The Competency Model is a tool for the objective evaluation of job positions within an organization. Its purpose is to assess the complexity of work from multiple perspectives in order to determine its objective value.

The result is a clear comparison of positions — identifying which positions have the same value, which are the most demanding, and which are the least demanding — regardless of the specific employees performing the work.

According to the European Union Directive on Pay Transparency, employees have the right to request information regarding the criteria used to define work of equal value or information about average pay for positions performing the same work or work of equal value. The Competency Model helps companies prepare to answer these questions.

The Competency Model serves as a tool for objectively evaluating job positions within an organization. Its purpose is to assess the complexity of work from various perspectives and determine its objective value.

The result is a clear comparison of positions — which have equal value, which are the most demanding, and which are the least demanding — regardless of the employees performing the work.

The competencies assessed within the system of Platy.sk are based on recommendations from the International Labour Organization (ILO) and the EU Pay Transparency Directive, ensuring professional and legislative support.

Predefined values for typical labor market positions (positions listed in the Platy.sk database) are based on analytical position evaluation using AI under the supervision and control of experts at Alma Career.

A position can receive a score from 0 to 1000, although these extreme values are mostly theoretical. In practice:

All model positions have been evaluated, and each of the 17 competencies has been assigned a level from 0 to 20, reflecting the complexity and standard requirements of the work.

This scale covers all labor market positions, not just those within the organization being evaluated.

The predefined competency levels reflect objective work requirements, although employees in those positions may exceed or fall below these requirements.

The Competency Model helps companies effectively evaluate positions and clearly identify which positions represent work of equal value.

This gives the company the ability to answer employee questions related to compensation, such as:

The Competency Model within the Salary Tool provides a comprehensive framework that helps HR professionals and management meet the requirements of equal pay legislation concerning equal pay for men and women performing equal work or work of equal value.

Job evaluation is a demanding process that takes time, but the Competency Model significantly speeds it up.

The results can affect compensation and help in broader HR processes such as:

You should allocate sufficient time for this activity.

Having multiple participants ensures objectivity. The HR representative should guarantee consistency and objectivity because they participate in evaluating all company positions.

We recommend restricting access to the Competency Model to HR representatives (or the director in smaller companies).

Line managers should participate only in evaluating positions reporting to them.

First, review all positions in the company.

It is necessary to identify differences even between positions with similar names where work complexity differs.

For example:

These often differ in:

Job definitions should reflect the actual roles employees perform and company requirements.

Evaluation should not be based on what current employees are capable of, but rather on the optimal state required by the company.

Differentiate positions clearly, for example:

After entering the company’s job title, it helps to formulate an accurate job description. This is not the employee’s contractual job description. It is a precise definition of the job position itself. You may use job descriptions already stored in internal systems.

Next: Select from the Platy.sk job catalog the position that most closely matches the evaluated role.

These typical positions contain predefined competency levels and serve as the initial benchmark.

Make sure all evaluators understand:

Together with the evaluation team:

Helpful notes:

After reviewing all 17 competencies, you reach the stage where current salary ranges for the position must be entered.

Provide:

Total compensation should include additional monetary or non-monetary benefits such as:

Under legislation, benefits legally guaranteed by law and not dependent on employer discretion are not considered supplemental compensation.If possible, provide salary data broken down by gender. If only one employee of a particular gender occupies the role, confidentiality is still preserved because employees will only receive communication regarding compensation for work of equal value. Use actual current salary data (for example year-end or another agreed reporting period).

The goal is to identify significant pay differences between position groups representing work of equal value.

The final result is a position score. The score is not simply the sum of competency points. Each competency carries a different weight in calculating the final score. These weights reflect the relative importance of competencies, ensuring critical competencies have greater impact. Final score range is 0 – 1000.

All positions are assigned into one of 23 classes based on value and difficulty.

These classes group together positions of equal value. This classification enables comparison of positions and compensation levels based on their value to the company.

This process ensures evaluation is:

It helps organizations manage human resources effectively and ensures employees are compensated according to their contribution and value to the company.