His experience includes Organization Design; ‘mapping People Pay and Performance’ across the Public and Private sectors. Since 1986 he has completed 205 consultancy assignments – all on time and within budget (89 in the Private sector, and 116 in the public sector (including 14 in Health). These include 142 job evaluation projects, 8 Equal Pay Reviews, and 12 Results-related Bonus Incentive Schemes, together with a number of audits / benchmarking of pay levels, comparing them with others in… Show more His experience includes Organization Design; ‘mapping People Pay and Performance’ across the Public and Private sectors. Since 1986 he has completed 205 consultancy assignments – all on time and within budget (89 in the Private sector, and 116 in the public sector (including 14 in Health). These include 142 job evaluation projects, 8 Equal Pay Reviews, and 12 Results-related Bonus Incentive Schemes, together with a number of audits / benchmarking of pay levels, comparing them with others in the marketplace, and associated salary structure modelling. Show less

TBP’s mission is to help organizations develop the ‘Requisite Organization’ – building on Elliott Jaques’ work in developing a Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century – that is to say, an organization that enhances creativity, productive effectiveness, human satisfaction and morale.

Review of the Classification and Pay Plan of the Public Service of Saint Lucia Too many grades!In addition to the 21 approved grades, there were a further 80 ‘linked’ grades. Some 5,000 employees non-established civil servants (comprising half the workforce) were paid within these latter grades, ultimately costing the Government an additional £GBP 12.4 million, (17% of the current pay bill) a saving waiting to be made. We also identified savings of approximately £GBP 1.4 million… Show more Review of the Classification and Pay Plan of the Public Service of Saint Lucia Too many grades!In addition to the 21 approved grades, there were a further 80 ‘linked’ grades. Some 5,000 employees non-established civil servants (comprising half the workforce) were paid within these latter grades, ultimately costing the Government an additional £GBP 12.4 million, (17% of the current pay bill) a saving waiting to be made. We also identified savings of approximately £GBP 1.4 million, (2% of payroll) which could be achieved if the Government changed its staff travel policy. It was recommended that the current 101 grade structure should be replaced with a 23-band structure with staff being paid in accordance with their performance, offering the Government significant savings. Underpinned by this new pay structure the Government was well-placed to begin to transform itself into a Requisite Organization (necessary for success). (7 November 2011 – 31 May 2012). Show less

Starting 7 March 2010, Rob was contracted to B2E Consulting Resources Limited, working on what must be one of the largest job evaluation projects in the World – for the Government of Romania. Following the introduction of legislation to establish a unified pay law throughout the Romanian Public service, the Government of Romania asked B2E for technical assistance to develop a system of job evaluation in order to fulfil its commitment to merit-based pay. The project entailed training senior… Show more Starting 7 March 2010, Rob was contracted to B2E Consulting Resources Limited, working on what must be one of the largest job evaluation projects in the World – for the Government of Romania. Following the introduction of legislation to establish a unified pay law throughout the Romanian Public service, the Government of Romania asked B2E for technical assistance to develop a system of job evaluation in order to fulfil its commitment to merit-based pay. The project entailed training senior members of the Public Administration in Job Description interviewing and preparation, developing a job classification scheme and facilitating the evaluation of some 262 benchmarks out of an estimated 846 jobs (representing some 1.3 million people), excluding Defence, Justice and the Police. Using the results, a nine-grade, motivational salary structure has been designed, which, when implemented should encourage a performance culture. Show less

Reviewed this Charity’s 18-month attempt to introduce job evaluation and a new grade structure. Determined that the scheme being used wasn’t ‘fit for purpose’, introduced Evaluator+© and trained a JE team of ten managers in the process, before designing (and costing) a 14-grade, motivational pay structure to replace the existing ‘flat’ 38 -grade structure.Val Todd, Nacro’s Director of HR wrote: Rob joined us in February 09 and immediately noticed some problems with the existing… Show more Reviewed this Charity’s 18-month attempt to introduce job evaluation and a new grade structure. Determined that the scheme being used wasn’t ‘fit for purpose’, introduced Evaluator+© and trained a JE team of ten managers in the process, before designing (and costing) a 14-grade, motivational pay structure to replace the existing ‘flat’ 38 -grade structure.Val Todd, Nacro’s Director of HR wrote: Rob joined us in February 09 and immediately noticed some problems with the existing scheme that we were using to evaluate our roles. He recommended Evaluator + which we used and are very pleased with the outcomes.Rob made job evaluation (which is a daunting task in any organisation) interesting and enjoyable. All members of the job evaluation group grasped the concept of the scheme and were able to apply it to the very unusual roles we have here at Nacro.We have now established a robust and simple pay structure which all staff can understand. Show less

In 2006, Rob was Team Leader on a Project developing Options for a sustainable unitary pay system for the Government of Romania’s National Agency of Civil Servants, (124,436 employees), a prelude to them successfully joining the European Union in 2007. The Terms of Reference stated that there were an excessive number of grades (more than three times the international best practice norm); the consequence of this was that there was a limited delegation of responsibilities, a slowing-down of… Show more In 2006, Rob was Team Leader on a Project developing Options for a sustainable unitary pay system for the Government of Romania’s National Agency of Civil Servants, (124,436 employees), a prelude to them successfully joining the European Union in 2007. The Terms of Reference stated that there were an excessive number of grades (more than three times the international best practice norm); the consequence of this was that there was a limited delegation of responsibilities, a slowing-down of decision-making and it also adversely affected job satisfaction and the service provision process. Three options were proposed:Option 1 – a 20 level structure consistent with annex 1 of Law 251/188Option 2 - 27 levels, with allowance consolidated Option 3 - 27 levels, with more allowances remaining – all to be implemented within 4 – 6 years. Show less

‘Developing an implementation strategy for introduction of a unitary pay system’. The project included developing salary options for the Romanian Government, the design of a framework pay law and a fiscal model, capable of outlining the implications of the chosen option.The general objective of the project was the creation of a professional, transparent, impartial, stable and efficient civil servants corps (approx. 110,000 posts), as part of the country’s effort to join the European Union… Show more ‘Developing an implementation strategy for introduction of a unitary pay system’. The project included developing salary options for the Romanian Government, the design of a framework pay law and a fiscal model, capable of outlining the implications of the chosen option.The general objective of the project was the creation of a professional, transparent, impartial, stable and efficient civil servants corps (approx. 110,000 posts), as part of the country’s effort to join the European Union in January 2007.The project successfully attained the outcomes forecasted that were the basis for the further development of a unitary pay law currently under debate in Romania. Show less