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Trent University Job Evaluation –
Orientation & Procedures
Table of Contents
Orientation to Job Evaluation .......................................................................................... 2
Purpose........................................................................................................................ 2
Objectives .................................................................................................................... 2
General Principles & Practices ..................................................................................... 2
Summary of Factors ..................................................................................................... 3
Evaluators .................................................................................................................... 4
Job Evaluation Procedures ............................................................................................. 4
Job Evaluation Procedures – OPSEU Positions (Occupied) ........................................ 5
Job Evaluation Procedures - Exempt Positions (Occupied) ......................................... 6
Job Evaluation Procedures - OPSEU Positions (Vacant) ............................................ 7
Job Evaluation Procedures - Exempt Positions (Vacant) ............................................. 8
Appendix A – General Tips for Completing Your Job Evaluation Submission ............... 10
Appendix B – Frequently Asked Questions (FAQ) ........................................................ 11
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Orientation to Job Evaluation
Purpose
Job Evaluation is a system designed to objectively and systematically place a relative
value on jobs within the University in order to form a rational basis for fair and equitable
pay. It defines common job elements found in all jobs. Furthermore, it measures the
amount, or degree, that a specific element exists within a job. Each degree is then
weighted with a point value, which when added, provides a total job value. The total job
value determines the appropriate salary level for the job.
The Exempt and OPSEU Job Evaluation Manuals have been designed to ensure that
the value of each position is properly established at Trent. These manuals contain the
Job Evaluation System for Trent University that will be applied to Exempt and OPSEU
positions within the University and can be obtained directly from Human Resources.
Objectives
The objectives of the Job Evaluation System are that it be:
Values Driven: The System should reflect the values of the organization on what it
believes are the most important considerations determining the relative worth of job
Fair: The System should be transparent, the process systematic and objective, and the
results seen to be fair in recognizing the work performed
Universal: it can represent the diversity of positions represented in the group and
measure characteristics of work performed across a wide range of jobs
Gender-neutral: it can identify the characteristics of the work of women and men
Pay-Equity Compliant: it will describe work using the four factors specified in the Ontario
Pay Equity Act: responsibility, skill, effort and working conditions.
Maintained: the various components of the Job Evaluation system and of Pay Equity are
critical to the credibility of the philosophy of ‘fairness’. Processes must be instituted to
ensure that: changes in job responsibilities and new jobs are captured, documentation
is maintained as to the rationale for decisions and the gender of each job class is
maintained.
General Principles & Practices
• Evaluators must be unbiased and objective.
• Jobs are evaluated considering what they would require should they be vacant.
• Performance of the incumbent is not rated.
• Each job is evaluated in the context of the organizational structure.
• Interaction between jobs, supervisor/subordinate relationships, and overall group
functioning must be free of gender bias.
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• Committee evaluators are trained in the Job Evaluation System being used, and
the purpose and process of job evaluation.
• Evaluators have a solid understanding of the organizational structure within
which the job being evaluated functions, as well as how each job fits in and
relates to others.
• Evaluators review the Job Questionnaire or written submission in detail to ensure
a sound understanding of the job. If there are any questions about the job, the
job incumbent and/or their supervisor are consulted.
• Evaluators, taking one job at a time, work through the Job Evaluation System
factor by factor, deciding on the appropriate degree for each individual factor.
Particular attention is paid to the degree definitions and evidence of these in the
job content.
• After jobs have been evaluated, they are compared one to another, both in terms
of overall ranking, and factor by factor, to ensure that the relative values arrived
at make sense and can be defended by evidence from the job. This step is
important, and is essential in determining the relative value of a job and in
maintaining the integrity of the system.
• Evaluators take notes throughout the process to ensure there is detailed
documentation to support and explain decisions taken, particularly where there is
some question around the degree arrived at. Documentation is essential in order
to provide a job history trail for future evaluation updates or changes, and to
defend the result if challenged by a third party.
• The principle of ‘Best Fit’ is applied. That is, the degree in which the narrative
best describes the presence of each factor in the job being evaluated is selected.
The opening sentence is the most important part of the definition; subsequent
sentences are for clarification. As fitting all aspects of all jobs for all factors would
be impossible, the degree that is the ‘best fit’ is found. The context of other jobs
to determine best fit (ie: the job has MORE impact than one job, but LESS than
another) is used.
• The Job Evaluation System is a ‘Continuum’. There is no absolute degree for any
given factor present in a job. They may be a vote that is weak (tending towards
the next lower degree), or strong (tending towards the next higher degree). If the
level or responsibility is more than indicated by the degree, it may be identified
with a plus (+) sign; if the level of responsibility is not quite at a certain degree,
but more than the next lower, it can be assigned the higher degree with a minus
(-) sign.
• The job evaluation process is systematic, but not scientific.
There are no pre-determined comparators for any position; the list of appropriate
comparators evolves as the system evolves.
Summary of Factors
The Pay Equity Act requires work be described using four factors Responsibility, Skill,
Effort (Mental & Physical), Working Conditions.
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The following factors are recognized in the Trent University Job Evaluation System.
These factors all fall into the four legislated categories as follows:
Responsibility
• Analytical Reasoning
• Decision Making
• Impact
• Responsibility for Work of Others
Skill
• Job Knowledge (Educ./Exper.)
• Motor Sensory Skills
• Communication
Effort
• Effort
Working Conditions
• Working Conditions
* Factor weightings vary between the OPSEU and Exempt systems.
Evaluators
The job evaluation system is applied by objective, unbiased evaluators who have been
trained in the use of the system, and who have a consistent understanding of the
definition and meaning of the factors, and of the varying degrees within each factor.
Evaluators are chosen carefully, considering their knowledge of Trent, and their ability
to apply the system objectively and conscientiously.
Job Evaluation Procedures
If you are a current employee of Trent University and fall into one of the following
categories, the Job Evaluation system is available for you to access:
Employee (OPSEU): Who has been assigned more than is required in your current job
description (ie: you have permanently assumed extra responsibilities) or permanently
discontinued performing some/all the duties described in your job description.
Employee (EXEMPT): Who has been assigned more than is required in your current
job description (ie: you have permanently taken on extra responsibilities) or permanently
discontinued performing some/all the duties described in your job description.
Supervisor/Manager (OPSEU): Initiating updates to a subordinate’s (ie: OPSEU) job
description.
Supervisor/Manager (EXEMPT): Initiating updates to a subordinate’s (ie: Exempt) job
description.
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Hiring Manager (OPSEU): Preparing to post a new or significantly altered OPSEU
position.
Hiring Manager (EXEMPT): Preparing to post a new or significantly altered Exempt
position.
OPSEU, Local 365 Executive Member: May request a review of an OPSEU position
on behalf of an OPSEU member
Job Evaluation Procedures – OPSEU Positions
(Occupied)
If you are an OPSEU member, the Supervisor of an OPSEU member, or Executive
OPSEU Member acting on behalf of an OPSEU member who has been assigned more
than is required in the current job description (ie: has permanently assumed extra
responsibilities) or permanently discontinued performing some/all the duties described
in the job description, you may submit a request for review by taking the following steps:
Step 1: Identification of Changes
Describe, in writing, any ‘significant’ changes to your current job description (ie: how it
has changed from the current job description). The preferred submission format is an
updated job description, with clear identification of changes (e.g. use the "Track
Changes" feature in MS Word) and an accompanying letter, explaining how the position
has changed since it was last evaluated.
Step 2: Supervisor Review/Sign-off
The updated job description should be reviewed with the employee's supervisor to
ensure that they are in agreement with the changes made.
Step 3: Submission
The updated job description should be e-mailed to the attention of Torri Balson in the
department of Human Resources ([email protected]). The employee's supervisor
should be copied on the email.
Step 4: Confirmation of Receipt
You will receive an e-mail from the Department of Human Resources confirming receipt
of your submission. Your position will be added to the next JJEC Meeting Agenda, or a
waiting list, if one exists at the time of submission.
Step 5: Notification/Invitation - JJEC Meeting
You will receive an e-mail from the Department of Human Resources notifying you of
the date/time your position is scheduled to be reviewed.
Step 6: Formal Review
In advance of the JJEC meeting, each committee member will receive copies (prepared
by HR) of your submission and any current/historical documents related to the position
and/or its comparator(s). Each JJEC member will independently review the package
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prior to the review date and will come prepared to the meeting with any questions they
may have. The incumbent(s), accompanied by his/her Supervisor will have an
opportunity to present information to, and answer questions of, the committee. After the
incumbent(s) and Supervisor have been excused from the meeting, the committee will,
as a whole, discuss the submission and reach a decision by consensus.
Step 7: Communication of Decision
The decision of the JJEC committee will be communicated by HR to the incumbent(s)
and the Local President, or designate, within 15 days of that meeting/decision via email,
unless otherwise requested.
Job Evaluation Procedures - Exempt Positions (Occupied)
If you are an Exempt employee who has been assigned more than is required in your
current job description (ie: you have permanently assumed extra responsibilities) or
permanently discontinued performing some/all the duties described in your job
description, you may submit a request for reclassification by taking the following steps:
Step 1: Identification of Changes
Describe, in writing, any ‘significant’ changes to your current job description (ie: how it
has changed from the current job description). The preferred submission format is an
updated job description, with clear identification of changes (e.g. use the "Track
Changes" feature in MS Word) and an accompanying letter, explaining how the position
has changed since it was last evaluated.
Step 2: Supervisor Review/Sign-off
The updated job description should be reviewed with the employee's supervisor to
ensure that they are in agreement with the changes made.
Step 3: Submission
The updated job description should be e-mailed to the attention of Torri Balson in the
department of Human Resources ([email protected]). The employee's supervisor
should be copied on the email.
Step 4: Confirmation of Receipt
You will receive an e-mail from the Department of Human Resources confirming receipt
of your submission. Your position will be added to the waiting list, if one exists at the
time of submission.
Step 5: Formal Review
In advance of the Exempt Job Evaluation Committee meeting, each committee member
will receive copies (prepared by HR) of your submission and any current/historical
documents related to the position and/or its comparator(s). Each Committee member
will independently review the package prior to the review date and will come prepared to
the meeting with any questions they may have. The incumbent(s), accompanied by
his/her Supervisor will have an opportunity to present information to, and answer
questions of, the committee. After the incumbent(s) and Supervisor have been excused
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from the meeting, the committee will, as a whole, discuss the submission and reach a
decision by consensus.
Step 6: Communication of Decision
The decision will be communicated by HR to the incumbent(s) via e-mail, unless
otherwise requested.
Job Evaluation Procedures - OPSEU Positions (Vacant)
Any change in duties or qualifications can change the banding and level of pay of a
position. If posted improperly, inequities may occur. The intent of this phase of the
recruitment process is to determine, prior to posting, whether or not changes to a
position require reclassification and to ensure appropriate value/compensation is
assigned to a new position. A sub-committee of the (JJEC) has been formed to
expedite the evaluation of OPSEU positions. The decisions of the sub-committee are
reviewed monthly by the larger JJEC committee.
If you are a Hiring Manager preparing to fill a new or significantly altered position, either
OPSEU or Exempt, you may submit a request for classification by taking the following
steps:
Step 1:
In Job Description format, identify in writing, the duties and qualifications of the new
vacant position. If filling an existing position, identify the ‘significant’ changes to the
current job description using either the 'Track Changes' function in Word and apply it
directly on the posting or, the ‘Red Light/Green Light’ method of identifying changes (ie:
using an electronic copy of the most recently banded position description/posting, use a
'red' font colour to identify anything you are deleting from the previous document, and a
'green' font colour to indicate anything new you are adding).
You may find it helpful, for comparison purposes, to determine which existing position is
most similar (in terms of duties and qualifications) to your proposed position and use the
most recently banded version of that position to assist you in writing your own
description.
Step 2:
Be sure to provide, in writing, the rationale for each change.
Step 3:
Forward the new/revised job description (including rationale) to the Department of
Human Resources, Attention: Torri Balson, Compensation and Human Resources
Advisor.
For new/significantly changed OPSEU positions, please allow 5 working days for the
JJEC Sub-Committee to review the position and determine the appropriate band level.
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Step 4:
Once the position has been reviewed, you will receive a notification e-mail from HR
confirming the band level. You will then need to forward a completed Staffing Request
Form to HR, Attention: Torri Balson, Compensation and Human Resources Advisor.
HR will review the Staffing Request Form, for accuracy and thoroughness, and will
forward the form to Financial Services and the appropriate Vice-President for signature.
Once the Form has been returned to HR (fully authorized), HR will proceed to post the
job notice in accordance with regular Staffing Procedures.
Job Evaluation Procedures - Exempt Positions (Vacant)
Any change in duties or qualifications can change the banding and level of pay of a
position. If posted improperly, inequities may occur. The intent of this phase of the
recruitment process is to determine, prior to posting, whether or not changes to a
position require reclassification and to ensure appropriate value/compensation is
assigned to a new position. A sub-committee of the Joint Job Evaluation Committee
(JJEC) has been formed to expedite the evaluation of OPSEU positions.
If you are a Hiring Manager preparing to fill a new or significantly altered position, either
OPSEU or Exempt, you may submit a request for classification by taking the following
steps:
Step 1:
In Job Description format, or alternatively, in the form of a new Job Questionnaire,
identify in writing, the duties and qualifications of the new vacant position. If filling an
existing position, identify the ‘significant’ changes to the current job description using
either the 'Track Changes' function in Word and apply it directly on the posting or, the
‘Red Light/Green Light’ method of identifying changes (ie: using an electronic copy of
the most recently banded position description/posting, use a 'red' font colour to identify
anything you are deleting from the previous document, and a 'green' font colour to
indicate anything new you are adding).
You may find it helpful, for comparison purposes, to determine which existing position is
most similar (in terms of duties and qualifications) to your proposed position and use the
most recently banded version of that position to assist you in writing your own
description. For further assistance in writing job descriptions, please refer to the
Qualifications Tool.
Step 2:
Be sure to provide, in writing, the rationale for each change.
Step 3:
Forward the new/revised job description (including rationale) to the Department of
Human Resources, Attention: Torri Balson, Compensation and Human Resources
Advisor.
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For new/significantly changed Exempt positions, please allow 5 working days to review
the position and determine the appropriate band level.
Step 4:
Once the position has been reviewed, you will receive a notification e-mail from HR
confirming the band level. You will then need to forward a completed Staffing Request
Form to HR, Attention: Torri Balson, Compensation and Human Resources Advisor.
HR will review the Staffing Request Form, for accuracy and thoroughness, and will
forward the form to Financial Services and the appropriate Vice-President for
signature. Once the form has been returned HR (fully authorized), HR will proceed to
post the job notice in accordance with regular Staffing Procedures.
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Appendix A – General Tips for Completing Your
Job Evaluation Submission
• When completing your submission, always focus on job content, not your
performance in the job. Pay Equity is about measuring the value of the minimum
qualifications of a position; not the performance or skill level of the employee.
Describe what you do, not how well you do it.
• There are no right or wrong answers; no extra points for “buzz words”.
• How long it will take to complete will vary by job and by employee. If you’re
finding it takes excessively long, you may wish to seek assistance from your
Manager, union JJEC representative or Human Resources Department.
• Keep examples and descriptions concise, and try to avoid jargon that is specific
to your occupation. It is fine to use point form. Examples/explanations do not
need to be overly lengthy, but should include sufficient detail and examples so
that a person who is not familiar with your job would have a clear picture of what
you do and understand what is involved after reading your submission.
• Avoid re-iterating in your submission what is already written in your job
description; JJEC is only concerned with substantive changes to your job
description.
• Always focus on typical/ongoing job requirements, not unusual circumstances
that occur only occasionally and are part of your core job. This also applies to
special project-based or developmental assignments that you may take on that
are not related to your core job, which should be considered under Article 13.14 -
Temporary Assignments.
• Before you begin, list the main general areas of responsibility in your job. It is
usually helpful to arrange these from the most important to the least important, or
from those that you spend the most time on to those you spend the least. While
every job is different, most jobs will have between four and eight key
responsibilities.
• When describing your key responsibilities, identify your level of involvement in
each. It should be clear whether you are a) directly responsible, b) share
responsibility with other staff members, or c) provide input to areas that others
are responsible for).
• Summarize the major actions involved when describing your key
responsibilities. You do not need to describe in detail every step or task you
actually perform, as we do not need this level of information.
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Appendix B – Frequently Asked Questions (FAQ)
1. What is job evaluation?
Job evaluation is a tool used to determine the relative value of jobs. It measures
job requirements in terms of skill, effort, responsibility and working conditions. It
does not measure the skill or performance of the individual in the job. In 1999,
the University and OPSEU, Local 365 agreed to negotiate a new job evaluation
system that would better reflect the work done at Trent University by OPSEU
members and that would continue to be compliant with the Pay Equity Act.
2. Why do we have a job evaluation system?
To ensure jobs performing the same or characteristically similar responsibilities
are equitably compensated.
3. How do I know if my job should be re-evaluated?
There are a number of common indicators:
• reporting to a supervisor at a much higher level in the organization
• assuming responsibility for making decisions beyond the level of
authority previously exercised
• supervising a much larger group of staff which may include the
administration of more than one collective agreement
• significant growth in the size, breadth and/or complexity of the
department, program, and/or services provided
• notable increase in the level of minimum qualifications required to
perform the work of the job
4. What type of job evaluation system does Trent use?
For OPSEU positions, a quantitative "Point Factor” method is used. This method
uses defined factors and degrees to establish job value. Job descriptions are
compared to the definitions of degrees in order to determine the most appropriate
level. The corresponding points for that level are then awarded to the job and
combined for all factors to derive a total score.
For Exempt positions, a quantitative “Proportional Value” method is used.
5. What input do I have into the evaluation of my job?
You and your manager will contribute to the evaluation of your job by providing
accurate and relevant information in a Trent University/OPSEU joint
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questionnaire about your position. You will also have the opportunity to present
briefly to, and answer questions of, the JJEC.
6. What is the role of the Union in the current job evaluation system?
The job evaluation process is a joint system that has been mutually created by
the University and the Union. The membership elects representatives to the
JJEC and the process by which job are jointly evaluated is entrenched in the
OPSEU, Local 365 Collective Agreement.
7. What is my Manager’s role?
Your manager has several roles in the job evaluation process:
• If you have questions about job evaluation, your manager can direct you to
the right source of information.
• He/she may update and submit your job description to Human Resources.
• He/she may participate in the completion of the joint questionnaire agreed to
by the University and the Union.
• As part of the review, he/she may be contacted to provide additional
information.
• He/she will be asked to attend the JJEC meeting at the time the position is
reviewed.
8. Is a job evaluation a performance evaluation?
No. Job evaluation is about evaluating the skill, effort, responsibility and working
conditions of a job or job class; it is not about evaluating an individual staff
member’s performance or personal qualification. The job evaluation process
assesses the requirements and responsibilities of a job or job class.
9. Will I be paid more as a result of the job evaluation exercise?
Employees reclassified to a higher band level shall be placed at a step level in
the new band that represents, as a minimum, one step increase from the
previous salary. It is understood that there shall be no retroactivity payment,
including any retroactivity awarded through arbitration, prior to the date of the
receipt of the written request for review in HR.
10. Am I able to access others’ job descriptions and/or related position information to
use for comparison purposes when preparing my own submission?
Under the Collective Agreement, Human Resources is not obligated to release
job descriptions, questionnaires, points sheets or other related position
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information to anyone other than the incumbent of the position, his/her supervisor
or member of the OPSEU executive. Human Resources may, however, release
copies to others upon request, where appropriate.
11. If I am not satisfied with the result of my review and wish to appeal the JJEC
decision, what steps am I to take?
In accordance with Article 17.9 of the Collective Agreement between Trent
University and OPSEU, Local 365, an employee who claims his/her assigned job
is improperly classified and that he/she should be properly classified to another
classification may appeal the committee’s findings by presenting a request for
review in writing to the JJEC, c/o Human Resources, Attention: Torri Balson,
Compensation and Human Resources Advisor within six (6) months of the
meeting date at which JJEC’s decision was rendered under Article 17.7.
The written request must specify the classification claimed by the employee to be
inappropriate together with those individual job factors which are being contested
and the substantive basis on which the claim is advanced. Any changes from the
original questionnaire should be included. The employee may also request to
give a brief verbal submission to the JJEC on the date of the joint review.
12. If, after appealing the JJEC decision, I am not satisfied with the result of my
appeal, is there anything further I can do?
Yes. Under Article 17.11 of the Collective Agreement, if you are not satisfied with
the final decision of the JJEC, you may file a grievance directly in writing, within
two months of the meeting date at which JJEC's decision was rendered. The job
evaluation grievance will be forwarded to the Mediator/Arbitrator at the earliest
available date acceptable to the parties. A brief written notice of the
Mediator/Arbitrator’s decision will be issued within ten (10) working days of the
mediation/arbitration process. The mediation/arbitration process shall be limited
to the consideration of those relevant facts submitted for review to the JJEC.
13. Is there a limit to the number of times I can request a formal review of my
position?
In accordance with Article 17.9 of the Collective Agreement, the JJEC shall be
under no obligation to accept or respond to more than one (1) request for review
of the same position within any twelve (12) month period.
14. Where can I get more information about job evaluation?
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If you have additional questions regarding job evaluation, please refer to OPSEU,
Local 365 Collective Agreement Article 17 (Job Classification) or contact one of
your JJEC representatives.
