About Job Evaluation
Job evaluation provides a fair and consistent way of establishing the relative ranking of positions for the purpose of determining pay.
University of Toronto’s Job Evaluation Plan for Professional & Managerial Staff and Confidential Staff is customized to reflect the type of work performed by the members of these groups. Jobs are evaluated using 11 factors and can be viewed below (see Factors in the Job Evaluation Plan).
Professional & Managerial and Confidential positions are evaluated using a committee process which involves representatives from the Compensation section of Central Human Resources and the Divisional Human Resources Offices. It should be noted that job evaluation is about evaluating the requirements of a position; it is not about evaluating an individual staff member’s performance or personal qualifications.
The objectives of the Job Evaluation Program are to have a Job Evaluation Process that:
- Values jobs according to factors important to Professional & Managerial and Confidential work at U of T
- Ensures internal equity across the University
Historically, the Confidential positions had been grouped and evaluated using the classification method of job evaluation, which is a method that grouped similar positions into job classes such as ‘Sec 3’ or ‘AA 1’.
In late 2011 the University embarked on a project to expand the job evaluation tool used for Professional & Managerial (PM) positions to accommodate the unique nature of Confidential positions. This job evaluation tool is a point factor system that uses defined factors and degrees to establish job value. Individual position descriptions are compared to the definitions of degrees in order to determine the most appropriate level. The corresponding points for that level are then applied to the job and all factor points are added to derive a total score. The generic compensable factors that are used in this type of job evaluation are skill, effort, responsibility and working conditions.
All Confidential positions were evaluated using the revised Professional & Managerial point factor system resulting in the development of a new job hierarchy with three salary levels (C1, C2, C3). These three levels can be generically defined in the following capsules:
Performs secretarial and administrative duties for a work unit or specific managers and requires thorough knowledge of the routines, practices and policies that are specific to the division and the University. Or performs front-line human resources services and assists in the administration of compensation, benefits, recruitment, personnel records, HRIS data and answers routine questions about HR and payroll processes.
Performs advanced secretarial and complex administrative duties for a senior executive requiring a high degree of initiative and judgement and in depth knowledge of University policies and procedures. Or regularly performs payroll and HR processing requiring sound knowledge of HR policies and procedures to resolve more complex inquiries.
Provides a range of human resource / equity programs and services: such as recruitment, job evaluation, benefit administration, basic case intake, training and development requiring subject matter knowledge to advise employees and managers on specific issues. May supervise more junior staff.
Factors in the Job Evaluation Plan
Technical and Professional Knowledge
Measures the highest level of knowledge and skill required, which may be acquired through:
- Formal or informal on-the-job training
- Formal education / certification
- Work experience and / or life experience
Measures the highest level of interpersonal skills required and are defined as the requirement to understand, interpret, respond, and achieve shared understanding with co-workers, students, other internal contacts, external contacts and/or the wider public.
Measures the highest level of problem solving required, which includes the thinking processes required to analyze, evaluate, reason, conceptualize, create and innovate.
Independence of Action
Measures the highest level of latitude for decision-making or the independence of action inherent in the position. Considers the degree to which there may be controls (e.g., guidelines, rules and procedures, policies, legislative statutes and regulations).
Responsibility for the Well-being of Students and / or Others
Measures the responsibility for directly or indirectly advising, counseling and providing support to students, employees and/or others in the University community.
Responsibility for Resources
Measures the responsibility for the planning, coordination, monitoring and control of resources (e.g., facilities, equipment, financial). Measures the complexity of resources and the scope within which responsibility for resources is performed.
Measures the responsibility required for people and people-related decisions, including:
- Staff management (e.g., recruitment, scheduling and planning of work, evaluating performance)
- Coordinating the work of contractors / vendors
- Scheduling the work of University staff, without direct supervisory authority
- Supervising casual employees on an ongoing basis
Measures responsibility for providing functional strategic and/or operational advice to University of Toronto co-workers and decision-makers.
Health & Safety
Measures the highest level of activity related to the responsibility and degree of care exercised to safeguard others from harm or ill health.
Measures the highest level of sensory demand or strain required (e.g., visual or auditory strain from sensory attention requirements).
Working Environment / Hazards
Measures the unpleasant aspects or risks associated with the work environment (e.g., noise, exposure to undesirable elements / substances and / or hazardous materials, temperature variation, exposure to inclement weather).