Job architecture (sometimes called job structure, job catalogue, or leveling) refers to the infrastructure or hierarchy of jobs within an organization. It encompasses job levels, titling conventions, grades, career paths, spans of control, criteria for career movement, and equitable compensation programs based on job value.
Job architecture not only serves as the foundation of effective pay program design but also provides the infrastructure for human capital and financial practices that drive the business, including total rewards, workforce planning, career paths, learning and development, and succession planning.
- A sound, easy-to-use system for determining job value based on talent drivers, business needs, and market practices
- Consistent methodology for assigning job levels and titles based on enterprise-wide criteria
- Workforce planning and career paths that are logical, transparent, and fiscally responsible
An integrated health care organization with 25,000 employees across two dozen US locations faced inconsistent job titles and compensation practices. 80% of HR and Finance job titles had only one assigned employee, preventing the organization from operating as a true "system."
The project team analyzed current job architecture to identify consolidation opportunities, validated compensation philosophy using benchmark data to design market-competitive salary structures, and developed implementation approaches with organizational readiness activities.
The project revealed the need for tools including a job leveling guide and job title glossary to implement standardization across the organization. By updating and streamlining job architecture, the organization uncovered significant cost-savings opportunities by adjusting pay structures to reflect job values.
Technology effectiveness depends on data integrity related to employees, jobs, levels, and hierarchies. Poor data leads to inaccurate HR reporting and impacts talent programs.
Growth, consolidation, M&A activity, and business maturation signal the need to re-examine job architecture to support optimal organizational design.
These projects often expose the need to redesign not only the pay structure but also the foundation of that structure—the job hierarchy.
Effective job architecture reflects future talent needs, motivates behaviors that support business strategies, and communicates a consistent language of work for employees. Visible outcomes include improved workforce planning and consistent compensation that reflects internal equity and competitive market practices. All of these enhance an organization's investment in talent and employees' understanding of their roles and opportunities for growth.
Projects without line leader input have greater potential to fail. Involve leaders in reviewing draft deliverables and incorporate their input to improve acceptance throughout the organization.
Be cognizant of cultural differences in understanding job titles and leveling criteria. Consider local and regional requirements, such as works council consultation in Germany.
Don't overlook the tremendous impact on talent programs like career paths, salary ranges, and job titles. Carefully plan employee change management communication.
Set realistic time frames for the job architecture project and use an appropriately sized team to meet project deadlines.
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When organizations examine core Human Capital practices, they often start with programs addressing economic issues and employee alignment to business strategy. However, this approach is like starting in the middle. What deserves attention first is job architecture—the underlying infrastructure that serves as the foundation for all people-based programs.