Job Evaluation Resources

Orientation to Job Evaluation

Purpose

Job Evaluation is a system designed to objectively and systematically place a relative value on jobs within the University in order to form a rational basis for fair and equitable pay.  It defines common job elements found in all jobs.  Furthermore, it measures the amount, or degree, that a specific element exists within a job.  Each degree is then weighted with a point value, which when added, provides a total job value.  The total job value determines the appropriate salary level for the job. 

The Exempt and OPSEU Job Evaluation Manuals have been designed to ensure that the value of each position is properly established at Trent.  These manuals contain the Job Evaluation System for Trent University that will be applied to Exempt and OPSEU positions within the University and can be obtained directly from Human Resources.

 

Objectives

The objectives of the Job Evaluation System are that it be:

  • Values Driven:  the System should reflect the values of the organization on what it believes are the most important considerations determining the relative worth of jobs

  • Fair:  The System should be transparent, the process systematic and objective, and the results seen to be fair in recognizing the work performed

  • Universal: it can represent the diversity of positions represented in the group and measure characteristics of work performed across a wide range of jobs

  • Gender-neutral: it can identify the characteristics of the work of women and men

  • Pay-Equity Compliant: it will describe work using the four factors specified in the Ontario Pay Equity Act: responsibility, skill, effort and working conditions. 

  • Maintained: the various components of the Job Evaluation system and of Pay Equity are critical to the credibility of the philosophy of ‘fairness’.  Processes must be instituted to ensure that:  changes in job responsibilities and new jobs are captured, documentation is maintained as to the rationale for decisions and the gender of each job class is maintained.

 

General Principles & Practices

  • Evaluators must be unbiased and objective.
  • Jobs are evaluated considering what they would require should they be vacant. 
  • Performance of the incumbent is not rated. 
  • Each job is evaluated in the context of the organizational structure. 
  • Interaction between jobs, supervisor/subordinate relationships, and overall group functioning must be free of gender bias. 
  • Committee evaluators are trained in the Job Evaluation System being used, and the purpose and process of job evaluation.
  • Evaluators have a solid understanding of the organizational structure within which the job being evaluated functions, as well as how each job fits in and relates to others.
  • Evaluators review the Job Questionnaire or written submission in detail to ensure a sound understanding of the job.  If there are any questions about the job, the job incumbent and/or their supervisor are consulted. 
  • Evaluators, taking one job at a time, work through the Job Evaluation System factor by factor, deciding on the appropriate degree for each individual factor.  Particular attention is paid to the degree definitions and evidence of these in the job content. 
  • After jobs have been evaluated, they are compared one to another, both in terms of overall ranking, and factor by factor, to ensure that the relative values arrived at make sense and can be defended by evidence from the job.  This step is important, and is essential in determining the relative value of a job and in maintaining the integrity of the system.  
  • Evaluators take notes throughout the process to ensure there is detailed documentation to support and explain decisions taken, particularly where there is some question around the degree arrived at.  Documentation is essential in order to provide a job history trail for future evaluation updates or changes, and to defend the result if challenged by a third party.
  • The principle of ‘Best Fit’ is applied.  That is, the degree in which the narrative best describes the presence of each factor in the job being evaluated is selected.  The opening sentence is the most important part of the definition; subsequent sentences are for clarification.  As fitting all aspects of all jobs for all factors would be impossible, the degree that is the ‘best fit’ is found.  The context of other jobs to determine best fit (ie: the job has MORE impact than one job, but LESS than another) is used.
  • The Job Evaluation System is a ‘Continuum’.  There is no absolute degree for any given factor present in a job.  They may be a vote that is weak (tending towards the next lower degree), or strong (tending towards the next higher degree).  If the level or responsibility is more than indicated by the degree, it may be identified with a plus (+) sign; if the level of responsibility is not quite at a certain degree, but more than the next lower, it can be assigned the higher degree with a minus (-) sign.
  • The job evaluation process is systematic, but not scientific. 
  • There are no pre-determined comparators for any position; the list of appropriate comparators evolves as the system evolves.

Summary of Factors

The following factors are recognized in the Trent University Job Evaluation System.  These factors all fall into the four legislated categories of responsibility, skill, effort and working conditions.  The factor definitions are summarized as follows.

Responsibility

Effort

Analytical Reasoning

Effort

Decision Making

  

Impact

  

Responsibility for Work of Others

  

Skill

Working Conditions

Job Knowledge

Working Conditions

Communication

  

Motor/Sensory Skills

  

* Factor weightings vary between the OPSEU and Exempt systems.

Evaluators

The job evaluation system is applied by objective, unbiased evaluators who have been trained in the use of the system, and who have a consistent understanding of the definition and meaning of the factors, and of the varying degrees within each factor. Evaluators are chosen carefully, considering their knowledge of Trent, and their ability to apply the system objectively and conscientiously. 

OPSEU Positions:

A Joint Job Evaluation Committee (JJEC) has been formed to maintain and evaluate the classification of   OPSEU Positions.  It's current composition is as follows:

 

Composition

(as per article 17.4 – CA)
Elected Representative
Contact Information
2 year Term

Start Date

End
Date

OPSEU (experienced) Ron Fox
(Co-chair)

Science Department
rfox@trentu.ca
ext. 7178

 October 2010 October 2012
OPSEU (experienced) Angela Sikma

Science Facilities

angelasikma@trentu.ca

ext. 6253 		October 2010 October 2012

OPSEU

(new) 		Deb Earle

Trent Queens Concurrent Education Program

deborahearle@trentu.ca

ext. 7618 		October 2010 October 2012

HR

(experienced)

Kim Fleming

(Co-Chair)

Human Resources

kimberlyfleming@trentu.ca

ext. 7550

 February 2010 TBD

University

(experienced) 		Lynn Martin

Financial Services

lynnmartin@trentu.ca

ext.  6190 		February 2008 TBD

University

(new) 		Kent Stringham

Physical Resources

kentstringham@trentu.ca

ext. 7345 		February 2010 TBD

 

For further information regarding JJEC, please refer to:

OPSEU, Local 365 Collective Agreement (July 1, 2007 – June 30, 2010)-Article 17 (Job Classification)

or contact Stephanie Williams, Director Human Resources

(stwilliams@trentu.ca, ext. 7591)

The Committee meets monthly to review reclassification requests.  In order to avoid lengthy delays in job posting, a sub-committee has been formed to evaluate new or substantively-altered OPSEU positions prior to posting.

EXEMPT Positions: 

Reclassification and new position requests are reviewed by the Human Resources Department, with full system reviews conducted every five years by an ad-hoc committee.  Please forward all requests to the Department of Human Resources, Blackburn Hall, Attention:  Karen Derian, Recruitment & Organizational Development Manager (karenderian@trentu.ca, ext. 7147).

For further information regarding Exempt & Management Compensation, please refer to:

Exempt & Management Compensation Policy