Osler Job Evaluation Instructions

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Osler Job Evaluation Instructions

  1. 1. Non-Union Job Evaluation Project Overview and Questionnaire Instructions May 2014
  2. 2. Why are we undertaking Job Evaluation? 2 • To update and streamline the Job Evaluation process for all non-union roles at William Osler Health System a) Review of all non-union jobs to ensure internal equity b) Updated documented Job Evaluation processes and guidelines c) Up-to-date Job Descriptions for non-union positions d) Move from a dated and complex Job Evaluation tool to a matrix methodology e) Establish an ongoing clear and transparent process for the evaluation of all new/current positions
  3. 3. What is Job Evaluation? 3 • Measures the relative INTERNAL value of jobs within the organization • Applies a standard set of factors that are meaningful to the organization • Provides a consistent and credible framework and structured process for assessing roles across different parts of the Health System • Provides an equitable basis for determining pay grades Job Hierarchy and Pay Structure A systematic process to gather accurate job data to provide an equitable evaluation of job requirements
  4. 4. What Job Evaluation is not 4 • A way of measuring the performance of people • A tool that determines pay increases • An exact science
  5. 5. Completing Your Job Evaluation Questionnaire
  6. 6. How do I know who should complete a Questionnaire? 6 • All non-union employees are required to complete the Job Evaluation Questionnaire for the position they currently hold. • There are two types of roles within Osler a) Single incumbent – where only one such job exists i.e. Manager Staffing Office b) Multi incumbent – where more than one person holds the same job i.e. Pharmacist • For single incumbent positions the individual in the role is responsible for completing the Questionnaire. • For multi incumbent roles the manager may identify one employee in the role who has a solid understanding and grasp of the position. This employee should gather input from the others as all employees in the job need to be in agreement with the content. • Keep in mind that the Questionnaires will be used to develop Job Descriptions.
  7. 7. Professional Practice Roles 7 • For professional practice roles i.e. Social Worker, the Professional Practice Leader will act as the “manager” for the purpose of this exercise
  8. 8. Helpful Hints 8 • Be as factual as possible when completing the Questionnaire – think about the role just as it might apply to anyone. Remember this is about the job and not the individual(s) currently in the job. Think about how the job would look if it were a posted vacancy. • The Questionnaire is to be completed as the job exists today. There may be plans to change the role in the future and if so, another Questionnaire would be completed at that time. • You may want to consider using the current posting and/or job description as a starting point • Where there are a choice of levels, indicate the best description for the majority of the role or the usual circumstances. • Please avoid acronyms. For example, instead of HVAC state heating ventilation and air conditioning.
  9. 9. Helpful Hints continued 9 • Please consider your audience – the Job Evaluation Committee will have to read your responses - keep the job information at a high level but with enough information to differentiate it from other positions. • The Questionnaire is meant to be shared electronically and not printed due to the nature of the software i.e. Drop down boxes don’t display all choices when printed – only those selected. • The Questionnaire is not supported by hand held devices. • The Questionnaire is a 20+ page document and takes considerable time to complete accurately – don’t delay in starting!
  10. 10. Job Evaluation Questionnaire Layout 10 1 • Identification of Role –Title, Department etc. 2 • Career Stream Identification – Admin, Allied Health,Professional Technical & Mgmt 3 • Purpose of Role 4 • Accountabilities by % of Time 5 • Factor Descriptions – Knowledge, Leadership etc. 6 • Organizational Chart 7 • Percentage of Job Duties Captured 8 • Sign - Off
  11. 11. Page 1 - Identification of Role 11 • Please complete all boxes in full so we have the necessary information – job title, department, date completed etc. 1
  12. 12. Page 1 - Career Stream Identification 12 • Please indicate which stream your job belongs to: – Administrative – Allied Health – Professional Technical – Management • Please read each stream description carefully. For example, management roles are those with direct staff reports wherein they are accountable for hiring, performance management, a formal responsibility for budgets etc. 2
  13. 13. Page 1 - Purpose of the Role 13 • Please write a brief description of your job • Two to three sentences is normally sufficient • Why does the job exist? 3
  14. 14. Page 2 - Accountability by % ofTime 14 • List the major responsibilities of the role • Look at the job as a whole and divide the responsibilities over an entire year • The responsibilities should total 100% on the right hand side 4 18% 6% 27% 9% 3% 12% 25%
  15. 15. Page 4-21 - Factor Descriptions 15 • The factors represent elements of jobs which are: – compensable (influence pay) – exist to some degree across all or most jobs • The development of factors is based on: – organizational structure – the nature of work at William Osler – legislative compliance (skill, effort, responsibility and working conditions) • Osler’s Job evaluation methodology measures seven factors within fourteen dimensions. 5
  16. 16. Page 4-21 - Seven Compensable Factors 16 Knowledge Leadership Problem Solving Decision MakingCommunications Effort Working Conditions 5
  17. 17. Page 4-21 - Compensable Factors with Dimensions 17 Knowledge Education & Experience Leadership Scope of Direction & Level ofWork Directed Problem Solving Complexity & Creativity Decision Making Independence of Action & Impact of Decisions Communications Internal & External Effort Mental Concentration & Physical Demands Working Conditions Exposure & Frequency 5
  18. 18. Page 4 - Knowledge: Education & Experience 18 This compensable factor is used to measure the education and experience required to undertake the duties and responsibilities of the job. • Minimum and ideal education level required: Example – for an HR Professional the typical minimum level would be a university degree. This would be the minimum education required to be hired into the job. An ideal level of education would consist of a University Degree in addition to a Certified Human Resources Professional designation. If the certificate/diploma/degree includes a co-op, internship or on-the-job training prior to receiving the certification, please also include the length of this work experience under time required to complete the certificate/diploma/degree. 5
  19. 19. Knowledge: Education & Experience continued 19 • Minimum and ideal work experience required: This is the “typical” time required to acquire sufficient knowledge to perform the job competently. The experience would be directly related to the job. It does not have to be at the same level, but has to be relevant. Ask yourself what would be the minimum work experience required if the job was vacant and you had to hire someone. • Nature of knowledge required: Example - for an HR Professional it might be recruitment, working in a health care environment, labour relations etc. 5
  20. 20. Page 6 - Leadership: Scope & Level 20 Think about your level of leadership - you may not have the title of “manager” but may have leadership accountabilities. • Direct Reports – those who you formally manage through hiring, development, performance management etc. Example – making a director level hiring decision • Indirect Reports – those who don’t formally report to you but you provide guidance and/or advice to on a regular basis. Some roles may not have formal direct reports but have large accountabilities for people and/or duties. 5
  21. 21. Page 6 - Leadership: Scope & Level continue 21 Example - giving occasional direction to a junior staff member about ordering supplies; accountable for all employees knowing emergency evacuation procedures; training a small team in an existing procedure; leading a 2-year project to upgrade service quality level; coaching a manager about how to give performance feedback • Preceptor and/or Student Reports - those who you are responsible from a preceptor and/or student perspective. May be on an intermittent basis. • Single versus Multiple Sites: This the place you normally work. For example, if you occasionally go to another site for a town hall meeting, it does not count as multiple sites. 5
  22. 22. Page 9 - Problem Solving: Complexity & Creativity 22 How much creativity do you need to analyze, investigate or solve a problem? Think about the solutions – are they clearly defined or complex? EXAMPLES: • Developing procedures for a pandemic • Creating a policy to address new employment legislation • Selecting a treatment for a patient • Identifying and removing a virus from the computer system • Resolving a staff or patient complaint • Solving an issue of supply shortages 5
  23. 23. Page 12 - Decision Making: Independence & Impact 23 Do you provide recommendations or make the final decisions? For what kinds of issues? Consider the impact of those decisions i.e. who is affected. EXAMPLES: • Decision to introduce a new area of specialization in the hospital • Introducing new documentation process within own team • Decision to buy new computer hardware within approved budget • Decision to buy new medical device outside of budget • Decision to direct a phone call to a pager • Decision to resolve a grievance issue • Decision to escalate a mental health issue with a patient to a supervisor 5
  24. 24. Page 14 - Communications: Internal & External 24 Measures the extent to which all employees communicate the strategy and goals of the organization. Think about the communication requirements of the job. • Internal Communication Example – teaching a staff member how to provide appropriate therapy; sending a memo to all staff regarding a change in procedure • External Communication Example - communicating with a patient’s family regarding care options; dealing with external vendor to negotiate optimal pricing; speaking to the media about a hospital crisis; giving a visitor directions to the hospital 5
  25. 25. Page 17 - Effort: Mental Concentration & Physical 25 Measures the degree of effort and whether it is mental or physical. Think about what is a job requirement. For example, offering to help your neighbour move work stations may not be a requirement of your role. • Mental Concentration Example - reading without interruption; report writing; listening to an irate family member; repetitive entry of data or information; operating a vehicle or machinery • Physical Example – lifting a patient; carrying boxes or equipment; pushing a cart; changing a dressing 5
  26. 26. Page 19 -Working Conditions: Exposure & Frequency 26 Working conditions is the final factor. It measures the nature of the working environment in which the position must perform the job in their regular place of work. Think about the normal working conditions on a normal day. In the hospital environment all of us are likely exposed to unhealthy people at some point - just as we might be in large public spaces such as a shopping mall or airport - think about what is unique to your job. EXAMPLES: • Exposure to blood or infectious disease • Dealing with unpleasant smells or odors • Working in hot, poorly ventilated areas • Working with limited freedom of movement • Working off-site in dangerous settings • Risk of violence or abusive behaviour • Travelling or driving extensively 5
  27. 27. Page 22 - Organizational Chart 27 • Please attach an organizational chart for the department • Indicate all direct and indirect reports with job titles • This gives the Job Evaluation Committee a visual snap-shot of how your role fits within the department 6
  28. 28. Page 22 - Percentage of job duties captured 28 • Think about any information that may be relevant that has not been captured else where in the Questionnaire. • Ideally, this is a second check for you to go back and add anything missed in the appropriate sections 7
  29. 29. Page 23 - Sign Off 29 • Before sign off, the manager is kindly asked to add any comments and check agree or disagree after each section. • The Questionnaire is then to be signed and dated by the employee who completed it, the manager and Human Resources when submitted. • For multi-incumbent jobs, all employees who have the same role are also required to sign and date the Questionnaire • It is important that this step is completed so that we know all employees are in agreement with the content before the position is evaluated. • By June 27th we respectfully ask that the manager submit two copies of the Questionnaire to Helen Squires in Human Resources along with an organizational chart for the department: 1. A printed copy - signed and dated by all parties 2. An electronic copy - signatures are not necessary 8
  30. 30. What happens next? 30 • The Questionnaire will be used to evaluate the role based on the skill, effort, responsibility and working conditions of the job by the Job Evaluation Committee. • The mandate of the Committee is to fairly and objectively evaluate all non- union roles. • In addition the Committee will review the rating outcomes across each department and the entire organization. • Once the process is completed, results will be finalized and communicated to all.
  31. 31. Thank you! For any questions please contact Helen Squires,Total Compensation Consultant Human Resources x56818 Your assistance in completing the Questionnaires promptly is critical to meeting project goals and is very much appreciated
  32. 32. OUR VISION PAT I E N T- I N S P I R E D H E A LT H C A R E W I T H O U T B O U N DA R I E S

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