In addition to family-specific job titles, this approach can serve to optimise personnel development by designing a dedicated competency model. Further HR processes such as personnel planning or personnel marketing can be geared to the needs of these job clusters which makes job families a useful variable in statistical analysis, reporting and HR controlling.
Also referred to as occupation families, job families allow similar professions to exist in different parts of an organisation. It means position clusters cannot be derived solely from the organisational chart.
Depending on company strategy, job families can also be the basis for differences in the remuneration policy. Typically, remuneration of sales functions differs from other functions - there’s a different pay mix with a higher variable pay.
Separate pay bands can be modelled for particular high-demand occupations. If and when this is recommendable should be checked in each individual case.
Job families can be defined at any level of detail and typically the process follows the existent or planned categories of functions. The more heterogeneous the positions in a job family, the more sense it makes to further segment them into sub-families.
Job families can also be referred to as occupation families, depending on the organisation. Same or similar professions can exist in different parts of an organisation, thus position clusters often cannot be derived solely from the organisational chart only.