We believe that job evaluation should be a process that is as light as possible to avoid too much wasted management and staff time, and organisations must ultimately determine their own procedures. The key stages in any job evaluation exercise should be:
- Obtaining information
- Analysing jobs
- Reviewing results
The IDR job evaluation scheme is an analytical scheme that uses a straightforward and user-friendly approach to enable all types of jobs, from manual work to complex management and specialist posts, to be analysed and evaluated against seven key factors. It has been developed to comply with gender equality principles and practices.
The factors chosen are the most common components of the work process and together provide a framework for making robust comparisons between jobs. Each factor has a number of descriptive steps to which jobs are assigned and which equate to a specific IDR job level.
The IDR job evaluation scheme can be used in a number of ways:
- As a tool to aid decisions on the relative size of jobs within an organisation and derive an agreed and acceptable rank order
- As a means of designing and maintaining existing or new pay and grading structures
- To enable benchmarking against the pay market for similar positions
The IDR job evaluation scheme has been developed following many hours of job evaluation and panel sessions, and the wording has been refined where necessary. The strengths and weaknesses of different proprietary schemes have been evaluated to identify which factors are both important and straightforward to use, to enable evaluators to reach decisions.
In our experience no scheme is completely straightforward as fine judgements always have to be made when evaluating certain factors, and there is no entirely objective or scientific way of achieving this.
The IDR scheme must only be used by trained evaluators who are familiar with the system and have an understanding of jobs within an organisational context. Staff at IDR can train job evaluators within your business, or do the evaluations on your behalf, simply email email@example.com for more information. In addition, panel members should be trained in equalities issues and the avoidance of bias in relation to the implementation of job evaluation. Further information on this issue is given in Guidance Note 4, Checklist 3 (Job Evaluation Schemes Free of Sex Bias) of the Equal Pay Review Model (EPRM), created by the Equal Opportunities Commission (EOC) in 2006.1
Guidance Note 4 has been prepared for employers and trade union representatives who are already using job evaluation, or who are considering it in their organisation. Checklist 3 looks at the key features of job evaluation, including: scheme design; scoring and weighting of jobs; scheme implementation; appeals; changes in grading and maintenance; and monitoring of the scheme.
1 The EOC has since been amalgamated into the Equalities and Human Rights Commission. Details can be found on the EHRC website www.equalityhumanrights.com