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Job Levelling Handbook 2014

Job Levelling provides a consistent, common global framework identifying the critical roles and levels of working required to deliver the business results and growth. The framework identifies the clear step differences between roles and relative worth of each in terms of contribution and impact on the business. The framework also supports key HR Talent Management Processes such as recruitment, performance management, succession and workforce planning. The added benefit for employees is that it gives clear visibility of career progression and development in terms of capability and outcomes required. Therefore, supporting self led ambition and personal growth. The purpose of this Handbook is to provide HR and line managers with details of information required and processes to be followed to either • determine the appropriate job level for a new role • (re-) evaluate the level of an existing role • identify gaps in capability requirements to meet the business goals • assess the requirements of the appeals process • carry out the annual audit process • provide the foundation and internal framework for other HR Talent Management Processes Read more about our each of the Job Levelling Processes for 2014 The quickest way to answer your questions is the Global Talent Management Group on Chatter

Job Levelling; what is it and what is fit for?

Swets Information Services operates a structure of 6 job levels and all Swets job roles have been mapped to this structure, including Members of the Management Committee. Job Levelling helps our employees and managers by offering: • • •

A transparent and simple organizational structure Clear and transparent role expectations and targets, including the right competencies required in any given job A clear career path for employees, either within their department or across departments, functions or countries

• • • •

A tool for to compare roles across departments, functions and countries in a consistent manner A tool for line-managers and HR for succession planning An objective framework that identifies those critical roles focused on delivering the business goals and results An objective framework for determining salary structures, incetive opportunities, etc.

How is it built?

Job Levelling Model

Inspirational Leadership

Effective Communication

Director Shaping General Manager Leading Senior Manager / Specialist

Business Impact

Influence & Relationship Mgmt


Service Functional Excellence Reach


Solution Development


Professional Knowledge

My Career Development

Empowering Business Impact

Impacting Strategic Plan & Goals

Manager / Specialist Impacting Senior Executive Contributing

Values Key business drivers |Factors Working levels Core Company Competencies Behaviors

Executive Contributing

Collaborative Teams

Innovation Power

STEP 1: How to evaluate a role?

Step 1 Ensure that the job profile accurately reflects the role, and you are familiar with the level of responsibilities within the role (to check this, assess against the goals in performance management).

The evaluation of the role should be carried out by the line-manager against the generic job level descriptors (with the support from Regional HR Managers).

Step 2 Always start with the generic job level descriptors (factors), i.e. an objective basis. Step 3 Work through the hierarchical descriptors for each factor (Appendix 1) first, and note the level that most accurately reflects the role being evaluated. Note that the role may not always match against each factor at the same level. Step 4 Identify the job level against which the majority of factors have been matched. Step 5 Turn to the overall job level descriptors (Appendix 2) and read the overall descriptor for the job level identified in step 3. Consider whether this accurately describes the level of work undertaken in the role. It may be helpful to also consider the descriptors for the job levels either side of this for comparative purposes. Step 6 Refer back to the individual factor descriptors as necessary, to re-check the matches determined in step 2. Continue to next steps on the next page.

Note to step 4 It should be noted that some factors will naturally have a higher impact on the size of the role than others. For example, the functional breadth and reach, combined with the level of autonomous decision making, is likely to determine the level of strategic input in the role. Therefore, if the level determined for Functional Breadth and/or Professional Knowledge is significantly different to that for Solution Development and/or Influence and Relationship Management, the former is likely to more accurately reflect the correct job level. In such a case, it is recommended that the factors that have less impact on the size of the role are re-evaluated against the factor level descriptors.

STEP 2: Key notes on how to evaluate a role

Step 7 Make a provisional assessment of the job level for the role and check the provisional assessment of the job level by comparing your evaluation against jobs at the same level in other functions. Step 8 (final step) Confirm or change your provisional assessment of the job level for the role, and re-read the relevant overall job level descriptor to satisfy yourself that it is the correct job level.

Note to step 7 Ask checking questions. First example: “is this a promotional step?” If you perceive a fully competent job holder moving effortlessly on promotion into their line-manager’s job, it is likely to be positioned one job level below their line-manager. However, if a promotion move is possible yet at a significant stretch, then the job level is likely to be two or more below that of their line-manager. Second example: “Does the proposed positioning of the role leave sufficient space to the boss’ role and that of any subordinates?” If this is not the case, there may be an organizational design issue which needs to be addressed in order to ensure an efficient work environment for the team? The Human Resources Manager should be consulted for further clarification on this aspect.

Key notes to consider • Not all departments will have roles at each of the 6 levels. • There may be gaps in the structure within departments. This means that a role will not necessarily be assigned to the job level directly below the role it reports into. • There may be a progression hierarchy within the same job level. This means that where one role might be slightly more senior than another role, but the additional responsibilities are not sufficient for a promotional step to the next job level. • Some roles will fall at the lower end of the level whilst others will be at the higher end. • Determine the job level without regard to the job holder. The focus should be on the job, not on how well the current job holder performs the role. • Do not anticipate further developments in the role – evaluate the job as it stands today. • Remember that the job level is influenced by, but no means determined by, the reporting level. In other words, the job role not the level it reports to is the key consideration. • The outcome will be applied to the role globally. This means that any changes will impact all employees in the same role title globally. However, you should be aware that some generic titles for the purpose of streamlining similar titles may also have a hypen that describes more specifically the actual deliverables (for instance Marketing Specialist – Online Content).

Factors - General Descriptors

The Swets Job Levelling system uses the following factors in the generic descriptors:

Professional Knowledge • Depth • Specialist or generalist Functional Breadth and Reach • Breadth • Reach Influence and Relationship Management • Emotional intelligence • Communication skills • External • Internal

Appendix 1 shows the hierarchy of descriptors within each factor. The overall descriptors, combining all factors for each job level, are shown in Appendix 2.

Business Impact • Decision making • Strategy • Commercial impact Accountability • Size of responsibility and level of contribution • People management • Budgetary responsibility Solution Development • Solution delivery • Development of products, services and processes • Project management

STEP 3: Methodoly of evaluation

A request to (re-)evaluate a role may be made by: • An individual employee • A line manager • A member of the Functional Head This may be for a new role that is being created, or a re-evaluation of a current role. Any evaluation request should be supported by the line manager.

The Review Panel for evaluating new roles or re-evaluating current roles will be made up of the following: • Human Resources Regional Manager responsible for Job Levelling Framework (Chair) • Line Manager • Functional Manager/Director • Regional HR Manager (based on where the review was initiated) Any appeals will be considered by the following: • Global HR Director • Functional Manager/Director

A request for a re-evaluation can be made for a variety of reasons, the most common of which likely to be: • The role has changed significantly • Additional responsibilities have been added to the role • The organisation or department has been re-structured • Internal relativities between roles may be questioned

The chair of the review panel will sit once per year to conduct and approve any submitted reviews or appeals with the appropriate remaining members of the panel according to the function and region. This date will be communicated in advance, but will normally be in advance of the new performance management cycle year to ensure any approved amendments are reflected on future goal plans.

Roles and responsibilities review panel process, appeals process & annual audit process

STEP 3: Review Panel process

Prior to the review panel meeting the line-manager is to 1. Draft the new or review the existing detailed job profile in line with Appendix 6 and agree with Functional Head. 2. Carry out an initial evaluation of the role, as per the process detailed above, to determine the proposed job level, competencies and job code (Appendix x & x). 3. Review and agree with relevant Functional Head and Regional HR Manager to proposed level if new or changed. 4. Ensure cross functional alignment is considered. Where relevant to level of role, agree cross functional comparisons with other Functional Head. 5. Complete the appropriate internal form (Appendix xxx Global form TBA – web based ?) for sign off and confirmation by Functional Head indicating the rationale for the proposed change. 6. Where an existing role has been assigned a new level, this is likely to affect the salary range that the role falls within. The Regional HR Manager will be responsible for obtaining the necessary approval for any change and implementing the change. 7. The Line Manager with support from Regional HR Manager, as appropriate, will be responsible for communicating any changes to the job holder. 8. Submit any changes to Human Resources Manager responsible for maintaining global matrix and audit purposes.

STEP 3: Appeals process

For individuals who wish to appeal their role level, the following will apply (this will normally only be applicable where there is a specialist or one-off role that may evolve over time): Any appeal by a job holder should have the support of their line manager. Should the line manager feel unable to support the appeal, or the job holder has not been able to successfully discuss, they may take it up with a more Senior Manager or Functional Head together with the Regional Human Resources Manager as defined by the normal local procedure. Where appropriate, the manager or Functional Head considering the appeal, may have to discuss with the line-manager to formulate their reasoning for their final decision. The appeal will allow the person hearing the appeal to discuss and evaluate the role, to determine the appropriate job level for the role, as well as judging the appeal against such factors as: • The integrity of the appeal rationale • The relative positioning of the role against perceived peer roles • The impact any change to the job level may have in terms of organizational structure and reporting lines Once a decision has been reached through the grievance procedure, subject to any appeal process therein, the outcome will be final and the job holder will be informed and the necessary changes implemented, including where applicable any change to salary/title or other benefits.

STEP 3: Annual Audit process

An integral part of job levelling best practice is the annual review of any new roles added or level changes during the year and their relativity to the overall structure to prevent a drift in the clarity of actual working levels. The responsible Human Resources Manager will carry out the initial review and present findings and recommendations to the Global HR Team (and MC) for ratification before submission to the MC for calibration and final approval. Supporting process material that will be required for the audit will be: 1. A record of all role changes during the year and the date of such change 2. A revised job levels structure matrix highlighting changes, in order to assess the impact of such changes across the whole organisation 3. Details of any appeal process rationale and the outcomes from the Appeals Process In carrying out the audit, the Human Resources Manager will assess the following: • Have any of the changes created any discrepancy within a particular job family or when comparing across job families? • Is there significant change in relation to the step differences between the role and both its subordinates and the line-manager? • Do any of the changes affect the progression possibilities of aspiring role holders within the organisation or the training requirements within Swets? • What is the impact of any changes on the cost of pay and benefits provisions within Swets?

The Human Resources Manager will report the findings from the audit to the Global HR Director/Management Committee on an annual basis (or more frequently if a significant change to the organisational structure occurs), together with any anomalies discovered and recommendations for any remedial action. The Management Committee shall be responsible for noting the findings and agreeing any remedial action required. This might include some or all of the following: • Address any shift in business goals, or strategic direction that may impact on critical roles or capability requirements • Review wording in generic job level descriptors where business strategy or key business drivers demand a change in focus Refer any anomalous roles for re-evaluation by the Review Panel • Review wording in generic job level descriptors where any common misunderstandings are occurring • Follow-up with relevant Line Managers where any grade slippage might have occurred to Understand reasons for this • Provide additional training to Line Managers/ key members of the process, as appropriate • Review and further develop Job Levelling Handbook to provide clearer guidance, as necessary Any significant re-alignments required as a result of the review should be considered by the Management Committee, who may, in exceptional circumstances, seek external advice to resolve any highly complex or sensitive issues.

Job levelling handbook 2014  
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