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JOB EVALUATIONPROCESS and SALARY LEVEL

GRID DEVELOPMENT

October 2012

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What is Job Evaluation (JE)Complete operation of determining the value of an individual job in relation to other jobs within an organization and it is a method of rating jobs on a gender-neutral basisUses various criteria (factors) to fairly and objectively determine the relative value of jobsNot a performance appraisalNot an employee wage setting processNot an exact science

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Comparing Apples to Oranges

APPLES CRITERIA(Factor)

ORANGES

150 grams Weight 150 grams

87 Calories 73

21.7 grams Carbohydrates 18.3 grams

0.3 grams Protein 1.5 grams

140 IU Vitamin A 300 IU

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Why do we do Job Evaluation?Pay Equity Act required public sector compliance by Jan. 1, 1990Establish a wage structure in accordance with pay equity legislation based on:

SkillsResponsibilityEffortWorking Conditions

Develop accurate and up-to-date job descriptions Provide a method of evaluating newly created or modified jobs

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Job Evaluation CommitteeThe composition of the Job Evaluation Committee (JEC) requires a cross section of staff, including those with previous job evaluation experience as well as individuals with no experience but a fresh perspective on positions in the organization.

Representatives from across all commissions are required for specific departmental knowledge of positions.

Representatives from both Management and Employee Groups

Composition of JE CommitteeCorporate Services Manager of AccountingReal Estate ManagerHR Services Coordinator

Public Health, Safety & Social ServicesManager of Administration – OWBAdministration & Project Coordinator – Housing

Public Works Director of Fleet & Transit Director of OperationsMarketing Coordinator – Public Works

Community Services Manager of Aquatics & Fitness

*Currently two vacancies on the committee from the Community Services Commission.

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Role of JECEvaluate jobs based on job evaluation manualMembers do not rate their own jobsManagement reps do not rate jobs in a direct reporting relationshipRating results are reviewed by the committee as a whole through a “sore-thumbing” process for consistency and fairnessJob evaluation rating worksheets are developed by the committee to ensure appropriate rationale, where applicable for each degree rating

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Review of Exempt Job Evaluation Manual

FACTORS SUBFACTORSSKILL 1. Education

2. Experience3. Decision-Making

EFFORT 4. Physical Demand5. Mental/Sensory Demand

RESPONSIBILITY 6. Accountability7. Budgetary8. Financial Processing & Commitment9. Human Resources10. Contacts

WORKING CONDITIONS 11. Working Conditions

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Review of JE ManualEDUCATION (Skill)

Identifies the general knowledge and specialized or vocational training necessary to perform the job duties in a satisfactory mannerNormally expressed in terms of formal education or equivalent – it’s important to use today’s educational levels and standardsHas no relationship to the academic achievement of an employeeCorrelates to Experience sub-factor

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Review of JE ManualEXPERIENCE (Skill)

Establishes the amount of practical experience that an average individual having the appropriate theoretical knowledge, specific education & specialized training would require to be able to perform the job duties. The sum ofA) experience in any related work or work in previous positions and other relevant work & life experiences which are necessary for performance of the jobB) The period of training and adjustment on the job itself

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Review of JE ManualDECISION-MAKING (Skill)

measures the required judgement, choice of action and initiative of the job. Considers the following characteristics of the work:limiting effects of supervisor's instructions and work checksrequirement to work to detailed and established procedures, standards, practices & precedentslatitude allowed for decision-makingjudgement that is permitted within the limits and restrictions of the position; not the capabilities of the incumbent(s)

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Review of JE ManualACCOUNTABILITY (Responsibility)

identifies the effect on the organization of making errors in judgement in the decision-making processconsiders nature of work checks considers consequences such as financial loss, disruption or delay in service, etc.emphasis is on typical effects of errors based on decisions made in the job – do not reflect rare or extreme circumstances

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Review of JE ManualBUDGETARY RESPONSIBILITY

Measures the responsibility or accountability for financial resourcesConsiders the level of control and administration for a budget taking into consideration its magnitudeDivided into:

Fixed component such as grants, wages, benefits, utilities, fuel costs, etc. andVariable component such as fees, fines, seminars, training, etc.

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Review of JE ManualFINANCIAL PROCESSING AND COMMITMENT (Responsibility)

Measures the responsibility or accountability for financial resourcesConsiders the responsibility for handling or processing financial transactions on a regular basisConsiders the responsibility for activities that result in making financial commitmentsConsiders the level of signing authority for invoices or to approve expenditures

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Review of JE ManualHUMAN RESOURCES RESPONSIBILITY

Measures the extent to which an employee is required to supervise and direct the work of others such as students, volunteers, employees (full-time, part-time, casual, etc.) of the employer and/or employees of other organizations (eg. Contractors) providing services to the CorporationConsiders the nature of supervision given, whether direct, indirect or functionalIncludes the number of employees supervisor

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Review of JE ManualCONTACTS (Responsibility)

considers the purpose of communications conductedreflects the method of communication such as verbally or in writing identifies the types of contacts such as co-workers, clients, etc. measures the varying degrees of responsibility for handling the contacts tactfully and harmoniously

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Review of JE ManualPHYSICAL DEMAND (Effort)

Considers the physical requirements of the job by type and durationIncludes activities such as:

Sitting (restricted break times)standingclimbing stairs/laddersstooping, kneeling, crouchingworking in an awkward position (e.g. data entry/word processing, etc.)

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Review of JE ManualMENTAL / SENSORY DEMAND (Effort)

Reflects the period of time that mental, visual and/or aural concentration is required on the jobConsiders both the frequency and duration of the sensory demand that cause fatigueIncludes activities such as:

listening reading / teaching / counsellingreport writing / word processing / data entrycombination of five senses (sight, taste, smell, touch, hearing)

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Review of JE ManualWORKING CONDITIONS Factor

measures the type and frequency of disagreeable conditions under which an employee is required to carry out the job dutiesconsiders only those conditions which are inherent in the nature of the workextreme situations where the risk of a specific accident or situation occurring is unlikely is notconsideredStress is not rated since it is reflective of individual tolerance levels and not job specific

Job Evaluation Worksheet

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A degree with rationale is assigned to each factor after reviewing the submitted job information – each degree is assigned a value which in turn is added together to get an overall total point value for the job.

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FACTOR DEGREE RATIONALE

Education

Experience

Decision Making

Accountability

Budgetary Responsibility –Fixed

Budgetary Responsibility –Variable

Financial Processing & Commitment

Responsibility forHuman Resources

Contacts

Physical Demand

Mental / Sensory Demand

Working Conditions

Points Established for Exempt JE Grid

Level 1 (0-179)Level 2 (180-219)Level 3 (220-259)Level 4 (260-299)Level 5 (300-339)Level 6 (340-379)Level 7 (380-419)Level 8 (420-459)Level 9 (460-499)Level 10 (500-539)Level 11 (540-579)Level 12 (580-619)Level 13 (620-659)Level 14 (660-699)Level 15 (700-739)Level 16 (740-779)Level 17 (780-819)Level 18 (820-859)Level 19 (860-899)Level 20 (900-939)Level 21 (940-979)

The outcome of job evaluation is a hierarchy of jobs – a listing of the jobs in the organization, from the one with the lowest job evaluation point value to the one with the highest value.

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Reconsideration Process

Incumbents receive a detailed JE worksheet outlining the rationale for each assigned degree by factor

If incumbent disagrees with one or more degree results, there is an opportunity to submit an appeal by providing additional information through the reconsideration process

JE Committee considers additional information submitted and then a final decision is made

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Salary Grid Development

The salary grid is the relationship of pay to the various positions in the organization. The following is what was involved in developing the salary grid:

Determine the number of pay levels using the point values from the job evaluation process (usually a 25-40 point spread often with easily identifiable break points)Determine benchmark (key) positions in each pay level based on the job evaluation process.Review the 50th to 65th percentile salary information for the various benchmark positions from comparator organizations and survey data.Establish the job rate (Step 5) for each pay level based on the benchmark position salary information.

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Salary Grid Development

Develop the grid steps –Step 5 = 100% = job rateMinimum Step 1 = 80% of job rate (for individuals new to the organization or position who have the basic required qualifications)Slot the remaining jobs into the appropriate salary levels based on the job evaluation results.Review the 50th to 65th percentile salary information for the various benchmark positions from comparator organizations and survey data.Make adjustments to a position’s pay level, where appropriate.

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Maintenance of Salary Administration System

Ability for incumbents and/or supervisor to submit updated JE questionnaires for evaluation by the JE Committee when there are significant changes to the duties and responsibilities of the positionAll newly created positions are evaluated after incumbent has completed six months in position to ensure accurate reflection of prior evaluation resultsReview of municipal comparator information to ensure that positions are within the 50th and 65th percentile of 11 Council approved comparator municipalities during second year of Council’s term

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