Paterson Job Evaluation Manual: Proserve Consulting Group

Paterson JOB EVALUATION MANUAL
MARCH 11, 2022

PROSERVE CONSULTING GROUP
CONTENTS
ITEM PAGE
1. Understanding Job Evaluation 2
2. Benefits of Job Evaluation 2
3. Important Stages of the Job Evaluation Process 3
4. Principles of Job Evaluation 3
5. The Paterson Job Evaluation System 4
6. The Job Grading Committee 7
7. Paterson Job Grading Procedure 8
8. Protecting and Maintaining the System 10
Appendices
Appendix I Grading Record Form
Appendix II Banding Guidelines
Appendix III Additional Sub-grading Techniques
Appendix IV Request for Review of Grading Form
PROSERVE 03/2022: SILO FOOD INDUSTRIES – PATERSON JOB EVALUATION MANUAL Page 1
1. UNDERSTANDING JOB EVALUATION
1.1 Job Evaluation is a systematic, consistent and objective process of analyzing and
comparing jobs within an organization to arrive at different job levels or a “pecking
order”. It is a process of determining the relative worth of various jobs within an
organization.
1.2 Job evaluation does not consider individual characteristics, personality or

performance of employees but only focuses on job content and the contribution of
the job to the organization.
1.3 It is therefore important that the job content is captured properly and
comprehensively in a job description. The approved job descriptions are the basis
of any job grading process in an organization.
Job grading isn’t concerned about individual characteristics, volumes of work,

personality, performance or determining salary levels – Job evaluation analyzes
& grades jobs on the basis of job content only!
2. BENEFITS OF JOB EVALUATION

2.1 The organization can derive a number of benefits from a properly implemented job
evaluation system, viz:
❖ Accounting for organizational changes and their impact on jobs
❖ Determining the relative importance of jobs in an organization
❖ Establishing a sound and logical hierarchy of jobs which will form the basis of a
number of other organizational processes
❖ Providing a basis for equitable and consistent remuneration structures
❖ Outlining job relationships and job limits
❖ Instilling discipline in the design of jobs
❖ Knowing all jobs and job holders
❖ Comprehensive understanding of the organization structure with regards to:

▪ Keys areas of responsibility
▪ Levels of authority and accountability
▪ Lines of communication
▪ Spans of control
▪ Job design
▪ Manning levels
❖ Providing critical input in the following HR processes:
▪ Recruitment and selection
▪ Training needs analysis
▪ Performance management
▪ Career development
▪ Manpower planning
3. IMPORTANT STAGES OF THE JOB EVALUATION PROCESS
3.1 The job evaluation process consists of the following key stages:
❖ Selection of a job evaluation system
❖ Review of strategy and organization structures
❖ Designing a job description template aligned to the chosen system
❖ Deciding on project implementation structures
❖ Selection and training of Job Analysts
❖ Job description writing process
❖ Selection and training of Job Grading Committee
❖ Selection and training of Job Evaluation Appeals Committee
❖ Grading of all jobs in the organization
❖ Appeals process
4. PRINCIPLES OF JOB EVALUATION
4.1 Job evaluation is conducted using the following core guiding principles:
❖ Always examine the job itself, NOT the jobholder
❖ Competence and proper performance, in accordance with normal standards for the
job, must be assumed on the part of the job incumbent
❖ The job should be evaluated “as is”, not with regard to ideals or future projections
that may never be attained
❖ Evaluation must be based on consensus of opinion – team based approach
5. THE PATERSON JOB EVALUATION SYSTEM
5.1 The Paterson system was developed by Professor Thomas Thompson Paterson
(1909 – 1994) while studying Job Evaluation systems at the University of
Strathcylde, Glasgow
5.2 Paterson believed that the number of factors used in various job evaluation systems
(as many as 25) rendered the job evaluation process cumbersome
5.3 He consequently investigated the degree of correlation between factors using factor
analysis, and came to the conclusion that the one factor, ‘Decision Making’ had
such a high predictive validity over other factors that it alone could be used to
measure job levels
5.4 Based on this philosophy, Paterson developed a system, which measures jobs in
terms of the “Decision Making” required of the job
5.5 The system defines 6 Bands of Decision-Making common to all jobs (irrespective
of industry)
5.6 The level of complexity/difficulty of decisions increases from completely Defined

decisions at the “A Band” (primary skilled workers) to Policy-making decisions at
“F Band” (top management)
Decision Organizational Level Type of Decision

Band
F Top Management ▪ Policy Decisions
▪ Strategic Business Direction
E Executive Management ▪ Programming Decisions

▪ Strategic Execution/Long term Planning
D Senior/Middle Management ▪ Interpretive Decisions

▪ Tactical Management
C Advanced Operational ▪ Routine Decisions

▪ Processes/Systems
B Operational ▪ Automatic Decisions

▪ Operative/Sub-system
A Basic ▪ Defined Decisions

▪ Primary Skills
5.7 The Decision Bands are explained below as follows:
Band F – Policy Making Decisions (Top Management)
Overall policy decisions are regarded as being superior to any other decisions. They
are associated with Top Management and give the overall direction to the organization.
The limits are very wide and in many cases are only specified by the laws of the land.
Top management decides on policy in all major areas of the business.
Band E – Programming Decisions (Executive Management)
The executive policy is broadly planned or programmed within the limits of discretion set
by top management. Executive management decides on organization structures, the
overall programme for major functions, the relationship between major functions and the
operational objectives.
Band D – Interpretive Decisions (Senior/Middle Management)
The limits of discretion for interpretive decisions are set by executive management’s
programme, plan or budget. The interpretive aspect comes from the choice of a best
decision out of a spectrum of possible decisions within their limits of discretion.
These decisions often involve determining the best use of available manpower and
equipment to achieve the targets agreed in the programme. Middle management
decides on systems and procedures, rules and regulations, plant manuals, localization
plans/programmes and interpretations not covered by existing rules, that is ‘what to do’.
.
Band C – Routine Decisions (Skilled/Advanced Staff)
Once the rules have been set by the interpretive decisions, execution begins. What is
to be done has already been decided and the next level of decision making is the choice
of the way in which it is to be carried out from established processes, practice, systems,
trade knowledge and rules and regulations. People taking these decisions can decide
which processes to use – they know the operations. They must decide ‘how’, ‘where’
and ‘when’.
Band B – Automatic Decisions (Semi-skilled/Operational Staff)
This involves work in which the processes are defined and freedom of choice is
restricted to the operations. Within the routines and procedures of the job – the how –
the employee decides ‘where’ and ‘when’ he carries out the operations that constitute
the process.
Band A – Defined Decisions (Basic/Primary-Skilled Staff)
The decisions made by the employees are defined and the employee is left with little
choice other than speed of (when) and variations in control of the elements of an
operation.
5.8 Taking this a step further, each Band, except A Band, is then divided into two
Grades, the Upper Grade supervising or coordinating the work of the lower grade.
This produces the 11 classic grades (see the schedule below). These are known
as the ‘spine’ of the Paterson System, and placing jobs into these grades is easy
and relatively objective.
5.9 These Grades are further divided into Sub-grades. The Grades are sub-dived into
three Sub-grades in each Lower Grade and two in each Upper Grade (irrespective
of the size of the organization). Experience has proved this to be correct, and there
is no need to increase the number of sub-grades.
5.10 Paterson also provides further grading rules, and additional ‘techniques’ for sub-
grading.
Band Decision Grade Organizational Level
Coordinating 11 Top Management

F Policy
Non Coordinating 10
Coordinating 9 Executive Management

E Programming
Non Coordinating 8
Coordinating 7 Senior/Middle
D Interpretive Management
Non Coordinating 6
Coordinating 5 Advanced Operational/

C Routine Skilled Staff
Non Coordinating 4
Coordinating 3
B Automatic Operational/Semi-
Non Coordinating 2 Skilled Staff
A Defined 1 Basic/Primary-skilled
Staff
Advantages of the Paterson Job Evaluation System
The Paterson System is used extensively in Southern Africa and more particularly in
Zambia, South Africa, Botswana and Zimbabwe in all sectors of the economy.
The system is also extensively used in other developing countries such as India and
first world countries such as Canada, Holland and Britain.
The primary reasons for the extensive use of the Paterson System are as follows:
❖ It is an international system, which is recognized by the International Labour

Organization (ILO).
❖ It provides a fair base for establishing the relative worth of jobs.
❖ It is easily understood and explained at all levels in the organization
❖ All jobs across the organization are treated the same
❖ It is versatile and flexible. Since it is based on a common factor it is appropriate

in situations where a wide variety of job types and categories have to be
evaluated within different functions and different locations
❖ It is one of the quickest methods of Job Evaluation both from the point of view of
writing the job description and in the grading process.
❖ Because of its relatively simple style and easy understanding, it is relatively cost
effective to implement
6. THE JOB GRADING COMMITTEE
The task of the Grading Committee is to discuss, approve and maintain the overall
organization’s hierarchy of jobs according to the grading rules.
6.1 Composition of the Grading Committee

The Grading Committee normally comprises the following:
Chairperson: A Senior Manager/HR Official/Consultant
Committee Members: Management & Employee Representatives
Committee Secretary: Appointed Secretary
All members of the Grading Committee must be adequately trained and must have the
confidence to competently grade jobs in the organization.
A Grading Committee should consist of the following trained members:
‘Core’ Members
At least ten (10) members should be present at all Job Grading Committee meetings.
Core members must be thoroughly experienced in the evaluation system. One core
member will usually be the permanent Chairperson of the Committee. The core
members’ main function will be to ensure that the evaluation system is properly applied
and administered.
‘Specialist’ Members
Specialist members can be called in when required to give expert input regarding the
particular job that is being evaluated.
Other Members
The rest of the Committee can be made up from suitably certificated members from all
levels and disciplines within the organization.
7. PATERSON JOB GRADING PROCEDURE
All the job descriptions for jobs subject of grading must be readily available to the
Grading Committee.
Grading should be done in three stages – Banding, Grading and Sub-Grading as

outlined below:
7.1 Banding
Initially, each job is read out for the entire Grading Committee to gain an overall
assessment of the job, its Job Responsibilities, Job Dimensions and Job Requirements.
Only when the Grading Committee has expressed full appreciation of the job can it be
banded. Banding refers to placement of a job in an appropriate Decision Band
depending with the types of decisions made.
7.2 Grading
The next step is to place the job in the Coordinating (Upper) or Non-coordinating
(Lower) part of the Decision Band. The term “coordinating” applies to those jobs which
have the responsibility allocate work, ensure that the work is done correctly and reward
or discipline the team.
7.3 Sub grading
Sub grading involves placing a job in a specific sub-grade within a Decision Band. All
sub-grades are assessed in terms of the Grading Rules. Additional grading techniques
are attached. At this stage it is beneficial to have reference to the matrix chart showing
where all the previous jobs have been graded in order that the essential cross
comparisons can be made.
7.4 Continuum of Skills
The grading of “staff positions” and exceptions dealt with in the light of the ‘Continuum
of Skills’ are always a matter of precedent. If the Grading Committee is to be consistent
in its future grading, it is necessary to record the reasons for all such decisions.
7.5 The Grading Record Form
The grading result of every job is entered on the Grading Record Form by the
Committee Secretary, and a permanent copy of the form is attached to each job. (See
Appendix I).
7.6 Consensus during Grading
Ideally the Grading Committee should reach a consensus on every job. In the event of a
divided panel, after full discussion, the Chairman has the right to cast the final vote.
7.8 Validation of the Grading Results
Following the completion of the grading, the Grading Committee will prepare a job
grading matrix. This is to provide a comparative overview of the final grades, and must
be fully discussed, amended if necessary, and agreed by the Committee prior to
bringing closure to the grading process.
7.9 Final Ratification of Grading Results
The grading results will then be submitted to the Executive Management of the
Organization for final ratification. In the event that the Top Management has concerns
regarding these results, they are not empowered to change the grades. They will
channel their concerns to the Grading Committee for consideration.
7.10 Confidentiality of Grading
The Grading Committee will observe total confidentiality of all activities and
discussions at all times during grading. This confidentiality shall not be broken at any
time in the future for any reason whatsoever.
8. PROTECTING AND MAINTAINING THE SYSTEM
8.1 Once the Paterson system has been installed, it is vital that it is maintained thus
ensuring that it remains relevant to the organization’s needs
8.2 Never re-grade a job unless there is an appropriate change in job content
8.3 No one individual is allowed to change job grades – only the Job Grading or
Appeals Committee can effect changes to the job grading structure
8.4 Always grade the job itself, not the person in the job. Job Evaluation is impersonal
and takes no account of the quality, competence or effort that a person brings into
the job.
8.5 Never grade jobs with people or salaries in mind.
8.6 The Grading Committee should meet at least once a year to evaluate jobs and/or
validate job grading matrix (or sooner if required).
8.7 The organization should adopt a Job Evaluation Policy which defines the job
evaluation parameters. Through this policy all Managers, Supervisors and
employees should understand the following procedures, which are detailed below:
8.7.1 Requests for Re-evaluation
Any dissatisfaction with a job grade must be conveyed by the employee to his/her
immediate supervisor, who will then liaise with the HR Department. A Request for
Review of Grading Form (Appendix II) will be completed by the employee and
submitted to the HR Department. The HR will check the job description in conjunction
with the employee and his/her Supervisor.
If there are any major changes in the job, the job description will be re-written and
submitted to the Appeals Committee. The decision of the Appeals Committee is final.
8.7.2 New Jobs
Where a new job is created, the HR will be responsible for having the job description
written and submitted to the Grading Committee. To the extent that this is possible, this
must always be done prior to the post being filled. However if this is not possible, a
provisional job grade is allocated by the HR department. Thereafter the job has to be
brought before the Grading Committee within a year and a substantive grade allocated
by the Committee.
8.8.3 Routine Checking Procedure
To ensure that the job description for each job is checked at least once every year, the
HR will draw up a schedule indicating which jobs are to be reviewed at what time. The
relevant line Supervisor will be responsible for ensuring that all job descriptions within
his/her area are checked according to the schedule, which will be predetermined in a
strictly routine order.
APPENDIX I
GRADING RECORD FORM
SILO FOOD INDUSTRIES
GRADING RECORD FORM
JOB NUMBER JOB TITLE
SBU
DIVISION DEPARTMENT
LOCATION DATE OF
GRADING
STAGE OF GRADING COMMENTS / REASONS IF NECESSARY
BAND
GRADE
SUB GRADE
------------------------------------- ----------------------------------
COMMITTEE SECRETARY (NAME) SIGNATURE
------------------------------------- ----------------------------------
COMMITTEE CHAIRPERSON (NAME) SIGNATURE
APPENDIX II
BANDING GUIDELINES
Additional Guidelines for Banding
1. Is this job at the top of the organization? YES F BAND

2. Does it involve making long term policy decisions with wide
limits of discretion, which establish criteria for internal
planning?
3. For example, do such decisions involve answering some or all
of the following questions:
a. What business are we in?
b. What markets are we in?
c. What production process should we use?
d. What finance should we use?
NO
1. Does this job involve decision on long term programmes,

YES E BAND
plans or budgets for major function/group of functions
where co-ordination across other major functions is a
critical activity?
2. Do such programmes, plans or budgets stem from
statements of policy and decisions made in F Band?
3. Does the job require the incumbent to set objectives for the
functional area(s) and to allocate resources to meet such
objectives?
NO
1. Does the job involve taking decisions to interpret the overall YES D BAND
programme and develop plans to make the programme work
within that functional area?
2. Do such plans detail the specific organization, systems and
processes which will be followed as routine procedures in the
future to meet the objectives of the programme?
3. Does the job involve the co-ordination of workers from
disciplines outside of the incumbent’s own skills area to ensure
optimum performance?
NO
1. Does the job involve deciding which process to use from those
YES C BAND
established either within the organization or in trade or in
occupational theory?
2. Does this job require that an incumbent have a thorough
understanding for the theory and/or systems behind the
processes used in the job before the job can be done
successfully?
NO
1. Are there aspects to this job which involve occurrences or

YES B BAND
situations which cannot be foreseen which means that the job
cannot be completely ‘procedurised’ and that the incumbent
must have some experience in the job before it can be done
successfully?
2. Does the job entail deciding how best to carry out the
operations, within the process which has been selected, i.e.
regarding tools, sequence, timing, etc
NO
1. Is the job completely defined, involving only simple decisions

YES A BAND
on how the elements of an operation are carried out, e.g. how
fast or slow to work?
2. Is the job defined by the very nature of the tool/implement to
be and the process of procedures in the work place?
3. Can the job be completely ‘procedurised’ with all possible
occurrences foreseen and catered for e.g. ‘if this happens, do
that’ – ‘if that happens, do this’
‘And if the other thing happens call the supervisor!’
GENERAL FACTORS REGARDING D-BAND JOBS (Interpretive Level)
❖ Interpretive aspect based on choice of best decision out of a spectrum of

possible decisions.
❖ Implications must be carefully considered as the impact could rebound.
❖ The Manager knows WHY people have to do certain things.
❖ Concerned with structures, systems, processes and procedures, rules and

regulations to support strategy
❖ Solutions must be carefully considered in the light of possible implications.
❖ Solutions are developed through active investigation and testing of possible

conclusions.
❖ Extensive knowledge and co-ordination of complex systems.
❖ Decisions are within general guidelines of :

▪ Company policies
▪ Translated company plans into working decision
❖ Must have authority to change relevant rules and regulations, and procedures.
❖ Retains right to interpret and decide on unique situations not covered.
❖ Must consider whole series of possibilities before making decisions.
❖ Tactical decisions – allocation of resources.
❖ Generally holds responsibility for department’s/ section‘s overall functioning and

procedural approach.
❖ Reviews, recommends on, department/sectional organization structures and is

held responsible for:
▪ Performance levels/measurements
▪ Departmental discipline/motivation of staff
▪ Appointment of staff
▪ Remuneration of staff
GENERAL FACTORS REGARDING C-BAND JOBS (Routine Level)
❖ Concerned with execution processes a process is an integrated combination of

tasks, which requires an understanding by the employee of the way in which
tasks have been combined before s/he can carry out the process at an
acceptable level of competency
❖ Qualifications and experience required.
❖ Has to understand the:

▪ Theoretical components
▪ Systematic components to operate successfully.
❖ Knowledge of procedures, systems and theory required to ensure the employee

is in a position to choose or take decision regarding which technique or routine
he will follow once the alternatives have been studied.
❖ The employee is matching:

▪ Routines
▪ Techniques
▪ Procedures to changing circumstances.
❖ Does not establish the rules
❖ Works within established processes, rules and regulations
❖ May devise new operations to suit situation
❖ Chooses which process to use
❖ Ability to determine the correct solutions to straightforward problems therefore

needs background knowledge
❖ Problems do not have a set pattern – can be solved by relating to past

happenings
❖ Supervision in terms of end results
❖ Allowed discretion in the way the job undertaken
❖ Clear rules do exist to govern general pattern of behaviour – general instructions

given
❖ Understanding of communication based on the full discipline
❖ Limited number of written documentation
▪ Technical data
▪ Works procedures
▪ Manuals
GENERAL FACTORS REGARDING B-BAND JOBS (Automatic Level)
❖ Basic skill can be taught
❖ Acceptable standard obtained by further experience
❖ Not all possible situations can be defined/envisaged
❖ The trainee cannot experience all skills and judgment in situations
❖ Once relevant experience gained, decisions become semi-repetitive
❖ A certain amount of discretion necessary to arrive at solutions
❖ Minimal degree of freedom allowed - supervision always available
❖ Actions subject to close control
❖ Scope of variation is limited
❖ Some choice required to select alternatives
❖ Preset courses of action
❖ Actions to be taken have been defined
❖ Knowledge of standardized routines

▪ Activities are essentially alike
▪ Limited number of routines
❖ Understanding of simple but varied communication
GENERAL FACTORS REGARDING A-BAND JOBS (Defined Level)
❖ Taught exactly what to do
❖ Once taught very little further experience needed
❖ Decision are so simple – they do not materially affect the acceptable standard of
performance
❖ Reacts on direct instructions, no independent decisions
❖ Responds to a single or very limited number of clues/information; these are clear

and alternative choices are obvious
❖ Errors have little impact and can usually be remedied by supervision
❖ Knowledge of basic requirements needed to perform job
❖ Responds to simple routine situations
❖ Strict supervision over actions
❖ No formal training required
❖ Maybe low level read/write
APPENDIX III
ADDITIONAL SUB-GRADING TECHNIQUES
ADDITIONAL SUB-GRADING TECHNIQUES
As stated, when jobs are being evaluated, generally the Grading Committee will
proceed as follows:
Band the job (into A to F)

Grade the Job (into Lower or Upper)
Sub-grade the job (into sub-grades 1 to 5)
Though the grading rules are detailed in Appendix III, the under mentioned are
additional techniques which should be followed to assist in placing the jobs more
accurately.
The Grading of Supervisory or Coordinative Jobs
A supervisory job can only be graded as such if the jobs being supervised are in the
same ‘decision band’. However, this does not prevent that job being graded at higher
level in the non-supervisory part of the next decision band, provided the job includes
tasks at that level.
It may become necessary to increase the number of grades for the supervisory/
coordinative part of a decision band in order to differentiate between the amount of
supervision required in comparable jobs. However, there should not be more than two
sub-grades for each supervisory portion of a band.
When it becomes necessary to compare supervisory jobs, the first criterion will be the
number of people from the same decision band who are being supervised (span of
control). Theoretically the larger the span of control, the more difficult the job becomes.
The second will be that a person who supervises several different types of work has a
more difficult job than a person supervising only one or two types of activities.
Geographical location and environment will also be taken to account at this time.
Grading of Staff Posts
The grading of staff (as opposed to line) posts is often difficult because the incumbent
often provides the analysis of alternatives and recommendations to their superiors for a
final decision. Thus the decision-making in these posts is often at a low level. To
overcome this it is necessary to relate the work done and the recommendations made
to the position and grading of the incumbent’s superior. Because this is a subjective
process such grading should only be done at the end of the grading session, so that
comparisons can be made, and care taken to ensure conscientious review.
Grading Jobs Affected by the ‘Continuum of Skills’ Issue
Occasionally, there is a job, which requires a very high level of skill, but the incumbent
is not required to supervise others in the same Band. When this occurs, the Grading
Committee sometimes finds it very hard to accept that the job must be graded in the
lower half of the Band. The Chairman of the Grading Committee should always insist on
grading according to the rules, but be prepared to review such cases at the end of the
grading exercise. In such instances, one recognizes that there is a continuum of skills,
and the jobs are graded to meet the needs of the organization.
Additionally
It should be remembered that though the ‘decision making’ factor appears to stand
alone, the level of decision making in a job is in fact, impacted by a variety of other
factors. These should be taken account of when the job is assessed:
❖ Amount of planning in the job

❖ Time elapsed between making a decision and knowing if it is right
❖ Reporting authorities
❖ Supervisory input
❖ The short/ medium/long term planning
❖ Stress (pressure)
❖ Tolerance (degree of accuracy)
❖ Variety (number of different elements)
❖ Sequence (length of cycle or process required in a job)
❖ Complexity
❖ Education/ training/ qualifications required
❖ Physical effort
There are many other additional guidelines in the sub-grading rules, which, for the lower
grades, revolve principally around the education and experience required for the job.
For example, a Band A1 job would only require ‘training’ for approximately an hour, with
no experience. A Band B1 job would require training for approximately 1 month to 1.5
years and approximately 1 year’s experience, and a Band C has to have a minimum of
3 plus years training/experience.
The assessment of the higher Bands D, E and F is more subjective, as the guidelines
are not so exact. However, based on the job descriptions, and on the Committee’s
knowledge of the organization, its existing structure, corporate/divisional objectives,
strategy, long term planning and so on, the Bands and Grades can be set fairly easily.
Additional, cognizance has to be taken of all the points listed above, and of the guide
lines provided in the grading rules.
If the jobs are written up and analyzed fully, there is no doubt that the resultant grades
will meet the needs of the organization, and are as accurate as they will be under any
other Jon Evaluation system.
In Bands A, B and C consideration should be given to the following degrees of
frequency:
❖ Few decisions: taken at leisure with no great pressure although occasional peaks
may bring in an element of urgency.
❖ Frequent decision: under normal pressure. On some occasions immediate
decisions are taken.
❖ Frequent decisions: under variable but definite pressure. Peaks in work load may
create time stress or the continuous pressure allows for only occasional breaks.
In Bands D and E consideration should be given to these degrees of frequency:
❖ Frequent decisions: under normal pressure but variable with peaks in work load
creating time stress.
❖ Frequent decisions: under continuous pressure allowing for only occasional
breaks.
❖ Numerous decisions: under great pressure with regular, even conflicting deadlines
which bring definite time stress throughout the working day. There will often be the
requirement to work overtime.
APPENDIX IV
REQUEST FOR A REVIEW OF GRADING
FORM
SILO FOOD INDUSTRIES
REQUEST FOR REVIEW OF FORM
JOB TITLE…………………………… JOB NUMBER…………………………...…
DATE OF REQUEST………………. CURRENT GRADE………………………...
DATE OF GRADING………………… DIVISION…………………………………...
DEPARTMENT……………………….. LOCATION…………………………………
REASONS FOR ASKING FOR A REVIEW (Please tick appropriate box)
NEW JOB
JOB CONTENT HAS CHANGED
JOB DESCRIPTION IS INACCURATE
GRADING APPEARS WRONG WHEN COMPARED TO SIMILAR JOBS
COMMENTS (Please explain the problem in a few short sentences)
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
………………………………………………………………………………………………
The New/Amended Job Description is attached (where there is NOT a

NEW Job Description please highlight the new elements of the
description)
SIGNED……………………………….
INCUMBENT………………………………... DATE………………………………
SUPERVISOR……………………………….. DATE………………………………
LINE MANAGER………..…………………… DATE……………………………
GUIDELINES FOR GRADING JOBS
Characteristics of the Kind of Examples of Limits of Discretion Grade Characteristics of Sub Grades
Band Decisions Typical Titles Given/chooses From Decides on/ Determines
BAND F: POLICY DECISIONS
At the top of the organisation,making
decisions framing the policy affecting the Co o rdinating M anaging Laws o f the co untry, P o licy in all majo r areas No rmally Co o rdinato rs o f F Lower emplo yees who make
entire enterprise. These decisions are P o licy Directo r eco nomic co nditio ns, o f o peratio n. F2 'P o licy' Decisio ns
regarde as being superior to any other bro ad market co nditio ns, Fo r example:
decisions. They are associated w ith broad P o litical climate, M anufacturing
level management and give overall direction availability o f finance and P ro ductio n
to the organisation. The limits are w ide and P o licy Executive demo graphic Financial The emplo yees make 'P o licy' Decisio ns
in many cases only specified by the law s Directo rs co nsideratio ns M arketing F1
of the land. Ususally decisions made at P erso nnel
Board level.
BAND E: PROGAMMING DECISIONS
Within the limits set by the policy, the Co o rdinating General
execution is broadly planned or pro gramming M anager P o licy directio n in majo r The o rganisatio n E2 No rmally co o rdinato rs o f E Lower emplo yees who make
programmed for the major functions such areas o f the o peratio n. structure o f majo r P ro gramming' Decisio ns.
as production, sales, marketing, personnel A ssist G.M Fo r example: functio nal areas; Overall
and finance. Includes establishing capital P ro gramming M arketing P ro ductio n pro grammes;
investments and budgets. Long term M anager Finance Relatio nships and interlink E1 The emplo yee makes 'P ro gramming' Decisio ns
planning done at this level affects jobs P ro ductio n M arketing between majo r functio ns
graded at the same level or below . M anager P erso nnel to ensure co o rdinatio n;
Financial Engineering M ajo r o perating
Co ntro ller o bjectives.
BAND D: INTERPRETIVE DECISIONS
The limits of discretion for interpretive Departmental
decisions are set by the master plan, Co o rdinating M anager P ro gramme P ro cess, systems and D5 No rmally Co o rdinato rs o f grade 4 level emplo yees
programme or budget. The interpretive Interpretive Senio r P ro ject M ajo r Objectives pro cedures. Rules and
aspect comes from the choice of a best Engineer M ajo r functio ns regulatio ns. Lo calised D4 No rmally Co o rdinato rs o f grade D lo wer emplo yees
decision out of a range of possible courses P erso nnel B ro ad Organisatio nal plans/ pro grammes.
of action ( decisions). The limits of this M anager structure Interpretatio ns no t
range are set by the programme. These Interpretive Senio r co vered by exisiting rules. D3 Wide spectrum o f 'interpretive' decisio ns are made. Generally
decisions often involve determining the Engineer P lant manuals. Details o f has in-depth kno wledge o f the co mpany po licies, pro ceedures
best use of available manpow er, money A cco untants o rganisatio n and allo catio n and autho rity to change rule and regulatio ns within the limits o f
and machines to achieve the targets M anagement o f respo nsibility within area discretio n. M ust have ability to co nsider the who le 'picture'
agreed in the programme. Outcomes at A cco untants o f influence. and all the po ssibilities/ cho ices arising within the relevent
this level are normally probabilistic Operatio ns rules and regulatio ns
M anager D2 A 'Spectrum' o f several 'interpretive' decisio ns are made
Training Will generally kno w co mpany rules and regulatio ns well, and
M anager be able to make accurate decisio ns with this kno wledge
B ranch Sho uld be able to asses mo st o f the cho ices/ po ssibilities
M anager o ffered at the time and decide the best metho d to fo llo w
Chief Industrial
Engineer D1 A few 'interpretive decisio ns are made. Generally has the same
Superintendant ability and kno wledge, but no t neccesarily the same
experience, as the next level within the D B and. Will be
expected to make decisio ns based o n a 'pro bablistic' cho ice
within particular circumstances, but will o nly be expected to
accept the full acco untability fo r cho ices made at his / her
o wn level (majo r decisio ns invo lving co mpany rules/
regulatio ns and similar sho uld be referred upwards.
BAND C: ROUTINE DECISIONS
The rules and pro ceedures have been set o ut by Service M anager
the interpretive decisio ns. What is to be do ne has Co o rdinating Wo rksho p P ro cess Operatio ns ie ho w the rule C5 No rmally Co o rdinato rs o f Grade C4 emplo yees
already been decided and the next level o f decisio n Ro utine M anager Established practice will be applied to the
(ro utine) is the cho ice in which it is to be carried o ut Fo reman Rules and Regulatio ns particular pro blem in hand. C4 No rmally Co o rdinato rs o f C B and emplo yees
The emplo yee is co ncerned no t o nly with Sectio n Leader Systems Fo r example, a chief clerk
o peratio ns but also with pro cess. (A pro cess is an Trade Kno wledge will decide ho w the statistics
integrated co mbinatio n o f o peratio ns which Ro utine Draughtsman will be tabulated, o r ho w a
requires an understanding by the emplo yee o f the P lanner return will be co llated in the C3 There sho uld be a 'wide' range o f 'Ro utine' Decisio ns made at
way in which o peratio ns have been co mbined Chief Clerk light o f the needs o f the this level. The emplo yee, with the requisite kno wledge/ skill s/
befo re he can carry o ut the pro cess at an Inspecto rs acco untant, o r ho w a filing experience has a very large variety o f pro cess to cho o se fro m.
acceptable standard). It o ften means that the Technician system sho uld be o rganised. He/ she is wo rking to stricter requirements and the 'to lerances'
emplo yee must acquire qualificatio ns o r Tradesman demand are very much finer than fo r the lo wer level o f
co nsiderable experience (3+ years) which will decisio n bands.
ensure that he will understand the theo ratical and/o r
systematic co mpo nents o f the pro cess. Since the C2 Several 'Ro utine' Decisio ns are made. The emplo yee will have
pro cess demands a kno wledge o f pro ceedures, the neccesary kno wledge/ qualificatio ns fo r the C band, but
systems o r theo ry, the emplo yee is in a po sitio n to will pro bably need additio nal experience within the o rganisatio n
cho o se o r take decisio ns regarding which technique to co pe with the extended ro utines/pro cesses o f the
o r ro utine he will fo llo w o nce he has summed up particular jo b. The emplo yee will have a large variety o f
what the requirements o f the particular situatio n are. pro cesses to cho o se fro m, and the 'cycle o f activities' will
The end result o f what is needed is decided fo r him. be lo nger than that at C1.
fo r example, keeping a set o f acco unts to meet an
acco unting system and pro ducing financial
statements, o r turning a metal o bject to C1 Few 'Ro utine' Decisio ns are made. The emplo yee has to
specificatio n o r replacing the brakes o f a car. understand the theo ratical and systematic co mpo nents to
He is matching ro utines, techniques, pro ceedures o perate his/ her jo b successfully. The emplo yee ho wever,
to changing circumstances. is expected to wo rk within a limited cho ice o f pro cesses,
Outco mes o f this level are no rmally pre-determined and do es no t take acco untability fo r jo bs with extensive
and the decisio ns taken are ro utne. ro utines/pro cesses. The cho ice o f pro cesses and the 'cycle
Requires mo re than three years co ntinuo us training, o f activities' are limited.
and/ o r experience after a basic level o f educatio n.
BAND B: AUTOMATIC/ DISCRETIONARY DECISIONS
This invo lves wo rk in which the pro cesses are B5 Co o rdinates B 4 emplo yees. This is also an advanced training
defined and freedo m o f cho ice is restricted to the Superviso ry/ Chargehand Operatio ns. ( Ho w do the Elements that make up the grade between semi skilled jo bs.
o peratio ns. Co o rdinating Senio r Typist o peratio ns wo rk?) o peratio n, fo r example, B4 The emplo yee is no rmally a Grade B 3 emplo yee. A dditio nally
So me decisio ns have to be learnt in the jo b A uto matic Senio r Driver arithmetical calculatio ns he has extensive experience with the department o r in a
because decisio ns have to be made o n ho w to do within given fo rmulae, o r similar jo b, and he no rmally supervises B B and emplo yees.
the o peratio ns in the jo b. adjustment o f machinery B3 The emplo yee is no t fully skilled. Ho wever he has develo ped,
B asic skills can be taught but befo re an acceptable A uto matic Operato rs within prescribed limits. with experience, so that he can carry o ut departmental
standard o f perfo rmance can be o btained, Clerks ro utines: neither is he left fully o n his o wn in this type o f wo rk.
additio nal experience and practice is necessary. Typists is generally respo nsible fo r several 'cycle o f activities' and
The why,what, where and when o f the jo b is decided Receptiio nist has mo re jo b related experience than the lo wer levels.
fo r him Drivers B2 The cycle o f activities is lo nger than at B 1Level and
The way in which his part o f the jo b fits is also Security Guards presents a mo re varied array o f cues fo r the emplo yee to
decided fo r him. respo nd to .Once acceptable standards o f perfo rmance have
He has to decide, in additio n to the best been reached, jo bs may still beco me semi- repetitive.
mo vements to do the o peratio n, the best to o ls o r P revio us experince in a related B and B jo b may be
equipment to use fro m within a limited range. required and/o r additio nal training is necessary.
He do es no t kno w immediately, but within a The jo b requires skill in a variety o f o peratio ns perfo rmed
sho rt time( o ne day to two mo nths) whether the within a department. A kno wledge o f ho w these o peratio ns
jo b has been do ne co rrectly. fit to gether impro ves skill in perfo rming these o peratio ns.
No t all po ssible situatio ns in which the emplo yee The emplo yee can learn all these o peratio ns and ho w they fit
will find himself o n this jo b can be envisaged. to gether and can be left o n his o wn with:
Once the skill and experience have been acquired, fo rmal training after 4-6 mo nths
the incumbent can perfo rm the tasks auto matically, o n-the-jo b experience in abo ut 1year
fo r example, driving a mo to r vehicle o r o perating B1 The cycle o f activities is limited and o nce acceptable
certain machinery. level o f basic skill has been reached , the jo b beco mes semi-
Co ntinuo us training required is mo re than o ne repetitive.
mo nth and up to three years. can be taught familiarity with the basic equipment /fo rms/
o peratio ns and ho w to make decisio ns within 3-4 weeks.If
taught o n the jo b, where the cycle o f o peratio ns takes lo nger,
within three mo nths
Superviso rs o f B and A emplo yees
BAND A: DEFINED DECISIONS
These are called defined decisio ns because with Defined Operato r Elements o f the jo b ( I.e. Speed o f o peratio n A3 The cycle o f activities is greater and the cues may be mo re
very little training the emplo yee kno ws exactly what Tabulating the very small parts o f the co mplex. To lerances demanded in the o peratio n are finer.
to do and has few o r no decisio ns to make with the Clerks jo b e.g. dusting the o ffice) The variety o f pro cesses is larger.
exceptio ns o f ho w fast o r slo w he wo rks. Labo urer
The Why, Where, Ho w, What and When o f the jo b to M essenger
be do ne is decided fo r him.
The equipment to be used in perfo rming the jo b is A2 So me training befo re he/she can be left o n his/her o wn and
clearly laid do wn (specified). expected to do the jo b pro perly
The mo vements used in the jo b are clearly laid do wn Greater skill and kno wledge thro ugh experience
o r self-evident. Very heavy physical effo rt
If there are different ways o f do ing the jo b, they make M o re than o ne cycle o f 'activity.'
no real difference to the end result, fo r example,
fro m which co rner to start sweeping the ro o m.
The emplo yee do es no t have to kno w ho w his jo b
fits in with any o thers to co mplete the jo b A1 Simple defined wo rk
satisfacto rily. Requiring little o r no training
Whether o r no t the jo b has been succesfully do ne Cues to respo nd to are limited in number
is kno wn immediately. Tasks are predo minantly o f a manual labo uring nature,
Once taught, he can perfo rm the jo b to an fo r example fetching, carrying, lo ading, sweeping:o r if clerical
acceptable standard witho ut any further experience simply invo lving transpo sitio n o f info rmatio n fro m o ne
in the jo b beyo nd what he o btained in the training do cument to ano ther
perio d. Lo w to medium effo rt mo st o f the time
Training perio d minimal (less than 1mo nth-
no rmally a few ho urs to a few days).
N.B Superviso rs o f Grade A jo bs are placed in B 1

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Paterson JOB EVALUATION MANUAL

MARCH 11, 2022

1. Understanding Job Evaluation 2

2. Benefits of Job Evaluation 2

3. Important Stages of the Job Evaluation Process 3

4. Principles of Job Evaluation 3

5. The Paterson Job Evaluation System 4

6. The Job Grading Committee 7

7. Paterson Job Grading Procedure 8

8. Protecting and Maintaining the System 10

Appendix I Grading Record Form

Appendix II Banding Guidelines

Appendix III Additional Sub-grading Techniques

Appendix IV Request for Review of Grading Form

1.2 Job evaluation does not consider individual characteristics, personality or

Job grading isn’t concerned about individual characteristics, volumes of work,

2. BENEFITS OF JOB EVALUATION

❖ Accounting for organizational changes and their impact on jobs

❖ Determining the relative importance of jobs in an organization

❖ Providing a basis for equitable and consistent remuneration structures

❖ Outlining job relationships and job limits

❖ Instilling discipline in the design of jobs

❖ Knowing all jobs and job holders

❖ Comprehensive understanding of the organization structure with regards to:

3. IMPORTANT STAGES OF THE JOB EVALUATION PROCESS

❖ Selection of a job evaluation system

❖ Review of strategy and organization structures

❖ Designing a job description template aligned to the chosen system

❖ Deciding on project implementation structures

❖ Selection and training of Job Analysts

❖ Job description writing process

❖ Selection and training of Job Grading Committee

❖ Selection and training of Job Evaluation Appeals Committee

❖ Grading of all jobs in the organization

4. PRINCIPLES OF JOB EVALUATION

❖ Always examine the job itself, NOT the jobholder

❖ Evaluation must be based on consensus of opinion – team based approach

5.6 The level of complexity/difficulty of decisions increases from completely Defined

Decision Organizational Level Type of Decision

E Executive Management ▪ Programming Decisions

D Senior/Middle Management ▪ Interpretive Decisions

C Advanced Operational ▪ Routine Decisions

B Operational ▪ Automatic Decisions

A Basic ▪ Defined Decisions

Band F – Policy Making Decisions (Top Management)

Band E – Programming Decisions (Executive Management)

Band D – Interpretive Decisions (Senior/Middle Management)

Band B – Automatic Decisions (Semi-skilled/Operational Staff)

Band A – Defined Decisions (Basic/Primary-Skilled Staff)

Band Decision Grade Organizational Level

Coordinating 11 Top Management

Coordinating 9 Executive Management

Coordinating 5 Advanced Operational/

Advantages of the Paterson Job Evaluation System

❖ It is an international system, which is recognized by the International Labour

❖ It provides a fair base for establishing the relative worth of jobs.

❖ It is easily understood and explained at all levels in the organization

❖ All jobs across the organization are treated the same

❖ It is versatile and flexible. Since it is based on a common factor it is appropriate

6. THE JOB GRADING COMMITTEE

6.1 Composition of the Grading Committee

Chairperson: A Senior Manager/HR Official/Consultant

Committee Members: Management & Employee Representatives