What employers need to do before they do their grid. The groundwork is necessary otherwise the grid will be based on a faulty foundation

1. 1
April 2013
Chris Hylton, MA
CG Hylton Inc.
800 449-5866
Becoming an
Employer of Choice

2. 2
Agenda
 About Us
 Salary grids
 Job Classification / NOC
 Job Descriptions – Employee
Interviews
 Essential Skills
 Workplace Wellness
Your issues

3. 3
We believe
Employees do not wake up in the
morning and go to work to do a bad job
Managers do not intend for employees
to do a bad job
Training can turn losers into winners
The workplace can be a fulfilling place
for staff
HR tools we bring can make a
difference in your workplace

4. 4
Our Approach
We work with your staff to make sure
they are motivated and focused
Want your organization to be the
success it deserves to be
We like to provide solutions that are
easy to use and we like to have fun

5. 5
Our Experience
Worked for many communities on
their policies
Worked for NAIT HR Training for
many of your staff
We provide confidential Employee
Assistance Plan counselling
services for Siksika Child and Family
Services
Speaker and sponsor at AFOA

6. 6
Our clients
Samson Management Ltd
Paul First Nation
Louis Bull First Nation
Saddle Lake First Nation
Ermineskin First Nation
Champagne & Aishihik First
Nation
MacLeod Lake Indian Band
Metis Settlements of Alberta
YK Dene First Nation
Siksika Resource
Developments Ltd
Siksika Child and
Family Services
Siksika Administration
Tsuu T’ina
Administration and
Finance Dept
Treaty 7 Tribal Council
Ben Calf Robe Society

7. 7
HR Tools
Employee Interviews
Job Descriptions – Most Important
NOC Classification System
Salary Grid
Workplace Wellness

8. 8
A salary grid is valuable
Classify jobs
provide for internal equity
external equity
Staff know their pay range
Know the progression in steps up
the range
Permits the easy updating of
salaries for inflation

9. 9
Developing a Consistent
Salary Grid
To do this you need:
Internal Equity - how jobs are paid
in relation to other jobs within the
organization
External Equity - how jobs are paid
in relation to other employers

10. 10
Which is more important
Internal Equity?
or
External Equity?

11. 11
Do your employees have
complaints
About your salary system?
About individuals earning more than
me, but they do less?
About individuals earning more than
me, because they have been around
longer?
Other salary complaints?

12. 12
To achieve Internal Equity…
We ensure all jobs are measured
with the “same ruler”
We use the NOC Classification System

13. 13
To achieve External Equity…
You need to define your market
Market is defined as to who you
compare to, it’s your choice. I.E. same
geographic area, similar organization
You need to define where you want to
be in the market (plus or minus x %)
Use your market for cost of living
adjustments as well.

14. 14
Survey Salaries
Use monster.ca
Use Alis
Other sources
Salary survey participants
40 participant Chief and Council survey
last winter
Small Energy Producers Survey
Customized survey to meet your needs

15. 15
Now you have consistency
because….
Internal equity – all positions are
measured with the same ruler ie.
(NOC)
External equity – you have linked
your jobs to the external market

16. 16
Salary Grid
MINIMUM MIDPOINT MAXIMUM
ANNUAL
SALARY
$60,000 $75,000 $90,000
Range 80% JOB RATE 120%
New and
developing
employees
Employees
meeting all the
job standards
Longer term
employees
and/or high
performers

17. 17
Role of Consultant?
Ensure the building blocks to HR
success are in place
Job Descriptions
Link to NOC positions
Org charts clear and up to date
Link to salary data
Create the grid and policies, assist with
implementation and provide ongoing
support

18. 18
What is the NOC?
Any ideas?
Are you familiar with it?

19. 19
National Occupational Classification (NOC)
reference tool for writing job
descriptions/
specifications
compiled by the federal government
for 30,000 occupations
Provides standardized job descriptions
job requirements
Career Handbook counseling
component

20. 20
National Occupational Classification
(NOC)
The NOC is a classification system for jobs in
the Canadian economy. It describes duties,
skills, talents and work settings for occupations.

21. 21

22. 22
National Occupational Code
Job Classification System
free
easy to use
very comprehensive as to jobs covered
updated continuously at no cost
provides job description summaries
avoids disputes with staff – simply point
them to the NOC site
tied to career planning for students

23. 23
00 LEGISLATORS /
SNR MANAGERS
0 MANAGEMENT
OCCUPATIONS
SKILL LEVEL A
university
SKILL LEVEL B
college or
apprenticeship
SKILL LEVEL C
secondary school and/or
occupation-specific
training
SKILL LEVEL D
On-the-job training
1 BUSINESS, FINANCE AND ADMINISTRATION
OCCUPATIONS
Group 00 001 Legislators and Senior Management
Group 0 012 Managers in Financial and Business Services
PROFESSIONAL OCCUPATIONS IN BUSINESS AND FINANCE
111 Auditors, Accountants and Investment Professionals
112 Human Resources and Business Service Professionals
SKILLED ADMINISTRATIVE AND BUSINESS OCCUPATIONS
121 Clerical Supervisors
122 Administrative and Regulatory Occupations
123 Finance and Insurance Administrative Occupations
124 Secretaries
CLERICAL OCCUPATIONS
141 Clerical Occupations, General Office Skills
143 Finance Clerks
144 Administrative Support Clerks

24. 24
00 LEGISLATORS /
SNR MANAGERS
0 MANAGEMENT
OCCUPATIONS
SKILL LEVEL A
university
SKILL LEVEL B
college or
apprenticeship
SKILL LEVEL C
secondary school and/or
occupation-specific
training
SKILL LEVEL D
On-the-job training
7 TRADES, EQUIPMENT OPERATORS AND
RELATED OCCUPATIONS
071 Managers in Construction and Transportation
072 Facility Operation and Maintenance Managers
TRADES AND SKILLED TRANSPORT AND
EQUIPMENT OPERATORS
721 Contractors and Supervisors, Trades and Related
Workers
724 Electrical Trades
725 Plumbers, Pipefitters and Gas Fitters
727 Carpenters and Cabinetmakers
728 Masonry and Plastering Trades
729 Other Construction Trades
732 Automotive Service Technicians
LABOURERS IN PROCESSING,
MANUFACTURING AND UTILITIES
961 Labourers in Processing, Manufacturing
and Utilities

25. 25
National Occupational
Classification
Since its introduction in 1992, the
National Occupational Classification
system continues to be the authoritative
resource on occupational information in
Canada. The NOC is used daily by
thousands of people to understand the
jobs found throughout Canada's labour
market.

26. 26
National Occupational
Classification
 Management
Occupations
 Business, Finance and
Administration
 Natural and Applied
Sciences
 Health

27. 27
National Occupational
Classification continued . . .
 Social Sciences,
Education,
Government Science
and Religion
 Art, Culture, Recreation
and Sport
 Sales and Service

28. 28
National Occupational
Classification continued . . .
Trades,
Transportation and
Equipment
Operators and
Related
Primary Industry
Agriculture and Food
Processing,
Manufacturing and
Utilities

29. 29
Essential Skills Profiles
Essential Skills Profiles describe how is skill
is used in an occupation.
Researches asked workers:
 What do you do in your job?
 Why do you do it?
 How do you do it?
 What resources and materials do you
use?

30. 30
Components of an Essential Skills
Profile
 Brief description of the occupation
 List of most important Essential Skills
 Typical tasks grouped by skill and skill level
 Physical aspects of performing the job and the
attitudes that workers feel are needed to do the job
well
 Future trends affecting Essential Skill requirements for
the occupation
 Links to sites with information on this occupation,
such as the National Occupational Classification
Matrix (NOC) and Job Futures

31. 31

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34. 34

35. 35
National Occupational Classification Matrix (NOC)
The profiles align with the NOC
Occupations are grouped in the NOC by type
of education required
0 - level are managerial level occupations
A - level occupations require university
education
B - level occupations require a college
education or apprenticeship training (e.g. Red
Seal trades)
C & D - level occupations require a high
school education or less

36. 36
Essential Skills
Research Weblinks
Information on Essential Skills Profiles, is
available at:
http://www.hrsdc.gc.ca/eng/workplaceskills/e
National Occupational Classification
Matrix available
http://www5.hrsdc.gc.ca/NOC/English/NOC/

37. 37
Essential Skills Matter to Workers,
Employers and Governments…
 The International Adult Literacy Survey (IALS)
(1994) and the Adult Literacy and Life Skills
Survey (2004) noted that 40% of Canadian working-
age adults have low essential skills levels (levels 1 &
2) while most Canadian occupations require level 3
and higher.
 The Prime Minister’s Expert Panel on Skills (2000)
concluded that the Canadian workforce typically had
the necessary technical skills, but had critical gaps in
its essential skills.
 Statistics Canada correlates increased Essential
Skills capacity with higher earnings, stronger labour
force attachment and better health among individuals.

38. 38
Conference Board of Canada’s Case Studies on
Hard and Soft Returns on Essential Skills
Investments
Organizations reported:
 Safer workplace – fewer accidents
 Higher productivity and more efficiencies
 Lower turnover and absenteeism rates
 Improved performance appraisal processes
Individuals, Teams, Organizations and Family & Community
Benefits:
 Increase in self-confidence, initiative, communication,
teamwork
 More open to change and lifelong learning attitude
 Better able to make decisions and to recognize and solve
problems
 Increase in volunteerism and ability to help children with
homework
 Enjoy improved health
HRSDC publication HIP-028-03-05E

39. 39
The Skills Challenge
We must help learners and job seekers
see themselves as “knowledge
workers” with skills that they can
develop in school and training
programs and transfer to the
workplace….They must understand
that they will have to continue to
develop their skills to keep their jobs
and progress in the workplace.

40. 40
Focus on workplace learning
Employees want to know how to do
their job better
Community members want to know
what skills they need to gain
employment
Students know what skills they need to
study

41. 41
Wellness Building Blocks
Job Descriptions
Employee Satisfaction Survey
Performance Evaluation done from
perspective of employee growth
Workplans
Career training
Organization Charts
Salary grid

42. If the foundation building blocks
are missing or weak the other
work, on Salary Grid is wasted
42

43. 43
What Do Employees Expect from
Employers?
A good working environment
A chance to make a difference
Set goals and evaluation
Support for education
Respect from peers
Understanding their needs

44. 44
Evaluation
Employees should know where they
stand
These days most organizations cannot
afford to lose employees
It is imperative that you get the best
from them
An employee cannot improve if they do
not know what you expect

45. 45
Set Goals
According to a recent study of
Canadian employee attitudes, only
half of employees say they understand
how their organizations will assess
their job performance
Employees want to know what the
expectations are of them
Setting goals for the organization and
with them as workers is imperative

46. 46
Support for Training
Training – A well designed training
program that maximizes learning
before, during and after instruction
Self Directed Learning
Partner with local education resources
Coaching and Mentoring
Employees control their own learning
Involves investing in employee’s future
Improves quality and quantity of work

47. 47
Respect from Peers
This can only be accomplished by
management modeling behaviours
Good behaviours include open communication
where an open door policy is a fact, not a saying
Remember, a good attitude from a manager sets
the tone for the organization
Have you ever called an employee at home
and thanked them for doing a good job?
How often do we thank employees at work?

48. 48
Does this remind you of anyone?

49. 49
More Questions to Consider
for Employee Development
Transferable skills – soft (eg. Leadership,
people skills, communication)
Personal Characteristics - ( Honesty,
Integrity, Etc.)
Unique Talents/Skills - ( Languages)
Extra Curricular Activities

50. 50
Training for success
What deficiencies, if any,
does job holder have in
terms of skills, knowledge,
abilities, and behaviours?
What behaviours are
necessary?
Is there a
need for
training?
What are
the strategic
goals of the
organization?
What tasks must
be completed
to achieve
goals?

51. 51
Tie career development to
performance appraisal
Missed targets
due to lack of
skills or tools
Development
program to address
gaps
Has effect of making
the performance
appraisal more
positive – focused
on something
neutral

52. 52
Improving Morale
I don’t know what my job is
My boss does not know what I do
There is no communications between
departments
Employee Interviews – typical issues

53. 53
What is an
“Employer of Choice”?

54. 54
Any ideas?

55. 55
What is an
“Employer of Choice”?
Any employer of any size in the public,
private or not-for-profit sector that
attracts, optimizes and retains top
talent… because the employees
choose to be there

56. 56
Which results in
Employees choosing to work or
continue to work for your
organization… even when presented
with other and more enticing
employment opportunities

57. 57
Where does salary stack up in
terms of employee wants?
Any ideas

58. 58
Where does salary stack up?
When an employee is considering a job,
what do they look for? 2003 data
1. Company policy
2. Company administration
3. Relationship with Supervisor
4. Working conditions
5. Salary
Source: August 2003 survey by the Society for Human Resource
Management (SHRM) and CareerJournal.com

59. 59
IPSOS Survey Top 5 reasons for
staying in a job
1. like the work
2. like the co-workers
3. like the company
4. learning a lot
5. salary satisfaction

60. 60
What about now, has the
economy changed things?
Any ideas?

61. 61
Survey
More than 7,141 employees and 363
human resources (HR) professionals
participated in the survey which
revealed new insights into who is
happy, who is looking, why employees
stay, where employers may be off
target in their efforts to retain
employees and where they may be at
risk when the economy recovers.

62. 62
Has the Economy changed
things?
employee satisfaction levels are often
overestimated by employers.
Approximately 65% of employees
admitted to passively or actively looking
for a new job, compared to employers'
estimate of 37%.

63. 63
Has the Economy changed
things?
While employers have a good sense of
overall employee satisfaction, they
often overestimate the degree of
extremely satisfied employees nearly
2 to 1.
the results of the survey suggest there
is a direct link between pay and
satisfaction -- the higher the salary and
job level, the greater the number of
extremely satisfied employees

64. 64
Nearly 80% of employers do not
believe employees will begin a job
search in next few months while
nearly 60% of employees intend to
intensify their job search in next 3
months.

65. 65
Employee Satisfaction
"Consequently, many employers have
not placed enough emphasis on
important retention strategies. This
could lead to their best employees
defecting during the next year, just
when this talent will be most needed to
help turn businesses around."

66. 66
Who is most satisfied?
Millennials are the most likely group to
look for a job, followed closely by Gen
X'ers and Baby Boomers.
Satisfaction is the reverse of age
Retirement Age (68+); About to Retire
(58-67); Baby Boomers (44-57); Gen X
(31-43) and Millennials (18-30)

67. 67
What types of industries are
most satisfied?
Industries including Financial Services,
Construction and Retail topped the list
of extremely dissatisfied employees
Internet, Education/Government and
nonprofit, Software and Networking
topped the list of extremely satisfied
employees.

68. 68
Priorities Shift for Employees
Before
Good Relations
with Co-Workers
Good Relations
with Managers
 Adequate
Benefits
Now
Good Relations
with Co-Workers
Job Security
Desirable
Commute &
Desirable Hours

69. 69
Top reasons to leave a job
Top reasons to leave a job stayed same
from last year's survey:
Inadequate Compensation,
Inadequate Development Opportunities
and
Insufficient Recognition
Are these things you can fix?

70. 70
What did one law firm do?
One large law firm offered their lawyers
$100,000 if they would stay off work for
one year.
The hook, the money, yes but even
better
If they accepted, and further cuts to
staff was necessary, the ones that had
accepted the $100,000 were immune
from further firings.

71. 71
Becoming an Employer of Choice
But does it really matter? Yes!
Nearly half of all American
workers (49 percent) indicate that
their companies' brand, or image,
played a key role in their decision
to apply for a job at their
respective workplace,
Source: 2001 Maritz Poll

72. 72
What could you do to improve
the workplace?
1.Flex work arrangements/work-life balance
2.Flex hours/compressed work week
3.Pension/retirement savings
4.Health care benefits
5.Career development
6.Other – daycare, fitness memberships,
recognition program & parking
7.Flexible benefits
8.Monetary compensation
9.Additional time off
(Source 2006 Hewitt Survey)

73. 73
Other things you can do?
What do you think you can do?

74. 74
Flex work costs you nothing
Flex work important part
Focus on work accomplishments not hours
of work

75. 75
Workplans
Supplement the job description
Details the training needed to do the job
The timelines to obtain the training
The details of the job
The goals and objectives and how they tie into
Dept and Nation strategies

76. 76
EAP
Great way to assist
employees and
their families deal
with grief, stress,
workplace, drug and
alcohol, parenting
issues
Free to employee
Use a dentist to fix
a sore tooth, use a
counsellor to fix a
broken head
Totally
confidential

77. 77
Summarize
Salary Grids
Job Classification/NOC
Wellness Building Blocks
Employer of Choice
Improving the Workplace

78. 78
CG Hylton would like
to thank you for the
opportunity to meet
with you today
Questions?
Lisa@hylton.ca
Chris@hylton.ca
403 264-5288