BENCHMARKING_PROCEDURES (V2)
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1. The document provides guidelines for benchmarking internal job grades up to Grade 19, excluding vice presidents. It outlines criteria for identifying jobs suitable for benchmarking and procedures for approval. 2. Jobs must be benchmarked based on verified job descriptions rather than titles, using factors like knowledge and problem-solving requirements. An effective benchmark requires close matching on all criteria. 3. The process involves a job evaluation expert identifying matches, making recommendations, which require approval from managers and a job evaluation committee. Evaluated jobs will follow the normal process if no match is found.
BENCHMARKING_PROCEDURES (V2)
- 1. 1 Internal Job Grade Benchmarking Instructions A. GUIDELINES The following guidelines should be considered during benchmarking exercise for all the jobs (Up to Grade 19; excluding the jobs of Vice Presidents): 1. Job criteria must be identical or very similar to the position being benchmarked. 2. Benchmarking must be done based on verified, up to date and approved job descriptions NOT based on Job Titles. 3. Benchmark job must have an updated JD that has been evaluated within the past five years and there is no change its current roles & responsibilities since its last evaluation. 4. Jobs must be benchmarked using each Job Evaluation factor/sub factor criteria: Know-How (knowledge and experience, breadth and interpersonal skills); Problem Solving (job environment and reasoning); and Accountability (independence and influence, impact and involvement). 5. Effective benchmarking requires a close match of all applicable criteria as shown on the enclosed checklist. If such a match is not possible, the job should be treated as normal and evaluated through the normal job evaluation process. 6. The benchmarking should be conducted by the job evaluation expert in order to maintain credibility of the system and prevent inaccurate matches. 7. It is essential that no undue pressure be placed on the evaluator to approve a match. B. PROCEDURE 1. Job Evaluation expert will routinely identify any such job, either new or existing, which is assigned a ranked grade for the purpose of finding a similar job in the company which already has an approved job grade. 2. With the help of Benchmarking criteria and by following the prescribed guidelines the job evaluation expert will provide recommendation to the HRC Manager along with the rationale to benchmark the jobs. 3. After the review, the HRC Manager will either decline or endorse the benchmarking request for the final approval from the JEC Chairman. 4. In case the request is declined whether by the JEC Chairman or by the HRC Manager then the job evaluation expert will evaluate the job as per the normal job evaluation procedure. 5. If the request is approved by JEC Chairman then HRC team will update the records and inform the relevant stakeholders accordingly.
- 2. 2 C. CRITERIA For Grade 13 & Above KNOW-HOW JE SUB- FACTOR BENCHMARK CRITERIA BENCHMARK MATCH Knowledge & Experience: The knowledge & skills for the position match the job evaluation of the position being benchmarked (combination of knowledge, experiences, formal qualifications, education & training) Yes No Breadth: The position participates in a similar range of tasks, activities or functions (company’s core roles or businesses). Includes scope of disciplines the position is managing and/or relates to geographical location or coordination within the company (e.g. division, department, Team etc.) Yes No Interpersonal Skills Relates to interpersonal skills required to achieve job objectives. Includes matching or close similarity in: influencing, counselling, motivating, negotiating, training relating to other employees, clients, public. Yes No PROBLEM SOLVING Thinking Environment Is there a close match between jobs’ organisational objectives, policies, procedures, techniques and reporting relationships , e.g. how they define or prescribe the “what and how” of the ZADCO? May include extent or complexity of technology impacting on jobs’ managerial challenges (training, monitoring quality, attracting staff) and response to growing workloads Yes No Thinking Challenge Is there a close match between bobs’ requirement for analysis, conceptualisation, interpretation, evaluation and creativity? Emphasises judgement that is required to resolve particular courses of action and consideration of implications of that action. Yes No ACCOUNTABILITY – MANAGEMENT Independence and Influence Are the jobs’ influence, extent of control or authority over the human, financial and operational resources similar? Yes No Impact Applies to jobs which directly manage, lead or supervise a team of staff based on the allocated personnel budget for the cost centre e.g. is the number of staff/budget range similar? Yes No Involvement Do the jobs have similar shared accountability for decision- making or are they wholly accountable for similar sized budgets? Yes No Note - This accountability category normally applies to senior management jobs that are primarily responsible for total resource management to achieve program/business objectives, staff supervision is a component (majority of supervision is undertaken by subordinate managers).
- 3. 3 ACCOUNTABILITY - ADVICE Independence and Influence Is the stature of advice provided by jobs similar? e.g. reliance placed on position by company, department and/or clients including jobs’ independence, influence, authority & accountability in providing this advice. Yes No Impact Are the jobs similarly accountable for development and/or delivery of specialist, strategic, professional or policy advice. Is the advice provided fully attributable to the jobs and does it directly influence the decisions and actions of others? Yes No Involvement The nature of the roles providing advice, e.g. are jobs individually accountable within the company for the advice provided? Advice can be provided to supervisor, peers, subordinates and any other clients internal or external to the company. Yes No ACCOUNTABILITY - SERVICE Independence and Influence Is the degree of freedom or stature the positions have in design and/or delivery of the service/information similar? Positions must be similar in influence on the range, quality and outcomes of the service provided to clients and/or community groups. Yes No Impact Do the positions have a similar focus on providing a direct service/product to others and/or dealing with matters within procedural guidelines? May involve participation in evaluating or modifying performance standards, deciding how the service is provided and/or quality assurance. Yes No Involvement Similarity of positions’ role in providing the service, eg accountable for providing complete and accurate service but not accountable for acceptance of service? May provide service to internal & external clients who may include supervisor, other staff in the agency, in other agencies or public groups. Yes No
- 4. 4 For Grade 12 & Below JE FACTOR BENCHMARK CRITERIA BENCHMARK MATCH YES NO Job Knowledge Is the level of education, experience and training requirements somewhat similar to the comparable job? Mental Demands Is the degree of difficulty and complexity of mental effort required in performing the job comparable with the benchmark job? Communication Do the jobs require similar level and nature of communication involved in carrying out the most challenging aspect of the job? Responsibility of Actions Are the jobs latitude for action/decisions and overall impact of these actions/decisions affect to a similar size of area/team/department? Supervisory Responsibility Is the level and number of staff being supervised similar between both the jobs? Applies to jobs which directly manage, lead or supervise a team of staff based on the allocated personnel. Risk Do the jobs require similar level of physical effort from the incumbent to carry out the routine work and whether the working environment is similar to one another? Overall Result