M4 Management

methods - measurement - management - motivation

Job Evaluation

Benefits of the M4 participative approach to Job Evaluation are it:

  • is both consistent in its application and achieves high staff acceptance.  On average there are only a handful 3 to 8 grading appeals  no matter how large the size of the Job Evaluation project
  • is a robust and objective methodology which has been applied globally
  • provides a consistent evaluation of all jobs across an organisation;
  • transfers knowledge to your analyst team and ensures appropriate input from local staff;
  • offers credibility that overcomes any resistance from staff, minimising job grading appeals; and
  • achieves the objectives of the sponsor and is completed on time and within budget.


Typically a Job Evaluation scheme has three key objectives

  1. To implement a job evaluation scheme which is consistent both across and between divisions of an organisation and the scheme must be easy to maintain and rapid to use.
  2. The job evaluation methodology must achieve a high degree of staff acceptance and minimise job evaluation appeals.
  3. Form the basis of a revised salary structure to meet the company’s need to attract and retain quality staff.

M4’s approach  to Job Evaluation and Salary Structuring

Job Evaluation is achieved using M4’s computerised Factor Points System.  The Factor Point scheme covers all positions within an organisation from junior clerical and manual jobs to senior executives including managing director and chairman positions.  Each job is evaluated using seven factors for clerical, administrative and managerial positions and two further factors for manual jobs.

The seven factors for clerical, administrative and management positions are:


  1. Supervision given and Accountability
  2. Supervision received
  3. Knowledge and Experience
  4. Contact with others
  5. Management and Self Management
  6. Complexity, Creativity and Judgement
  7. Size of Organisation – this factor is preset at the start of a project

The additional manual factors allow for physical effort and working conditions in a manual work environment.

Job evaluation is carried out by an internal team of analyst, selected, trained and supported by ourselves, and a review panel.  In outline the process is:

  1. analysts interview representative job holders for each job position and agree their understanding of the work involved in the job position with the job holder.
  2. analysts evaluate the job using the points factor system
  3. analysts present their job evaluations to the review panel
  4. if requested by the review panel analysts re-assess the evaluate of a job position
  5. review panel agree the job evaluations and publish them
  6. review panel hear appeals and review any queries
  7. evaluation results used by the organisation to review salary structure
  8. salary structure published

The duration of Job Evaluation implementation depends upon the number of Job Position to be evaluated, the number of analysts used, the number of job holders to be interviewed for each position and the geographical spread of the jobs.  On average an analyst can cover 1.5 job positions per day.

The Benefits - Why M4?

Our approach to Job Evaluation combined with our Factor Points Scheme provides a Job Evaluation system which is both consistent in its application and achieves high staff acceptance.  On average there are only a handful 3 to 8 grading appeals  no matter how large the size of the Job Evaluation project.

In our experience Organisations should expect to achieve, in addition, a number of other potential benefits set out below.

  • An objective base for designing a salary structures
  • Rationalisation of pay structure.
  • Consistent job descriptions
  • Providing a basis for consistent candidate specifications
  • Identification of over or under grading of jobs
  • Improved communications
  • Aid to work reorganisation associated with measures to improve productivity.
  • Increasing the area of common ground between management and unions by establishment of agreed job hierarchy.
  • Reduction of industrial conflict and better workplace relations.
  • Reduced labour turnover.
  • Lower absenteeism.
  • Higher employee morale.
  • Provision of management information for:
    • Job specification
    • Selection of staff for recruitment and promotion
    • Training
    • Manpower planning
  • Recognition of differences in responsibilities.