Three years into a global job architecture rollout — what I'd do differently

We went live with the final region last month, so I finally have the distance to write this up honestly. Three years, 34,000 employees, 19 countries.

What worked: Starting with job families rather than levels. Everyone tells you this and everyone ignores it.

Job Evaluation Career Levels

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Dana WhitfieldCRP, GRS4w ago
Director, Global Compensation, Meridian Health Systems
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Job Architecture & Careers

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Career frameworks, levelling, job families, and the long road of a global architecture rollout.

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Hannah MüllerGlobal Job Architecture Lead, Steinbach Industrie

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The project team disbands next month. Who should own the job architecture after that?

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Nadia HaddadCRP4w ago

Director of Rewards, MEA, Qasr Holdings

How did you handle countries where the legal job title carries a statutory meaning? That is where our framework keeps bending.

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James OkaforCRP, CEP3w ago

VP, Total Rewards, Halcyon Financial Group

Manager enablement being underinvested is the one I see most often. The framework is only ever as good as the conversation a hiring manager has with it open.

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Answered

After a reorganisation shrinks the job, does the incumbent keep their level? Answered

Lesson learned: we launched career paths before the levels had settled3 replies

Manager enablement after go-live: the one-hour briefing failed, the clinics did not5 replies

Eighteen months running a skills taxonomy beside job families: an honest account4 replies

Three years into a global job architecture rollout — what I'd do differently

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