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Definitional Issues in Assigning Job Evaluation Points to Local Government Job Grades: |
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An organisation's salary structure defines its pay level for individual or groups of jobs.
Necessarily, this includes determining the structure, ensuring equity in assigning jobs to levels in the structure
(and hence their pay level), and, in conjunction with a relevant salary survey, aligning the structure with market salaries.
Many Local Authorities manage this process using the purely descriptive definition of jobs contained in the various Awards to assign jobs to grades and when matching jobs with the external market.
Positions in Local Authorities are rapidly becoming more diverse and complex as new technologies are embraced, as the financial and regulatory environments become more demanding, and as new issues emerge - such as climate change. This results in an ever increasing difficulty in relying on conventional grade descriptions to properly evaluate and classify jobs, and to compare them with the external market. To address these issues Local Authorities are turning increasingly to credible job evaluation systems such as the NRC Jobscore with its long track record of success.
The switch from using the limiting job definitions contained in Awards to using a job evaluated approach is appealing because of the considerable benefits it offers in managing the process of establishing a salary structure, ensuring equity in assigning jobs to levels in the structure
(and hence their pay level), and, in conjunction with a relevant salary survey such as the NRC LARS, aligning the structure with market salaries. (See: Job Grades, Job Evaluation, and Jobscore.)
This paper focuses on the definitional issues faced in specifying an Award grade structure in job evaluation points terms and uses the New South Wales Local Government Award as a case study.
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Jobscore is a registered trademark of National Remuneration Centre.
Henry Warren
Copyright 2009 National Remuneration Centre, Melbourne.
Melbourne
