Jobscore V4 Manual

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Before you start evaluating.

No two jobs of any substance are exactly alike. They may be of equal worth, but rarely identical in content. Because jobs are not identical, the question is how to objectively determine the differences, and assess if the differences are significant. Job evaluation is the tool that addresses this question. Job evaluation provides a quantitative measure of job content so that the relative worth of the jobs can be assessed. This worth is then normally interpreted in salary terms.

Jobs may seem to be the same because of their similar title, or their apparently similar activities. However, these seemingly similar jobs can in reality differ, primarily because they are in different organisations, or in different parts of the same organisation. They can differ because they are impacted upon differently by other parts of the organisation or by external forces. Organisation structure and culture play their part.

The number of combinations of situations that can impact on the three basic evaluation measures of a job, that is, knowledge and skill, problem solving, and accountability, are limitless. No practicable job evaluation system can cater for every combination of situations that can pertain to a job. Hence job evaluation, as a practical exercise, is not an exact science. It is therefore important to realise that the job evaluator is required to judge the effect of what can be complex influences and interactions when assessing the worth of a job. These judgments must be interpreted in the framework of assessment provided by a job evaluation system, a framework that is necessarily limited by practical considerations.

Judgements made by the job evaluator will be of the highest quality where the evaluator fully understands both the job content and the organisational and external influences on it. Job evaluation therefore includes an element of subjectivity, and frequently two individuals will make differing assessments of the same job. It is therefore useful for any job evaluation assessment to be made with the benefit of at least a second opinion.

Conscientiously applied, the job evaluation process can reveal some truths about commonly held, but not necessarily valid, perceptions about the value of a job. It can also shed light on the efficiency of an organisation structure. Job evaluation can be used to identify training needs where there is a skills gap between the requirements of the job and those possessed by the incumbent in the job. Similarly, it can identify the areas of training an individual may need to meet the skill requirements of a higher level job.

Important in the assessment is the necessity for independence of judgment about the value of a job. Avoid any pressure to increase the evaluation for a job as a means to justify a higher salary for the position. This corrupts the job evaluation process and usually occurs where the incumbent of the job is being assessed rather than the job itself. Assessment of the incumbent is the domain of performance appraisal, rather than job evaluation. Other pressures to avoid are unreasonable maintenance of a position's pre-existing status, and internal organisation politics.

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