Frequently Asked Questions
How much experience do you have doing Job Architecture projects?
Over 20 years ago, while virtually all compensation practitioners and consultants were still designing traditional salary structures, I recognized the opportunity to create a new structure based on the concept of dual tracks, which at the time was generally limited to IT. I called it a “Career Framework”, to emphasize that it served as more than a salary structure, and applied it to an organization’s entire work force. Over the last several years I have spent the majority of my consulting time developing these frameworks for my clients.
Is what you provide an "off-the-shelf" solution?
No. Nor should you want that. Each engagement begins with a “discovery” phase, where I immerse myself in your organization’s culture, values, business goals and people strategy. Then from there we explore various solutions to find the best fit for where you are and where you want to be. That may be a grade structure with a quantifiable job evaluation plan, broadbands with market reference points, a multi-track framework with career levels, or a combination. One exception is Job Family Architecture, which by design is largely a reflection of the external market, and therefore an off-the-shelf solution provides a perfect starting point.
Are there any functions that are typically excluded from Job Architecture?
Often Sales jobs are excluded due to their unique job leveling and pay mix, although sales support is often included. Higher Ed clients may or may not include faculty; Health Care clients may or may not include clinical roles.
We have no levels today. Why do we need them?
Levels allow employees to understand what is expected of them in their current role and what skills and competencies they need to develop as they progress through the organization. Levels also provide management with a way to differentiate between groups of jobs and to coordinate programs related to compensation, employee benefits, and other eligibilities.
Job leveling is hierarchical, and isn't hierarchy a bad thing?
Hierarchy gets a bad rap, but undeservedly. Every organization has a hierarchy, some just steeper and more obvious than others. What’s important is selecting the factors that determine the hierarchy and applying them consistently and fairly.
Shouldn't we use titles that inflate the nature of our jobs? Isn't it a no-cost way to reward employees, make them feel more engaged, and open more doors to customers/clients?
Titles play an important role in helping employees navigate the organization. When they accurately identify the type of work being performed and the level of responsibility, they serve as a “who’s who” guide both internally and externally, and also a career roadmap for employees. The one exception is for client-facing roles, where inflated titles in fact can open more customer doors.
What kinds of companies do you have experience working with?
In 30 years of compensation consulting, I’ve had the opportunity to work with companies of all sizes and most industries, both public and privately held, including for-profit, not-for-profit and public sector. There has been a mix of those who are replacing an outdated structure, who have never had a structure, and are integrating an acquisition’s structure.
How do you typically work with your clients?
I’m equally comfortable being a working member of your team, or playing a more authoritative, advisory role. Often it’s somewhere in the middle, where I prepare material for, and lead, weekly discussions with a small project team.
Why should we work with you?
Because you’d like to work with someone who has big-firm experience but doesn’t charge big-firm prices; someone who won’t pass you off to an inexperienced consultant; someone who doesn’t make things needlessly complex; someone who has done this work dozens of times.