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IBEW and NAV CANADA Joint Classification System Project. Briefing to Members of IBEW and Management June 2009. Why Change the Existing System. Old and not reflective of today’s business environment. Made effective in 1993 Built in the government environment not NAV CANADA

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ibew and nav canada joint classification system project

IBEW and NAV CANADA Joint Classification System Project

Briefing to Members of IBEW and Management

June 2009

why change the existing system
Why Change the Existing System
  • Old and not reflective of today’s business environment. Made effective in 1993
  • Built in the government environment not NAV CANADA
  • Point factor system more detailed and better designed for a less homogenous group. Focuses people on writing long job descriptions
  • Need simplicity and clarity around the classification system
classification lou
Classification LOU
  • Engage an outside firm with recognized experience and expertise in the field of classification and who will evaluate the jobs
  • The parties receive the report and consult in order to determine how to implement the new classification system and any associated salary adjustments.
  • Any employee who occupies a position where the classification level is decreasing will be “green circled” so long as the employee occupies this position
  • If no agreement is reached on how to implement, then either party may refer any unresolved issue for determination by binding arbitration
  • Agree that the system shall not be implemented until the next collective agreement is signed by the parties and, accordingly, the effective date of the new classification program, once negotiated and/or arbitrated shall be September 1, 2009.
what is job evaluation
What is Job Evaluation
  • A means of determining the relative value of jobs within an organization

Key concepts

    • Relativity
    • Focuses on job content not individual performance
    • Balance between science and reasoned judgement
  • It is a system which is used to objectively categorize and rank the worth/importance of different positions in an organization through established criteria and framework
  • It says nothing about assigning pay, pay scales for unionized employees are negotiated.
project objectives
Project Objectives
  • System is clear and easy to understand and to use
  • Reflects the kind of work performed by Electronics Technologists at NAV CANADA
  • Illustrates the potential career path for Electronics Technologists in the various areas in which they work
  • Simplifies the classification process
project phases
Project Phases

Project

Planning

Data

Gathering

Conceptual

Design

Detailed

Design

Rollout

Develop communication strategy

Design final challenge process

Communciate Results

Hold the challenge process

Deliver final communciation

Finalize classification guide design and other tools and user manual

Identify benchmark jobs

Evaluate all jobs in the bargaining unit

Finalize design

Interviews with project key Senior Management & IBEW Leaders

Site Visits

Collect job profiles

Assess 2000 System & need for change

Project Plan

Key Steps

Deliverables

Confirm approach and conceptual design for the new system

evaluation process
Evaluation Process
  • Job data collected from incumbents and managers using Towers Perrin’s designed tool (Job Profile Questionnaire- JPQ)
  • Evaluation of job descriptions (JPQs) done by the Towers consultants using
    • The classification standard designed by the joint working group
    • JPQs submitted by the incumbents and managers
    • Additional information gathered in response to working group questions (e.g., follow-up questions; requests for additional explanations)
    • Benchmark job evaluations first
  • Evaluation work was iterative and job data focused
proposed classification system
Proposed Classification System
  • Whole job slotting
  • 3 levels of classification (i.e., grade levels or bands)
  • Rating Factors
    • Technical & Operational Knowledge and Skills
    • Communication & Inter-personnel Skills
    • Decision Authority
    • Problem Solving
    • Impact on NAV CANADA Performance
    • Working Conditions- work pace
    • Working Conditions- environment
    • Working Conditions- physical effort
what is whole job
What is Whole Job
  • Considers the key elements of a job on a global basis, i.e. looks at the “whole job”
  • Compares the job to the level descriptors in the classification guide on each of the classification criterion
  • Considers how each criterion has been evaluated and assigns it to the level which best describes the job overall
  • Confirms the classification by reference to the benchmark jobs
  • Approach does not try to measure small differences between jobs,
    • defines the distinct classification levels required by the organization
    • describes levels so as to highlight the key and most significant differences,
    • illustrates the progression and
    • fosters a common understanding of the key characteristics of each level.
benchmark jobs
Benchmark Jobs
  • CNS, ATM and CRS Coordinator
  • Electronics Systems Technologist
  • Engineering Project Leader
  • Installation Technologist
  • Life Cycle Management Specialist
  • System Support Technologist
  • Technical Flight Inspector
  • Technical Instructor
  • Technical Operations Coordinator
  • Technical Requirements Specialist
treatment of team supervisors
Treatment of Team Supervisors
  • Team Supervisor position will be evaluated at one level higher than the level of the employees being supervised
classification grid
Classification Grid
  • Separate document due to size
communications what is to come
Communications- What is to come
  • Incumbent to receive individualized letters from their supervisors
  • Provides detail on the application of the new system to their position
    • Notice of the Challenge Process
  • Project material will be posted on the IBEW Local 2228 website or through the Classification Projects Office ([email protected])

Includes

      • Classification System Report
      • Challenge process instructions & form
challenge process
Challenge Process
  • Provides opportunity to comment or raise any concerns on how the new system has been applied to their position (input from both incumbent(s) and managers)
  • Review will be administered by a sub-committee of the project working group. Towers Perrin involved if impasse
  • Process
    • Reflect their own substantive job
    • Not challenge the design of the classification system (e.g., choice of rating factors; the factor definitions; the factor weightings; point banding etc).
    • Be captured on the authorized form
    • Conform to the time lines established for the challenge process
      • Completion by September 8, 2009
slide17

Should I submit an application to the Challenge process?

  • Only you can answer this
  • If you have a comfort in the process followed; the relativity outcomes (i.e., which jobs are in the same band as yours) maybe you don’t go further
  • If you think job information has been misunderstood or missed; disagree with the evaluation assessments and can provide job related detail to substantiate your perspective, consider the challenge process
  • Members of the working group are available to answer your questions
grounds for submitting an application
Grounds for Submitting an Application
  • Reflect their own substantive job
  • Reflect a concern and/or challenge to the application of the rating factor(s) as presented in their individualized letter
  • Not challenge the design of the classification system (e.g., choice of rating factors; the factor definitions; the factor weightings; point banding etc).
  • Be captured on the authorized form conform to the time lines established for challenge process
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