BCP Pay and Reward

Organisations were asked to bid for the work to support BCP Council in undertaking an evaluation of all legacy council roles. The bid was awarded to Korn Ferry, who use the Hay method of Job Evaluation.

The GLPC scheme looks at several factors including:

• the supervision and management of people
• creativity and innovation
• contacts and relationships
• decision making
• resources
• work environment
• knowledge and skills

The Hay scheme looks at four factors under which sit 8 ‘dimensions’:

'Know how': depth and range of 'know how', planning and organising, and communicating and influencing.

'Problem solving': thinking environment and thinking challenge.

'Accountability': freedom to act, nature of impact, and magnitude of impact.

'Additional Factors': physical, mental and emotional demands of working conditions.

Similarly to GLPC, the Hay scheme has built-in checks and measures which allow the evaluators to ensure the evaluations are correct.

Yes. Korn Ferry used their knowledge from other local authorities’ roles in the creation and evaluation of our role profiles. 

Korn Ferry combined their considerable experience of comparable Local Authority roles with existing legacy job descriptions and input from BCP Managers to create and evaluate our new role profiles that describe know how and competencies required to perform each roles responsibilities.

Upon implementation, if colleagues disagree with the role profile that their post has been mapped to they will be given an opportunity to appeal.

Hay evaluates on the competencies a post holder requires to fulfil the role's responsibilities, not how many hours they will be working.

Hay takes the supervision or management of people into consideration under the 'know how' factor in terms of:

• depth and breadth of knowledge required
• experience
• amount of planning, organising, communicating and influencing required by the post holder

All of the role profiles are evaluated by trained panellists in a complex and lengthy process using the Hay methodology. This results in a final job size score. The role profiles and their matched bands will be published prior to implementation, the scores behind the bands will not. 

Yes - the depth and breadth of knowledge required come under the 'Know how' factor where requirements for technical or practical skills, expertise and experience are considered. 

Consideration of what Job Descriptions existed for our posts was only a part of the process to create the new role profiles.

Korn Ferry combined their extensive knowledge of similar roles in other local authorities, with input from service managers to fully understand every post's purpose and responsibilities.

Additional factors that may affect the post holder during the performance of their role were also taken into account. 

The Job Evaluation Panel are all trained evaluators and consist of representatives from People and Culture and the Trade Unions. Evaluation outcomes are reported to the managers who have requested the new role profile or amendment to an existing role profile. If the manager is unhappy about the outcome there is a process for further review and potential re-evaluation. 

Senior managers worked with Korn Ferry to originally map every colleague to one of the role profiles. Any changes that have occurred due to colleagues leaving or starting work for our organisation; or when they have moved to a new role or for those who role has changed significantly have been captured and actioned in project activities before colleague's individual outcome letters are issued in May. 

No. Job titles do not have to match the titles of the role profile to which they are mapped. 

Some role profiles sit in a series over a few levels, the range of responsibilities and accountabilities of the posts increase in line with the role profile's level.

These may be used where career grades occur in the council. Some similar job titles maybe misleading in terms of the responsibilities of the roles - but will be mapped to different levels of responsibilities. 

Temporary posts covering election duties are not mapped to a role profile.

Yes, this is a topic of ongoing consideration and discussion between the Pay and Reward team and wider collaborative transformation teams as part of the people strategy.

The knowledge, skills and experience required to perform the role will have been captured and considered in the evaluation process for the new role profile, however when recruiting to the role or for performance management processes it is recognised an additional level of detail may be required to be advertised alongside the role profile, especially in the case of the more generic role profiles that multiple council roles may be mapped to.

We plan to undertake this work shortly. 

No, colleagues can only appeal their mapping to one of the new role profiles if they feel it does not match at least 70% of the responsibilities of their post. They cannot appeal the proposed new pay band to which the role profile is matched. 

The outcome of an appeal will confirm the grade of the job, increase or decrease it. Any increase or decrease will be applied to all colleagues in the role regardless of whether they appealed their outcome or not. Consideration for who may be affected by an appeal's outcome will be made at the application stage of the appeal process. 

Career grades span a large range of salaries and are composed of three or more distinct grades. For example, £27,711 to £40,4765, which include F, G, H and I. This career grade would have four job descriptions. These descriptions may be similar but each one will have elements of a higher level of work as the career grade rises.

Each job description goes through a job evaluation process to assign the current grade.

Alongside the job description, the competency matrix outlines the criteria for progression.

When Pay and Reward is implemented, we will have role profiles instead of job descriptions, but the same principles will apply.

BCP Council is committed to promoting career grades and development opportunities.

Pay and Reward will not change career grade structures and colleagues will continue to have the same career progression opportunities as they do now.

Each level within a career grade will have a corresponding role profile. The role profiles will continue to be linked in the same way as job descriptions currently are.

Role profiles are different to job descriptions - they are not task-based in the same way as job descriptions and so may feel different. However, this will not change jobs or work routines.