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All valid points, Chuck. It is also why those doing long hours of job evaluations in a single block of time often end up exhibiting a strange behavior of hysterical humor that I call "evaluation overload crazy." Act punch-drunk, find everything silly, etc.

Alternative approaches frequently involve some "outsourcing." External experts can be retained to mediate such decisions like arbitrators. The lightning rod function of consultants helps deflect ire and resentment from insiders onto the mercenary outsider. The last option is to create an internal job evaluation committee staffed with powerful members whose rulings will withstand all criticisms and can be imposed. Membership also enhances their influence due to the logrolling opportunities gained by their leverage over pay and status decisions.

Who would want such a job? I did... and I encouraged many others to do it too! Why? If structured in a strategic vs tactical way, the role is an incredible development opportunity for future HR leaders. It can be one of the few jobs (outside of the c suite and strategy office) with a truly global view of the business. The role is often the first to know about potential restructures and strategic shifts. And it's highly visible -- a great role to develop and showcase the softer leadership skills often required as an HR business partner.

I totally agree with Monica. Leading job evaluation panels and conducting job evaluations taught me more about business and communications than probably any other thing.

I recommend it too as one of the must do things to be an HR leader.

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