Job Evaluation Good Practice Guide - The Civil Service

Apart from gender, race and sexual orientation, age and disability,discrimination can occur in a range of other areas. Some examples to beaware of are: the devaluing of part-time jobs; one job group devaluing another(e.g. central/head office v field jobs, administrative v “specialist” roles, etc.);personal dislike of individuals; excessive emphasis on current status and jobtitles; and ‘double discrimination’ (i.e. multiples of these examples).In the Knowledge and Skills factor of JEGS you are asked at Questions 2 and3 to assess how long it will take for a person to acquire relevant skills andexperience in order to perform the role and to select one of the optionsavailable – ranging from 0-3 months up to more than 15 years. These coverextremes and are not inherently biased. JEGS as a core methodology iscapable of assessing roles that can take a whole career to achieve and insome, albeit rare circumstances, you may encounter one. They are likely tobe very specialist roles and as an example, may include senior lawyers,economists and scientists.The majority of roles for evaluation are unlikely to attract extremes.The root cause of discrimination in job evaluation can not only stem from jobevaluators, but also from role holders (e.g. over or under selling their role).Even the systems used can be challenged as discriminatory if they areinappropriate (e.g. if the factors used and/or the guidance that supports theuse of the factors is discriminatory).If job evaluation is to be effective and able to support a credible, acceptablegrading/pay banding structure, all forms of discrimination must be avoided.Essentially, therefore, best practice in job evaluation is about buildingprotection against possible discrimination throughout the job evaluationprocesses.2