NRC: Job grades, job evaluation, and Jobscore.
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1.1.2 Career Structure.
Career structures provide identifiable grades within an overall, organisation-wide salary structure to cater for progressive steps in a particular career strand. Examples of career strands are: Arts and Museum Administration, Athletics, Engineering and Architecture, Finance, Health Administration, Human Resources Administration, Information Technology, Legal and Government Relations, Purchasing, and Safety and Security.

The main features of a career structure, illustrated in Figure 2 following, are:

  • A career-graded structure is a single graded structure sliced vertically into 'career families'. A career family contains jobs that have common elements in terms of their function and the type of knowledge required. There are defined career paths for progressing to higher levels in the family and into roles requiring related knowledge and skills in other career families.
  • The successive levels (grades) of each career family are defined by reference to the key activities carried out and the knowledge and skill requirements to perform effectively at each level. Particular career families may not be represented at each level (grade) in the overall structure and some levels may be common to more than one career family.
  • Corresponding levels (grades) across career families are defined by the same range of job evaluation points (assuming a job evaluation system used) and the same pay range. Jobs evaluated within a particular grade range are allocated to the same grade irrespective of career family. All jobs at the same level across the career families are paid within the same range.
  • There is scope for the salary of individuals to progress through a level by increments.
  • Individuals can move across career strands as appropriate to gain broader functional experience. For example moving from a line role to a marketing or staff role, then back again to a line role.
The advantages of this structure:

  • Defines career paths within career families, thereby facilitating career planning.
  • Identifies routes for career progression between career families by clarifying the skill an individual required should they wish to move to a new career path.
  • Provides the basis for personal development planning by defining the knowledge and skills required at higher levels or in different functions and therefore what needs to be learnt through experience, education or training.
  • Defines promotion criteria and pay ranges and scope for progression.
  • Recognises that career progression can take different routes, depending on the profession or occupation, but that these routes can intersect.
  • Facilitates the achievement of equal pay for work of equal value through the existence of a common grading system (supported by job evaluation).
  • By linking pay and grade management with career development, it is in accordance with best practice human resource management.