SES/U, WAVE 7 & THE
QUESTIONNAIRE
Training Document for Employees and
Managers
May/June 2011
PURPOSE OF JOINT TRAINING
SESSION
• Provide information to help Wave 7 Employees
and Managers participate effectively in SES/U
process
• Key task – Employees and Managers to
accurately complete the Job Evaluation
Questionnaire (QSD) which is used to evaluate
your position in the new job evaluation system
PURPOSE OF TRAINING
• University and Union want to make sure
you have the help you need to understand
the new system and how it affects
employees and managers
• The bedrock of the new system is
accurate, consistent and bias free job
information
• Questions are most welcome
SES/U Process – Why
Implemented
• After Union’s certification, University and Union decided
to establish new job evaluation system to provide for pay
equity and internal equity
• Over period since 2000, jointly negotiated SES/U system
and based on questionnaires distributed to Waves 1-5 in
2007, negotiated now ratified April 8, 2011 settlement.
• New system very different from the past.
• Job classes were created and rated and grouped into
twenty point bands with salary ranges.
• Appendix 11 - The Finalization Protocol provides for the
Wave 7 process
WHO IS IN WAVE 7?
• Positions in Waves 1-6 which have been
reclassified since 2007
• New positions that have been created
since 2007
• Positions where there are reclassification
requests prior to the implementation of the
system on June 1, 2011
FUNDAMENTAL CONCEPTS
– JOB EVALUATION
• Long standing human resource practice
• Systematic analysis and relative valuing of jobs to ensure
work being performed by employees is classified and paid on
consistent and fair basis
• Based on collecting job content and then rating content
based on objective and measurable factors
• Resulting hierarchy is then used to determine classification
and salary range
FUNDAMENTAL CONCEPTS
Pay Equity
The 1988 Pay Equity Act requires the University
working with Local 1998 to pro-actively ensure
compensation practices are free of gender bias.
• Male and female job classes are compared on
basis of: skill, effort, responsibility and working
conditions
• Requires traditional job evaluation systems to be
modified to ensure “gender neutral”
• “Point factor” systems like SES/U generally used
to ensure fair and consistent evaluation process
PAY EQUITY OBLIGATIONS
• Pay Equity plan must be negotiated with
the bargaining agent
• Obligation to maintain Pay Equity
• Need for on-going vigilance re gender bias
MAKING VISIBLE AND VALUING
WOMEN’S AND MEN’S WORK
• Historical Undervaluing of Women’s Work
• Pay equity analysis required to eliminate
traditional systemic discrimination in the value
and compensation of women’s work
• Historically, work done by women was not fully
captured or valued by job comparison systems
• Missing and overlooked work must be collected
and factors must fairly reflect women’s and
men’s work.
• SES/U was developed to address these
problems
PAY EQUITY RESOURCES
• Pay Equity Commission (PEC)– see
www.payequity.gov.on.ca for training
materials, including:
• PEC “Commonly Overlooked Features of
Work”, and
• PEC “Glossary to Active Verbs”
Also on USW 1998 website
SES/U PROCESS
• SES/Factors and Weighting
• Union and University agreed to SES/U Factors
and weighting to reflect values of University
community.
• Each SES/U factor has an introductory summary
paragraph and then sets out the different levels
of that factor which scale up from lowest to
highest.
SES/U PROCESS
Collecting Job Class Content
• Job content collected for each position
through use of:
– Job Descriptions; and
– A jointly developed Job Analysis
Questionnaire (QSD) that provides the
information required for the SES/U factor
analysis
SES/U PROCESS
• Job Classes Created
• Based on job content, positions were
grouped into Job Classes based on
definition in the Pay Equity Act - similar
duties, responsibilities and qualifications
and similar salary range
• Purpose is to group similar positions
together as a job class so that they can be
evaluated and compared.
SES/U PROCESS
Gender Predominance
• Job Classes were then determined to be
male, female or neutral as defined by the
Pay Equity Act
SES/U PROCESS
Rating and Banding
• The job classes were rated - Union and University
agreed to appropriate level for job class for each factor
based on job content
• Ratings result in a total numeric ‘score’ based on
weightings of factors
• Job classes were then grouped into twenty point bands
of comparable value
• Those bands were then assigned a salary range
SES/U PROCESS
Getting to Pay Equity and Internal Equity
• Through use of proportional value based
on regression analysis, male pay line
developed
• As required by PEA, female job classes
below this pay line were raised to the line
• To achieve internal equity, neutral and
male job classes were also raised to the
line
WHAT ARE THE SES/U
SUB-FACTORS AND WEIGHTING?
•
•
•
•
•
•
Previous Education
(11%)
Previous Experience
(11%)
Interaction Skills (8%)
Movement Skills (6%)
Decision Making
(11%)
Responsibility for
Information (9%)
•
•
•
•
Responsibility for
Materials, Equipment
& Outcomes (9%)
Responsibility for the
Safety of Others (3%)
Financial
Responsibility (8%)
Responsibility to
Manage or Direct
Others (8%)
SUB-FACTORS AND WEIGHTING
(CONT’D)
• Mental Effort (5%)
• Physical Effort (4%)
• Temperature, Noise
and other
Environmental
Conditions (1%)
• Hazards (2%)
• Stress (2%)
• Work Interruptions
and Distractions
(1%)
• Social Disruption
required by Work
Schedule (1%)
WHY IS QUESTIONNAIRE SO
IMPORTANT?
• Job Descriptions do not provide all of the
necessary information
• SES/U Questionnaire gathers job content
based on each of 17 SES/U factors
• This provides consistent information
allowing raters to choose the appropriate
subfactor level for the job class
SES/U QUESTIONNAIRE
• Pay equity law encourages use of employee
questionnaire.
• QSD goes beyond job description to ask detailed
questions, eg. how work is done, how decisions
are made, the nature and purpose of various
interactions etc.
• By ensuring consistent information available for
all positions, it minimizes tendency to over or
under describe work.
QUESTIONNAIRE FORMAT
• Electronic questionnaire – do not submit in
paper format - if accessibility issues, contact
the Union or University.
• Includes a field where an employee can
indicate disagreement with position title and job
description content and a field where managers
can include their comments about position title.
.
ROLE OF EMPLOYEES AND
MANAGERS
Employees
• Considered primary source of job
information
Managers
• Another important source of information
RESPONSIBILITIES OF
EMPLOYEES AND MANAGERS
• Carefully review job description and QSD
before completing or commenting on it.
• Consider whether job description is
accurate reflection of job’s duties and
responsibilities.
• Ensure QSD accurately describes full
scope of job’s tasks and responsibilities.
• If Previous QSD Exists, Consider What
Has Changed
RESPONSIBILITIES OF
EMPLOYEES AND MANAGERS
• Use Precise Specific Language
• Avoid General Terms Such As ‘Assist’
• Use Action Verbs To Describe Duties And
Responsibilities (See PEC “Glossary of Active
Verbs”)
• Work from your own experience about what the
job requires
• Provide examples to explain what you mean
RESPONSIBILITIES OF
EMPLOYEES AND MANAGERS
• Do not focus on wordsmithing or minor
details about how the work is carried out
• Seek Assistance If You Have Questions
For Steelworkers Local 1998:
By Phone (416) 506-9090 or by e-mail at JEC@usw1998.ca
For University
Central Human Resources: Hanna Rashid at (416) 978-2114 or Tim Snazel
at (416) 978-3017 or by email at: hr.jobevaluation@utoronto.ca
See the attached link for contact information for all Division HR offices:
http://www.hrandequity.utoronto.ca/about/divisional.htm
RESPONSIBILITIES OF
EMPLOYEES AND MANAGERS
• Employees - Complete the questionnaire
and do response, if any to manager
comments in required time frame.
• Managers – Complete response to
employee questionnaire in required time
frame
• Provide Employees Time To Complete
Questionnaire (3 Hours)
QUESTIONNAIRE TIMELINES
FOR EMPLOYEES AND MANAGERS
June 1, 2011 – Employees get online access to
questionnaire
• June 21, 2011 – Employees must complete and
submit QSD by this date
• July 21, 2011 Managers must respond by this
date
• July 29, 2011 - Employees must respond to
Manager comments by this date
SUGGESTIONS FOR EMPLOYEE
PREPARATION FOR COMPLETING
QSD
• Start with Reading the whole QSD, the
Factor Language and Job Description
• Keep a Job Log using factor headings –
see USW 1998 website for template
• Review your Calendar and Consider
Special Projects or Cyclical Events you
work on
SUGGESTIONS (CONT’D)
• Note down Examples of Work to use in
QSD
• Keep track of facts and figures such e.g.
budget amounts, number of transactions,
applications required in position.
POSITIONS RECLASSIFIED
MORE THAN ONCE
• Where position has been reclassified
more than once during period,
employees will receive email with link
to questionnaire to complete for each
classified position.
• Important to make sure questionnaires
refer to duties and responsibilities of each
position separately.
QUESTIONNAIRE PROCESS
•
Manager will receive an email 1 to 2 days following the
employee’s electronic submission of the completed
questionnaire so they know when they can start to review
and comment.
•
Manager then has 4 weeks to review and comment.
•
Employee then has 1 week to review manager’s comments
and add any further comments.
•
Employees & Managers will receive email reminders to
complete or review the questionnaire
QUESTIONNAIRE PROCESS
• System and Format
– Demonstration of the system
– Log in, table of contents, examples of factors
– Completion and Submission
– Help!
CONTACT INFORMATION
University Central Human Resources:
Hanna Rashid at (416) 978-2114 or Tim Snazel at (416) 978-3017 or
by email at: hr.jobevaluation@utoronto.ca
See the attached link for contact information for all Division HR offices:
http://www.hrandequity.utoronto.ca/about/divisional.htm
For Steelworkers Local 1998:
By Phone (416) 506-9090 or by e-mail at JEC@usw1998.ca
CONTACT INFO (Cont’d)
• If you experience any technical difficulty
accessing or using the Questionnaire,
contact:
• Nooro Online Research at
jecsupport@nooro.com