Table of Contents
IntroductionFor the following positions: Show
The Brandon University Job Evaluation System, which is used to evaluate and classify positions in the Manitoba Government & General Employees’ Union (MGEU) (with the exception of Food Service positions) and Exempt MPO and ESS staff, was first adopted in 1993 for Exempt staff positions. The system was then reviewed with MGEU and adopted in 1995 for that group. After having worked with the system for a few years, the University and MGEU began discussions on ways the system could be improved, both in structure and application. These discussions have led to revisions of the process. The Job Evaluation System is a point rating system that, through formal and systematic analysis, provides equity in the value of each job in the employee group relative to other jobs at the University. The system attempts to relate the amount of an employee’s pay to the contribution made by his/her job to the effectiveness of the organization. Job evaluation begins with the analysis of work to determine its characteristics and requirements. A description of the duties and responsibilities is then written and the duties and responsibilities are evaluated against the selected evaluation method. Effectively performed, job evaluation simplifies pay structure decisions and makes them more rational. It makes job comparisons a more efficient operation. The job classification/re-classification process is discussed in Article 42 of the Brandon University Collective Agreement with MGEU and in the Reclassification Procedures section of the Exempt Staff Handbook. top of page Documentations Relating to the Job Evaluation ProceduresPositions are evaluated on the basis of job content. The position itself is, therefore, the focus of the evaluation and the incumbent and any of his/her specific qualifications or any specific salary level or any performance assessment of the incumbent is ignored in the evaluation process. A job description questionnaire has been developed to facilitate the evaluation process by focusing on aspects of job content that are involved in the Job Evaluation System. It is crucial that the importance of a complete and accurate job description questionnaire be recognized and that those who are involved in writing them complete the job description questionnaires as meticulously as possible. top of page The Job Evaluation ProcedureThe Job Evaluation Committee – Composition and RoleThe MGEU Job Evaluation Committee is composed of five (5) people – the Director, Human Resources, who serves as Chair and a full participating member of the committee, and four other employees appointed by the University. The Exempt Staff Evaluation Committee is composed of three (3) people – the Director, Human Resources, who serves as Chair and a full participating member of the committee, and two members from the exempt staff groups. (Alternates are also appointed to the Exempt Staff Evaluation Committee to serve in the following circumstances.) Committee members may not participate in the evaluation of their own position or in the evaluation of a position that they supervise or where they are in conflict of interest. Each member of the Committee participates in the evaluation of the position and in arriving at the appropriate point rating of each of the factors and of the position. Final decisions are reached by consensus, which means that all members of the Committee must be able to accept the decision. The meetings of the Job Evaluation Committee are closed and all records of the meetings and associated notes are confidential to the committee and the Vice-President (Administration & Finance), and, in the case of a grievance, to the required MGEU officials. Any questions or concerns are to be directed to the Director, Human Resources. Initiating a Job Description EvaluationA Job Description Evaluation can be initiated by the employee (after completing the probationary period) or the employer when there is a view that the job description or job requirements may have changed significantly since the last evaluation, otherwise no more often than once every twelve (12) months. This will typically happen over an extended period of time, through specific changes within the requirements of a unit or when an incumbent leaves and prior to the recruitment of a replacement. When an MGEU member wishes to apply for reclassification, she/he must include a written statement indicating why she/he is requesting a re-evaluation of the classification. There will be times when the requirements of a job change for a short and specific period of time. While it is recognized that very temporary reassignments of duties, such as during vacation, are expected within existing classifications, substantive changes for substantial periods of time should be evaluated to ensure that employees are properly compensated for duties and responsibilities assigned. In this case, the employee or employer may initiate a job evaluation request and should specify the temporary nature of the requirements. Any resultant reclassification will be applied for the affected period only. At the end of the temporary assignment, the individual concerned will revert to his/her regular position and classification. AppealsEmployees who have initiated an evaluation request, and who wish to appeal the decision, may do so by indicating their intention to the Director, Human Resources, within two weeks of receiving the result of the first evaluation. The request for appeal should be provided in writing. The composition of the appeal committee for MGEU positions is the Classification Review Committee (CRC), which is composed of the Vice-President (Administration & Finance), the President of MGEU Local 135 and a third party, who shall serve as the chair of the committee, selected from within the employees of Brandon University by the Vice-President (Administration & Finance) and the President of MGEU Local 135. The composition of the appeal committee for Exempt positions is the Exempt Staff Evaluation Committee plus the Vice-President (Administration & Finance). If the MGEU member is dissatisfied with the decision of the CRC, she/he may ask their Union to take the matter to arbitration, as discussed in the collective agreement. The decision of the appeal committee, in the case of exempt employees, is final. top of page The Job Evaluation SystemPoint rating job evaluation is one method of determining the relative value of jobs. It is particularly suited to jobs consisting of a variety of tasks. A point rating plan defines a number of factors, which are common to the jobs being evaluated (job difficulty, accountability, job knowledge, supervision given, contacts and working conditions). Each factor is divided into two elements (i.e. job difficulty is divided into complexity and judgement elements). The plan then provides progressive degrees of definition within each element and allocates a number of points to each degree. The combined factors do not necessarily describe every aspect of a job. They may deal only with those characteristics that are useful in determining a job’s relative value within the University. In order to evaluate a job, information about the factors that determine the value of the job must be gathered. This is done through the completion of the Job Description Questionnaire. In order to ensure equal treatment for each position being evaluated and to ensure concise information, it is imperative that each questionnaire be completed using the prescribed form only, using ten (10) point Arial font, and conforming to the space size provided for each question. Job descriptions provided in any other format will be returned for revision. The questionnaire reflects the major duties and responsibilities of the job. It is not intended to represent a detailed working procedure or a list of infrequent or miscellaneous duties occasionally assigned to the job. Duties and responsibilities must be complete and grouped into categories that comprise not less than 10% of the job. The Job Evaluation System does not have the ability to evaluate duties or responsibilities that represent only a relatively small part of the job. Only when the smaller duties are grouped and described with other similar duties can the system determine the value. The Evaluation Committee determines the total point value of the job by reviewing the questionnaire and the appropriate organizational chart, assigning point values to the factors and totaling those point values. The total point values fall within ranges, which represent classifications (i.e. 100-200 might be A, 201-300 B, and so forth). Jobs within a particular classification might bear little resemblance to one another and might have different ratings for particular factors because of the classification point range. For this reason, there are no standard specifications for each classification and, consequently, the system allows a wide variety of jobs to be valued against each other throughout the University. Based on the classification, the job’s rate of pay is determined. The salary range assigned to each classification (point range) is determined through collective bargaining in the case of MGEU, and assigned by the Board of Governors in the case of MPO and ESS positions. The Evaluation Committee may use internal relevant jobs to verify results and assist in the final evaluation process. These provide comparisons throughout the University for the job being evaluated. Although the System is being used only to evaluate the MGEU, MPO and ESS positions, the full scope of the rating matrices could accommodate every administrative position within the University from entry level positions to the President. The Job Evaluation System SummaryFactors
Organizational ChartsA standard set of dated organizational charts, comprised of every administrative support position within the University, will be available to the Job Evaluation Committees for purposes of understanding the relative positioning of each job in the University in relation to supervisors, area heads, subordinates and other similar positions in the University. The chart is updated as necessary from time to time and is available in Human Resources to any employee to assist with the job description questionnaire. Completing the Job Description QuestionnaireThe following notes will assist you in completing the job description questionnaire. Before beginning to complete the questionnaire, it is important to read the information in the section “Writing the Job Description” about getting organized, gather the relevant data, and express the duties and responsibilities in an appropriate manner.
Authorizations and TimelinesAn employee and/or supervisor wishing to have a job evaluated will access the Job Description Questionnaire form on the Brandon University web site. The employee and/or supervisor will then draft a job description by responding to the questions on the form. Three of the areas on the Job Description Questionnaire have been standardized by the University to ensure consistent expectations across the University. In the case of MGEU jobs, these standards have been developed in conjunction with the Union. The standardized sections are Job Knowledge, Supervision and Working Conditions. It is expected that the vast majority of jobs will conform to those standards. Once the questionnaire has been completed, both the employee and the supervisor must agree with the information on the questionnaire and signify so by signing the document. It should take no longer than four (4) weeks to acquire all of the required signatures without a valid reason. If the parties cannot agree, the matter should be referred to the Director, Human Resources and the area head for resolution. If the parties still cannot agree within two (2) weeks, the University shall make the determination. That decision is final to all parties. Disagreements that cannot be resolved with the assistance of the Director, Human Resources, for Exempt positions, will be referred to the Vice-President, Administration & Finance, for decision. The questionnaire is then sent to the area head who, in most cases, will be the budget unit head. Again, the document is reviewed in detail and, if agreeable to the area head, signed and forwarded to the Director, Human Resources. If the area head feels that further revisions are required, the document is sent back to the employee and supervisor with an explanation. In the case of disagreements, the above-mentioned process is followed. The Director, Human Resources, upon receipt of the questionnaire, date-stamps the document. This is the date to which any resultant salary adjustments will be applied retroactively after the job is evaluated. The Director then reviews the document in detail to ensure that the standards have been applied, that the document is complete, and that the employee and the supervisor and the area head have been fair and reasonable in describing the job requirements. If the Director is satisfied, the document is signed and prepared for the Job Evaluation Committee. Any concerns identified by the Director, Human Resources, will be referred to the area head with a detailed explanation that, in turn, will be referred to the employee and supervisor. Disagreements will be resolved in the above detailed manner. Each of the steps from the initial review of the supervisor, area head and Director, Human Resources, should take no more than two weeks without a valid reason and the agreement of the employee. Disagreements will be resolved in the above detailed manner. Master StandardsJob Knowledge
Supervision
Working Conditions
top of page Writing the Job DescriptionThe Job Evaluation ProcedureThis process is best done in three progressive stages. First, use your discretion on format and content to develop a fairly structured outline of just what key information should be included in the job description questionnaire. Discuss the information with your supervisor to ensure that all of the relevant information is included. Second, develop the outline by referring to your raw materials: the notes, comments and general data you’ve compiled. These should fill out the job description with the important information. In the third stage, you fill in some gaps, but mostly you insert key words and polish phrases and sentences so you get an action-oriented, objective job description that reflects the distinct flavor of the job. Once you’ve completed the first draft, put it aside for a couple of days. Come back to it with a fresh perspective, and you’ll see things you didn’t notice the first time around. Continue your editing process. Keep cutting. Discuss the draft with your supervisor to ensure that nothing has been missed and that the duties and responsibilities are expressed in a way that reflects the requirements of the unit and the University. A good test is to ask whether, if you left, the job requirements would be the same for the new recruit. * Adapted from “The Complete Portfolio of Prewritten Job Descriptions” by Richard H. Wolff. Asher-Gallant Press, Brentwood, New York and “How to Write Job Descriptions — the Easy Way” by Bureau of Law & Business, Inc. Madison, CT Getting Down to BasicsNo matter what your expertise in writing job descriptions, there are a few basic rules to keep in mind at all times.
Glossary of Job Description TermsAnother key to creating successful job descriptions is the ability to use the right word at the right time. This means having strong action terms at your fingertips for consistency and accuracy. This glossary is designed to give you these advantages. Accountable – Responsible for an action, foal or result. Act – To exert one’s Powers in such a way as to generate a result; to carry out a plan or project (see Execute, Perform). Adaptable – Can perform a variety of tasks, change assignments on short notice, achieve results in different areas simultaneously. Administer – To manage or direct the application, execution or conduct of; to administrate (see Control). Adopt – To take and apply or put into practice; to accept as a proposal. Advise – To offer advice and opinions; to recommend a course of action or strategy. Affirm – To confirm Analyze – To study the factors or circumstances of a situation or problem in order to determine the solution; to study various unrelated facts, fit them together, and arrive at a conclusion (see Appraise). Anticipate – To foresee events, trends, consequences or problems to prepare in advance for future occurrences. Apply – To put into practical use; to employ. Appraise – To evaluate as to quality, status, effectiveness; to analyze. Approve – To officially sanction; to accept as complete or satisfactory; to ratify, assuming responsibility for; used in situations where individuals have ultimate authority. Arrange – To place in deliberate order; to set up, as an event. Ascertain – To find out or learn with certainty. Assemble – To pull or gather together in a distinct order; to collect in a set pattern; to fit together the parts or pieces. Assign – To delegate specific duties or tasks to other to perform. Assist – To lend aid or give support for a job or undertaking; to help. Assume -To undertake; to take it upon oneself to fulfill a responsibility or assignment. Assure – To confirm; to make certain of; to declare with confidence; to guarantee. Attend – To be present for the purpose of contributing. Audit – To examine in depth; to look into a situation or problem and report the findings (see Analyze). Authority – The power to act, command, influence. Assure– To confirm; to make certain of; to declare with confidence; to guarantee.Attend – To be present for the purpose of contributing.Audit – To examine in depth; to look into a situation or problem and report the findings (see Analyze). Authority – The power to act, command, influence. Authorize – To empower; to permit; to establish by authority. Balance – To arrange so the sum of one group equals the sum of another; to play off one option against another. Batch – To group into a quantity for one operation. Calculate – To make computations; to apply mathematics; to decide logically. Chart – To draw or exhibit in graphic form. Check – To examine; to compare for verification; to make certain of an outcome; to monitor. Circulate – To disseminate; to distribute in accordance with a plan. Classify – To separate into groups; to systematically arrange. Clear – To obtain the opinion or agreement of others prior to acceptance or conclusion. Collaborate – To work or act jointly with others. Collect – To gather facts or data; to assemble; to accumulate. Communicate – Write and read written material with a high degree of accuracy and comprehension; good oral skills. Compile – To collect into one source; to compose out of materials from diverse resources. Compose – To arrange in proper order; to command the efforts of others so as to produce desired outcome. Consolidate – To combine into a whole; to bring together in one place. Consult – To seek the advice of others; to confer; to exchange viewpoints, facts, opinions (see Discuss). Control – To exercise authority; to have power over. Cooperate – To act or operate jointly with others; to collaborate. Coordinate – To bring things together for common actions or conditions to exist; to make things run smoothly together. Correct – To rectify; to make right. Correlate – To establish a mutual or reciprocal relationship. Customer Service – Helpful and responsive to customer; displays patience and consideration; never curt or disrespectful; promotes image of company at every opportunity. Decide – To choose from among alternatives or possibilities; to take a course of action. Decision-maker – Identifies problems, obtains pertinent information, develops and analyzes alternative courses of action; utilizes logical assumptions and all available information resources to make timely moves and enact necessary strategies. Delegate – To entrust responsibility for action to the care or management of another. Delegation – Assignment to another of the responsibility and authority to accomplish an objective or achieve a goal. Design – To conceive and plan a specific condition; to create or execute; to construct according to a plan. Detail-oriented – Accomplishes a task thoroughly; pays attention to all aspects, no matter how small. Determine – To fix conclusively or authoritatively; to decide; to make a decision; to find out. Develop – To evolve; to make available; to make more usable. Devise – To develop something, especially by combining known ideas or principles. Direct – To regulate the activities or course of; to govern or control; to guide or command. Discover – To find out something not known before as a result of exploring or investigating (see Research). Discuss – To exchange views for the purpose of arriving at a conclusion or expressing a convincing argument. Disseminate – To spread out information or ideas. Distribute – To pass around; to allocate; to deliver to specific places or persons. Draft – To write or compose papers or documents usually in preliminary form prior to final form; often for clearance, revision or approval by others. Edit – To revise and prepare written material, usually for publication. Energy – Maintains a high level of activity. Establish – To set up; to illustrate; to develop for use. Evaluate – To appraise; to ascertain the value of; to judge. Examine – To investigate; to scrutinize; to subject to inquiry by inspection or test (see Discover). Execute – To act on; to follow through to the end; to complete. Exercise – To bring to bear or employ actively, as in exercising authority faster. Facilitate – To make easy or less difficult. File – To arrange papers, materials, etc., in some methodical manner. Flag – To mark distinctively, as in flagging a discrepancy. Flexible – Able to change course when necessary, modify plans and behaviour to meet new goals (see Adaptable). Follow-up – To monitor the progress of; to see if results are satisfactory. Forceful – Commands attention and respect; shows an air of confidence. Formulate – To establish a system; to develop or devise a plan, policy or procedure. Furnish – To provide, supply or give. Goal – An objective; a result to be achieved. Guidance – Conduct or direct others along a course of action; offering assistance. Image – Displays professional appearance and conduct; makes a good impression on individuals inside and outside the University. Implement – To carry out; to perform acts essential to the execution of a plan, project or program. Independence – Takes action based on professional experience and individual initiative; doesn’t rely solely on the opinions or directions of others. Inform – To instruct; to communicate knowledge .Initiate – To originate; to begin; to introduce a plan, policy or procedure for the first time. Initiative – Actively tries to influence people and events to achieve goals; self-starter; works well without supervision; targets goals beyond minimal level of performance. Inspect – To examine carefully and critically; to review for conformance to specifications. Instruct – To impart knowledge; to supply direction, give information (see Train). Instructions – Directions, information; methods for operating. Integrity – Committed to traditional standards of ethics and conduct; obeys organizational policies in job-related activities; strong sense of personal and professional ethics. Interpersonal Relations – Works toward maintaining strong relationships with others; uses tact; sensitive to feelings and needs of colleagues and subordinates. Interpret – To explain the meaning of; to elucidate; to clarify. Interview – To question in order to obtain facts or opinions .Inventory – A count or list of items; stock. Investigate – To inquire into systematically. Issue – To distribute systematically. Job Specifications – Description of physical characteristics, knowledge, skill, experience, and education requirements of a person who would be suited to perform a specific job. Judgment – Makes decisions and formulates strategies based on pertinent information and logical conclusions; develops alternate courses of action; takes steps after considering facts and opinions. Leadership – Guides subordinates in reaching goals; displays characteristics that instill confidence; uses appropriate methods to encourage wishes and duties to be carried out. Learning Capacity – Ability and desire to quickly learn new job-related material and expand personal and professional horizons. Maintain – To hold or keep in a certain condition; to keep up-to-date or current, as records or machinery. Management Planning – Establishes strategies for action for self and others; allocates resources and assigns personnel to achieve set goals and objectives. Measure – To find the quantity or amount of; to ascertain dimension, number, etc. Merge – To combine; to bring together. Monitor – To observe or check periodically; to maintain close watch on (see Follow-up). Motivation – Takes personal satisfaction in superior performance and accomplishment; self-starter; pushes self to strive to achieve full utilization of abilities (see Leadership). Negotiate – To exchange views and opinions in order to reach agreement; discussing pros and cons of proposals. Notify – To give notice; to inform. Objective – A desired result; a goal or standard of achievement. Observe – To perceive or notice, watch; to monitor. Obtain – To gain possession of; to acquire. Operate – To conduct or perform an activity. Organization – Individuals working together in related ways within a specific structure to a common end. Organizational – Familiar with the organization; keeps aware of changing situation to Awareness anticipate internal problems and opportunities; understands how activities and decisions will affect other parts of the organization and responds accordingly. Organize – To arrange interdependent parts; to systematize. Organized – Develops a manner of managing or working that is systematic and logical; creates a step-by-step structure for personal and corporate activities (see Detail-oriented). Outline – To make a summary of the important features. Participate – To take part in. Perform – To carry out; to accomplish; to execute. Persuasiveness – Uses appropriate methods and styles of communication to gain acceptance of an idea, plan, activity or product; leads others to adopt his/her opinion. Physical Capability – Able to physically perform specific required duties. Plan – To devise a project, method or course of action. Policy – A definite course of action selected from among alternatives to guide and circumscribe present and future decisions and activities. Position description – A description of the purpose, scope, duties, responsibilities, authorities, and working relationships associated with a position or job. Prepare – To make ready for a particular purpose. Principle – A governing law of conduct; a fundamental tenet serving as a responsible guide to action; a basis for policy Procedure – A specific method for accomplishing a set of actions; a series of steps followed in a regular, definite order; a standardized practice. Process – To subject to some special treatment; to handle in accordance with prescribed procedures. Program – A series of steps planned toward an objective; a system. Propose – To offer for consideration or adoption. Provide – To supply for use; to furnish. Purchase – To buy or procure. Receive – To take something that is offered, to accept. Recommend – To advise a course of action; to counsel on strategy. Record – To register; to make a record of. Render – To furnish, contribute. Report – A presentation of organized information; compilation of results; presentation of recommendations or fact. Represent – To take the place of; to substitute for. Require – Demand that something be accomplished. Requisition – Make a request for something. Research – Inquiry into a specific subject; to review sources. Resilience – Takes adversity well and bounces back; counter-attacks with new strategies and tactics when faced with roadblocks to desired results. Responsibility – Accountable for decision, action, results, as in:
Review – To go over or examine critically; analyze results for the purpose of giving an opinion. Revise – To make a new, improved or up-to-date version of. Routine – Part of a regular procedure, course, or normal course of business or official duties (non-routine-irregular or infrequent situations that arise). Safety – Observes company safety standards; helps maintain safe conditions for all members of the organization. Salesmanship – Develops plans to accomplish specific sales goals; uses time efficiently and is personally well organized so as to achieve highest possible sales results; gets others to come over to his/her way of thinking. Scan – To examine point by point; review (see Observe). Schedule – To plan a timetable; to set specific times for. Screen – To examine closely so as to separate one item, group or class from another. Search – To look over or through for the purpose of finding something (see Discover). Secure – To gain possession of; to obtain. Select – To choose from a number of similar objects, items, proposals, etc. Selling – Can effectively use appropriate communication methods to gain agreement and acceptance both inside and outside the University. Stimulate – To excite, rouse, or spur on. Stress tolerance – Maintains stability under pressure or opposition; doesn’t bring office problems home or vice versa. Study – To consider attentively; to review closely. Submit – To present for decision; to offer information for judgement by others. Subordinate – Uses available training and development resources to improveDevelopmentsubordinates’ skills and abilities; helps subordinates qualify for expanded job opportunities; contributes to creation of work force with superior skills. Supervise – To oversee; to guide with directions; to inspect with authority; to instruct with immediate responsibility for purpose of performance; to superintend; to lead. Types of supervision include:
Survey – To determine the form, extent, or position of a situation, usually in connection with gathering information. Task organization – Can establish priorities and a course of action for handling multiple assignments; arranges in advance for appropriate resources, equipment and supplies to be available. Technical prowess – In-depth knowledge of technical aspects of job; ability to perform necessary equipment service for specific problem; working knowledge of how to handle certain machinery (e.g., computers). Train – To increase skill or knowledge by capable instruction. Typing – Types a minimum of ______ words per minutes. Familiar with, or can learn, __________ word processing equipment. Verbal (external) – Effectively describes and explains products and services for customers; communicates clearly to all segments of target audiences. Verbal (internal) – Effectively expresses ideas and concepts when talking with individuals and groups inside the University. Verbal (presentation) – Effectively prepares formal presentations of ideas and proposals; clearly expresses same to groups and individuals. Verbal (understanding) – Extracts pertinent information through verbal contacts with others. Verify – To prove to be true or accurate; to confirm or substantiate; to test or check the accuracy of. Work standards – Sets high personal standards of performance; not satisfied with average(personal)or traditional results. Work standards – Completes work to specified requirements, using accepted procedures;(general)strives for best job results possible. top of page What is the main purpose of doing a job evaluation with respect to total rewards?The goal of job evaluation is to compare jobs with each other in order to create a pay structure that is fair, equitable, and consistent for everyone. This ensures that everyone is paid their worth and that different jobs have different entry and performance requirements.
What are the 4 components of compensation?Total compensation would include all four categories: guaranteed pay (salary and allowances), variable pay, benefits and equity compensation. Remuneration is a term often used to refer to total cash compensation or total compensation.
What is compensation in a job?Compensation is the combination of salaries, wages and benefits that employees receive in exchange for them doing a particular job. It can include an annual salary or hourly wages combined with bonus payments, benefits, and incentives.
Which of the following are included in compensation of employees?Under the terms of BPM6 § 11.17, compensation of employees has three main components: wages and salaries in cash, wages and salaries in kind, and employers' social contributions.
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