In the pursuit of assessing potential capability for work it is necessary to measure both the individual’s ability and the level of work to be completed. The latter can be particularly problematic for organistaions, with complicated, time-consuming observation methods providing measures of work complexity that remain subjective to some degree (job Evaluation).
The time-span of discretion model, as described by Elliot Jaques (1), offers a solution to such problems by providing an objective measure of work complexity for a given role.
The model focuses on the longest length of time taken to complete discretionary work, or unsupervised tasks carried out on the initiative of the worker. So, for example, if the longest discretionary task in a given role has a 12-month target completion time, the time-span of discretion of the role is 12-months. The discretionary component reflects the level of responsibility involved, and an objective measurement of complexity is obtained.
This means that the relative complexity of unconnected jobs can be compared between departments, companies and even industries. Furthermore, independent, controlled research studies by Richardson (2) and Boals (3) revealed high level of validity and reliability for the measure, with correlation coefficients of .86 to .95 between time-span of discretion and experienced weight of responsibility.
Role Comparisons
Jaques found that, in a managerial hierarchy, the time-span of dicsretion rises steadily with the position of the employee. The time span of discretion for an administrative role may be 1 hour, while that of a company director may exceed 15 years. The following table illustrates how time-span of discretion can vary between roles.
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The implications for talent management are clear. To be successful in a role, the individual must have the potential to cope with the level of complexity involved. For example, somebody who can analyse trends but is not yet able to plan ahead for contingencies and alternatives could be described as having potential capability at the Graduate Entry Officer/ Analyst Level. The organisation therefore needs assessment procedures that can identify individuals for its talent pool based on their capacity for mental complexity.
1. Jaques (1956) Measurement of Responsibility
2. Richardson (1974) Fair Pay and Work
3. Boals (1992) The Information Age as an Un-Informing Social Ideology
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