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Athabasca UniversityClassification/Job

Evaluation System Review

January 2007

John Steffensen

Jaime MacKenzie

2

Compensation Administration System

REWARDS

Salary General/Merit Bonus Incentives

Policy Formation Budgets Salary Grids Salary Ranges Procedures

PerformancePlanning

PerformanceAppraisal

PerformanceImprovement

Job Evaluation Classification

Salary Survey (Benchmark Jobs) Analysis

INTERNALEQUITY

EXTERNALEQUITY

“SOFT SIDE”

DOLLARS PAIDTO JOBS

Position Description

Role/Duties Skill Responsibilities Effort Working Conditions “HARD SIDE”

3

Our Approach Structured and collaborative.

Client involvement and ownership; reinforces and develops client skills and competencies.

Supported by automated data management; JES (job evaluation system) software.

Conducted by senior, experienced management consultants.

Measure the position, not the incumbent

4

Why Are We Doing This?

To address the concerns raised by Athabasca University Staff through the position evaluation system survey conducted recently:• Adaptability to changes in responsibility and accountability.

• Requirement for easily understood classification criteria.

• Recognition of significant educational upgrading and experiential learning and promoting a learning environment within AU.

• Recognition of career development/progression.

• Appropriate process for classification decisions and appeals.

To create a Fair and Equitable Job Classification System that:• Has a consistent job information format;

• Has consistent and appropriate measurement criteria (evaluation factors); and,

• Has consistent application throughout the University.

5

Pay Equity Legislation

Factors which MUST legally be present in evaluation systems are:

• Skill

• Effort

• Responsibility

• Working Conditions

6

Job Evaluation is not…

Individual performance is not

evaluated in Job Evaluation.

Performance is evaluated

using performance evaluation

tools.

7

Work Plan

Task 1:Client Meeting/Project

Startup(December 2006)

Task 2:Orientation/Communication Sessions

(January 23-24, 2007)

Task 3: Job Questionnaires/Interviews to test

evaluate benchmark positionsFebruary-April 2007

Task 4: Job Ranking/System Design

April 2007

Task 5: Analysis/Recommendations

(benchmarks) May-August 2007

Task 6: AU Review (executive signoff)

August 2007

Task 7: Employee Feedback (info sessions)

September 2007

Task 8:Final Reporting

September - October 2007

8

Job Evaluation & Classification

Step 4 - Confirm Job Descriptions - Design Job Information Questionnaire - Collect information (high employee involvement) (details on slide 7)

Step 4 - Confirm Job Descriptions - Design Job Information Questionnaire - Collect information (high employee involvement) (details on slide 7)

Step 5 - Confirm Compensable

Factors and Plan Wording6 - Determine Factor Weighting7 - Install Job Evaluation Support

Software on AU Computer8 - Evaluation of Jobs9 - Verify and Validate Evaluation

Results - Define structure, and natural

breaks based on predefined criteria (CA) and/or market data

Step 5 - Confirm Compensable

Factors and Plan Wording6 - Determine Factor Weighting7 - Install Job Evaluation Support

Software on AU Computer8 - Evaluation of Jobs9 - Verify and Validate Evaluation

Results - Define structure, and natural

breaks based on predefined criteria (CA) and/or market data

Step 1 - Project Orientation and Start-up2 - Develop and Implement a

Communications Strategy - Information sessions for staff (Jan 2007)3 - Assess Current Arrangements

Step 1 - Project Orientation and Start-up2 - Develop and Implement a

Communications Strategy - Information sessions for staff (Jan 2007)3 - Assess Current Arrangements

Step 11 - Prepare and Deliver a Final Project Report including

implementation recommendations - Ensure knowledge transfer

Step 11 - Prepare and Deliver a Final Project Report including

implementation recommendations - Ensure knowledge transfer

Phase II : Confirm Required Job Information

February - March 2007

Phase I : Orientation , Start-Up and Communication

December 2006 – January 2007

Phase III: Evaluate & Classify Jobs

March - August 2007

Phase IV: Final Recommendations and Reporting

September - October 2007

9

Job Information Questionnaire

Record facts about the job.

Information in the job description/information questionnaire helps to identify compensable factors.

Approval process for job information questionnaire helps to identify and resolve questionable areas.

Other uses:Recruitment for a replacement/new position when required.Performance appraisal (as reference).Training Programs.Organizational Planning.Grievance Settlement.

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Common Compensable Factors

Knowledge and Skills*

Complexity/Difficulty

Responsibility/Accountability*

Consequence of Error

Relationships and Contacts/ Communication*

Planning and Controlling

Leadership*

Supervision – Given & Received

Budget Impact – Operating, Capital and Manpower

Confidential Information

Working Conditions/Hazards

Independence of Action*

Problem Solving

Teamwork

Note: Factors selected must be present in all jobs being evaluated – usually between 8-10 factors used in system.

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Summary of WMC Process Incumbent completes job information

questionnaire, supervisor approves it, submitted to Human Resources.

Development of relevant factors and factor weighting.

Program used to test-evaluate benchmark positions.

Modifications (if necessary) made to the system.

Remaining jobs are evaluated.

Communication of results to all staff, ability to appeal decisions using current appeal process as outlined in the collective agreement.

12

Ongoing Evaluation

Process is “dynamic” – there should be regular review of all jobs.

New positions should have a questionnaire completed and evaluated.

Reorganization or significant changes in duties and/or responsibilities should also result in a review of the affected jobs.

A formal appeal process exists if the incumbent or supervisor disagree with evaluation (as per CA).

13

Sample of WMC Clients Job Evaluation and Compensation Assignments

Fairview College Alberta School Trustees’

Assoc. Northern Lakes College University of Alberta St. Albert Separate School

Board University of Victoria Open Learning Agency

• Knowledge network University College of the

Caribou Langley School District Vancouver Community

College

Alberta Teachers Retirement Fund Board

Alberta School Employees Benefit Plan

University of British Columbia Simon Fraser University University of Northern B.C. Trinity Western University Okanagan University Malaspina University College B.C. Public School Employees

Association. Alberta Pension

Administration Corporation Alberta Blue Cross

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Job Information Questionnaire

FOR H.R. USE ONLY

JOB INFORMATION QUESTIONNAIREJOB INFORMATION QUESTIONNAIRE Job Code:

Eval. Date:

INSTRUCTIONS

The collection of accurate, complete, up-to-date and gender-neutral job information is essential to, and forms the basis of the job evaluation process.

This Job Information Questionnaire provides a format designed to describe a job, capturing the skill, responsibility and effort normally required in the work, and to record the conditions under which it is usually carried out. The Job Information Questionnaire focuses on CURRENT job content and requirements. THIS IS NOT AN APPRAISAL OF YOUR PERFORMANCE ON THE JOB.

Please read the Job Information Questionnaire carefully, and complete each section. Throughout the Questionnaire examples are requested and are important as you describe the job. If you are completing this document electronically, the space provided for each response (the shaded areas) will expand, so you are not restricted in the amount of information you wish to provide. Use the “tab” key to move between fields. If you are completing this document by hand, please use the back of the page or add additional pages if more space is required.

When you have completed the Questionnaire, please forward it to your manager/supervisor. Once the Questionnaire has been reviewed by the respective manager/supervisor, the finalized Questionnaire will be forwarded to Human Resources.

POSITION PARAMETERS

Employee Name:      

Job Title:      

Department:      

Reports to:      

(Name and Job Title)

SIGNATURES AND APPROVALS

Completed by: Approved by:

_____________________________________ _______________________________________

Employee Supervisor/Administrator

_____________________________________ _______________________________________

Date Date

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SSEECCTTIIOONN OONNEE:: JJOOBB DDEESSCCRRIIPPTTIIOONN

1. OVERALL PURPOSE OF THE JOB (Job Summary) Summarize in one or two sentences the major responsibilities of the position in terms of its basic

purpose and the results it is expected to accomplish. (Concentrate on why this job exists, not what is done.)

2. DETAILED JOB RESPONSIBILITIES Each job will have four to six major areas of responsibility. In the following spaces, for each of

the major responsibilities of the job: provide a statement or phrase that describes the area of major responsibility; estimate the amount of time spent on each responsibility area (to the nearest 5%);

and describe the major tasks that are undertaken to fulfil that responsibility. If you require additional space, please attach a separate sheet.

a) Responsibility Area: %

Task Description:

b) Responsibility Area: %

Task Description:

c) Responsibility Area: %

Task Description:

d) Responsibility Area %

Task Description:

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SSEECCTTIIOONN TTWWOO:: JJOOBB EEVVAALLUUAATTIIOONN IINNFFOORRMMAATTIIOONN

1. KNOWLEDGE AND SKILL

Each job requires a combination of knowledge and skill. This is typically gained through formal

education, and previous jobs or other experience. In this section, please outline the typical formal

education, training and/or certifications that are required to do the job. Then, indicate the types

of other knowledge and skills that a person must have and apply to do the job.

These requirements should not be interpreted as a recruiting specification; nor are they a

reflection of the current incumbent. Actual incumbents may have various combinations of

education and experience, although they are likely equivalent to the combination indicated in this

section.

a) Formal Schooling

Indicate the minimum years of schooling required to do your job, based on requirements of the

work itself. (Consider what would be the likely equivalent number of years of formal schooling

that would be required in today's marketplace.)

Some education and training, but less than a high school diploma.

High school diploma or equivalent to about 12 years of schooling.

Completion of a 1-year college certificate, one year University or equivalent.

Two (2) years of post-secondary training, completion of a community college certificate

including trades apprenticeships or equivalent. In what?

Applied degree, three (3) year undergraduate degree, three years of University or

equivalency. In what?

Four (4) year undergraduate degree, or three (3) year undergraduate degree plus one full

additional year of University in a related program representing four years of study or

equivalent.

In what?

Graduate diploma or five (5) years of University (must have an undergraduate degree), or

four (4) year undergraduate degree plus one-year college diploma, or two (2)

undergraduate degrees representing five years of study or equivalent. In what?

Masters degree or equivalent. In what?

Doctorate degree or equivalent. In what?

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Indicate below whether certification, designation, licensing or registration is required and, if so,

indicate the type required.

None required.

Certificate required:

License/Registration required:

Professional Designation required:

b) Comments:

Please provide any additional information about the educational requirements of your job

that have not already been noted.

c) Please indicate YOUR current educational qualifications (those credentials that you

have, that may not be required by the job).

2. EXPERIENCE

a) Assuming that a person already has the level of formal training or education outlined in

Question 1, indicate the minimum amount of previous job-related experience necessary

to be considered as a new hire for this position.

Less than 6 months.

More than 6 months up to 1 year.

1 year to less than 3 years.

3 years to less than 5 years.

5 years to less than 10 years.

10 years to less than 15 years.

15 years or more.

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b) What kinds of experience are necessary?

Indicate the type of experience (skills) that are required of the job (e.g. specific computer

skills, on-the-job training, safety courses/knowledge etc.).

3. COMPLEXITY OF PROBLEM SOLVING AND DECISION MAKING

In each job, problems must be solved and decisions must be made. These will range from task

specific issues, where decisions are supported by factual and reliable information, to decisions

where support information is ambiguous, often incomplete and only somewhat reliable. Decisions

may affect your own work, the work of others, or the satisfaction of clients.

a) Examples and Frequency of Decisions

Give examples that illustrate the kinds of decisions that you are required to make, or the problems

you must solve to do your job. How often do you have to make these decisions or solve this type of

problem (e.g., every day, once a week, infrequently, etc.)?

Decision/Problem How Often:

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b) Decision Support

List any established practices, procedures, supervisory direction or written instructions that guide

your action. Also list any other formal information sources that help you make decisions or solve

problems. How are your actions and decisions guided or controlled by these?

Type of Guide for Action: How it Affects Your Actions:

c) Decisions Referred

What decisions are referred to or reviewed by your supervisor (or other authority). Give

examples that indicate the availability and frequency of direction that you would expect from

your supervisor?

Decisions Referred to Supervisor or other Authority: How Often:

d) Comments

Please provide any additional information about the decision making and problem solving aspects

of your job that have not already been noted.

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4. IMPACT OF DECISIONS AND RECOMMENDATIONS

a) Check the one statement of the following which best describes the impact that your day-

to-day decisions typically have.

Decisions affect only incumbent's job responsibilities.

Decisions affect incumbent's position and work of others doing similar jobs.

Decisions affect an entire unit of the department and, at times, may affect

the work of the entire department.

Decisions consistently affect entire department and, at times, may affect

the work performed in one or more other departments.

Decisions generally affect day-to-day operations of the entire University.

Other (explain):

b) Identify the probability and seriousness of a mistake or error in judgement. Consider

how long it would take to correct and who would correct it; assess the potential for

injury, equipment damage, and product or financial loss. Do not consider an act of

willful negligence or incidents with a low probability of occurrence.

Error Probability/Seriousness

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5. NATURE OF SUPERVISION EXERCISED

a) Indicate below the total number of employees & students reporting to this position, both

directly and indirectly through other supervisory levels.

Management/Professional/Technical

Administrative/Technical Support

Contract/Temporary

Total Employees Supervised

Total number of students

b) Check the statements that indicate the kinds of supervisory activities this position

performs.

No supervisory or advisory responsibility.

Directly monitors the work of others as assigned by a Supervisor and

may perform duties similar to those supervised.

Assigns the work and trains employees directly supervised.

Plans the work for the unit.

Recommends salary adjustments for employees directly supervised.

Recommends promotions for employees directly supervised.

Authority to hire, fire, promote.

c) Mark the phrase which best describes the breadth of supervisory responsibilities.

None.

Act as a lead person in the group, without full supervisory authority.

Direct, front-line supervision.

Second level supervision, with subordinate front-line supervisors.

Supervisory management with subordinate second-level supervisors.

Management of other supervisory management.

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d) Project/Team Leadership Responsibility

Describe any regular, project or team leadership responsibilities that are a regular part of

the job.

e) Advisory Responsibility

In a team oriented work environment, people will share information, knowledge and

expertise to “get the work done”. Consequently, everyone is a contributor and, to some

extent, a leader. Some roles, however, contribute very specific, specialist knowledge or

expertise that directly guides or determines the actions of others in the organization

(although not as a supervisor); e.g., information technology specialists, human resources

advisor, etc.

Do you function as a Specialist Advisor, as a regular expectation of your job?

No Yes

If yes, please describe these circumstances.

f) Comments

If your job cannot be adequately reflected by the above options, select the closest option

and provide a brief description of the situation.

6. TYPE OF SUPERVISION RECEIVED/INDEPENDENCE OF ACTION

Give examples which indicate the availability and frequency of direction that would be expected

from the incumbent's supervisor and the extent to which the incumbent's actions are directed by

set standards, practices, procedures, precedents, policies and objectives. Include both Athabasca

University and "professional"/contractual rules of conduct.

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7. CONFIDENTIALITY

As an indicator of the care and discretion that must be exercised as part of the job as a result of

the sensitivity of documents and information in the regular performance of the job duties:

a) Briefly describe the type and frequency of work with confidential information.

Type Frequency

b) What would be the impact if information was accidentally disclosed?

(Embarrassment, reputation, image, cost, legal action, etc.)

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8. COMMUNICATION

Indicate WHO (a person, group, position or department) this position communicates with and the

TYPE (internal or external) of communication. Use the scales to indicate the FREQUENCY and

the PURPOSE. For PURPOSE, think in terms of your contribution to major decision-making,

team relationships or persuading/negotiating action.

FREQUENCY OF CONTACT PURPOSE OF CONTACT

1 = Once a month or less 1 = To respond to questions, to exchange information in general

2 = 2 or 3 times a month 2 = To explain, interpret information or instruct

3 = 2 or 3 times a week 3 = To advise, consult, counsel, influence or persuade

4 = daily 4 = To negotiate (usually on controversial issues)

WHO INTERNAL EXTERNAL FREQUENCY PURPOSE(S)

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9. PLANNING

This factor measures the component of the position that requires the analysis of conditions,

problems or questions and the extent of the planning which is required in order to appropriately

and efficiently solve the problem or adapt to the conditions.

Work involves responding to a variety of routine problems, questions or situations in

conforming with established criteria.

Work involves the standard investigation or analysis of conditions, problems or questions.

Work involves the investigation or analysis of unusual conditions, problems or questions.

Work involves planning to establish criteria, formulate projects, and assess program/function

effectiveness.

Work involves extensive planning in order to develop and evaluate programs and their

effectiveness and impact.

10. PHYSICAL DEMANDS

a) Visual Concentration Describe how incumbent is typically required to visually concentrate, how

FREQUENTLY she/he is required to do so, and FOR HOW LONG requirements typically last.

b) Physical Effort Describe the TYPE of physical effort (lifting, standing, walking, stooping, etc.) the

position usually requires. Describe HOW MUCH effort and the LENGTH OF TIME typically required to exert that effort.

c) Irregular Hours of Work Describe any unusual requirements for irregular work hours (including excessive

overtime or hours of work beyond normal (8:00 a.m. to 5:00 p.m.) working hours).

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11. WORKING CONDITIONS

a) Work Environment

Describe any unusual environmental conditions in which the incumbent must work on a

regular basis (e.g., constant exposure to heat, dirt, oil, noise, wet weather, etc.)

b) Hazards

Describe any physical hazards that you may be exposed to in your position. Indicate the

FREQUENCY and DURATION of such exposure (e.g. chemicals, mechanical equipment

etc.).

c) Travel Requirements

Describe any job required travel in terms of frequency, length of time away from home

and required overnight stays.

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12. ORGANIZATIONAL RELATIONSHIPS

a) Organizational Chart:

You report to:

(title)

YOUR

POSITION

If you have subordinates, fill in

titles here. Indicate number of

employees with the same title.

b) Please indicate below any positions/titles you feel are comparable with your position,

within Athabasca University.

Position Title: Incumbent Name:

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13. DIMENSIONS

Provide relevant budgetary responsibility APPLICABLE TO THIS JOB. State all figures on an

annual basis.

Budgets

Fixed Asset Budget $

Operating Budget $

Salary Budget $

Total Budget $

Approvals

Payment Approval Limit $

Purchasing Order Limit $

When you have completed your Job Information Questionnaire, please print it, sign and date it, and

submit it to your manager/supervisor for approval.

Thank you for your participation!

29

Discussion Points/Questions

Do we understand your requirements?

Are changes needed to the work program?

Project scheduling changes?

Other questions?

30

Additional Information Slides:

31

Job Evaluation and Development Process

PROJECTPLANNING

APPROVAL OFQUESTIONNAIRE

MARKETANALYSIS

(COMPENSATION)

QUESTIONNAIREADMINISTRATION

SYSTEMFRAMEWORK

SYSTEMWEIGHTING

WEIGHTEDEVALUATION

SALARY SYSTEMDEVELOPMENT

IMPLEMENTATIONAND EMPLOYEE

FEEDBACK

ADMINISTRATIONSYSTEMS ANDGUIDELINES

QUESTIONNAIRE& JOB

ANALYSIS

CLIENT MISSION,GOALS, PHILOSOPHY

GOVERNMENTLEGISLATION

APPEALPROCESS

INPUTINPUT INPUT

EVALUATION/STEERING COMMITTEE

32

Job Analysis

ORGANIZATIONGOALS ANDOBJECTIVES

DEPARTMENTALGOALS ANDOBJECTIVES

JOB PURPOSEAND OBJECTIVES

JOB DUTIES

RESPONSIBILITIES:

Independence of Action Results/Consequences of Errors Scope of Supervision Character of Supervision Contacts Dimensions

EFFORT

SKILLS:

Education Work Experience Complexity/Judgment

WORKING CONDITIONS

JOB DESCRIPTION OR JIQ

THE

JOB

(TITLE)

33

Sample Factor Weightings

Factor Weighting (%) Maximum Points

1. Education

2. Experience

3. Communication/Contacts

a) External

b) Internal

4. Complexity/Problem Solving

5. Management/Accountability/Leadership

6. Scope

7. Degree of Impact

8. Effort Required

9. Working Conditions/Physical Environment

11

9

20

(10)

(10)

20

16

3

15

3

3

165

135

300

300

240

45

225

45

45

TOTAL 100% 1,500