Independent Job Evaluation, CHILDREN 1ST

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  • CHILDREN 1ST is the working name for the Royal Scottish Society for Prevention of Cruelty to Children (RSSPCC) and is a registered charity.
  • 1968: new legislation made local authority social work departments responsible for investigating child abuse.  The charity changed its name to reflect  in 1995.
  • With an income of about £10m, and operating over 40 services in 23 local authority areas, CHILDREN 1ST employs some 300 staff and has a team of over 1000 volunteers, spread across the whole of Scotland.

What did our client need?

  • Our client’s pay and grading structure, loosely tied to local authority pay scales, was not suited to the next stage of its development.
  • They required a new grading scheme, based on Job Evaluation, that was:
    Effective and efficient; transparent; equal value compliant; fair, equitable and robust; developed through staff consultation; able to cover all roles.
  • Our client also wanted a linked, cost effective and accurate benchmarking system.

How did we help?

We:

  • Recommended the best Job Evaluation scheme option and argued our choice. The Steering Group accepted.
  • Drafted new forms and guidance notes for employees and line managers to record comprehensive role analysis information.
  • Trained Job Evaluation panel members in the new method. They evaluated all roles. The findings were reviewed by line managers and the Chief Executive.
  • Agreed  benchmark jobs and external comparator organisations.  Our client used existing contacts with other organisations in the same sector.
  • Collected external data for a sample of about 20 jobs. We used this to recommend salary ranges, and the optimum method of market matching.
  • Presented options with cost implications to the Steering Group. The Board agreed the final recommendation; our client communicated the outcome to employees.

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What challenges did we face?

  • Ensuring consistent evaluations among panel members.
  • Validating evaluation results against the organisation structure; resolving apparent anomalies.
  • Understanding client view of performance related pay.
  • Setting a fair level of comparison with the external market, retaining an incremental pay progression system.
  • Developing a simple system, allowing efficient, clear communication.

What benefits did our client gain?

  • Our client now has an equal pay compliant scheme that is well accepted in the public sector, where many of its job comparators are found.
  • This enables a simple link with market rates for the future; minimum time, effort at future salary reviews.
  • Our client’s fully trained evaluation team and systems can cope with future changes and new roles, as the organisation develops.
  • Employees have a clearer understanding of how grades and salary are assessed, related to internal relativities and the external market.

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