HR Policies and Procedures JOB EVALUATION POLICY & PROCEDURE

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1 DRAFT POLICY HR Policies and Procedures JOB EVALUATION POLICY & PROCEDURE Author(s): Sarah Rodmell Stella Jinks UNISON / AMICUS/UCATT JCC Approved: 28 th June 05 Issue Date: (date) Policy Review Date (date) Ref: HR Policies 2005 Contents: 1. Purpose and Scope 1.1 This procedure is agreed by the JCC and applies to all jobs within the Council. 1.2 The purpose of the policy is to ensure that all actions taken or decisions made will be dealt with in the most appropriate, efficient and cost effective manner. 1.3 This policy applies to current and prospective employees of Corby Borough Council. 2. Aims and Objectives 2.1 The aim of the Job Evaluation Policy and Procedure at Corby Borough Council is to ensure that all job evaluations are dealt with fairly and consistently in accordance with current legislation and best practice. 2.2 Job evaluation relates to the knowledge, skills and abilities required to perform the role and must not be based on the skills and experience of a current post holder. 2.3 Corby Borough Council supports equal opportunities in employment and will work to ensure equality for all regardless of an individual s gender, age, race, colour, religion, ethnic origin, union membership, marital status, disability or sexual orientation. This policy supports the standards and guidelines set by the Commission for Racial Equality and the Equal Opportunities Commission.

2 2.4 Representation may be either a work colleague or recognised Trade Union representative during the appeal process. Job holders may have representation at any meeting to discuss changes to a job description. 3. Selecting a post for Evaluation: The particular duties and responsibilities attached to jobs may vary from time to time without changing the general character, duties or the level of responsibility entailed. Such variations are a common occurrence and cannot themselves justify reconsideration of the grading. In cases, however, where there has been substantial change in the duties or responsibilities of the post, individuals or line managers may request the post is re-evaluated. The change may result from either a gradual change over time or as a result of a restructure. 3.1 Staff wishing to pursue a job evaluation either singly or jointly should in the first instance discuss their case with their Line Manager. The job holder(s) and the Line Manager should review the existing job description and prepare a new job description together to reflect the change in duties and responsibilities. The Job description must be agreed by the line manager and job holder prior to job evaluation. Line Managers are responsible for preparing the person specification. 3.2 The Head of Service must approve any application for re-grading with prior to referral to Human Resources as it may have budget implications. 3.3 The Line Manager will complete the Form at appendix A (application for evaluation) and submit to Human Resources along with a copy of the old job description and the new job description. 3.4 After receipt of the application Human Resources will review the request and inform the Line Manager and the job holder of whether the request has been agreed and the date the request will appear before the panel. 3.5 Any request for evaluation will appear before the next available job evaluation panel. If the evaluation can not be heard within two the next two scheduled panels, Human Resources will convene a panel to hear the evaluation. Submission for evaluation panels will be seven days. 3.6 All new posts must be evaluated prior to advertising.

3 3.7 Where a reasonable adjustment is made to a job under the provisions of the Disability Discrimination Act 1995 (DDA), evaluation should follow the principle of evaluating the job not the job holder. 3.8 All employees whose jobs are to be evaluated will be advised in advance and given an explanation of the job evaluation process by their Line Manager. 3.9 Rejections for a job evaluation request must be given in writing within 28 days to the individual, indicating the reasons for rejection after consultation with Human Resources. A copy of this letter will be placed on the individuals personnel file. Any disputes must be dealt with via the Grievance Policy. 4. Job Evaluation Process: 4.1 The job evaluation panel will comprise of two middle managers who will have attended a Job Evaluation training course. The job holder will be invited to attend with their Line Manager. 4.2 Human Resources will ensure each panel member has a copy of the Job Description and Person Specification prior to the evaluation. 4.3 One member of the panel will conduct the interview based on the agreed Job Evaluation scheme. The job holder and Line Manager will be invited to provide evidence on each area. The second panel member may clarify information. 4.4 If the job holder and Line Manager are in disagreement about any aspect of the role, the evaluation should be adjourned and agreement reached outside the evaluation. 4.5 The job evaluation panel will take notes during the interview. After the meeting the job evaluation panel will produce a composite sheet with evidence under each criteria. 5. Panel Scoring: The evaluation panel will come to a consensus of agreement on a mark for each area as outlined in the job evaluation scheme. When scoring the job, the panel will seek to find an existing job to benchmark against where possible.

4 6. Notification of Outcome: 6.1 The chair of the panel will inform the Line Manager of the outcome of the evaluation within 5 working days. It is the responsibility of the Line Manager to inform their respective Head of Service. 6.2 The Line manager will inform the job holder verbally of the outcome. 6.3 Human Resources will inform the individual of the outcome in writing within 5 working days. 6.4 Human Resources will payroll with the outcome. Pay will be back-dated to the date of the application. 6.5 It is the responsibility of the relevant budget manager to identify compensating savings in order to stay within overall budgets. 7. Appeals: 7.1 An employee who is dissatisfied with the grading of their post after an evaluation has the right of appeal. They may be accompanied and advised by a recognised Trade Union Representative or work colleague at any stage of the appeal. The Trade Union representative or work colleague should not have been a member of the panel which initially evaluated the post. 7.2 The grounds for appeal must be put in writing within 5 working days of the outcome of the panel decision, marked Private and Confidential, to The Human Resources Manager. 7.3 On receipt of the written appeal, The Human Resources Manager will consider the appeal and invite the job holder, who may be accompanied by a Trade Union Representative or work colleague, and if appropriate a panel member from the job evaluation to a meeting within 10 working days. If appropriate The Human Resources Manager will arrange for another panel to sit within 15 working days of receipt of the appeal. This will be communicated to the employee who will be responsible for arranging representation 7.4 None of the panel members hearing an appeal will have had any previous involvement in the evaluation, to ensure complete impartiality.

5 7.5 Panel decisions will be communicated by the panel to the Line Manager, who will communicate the decision to the individual. The chair of the panel will inform the job holder in writing. A copy of the papers will remain in HR. 7.6 The decision of the appeal panel will be final. Timescales within the policy are for guidance and may change subject to the availability of the individuals concerned or in the event of exceptional circumstances.