1. Job Evaluation
Old, Bold or a Story UntoldMarcus Downing
Hay Group
2. ContentWhat is Job Evaluation?
Job Evaluation Processes and Guidelines
Job Evaluation and Pay
Setting Reward Structures Using Job Evaluation
Job Evaluation and Salary Management
Job Evaluation Benefits
Job Evaluation Risks and Considerations
3. What is Job Evaluation?
4. What is Job Evaluation?Job Evaluation is a systematic process for ranking or rating jobs logically and fairly by
comparing job against job or against a pre-determined scale to determine the relative importance of jobs to an organisation.
Which is to say that Job Evaluation … …IS
Comparative
Judgemental
Structured
Job CentredIS Not
Absolute
Scientific
Unstructured
Person Focused
5. Possible Applications for Job Evaluation JOB EVALUATIONRewardOrganisational AnalysisGradingCareer DevelopmentSuccession PlanningIdentifying ‘gaps’ in the structureUnderstand relationships between rolesLink to market dataUnderstanding possible career pathsUnderpin the framework
11. Elements of SizingDepth & Rangeof
Know-How
Planning &Organising
Communicating &InfluencingFreedom
to Act
Nature of
Impact
Area of
Impact
(Magnitude)Thinking
Environment
Thinking
ChallengePROBLEM SOLVINGKNOW-HOWACCOUNTABILITY++=TOTAL SIZE
12. (本页无文本内容)
13.
LEVEL
151666645554553353212361515159121212912127711732160272727152121211621211212181243288424242223232322432321818251854512060606030454545344545252525660156396060604660607196496082406015. Emotional effort2. Knowledge, training & experience3. Analytical skills4. Planning and organisation skills5. Physical skills6. Responsibility – Patient/client care7. Responsibility – Policy and service8. Responsibility – Financial and physical9. Responsibility – Staff/HR leadership, training10. Responsibility – Information resources 11. Responsibility – R&D 12. Freedom to act13. Physical effort 14. Mental effort1. Communication & relationship skills16. Working conditions
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15. Job ClassificationSlot jobs into grades by comparing whole job with a scale in the form of a hierarchy of grade definitions
The Process
Number and characteristics of grades are defined
Grade definitions to include factors like skills, experience, accountability
Usually only a few grades (differentiation a problem if too many)AXxxxxxxxBXxxxxxxxCXxxxxxxxDXxxxxxxx
16. Job Evaluation Processes
and Guidelines
17. Guidelines in Job EvaluationThe job as it is now
18. Guidelines in Job EvaluationThe job as it is nowFully acceptable Performance
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20. Guidelines in Job EvaluationThe job as it is nowFully acceptable PerformanceThe Job & NOT the Person
21. Guidelines in Job EvaluationThe job as it is nowFully acceptable PerformanceThe Job & NOT the PersonAim for
Consensus
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23. Guidelines in Job EvaluationThe job as it is nowDisregard current pay & statusFully acceptable PerformanceThe Job & NOT the PersonAim for
Consensus
24. Guidelines in Job EvaluationThe job as it is nowDisregard current pay & statusFully acceptable PerformanceThe Job & NOT the PersonNo understanding No EvaluationAim for
Consensus
25. Jobs Exist In A ContextChanges to one job affect those around them
jobs are intimately related to those around them
26. Job Family Evaluation Process Review Business
InformationEvaluation
Method Job InformationJudgement Record of
Reasons Apply Conclusions Business
Input
27. Job Evaluation and Pay
28. The All–Time Enemy of Job Evaluation……..
29. Some factors influencing pay PayProfit ShareDept. PerformanceCompany PerformanceLength of serviceMarket
PositioningIndividual PerformanceMarket
ComparisonInternal relativityPay “heritage”Job size
30. Setting Reward Structures Using JE
31. JOB ANALYSIS
Job DescriptionsJOB EVALUATION
Process
Methodology
ResultsREWARD STRUCTURE
Number
Width
PositioningPAY STRUCTURE
Policy
Practice
RangesPAY PROGRESSION
Market Positioning
Corporate Performance
Individual PerformanceSetting Up Reward Structures for Base Pay
32. Job FamiliesA job family describes a number of roles which are engaged in a similar or related kind of work.
Job family modelling is a process of work analysis and definition which identifies the levels within a family, and defines accountabilities, performance measures and skills for each level of work.
A completed job family considers how many levels of that type of work there are and describes the key factors which differentiate one level from the next.
33. Using Job Evaluation to Size Job FamiliesEvaluation Scores
Job Family
Generic Level A
Generic Level B
Generic Level C
Generic Level D
Generic Level EJob Family Levels Accountabilities
…………….
…………….
…………….Knowledge & Skills
…………….
…………….
…………….Performance Criteria
…………….
…………….
…………….
34. Using Job Evaluation to Size Job Families
Levels Defined
Using
Chosen
Evaluation
MethodologyJFM 1JFM 2JFM 3 JFM 4
35. Using Job Evaluation to Set Grading Structures
Finance & ITFinance
Director Tech MgrSystems MgrFinancial ControllerT, F H&S
AsstFinance AdminT, F, H&S
Mgr Credit Control
MgrFinance
AsstSystems AnalystAsst DeveloperIT Support
Asst
36. Using Job Evaluation to Set Grading Structures
Finance & ITFinance
Director Tech MgrSystems MgrFinancial ControllerT, F H&S
AsstFinance AdminT, F, H&S
Mgr Credit Control
MgrFinance
AsstSystems AnalystAsst DeveloperIT Support
Asst
37. Using Job Evaluation to Set Grading Structures
Finance & ITFinance
Director Tech MgrSystems MgrFinancial ControllerT, F H&S
AsstFinance AdminT, F, H&S
Mgr Credit Control
MgrFinance
AsstSystems AnalystAsst DeveloperIT Support
Asst
38. Using Job Evaluation For
Salary Management
39. %
40. JE Benefits
41. Possible BenefitsA structured framework for pay and grading
Greater clarity and transparency for employees
Identify and tackle anomalies
Improved fairness and better equal value protection
Access to market data to inform cost effective decisions on pay
42. Possible Benefits (2)Sensitive in measuring job differences
Enables comparison of dissimilar jobs
Enables benchmarking against jobs outside the organisation as well as reflecting hierarchies internally
Is able to reflect jobs as they change with time
Help to improve recruitment and retention for targeted areas within your business
Provide clear development pathways for your employees
43. JE Risks and Considerations
44. Possible Risks Fears that salary costs will rise
Administrative/process costs rise
There is no fit with the strategic agenda
There are no positive benefits for stakeholders
The organisation takes on too much
45. Implementation Considerationsthe need for and possible problems in getting union involvement
the need for and problems in getting wider business involvement
the need to have appeals processes which do provide a safety valve but don't take up a lot of time
the critical nature of communications to success
46. Implementation Considerations (cont…)the requirement to look closely at the new pay policy: what to pay for; the role of increments and the basis for progression etc
the difficulties of getting managers to buy in to a new way of working, and of raising their capability to deal with pay and performance processes
the fact that all this attention to grading and pay will raise expectations, and so the big risk is that change leaves large numbers disappointed.
47. Questions
48. Contact/Presentation details
Marcus Downing
Hay Group Ltd
0788 411 0669
0207 856 7027
Marcus_Downing@Haygroup.com
http://www.haygroup.co.uk/Events/Events.asp