Top 4 Reasons to Develop a Job-Levelling Framework

There is a hunger to know more about the rationale and benefits for having a well-understood and well-managed job-levelling framework—whether it’s first-time implementation or revamping the existing system. Why is this important for every organisation?

Top 4 Reasons to Develop a Job-Levelling Framework

4 May 2018 by  Chris Kelley and Rupert Smith

One of the most common challenges HR leaders face is to make sure there is a systematic way to compare the value of work across their organisations. Human resources and compensation leaders need to evaluate the nature of work done by each job, the technical and behavioural skills needed to perform the tasks, and assessing the impact each job brings to business outcomes.

Job evaluation can be challenging for any organisation, but it is especially so for companies that have diverse operations across different sectors and/or operate across multiple countries, the entire region, or even on a more global stage. When needing to evaluate work across industries or geographic boundaries, many other factors start to creep into the process.

In our experience, whilst many organisations in-region do have job architecture in place, it is often ignored, used inconsistently, or administration becomes complex as M&A activity leaves large organisations with multiple frameworks to manage.

However, based on the amount of activity and interest we see from clients and prospects, there is a hunger to know more about the rationale and benefits for having a well-understood and well-managed job-levelling framework—whether it's first-time implementation or revamping/replacing the existing system.

Here are the top 4 reasons to develop a job-levelling framework for your organisation:

1. Consistency across HR programmes

Using a standard job evaluation methodology allows you to talk about job structure using consistent terminology. It is this consistency that allows managers and employees alike to understand communications and decisions about job leveling more easily and comprehensively. At Aon, we use our proprietary job evaluation methodology, called JobLink™. This method for job evaluation uses a systematic approach to determining relative positioning of different jobs, using this set of factors:

  • Knowledge and application

  • Problem solving

  • Interaction

  • Impact

  • Accountability

Once we evaluate jobs using JobLink, we are able to assign jobs into our standardised job hierarchy.

Job analysis and evaluation serves as the core for other HR programmes. When organisations are able to align their jobs into a job-levelling framework, it facilitates standardisation and consistency across other HR programmes. Leaders are also able to observe their talent pool and make talent decisions in a holistic and consistent way.

2. Career pathing

Career opportunities and the supporting infrastructure are two of the top priorities for organisations to improve engagement, and providing a meaningful career path falls under this expectation employees have of their employers.  A job-levelling framework can serve as the infrastructure to provide a way for employees to see the jobs they can aspire to as they navigate their careers.

Career pathing is not only helpful to employees, but also to leadership—especially as organisations move to increase the amount of mobility (both across teams, departments, subsidiaries and borders) they have. By having a job-levelling framework, HR leaders are able to do more effective workforce planning.

3. Ease of administration

Human resource organisations are continually finding more efficient ways to administer their HR programmes. Having a job-levelling architecture can be the cornerstone for building greater efficiencies, and streamlining other decisions regarding employees and jobs. Here some examples:

  • Pay grades and salary structures

  • Job titling standardisation

  • Short-term incentive eligibility and target setting

  • Long-term incentive eligibility and award determinations

4. Flexibility for business transaction

More and more commonly, we see organizations address their job-levelling framework as part of their post-transaction tasks following an acquisition. However, a lesser-known advantage to having a job-levelling framework is in getting your organization ready for a corporate transaction even before it happens. This helps to minimise adverse impact when determining the critical roles and critical employees post-transaction.

Start a conversation with us

Implementing a job architecture can be a daunting task, but organisations have been pressing to complete implementations at a faster pace. The key to being able to complete such an undertaking is having the right data and expertise at your disposal. Get in touch with us to find out how our data or consulting services can help you.

Chris Kelley and Rupert Smith

Chris Kelley and Rupert Smith specialise in advising and assisting the remuneration committees and management of both private and listed companies in the Middle East, on all aspects of reward.

Get in touch
Sijeet Deo
Sujeet Deo
Dubai, United Arab Emirates
Mollie Kohn
Mollie Kohn
Sydney, Australia
Zelia Lim
Zelia Lim
Singapore