descon chemicals jobevaluationmannual

Your Partner in Human Capital Management

Descon Chemicals

Job Evaluation Manual (Draft)

December 2008

Your Partner in Human Capital Management

Descon Chemicals Job Evaluation Manual

1. Introduction

2. Job Evaluation Scheme

3. Job Evaluation Process

4. Guidelines for Raters

5. Quality Assurance Process

6. Maintaining the Job Evaluation Program

Appendices

• Appendix A - Job Analysis Questionnaire

• Appendix B – Job Evaluation Form

• Appendix C – Request to evaluate changes in existing jobs

Contents

Descon Chemicals Business Job Evaluation Manual

HRS Global 1-1

Chapter One

Introduction

About this Manual This manual has been developed for conducting Job Evaluation of all benchmark positions in the Descon Chemicals business in a systemic and credible manner. The Job Evaluation scheme and procedures and guidelines articulated in this manual are simply the Descon Chemicals business Job Evaluation policies written into a usable guidebook for its staff, and all applicable employees. Job Evaluation Job Evaluation is a systematic process for ranking jobs logically and fairly by comparing job against job or against a pre-determined scale to determine the relative complexity of jobs and the relative importance of what they contribute to the business entity. This is to say that Job Evaluation Job evaluation is a sophisticated HR intervention that helps to establish “relative internal equity” amongst the numerous positions that exist in Descon Chemicals Business area. Relative Internal equity refers to the value or importance attached to a position within an organisation (i.e. Descon Chemicals, Descon Corporation, etc. in the context of all other positions within the same entity. In the absence of relative internal equity, there is a likelihood of some positions being placed at inflated hierarchical levels while others may be artificially deflated. Such distortions tend to creep into the management structure over an extended time period as a result of incremental changes made to meet the exigencies of day to day management and need to be addressed so that internal equity may be re-established.

IS

Comparative

Judgemental

Structured

Job Centred

IS Not

Absolute

Scientific

Unstructured

Person Focused


HRS Global 1-2

Generally speaking, all positions in an organisation with similar titles or designations may apparently be treated as equal i.e. the Finance Manager, Marketing Manager, Quality Assurance Manager or Administration Manager. The foregoing are all ‘Manager’ positions and to that extent may appear to be equal. Notwithstanding the similarity of titles, a host of factors may contribute to these positions being of more or less value when compared internally to each other. Such differentiating factors may include academic requirements; work experience, span of management involved, skills and competencies required inherent accountabilities and associated risks etc. It is common knowledge that some qualifications are assigned a higher value than others perhaps as a matter of culture or simply due to market forces of demand and supply. For example, a foreign qualification in chartered accountancy is assigned a high value in Pakistan. Therefore, if the Finance Manager’s position required such a qualification, a higher relative value has to be assigned to the position in the organisation when compared to position like the Administration Manager wherein the qualification requirement may be lesser in terms of relative value. It is also important to measure how equal and/or how unequal are positions in relative terms. Organisation design principles require that job grading should group positions into hierarchical grades / compensation bands that take care of the similarities as well as the differentials in the positions with a view to ensure relative internal equity. In this context, Job Evaluation serves as a valuable management tool which can bring with it a measure of organisational harmony and discipline. It is important to bear in mind that the Job evaluation does not determine actual pay. That is a separate operation, normally the subject of negotiation between management and employee. The foregoing discussions apply fully in the context of Descon Chemicals Business where the positions, existing over time, have been categorised into grades. In Descon Chemicals Business modifications have occurred in the content, environment, requirements, and size of many jobs due to changing

organisational needs over time as well as a host of other internal and external factors which constitute the environment in which Descon Chemicals Business operates. It is therefore important for the Chemicals businesses to determine whether internal equity exists amongst the jobs in each grade in a particular department and across all departments as well and ensure that inconsistencies, if any, are promptly addressed. The determination of internal equity requires the use of a well defined and structured tool such as Job Evaluation.

Job Evaluation Points

100 150 200 250 300 350

Job Grade

8 7 6 5 4 3 2 1


HRS Global 1-3

Key Features of Job Evaluation Scheme The key features of job evaluation scheme developed for Descon Chemicals Business are as follows:

1. The Job Evaluation scheme permits systemic determination of the comparative value of jobs within the entities. 2. Effort has been made to minimise the impact of judgemental errors and bias. Use of a well structured scheme of Job Evaluation minimises the impact of

distortions that may occur in case the jobs were to be assigned values arbitrarily. 3. A set of compensable job factors which are common to various jobs in the concerned organisations have served as the underlying basis for design of Job

evaluation scheme. Purpose of Job Evaluation The key objectives that the Job Evaluation exercise (at Descon Chemicals Business) aims to achieve are as follows:

1. Establish acceptable and understandable job-to-job relationships and correct differentials for all such jobs within the organisations.

2. Provide a structured basis for assessment of the relative difficulty or responsibility of the job.

3. Enhance internal equity among jobs in the concerned organisations by ensuring that new jobs are assigned into appropriate organisational hierarchy keeping in view their relativity with jobs already in existence. This is especially beneficial when the existing grading structure is in need of review

4. Establish and maintain the credibility and acceptability of a grading system / structure

5. Provide a means of arriving at sound relationships between jobs within a department and between departments.

6. Avoid inequitable differences in salary levels between departments for like work.

7. Provide a basis for the adjustment of salaries / compensation.

8. Facilitates the accommodation of new or revised jobs into the grading structure


HRS Global 1-4

Effective Date The effective date1 for this Manual is _____________. Applicability The Job Evaluation scheme and processes are applicable to all full time management positions in Descon Chemicals businesses. Compliance All employees shall duly and faithfully comply with the Job Evaluation scheme and processes and subsequent revisions thereto issued from time to time by the management. Revisions to this Manual The Job Evaluation Manual need to be revised regularly because the information in them becomes outdated with changing business circumstances and regulations. A comprehensive review of Job Evaluation scheme and processes is recommended after every two years to maintain the Manual as a reliable source of information and to keep the revision process manageable. Job Evaluation scheme / processes could be revised earlier as and when necessitated by changes in business circumstances and / or regulatory framework. The introduction of flexibility, multi-skilling, team working and new operational methods also have important consequences for job design and the way jobs are organized, and will clearly affect traditional work groupings and pay structures and could trigger a review of the Job Evaluation scheme. Revision must start with review. It is essential that enough time to be scheduled for a thorough review of each factor of Job Evaluation scheme and processes. Therefore, adherence to a manual revision schedule is essential. When there is an apparent need for a new or revised Job Evaluation scheme, the Job Evaluation Committee will submit it through appropriate channels to the top management for approval.

1 Date of implementation of manual will be set in consultation with the management.


HRS Global 1-5

The Department of Human Resources will distribute notice of approved changes or additions to this Manual by issuing notices or e-mail announcements and will distribute approved version of the manual to the concerned staff. Updating Manuals outside the Revision Cycle In instances when it becomes absolutely necessary to post new or changed Job Evaluation scheme / processes outside the review cycle, the following policy and procedure shall be considered. The Head of Human Resources responsible for the Manual will make the exception based on the following criteria:

• The new or revised information has such an immediate and significant impact on employees / grading structure / job descriptions, that it must be communicated in the Manual as soon as possible.

• Absence of the new or revised policies or procedures could result in legal liabilities for the organization and the employees

• The new or revised policies and procedures result from applicable laws, rules and regulations, Government’s policy changes, or legal interpretation that has a direct and immediate impact on the employees.

If a question arises concerning whether a change meets the above criteria, the determination will be made by the CEO, whose decision shall be final.


HRS Global 2-1

Chapter Two

Job Evaluation Scheme

This chapter presents the Job Evaluation scheme for Descon Chemicals businesses, which currently comprises the following entities:

a. Descon Chemicals – a private limited company engaged in manufacturing and marketing products for diverse industries including paper, textiles, paints, automotive, plastics, etc.

b. Descon Corporation – importation and distribution of products for various sectors. c. Nimir Resins – a listed company engaged in manufacturing and marketing various chemical products d. Descon Oxychemicals – a public limited entity, engaged in manufacturing and marketing Hydrogen per oxide.

The scheme has been developed keeping in mind the following factors:

a. Nature of activities being carried out under each Chemicals business – trading, manufacturing, etc.

b. Scale of activities in terms of annual turnover, value of assets under management, head count, etc.

c. Differing operating environment of various businesses, i.e. batch manufacturing as well as 24/7 process based operations

d. Level of competition in the industry. e. Legal status of entities – private limited companies, public limited

companies, and companies listed on the stock exchange. f. Sharing of resources across entities in certain functional areas g. High level and specific safety requirements of operations

The Job Evaluation scheme developed for Descon Chemicals consists of 15 factors as enlisted on the table on the following page.


HRS Global 2-2

Job Evaluation Scheme for Descon Chemicals

Job Factors, Weights and Points Job Factors Weight

Percentage Maximum Points

1. Technical Know-how 150

2. Management Know-how 150

Know-how

3. HR Know-how

30%

100

4. Complexity of Work 125

5. Span of control / Reporting relationships 50

6. Thinking challenge / Analytical skills 100

7. Planning & Organizing 60

Problem solving

8. Communication skills

30%

65

9. Responsibility for Objectives, Policies & Procedures 100

10. Responsibility for Accuracy of Records & Reports 75

11. Responsibility for Confidential Information 50

12. Responsibility for Decision and Action 100

Accountability

13. Responsibility for Research and Development

30%

75

14. Working conditions 75 Other conditions

15. Travel requirements (Domestic & International)

10%

50

Total 100% 1325


HRS Global 2-3

1. TECHNICAL KNOW-HOW Technical know-how is an indicator of all kinds of required education or special training. In simple terms the technical know-how can be referred to as the minimum desired qualification to perform the duties and functions of the particular job.

TECHNICAL KNOW-HOW

Degree Points Description

1. Elementary Vocational

40 Knowledge of standardized work routines and methods and general facts and information and / or use of simple equipment, machines and materials. A certain amount of insight in the relationship between activities is required. Knowledge is acquired through training on the job.

2. Vocational 60

Knowledge and insight are required for application of practical methods and techniques, work procedures and processes and/or proficiency in the use of materials, specialized equipment, and tools. Knowledge is acquired through technical training and on the job experience. Administrative support jobs require an understanding of general office and business procedures and may require specialized skills such as word processing, spreadsheets, or bookkeeping.

3. Advanced vocational

75 Jobs require an accumulation of specialised job related vocational training. Job holders need to be authoritative on methods and systems but would not have the conceptual understanding needed to change them. Position examples include Technician, Network Administrator, etc.

4. Technical Sufficiency

90

Sufficient knowledge or technical skills applied to related functions of a particular field and / or relevant bachelor’s degree in engineering. In some cases this could also be technical certification or else a partially completed professional qualification such as part completed chartered accountancy, cost and management accountancy, etc. Positions need to know more about “why”, i.e., the underlying principles involved.


HRS Global 2-4

TECHNICAL KNOW-HOW


5. Technical Proficiency

125

Proficiency in specialized techniques or technical skills gained through advanced study such as master’s degree in a relevant field like Chemistry, Business Administration, etc. / specialized training requiring passing a requisite exam. i.e. ACA / ACMA. Positions include experts whose substantial experience and depth of knowledge enable them to “write the book”, and determine functional policy and practice. Positions requiring qualifications in multiple disciplines, i.e. an engineering degree plus an MBA would also be placed here.

6. Technical Expertise

150

Expertise in specialized techniques or technical skills beyond technical proficiency gained through research and extensive study such as a Ph.D. This rating reflects a national leadership role. This level also includes senior specialists in scientific or learned disciplines who are authoritative in their discipline and senior management with substantial knowledge about the organization, mission and objectives.


HRS Global 2-5

2. MANAGEMENT KNOW-HOW Management know-how reflects practical knowledge and skill gained through experience over a length of time (years), within or outside Descon Chemicals Business. In general a positive correlation exists between the management know-how and the desired minimum experience to perform the duties and function of a particular job.

MANAGEMENT KNOW-HOW


1 –

6 Months to 2 Years 25

Basic management skills required at entry-level position. Performance of a task (or task) highly specific as to objective and content and not involving the supervision of others. Jobs usually focus on completing very simple, routine, and repetitive. Interaction with others principally connected to receiving instructions or sharing specific work related information.

2 –

2 to 4 Years Experience 50

Management skills required to perform as specialist organising own work mostly involving single function. (This could involve working on a single project at a time.) The focus is on assignment of work, scheduling of work, monitoring of work as it is being doe, reviewing results for timeliness and cost effectiveness.

3 –


Management skills required to perform as specialist or supervisor organising own / subordinates’ work mostly involving single function (This could be managing few projects of similar nature at a time). These jobs are required to integrate the sub function or sub elements of a function so that specified objectives are achieved. These sub elements are not identical but are generally moving in the same direction.

4 –


Management skills required for performing multiple related functions, integrating homogenous sub-elements to achieve common objective. This could involve managing projects of various nature. The number and diversity of functions are increasingly important; however, functions are still fairly similar in nature. The emphasis is on organizational planning and diverse programs integration. E.g. Supply chain management includes Procurement, Warehousing, Logistics, etc.


HRS Global 2-6

MANAGEMENT KNOW-HOW


5 –

10 to 14 Years Experience

125 Management skills required for integrating work of departments having heterogeneous sub-functions. Managers characteristically face diverse objectives and goals and competing needs for resources. Broad-scale organizational planning and control assume greater importance

6 –

Over 14 Years Experience

150 Full integration and management of all functions within a large organization.


HRS Global 2-7

3. HR KNOW-HOW Know-how of working with other people is an indicator of the desired level of interaction with other people within and outside one’s own function. It refers to the level and intensity of various relationships required to work with and through other people in order to get results in a particular job. Contact includes personal discussions, telephone conversations, and written communications. These range from merely passing on or receipt of information where the challenge is minimal to the job-holders contacts involving tact and persuasion particularly with someone at a higher authority level.

HR KNOW-HOW


1. Basic 30 Job-holder is required to apply basic interpersonal skills to maintain trusting and friendly relationship. Primary interactions with others involve the tactful exchange of factual information. Positions require ordinary courtesy.

2. Important 60

Jobholder interacts regularly with others both within and outside own department and needs to use persuasion, and effective communication skills to influence others which are important but not critical to the performance of the job. Position requires sensitivity to others’ points of view in order of influence outcomes. Positions that assign, monitor and review other employees’ work usually require at least this level of skill.

3. Critical 100

Jobholder requires highest level of interpersonal skills to influence human behaviour and frequently needs to use persuasion, negotiation and counselling to influence and motivate others which are critical to the successful performance of the job. The highest level of interpersonal skill is required for significant interaction with others at any level within or outside the organization. Positions that negotiate, sell, supervise and manage are typically rated as “Critical”.


HRS Global 2-8

4. COMPLEXITY OF WORK Complexity of the Work refers to the ‘context’ of the position, i.e. the availability of guidelines, including written or verbal procedures, policies, regulations, references; precedents and practices; and methods and techniques of a profession. In general, policies describe the “what” of a subject matter, procedures detail the steps needed to follow through on a policy (i.e., how, where, when, by whom) and instructions outline the specific aspects of how to perform the tasks, such as the operation of a machine.

Degree Points Definition

1 15 Prescribed - elements of the work involved are few and simple. Instructions or orders, usually specify in detail the sequence and timing of the tasks to be undertaken with little or no latitude for the employee to consider alternative procedures.

2 30 Positions are guided by established routines and standing instructions. Instructions usually provide the latitude to consider variations in the sequence of procedures based on situations encountered within the work setting.

3 40 Positions are guided by somewhat diversified procedures and precedents. While assigned tasks follow procedures, latitude is permitted because of changing work circumstances. Incumbents determine the most appropriate procedure or precedent to follow.

4 60 Positions are guided by substantially diversified business or academic procedures and specialized standards. Changing priorities or differing situations encountered in the work environment allow the employee latitude to consider which among many procedures should be followed in what sequence to achieve the required job results.

5 75 Positions are guided by policies and principles rather than procedures. Incumbents determine how best to accomplish goals or resolve work challenges.

6 90 Positions are guided by broadly defined policies and specific objectives. Incumbents determine “what needs to be done” in applying broad policies, in establishing a plan of action, and in determining the priorities and processes needed to achieve the objective.


HRS Global 2-9


7 105 Thinking within general policies, principles and goals under guidance. These jobs are concerned with determining the major functional directions the organization takes, in order to achieve its goals. The what is specified in only every general terms.

8 125 Thinking within business philosophy and / or principles controlling human affairs. Positions at this level are concerned with setting strategic direction of the organization consistent with its charter and identifying the requirements for survival and continuity of the organization


HRS Global 2-10

5. SPAN OF CONTROL / REPORTING RELATIONSHIPS Span of control / reporting relationships consider the total no. of staff directly and indirectly supervised.

Degree 1 2 3 4 5 6 7

Total no. of staff directly and indirectly supervised

1 - 5 6 - 10 11-20 21-30 31-40 41-50 50+

Points 10 17 23 30 37 44 50


HRS Global 2-11

6. THINKING CHALLENGE / ANALYTICAL SKILLS

Thinking Challenge includes the nature of the problems encountered and the mental processes used to resolve the problems. The scale ranges from simple problems to very complex issues, with the premise that simple issues recur regularly in the same form and after awhile are resolved by rote or instinct, but very difficult issues require substantial thinking and deliberation. The types of situations encountered and the processes involved in identifying, defining or resolving related problems are considered. Thinking Challenge reflects the degree of difficulty in finding improvements and adapting to changes.


1 20 Prescribed; solution to problems requires application of established and standard procedures which cover various situations and alternatives.

2 40

Patterned - elements of the work involved are many but similar and often requires choice between two or three alternatives; solution to problems requires analysis of information and application of best practices and authoritative precedents. These jobs are confronted with multiple-choice situations, but have learned which choice is most appropriate for each situation through prior exposure or experience.

3 60

Adaptive - elements of the work involved vary, requiring some improvisation; solution to problems requires application of theories, concepts, and principles for developing different approaches to fit specific circumstances. Experience is needed to know the options and make sound judgments. Employees need to be aware of and interpret choices; they are expected to have dealt with problems that “fall in the cracks” and resolve them by “reading between the lines”. Solutions result from comparing problem elements to reference points within one’s own experience and then using one’s judgment to match the appropriate prior decision.

4 80

Positions are expected to resolve variable situations requiring analytical, interpretive, evaluative and/or constructive thinking. Situations are often more hypothetical, with the need to develop alternatives. Positions deal with situations that are largely new. Employees adapt trends or programs that are known to be used in specific circumstances. The employee has to consider various possible courses of action and ponder their consequences before taking or recommending further steps.


HRS Global 2-12


5 100 Creative - elements of the work are new and not standardized; solution to problems requires frequent development of approaches, concepts, and theories that are new to the professional field. Can establish work priorities and guidelines. Deliberations are often necessarily time-consuming.


HRS Global 2-13

7. PLANNING AND ORGANIZING This factor measures the degree of forward thinking required for performing functions of varying scope in the presence or absence of procedural control and guidance. It also refers to the need to co-ordinate people, materials, information or other resources in order to organize and complete current activities or tasks. This also includes the responsibility for gaining agreement from others to allocate their time and skills to the completion of projects.


Basic 15 Day to day planning and organising required for performing a single function. Normal co-ordination is required to perform the duties of the job.

Intermediate 30 Planning and organizing required for performing multiple similar/ related functions, ensuring plans are carried out.

Advanced 45

Planning and organizing required for performing multiple similar/ related functions; including preparation of tactical plans to achieve short-term objectives. Co-ordination of activities, information, material or other resources to complete a group of varied tasks, ongoing processes or larger projects. Priorities occasionally require modification to meet objectives.

Critical 60

Planning and organizing required for performing multiple diversified functions; including strategic plans to achieve medium to long-term objectives. Requires continual co-ordination of activities, materials, resources, client needs, personnel, information and/or staff to complete multifaceted projects or processes. Co-ordination is typically time-critical. Priorities require ongoing modification to meet objectives.


HRS Global 2-14

8. COMMUNICATION This factor refers to the communication skills required to exchange information, opinions, advice and ideas with others and to influence, persuade and reach agreement with others. It includes public presentations and appearances (e.g. appearances at events, dealing with regulatory agencies, etc.). It also covers the skills required to handle contacts tactfully and sensitively and at an appropriate level of information and concepts. Both internal and external contacts are to be considered while routine communication with the job’s supervisor is to be excluded.

Description Degree Points

Obtain/provide factual or straightforward information. Ask/answer questions with courtesy. 1 10

Explain factual information and obtain/provide clarification. May need to rephrase questions/information to be suitable for the audience.

2 20

Obtain / provide information requiring clarification and description at a level that is appropriate for the audience. Involves tactful questioning/imparting of information.

3 30

Obtain / provide sensitive, difficult or controversial information requiring precise language to avoid misunderstanding. May involve skilled questioning and sensitivity in organizing and imparting information, make formal public presentations or conduct formal training sessions on straightforward topics with which the audience is familiar.

4 40

Communication skills required to consider others’ points of view, and influence and/or persuade them to gain understanding and co-operation, make formal public presentations or conduct formal training sessions on complex topics with which the audience is typically not familiar.

5 50

Advanced communication skills required for negotiating (i.e. with authority to reach a compromise solution). 6 65


HRS Global 2-15

9. RESPONSIBILITY FOR OBJECTIVES, POLICIES AND PROCEDURES Responsibility for Objectives, Policies and Procedures measures the degree of influence of the position on the formulation of objectives, policies and procedures on the one hand, and whether the objectives/ policies impinge on a single department or multiple departments or the entire organisation/

SCOPE OF FUNCTION

Single 10 For a single function within area of control in own department.

Multiple (within own dept) 20 For multiple functions within own and other sections/divisions within the department. E.g. Supply chain management includes Procurement, Warehousing, Logistics, etc

Multiple (with other dept) 30 For multiple related functions within own and other related departments. E.g. Marketing and Sales

Diversified 50 For multiple diversified functions within own and other related/ unrelated departments.

DEGREE OF INFLUENCE

Negligible 10 Has little participation in giving inputs for the formulation of objectives, polices & procedures.

Limited 20 Participates in giving some inputs for formulation of objectives, policies & procedures.

Moderate 30 Actively participates in giving a fair degree of inputs for formulation of objectives, policies & procedures.

Considerable 50 Initiates and contributes significant inputs for formulation of objectives, policies & procedures.


HRS Global 2-16

10. RESPONSIBILITY FOR ACCURACY OF RECORDS AND REPORTS AND PROBABLE RESULT OF ERRORS Responsibility for Accuracy of Records, and Reports measures the extent of control a particular job has over the maintenance, preparation or checking of records and reports and the probable result of errors which the job-holder is responsible for preventing (owing to the importance of these records and reports to Descon Chemicals Business).


1 15 Prepares, checks, or maintains very few records or reports; result of errors is of little significance to the Descon Chemicals Business.

2 35 Prepares, checks, or maintains simple records or reports; errors are readily detected or corrected; may affect work of others, requiring expenditure of nominal time to trace and correct.

3 55 Prepares, checks, or maintains records or reports requiring a certain degree of accuracy; errors would result in some confusion, delay, or monetary loss. Errors are usually detected before major losses result or before extensive operational delays occur.

4 75

Prepares, checks, or maintains records or reports requiring a high degree of accuracy; errors are not easily detected and would result in disruption of operations, embarrassment to Descon Chemicals Business, or significant monetary loss / loss of goodwill / loss of market reputation. E.g. errors made in the preparation and presentation of data for use by top management / Board of Directors.


HRS Global 2-17

11. RESPONSIBILITY FOR CONFIDENTIAL INFORMATION Responsibility for Confidential Information appraises the nature and frequency of exposure of an employee to confidential information, records, or reports such as payroll, personnel folders, and company’s strategies, and the allied responsibility for caution or discretion in safeguarding confidential data.


1 5 Employee has little or no access or chance to prepare confidential records or reports.

2 15 Employee prepares, maintains, or has access to confidential information with proper authorization. Incumbent does not possess full facts/implications of the situation.

3 25 Employee prepares, maintains, or has access to confidential information normally available only to high-ranking officials of Descon Chemicals Business. Disclosure of such information could prove seriously detrimental to Descon Chemicals Business’s interests.


HRS Global 2-18

12. RESPONSIBILITY FOR DECISION AND ACTION Responsibility for Decision and Action measures scope of decision making vested in the job-holder and its consequence on the Descon Chemicals Business.

I II

Definition Made in Consultation with Others

Made Alone

Most decisions made are simple, routine, and consistent with detailed instructions, procedures or authoritative precedents. There is very little latitude for choice of timing, methods, or costs. Delayed/poor decisions would involve only minor inconvenience or nominal financial loss to the company.

1/20 2/40

Most decisions made require consideration of more than one variable. Errors in judgment would involve some financial loss, inconvenience or some disruption of harmonious relationships with stakeholders and customers.

2/40 3/60

Most decisions made require consideration of multiple variables and multidimensional situations. Errors in judgment would involve moderate financial loss, and much inconvenience or major disruption of harmonious relationships with stakeholders and customers.

3/60 4/80

Most decisions made are difficult and final. Errors in judgment would involve substantial financial loss, inconvenience, or serious disruption of harmonious relationships with stakeholders and customers.

4/80 5/100


HRS Global 2-19

13. RESEARCH AND DEVELOPMENT This factor measures the responsibilities of the job for research and development (R & D) activities underpinned by appropriate methodology and documentation, including formal testing or evaluation of products. It takes into account the nature of the responsibility (initiation, implementation, oversight of research and development activities), whether it is an integral part of the work or research for personal development purposes; and the degree to which it is shared with others.


1 15 Undertakes surveys or audits, as necessary to own work; may occasionally participate in R & D.

2 30 Regularly undertakes R & D activity as a requirement of the job; regularly undertakes product adaptation.

3 45 Carries out research or development work as part of one or more formal research programs or activities as a major job requirement.

4 60 Responsible for coordinating and implementing R & D programs or activity as a requirement of the job.

5 75 Responsible, as an integral part of the job, for initiating (which may involve securing funding) and developing R & D programs or activities, which support the objectives of the broader organisation.


HRS Global 2-20

14. WORKING CONDITIONS This factor refers to the environment in which work is performed and the extent to which there are undesirable or disagreeable elements. It considers the type of environmental conditions that impact on the job and the typical frequency in which the work is performed under these conditions. MINOR

• Exposure to moderate levels of smell/fumes, dirt or noise

• Moderate variations or levels if in heat, cold, noise, outside fumes, dirt or

other environmental factors;

• Difficult weather conditions

• Dealing with impatient/rude people;

• Travel (excluding commuting to and from work)

• Other similar conditions determined by the job Evaluation Committee.

MAJOR • Exposure to extreme levels of smell/fumes, dirt or noise;

• Exposure to very high or low temperatures (e.g. freezer)

• Exposure to extreme weather conditions;

• Handling hazardous substances

• Dealing with abusive people who pose a threat a threat of physical harm;

• Situations requiring formal precautions and procedures to manage the of

safety of self and others;

• Other similar conditions determined by the job Evaluation Committee.

If more than two conditions are encountered from any category this is allowed for in the following table.

Degree Exposure Condition No. of conditions Frequency Points

1

Normal None listed

Minor

Minor

Major

n/a

1 or 2

>2

1 or 2

n/a

Occ/Monthly

Occasionally

Occasionally

10

2

Limited Minor

Minor

Minor

Major

1 or 2

>2

1 or 2

>2

Weekly

Monthly

Monthly

Occasionally

20


HRS Global 2-21

Degree Exposure Condition No. of conditions Frequency Points

3

Moderate Minor

Minor

Major

Major

1 or 2

>2

1 or 2

.2

Daily

Weekly

Weekly

Monthly

35

4

Considerable Minor

Major

Major

>2

1 or 2

>2

Daily

Daily

Weekly

55

5 Extensive Major >2 Daily 75


HRS Global 2-22

15. TRAVEL REQUIREMENTS (DOMESTIC & INTERNATIONAL)


1 - Rare / No Visits 5 Required to undertake rare or no visits to outstation cities and / or foreign countries.

2 - Occasional Visits 10 Required to undertake at least bi-monthly / quarterly visits to outstation cities and / or foreign countries.

3 - Regular Visits 15 Required to undertake at least monthly visits to outstation cities and / or foreign countries.

4 - Frequent Visits 20 Required to undertake at least fortnightly visits to outstation cities and / or foreign countries.


HRS Global 3-1

Chapter Three

Job Evaluation Process – step by step

This Chapter presents the step by step guide for properly carrying out the job evaluation of benchmark positions. It is organized into two broad sections – the first section describes the key elements required for the JE process and the second section presents the step by step approach for carrying out Job Evaluation.

Joint participation via Job Evaluation Committee Job evaluation is most effective as a participative exercise and this in itself can improve employment relations and communications. It is therefore recommended that job evaluation is introduced or revised jointly by allowing representatives from various departments on a Job Evaluation Committee. This is because:

a. a joint approach is more likely to commit relevant stakeholders to the outcome of the exercise with jointly recommended proposals more likely to be accepted;

b. a joint forum will generate more ideas and recommendations;

c. a jointly agreed job evaluation scheme can remove emotion from grading queries by allowing reasoning, rather than confrontation, to prevail, and

d. in the event of an equal value claim, a jointly agreed analytical scheme is more likely to be regarded as fair by all stakeholders

The composition of the joint job evaluation committee should take full account of the interests of all departments / groups of employees. It would be impractical to have every functional /occupational interest directly represented but it is important that members of the job evaluation committee possess as much knowledge as possible of the range of jobs involved. It is, however, counter-productive if the job evaluation committee is so large as to be unwieldy. It is important to bear in mind that the job evaluation committee is a problem solving team. The optimum number on the committee is normally six to eight people plus the chairperson. The recommended JE committee composition for the four entities in the Descon Chemicals Business area is as follows:

JOB ANALYSIS • Job Analysis Questionnaire • Observation • Interviews • Job description and person specifications

• Job Factors • Rating, Ranking & Classification • Review & Approval

JOB RATING AND CLASSIFICATION


HRS Global 3-2

Description Descon Chemicals Descon Trading Nimir Resins Descon Oxychemicals

Chairperson HR Consultant / Head of HR HR Consultant / Head of HR HR Consultant / Head of HR HR Consultant / Head of HR

Members Head Marketing Trading Manager Head Supply chain Head QHSE

Works Manager Plant Manager Head Supply chain

Head Finance Head Marketing Plant Manager

Chief Information Officer Head Finance Head Marketing

Head Supply Chain Head Finance & Co. Secretary

A separate JE committee shall be formed for evaluating the own positions of the members of the aforesaid JE committees. The membership of this (separate) JE committee shall include the following:

a. Head, Chemicals Business Area

b. Chief Executive of concerned entity / company

c. HR Consultant

Terms of Reference of the Job Evaluation Committee

1. Maintain a comprehensive knowledge of the job evaluation process.

2. Review and evaluate new or revised position descriptions in preparation for the evaluation process.

3. Maintain the confidentiality of information received by the Committee.

Documentation A record should be kept of the decisions of the job evaluation committee and any other appropriate information.


HRS Global 3-3

Job Description – Primary document for evaluating Jobs Jobs are evaluated based on information that is gathered and documented in job descriptions. The job descriptions contain the information used to rate a job and to compare and assess changes in a job so that it can be assigned to the proper level in the salary structure. Job descriptions must provide complete details about the job so that it can be evaluated and assigned a fair and equitable salary given its skill, effort, and responsibility and working conditions. It is important that job descriptions:

• are written in a standard format to enable valid comparisons to be made

• are complete and take account of all major tasks and/or responsibilities

• are suitable in style and content for use in more than one section or department

• cover the range of factors chosen for a job, and

• are checked and agreed by the job holder and the job holder’s manager / supervisor.

Management and Human Resources department are jointly responsible for ensuring that job descriptions are accurate and up-to-date. This will ensure that jobs are appropriately evaluated and appropriately paid. Time and resources needed Job evaluation requires commitment in time and effort. The length of time from introduction to operation will vary depending on number of benchmark positions to be evaluated. It is best to undertake the job evaluation exercise within an agreed time-scale so that:

a. wherever practicable, it does not interfere with the planned salary revisions;

b. there is sufficient time to deal with request for reconsideration; and

c. any additional finance, to remedy anomalies in a grading structure, can be budgeted for.

In the pages to follows, we have detailed the step by step process for carrying out the job evaluation of positions.


HRS Global 3-4

Assign a Preliminary Evaluation to the Job The Job Evaluation Committee will evaluate or rate the job by applying the approved Job Evaluation scheme to the job based on the information contained in the job description. Each factor in the Job Evaluation scheme is assessed and a preliminary evaluation of the job is established to determine the salary grade / level. At this stage, the Job Evaluation committee may refer to other job related documents such as Job Analysis Questionnaire (a sample is presented in Appendix A) or documentation relating to job analysis interview to ensure consistency in the application of the job evaluation plan. The Job Evaluation committee will complete the Job Evaluation Form (Appendix B) and inform the HR Department, who submitted the job for evaluation, of the results of the evaluation, i.e. the salary grade / level to be applied to the job. Once all jobs have been evaluated and put in rank order, the Job evaluation committee should then agree the rank order of jobs from which a grading structure can be prepared, and recommend it to the appropriate approving authority. Evaluating Changes in an Existing Job Changes in job content can affect the skill, effort, responsibility and/or working conditions of a job, and thus its value and the level at which it is paid. Changes to job content can occur as a result of departmental restructuring, introduction of a new products / services, etc. Managers and Supervisors, who have jobs reporting to them that have changed, must initiate the process for reviewing the job to ensure that it is paid fairly. This is done by having the incumbent complete a Request to Evaluate Changes in a Job form (attached as Appendix C) and a Job Analysis Questionnaire. Changes in jobs must be reported as soon as possible to avoid creating and perpetuating pay inequities. The process for evaluating a job that has changed is as follows: 1. Document the Changes in the Job The incumbent(s) or Manager/Supervisor can initiate a review of the position. The incumbent(s) complete(s):

• a Request to Evaluate Changes in an Existing Job Form outlining what has changed in the job and what factors should be reviewed; and

• those portions of the Job Analysis Questionnaire that address the changes in the job’s skill, effort, responsibilities and working conditions.


HRS Global 3-5

2. Submit Job Information to Human Resources Department The incumbent submits a completed Request to Evaluate Changes in an existing Job, a completed Job Analysis Questionnaire and a revised job description. It is important to submit a revised job description so that it is accurate and up-to-date. The Supervisor or Manager submits the forms to the Head of department for approval / sign off. Signing the Request to Evaluate Changes in an Existing Job and the Job Analysis Questionnaire indicates full agreement with the information contained in these documents. Once these documents have been signed off, the Head of department submits them to the Human Resources department which would refer the documents to the Job Evaluation committee. 3. Assign an Evaluation to the Job The Job Evaluation committee shall review the Request to Evaluate Changes in an Existing Job Form, job description, Job Analysis Questionnaire and other job documents provided. Using those documents, the Job Evaluation committee conducts an assessment of the changes in the job and the impact those changes have on the evaluation and classification of the job. The Job Evaluation Committee may also request interviews with incumbents, Supervisors or Managers.

At this stage, the Job Evaluation Committee may request that job documents such as Job Analysis Questionnaire or job descriptions be completed for other related positions in the work unit or elsewhere in the organization to ensure consistency in the application of the job evaluation scheme.

The Job Evaluation Committee will inform the human resources department, in writing, of the results of the evaluation, i.e. the salary level to be applied to the job. The human resources department will communicate the rating information to the head of concerned department, the incumbent(s) of the job and the immediate Supervisor.

The evaluation of the job is subject to the reconsideration process provided for in these procedures. If no request is made for reconsideration within thirty (30) days, the evaluation of the job becomes final and binding. Requesting Reconsideration The rating of a job is subject to review or reconsideration by the Job Evaluation Committee. The procedure for reconsideration is as follows.


HRS Global 3-6

The incumbent(s) or Managers/Supervisors, who disagrees with the rating for the job, can request a meeting between the incumbent(s), the Managers/Supervisors and the Job Evaluation committee to ensure that all relevant factors have been addressed. The Request for Reconsideration will be reviewed and signed off by the immediate supervisor and the concerned head of department indicating full agreement with the contents of the documentation. The Job evaluation committee will meet to review and consider the Request for Reconsideration. The Committee may ask the incumbent, the incumbent(s)' Manager(s)/Supervisor(s) to attend at the meeting to provide further information. The Job Evaluation committee will inform the Human resource department regarding the outcome of the review process and change in the rating of the position, if any. The Human resources department will subsequently inform the concerned incumbent, immediate supervisor and the head of department. Reconsidered decisions of the Job Evaluation committee shall be final and binding. Implementation If the job evaluation exercise has been carried out carefully and in a participative way, it is more likely that its outcome will be accepted. The next stage is for the organisation to decide how to implement the conclusions, prepare a grading structure, communicate this to employees and deal with any reconsideration cases. The grading structure should be agreed by negotiation and should establish the number of grades, the span of points for each grade and the related pay ranges.

Evaluation Resulting in a Lower Level When a job being evaluated results in a lower level, the incumbent will remain at their substantive designation and salary level. When the incumbent moves on for whatever reason, recruitment will be to the new level in accordance with normal selection procedures.

Evaluation Resulting in a Higher Level When a job being evaluated results in a higher level, the incumbent will remain at their substantive designation. Any recruitment action to the job at the new level will be in accordance with normal selection procedures. If the incumbent (being an internal candidate) is not successful, he/she will continue to be employed at his/her substantive level and may be transferred to another job at level. Given that the person has been doing the job for some time, he/she may expect to have a better chance of being selected for promotion to the new level. However, there may be a better candidate, and the principle of merit is about finding the best person to perform at the new level of the job.


HRS Global 3-7

It is important to bear in mind that Employees do not ‘own’ jobs. Employment is at a classification level that reflects a standard or range of work that the individual is expected to perform.

Communications Job evaluation will involve change, even though the change may only affect some jobs. Commitment to change will be essential, with all stakeholders agreeing from the outset that they will act upon the results. Before starting a job evaluation exercise, there needs to be agreement on the best means of communicating and sharing the outcome of the process. All employees affected by the proposed evaluation should be kept informed of what is happening. Middle management and supervisors should not be by-passed. They have a role to play in contributing to the exercise and must be able to answer appropriate questions from employees.


HRS Global 4-1

Chapter Four

Guidelines for Raters (Job Evaluation Committee Members)

A critical requirement for proper use of Job Evaluation scheme is to ensure that all members of the Job Evaluation committee interpret the Job Evaluation factors in a consistent and coherent manner. Divergent opinions of Job Evaluation committee members could create a stalemate in the finalization of Job evaluation scores of benchmark positions with resultant consequences. This chapter presents certain guidelines for the key constituent factors of the Descon Chemicals’ Job Evaluation scheme as presented in Chapter Two. These guidelines are intended to facilitate the Job Evaluation committee members in assessing the requirements of each position and assigning the most appropriate score to it. Prior to using the Job Evaluation scheme, the Committee members also need to have a comprehensive understanding of the context of the job as illustrated on this page. ‘Context’ of the job refers to factors such as company’s operations, organization structure, scale of business, products and services, etc.

Context and Job understanding are necessary pre-requisites for proper job evaluation

In the following pages, guidelines have been presented which should be referred to while considered various Job Evaluation factors.

Context

Job

Company Purpose Organization structure Legal status Nature of operations Financial health / scale of

operations.

Job Purpose & Accountabilities

Dimensions Skills, Knowledge,

Experience Main Challenges Position in Org. Structure

Job Description


HRS Global 4-2

Technical know-how 1. Select the education level that most appropriately meets the job requirements.

2. The most common source of education is through formal education, such as secondary school, vocational centers, colleges, universities, etc. 3. Rate the Education sub factor before rating the Management know-how sub factor. 4. Apprenticeships consist of a formal education component, which should be rated under this sub factor, and a job experience component, which should be

rated under the Management know-how sub factor. Management know-how 1. Establish the degree of “Technical know-how” required before rating this factor. 2. Field time required for membership in a professional organization, designation, etc. requirements for a license should be considered under sub factor. 3. The experience sub factor measures only specific experience necessary to begin performing the job; it does not measure the actual experience of the

incumbents(s). HR Know-how

1. It is important to analyze the purpose of the contact in conjunction with the nature of the contact. The level of the person contacted is relevant to the

extent that is serves as a check on the nature and purpose of the contact. (i.e. An Officer might very well provide information to a department head but it is extremely unlikely that he/she would be required to explain or follow – up on matters calling for influencing or persuasiveness)

2. Working relationships mean contact with other staff regarding a work activity. 3. Contacts of a difficult or specialized nature are those dealing with a subject area that is complex and typically requires specialized formal training or

extensive experience to enable the participants to communicate in meaningful fashion.


HRS Global 4-3

Complexity of work / Degree of Influence 1. Complexity and magnitude of problems must be considered in term of judgment, analytical ability, and initiative required in deciding upon the appropriate

choices of action.

2. Freedom to implement solutions must be considered in terms of the existence of instruction, procedures, policies, precedents and the nature of supervision received.

3. It is important to evaluate the decision making that is permitted within the parameters and constraints of the position and not the capability of the

incumbent. Initiative is the mandated authority to carry out assignments. 4. Decision-making permitted while temporarily covering off for another position is not rated. Span of control / reporting relationships

1. This factor is applicable for those positions which are administratively responsible for the formal supervision of other employees. This means the job

requires a portion of each of the following supervisory duties on an on–going basis:

Scheduling and assigning work Providing advice and direction Establishing work standards Appraising the work of others Monitoring work quality and quality standards

2. Formal supervision is a definitely established part of the job requirement and is regular and on going.


HRS Global 4-4

Responsibility for Decision & Action 1. Consider the nature of the more serious probable adverse outcome (of decisions) that might reasonably occur within the job regardless of the type or

cause. Consider at what stage errors would be detected and their effect. 2. Do not rate extreme circumstances where risk of a specific situation occurring is unlikely. 3. Consider consequence of decisions in term such as:

Handling money. Damage or loss involving equipment, supplies or property Disruption or delay of service Loss of time in detecting and correcting an error Inaccuracy of reports or records The seriousness of an error Embarrassment to the organization/department The length of time an error will have an impact Loss of goodwill and market reputation

Working conditions

1. Rate only those disagreeable working conditions that cannot be changed.

2. Raters should consider the many and varied conditions that prevail in the workplace.


HRS Global 5-1

Chapter Five

Quality Assurance Process

The Job Evaluation score of a benchmark position determines its job grade which in turn is linked with the compensation package which could be offered [to the position]. Compensation package is a key element of job satisfaction. Hence, quality assurance of the entire job evaluation process and results, in ensuring achievement of benefits / objectives for which the job evaluation process is initiated, is critical. There are three quality assurance elements that are built into the job evaluation process.

a. Job Evaluation Committee b. Profile validation c. Sore thumbing

Chapter Three presents in detail the purpose of Job Evaluation committee, its Terms of Reference, composition, etc. This chapter explains the other two elements. Profile Validation Job Profiles describe the relationship between Know–how, Problem Solving and Accountability. The job’s size and profile serve as starting points for many job evaluation applications. Job size is determined by the total of the factor point values for Know-how, Problem Solving and Accountability, and reflects the job’s relative value to the organization. The Accountability that makes up the job determines its profile. The job profile concept provides a better understanding of how jobs fit into organizations.


HRS Global 5-2

The balance between Accountability and Problem Solving reflects the extent to which the job is primarily concerned with achieving results or is focused on research and analysis. The balance among Accountability, Know–how, and Problem Solving reflects the level and type of work in an organization. For example, entry-level positions typically focus on Know–how. Accountability focus grows through career development into jobs that impact the organization more broadly through application of acquired experience and problem-solving capability. In entry-level jobs, Know–how may account for 70% of job content, while at the head of department level, Know–how may only be 30% of job content (even though, it is significantly more important than Know–how for an entry-level position).

Short Profiles There are “Short Profiles” that describe the relationship of the point factor values for a single position or classification. In some positions, “Accountability” is higher than “Problem Solving”. These positions have an “Up” profile. This means that deadlines and end results are more important to successful job performance than analysis and research. As the gap between “Problem Solving” and “Accountability” increase (greater “Accountability”), deadlines and end results take on greater significance. Usually, jobs of this nature are supervisors and managers. In some positions, “Problem Solving” and “Accountability” are equal. In these positions, analysis and the search for answers to difficult work issues is as important as deadlines. Profiles include positions such as Application Chemist, Auditor, etc. In some positions, “Problem Solving” is greater than Accountability. In these positions, analysis and the search for answers is greater than deadlines and end results. Such profiles are often found among positions responsible for research.

Long Profiles The Long Profile describes the relationship of the three Job Evaluation factors for a single position as well as the vertical relationship of positions within an organization. Long Profiles break down the three factors into percentages. Long Profiles can be determined from the Job Evaluation scheme. The Long from profile of 55-24-21 means that 55% of this position is Know–how, 24% of this position is Problem Solving and 21% of this position is Accountability. When


HRS Global 5-3

analyzing the vertical relationships of positions within an organization, positions at higher levels have greater Accountability. This permits Job Evaluation committee members to use the “Long Profile” to determine a rating’s accuracy. For example, a managerial position with the above profile supervising employees with a profile of (55-21-24 with 24% of the subordinates’ positions Accountability) is probably incorrect. Sore-Thumbing Sore-Thumbing is primarily used for review, after positions have been evaluated and before the ratings are finalized. In this process, the job evaluation scores are put in order from high to low and reviewed in relation to each other. This process is called “sore thumbing” because the job evaluation committee members check the ratings to see if any aspects of the ratings “stick out like a sore thumb”. If irregularities or discrepancies are discovered during this process, the job evaluation committee members discuss the rating(s) in question and decide whether any changes are needed before the ratings are considered final.


HRS Global 6-1

Chapter Six

Maintaining the Job Evaluation Program

The full utility of the Job Evaluation initiative / scheme plan is attained by Descon Chemicals Business if it is maintained effectively. Guidelines for maintaining of the program and some related principles are:

i. All positions presently existing in the business entities and any position created in the future must have a proper Job Description.

ii. Job Description should ideally be either written by the concerned supervisor or he/she be made responsible for writing of Job Descriptions for positions directly reporting to him. The activity may be coordinated by a designated representative of Human Resource Department, who will also provide assistance to the supervisors, as and when necessary.

iii. Copies of all approved Job Descriptions should be available in Human Resource Department.

iv. The Human Resource Representative must ensure that no changes in the classification of jobs are approved until proper Job Descriptions/ Person Specifications are prepared, approved and evaluated.

v. Human Resource Representative should conduct a review of all Job Descriptions at least once in two years by issuing copies to all incumbents of existing Job Descriptions for which they are responsible in their supervisory capacity, and request revision comments, e.g.:

Job Description is up-to-date; no revision required.

Job Description is not up-to-date; to be revised on ---------(date).

Obsolete; remove from records----reasons.

vi. The Job Evaluation Committee should meet on regularly scheduled intervals, as called by Human Resource Representative to review changed situations and to keep changes up-to-date. Official minutes must be kept of such meetings and resultant ratings recorded in relevant records.

vii. The rating of new or changed positions should never be done singly. It should incorporate a reference to already established ratings of other positions.

viii. Guidance and assistance in writing new / revised Job Descriptions will be given by a member of the Job Evaluation unit within Human Resource Department.


HRS Global 6-2

ix. Jobs which have not previously existed in the organization structure or jobs whose contents have significantly changed (as a result of change in degree of one or more factors) would require evaluation and re-evaluation respectively.

In time, the internal equity amongst jobs will have to be reinforced further and made more meaningful by creating linkages between the compensation package in the concerned organizations and the relative points assigned to the positions. The job evaluation must not be seen as a once-for-all exercise. The top management must also realise that when radically new conditions arise, it may well be necessary to rethink the original basis of the scheme. Where the skill-mix of concerned organizations is affected for any reason and there are indications that the scheme is no longer meeting its original objectives, then revision of the scheme may be necessary. There are likely to be situations where in addition to technological changes requiring higher or different skills, certain job characteristics may change in relative value over a certain period i.e. work complexity and decision making (owning to decentralisation or other policy change) etc. This then would also highlight the need for a review.

JOB ANALYSIS QUESTIONNAIRE (Management Positions)

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NAME:

POSITION:

DEPARTMENT:

SECTION:

I. STATEMENT OF DUTIES: List in the order of importance. Describe duties as simply and clearly as possible. Attach additional sheets if necessary.

Hrs./day or

% Total

EDUCATIONAL REQUIREMENTS: State the minimum level of formal schooling or equivalent training necessary to satisfactorily perform this job.

□ Elementary Graduate or less □ High School Graduate □ Master's Degree

□ Two years College and/or vocational Course □ Graduate □ M.Phil

JOB ANALYSIS QUESTIONNAIRE (Managerial Positions)

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III. EXPERIENCE REQUIREMENTS: Indicate length of on-the-job training and previous experience necessary to

meet the minimum requirements of the job. □ 6 months to 2 years □ 2 to 4 years □ 4 to 6 years □ 6 to 10 years □ 10 to 14 years □ over 14 years

SUPERVISION GIVEN: Indicate the positions of persons you supervise.

Job title of persons supervised Instruction Work Review

General Detailed General Detailed

PLANNING AND ORGANIZING: Indicate the degree of planning and organizing exercised. Check appropriate box.

Planning and organizing involving a single organization unit.

Planning and organizing involving several organization units consisting of two organizational hierarchies.

Planning and organizing involving several organization units consisting of more than two organizational hierarchies.

ANALYSIS AND PROBLEM SOLVING: Identify the type of recurring problems that your position is generally confronted with. Check appropriate boxes.

Type of Problem Solving Situation Nature of Required Response

Specialized Field Diversified Procedures

Broadly defined Policies

Constructive Thinking

Knowledge of Basic Ideas

Imaginative Approach

REPORTS RECEIVED:

Frequency Purpose

REPORTS PREPARED: Frequency Purpose

DIRECT ACCOUNTABILITY FOR NEGLIGENCE, LOSS OR DAMAGE:

Asset class Description Value (in Mn) Confidential records

Property

Equipment

Cash

CONTACTS WITH PERSONS/AGENCIES OUTSIDE OWN DEPARTMENT/ORGANIZATION:

Person/Agency Purpose

Prepared By:

Date: Approved By: Date:

JOB EVALUATION FORM

Job Title: Department:

Job Evaluation Factors Degree Points

1. Technical Know-how

2. Management Know-how

3. HR Know-how

4. Complexity of Work

5. Interpersonal Relationships

6. Thinking challenge / Analytical skills

7. Planning & Organizing


9. Responsibility for Objectives, Policies & Procedures

10. Responsibility for Accuracy of Records & Reports

11. Responsibility for Confidential Information

12. Responsibility for Decision and Action


14. Working conditions


Total Job Evaluation score

Grade / Level REVIEWED AND APPROVED BY CHAIRPERSON DATE JOB EVALUATION COMMITTEE MEMBER DATE JOB EVALUATION COMMITTEE

REQUEST TO EVALUATE CHANGES IN AN EXISTING JOB

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Note: This form is to be used to request that an existing job be re-evaluated due to substantive changes in the job’s content. Changes in job content can affect the skill, effort, responsibility and/or working conditions of a job, and thus its value and the level at which it is paid. Changes to job content can occur as a result of departmental restructuring, introduction of a new product or creation or deletion of services. Managers and Supervisors who have jobs reporting to them that have changed must initiate the process for reviewing the job to ensure that it is paid fairly. This is done by having the position incumbent complete this Request for Review form and a Job Analysis Questionnaire. These forms along with a revised job description should be forwarded to the Human Resources department. Changes in jobs must be reported as soon as possible to avoid creating and perpetuating pay inequities. Additional or changed duties do not always mean a higher salary. Added duties may result in greater volume of work but not necessarily greater skill, effort, responsibility or working conditions. Additions, deletions or changes to jobs may be neutral, resulting in no change to the salary level of the job. Please be brief as this summary is intended only as an index of the change(s) detailed in your new questionnaire. Job Title: Department:

1. Please explain the circumstances that led to changes in your job including how and when the changes occurred.

2. Explain what has been added to your job.

3. Explain what has been removed from your job.

REQUEST TO EVALUATE CHANGES IN AN EXISTING JOB

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4. The evaluation of a job whose content has changed will take into account changes that have occurred in any of the factors measured by the Job Evaluation Plan. Please indicate which factors, in your opinion, have been affected by the changes in your position and briefly describe the changes. You may wish to refer to the descriptions of the factors in the summary of the Job Evaluation scheme

Job Evaluation Factors Check box

1. Technical Know-how

2. Management Know-how

3. HR Know-how

4. Complexity of Work

5. Interpersonal Relationships

6. Thinking challenge / Analytical skills

7. Planning & Organizing


9. Responsibility for Objectives, Policies & Procedures

10. Responsibility for Accuracy of Records & Reports

11. Responsibility for Confidential Information

12. Responsibility for Decision and Action


14. Working conditions


Signature of Employee

Date

Signature of Immediate Supervisor

Date

Signature of Director

Date

descon chemicals jobevaluationmannual

Documents

job evaluation job evaluation

job evaluation points

job evaluation scheme3

job evaluation process4

job grading

job grade8

manager positions

descon chemicals business