JOB EVALUATION
PROCESS and SALARY LEVEL
GRID DEVELOPMENT
October 2012
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What is Job Evaluation (JE)
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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 basis
Uses various criteria (factors) to fairly and objectively
determine the relative value of jobs
Not a performance appraisal
Not an employee wage setting process
Not 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?
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Pay Equity Act required public sector compliance by
Jan. 1, 1990
Establish a wage structure in accordance with pay
equity legislation based on:
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Skills
Responsibility
Effort
Working 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 Committee
The 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
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Composition of JE Committee
Corporate Services
Manager of Accounting
Real Estate Manager
HR Services Coordinator
Public Health, Safety &
Social Services
Manager of Administration – OWB
Administration & Project
Coordinator – Housing
Public Works
Director of Fleet & Transit
Director of Operations
Marketing 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 JEC
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Evaluate jobs based on job evaluation manual
Members do not rate their own jobs
Management reps do not rate jobs in a direct
reporting relationship
Rating results are reviewed by the committee as a
whole through a “sore-thumbing” process for
consistency and fairness
Job 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
SUBFACTORS
SKILL
1. Education
2. Experience
3. Decision-Making
EFFORT
4. Physical Demand
5. Mental/Sensory Demand
RESPONSIBILITY
6. Accountability
7. Budgetary
8. Financial Processing & Commitment
9. Human Resources
10. Contacts
WORKING CONDITIONS
11. Working Conditions
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Review of JE Manual
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EDUCATION (Skill)
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Identifies the general knowledge and specialized or
vocational training necessary to perform the job
duties in a satisfactory manner
Normally expressed in terms of formal education or
equivalent – it’s important to use today’s
educational levels and standards
Has no relationship to the academic achievement
of an employee
Correlates to Experience sub-factor
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Review of JE Manual
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EXPERIENCE (Skill)
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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 of
A) experience in any related work or work in previous
positions and other relevant work & life experiences which are
necessary for performance of the job
B) The period of training and adjustment on the job itself
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Review of JE Manual
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DECISION-MAKING (Skill)
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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
checks
requirement to work to detailed and established
procedures, standards, practices & precedents
latitude allowed for decision-making
judgement 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 Manual
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ACCOUNTABILITY (Responsibility)
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identifies the effect on the organization of making
errors in judgement in the decision-making process
considers 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 Manual
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BUDGETARY RESPONSIBILITY
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Measures the responsibility or accountability for
financial resources
Considers the level of control and administration for a
budget taking into consideration its magnitude
Divided into:
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Fixed component such as grants, wages, benefits, utilities,
fuel costs, etc. and
Variable component such as fees, fines, seminars, training,
etc.
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Review of JE Manual
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FINANCIAL PROCESSING AND COMMITMENT
(Responsibility)
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Measures the responsibility or accountability for
financial resources
Considers the responsibility for handling or
processing financial transactions on a regular basis
Considers the responsibility for activities that result in
making financial commitments
Considers the level of signing authority for invoices
or to approve expenditures
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Review of JE Manual
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HUMAN RESOURCES RESPONSIBILITY
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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 Corporation
Considers the nature of supervision given, whether
direct, indirect or functional
Includes the number of employees supervisor
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Review of JE Manual
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CONTACTS (Responsibility)
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considers the purpose of communications conducted
reflects 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 Manual
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PHYSICAL DEMAND (Effort)
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Considers the physical requirements of the job by type
and duration
Includes activities such as:
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Sitting (restricted break times)
standing
climbing stairs/ladders
stooping, kneeling, crouching
working in an awkward position (e.g. data entry/word
processing, etc.)
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Review of JE Manual
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MENTAL / SENSORY DEMAND (Effort)
„ Reflects the period of time that mental, visual and/or
aural concentration is required on the job
„ Considers both the frequency and duration of the
sensory demand that cause fatigue
„ Includes activities such as:
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listening
reading / teaching / counselling
report writing / word processing / data entry
combination of five senses (sight, taste, smell, touch, hearing)
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Review of JE Manual
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WORKING CONDITIONS Factor
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measures the type and frequency of disagreeable
conditions under which an employee is required to
carry out the job duties
considers only those conditions which are inherent in
the nature of the work
extreme situations where the risk of a specific
accident or situation occurring is unlikely is not
considered
Stress is not rated since it is reflective of individual
tolerance levels and not job specific
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Job Evaluation Worksheet
FACTOR
Education
Experience
Decision Making
Accountability
Budgetary
Responsibility –
Fixed
:
Budgetary
Responsibility –
Variable
Financial
Processing &
Commitment
Responsibility for
Human Resources
Contacts
Physical Demand
Mental / Sensory
Demand
Working
Conditions
DEGREE
RATIONALE
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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Points Established for Exempt
JE Grid
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
Level
1 (0-179)
2 (180-219)
3 (220-259)
4 (260-299)
5 (300-339)
6 (340-379)
7 (380-419)
8 (420-459)
9 (460-499)
10 (500-539)
11 (540-579)
12 (580-619)
13 (620-659)
14 (660-699)
15 (700-739)
16 (740-779)
17 (780-819)
18 (820-859)
19 (860-899)
20 (900-939)
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
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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:
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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
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Develop the grid steps –Step 5 = 100% = job rate
Minimum 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
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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 position
All newly created positions are evaluated after incumbent
has completed six months in position to ensure accurate
reflection of prior evaluation results
Review 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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