Introduction

Welcome to gradar wiki

Thank you for finding your way to gradar and to our documentation. This wiki is intended to be a technical documentation for the setup and operation of gradar, as well as to provide background information on gradar's evaluation logic, salary range modeling and project workflow. In the introduction chapter, we give an insight into the gradar evaluation logic and define terms to establish a common language within the tool.

To help you find your way around, you will find the individual chapters in the navigation bar on the left. More extensive chapters have their own table of contents in the info box at the beginning of the chapter.

IMPORTANT: We evaluate the job, not the person. (As an organizational structure unit, with 100% standard performance fulfillment).

Job evaluation

The term job evaluation describes a standardized procedure that evaluates positions within a company on the basis of job requirements. The relative value of a position is determined and positions with a comparable evaluation are shown at the same level (or grade). In this process, the position holders, previous titles or reporting lines are not evaluated, but the specific requirements of the position are analyzed.

Basically, there are two ways of evaluating positions. These can involve different procedures, depending on how the results are prepared:

• Analytical grading results
  • Ranking order (All overall requirements are compared as a whole and ranked)
  • Job grading method (Job grading)
• Non-analytical grading results
  • Ranking groups (All overall requirements are compared and assigned as a whole according to directional examples)
  • Wage group procedure

Analytical job evaluation (Job grading)

In analytical job evaluation, the evaluation of job requirements is mapped at a more abstract level. The evaluation criteria are represented by graded or/and weighted factors, depending on the system.

Points are awarded for each factor and the total score gives the grade (level) of the job. Depending on the system used, the results can only be used within an organization or across sectors.

Typical goals of a job evaluation project

Typical objectives of a job evaluation project may include:

• Structured survey of the current situation
• Uniform, company-wide recording of job requirement profiles with consistent methodology
• Creation of comparability across different function groups and benchmark catalogs
• Reduction of subjectivity, "nose factor" - objective evaluation of jobs
• Data basis for the development of further HR processes: compensation structure, job descriptions, recruiting, job titles, career stages, etc.

Figure 1: Process integration

Job evaluation with gradar

With gradar, jobs are analytically evaluated using our proprietary job grading method.

Using the gradar grade map, you can see how the software evaluates the jobs by means of three career paths and offers a grading result in the range from 1 to 25. Here, jobs with the same grade number over all career paths are to be regarded as equivalent when considering their requirements.

Figure 2: Grade map

Career

Gradar three career tracks are:

• Individual Contribution
• Management
• Project Management

This subdivision enables a differentiated view of the job to be evaluated. The career definitions are displayed during the evaluation process at the point of career selection in the system.

Figure 3: Career definition

Evaluation factors

The requirements of a position are evaluated using graduated factors. The combination of general and career-specific factors ensures that no career is given preference. The evaluation with gradar focuses on the requirements of a job at 100% standard performance. No consideration is given to jobholder performance, company metrics or industry affiliation.

In the system, for each factor, there is a description of the aspect to be evaluated, such as professional knowledge or organizational knowledge. The factor levels are described with a short text in the drop-down menu and a long text that appears after selecting a level.

Figure 4: Factor overview

Definition of the hierarchy levels in an organization (management depth)

Gradar is used to count the levels for locating the job within an organization from the bottom up. Thereby the following terms are used in gradar for the description of levels of an organization:

Figure 5: Organisation depth