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App-Code: pftr2020
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Themenforum IV Die Funktionsbewertung im Umbruch - Job Architecture als Antwort auf eine sich verändernde Arbeitswelt? Peter Devlin Maximilian Evers Partner HCAS Total Rewards Senior Manager Human Capital Deloitte Consulting GmbH Deloitte Consulting GmbH
Job Architecture How does Job Architecture need to evolve to meet the needs of Future of Work? Deloitte Consulting GmbH
Agenda
1 Introduction to Job Architecture
2 The Future of Work
3 Impact on Architecture Design
4 Questions
2020 Deloitte 1
Introduction
In recent years, Job Architecture has continued to be a
key focus area in many organizations
Job Architecture serves a purpose… … but the business dynamic has changed
The goal for HR professionals is to find new ways to establish a strong and
sustainable framework that can support key business priorities; increase
Risk Excellence efficiencies in human capital operations; reflect employee expectations
Governance | Compliance for greater clarity on career paths and opportunities; and recognize new
and disruptive models of how work gets done.
Learning and Performance Succession
Development Management Planning
… which leaves us with some challenges
Workforce Employee
Rewards Organizations should transition on the future of work, taking proactive
Planning Experience
stance on understanding how work will be done in the future and the
Resource Talent Career impact of that on Job Architecture, including:
Planning Acquisition Pathing
The organization of work and types of job structure(s) needed
Most common Job Architecture building blocks How jobs may be defined more broadly and what implications this
might have on Job Architecture
Job levelling/evaluation Functions and families framework
Job titling terminology Career tracks Different career tracks required and a need for more skills and
Pay structures/benchmarking Program governance competency management
2020 Deloitte 2
The future of work – A human capital perspective
Job Architecture is being impacted by at least two out of three major developments. One the one hand, businesses
across nearly every industry are being disrupted; on the other, the workforce itself is shifting in composition, demands,
and expectations
WORK WORKFORCE WORKPLACE
How the nature of work is Who can perform the work as Where the work can get
changing to achieve new it changes and how to close done geographically and how
business goals, requiring skills gaps by upskilling or to maximize collaboration,
new skills and capabilities tapping into alternative talent productivity, and consistency
pools with physical design and
2020 Deloitte technologies 3
The future of work – A human capital perspective
We are seeing new organizational designs emerge, new skills required and a new relationship evolving
How things were How things are How things work
B
A A
B
F C D
C D E
G
E
2020 Deloitte 4
The future of work – A human capital perspective
Changing jobs and skill requirements driving our clients to consider new elements and perspectives
Some jobs that didn’t exist 10 years ago “Human” skills are becoming more important than ever
Social Media Manager
# Communication # Strategic Thinking # Collaboration & Leadership
Listening, responding, and Exercising judgment and leadership Effectively work with others, team with
expressing ideas effectively in to decide the way forward in others, and lead others
Data Scientist different contexts, influencing complex environments • Teamwork
others • Decision making • Leading teams
• Service orientation • Professional ethics
Cloud Architect • Cultural fluency • End-to-end/Big Picture thinking
• Emotional judgment
Mobile Web Developer # Problem Solving # Self-Development # Analytical Thinking
Finding creative solutions to difficult Continuously evolving and up-skilling Processing complex information and
or complex issues oneself drawing accurate conclusions
• Design thinking • Intellectual curiosity • Critical thinking
Experience Designers • Agile thinking • Self-management • Data fluency
• Innovative thinking/creativity • Digital/technical fluency
Automated Driving Jobs
Change in nature of careers: Average tenure in a job isImpact on Job Architecture design
Three-quarters of our Global Job Architecture survey participants indicate, that they have undergone a redesign project
in the past five years or are currently in the midst of a redesign (vs. 66% in 2017)
Last time your redesigned your JA? How responsive is your approach?
N/A - have not redesigned 13%
Not at
all
5+ years ago 13% 16%
Somewhat
34%
3-5 years ago 7%
Very Responsive
24%
1-3 years ago 19%
Responsive
26%
< 1 year ago 12%
Undergoing/planning a project 36%
Top 5 drivers that prompted these projects
69% 56% 43% 38% 36%
Job structure Career pathing and Pay program assess- Minimal Job Workforce planning
practices/changes talent development ment/alignment Architecture in place and HR reporting
Source: Deloitte 2020 Global Job Architecture Practices Survey (preliminary results)
2020 Deloitte 6Our hypotheses for Job Architecture re-design
In light of new business models, ways of working, and technology, it seems worth re-thinking traditional approaches to
Job Architecture
Traditional “Tomorrow's workforce might not be managed effectively using yesterday's methods” Future
1. Organizational/departmental view Functional view on the organization
2. Detailed jobs descriptions Generic role profiles
(Semi)analytic job evaluation/ Leaner levelling approaches/
3. Narrow grade structure Flatter, broad level structures
4. Careers go up (“or out”) New career journeys incl. re-skilling
5. Information stored de-centralized Information intertwined with cloud solutions
2020 Deloitte 71. Taking a functional view on the organization
Jobs can be organized into Functions, Job Families and Roles based on the nature of work performed – agnostic of
organizational structure or reporting relationships
A Role Profile describes If 2 (or more) jobs are
basic job characteristics Current Title Team Assistant 70% similar, they can
and conditions of (Example) Office Executive
Assistant Board Assistant mostly likely be
employment. The name Administrator Assistant consolidated.
quickly allows us to
understand what the job
does.
Role Profile Differentiation in terms
Assistant I Assistant II Assistant III Assistant IV of levels (e.g. based on
A Family is a group of (Level S2) (Level S3) (Level S4) (Level S5) levelling/grading
roles that require similar
methodology).
skill-sets/competencies
and represent a specific
discipline. Job Family
Administrative
Support
A Function is a collection
of Job Families
and the highest level
organizing principle Function
within the framework, Corporate Services
reflecting a substantial,
discrete type of work.
2020 Deloitte 82. Starting a new era of “job” descriptions
Job descriptions are no longer about exhaustive lists of job duties or pseudo legal documents developed to cover all the
facets of jobs – We think of them more often as “Role Profiles”
Job descriptions focus on the differences between jobs,… …Role profiles emphasis the similarities between jobs
• 1 job : N employees • 1 role : N jobs
• A job description is typically written for each and every job • A role profile structures and summarizes similar and comparable
jobs in a job family framework
• It contains individual, often numerous tasks, activities and
underlying requirements which are described in detail • Instead of describing granular tasks and activities, the role profile
is more process-oriented and can cover a variety of jobs
• The rigid framework is perceived as cumbersome in today's
dynamic and changing work environment. For agile companies • The generic role description is geared towards the "Future of
with frequently changing tasks, it is difficult to maintain this Work", with its changing nature of jobs, as it does not get lost in
structure details
As a response to the Future of Work 77% will be fine-tuning existing jobs and redesigning work into new roles. A rising number of
companies have started to cluster several jobs to more generic roles. Also, HCM cloud solutions pick up this logic to structure their system
Source: Deloitte 2020 Global Job Architecture Practices Survey (preliminary results)
2020 Deloitte 93. Moving towards a simple and more customized levelling approach
Reducing complexity and ensuring flexibility is key. Factors and Levels need to be able to cover future jobs and cope with
a dynamic and changing work environment
From analytical job evaluation methodologies… …to broader and less-complex career levelling approaches
• 55% of companies use an off-the-shelf solution from a major provider, another • Levelling guides are a rubric-style evaluation tool to identify number of levels
45% use either an adapted or in-house solution and assignment of jobs to those levels
• Many companies evaluate nearly every job using 5-10 criteria • Create consistent and holistic criteria that roles may need in order to
successfully perform duties
• A majority of companies (71%) complain that the evaluation
process/maintenance is too time- and resources intensive • Provide consistent criteria for entry and movement through a job
progression
• Potential requirements considering the Future of Work:
Move away from an overreliance on hard numbers but still grasp the • Supplement role profiles, career progressions, performance management
essence and complexity of the job discussions/goals
Map new and more fluent forms of leadership, careers, and team work
Capture new ways of work and underlying skills and requirements
41% of respondents perceive that analytic job evaluation is “old thinking”. 47% consider replacing their point-factor methodology in the
near future, moving to a simplified levelling approach (67%).
Source: Deloitte 2020 Global Job Architecture Practices Survey (preliminary results)
2020 Deloitte 103. Moving towards a simple and more customized levelling approach
Criteria that will be most relevant in evaluating jobs in the next 3 to 5 years
Scope of work
Cultural agility Autonomy
Project management Decision making
Digital competencies Role & Delegation Impact/value creation “Though,
‘traditional’
Knowledge management Budget/revenue responsibility
evaluation criteria
are still amongst
Leadership skills Financials/ Direct span of control
People Mgmt.
the top criteria,
behavioral
Strategic thinking People Management
competencies and
Problem solving
Qualification
Years of experience
skills related factors
prevail”
Overall operational and business
Complexity
Behavioural Competencies/Skills knowledge and experience
Formal
Functional agility
education/degree/certifications
Interfaces/influence and interaction Business Acumen
Creativity and innovation Communication
Change Management Source: Deloitte 2020 Global Job Architecture
Practices Survey (preliminary results) 11
2020 Deloitte4. Developing new career paths/levels using competencies and skills
Alignment between evaluation criteria and competency/skill frameworks
52%
“Three-quarters plan on better
integrating Grading/Levelling and
Competency Management”
27%
16%
5%
Yes, each factor is linked to specific Yes, each grade/level is linked to our Currently there are no links, but we are No, there are no links between the
elements of our competency/skill competency/skill framework planning to introduce it concepts, and we do not plan to introduce it
framework
Source: Deloitte 2020 Global Job Architecture Practices Survey (preliminary results)
2020 Deloitte 124. Developing new career paths/levels using competencies and skills
...enables HR to give guidance and direction for management and employees in times of increasing uncertainties
Building a “competency-based” Architecture Potential Benefits
• Prepare organization and its workforce with #1
the right skills for the future Insights on existing skill landscape – create
transparency and assess risks
• Look for new ways to gain detailed insights
for a better and business oriented workforce
#2
management
Assessment of the future skill demand / requirements
based business strategies and plans
• Offer employees targeted career
opportunities
#3
• Identify important strategic skills and Precise recruiting and development plans for closing
development needs by recognizing skill gaps the gaps between skill supply and skill demand
(knowing what the workforce knows)
#4
• Stress test future business strategies for their
propensity to be delivered with current or Streamlined, better directed talent development
future work and workforce configurations improves skill set – fact based, business aligned and
supported by tools
2020 Deloitte 135. IT – Shifting from disruptive to manageable
Using an HCM cloud solution for your Job Architecture design and ongoing governance
What we have done so far… A solid Job Architecture optimizes the value of your
Excel-based spreadsheets are used to model the movement of employees technology investment
across functions, grades and eligibilities Consistency & Stability
• There may be no single master of record Alignment of organization's job data to the HCM architecture as
• Small changes may require extensive checking efforts a stable and consistent building block for job information
• Employee “ins and outs” create update challenges
• Version control is an issue requiring there to be a single primary owner Increased ROI
• Providing an audit trail of changes is more or less impossible Frontend planning around Job Architecture creates efficiencies,
better return on investment and shortens implementation time
Enhanced Functionalities
…and how to benefit from HCM cloud solutions Increased reporting functionalities, capabilities, and system
performance to maximize workforce planning, compensation
Cloud based solutions create value primarily by: analysis and succession planning
• Accelerating the process lowering overall project costs and
lessening the disruptive period Improved Application
• Involving more people with specific job and employee Stakeholder usability in areas such as workflow, self service and
knowledge in the process role based information access
• Standardization of governance processes (Control access rights)
• Providing a single and secure site for job and employee data Added Value
• Creating a sound foundation for uploading the project results Strong foundation for various HR concepts that facilitate state of
the art talent and reward programs
57% of companies have no technical cloud solution in place yet to support job evaluation and Job Architecture practices.
Source: Deloitte 2020 Global Job Architecture Practices Survey (preliminary results)
2020 Deloitte 14Questions?
Peter Devlin Maximilian Evers
Partner Senior Manager
pdevlin@deloitte.de maevers@deloitte.de
2020 Deloitte 15This presentation contains general information only, and none of Deloitte Consulting GmbH or Deloitte Touche Tohmatsu Limited (“DTTL”), any of DTTL’s member firms, or any of the foregoing’s affiliates (collectively, the “Deloitte Network”) are, by means of this presentation, rendering professional advice or services. In particular this presentation cannot be used as a substitute for such professional advice. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this presentation. This presentation is to be treated confidential. Any disclosure to third parties – in whole or in part – is subject to our prior written consent. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/de/UeberUns for a more detailed description of DTTL and its member firms. Deloitte provides audit, risk advisory, tax, financial advisory and consulting services to public and private clients spanning multiple industries; legal advisory services in Germany are provided by Deloitte Legal. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte’s approximately 312,000 professionals are committed to making an impact that matters.
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