The first part of this article covered the types of organizations that use job architecture and why and the second part is an overview of the project components.
Before we get off the subject of job architecture, I thought it would be useful to include some "footnotes" on things to look out for as you develop implementation plans. It's rare when you can foresee just what will happen during implementation, but these items stand out as lessons learned, sometimes the hard way, by those who are starting off on a job architecture project.
- OMG -- Because there is so much data involved with this type of project, make sure you start with reliable templates for capturing, using, and communicating the data. You don't want to spend unnecessary time transcribing anything, so you need to have a software approach that is accessible by senior management, managers and human resources. Data capture needs to easily transform into reports. You also need to recognize from the outset that you may not be giving employees access to the same content, so you'll need time and resources to design employee access before you rollout the project.
- Senior time management commitment -- I have rarely been involved in a compensation project that demands as much time from senior management as job architecture. Once they realize what they are going to get out of it, they are likely to be willing, but don't make the mistake of sugar-coating it. You need to build a lot of support before you initiate this type of project. Emphasize what their employees will get out of job architecture and how much easier it will make management decision-making.
- Unspoken rivalries -- The leveling process is likely to uncover some strong feelings about issues of job value and leadership like: whose manager is really an entry-level manager vs. mid-level manager vs. senior manager; whose "expert" is more valuable to the company; where entry-level really starts for professionals. If that happens, see next bullet.
- Resolution is inevitable -- Don't be surprised if you hit a period of "itchiness" among your managers. This is common in job architecture projects, and most managers can settle down into the appropriate mindset as soon as they start to admit all the benefits to themselves. Plan to work closely with your senior management team, individually and as a group, and you will make strides (and build a strong perception of HR leadership).
- The (wo)man who knew too much -- Keep in mind that as you work through this project, you will likely become a pointy-headed nerd when it comes to job architecture. You will have learned so much and will have developed deep emotions about its value. Recognize that there are large numbers of people who are nowhere as absorbed by the wonders that are in the offing. I have seen many HR people who are blind to this, and they end up undermining good feelings for the job architecture because they are too wrapped up in it when they talk with others. It's essential to plan how you can influence each set of stakeholders -- see the next bullet.
- Rely on employee skepticism -- You know how great job architecture will be, but employees cannot just automatically buy in. For them, it's the next "flavor of the month" until you show them otherwise. As with every other compensation change, they'll be wondering what you're hiding. You will change their perspective when you show them what's in it for them. You can't expect them to take your word for it. You have to recognize that support will be generated not when you announce the program, but as you roll it out. As the year goes on, employees will become true believers. The effectiveness of the rollout will really influence employee trust -- see the next bullet.
- Talk and walk -- If your communications make the job architecture seem complicated, you will lose your footing with employees and it will be difficult to get it back, even with management support. Do your best to simplify, simplify, simplify, both the explanations and the administration of the program. This is a perfect opportunity to use an employee beta test group to field test your communications -- you don't have to worry about confidentiality, since managers will have been talking about the program during the design phase.
You can see that it is important to have enough time to do the rollout thoughtfully. I have seen people try to rush it, but this time there really is too much information to pull it off at the last minute. You will have done such great work to develop the job architecture that you should put the time into communications so that Compensation can earn the accolades it deserves.
Margaret O'Hanlon brings deep expertise to discussions on employee pay, performance management, career development and communications at the Café. Her firm is re:Think Consulting. Earlier, she was a Principal at Willis Towers Watson. A former Board member for the Bay Area Compensation Association (BACA), Margaret coauthored the popular eBook, Everything You Do (in Compensation) Is Communications, a toolkit that all practitioners can find at everythingiscommunication.com. She is a member of U.S. Masters Swimming.
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