Lecture # 11 Job Evaluation System
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This document discusses job evaluation, which is a process that compares jobs within an organization to establish their relative importance. It aims to provide a logical ranking of all jobs to form the basis for salary structure. The key principles are evaluating the job itself, not the job holder, based on present responsibilities. The main methods covered are qualitative, quantifying qualitative factors, and quantitative. The process involves forming a committee, developing a plan, choosing benchmark jobs, determining evaluation factors and their weights, analyzing benchmark jobs, and grading all other jobs accordingly.
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This document discusses job analysis. It begins by defining job analysis as a systematic exploration of the activities within a job to document its duties, responsibilities, and conditions. It then covers key aspects of job analysis including its hierarchy of information, components, process, and purposes. The purposes include generating job descriptions, specifications, and evaluations. Various methods for conducting job analysis are also outlined such as observation, interviews, questionnaires, and diaries.
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3. Job analysis involves studying job duties and responsibilities, job design organizes tasks to achieve objectives, and job evaluation determines the relative worth of jobs.
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Job evaluation is a systematic process to determine the relative worth of jobs in an organization. It begins with analyzing each job and ends with ascribing a value to determine fair wages. There are several methods used - ranking, classification, and factor comparison - each with their own benefits and limitations. The overall goal is to link pay to job requirements and establish an equitable wage structure.
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Job evaluation is a systematic process to determine the relative worth of jobs in an organization. It begins with analyzing each job and ends with ascribing a value to determine fair wages. There are several methods used - ranking, classification, and factor comparison - each with their own benefits and limitations. The overall goal is to link pay to job requirements and establish an equitable wage structure.
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Job design involves structuring jobs to improve performance and motivation by considering the tasks, responsibilities, relationships, and methods required. Effective job design expands roles to enhance flexibility and satisfaction by providing variety, autonomy, feedback, and opportunities to fully utilize employee abilities. While scientific management minimized skills and autonomy, modern approaches emphasize teamwork, multi-skilling, quality management, and redesigning roles to challenge workers and address both organizational and individual needs.
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Job design involves organizing work activities to maximize performance by integrating work content, rewards, and qualifications for each job to meet employee and organizational needs. Job simplification breaks jobs into small, repetitive tasks to increase productivity but can lead to boredom and lower quality. Job rotation periodically moves employees between different jobs to develop a variety of skills but can be stressful and wasteful. Job enrichment provides more responsibility, decision-making, and challenges to employees to reduce turnover and motivate performance, though it increases workload and needs additional skills. Job enlargement expands tasks to utilize abilities better but increases work burden and requires training.
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This document discusses the performance appraisal of Dr. Arti Sharma. It defines performance appraisal as an objective assessment of an individual's performance against well-defined benchmarks such as job knowledge, quality and quantity of output, initiative, and leadership abilities. The performance appraisal process measures an employee's past performance and potential. It is a systematic, continuous evaluation of an employee's strengths, weaknesses, and how they fulfill their job requirements. Performance appraisals are important for human resource planning, recruitment and selection, training and development, career planning, compensation programs, and internal employee relations.
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Job redesign refers to changes made to jobs to improve quality or productivity and can include job rotation, enlargement, or enrichment. Effective job redesign focuses on increasing skill variety, task identity, task significance, autonomy, and feedback for workers by forming work units, establishing relationships, combining tasks, loading work vertically, and opening feedback channels.
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This document discusses quality of work life (QWL), which refers to the relationship between employees and their total working environment. QWL aims to create a positive attitude, increase productivity, and improve employees' standard of living. Major issues that affect QWL include pay/benefits, job security, occupational stress, and inadequate resources. Strategies to improve QWL involve self-managed work teams, participative management, good worker-supervisor relationships, promotion opportunities, recognition programs, health initiatives, and flexible schedules. The HR department plays a role in QWL that varies between organizations but often involves providing support and resources to implement QWL strategies. In conclusion, QWL focuses on employee involvement and motivation to
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This slide explains about the importance and effects of Job enlargement, Job Enrichment and job rotation at the workplace.
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This document discusses job analysis, which involves analyzing jobs and designing them. It defines job description as detailing the title, location, duties, equipment used, supervision, and working conditions of a job. It defines job specification as the human qualifications needed for a job, such as education, experience, skills, responsibilities, and physical/sensory demands. Job analysis is the process of obtaining all pertinent job facts to develop job descriptions and specifications. This information can then be used for strategic human resource planning and management functions like hiring, training, performance evaluation, job evaluation, health and safety measures. Various methods can be used to collect job data, and job analysis provides competitive advantages for organizations.
Job design
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This document discusses the importance of planning for supervisors. It states that planning is an essential part of management work and involves studying all factors in a business situation to arrange them to achieve desired results. Good planners have traits like ordering abilities, conceptual foresight, originality, and judgment. The document provides examples of what should be planned, such as objectives, controls, resources, safety, and timing of improvements. It also includes a brief "restroom quiz" that purports to assess personality traits based on stall selection in a women's restroom.
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This document discusses job evaluation and work flow. It covers several topics:
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2. Guidelines for selecting job titles, including using industry standards and making titles suggestive of functions.
3. The two important factors analyzed in job analysis: what employees do daily/weekly/monthly/annually and their working environment.
4. How job descriptions document tasks, duties, and responsibilities derived from job analysis to distinguish roles and guide recruitment, selection, training, and promotion.
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This method is widely used and is considered to be one of the reliable and systematic approach for job evaluation in mid and large size organisations.
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This document discusses Quality of Work Life (QWL). It defines QWL as the sense of betterment and happiness employees feel in their work environment and the extent to which work enhances personal life. Key aspects of QWL include supportive organizational behavior, job enrichment, employee development, safe working conditions, and work-life balance. The document outlines factors that influence job satisfaction and QWL, such as compensation, career growth opportunities, and work conditions. It also discusses approaches and techniques for improving QWL, such as flexible schedules, job redesign, employee participation, and recognition programs. Measurement of QWL includes indices that assess job satisfaction, well-being, work conditions and other psychosocial factors.
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This document discusses job descriptions and specifications. It defines a job description as a statement of the duties and responsibilities of a specific job, while a job specification outlines the minimum acceptable human qualities needed to perform a job. The document provides examples of the contents of a job description and specification. It also discusses the advantages and disadvantages of each, such as how they can help with recruitment and selection or take a long time to develop.
Job evaluation ppt
The document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. It considers factors like responsibilities, output, decision-making authority, and skills required. The objectives of job evaluation include establishing fair wages, minimizing discrimination, and ensuring positions are ranked appropriately. Common methods include ranking, paired comparison, point-based systems, and job classification. The process involves analyzing job descriptions, selecting an evaluation plan, classifying positions, implementing the program, and maintaining it over time. Job evaluation aims to create a standardized and equitable compensation structure.
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JOB ANALYSIS ppt for management students
Job analysis is the process of collecting job-related information to help prepare job descriptions and specifications. It studies the work performed, skills required, resources needed, and working conditions. This provides a foundation for human resource planning, hiring, training and development, performance appraisal, wage and salary determination, and health and safety. Job analysis identifies the tasks, methods, and purpose of a job. Common methods include job-focused and employee-focused analyses. Job evaluation systematically assesses jobs to determine their relative worth, placing them in a pay structure based on importance. Analytical methods like point ranking and factor comparison evaluate factors like skills, responsibilities, and conditions.
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Job evaluation
This document discusses job evaluation, which is defined as the process of determining the relative worth of jobs within an organization. Key factors considered in job evaluation include responsibilities, output, specialty, decision-making authority, and emerging business needs. The objectives of job evaluation are to gather job-related data, compare duties and responsibilities, determine job hierarchies, and ensure equal pay for equal work. Common methods include ranking, classification, and point systems that assign numerical values to job characteristics. The advantages of job evaluation are reducing pay inequalities, facilitating specialization, aiding selection, improving employee relations, standardizing pay scales, and assessing new jobs.
Evaluation methods
JOB ANALYSIS
JOB DESCRIPTIONS
Qualitative Method
Simple ranking method
Grading method
Quantitative Method
Point method
Factor comparison method
Job evaluation
Job evaluation is the process of determining the relative worth of jobs within an organization. It involves analyzing and comparing job characteristics like responsibilities, skills required, decisions made, and importance to the organization. The objectives are to establish a fair wage structure, minimize pay discrimination, and ensure equal pay for equal work. Common methods include ranking, classification, and point systems which assign numerical values to job factors. An effective job evaluation helps reduce pay inequalities, supports selection and specialization, standardizes compensation, and facilitates integrating new roles into the pay structure.
Job Evaluation PPT
This document discusses job evaluation, which is a systematic process to determine the relative worth of jobs within an organization. It mentions the merits and demerits of job evaluation as well as the common methods used, which include ranking, grading, point rating, and factor comparison. The summary evaluates jobs based on factors like skills, effort, training, responsibilities, and assigns weights or points to determine each job's value in order to establish a rational pay structure.
Job Evaluation
Job evaluation is the process of determining the relative worth of jobs within an organization. It involves analyzing jobs based on factors like responsibilities, skills required, effort, and importance to the company. The objectives of job evaluation are to gather job data, compare duties across roles, determine job hierarchies, and ensure equal pay for jobs of equal value. Common methods include ranking, classification, and point-based systems which assign scores to job characteristics. Job evaluation aims to establish a fair and consistent wage structure.
Job evaluation
Job evaluation involves systematically determining the value or worth of jobs in an organization. It answers questions like which jobs to evaluate, who will evaluate, and what criteria to use. There are analytical methods like point ranking and factor comparison, and non-analytical methods like ranking and grading. Ranking simply compares jobs based on overall worth. Grading groups jobs into classes and grades with increasing responsibilities. Banding groups similar jobs together into bands. The objective is to determine pay levels and hierarchies based on duties, skills needed, and other job factors.
Job evaluation - compensation management - Manu Melwin Joy
A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization.
hrm-161031182143.pptx
This document discusses job evaluation, which is a systematic process for determining the relative worth of jobs within an organization. It describes several common methods for conducting job evaluations, including ranking, grading, point rating, and factor comparison. The key benefits of job evaluation are establishing a rational pay structure, avoiding wage discrimination, and helping with employee selection and training. While job evaluation aims to objectively assess jobs, it can face issues such as adjustment problems, unrealistic assessments, and opposition from workers. The document provides guidance on setting up a job evaluation committee and process within an organization.
Job analysis and job designs
Job analysis, job design, job descriptions, and job evaluations are important human resource processes. Job analysis identifies the tasks and requirements of a job. Job design determines how work is performed. Job descriptions define duties and expectations. Job specifications list qualifications. Job evaluation establishes the relative value of jobs through systematic analysis of factors like skills, responsibilities, and decisions. Together, these processes help define jobs and compensation.
Job evaluation - Module 2 - MG University - Manu Melwin Joy
A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization.
Module2- Job Evaluation.pptx
Job evaluation is the process of analyzing and assessing jobs systematically to determine their relative worth. It provides objective measurements of jobs to establish fair pay structures. The main methods of job evaluation are ranking, classification, point, and factor comparison. Ranking simply ranks jobs, while classification matches jobs to predefined categories. Point and factor comparison methods assign numerical scores to jobs based on compensable factors like skills, effort, responsibility, and working conditions. The scores are used to group jobs into salary grades. The goal of job evaluation is to establish rational, consistent pay structures that reduce disputes.
HUMAN RESOURCE MANAGEMENT
This document discusses job evaluation, which is a process used to determine the relative worth of jobs within an organization. It describes key factors considered like responsibilities and skills. Both analytical and non-analytical methods are outlined, including ranking, grading/classification, and factor comparison. Ranking simply lists jobs in order of value, while grading groups jobs into classes or levels. Factor comparison evaluates jobs based on criteria like skills and responsibility. The objectives are to gather data, compare jobs, set hierarchies and pay structures, and minimize discrimination.
Job analyisis
Job analysis is the process of systematically investigating and recording the tasks, duties, responsibilities, skills and knowledge required to perform a job. It involves gathering data on jobs through methods like interviews, questionnaires and observations. This data is used for various human resource functions like recruitment, selection, training, performance appraisal and compensation. The key outputs of job analysis are the job description, which describes the job duties and responsibilities, and the job specification, which outlines the skills, qualifications and attributes required to perform the job. Regular review and updates of job analysis are needed to ensure accuracy of information.
Job analyisis
Job analysis is the process of systematically investigating and recording the tasks, duties, responsibilities required to perform a job. It involves gathering information about jobs through methods such as interviewing employees, observing work, and reviewing existing job descriptions. This information is used for various human resource functions such as recruitment, selection, training, performance management, and compensation. The key outputs of job analysis are job descriptions, which detail the tasks and responsibilities of a job, and job specifications, which outline the qualifications and characteristics needed to perform the job. Regular review and updates of job analysis data is important to ensure accuracy and address changes over time.
Compensation
This document provides an overview of job evaluation including:
1. Defining job evaluation and its objectives such as ensuring fair wages and competitive compensation.
2. Describing common job evaluation methods like grading, ranking, and factor comparison.
3. Discussing the benefits of job evaluation in promoting pay fairness and supporting HR functions.
Job Evaluation_Parakramesh Jaroli_MBA_HR
Job evaluation is a systematic process to determine the relative worth of jobs in an organization. It involves job analysis to understand key job requirements, rating jobs based on selected factors, and comparing jobs to establish compensation. Common factors used include knowledge, problem-solving skills, accountability, and working conditions. Ranking, classification, point, and factor comparison are key methods, with point and factor comparison providing more detailed analysis but also being more complex and resource-intensive. The goal is to link pay fairly to job requirements and maintain internal pay equity.
Job Evaluation.pptx
Job evaluation is a systematic process to determine the relative worth of jobs within an organization. It compares different jobs and provides a basis for grading and pay structure. The relative worth of jobs is assessed to determine appropriate wages. Job evaluation involves analyzing jobs, selecting an evaluation method, classifying jobs based on factors like skills and responsibilities, and periodically reviewing jobs as they change. Both quantitative methods that assign points and non-quantitative ranking or grading methods can be used. The main objectives are to develop a fair pay structure and aid in recruitment, training, and avoiding discrimination.
Human resource development
The document discusses various topics related to human resource management, including job analysis, job design, job evaluation, human resource planning, recruitment and selection procedures, employee categories, orientation, workplace health and safety, and training. It provides details on processes like job analysis, different job evaluation methods, the steps in recruitment and selection, and principles of learning in a training context. Overall, the document offers an overview of key aspects of human resource management.
Similar to Lecture # 11 Job Evaluation System (20)
Job evaluation - compensation management - Manu Melwin Joy
Job evaluation - compensation management - Manu Melwin Joy
Job evaluation - Module 2 - MG University - Manu Melwin Joy
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The document summarizes key points from a presentation titled "Orientation to Research" about getting started with research. It outlines the initial steps as 1) get started by being assigned a project, 2) choose a topic by doing initial research and finding reliable sources while ensuring the topic size is not too broad or narrow, and 3) identify scholarly sources and plan a search strategy by considering where to search and common search terms. The presentation includes exercises for participants to evaluate if different stages like picking a topic or finding reliable sources count as research activities. It emphasizes choosing a topic that has easily available resources and is narrow enough for the assignment scope.
Talks # 2
Prof. Dr. Akhlas Ahmed gave a presentation on management and the workforce. Management involves making decisions and ensuring their implementation. It also involves planning, organizing, staffing, directing, and controlling. The workforce refers to the number of workers available to accomplish tasks. Dr. Ahmed discussed the functions of management, including planning, leading, and managers' roles in providing information, interpersonal skills, and direction. He concluded by welcoming any questions from the audience.
CV Synopsis Prof. Dr. Akhlas Ahmed
Prof. Dr. Akhlas Ahmed has extensive experience in both academic and industrial fields. He currently serves as an adjunct faculty member and has previously held positions as director of the Office of Research Innovation and Commercialization and head of the Department of Business Administration. He holds a PhD in Communication and has published numerous research articles. Prof. Ahmed has supervised many students and served on the academic councils of several universities.
Profile Dr. Akhlas Ahmed (March 6th 2021)
Professor Akhlas Ahmed has worked as a teacher, mentor, and career advisor at Dow University of Health Sciences since 2016 and at the Pakistan Institute of Management since 2018, where he has trained departments at universities nationwide. He has held positions as Head of Department and Assistant Professor at Iqra University and Professor and Director of the Office of Research, Innovation, and Commercialization at Greenwich University. Dr. Ahmed also has experience working in industry and conducting research that has been published in international journals.
Workplace Communication in Organization
Prof. Dr. Akhlas Ahmed gave a presentation on workplace communication in organizations at the School of Finance & IT Central Police Office in Karachi, Pakistan on March 9th, 2021. The presentation discussed different types of communication including verbal, non-verbal, interpersonal, intrapersonal, and written communication. It noted that non-verbal communication accounts for around 65% of interactions according to research. The presentation also reviewed vertical communication between different levels in an organization's hierarchy and horizontal communication between peers. The goal was to illuminate effective communication in the workplace.
Lecture # 3
This lecture is exclusively prepared for MBA student of Institute of Health Management, Dow University of Health Sciences.
Lecture # 2
The document discusses the definition and concepts of organization and management. It defines an organization as a social unit of people structured to meet goals and notes they have management structures that divide roles. Management is defined as getting work done through others and involves planning, organizing, controlling and leading. The document also discusses the honeybee colony as an example of effective management processes described in the Quran.
Lecture # 1
This lecture is designed for MBA students studying in Institute of Health Management, Dow University of Health Sciences by Prof Dr. Akhlas Ahmed
Lecture # 16
Lecture for MBA Students on Corporate Philosophy at Dow University of Health Sciences on 17th OCT 2018
Lecture # 16
Lecture # 16 about UNDERSTAND CORPORATE PHILOSOPHY – A CASE STUDY by Prof Dr. Akhlas Ahmed on OCT 17th, 2018 at Dow University of Health Sciences
Course Outlines for Strategic Marketing Fall-2018-19
This document outlines the course details for a Strategic Marketing class at Dow University of Health Sciences. The course will be taught on Wednesdays from 6-9pm by Professor Dr. Akhlas Ahmed. It will focus on strategic thinking, analysis, leadership, communication and cross-functional integration. Students will learn about corporate planning, implementation, structures and change management. Assessment methods include quizzes, assignments, presentations, and exams. The course aims to help students understand strategic management concepts, analyze marketing issues, work in teams, and develop a marketing plan.
Lecture # 04
Lecture # 04 about strategic planning on 26th September, 2018 at Dow University of Health Sciences for MBA students.
Teaching methods
Lecture @ DMC, Taemuria Library, North Nazimabad Karachi for School Teachers by Prof Dr. Akhlas Ahmed from Dow University of Health Sciences
Teaching methods
Presentation on Teaching Methods for School Teachers at DMC, Taemuria Library North Nazimabad, Karachi
Lecture # 5 nilat (jan 2nd 2018)
The document discusses different types of research methodologies, including qualitative, quantitative, and mixed methodologies. It provides details on qualitative and quantitative research. Qualitative research involves descriptive, subjective data and is exploratory in nature, while quantitative research aims to test hypotheses and examine relationships between variables through statistical analysis and measurement. Both methodologies are used in various fields like social sciences, natural sciences, and business. The document also outlines specific qualitative and quantitative research methods and approaches.
Lecture # 3 nilat (dec 6th 2017)
This document outlines the key steps and types of research. It discusses the seven steps of the research process which include identifying the topic, background research, methodology selection, data gathering, analysis, conclusions, and reporting. Qualitative and quantitative research methodologies are described. The types of research covered are fundamental, applied, descriptive, analytical, conceptual, empirical, longitudinal, cross-sectional, exploratory, historical, causal, experimental, and ethnographic research. Contact information is provided for further questions.
Lecture # 2 nilat (nov 22nd 2017)
The document discusses definitions and importance of research. It provides three definitions of research from different sources that commonly define research as a process of systematic inquiry aimed at discovering and advancing knowledge through collection and analysis of information. The document then outlines key characteristics of the scientific method, which include gathering new or existing data to solve problems, relying on empirical evidence, following systematic procedures, aiming to generalize findings, requiring accurate observation, and being objective and logical.
Lecture # 1 nilat (nov 15th 2017)
This document provides an introduction to social research. It discusses that research can have varying definitions depending on the person and field. Research involves collecting data and information to broaden one's horizon and advance knowledge. True research is scientific in nature - it uses the scientific method to explain phenomena and behaviors. Research is divided into inductive, which builds theory, and deductive, which tests theory. Research involves systematically investigating materials and sources to establish facts and reach new conclusions.
5th Lecture Market Analysis of Strategic Marketing
This document summarizes a market analysis session from October 11th, 2017 presented by Prof. Akhlas Ahmed. The session covered dimensions of market analysis, forecasting methods, market profitability, and key success factors. Specifically, it discussed comparing product and industry lifecycles, forecasting techniques, considerations of competitors, substitute products, customer and supplier power, cost structure, distribution systems, strategic necessities and strengths, and risks in high growth markets. A case study was also presented on Cometex, a door-to-door cleaning company expanding operations internationally through joint ventures in emerging markets to address declining UK sales.
1st lecture strategic marketing
This document summarizes a presentation on strategic marketing given by Prof. Akhlas Ahmed. It defines key terms like organization, management, strategic, and marketing. It discusses the management process and uses honeybees as an example. It also defines a corporate philosophy, vision, mission, and values. Marketing is described as identifying customer needs and satisfying them profitably. Strategic marketing is making sure all marketing efforts align with an overall plan to connect information to the target audience according to marketing goals.
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Lecture # 11 Job Evaluation System
- 1. JOB EVALUATION SYSTEM Prof. Akhlas Ahmed ILMA UNIVERSITY July 2nd , 2017 Lecture # 11
- 2. WHAT IS JOB EVALUATION? Job evaluation is a decision process of comparing one job with another job with the aim of establishing the relative importance of jobs within the organization.
- 3. JOB EVALUATION… will provide an internally logical ranking of all jobs which will form the basis of the company’s salary structure.
- 4. PRINCIPLES FOR JOB EVALUATION • Evaluating the job, not the job-holder • Evaluating the present job, not the future job • Job is being carried out in a fully acceptable and competent manner • Process of evaluation is based on given facts in the job descriptions. • Evaluate the job based on the “primary responsibilities” and ignore the “special personal-to-holder responsibilities.”
- 5. JOB EVALUATION: THREE MAIN METHODS • Qualitative Method (an example is the Job Classification Method and the Job Comparison Method) • Quantifying the Qualitative Method (an example is the Point Method) • Quantitative Method (an example is the Guide Chart Profile Method)
- 6. JOB EVALUATION PROCESS 1. Form a Job Evaluation Steering Committee 2. Draw up a workplan for the exercise 3. Decide on the benchmark jobs 4. Decide on the job factors for the evaluation 5. Determine number of degrees for each factor 6. Prepare job descriptions based on job-factor format 7. Analyse each benchmark job in terms of factors and degrees 8. Decide on the weights of each factor 9. Determine the weighted score for each benchmark job 10. Slot in all other jobs into the job grades