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1、 JobEvaluationOld BoldoraStoryUntold MarcusDowningHayGroup Content WhatisJobEvaluation JobEvaluationProcessesandGuidelinesJobEvaluationandPaySettingRewardStructuresUsingJobEvaluationJobEvaluationandSalaryManagementJobEvaluationBenefitsJobEvaluationRisksandConsiderations WhatisJobEvaluation WhatisJob
2、Evaluation JobEvaluationisasystematicprocessforrankingorratingjobslogicallyandfairlybycomparingjobagainstjoboragainstapre determinedscaletodeterminetherelativeimportanceofjobstoanorganisation WhichistosaythatJobEvaluation ISComparativeJudgementalStructuredJobCentred ISNotAbsoluteScientificUnstructur
3、edPersonFocused PossibleApplicationsforJobEvaluation JOBEVALUATION Reward OrganisationalAnalysis Grading CareerDevelopment SuccessionPlanning Identifying gaps inthestructure Understandrelationshipsbetweenroles Linktomarketdata Understandingpossiblecareerpaths Underpintheframework JobRanking JobRanki
4、ng ElementsofSizing Depth RangeofKnow HowPlanning OrganisingCommunicating Influencing FreedomtoActNatureofImpactAreaofImpact Magnitude ThinkingEnvironmentThinkingChallenge PROBLEMSOLVING KNOW HOW ACCOUNTABILITY TOTALSIZE 15 Emotionaleffort 2 Knowledge training experience 3 Analyticalskills 4 Plannin
5、gandorganisationskills 5 Physicalskills 6 Responsibility Patient clientcare 7 Responsibility Policyandservice 8 Responsibility Financialandphysical 9 Responsibility Staff HRleadership training 10 Responsibility Informationresources 11 Responsibility R D 12 Freedomtoact 13 Physicaleffort 14 Mentaleff
6、ort 1 Communication relationshipskills 16 Workingconditions JobClassification SlotjobsintogradesbycomparingwholejobwithascaleintheformofahierarchyofgradedefinitionsTheProcessNumberandcharacteristicsofgradesaredefinedGradedefinitionstoincludefactorslikeskills experience accountabilityUsuallyonlyafewg
7、rades differentiationaproblemiftoomany JobEvaluationProcessesandGuidelines GuidelinesinJobEvaluation Thejobasitisnow GuidelinesinJobEvaluation Thejobasitisnow FullyacceptablePerformance GuidelinesinJobEvaluation Thejobasitisnow FullyacceptablePerformance TheJob NOTthePerson GuidelinesinJobEvaluation
8、 Thejobasitisnow FullyacceptablePerformance TheJob NOTthePerson AimforConsensus GuidelinesinJobEvaluation Thejobasitisnow Disregardcurrentpay status FullyacceptablePerformance TheJob NOTthePerson AimforConsensus GuidelinesinJobEvaluation Thejobasitisnow Disregardcurrentpay status FullyacceptablePerf
9、ormance TheJob NOTthePerson NounderstandingNoEvaluation AimforConsensus JobsExistInAContext Changestoonejobaffectthosearoundthemjobsareintimatelyrelatedtothosearoundthem JobFamilyEvaluationProcess Review BusinessInformation EvaluationMethod JobInformation Judgement RecordofReasons ApplyConclusions B
10、usinessInput JobEvaluationandPay TheAll TimeEnemyofJobEvaluation Somefactorsinfluencingpay Pay ProfitShare Dept Performance CompanyPerformance Lengthofservice MarketPositioning IndividualPerformance MarketComparison Internalrelativity Pay heritage Jobsize SettingRewardStructuresUsingJE JOBANALYSISJo
11、bDescriptions JOBEVALUATIONProcessMethodologyResults REWARDSTRUCTURENumberWidthPositioning PAYSTRUCTUREPolicyPracticeRanges PAYPROGRESSIONMarketPositioningCorporatePerformanceIndividualPerformance SettingUpRewardStructuresforBasePay JobFamilies Ajobfamilydescribesanumberofroleswhichareengagedinasimi
12、larorrelatedkindofwork Jobfamilymodellingisaprocessofworkanalysisanddefinitionwhichidentifiesthelevelswithinafamily anddefinesaccountabilities performancemeasuresandskillsforeachlevelofwork Acompletedjobfamilyconsidershowmanylevelsofthattypeofworkthereareanddescribesthekeyfactorswhichdifferentiateon
13、elevelfromthenext UsingJobEvaluationtoSizeJobFamilies EvaluationScores JobFamilyGenericLevelAGenericLevelBGenericLevelCGenericLevelDGenericLevelE JobFamilyLevels Accountabilities Knowledge Skills PerformanceCriteria UsingJobEvaluationtoSizeJobFamilies LevelsDefinedUsingChosenEvaluationMethodology JF
14、M1 JFM2 JFM3 JFM4 UsingJobEvaluationtoSetGradingStructures Finance IT UsingJobEvaluationtoSetGradingStructures Finance IT UsingJobEvaluationtoSetGradingStructures Finance IT UsingJobEvaluationForSalaryManagement JEBenefits PossibleBenefits AstructuredframeworkforpayandgradingGreaterclarityandtranspa
15、rencyforemployeesIdentifyandtackleanomaliesImprovedfairnessandbetterequalvalueprotectionAccesstomarketdatatoinformcosteffectivedecisionsonpay PossibleBenefits 2 SensitiveinmeasuringjobdifferencesEnablescomparisonofdissimilarjobsEnablesbenchmarkingagainstjobsoutsidetheorganisationaswellasreflectinghi
16、erarchiesinternallyIsabletoreflectjobsastheychangewithtimeHelptoimproverecruitmentandretentionfortargetedareaswithinyourbusinessProvidecleardevelopmentpathwaysforyouremployees JERisksandConsiderations PossibleRisks FearsthatsalarycostswillriseAdministrative processcostsriseThereisnofitwiththestrategicagendaTherearenopositivebenefitsforstakeholdersTheorganisationtakesontoomuch ImplementationConsiderations theneedforandpossibleproblemsingettingunioninvolvementtheneedforandproblemsingettingwiderbus
