2. Sutherland Global Services
Proprietary & Confidential
Competency Matrix and Revision of Salary grid Objectives
2
Evolve from the current practice of only considering tenure as the basis for determining salary
Ensure alignment of the new salary grid with the pricing case CTC
Ensure that the competencies identified complements the skills needed to be successful in GoDaddy
Develop High Level Tech capability and establish succession planning through Talent Development upon
identification of Talent Benchmark in GoDaddy
Minimize Hiring cost by developing internal talents and minimize external hiring in the future.
To determine the critical capabilities and competencies required by the business that will maximize productivity.
To determine the current level of performance in these capabilities and competencies versus competition.
To make the organization and its functional areas more efficient and effective in order to maximize productivity.
3. Sutherland Global Services
Proprietary & Confidential
Operational
- Core / Technical
- Hands on Operations
Leadership
- People Management
- Mentoring and Coaching
Strategic
- Financial
- Project Management
- Process Improvement
Competency Levels
3
4. Sutherland Global Services
Proprietary & Confidential
Strategic
(Financial, Business Strategy, Project and
Process Improvement)
Leadership
(People Management, Performance
Management and Coaching)
Core Functional
(Operational and technical)
Competency Principle
4
Position
Level
The
functional
competency
exhibited
5. Sutherland Global Services
Proprietary & Confidential
Data
Preparation
•Identify critical competencies that successful engineers have in GoDaddy
•Demographics analysis
•Interviews with Leadership team
•Reference Sutherland defined competencies
•Reference Scope of Work and MSR
•Reference the Global Dictionary of Competency
Analysis and
execution
•Map competencies to priority levels
•Create scoring methodology from screening tools
•Define the acceptable baseline competency that is acceptable for the program (required vs trainable)
•Align the Offer Management based on the competency assessed vs internal equity
•Technical competency is leveled on Basic Knowledge (Entry), Working Knowledge, Specialization, Expertise and Consulting / Integrator and Director/ Strategist)
•As the position goes higher, the technical competency shifts from operational to leadership to strategic functions.
•Integration of the Competency Matrix with the Interview form by putting numerical value in the scoring grid to avoid subjectivity in the hiring process
•Reference the competency assessed to the scoring grid guidelines to determine the level of the candidate (technical and people skills vs internal equity)
Competency
grid creation
•Determine levels of competency and map against scores
•Levels should be based on the org structure
•Competency is subdivided into Functional / Technical and People Skills (Behavior and Sales)
•Each Competency must have a description and demonstrated attribute per competency (Technical and people skills) by levels of Entry, Contributor – Intermediate, Contributor – Expert,
Team Manager, Innovator and Strategist.
Competency Grid Methodology
5
6. Sutherland Global Services
Proprietary & Confidential
Competency
grid Scoring
•The baseline scoring factors the following: required skills (hirable), preferred (trainable).
•The scoring factors when drawing out the baseline for the entry level you have to consider that trainable attributes and those that are internal to Sutherland should not be
measured due to propriety and all the high leapers whom we can consider beyond the acceptable rate in line with the potential leadership role that has not met the
leadership hiring requirements.
•Using the Capability Matrix requirement scoring guide, each has numerical value referencing the technical skills tab to objectively rate the candidate based on the
interview (demonstrated capability)
Determining
the Level
•Each Competency has defined a demonstrated competency
•Reference the technical Skills Tab, people Skills Tab and Capability Requirement
•For tech skills and people skills, you will assess the actual score.
•The final score of all the competencies assessed during the interview will determine which the level of the consultant and cross reference it to the salary grid. The
guideline specified is in the salary crore grid guideline tab there is a minimum and maximum score per competency level per role to see what offer should be given.
Salary
Matrix
•The salary of the applicant is based on the final score in line with the objective of the competency matrix vis a vis salary matrix.
•For Reactive and Webhosting consultant: we have the following levels: Entry, Intermediate, Advance and Mastery.
•For Mastery Levels, we will prohibit providing the maximum offers unless there are exceptional cases where the Account Managers, Business Directors and Site leaders
shall allow giving the candidate the maximum offer under the mastery level.
6
Competency Grid Methodology
7. Sutherland Global Services
Proprietary & Confidential
Career Level Competency Level Description Internal
Scoring Index
(baseline)
Strategist 6
Authority / Can define strategic
directions Business Director
Integrator 5
Manager / Can design and innovate
major processes Account Manager 133-165
Team Manager 4
Thorough Knowledge / Can Coach
and has sound knowledge in
organizational and program related
efficiency and handles a team -
performance management Team Manager 96 -132
Contributor - Expert 3
Thorough Knowledge / Can Coach
and has sound knowledge in
organizational and program related
efficiency, Point of Contact of all
technical related queries; does not
handle a team Tech Lead 70 - 95
Contributor - Intermediate 2
Working Knowledge / Can do
independently Hosting Consultant 56- 69
Entry 1
Basic Knowledge / Appreciation/
Can do with Supervision Reactive Consultant 40 - 55
Scoring Grid Baseline and Career Level
7
8. Sutherland Global Services
Proprietary & Confidential
Towers-Watson
8
Role Towers Watson Job Match
Annual Market Data at P50 Monthly Market Data at P50
12-Month Base
Salary
Base Salary
12-Month
Base Salary
Base Salary
Product Support Chat BNV000 Non-Voice Generalist/Multidiscipline
Consultant BNV000-O1-06 201,274 218,047 16,773 18,171
Sr. Consultant BNV000-O2-07 216,000 234,000 18,000 19,500
Supervisor BNV000-M1-10 576,921 624,997 48,077 52,083
Lead/Account Manager BNV000-M2-12 939,554 1,017,850 78,296 84,821
Sr. Lead/Sr. Manager BNV000-M3-14 1,904,940 2,063,685 158,745 171,974
9. Sutherland Global Services
Proprietary & Confidential
Help Needed and Next Steps
9
• Upon Approval, Creation of the Interview forms to align with the Competency Matrix
• Schedule a learning session with the leaders tasked to facilitate consultant hiring for Go
Daddy.
• Implement the New forms and Process when hiring for the next batch of consultants.
• Assess the efficiency of the New process a month after address issues or gaps
encountered during the hiring process.
• Run a compliance audit by ensuring all interviewers uses the new forms and follows the
process for the next batch. Non compliance shall be reported to the Program Leaders to
ensure proper governance.
