Job Evaluation Process

Steps in the Job Evaluation Process

Let’s talk about Steps in the Job Evaluation Process. Job evaluation methods come in a variety of flavors. Some of them are more difficult to grasp than others. The method of evaluation chosen is critical. And it will be determined by the number and type of jobs to be evaluated, as well as the available resources. They all, however, take the same approach in that they value each job based on a common set of factors.

Steps in the Job Evaluation Process
Steps in the Job Evaluation Process


1. Job identification

The first step in the job evaluation process is to conduct a job analysis, which involves examining and analyzing the tasks and activities that are inherently associated with a job. Job analysis begins with creating a list of all the positions in a given population and grouping those that are identical or essentially the same “job”. This is referred to as “job identification”. This procedure will necessitate precise information about the nature of each job, such as the content and level of responsibilities of the jobholder. As well as the surroundings and conditions under which the job will be performed. Personal characteristics (knowledge, skills, and individual abilities) that the job holder must retain in order to perform these tasks are included in the information to be gathered.

Although job evaluation is based on factual evidence, this data must be interpreted. So it is critical that those who must make decisions based on the evidence presented are properly trained to do so.

Someone must be appointed to take charge of the job evaluation process in order for it to run smoothly. The project manager or project coordinator is the focal point of the project. A project manager will require the assistance of others with varying levels of expertise, who will form a project group or working group. Furthermore, a steering group or steering committee is required to take responsibility for the project’s implementation.

2. Job description

The information gleaned from job analysis is then concisely recorded in a “job description”. A job description is a summary of the most important aspects of a job. Such as the general nature of the work performed and the level of work performed. Job descriptions should ideally be written so that any reader, whether familiar or unfamiliar with the job, can see what the worker does and how the worker uses various methods, procedures, tools, or information sources to complete the tasks. And why the worker performs those work activities for task completion. Because the purpose of the job description is to allow jobs to be compared to one another. It usually has a standardized format and usually includes three broad categories: (1) identifying, (2) completed work, and (3) Performance standards. The level of precision and the type of information required vary depending on the method.

3. Methods

The following step in the job evaluation process is to choose or create a method of evaluating jobs. Historically, four fundamental methods have been used: ranking, classification, factor comparison, and point-rating. The following section provides a more detailed description of these job evaluation methods. Regardless of the method used, the outcome of the evaluation procedure is a ranking of jobs in order of importance. Following this stage, it is customary to classify jobs into different grades based on how similar their values are.

4. Wage determination

The logical conclusion of any job evaluation process is to translate grades into wage levels. However, wage levels and ranges are not fixed as a direct result of job evaluation. Which is normally concerned only with the relative positions of jobs; rather, these are influenced by broader considerations of overall wage policy, including comparisons with external rates. In general, wage levels and ranges are determined through collective bargaining between management and workers or workers’ representatives, unions, or professional associations.

5. Evaluation

Finally, as businesses evolve, work organization shifts over time, affecting job content and job-evaluated structures. Finally, appropriate procedures for monitoring, evaluating, and revising the job evaluation plan, as well as resolving appeals and disputes, must be established as a final step.

Avoiding gender bias

To avoid gender discrimination, the job evaluation process should be thoroughly scrutinized. There are still deeply entrenched attitudes about what work is appropriate for each sex. These attitudes may lead to the acceptance of a grading and pay structure based on potentially discriminatory current or previous practices. When assumptions about a job’s skills, responsibilities, and demands are made – and these assumptions are colored by stereotypes about the people who typically do that work – gender bias in job evaluations can occur. Gender bias can also occur when characteristics associated with women (e.g., caring skills) are given less weight than attributes associated with men (e.g., technical expertise), even when both are required for a given job.

Discrimination in employment or occupation, according to the International Labour Organization, can be direct or indirect. Direct discrimination occurs when laws, rules, or practices explicitly cite a specific ground. Such as gender, race, or national origin, to deny equal opportunities. For example, if a wife, but not a husband, is required to obtain the spouse’s consent to apply for a loan or a passport required to engage in an occupation. This would be direct sex discrimination.

Indirect discrimination occurs when rules or practices appear to be neutral on the surface but result in exclusions in practice. Requiring applicants to be a certain height, for example, may disproportionately exclude women and members of certain ethnic groups. Unless the specified height is absolutely required to perform the specific job, this would be an example of indirect discrimination.

Government Jobs / Government Gazette

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