Job Evaluation:

Foundations and applications.

 What’s inside.
The Korn Ferry Hay Group Guide Chart-Profile Method of Job
EvaluationSM is the most widely accepted method worldwide, in 03 Introduction.
use by over half of the world’s largest employers and thousands
of organizations in every sector of the global economy. 04 Korn Ferry Hay Group job
evaluation: foundations.
The Guide Chart method is well known for its use in establishing
the value of work in organizations. Korn Ferry Hay Group’s 05 Korn Ferry Hay Group job
job evaluation method also serves as the basis for many other evaluation: factors.
important human capital applications, such as clarifying 08 The Korn Ferry Hay Group
organization structures, defining job interdependencies and Guide Charts.
accountabilities; identifying capability requirements needed
for talent development, and setting competitive pay practices. 09 Organizational design
and analysis.
11 Talent development and
succession planning.
Korn Ferry Hay Group’s job evaluation 15 Global leveling.
method serves as the basis for many other 16 Pay structure design.
important human capital applications. 17 Streamlined approaches.
18 Job evaluation process.
19 Conclusion.
19 References.

2
 | Job Evaluation: Foundations and applications. |

Introduction

In this challenging business environment, Organizations are

organizations realize that lax control of human asking for effective
resource programs increase organizational risk,
which are reflected in higher costs, inadequate
and efficient
talent pipelines, mis-aligned reward programs, programs that meet
and reduced employee engagement. Organizations multiple needs and
are asking for effective and efficient programs that reduce costs. Korn
meet multiple needs and reduce costs. Korn Ferry Ferry Hay Group’s
Hay Group’s job evaluation methodology can help
organizations achieve these goals. job evaluation
methodology can
Korn Ferry Hay Group’s approach is designed to maximize an help organizations
organization’s return on its human resources investment. While
historically linked primarily to reward management, we evolved a achieve these goals.
set of methods that clarify organization structure design, facilitate
mapping of job accountabilities to business objectives, and link
characteristic job evaluation patterns to behavioral competencies.
All of these approaches are supported with rigorous methodologies,
technology tools, and streamlined processes, which when applied
have become the best practice standard used by the world’s most
admired organizations.
This paper provides an overview of the Korn Ferry Hay Group Guide
Chart-Profile Method of Job Evaluation, related applications, and
streamlined approaches that are based on the core methodology.

3
Korn Ferry Hay Group
job evaluation: foundations.

Korn Ferry Hay Group pioneered the three factors as ‘know-how,’ ‘problem-solving’ and
‘accountability.’ During the evaluation process, a
‘factor comparison’ job evaluation job’s content is analyzed relative to each factor and
method and in the early 1950s assigned a numerical value. These factor values are
consolidated the method into the then totaled to determine the overall job ‘size.’ The
Korn Ferry Hay Group Guide Charts various job size relationships, as well as the factor
proportions associated with each job, can be useful
(Bellak, 1984). The Korn Ferry Hay in a number of organizational and human resource
Group Guide Charts are proprietary planning applications.
instruments that yield consistent Most Korn Ferry Hay Group clients use the full
and legally defensible evaluations power of the core Guide Chart methodology to
of the content of jobs. Korn Ferry evaluate a core set of benchmark jobs. These
benchmark evaluations, which reflect both the
Hay Group’s job evaluation approach
breadth of the organization’s functions and business
is the world’s most widely utilized, units and the various levels in the organizational
accepted, and tested over time as a hierarchy, form the foundational framework or
fair and unbiased way to determine backbone of the job leveling structure.
job worth. Some of our clients continue to use the full Guide
Chart methodology to evaluate all other positions.
Organizations use the Korn Ferry Hay Group Others, depending on their specific needs and
methodology to evaluate jobs against a set of applications of the job evaluation process, adopt
common factors that measure inputs required one or more of a set of streamlined approaches
(knowledge, skills, and capabilities), throughputs Streamlined approaches are built on the foundation
(processing of inputs to achieve results), and of the full Guide Charts, and are based on the
outputs (end result expectations). We define these benchmark job structure.

4
 | Job Evaluation: Foundations and applications. |

Korn Ferry Hay Group

job evaluation: factors.

The input-throughput-output model is 2. Nature of impact: The nature of the job’s impact
and influence on organizational results. See the
reflected in the Korn Ferry Hay Group in-depth discussion ‘So, who is accountable?’ on
method as knowhow, problem solving, the following page.
and accountability. Each factor 3. M
 agnitude (area of impact): The business
includes two-to-three subfactors. measure(s) the job is designed to positively impact
(measured on an annual basis, typically in financial
The output factor—accountability— is covered terms, to achieve consistency across jobs).
first, since every job is designed to achieve
predetermined results. This factor typically
receives the least attention and weight in many
Know-how.
other evaluation methodologies. In the Korn Ferry To achieve the accountabilities of a job requires
Hay Group methodology, accountability related ‘know-how’ (or inputs), which is the sum total of
concepts are woven into all three factors, with the every capability or skill, however acquired, needed
most direct linkage in the accountability factor. The for fully competent job performance. Know-how has
accountability also grows in relative weight and three dimensions:
important as job size increases, unlike some models
that keep accountability at a fixed weight. 4. Practical/technical knowledge: Depth and
breadth of technical or specialized knowledge
and skills needed to achieve desired results.
Accountability.
5. P
 lanning, organizing, and integrating
Every job exists to add organizational value (managerial) knowledge: The requirement to
by delivering some set of results (or outputs). undertake managerial functions, such as planning,
Accountability measures the type and level of value organizing, staffing, directing, and controlling
a job can add. In this sense, it is the job’s measured resources. This knowledge is applied in an
effect on an organization’s value chain. In the Korn integrated way to ensure organizational results
Ferry Hay Group evaluation methodology, it has are achieved.
three dimensions (in order of importance):
6. Communicating and influencing skills: The active
1. F
 reedom to act: The degree of organizational requirement for interpersonal skills that are
empowerment to take action and the guidance needed for successful interaction with individuals
provided to focus on decision-making. and groups, inside and outside the organization.

5
 So, who is accountable?

A clear understanding of impact and its relation to Contributory. Interpretive, advisory, or facilitating
overall accountability is critical when designing services for use by others in taking action. This type
and evaluating jobs. of impact is appropriate where jobs are accountable
for rendering significant ‘advice and counsel’ in
Consider the case of a major hotel chain CEO who addition to information and/or analysis and when
insisted that the annual planning around ‘rack rates’ decisions are likely to be made by virtue of that
for each property would be shared between the counsel. Such impacts are commonly found in staff
managers of national sales and operations. He or support functions that significantly influence
reasoned that if he left it only to national sales, then decisions relative to the magnitude of various
the hotel managers would blame them if they did resources.
not achieve their goals. Likewise, if he delegated it
just to the hotel managers, then national sales could Shared. Participating with peers, within or outside
blame the hotel managers if they failed to attract the organization, in decision making. This impact is
accounts to their properties. used to describe horizontal, not vertical
(hierarchical), working relationships. This type of
Just when it looked like he had agreement, the impact, while direct, is not totally controlling relative
finance director asserted that she had the most to the magnitude of the result. Shared impacts
critical information on past trends plus impact on typically exist between peer jobs and/or functions,
profitability under different scenarios. She believed and suggest a degree of ‘partnership’ in, or ‘joint
she should share in—or maybe even drive—the accountability’ for, the total result. Organizations
decision. The CEO, however, wisely decided that described as ‘matrixed’ typically fit this definition.
three people responsible for making decisions
would slow the process. In addition, having the For example, there may be shared accountability
finance director make the decision would give the between engineering and manufacturing functions
national sales reps and hotel managers an excuse to for a successful product (e.g. quality, production
hide behind if they did not make their numbers. efficiency). Sharing is also possible with ‘partners’
outside the organization (e.g., between project
Clearly, the finance director had to contribute to the manager and external contractors). Some line
decision. The national sales people and hotel functions are designed for shared impact between
managers could not make decisions without geography and line of business, or function and
relevant financial information. By properly defining either line of business or geography. When this
shared accountability between the sales leadership impact is selected, it is important to clarify specific
and hotel management, and contributory role contributions and to identify initiators as well as
accountability for the finance director, the CEO tie-breakers for decision making.
actually sped up decision-making and increased
accountability for results. The ‘impact’ element Primary. Controlling impact on end results, where
when evaluating accountability can be defined any contributing inputs are secondary. Such impacts
along a continuum from lower to higher as follows: are commonly found in operations and managerial
positions that have ‘line accountability’ for key
Remote. Informational, recording, or incidental end-result areas, whether large or small.
services for use by others in relation to some
important end result. Job activity may be complex, For example, a supervisor may have ‘primary
but impact on the overall organization scope accountability’ for the production or output (value
measure used is relatively minor. These jobs are added) of a unit within the context of available
usually involved with collection, processing, and resources (e.g., personnel resources and controllable
explanation of information or data, typically expenses); whereas the head of manufacturing may
required by others to make decisions impacting have a primary impact on total value added in the
organizational results. An example may be a payroll manufacture of products or on cost of goods
manager or general accounting manager’s impact manufactured. The key here is that the job exists to
on overall company budgets. have at a specified authority level, the controlling
impact upon certain end results of a given
magnitude, and that accountability is not intended
to be shared with others.

6
 | Job Evaluation: Foundations and applications. |

Problem solving Problem solving measures the requirement

to use know-how conceptually, analytically,
The value of know-how is in its application to and productively.
achieve results. ‘Problem solving’ (or throughputs) Although the definitions of these job criteria have
refers to the use of know-how to identify, delineate, evolved over the more than 60 years they have
and resolve problems. We ‘think with what we know,’ been used, the underlying principles of know-how,
so problem solving is viewed as the utilization of problem solving, and accountability have been
know-how required to achieve results, and has timeless as a general foundation for valuing work.
two dimensions: While the design of jobs and the functionality of
7. T
 hinking environment (freedom to think): The jobs have evolved over time, the basic constructs
job’s context and the degree to which problems that define value have remained relatively constant.
and solutions are organizationally guided and Our factors have also been widely accepted as a
defined through strategy, policy, precedents, basis for setting fair and equitable pay practices,
procedures, and rules. and are compliant with the US Equal Pay Act and
8. T
 hinking challenge: The nature of addressable Canadian provincial pay equity legislation.
problems and the degree to which thinking is For more on this subject, see the in depth discussion
required to arrive at solutions that add value. ‘Legal aspects of the Korn Ferry Hay Group Method
of Job Evaluation’ below.

Legal aspects of the Korn Ferry Hay Group Guide Chart-Profile Method of Job Evaluation.

The Korn Ferry Hay Group method effectively meets Working conditions such as physical environment,
legal and regulatory challenges. The Korn Ferry Hay hazards, manual effort, and mental concentration
Group Guide Chart- Profile Method of Job Evaluation can be added to account for job-context factors
is gender-neutral. It has been legally tested in and are required in some locales, such as Ontario
multiple environments and countries and has been and Quebec. Care must be taken in using these
found to be a biasfree methodology in every case additional compensable factors to ensure they are
where tested. gender neutral.

Our factors have been widely accepted as a basis The Korn Ferry Hay Group Method is the job
for setting fair and equitable pay practices, and are evaluation method of choice for employers in large
compliant with the US Equal Pay Act and Canadian part because the method has been tested and will
provincial pay equity legislation, which refers to serve them best if legal challenges arise. For
job-to-job comparisons based on ‘skill, effort, and example, the New Mexico State Supreme Court has
responsibility.’ Our method has been court-tested established a compensation plan for all judicial
time and again, and has proven to be legally branch employees in New Mexico, and has
defensible since its inception. mandated by Judicial Rule that all such jobs must
be evaluated in accordance with the Korn Ferry Hay
Group Guide Chart-Profile Method of Job
Evaluation, so as to provide each employee
equitable compensation

7
The Korn Ferry Hay Group
Guide Charts.

The Guide Charts are Korn Ferry Hay Figure 1

Illustrative guide charts.
Group’s proprietary instruments that
enable consistent work evaluations.
Each of the factors—know-how,
problem solving, and accountability—
has its own Guide Chart that reflects
the sub-elements identified above
(see Figure 1).

Each Guide Chart scale is expandable and

customizable to account for the nature, complexity
and size of the organization to which it is applied,
and the scale descriptions can be modified when
appropriate. An important distinction is that
the Korn Ferry Hay Group methodology can be
calibrated to the value systems of each client with
other organizations within Korn Ferry Hay Group’s
compensation databases.
This enables a wide range of benchmarking
activities, potentially improving the accuracy of
market pricing and increasing confidence in job
evaluation results.
We generally see differences in job size in terms
of ratio differences rather than absolute unit
differences, and the numbering pattern of the
Guide Charts conforms to this principle, using a
15 percent step-value progression by job-evaluation
factor to represent the ‘just noticeable’ difference
between jobs.

8
 | Job Evaluation: Foundations and applications. |

Organizational design
and analysis.

Many people presume that Korn Ferry Hay Group’s job analysis and job
evaluation process provides organizations with
organizational structures are the a common framework and language to more
result of systematic and methodical effectively design jobs within the structure that
planning. In our experience, they best supports business strategy. Strategic goals and
evolve over time and are often objectives are clarified and distributed into job-
specific accountabilities to ensure that there are no
shaped by personalities, politics, and gaps or redundancies.
compromise into complex mosaics
Job evaluation also enables organizations to
of operating and support functions, identify and align key interrelationships across
business units, and internal alliances. critical business processes. Organization and job
design must be integrated, just as automobile
The unintended consequences of this evolution engine must be designed to operate in harmony
are often overlaps and gaps in key accountabilities with both efficiency and effectiveness. Improperly
necessary to meet core business objectives. integrated designs may cause an engine to fail to
Important decisions flounder and business achieve intended objectives. The same is true for
processes bog down, resulting in confusion and organizations.
potential turf wars.

9
Step differences. (See below ‘Succession planning and development.’)
The distance between manager and subordinate
The Korn Ferry Hay Group method utilizes step in a lean structure may be four or more steps,
values that increase in constant 15 percent making job content progression between the levels
progressions. Steps can be used to analyze difficult, even for a top performing incumbent.
organizational hierarchy. In this context, we can Flatter structures often require career pathing
consider the consequences of changes that have opportunities that are horizontal (across streams
occurred as organizations moved to leaner and of work) rather than vertical (within the function).
flatter organization structures. Figure 2 compares Since the recent economic downturn, a large
the ‘traditional’ manufacturing hierarchy with a number of jobs have been eliminated without a
leaner, flatter structure typically found in similar commensurate reduction in work, which means
businesses today. the content of many jobs may have increased.
The steps of difference between the positions Plus, employees still with the organization assume
can be clearly measured through use of the Korn accountabilities of remaining jobs, often without
Ferry Hay Group job evaluation methodology. In any rationalization or integration of existing
a traditional structure, the distance between the accountabilities. Adding too many and/or unrelated
work of a manager and subordinate is typically two accountabilities often creates distractions and
steps, providing for a meaningful and manageable confusion that limit job effectiveness.
promotion between the levels.

Figure 2
Step differences between traditional and delayered structures.

Job content steps/ Traditional/

Delayered structure Bands
grades hierarchical structure

1 VP production
VP production E
2

3 Director, production

4 Plant manager D

5 Plant manager

7 Area manager Cell leader C

9 Superintendent

10 Team leader B

11 Supervisor

12
Operator A
13 Operator

10
 | Job Evaluation: Foundations and applications. |

Talent development and

succession planning.

Korn Ferry Hay Group’s experience Job shape reflects the extent to which a job is
primarily concerned with achieving results (often
and research reveals a strong link late in the value chain), or is focused on research
between the nature and shape of jobs, and analysis (often early in the value chain).
particularly manage-ment jobs, and Sales positions and business unit managers
the competencies required to achieve commonly have a high degree of accountability
outstanding performance. relative to problem solving, and are accountable for
selling products already developed. Conversely, early-
Understanding the work’s scope significantly stage research positions are commonly associated
increases the ability to select and develop high- with having a high degree of problem solving relative
performing managers and executives. Conversely, to accountability to develop new products, services,
it also enables job design that increases the and processes. Staff positions that are in support of
likelihood that jobholders will succeed. Two organization value chain activities (e.g. accounting,
elements of the Korn Ferry Hay Group method—job human resources, and legal) are relatively balanced
size and shape—are particularly useful in talent between analysis and end results (i.e. problem-
development applications. solving and accountability). Lower level positions
are dominated by know-how. Each of these different
kinds of roles has a different job shape.
Job size and shape.
Job size and shape are both important components
of the Korn Ferry Hay Group Guide Chart- Profile Figure 3
Method of Job Evaluation. Job size is determined Job shape depends on the proportion of
by the total of the three factor point values know-how, problem solving andaccountability.
(accountability, know-how, and problem solving),
and this total point value is a starting point in
determining the job’s value to the organization.
AC
Job size is a characteristic in all point factor job AC AC
PS
KH KH
evaluation approaches. Job size is affected by
the overall magnitude of the position, as well as KH
PS PS
its tactical or strategic level of work as reflected
significantly in the problem solving evaluation.
A key differentiating feature of the Korn Ferry Hay Manager, Manager, Lower level job,
Group method is job shape, which is based on the staff function business unit e.g. receptionist
relative proportions of points in accountability,
know-how, and problem solving (see Figure 3).

11
Job/person alignment. in a similar, but larger business controller role
as the progression is within ‘staff’ support roles.
Korn Ferry Hay Group research (Garonzik, Promotion into a role with similar job shape is an
Nethersell and Spreier, 2006) demonstrates a easier adjustment than moving the same jobholder
strong relationship between job shape, the strategic into a line management position. In moving from a
or tactical level of work, and required behavioral smaller to larger unit, the same basic competencies
competencies. Using this research, we have are at work: the role is simply larger, not necessarily
developed differentiating competency models for different. But the lateral move from an advisory
each of 14 characteristic leadership roles. role that provides functional advice and guidance
to an action-oriented, target focused role requires
Armed with information about job shape of deploying very different behaviors.
a jobholder’s past and proposed new roles,
organizations match individual capabilities to the These same considerations are important when
demands of the position. This reduces risk for both re-designing an organization’s structure. Consider
the organization and employee—high potential the role of country manager in a multinational
candidates are not thrown into a role for which they corporation. Traditionally, country managers were
are not prepared. judged by profit-and-loss (P&L) responsibility,
and enjoyed high degrees of autonomy and
For example, the four business value chain positions accountability. However, many highly complex
in Figure 4 have similar job sizes, but very different businesses have transformed that role into one
shapes. The personal characteristics associated focused on adapting products for local markets and
with success in these roles are also very different. managing the political and regulatory landscape—
Not surprisingly, most people who excel in sales with P&L now in the global president’s hands. The
positions do not necessarily excel as product country manager’s role has changed, and these
development managers and vice versa—although changes are reflected in job shape. When such
both jobs add significant organizational value. transformations occur, revisit job requirements and
Our research (and our consulting experience) the jobholder’s capabilities to determine whether
reveals that the successful controller of a business the incumbent remains a good fit.
unit has s a high probability of also being successful

Figure 4
Jobs may have similar size and different shape (top) or similar shape and different size (bottom).

Manager, Manager, Manager, Manager,

product development production product marketing product sales

Corporate controller

Group controller

Division controller

Plant controller

12
 | Job Evaluation: Foundations and applications. |

Succession planning present a bottleneck to decision making, so these

types of designs are often used when the person
and development. in the senior role is in a planned transition out of
the position. A two-step difference means that
Earlier, we explained the concept of step difference progression from the subordinate position to the
as an aid to judgments about job-size relativities. manager’s role is possible, but may be a stretch.
When combined with organization structure analysis Progression preparation greatly dissipates if the
and job design, analysis of step differences between difference between roles is three steps or more.
jobs within a hierarchy can also be used to assess
the extent to which a job prepares one for the ‘Traditional’ line structures typically incorporate two-
additional challenges of a larger role (see Figure 5). step differences between manager and subordinate,
with opportunities for internal succession. In leaner
A one-step difference between boss and structures, vertical progression is less possible,
subordinate roles means that there is a job that and career development and succession planning
provides a good feeder situation for succession should look to lateral moves and moves ‘outside the
planning purposes. However, such a job may chimney’ to secure future leadership development.

Figure 5
Job size illuminates development opportunities.

KFHG Obvious Possible Unlikely

Guide Chart step successor successor successor

1 Supervisor Supervisor Supervisor

2 Subordinate

3 Subordinate

4 Subordinate

Organization structure Hierarchical Traditional Delayered

13
Job design and analysis. or let one or both jobs suffer. If unchanged, these
jobs may be just too overwhelming or complex for
When jobs are designed or changed, it is also the newly promoted incumbent.
important to determine whether or not a job is, Users of the Korn Ferry Hay Group job evaluation
in fact, ‘doable’ (see Figure 6). We often see jobs methodology can use it to examine the relationship
change when they are designed around the unique between an organization’s job requirements and the
capabilities of a star performer with high potential job position to ensure it is doable. The role demands
who is seeking increased challenges. in problem solving and accountability need to be
For example, to expect an individual in a mid- commensurate with the know-how brought to the
sized organization to function as vice president role. If the demands are too overwhelming, failure
of corporate development setting new strategy, is likely. The new person may lack the credibility
negotiating deals, and driving a growth agenda— or experience required, and will likely become
while also managing a marketing department’s overwhelmed, frustrated, or focused only on a subset
day-today operations, can lead to serious problems. of the job accountabilities the incumbent can master.
Although there is an apparent link between Conversely, if the demands are minor relative to the
corporate development and marketing, the incumbent’s capabilities, there is a good chance that
shapes of these jobs—and thus the competencies the incumbent will grow bored, demotivated, and/or
necessary to achieve outstanding performance—are push for accountabilities in others’ domains and not
quite different, and the complexity of this role is add value commensurate to their pay level.
substantial. Either the person will burn out,

Figure 6
Doable roles.

H • Poor performance
• Bad decisions
• Stress
• Depression
• Diminished initiative
and problem solving

• Terminations
Accountability

y
bilit
b doa
m jo
imu
Opt
• Boredom
• Demotivation
• Internal competition
• Cynicism
• Dead initiative
• Departures
L
L Know-how H

14
 | Job Evaluation: Foundations and applications. |

Global leveling

Korn Ferry Hay Group identified a pronounced Because of its close

trend among multi-national organizations to relationship to both
develop centralized reward decision-making and
policy ( Korn Ferry Hay Group, 2010). Advances in
reward and talent
technology, particularly web-based systems, have management, most
enabled this trend, and allow organizations to have organizations use
a clearer line of sight over their reward-related job evaluation as the
programs. This in turn facilitates the alignment basis for globally
of local practices to global priorities, increasing
the return on investment and avoiding damaging consistent grades
inconsistencies. or band.

Because of its close relationship to both reward and talent

management, most organizations use job evaluation as the basis
for globally consistent grades or bands (Borrebach and Bowers,
2008). Job evaluation is immune from the influence of local currency
fluctuations, and helps ensure internal equity across the organization.
In countries like the UK and Canada antidiscrimination legislation,
factor-based approaches are predominant.

15
Pay structure design.

Job evaluation is often used for—and Using the Korn Ferry Hay Group job evaluation
method brings further advantages, since it is
is primarily associated with—assessing integrated within Korn Ferry Hay Group’s global
internal relativities and developing total remuneration surveys. Our approach provides
compensation administration direct access to comparable market data reflecting
arrangements that reflect the value- all jobs in participating organizations, based on
job size, rather than just the few jobs that match
added contribution of specific roles specific survey benchmark jobs. Such comparisons
(Bowers, 2003). The relationship prove far more accurate than comparisons based on
between job size and pay can easily job/title matching, even when controlling industry
be demonstrated in Figure 7. For and organization size.

salary administration purposes, this

provides the basis for grouping jobs Figure 7
into grades and/or bands. Pay relative to job size and pay bands.

Debate continues over the relative merits of

G
traditional grades and broad bands. In the former,
all positions are similar enough in work content F
to administer pay around a common midpoint or
target salary. On the other hand, broad-banded
structures cover too broad a span of pay to enable E
all jobs in the same band to be paid against the
same target. Bands may provide greater flexibility D
and often focus management’s pay decisions more C
on individual capability than job size. In times of
Pay

low year-over-year wage inflation, bands may allow B

biases to enter into pay practices that are difficult A
to remove and which may reduce the organization’s
ability to control costs.
Note that broad banding is likely to be more
appropriate where a hierarchical organization
structure is either flat or deemphasized (in favor of Job Content
a team- or projectbased approach) and promotional
opportunities are few.

16
 | Job Evaluation: Foundations and applications. |

Streamlined approaches

Korn Ferry Hay Group developed a the job’s shape (see discussion above), which has
a direct connection to the required behavioral
set of streamlined approaches that competencies. For this reason, the role profile
expedite organizationwide slotting has a particularly strong relationship to talent
of jobs. These approaches have management and succession planning. Users can
different advantages; we recommend judge the difficulty of prospective developmental
assignments offered to current employees by
their selection based on specific referencing variations in evaluation scores between
organizational needs. Streamlined the current and proposed roles.
approaches deliver speed while
maintaining alignment with core Job family models.
Guide Chart principles; enabling the
Job family models facilitate the slotting of non-
use of the full methodology when benchmark jobs by reference to evaluations of
required by unique circumstances. benchmark jobs. Job family models are typically
used below the level of senior management, and
can be effective in talent management and career
Use of all of these methods is facilitated by Korn development.
Ferry Hay Group Job Evaluation ManagerSM (JEM),
a web-based system that enables consistent
approaches to be used across business units, Five-step and three-
functions, and geographic locations. step evaluation.
Both the 5-step and 3-step evaluation approaches
Role profile reduce the number of choices required in the job
The role profile approach is designed for the slotting process. The factors and the individual level
assessment of management jobs. This approach descriptors are extracted from the full Guide Chart
builds on full Guide Chart evaluations of top method, and require a trained evaluator or facilitator
executive jobs, and requires just three evaluation who guides the evaluation of individual jobs.
decisions. One of these three factors considers

17
Job evaluation process.

Our research shows that only Job levels typically are easier to move up than down.
In only responding to the socalled ‘squeaky wheels,’
18 percent of organizations an organization runs the risk of job level inflation
have proactive audit processes over time, as well as inconsistencies between
on maintaining job evaluation business groups based on who more actively uses
appropriateness. The balance of the the job evaluation process. Rolling proactive reviews
should be performed at a functional or business-
organizations face inherent risks unit level every few years. These can go a long way
in using a reactive job evaluation in improving a job evaluation program’s credibility
review process—that is, responding and consistency, especially if it is performed in
to job evaluation change requests as conjunction with a design and effectiveness review
within the organization.
they are made by line management.
In addition, our experience demonstrates that
Over time, job levels across the
effective job evaluation processes also validate
organization tend to creep up if there added accountabilities to jobs by defining
is not a proactive audit process. the incremental business value of these new
accountabilities and their degree of alignment
to organization objectives. If you transfer
accountabilities from other jobs, then these
processes typically determine the impact of
a loss of these accountabilities from those jobs.

18
 | Job Evaluation: Foundations and applications. |

Conclusion

Leading organizations use job References

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advantage by improving the Method of Position Evaluation. In Milton Rock
organization’s ability to manage (ed.) Handbook of wage and salary administration,
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its investment in human resources
with greater credibility, discipline, Borrebach, D. & Bowers, J. (2008). Building a Solid
and Global Human Resource Foundation: Job
and fairness. Evaluation Effectiveness. Journal of Compensation
and Benefits, 24(3), pp. 34 – 42.
Job evaluation is not only about maintaining
internal equity and consistency in the compensation Bowers, J. (2003). Valuing work. WorldatWork
program. It also facilitates organizational clarity, Journal, 12(2), 28 – 39.
building talent and capability, and enabling Garonzik, R., Nethersell, G. and Spreier, S. (2006).
employee engagement via culture and rewards. Navigating through the new leadership landscape.
It is a critical management tool, extremely useful Leader to Leader, 39, 30 – 39.
in ensuring an organization’s proper integration
of strategy, culture, structure, process, people, Hay Group. The changing face of reward. www.
and reward. Haygroup.com, 2010.

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