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For details around the job evaluation
scheme and profiles click
here.
Jobs which do not match any of the
nationally profiled jobs need to be subject to local
job evaluation which is carried out by a Local Joint
Panel
In preparation for this a Job Analysis Questionnaire
(JAQ) needs to be completed by the jobholder/representative
beforehand.
Assistance in completing the questionnaire will be
available from two job analysts, a management side
analyst and a staff side analyst, who will meet with
individuals separately. In addition, detailed advice
and written instructions are provided within the electronic
questionnaire document itself.
Agenda for Change Job Analysis Questionnaire
Guidance to Agenda for Change Job Analysis Questionnaire
Guidance for Managers Starting
the Process
Download
Job Description Form (PDF)
Download
Job Description Form (Word)
Banding
Results
Checklist
for Updating Job Descriptions
1. List all of the “jobs”
within your area of responsibility
2. Identify the following:
i) Those “jobs” which
will already have a generic description which is used
throughout the Trust (see attached list);
ii) Those ”jobs” where there is more than
one person undertaking the role;
iii) Those “jobs” which are unique to one
person.
i) Generic (Trust Wide) Descriptions
There will be roles which will appear
in the majority of Directorates. Wherever possible the
production of these will be co-ordinated centrally.
Examples of these are attached at Appendix A.
(ii) More than one person undertaking
the role (Directorate Generics)
It is recommended that where there
is more than one person undertaking the role that one
draft description is produced and circulated/discussed
with the group of postholders concerned. In cases where
an individual believes that there job is different,
a separate discussion should be held to establish whether
an individual job description is required
NB: this should only be done if it
can clearly be demonstrated that there is a demonstrable
difference from the “group” Job Description
proposed.
(ii) Unique to one person
It is recommended that individual
Job Descriptions should only be produced if there is
tangible evidence to support the view that a role is
“different” or “unique”. This
decision should not necessarily be based on the fact
that people have Job Descriptions at the moment which
look different. It should be based on an objective consideration
of what is required of the “job” and not
how well the “job” is performed etc.
If it can clearly be demonstrated
that the role is different, then you will need to look
at the existing job description, reformat it (being
careful to ensure that you have clearly seperated out
the responsibilities from the tasks) and discuss/ agree
this with the individual concerned.
3. Agreeing the Job Description
The importance of ensuring that you
and the staff concerned agree to the job descriptions
produced cannot be underestimated. It is vital to the
process that there is true understanding and agreement
in respect of all of the information contained within
these job descriptions and as such both/all parties
will need to ensure that there is effective communication/discussion
throughout.
In the event that the contents of
the job description cannot be agreed, it is recommended
that advice/support is sought from the next line manager
in the first instance and/or from the HR/A4C Team. It
is hoped that any differences can then be resolved by
discussing the issues in question with the parties concerned.
4. Recording the Information
Once a job description is agreed and
signed, for either a group or individual, a copy will
need to be held by the individual, line manager and
a copy is sent to the A4C Office where a central “library”
will be maintained.
5. Contacts
Support and Assistance can be obtained
from any of the A4C Team, including:
Ext.
Lew Swift 2755
Norman Robinson 4315
Karen Hughes 4315
Graham Hewitt 2299
Sue Cant 2434
Alan Rushton 2249
Brian Yates 2202
Vicky Poole 2248
and HR Advisers 2629, 2552, 2657, or 2298
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