Job Evaluation - Grading, Re-Grading and Appeals

Job evaluation - grading, re-grading and appeals

Updated: June 2016

Applicable to NJC (Green Book) local government services staff

What is job evaluation?

Job evaluation is a way of assessing all posts in an equitable way by applying a system which looks, in a consistent way, across the component parts of each job and allocates a score. The process applies to all jobs within the county council with the exception of jobs on different conditions of service such as teachers.

How does job evaluation work?

A framework of pre-evaluated jobs forms the basis for the majority of roles.The framework includes generic job profiles and job profiles for existing benchmark jobs.The job profiles for these roles should be used by managers when developing new or changing posts. The framework provides flexibility to respond to future changes, reduces the instance of unique jobs and is a useful and quick resource of job profiles for managers to use.

Job evaluation has been in place for posts since April 2007 as required by the national agreement and North Yorkshire County Council is fully committed to the process and schemes applied.Jobs are evaluated taking into account existing jobs from over 1,000 job evaluation records using one of two (Hay and NJC) recognised schemes to provide fair and equitable grading arrangements that address equal pay requirements.

In agreement with Unison, NJC and Hay JE schemes are used. The NJC scheme is generally used to evaluate frontline / support jobs up to Band 12 and the Hay scheme is used to evaluate jobs with higher levels of accountability from Band 12.

Who is involved in the new process?

All jobs are evaluated by staff trained and experienced in the two schemes and the evaluation refers to existing job evaluation scores and records.

Evaluation / match / 1 x pay and reward representative
Validation panel (new unique post or match with a different band) / 1 x pay and reward representative
1 x Unison representative
1 x senior HR representative

What is the process for evaluating jobs?

In the majority of cases it is expected that an existing job profile would be used.Existing pre-evaluated template profiles are available as well as jobs identified as benchmarks.These are the most commonly occurring jobs and typically provide descriptions of roles that can be applied to different services equally well.Where an evaluation exists for the job that is being adjusted in terms of changed or additional/removed responsibilities, this should be used for re-evaluation purposes.

Managers should review the job framework to identify a similar existing job profile instead of spending considerable time and effort creating a new one. This also ensures consistency of job roles.

Once a job profile has been identified, managers must liaise with their senior / HR advisor who will confirm the role meets organisational and directorate aims, specifically with consideration of:

• Management spans;
• Operational comparisons within / across service areas;
• Functional workforce alignment;
• Potential clash with decisions made elsewhere in relation to posts (e.g. recent review removing work of a particular type or group of posts at particular level- and now proposal to re-create); and
• The fit with the service area.

Only in exceptional circumstances, if a suitable existing job profile is not found, can a case be made to create and evaluate a unique job using a job evaluation request form (available from pay and reward). The manager will identify comparator jobs, identifying areas of similarity or difference in the two jobs and record identified areas on the form.Completed forms are then submitted via employment support services.

Managers and assistant directors must be informed of structure changes to ensure they are aware of the potential for job evaluation consideration, and that they agree that the information being provided within the documentation is accurate and a true reflection of the post and role being carried out.

The evaluator will be responsible for checking the validity of requirements / terminology in the person specification at the point they carry out job evaluation.

In all cases the evaluator will contact the manager to request a brief overview and answer questions about the job. Please note the evaluator will only consider the information submitted (including additional information provided), therefore it is important that time is taken in submitting all relevant information.

In some cases there may be a requirement to review the post six to twelvemonths after implementation.This will be notified to the manager when thejob evaluation is completed and followed up at the relevant time after implementation.It is recommended that postholders complete the relevant part of the job evaluation questionnaire.

Can an employee request their job to be re-evaluated?

Yes. If an employee feels that their post has changed since their appointment or their last re-grading, they are entitled to submit a request for review. In most cases it must be a minimumsix months since the post was last reviewed or the employee was appointed.Wherever possible agreement about job content should be sought between the manager and employee.In applying to have their job re-graded the outcome could be an increase, no change or decrease in pay band.

It is recommended, where possible, the existing postholder (where in post for a minimum ofsix months), completes either a full or the relevant section of a job record document (NJC scheme) or a job description questionnaire (Hay scheme) to provide comprehensive information on the job.

What is the process for an employee job evaluation request?

An employee job evaluation request form and the relevant part(s) of the job description questionnaire must be completed and submitted with supporting documentation to their line manager. The employee should discuss this with the line manager.

The line manager considers the accuracy of the information and comments on whether it is a true reflection of the post as carried out.This is signed and dated, and passed to senior management for authorisation, before being emailed to ESS. The manager indicates on the form the date from which the backdated salary will be applied. At any stage of this process a decision can be taken by senior management to put forward the request as a management-led review, and if so the employee-led process would stop and from that point is led by the line manager.

What is the job evaluation process for school-based jobs?

For new or vacant roles, select a pre-evaluated templatejob description from a comprehensive library of job descriptions covering the main types of roles within schools. The process would end here without the need for any further steps.

If a template nearly suits the role but requires slight differences or where a template is not found and a uniquejob description is provided, the process of matching against existing job evaluation outcome is followed.This involves NYHR team (trained in job evaluation) making a judgement about whether the new or changed role is a close match to an existing role, using a library of NYCC job evaluations.NJC is used for more front line roles and school support staff, and Hay is used for the higher graded roles e.g. school business managers.

If the changes to the template job description change the evaluated band then there would be a need for the evaluation to checked at a validation panel.Panels are held regularly and focus on quality checking job evaluated outcomes against roles across the organisation (not just schools) to ensure the score assigned is appropriate against similar roles.This provides a robust and documented grading process.Once the pay band has been confirmed, the school would then need to follow their usual processes for creation or amendment to a post.

Can a job be reviewed after implementation?

A post can be reviewed after it has become fully operational (usually six to twelvemonths) if any changes have occurred. The manager in consultation with post holder(s) should consider the post and whether any elements have changed, been added or removed.

Can a job be advertised as‘subject to job evaluation’?

It is not normal practice to advertise a vacancy as‘subject to job evaluation review’, and similarly, managers should not commence restructure consultation until job evaluation has been completed on the proposed change to jobs.

What needs to be considered in terms of job evaluation when planning restructures?

Any reorganisation or restructuring of posts may have an impact on the grades of jobs affected. Factor in time for job evaluation as part of the recruitment or restructure process for new or changed posts. The framework of pre-evaluated job descriptions speeds up this process as far as reasonably possible. Job evaluation outcomes need to be completed before consultation for the process to be as informed as possible.

It is recommended that the manager and SHRA involve the evaluator at the early stages of any restructure so that they can provide advice on job design, benchmarks, impact on surrounding roles and help to streamline the process. The job framework can be used to identify comparable jobs.HR can provide expertise to support managers in considering the content of jobs.

Six to twelvemonths post-implementation of a job evaluation grading decision managers will review the job with postholders. The manager will liaise with the evaluator to check the information provided for job evaluation still reflects the reality of the job. The evaluator will consider whether there is an impact on the job evaluation score.

How is the information treated in the job evaluation process?

At all stages the information provided is dealt with confidentially and with sensitivity. The evaluator and staff from ESS will liaise with the relevant manager in order to progress job evaluation reviews as appropriate.

Where requests for information of comparator posts are received, it is acceptable to share the job profile; however, the completed job evaluation questionnaire document will remain confidential and can only be shared with the agreement of the postholder who completed the document.

The communication of job evaluation outcomes remains confidential and should not be disclosed to postholders or any potential postholder until it has been finalised (including any directorate sign-off) following job evaluation. ESS will write to individual(s) in posts which have been subject to job evaluation affecting their pay band.

What do I need to consider if the post is a career grade?

There are a number of jobs with a career grade.All have been evaluated and have job evaluation scores within each pay band in the career grade structure.Where a new career grade is being proposed, it is highly recommended that the manager leading the request arranges to meet with a member of the pay and reward team and the SHRA at an early stage to discuss the requirements for the post in question and how it deviates from the existing structures. This will enable the identification of accountabilities / responsibilities for the post in question that are expected to change between the different pay bands within the career grade and the progression criteria that supports a change under the job evaluation factors.

How are changes to pay implemented following job evaluation?

For re-grading requests, the date of any pay change should be noted on the job evaluation request form. Where a request is received from an employee for a re-grading of their post, the implementation date of any change needs to be discussed and agreed with their line manager prior to submitting for evaluation.

Will pay protection be applied if a re-grading request is submitted by an employee?

Where staff-requested re-grade results in a lower grade after full job evaluation review, they will not receive pay protection but will receive notice of the change to their grade in line with their contractual notice period.

What is the job evaluation appeal process?

An employee has a right of appeal.In jobs where there is a large number of staff there will be a limit oftwo employees in this group who can progress the appeal on behalf of the group.The group should identify their nominated representative(s) on thejob evaluation appeal form. Managers are responsible for identifying which individuals are affected and informing ESSof their name(s) and employee reference number(s).This appeal process follows the legal requirements under dispute resolution, therefore after this process an employee does not have a separate right to follow the dispute resolution process under the resolving issues at work procedure.

At all steps of the appeal process an employee has the right to be accompanied by a trade union representative or work colleague.

Step 1 of the appeal process

The employee (or representative of a larger staff group) submits an appeal in writing using job evaluation appeal form to their line manager on one or more of the following grounds:

1. That thejob evaluation process did not appropriately consider all the evidence presented;
2. That thejob evaluation process has not been followed; and / or
3. That an internal comparative post continues to be more highly graded.Reasons must be included as to why this post is a good comparator.

Evidence must be supplied by the employee as part of the appeal submission in support of any of the above reasons.

The employee needs to meet with their line manager to discuss their application and to come to a decision as to whether the employee wishes to continue their appeal to step 2. It is the responsibility of the line manager to arrange this meeting once they have had opportunity to note their own comments on thejob evaluation appeal form regarding the appeal.

Potential outcomes at step 1 are:

1. Employee decides not to progress the appeal; or
2. Employee decides to progress the appeal.

Step 2 of the appeal process

Line manager must forward a copy of thejob evaluation appeal form to the pay and reward team in advance of meeting at Step 2.

The pay and reward team will send an acknowledgement receipt to the line manager and employee / representative once the form has been received.

The line manager will arrange to meet with the employee along with the pay and reward team representative withinten working days of the pay and reward team receiving the form to talk through the process of evaluation of the job concerned.It is the line manager‘s responsibility to arrange this meeting.If additional information about the job role is being put forward then it may be advised by the pay and reward representative that it is resubmitted to an evaluator who has not been involved in the most recent evaluation.

Employees have the right to be accompanied at this meeting by a trade union representative or work colleague.

If after the meeting (and re-evaluation if appropriate), the employee is still dissatisfied then they have the right to progress to step 3.

Potential outcomes at step 2 are:

1. Employee is satisfied with explanation given and does not wish to progress the appeal;
2. Re-evaluation of job with new information and employee accepts outcome of this evaluation;
3. Employee is dissatisfied with outcome of re-evaluation and wishes to progress to step 3; or
4. Employee is dissatisfied with the process and wishes to progress to step 3.

Please note that if a comparator has not been considered previously it may be progressed to moderation, prior to an appeal panel.If the outcome of thejob evaluation appeal impacts on the comparator post, this will be discussed in the first instance with the comparator post's line manager in order to confirm the changes are valid.

Access to a step 3 appeal panel will not be granted in those cases where employee(s) are dissatisfied with the outcome of their evaluation panel and have no grounds for appeal as outlined in step 1. The decision as to whether a case will progress to step 3 will be made by a senior HR representative and Unison representative.

Step 3 of the appeal process

If the employee intends to progress to the final step, the original job evaluation appeal form needs to be submitted to the pay and reward team - the form will have been sent back to the line manager. It is assumed that the same reasons for appeal are being cited- if this is not the case the employee needs to provide a covering letter and the reasons why.

The pay and reward team will notify HR colleague of step 3 review and ask for a nominated directorate representative. This representative needs to have an understanding of the job role and the activities it carries out.

Directorate rep will provide supporting evidence on the management case in response to the grounds the employee has raised. This will be forwarded to the pay and reward team.

The pay and reward team to provide evidence on the process followed to date for the review of the post in question.This will be provided in the format of a proforma and additional evidence where applicable.

Two weeks prior to the review panel, all papers will be circulated by thepay and reward team to employee(s) and their representative, directorate management’s representative, the pay and reward team representative and panel members, and will include:

• Structure of panel
• Employee submission
• Directorate management representatives’ submission
• Pay and reward team submission- evaluation details and rationale for decisions made
• Request for chairperson nomination for panel

What is the composition of appeal review panel?

Please note the panel will not go ahead without full composition, which is:

• Oneindependent senior manager (from a directorate other than the employee’s own);
• Onemanager (from employee’s own directorate); and
• TwoUnison representatives (unless Unison agree for one rather than two to attend).

All panel members will be given appropriate training in order to carry out the role and identify the chair.