A Job Architecture, which shows all the work and needs of the organisation and the employees, is the key to an integrated human resources management approach.
A Job Architecture structure links general requirements for job levels with function and position-specific requirements for the individual position. It forms a basic structure for organising jobs, based on the types of work performed (functions, disciplines, job titles).
It forms the basis of talent management processes and strategic workforce planning such as compensation, career, backup plans, etc. Balances internal equality and increases external competitiveness.
Organisations without a systematic Job Architecture analysis may run the risk of erroneously building human resources-based financial systems.
Unlike conventional organisational development approaches, Job Architecture groups the same works by bringing them together, regardless the department, sector, location and organisation chart. For example, a business analyst working at the location of a global software company’s customer operating in the textile industry in Germany and the business analyst working in inhouse projects at the company’s headquarters are in the same Job Family and Career Group.
Another interesting example is, in a conventional organisational chart, the CEO is generally at the top of the chart with the Executive Board, and the entire organisation is vertically linked to them. In a Job Architecture structure, the CEO, the Board of Directors and the Executive Board are in parallel with the name of a different job family, along with other job families.
Job Architecture and conventional organisation approaches are not alternatives to each other. Both are used for different purposes in an organisation.