JOB EVALUATION POLICY AND PROCEDURE
HUMAN RESOURCES SERVICE
NB. This policy is available on the University of Cumbria website and it should be
noted that any printed copies are uncontrolled and cannot be guaranteed to
constitute the current version of the policy.
POLICY SCHEDULE
Policy title
Policy owner
Policy lead contact
Approving body
Date of approval
Date of implementation
Version no.
Related Guidelines, Procedures,
Codes of Practice etc.
Review interval
Job Evaluation POLICY AND PROCEDURE
Human Resources Service
Human Resources Service
Employment Policy Committee
14 June 2012
01 August 2012
V01 010812
HERA Local Notes for Guidance
2013/2014
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Contents
A. POLICY ................................................................................................ 3
1.
Policy Statement ............................................................................. 3
2.
Aims.............................................................................................. 3
3.
Purpose ......................................................................................... 3
4.
Scope and Eligibility ........................................................................ 3
5.
General Principles ........................................................................... 3
6.
Equality, Diversity and Inclusion (with particular reference to reasonable
adjustments for disabilities) and Equality Impact Assessment Statements ....... 3
7.
Equality impact assessment and monitoring ....................................... 4
8.
Records Management Statement ....................................................... 4
9.
Risk Management Statement ............................................................ 4
9.
Roles and Responsibilities ................................................................ 4
10.
Contact Details ............................................................................... 5
B. PROCEDURAL GUIDELINES .................................................................... 6
Section 1 - Introduction to HERA ................................................................... 6
1.0
Introduction ................................................................................... 6
1.1 Definition of Higher Education Role Analysis (HERA) ............................... 6
1.2 Generic Role Profiles ........................................................................... 6
1.3 HR Responsibilities ............................................................................. 6
Section 2 - HERA during the recruitment process ............................................ 6
2.0
Introduction ................................................................................... 6
2.1 Prior to advertising ............................................................................. 7
2.2 HR Responsibilities ............................................................................. 7
Section 3 - HERA Panel ................................................................................ 7
3.1 Introduction ....................................................................................... 7
3.2 HERA Panel Composition ..................................................................... 7
3.3 HR Responsibilities ............................................................................ 9
Section 4 - Role Review / Re-grading ............................................................. 9
4.0 Introduction ....................................................................................... 9
4.1 Role Drift........................................................................................... 9
4.2 The reasoning behind a review / re-grading ........................................... 9
4.3 The process ..................................................................................... 10
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A.
POLICY
1.
Policy Statement
This policy supports the practice of equal pay for work of equal value within the
University of Cumbria, in line with UK Government legislation in accordance with
the Equality Act 2010.
2.
Aims
2.1
The aims of this policy are to:
Ensure equal pay for work of equal value for all employees of the University and
to ensure a consistent, methodical, equal approach to the way roles are graded.
3.
Purpose
3.1
The purpose of this policy and procedure is to provide guidance on how
the University uses the Higher Education Role Analysis (HERA) process to ensure
equal pay for work of equal value. In addition to this it outlines the reasoning
behind and the approach to querying a role grade.
4.
Scope and Eligibility
This policy and procedure applies to all roles within the University except those
roles determined to be Corporate Leadership roles. Corporate Leadership roles
are evaluated via a separate process which is subject to scrutiny by the University
Board’s Remuneration Committee.
This policy supports the continued fair and transparent process providing
guidance on how the University can ensure consistency of grading roles.
Whilst all roles are eligible for review / re-grading within the scope of the HERA
framework the review and re-grading of existing roles is the exception and it is
the expectation that roles are managed within the grade at which they have been
evaluated.
5.
General Principles
This policy is made up of 4 sections:
Section
Section
Section
Section
1
2
3
4
- Introduction to HERA
– HERA during the recruitment process
– HERA Panel composition
– Role Review / Re-grading
Information is included under each section in relation to employer duties,
checking activities and record maintenance.
6.
Equality, Diversity and Inclusion (with particular reference to
reasonable adjustments for disabilities) and Equality Impact Assessment
Statements
6.1
The Equality Act 2010 harmonises, and in some cases, extends
discrimination law covering the “protected characteristics” of age, disability,
gender reassignment, marriage and civil partnership, pregnancy and maternity,
race, religion or belief (including lack of belief), sex and sexual orientation. It
addresses the impact of recent case law and the ban of “disabled by association”
is extended to all protected characteristics. The University has developed a
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Single Equality Scheme to implement the Equality Act within the University’s
practices and procedures.
6.2
Under the Equality Act it remains permissible to treat a disabled person
more favourably than a non-disabled person. It remains lawful to make
reasonable adjustments in relation to employment, education and services to
ensure that there is true equality of opportunity for disabled people, namely:
Where a manager believes that an employee may be disabled within the meaning
of the Act or may nonetheless need additional support, advice must be sought
from the Human Resources Service before any action is taken.
6.3
This Equality Scheme and its implementation will be monitored in line with
relevant legislation for its impact on different equality groups. This process will
provide a check on whether there are any differences and allow the University to
assess whether these differences have an adverse impact on any particular group
such that appropriate action is taken.
6.4
These are important issues and further information should be sought from
the University’s LISS Manager (Equality, Diversity & Inclusion Policy) as required.
7.
Equality impact assessment and monitoring
7.1
This policy and its implementation will be monitored in line with relevant
legislation for its impact on different staff groups categorised for example by race,
gender, age, disability and others as appropriate. This process will provide a
check on whether there are any differences and allow the University to assess
whether these differences have an adverse impact on any particular group such
that action can be taken accordingly.
8.
Records Management Statement
8.1
The records associated with this policy are controlled by the Human
Resources Service and will be created, stored and disposed of in line with the
University’s Records Management guidelines and procedures.
8.2
The University is committed to complying with the requirements of Data
Protection legislation and regulations and any personal data created as part of
this policy will be processed in accordance with the University’s Data Protection
Act procedures. This includes ensuring that data is held securely, is not disclosed
unlawfully and is destroyed when no longer needed.
8.3
The University also aims to ensure that users of this policy are aware of
Data Protection, Freedom of Information and Records Management issues
associated with this policy.
9.
Risk Management Statement
9.1
Failure to comply with this policy could lead to breaches in equality
legislation and may give rise to equal pay claims against the University.
9.
Roles and Responsibilities
9.1
In order to support the implementation of this policy, it is the
responsibility of:
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9.1.1 Managers
 To be aware of this policy, and the stages it contains.
 To ensure that when creating a Job Description(s) that the previously
scored Generic Job descriptions are used as a basis for a consistent
approach.
 To ensure when recruiting that the level of work is related to the grade –
this can be gained from the Generic Job Descriptions.
 To ensure any discrepancies observed are dealt with in line with the HERA
policy.
 To ensure the fair and consistent application of the policy and procedure
9.1.2 Employees
 To ensure that if any discrepancy within their role is questioned this is
done within the HERA policy guidelines in this document.
 For trained analysts – to ensure that the HERA policy and procedure is
adhered to.
9.1.3 Human Resources Service
 Ensuring that fair and transparent HERA procedures are adhered to at all
times allowing for the establishment of equal, fair and consistent role
grades.
 Ensuring that all data and information is stored in an appropriate manner
and any changes to job roles are checked to ensure that the role is still
within the correct grade boundary.
 To ensure the relevant composition of scoring panels is adhered to on each
occasion (trained analysts).
 Information will be shared with the recognised unions on a regular basis
and in advance of HERA panels being held.
9.1.4 Recognised Trade Unions
 To be aware of this policy, and the stages it contains
 To attend HERA panels as observers in supporting the consistency,
transparency and parity of the process.
 Trade Union representatives that are trained analysts to attend HERA
Panels, as appropriate, where roles that are identified as unique or falling
outside the generic job descriptions/role profiles require HERA Panel
consideration
10.
Contact Details
10.1 For procedures to be followed in relation to this policy please consult the
Procedural Guidelines in the next section.
To access related HR policies and procedures, please look at the HR Services
Service Document pages on the University website at
http://staff.cumbria.ac.uk/Services/HR/Documents.aspx
If you require further guidance or information or require this document in another
format (eg CD, audio cassette, Braille or large type), please contact the relevant
member of the Human Resources Service (see
http://staff.cumbria.ac.uk/StaffSupport/HumanResources/HRContacts.aspx)
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B.
PROCEDURAL GUIDELINES
The normal expectation is that the following procedural guidelines will apply.
However, on occasions, and for exceptional / other good reasons, there may be
the need to vary the procedures to suit individual cases / circumstances, and
accordingly the University reserves the right to amend the procedures. The
University will consult with the recognised union(s) regarding any proposal to
vary the procedure.
The following sections provide information on the areas covered by the policy.
Section 1 - Introduction to HERA
1.0
Introduction
The University subscribes to the use of the HERA tool for analysing job roles and
ensuring equal pay consistency across the institution. The HERA approach has
been used to score roles to assess their value in an analytical, transparent,
consistent and equitable manner. HERA scoring has also been used to create
generic job descriptions which form the basis of all new posts being recruited to
within the University.
1.1 Definition of Higher Education Role Analysis (HERA)
HERA is a tool that is used for analysing job roles and ensuring equal pay
consistency across the institution. HERA analyses roles using a questionnaire
which contains 14 elements and 50 questions. These were identified during field
research involving staff from all types of universities and colleges of Higher
Education and were extensively tested to ensure they adequately capture all roles
and reflect the values of British Higher Education.
HERA provides and creates a role score, description and profile which together
support a range of human resource management functions (including pay and
grading, recruitment and selection, training, development and career progression,
appraisal and feedback and role clarification).
1.2 Generic Role Profiles
Generic role profiles have been created and scored in line with the HERA process.
These exist for all grades of staff up to but not including Corporate Leadership
roles, and can be found in the Human Resources StaffNet recruitment page – link
to be inserted when page is live.
These have been created to enhance consistency when advertising vacancies and
to provide guidance to employees with regards to the levels of responsibilities and
types of tasks that is reasonable to be expected of that grade of staff.
1.3 HR Responsibilities
It is the responsibility of the HR Service to ensure that the HERA process has
been completed in line with the guidance for use of the HERA tool.
Section 2 - HERA during the recruitment process
2.0
Introduction
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Prior to advertising any vacancies need to go through the HERA process. This is
highlighted on the relevant HR forms, and contributes to part of the recruitment
process.
2.1 Prior to advertising
All roles being recruited to need to be checked through the HERA process and the
relevant HR Service team member. The job descriptions should be based on the
previously scored generic role profiles. In the case of differences these need to be
considered and scored to gain the correct grade for that specific role. Other
checks are made at this point, such as grades of similar type roles within the
University in other services or faculties. In the case of a unique or a new role
where significant changes to a generic job description are proposed, the role will
need to be scored by a HERA panel to confirm the grade prior to being advertised.
If the job description is for a new role, and the job description is based on a
generic job description with no or minor or insignificant changes this will be
confirmed within HR.
At this stage the recruiting line manager needs to gain confirmation of the grade
from HR. Once the role has been confirmed through the HERA process it is then
able to be advertised accordingly.
2.2 HR Responsibilities
It is the responsibility of HR at this stage to ensure that the role has been through
the HERA process. This is a clear step in the Recruitment procedure for internal
and external vacancies. For more information please see the recruitment
procedure on the HR area of StaffNet
http://staff.cumbria.ac.uk/Services/HR/Recruitment.aspx.
Section 3 - HERA Panel
3.1 Introduction
A HERA panel needs to be convened when significant changes have been made to
a job description that could impact upon the grade of that role, or when a new
unique role has been created and needs to be graded.
A HERA panel can only be compiled of HERA trained analysts to ensure that a
consistent, fair and equal approach is taken for every role.
3.2 HERA Panel Composition
Below is the table outlining who, and in what capacity, needs to be involved with
a HERA panel and their responsibility.
If a trained analyst is to be involved with a HERA panel to grade a role from their
own faculty or service it needs to be declared to the chair of the panel at the first
possible opportunity to establish whether any conflict of interest that may exist.
HERA panels are to be arranged by the HR service, to ensure that all information
is presented fairly to all members of the panel.
Job
Description
Is a panel
required
Type of
Analyst
Who required
on Panel
Responsibility
/ Capacity
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of previously
scored role
No
HR Service checks that
there have
been no
changes to
generic role
profile
HR Service –
compares to
generic role
profile
N/A
To confirm
that the role is
still the same
as previously
scored role
profile
Generic – no
changes
No
N/A
No
HR Service –
to ensure
consistency is
checked by
multiple
analysts
HR service
Generic –
significant
changes
Yes
HR Service/
External
Service/
Faculty
Minimum of 21 HR , 1
External
Service/Faculty
, Trade Union
New Unique–
significant
changes to
generic job
description
Yes
HR Service /
External
Service/
Faculty
Minimum of 2
– 1 HR , 1
External
Service/
Faculty, Trade
Union
Role Review/
Re-grading
Yes
HR Service /
External
Service/
Faculty
Minimum of 2
(should ideally
be 3)– 1 HR ,
2 External
Service/
Faculty, Trade
Union
To confirm
that the role is
accurate for
the generic
role profile
To ensure
consistency
with scoring
the role and
its relation to
the generic
role profile
To ensure the
role is
correctly
graded within
the bounds of
the generic
role profile
To grade the
role in
accordance
with HERA
guidelines,
and to align to
generic role
profile
To establish
the score
difference (if
any)
compared to
the score the
role was
previously
scored at,
based on the
approved
information
from the LM/
Head of
Service/
Faculty.
Generic minor changes
Exclusions of the above table are to include a panel member scoring a role within
their own faculty / service or someone personally known to them. This again is to
ensure equality and objectivity throughout the process.
Recognised trade union representatives may also attend a panel as an observer.
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3.3 HR Responsibilities
It is the responsibility of the HR Service to ensure that at each stage the job
description is in line with others of similar type across the wider University, and
that a HERA panel is convened when required.
It is also the responsibility of the HR Service to keep the Trade Union
representatives up-to-date with roles that are going through any stage of the
HERA process, and to involve them where necessary.
Section 4 - Role Review / Re-grading
4.0 Introduction
There is the option for the review or re-grading of roles within the HERA
framework. This will be done by HERA trained analysts, and is based on the
requirements of the faculty or service for that role. This is to ensure that equal
pay for work of equal value is consistent throughout the University, and should
only be progressed if there is a clear business need for the work to be done in
that role.
As stated under Section A, 4.0 above, it is the normal expectation that roles are
managed within the grade at which they have been evaluated.
In the event that the review results in a regrading (up or down) the HR Business
Partner will advise on the appropriate course of action.
If a trained analyst is to be involved with a HERA panel to grade a role from their
own faculty or service it needs to be declared to the chair of the panel at the first
possible opportunity to establish whether any conflict of interest that may exist.
4.1 Role Drift
Role drift occurs when an individual ‘picks up’ additional work and continues to do
so when not part of their role, e.g. taking additional work when covering absence
of a colleague, and then not returning it when the colleague is back at work.
It is the responsibility of Line Managers to ensure that role drift does not occur,
and that roles are managed in line with the job descriptions and requirements of
the Faculty/Service.
Where a staff member believes there role is subject to role drift, they should seek
to resolve any concerns they may have informally with their line manager in the
first instance. Where they feel unable to raise it with their immediate line
manager, they should involve the next level of management.
4.2 The reasoning behind a review / re-grading
If there is a clear need for the role to be substantially changed to include
additional or reduced workload responsibilities (e.g. due to a restructure/ reorganisation) then this may have an impact upon the assigned HERA grade for
that role. In this instance the process that needs to be followed is outlined briefly
below
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Any request for a role to be re-graded should come from the Head of
Service/Dean with HR Business Partner approval and should be accompanied by a
clear business case and rationale.
4.3 The process
Below is a flow chart that outlines who and what is involved at each stage of the
process.
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Role Review / Re-Grading Process
Head of Service/Executive
Dean/Line Manager
Potential for role review/regrading identified by line
manager
Role Holder
HR Service
External Faculty/Service
Role Holder queries level of
role
HR advise no amendments necessary –
No further action - Information fed back
to Head of Service/ Faculty/ Role Holder.
Advice provided on
appropriate way
forward
No impact on grade - No further action
required - Information fed back to Head
of Service/ Faculty/ Role Holder.
HR engaged with proposed
changes to role
SUBSTANTIAL
CHANGE
Information fed
back to Head of
Service/Faculty/
Role Holder.
Trade Unions informed of
proposed changes to role
MINOR
CHANGE
No impact
on grade =
No further
action
Role changes discussed and information gathered regarding changes
to the current role
Information collated and
compiled
Information shared to ensure that changes to the role are
accurately reflected in the information
If Panel raise
queries/unable to
score role
Role is scored by HERA Panel (see section 3.2 for Panel composition)
Information fed back
to Head of Service/
Faculty/ Role Holder.
No change to
grade = No
further action
Panel agree role
score
If change to grade:
Updated score is consistency
checked and updated onto central
document store (TowersWatson)
Amended role grade is fed back to Head of Service/Faculty/ Role Holder.
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