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The Equal Pay Office website
Current point breakdown
Structure of the job evaluation system
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Basic information - New job
Municipality
Choose a municipality
Akranes town
Akureyri Town
Árneshreppur
Ásahreppur
Blue Forest Village
Bolungarvík town
Urban area
Dalabyggd
Dalvík area
Eyja and Miklaholt districts
Eyjafjörður region
Mountain village
Fjardabyggd
Fljótsdalsræppur
Flea market
Gardena
Grímsnes and Grafnings districts
Grindavik Town
Grundarfjörður town
Grýtubakkarieppur
Hafnarfjörður town
Hörgársveit
Hrunamanna District
Hunabyggd
Western Hunnic Congress
Hvalfjörður Region
Hveragerdi Town
Ísafjörður town
Cold pineapple slices
Electoral districts
Kopavogur town
Langanesbyggd
Mosfellsbær
Mule Congress
Myrdalshreppur
North Thing
Rangárþing estra
Rangárþing ytter
Reykhóla District
Reykjanesbær
Reykjavik City
Seltjarnarnesbær
Skaftárhreppur
Skagafjörður
Skeiða and Gnúpver attacks
Skorradals district
Snæfellsbær
Coastal area
Súðavík district
Suðurnesjabær
Svalbard coastal district
Municipality of Árborg
Hornafjörður Municipality
Ölfus Municipality
Municipality of Skagaströnd
Municipality of Stykkishólmur
Municipality of Vogar
Tjörneshreppur
Vestmannaeyjar
West Village
Vopnafjörður District
Thingeyjarsveit
Field - Reykjavik
Select a range
Finance and Risk Management Division
Human Resources and Work Environment Division
Culture and Sports Department
School and Leisure Department
Environment and Planning Department
Welfare sector
Service and Innovation Division
Other
Field - Kopavogur
Select a range
Administrative Division
Finance Department
Education sector
Welfare sector
Environmental sector
Other
Field - Hafnarfjordur
Select a range
Administrative Division
Finance Department
Service and Development Division
Family and Children's Affairs Division
Environment and Planning Department
Education and Public Health Department
Hafnarfjörður Harbour
Other
Field - Akureyri Town
Select a range
Financial Management Division
Human Resources Department
Service and Culture Sector
Education and Democracy Department
Planning Department
Environment and Civil Engineering Department
Welfare sector
Other
Field - Reykjanesbær
Select a range
Finance and Administration Division
Education sector
Culture and Services Division
Environment and Construction Division
Welfare sector
Employment and Ports Division
Other
Field - Gardabaer
Select a range
Finance and Administration Division
Education and Culture Sector
Environmental sector
Welfare sector
Service and Development Division
Other
Department or department
Other field
Job title
Local job title (if different)
Employment number
Employee name
Employee email address
Employee phone number
Name of the supervisor
Manager's email address
Manager's phone number
Request for job creation
Employer
Legal domicile
Social security number
Job title suggestion
Pension fund
Trade union
Job establishment date
DD slash MM slash YYYY
Job description included with request
Yes
No
WORK
Justification for the creation of a job
General information about the job
What does your job involve?
It is a good idea to use the job description as a reference.
List the main tasks/issues associated with your job.
Click the + button to add rows.
Topic/project
% of working hours
Add
Remove
Are there any specific tasks that are part of the job that are only done occasionally or rarely?
Yes
No
What project?
Click the + button to add rows.
Project
% frequency of such projects
Add
Remove
Part 1: Knowledge and experience
This section assesses the type of knowledge and experience required for the job. The employee is expected to answer based on the education and experience requirements for the job in question, i.e. what would be required of an employee in this job if the job were being filled now.
1.1. Is this job a requirement for an employee to have completed formal education/degree?
No
No, but courses or knowledge acquisition are required
Yes
What kind of course?
What study/exam?
1.2. Is the employee required to have any special skills or knowledge, for example, knowledge of software, applications, equipment, or vehicles?
No
Yes
What kind of skill?
What is the skill used for?
How long does it take for an employee to learn the equipment, tools, or vehicles?
1.3. Does an employee need to work with text or numbers in their job?
No
Yes
Give an example:
1.4. Is it required that an employee have work experience in certain previous jobs/in certain fields in order to perform the job?
No
Yes
How experienced?
Experience from where?
1.5. Does an employee need to communicate with and/or be familiar with other municipal institutions in order to perform their job?
No
Yes
What kind of communication?
At which institutions?
1.6. Does the job require any other knowledge or experience not listed above?
No
Yes
What knowledge or experience?
Section 2: Requirements for cognitive skills
This section assesses the demands placed on cognitive skills in the job. This refers to demands for creativity and the ability to develop, analyze and solve problems and evaluate information and tasks at any given time. Please fill in the blanks below with the tasks/tasks that an employee has to deal with on a normal/typical working day. It is important to give examples and also how often these situations arise.
Solution of tasks/challenges
Give examples of the main tasks that belong to a traditional work process and that an employee has to deal with/work through on a daily or regular basis and how they are solved.
Difficult and/or complex tasks
Give examples of difficult and/or complex tasks that arise in your work, how they are solved, and how often these tasks arise.
2.1. Situational Assessment - Are the employee's tasks usually obvious upon initial observation or does the employee need to begin by analyzing, assessing the circumstances and nature of the task/issue before they are solved?
Usually obvious
A status assessment is often necessary
Give examples of projects that are of a nature that requires a situation assessment/analysis:
If a status assessment is necessary, how often is it attempted?
Does the employee need to analyze and evaluate information/tasks or gather information?
No
Yes
Example:
Innovation and development - Is the employee required to develop new solutions or methods to solve problems/tasks that arise at work?
No
Yes
Example:
2.2. Personal work planning - Does an employee need to plan their work in advance?
Note: This does not refer to fixed, regular events.
No
Yes
Example?
2.3. Organizing others' time - Does the employee need to organize others' time/work in advance?
Note: This does not refer to fixed, regular events.
No
Yes
How far in advance?
For what kind of projects/events?
Section 3: Communication skills
This section assesses the communication skills requirements of the job, for example, regarding education, training or guidance, presentation, information gathering, interviews, collaboration with others, motivation and advice. It also assesses whether the employee needs to use negotiation or persuasion techniques. It assesses the requirements for oral skills, language and communication skills as well as written communication skills. It also examines the diversity of issues and topics that the employee has to deal with, whether the issues can cause disputes and whether conditions are set for confidentiality and consideration.
3.1. Verbal communication at work: With whom does an employee need to have verbal communication?
What kind of communication is this?
Why are there these interactions?
3.2. Does the job require any written communication?
No
Yes
Why?
What kind of communication?
With whom?
3.3. Is the job required for the employee to provide any oral presentations/education?
No
Yes
What kind of presentations, introduction to what?
Who are the recipients?
3.4. Does the job require any skills/abilities for personal assistance, care, teaching or training where the employee is in DIRECT contact with service users?
No
Yes
What kind of personal assistance, care, teaching or training?
What is the person's service need and what services should the employee provide in their job?
Who are the recipients of the service?
3.5. Is the employee required to provide employee training or to motivate employees in their work?
No
Yes
Which employees?
Give an example:
3.6. Does the job require the employee to have specific skills in terms of training, organizational development, course delivery, leadership and/or motivation?
Note: Exclude your own staff or colleagues
No
Yes
Give an example:
Who are the recipients?
3.7. Does the job require the employee to provide advice and/or guidance to others or to possess special skills in persuasion and/or negotiation techniques?
No
Yes
Give an example:
Who are the recipients?
3.8. Does the job require the employee to communicate and exchange complex, sensitive, or controversial information with others?
Debatable information: This refers to information that can be used to make different decisions and therefore can be debated about which path is best to choose, for example, if the job requires an employee to provide their expert opinion on information and recommend a specific path. This can be, for example, a proposal to change activities, services, etc.
No
Yes
What kind of information?
Who are the recipients?
3.9 Is it a significant part of the job to provide formal advice, guidance or represent an institution or municipality?
No
Yes
Give an example:
3.10 Is it required in the job that an employee uses a language other than Icelandic when communicating with others?
Note: This means that language skills are a prerequisite for employment.
No
Yes
What language(s) is/are required?
What kind of communication?
Section 4: Physical Skills
This section assesses the physical skills required for the job and how much of them are required. Physical skills include dexterity, dexterity, hand-eye coordination, and sensory coordination. Each of the aforementioned areas is assessed separately. Requirements for speed and accuracy in work methods are also assessed.
4.1. This is where we are looking at the requirements for physical skills or dexterity in the job. Is precision required when operating equipment?
No
Yes
What kind of devices, equipment, tools?
How much of the working time does an employee spend working with or controlling the equipment or tools?
4.2 Does the job require the employee to perform any precision work?
No
Yes
What kind of precision work?
How much of the working time does an employee spend on these precision tasks?
Does the job require any special craft education or skills due to the precision work involved?
No
Yes
Explain:
Does this precision work need to be done quickly so that it can be completed by a certain deadline?
Note: Time limits have a defined beginning and end, e.g., chord/clause work
4.3. Is driving a car/vehicle part of the employee's job?
No
Yes
What kind of car/vehicle?
How much of your working time is spent operating the vehicle?
What type of driving is involved/for what type of service?
4.4. Are there any requirements for typing or recording skills for the job?
No
Yes
Inputting or recording of what, what kind of data?
Is data entry or registration work part of the main tasks of the job?
Are there any requirements for accuracy? Give examples:
Are there any requirements for speed when entering/registering? Give examples:
Is it required that an employee have confirmation of their qualifications, e.g. a secretarial exam, a speed typing exam or something similar? Give examples:
Does the employee work on registration with a specific deadline? (A deadline has a defined beginning and end, e.g. a deadline) Give an example:
Section 5: Initiative and Independence:
This section assesses the extent to which an employee has the freedom to take initiative and make independent decisions at work. It examines the work rules, methods and precedents that an employee must follow and that may limit independence and initiative at work.
Briefly explain where or how you know what tasks need to be done today or this week?
5.1 Are the employee's main tasks and responsibilities largely determined, structured, and within fixed limits? This refers to fixed and ongoing tasks that are most often specified in a job description.
What is the job title of your immediate superior? Examples: team leader, office manager, department manager, executive director, etc. Explain:
What kind of instructions do you usually accept? Examples: Direct instructions, general instructions, vague instructions, etc. Explain:
How often do you receive instructions from your boss? Examples: many times a day, daily, weekly, less often, etc. Explain:
Does the job involve the employee being able to determine how they prioritize tasks in their daily work and how they manage their workload? Give examples:
Describe typical tasks/problems that arise in your job and that you have to solve yourself without first consulting your immediate superior:
Describe typical tasks/problems that arise in your work and that you refer to your immediate superior or consult with first before resolving the matter:
5.2 Unexpected problems or situations – Describe what kind of “typical” unexpected problems or situations may arise in your work and you can expect to have to work through/solve in your work:
Unexpected problem or situation: This includes when an employee arrives at a specific location to fulfill job duties within an accepted work framework but finds that circumstances have changed. The employee addresses the new situation but also follows known methods and approaches. Name and explain examples:
Unforeseen problems and situations - explain what kind of "typical" unforeseen problems or situations you can expect to work through or resolve in your job:
Unforeseen problems or situations: These refer to incidents where an employee has no established work history or work framework to follow and is required to make independent decisions and show initiative without the involvement of a supervisor. Give and explain examples:
Episode 6: Physical stress
This section assesses whether and what physical demands are made on the job. An attempt is made to take into account different types of physical exertion, for example, how much and how often an employee has to stand and walk, lift and carry, pull and push. It also examines whether an employee has to work in an awkward body position, for example where it is necessary to bend, kneel, stretch, sit, stand or work in a forced position and maintain the required work speed.
Compulsory situations
Situations where an employee must constantly be in a restricted body position. Examples: Long sitting while typing on a keyboard during speed typing / meeting notes, driving, standing for long periods while washing dishes, working with equipment, working on stairs, etc. This only refers to physically demanding situations where an employee cannot, for example, get up from work unless at a certain time or is relieved.
Difficult and uncomfortable situations
Situations where an employee has to bend, crouch or stretch a lot, bend over or under some obstacle during work, or be in another "uncomfortable" position while working.
Physical exertion
Situations where it can be assumed that physical force will have to be applied, for example when scrubbing floors, sawing, digging ditches or similar situations.
Normal physical exertion
Physical exertion refers to tasks or activities where an employee is usually in the same position during their work but is expected to have considerable freedom of movement. However, in rare cases, an employee may have to stand, walk, bend, straighten up or lift/carry objects. Most office work, for example, is classified as normal physical exertion.
Please note
: Below are seven types of physical strain/demand. Only two items should be marked, even though more items may apply to the job. Mark 1 in front of the most physically demanding part of the job on a typical workday and 2 in front of the next most difficult part (if applicable). Information in this section cannot be processed unless these instructions are followed.
6.1.1 Which of the following places the greatest physical demands on an employee during routine tasks in the job? (1/2)
Working under stressful conditions
Working in difficult/uncomfortable conditions
Stand, walk
Lift, carry
Push and pull
Physical exertion
Normal physical exertion (none of the above)
6.1.2 Which of the following places the greatest physical demands on an employee during routine tasks in the job? (2/2)
Working under stressful conditions
Working in difficult/uncomfortable conditions
Stand, walk
Lift, carry
Push and pull
Physical exertion
Normal physical exertion (none of the above)
Give examples of "typical" stressful work situations in your job:
How much of the working time does the job typically require the employee to work under this type of physical strain/labor? (compelling circumstances)
How often does this usually happen? (force majeure circumstances)
Give examples of "typical" difficult/uncomfortable working conditions in your job:
How much of the working time does the job typically require the employee to work under this type of physical strain/labor (difficult/uncomfortable working conditions)?
How often does this usually happen? (difficult/uncomfortable working conditions)
Describe a "typical" situation in your job where the job requires an employee to stand or walk:
How much of the working time does an employee typically have to work under this type of physical strain/labor? (standing or walking)
How often does this usually happen? (standing or walking)
How many heavy objects does an employee usually have to lift or carry on a typical workday?
How much of the working time does an employee typically have to work under physical strain/labor of this type? (lifting or carrying)
How often does this usually happen? (lifting/carrying)
Describe a "typical" work situation where the job requires an employee to push or pull objects:
How much of the working time does an employee typically have to work under this type of physical strain/labor? (pushing and pulling)
How often does this usually happen? (push and pull)
Give an example of "typical" physical exertion in your job:
How much of the working time does an employee typically have to work under this type of physical strain/labor? (physical labor)
How often does this usually happen? (physical exertion)
Section 7: Cognitive demands:
This section assesses the demands for concentration and alertness at work, and how much concentration or alertness is required, how often, and for how long. Factors that could make concentration difficult at work are assessed, such as distractions at work or frequent switching between tasks or jobs. It also examines whether the employee is exposed to stress resulting from incompatible demands on the employee. Consideration is given to whether the job requires special responsiveness.
Concentration - Give examples of the tasks that require the most concentration from an employee?
E.g. calculations of some kind, reconciliations, reporting, planning, data analysis, etc.
How long does an employee usually work on these projects at a time?
Example: A few minutes at a time, an hour, all day, etc.
How often does this happen?
Example: Multiple times a day, daily, weekly, monthly, etc.
7.1. Supervision - Does the job require special supervision, i.e. observing and monitoring the environment by sight, hearing or touch in order to prevent accidents or mistakes at work? Give examples of tasks:
Examples: Supervision of children around traffic, supervision while driving or operating equipment where mistakes can have very bad consequences, specialized computer processing that requires special supervision, etc. Note: This does not refer to the general supervision required daily in most jobs.
How long at a time does an employee usually work on these projects?
Example: A few minutes, an hour, all day, etc.
How often does this happen?
Example: Multiple times a day, daily, weekly, monthly, etc.
7.2 Which is more common in the job: Tasks that require a lot of concentration or tasks that require a lot of attention (see above for what these terms mean in this context). Mark the one that is most relevant in the job:
Concentration
Care
Deadlines - Does an employee need to meet any specific deadlines, i.e. complete any tasks by a predetermined time? Give examples:
7.3 Are these time limits mainly of the nature of requiring an employee to complete a task or series of tasks (possibly identical or repetitive) by a specified time, for example by the end of the working day or by the end of a shift?
Yes. If the deadlines are regular, daily, or on fixed days of the week or month, it is appropriate to answer YES.
No. If the time limits are irregular and even extend over a longer period of time, it is appropriate to answer NO.
What kind of project deliverables are involved? Give an example:
7.4 Conflicting demands - Are there any conflicting demands made on an employee? Give examples:
This refers to requirements that cannot all be met within the time frame set, for example if more than one person requests a service at the same time or there are conflicts in project deadlines.
How often, on average, is an employee exposed to conflicting demands?
7.5 Unavoidable interruptions – Will the employee be subject to unavoidable interruptions in their work? Give examples:
Unavoidable interruptions are when an employee has NO choice but to attend to new demands IMMEDIATELY and must therefore put aside the previous task and attend to the new one or the person requesting service. NOTE: Answering phones should not be considered an interruption if it is defined as part of the job).
How often, on average, does an employee experience unavoidable interruptions?
Episode 8: Emotional Stress
Emotional stress is rooted in the part of the job that involves working with or for other people.
The prerequisite for work-related emotional stress is that the job is of such a nature that the employee must, as a result of the job, be involved in the affairs of the individual in question or provide ongoing service to them over a certain period of time.
This section assesses the nature of the emotional stress that an employee experiences at work and how often they experience such stress that can be attributed to interactions with people. The question also asks about the emotional stress that an employee experiences as a result of interacting with or working with other people. Consideration is given to the circumstances that may arise when working with other people, for example, if the people are angry, demanding, uncooperative, upset or ill or if their circumstances are such that they cause stress for the employee, for example, people who are chronically ill, people with an incurable illness, people with mental health problems, people who live in poor social conditions or have been abused in some way.
NOTE: Emotional stress does not refer to insults and slurs, which are discussed in Chapter 13.
8.1 Is the nature of the work such that the employee may be subject to emotional stress and become upset by the circumstances or by the behavior of the people for whom he or she is required to provide services and find solutions? Note that this does not apply to stress/irritation from close colleagues.
No
Yes
Give an example and explain the person's situation.
Which parties are likely to cause the MOST emotional stress or upset to an employee?
8.2 How often, on average, does your job involve an employee encountering behavior, conduct, or situations that can cause emotional distress or upset? Check the boxes that apply to your job:
Daily
Weekly
Less than weekly
Several times a year
Less than twice a year
8.3. Is the employee responsible for or involved in deciding which welfare measures are chosen? That is, is the employee responsible for making decisions in matters that may cause emotional distress?
No
Yes
Give an example:
Section 9: Responsibility for the well-being of people
This section assesses the employee's responsibility to individuals or groups (the public, service recipients and/or clients). Emphasis is placed on assessing the nature and extent of the direct impact of the work on the well-being of individuals or groups, including the confidentiality requirements of the work for physical, mental, social, economic and environmental aspects of people's well-being, including their health and safety. This type of responsibility is tested, for example, when people need to be provided with personal services, advice, guidance or other assistance, implement or enforce new regulations or develop and implement various services. The second part of the section assesses the employee's responsibility for policy work, advice or research related to people's well-being and well-being.
9.1 Do the tasks or duties of the job DIRECTLY affect the well-being/welfare of an individual or group?
No
Yes
What project?
9.2 Are any individuals personally dependent on the services provided or arranged by the employee? (i.e., the individual's well-being depends on the services provided or the decision about services)
No
Yes
Give an example:
What are the needs of the individual, the group?
What does an employee do for the person?
9.3 Is the employee responsible for determining or planning/preparing appropriate care or welfare measures for individuals or groups?
No
Yes, plan/prepare
Yes, determine
Yes, both.
Plan/prepare. Give an example:
Determine. Give an example:
Both. Give an example:
9.4 Is it the employee's responsibility to implement or comply with any laws and regulations that address the health, safety, or welfare of the public?
LAWS AND REGULATIONS: This refers ONLY to those laws and regulations that an organization / company has SPECIFIC oversight of or must enforce. It must also be defined as part of the employee's job to ensure that these regulations are enforced. The employee must be personally responsible for this in order for it to be appropriate to answer the question in the affirmative. EXAMPLE: Planning and building inspections, inspections of residential homes for the elderly, elementary schools, kindergartens, daycare centers, business practices inspections (audits), inspections of environmental and health regulations, etc. NOTE: It is not appropriate to talk about enforcement and monitoring in this context when it comes to managers or other employees who have to comply with laws and regulations on a daily basis in their work.
No
Yes. Monitor
Yes. Implement
Yes. Both.
Monitor. Give examples:
Implement. Give an example:
Both. Give an example:
Which parties benefit from this monitoring/enforcement?
What activities/entities are monitored?
What are the results of this monitoring/enforcement?
9.5 Is it the employee's responsibility to work on or participate in policy-making that concerns the public welfare?
No
Yes
Give an example:
What is the employee's responsibility?
One person is responsible
Shares equal responsibility with others
Makes suggestions but is not responsible for the final outcome
If yes, how far-reaching is the impact of this employee's responsibility on policymaking within the organization/company?
Covers a subject area or department
Covers overall policy formulation in the relevant field, institution
Specify the department, organization, policy area or area that the employee's responsibility for policy development covers:
Is an employee required to implement or adapt the policy of a department, institution, or division to the external legal framework, external legal environment in relation to the welfare of the public?
No
Yes
Give an example:
Is the employee required to provide any advice, guidance, or assistance regarding the agency's policy, use, or application of any specific laws, regulations, or mandatory actions related to the public welfare?
No
Yes. Advice, guidance on organization policy, regulations, rules
Yes. Advice, guidance on legal and regulatory environment
Advice, guidance on organizational policy, regulations, rules. Give examples.
Advice, guidance on legal and regulatory issues. Give examples:
Is the employee required to interpret or evaluate and advise on how to apply and enforce laws, regulations, and mandatory actions related to the public welfare?
No
Yes
Give an example:
What follows from this interpretation/assessment?
Section 10: Management Responsibility
This section assesses the employee's responsibility for project management, work organization and division of tasks, as well as his responsibility for monitoring, training, guiding, developing and evaluating the work of others. The assessment assesses the responsibility that the employee has for the work of others, i.e. those for whom he has formal supervision and responsibility, such as hiring employees, providing motivation and implementing personnel policy. The intention is to assess what the responsibility entails rather than examining the number of people for whom the employee is responsible. It also assesses whether the employee is responsible alone or with others. The second part of the section assesses the employee's responsibility in policy work, consulting and/or research related to personnel matters.
10.1 Does the job involve any of the following aspects of human resource management? Check where applicable:
Gives regular instructions and monitors work
Regular assignment of tasks/project management
Provides advice, guidance, and training to employees
Evaluates and/or refines work methods, operating procedures
Institutional review of personnel matters, job evaluation
Recruitment, disciplinary matters and/or human resources management
Gives regular instructions and monitors work. Explain:
Regular assignment of tasks/project management. Explain and indicate how often this management is attempted:
Provides advice, guidance, and training to employees. Explain and state how often this advice and training is attempted:
Evaluates and/or refines work methods, operating procedures. Explain:
Institutional review of personnel matters, job evaluation. Explain:
Recruitment, disciplinary matters and/or human resources management. Explain:
10.2 Does the job involve DIRECT project management or human resources management? This refers to employees who are responsible for project or personnel management within an organization/company. It also refers to employees who have a defined role to supervise contractors, outsourced specialist services and, for example, interns.
No
Yes
How often is this management attempted?
Many times a day
Daily
Weekly
Monthly
Less often
10.3 Is the employee DIRECTLY responsible for any middle managers or supervisors who are responsible for coordinating and/or managing other employees?
No
Yes
How many middle managers are there and how many employees are they responsible for? Explain:
What types of jobs do your subordinates do? Please list:
10.4 How many employees is the employee DIRECTLY responsible for (number of subordinates)?
10.5 How many workplaces do these employees work at? NOTE: Different workplaces are those that are not in the same building or in the same area where the distance between buildings is within walking distance.
10.6 HR Policy Development. Is it the employee's responsibility to work on or participate in policy development related to human resources or personnel management?
No
Yes
Give an example:
What is the employee's responsibility?
One person is responsible
Shares equal responsibility with others
Makes suggestions but is not responsible for the final outcome
How far-reaching is the impact of this employee's responsibility on policymaking within an organization or company?
One person is responsible
Shares equal responsibility with others
Makes suggestions but is not responsible for the final outcome
Specify the department, organization, policy area or area that the employee's responsibility for policy development covers:
10.7 Is the employee required to implement or adapt departmental, institutional, or sectoral policies and regulations related to human resources or personnel management?
No
Yes
Give an example:
10.8 Is the employee required to provide any advice, guidance or assistance regarding the organization's policy, use or application of any specific laws, regulations or mandatory actions related to human resources or personnel management?
No
Yes. Advice, guidance on the organization's policies, regulations, rules, (e.g. explaining collective agreements, personnel policies, etc.). Give examples:
Yes. Advice, guidance on legal and regulatory environment. Give examples:
Give an example:
10.9 Is the employee required to interpret or evaluate and advise on how to apply and enforce laws, regulations and mandatory actions related to human resources or personnel management?
No
Yes
Give an example:
What follows from this interpretation/assessment?
Section 11: Responsibility for funds
This section assesses whether employees are responsible for finances and the extent of that financial responsibility. This section assesses direct responsibility for finances, including cash, checks and cards, invoices, request books, income and expenditure. The nature and extent of responsibility are considered with regard to accuracy, preservation, confidentiality and security and the disposition of funds, responsibility for financial and business plans, planning and strategy. The employee's indirect responsibility for finances, how often financial responsibility is attempted and the amount of money involved are taken into account. It also assesses whether the employee is responsible alone or with others. The second part of the section assesses the employee's responsibility in policy work, consulting and/or research related to the finances of an institution/municipality.
11.1 Does the employee have any DIRECT responsibility for funds or other matters related to the handling of funds, e.g. request books, checks, electronic invoices, etc.?
No
Yes
Direct responsibility for finances
11.2 Is the employee responsible for generating revenue on behalf of the department, institution, or division?
No
Yes
Give an example:
Specify amounts per year:
Specify the appropriate department, institution, field:
What is the employee's responsibility?
One person is responsible
Shares equal responsibility with others
Makes suggestions but is not responsible for the final outcome
11.3 Is the employee responsible for the allocation of expenses on behalf of the department, institution?
No
Yes
Give an example:
Specify the appropriate department, institution, field:
Specify amounts per year:
What is the employee's responsibility?
One person is responsible
Shares equal responsibility with others
Makes suggestions but is not responsible for the final outcome
11.4 Is it part of the employee's area of responsibility to participate in or be responsible for preparing budgets/financial frameworks on behalf of the department/institution?
No
Yes
Give an example:
Specify amounts per year:
Specify the appropriate department, institution, field:
What is the employee's responsibility?
One person is responsible
Shares equal responsibility with others
Makes suggestions but is not responsible for the final outcome
11.5 Is it part of the employee's responsibility to participate in or be responsible for the preparation of long-term budgets on behalf of the department/institution?
No
Yes
Give an example:
Specify the appropriate department, institution, field:
Specify annual amounts and indicate the multi-year plan/forecast:
What is the employee's responsibility?
Participates in the planning process
Plays an important role in planning
Manages the planning
11.6 Is it part of the employee's responsibility to monitor the financial framework, on behalf of the department, institution
No
Yes
Specify amounts per year:
Specify the appropriate department/institution/field:
What is the employee's responsibility?
Participates in the planning process
Plays an important role in planning
Manages the planning
11.7 Is it part of the employee's responsibility to account for, explain, monitor, review, and authorize payment of invoices from a budget, cost center? (this applies to both income and expenses)
No
Yes
Give an example:
Specify amounts per year:
How often does this happen?
Many times a day
Daily
Weekly
Monthly
Less often
What is the nature of an employee's responsibility? Explain:
11.8 Is it part of the employee's responsibility to handle funds, settle "cash", record invoices, correct or review them, and reconcile checks?
No
Yes
Give an example:
Specify monthly amounts:
Specify the appropriate department, institution, field:
How often does this happen?
Many times a day
Daily
Weekly
Monthly
Less often
What is the nature of an employee's responsibility? Explain:
11.9 Is the employee personally responsible for the request book, the audit card, or does the employee manage small amounts such as food costs, material costs, the safekeeping of service recipient funds, etc.?
No
Yes
Give an example:
Specify monthly amounts:
How often does this happen?
Many times a day
Daily
Weekly
Monthly
Less often
11.10 Does the employee have any other financial responsibilities not listed above?
No
Yes
Give an example:
Financial policymaking
11.11 Is it the employee's responsibility to work on or participate in financial policymaking?
No
Yes
What is the employee's responsibility?
One person is responsible
Shares equal responsibility with others
Makes suggestions but is not responsible for the final outcome
How far-reaching is the impact of this employee's responsibility on policymaking within an organization/company?
Covers a subject area or department
Covers overall policy formulation in the relevant field, institution
Specify the department, organization, policy area or area that the employee's responsibility for policy development covers:
11.12 Is an employee required to implement or adapt department, institution, or division policy to laws and regulations related to finance?
No
Yes
Give an example:
11.13 Is an employee required to provide any advice, guidance or assistance regarding the organization's policy, use or application of any specific laws, regulations or mandatory actions related to finance?
No
Yes. Advice, guidance on institutional policy, regulations, rules (advice on data recording/recording)
Yes. Advice, guidance on laws and regulations
Give an example:
11.14 Is the employee required to interpret or evaluate and advise on how to apply and enforce laws, regulations and mandatory actions related to finance?
No
Yes
Give an example:
What follows from this interpretation/assessment?
Section 12: Responsibility for assets and information
This section assesses the responsibility that an employee has for equipment, including software, information systems, data or documents, tools, equipment and machinery, inventories, buildings, land and other areas and/or the personal property of others. The nature of the employee's responsibility is assessed with regard to preservation, confidentiality and security, the nature and extent of direct management, maintenance and repairs, orders, purchases and replacements, planning, administration and policy-making. Consideration is given to how responsibility is shared between employees. It also assesses how often and to what extent this responsibility is exercised and how much value is involved. The second part of the section assesses the employee's responsibility in policy-making work, consulting and/or research related to responsibility for equipment, information, equipment and structures.
12.1 (First choice) Does the employee have DIRECT responsibility for, or supervision of, any of the following?
NOTE: Of the six items listed below, only two should be marked. The first choice you mark is the item for which the employee has the most responsibility or supervision, and the second choice is the item for which the employee has the next most responsibility or supervision (if applicable) during a typical workday. In the following, only answer the questions related to these two items. Information in this section cannot be processed unless these instructions are followed.
Software, information systems, data or files
Tools, equipment and machinery
Buildings, areas or land (including housekeeping and cleaning)
Stocks and inventories of goods or items in storage or collections
Private property of others
Not responsible for, does not oversee any of the above
12.1 (Second choice) Does the employee have DIRECT responsibility for, or supervision of, any of the following?
NOTE: Of the six items listed below, only two should be marked. The first choice you mark is the item for which the employee has the most responsibility or supervision, and the second choice is the item for which the employee has the next most responsibility or supervision (if applicable) during a typical workday. In the following, only answer the questions related to these two items. Information in this section cannot be processed unless these instructions are followed.
Software, information systems, data or files
Tools, equipment and machinery
Buildings, areas or land (including housekeeping and cleaning)
Stocks and inventories of goods or items in storage or collections
Private property of others
Not responsible for, does not oversee any of the above
12.2. Software, information systems, data and files
12.2.1 Does the employee process, prepare or use records or data in written or computerized form?
No
Yes
What kind of data, files?
Is the handling of these files/files a permanent and ongoing part of the job, i.e. takes up at least 25% of the employee's working time?
No
Yes
12.2.2 Is it a permanent and ongoing part of the job to adapt, design, develop or provide any information systems or software?
No
Yes
What kind of software does the employee adapt, design, provide, or develop? Explain:
What is the employee's involvement/responsibility?
How extensive is this equipment/software that the employee adapts, designs, develops or provides? (E.g. for use within a unit, department, organization, for external use, etc.)
Is the employee the primary responsible party for this equipment, i.e. does he have oversight of the equipment?
No
Yes
How often is this responsibility tested? (multiple times a day, daily, weekly, monthly, etc.)
12.3 Tools, equipment and machinery
12.3.1 Is it part of the job to use and/or maintain tools, equipment, machinery?
No
Yes. An employee uses the equipment in the course of their work.
Yes. An employee is responsible for maintaining the equipment.
What kind of equipment maintenance? Give examples:
Does an employee both use and maintain equipment? Give an example:
What is the estimated value of the tools, equipment, and machines that an employee is responsible for and oversees? Give examples:
NOTE: This refers to the value of individual devices, equipment, and units, NOT the total value of all devices that an employee manages.
12.3.2 Does the employee themselves have any responsibility for adapting, developing, designing or providing tools, equipment, machinery for the organization / company?
No
Yes
What kind of equipment and devices are involved and how diverse is it?
How valuable is the equipment?
NOTE: This refers to the value of a device, equipment, or unit, NOT the total value of all devices that an employee supervises.
Does the employee also have oversight/responsibility for planning and implementing how equipment is procured and utilized?
No
Yes
12.4 Buildings, areas and land
12.4 Which of the following best applies to an employee's responsibilities for routine tasks at work?
NOTE: You should only select ONE item from the list below and then answer only the questions related to the item selected. Other questions should be skipped.
Cleaning/cleaning
Care, maintenance or repairs
Security guard
Adaptation, development or organization
Design
Provision, disposal or use
Cleaning/cleaning
12.4.1 Does the employee perform cleaning (an ongoing part of the job)?
No
Yes
Give an example.
The employee categorizes these cleanings as:
Light cleaning (wiping, sweeping, removing debris)
More extensive cleaning (scrubbing, cleaning)
Give an example:
How often does an employee work on cleaning at work?
Daily
Weekly
Monthly
Less often
How many/large are the areas that an employee cleans? Explain:
Care, maintenance and repairs
12.4.2 Does the employee perform maintenance, daily care, or repairs?
No
Yes
Give an example:
How would the buildings/areas that an employee supervises or is responsible for be best described and how many areas are there? Explain:
Security guard
12.4.3 Does the employee have any responsibility for security?
No
Yes
What kind of security? Give an example:
What is the employee's responsibility? Explain:
How many, large are the areas that an employee is responsible for or supervises?
Adaptation, development or organization
12.4.4 Does the employee have any responsibility for the adaptation, development or layout of buildings or areas?
No
Yes
What kind of adaptation, development, planning? Give examples:
What is the employee's responsibility? Explain:
What types of areas, buildings is the employee responsible for or in charge of?
How many/large are the areas that an employee is responsible for or supervises?
Does the employee also have oversight/responsibility for planning and implementing how these buildings, areas are provided, utilized? Explain:
Design
12.4.5 Does the employee have any responsibility for the design of buildings or areas?
No
Yes
What kind of design? Give an example:
What is the employee's responsibility? Explain:
What kind of areas, buildings?
Provision, disposal or use
12.4.6 Does the employee have any responsibility for the provision, disposition, use of buildings or areas?
No
Yes
Give an example:
What is the employee's responsibility? Explain:
What types of areas, buildings is the employee responsible for or in charge of?
How many, large are the areas that an employee is responsible for or supervises?
Does the employee also have oversight/responsibility for planning and implementing how these buildings, areas are provided or utilized? Explain:
12.5 Stocks and inventories, collectibles in storage, museums:
12.5.1 Does the job involve supervision or responsibility for purchasing, ordering stock, inventory, or collectibles?
No
Yes
Give an example:
What kind of inventory, stock, or collectibles are involved and what is their scope or quantity? Give examples:
Does the employee also have oversight or primary responsibility for planning and implementing how these inventories, collections, and artifacts are disposed of, utilized, purchased, or sold? Explain:
12.5.2 Is the employee responsible for or in charge of the security, custody or preservation of these supplies, artifacts?
No
Yes
Explain:
What kind of inventory, stock, or collectibles are involved and what is their scope or quantity? Give examples::
Does the employee also have oversight or primary responsibility for planning and implementing how these inventories/collectibles are disposed of, utilized, purchased, or sold? Explain:
12.6. Private property of others
12.6.1 Is an employee responsible for the private property of others?
No
Yes
Give an example:
What is the value of other people's property that an employee typically has custody of/is responsible for?
NOTE: This does not refer to the total value of assets that an employee may have in their possession, but rather the average value of individual assets.
Up to 2,000 kr.
2,001 to 5,000 kr.
5,001 to 20,000 kr.
Over 20,000 kr.
For example?
Policy formulation regarding equipment, devices, etc.
12.7 Is it the employee's responsibility to work on or participate in policy-making regarding equipment, software, information systems, devices or structures?
No
Yes
Give an example:
Specify the department, organization, policy area or area that the employee's responsibility for policy development covers:
What is the employee's responsibility?
One person is responsible
Shares equal responsibility with others
Makes suggestions but is not responsible for the final outcome
How far-reaching is the impact of this employee's responsibility on policymaking within an organization/company?
Covers a subject area or department
Covers overall policy formulation in the relevant field, institution
12.8 Is an employee required to implement or adapt department, institution, or division policy to laws and regulations in relation to equipment, software, information systems, devices, or structures?
No
Yes
Give an example:
12.9 Is the employee required to provide any advice, guidance or assistance regarding the organization's policy, use or application of any specific laws, regulations or mandatory actions in relation to equipment, software, information systems, devices or structures?
No
Yes
Give an example:
Does the employee provide advice, guidance regarding external laws and regulatory environment? Give examples:
12.10 Is the employee required to interpret or evaluate and advise on how to apply and enforce laws, regulations and mandatory actions in relation to equipment, software, information systems, devices or structures?
No
Yes
Give an example:
What follows from this interpretation/assessment?
Section 13: Working conditions
This section assesses working conditions that are unpleasant, disgusting or dangerous due to environmental factors or interactions with other people, for example if an employee is subjected to any insults or abuse from service users. The intention is to assess such conditions where the following factors may be relevant: Dust, dirt, abnormally high or low temperatures or temperature fluctuations, humidity, noise, shaking, vibration or fumes. Also possible odors, unsanitary conditions due to human or animal excrement, smoke, grease or oil, weather, company, disturbance or isolation. Also assessed here is the risk of illness or injury due to proximity to or contact with toxins, diseases, machinery or other environmental factors. Also assessed is the risk of harassment, aggression and violence where there is a risk of an employee being injured by other people. The factors in the working environment that are unavoidable and an integral part of the job are being assessed. Compliance with health and safety requirements and regulations is always expected.
13.1 Is the employee working in “uncomfortable or dangerous working conditions”?
Uncomfortable or dangerous working conditions can be, for example, due to working with dangerous machinery or equipment, a dangerous environment, cold, heat, uncleanliness, risk of infection, noise, risk of physical injury or assault.
No
Yes
Please describe the working conditions that the employee typically works under at his/her workplace(s) and describe the unpleasant and/or dangerous conditions that the employee can generally expect to encounter on the job:
How much of the working time does an employee typically have to work in "uncomfortable or dangerous conditions"?
How often does this typically happen (daily, weekly, monthly)?
13.2 Does an employee need to work outdoors?
No
Yes
Give an example:
How often does this typically happen (daily, weekly, monthly)?
How much of the working time does an employee typically have to work outdoors?
13.3 Is the nature of the work such that the employee may be exposed to insults, slurs or other anti-social behaviour such as aggression or harassment from service users or the public?
No
Yes
Give an example:
How long does this type of harassment usually last?
Would an employee classify this harassment as minor insults and rudeness or as SERIOUS harassment, slurs? Please specify which is applicable and give examples:
How often does this typically happen (daily, weekly, monthly)?
Finally!
Did you answer this questionnaire to the best of your knowledge?
Yes
No
Did you go over it and make sure you didn't leave out anything that might be relevant to the job evaluation?
Yes
No
Is this information you submitted correct and clear?
Yes
No
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