Athabasca%20University%20Classification/Job%20Evaluation%20System%20Review

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Athabasca UniversityClassification/Job
Evaluation System Review

• January 2007
• John Steffensen
• Jaime MacKenzie

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Compensation Administration System
SOFT SIDE
HARD SIDE
Performance Planning
INTERNAL EQUITY
EXTERNAL EQUITY
DOLLARS PAID TO JOBS
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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

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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.

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Pay Equity Legislation

• Factors which MUST legally be present in
  evaluation systems are
• Skill
• Effort
• Responsibility
• Working Conditions

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Job Evaluation is not

• Individual performance is not
• evaluated in Job Evaluation.
• Performance is evaluated
• using performance evaluation
• tools.

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Work Plan
Task 1 Client Meeting/Project Startup (December
2006)
Task 5 Analysis/Recommendations (benchmarks)
May-August 2007
Task 6 AU Review (executive signoff) August
2007
Task 2 Orientation/Communication
Sessions (January 23-24, 2007)
Task 3 Job Questionnaires/Interviews to test
evaluate benchmark positions February-April 2007
Task 7 Employee Feedback (info
sessions) September 2007
Task 8 Final Reporting September - October 2007
Task 4 Job Ranking/System Design April 2007
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Job Evaluation Classification
Phase III Evaluate Classify Jobs March -
August 2007
Phase II Confirm Required Job
Information February - March 2007
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
Wording 6 - Determine Factor Weighting 7 -
Install Job Evaluation Support Software on AU
Computer 8 - Evaluation of Jobs 9 - Verify and
Validate Evaluation Results - Define
structure, and natural breaks based on
predefined criteria (CA) and/or market data
Phase I Orientation , Start-Up and
Communication December 2006 January 2007
Step 1 - Project Orientation and Start-up 2 -
Develop and Implement a Communications
Strategy - Information sessions for staff (Jan
2007) 3 - Assess Current Arrangements
Phase IV Final Recommendations and
Reporting September - October 2007
Step 11 - Prepare and Deliver a Final Project
Report including implementation
recommendations - Ensure knowledge transfer
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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.

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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).

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Sample of WMC Clients Job Evaluation and
Compensation Assignments

• 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

• 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

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Job Information Questionnaire

• FOR H.R. USE ONLY
• JOB 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

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Discussion Points/Questions

• Do we understand your requirements?
• Are changes needed to the work program?
• Project scheduling changes?
• Other questions?

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Additional Information Slides
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Job Evaluation and Development Process
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Job Analysis
JOB PURPOSE AND OBJECTIVES
JOB DUTIES

• SKILLS
• Education
• Work Experience
• Complexity/Judgment

ORGANIZATION GOALS AND OBJECTIVES
JOB DESCRIPTION OR JIQ

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

DEPARTMENTAL GOALS AND OBJECTIVES
EFFORT
WORKING CONDITIONS
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Sample Factor Weightings