Job Evaluation

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Job Evaluation

NPT Pay Review
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What is Equal Pay?
Men and women are entitled to equal pay where
they are doing the same work, or in some cases,
different types of work but which are considered
equivalent like work the same or broadly
similar work work rated as equivalent
different work, but where jobs have been rated as
equivalent under a job evaluation scheme work
of equal value different work, but which could
be rated as equivalent if there had been a job
evaluation scheme
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Why Change?
? Todays Pay Structure very similar to 40
years ago ? Originally designed for mainly full
time (male) officer workers ? Today, 55 of NPTs
workforce are female, with many part time workers

• Equal Pay Act 1970
• 1970s and 1980s bonus schemes
• ? 1980s impact of CCT on part-time females

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1987 Manual Worker JE Scheme
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Scope of JE/Pay Review Project
? 7,200 Green Book employees ? 1,200
different job roles ? Includes support staff in
Schools ? Does NOT include Teachers, Youth
Community, Soulbury or JNC Chief Officers
Four main elements ? Historical Equal Pay
liability ? Job Evaluation (JE) ? New NPT Pay and
Grading Structure ? Conditions of Service
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Key Points of Pay Review Project
? A fair and generous agreement has been reached
with the Trade Unions ? The annual pay bill will
rise by 13 million over the next 5 years ? We
will protect existing pay for at least 3 years ?
Every employee will get 1 extra day annual
leave ? A set of support measures have been agreed
The Council is determined to do everything it can
to ensure that all staff are properly rewarded
for their skills and expertise. The Council
continues to value the contributions of everyone.
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Collective Agreement
The main elements of the collective agreement are
as follows ? Parties to the Agreement ?
Employees covered by the Agreement ? Scope of the
Agreement ? Effect of phased transfer to the new
pay structure ? Amendments and Additions to the
National and Local Terms and Conditions ?
Implementation/Assimilation Agreement ? Past
Potential Equal Pay Liability ? Withdrawal of
Bonus Scheme Payments ? Employee Support and
Development ? Equalities Monitoring, Equal Pay
Audit and Review
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Implementation Schedule
Implementation Date 1st April 2008

• White Circle Pay stays the same
• White Circle Employee gains Headroom (Hidden
  Green Circle)
• White Circle Employee loses Headroom (Hidden
  Red Circle)
• ? Green Circle Pay will increase
• ? Red Circle Pay will decrease

Back Pay Once all the employees have been
assimilated to the new pay structure, work will
start on the calculation of back pay
Phased Implementation of Amendments, Additions to
the National and Local Conditions of Service
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Assimilation Agreement
The transfer of employees to the new pay
structure will be rolled out over a period of
time aiming to be complete by 31st March 2009.
Principles
?Pay protection is minimised when the employee
transfers to the new pay structure ? Exception
being those employees in receipt of contractual
bonus (unless it is the 12 ½ minimum guaranteed
bonus) ?Those in receipt of the 12 ½ minimum
guaranteed bonus will have this taken into
consideration and assimilated to the nearest SCP,
rounded up ? If there is no exact match to a SCP
on the new pay structure the employee is matched
up to the nearest SCP
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Assimilation Agreement
Principles-
?If the employee transfers to a higher grade they
transfer to the minimum SCP on the new grade
(basic pay only) ?If the employee transfers to a
grade with a SCP range that is within the SCP
range of the old grade the employee will stay on
the same SCP on the 1/4/08.
Assimilation Rules- The rules will be available
on the Job Evaluation website.
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Assimilation Agreement
Some of the main assimilation rules include-
? How to assimilate employees who are Green
Circled, White Circled or Red Circled ?How
to assimilate employees in building services who
are currently entitled to 12 ½ guaranteed
minimum bonus ? How to assimilate employees who
have a contractual entitlement to an allowance
which will cease on 01/04/08. ? How to assimilate
employees who have been seconded to posts or are
acting up in posts ?How to assimilate employees
in receipt of honoraria ? How to assimilate
employees who have commenced employment after 1st
April 2008
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Part 3 Other National and Local Provisions

• ? Pay Structure Standard Working Week
• Flexitime Scheme
• Additional Hours working Saturday/Sunday Working
• Night Work
• Public Extra Statutory Holidays
• ? Annual Leave
• ? Shift Working
• ? Free Rest Day Working
• ? Evening Working

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Part 3 Other National and Local Provisions
? Irregular Hours Working ? Standby and Callout
Duty ? Unavoidable Split Shift or Split Duty
Working ? Skills Payments ? Tool Allowances ?
Payment of Professional Fees ? First Aid
Payment ? Abated Salaries
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New Pay Structure
The new pay structure will maintain the current
link with national pay negotiations for local
government service employees and will use the
spinal column points of SCP 4 to SCP 52
In designing a new pay and grading structure that
was suitable for Neath Port Talbot CBC, the aim
was to meet the following objectives ? Ensure
that equal pay is based on the job evaluation
scores ? Minimise the number of employees that
suffer a reduction in their basic pay ? To
complete and move to a single pay structure
covering the former manual APTC employees and
craft workers.
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Acting Up Honoraria Schemes
The revised Acting Up and Honoraria Schemes
harmonises the differing former Manual and APTC
Acting Up and Honoraria Schemes under a single
set of rules.
Acting Up Applies where an employee is formally
requested to undertake the FULL duties and
responsibilities of a higher graded post for a
period of at least one day/shift.
Honoraria Is a payment for the
following- Duties outside the scope of an
employees normal role over an extended period,
but not more than 12 months Duties or
responsibilities which are within the scope of an
employees normal role but are temporarily
exceptionally onerous.
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Employee Support Scheme
The Employee Support Scheme (ESS) will assist
employees to adapt to the new pay
structure. There is an obligation upon all
employees to proactively seek to restore their
formal level of pay.

• ? Training/Upskilling opportunities
• ? Counselling Support
• ? Job and/or organisation redesign
• Regular Monitoring
• Separate NPT Pay Protection Scheme 2008

? Personal Action Plan ? Access to financial
advice pension advice ? NPT job vacancy prior
consideration facilities ? Job Search/Interview
skills support training
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Pay Protection Scheme
The Pay Protection Scheme is a transitional
measure to assist relevant employees to adapt to
reduced pay.
The main elements of the scheme are as follows ?
The implementation date is 1st April 2008 and the
scheme will run for three years until 31st March
2011 ? The pay protection will be reviewed in the
final year (2011) ? The review of pay
protection. ? The basis of pay protection relies
upon the total current pay as defined in the
scheme, will be frozen at the relevant date and
protected at this level for three years,
commencing on 1st April 2008.
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Market Pay Scheme
A new Market Pay Scheme has been agreed as a
result of Negotiations with Trade Unions.
Further information on the Market Pay Scheme can
be accessed on the Job Evaluation website.
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Workforce Communications

• ? 7,200 personalised letters to be prepared and
  issued
• Information Packs to be distributed
• Accountable Manager Trade Union Officer
  training sessions
• ? Employee Briefings
• ? Job Evaluation Website Launch

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The GLPC Job Evaluation Scheme
The Factors
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The GLPC Scheme
? Scheme uses 11 factors ? Each factor has from 4
to 8 levels ? Every factor has a definition ?
Local conventions developed to achieve greater
consistency
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Structure of the GLPC Scheme
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Management of People
Objective To measure the degree of
responsibility of employees

• Responsibility
• Must be formal requirement to line manager or
  supervise
• Accountable Manager - claims the whole section
• Line Manager - claims the section
• Team Leaders/ Supervisors - claim shared
  responsibility
• Quality of Management
• type of employees supervised permanent,
  temporary, all general work area, mixed, totally
  diverse
• additional elements employees over different
  sites or highly mobile
• Number Supervised
• Head count

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Creativity Innovation
Objective To assess the need for innovation and
imagination to respond to issues and
resolve problems

• Creativity in broadest sense
• ? caring and counselling
• ? design e.g. systems, procedures, guidelines
• ? repair and maintenance specifications
• ? policy development
• ? written/spoken work

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Contacts Relationships
Objective - To measure the degree of personal
contact and appraise the nature of the
relationships
Qualitative ? purpose, content, outcome ?
non-contentious/conflict Quantitative ?
regularity ? significance Nature ?
advising, caring, supporting ? fact finding
- evaluating, monitoring ? interviewing,
influencing, persuading ? providing
information
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Decisions
Objective -To measure the requirement to take
decisions or make recommendations (discretion)
and assess the consequences of such action
Discretion ? decision or recommendation ?
accountability for outcome ? extent of
constraints, guidelines ? regularity
Consequences ? outcome ?
internal/external ? effect upon
- people, property, finance, policies/objectiv
es/targets
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Resources
Objective to measurement of accountability for
resources

• must be personal and identifiable accountability
  for physical or financial resources
• involves security, safekeeping, handling
• covers cash, cheques, plant, equipment,
  materials, buildings, vehicles.

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Work Environment
Objective - To characterise the environment
within which the work is carried out.
Four elements - assessed separately Work
Demands deadlines, frequency, pressure,
conflicting priorities Physical Demands
amount continuity of physical effort
- keyboarding, standing, bending,
pulling, pressing, constrained
positions Working Conditions exposure to
disagreeable or unpleasant working conditions,
frequency and nature Work Context potential
risk to health and general well being inherent
in job
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Knowledge Skill
Objective - To measure the Knowledge Skill
required by the post for competent performance
Skills - caring, communicative,
interpersonal, sensitivity, tact,
dexterity, numeracy, practical,
linguistic Disciplines - professional,
technical, specialist, managerial Application
depth of knowledge and or skill required
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The Job Evaluation Appeals Process
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Conciliation Meetings
? Postholder can request conciliation meeting
with manager (within 28 days of receipt of
letter) ? Purpose to discuss and resolve any
concerns/queries ? Following outcome of meeting
postholder wishes to submit a formal appeal
(must be submitted within 28 days of the
conciliation meeting)
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Appeals Process
? Formal appeals must be submitted within 28 days
of the conciliation meeting or within 3 months of
receipt of the letter ? Appeal against the factor
level(s) only providing additional evidence ?
Paper exercise only ? Submitted to the Joint
Panel for consideration ? Outcomes score stays
the same/ score goes up