FAHR HR Club

Job Evaluation/Leveling

Presentation by Towers Watson

Elie Georgiou-Botaris

Dubai, 09 February 2012

© 2012 Towers Watson. All rights reserved.
Session’s
Session s Topics

z Introduction to Towers Watson

z What is Job Evaluation/Leveling & Why?
z Global Grading Methodology Overview
z Career Map Methodology Overview

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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.
It’ss a new world
It world, and we’re
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
NORTH AMERICA • Bermuda • Canada • United States
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© 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?

z A systematic process of objectively z Establish a framework to define and

determining the relative value and determine job hierarchy
hierarchy, job value
ranking of jobs in an organization and contribution
z A system for analysing and z Create a flexible/adaptable mean of
comparing different jobs according communicating career paths to
to the overall responsibilities and facilitate talent mobility across the
the scope of each job organization
z A method
th d ffor establishing
t bli hi z Enable a consistent link to the market
meaningful groups of jobs (Job that is defensible
Families) that reflect these
z Provide a foundation for reward and
differences in the rankings
t l t managementt decisions
talent d i i - base
b
z Not concerned with the volume of pay, incentives, career management,
work, or with the person doing it, or workforce planning, learning and
with the current pay development, etc.
z A platform for ensuring internal
equity and fairness

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© 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%)

d succession
and 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

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

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A Grade Map: Large Organization (25 grades)

'ROLE' CONTRIBUTES (THROUGH)

FUNCTIONAL STRATEGY
TASKS SKILLS EXPERTISE LEADERSHIP 5FS BUSINESS STRATEGY
1 2 3 4 5BS

CEO
BAND

GRADE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

1st LINE
ANAGEMENTT

TOP MANAGEMENT
AREER PATH
H

TOP
MANAGEMENT

MIDDLE
MANAGEMENT
MA
CA

SUPERVISOR

1 2 3T 4T

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

SUBJECT MATTER
SSIONAL
ER PATH

EXPERT

PROFESSIONAL
PROFES
CAREE

CLERICAL / ADMINISTRATIVE

MANUAL

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About Towers Watson’s
Scoping Global Grading System
the Business
Step 1: Scoping the Organization
z 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. 'ROLE' CONTRIBUTES (THROUGH)

CEO

FUNCTIONAL STRAT.
5FS
TASKS SKILLS EXPERTISE LEADERSHIP BUS. STRAT.

CEO
1 2 3M 4M 5BS
BAND

GRADE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
18 19 20 1st LINE TOP
ANAGEMENT
AREER PATH
MANAGEMENT

TOP
OP MGMT.

MENT MIDDLE
MANAGEMENT
MA
CA

SUPERVISOR

1 2 3IC 4IC
RIBUTOR

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

SUBJECT
SUBJECTMATTER
MATTER
EXPERT
ATH

EXPERT
INDIVIDUAL CONTR
CAREER PA

PROFESSIONAL
PROFESSIONAL

TECHNICIAN
TECHNICIAN

CLERICAL
CLERICAL//ADMINISTRATIVE
ADMINISTRATIVE

MANUAL
MANUAL

8
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 About Towers Watson’s Global Grading System
Step 2: Banding a Job
z Use decision tree
z 2 to 5 questions on the nature of the contribution of the job to the Business

First question
determines
career path
Example 'ROLE' CONTRIBUTES (THROUGH)
FUNCTIONAL STRAT.

Is managing people a TASKS SKILLS EXPERTISE LEADERSHIP

5FS
BUS. STRAT.

CEO
1 2 3M 4M 5BS
BAND
focus? GRADE 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

YES 1st LINE TOP

ANAGEMENT
REER PATH
MANAGEMENT

TOP
Manage professionals or MIDDLE
MGMT.

managers? MANAGEMENT
CAR
MA

SUPERVISOR

YES 1 2 3IC 4IC

Set / significantly
INDIVIDUAL CONTRIIBUTOR

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

SUBJECT
SUBJECTMATTER
influence business MATTER
EXPERT
TH

EXPERT
CAREER PAT

strategy? PROFESSIONAL
PROFESSIONAL

TECHNICIAN
TECHNICIAN
NO
CLERICAL
CLERICAL//ADMINISTRATIVE
ADMINISTRATIVE

MANUAL
MANUAL

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© 2012 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
About Towers Watson’s Global Grading System
Step 3: Grading a Job
Seven factors drive the grading decision

7 Factors
'ROLE' CONTRIBUTES (THROUGH)
Functional Knowledge FUNCTIONAL STRAT.
5FS
TASKS SKILLS EXPERTISE LEADERSHIP BUS. STRAT.
Business Expertise

CEO
1 2 3M 4M 5BS
BAND

Leadership GRADE 1 2 3 4 5 6 7 8 9 10
0 11 12 13 14 15 16
6 17 18
8

1st LINE TOP

19
9 20
0 21 22 23
3 24 25
5

MANAGEMENT
CAREER PATH
MANAGEMENT

Problem Solving TOP

MGMT.

Nature of Impact MIDDLE

MANAGEMENT

SUPERVISOR
M
C

Area of Impact
1 2 3IC 4IC
Interpersonal Skills
TRIBUTOR

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

SUBJECT
SUBJECTMATTER
MATTER
EXPERT
PATH

EXPERT
INDIVIDUAL CONT

PROFESSIONAL
CAREER P

PROFESSIONAL

TECHNICIAN
TECHNICIAN

CLERICAL
CLERICAL//ADMINISTRATIVE
ADMINISTRATIVE

MANUAL
MANUAL

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© 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

z Easy to explain - coherent logic
z Provides a key role for line managers
z Limited bureaucracy - no need for
committees
z Limited dependency on consultants
z Flexibility - supports organisational change
z Linked to Towers Watson market databases
z Culturally neutral

11
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 Towers Watson’s 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
z Organize work opportunities from an employee perspective
z Clarify responsibilities from one level to another
z Create internal platform for determining job value
z Create a framework for a wide range of human resources applications
including compensation and talent management

13
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Career Map provides a methodology to map jobs into a
set off 5 established
bli h d career bands
nt Career Path b d and
d levels…
l l

Executive
VP SVP EVP
Managemen

Management
Supv Mgr Sr Mgr Grp Mgr Sr Grp Mgr

Professional/Expert
areer Path

Entry Intermed Career Specialist Master Expert

Individual Contributor Ca

Business Support
Entry Intermed Senior Lead Supv

Production
Entry Intermed Senior Lead

14
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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
z The bands and levels are aligned to the overall grading structure
Executive
20 Career Band

19 Supervisory/
Management
18 E
Professional / SME Career Band
17 Career Band
M3
16

15 P4

14 M2

13 P3
12 Technical/
Industrial
11 Administrative Career Band P2 M1

10 Career Band
T4
9 A4 •P1Has developed proficiency in a range of processes or
T3 procedures
d th
throughh jjob-related
b l t d ttraining
i i andd considerable
id bl on-
8 the-job experience
A3
• Works within defined processes and procedures or
7 methodologies and may help determine the appropriate
T2
approach for new assignments
6
A2 • Completes work with a limited degree of supervision and is
5 likely to act as an informal
f resource for
f colleagues with less
T1 experience
4 A1
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© 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.