A rather ‘simple’ definition of a function catalogue is the sum of all the job descriptions that exist within an organization. It creates one common framework providing an outline of all the functions, classified in consistent function families and levels for the entire organisation. Therefore a function framework should be a key element of any People Strategy. It simply provides a strong backbone to connect the different aspects of your strategy, from your HR policies and practices in terms of reward, people development and career management.
Future steps?
Needless to say one can integrate the framework in any HRIS (Human Resources Information System) creating your master data, linking all (future) processes, which at the end will fully (digitally) supported your HR strategy & employee journey from organisational design, upskilling & competencies & development.
Starting from Job Profiles?
With these job profile or (generic) job descriptions, you record various things, such as the place in the organization, the purpose of a job, the responsibilities that belong to the job and the competencies that your organization considers necessary to properly fulfill the job. To make the various job profiles happening in a logical and coherent way, companies create a “function classification system” or “Job Architecture system”.
The various job profiles together ensure that the goals of the organization are achieved. The job profiles that are recorded in the framework should therefore derive from the company objectives. It then serves as a ‘standard’ for job evaluation, personnel planning, career paths and development within your organization. Local functions titles and descriptions should not withhold you to combine these local flavours in creating one common profile framework as indicated in the graph above.
The profile should be the link between the person who performs the function (= the employee) and the organization (= the company). What’s expected from a job works, what are the tasks, activities, and assignments to achieve, the intended result, must be known by the job holder (the employee).
You have probably already understood that job descriptions and job profiles do not just happen in the sole interest of the company, but that there are many benefits and perspectives for the (future) employee as well. Any description / profile plays a key role in an integrated human resources process namely in:
- Recruitment: Starting from the profile one can draw up a description in which the ideal job holder is described and can be communicated to the potential candidates.
- Information: Employees can gain insight into the organization by reading the job descriptions.
- Education & training: A good understanding of the position is necessary to determine what education or training someone needs to be able to fulfil the position better.
- Career development: One needs to know what the job entails to coordinate the development and progression of people with their individual wishes and business needs.
How to describe: generic or individual profiles?
Consider first what you wish to obtain from any architecture structure:
- Define the scope/motive (task – generic – matrix …) or get the current system in order (if any)
- Make sure it’s in line with the values & culture of the organization
- Make sure all involved stakeholders are on board (e.g. core team – employer branding team – Corp HR – …) and properly trained
- Implementation requires care & comprehensive communication plan.
The multiple goals that a job classification system can have, are also its major pitfall. Especially when it is not clear what the most important value of a job classification system is within the organization. What’s the tradeoff between administration, recognition from the description and flexibility offered?
The advantage of a generic structure is that it can save work (administration) and offers flexibility whilst still being recognized by any employee. This makes it easier to deploy employees in different places and a job description does not have to be adjusted with every change. It also provides to the employees some space to determine the content of the work themselves.
- A generic description can have and share common elements, for example in the field in which one is active (e.g., Marketing, Finance, the functional area (e.g., Accounting, Admin. Support, Product Management, …), the same (technical) skills (e.g., pronounced sales techniques), etc… Thus, provides undeniably important advantages in our rapidly growing, changing and highly competitive environment.
- Another major advantage is indeed flexibility. Because the description is based on a more general/generic approach, it is not necessary to create a new job description for the slightest change.
- A third advantage is that – more than individual job descriptions – it provides better insight into the structure of the organization, for both management and employees.
- A fourth advantage is that, based upon a more generic (rather than individual approach) usage – is described in rather general terms. But it gives the employee extra freedom to give part of his job its own personal dimension – of course in consultation with his manager. This is called “job expansion” or “job enrichment“.
Classifying in a Job Classification Methodology?
A job classification is a structured system in which the jobs are brought together in a level/grade. Any job classification method (Korn Ferry / Hay – Hudson – Berenschot etc) consists in assessing designated criteria (described in the profile) and assigning a certain score to it. The sum of the scores then gives the total points for the function (total function weight/grade).
This classification reflects the relative weight of the position in the totality of the organization. Meaning that these jobs, which are evenly matched in terms of evaluation, have an equal importance for the company to contribute and realization of the objectives and are therefore also included in one common level (referred to bands /level – either in letters or numbers or …)
Overall ownership & accountabilities for this whole process should be with HR. And needless to say they should also watch over the coherent usage of such a process/tool. Such a framework do create several benefit for employee and employer.
Creating a global backbone
- Having a common language for your processes
- Creating a common structure as a basis for our HR workflows
Maximum utilization of our core data & future HR Reporting capabilities
- A unified job catalogue ensures clarity, coherence and transparency
- Better prediction and streamlining of our labour costs for workforce planning
Maximize Sharing & Exchange
- Creating benchmarking capabilities within the group and externally
- Sharing qualitative data output amongst the different divisions
Improve employee transparency
- How your function contributes to the objectives and the positioning of the job profile within the organization.
- Giving your employee insights on role expectations, responsibilities & accountabilities which is key to onboarding and performance evaluation & career development.
How do you ensure that the framework is actively used?
It’s important that you actively work with it within your organization. When you create a framework, try to map out which activities are performed within your organization. You then assign these activities to a job profile. This creates a lot of clarity for both the management and the employees. Therefore, aiming for any result, means:
- Be realistic: keep it practical. A relevant question to answer is what added value does it have for your organization and for the various stakeholders. What do you and they want to solve? What benefits does this provide?
- Be concrete: it helps if there is a clear example / format for a profile description. Several providers do have already dictionaries available so you don’t have to start from scratch anymore.
- Design with & for your stakeholders: you should work closely with this manager/business owner as a business partner. Include the stakeholders and ensure support and decide on choices together.
- Ensure that the job description is adaptable: you do not want to have to re-write the job description for any slightly change. A proper job profile contributes to an agile organization by creating a flexible mindset among your employees.
- Make the function framework simple and accessible to employees at the right time: a function framework helps an employee to set relevant performance and development goals for themselves. It helps enormously if it’s drawn up in a simple and accessible way.
Ultimately, any good function framework helps to maximize the value and culture towards your colleagues.
