Management Job Evaluation Management Job Evaluation Plan (MJEP)

Transcription

1 Management Job Evaluation Management Job Evaluation Plan (MJEP) 1

2 Job Evaluation What is Job Evaluation? Job evaluation is a systematic review and analysis of job responsibilities, relationships and requirements in order to determine the relative position of one job to another within an organization. 2

3 Why Evaluate Jobs? Job Evaluation Job Evaluation is a building block for other human resource functions such as: Attraction and Retention Training and Development Organizational Design Performance Management Human Resource Planning 3

4 Job Evaluation Job Evaluation Principles Every job in an organization has value and purpose otherwise it would not exist A position in the context of an organizational structure is evaluated not a person performing a role 4

5 Job Evaluation Objectives of Job Evaluation To establish a hierarchy of jobs or groups of jobs in the organization To provide a consistent approach to the way jobs are evaluated To recognize that similarities and differences among jobs is an important aspect 5

6 What is Management? Job Evaluation Management jobs are roles that encompass the management of an organizational unit or one or more specialist functions in support of a government program or ministry support service. They have a role in making the decisions that establish the goals of an organization and the method by which these goals are pursued. 6

7 Job Evaluation What Makes a Job Management? To determine whether a job meets the scope of management, the job is assessed against the following criteria: Section 12(1)(a) of the Public Service Employee Relations Act: A person employed by an employer (a) who has or exercises managerial duties and responsibilities in relation to one or more persons or in relation to the formulation, development or administration of policies or programs shall not be included in a bargaining unit or any other unit for collective bargaining. 7

8 Job Evaluation Factors Factors are the yardsticks by which job size is measured. 8

9 Factors Job Evaluation Measure the variables/differences in jobs Identify and define what the organization values 9

10 Job Evaluation Plan Factors Job Content Know-How Problem Solving Accountability Input Throughput Output 10

11 Know-How Job Evaluation Plan Factors Know-How measure the knowledge and skills needed for acceptable job performance, however acquired Know-How has three dimensions: 1. Content Know-How 2. Leadership and Business Know-How 3. Human Relations Skills 11

12 Content Know-How Job Evaluation Plan Factors Operational and practical procedure, specialized methods/techniques, professional or scientific knowledge of the job s changing environment and clients. Measures both how much knowledge and skills are needed (depth) as well as how many things (breath) and how complex they are. 12

13 Job Evaluation Plan Factors Leadership and Business Know-How The activities required to produce the results expected of groups or functions. The integration of programs and people through planning, coordinating, directing or controlling activities and resources. Human Relations Skills Active, practicing person-to-person skills in the area of human relationships 13

14 Job Evaluation Plan Factors Problem Solving Measure of original thinking. Use of knowledge in an environment ranging from highly controlled to unstructured. Describes the thinking required in the job by measuring two dimensions: 1. Thinking Environment The environment in which thinking takes place. The freedom the position has to think. 2. Thinking Challenge The challenge presented by the thinking to be done. Are the thinking challenges well known and defined or are they new and non-recurring. 14

15 Job Evaluation Plan Factors Accountability The degree to which a job is responsible for achieving results, and the importance of those results to the organization. There are three dimensions: 1. Freedom to Act: Freedom to take action or implement decisions. The nature and extent of the controls, or the lack of them. 2. Magnitude: The extent to which stakeholders are affected by the outputs. 3. Impact: How a job directly affects results. 15

16 Job Evaluation Plan Overview Job Evaluation Guide Charts Present the factors, dimensions and point values used to evaluate jobs Define what the organization values and describe a continuum of the levels 16

17 Job Evaluation Plan Overview Job Evaluation Guide Charts Evaluation to Guide Charts is one step in the evaluation process Factor rating selected should represent what the job is responsible for for the most part 17

18 Job Evaluation Plan Overview Benchmarks Examples of jobs that are representative of work within the Government of Alberta Show levels of work both for individual job evaluation factors and for total evaluation 18

19 Benchmarks Job Evaluation Plan Overview Reference point against which other jobs are measured to ensure cross government equity and consistency Integral part of job evaluation process 19

20 Job Evaluation Plan Evaluation Process Job descriptions are an essential piece of information in the job evaluation process A well written job description: Provides accurate and clear information about what the job does, how often and why Focuses on outcomes not a detailed list of individual tasks Includes an organizational chart that illustrates where the job exists within the organization 20

21 Job Evaluation Plan Evaluation Process Job information is documented on the Management Job Description form Job information is reviewed and clarified, as required 21

22 Job Evaluation Plan Evaluation Process Jobs are evaluated using the Guide Charts each factor is rated and scored total points calculated The job is compared to benchmark jobs with similar points to verify the rating The job is allocated within the plan 22

23 Classification Appeals A Classification Appeal is a formal process by which employees can appeal a classification decision of their position by requesting another class in the plan. Step 1: Within 5 working days of receiving written notice of the classification decision, an employee can request the Human Resource Director undertake a review of their job. A department review is undertaken at the Ministry level. If the employee is satisfied at Step 1, no further action is required. 23

24 Classification Appeals Step 2: An employee may appeal the departmental review decision to the Management Job Evaluation Board (MJEB) Formal quasi-judicial process Independent third party review Composition of the Board: Management Peer Review, Chair and Two Members 24

25 Classification Appeals The Management Job Evaluation Board (MJEB) will NOT: Consider comparisons to positions that are not benchmarks Alter the assignment of points on benchmarks Revise or establish new classifications Make a decision regarding jobs not under appeal Alter the MJEP guide chart Consider new responsibilities assigned to the job since the initial classification decision was rendered Consider the qualifications of the incumbent Make any recommendations on pay Consider the assignment to an occupational family 25