The 5 key benefits of job evaluation

Top Tip:

When evaluating a job make sure you take the time to fully understand the job and the working environment. Job analysis can be through observation, with the job analyst observing the employee at work, through a structured interview with the line manager or job holder, or through a questionnaire completed by the line manager and/or job holder. The best approach often depends on the type of job involved. For example, the observation approach arguably better suits jobs in a production environment, whereas the structured interview approach arguably better suits office-based jobs.

Top Tip:

Make sure you involve all relevant stakeholders when determining the guiding principles for the design and operation of the structure; analyse the options and select the ones which best meets the guiding principles (but keep the structure as simple as possible). All models can promote a fair system of pay clearly aligned to the organisation’s culture, values and HR strategy; getting the communication right from the outset is vital, so that everyone understands they are being paid fairly and appropriately. Key messages, communication channels and feedback mechanisms should all be planned alongside the system’s design and implementation. 

Top Tip:

When matching to external sources of market data, always ask the provider if they have grades that link to other job evaluation schemes to ensure you receive the most accurate comparison. Paydata run a number of salary surveys that can be linked to other job evaluation schemes. 

Top Tip:

The golden rule for work of equal value is not to assume that different types of jobs (e.g. manual and administrative) cannot be of equal value. While some employment tribunal cases have considered the question ‘what is equal?’ the answer really lies in the application of fair analytical job evaluation. This is the most reliable way of assessing whether jobs are of equal value.  

Top Tip:

Informed recruitment, career development and succession planning decisions can take place in the context of a wider hierarchy that the framework provides. Individual employees can be encouraged to see what is required of them to get to the next level in the structure. A director can see where there is no natural successor for a particular role and put in place plans to address the issue.