HRM.3:4.2 - Establish the different bases of comparison

For job value, obtain current information about actual work: skill and knowledge demands, responsibilities, effort, conditions and other factors justified by the selected evaluation approach. Include less visible coordination, care or helping demands when relevant. Compare jobs through a consistent, explained method with competent evaluators and participant information. Challenge factors, descriptions or weights that omit material work or reproduce an irrelevant hierarchy. Receive the rationale and limits of the evaluation, not only a grade label. A person’s exceptional output should not silently alter the description of the job everyone in that grade is expected to do.

For market position, select comparators that genuinely concern the role, labor market, location, relation and period at issue. Examine what the reported amount includes and the evidence’s coverage. A headline salary for a differently scoped role is not a reliable comparator. Decide how external rates will inform the offer alongside internal relationships, obligations and affordability. If a premium is warranted, make its basis, scope and reconsideration conditions intelligible. Obtain qualified compensation or market analysis where the comparison cannot otherwise support the decision.

For individual progression, specify the rule and evidence: for example, an agreed service condition, demonstrated capability in specified work, a changed responsibility or a defined contribution. These are different possible grounds, not interchangeable proxies. Distinguish eligibility to progress, assessment of the relevant condition, the authorized decision and its effective date. Use HRM.2 where the progression rests on a personnel assessment.

For variable reward, establish what outcome or contribution qualifies, the period, attribution, thresholds or other rule, uncertainty and limits of participant control. An OPS.22 finding becomes a reward input only when its interpretation fits that rule. Output from an agent or a team does not automatically identify the individual contribution. Do not reward apparent speed by creating an incentive to conceal defects, move work to colleagues or exceed protected hours.