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Border Services Groups (FB) - Job Evaluation Standard

Table of Contents

Introduction

The classification standard for the Border Services group is a point-rating job evaluation plan that includes an introduction, the definition of the Border Services occupational group, the rating scale and level point boundaries.

Point rating is an analytical, quantitative method of determining the relative values of jobs. Point-rating plans define characteristics or elements common to the jobs being evaluated, define degrees of each element and allocate point values to each degree. The total value determined for each job is the sum of the point values assigned by the evaluators.

Application Guidelines

The Border Services classification standard must be used in conjunction with the "Application Guidelines" document. This reference tool has been developed to assist evaluators in understanding and applying the Border Services classification standard in order to appropriately and consistently evaluate Border Services work.

Elements

Ten elements are used in this job evaluation plan. Each element contains a number of degrees that describe the various levels of work that may be present in FB jobs.

Element Weighting

The importance of the characteristics of work in terms of assessing the relative value of each element is reflected in the maximum point values assigned to the elements.

Each element in the FB standard is designed as a continuum of value, ranging from low to high. The overall value of a given job using this system is therefore the sum of the points for each selected rating in each element.

Elements Percentage of Total Points Maximum Point Values
Knowledge 17.0% 170
Analytical Skills 15.0% 150
Communication Skills 10.0% 100
Interaction 15.0% 150
People and Operational Management 15.0% 150
Decision Making 20.0% 200
Physical Effort 3.0% 30
Sensory Effort 1.0% 10
Risk to Health 2.0% 20
Work Environment 2.0% 20
Total 100.0% 1000

Rating Scale Summary

Elements Degree Points
1
Knowledge		 2
Analytical Skills		 3
Communication Skills		 4
Interaction		 5
People and Operational Management		 6
Decision Making		 7
Physical
Effort		 8
Sensory Effort		 9
Risk to Health		 10A
Work Environment
(Psychological)		 10B
Work Environment
(Physical)
One-Dimensional Elements 1 17 15 10 15 10 20 1 2 2 2
2 30 30 25 35 30 30 4 10 6 10
3 50 50 45 70 80 60 10 20 10
4 80 80 70 110 125 100
5 135 115 100 150 150 140
6 170 150 175
7 200
Two-Dimensional Element A1 1
A2 2
A3 5
B1 1
B2 3
B3 10
C1 1
C2 10
C3 30
Weight Total =
100%		 17.0% 15.0% 10.0% 15.0% 15.0% 20.0% 3.0% 1.0% 2.0% 1.0% 1.0%

Point Boundaries

Level Min Max Spread
1 96 185 90
2 186 290 105
3 291 400 110
4 401 510 110
5 511 620 110
6 621 730 110
7 731 850 120
8 851 1000 150

Border Services Group Definition

The Border Services Group comprises positions in the Canada Border Services Agency that are primarily involved in the planning, development, delivery, or management of the inspection and control of people and goods entering Canada.

Inclusions

Notwithstanding the generality of the foregoing, for greater certainty, it includes positions that have, as their primary purpose, responsibility for one or more of the following activities:

  1. determining the admissibility of people or goods entering Canada;
  2. post-entry verification of people or goods that have entered Canada;
  3. arresting, detaining or removing those people who may be in violation of Canada's laws;
  4. investigating the illegal entry of people or goods;
  5. conducting intelligence activities related to the monitoring, inspection or control of people or goods entering Canada;
  6. developing Canada Border Services Agency operational directives to be followed in carrying out the above activities; and
  7. the leadership of any of the above activities.

Exclusions

Positions excluded from the Border Services Group are those whose primary purpose is included in the definition of any other group or those in which one or more of the following activities is of primary importance:

  1. the collecting, recording, arranging, transmitting and processing of information, the filing and distribution of information holdings, and the direct application of rules and regulations; or
  2. the planning, development, delivery or management of government policies, programs, services or other activities directed to the public other than those involving the inspection and control of people and goods entering Canada.

Element 1 – Knowledge

This element measures the level of technical or domain knowledge of job-related concepts, principles, practices, processes or approaches, as well as contextual knowledge including knowledge of people, organizations, external circumstances, legislation, regulations, etc., required to perform the job in an effective manner. Such knowledge can be acquired through experience within and outside the Canada Border Services Agency.

The following is a description of the six degrees and the points allocated to each degree:

Degree Technical or domain knowledge Points
1

Requires knowledge of the practices, procedures, and techniques related to own job and job area. The job consists of a well-defined range of work and responsibilities. Knowledge is applied to specific and practical work situations.

 17
2

Requires working knowledge of delivery activities within a defined program or service area and a basic understanding of the operational and legislative contexts relative to the specific program or service delivery area. Knowledge is applied to specific and practical work situations.

 30
3

Requires full working knowledge of service delivery activities within a defined program or service area and a strong understanding of the relevant operational and legislative contexts related to the broader functional area or business line. Knowledge is applied to a wide variety and diversity of program or service delivery situations.

 50
4

Requires thorough knowledge of current theories, trends and practices in a relevant field of expertise, as well as a broad understanding of the current business context and direction. Knowledge is applied by adapting business concepts and principles to support program/policy development and service delivery, and the resolution of operational issues.

 80
5

Requires in-depth knowledge of a relevant field of expertise including knowledge and experience with operational management approaches. Requires a sound understanding of the various programs and services and how they fit together in the overall delivery of the business of the Agency.

 135
6

Requires extensive knowledge at the strategic level including knowledge of diverse disciplines and business processes related to public security, plus fully developed operational management expertise across varied and complex business contexts. Requires fully developed business know-how and an extensive understanding of the external environment, including the political, economic and socio-cultural conditions that impact the Agency's ability to achieve its mandate.

 170

Element 2 – Analytical Skills

This element captures the requirement in the work to gather, compile, research and analyze information. This element recognizes the increasing level of analytical skill that stems from factors such as the nature and complexity of the information, and the multiplicity and diversity of sources of information. Information includes both oral and written information. It refers to files, documents, knowledge of events and situations, and other data sources required to fulfill the job responsibilities.

The following is a description of the six degrees and points allocated to each degree:

Degree Work to gather, compile, research and analyze information Points
1

Reviews data or information to ensure accuracy and completeness, and processes information using well-defined processes or procedures within prescribed guidelines.

 15
2

Assesses information requirements. Determines information sources, and gathers and organizes information to input to further analyses. May require some additional fact-finding to supplement existing information.

 30
3

Compiles and synthesizes information from multiple and diverse sources to determine the best course of action in resolving individual issues/situations.

 50
4

Identifies patterns and trends, inconsistencies or missing pieces. Studies and evaluates a variety of information and analyses to formulate recommendations, provide advice or resolve client issues.

 80
5

Investigates, probes and integrates a diversity of complex information, analytical findings and previous analyses from a variety of sources in order to formulate recommendations on program design or delivery approaches or case treatment.

 115
6

Challenges existing frameworks and analyses. Identifies linkages and interplay with other program/operational/business areas, broader portfolio and/or business contexts in order to make recommendations for service delivery strategies and program direction.

 150

Element 3 – Communication Skills

This element captures the written and verbal communication skills required in carrying out the job responsibilities and measures the growth in communication skills required to convey messages. It is designed to capture all components of communications skill and includes messages conveyed through written and spoken words and anything used as an alternative such as pictures, graphical work, codes, etc.

The degree illustrations at each level in the table below are to be used as a guide in assigning the degree to the work, and are not to be considered as an exhaustive list.

Degree Written and verbal communication skills Points
1

This job requires basic communication skills to:

  • Relay straightforward fact-oriented verbal or written messages.
  • Complete forms or form-based documents.
  • Explain work procedures to co-workers.
  • Resolve straightforward client service situations, e.g., the completion of forms or missing information, procedural information related to processing, alternatives for compliance and processing avenues.
 10
2

This job requires developed communication skills to:

  • Conduct research interviews to collect straightforward information.
  • Compose original content for a variety of business documents such as summary briefs or analyses, operational status reports, etc.
  • Reformat and rearrange content prepared by others in the best way to convey the message, i.e., adapting and editing information.
 25
3

This job requires well-developed communication skills to:

  • Conduct investigation-style interviews.
  • Influence or persuade individual clients to come to resolution on a specific case/issue.
  • Consult and provide advice on program/operational delivery issues.
  • Represent the organization at public events, e.g., job fairs, information days, travel shows, etc.
 45
4

This job requires advanced communication skills to:

  • Conduct formal consultations on program/service/operational issues with stakeholders, partners, other government departments, or interest groups requiring influencing and negotiations skills.
  • Compose complex project proposals or business plans, specialized technical report or submissions.
  • Draft sections of more complex reports or other specialized documentation in support of broader submissions.
  • Facilitate sensitive or complex group discussions.
  • Present and defend highly technical analyses and arguments on individual issues to a variety of audiences in challenging circumstances.
  • Present key issues on broad initiatives or key messages about organizational initiatives outside area of expertise.
 70
5

This job requires extensive communication skills to:

  • Officially present, defend or advocate the Agency's strategic position on complex sensitive issues of significant importance to the organization as a whole.
  • Lobby, persuade and negotiate on highly complex or sensitive strategic program and operational issues with a variety of stakeholders.
  • Compose strategy papers or strategic business cases/reports.
 100

Element 4 – Interaction

Every job interacts with a variety of contacts within and outside the organization on a daily basis for a variety of purposes. This element recognizes the increasing level of responsibility for interaction that stems from the complexity and difficulty of situations, the sensitivity of issues encountered, and the variety of opinions and interests to be reconciled. This element does not value the level or importance of the persons(s) with whom the job exchanges contact, but rather the purpose of contacts the job is typically required to have.

The following is a description of the five degrees and the points allocated to each degree:

Degree Responsibility for interaction Points
1

The job is responsible for:

  • Exchanging, providing or seeking straightforward information.
  • Responding to non-routine requests for information requiring questioning in order to understand/clarify and fulfill information needs.
 15
2

The job is responsible for:

  • Presenting, explaining or providing interpretation of technical information.
  • Sharing expertise to resolve problems or advance issues.
 35
3

The job is responsible for:

  • Probing or exploring problems or client situations. Problems or situations are typically more sensitive, objectives of information are not forthcoming and the interaction may be contentious in nature. Requires questioning/consultation in order to extract required information and bring issues to resolution.
 70
4

The job is responsible for:

  • Promoting and advocating positions and policies within and outside the organization in order to achieve collaboration, consensus or resolution to meet broad program and operational objectives.
 110
5

The job is responsible for:

  • Persuading others and influencing the setting and achievement of strategic objectives. Requires extensive horizontal management within and outside the organization to advance broad organizational and business interests.
 150

Element 5 – People and Operational Management

The People and Operational Management element measures the responsibility for planning, leading and being accountable for resources assigned for the achievement of the work. This element recognizes that thecomplexity of the people and operational management responsibility increases with factors such as size, diversity and multiplicity of operations i.e. functions, programs, service areas and geographic sites, fluctuating workforce, as well as the increasing challenge of managing through, and being accountable for, multiple layers of management.

The following is a description of the five degrees and the points allocated to each degree:

Degree Responsibility for planning, leading and being accountable for resources assigned Points
1

Responsible for working with others and contributing to the maintenance of a shared team spirit, and assisting colleagues in adapting to the work environment including explaining or demonstrating work functions or processes. May be required to lead ad hoc work teams including the selection of team members, sharing of knowledge and experience from relevant area of expertise, and ensuring quality of deliverables through active monitoring.

 10
2

Responsible for formal people supervision. Required to develop work plans and priorities and adjust team members' priorities and workloads to meet shifting demands. Ensures quality of deliverables through active monitoring, feedback and performance evaluation. Some performance issues are handled directly; however, more complex situations are referred to more senior managers.

 30
3

Responsible for the management of people formally assigned to the delivery of a program/service area and may include the management of subordinate supervisors. Required to establish human resources plans, standards, and priorities, modify operating procedures, allocate and adjust resources and workloads to meet changes in priorities and/or volume and measure and manage operational results and employee performance.

 80
4

Responsible for managing people and operations in the delivery of a program/service area involving managing through a subordinate layer of management. Involves long-term planning, directing and controlling of physical, financial and human resources to meet program or major goals. Coordinates major functions, establishes broad priorities and division of responsibility and allocates resources.

 125
5

Responsible for managing people and operations in the delivery of a program/service area involving managing through multiple subordinate layers of management. Involves significant planning, directing and controlling of physical, financial and human resources, and more complex operations that typically involve a multiplicity and/or diversity of major programs or functions, layers of management accountability, fluctuating workforces, and geographic dispersion.

 150

Element 6 – Decision Making

This element recognizes the increasing level of responsibility for decision making that stems from the level of judgement and latitude applied in making decisions, and the impact of the decisions made. Decisions can be policy, program development, program/service delivery or compliance in nature and can include human, financial or physical resources. For the purposes of this element, a decision should be interpreted in its broadest sense to include substantive expert recommendations or advice.

The following is a description of the seven degrees and the points allocated to each degree.

Degree Responsibility for decision making Points
1

Decisions are issue specific and straightforward in nature. Guidance is available in the form of supervisory support and advice, and standard instructions and operational procedures. Selects the appropriate approach from a predetermined set of options.

 20
2

Decisions impact the activities of the immediate work team. Guidance is in the form of established procedures and protocols and decisions are related to ensuring the day-to-day operational tasks of the team are met.

 30
3

Decisions impact how individual situations will be dealt with and there is some latitude in determining the approach to resolving issues and making recommendations or final decisions. Decisions are based on observation, guidelines, regulations and established precedents. Interpretation is required in determining the appropriate approach or course of action.

 60
4

Decisions impact how program operational or case-related issues will be managed, and there is significant latitude in determining the approach to resolving issues and making recommendations. Decisions are based on extensive research, review, interpretation and challenge of established precedents, and require considerable judgement and interpretation in dealing with a variety of diverse and complex cases.

 100
5

Decisions impact the implementation and delivery of programs and services. Decisions require autonomy and independence and are typically related to the organization and coordination of program service objectives.

 140
6

Decisions impact the overall determination of approaches to program development or delivery within a variety of integrated operations or program/project areas. Decisions are based on significant managerial or subject matter expertise.

 175
7

Decisions impact the establishment and achievement of broad operational objectives. Decisions at this level typically affect how the component program/operational areas will achieve the Agency's overall objectives.

 200

Element 7 – Physical Effort

The following element measures the physical effort required to perform the job. The variables associated with this element are:

  • the intensity of the effort (i.e. the degree of physical energy or exertion required), and
  • the frequency of the physical demands (i.e. how often the job is expected to perform the effort).
This element considers all factors that contribute to physical fatigue in the performance of the job. It does not consider the physical fitness of the individual performing the job, rather only the relative levels of physical effort required by Border Services jobs.

To decide on the appropriate degree in this element, intensity should be considered first, (i.e. is the effort required light, moderate or heavy) followed by the frequency (i.e. how often is the job required to exert this level of effort). Select the single highest normal level of physical effort that applies to the job, and ensure that the effort is a formal requirement of the job.

The following table provides a description of the degrees and points allocated to each degree:

Intensity of Effort Frequency
Rarely Occasionally Regularly
A. Light Physical Effort
  • Refers to prolonged sitting, standing, bending, reaching with limited opportunity or freedom to shift activity or position, or
  • Carrying/lifting/moving objects weighing less than 5 kilograms, or
  • Prolonged light machinery/equipment work.
 1 2 5
B. Moderate Physical Effort
  • Refers carrying/lifting/moving objects weighing between 5 and 20 kilograms, or
  • heavy machinery/equipment work, or
  • working in an awkward position requiring moderate physical exertion and discomfort.
 1 3 10
C. Heavy Physical Effort
  • Refers to carrying/lifting/moving objects weighing more than 20 kilograms, or
  • carrying/lifting/moving/restraining people.
 1 10 30

Element 8 – Sensory Effort

The following element measures the sensory effort required to perform the job by considering the frequency of this type of effort. Frequency is defined as how often the job is expected to perform the effort.

This element considers all factors that contribute to fatigue or strain associated with intense or continuous use of the senses in the performance of the job. It does not consider the skill of the individual performing the job, rather only the relative levels of sensory effort required by Border Services jobs.

In applying this element, consider the frequency of sensory effort required in the job and provide a rating. The assumption for this type of effort is that the job requires it to be performed on a prolonged basis.

The following is a description of the three degrees and the points allocated to each degree:

Degree Sensory Effort Points
1

Rarely requires prolonged use of senses with limited opportunity or freedom to rest or shift activity.

 1
2

Occasionally requires prolonged use of senses with limited opportunity or freedom to rest or shift activity.

 4
3

Regularly requires prolonged use of senses with limited opportunity or freedom to rest or shift activity.

 10

Element 9 - Risk to Health

Risk to Health measures the exposure to unavoidable risks or hazards to health resulting directly from the performance of work. Injuries could include scrapes, cuts, burns, injuries from falls, injuries from moving, lifting, or operating vehicles or heavy equipment, handling dangerous substances, etc.

This element captures only those risks remaining after the application of normal safety precautions. Normal safety precautions are those in place to eliminate or control exposure to risks to health. They can include, but are not limited to, ergonomic furniture, mandated breaks, work standards or protocols, and protective clothing or equipment. The risk to health is a function of the unpredictability or lack of control over the inherent risks in the work environment.

Work performed in the Public Service of Canada is subject to legislated and procedural health and safety precautions, required by the applicable federal legislation on health and safety in the workplace. Working tools and locations are designed to meet or exceed accepted tolerances for occupational health and safety, and to eliminate or reduce exposure to risks to health. This element measures the inherent risk remaining in the work assuming all such measures are in place and all appropriate practices are followed.

The following is a description of the three degrees and the points allocated to each degree:

Degree Unavoidable risks or hazards to health Points
1

Work is performed in a highly controlled environment and exposure to accidents, injuries or illness is minimal. The work is not imminently dangerous and risks can be readily managed through the application of preventative measures (e.g. taking rest breaks, proper posture, etc.).

 2
2

Work is performed in a controlled environment and may involve greater exposure to risks by nature of working with or around heavy equipment or potential involvement in charged or contentious situations that may result in a risk to health. Risks in the work cannot be readily managed and the potential for accidents, injuries, or illness remains despite precautions.

 10
3

Work is performed in a less controlled environment and involves exposure to potentially dangerous situations as a result of working with dangerous substances and in highly unpredictable situations. The nature of the work is such that there is a potential for serious accidents, injuries or illness and risks cannot be managed due to the unpredictability of such situations.

 20

Element 10 - Work Environment

This element measures the physical and psychological surroundings or conditions under which the work must be performed and the extent to which they make the job unpleasant. Below is a list of the psychological and physical elements that may be found in the work environment.

This element assumes that the organization is in compliance with all current legislation and standards governing the work environment. Do not consider the inefficiencies of heating, cooling and ventilation systems.

The following are descriptions of the degrees and the points allocated to each degree. Both components must be rated separately.

A- Psychological conditions include exposure to the following:
Degree Physical and psychological surroundings Points
1 Lack of control over pace of work, multiple or competing demands, changing deadlines and priorities, disruption to normal work and personal life due to frequent travel or jetlag. 2
2 Disagreeable, abusive interactions with people; hostile, or confrontational situations. 6
3 Disturbing sights and sounds (pornography, hate propaganda, accounts of persecution and torture, etc). 10
B- Physical conditions include exposure to the following:
Degree Physical and psychological surroundings Points
1 Glare from computer screens; noise from office equipment or surrounding office conversations; closed office environment; or open-concept office, etc. 2
2 Wearing cumbersome or protective clothing, fumes/vehicle exhaust, working outside in adverse weather conditions, confined space, grease, oil, noxious odours (e.g. harmful, toxic, poisonous, chemical residue); or exposure to human waste, exposure to potentially infectious substances or persons. 10

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