| Job evaluation has long been in operation in the UK as | | | | really quite key so it use in this area is only to be |
| a tool to determine the relative worth of jobs. It is, in | | | | applauded. There is a trend now to link job evaluation |
| effect, a job sizing tool. For example using a | | | | to recruitment and performance management |
| points-based scheme a job worth 400 points is a | | | | processes so firmly embedding its use within |
| bigger job than one with 200 points and should | | | | established HR practices. |
| therefore, in practice, command a higher salary. Also | | | | There are various types of job evaluation schemes. |
| when evaluated jobs are slotted into a single pay | | | | Non-analytical schemes include job pairing and job |
| structure, work of equal value linked to equal pay can | | | | ranking. Although these can be quick and easy |
| be delivered. | | | | processes, a great deal of subjectivity and human |
| Predominantly used for many years used by the public | | | | judgement comes into play, which can possibly be |
| sector, it has helped implemented the NHS Agenda for | | | | challenged by employees and ultimately the tribunal |
| Change, Single Status in the public sector, a | | | | courts. |
| framework agreement in higher education and | | | | An analytical scheme such as a points-based scheme |
| workforce remodelling in schools. | | | | takes much longer to use, but provides an objective |
| However, in recent years the apparent underlining of | | | | assessment for a role and is defendable in the tribunal |
| job evaluation as an important tool for defending equal | | | | court. Such named schemes include FEJE, GLEA, |
| pay claims (one of the top tribunal claims according to | | | | GLPC, Hay, HERA, JEGS, NJC. Factors such as HR |
| recent statistics) is very evident. There is even now a | | | | and financial responsibility, knowledge, mental skills, |
| move to use this tool in the private sector. | | | | physical skills, initiative and independence can all be |
| Job evaluation is very versatile and can be used for:o | | | | included. There may be around 5-8 levels contained |
| Determining pay and grading structureso A fair and | | | | within a scheme with weightings allocated accordingly. |
| equal pay systemo Comparing rates against the | | | | This type of scheme gives the impression of being |
| external marketo Changes in the job contento | | | | very scientific, which it can not in practice, be. |
| Clarifying career paths and succession planningo | | | | However, the process can provide an objective basis |
| Harmonisation of pay and conditions with one pay | | | | to work from. |
| spineo Technological and organisational change | | | | Companies, often working with a consultant, can even |
| The traditional uses for creating pay structures and | | | | design their own job evaluation, which suit their specific |
| providing an equal pay system are further enhanced | | | | needs. |
| by its ability to support the harmonisation of terms and | | | | Companies must consider a host of issues when |
| conditions and technological and organisational change. | | | | choosing or designing a scheme including deciding |
| In the modern day with TUPE transfers taking place | | | | which factors to use; the values of any weightings to |
| by the thousand every year, job evaluation is emerging | | | | apply; which jobs to assess; and how evidence about |
| as a highly useful management tool. | | | | these roles will be gathered. They also have to |
| Changes in job content can cause a great deal of | | | | establish how the project will be managed and to what |
| consternation amongst employees particularly if they | | | | extent they will involve staff, managers and |
| feel they are not benefitting from the change, including | | | | consultants in the process. |
| financially. Therefore a way forward is to use job | | | | Job evaluation can indeed be very bureaucratic and |
| evaluation to size the role and allocate an appropriate | | | | heavily paper-based. However, in recent years |
| salary accordingly. | | | | computer-based schemes have been developed to |
| Decent external pay data linked to the internal pay | | | | make the process easier and "greener". |
| structure will ensure that companies remain | | | | In conclusion, it seems that job evaluation is continuing |
| competitive in the jobs market place. Companies can | | | | to firmly establish itself as a HR support mechanism |
| decide whether to remain on the same level as their | | | | relevant in the modern world although can be |
| competitors or pay above market rates to win the | | | | bureaucratic depending on the system used. With the |
| war for talent. | | | | private sector now realising its value, the role of job |
| Also in the talent management war, clarifying career | | | | evaluation can only strengthen its relevance in the |
| paths and supporting important succession planning is | | | | future. |