Role analysis is the process of obtaining information to define roles through role profiles. A role refers to competencies and outcomes, while a job consists of tasks and responsibilities. Role analysis contributes to job evaluation, market analysis, pay structures, and performance management. It involves collecting data on roles through interviews and questionnaires. Role profiles define key result areas, responsibilities, required knowledge and skills. Grade and pay structures provide frameworks to implement pay policies, define job hierarchies and pay levels, and manage pay relativities and processes. Common structures include narrow-graded, broad-graded, broad-banded, career families, and combined structures using families or bands with pay spines.

1. Role analysis

2. DEFINITIONS
Roles and jobs
The terms ‘role’ and ‘job’ are often used interchangeably but they can be
distinguished from one another.
A role is the part played by people in carrying out their work. It refers to the
competencies they require to do the work, as well as the outcomes produced
by using those competencies. It is set out in a role profile.
A job consists of a group of finite tasks to be performed, responsibilities to be
exercised and duties to be carried out as set out in a job description.

3. ROLE ANALYSIS AND COMPENSATION
MANAGEMENT
The contribution made by role
analysis to job evaluation,
market rate analysis, the design
of graded pay structures and
performance management

4. Individual and generic roles
Individual roles are those carried
out by one person. Generic roles
are those in which essentially
similar activities are carried out
by a number of people. They may
cover a whole occupation.

5. Role profile
A role profile defines the outcomes role
holders are expected to deliver in terms of
key result areas or accountabilities. It also
lists the competencies required to perform
effectively in the role – what role holders
need to know and be able to do. Role
profiles can be individual or generic.

6. Role analysis
Role analysis is the
process of obtaining the
information required to
produce a role profile.

7. ROLE ANALYSIS AND REWARD
MANAGEMENT
The contribution made by role analysis to job evaluation, market rate
analysis, the design of graded pay structures and performance management
Job evaluation
Market rate analysis
Graded pay structure design
Performance management

8. METHODOLOGY
Role analysis uses systematic methods to
collect the information required.
It starts with a definition of the information
required. This information is then collected by
interviews or questionnaires or a combination of
the two.

9. The information should consist of:
A brief definition of the purpose of the role.
A list of the outcomes expected from the role holder. These
should be limited to seven or eight key result areas or
accountabilities.
Details of the demands made on the role holder and
the responsibilities involved.
Where appropriate, these are set out under the headings of the
point-factor scheme factor plan where the factor and level
definitions will indicate what is needed. If
role-to-grade analytical matching is to take place, the
information on role demands

10. Interviews
To obtain the full flavor of a
role, it is best to interview
role holders and check the
findings with their
managers or team leaders

11. The basic questions to be answered are
• What is the title of your role?
• To whom are you responsible?
• Who is responsible to you? (An organization chart is
helpful.)
• What is the main purpose of your role? Ie in overall terms,
what are you expected to do?
• What are the key activities you have to carry out in your
role? Try to group them under no more than 10 headings.
• What are the results you are expected to achieve in each of
those key activities?
• What are you expected to know to be able to carry out
your role?
• What skills should you have to carry out your role?

12. Questionnaires
Questionnaires about their roles
can be completed by role holders
and approved by their manager
or team leader. They are helpful
when a large number of roles
have to be covered

13. ROLE PROFILE DEFINITION
Role title.
Department.
Responsible to.
Responsible to role holder

14. • Role title: Database administrator
• Department: Information systems
• Purpose of role: Responsible for the development and support of databases and their underlying environment.
• Key result areas
• Identify database requirements for all projects that require data management in order to meet the needs of internal customers.
• Develop project plans collaboratively with colleagues to deliver against their database needs.
• Support underlying database infrastructure.
• Liaise with system and software providers to obtain product information and support.
• Manage project resources (people and equipment) within predefined budget and criteria, as agreed with line manager and originating
department.
• Allocate work to and supervise contractors on day-to-day basis.
• Ensure security of the underlying database infrastructure through adherence to established protocols and develop additional security
protocols where needed.
• Need to know
• Oracle database administration. Operation of Designer 2000 and Oracle forms SQL/PLSQL, Unix administration, shell programming.
• Able to:
• Analyse and choose between options where the solution is not always obvious.
• Develop project plans and organize own workload on a timescale of 1–2 months.
• Adapt to rapidly changing needs and priorities without losing sight of overall plans and priorities.
• Interpret budgets in order to manage resources effectively within them. Negotiate with suppliers.
• Keep abreast of technical developments and trends, bring these into day-to-day work when feasible and build them into new project
developments.
• Behavioural competencies
• Aim to get things done well and set and meet challenging goals, create own measures of excellence and constantly seek ways of
improving performance.
• Analyse information from range of sources and develop effective solutions/recommendations.
• Communicate clearly and persuasively, orally or in writing, dealing with technical issues in a non-technical manner.
• Work participatively on projects with technical and non-technical colleagues.
• Develop positive relationships with colleagues as the supplier of an internal service.

16. Grade and pay
structures

17. Aims of grade Types and pay structures.
1. Grade and pay structures provide a logically designed
framework within which an organization’s pay policies can
be implemented.
2. They enable the organization to determine where jobs
should be placed in a hierarchy,
3. define pay levels and the scope for pay progression.
4. provide the basis upon which relativities can be managed,
equal pay achieved
5. the processes of monitoring and controlling the
implementation of pay practices take place.
6. A grade and pay structure can also serve as a medium
through which the organization communicates the career
and pay opportunities available to employees.

18. Career family structures
• Career family structures, which consist
of a number of families (groups of jobs with
similar characteristics) each divided typically into
six to eight levels.
• The levels are described in terms of key
responsibilities and knowledge, skill and
competence requirements and therefore define
career progression routes within and between
career families.
• There is a common grade and pay structure
across all the career families.

19. What are the Types
of grade and pay
structures?????????

20. THE MAIN TYPES OF GRADED STRUCTURES
Narrow-graded
Broad-graded
Broad-banded
Career family
Combined structures
Job family
pay spine

21. What are the
Narrow-graded
structures???

22. Narrow-graded structures,
which consist of a sequence
of narrow grades
(generally 10 or more).
They are sometimes called
multi-graded structures.

23. Narrow-graded structures
Narrow-graded

24. What are the Broad-
graded
structures????

25. Broad-graded
structures, which
have fewer grades
(generally six to
nine).

26. Broad-graded

27. broad-graded structures
D 1 Basic clerical, factory semi-skilled
D 2 Clerical and factory semi-skilled
D 3 Clerical and factory supervisor
D 4 Senior supervisor, entry level for professionals (eg scientists), customer-facing sales
staff
D 5 Customer-facing sales staff
D 6 First-level manager, head of department
D 7 Function heads
D 8 Business heads, eg oncology, finance

28. What are the Broad-
banded structures???

29. Broad-banded structures, which
consist of a limited number of
grades or bands (often four to
five). Structures with six or seven
grades are often described as
broad banded even when their
characteristics are typical of
broad grades.

30. What are the
Combined
structures????

31. Combined structures, in
which broad bands are
superimposed on career/job
families or broad bands are
divided into families.

32. Combined structures

33. What are the Pay
spines???

34. Pay spines, consisting of a
series of incremental ‘pay
points’ extending from the
lowest- to the highest-paid
jobs covered by the structure.

35. Pay spines

36. What are the Job
family structures?

37. Job family structures, which are similar to
career families except that pay levels in
each family may differ to reflect market
rate considerations (this is sometimes
referred to as market grouping).
A grade structure consists of a sequence
or hierarchy of grades, bands or levels into
which groups of jobs that are broadly
comparable in size are placed.

39. PAY STRUCTURES
• A grade structure becomes a pay structure
when pay ranges, brackets or scales are
attached to each grade, band or level.