Based on the results from the organisational analysis and the assignment of positions to grades, you can develop a clear and unified title structure that is consistent across all organisational units.
Job families are a means of organisation to sort similar jobs into clusters. Depending on the organisation, job families can also be called profession families. Same or similar professions can be found in different parts of an organisation, so position families often cannot be clustered based on conventional organisational charts only.
The relevant requirements of the positions are determined by the job evaluation. From these results job families and career models can be derived. For each level the general requirements are known, which then only have to be supplemented by family and function specific content. Thus HR, managers and employees are informed which typical career paths are in place, respectively what are tangible possibilities for horizontal and vertical movements of employees.
Ideally each grading is preceded by an intensive organisational analysis. By combining the findings with the results of the job evaluation imbalances and potentials of organisational development can be identified. You can find answers to questions like: Are the leadership spans adequate? Are there unnecessary hierarchical levels? Do the qualifications of managers and employees match? Are the reporting lines efficient? Are there signs of job polarisation or changes in the occupational structure? In which areas and / or occupational groups would it be appropriate to strengthen competencies for the digitalized world of work?
Equal pay for equal work- there are often heated arguments about this topic. An analytic job evaluation provides you with the factual basis for the analysis, whether your compensation structure is “equal” or whether there is need for action. A grading combined with a demographic analysis of employee structure ensures clarity.
The combination of analytical job evaluation and demographic analysis provides a powerful tool to measure equality of opportunity in an organisation. With the introduction of an individual contributor career path, high level positions can be created on which the position holders can act on par with departmental managers or project managers. As an organisation introduces dedicated roles for experts that address strategic issues and projects beyond the daily business routines, it is emancipating itself of the traditional image that "only those who lead are worth something."
Many companies use compensation surveys or benchmarks. Each vendor uses its own system for levelling and matching of roles to benchmark positions. With rosetta we provide a free translation table which supplies leveling proposals for the main vendors and collective labour agreements based on gradar grades.
A classic use of job grading results is the allocation of jobs to pay bands. The idea behind it is to pay jobs with similar requirements similar rates. The implementation of a band structure enables flexible remuneration design and easy pricing of newly created jobs.
Variable components of pay (e.g. commissions or bonus payments) may be harmonised and linked to grades or organisation specific job levels. Cross-divisional target setting, consisting of typical goals and pre-defined KPIs, can be based on job grading results as well.
The discussions about who is eligible for which office, which type and class of car, and which mobile phone are too well known. With an organisation-wide grading the allocation of company cars as status symbol or the eligibility for other benefits can be clearly regulated. The entitlements can be linked directly to the grade or supplemented or modified by further categories like business need.
Based on the concices analysis and definition of requirements of a position creating a new job description or a job ad is simplified. Customised competency models and career levels can be derived easily as well.