1. Evaluate the position, not the person. When assessing the classification level of a position, it is important to focus only on the position itself and not on the performance, strengths, and/or specific expertise that the incumbent may bring to a position. If the incumbent leaves the position, the responsibilities and complexities of the position remain the same. If these change, the position should be re-evaluated based on the new expectations.
  2. Work value (and therefore classification level) does not equal remuneration. Do not use classification level to address a remuneration issue such as the need to offer higher salaries to attract critical skills. Where there is a market shortage, it is better to negotiate remuneration separately, not increase the classification level of the position.
  3. Ignore the existing classification of current executive positions. It is important to ignore the current classification of the position and focus on assessing the work value of the position as it is presented in the information gathered.
  4. Determine the classification according to the highest function(s) undertaken by the position. Most positions will comprise work (duties and responsibilities) with a range of work value. It is important that the position is assessed according to the highest function(s) undertaken, taking into account the percentage of the position that these functions comprise. For a position to be classified at a particular level, 70-80 per cent of the work undertaken by the position must equal the work value of that level.
  5. Take into account both importance and frequency of tasks undertaken. Related to the principle above, this principle states that the assessment of a position’s work value should be a balance between the importance of the tasks and the frequency of their occurrence. An assessment should not overly focus on tasks that are done infrequently, even if they are considered important.
  6. Avoid duplication. When allocating scores for each of the factors, avoid using the same information about a position to give ‘credit’ over more than one factor. It is important to separately assess the different factors and evaluate each aspect of the position on its own merits.
  7. Workload does not equal work value. Workload (the ‘busyness’ of a position) is not related to work value and should not be used as a basis on which to classify a position. Where there are workload issues for a position, these are best dealt with via a structural adjustment in the overall working environment and a consideration of the FTE required to complete the work
  8. Fully understand the position. The most important principle of evaluation is that of understanding the position to be evaluated. It is not possible to conduct an accurate and reliable analysis and evaluation of a position when the position is not fully understood. It is imperative that the information gathered about the position gives a full and detailed view of the current activities, duties, accountabilities, complexities and relationships that the position is responsible for now and for the foreseeable future. Information should be gathered from a range of accurate and detailed sources, with a critical source of information being the interview(s).