JOB

EVALUATION
RESULTS FOR THE
PUBLIC SECTOR
November 2016
 Salaries & Remuneration
Commission
R e w a r d i n g p r o d u c t i v i t y

Background
The Government of Kenya through the Salaries and Remuneration Commission has initiated
reform in far reaching public sector pay based on the principle of “equal pay for work of
equal value”. The immediate objectives of the reforms were (1) to achieve internal equity
within and across public sector organizations/institutions and (2) to ensure external competi-
tiveness (i.e., to attract and retain competent workforce into the public service). The broad
aim of the pay reform is to achieve effective service delivery. To ensure acceptability among
all the stakeholders, the reform were guided by the principles of fairness/equity (i.e., equal
pay for work of equal value), consistency (i.e., all activities/actions in the reform process will
be based on same principles), transparency (i.e., openness in all the processes leading to
the adoption of a grading structure and salary structure), and most importantly sustainability
(i.e., must be cost-effective in order to maintain the grading and salary structures for a
reasonable period of time). In view of these Commission undertook a Job Evaluation
Exercise for the Public Service in 2015/16 financial year.

Objectives of the Job Evaluation Exercise

The ultimate objective of undertaking a job evaluation in the public service to attain a
harmonized grading structure and address any existing remuneration and benefits
disparities and inequities in the public service. The Commission identified Job Evaluation as
a strategy to achieve competitive public sector remuneration and benefits package.

What Did We Set Out To Do

In June 2015, His Excellency, the President Hon. Uhuru Kenyatta, launched the Job
Evaluation exercise. The exercise covered the entire Public Sector that was clustered into
seven sectors for ease of execution. The sectors are: The Civil Service; County Government;
Service and Regulatory State Corporations; Commercial and Strategic Corporations;
Constitutional Commission, Independent Offices and Teaching Service; The Disciplined
Services; Public Universities, Research and Tertiary Education Institutions.

The Commission procured three (3) consultants who undertook the exercise for five (5) of
the sectors. The other two, i.e. the disciplined Services, Public Universities Tertiary and
Research Institutions are yet to be completed.

Table 1: List of Consultants, JE Tool Used and Sectors Covered

Consultant JE Tool Sectors
PricewaterhouseCoopers (PWC) REMeasure 1. Constitutional Commissions, Independent
Offices and Teaching Service;
2. County Government

Ernest and Young (EY) Role Value Index (RVI) 1. Civil Service
1. Service and Regulatory state corporation
Deloitte and Touché T.A.S.K 2. Commercial and Strategic State
Corporations

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 Salaries & Remuneration
Commission
R e w a r d i n g p r o d u c t i v i t y

How the Assignment was Carried Out

Job Evaluation for the Public Sector was a massive exercise involving a large number of
participants. Stakeholder involvement was key from the onset to ensure that everyone
understood what was happening and responded to every query on the way. The Data
Collection for the assignment took six (6) months. Thereafter the evaluation process began.
The JE process involved the following nine steps:
1. Stakeholder Sensitization
2. Training of Job Analysis Teams (JATs);
3. Administration of Job Analysis Questionnaires (JAQs);
4. Validation of the JAQs;
5. Development of Job Descriptions;
6. Validation of Job Descriptions Manuals;
7. Job Evaluation;
8. Development of a Grading Structure;
9. Undertake Salary Survey and Development of a Salary structure

Sensitization workshops were held with senior management in every institution. The media
was also sensitized where several news and publications editors and journalists meetings
were held in preparation for the exercise. Training was undertaken for all those who were to
be involved in the Job Evaluation exercise especially the Job Analysts. Visits were also made
to the institutions severally before the final signed off Job Manuals were collected.
The Grading Structure
The Paterson philosophy of Job Evaluation was used to determine the grading structure. The
Philosophy is pegged on Decision-making as a key factor. It is based on the premise that
each and every job makes a decision irrespective of where it is graded. Decision making can
be applied to all types of jobs and levels. The Philosophy is analytical, objective and not
biased. It is simple and easy to understand as ALL jobs are graded in the same system; and
finally the grading is decided by a panel and NOT an individual.

Table 2: Description of Paterson Band by Type of Decision Made

Band Band Description Decisions Made
E Top Executives & Most senior specialists, Heads of Institutions Strategic Decisions

D Senior and Middle Management & High level specialists, Heads Tactical Decisions
of departments & Section Heads

C Supervisors and high level skilled officers Specialized

B Skilled and low level supervisory staff Discretionary
A Semi-skilled workers Basic

Each of the band has five levels save for band A, which has three levels e.g. Band E has E1, E2, E3, E4
to E5 being the highest level.

Methodology
Before a job was evaluated, information about the job was collected from all the public institutions using
a job analysis questionnaire (JAQ). Information from the JAQs was used to develop job descriptions (JDs),
which formed the JD manuals for each institution. The JD manuals provided the primary information that
was used to evaluate each job.

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The JE Results
Commission
R e w a r d i n g p r o d u c t i v i t y

A Job Evaluation in the Counties

Job Evaluation was undertaken in the 47 Counties by PricewaterhouseCoopers. The

total number of Jobs evaluated were 20,382. A majority of these Jobs were found to
be in Band “C” accounting for 57% of all Jobs. Band “A” and “E” jobs accounted for
only 1% of the jobs evaluated.

Table 3: Distribution of Evaluated Jobs in the Counties

Paterson Band No. of Jobs Percentage

A 233 1
B 4,188 21
C 11,592 57
D 4,249 21
E 120 1
Grand Total 20,382 100

Table 4: Grading Structure for County Government

Strategic Level Paterson Sample jobs falling in the Decision Level

Band grade levels

Strategic E Band Chair CPSB Senior Management, heads of major

functions, programming decisions

Tactical D band Clerk to the Assembly Professionally

Vice Chair CPSB qualified and
Board Member experienced
Chief Officer Specialists,
Directors Middle Management, interpretive
Deputy Directors
decisions
Assistant
Directors

Specialized C Band Officers II Skilled, technical and academically

Officers I qualified employees, Junior
Senior Officers Management, Supervisors, Foremen,
Chief Officers Superintendents, routine or process
Principal Officers decisions

Discretionary B Band Clerical Officer Discretionary, Operative,

Drivers Sub-System or Automatic Decisions
Morgue Attendant
Officer III

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 Salaries & Remuneration
Commission
R e w a r d i n g p r o d u c t i v i t y

B Job Evaluation for the Teaching Service

The Job Evaluation for teaching service was conducted by Price Waterhouse Coopers. Initially
out of the three hundred thousand strong teaching force, only 32 jobs were identified.
However, because of the need to provide a career path for the administrative positions, an
additional 61 jobs were identified and agreed by all stakeholders, making the total number of
jobs in the teaching service to 93.
The largest group of Teachers were in “Job Group G” comprising about 30% of the teachers
in the country. Under the Paterson grading these are mainly at discretionary level of decision
making. The highest Role was in job group P, Q, R that was mapped to grade D1 in the
Paterson Banding. The Job Evaluation introduced a new level of career path for teachers.
Those in administration shall be absorbed in Band “D” from D2 to D5. Since these jobs are not
currently occupied, they will have to be filled.

C Job Evaluation for the Civil Service

Job Evaluation for the Civil Service was undertaken by Ernest and Young (EY), and all roles in
the 21 ministries were evaluated. The total number of jobs evaluated in this sector was 3,010
at the time. The result indicated that 4 in every 10 jobs were Band “C” jobs. There were less
than 1 percent jobs in Band “A” indicating either very few roles in the band or the roles played
by those in grade A have been outsourced.

Table 5: Number and Percent Distribution of Roles in the Paterson Band

Grade Total Number of Roles Percent (%) distribution
E 269 8.94
D 795 26.41
C 1,412 46.91
B 516 17.14
A 8 0.60
TOTAL 3,010

The Current civil service structure has 23 levels from job group A to Job Group T. Where A is
the lowest and T is the highest. This grading has been harmonized with the grading structure
in the whole of the public sector. The grading will run from job group B1 to job group E5 with
20 levels down from the previous 23 levels. Job groups A1, A2, and A3 have been merged to
form the new grade B1 as shown in table 6.

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 Salaries & Remuneration
Commission
Table 6: Grading Structure for the Civil Service R e w a r d i n g p r o d u c t i v i t y

Skill level Paterson Evaluated roles (samples) Level of job/function

band

Strategic E Director, Secretary Top executives & most senior

Director, Secretary, Ambassador, Registrar, Commissioner, specialists (Heads of
Deputy Commissioner, Chief Officer, Principal, institutions)
Chairperson, Senior Deputy Director

Tactical D Senior Deputy Director, Deputy Director, Chief Officer, Senior and Middle
Director, Principal, Senior Assistant Director, Assistant Management & High level
Director, Deputy Director, Senior Deputy Administrator, specialists (Heads of
Deputy Chief, Senior Assistant Director, Senior Assistant departments & Section heads)
Commissioner, Assistant Commissioner, Senior Principal
Superintending, Principal Superintending, Deputy
Commissioner, Chief Economist, Senior Assistant Director,
Assistant Director, Deputy Chief Economist, Senior
Principal, Principal, Chief Superintending,

Senior Principal Superintendent, Principal Officer, Senior

Specialised C Principal Officer, Senior Foreign Service Officer, Senior Supervisors and high level
Superintending Officer, Principal Lecturer, Chief Officer, skilled officers
Senior Economist, Senior Officer, Principal Assistant
Officer
Senior Officer, Engineer I, Chief Assistant, Chief Officer,
Lecturer I, Senior State Counsel, State Counsel I&II,
Deputy Chief, Assistant Chief, Assistant Secretary,
Assistant Administrator, Geologist I, Geochemist I,
Geophycist I, Economist I, Senior Officer, Senior
Assistant Officer, Officer II, Assistant I

Assistant Officer I,II&III, Senior Assistant I, Intern,

Discretionary B Senior Inspector, Senior Technologist, Technologist Skilled and low level
I,II&III, Chief Technician, Technician I,II&III, Assistant supervisory staff
Officer I,II&III
Chief Driver, Senior Charge Hand, Charge Hand, Senior
Office Assistant, Chief Clerical Officer, Superintendent
Artisan, Artisan, P1 teacher, Office Assistant, Senior
Driver, Driver I, Driver II

Basic A Officer III, Support Staff, Operator III, Attendant III Very low-skilled basic workers

D. Constitutional Commissions and Independent Offices

This sector has 16 Constitutional Commissions and two (3) independent offices as a
established in the Constitution. Sixteen (16) out of eighteen (18) Institutions were evaluated
in this sector. The total number of jobs evaluated in the 16 Institutions were 1,881
distriburated as shown below in figure 1
There is no standard grading structure for the
Figure 1: Distribution (%) of evaluated Jobs commissions or independent offices. Current
grade levels range from eight levels to 16 levels
across different institutions. Thirteen (13) of the
7% 16 institutions in the sector had over 50% of the
A jobs analysed being from the support functions
21%
B departments. The following was found about
30% the Constitutional Commissions and
C Independent Offices: Thirty (30) percent of the
institutions were new and in the process of
D reviewing their structures; there was mismatch
42% E of job titles from the actual jobs; some
institutions had tall structures across
institutional job levels with a variation of 16
levels in the tallest to six levels in the shortest.

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 Salaries & Remuneration
Commission
R e w a r d i n g p r o d u c t i v i t y

Table 7: Commission and Independent Officers Grading Structure

Skill level Paterson Evaluated sample jobs across Job level within the organization
Band various levels

Strategic E Directors Top executives & most senior

Deputy CEOs specialists (Heads of institutions)

Managers
Tactical D Assistant Deputy Directors Senior and Middle Management &
High level specialists (Heads of
Senior Managers departments & Section heads)
Assistant Directors
Specialized C Deputy Directors

Officers
Executive Assistants
Supervisors and high level skilled
Senior Officers officers
Supervisors
Discretionary B Principal Officers

Drivers, Secretary,
Clerical Staff, Low level skilled supervisor level
Assistant Officers

Support Staff
Basic A Tea persons Semi-skilled basic workers
Messengers

E. Service and Regulatory State Corporations

Job evaluation for the Service and Regulatory State Corporations was undertaken by Deloitte and
Touché consulting firm. All roles in 95 Institutions out of 102 State Corporations were evaluated.
The total number of jobs evaluated in the institutions were 8,349. Some of the key observations
made during the job Evaluation include:

• No standardized grading structure for

the State Corporations; Figure 2: Distribution (%) of Jobs by Paterson Band
• Some institutions had no grading
structure; 1%, 102,E 8%, 689,A
16%, 1343,D
• Misalignment of jobs in the
organization structure, job A
descriptions and reporting lines;
B
• Lack of, or poor quality of existing job 31%, 2592,B
descriptions; 44%, 3623,C C
• Overlaps and duplication of roles in D
institutions and roles across
E
departments; and
• Lack of a standardized competency
framework within institutions and
sector.

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 Salaries & Remuneration
Table 8: Grading Structure for Service and Regulatory State Corporations Commission
R e w a r d i n g p r o d u c t i v i t y

Skill level Paterson Grades Level of job/function Evaluated Roles

Strategic Band E Top executives & most Chief Executive Officer/Registrar, Chief Executive Officer,
senior specialists Executive Director/Chief Executive Officer, Managing
(Heads of institutions) Director, Director General, Managing Trustee, General
Manager, Commission Secretary, Commissioner General

Band D Senior and Middle General Manager (HR, Finance, Supply Chain, Corporate
Management & High services, Operations etc.), Director, Commissioner,
level specialists (Heads Deputy Registrar, Head of Department, Chief Manager,
of departments & Medical Specialist, Manager, Deputy Director.
Section heads)

Specialised C Band Supervisors and high Manager, Assistant Manager, Deputy Manager, CT
level skilled officers Administrator, Senior Officer, Management Accountant,
Principal Officer, Chief Accountant, Chief officer, Principal
Engineer, Chief Economist, Pharmacist, PA to Managing
Director; Pharmacist,

Discretionary B Band Skilled and low level Superintendent, Assistants (HR, Admin, Accounts,
supervisory staff operations, Supervisor, Clinical Officer, Lab technologist,
Technician, Administrator, Pharmaceutical Technologist,
Librarian, Curator, Security Officer, Secretary

Basic A Band Very low-skilled basic Cook, Clerk, Office Assistant, Security Guard, Messenger,
workers Cleaner, Charge Hand, Copy Reader, Driver, Telephone
Operator, Receptionist, Waiter, Artisan, Farewell Home
Attendant/Mortician, Hospital Porter, Grounds man.

F. Commercial and Strategic State Corporations

All roles in 47 out of 51 institutions were evaluated totalling 5,723. Observations made were
similar to those of the Service and State Corporations.

Figure 3: Distribution of Jobs in Commercial and Strategic State Corporations

3000
C,2613
2500

2000
B,1778
Count of Band

1500

1000 A, 849
D,422
500 E,61
A,15% B,31% C,46% D,7% E,1%
0
A B C D E

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Commission
R e w a r d i n g p r o d u c t i v i t y

Table 9: Grading Structure for Commercial and Strategic State Corporations

Skill level Paterson Level of job/function Evaluated Roles
Grades
Strategic E Band Top executives & most Managing Director, Managing Director & Chief
senior specialists (Heads Executive Officer, Postmaster General, Managing
of institutions) Commissioner, Chief Executive Officer, Executive
Director, Resident Director & Chief Executive, General
Manager.

Tactical D Band Senior and Middle General Manager, Manager (HR, Finance, Supply Chain,
Management & High Corporate services etc.), Director, Head of Department,
level specialists (Heads Manager, Chief pilot, Medical Officer
of departments &
Section heads)

C Band Supervisors and high Manager, Assistant Manager, Deputy Manager, Deputy
level skilled officers Director, ICT Administrator, Senior Officer,
Management Accountant, Principal Academics, Principal
Officer, Chief Accountant, Chief officer, Principal
Engineer, Chief Economist, Contract specialist etc.,

Superintendent, Assistants (HR, Admin, Accounts,

Discretionary B Band Skilled and low level operations, Draughtsman, Supervisor, clinical officer,
supervisory staff Lab technologist, clerk of works, Technician,
Cartographer, Shift supervisor, Administrator, Data
clerk, Deputy head Teacher, Teacher, Inspector of
works, etc.

Basic A Band Very low-skilled basic Store keeper, Electrician, Artisan, Operator, Driver,
workers Attendant, Clerk, Designer, Room steward, Sales
associate, Cashier, Chauffer, Plumber, Cook, Waiter,
Foreman, Porter, Storekeeper, Caretaker, Welder,
Switchboard operator, Mechanic etc.

Harmonization
One of the main objective of the JE exercise was to measure the worth of jobs in the public service
with the aim of reducing disparity through a harmonized grading structure. The harmonization
phase was the last in the Job evaluation process. This phase was meant to look into the different
grading structures from the different JE systems and develop one structure where each sector can
derive their identity. In other words the harmonization is to ensure that the public sector has one
structure that can house all other structures in the public service. Once a harmonized structure is
in place, it is possible to find a role and its equivalent across the public service. The result of the
harmonization is a master structure where all the 40,903 jobs evaluated can fit. The harmonization
process followed the following steps:
Step 1: Moderation of Scores per Sector;
Step 2: Rationalization of Results in each Sector;
Step 3: Policy; and
Step 4: Rationalization Process.

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Commission
R e w a r d i n g p r o d u c t i v i t y

Figure 4: Distribution (No.) of Jobs Evaluation in the Five Sectors

No of Roles

A 1514

B 9,090

C 18,675

D 10,982

E 641

0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000

Salary Structure
The completion of a Job Evaluation is not an automatic implication that the salaries on the
roles identified shall be adjusted. Job Evaluation however ensures that the Jobs are properly
placed within an organization (intrinsic relativity). External relativity will require a review of
salary that is dependent on several factors key of which are affordability and sustainability.
In developing a revised salary structure, the Commission shall consider the following:
1. The statutory minimum wage;
2. The compression ratio;
3. Affordability and sustainability of the public sector wage bill;
4. Attraction and retention;
5. Fairness and equity; and
6. Use of intra band ratio based on JE score

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Commission
R e w a r d i n g p r o d u c t i v i t y

About SRC
Vision
Equitable and sustainable remuneration
and benefits for state and public
officers in Kenya

Mission
To set, review and advise on fair,
competitive and sustainable
remuneration and benefits through
research and analysis.
Core Values
Integrity
Objectivity
Team Work
Inclusiveness
Responsiveness
Creativity and Innovation
Accountability and Transparency
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Commission
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P.O. Box 43126 - 00100 Nairobi, Kenya
Phone: (20) 2710065/81
Email: info@src.go.ke
Website: www.src.go.ke
Twitter: @srckenya