POSITION EVALUATION FACTORS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00261R000100030013-8
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 9
• Document Creation Date: December 9, 2016
• Document Release Date: August 2, 2001
• Sequence Number: 13
• Content Type: FORM

Approved For Release 2001/09/05 : CIA-RDP81-00261 R000100030013-8
POSITION EVALUATION FACTORS
AND IMPACT OF POSITION
Factor 1 - SCOPE
G POSITIONS
MAJOR CRITERIA FOR COMPARIN
s}
str
ll
ti
_
u
on
a
RESPONSIBILITIES TO CONSIDER (And I
actual or estimated total dollar scope of the
h
1. Physical and financial resources
Cash and receivables
2. Income production
.Developing sales and service
. Line . Staff
- Labor relations
e
1. T
responsibility
The extent to which a position can influence results in
2
.
s and equipment
Buildin
revenues
- Number of employees
- Recruiting and development
rk
d
i
.
the area of responsibility
g
.
plies
ls and su
i
? Developing new products or
an
r wo
- Diversity of the
- Wage and salary
articular product or
of a
an
p
a
.Mater
arkets
level of skills required
i
p
y
3. Importance to the comp
.Raw materials
Inventories
m
.Controlling operating costs
- Dollar size of payroll
on
administrat
- policy development
product line in terms of profit contribution
rket or in
th
i
.
Valuable records
(materials, manpower, services)
e ma
n
4. Rapidity with which changes occur
ce
dv
l
.
,Purchasing at favorable prices
an
s,
a
manufacturing processes (technologica
.Optimizing use of capital funds
equipment obsolescence, etc.)
5. The degree and magnitude of risks involved
6. Impact on Company or division performance as a result
of personnel management responsibilities
- COMPLEXITY OF ASSIGNED TASKS
MAJOR CRITERIA FOR COMPARING POSITIONS
ACTIVITIES TO CONS
IDER (And illustrations)
1
Number and complexity of elements or conditions that
Creative activity
3
4. Decision making
.
ided for
d
in
Pl
Problem solving
.
i
prov
must be anticipated an
g
ann
market potential and
tin
.Interpreting repetitive cost data
.Analyzing competitive products
ng
. Pric
ct mix
d
lves the application of well-
v
i
it
g
.Forecas
uotas
les
i
Analyzing control reports
or processes
u
.,Changing pro
revising
i
o
n
y
2. Whether the activ
lves extending the present
i
q
ng sa
prepar
Developing manufacturing
.Determining optimum prices
Designing advertising and sales
ng or
,Establish
ersonnel policies
nvo
known principles, or
its of knowledge and experience in a particular area
li
.
schedules
*Deciding on plant or warehouse
promotion programs
t
p
terminating; or trans-
Hiring
m
be done
k t
.Developing physical distribution
locations
nd
d
s,
.Developing new produc
roduct features, and
,
.
ferring personnel
o
3. Recognized difficulty of the wor
a decision that
d b
itt
logistics
ema
*Estimating unit cost or
p
.Defining limits in union
y
e
4. The extent to which CE is comm
and coordinating
i
of proposed product
applications
tiations
is made; the extent to which the decision is nonroutine
ng
.Plann
roduct innovations
. Expanding or contracting
.Improving production processes
ti
nego
.Constructing new facilities
or complicated in character
p
needs for capital
Company activities
on
.Developing a cost-reduc
capital
in
on divisional or corporate
i
i
d
. Programming
personnel
cilities
f
d
,Determining priorities among
program
g
Approv
enditures
x
on
ec
s
5. The impact of a
term
d lon
t
h
,
a
s,
fun
research and engineering
.Designing an information
p
e
g
an
or
performance, s
projects
system
6. The role of the incumbent in making a decision and
the extent to which he is accountable for results of
that decision
Factor 3 - REQUIRED KNOWLEDGE AND SKILLS
TYPES TO CONSIDER (And Illustrations)
1. Specialized experience
? Labor relations
.International trade
? Advertising
.Transportation and distribution
logistics
.Marine traffic
. Electronic data processing
. Standard cost systems
.Specific manufacturing
experience
Formal training in
A technical area
- Chemical engineering
- Mechanical engineering
Business
. Knowledge of
- Market intelligence (share
market, pricirg strategy,
customer needs)
- Industry ecoromic$
- Competitive tend
. Exposure to
- Corporate or divis$onal
objectives
- Company pol'cies
- Personnel ad inistration
rgved For R lease 2001109105: CIA-RDP81-00
- Financial and , i
- Chemistry
- Metallurgy
- Industrial engineer
. A profession
- Accounting
- Law
A business skill
- Purchasing
- Marketing
4. Managing and persuading
.Directing subordinates through
- Planning
- Organizing
- Developing
- Appraising
Influencing others to act in
- Labor negotiations
- Selling
- Purchasing
- Interdivisional or inter-
functional activities
MAJOR CRITERIA FOR COMPARING POSITIONS
1. The depth of specialized experience the position
requires
2. The type and extent of formal education or training
required
3. The amount of business know-how needed to apply
these knowledges and skills
4. The level of managerial or administrative skills
required
5. The type of persuasive or negotiating skills required
6. The importance of these skills to the accomplishment
of the tasks assigned to the position, and the level of
competence required
 Approved For Release 2001/09/05 : CIA-RDP81-00261 R000100030013-8
GUIDELINES FOR
DEVELOPING POSITION DESCRIPTIONS
Descriptions will be prepared to outline the most important aspects of each position - that is,
the description should contain information which distinguishes the position from other positions and
provides a sound basis for evaluation. Each description should include the following
? Description of the principal responsibilities
? The positions (excluding direct subordinates) with whom the incumbent must work
in carrying out each duty
*The approximate percentage of time required by each activity
*Any special duties that are an important requirement of the position, but that are
performed only occasionally or as special assignments
The applicable dollar figures which portray how big the job is and its total
possible impact on Company success - i.e.
a. Operating revenue or profit generated
b. Assets controlled
c. Personnel supervised
.How difficult the job is described in terms of the kind of decisions which
the incumbent must make or participate in making - for example
a. Independent decisions for which he alone is responsible
b. Shared decisions made as a member of a committee
c. Recommendations which require approval of a higher authority
before they are implemented
4. EDUCATION, EXPERIENCE, AND SPECIALIZED SKILLS REQUIRED
.Any knowledge, special preparation, or unique skills required to discharge
the responsibilities of the position (only the minimum knowledge and
experience required to perform the job satisfactorily should be indicated)
Approved For Release 2001/09/05 : CIA-RDP81-00261 R000100030013-8
 Approved For Release 2001/09/05 : CIA-RDP81-00261 R00010003OOhTjX3T IV
Minimum
$46,600
41,100
36,500
32,300
28,200
24 , 900
22,200
19,400
17,100
15,500
14,000
12,700
11,500
10 , 300
9,400
8,400
7,600
6,900
CE EXNMPT SALARY STRUCTURE
ANNUAL SALARY RANGE
$55,300
48,200
42,900
37,800
33,300
29,300
26,100
22,900
20,000
17,900
16,100
14,500
13,000
11,600
10 , 500
9,500
8,500
7,800
Lower
Third
Middle
Third
$64,000
55,300
49,300
43,300
38,400
33,800
30,100
26,400
22,900
20,300
18,200
16,300
14,600
13,000
11,600
10,600
9,400
8,700
Maximum
$72,700
62,400
55,700
48,800
43,400
38,200
34,000
29,800
25,700
22,600
20,200
18,000
16,100
14,300
12,700
11,600
10,300
9 , 500
Upper
Third
February 1, 1974
(Midpoint)
$59,600
51,700
46,100
40,600
35,800
31,600
28,100
24,600
21,400
19,000
17,100
15,400
13,800
12,300
11,000
10,000
8,900
8,200
Approved For Release 2001/09/05 : CIA-RDP81-00261 R000100030013-8
 -?XII1-3IT V
Appr C edINCERe I IVs e2001/09/Q5 ()P' TPAPPPAT, ( 6 I (QA M0013-8
ANNUAL SALARY RANGE
Grade
Minimum
Midpoint
E-31
$161,400
$195,300
$213,800
E- 30
141,600
172,300
187,600
E-29
124,700
151,100
164,400
E-28
110,200
132,900
144,300
E-27
97,900
116 , 900
126,400
E-26
88,900
106,400
115,200
E-25
78,900
94,200
101,800
E-24
68,800
82,600
89,500
E-23
63,200
75,500
81,600
E-22
55,400
66,200
71,600
E-21
49,700
59,000
63,700
E-20
45,300
53,900
58,200
E-19
39,700
47,500
51,400
E-18
35,800
42,500
45,900
E-17
32,400
38,400
41,300
E-16
29,100
34,300
36,900
E-15
25,700
30,200
32,400
E-14
23,500
27,800
30,000
E-13
20,700
24,400
26,300
E-12
18,400
21,800
23,500
Lower
Third
Middle
Third
$230,300
202,900
177,500
155,000
135,900
123,900
109,500
96,400
87,800
77,000
68,300
62,500
55,300
49,200
44,400
39,500
34,700
32,100
28,100
25,200
Bonus Guide-
line as a
Percentage
maximum of Salary __
$266,200 50%
233,600 50
204,000 45
178,400 45
154,900 45
141,500 40
124,700 40
110,200 40
100,000 35
87,800 35
77,700 35
71,000 30
63,200 30
56,000 30
50,300 25
44,700 25
39,100 25
36,400 20
31,900 20
28,500 20
Upper
Third
1, 1974
Approved For Release 2001/09/05 : CIA-RDP81-00261 R00010a8do
 Approved For Release 2001/09/05 : CIA-RDP81-00261 R000100030013-8
EXEMPT POSITION DESCRIPTION
Position is: New Changed
Title -___-
Division _
Unit or Department
Reports to
PRINCIPAL DUTIES
Grade Assignment
Exemption Status
Executive ^
Professional ^
Administrative ^
Outside Sales ^
Approved For Release 2001/09/05 : CIA-RDP81-00261 R000100030013-8
 Approved For Release 2001/09/05 : CIA-RDP81-00261 R000100030013-8
SCOPE AND IMPACT (As applicable)
Sales/service volume $ ----
Costs or expenses supervised $
Assets controlled $
Other income -
Description
reporting directly or through subordinates
Personnel: Total number of employees
Positions reporting directly
COMPLEXITY OF TASKS
EDUCATION, EXPERIENCE, AND SPECIAL SKILLS REQUIRED
Approved For Release 2001/09/05 : CIA-RDP81-00261 R000100030013-8
 Approved For Release 2001/09/05 : CIA-RDP81-00261R000100030db,
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