In the public sector, classification reviews carry particular weight. They underpin workforce integrity, support fairness and consistency and must stand up to scrutiny from employees, unions and review bodies. While the mechanics of classification can appear straightforward, the reality is often more complex.
Drawing on common issues seen across government agencies, below are five frequent pitfalls and practical ways to address them.
1. Allowing the Incumbent to Influence the Assessment
The pitfall
In practice, it can be difficult to fully separate the role from the person performing it; particularly where an employee is highly capable, long‑serving or stepping beyond scope to “make things work”. Incumbents will also bring their own set of skills, knowledge and experience which often skews or develops a role in a particular way.
Why it matters
Public sector classification frameworks are designed to assess the work value of the role, not work volume, individual performance or potential. When this distinction becomes blurred, decisions become harder to justify and less defensible if challenged.
What works better
♦ Anchor assessments firmly to the duties, responsibilities and accountability of the position.
♦ Use established classification criteria consistently.
♦ Focus on what the role is required to do, not how well it is currently being performed.
2. Using Job Descriptions That Haven’t Kept Pace with the Role
The pitfall
Relying on job descriptions that are outdated, overly generic, or written to describe intent rather than actual day‑to‑day responsibilities.
Why it matters
Inaccurate or incomplete documentation undermines the credibility of the review. In the public sector, this can lead to appeals, grievances or findings that the process was procedurally flawed. Similarly, as mentioned above incumbents will influence and develop roles due to their capabilities. It is important for an Agency to ensure that these “changes” or improvements are needed and required in an ongoing manner and if so that the role is updated and assessed accordingly.
What works better
♦ Review and update job descriptions before commencing classification.
♦ Validate content with both managers and incumbents.
♦ Clearly articulate scope, key responsibilities, decision‑making authority, level of supervision and impact.
3. Inconsistent Interpretation of the Classification Framework
The pitfall
Applying the framework differently across business areas, divisions or reviewers (often unknowingly).
Why it matters
Consistency is fundamental to equity and trust in public sector systems. Where similar roles attract different outcomes, confidence in the framework and the process quickly erodes.
What works better
♦ Ensure that BiPERs/WA Executive Classification Methodology assessors are well trained and have a good understanding of applying the nuances and judgement factors of the tool.
♦ Use internal benchmarking to test alignment across comparable roles.
♦ Document the rationale for decisions to support transparency and defensibility.
4. Insufficient Consideration of Internal Relatives and Context
The pitfall
Assessing roles in isolation, without adequately considering how they sit alongside other positions within the agency or portfolio.
Why it matters
In the public sector, internal relativities are critical. A role may meet a classification standard on its own, but still create imbalance or perceived inequity when viewed in the broader organisational context.
What works better
♦ Compare roles across divisions to ensure internal alignment.
♦ Consider reporting lines, role purpose and organisational scale.
♦ Sense‑check outcomes against similar roles within the sector or jurisdiction.
5. Treating Classification as a Behind-the-Scenes Exercise
The pitfall
Limiting engagement and communication, with outcomes delivered at the end of the process and minimal explanation.
Why it matters
Public sector employees expect procedural fairness. Even robust decisions can be challenged if the process or reasoning is not clearly understood.
What works better
♦ Be clear upfront about the process, roles and timeframes.
♦ Explain how decisions were reached, using plain language.
♦ Provide opportunities for questions, clarification and feedback.
Key Points To Keep In Mind
♦ Classification assesses the role, not the individual.
♦ It also assesses work value not volume.
♦ Accurate and current role documentation is essential.
♦ Consistency underpins equity, trust and defensibility.
♦ Internal context matters as much as technical alignment.
♦ Clear communication supports procedural fairness.
When handled well, public sector classification reviews do more than confirm levels; they strengthen organisational design, support fair employment practices and reinforce confidence in workforce governance. Avoiding these common pitfalls helps ensure the process is not only compliant, but also credible and trusted.