1/17/2024 0 Comments Staff architect definitionThis approach is inherently ‘flatter’ than a more traditional hierarchical pay structure as it typically encompasses just 8–10 bands, compared to 20+ under the more traditional approach.īroadbands provide less formal structure and typically have range spreads of 80 percent to 200 percent with no defined midpoints. Such pay structures are characterized by a series of relatively few, wider salary bands. What does this ‘flat’ pay structure look like? It offers the company the ability to deploy resources in a more project-based manner around the organization without dramatically impacting pay, and engenders employee engagement through a greater breadth of experience and improved learning opportunities-all without the typical negative connotations often associated with lateral movements.īy shifting the emphasis of HR from control and structure to more creative and entrepreneurial ways of working, companies can promote a flexible and team-oriented culture that is aligned with the organization of the future. Implementing a flatter, more team-oriented job architecture by reducing the number of levels, titles, and pay grades for the organization, and introducing fewer, wider ‘broad pay bands’ can completely transform the employee experience. If the impediment to a high-performing, dynamic, and collaborative employee experience is a rigid, hierarchical job architecture, then why not remove the impediment? While the hierarchical approach may continue to be the most appropriate framework in industries where the need for specialization outweighs the need for mobility, these legacy practices may be preventing your company from “pushing toward a more flexible, team-centric model” -so often the hallmark of modern, high-performing companies. Employees tend to perceive promotion to the next ‘level’ in the defined career path as ‘differentiation’, which further prevents lateral mobility, and can have the unintended consequence of distorting the performance management process.Īs companies face these talent and reward challenges, they may realize their job architecture frameworks are complex, outdated, inconsistently used across the organization, and have inadequate governance to manage job classification and salary grading. Furthermore, it is often challenging to differentiate and reward the highest performers in a meaningful way (outside the general merit/inflation pay increase) in hierarchical structures. Employees often perceive making lateral movements or moving between teams as having a negative impact on their career progression, which can inhibit learning and growth. The ‘typical’ structured job hierarchies of the past were developed based on rigid frameworks, with narrow pay grades and distinct roles/responsibilities for each job, and as such, generally lacked flexibility and discouraged mobility. As a result, many have benefited greatly by improving talent mobility, enhancing learning opportunities, increasing employee engagement, improving retention, and transforming company culture to be far more dynamic and collaborative than ever before. High-performing companies have been able to address these evolving employee demands by examining and restructuring their company’s job titles, reward programs, and career paths. Structured job hierarchies with defined roles, responsibilities, reward systems, and career paths may have supported business and HR needs in the past, however, with the emphasis on ‘employee experience’, the modern workforce is demanding greater mobility and flexibility in their careers, with more focus on team-based learning, and a greater breadth of opportunity within the organization. To remain competitive in this contemporary landscape, companies may need to radically re-think how they operate and re-design human resource practices so they can “move faster, adapt more quickly, learn more rapidly, and embrace dynamic career demands from their people.”
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