The Public Sector Commission uses the Western Australian Executive Classification Methodology to classify senior executive positions (Commissioner’s Instruction 32: Financial and Classification Management of Senior Executive Service and Other Management Executives).
The methodology is also used for classification determinations for Special Division positions and remuneration determinations for Prescribed Office holders in the First Schedule of the Salaries and Allowances Tribunal determination.
While agency staff do not need to have detailed knowledge of the methodology, they do need to understand the information required in classification submissions and align submissions to the methodology elements so the Commission can classify positions effectively and efficiently.
General principles, work value, workload and work mix
Show moreA broad understanding of the following principles and applying them when re-designing organisation structures and positions helps agencies in the classification process.
Work value: A measure of the size of a position relative to others. It is assessed against factors such as the work performed, its complexity, accountabilities, levels of authority and knowledge required. Work value does not consider quantity or volume of work.
Workload: Amount of work expected to be performed by the position in a specified timeframe. It can be impacted by changed administrative processes, increased environment demands and expectations. Workload is not a measure of work value.
Work mix: The combination of accountabilities in a position. While accountabilities may change over time, they may not necessarily translate to an increase in complexity or responsibility and therefore work value.
How the methodology works
Show moreThe methodology is a points based factor evaluation approach that determines the comparative work value of a position in a structured and systematic way.
The information gathered about the position is compared to a graduated set of work level standards that have been agreed to for each of the work level tiers. These tiers align to the WA public sector senior executive classification framework.
Work level tier | CEO Special Division | Non-CEO Special Division | SES General Division Public Service |
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1 | CEO Band 1 | ||
2 | CEO Band 2 | Non-CEO Band 2 | |
3 | CEO Band 3 | Non-CEO Band 3 | Class 3 Class 4 |
4 | CEO Band 4 | Non-CEO Band 4 | Class1 Class 2 |
5 | Level 9 | ||
Below Tier 5 |
The work standards comprise 2 elements that together define the key characteristics of each of the senior executive classification and remuneration levels.
- Work value factors: Characterise, determine impact and describe how work is done at each work level tier.
- Work streams: Typical duties and responsibilities at each classification level grouped under the key functional streams of public sector work.
Work value factors
Show moreThe methodology evaluates and allocates points for 8 separate but related work value factors:
- Knowledge
- Relationships
- Judgement and risk
- Independence
- Strategic change
- Impact
- Breadth
- Resource management
The combined score places a position within a range for each work level tier and corresponding indicative classification level.
Positions may sit anywhere within the points range which reflects the diversity of executive roles in each work level tier.
The tables below detail each factor, types of position attributes that are assessed and examples of information required.
1. Knowledge
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2. Relationships
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3. Judgement and risk
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4. Independence
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5. Strategic change
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6. Impact
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7. Breadth
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8. Resource management
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Work streams
Show moreWork streams describe typical duties and responsibilities at each classification level and help validate work level factors. There are 6 key functional work streams of public sector work.
Work stream | Definition |
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Delivery | The most significant contribution of positions is service delivery. This may include development of delivery responses for policy objectives within a sector, or delivery of services within an agency (such as financial, human resources or IT). This stream also includes many operational positions. |
Policy | The most significant contribution of positions is the provision of policy formulation, implementation and advice. This advice reflects research, analysis and stakeholder views obtained through consultations; and articulation of policy in policy statements, regulatory or financial measures and legislation. |
Portfolio and program | The most significant contribution of positions is planning, management and ongoing implementation of significant project and program initiatives. |
Regulatory | The most significant contribution of positions is information gathering and risk assessment, and design and implementation of compliance and enforcement programs within a legislative/governance framework. |
Professional/specialist | The most significant contribution of positions is provision of technical, professional, specialist or strategic advice with a commensurate level of complexity and risk; and accountability for impact/outcomes. This advice has a primary influence on adopted strategies, policies, plans and targets in terms of effectiveness or efficiency. |
CEO | Positions are defined as public sector chief executive officers (CEOs) or chief employees (s44 (2) PSM Act). Positions have responsibility for leading and providing strategic direction to the whole agency and are typically the highest ranking executive. They report on the status of the agency, ensure it remains viable and its structures, processes, functions and strategies are fit for purpose. A CEO reports to a Minster/s and may also report to and exercise the delegated authority of a board. |