PDF version of a recent webinar on the Job-Family model, and how this can help organisations to recruit and retain talent.

2. Why is it important to attract and
retain talent?

3. About Peter Lawrence:
3
• HR Business Partner and HR Manager Roles
[Kvaerner Engineering a/s, GE and ExxonMobil].
• Worked as Senior People Advisor – People Master
Plan Project at [ExxonMobil and Qatar Petroleum
Joint Venture].
• Broad and Deep Experience in HR and L+D and
Organisational Development including
implementation of HR Transformation.
• Chartered Fellow CIPD, MA HRM and MBA.
• Managing Director of Human Capital Department.

4. What do we mean by talent?
• 80/20 Pareto Principle.
“The best workers do the best, and
the most work” – Kellar and Meaney
from McKinsey Consultancy [Nov
2017].
• “People are our greatest asset” =
People provide sustainable
competitive advantage to the
organisation.

5. What are High Performers looking for?

6. Talent is looking for:
• Meaningful Work
• Challenging Work
• Recognition
• Career Growth /Progression
• Development Opportunities
Maslow’s Hierarchy of Needs
Hertzberg Two Factor Theory [Motivators]

7. What is the business looking for?

8. Shifting the Performance Curve

9. Job Family Model Overview

10. Job Family Model – overview:
• Career Development &
Progression
• JF Governance
• Job Family Tools;
• JF Levels and Ladders
• Role Profiles
• Behavioural Competencies
• Technical Competencies
• Assessment Process

11. What were the drivers for change to
implement the Job Family Model?

12. Drives for change
Driver Anticipated Outcome Commentary
Aligned to the overall Business Strategy -
Strategic Choice #1 – People.
“To attract, retain and develop a
high-performing workforce, and
provide a caring and inclusive
workplace environment that will
enable the company to meet its
current and future business needs
through an effective set of
integrated people processes.
Implementation of the Job Family
Model seen as a process and
demonstration of the companies
strategic choice.

13. Drives for change
Driver Anticipated Outcome Commentary
Managing Career Expectations Career Road Map showing progression
routes and expectations (defined in
terms of competencies) for current
role & future progression.
Competency gaps identified and
addressed through professional
development plans guided by the
“development curriculum”.
Career Development New governance overseeing career
development (Job Family Councils).
Increased opportunities for
development linked to business needs.
Retention Improved retention rates. Reduced spend on Recruitment and
Selection.
Cost Optimization Training and Development determined
to match competencies.
Improved value in investment in
training [ROI].

14. Drives for change
Driver Anticipated Outcome Commentary
Recruitment To be seen as an “employer of choice.” Will help to attract potential
employees including in areas where
there are skill shortages.
Employee Engagement,
Motivation and Commitment
Employees perceive positive career path
and opportunity for development and
progression.
Improved productivity and greater
discretionary effort.
Performance Management Clearer & more consistent performance
measures (role profiles, behavioural and
technical competencies) & more
consistency in Performance Mgmt.
Will increase employee competency
throughout the company to ensure
the organisation has the right blend of
experience now, and in the future.

15. What does the Job Family Model look
like?

16. Job Family Model overview
• Establishing Governance
Structure
• Job Family Tools;
• Levels and Ladders
• Role Profiles
• Behavioural Competencies
• Technical Competencies
• Assessment Process

17. JFL MANAGERIAL ladder
TECHNICAL / Professional
ladder
1
Manager
2 Head Senior Advisor
3 Head Advisor
4
Specialist
5 Senior Generalist
6 Generalist
7 Associate 2
8
Associate 1
Job Family Structure: levels & ladders
Career
Growth
Through
High Performance
&
Competency
Development

18. • Look like Job Descriptions –
Accountabilities, Performance
Measures, Knowledge & Experience,
Behavioural Competencies.
• Applicable to all roles at the same
Job Family level.
Role Profiles for each Job Family Level

19. Job Family Tools
• Set of Behavioural
Competencies
• And Professional Competencies

20. • Self Assessment.
• Supervisor Assessment.
• Combined Assessment
• Career Development
Discussion.
• Stewarded by Job Family
Council.
Assessment Phase:
1. Resourcing / Recruitment 1 1 2 1 3 1 2 1 1
2. Employee Development 2 3 3 1 1 1 1 1
3. Training 3 2 2 1 1 1
4. Performance Mgmt 1 2 2 1 1 1 1 1 2 1
5. Rewards 1 2 3 2 1 1 1
6. Benefits 1 2 3 1 1 1
7. Organizational Development 2 2 1 3 1 1 1 1 2 1
8. Employee Relations 1 2 1
9. HR Services 1 1 1 1 2 1
10. Organizational Design 2 1 2 3 1
11. HR Advisory Suprt/Bus Part. 2 2 2 2 2 2 2 2 3 2
12. HR Strategy 2 2 2 1 1 2 1 1 2 1
13. HR IMS 1 1 1 1 1 1 1 1 3
PMP IMS
Total comp. level 15 16 17 15 15 16 15 14 15 13
No. of Competencies 9 9 10 11 10 9 10 11 10 10
Index value 135 144 170 165 150 144 150 154 150 130
TR ED QAT OD RE RP WP SE PMP IMS
1. Resourcing / Recruitment 1 1 2 1 3 1 2 1 1 Avg L&D AVG HR PMP IMS
2. Employee Development 3 3 3 2 1 1 1 1 2 2 SG8 36 36 36 9
3. Training 3 3 3 1 1 1 2 SG7 95 103 108 56
4. Performance Mgmt 2 3 2 1 1 2 1 1 2 2 SG6 150 153 150 130
5. Rewards 1 2 3 2 1 1 1 SG5 231 226 198 180
6. Benefits 1 2 3 1 1 1 SG4 347 338 351 286
7. Organizational Development 2 2 2 3 1 1 1 1 2 2 SG3(T) 442 442 442 338
8. Employee Relations 1 1 2 1 1 1 1 2 2 SG2 (T) 481 475 481 403
9. HR Services 1 1 1 1 2 1
10. Organizational Design 1 1 1 2 1 2 3 1 2
11. HR Advisory Suprt/Bus Part. 2 2 2 3 3 2 2 2 2 2
12. HR Strategy 2 2 2 2 2 2 2 2 2 2
13. HR IMS 2 2 2 2 2 2 2 2 1 3 Avg L&D AVG HR PMP IMS
PMP IMS SG8 0 1 0 0
Total comp. level 20 21 22 20 19 20 19 18 18 18 SG7 0 1 6 0
No. of Competencies 11 11 11 12 11 11 12 13 11 10 SG6 0 1 4 0
Index value 220 231 242 240 209 220 228 234 198 180 SG5 0 1 8 0
SG4 0 0 7 0
SG3(T) 0 1 3 0
TR ED QAT OD RE RP WP SE PMP IMS SG2 (T) 0 1 3 0
1. Resourcing / Recruitment 2 2 2 2 4 2 2 2 1 1 * see line 164 note 2
2. Employee Development 3 4 4 2 2 2 2 2 2 2
3. Training 4 3 3 2 1 1 1 1 2 2
4. Performance Mgmt 2 3 2 2 2 2 2 2 3 2
5. Rewards 1 1 1 1 2 3 2 1 2 1 Avg L&D AVG HR PMP IMS
6. Benefits 1 1 1 1 2 3 2 1 1 1 SG3(T) 442 398 442 338
7. Organizational Development 2 3 2 4 1 1 2 2 2 2 SG3(M) 355 325 403 312
8. Employee Relations 1 1 1 1 1 1 1 3 2 1 SG2(T) 481 426 481 403
9. HR Services 1 1 1 1 1 1 1 3 1 1 SG2(M) 429 325 390 390
10. Organizational Design 1 1 1 2 2 2 3 1 2 1 SG1+ 442 434 442 403
11. HR Advisory Suprt/Bus Part. 3 3 3 3 3 3 3 3 4 2
12. HR Strategy 3 3 3 3 3 3 3 3 3 2
13. HR IMS 2 2 2 2 2 2 2 2 2 4
PMP IMS
Common Ladder
Level 4
L&D HR
Common Ladder
Level 5
L&D HR
L&D HR
Index values Summary
Index values Summary
Critical Competency Summary*
0
50
100
150
200
250
300
350
SG8 SG7 SG6 SG5

21. Results

22. Employer of Choice – Attracting
talent
Improved Retention – less
regretted employee turnover.
[12% - 4%]
Professional Development Plans
[All Employees]
Lateral and Career Development
moves & Oversight by Job
Family Councils.
Career Road Map and ability to
manage expectations.
Results:

23. Key Performance Indicators:
Line
Management
Perspective
Employees
23
External
Stakeholders
[EG: Analysts /
Investors]
HR
Management
Increased Automation of HR
Processes.
Greater Accuracy of HR Data.
Appropriate match of HR Staff
to new roles.
Improved competence of HR.
Improved retention of HR
talent.
Clear Communication and
understanding of the transformed HR
function.
“Keeping the lights on”.
Improvement in service delivery
Easier access to information.
Consistency of HR advice.
Trust in Leadership
Attracting and retaining
talent and succession
planning.
Efficient & Cost Optimized Service
Accurate & Accessible Data
Integrated HR Services
[Including: Performance
Mgmt. /Succession
Planning and
Career Development].
Interviews with Executive
Mgmt. Team.

24. Project Implementation Plan

25. Project Mgmt.
• Establishment of Steering Committee to
include Key Stakeholder(s). Engagement and
Support.
• Establishment of Project Team.
• Project Plan and KPI’s to be agreed with Key
Stakeholders.
• Regular Project Monitoring and Reporting.
• Communication Plan including regular updates
for stakeholders and Customer Surveys.
• To complete Project to meet agreed Project
Plan Timeframe and Deadlines.
• Tasks Completed to required quality.
25
Examples of
Project Plan
and Project
Reporting

26. Part of a wider bundle of HR
initiatives

27. Other HR Initiatives:
Strategic Initiatives: Key Performance Indicators Comment
Strategic Workforce Planning Accuracy and accessibility of workforce analytics &
metrics.
Critical that HR produce accurate data that can be
trusted and relied upon for decision making.
Attracting Talent Number of open vacancies – length of time to fill
positions. Adequate quality of candidates.
Use of psychometric assessments, and competency
based interviewing to assist decision making.
Employer of Choice / Employer Brand of choice.
Leadership and Talent Management Identification of high potentials. Use of
“Development Centers”. Suitable development plans
including developmental assignments within
different parts of the business. Succession Plans in
place.
Leadership Selection and Development critical to
future success of the business.
Performance and Reward Robust and Fair Performance Management &
Reward System. To be Tracked and Monitored by HR
to ensure compliance. Emphasis on development of
individuals. Career Development Process.
Drives Employee Engagement and Organizational
Culture.
HR as Business Partner HR Business Partner to support each business unit.
Clear lines of demarcation between HR BP, CoE and
Employee Services. Customer feedback from Senior
Line Mgmt.
Improved Service Delivery to Line Mgmt.
27

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