CALIBR8; – efficient, fair, rational, contemporary job evaluation

Establishing the correct relationship of positions to one another within the organisation is a critical step in creating fair and equitable pay practices. Job evaluation remains the quickest and most effective method to determine overall organisational relativities.

Job evaluation does exactly what it says – it evaluates (or measures) jobs. A job is a building block of an organisation and exists solely to ensure that the strategy or operational plan, of which it is a part is achieved. Several of these systems are used in South Africa including Paterson, Peromnes, Task, Hay, and in the Public Service, Equate, recently rebranded as Evaluate.

Now we have CALIBR8, a system designed to attune with all major job evaluation systems. Calibr8 was developed in South Africa by a team of professionals who have been involved in the evaluation of work for a number of years. A significant survey with a large enough sample size of organisational positions; has proved that this JES, when compared against any other JES conversions, will result in equivalences that are extremely accurate. This means any organisation can use any other JES in collaboration with CALIBR8, and hence allows complete freedom in comparing positions across companies, and in using the remuneration survey of choice. (Please note though that only the use of a particular system will determine actual results in these systems, and the closest, albeit highly accurate, Calibr8 can hope for is an equivalence).

CALIBR8 incorporates a modern understanding of business structures, with job design and managerial complexity at the crux of the evaluation process. There are many reasons for the success and widely adopted use of CALIBR8 around the country. The first distinguishing element of this JES, is that it uses a point factor comparison (PFC). The point score method measures the absolute size of a position by giving values – on a set and consistent scale – to a number of key components of the job. This PFC allows for the results to assist with rational structuring and reporting relationships, along with guiding those managers using the programme to identify the logical promotion opportunities in their teams and organisations. The aim of the system is to enable a decision, not overhaul the entire decision-making process. The alignment/correlation provides for a direct comparison of job sizes and remuneration levels within and outside the organisation.

CALIBR8 examines three main elements (knowledge, complexity and contribution) to deliver the most accurate results in evaluating a job:

Knowledge measurement. The Professional knowledge definitions of the system have used NQF level language as a basis for its own knowledge definitions (lower levels). Where the NQF levels were not evenly spaced, or have not been able to measure business acumen, this has been addressed in the scaling of the knowledge definitions.

  1. Professional Knowledge – the programme considers the knowledge required to be an effective manager/employee in a position acquired through study, experiences and mentoring.
  2. Leadership and Influence – using the knowledge described above and specialised skills in leading.
  3. Interaction Skills – the ability to influence others through the use of knowledge in order to achieve end results. This factor looks at influence through either: fact driven orders and/or accepted interpretation within a position.

Complexity measurement

  1. Thinking Impact – what judgements or recommendations must be made by this position and how will they impact the many levels in an organisation.
  2. Process Complexity – Calibr8 considers the many complexities a job role or position requires to operate fully.

Contribution measurement

  1. Decision Making – what decisions an individual is expected to make in order for the role to be effective in achieving its goals. At higher levels in a hierarchical structure, this factor analyses the differences in divisional, company, or group type strategic decision making.
  2. Strategic Impact – evaluation of role impact in relation to the extent to which it would affect the organisation as a whole.
  3. Impact Type – does decision-making have a direct or indirect or advisory / influential

Call, or mail, Litha-Lethu Management Solutions to find out more about a full installation of the system in your business, or if you need posts compared in relation to job size and/or remuneration levels within and outside of your organisation.