Job Evaluation

Job evaluation is a method of determining the relative worth or importance of a job within an organisation.
It compares jobs by going beyond the most immediate identifier, the job title, and establishing the different qualities and responsibilities that make up each job.

There is no single best approach. Schemes with particular characteristics have been developed for both the public and private sectors. Some organisations develop their own schemes, alone or with consultants. Many consultancies have an approach that can be applied with or without customisation.

We can help you to…
  • Determine how jobs relate to each other;
  • Manage jobs as your organisation grows; and
  • Choose a suitable job evaluation process: informed by our work with the major proprietary schemes, but not constrained by commercial considerations. We are not promoting a JE scheme of our own.
The process

Analytical schemes (jobs are broken down into common characteristics or factors)

  • Points rating: the main elements of jobs are analysed according to the level at which they are present.
  • Levels are allocated a points score and the points are totalled to give a job score.
  • Factor comparison: independent factors, similar to those above, are assessed, but points are not allocated.

Non-analytical schemes (jobs are considered as a whole)

  • Job ranking: sorted by importance or difficulty, based on scope and autonomy, but without the rigour or consistency of the points factor method.
  • Ranked jobs form a hierarchy, which may be broken down further into an arbitrary series of grades.
  • Paired comparisons: jobs are compared with each other and awarded points depending on greater, equal or lesser value.
  • Points added to create a rank order, which can be subdivided into grades if required.

Our expertise enables you to…

  • Develop a bespoke job evaluation scheme, evaluating difficult and time consuming analytical schemes, and non-analytical schemes;
  • Establish a fair and equitable reward structure and wage or salary structure, informed by current market pay data; and
  • Use an analytical scheme as a defence in equal value pay cases which, under UK case law, is much more likely (though not guaranteed) to be satisfactory.