Our client asked EclipticHRS to undertake an independent and expert review of salaries for above managerial level employees.
They required formal evaluation of the roles using formal job evaluation methodology.
This involved full dialogue taking place between the role holders and EclipticHRS’s independent and expert job analysts.
As well as having expert job evaluation and access to pay data, the organization sought advice and guidance on interpreting this detail in the context of achieving an effective approach to reward
How did we help?
We facilitated job analysis interviews with the post holders to draft and agree on formal written job analysis reports. These were produced by EclipticHRS’s job analysts.
Once agreed, the jobs were evaluated using a formal evaluation method.
The provisional evaluations and job analysis reports were then ratified with the CEO and CFO.
We then benchmarked salaries with multiple pay markets and provided recommendations on overall pay policy and operational arrangements.
We advised both on policy, implementation, and communications.
What challenges did we face?
The project required a high degree of professional collaboration with the senior leadership team. We worked in partnership with our client throughout the process. Post holders prioritized the meetings with our consultants. The job analysts established professional credibility and made efforts to ensure that participation was open, honest, and positive.
Internal relativities needed to be understood to produce transparency and consistency in the job evaluations and subsequent reward recommendations. Our consultants were briefed on the roles and organizational structure before the meetings. They were able to utilize the prior experience of similar roles and other Police and public sector organizations to develop and inform understanding. Reports and recommendations were therefore seen as relevant and credible by the organization.
What benefits did our client gain?
The necessary corrections were made to the Client’s internal relativities to ensure that recommendations were fair and reasonable.
A simple pay structure was put in place to accommodate Clients’ current pay practice based on a new and appropriate grade and band structure.
The bonus arrangements for certain roles were clarified and aligned with their roles within the senior team.
A senior pay structure and pay policy was recommended which aligned both with pay policy and was acceptable by participants and other senior stakeholders.
