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Wilfrid Laurier University Human Resources
August 1, 2015

Canadian Excellence

Evaluation of New Jobs



The following outlines the process for the creation and evaluation of new jobs in the WLUSA bargaining unit based on the Job Evaluation Plan, Weighting Model, Conversion Chart and Job Description Template.

Procedure

1.† When a new job is created, the manager, assisted by a Human Resource, prepares a detailed Job Description as per the Job Description Template. To facilitate the recruitment process, on a rotational basis, members from the Joint Job Evaluation & Pay Equity Committee will meet and assign interim factor scores, grade level, and title. In reaching their decision, the†committee may request further information and/or clarification of information in the job description through the Manager, Compensation and Benefits.

2.† The interim results are conveyed to the manager by Human Resources and the job is posted.

3.† After the position has been filled and occupied by the same incumbent for a period of†9 months,†the incumbent will be required to complete a Job Analysis Questionnaire. The manager must review and sign the completed questionnaire and provide managerís comments in the space provided.

4.† The completed questionnaire is to be submitted to Human Resources. Signatures of the incumbent and the manager are required to indicate they agree the submission is accurate and complete.

5.††Human Resources†will review the JAQ to ensure it is complete and meets the standards for submission and will submit it to the JJEC for evaluation on the next scheduled meeting date.

6.† The JJEC reaches consensus on the factor level scores for each of the eleven (11) factors in the Job Evaluation Plan and a final Job Class Scoring Notes form (appendix E) is completed.

7.† The JJEC also reviews the job title submitted on the JAQ and may change the title or determine the job to be part of an existing job class to ensure consistency throughout the bargaining unit.

8.† The JJEC applies the Weighting Model and Conversion Chart to determine points and corresponding job grade.

    • If the interim job grade and the final job grade are the same, no action is required.

    • If the final job grade is higher than the interim job grade, the incumbent will move to the higher grade while maintaining the same step level. Salary changes will be retroactive to the date the incumbent started in the position if the start date is no more than one (1) year prior to the submission date, or for a maximum period of one (1) year when the start date is more than one (1) year prior to the submission date.

    • If the final job grade is lower than the interim job grade, the current incumbent maintains their current hourly rate and future progression through the salary grid will be based on the interim job grade. It is essential that such provisions be documented in the incumbentís Human Resources file.

    • Any future incumbents will be hired and paid based on the final job grade and the interim grade will not longer apply. It is imperative that the job itself be recorded as per the final job grade for the purposes of periodic audits, maintaining pay equity, and future recruitment.

    9.††Human Resources†prepares the Results Package which includes a copy of the questionnaire, the Job Class Scoring Notes, overall points, job grade and job title, to the incumbent and manager.

    10.† The final evaluation results may be made the subject of a Reconsideration Request, by the incumbent, manager or members of the multiple incumbent job class, within†thirty (30)†calendar days of receiving the Results Package.