Whether you’re a Rodney Dangerfield or an Aretha Franklin fan, a little respect is a good thing. Recently I read a nice tribute to the difficult position job evaluators have within the HR hierarchy. We would definitely agree that job evaluation can be difficult, and is certainly under-appreciated. We would NOT agree that it has to be subjective, error-prone or biased by external influence.
Part of the problem is thinking of job evaluation in dated terms such as the notion of job evaluators as heartless (or worse yet intimidated) HR types toiling away with pencil and paper (or spreadsheet) and girding themselves to do battle with managers and employees that disagree with them, don’t understand the process and are constantly looking to game the system somehow. Okay maybe that last one is a testament to man’s eternal desire to ‘succeed in business without really trying.’
Job evaluation like most any modern process can be substantially improved by judiciously applying appropriate technology. Effective methods and software do exist. DBCompensation™ provides a proven automated methodology that has enough flexibility to evaluate every job in your organization, from the lowest paying position up to executive management. Many companies, whether large or small, private or public, have used DBCompensation™ to rate thousands of jobs across a broad spectrum of industries.
The approach we use addresses common misconceptions and suspected failings traditionally associated with job evaluating:
- Evaluators don’t know the job intimately enough – The 15 factors in our system have been revised and vetted over time and through rigorous application to over 15,000 positions.
- Evaluation is subjective – Each constituent aspect or level of our factors is discrete enough to ensure an objective overall rating.
- External pressures negate objectivity – Collaboration is built in to the system to; 1. Obtain pertinent information from stakeholder parties (employees, managers, etc.), and 2. Provide a quantitative context for evaluating committees to weigh interested input.
- Job descriptions are not suitable starting points – Couldn’t agree more. Our approach automatically creates the job description as a product of the evaluation process.
At DBSquared we developed our unique system specifically to address the issues of productivity, performance and fairness. More importantly we incorporate it as part of a hybrid methodology that adds support for market survey data, and provides for a very rational way to allocate scarce compensation dollars to assure that pay is both internally fair and externally competitive.
So how about a little R-E-S-P-E-C-T, along with some modern technology?