Blackpool Council Job Evaluation Briefing

1. Blackpool Council Job Evaluation Briefing October 2009

2. What does Hay Group do? Organisational Design & Development Executive Coaching Leadership & Management Development Delivering Lean services Consultancy Reward Management and Job Evaluation Performance Management

3. Hay Group Experience • Substantial experience of working with a wide range of private and public sector organisations. • A specialist team of consultants who can offer remuneration and HR expertise and experience both nationally and internationally. • A job evaluation method which is by far the most widely used and well proven approach to evaluation across all types of organisation in the UK and which has proved to be Equal Value compliant, robust, fair and defensible. • Processes which are supported by the largest UK and international database of pay, benefits and remuneration information. • Approaches to evaluation and remuneration which are complementary and provide a sound basis for an integrated approach to HR. • The resources, capability and track record to deliver

4. Local Authorities using Hay approach • Over 125 Authorities use Hay including: • Lancashire County Council • Tameside Metropolitan Borough Council • North Tyneside Council • North East Lincolnshire Council • Leeds City Council • Flintshire County Council • Blackburn with Darwen Council • Cumbria County Council • Staffordshire County Council • London Boroughs

5. Job Evaluation • Job evaluation is not a science! • It’s about the relative size of jobs. It looks at the contribution of jobs to an organisation; • It’s a process that involves the use of judgement in identifying and assessing differences between jobs; • It isn’t concerned with people, their performance, or pay – only with the size of jobs in relation to other jobs. The end results of evaluation is a rank order of jobs.

6. Rank Order Job Information Local Judgements Methodology The Methodology supports. It does not dictate. The Nature of the Hay Method

7. ORGANISATION MISSION/PURPOSE STRATEGY/PLAN ORGANISATION STRUCTURE JOBS Roles are the Basic Units of Organisation Structure

8. The Concept of Accountability Concept of Accountability • Lies at the heart of job definition – and provides clarity for managing and delivering performance • Primary source of organisational analysis and understanding • Systematic approach to understanding what is done to what / whom with what end result • “What are the main areas in which this job/group of jobs must get results in order to achieve its/their purpose?”

9. The Underlying Principle 1 2 3 To achieve this endresult, job holders must address problems, create, analyse and apply judgement Therefore, the job holder requires a level of knowledge and experience commensurate with the scale and complexity of the deliverables Jobs exist to achieve an end result Know-How Problem Solving Problem Solving Accountability Accountability Accountability

10. + + = Know How Problem Solving Accountability Total Job Size Depth & Rangeof Technical Know-How Thinking Environment Freedom to Act Management Breadth Thinking Challenge Nature of Impact Area of Impact Human Relations Skills Elements of Job Size

11. Advantages of Hay • Provides an analytical method which, in principle, satisfies equal value law • Provides a rating of differences, not just ranking • Sensitive in measuring job differences • Enables comparison of dissimilar jobs • Flexible and able to cope with change • A ‘value-free’ framework in which to reflect your relativities • Recognises the critically to organisations of the concepts of accountability • Recognises and assesses both job content and context

12. Guidelines in job analysis information gathering The Job & NOT the Person Analysis not lists of tasks Fully acceptable Performance Disregard current pay & status The job as it is now No understanding No Evaluation

13. Job Description – Supplementary Information Required • Who you report to • Who reports to you • Organisation Chart • Dimensions • Key challenges in your role • We have assumed that within your job description you have described the purpose of the role, key accountabilities, and knowledge, skills and experience required by the role.

14. Manager Peer 1Job Title Job Holder Peer 1Job Title EmployeeJob Title EmployeeJob Title Organisational chart

15. Dimensions • The ‘facts and figures of the role’ – Please use dimensions that are relevant to the job. • Some examples may include: • Operational • Range and type of services provided • Number of Contracts • Financial • Recurrent direct operational budget • Grants and Contracts (please state direct or indirect) • Earned-income • Partnership budgets • Staff • Total Number of Staff Managed • Remember the dimensions should be annual

16. Key Challenges • Key Challenges – Can be anything – post holder will know immediately what it is! • Can include the irregular. • E.g. working across partnerships, delivering a service under increasing cost pressures • Three real life examples - demonstrating the types of tasks, and situations that the post holder will encounter in the course of their work. • Can illustrate the complexities, breadth and depth of role

17. Additional information • Having read through your job description, is there any aspect of the job that has not been included up to now?

18. Process Briefing Sessions with role holders All job descriptions and supplementary information received Evaluations take place Quality Assurance Pay analysis, pay line and grades determined Outcomes announced

19. Questions…