job evaluation profiles

1.4 chapters three and four contain essential guidance for future use of the scheme in a changing nhs, either when roles are new or change, or when the service is reconfigured. in an important case for the nhs, speech and language therapists submitted equal value claims comparing their work to that of clinical psychologists and clinical pharmacists. these were then expanded as a result of the benchmark evaluation exercise and have continued to be developed following successive training and profiling. this advice will be published to cover new situations as required and incorporated in the je handbook where appropriate. 2.2 organisations need to consider whether to replace vacant posts with a similar post or to evaluate the needs of the service and create a new role in line with service improvement. 5.1 this procedure should be used where a new role to the service has been created and there is no post holder in post. 5.3 after recruitment, the organisation should allow a reasonable period of time for the job to ‘bed down’ and this may vary according to the nature of the job. 7.4 they also need to consider how the skills of practitioners can be maintained and the need for refresher training on a regular basis. they must ensure that they have the capacity for future matching and evaluation in partnership, by scoping future needs to identify a pool of sufficient practitioners who will be used on a regular basis to ensure job evaluation competency and consistency. this is an opportunity to view the organisation’s job description format and for any out of date job descriptions to be brought up to date. where different procedures had been adopted for the aspects to be determined locally, it is obviously necessary to agree a single approach and helpful if this has been done in advance of the process. jobs with a specific requirement to communicate in a language other than english, which would otherwise score at level 2 will score at level 3. any score higher than level 3 will be dependent on the nature of the communication, the skills required and the extent to which they meet the factor level definitions and not the language of delivery. developed skills (levels 5a and 6) refers to a high level of skill in the relevant area which may have been acquired through specific training or equivalent relevant experience. 1.2 in some cases, this will be the level required at entry and set out in the person specification, for example: 1.3 in other cases, however, the person specification may understate the knowledge actually needed to carry out the job because it is set at a recruitment level on the expectation that the rest of the required knowledge will be acquired in-house through on the job training and experience, for example: 1.4 the number of years’ service should not be used as a rationale for justifying a certain factor level. this does not mean that there is a requirement to hold any particular qualification for a job to be scored at the level in question, but that the knowledge required must be of an equivalent level to the stipulated qualification. the knowledge required for the job may be partly made up from on-the-job learning, short courses and significant experience which leads to a ‘step up’, as well as the level of qualification expected. job training (level 2) refers to training that is typically provided on the job through a combination of instruction and practice or by attending training sessions. for additional specialist knowledge, indicators of level 7 knowledge, acquired primarily through experience, are, for example, a requirement to have worked: the additional specialist knowledge required could consist in part of managerial knowledge, where this is genuinely needed for the job and there is a requirement to attend management courses or have equivalent managerial experience. the additional specialist knowledge required could consist in part of managerial knowledge, where this is genuinely needed for the job and there is a requirement to attend management courses, or have equivalent managerial experience. the jobholder must be in a position to initiate the plan or coordinate the area of activity. specific requirement (level 3a) means that the job demands are above average and require specific training or considerable experience to get to the required level of dexterity, co-ordination or sensory skills. it takes account of the nature of the responsibility and the level of the jobholder’s involvement in the provision of care or treatment to patients/clients, including the degree to which the responsibility is shared with others. develops programmes of care/care packages (level 5a) involves assessment of care needs and development of suitable care programmes/packages, to be implemented by the jobholder or by others. this advice also applies where non-clinical managerial roles are undertaken by those with professional health or social care backgrounds and expertise, if this is not a requirement of the role. it does not refer, for example, to the same function, service or discipline in other parts of the trust/organisation. corporate responsibility (level 6) refers to responsibility for policy or service development such as is held by those on the board or equivalent level of accountability e.g.

it also includes responsibility for the financial verification of documents/information such as expense sheets or purchase documents up to this amount, where it is a significant and ongoing job responsibility. it is also helpful to consider whether the jobholder has full control of the budget(s)/physical assets or whether it is a delegated responsibility. responsibility for teaching/delivery of core or specialist training (level 3c) refers to a significant and on-going job responsibility for training individuals in either elements of the jobholder’s specialism or a core range of subjects. teaching or devising training as a major job responsibility (level 4b) refers to situations where teaching or devising training is one of the primary job functions and specified as a ‘job purpose’ and/or as a major job duty. note: level 5a is appropriate where the jobholder is responsible for the design and development of an entire system or equivalent. where the high-level involvement is only required for a one-off project, the job should be assessed according to the normal degree of involvement. this factor measures the extent to which the jobholder is required to be accountable for their own actions and those of others, to use own initiative and act independently; and the discretion given to the jobholder to take action. sitting or standing in a restricted position (level 2a) restricted by the nature of the work in a position which cannot easily be changed e.g. exposure relates to actual incidents but the extent of the emotional impact can be either direct, where the jobholder is directly exposed to a situation/patient/client with emotional demands, or indirect where the jobholder is exposed to information about the situation and circumstances but is not directly exposed to the situation/patient/ client. it is unusual for all factors to have the same number of levels because some factors are capable of greater differentiation than others. indeed one of the benefits of job evaluation is that it uses a common language and a common set of terms to describe all jobs. for this reason, it is essential that panels use the profiles published on the nhs employers website at the time of the panel sitting and do not rely on saved or pre-printed versions that may not be up to date. however, one of the aims of agenda for change is to increase job flexibility, where this is agreed to be desirable. the skills and attributes listed as essential in the person specification must be relevant to the duties required of the job. this option is to support the development and confidence of new practitioners to the je team. 3.1 the matching process is based primarily on agreed and up-to-date job descriptions for the jobs to be considered. this draft document is supplied in advance of interview to the job analysts. the evaluation panel must complete the required paperwork or forms thoroughly, bearing in mind that the evaluation report will be made available to the jobholder in case of a query. where a number of jobholders carry out the same job being locally evaluated, then there are a number of options for completion: a. jobholders can select one of their number to complete the jaq and be interviewed by job analysts. in order to trigger a review, the jobholder(s) must provide details in writing of where they disagree with the match or evaluation and evidence to support their case. 2.2 the law is not straightforward in relation to disclosing panel members’ names and a jobholder is entitled to request this information under the freedom of information act. 3.5 jobholders should have sufficient information to allow them to decide whether or not to ask for a review and should be provided with a matching/evaluation job report at the time they are notified of their pay banding. the physical skills demands of an it job requiring keyboard skills could be checked against clerical and secretarial jobs on this factor) to ensure the appropriate national profile has been selected. this may be because there is a belief that a job deserves high factor levels on the basis of perceived status, job title, level of job in the organisation and perceived previous salary levels. this will all need to be done in partnership and the responsibility for any misapplication should also be shouldered in partnership. 3.4 the jeg secretariat will be responsible for selecting the members of the independent panel, keeping the parties informed on progress in order to maintain confidence and confidentiality. where this procedure is set up for an independent panel to conduct a review, there is no further right of review and the independent panel’s outcome (confirmed by consistency checking) would be final.

job evaluation is the system by which jobs in the nhs are compared with each other to decide at what band they should be paid. the scheme is transparent – all the information about how it should operate is online for all nhs staff to read. band 5 has a score of 326 to 395, so sometimes changes to a role can increase the score but not necessarily the band. this is called ‘job matching’ and is the process for deciding the banding of most jobs. consistency checkers can agree with the matching or evaluation decision or, if they have any concerns, ask the panel to review the decision.

this means a new job evaluation panel will follow the matching or evaluating process above with supplementary information to support the review request. this means you can ask for your job to be reviewed if you think your current banding is wrong. the job evaluation process is designed to ensure that everyone working in the nhs has the demands of their job evaluated and rewarded fairly. it is important that nhs employers continue to consistently implement the scheme to make sure they are meeting their duties under the equality act 2010. if you have new responsibilities you should discuss with your line manager whether these are reflected in your job description. if your job description has changed or you want to ask for it to change, follow the advice [above/in the guide]. follow the advice in the rcn what to do if you think your pay banding is wrong guide.

profiles work on the basis that there are posts in the nhs which are standard and have many common features. the job evaluation scheme uses a common the handbook covers areas such as mainstreaming job evaluation, resolving blocked matching and the evaluation of jobs. it also includes details on job advice and information to employers on the implementation of the nhs job evaluation scheme (je). national job profile. national job profiles. for a full list of, afc job profiles, afc job profiles, agenda for change job evaluation profiles, job evaluation national profiles, national job profiles.

nationally, employers and trade unions have agreed a large number of job ‘profiles’ for commonly occurring jobs. the profiles have been scored and bands the text of the nhs job evaluation. handbook, as agreed by nhs employer and staff representatives, for the new pay system for nhs non-medical staff. the job evaluation handbook has been approved by the nhs. staff council and is binding. • there is a real risk of equal pay cases. staff side can recommend that, nhs job evaluation profiles, nhs job evaluation handbook 2021, agenda for change job profiles band 7, nhs job evaluation scoring chart. what are nhs profiles? what is a band 5 nhs job? how are nhs jobs banded? what is je score?

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