A pleasant home is often a tidy home, without unnecessary ballast. With labels on the trays in the freezer and closets where the T-shirts are by the T-shirts. Besides, it’s not too small, but you can’t get lost there either. The same is actually true of your job matrix; rather a fresh Tiny House than an unwieldy one that no one feels at home in anymore.
the clustering of your roles, on the one hand, and their classification in terms of weight, on the other. We determine this weight mainly based on the complexity of the work. A job matrix ensures consistency and equity. It shows how the job of sales manager compares to the job of controller. Within the context of your business.
Moreover, it forms the basis for many people topics, such as designing salary scales and other reward components. And it gives your employees a clear understanding of career paths and clarity on what is expected of them (and what is not) within their role.
A good job matrix simplifies people processes within your company. It gives a clear language to, for example, the recruitment process. When establishing the recruitment profile, this makes it easy to clarify what this open position really has to do, at what level the role will be scaled and what it may cost.
Evaluation interviews and coaching conversations often go better because a job matrix provides a clear overview of tasks and responsibilities to line managers and employees. A pleasant guideline for a good conversation.
How do you determine the salary of your employees and what does the competitor actually pay?
Rewarding employees fairly and offering clear prospects starts with a good job matrix. This provides the basis for a fair benchmark and equal pay.
We determine salary scales, based on the appropriate benchmark, so that you pay a fair salary in your market. We advise on how to make rewards more predictable for employees. So that they know how the salary moves with their responsibilities and years of experience.
Bunchmark tackles questions about the right salary very broad, looking not only at salary but also at other forms of appreciation and recognition.
We often and gladly develop job descriptions using the STYR method. We think this is a model appropriate for growth companies: it is a hybrid form of job evaluation that focuses on both function and people. And that suits businesses in growth where it is now common to pay an invoice one minute and negotiate with external financiers the next. STYR is easy to learn, and as you grow, you are able to add new roles to your job matrix yourself.
We are certified partners to apply the STYR method. To learn more, visit their website.