JOB ARCHITECTURE & SKILL MANAGEMENT

The organizational environment has changed significantly for the topic of job architecture.

• Companies have to make the existing organization fit for the future and reinvent themselves at the same time.
• Different situations of the departments require differentiated transformation strategies.
• Existing structures are often mixed with agile forms of organization and work.
• The development towards an agile organization requires a holistic transformation strategy.
• The transformation strategy is implemented on sight and with the help of digital tools.

Modern work & job architectures support the development of agile organizations.

• HR core processes support the development of a new „Work & Job Architecture“.
• Job grading reflects the heterogeneity and dynamics of different organizations.
• The diverse aspects of organizational agility flow into job grading.
• The characteristics of agile roles are defined and evaluated on an organization-specific basis.
• The new agile roles are integrated into the existing grading structures.

Skill management provides the key to successful workforce transformation.

• The job landscape will continue to change – completely new jobs will emerge, old ones will disappear.
• Skill requirements change continuously – the half-life of skills today is five years.
• The identification of organizational skills required in the future is of strategic importance.
• Gap analysis of skill areas provides the basis for workforce transformation.
• AI-supported systems support skills management at the job and employee level.