Job Evaluation Process

This process refers to all components of the university's formal pay program. The staff employee's pay at Case results from the following:

A. How are jobs evaluated?

The job evaluation process established the relative value of jobs throughout the university. There are two steps involved in this process:

  1. Job Analysis and Job Description - Using a "job profile," the content of each job is analyzed to identify key duties, responsibilities, and qualification necessary to perform the job. Written job descriptions are then prepared to contain this information.
  2. Job Evaluation - A computer assisted job evaluation plan, measuring 17 dimensions of nonexempt work and 28 dimensions of exempt work, is used to evaluate the relative worth of staff positions. This evaluation process focuses on valuing the content of each position in terms of a series of well defined compensable factors.

    The factors for clerical, service, technical, and administrative support positions include:
    • Knowledge: Minimum required level of specialized training, education, and previous related work experience.
    • Skill: The manual and physical skills required to perform the duties of the position.
    • Work Complexity: The degree and amount of judgment, initiative and ingenuity involved in accomplishing work.
    • Contact with Others: The extent to which the work entails dealing with others in the course of one's regular duties, including the frequency and nature of contacts and the likely results of such contacts.
    • Property Protection and Use: The extent to which the position has responsibility for university property, including funds, vehicles and confidential information.
    • Work Leadership: The responsibility for directing, instructing and training personnel; and for planning controlling and assigning work.
    • Working Environment: The physical conditions encountered during a typical work day. Conditions such as heat, cold, dirt, fumes, hazards, etc. are considered.
    • Student Relations: The responsibility for dealing with students, including the nature and frequency of contacts.
  3. The factors for professional, administrative, and managerial positions include responsibility for:
    • Programs, Projects or Operations: The level in the organization, scope of activities performed, parameters of authority, complexity or nature of responsibilities, and the minimum credentials required to perform the job upon hire.
    • Supervision: The number and variety of employees supervised.
    • Employee Relations: Promoting and maintaining satisfactory human relations, morale and effectiveness or subordinates.
    • External Contacts: Personally dealing with individuals or organizations outside the university.
    • Internal Contacts: Personally dealing with individuals within the university, but outside the direct line of authority of the position, to coordinate activities and task accomplishment.
    • Investigation or Fact Finding: Activities undertaken to identify facts, and develop ideas, designs or processes.
    • Scheduling, Planning and Forecasting: The complexity, variety and nature of the activities involved in determining and carrying out plans and reports.
    • Establishing Objectives, Policies, Standards, Procedures, and Practices: The degree of authority to establish standards, and the scope, nature and complexity or these standards.
    • Effects of Decisions: Making decisions and commitments which impact the university's resources.
    • Student Relations: Personally dealing with students from routine exchanges of information to more complex activities such as counseling.

At the conclusion of the job evaluation process, the compensable factors are weighted. A numerical total is then derived and each position is assigned a salary grade which has a salary range A salary range consists of a:

MINIMUM: The lowest wage paid to a new employee with limited or no experience in this specific position.
MIDPOINT: The "market" (or average) wage paid to one who is fully qualified.
MAXIMUM: The highest wage paid for jobs in the salary grade.

Each salary range has different jobs, e.g. Clerk and Grounds Worker, because they have the same relative value as determined by job evaluation.

Salary ranges (link to lastest Salary Structures for Staff) intentionally overlap from one grade to another. Fully qualified incumbents in a lower salary grade may be at the high end of their salary range, while the salary of a less experienced employee in a higher salary grade may be near the minimum of the range. It is thus possible that the salary of an experienced incumbent in a lower rated position will be the same as or more than the salary of an inexperienced incumbent in a higher rates position.

B. How do we establish competitive salaries?

Salary surveys are conducted annually and analyzed to establish and maintain competitive pay levels with all the markets in which the university competes and recruits, as summarized in the following exhibit.

SURVEY SOURCES
Employee Group Market Salary Surveys
A. Exempt
1. Department Head and Above National Customized surveys with data form selected private research universities
2. Below Department Head Regional Customized surveys with data from selected private research universities
3. Entry Level Local Local surveys for service employees and salary data from the College Placement Association
B. Nonexempt
All Jobs Local Local surveys of selected manufacturing and service employers (banks, insurance, health care, etc.)

Specialized surveys as needed for specific jobs, e.g. plumbers, radiation technicians, etc.

This market data is correlated with the job evaluation results and salary ranges are established. These ranges are then periodically reviewed and adjusted to reflect changes in the marketplace.

C. How are salaries determined?

Starting salaries of new hires are normally placed within the first quartile of the salary range but occasionally may go up to the range midpoint to accommodate special recruiting needs. Salary progression in the range occurs over time, based on the salary budget and employee performance.

Subsequent to employment, salaries normally change as a result of a promotion, an annual merit increase or an adjustment to maintain equity.