Establishing Fair Wages in an Age of Inequality: A Self-Evaluation Chart - ToughNickel - Money
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Establishing Fair Wages in an Age of Inequality: A Self-Evaluation Chart

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Equal Pay??

Equal Pay??

As an employer, it is important that you attract and retain a solid base of qualified and knowledgeable employees. They need to feel satisfied and secure with their jobs and feel that they are paid a fair salary compared to other employees with different responsibilities. This is the key to maintaining high morale, which leads to high productivity. This applies to the old industries as well as to the high-tech ones that now dominate the 21st century.

In an age of hyper-inequality, where the top 10% of employees earn nine times more than the bottom 10%, the bottom grazers need to have their own comparison tools to gauge the fairness of their total benefits relative to those of others in any organization or even in the larger national and global context. Information on pay scales is readily available on the internet from government agencies and local chambers of commerce. However, it is often difficult to access where your particular experience, academic background, people handling skills, or leadership skills should position you relative to others.

Apart from pay, according to the Gallup Organization, the single most important variable in staff productivity and loyalty is the quality of the relationship between employees and their direct supervisors and managers. But some employees cannot help but wonder if their contribution is worth only 10% of the contribution made by senior managers in terms of remuneration.

Filling out the attached employee evaluation chart, which is based on specific factors, can help an employee take a stronger stand with those responsible for salary and wage structures in the organization (employer). This allows for a credible, statistically supported argument to be made and upheld by others, which eventually may lead to a better recognition of inequality; not only across genders but across functions and responsibilities. The evaluation chart is a useful tool for both employees and employers and should lead to a better understanding between the two parties.

How Much Does Money Matter?

It is worthwhile to point out that Gallup’s research shows that the greatest sources of satisfaction in the workplace, particularly for the new generation of millennials, are internal and emotional. More specifically, what people want from their managers is clear and consistent expectations, as well as business leaders who care for them, value their unique qualities, and encourage their growth and development. But this is most directly expressed through wage equality.

Other Questions to Ask About Your Job

Ask yourself the following questions as an employee:

  • Have I accurately defined my job responsibilities and objectives, defining standards of performance by which success can be measured?
  • Do I know specifically what is expected of me?
  • Have my individual objectives been broken down into short-term targets?
  • Have I been allocated adequate resources and extra training where necessary?
  • Can I delegate more? Can I remove certain obstacles so that other employees have increasing responsibility for the quality and accuracy of their own work?
  • Are my workload and wages balanced?
  • Is my performance reviewed regularly on a face- to- face basis?
  • Do I have a career path/personal development plan?
  • Do I review my failures constructively, and acknowledge and build on success?

How to Use the Job Self-Evaluation Below

The highest possible score on this self-evaluation is 100. If you got 100, then you should be at the top of any company's payscale, or at least at the top of your job classification. A lower score provides a relative estimate of what your position should be worth compared to others in the same organization or geographic area.

Evaluation Chart: The Value of Your Job Experience

Circle your scores in the first column and add them up.

ScoreDescription

Factor I: Your Job's Accuracy Requirements

 

1.0

Errors can be identified and corrected without significant impact on quality, customer relations, and productivity.

4.0

Errors are not easily identified and may have a small but noticeable impact within the company.

5.5

Errors have a small impact on quality of service, on the company's image, relations with customers and profitability.

7.0

Errors have moderate impact on quality of service and corrections have a moderate impact on company image and profitability.

10.0

Errors have a significant impact on profitability and the company’s external image.

Factor II: Your Job's Environment and Hazards

 

1.0

Office conditions are not hazardous

2.5

Subject to safety and industrial hazards or working outside in all weather conditions. Driving to and from customer locations.

5.0

Subject to hazards or working outside in all weather conditions, or Required to travel either by auto or air in all types of weather conditions.

Factor III: Your Job's Need for Independent Judgment

 

5.0

Task oriented with a high degree of supervision

10.0

Decisions are reviewed by Supervisor or a Certified Technician and have minimal impact on profits.

15.0

Decisions are less regularly reviewed by Supervisor, and certified work results have moderate impact on customer satisfaction and profits.

18.0

Decisions are even less regularly reviewed by Supervisor, and certified work results have more than a moderate impact on customer satisfaction and profits..

22.0

Requires creative thinking and some problem solving skills, and decisions are less often reviewed by Supervisor. Work results have more than a moderate impact on customer service and profits.

26.0

Requires more creative thinking and problem solving skills, and decisions are less often reviewed by Supervisor. Work results have more than a moderate impact customer service and profits.

29.0

Requires considerable creative thinking and sound decision-making ability. Must solve complex business and human relation problems. Decisions are based on analysis and usually not reviewed by Management, except through reports. Work results have a high impact on the company's image and profits.

35.0

Requires abstract and creative thinking. Must solve complex business and human relation problems. Decisions are based on analysis and are not reviewed by Management, except through reports. Work results have a higher impact on the company's image and profits.

40.0

Requires abstract, creative, and independent thinking. Requires sound judgment making significant and complex decisions , and end-results have a significant impact on company's well being and profits.

Factor IV: Management of Others at Your Job

 

0.0

No responsibility for the work and performance of others.

1.5

rovides work direction with some oversight or checking of the work of others.

3.5

Responsible for directing and evaluating the work performance of others. May make some personnel decisions with supervisor's approval.

5.0

Responsible for maintaining discipline and administering company policy. Will provide leadership, direction, and evaluating the performance of others.

Factor V: Knowledge and Experience

 

3.50

Requires no specific job knowledge and skills are learned by repetition.

8.00

Requires some job knowledge and/or specific technical skills. Knowledge is gained through attending external learning programs, and skills are learned by repetition.

10.00

Requires advanced technical skills and direct industry knowledge. Requires many hours of classroom instruction and on-the-job training through a formal educational program, or a minimum of 4 year's direct experience .

12.00

Requires some college courses/or experience equivalent, advanced technical knowledge, and technical skills gained through on the job training. Requires at least 5 years direct experience.

15.50

Requires more college courses/or experience equivalent, all of the above advanced technical knowledge and skills, quality control expertise, and advanced management skills. Requires a minimum of 7 year's direct experience.

18.00

Requires more college courses/or experience equivalent, advanced operating skills, quality control expertise, planning, scheduling, managerial skills, and/or specific industry knowledge. Requires a minimum of 10 year's direct technical and managing experience or at least 4 years as a licensed Technician.

20.50

Requires a college degree/or experience equivalent, advanced technical skills, or advanced industry and managerial knowledge. Requires a minimum of 12 year's direct technical and managing experience, or at least 6 years as a licensed Technician.

25.00

Requires a college degree/or experience equivalent, advanced technical skills, and/or significant knowledge of the industry. Requires a minimum of 15 year's direct technical and managing experience.

Factor VI: Outside Contacts and Teamwork

 

1.0

No responsibility for interaction with individuals outside the company. Requires the ability to work as a team member within the company.

2.5

Has some contact with non-management & mid-management personnel, customers and/or vendors. May provide one-on-one technical guidance and training. Requires the ability to accept minimal responsibility to contribute to the team effort.

3.5

Requires the ability to seek out and contact with mid-management personnel, customers and/or vendors. Communicate on a technical level with others. Has responsibility to make a considerable contribution to the team effort.

5.5

Requires the ability to seek out and have some influence with upper-level management, engineering decision-makers, and customers. Communication on a technical level with others. May provide one-on-one or group training. Requires the ability to function as a leader of a team or as the leader over other leaders.

7.5

Requires the ability to seek out and have major influence with customers and other decision-makers. Communicate on a highly technical level with others, or may speak before large groups. Requires the ability to function as the leader over other leaders.

10.0

Requires the ability to seek out and have significant influence with upper-level management, and customers. Communicate on a highly technical levels with others, and may interact with governmental agencies and local community leaders. Requires the ability to coordinate, counsel, and/or motivate team leaders.

Factor VII. Supervision Required

 

1.0

Receives all work direction from supervisor or certified technician. Work is monitored and checked by supervisor or Certified technician.

2.5

Receives only general direction from supervisor. Work is monitored regularly by supervisor, certified technician, or a more experienced or other employee.

3.5

Receives only general direction from supervisor. Work is monitored by quality production output and through reports to management.

4.0

Receives only general direction from supervisor, and work is usually monitored through reports. Usually checks his/her own work, but is accountable for reaching defined objectives.

5.0

Works independently. Responsible for establishing company goals and objectives. Accountable for specific high level results.

This article is accurate and true to the best of the author’s knowledge. Content is for informational or entertainment purposes only and does not substitute for personal counsel or professional advice in business, financial, legal, or technical matters.