Job Evaluations

Job Evaluations - Overview

BC Northern Interior Sawmill and Poleyard Job Evaluation Plan

Job Evaluation Forms:                                                  

Request Interim Rate For New Job:

In an effort to assist Human Resource Personnel with determining interim rates for new jobs, an electronic form is available.  Simply insert a few details about the new job and submit them electronically to the Evaluators who will respond with a suggested interim rate.  Click here for the form. back to top

What is the Job Evaluation Plan

The B.C. Northern Sawmill and Poleyard Job Evaluation Plan is administered bi-laterally  by Conifer and the United Steel Workers (USW).  Conifer and the USW each provide a representative referred to as the Industry Job Evaluation Committee (The Evaluators).  The Evaluators are responsible for the general administration of the Job Evaluation Plan.

Technically, the plan is a combination of a factor comparison and points system.  The plan determines the value of jobs subject to the Job Evaluation Plan by comparing jobs to other similar jobs in the industry.  For example, comparisons can be made between common jobs like debarkers, edgers and canters etc.   The Evaluators have several tools at their disposal to compare like jobs in the industry including a data base of over 1900 jobs, the B.C. Northern Interior Sawmill and Poleyard Job Evaluation Manual, known as the "Manual," and benchmarked jobs. 

Conifer provides an Industry Job Evaluator to administer the Job Evaluation Plan on behalf of Conifer member companies and also provides Job Evaluation services to Canfor operations in Northern British Columbia.

The Industry Job Evaluators make unanimous and binding decisions pertaining to Job Evaluation outcomes in the Sawmill and Poleyard industry.  Evaluator decisions are final and binding and there is no avenue to appeal Evaluation outcomes.  The intent of the B.C. Northern Sawmill and Poleyard Job Evaluation Plan is to determine a value of jobs in sawmills and poleyards. The Plan is based on a points and factor comparison; comparing like jobs across the industry to establish a  group and rate of pay for jobs subject to the Job Evaluation Plan.  It is important to note that the program evaluates jobs and not individuals. back to top

Authority of Job Evaluation Plan and the Collective Agreement

The BC Northern Interior Sawmill & Poleyard Job Evaluation Plan is a bi-laterally agreed to plan between industry and the USW which provides a mechanism  in the collective agreement to establish fair and equitable rates of pay. This process removes any requirement to negotiate specific rates of pay for specific categories of jobs. Article XXVII – Sawmill Job Evaluation in the collective agreement establishes the principles and authority for the establishment of the B.C. Northern Interior Sawmill and Poleyard Job Evaluation Plan. The language in the collective agreement outlines:
  • Equal representation from industry and the Union
  • Establishment of the Industry Standing Committee with a mandate to resolve evaluation problems and resolve other evaluation matters.
  •  Establishment of the use of the “Manual” which was developed at the inception of the Job Evaluation Plan in 1971 and later updated in 1995, as the Evaluators guide or “yardstick” to measure job elements on individual jobs within an operation. These elements are used in comparisons with other jobs within the operation and in relation to comparable jobs within the Northern Interior region.
  • Establishment of the “wage curve” which outlines the point range and increments for 28 groups in the Plan and uses the base rate as the foundation.
  • Establishment of Supplement #6 of the Collective Agreement which outlines how the Job Evaluation Plan will be administered including:
    • Principles and procedures.
    • Establishment of the Industry Standing Committee and their role in Job Evaluation.
    • Industry Job Evaluation Committee (The Evaluators) and their role in Job Evaluation outlining their decisions “shall be final and binding.”
    • Plant Job Review Committee, how it is to be structured and the function of the Plant Job Review Committee.
    • Application of the program in that it applies to all hourly paid employees in the B.C. Northern Interior Sawmill industry except for trades categories employees listed.
    • Direction of Work is vested in management and the program is not to impose any restrictions on the Company’s right to create new jobs or assign duties to employees.
    • Establishes that upon re-valuation and a job is moved to a higher group, retroactivity shall apply.
    • Establishes that when a job is moved to a lower group, the incumbent shall be red-circled.
    • Establishes the company’s right to establish interim rates for new jobs.
    • Establishes the criteria of when a job can be submitted for evaluation such as a five year review.
    • Outlines a training program for members of the Plant Job Review Committee. 
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Composition of the Plant Job Review Committee

The must be equal representation.  Therefore, 2 union committee reps and 2 management committee reps. One management rep must be on the plant salaried staff, whereas the second management rep may be from outside of the plant. One union rep must do a job subject to job evaluation and is paid for lost time while acting as a Review Committee Member. A second union rep may be from maintenance or from outside the plant. back to top

Duties of the Plant Job Review Committee

Communicates with other review committee members and employees whose jobs are subject to job evaluation. Must communicate the sequential steps and process to other employees wishing to submit jobs for evaluation. Documents clear and accurate information onto required forms (Request for Evaluation forms and Job Study Records). Ensures all Requests for Job Evaluation Forms and Job Study Records fully completed and endorsed by union and management committee reps. Ensures documents include proper Company identification including name, division and Job Evaluation Plant Number. Ensures relevant dates of job content changes or new jobs are documented.
Also ensures a brief statement of the specific reasons for the changes are included on the Job Evaluation Request Form. The committee has the authority not to pursue a job evaluation request if they deem the change to be insignificant, but in so doing should inform those concerned with the reasons not to pursue the evaluation. Applies immediate attention to all applications for job evaluation requests from either management or employees within the operation. Review Committee makes the determination whether a job evaluation application is adequate and whether or not to proceed with an evaluation.

Should a dispute arise among the Plant Job Review committee, the matter should be referred to the Evaluators for investigation and resolution of the dispute. back to top

Criteria Evaluators Use In Job Evaluations

The Manual outlines 13 Factors and establishes how these factors are applied.  Evaluators also utilize benchmarked jobs to compare like jobs with over 1500 other jobs in the Northern Interior of British Columbia. back to top


The program consists of 13 main factors and 3 sub-factors which are broken down into 4 groups:

Knowledge and Skill (job knowledge, job experience, manual skill) 20%

  • Knowledge measures specialized practical knowledge and/or skill. 
  • Job Experience is time needed to become proficient to perform to a reasonable standard of job performance.
  • Manual skill measures the physical dexterity & physical coordination required to do a job.
Effort (physical effort, visual effort, judgment) 14.25%
  • Physical effort measures the intensity of the physical effort required to do the job.
  • Visual effort measures the degree and continuity of the visual exertion and alertness required to do the job
  • Judgment measures the requirement of the job in the exercise of resourcefulness and independent judgment to do the job.
Responsibility (product recovery, production flow, mobile equipment, production equipment, auxiliary equipment, safety to others, external contacts, internal contacts) 60%
  • Product recovery responsibility for increasing and/or maintaining recovery and/or grade.
  • Production flow considers the influence on mill flow versus job function.’ 
  • Equipment responsibilities measure the importance of equipment by comparison with benchmarks of similar jobs in industry. Equipment factors are benchmarked based on value and size of equipment. Size and value are linked, i.e. usually larger pieces of equipment are more valuable and therefore receive more credit.
  • Mobile equipment measures the importance based on benchmarks. Therefore bigger is more expensive and receive more credit.
  • Production equipment measures the importance by comparison to bench marks. Production equipment is stationary equipment and is considered production equipment if the operator is required to make operating adjustments in running the machine or setting up the machine.
  • Auxiliary equipment measures additional mobile equipment, production equipment or transfer equipment under the control of the operator.
  • Safety to others measures the responsibility of avoiding injury to others.
  • External contacts measure the importance of the job regarding contact with others from outside the operation.
  • Internal contacts measure the importance of the job contact with others as part of their job function within the operation.
Working Conditions (personal hazards, personal discomforts) 6%
  • Personal hazards consider the level of personal hazards.
  • Personal discomforts measure personal discomfort resulting from disagreeable elements.

To summarize job factors:

  • There are 13 main factors and 3 sub factors for a total of 16 factors the Evaluators consider in job evaluation.
  • The job factors measure the components of the job.
  • The determination of point value of jobs is the joint responsibility of the Evaluators.
  • Evaluators make their determinations based on the factors, job study records, onsite observation of the jobs and using the Manual and established benchmarks. back to top

Creating New Jobs Setting Interim Rates

When implementing new jobs, please contact the Industry Job Evaluators to establish an interim rate.  Interim Rates help to avoid setting the rates too high resulting in Red Circles.   The Industry Evaluators can be contacted via the contact information below.


Cam Meroniuk
Industry Job Evaluator

Suite 400 - 299 Victoria Street
Prince George BC V2L 5B8

Phone: 250-564-5166
Fax: 250-563-3124



Shawn Harris
Industry Job Evaluator
United Steelworkers

300 - 3920 Norland Ave
Burnaby BC V5G 4K7

Phone: 1-604-683-1117
Mobile: 1-778-580-5161
Fax: 1-604-688-6416