJ's pay scales comprise an unusually large number of grades

HBA's experience in consulting to private sector financial services organisations is that they almost all require fewer internal job levels (grades) than the number offered in our surveys, in some cases up to half as many. Many have achieved their current structures through a process of de-layering and creating flatter organisation structures over the past ten to twenty years.

SoJ has about the same number of grades as HBA Job Levels, having not been through such a de-layering exercise in this period. Its philosophical position is based on a desire to recognise, by separate grades, each perceptibly different level of job weight of pre-existing jobs. Its resulting pay structure design is individual job-driven.

Conversely, in a de-layered structure, the philosophical starting point is a determination of how many organisational layers are required to optimise organisational effectiveness. Each layer must be justified in terms of the distinct value it adds to the organisation's work. Jobs are designed to fit the determined number of layers, and there is usually a strong emphasis on empowering the jobholders in each layer to take decisions appropriate to that layer. The resulting pay structure design is  organisation needs-driven, and typically comprises fewer discrete levels than a job-driven structure. A secondary benefit flowing from de-layering is that the smaller number of pay grade boundaries results in less pressure on the job evaluation

mechanism.

In practice, many organisations drove their de-layering initiatives by starting from a review of their pay structures. By (perhaps somewhat crudely) combining adjacent grades up and down the pay structure, cases of apparently redundant organisation levels could be readily identified by the fact of some jobs appearing in the same (new) pay grade as that of their immediate boss, and actions to re-organise department structures could be taken accordingly.

Further, SoJ's pay grades are designed with minimal overlap between adjacent grades. Compounded by the unusually large number of grades, this means that the pay range in each grade is unusually short. As a consequence most job holders have achieved the maximum salary for their pay range as they can do so in a relatively short space of time (three years). As a result, there is no scope for recognition of differential levels of performance through differential salary, which risks magnifying the potentially adverse implications of the lack of a variable pay

(bonus) mechanism as discussed above.

Additionally, there is almost no scope, within such short grade pay scales, to respond to real differences in market levels of pay between job families – as illustrated in Appendix 1 to this report. As a consequence, whereas SoJ may satisfactorily recruit and retain one set of skills in the market, the identical salary may be insufficient to attract skills on which market forces of supply and demand have placed a higher value, given the same assessment of job weight in each case.

Commentary on Market Positioning

In order to assist SoJ in determining its response to the findings of this report, we offer some thoughts below on organisation and individual positioning in the market, which may help address the issue of where SoJ should be positioned (as opposed to where it is positioned).

Organisation Positioning

In general, organisations where the perceived "career risk" associated with frequent organisation change, rapidly evolving competing business models, or particularly ambitious shareholder-driven financial performance targets is greater than the norm may need to offer packages above mid-market; conversely an organisation perceived as more "stable" may continue to attract sufficient talent from the market while offering packages that are generally below median. Further, organisations operating in physical or fiscal environments generally perceived as relatively attractive may likewise continue to attract sufficient talent from the

market while offering packages that are generally below median.

SoJ offers a number of "stability" factors which suggest that its market positioning should not normally need to exceed market median levels of Base Pay, in particular:

• Continuation of a defined benefit pension benefit, both for current and new employees
• Clear policies to avoid involuntary redundancies – of particular importance considering recent announcements from some private sector organisations
• When  recruiting  from  outside  the  island,  Jersey  can  be  presented  as  an  attractive location in both physical and fiscal terms

These features may be sufficient largely to mitigate the absence of variable pay plans in terms of SoJ's total remuneration value, leading to an acceptable market positioning in terms of Total Cash (though they would of course  not  mitigate the risks of non-realisation of potential behavioural gains arising from such plans, as discussed above).

Individual Positioning

The "market" for salaries is always reflected as a range of data representing actual pay practice. Whether a particular jobholder's pay is high or low within that range is not of itself necessarily an issue. The point of interest is whether there is a defensible rationale for that positioning. For example:

• If someone is newly promoted to their job, it would be reasonable for their salary to be towards the lower end of the market range for their role, reflecting that their skills and experience may require a degree of development before they are able perform at the full level required in their new role;
• If someone is highly experienced in their role, it would be reasonable for their salary to be towards the upper end of the market range, reflecting that their skills and experience (and therefore their marketability) may be above the basic requirements for satisfactory performance in their role;

• If someone is particularly valued for their contribution outside the normal boundaries of their role, or as a potential successor to a key, more senior, role in the future, then once again it would be reasonable for their salary to be towards the upper end of the market range for their job.

The relative shortness of SoJ's pay scales renders almost impossible the fine-tuning of individual pay which is necessary to achieve these individual positioning objectives.

Appendix 1 – Market Job Data Tables - All Jobs Tables

All Jobs - Clerical and Financial Roles

Job Level Pay Benefits  Total Package (Companies)

(Participants) 24

Benefits Value

Total Value

5

£ 6,246

£ 4,565

£ 5,233

£ 4,565

£ 26,373

£ 26,373

£ 25,293

£ 23,550

5 6

£ 5,033 £ 27,098

£ 4,571 £ 25,901

£ 4,673 £ 25,654

£ 3,901 £ 22,670

18 7

85 138 319 349 283 308 213 236 180 150 107

£ 6,808 £ 31,308

£ 5,664 £ 26,970

£ 5,627 £ 27,506

£ 4,728 £ 23,486

22 8

£ 6,457 £ 33,109

£ 5,303 £ 28,730

£ 5,799 £ 29,813

£ 4,809 £ 25,345

32 9

£ 6,607 £ 36,952

£ 5,998 £ 32,916

£ 6,123 £ 33,228

£ 5,275 £ 29,315

34 10

£ 7,848 £ 41,985

£ 7,085 £ 38,792

£ 7,108 £ 38,083

£ 6,141 £ 33,948

35 11

£ 7,970 £ 46,362

£ 7,202 £ 42,388

£ 7,429 £ 42,536

£ 6,778 £ 39,279

31 12

£ 9,563 £ 53,148

£ 8,336 £ 45,753

£ 8,699 £ 47,282

£ 7,255

33 13

£ 40,400

£ 10,867 £ 61,718

£ 9,420 £ 54,219

£ 10,067 £ 55,023

£ 8,333 £ 47,901

31 14

£ 14,284 £ 69,005

£ 10,990 £ 61,503

£ 12,355 £ 62,223

£ 9,462 £ 52,791

34 15

£ 16,443 £ 83,217

£ 13,468 £ 73,357

£ 13,614 £ 72,831

£ 8,879 £ 58,469

28 16

£ 20,022 £ 102,892

£ 16,265 £ 90,800

£ 16,908 £ 89,541

£ 12,897 £ 72,843

25

All Jobs - Manual, Technical and Engineering Roles

Pay  Total Package

Job Level (Companies)

Benefits Benefits

(Participants) 8

Value

Total Value

3

£ 2,906

£ 2,093

£ 2,246

£ 19,504

£ 16,932

£ 17,409

£ 14,032

4 4

£ 1,032

84 229

£ 5,574 £ 27,086

£ 1,589 £ 20,655

£ 3,535 £ 23,408

£ 652 £ 17,089

9 5

£ 6,142 £ 33,792

£ 6,142 £ 33,792

£ 5,576 £ 31,390

£ 6,064 £ 33,364

10 6

£ 5,969 £ 31,531

£ 5,124 £ 29,119

£ 5,305 £ 29,729

£ 4,915 £ 27,282

9 7

22

£ 5,502 £ 29,433

£ 4,433 £ 28,197

£ 3,761 £ 27,424

£ 855 £ 22,396

14 8

252

£ 6,089 £ 37,023

£ 5,113 £ 30,321

£ 4,250 £ 31,401

£ 1,001 £ 26,226

11 9

81

£ 10,117 £ 44,115

£ 9,261 £ 39,957

£ 7,648 £ 40,235

£ 5,306 £ 34,125

17 10

160

£ 12,377 £ 52,721

£ 7,718 £ 44,577

£ 8,135 £ 45,918

£ 4,258 £ 39,090

10 11

30

£ 9,222 £ 52,654

£ 9,222 £ 52,302

£ 9,124 £ 51,235

£ 8,864 £ 48,874

6 12

58

£ 9,982 £ 56,919

£ 7,011 £ 47,499

£ 7,653 £ 44,991

£ 4,690 £ 34,815

9 13

60

£ 16,901 £ 82,605

£ 10,805 £ 61,897

£ 11,228 £ 66,335

£ 4,692 £ 46,499

5 14

11

£ 12,645 £ 73,978

£ 11,177 £ 65,077

£ 11,653 £ 64,963

£ 8,095 £ 50,439

8 15

29

£ 14,744 £ 81,577

£ 8,051 £ 63,750

£ 11,895 £ 73,582

£ 6,417 £ 63,750

6 16

12

£ 15,930 £ 88,898

£ 12,687 £ 61,990

£ 12,575 £ 72,508

£ 9,873 £ 58,139

5

6

All Jobs - Senior Management Roles

Pay Total Package

Job Level HBA Points Range (Companies) (Participants)

Benefits Benefits  

Value

Total Value

17 106 - 115

£ 25,433 £ 129,481

£ 20,261 £ 111,553

£ 20,855 £ 111,374

£ 13,602 £ 80,939

14 26

18 116 - 127

£ 29,029 £ 131,787

£ 23,644 £ 125,317

£ 24,525

£ 19,308

£ 116,695

£ 95,584

13 26

19 128 - 140

£ 26,715 £ 143,592

£ 18,014 £ 117,907

£ 20,772 £ 123,050

£ 13,480 £ 91,480

19 42

20 & 21 141 - 169

£ 42,160 £ 222,653

£ 33,169 £ 179,658

£ 33,751 £ 203,149

£ 23,261 £ 134,977

24 40

22 & 23 170 - 206

£ 60,262 £ 322,184

£ 41,198 £ 251,398

£ 48,404 £ 283,205

£ 38,890 £ 209,197

10 11

Job Families - Clerical and Financial Roles

JOB LEVEL DEFINITIONS - Secretarial Family (Code: SEC)

Level  Definition

6  A multi-skilled typist capable of working to a high standard, perhaps with graphics. 7  A combination job which associates basic clerical, reception or telephone duties with

multi-skilled typing.

8  A post which also provides basic secretarial services (filing, message taking, travel

arranging, diary keeping and call screening) for a group of staff. Often known as a team/department secretary.

9  The  basic  confidential  secretarial  job  which  provides  a  service  to  one  or  more

managers/professionals. Includes some administration duties.

10  A more senior position working for one or more senior managers / professionals and

thus  dealing  with  more  sensitive  matters. May  have  responsibilities  for  other secretarial staff and/or office administrative duties, often dealing with more complex matters.

11  A Personal Assistant - the distinguishing characteristic being that the jobholder acts

executively on behalf of a senior manager / professional on a range of business matters at a relatively complex level, only referring back in difficult cases. In legal firms will work for Senior Partners. May have other secretaries reporting in.

12  A highly professional and widely competent Personal Assistant to the most senior

managing  director  /  professional  for  a  large  organisation. Will  have  extensive knowledge of the organisation and be able to support the manager by producing information, reports for meetings etc.

Secretarial Family (Code: SEC)

Job Level

(Companies) (Participants)

6 & 7

4 8

8

10 18

9

12 28 10

23 122 11

13 57 12 & 13

11 22

Pay