CORE ROL

CORE ROL Evolution Matrix

This system operates in conjunction with the role evaluation system Evolution Matrix©. This links directly with our knowledge management program as the focus for an evaluation is the multiplicity of roles of each person in their broader working environment – the same focus for gathering data to build our knowledge data base.

Employee screen

As levels on the four Evolution Matrix© are changed the points are re-totalled and the role assigned to the appropriate salary range. The position in each range can be assigned according to the knowledge and skills levels.

Skill Template

The system contains factor level definitions from shop floor to executive on all four factors and a set of checklist questions to authenticate the level.

Evolution Matrix© has the following features:-

1. It is not job evaluation. It identifies and values how an individual can uniquely shape his or her work environment and the impact this can have on results.
2. The system is customised to the values, culture, structure and language of each organisation. The system is made to fit the organisation - not the organisation made to fit the system.
3. The system incorporates the role behaviours expected in a culture of empowerment, team self-management and continuous improvement.
4. The lower level factor definitions have been aligned with the classification levels of skilled based awards.
5. The system applies from shop floor to chief executive.
6. The evaluation process is simple and involves selecting the appropriate level on each factor then answering questions to support the selection.
7. There is no pre-requisite of a job description.
8. The evaluation process is flexible, evaluations can be made in panel discussions, each person can evaluate their own role or evaluations can occur in a workshop setting.
9. Evaluation accuracy and possible manipulation is controlled through checklist questions and verification of the answers given to support the choice of each evaluation factor level.
10. The impact of each role on organisation results is measured in broad, longer term contribution not just in short term financial performance - a "balanced scorecard" of measures of financial performance, customer satisfaction, internal collaboration and transfer of learning is used.
11. The evaluation can be as ideal,( as the role is expected to become in line with desired organisation change), and again as actual, (as it is currently). Any difference becomes the target for development action.
12. The system has been used to grade all positions in the national salary surveys of the Australian Institute of Management providing a direct link from evaluation points to market levels of base salary and total remuneration.