Services
Know what everyrole is worth.
Independent job analysis and grading so that pay and titles can be explained to management, the board and staff.
The evaluation
Relative worth first.Pay attached after.
Independent job analysis, point-factor evaluation and grading, ending in a pay structure that holds up in front of management, the board and staff.
A job evaluation is not a pay review with extra steps. It establishes the relative worth of every role first, and only then attaches money to it.
Scope
Four pieces of work, one grading structure
Four pieces of work. One grading structure your team can administer without us in the room.
- 01
Job analysis
Structured analysis of every role through questionnaires, interviews and consultations with job holders, line managers and departmental heads.
- Reporting lines
- Key result areas
- Decision-making authority
- Skills and conditions
- 02
Job evaluation
Each role is scored against agreed compensable factors using a recognised point-factor method, then moderated to remove inconsistency and bias.
- Weighted scoring
- Internal committee trained
- Moderation
- Ranking by relative worth
- 03
Grading framework
Evaluation scores are mapped into a classification with defined grade bands and a profile describing roles at each level.
- Grade bands
- Grade profiles
- Position mapping
- Job families
- 04
Structure review
Where the evaluation exposes structural problems, the organisation is reviewed against strategy, spans of control and role clarity.
- Spans of control
- Reporting relationships
- Role overlap
- Revised chart
Methodology
The Factor Evaluation System.
We typically recommend the Factor Evaluation System, a point-factor method that scores each role against the same nine compensable factors. It keeps grading objective, reduces the room for bias, and gives you a written basis for every decision. The final choice of methodology is confirmed with you during inception.
- 01
Knowledge required
Depth of knowledge and the skill needed to apply it.
- 02
Supervisory controls
How work is assigned, reviewed and signed off.
- 03
Guidelines
How prescriptive the rules are, and the judgement needed to apply them.
- 04
Complexity
The variety and difficulty of the decisions the role makes.
- 05
Scope and effect
The reach of the work and who it affects.
- 06
Personal contacts
Who the role deals with, inside and outside the organisation.
- 07
Purpose of contacts
Why those contacts happen, from informing to negotiating.
- 08
Physical demands
The physical effort the role genuinely requires.
- 09
Work environment
Conditions, hazards and exposures attached to the role.
How we run it
Five phases, typically seven weeks
The schedule below is indicative. A detailed timeline is agreed during inception and depends on headcount and the number of distinct roles.
01
Inception, planning and diagnostic review
Scope, governance and timelines are agreed at kick-off. Data collection instruments are developed and pre-tested. The evaluation methodology is confirmed. Current structure, establishment data, job descriptions, HR policies and the salary framework are reviewed in parallel.
Output: Inception Report
02
Job analysis, evaluation and grading
Every role is analysed, job descriptions are updated, an internal evaluation committee is trained, then each role is scored and moderated against the agreed factors. Roles are ranked by relative worth and mapped into a grading structure.
Output: Job Evaluation Report, Grading Framework, Updated Job Descriptions
03
Salary and benefits review and benchmarking
Current pay and benefits are baselined, then benchmarked against comparator organisations agreed with you, using confidential primary surveys supplemented by recognised published sources.
Output: Market Benchmarking Report, Salary and Benefits Recommendations
04
Validation with your stakeholders
Draft findings are presented to management, the HR committee and the board through structured validation sessions, and to staff where you want that. Feedback is documented and carried into the final deliverables.
Output: Documented feedback and revised drafts
05
Finalisation and implementation support
Deliverables are finalised. An implementation plan with milestones and owners is issued. Internal communication is supported during roll-out, and your people are trained to administer the grading system going forward.
Output: Implementation Plan and post-implementation advisory
Deliverables
What you are left holding.
Every engagement ends with documents your team can administer without us in the room.
- Inception Report
- Updated Job Descriptions
- Job Evaluation Report
- Job Grading Framework
- Salary and Benefits Structure Recommendations
- Market Benchmarking Report
- Implementation Plan
- Presentation to management and the board
Benchmarking
Grading tells you the order. Benchmarking sets the number.
Comparator organisations are agreed with you at inception. Pay and benefits data is collected through confidential questionnaires, supplemented by recognised published surveys.
- 01
Market positioning
Where every grade sits against the 25th, 50th, 75th and 90th percentiles of the comparator set.
- 02
Pay anomalies
Pay gaps, salary compression, salary inversion and outlier positions identified by name and grade.
- 03
Internal equity
Comparison across roles of equivalent worth and across job families, so like is paid like.
- 04
Salary bands
Grade-based bands with defined minimum, midpoint and maximum, and every position mapped to one.
- 05
Benefits competitiveness
How financial and non-financial benefits compare, not just base pay.
- 06
Cost modelling
The financial implications of adopting the proposed structure, modelled before you commit.
Confidentiality
The data is sensitive from day one.
Job evaluation touches individual pay. Every member of the consulting team signs a confidentiality agreement before fieldwork begins.
Data is stored securely, accessible only to authorised team members, and disposed of once the assignment closes. All information obtained and every output produced remains your exclusive property and is not shared with any third party without your written consent.
- HRM Professionals Act, 2012
- Practice is held to the professional standard the Act requires of HR work in Kenya.
- Employment Act, 2007
- Grading and pay recommendations are written so they can be applied under the Act.
- Data Protection Act, 2019
- Pay data is collected, stored and destroyed under the terms the Act requires.
Alongside
Related work
Other work that sits beside this assignment.
- 01
Recruitment
We fill the roles the institution cannot afford to fill wrong. Executive, board and specialist hires, screened to survive appointment scrutiny.
- 02
HR outsourcing
Your full HR function, run to audit standard, without the headcount. Payroll, compliance, records and advisory, owned end to end.
- 03
Training and development
Programmes measured by what changes after them, not attendance. Built for workforce performance the board can see.
Client comments
In their words
Recruitment
“Working with Eagle HR has strengthened our workforce planning and recruitment processes. Their understanding of the public sector has delivered strong results.”
Contact
Pay decisions you can explain in a board paper.
Tell us your headcount and how many distinct roles you run. We will come back with a scope and a timeline.