A critical step in your company’s transformation journey will be to first assess the value to your organisation of each role recommended in the redesigned organisation structure. This step is mission-critical if roles are to be positioned at the right organisational level so that it is clear to all staff that there is internal equity in how the value of each role has been assessed. A best practice job evaluation methodology will avoid the demotivating impact associated with staff perceptions that some employees are paid based on who they are rather than the job that they perform and its value to the organisation.
The HAY system uses four Factors that are broken down into 11 sub-factors as shown below and the evaluation of a job involves the analysis of that job using a job description for the position and input from the manager to whom the role reports to determine the extent to which the various sub-factors exists in the role being evaluated.
At CPBN, we have a team that is expert in the use of the HAY Points Factor Job Evaluation system as well as in the development of position/job descriptions in the format required for HAY job evaluations.
We will transfer these skills to your team through experiential learning as they participate in the development of JDs and the evaluation of selected roles in your company. However, the CPBN team will as a panel, evaluate and then review the majority of jobs in your company, always with input for the manager or the manager once removed to whom the role reports if there is any lack of clarity about any dimension of the job.
Based on the Requisite Design of your organisation structure, our team will recommend the Job Grade (Group) structure and the corresponding job evaluation score ranges that will determine where jobs are positioned relative to each other, based on their value as assessed by a Job Evaluation panel.