Job evaluation

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Job evaluation as part of labor or collective bargaining law describes the procedure for determining the work value of an activity as the primary parameter for wage differentiation (see: Wage ) and career levels.

The aim of job evaluation is to classify different activities using comparable evaluation criteria in such a way that, on this basis, approximately fair wages can be established. For this purpose, the activities to be carried out by job appraisers at the relevant workplace are recorded using work samples, performance records or interviews, documented in a job description and assessed according to certain types of requirements . The system of job evaluation is a fundamental part of wage and salary collective agreements . A generally recognized basis for defining assessable work requirements is still the so-called Geneva scheme , which was drafted during the conference of the “ International Labor Organization ” in Geneva in 1950 at the suggestion of the German ergonomists Erwin Bramesfeld and Friedrich R. Lorenz .

In practice, two different procedural approaches, which are also provided as alternatives in many collective agreements, have proven their worth: the “summary method” and the “analytical method” of determining labor values.

In Germany, both methods are used in sequence in the new collective wage agreement on the general pay agreement (ERA-TV).

Differentiation from job evaluation

While job evaluation in the narrower sense is more likely to examine individual activities and processes ( methods-time measurement ) or the basic remuneration is directly linked to the point value achieved in the evaluation via key figures, in a job evaluation the position with its requirement profile is used as a structural element of the Organizational unit considered with 100% performance.

Procedural approaches for determining labor values

Summary job evaluation (summary)

"Summary job evaluation is understood to mean methods for requirement-dependent basic wage differentiation, in which the requirements of the work system on people as a whole are recorded"

- REFA

A distinction is made between wage group procedures (including catalog procedures) and ranking procedures.

In the ranking method, all workplaces in an analysis area are put in order by pair comparisons according to their work difficulty. This happens regularly when drafting collective agreements for the respective industry, here the ranking is used as the basis for the salary group definition.

The wage group procedure as a summary grading is the most frequently used method of job evaluation in practice. Using standardized job descriptions and level examples (formerly indicative examples ), the activities are assigned directly to the pay groups (formerly wage or salary groups ).

Analytical job evaluation (analytics)

"Analytical job evaluation is understood to mean procedures for requirement-dependent pay differentiation in which the requirements of the work system on people are determined with the help of requirement types."

- REFA

An analytical process must provide answers to questions

  • a catalog of features,
  • their weighting,
  • Mapping and
  • Classification rule.

The “Geneva scheme” is usually the inspiration for the definition of the requirements, but the individual collective agreements have quite different catalogs.

In terms of weighting, a distinction is made between bound and open . It is bound if the weighting is already reflected in the maximum number of points to be awarded for the requirement characteristic. With an open weighting, the scales for the requirement criteria are the same, the weighting is added later in the form of a factor.

For the classification, a distinction is made between the ranking procedure and the level number procedure.

In the ranking procedure , all the workplaces considered are ranked for each of the requirement types. In the case of tied evaluation, the ranking results in a point value. In the case of the open evaluation, the ranking must first be converted into a percentage. Its multiplication by the weighting forms the individual value of the requirement attribute. Open and bound procedures lead to the work value of the workplace by adding up the individual values.

In the level value method, assessment levels are defined for the individual types of requirements, each expressing different levels of requirements or loads. The numerical value sequences often increase arithmetically, but there are also progressive sequences. Here, the bound weighting is expressed in the maximum number of points that can be assigned for a requirement type. In the open, all features have the same point range. The weighting comes in via the weighting factor specified separately for each type of requirement.

The basic fee can ideally be determined from a euro amount per point. To reduce the spread, however, a base is usually defined, to which an amount per point is then added. For example, a base of € 7.5 per hour and € 0.25 per point and hour. With 20 points, this results in a fee of € 12.50 per hour.

Analytical job evaluation procedures have a high degree of assessment accuracy, but are also very time-consuming to use. For this reason, practice has generally preferred the wage group method in current applications.

In Germany, however, the new ERA collective bargaining agreements stipulate a multi-level job evaluation procedure that begins with a level number procedure. The points found in this way are secured in a comparison using the new so-called level examples (before: reference examples ) and then transferred to a pay group.

It is important to note that the analytics are still only about determining the basic salary . The requirements of the workplace are assessed.

A basic remuneration can be topped up by an individual performance remuneration depending on the individual performance of the individual employee .

In the case of ERA-TV, burdens have also been deleted from the catalog of requirements. If there are extraordinary burdens, they are assessed separately and also added to the basic remuneration. Depending on the intensity of the exercise, four levels are used: low irritation, noise, environmental influences and stress on the muscles.

European context

Objective of a non-discriminatory job evaluation

Equal pay for work of equal value is set out in Article 141 of the Amsterdam Treaty , Directives 75/117 / EEC (" Equal Pay Directive ") and 97/80 / EC ("Burden of Proof Directive") and confirmed by decisions of the European Court of Justice ( The mentioned directives were replaced by Directive 2006/54 / EC on August 15, 2008 ). When determining remuneration, it is therefore of crucial importance that the job evaluation ensures an equal evaluation of work of equal value. It was criticized that jobs traditionally performed predominantly by women are valued lower and paid lower than those traditionally performed predominantly by men.

Above all, the summary job evaluation is criticized for the fact that it can lead to indirect discrimination, but the analytical job evaluation can also give rise to discrimination. For example, it is criticized that the emotional work and interaction work required in service professions is not or not sufficiently taken into account.

Gender mainstreaming aspects of job evaluation

From the point of view of gender mainstreaming , criticism has been expressed with regard to job evaluation that requirements that are perceived as male and female are largely viewed separately. For example, in predominantly “female” professions and activities, the requirements with a “male” connotation would only be included in the job evaluation to a small extent, and conversely in primarily “male” professions and activities the “female” connoted requirements would only be included in the job evaluation to a small extent enter. For example, the physical strength requirements that exist in the nursing professions are systematically ignored, as well as the social competence requirements that exist in technical professions . In 1999 it was also criticized that a denial of the attribute “responsibility” in the collective agreement leads to a low classification of the work of educators.

Similar criticism was also expressed regarding the workload assessment . Due to the "Equal Pay Directive" 75/117 / EEC, for example, it is not permissible if the activities of a caretaker in an old people's home as well as that of a carer for the elderly are characterized by physical stress, but these stresses are only assessed when assessing the activities of the caretaker . A load analysis serves not only to determine remuneration, but also to better structure work (see also evaluation of the load structure in the load analysis ).

Job evaluation in Germany

For the Federal Employees Tariff (BAT) it was scientifically proven that jobs performed primarily by women were rated lower than jobs performed primarily by men.

With regard to the implementation of job evaluation, it was found that, due to the differences in collective agreements or parts of collective agreements, it often happened that manual jobs were assessed using different criteria or procedures than salaried jobs. In Germany, however, the separation of workers and employees has largely been abolished in recent years, for example in the collective agreement for the public service (TVöD) and in the framework remuneration agreement for the metal and electrical industry, ERA-TV . Differences between East and West Germany also largely disappeared.

However, according to a guideline published in 2002, remuneration is not based on a summary or analytical job evaluation of the respective job description based on objective criteria in all collective agreements.

For a non-discriminatory pay structure, classification criteria are particularly important. In negotiations between employers and trade unions, the employers proposed a classification based on three so-called special features: difficulty, responsibility and importance. Trade unions are calling for different criteria to be used as the basis of the remuneration system, in order to take into account essential requirements in social professions and in professions in the fields of youth welfare and school: additional knowledge and skills, complexity of the job, responsibility, social competence, planning and organization, physical and psychological demands and stresses .

In ERA-TV, the assessment of loads is included in the fee calculation separately from the assessment of the requirements. Thus, the pay is divided into a base charge (according to working requirements), a load compensation and a service fee , in which only loads that exceed a mean load, will be settled via the load allowance. When applied, indirect discrimination is to be prevented by equally weighting types of stress that are typical for male and female jobs.

Job evaluation in Switzerland

In Switzerland, ABAKABA developed an analytical job evaluation system on behalf of the Federal Office for Equality between Women and Men . ABAKABA is a gender-neutral instrument that enables the requirements and stresses of functions to be recorded without gender-specific bias. This includes the following aspects in detail:

  • Standardized functional description : ABAKABA uses a standard questionnaire to describe the functions to be assessed . This systematically records all relevant requirements and stresses of a work activity.
  • Coverage of the relevant characteristic areas: ABAKABA covers all relevant areas with mental, psychosocial, physical and responsibility-related requirements and stresses.
  • No Merkmalskonfundierung: All features of ABAKABA capture independent issues. There are no confused features; H. no characteristics that capture the same requirement or load. The confusion of characteristics leads to certain requirements or burdens being overrepresented. This is the case, for example, when in the intellectual area both training requirements and intellectual requirements are recorded, because higher training requirements for a function are usually associated with higher intellectual requirements. Confounding can be checked in a specific case using statistical methods (more than random, often the same classifications).
  • Gender- neutral selection of characteristics: The Swiss labor market is strongly divided according to gender. There are areas of activity that are mainly occupied by women and those that are primarily occupied by men. This means that there are demands and burdens that, statistically speaking, are met more often by one gender than the other (e.g. empathy vs. physical strength). ABAKABA contains such characteristics that favor men and women to the same extent.
  • Precise, gender-neutral operationalization: Most requirements and burdens cannot be recorded directly because they are qualitative parameters. They have to be approximated by measurable quantities (operationalization). The description of the requirements and burdens themselves and the description of their characteristics for the assignment to a certain level of the evaluation scale must be as precise and gender-neutral as possible. In this context, gender-neutral means that different gender-typical manifestations of a feature must be recorded (e.g. in the case of physical strength requirements, not only moving heavy objects, but also frequent moving of light objects). ABAKABA also uses scales with a few, clearly defined gradations, which should facilitate the grading.
  • No internal weighting: In practice, it is customary not to give all characteristics the same value, but to weight requirements and burdens that are considered more important so that they contribute more to the work value. With internal weighting, the number of points in the evaluation scales is set up in such a way that relatively more points (e.g. a maximum of 100 instead of just 70) are achieved for certain characteristics or characteristics. Inner weightings are not transparent and therefore problematic. ABAKABA has no internal weighting, all characteristic areas contribute equally to the work value. External weighting, in which individual features or feature areas are multiplied by a certain factor when calculating the labor value, is possible. It should be clearly declared and justified as a wage policy step.

When using ABAKABA in practice, certain points must be taken into account so that the potential of the non-discriminatory instrument comes into play. It is advisable to evaluate the functions in a specifically mixed project group (gender, function, hierarchy level, etc.). The group must be trained in relation to the instrument but also in other aspects ( assessment errors , gender equality ). Ideally, the group is moderated by an external specialist. In justified cases, the functions can be classified by experts without an evaluation group, but they must have proven expertise in the area of ​​job evaluation and gender equality. Another critical point are company-specific adjustments in the catalog of features. These are popular because they can be used to address the specific situation and simplify the application. Caution is advised here, because there is a risk that the quality of the selection of features developed in the scientific conception is undermined. There is a high risk of discrimination in the system's possible external weighting of the characteristic areas: all four characteristic areas should be able to contribute appropriately to the work value, the weighting should therefore be carried out in a proportionate and well-founded manner.

If ABAKABA is used in this way in an equitable manner, it provides the basis for the non-discriminatory determination of functional wages. The principle stipulated in the Swiss Federal Constitution and in the Equal Opportunities Act "Men and women are entitled to equal pay for work of equal value" can thus be implemented or checked for compliance. ABAKABA has also found international recognition as a non-discriminatory instrument. Today different versions of ABAKABA are in use.

See also

Web links

Individual evidence

  1. ^ The Handbook of Work Analysis . In: M. Wilson, et al. (Ed.): Series in Applied Psychology . Routledge, New York 2012, ISBN 978-1-84872-870-7 .
  2. ↑ a b REFA Association for Work Studies and Business Organization e. V. (Ed.): Lexicon of business organization. Hanser, Munich 1993, ISBN 3-446-17523-7 , p. 20.
  3. ^ Christian Scholz : Personnel Management. Information-oriented and behavioral basics. Vahlen, Munich 1989, ISBN 3-8006-1326-3 , p. 462.
  4. ↑ Basic remuneration, performance remuneration, load allowance - 3 typical ERA remuneration components. Retrieved August 5, 2019 .
  5. ↑ Assessment and remuneration of work. Retrieved June 7, 2008 .
  6. ↑ Karin Tondorf, Edeltraud Ranftl: Guide to the application of the principle of equal pay for men and women for work of equal value. (PDF; 433 kB) BMFSFJ, November 2002, p. 7 , accessed on June 7, 2008 .
  7. ^ A b Regine Winter, Gertraude Krell: Appreciation of women's activities. An expert opinion on behalf of the Union of Public Transport and Transport Services. Bundesfrauensekretariat der ÖTV (ed.), Stuttgart, 1997. Quoted from: Evaluation and remuneration of work. Retrieved June 7, 2008 .
  8. ↑ Gertraude Krell, Regine Winter: Discrimination against women in pay differentiation: Ways to a non-discriminatory job evaluation. (PDF) (No longer available online.) May 2004, p. 9 , formerly in the original ; Retrieved November 29, 2009 .  ( Page no longer available , search in web archives )  Info: The link was automatically marked as defective. Please check the link according to the instructions and then remove this notice.@1@ 2Template: Toter Link / web.fu-berlin.de  
  9. ↑ Barbara Stiegler: Gender in Relationships: Food for thought for working in gender mainstreaming processes . Economic and Social Policy Research and Advice Center, Dept. of Labor and Social Policy, Bonn 2004, ISBN 3-89892-211-1 , p. 21 ( library.fes.de [PDF; 225 kB ]).
  10. ↑ Barbara Stiegler: What salary for what work? About the upgrading of women's work. In: Expertise on women's studies. Friedrich-Ebert-Stiftung, Department of Labor and Social Policy, Bonn 1999, ISBN 3-86077-786-6 , ( library.fes.de PDF).
  11. ↑ Karin Tondorf, Edeltraud Ranftl: Guide to the application of the principle of equal pay for men and women for work of equal value. (PDF; 433 kB) BMFSFJ, November 2002, p. 31 , accessed on June 7, 2008 (sections 3 and 4).
  12. ↑ Karin Tondorf, Edeltraud Ranftl: Guide to the application of the principle of equal pay for men and women for work of equal value. (PDF; 433 kB) BMFSFJ, November 2002, p. 31 , accessed on June 7, 2008 (section 2).
  13. ↑ Karin Tondorf, Edeltraud Ranftl: Guide to the application of the principle of equal pay for men and women for work of equal value. (PDF; 433 kB) BMFSFJ, November 2002, p. 31 , accessed on June 7, 2008 (section 1). and p. 32 , sections 5 and 6.
  14. ↑ Andrea Jochmann-Döll, Gesine Kulcke, Anne Jenter, Union of Education and Science (eds.): Educators earn more: Expertise and portraits on the equivalence of the work of educators with other technical school professions. Expertise on behalf of the Max Traeger Foundation of the GEW . GEW main board, Frankfurt, M 2007, ISBN 978-3-949370-02-1 , p. 19 ( promovieren.gew.de [PDF; accessed on October 16, 2008]).
  15. ↑ GEW (ed.): The GEW discusses: Arguments for classifying socio-educational professions. 2006. Quoted from: Kindergarten teachers earn more (see above)
  16. ↑ Discrimination in collective agreements, part 6.2. (PDF; 243 kB) In: ERA-Wissen 2004/08. IGM, p. 255 , accessed June 7, 2008 .
  17. ↑ Discrimination in collective agreements, part 6.2. (PDF; 243 kB) In: ERA-Wissen 2004/08. IGM, p. 257 , accessed June 7, 2008 .
  18. ↑ Christian Katz, Christof Baitsch: Equal pay for practice. Two tools for gender-independent job evaluation. vdf, Zurich 1996, ISBN 3-7281-2441-9 .
  19. ↑ Gertraude Krell, Regine Winter: Requirement-dependent pay differentiation: Orientation aids on the way to a non-discriminatory job evaluation. In: Gertraude Krell (Ed.): Equal opportunities through personnel policy. 5th edition. Gabler, Wiesbaden 2008. pp. 263-282.
  20. ^ Marianne Schär Moser, Jürg Baillod: Instruments for the analysis of wage discrimination. Orientation aid for legal practice. Edited by the Federal Office for Equality between Women and Men and the Swiss Bar Association. Haupt, Bern 2006.
  21. ↑ Edeltraut Ranftl, Birgit Buchinger, Ulrike Gschwandtner, Oskar Meggeneder (eds.): Equal pay for work of equal value . Practical examples of non-discriminatory analytical job evaluation. Hampp, Munich 2002.
  22. ↑ Christian P. Katz, Christof Baitsch: Assess work - assess staff. Pay systems with Abakaba. vdf, Zurich 2006, ISBN 3-7281-3052-4 .