Summary of Management Services
- Job Evaluation
- Industrial Engineering
- Reward and Remuneration
- Mediation
- Performance Management
- Change Management
- Benchmarking
Clients that CMG have worked in are wide and varied and include organisations such as: Waterford Crystal, Nestle Ireland, Musgrave Supervalu, Kerry Group, Erin Foods, Century Homes, Magna Donnelly, University College Cork, University College Dublin, Central Bank, Bus Eireann, Boston Scientific, Honeywell, Hasbro Ireland, Beamish & Crawford, Bank of Ireland.
For further information on these services see below or please contact us directly at cmcglynn@cmgconsultants.ie or +353 1 8770842
A. Job Evaluation
What is job evaluation?
Job evaluation can be defined as 'a method of determining the relative worth of a job to an organisation'.
It's a useful process because job titles can often be misleading - either unclear or unspecific - and in large organisations it's impossible for those in HR to know each job in detail. As a rough guide, job evaluation, like many pay management techniques, tends to be desirable in organisations once the number of employees exceeds around 50. It usually becomes essential once employee numbers increase to more than 250. But each organisation is different and the use of job evaluation techniques will depend on individual circumstances.
A recent reward management survey finds that just over half of the sample use job evaluation. By sector and size, job evaluation is far more prevalent in the public and voluntary sectors and among larger employers. The survey also finds that around a quarter of employers will either be introducing a scheme for the first time in 2007 or amending/replacing an existing scheme.
When to use job evaluation?
Job evaluation is often used when:
- determining pay and grading structures
- ensuring a fair and equal pay system
- deciding on benefits provision – e.g. bonuses and cars
- comparing rates against the external market
- undergoing organisational development in times of change
- undertaking career management and succession planning
- reviewing all jobs post-large-scale change, especially if roles have also changed.
It is essential to have clear, detailed and up-to-date job descriptions on which to base the job evaluation.
Designing job evaluation schemes
Both analytical and non-analytical schemes can be developed. Organisations can develop a system themselves, use consultants, buy a consultancy's off-the-shelf package, or employ the consultancy to tailor the package to suit the organisation.
The value of job evaluation
Job evaluation is a powerful tool in the compensation and benefits specialist's repertoire. Effective job evaluation helps you gather information to develop job descriptions that meet the changing needs of your organisation. By implementing a successful job evaluation, you can develop an equitable compensation plan.
Implement job evaluation
The concept of job evaluation often can be intimidating to employees in an established organisation. Employees might worry about losing their jobs, and pay might be decreased after job comparisons and evaluations are completed. To help employees accept and understand your job evaluation system, approach job evaluation from an organisational development perspective.
Create a team
To promote widespread support, understanding, and acceptance across your organisation, create a cross-functional team to work on job evaluation. The team should represent various levels and jobs within your organisation.
Select the job evaluation method
The team can work together to evaluate and select a job evaluation method.
Communicate with employees
During the implementation of job evaluation, regularly communicate with employees throughout the process. This helps employees feel a sense of ownership from the results of the job evaluation results.
Steps in job evaluation
The standard steps in job evaluation include:
- Introduce the concept of job evaluation.
- Obtain management approval for the evaluation.
- Train the job evaluation selection team.
- Review and select the job evaluation method.
- Gather information on all internal jobs.
- Use information to fully expand job descriptions.
- Use the selected job evaluation method to rank jobs hierarchically or in groups.
- Link the ranked jobs with your compensation system or develop a new system.
- Implement the job evaluation and compensation systems.
- Periodically review your job evaluation system and the resulting compensation decisions.
- Analyse job evaluation methods
B. Industrial Engineering
CMG have undertaken numerous time and motion studies. Introduce industrial engineering standards.
C. Reward and Remuneration
CMG have undertaken independent assessments of reward systems and pay levels in leading national and international public and private sector companies and organisations. This work has been undertaken independently or as part of internal organisational dispute resolution and/or under the auspices of the Labour Relations Commission and the Labour Court.
CMG have undertaken the design of innovative reward systems, which support and deliver improvements in output, stimulate positive changes in employee behaviour and enhance organisational performance. These can in turn encourage employee commitment to improved customer service, quality and efficiency.
D. Mediation
CMG have facilitated, negotiated and mediated in many organisations to resolve complex industrial relations conflicts. These services were provided in an impartial manner, taking account of the interests of all parties and supporting pro-active partnership approaches in the management of change.
E. Performance Management
Undertaken various projects to increase business performance by improving business systems.
F. Change Management
Undertaken many programmes of Change in a wide range of Public and Private Sector Organisations.
G. Benchmarking
Undertaken many benchmarking projects in organisations to address the changes necessary to enhance their competitive position, to meet their business objectives and to improve performance e.g. pay comparative studies.