Jobscore V4 Manual

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Jobscore Method

Jobscore measures the skills required to perform a job, and the level to which these skills are applied to solve problems, deliver the organisation's goods and services, and manage the organisation's resources.

Higher levels of skill coupled with higher and broader levels of application of skill result in a higher job evaluation score.

Such measurement establishes the relative worth of jobs within an organisation. It also provides a basis for consistent comparisons of job value across organisations. To compare jobs across organisations, factors that differentiate organisations are taken into account.

This measure of a job is expressed as job points.

To assess the points for a job, three basic dimensions are rated: Knowledge and Skill, Problem Solving, and Accountability. Each dimension is sub-divided into elements. Each element is divided into levels, and the job is ranked using these levels.

Aspects of the organisation are also accounted to varying degree in the evaluations. These include the knowledge and skill required due to the multiplicity of markets serviced by the organisation, the diversity of products/services it provides, and the geographic scope of its operations. Organisation size as measured by annual revenue or budget is also a factor.

The rankings selected for each factor measured by Jobscore are combined to arrive at the total points evaluation for the job.

Each element in the Jobscore system carries a different weight towards the total evaluation, and there are linkages between elements.

The underlying model that specifies these weightings and the strength of the linkages has been determined empirically by analysing how the free labour market values the various job elements. This valuation is done on the basis of information gained through salary surveys. If in the future the market alters significantly the relativities between the values it places on job attributes, then Jobscore will need to be adjusted accordingly. However, for the market to make such changes, a change in the entire work culture of the nation would be required. To this extent therefore, Jobscore, as formulated in this model of how work skills are valued, is culture dependent. Accordingly, if Jobscore was to be used in a work environment culturally different to the free component of the Australian labour market, new weightings, and possibly different job elements, would be needed.

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