1、,Job EvaluationOld, Bold or a Story Untold,Marcus DowningHay Group,Content,What is Job Evaluation?Job Evaluation Processes and GuidelinesJob Evaluation and PaySetting Reward Structures Using Job EvaluationJob Evaluation and Salary ManagementJob Evaluation Benefits Job Evaluation Risks and Considerat
2、ions,What is Job Evaluation?,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 Evaluati
3、on ,IS Comparative Judgemental Structured Job Centred,IS Not Absolute Scientific Unstructured Person Focused,Possible Applications for Job Evaluation,JOB EVALUATION,Reward,Organisational Analysis,Grading,Career Development,Succession Planning,Identifying gaps in the structure,Understand relationship
4、s between roles,Link to market data,Understanding possible career paths,Underpin the framework,Job Ranking,Job Ranking,Elements of Sizing,Depth & Rangeof Know-HowPlanning &OrganisingCommunicating &Influencing,Freedomto ActNature of ImpactArea ofImpact(Magnitude),ThinkingEnvironmentThinkingChallenge,
5、PROBLEM SOLVING,KNOW-HOW,ACCOUNTABILITY,+,+,=,TOTAL SIZE,15. Emotional effort,2.Knowledge, training & experience,3.Analytical skills,4.Planning and organisation skills,5.Physical skills,6.Responsibility Patient/client care,7.Responsibility Policy and service,8.Responsibility Financial and physical,9
6、.Responsibility Staff/HR leadership, training,10. Responsibility Information resources,11. Responsibility R&D,12. Freedom to act,13. Physical effort,14. Mental effort,1.Communication & relationship skills,16. Working conditions,Job Classification,Slot jobs into grades by comparing whole job with a s
7、cale in the form of a hierarchy of grade definitionsThe ProcessNumber and characteristics of grades are definedGrade definitions to include factors like skills, experience, accountability Usually only a few grades (differentiation a problem if too many),Job Evaluation Processes and Guidelines,Guidel
8、ines in Job Evaluation,The job as it is now,Guidelines in Job Evaluation,The job as it is now,Fully acceptable Performance,Guidelines in Job Evaluation,The job as it is now,Fully acceptable Performance,The Job & NOT the Person,Guidelines in Job Evaluation,The job as it is now,Fully acceptable Perfor
9、mance,The Job & NOT the Person,Aim forConsensus,Guidelines in Job Evaluation,The job as it is now,Disregard current pay & status,Fully acceptable Performance,The Job & NOT the Person,Aim forConsensus,Guidelines in Job Evaluation,The job as it is now,Disregard current pay & status,Fully acceptable Pe
10、rformance,The Job & NOT the Person,No understanding No Evaluation,Aim forConsensus,Jobs Exist In A Context,Changes to one job affect those around themjobs are intimately related to those around them,Job Family Evaluation Process,Review,BusinessInformation,EvaluationMethod,Job Information,Judgement,R
11、ecord of Reasons,Apply Conclusions,BusinessInput,Job Evaluation and Pay,The AllTime Enemy of Job Evaluation.,Some factors influencing pay,Pay,Profit Share,Dept. Performance,Company Performance,Length of service,MarketPositioning,Individual Performance,MarketComparison,Internal relativity,Pay “herita
12、ge”,Job size,Setting Reward Structures Using JE,JOB ANALYSIS Job Descriptions,JOB EVALUATION Process Methodology Results,REWARD STRUCTURE Number Width Positioning,PAY STRUCTURE Policy Practice Ranges,PAY PROGRESSION Market Positioning Corporate Performance Individual Performance,Setting Up Reward St
13、ructures for Base Pay,Job Families,A 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 sk
14、ills 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.,Using Job Evaluation to Size Job Families,Evaluation Scores,Job Family Generic Level A Generic Level B Generic Level
15、C Generic Level D Generic Level E,Job Family Levels,Accountabilities . . .,Knowledge & Skills . . .,Performance Criteria . . .,Using Job Evaluation to Size Job Families,Levels DefinedUsing ChosenEvaluationMethodology,JFM 1,JFM 2,JFM 3,JFM 4,Using Job Evaluation to Set Grading Structures,Finance & IT
16、,Using Job Evaluation to Set Grading Structures,Finance & IT,Using Job Evaluation to Set Grading Structures,Finance & IT,Using Job Evaluation For Salary Management,JE Benefits,Possible Benefits,A structured framework for pay and grading Greater clarity and transparency for employeesIdentify and tack
17、le anomaliesImproved fairness and better equal value protectionAccess to market data to inform cost effective decisions on pay,Possible Benefits (2),Sensitive in measuring job differences Enables comparison of dissimilar jobsEnables benchmarking against jobs outside the organisation as well as refle
18、cting hierarchies internallyIs able to reflect jobs as they change with timeHelp to improve recruitment and retention for targeted areas within your businessProvide clear development pathways for your employees,JE Risks and Considerations,Possible Risks,Fears that salary costs will rise Administrati
19、ve/process costs rise There is no fit with the strategic agenda There are no positive benefits for stakeholders The organisation takes on too much,Implementation Considerations,the need for and possible problems in getting union involvementthe need for and problems in getting wider business involvem
20、ent the need to have appeals processes which do provide a safety valve but dont take up a lot of timethe critical nature of communications to success,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
21、progression etcthe difficulties of getting managers to buy in to a new way of working, and of raising their capability to deal with pay and performance processesthe fact that all this attention to grading and pay will raise expectations, and so the big risk is that change leaves large numbers disappointed.,Questions,Contact/Presentation details,Marcus DowningHay Group Ltd0788 411 06690207 856 7027Marcus_DowningHhttp:/www.haygroup.co.uk/Events/Events.asp,
