"I don't want to give myself grades. I will leave evaluation of my achievements to history." Helmut Kohl

1. Job Evaluation Program
www.humanikaconsulting.com

2. Seta A. Wicaksana, M.Psi., Psikolog
0811 19 53 43
wicaksana@humanikaconsulting.com
• Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi dan SDM (KPKOS)
Dewan Pengawas BPJS Ketenagakerjaan
• Wakil Dekan II Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Pendiri dan Direktur Humanika Consulting
• Penulis Buku “SOBAT” Elexmedia Gramedia 2016
• Trainer, Psikolog, Konselor Karir dan Assessor di Humanika Consulting
• Pengembang Alat Tes minat bakat BRIGHT dan Sistem Tes Psikologi berbasis aplikasi
HITS dan HABIT
• Narasumber di Radio DFM 103,4FM
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis
Universitas Pancasila Bidang MSDM
• Lulusan Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Lulusan sekolah ikatan dinas Akademi Sandi Negara

4. Job Evaluation
Job evaluation is an orderly
and systematic technique
of determining the relative
worth of the various jobs
within the organization so
as to develop an equitable
wage and salary structure.

5. Objectives of Job
Evaluation Program
• To determine equitable wage
differentials between different jobs in
the organization.
• To eliminate wage inequities.
• To develop a consistent wage policy.
• To establish a rational basis for incentive
and bonus schemes.
• To provide a frame work for periodic
review and revision of wage rates.
• To provide a basis for wage negotiation
with Trade Unions.
• To minimize wage discrimination on the
basis of age, sex, caste, region etc.

6. When is a Job Evaluation
Necessary?
A job evaluation may be justified under
the following circumstances:
• A brand new job has been created.
• There have been significant and
sustained changes in the permanent
and essential responsibilities of a job.
• The nature or type of work has
changed and is at a substantially higher
or lower level than previously required.
• There has been a departmental
reorganization or other changes within
the department which have resulted in
significant and sustained changes in a
job’s level of responsibility.

7. Principles of Job Evaluation
• Job evaluation must attempt to rate the job and
not the man.
• Elements of job selected for the job must be
common to most of the jobs, few in number and
simple to identify and easy to understand.
• Clean definition of elements and consistency of
degrees of such elements, improve accuracy of job
evaluation.
• Secure willing co-operation and support of
supervisors on job evaluation. This is obtained by
selling this idea among them and obtains this
participation in the process.
• Secure co-operation and participation from
employees.
• Minimise number of wage rate within each grade.

8. Job Evaluation Process
Job Analyzed
Job descriptions’ written
Factors Identified:
- Education
- Skill & Experiences
- Effort
- Responsibility
Job Evaluated
Job Structure
Pay Rates Assigned
Job Evaluation
Weighting/Job Value :
Point Methods Approach
Salary Structure
Salary of Employee

9. Methods of the Evaluation
Quantitative Methods: Point Methods
The procedure involved is as follows:
• Select And Define The Factors: The factors common
to all jobs are selected and defined clearly. Skill,
physical and mental effort, responsibility and
working conditions are the main factors used.
• Select Key Jobs: Key jobs serve as standards against
which other jobs can be compared. A key job is one
having standardised contents and well accepted pay
rate, key jobs should be a cross-section of all jobs in
the organisation representing all levels of pay.
• Rank Key Jobs by Factors: Job descriptions are
carefully analysed and the key jobs are rated in
terms of the selected factors.
• Decide Rates For Key Job: A fair and equitable wage
rate (hourly and daily) is dimensioned for each key
job.
• Apportion the Wage Rate: The wage rate for a job is
allocated among the identified and ranked factors.
• Evaluate The Remaining Jobs: The remaining jobs
are compared with the key jobs in terms of each
factor.

10. Job Evaluation: The Point Method
• Job Analysis to determine…
– The tasks performed in a job
• The Job Description
– The knowledge, skills, and
abilities needed to perform the
job
• The Job Specification

11. Skill Effort
Responsibility
Working
conditions
Generic Compensable Factors

12. Generic Factor - Skill
• Technical know-how
• Specialized knowledge
• Organizational awareness
• Educational levels
• Specialized training
• Years of experience required
• Interpersonal skills
• Degree of supervisory skills

13. Generic Factor - Effort
• Diversity of tasks
• Complexity of tasks
• Creativity of thinking
• Analytical problem
solving
• Physical application of
skills
• Degree of assistance
available

14. Generic Factor -
Responsibility
• Decision-making authority
• Scope of organization under control
• Scope of organization impacted
• Degree of integration of work with others
• Impact of failure or risk of job
• Ability to perform tasks without supervision

15. • Potential hazards inherent
in job
• Degree of danger which
can be exposed to others
• Impact of specialized
motor or concentration
skills
• Degree of discomfort,
exposure, or dirtiness in
doing job
Generic Factor – Working Conditions

16. Job Evaluation: The Point Method
• Example: Software Engineer
– Job Description
• The Software Engineer designs, develops, tests and maintains one
or more of our products or internal applications. The software
engineer works as a member of an engineering team developing,
designing, and maintaining one or more of our products or internal
applications. This position reports to the appropriate Project
Manager.
– Job Specification
• Bachelor's or undergraduate degree in Computer Science,
Information Systems, Electrical Engineering or equivalent
experience. Masters or graduate degree is desirable. Understand
Intranet and Internet technologies: http, firewall.

17. Job Evaluation: The Point Method
• Define the degrees of each factor
– Responsibility: This factor identifies the extent to which the job
requires judgment and responsibility in the making of decisions. The
importance of the decisions and the extent to which standard policies
and procedures provide guidance in decision making will be
considered.
• 1st Degree: Work requires decision making involving the analysis
of the facts of a situation and the determination of what actions
should be taken within the limits of standard procedures; only
unusual or seldom recurring situations require referral. Judgment
could affect the work of others or cause minor inconvenience.
Typical errors are generally confined to a single team or phase of
operations.
University of
Wisconsin-Oshkosh

18. Job Evaluation: The Point Method
• 3rd Degree: In consultation with team members decide specific
work projects to perform, and proceed to plan, coordinate, and
commit resources required to accomplish work; associates
develop or establish procedures or policies. Judgment requires
accuracy because errors could potentially result in inaccurate
reports, incomplete or misleading information, unsound
recommendations, or incorrect decisions. Consequences could
adversely affect operations or services causing significant losses of
time, resources and potentially have a long term impact on a
team.
• 5th Degree: Assists board in the development of policies, general
procedures and corporate goals. Errors in judgment could
jeopardize the viability of the company.

19. Job Evaluation Form

20. Overview of the Point Method
Job Factor Weight 1 2 3 4 5
1. Education 50% 100 200 300 400 500
2. Respons-
ibility
30% 75 150 225 300 375
3. Physical
effort
12% 24 48 72 96 120
4. Working
conditions
8% 25 51 80
Degree of Factor

21. Job Evaluation: The Point Method
• Evaluate benchmark jobs to determine Job
Evaluation Point Totals…
– Benefits supervisor = 700
– Training material development specialist = 650
– Job evaluation specialist = 460
– Compensation manager = 920

22. Apportion the Wage Rate (example)

23. Job Evaluation: The Point Method
• Collect salary survey data on benchmark
jobs…
– Benefits supervisor = $60,393
– Training material development specialist =
$58,403
– Job evaluation specialist = $43,155
– Compensation manager = $79,958

24. Job Evaluation: The Point Method
• Do a regression analysis to find the pay line for the
benchmark jobs…
– Dependent variable is salary survey data
– Independent variable is job evaluation point total
– Calculate salaries for benchmark and other jobs using the
regression equation…
• Salary = 79.67*JETotal + 6101.09
• Example: Compensation Director = 79.67*1120 + 6101.09 =
$95,333

26. Final Result: Structure
• Outcome
– Ordered list of jobs based on
their value to organization
– Hierarchy of work
– Structure supporting a
policy of internal alignment
• Information provided by hierarchy
– Which jobs are most
and least valued
– Relative amount of
difference between jobs
• Note that job hierarchy resulting from job evaluation process that
mirrors pay hierarchy of key jobs in external labor market may in
fact be problematic – may be perpetuating historical discrimination

27. Sharing and Giving for
Better Indonesia