JobEvaluationOld BoldoraStoryUntold MarcusDowningHayGroup Content WhatisJobEvaluation JobEvaluationProcessesandGuidelinesJobEvaluationandPaySettingRewardStructuresUsingJobEvaluationJobEvaluationandSalaryManagementJobEvaluationBenefitsJobEvaluationRisksandConsiderations WhatisJobEvaluation WhatisJobEvaluation JobEvaluationisasystematicprocessforrankingorratingjobslogicallyandfairlybycomparingjobagainstjoboragainstapre determinedscaletodeterminetherelativeimportanceofjobstoanorganisation WhichistosaythatJobEvaluation ISComparativeJudgementalStructuredJobCentred ISNotAbsoluteScientificUnstructuredPersonFocused PossibleApplicationsforJobEvaluation JOBEVALUATION Reward OrganisationalAnalysis Grading CareerDevelopment SuccessionPlanning Identifying gaps inthestructure Understandrelationshipsbetweenroles Linktomarketdata Understandingpossiblecareerpaths Underpintheframework JobRanking JobRanking ElementsofSizing Depth RangeofKnow HowPlanning OrganisingCommunicating Influencing FreedomtoActNatureofImpactAreaofImpact Magnitude ThinkingEnvironmentThinkingChallenge PROBLEMSOLVING KNOW HOW ACCOUNTABILITY TOTALSIZE 15 Emotionaleffort 2 Knowledge training experience 3 Analyticalskills 4 Planningandorganisationskills 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 Mentaleffort 1 Communication relationshipskills 16 Workingconditions JobClassification SlotjobsintogradesbycomparingwholejobwithascaleintheformofahierarchyofgradedefinitionsTheProcessNumberandcharacteristicsofgradesaredefinedGradedefinitionstoincludefactorslikeskills experience accountabilityUsuallyonlyafewgrades differentiationaproblemiftoomany JobEvaluationProcessesandGuidelines GuidelinesinJobEvaluation Thejobasitisnow GuidelinesinJobEvaluation Thejobasitisnow FullyacceptablePerformance GuidelinesinJobEvaluation Thejobasitisnow FullyacceptablePerformance TheJob NOTthePerson GuidelinesinJobEvaluation Thejobasitisnow FullyacceptablePerformance TheJob NOTthePerson AimforConsensus GuidelinesinJobEvaluation Thejobasitisnow Disregardcurrentpay status FullyacceptablePerformance TheJob NOTthePerson AimforConsensus GuidelinesinJobEvaluation Thejobasitisnow Disregardcurrentpay status FullyacceptablePerformance TheJob NOTthePerson NounderstandingNoEvaluation AimforConsensus JobsExistInAContext Changestoonejobaffectthosearoundthemjobsareintimatelyrelatedtothosearoundthem JobFamilyEvaluationProcess Review BusinessInformation EvaluationMethod JobInformation Judgement RecordofReasons ApplyConclusions BusinessInput JobEvaluationandPay TheAll TimeEnemyofJobEvaluation Somefactorsinfluencingpay Pay ProfitShare Dept Performance CompanyPerformance Lengthofservice MarketPositioning IndividualPerformance MarketComparison Internalrelativity Pay heritage Jobsize SettingRewardStructuresUsingJE JOBANALYSISJobDescriptions JOBEVALUATIONProcessMethodologyResults REWARDSTRUCTURENumberWidthPositioning PAYSTRUCTUREPolicyPracticeRanges PAYPROGRESSIONMarketPositioningCorporatePerformanceIndividualPerformance SettingUpRewardStructuresforBasePay JobFamilies Ajobfamilydescribesanumberofroleswhichareengagedinasimilarorrelatedkindofwork Jobfamilymodellingisaprocessofworkanalysisanddefinitionwhichidentifiesthelevelswithinafamily anddefinesaccountabilities performancemeasuresandskillsforeachlevelofwork Acompletedjobfamilyconsidershowmanylevelsofthattypeofworkthereareanddescribesthekeyfactorswhichdifferentiateonelevelfromthenext UsingJobEvaluationtoSizeJobFamilies EvaluationScores JobFamilyGenericLevelAGenericLevelBGenericLevelCGenericLevelDGenericLevelE JobFamilyLevels Accountabilities Knowledge Skills PerformanceCriteria UsingJobEvaluationtoSizeJobFamilies LevelsDefinedUsingChosenEvaluationMethodology JFM1 JFM2 JFM3 JFM4 UsingJobEvaluationtoSetGradingStructures Finance IT UsingJobEvaluationtoSetGradingStructures Finance IT UsingJobEvaluationtoSetGradingStructures Finance IT UsingJobEvaluationForSalaryManagement JEBenefits PossibleBenefits AstructuredframeworkforpayandgradingGreaterclarityandtransparencyforemployeesIdentifyandtackleanomaliesImprovedfairnessandbetterequalvalueprotectionAccesstomarketdatatoinformcosteffectivedecisionsonpay PossibleBenefits 2 SensitiveinmeasuringjobdifferencesEnablescomparisonofdissimilarjobsEnablesbenchmarkingagainstjobsoutsidetheorganisationaswellasreflectinghierarchiesinternallyIsabletoreflectjobsastheychangewithtimeHelptoimproverecruitmentandretentionfortargetedareaswithinyourbusinessProvidecleardevelopmentpathwaysforyouremployees JERisksandConsiderations PossibleRisks FearsthatsalarycostswillriseAdministrative processcostsriseThereisnofitwiththestrategicagendaTherearenopositivebenefitsforstakeholdersTheorganisationtakesontoomuch ImplementationConsiderations theneedforandpossibleproblemsingettingunioninvolvementtheneedforandproblemsingettingwiderbusinessinvolvementtheneedtohaveappealsprocesseswhichdoprovideasafetyvalvebutdon ttakeupalotoftimethecriticalnatureofcommunicationstosuccess ImplementationConsiderations cont therequirementtolookcloselyatthenewpaypolicy whattopayfor theroleofincrementsandthebasisforprogressionetcthedifficultiesofgettingmanagerstobuyintoanewwayofworking andofraisingtheircapabilitytodealwithpayandp