The main objectives for using global levelling, the process of systematically establishing the relative value of different jobs within an organisation, provides a framework to effectively implement talent and compensation management across borders.

According to Mercer’s ‘2011 Global Leveling Survey’, global levelling supports the development and career paths of employees (68%) and facilitates the implementation of a global pay or rewards programmes (65%).

Darrell Cira, partner with Mercer’s Human Capital consulting business, says: “Beyond simply helping with pay decisions, companies are seeking much more from their global levelling strategies, such as defining employee career paths, linking jobs to specific behavioural competencies and assessing pay equity.”

Conducted this summer, Mercer’s ‘2011 Global Leveling Survey’ examines trends in strategies around grading and job evaluation. It includes responses from more than 380 organisations across all industries throughout the US and Canada.