Tell us about yourself
My career in the public sector took me to various fields; Education, Social Services and Housing. In 2000 I worked as a senior manager on multiple projects that broadened my knowledge and skills and awoke the ambition to become a consultant to allow more potential for personal and professional growth.
By 2009, I was a key player in a team that won a National Training Award for the excellent quality of the programme, the training content, and the way it was delivered. I have continued to develop a wealth of experience as a Management Consultant, Trainer and Facilitator, working nationwide in different businesses and sectors, designing and delivering a wide range of bespoke learning opportunities, programmes, projects and events.
What has led you to be an associate on EELGA’s Talent Bank?
I joined Talent Bank in response to a need for associates with organisational development experience and staff restructuring. Since joining, I have attained a specialism in Job Evaluation using the Local Government NJC Single Status Job Evaluation Scheme.
My prominent role for EELGA is Job Evaluation Scheme Trainer; providing a one-day programme designed to equip you to confidently evaluate job roles and support your authority with a consistent and robust application of the NJC scheme. There have been some “spin-off” requests, such as Job Evaluation Refresher Training and How to Complete a JDQ for Managers Training.
What are the most significant challenges relating to Job Evaluation posed by Covid?
Adapting the programme to virtual delivery via Zoom or Teams. Delegates’ feedback has been so positive we will continue virtual delivery post-Covid.
How does Job Evaluation influence positive results for our members?
The Local Government Job Evaluation Scheme was developed to achieve single status for all jobs within the scope of the “Green Book” and grading them on a common basis according to equal pay legislation. Job evaluation gains maximum acceptance in the workplace when it is “owned” by both the employer and the employee. The scheme was designed to incorporate the principle of equal pay for work of equal value. Still, the process needs to be delivered consistently and in line with the guidance to provide a robust defence against an equal pay challenge. Openness and transparency are crucial to the integrity of the scheme. Training people from across the organisation’s structure and areas of operation help send the message that the organisation runs a fair system and no “hidden agenda” or “favourite” departments or leaders.
The workforce can be sure of fairness in their pay and stay focussed on their task. According to the guidance, the Job Evaluation Scheme’s authority can be secure from the damage of a legitimate equal pay claim.
Could your organisation benefit from Sarah Elkington’s expertise? Express interest in contracting Sarah through her profile on the East of England Talent Bank.