Building and deploying a new job & skills framework for digital and data jobs
How can a common language be established for the group’s digital and data functions, taking into account highly variable levels of maturity among the entities?
The client’s starting point
- A French retail leader with entities around the world
- Approximately 3000 employees on the digital-data perimeter
- Need to set common standards across entities and propose development paths based on skills
- Preparation of a job architecture based on benchmarks and animation of co-construction workshops with job experts in order to take into account the specificities of the group
- Conducting onboarding sessions on the new architecture with entity representatives to ensure its deployment in local systems
- Introduction of a clear governance allowing regular review of the architecture and assuring the quality of the data
The whole story
Our client, a retailer operating throughout the world, is seeing its digital-data perimeter take on increasing importance (omnichannel, marketplace, etc.) and needs to establish an appropriate job architecture in order to support the recruitment and development process of its employees. This job architecture and associated skills repositories must serve as a common language between the various entities led by the group’s digital team.
A first version of the job architecture was produced on the basis of a benchmark, before being reviewed with the digital experts and adapted to the needs and specificities of the client.
The deployment phase of the architecture allowed entities around the world to adopt this new language and to assign their workforce to the new architecture.
Following a review of the job architecture, a second version was developed thanks to feedback from job experts collected during a series of dedicated workshops. This latest version was enriched with the information about the skills required for each job and the levels of proficiency required for each skill.
This new tool should serve as a basis for initiatives related to talent acquisition and management. As a result, created job cards allow a better visibility into sometimes new jobs for recruitment teams, team managers in charge of onboarding or even contacts in other entities. The common and comparable architecture also facilitates learning and internal mobility for HR in charge of digital teams.
Finally, regularly updating the job architecture will keep it up to date with market standards, give employees the opportunity to provide feedback and make the new tool their own and guarantee the quality of the data.