gradar has job grading factors specifically designed for each career path. The factors are based on modern work science and organisation theory.
Each factor is evaluated through a number of levels that come with a certain amount of points.
The factors have no overlaps, there is no double weighting or favouring of one specific career model. gradar allows for a consistent equal opportunity policy in your organisation. You will receive a grade that has a consistent value across all career paths.
Find here our definition of the three career paths, our factors are shown below:
The position contributes mainly through the application and development of specific skills. Professionals contribute typically individually or as members of an organisational unit. The responsibility may extend from the execution of individual tasks of an unskilled worker to the technical management of a discipline as an expert. Disciplinary leadership does not belong to the core tasks.
The position has its emphasis on disciplinary management of employees and organisational units and budget responsibility. The result is achieved indirectly through leadership, promotion, support and motivation as well as functional use of the resources available to achieve these goals.
The core objective of the position consists of project management. Coordination, planning and distribution of personnel, resources, budgets, etc. in the context of time-limited one-time projects (product or service).
|Job Evaluation / Job Grading Factors||Definition||Individual Contribution||Management||Project Management|
|Professional Knowledge||By professional knowledge, we assess the demands on the type of training required to enable the position holder to cope with job-specific tasks and situations. The required skills and knowledge consist mainly of formal qualifications and relevant work experience. Basis for this classification are acquired skills and the associated knowledge in theory and practice. The model is compatible to the levels of the European Qualification Framework EQF. The different skills at a level are comparable, but not the same. The individual specifications are based on formal degrees, but qualifications may also be obtained in other ways. Technical core competencies for the job.|
|Experience||This factor assesses the technical or function-specific work experience as well as the formal qualifications necessary for the position. This is based on the assumption that both professional reqiurements of the position and the position holder's competencies develop constantly. Relevant practical experience beyond formal qualification is thus necessary to meet the requirements of the position in its entirety. Time spent in a position after formal qualification is usually considered work experience. Work as a research fellow can also be considered to be work experience. Relevant work experience as a freelancer or internships can be regarded as adequate work experience, too. Business and organisation-specific knowledge is not assessed in this factor, it is assessed separately in organisational knowledge.|
|Cognitive Abilities / Problem Solving||This factor covers the requirements on the position holders' problem-solving skills. The demands on mental performance, recognizing interrelations and solution development increases with both the complexity of the tasks and the sources that need to be considered. It describes the requirements needed to adapt to new situations and at higher levels to develop or evaluate solutions in terms of risks, interdependencies and potentials.|
|People Responsibility||This factor describes the position's influence on other people's actions. As a specialist, the focus lies on professional responsibility for training, development and mentoring of colleagues. Thus both technical and social aspects of cooperation and responsibility for others are to be assessed. The status / role within the organisational structure or the status of the position in the network of relationships within the organisation can be of high relevance. Both technical and social aspects of responsibility for others and the degree of interconnectedness in the organisation are considered in this factor.|
|Organisational Knowledge||With this factor, the requirements on knowledge of the organisation is assessed in terms of the interaction of individual units and business processes. At higher levels the knowledge extends further than the own organisation and additionally covers relevant external relationships and their effects on the organisation.|
|Processes||This factor measures the impact of the position in running, monitoring, optimising and developing processes. Business processes consist of a set of logically linked individual actions (tasks, activities) that are executed to achieve a business or operational goal. A process is repeatable, connected to added value, and uses resources of the organisation. In case of externally operating roles the corresponding factor levels may be used accordingly.|
|Complexity||Processes can be very diverse. To capture the complexity of the processes, and to serve as a modifier for the process ownership, this factor provides three different levels of complexity of processes within an organisation.|
|Functional Responsibility||By functional responsibility we assess the decision scope and freedom of action of the position. Independence in the performance of tasks and the direct or indirect responsibility for a task field are indicators to assess the importance of the position in relation to the achievement of goals. The area of influence of the position within the organisation unit and in relation to other units is considered. Ability to influence final results.|
|Scope of Decisions||This factor assesses the significance of the decisions taken by the position holder in terms of geographic coverage levels. At the lowest level the decisions are of local or regional importance, at the highest level the decisions have an impact on key areas of an organisation with global significance.|
|Communication||By the requirements on communication abilities, we assess the nature and influence of the interaction with internal and external communication partners. The aim of the interaction is the exchange of technical information, influence or negotiations. The ability to interact with individuals and groups successfully is based on intercultural competence and social skills. This category covers the interpersonal skills considered relevant to the job evaluation requirements.|
|Span of Control||This factor assesses the span of control. With increasing levels, the leadership task becomes more complex and versatile The size and diversity of controlled entities and other subordinate levels serve as an indicator. Deployment of staff and resources to achieve objectives. Evaluation of performance, evaluation of options for personnel development, motivation, possibly training. Recruitment, conflict resolution, weighing up of divergent objectives.|
|Occupation Group Managed||This factor serves as a modifier for the span of control and takes into account the level of the managed employees. The level of the core of the managed entity provides the basis for the classification.|
|Organisational Responsibility||The factor assesses the responsibilities of leaders from an organisational perspective. Freedom to act, position of the function within the hierarchy levels, range of disciplinary authority|
Definition of terms
- consists of multiple departments, possibly international or within a matrix organisation
- may possibly have staff functions with considerable functional responsiblity outside of teams
- consists of multiple teams, possibly international or within a matrix organisation
- may possibly have specialist functions outside of teams
- group of multiple employees, irrespective of their qualification
|Project Responsibility||Factor assesses the role of the position with focus on the responsibility for parts of a project, overall responsibility for a project, stategic project management or the exclusive responsibility for diversified programmes. The project manager is responsible for ensuring the objectives defined in the project plan such as quality, timeframe and budget limits are met, and to ensure that the internal or external customers' contractual requirements are met. Qualitative aspect of leadership. Positions in the career path "project management" should be evaluated after the most typical projects the position holder is responsible for.|
|Leadership Span||This factor assesses the number of employees led within the framework of the project. For this quantitative aspect, the typical leadership span of the projects the position holder is responsible for must be considered. Adding up various leadership spans should be done only in exceptional cases, such as when a project manager leads several distinct projects at the same time with up to 10 employees each.|
|Project Size||In principle the assessment, if a project should be classified as small, medium or large, should always be made from the perspective of the company concerned. This definition is therefore only a market-based assessment. The size of a project depends on the amount of man-days, resources, technologies, duration and scope within the organisation. Cooperation with other organisations or external service providers make projects correspondingly more complex. Finally, the financial risk in relation to the total turnover of the organisation is to be considered. Importance of the project as a whole for the organisation, organisational theory aspect.|
|Project Budget||A budget is typically based on factors such as labor (man-days), order volume, development costs, license fees or marketing costs. The categorization of the budget framework is consistent with customary dimensions in the market.|