Challenges of transformation and agile management
The organizational environment has changed significantly for job evaluation.

  • Companies need to future-proof the existing organization and reinvent themselves at the same time.
  • Different departmental situations require differentiated transformation strategies.
  • Existing structures are being intermixed 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.

Development of a flexible and agile job architecture
Modern work & job architectures support the development of agile organizations.

  • HR core processes support the development of a new „Work & Job Architecture“.
  • Job grading maps 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.

Development of a skill-based organization
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 has 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.

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