June 9, 2020

man using a clipboard

Our client had 30 employees and worked in the charity sector. 

They had moved from local government some years earlier and had continued to be guided by local authority job description and salaries.

Over the years job roles had changed drastically, some becoming more skilled and other not so.  The CEO felt it was time to look at the following:

  • Job Descriptions;
  • Job value to the organisation; and
  • Salary Scales.

Solution:

 

We met with the CEO and her senior manager to agree a way forward.

 

We advised to involve the employees by asking them to complete a survey by scoring their current role.  We asked them to address the following:

Responsibility, wh​​​​ich was broken down in the following;

  • Leadership;
  • Managing Staff;
  • Finance;
  • IT;
  • Training;
  • Decision Making;
  • Qualifications;
  • Experience;
  • Analytical Skills;
  • Monitoring Process; and
  • Delegation.
  • Outcome: 

We reviewed the following;

  • Current salaries within the organisation;
  • Local comparable salaries; and
  • Comparable industry salaries.

Follow up:

We agreed the new grading structure would contain six bands with three pay grades within each band.  This would allow for progression through the band and would reward commitment from the employees.  It would also allow management to recognise good performance and attendance when carrying out annual appraisements.  It would also be an incentive for employees as they would no longer be stuck on the same pay scale no matter how they performed their duties.

Outcome:

 

We met with the employees and they engaged in the process by completing the survey.  The new grading structure was implemented with only one employee being “downgraded” although it was agreed that they would retain pay and pension protection until their new grade caught up with their current salary.

Learned

A useful exercise that more companies should consider especially if they have not looked at their grading and salaries for some time.

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