June 4, 2009
Communique about Jobs Evaluation
Dear Fellow Members,
Your bargaining team has received numerous emails from concerned
members about the Job Evaluation Plans and specifically the process
undertaken by the Canada Post Corporation and the Association of Postal
Officials of Canada to establish the Plans. We believe that an explanation
of the process is required so that all members are fully informed.
The first step in the creation of any job evaluation plan is the
establishment of what an employer wishes to value. An employer will then
determine which factors will be used to evaluate jobs. Each factor will have
degrees of intensity and each factor will be provided a weight. An employer
will then draft questions which are to be answered by employees
performing each job. The answers to the questions are then run through
the degrees and factors and based on the weighting a total number of
points are determined for each job.
In our case, the Corporation wanted the Plans to reflect its values and
priorities. The Corporation was of the opinion that jobs with subordinates
had to have a greater value and priority than jobs without subordinates.
And within the category of jobs with subordinates, those jobs in the plant
environment would be given greater value than those outside the plant
environment. The Corporationís rationale was that jobs with subordinates
in the plant environment have a greater impact on the Corporationís overall
success. This was a significant change from the Job Evaluation Plan for our
operations and enabler members from that which had existed since
The Corporation then established four criteria; skills, responsibility, effort
and working conditions which respects the principles of human rights and
pay equity legislation.
These criteria were then used to establish fourteen factors; product
knowledge, process knowledge, specialized knowledge, communication
skills, computer skills, financial resources, physical resources, supervision,
problem solving, effort, working conditions, hazards, work related stressors
and supervisory complexity. Each factor is defined by degrees of intensity of
each accountability and responsibility.
The Association took on a greater role when the parties drafted the
questionnaire and participated in the focus group sessions. Once the
questionnaires were completed, the parties then reviewed the information
provided by the answers given and agreed on the degree for each factor.
After, the Corporation ascribed degree to each factor and was run through
the software model created which provided a resulting point value for each
job. The jobs were then ranked by their corresponding point value.
Based on the values and priorities the Corporation considered significant, it
determined the weighting for each factor. For example, supervision was
given a weighting of 10% and supervisory complexity was given a
weighting of 20%. It is clear that the Corporation has provided significant
value to these factors given the weight afforded to them.
These results were then provided to the bargaining teams and the number
of classification levels and salary bands were negotiated. Each job was
then placed into their new classification level with the corresponding salary
Members who do not agree with the placement of their job within the new
classification shall be entitled to request a review of their job and the
classification to a Joint Review Committee.
It is extremely important to note that the new classification levels and
corresponding salary bands will have three results:
1. Members whose current salaries are lower than the minimum of the
salary band that their job has been placed in shall have their salary
increased to the minimum of that band. Thereafter, they will be entitled to
the normal annual wage increases and annual pay progression, should
2. Members whose current salaries fall above the minimum and below
the maximum of the salary band which their job has been placed in shall be
placed into that band without any adjustment. Thereafter, they will be
entitled to the normal annual wage increases and annual pay progression,
should they qualify.
3. Members whose current salaries are above the maximum of the salary
band which their job has been placed in shall not suffer any loss of salary.
They shall be afforded salary protection and receive pensionable lump sum
payments equal to the wage increases negotiated in the collective
agreement for a yet to be determined time period.
We hope the above information clarifies and answers many of the
questions members have with regards to the New Job Evaluation Plans.
We encourage all members to continue to visit the APOC website for further
updates as we seek to finalize a collective agreement.