Job Evaluation Process

Job Evaluation

Royal Roads University uses the Hay Guide Chart and Profile Method of job evaluation to measure the size and complexity of jobs. The Hay Method evaluates positions based on the Know How, Problem Solving, and Accountability skills required along with its working conditions and can be applied to all RRU positions.

Job evaluation ranks all positions within the organization on the same set of criteria and ultimately results in an internal ranking of all positions within the university. It is important to remember that the fundamental principles of job evaluation are to evaluate the position and not the person. Job evaluation is never about the individual’s performance, their qualifications or level of contributions (i.e. skill sets, experience, education, etc.).

Know-How

To achieve the accountabilities of a job requires “Know-How”, which is the sum total of every capability or skill, however acquired, and needed for fully competent job performance. Know-How has three dimensions:

  • Technical/Specialized Skills: Depth and breadth of technical or specialized knowledge needed to achieve desired results.
  • Managerial Skills: The requirement to undertake managerial functions, such as planning and organizing staff or directing and controlling resources, to achieve business results over time.
  • Human Resources Skills: The interpersonal skills required for successful interaction with individuals and groups, inside and outside the organization.

Problem Solving

The value of Know How is in its application to achieve results. Problem Solving refers to use of Know-How to identify, delineate, and resolve problems. We “think with what we know”, so Problem Solving is viewed as utilization of Know How, and has two dimensions:

  • Thinking Environment: The job’s context and the degree to which problems and solutions are defined.
  • Thinking Challenge: The nature of addressable problems and the difficulty in identifying solutions that add value.

Accountability

Every job exists to add organizational value by delivering some set of results. Accountability measures the type and level of value a job can add. In this sense, it is the job’s measured effect on an organization’s value chain. It has three dimensions:

  • Freedom to Act: The degree of empowerment to take action and the guidance provided to focus decision-making.
  • Scope: The business measure(s) the job is designed to positively impact.
  • Impact: The nature of the job’s influence on business results.

Job Evaluation Committee

A job evaluation committee consisting of three HR staff has been established and trained in the Hay Methodology system. The committee is accountable for determining evaluations for all positions. The committee collects job information through role profiles, organization charts and interviews with the relevant manager(s).

Job Evaluation Process for Existing Positions:

  1. An employee or manager may identify the need to evaluate a position and initiate the JE process.
  2. The manager and the employee identify the changes to the role profile, duties and responsibilities attaching it to the completed Job Evaluation Review Form (JERF) summarizing the changes to the role, position outcomes and the required competencies.
  3. The employee and manager sign off on the JERF to reflect they have both agreed to the changes to the role profile.
  4. The manager then forwards the completed JERF to the next level of supervision (Director/Dean/ Associate Vice-President) to be followed by a discussion between the manager and Director/Dean/AVP. The review of the JERF will not proceed past this point unless the Director/Dean/AVP is in agreement with the changes and outcomes identified.
  5. After discussions under (4) have been completed and agreed to, the JERF shall be forwarded to the appropriate Vice-President for review. Any comments on the merits of the request by the Director/AVP should accompany the JERF. If in agreement of the review of the position, the Vice-President signs off and forwards to Human Resources for evaluation by the JE Committee. (The date Human Resources receives the JERF will be the date used to establish an effective date.)
  6. The JE Committee will conduct a review, which may consist of meeting with the employee and verifying job duties with the supervisor and examining the impact to the organizational chart. The JE committee conducts the analysis and submits the results of the review to the manager copying the Director/Dean/AVP and Vice-President.
  7. Should there be changes to the position grade as a result of the review; the manager will work with Human Resources to determine the appropriate salary adjustment in accordance with the RRU accepted compensation guidelines.
  8. If the position and grade increase as a result of the review, notification will be sent to the employee and manager with a copy to Payroll, effective to the date received in Human Resources.
  9. If the position and grade decrease as a result of the review, notification will be sent to the employee and manager, however the employee’s salary will remain red circled while the incumbent occupies the position.

Request for Reconsideration

Should there be a disagreement with the results of the committee’s review a process is available for requesting reconsideration. An employee and/or manager may request reconsideration of the JE outcome through their appropriate Vice-President and the HR Steering Committee. The HR Steering Committee’s decision is final and binding.

Job Evaluation Process for New Positions:

  1. It is expected that the hiring manager will conduct a departmental staffing needs assessment prior to initiating a request for a new position. The manager begins the process of establishing a new position by defining the role, position outcomes and required competencies of the new position (Role Profile Template).
  2. The manager forwards the new role profile to the next level of supervision (Director/Dean/ Associate Vice-President) to be followed by a discussion between the manager and Director/Dean/AVP. The review of the new role will not proceed past this point unless the Director/Dean/AVP is in agreement with the need to develop a new position within the department.
  3. After discussions under (2) have been completed and agreed to, the role profile shall be forwarded to the appropriate Vice-President for review. Any comments on the merits of the request by the Director/AVP should accompany the role profile. If in agreement of the review of the new position, the Vice-President signs off and forwards to Human Resources for evaluation by the JE Committee.
  4. The JE Committee will conduct a review and submit results of the review to the manager copying the Director/Dean/AVP and Vice-President.
    If in disagreement with the JE review:
    1. Should there be disagreement with the committee’s analysis of the role, the manager may request a meeting with the JE Committee and the Associate Vice-President, Human Resources to review the decision.
    2. If still in disagreement, the position and job evaluation results will be presented to HR Steering Committee. The HR Steering Committee’s decision is final and binding.
  5. All new positions that have been approved through the annual budget planning must then obtain staffing request approval.
  6. If the position represents a new non-budgeted position, it must then advance through the HR Steering Committee approval process as an additional step within the staffing request approval process.
    Note: Job evaluation of HR positions will be evaluated by HayGroup to ensure objectivity.

Grading Structure

Gradepoint range
91801 - 2550
81261 - 1800
7880 - 1260
6614 - 879
5439 - 613
4314 - 438
3228 - 313
2161 - 227
1114 - 160
G98 - 113