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Job Catalogue (Re-)Design – Maximizing your HR Technology InvestmentJob Catalogue (Re-)Design –Maximizing your HR TechnologyInvestmentA combination of changing business environments, shifts inorganizational strategy, and major IT transformations is renderingcurrent approaches to traditional job structures obsolete
For many companies who have a tradi- In particular, the digital business hierarchy and silos. Flexible, evolvingtional job catalogue design that is rigid dynamic has changed the way work is and multidisciplinary roles working inand detailed, what was once an asset done. Cross-functional project teams agile networked teams are becominghas become a liability in today’s agile are assembled and dissolved based the norm and contingent workers plusbusiness 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 InvestmentFig. 1 – The business dynamic has changed the way companies operate A B A B F C D G C D E E How things were How things are How things workTo 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its documen- in particular job catalog design - many tation can be maintenance heavy and is companies simply load their outdated and not able to keep up with new and evolving unstructured job landscape into the cloud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 systemJob 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 functionalities
02 Job Catalogue (Re-)Design – Maximizing your HR Technology InvestmentEven a minimum investmentin updating your job catalogueleads to superior resultsDeveloping a streamlined global job catalogueframework in Aclose alignment with the respective BHCM requirements not only addressesApressing HRrequirements, but also facilitates the overall technology Bimplementation and application. F C D• Increased ROI: Front-end planning G • Improved Application: Stakeholder usa- C D E E 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 planningFig. 2 – Job Architecture Implementation Spectrum Realizing beneﬁts of new technology Developing a winning job with streamlined structures architecture landscape Technology Job Architecture 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 beneﬁts03 Job Catalogue (Re-)Design – Maximizing your HR Technology InvestmentSystem should not drive design,but certain elements need to betaken into accountRealizing beneﬁts of new technology with streamlined structures Developing a winning job architecture landscapeOverall, Technology the job catalogue needs be aligned to the core Jobterminologies of the respective solutions – Workday or ArchitectureSuccessFactors are in principle no different. The resultscan 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 jobkey foundational to fullﬁll (minimum-) system HCM setup items
requirements functionalities and a successful deployment architecture to all system beneﬁtsThe development begins with the premise relationships – which is in line with “Futurethat the job role (SuccessFactors) or job of Work” thinking described above. Sinceprofile (Workday) is the consistent building roles/profiles are also defined more gener-block upon which core functionalities are ically than traditional jobs, the overallbuilt 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 withnature of work performed – agnostic of dynamic and continuously changing workorganizational structure or reporting environments
Fig. 3 – Steps in establishing a job catalogue structure Employees Jobs Job Roles/Proﬁles Levels Job Families 3 2 104 Job Catalogue (Re-)Design – Maximizing your HR Technology InvestmentThe ultimate goal is to create a job cata- advantages and challenges. It is advisablelogue with consistent criteria that allows to establish at least a foundational jobcompanies to access and report on job catalogue in the early stages of the HCMdata in ways that are most useful to their implementation. It may add to the initialorganization. By adding information on timeline, but the payoff should not bekey tasks, skills and competencies, as well underestimated, since it is much moreas corresponding grading results, the job difficult to go back to do such changes oncecatalogue can further provide insights on the system has been configured
possible career moves in order to supportan integrated talent development policy. Deloitte helps optimizing the value of your technology investment through aTiming the decision as to when to (re-) single provider, offering a global team ofdesign the job catalogue when moving to experienced subject matter experts in jobthe cloud varies from one organization architecture as well as certified Workdayto another. There are several options for and SuccessFactors practitioners
initiating such a project with correspondingContactsAxel Fohler Maximilian EversDirector | Human Capital Senior Manager | Human CapitalDeloitte DeloitteTel: +49 (0)211 8772 4113 Tel: +49 (0)211 8772 3059[email protected] [email protected]This communication contains general information only not suitable for addressing the particular circumstances ofany individual case and is not intended to be used as a basis for commercial decisions or decisions of any otherkind. None of Deloitte Consulting GmbH or Deloitte Touche Tohmatsu Limited, its member firms, or their relatedentities (collectively, the “Deloitte network”) is, by means of this communication, rendering professional advice orservices. No entity in the Deloitte network shall be responsible for any loss whatsoever sustained by any personwho relies on this communication
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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 …
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.
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.
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.
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.