FAHR HR Club

Job Evaluation/Leveling

Presentation by Towers Watson

Elie Georgiou-Botaris
Dubai, 09 February 2012
2012 Towers Watson. All rights reserved.

Sessions
Session
s Topics
z

Introduction to Towers Watson

What is Job Evaluation/Leveling & Why?

Global Grading Methodology Overview

Career Map Methodology Overview

towerswatson.com

1
2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

Introduction
T
Towers
Watson
W
A lleading
di Global
Gl b l HR Consultancy
C
l
Our 14,000 associates in 37 countries work together to deliver
the perspectives that give your organization a clear path forward.
Itss a new world
It
world, and were
we re here to help you take it on
on.

ASIA-PACIFIC Australia Greater China India Indonesia

Japan Malaysia Philippines Singapore South Korea Taiwan
Thailand Vietnam
EMEA Austria Belgium France Germany Ireland Italy
Netherlands Portugal Russia South Africa Spain Sweden
Switzerland Turkey United Arab Emirates United Kingdom
LATIN AMERICA Argentina Brazil Chile Colombia Mexico
Uruguay
U
towerswatson.com

NORTH AMERICA Bermuda Canada United States

2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

What is Job Evaluation/Leveling?

Why Job Evaluation/Leveling?

A systematic process of objectively

determining the relative value and
ranking of jobs in an organization

Establish a framework to define and

determine job hierarchy
hierarchy, job value
and contribution

A system for analysing and

comparing different jobs according
to the overall responsibilities and
the scope of each job

Create a flexible/adaptable mean of

communicating career paths to
facilitate talent mobility across the
organization

A method
th d ffor establishing
t bli hi
meaningful groups of jobs (Job
Families) that reflect these
differences in the rankings

Enable a consistent link to the market

that is defensible

Provide a foundation for reward and

t l t managementt decisions
talent
d i i
- base
b
pay, incentives, career management,
workforce planning, learning and
development, etc.

Not concerned with the volume of

work, or with the person doing it, or
with the current pay

A platform for ensuring internal

equity and fairness

towerswatson.com

3
2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

Job Evaluation/Leveling in the Middle East A Sl

Slow Improvement
I
79% of companies
p
have existing
g jjob leveling
g methodology
gy in
place...
... with direct link to pay (87%), benefits allocation (83%), job title (77%), incentives (57%)
... and only

few links it to career management (40%)

and
d succession

planning (27%)

Key challenges with current approach:

8 Difficult to communicate to employees
8 Lack
L k off iintegration
t
ti
with
ith other
th Talent
T l t Management
M
t programmes
8 Very limited involvement from Business Managers
Source: 2011 poll survey across UAE and KSA
towerswatson.com

4
2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

Towers Watsons Global Grading Methodology

An Overview

2012 Towers Watson. All rights reserved.

About Towers Watson Global Grading SystemTM (GGS)

Introduction

A 25-grade
25 grade job hierarchy structure
The methodology to assess jobs against the
structure
The software to facilitate the process
Culturally neutral

Note: Not all g

grades are utilized in all organizations.
g
towerswatson.com

6
2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

A Grade Map: Large Organization (25 grades)

SKILLS
2

TASKS
1

EXPERTISE
3

FUNCTIONALSTRATEGY
5FS
BUSINESSSTRATEGY
5BS

LEADERSHIP
4

BAND
1

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

1stLINE
TOPMANAGEMENT
TOP
MANAGEMENT

MA
ANAGEMENT
T
CA
AREER PATH
H

GRADE

CEO

'ROLE' CONTRIBUTES (THROUGH)

TOP
MANAGEMENT
MIDDLE
MANAGEMENT
SUPERVISOR

1
2

3T
7

10

4T
11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

SUBJECTMATTER
EXPERT

PROFES
SSIONAL
CAREE
ER PATH

PROFESSIONAL

CLERICAL/ADMINISTRATIVE

MANUAL

towerswatson.com

2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

About Towers
Watsons
Global Grading System
Scoping
the Business
Step 1: Scoping the Organization
The scoping exercise sets the parameters for the job evaluation system by determining
the grade of the top job (Managing Director/General Manager/CEO)

AT.

CEO

'ROLE' CONTRIBUTES (THROUGH)

19

OP
MENT

20

10

LEADERSHIP
4M
11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

19

20

21

22

23

24

25

1st LINETOP
MANAGEMENT
TOP
MGMT.
MIDDLE
MANAGEMENT
SUPERVISOR

INDIVIDUAL CONTR
RIBUTOR
CAREER PA
ATH

FUNCTIONAL STRAT.
5FS
BUS.STRAT.
5BS

EXPERTISE
3M

MA
ANAGEMENT
CA
AREER PATH

18

BAND
GRADE

SKILLS
2

TASKS
1

CEO

2
3

3IC
7

10

4IC
11

12

13

14

15

16

17

18

SUBJECTMATTER
SUBJECTMATTER
EXPERT
EXPERT
PROFESSIONAL
PROFESSIONAL
TECHNICIAN
TECHNICIAN
CLERICAL/
CLERICAL/ADMINISTRATIVE
ADMINISTRATIVE
MANUAL
MANUAL

towerswatson.com
2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

About Towers Watsons Global Grading System

Step 2: Banding a Job
z

Use decision tree

2 to 5 questions on the nature of the contribution of the job to the Business

First question
determines
career path

Example

towerswatson.com

10

LEADERSHIP
4M
11

12

13

14

15

16

17

18

CEO

FUNCTIONAL STRAT.
5FS
BUS.STRAT.
5BS

EXPERTISE
3M

19

20

21

22

23

24

25

19

20

21

22

23

24

25

1st LINETOP
MANAGEMENT

MA
ANAGEMENT
CAR
REER PATH

GRADE

SKILLS
2

TASKS
1

BAND

TOP
MGMT.
MIDDLE
MANAGEMENT
SUPERVISOR

INDIVIDUAL CONTRIIBUTOR
CAREER PAT
TH

Is managing people a
focus?
YES
Manage professionals or
managers?
YES
Set / significantly
influence business
strategy?
NO

'ROLE' CONTRIBUTES (THROUGH)

2
3

3IC
7

10

4IC
11

12

13

14

15

16

17

18

SUBJECTMATTER
SUBJECTMATTER
EXPERT
EXPERT
PROFESSIONAL
PROFESSIONAL
TECHNICIAN
TECHNICIAN
CLERICAL/
CLERICAL/ADMINISTRATIVE
ADMINISTRATIVE
MANUAL
MANUAL

9
2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

About Towers Watsons Global Grading System

Step 3: Grading a Job
Seven factors drive the grading decision

7 Factors

towerswatson.com

EXPERTISE
3M
7

10
0

11

12

13

14

15

16
6

17

18
8

19
9

20
0

21

22

23
3

24

25
5

19

20

21

22

23

24

25

1st LINETOP
MANAGEMENT

MANAGEMENT
M
CAREER PATH
C

GRADE

SKILLS
2

TASKS
1

BAND

FUNCTIONAL STRAT.
5FS
BUS.STRAT.
LEADERSHIP
5BS
4M

CEO

'ROLE' CONTRIBUTES (THROUGH)

TOP
MGMT.
MIDDLE
MANAGEMENT
SUPERVISOR

INDIVIDUAL CONT
TRIBUTOR
CAREER P
PATH

Functional Knowledge
Business Expertise
Leadership
Problem Solving
Nature of Impact
Area of Impact
Interpersonal Skills

2
3

3IC
7

10

4IC
11

12

13

14

15

16

17

18

SUBJECTMATTER
SUBJECTMATTER
EXPERT
EXPERT
PROFESSIONAL
PROFESSIONAL
TECHNICIAN
TECHNICIAN
CLERICAL/
CLERICAL/ADMINISTRATIVE
ADMINISTRATIVE
MANUAL
MANUAL

10
2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

About Towers Watson Global Grading System

Main Benefits
z

Easy to use - paperless process

Easy to explain - coherent logic

Provides a key role for line managers

Limited bureaucracy - no need for

committees

Limited dependency on consultants

Flexibility - supports organisational change

Linked to Towers Watson market databases

Culturally neutral

11

towerswatson.com

2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

Towers Watsons Career Map Methodology

An Overview

2012 Towers Watson. All rights reserved.

What is Career Map?

z

Series of career bands and levels increasing in complexity/

responsibility, that represent career progression opportunities

Why Career Maps?

z

Define the natural development of people in an organization, while

supporting business objectives

Organize work opportunities from an employee perspective

Clarify responsibilities from one level to another

Create internal platform for determining job value

Create a framework for a wide range of human resources applications

including compensation and talent management

13

towerswatson.com

2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

Individual Contributor Ca
areer Path

Managemen
nt Career Path

Career Map provides a methodology to map jobs into a

set off 5 established
bli h d career bands
b d and
d levels
l
l

Executive
VP

SVP

EVP

Management
Supv

Mgr

Sr Mgr

Grp Mgr

Sr Grp Mgr

Professional/Expert
Entry

Intermed

Career

Specialist

Master

Expert

Business Support
Entry

Intermed

Senior

Lead

Supv

Production
Entry

Intermed

Senior

Lead

14

towerswatson.com

2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

Balancing job consistencies with

z

Each career band has 3-4 levels that represent multiple steps to accommodate the variety of roles and
are well defined
The bands and levels are aligned to the overall grading structure
Executive
Career Band

20
19
18
Professional / SME
Career Band

17

Supervisory/
Management
Career Band

M3
16
P4

15
14

M2

13

P3

12
11
10

Administrative
Career Band

A4

Technical/
Industrial
Career Band

P2

T4

P1Has developed proficiency in a range of processes or

T3

8
A3

7
T2
6

A2
5
T1
4

towerswatson.com

M1

procedures
d
th
through
h jjob-related
b l t d ttraining
i i and
d considerable
id bl onthe-job experience
Works within defined processes and procedures or
methodologies and may help determine the appropriate
approach for new assignments
Completes work with a limited degree of supervision and is
likely to act as an informal
f
resource for
f colleagues with less
experience

A1
15
2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

towerswatson.com

2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.