Job Catalogue Re Design Maximizing Your Hr Technology

Job catalogue re design maximizing your hr technology

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Job Catalogue (Re-)Design –
Maximizing your HR Technology Investment
Job Catalogue (Re-)Design –
Maximizing your HR Technology
A combination of changing business environments, shifts in
organizational strategy, and major IT transformations is rendering
current approaches to traditional job structures obsolete

For many companies who have a tradi- In particular, the digital business hierarchy and silos. Flexible, evolving
tional job catalogue design that is rigid dynamic has changed the way work is and multidisciplinary roles working in
and detailed, what was once an asset done. Cross-functional project teams agile networked teams are becoming
has become a liability in today’s agile are assembled and dissolved based the norm and contingent workers plus
business environment. on b­ usiness needs; accountability automation are integral parts of the
and empowerment are valued above workforce

Job Catalogue (Re-)Design – Maximizing your HR Technology Investment
Fig. 1 – The business dynamic has changed the way companies operate
How things were How things are How things work
To ignore the Traditional organizational structures are
often incompatible with these new ways
However, instead of using the momentum
to reflect on job architecture changes –
importance of
of working. Job grading and its documen- in particular job catalog design - many
tation can be maintenance heavy and is companies simply load their outdated and
not able to keep up with new and evolving unstructured job landscape into the cloud

a future-proof roles or organizational changes. Finally,
reward structures do not align easily with
Since the quality of data put into the HCM
solution has a direct impact on the system
Job catalog is to
the dynamics of flexible roles and people delivered to its users, this often results in
movement. All this calls for companies to “garbage in, garbage out”

design a future proof alternative proposi-
risk the cloud tion

In this respect, when implementing a
Human Capital Management (HCM) system,
such as Workday or SAP SuccessFactors,
provides opportunities to piggyback and
develop job architecture strategies to
support the changing organization. This
is particularly relevant, as cloud-based
solutions require an adapted job architec-
ture anyway to make use of their superior

Job Catalogue (Re-)Design – Maximizing your HR Technology Investment
Even a minimum investment
in updating your job catalogue
leads to superior results
Developing a streamlined global job catalogue
framework in Aclose alignment with the respective B
HCM requirements not only addressesApressing HR
requirements, but also facilitates the overall technology
implementation and application. F C D
• Increased ROI: Front-end planning G
• Improved Application: Stakeholder usa-
around job architecture creates efficien- bility in areas such as workflow, self-ser-
cies, better return on investment and vice and role based information access
shortens implementation time
How things were • Added Value:HowStrong foundation
things are for var- How things work
• Consistency & Stability: Alignment of ious HR concepts that facilitate state of
organization’s job data to the HCM the art talent and reward programs plus
architecture as a stable and consistent effective planning
building block for job information
Organizations planning to implement a
• Enhanced Functionalities: Increased cloud based HCM solution should start
reporting functionalities, capabilities, by defining their aspiration levels both for
and system performance to maximize technology and job architecture:
workforce planning, compensation analy-
sis and succession planning
Fig. 2 – Job Architecture Implementation Spectrum
Realizing benefits of new technology Developing a winning job
with streamlined structures architecture landscape
Minimal Enhanced Optimal
Minimal investement in job architecture Improved job structure to ensure improved system Full implementation of Job Architecture
to fullfill (minimum-) system requirements functionalities and a successful deployment to reach full system benefits
Job Catalogue (Re-)Design – Maximizing your HR Technology Investment
System should not drive design,
but certain elements need to be
taken into accountRealizing benefits of new technology
with streamlined structures
Developing a winning job
architecture landscape
Technology the job catalogue needs be aligned to the core
terminologies of the respective solutions – Workday or Architecture
SuccessFactors are in principle no different. The results
can then be used as a road-map that informs
Minimal Enhancedall of the Optimal
Minimal investement in job architecture Improved job structure to ensure improved system Full implementation of job
key foundational
to fullfill (minimum-) system HCM setup items

requirements functionalities and a successful deployment architecture to all system benefits
The development begins with the premise relationships – which is in line with “Future
that the job role (SuccessFactors) or job of Work” thinking described above. Since
profile (Workday) is the consistent building roles/profiles are also defined more gener-
block upon which core functionalities are ically than traditional jobs, the overall
built and connected. All jobs are allocated number of them is significantly reduced

to job families (groups) based on the This is an effective way to cope with
nature of work performed – agnostic of dynamic and continuously changing work
organizational structure or reporting environments

Fig. 3 – Steps in establishing a job catalogue structure
Employees Jobs Job Roles/Profiles Levels Job Families
Job Catalogue (Re-)Design – Maximizing your HR Technology Investment
The ultimate goal is to create a job cata- advantages and challenges. It is advisable
logue with consistent criteria that allows to establish at least a foundational job
companies to access and report on job catalogue in the early stages of the HCM
data in ways that are most useful to their implementation. It may add to the initial
organization. By adding information on timeline, but the payoff should not be
key tasks, skills and competencies, as well underestimated, since it is much more
as corresponding grading results, the job difficult to go back to do such changes once
catalogue can further provide insights on the system has been configured

possible career moves in order to support
an integrated talent development policy. Deloitte helps optimizing the value of
your technology investment through a
Timing the decision as to when to (re-) single provider, offering a global team of
design the job catalogue when moving to experienced subject matter experts in job
the cloud varies from one organization architecture as well as certified Workday
to another. There are several options for and SuccessFactors practitioners

initiating such a project with corresponding
Axel Fohler Maximilian Evers
Director | Human Capital Senior Manager | Human Capital
Deloitte Deloitte
Tel: +49 (0)211 8772 4113 Tel: +49 (0)211 8772 3059
[email protected] [email protected]
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Issue 08/2019

Job Catalogue (Re-)Design – Maximizing your HR Technology Investment To ignore the importance of a future-proof Job catalog is to risk the cloud investment. Fig. 1 – The business …

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Frequently Asked Questions

How to develop job design tools for hr management?

To develop job design tools, HR and management need to look at the following points: You should plan well for the work design process. Recruit employees by keeping in mind their abilities, skills, personalities, among other factors. After hiring, train the employees so that they are in a position to do their job efficiently.

What types of hr technology are used in the workplace?

Some types of HR technology, like workforce management and applicant tracking systems, have become so popular that you're unlikely to find an HR department that doesn't use them. Other technologies, like succession planning and recruitment marketing, vary wildly from workplace to workplace, if these companies use them at all.

What is job redesigning?

The first phase of job redesigning is a changing reality. Job redesign becomes relevant when there is a suspicion that job requirements have changed and need to be updated. This can be because tasks are automated and need to be replaced, or because tasks require new skills.

What is the engineering approach of job design?

The engineering approach of job design relies on the scientific principles of management developed by FW Taylor. This approach might have been great for traditional industries. However, things have changed dramatically since Taylor’s time, and modern approaches are more suitable for today’s world.