7. The method is based on geometric
scales, i.e. that steps in the factors (= main characteristics) are always ordered according to the principle that a higher stage is always a certain % higher than the previous one. In the Hay method this is 15%
(which causes series of numbers to double after 5 steps). This methodical approach was devised by S. Burk in 1938 (ref 1951, 1957) and appeals to the feeling that "1 euro more may be interesting at a lower salary level, but makes no impression at a higher salary level"; the increase must be percentage.
Originally the factors had different percentages,
but already in 1948 (ref) they had reached the point where one and the same percentage was used, namely 15% - according to E. Hay (1957) actually practical reasons
because working with different percentages proved to be too cumbersome in practice (ref 1950).
8. The 3 factors KH, PS and AC are divided into sub-factors but, unlike other job evaluation systems, no points are awarded to them. As a result, the Hay system is not a 'point system' (ref. 1951 Hay & Purves, 1954).
9. The system is, because of the step concept, pt 5, a 'discrete' system, ie small differences in job content do not matter.
There has to be a explainable difference
are between the feature and the heavier variant.
For example, if a KH factor scores 100, the score cannot be increased to 101 points, for example because the employee has followed a course. There must be such a higher KH that it is generally recognized within the organization. The score is then increased by 15%, in this case to 115 points. (So you cannot 'nibble on points' to get to a higher scale). E. Hay and D. Purves define it steps concept
as follows (scan 1951, opposite):