Benefits Manager, Silverline Media
Julia Ibrahim· Compensation Consultant, Steinbach Industrie
Asked in Job Architecture & Careers ·
Manufacturer of building materials in Germany and Austria, about 4,700 employees. A reorganisation this summer merged two regions, and as a result 23 managers now have roles that evaluate one level lower than before: smaller teams, less revenue responsibility. Nobody was made redundant, which was the stated goal.
We now have people at level 8 doing level 7 jobs. Their pay is protected under the works agreement for the reorganisation, so this is about the level and title only. The business wants to leave levels alone to avoid upset. My concern is that the framework then describes people, not jobs, and peers at level 7 doing the same work will notice.
What have others done, and did you put a time limit on it?
0 reactions · 4 replies · 18 views · 4 following
Accepted answer· by Petra Dubois
Having done both versions at different employers, what I'd advise is close to the second reply, with one change. Level the job correctly on day one and record the difference as a personal placement, so the framework stays about jobs and your level 7 peers have an answer. Set the review at 24 months, but make the outcome a decision instead of an automatic drop: at that point either the role has grown back, the person has moved, or you agree a permanent personal placement that closes when they leave the role. That gave us the discipline of a date without the cliff edge.
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