The job is changing faster than the job description

So we've talked about jobs, we've talked about skills, AI.

We could also talk about job architecture.

I don't know how you think about job architecture.

Obviously, I'm the compensation person in the room.

I'm thinking about job architecture as my skeleton on which I hang pay ranges.

And I guess I make sure that I'm ensuring fair pay across the organisation, not just vertically, but horizontally as well.

From the way that you're looking at this from a job postings perspective, how do you think about job architecture is more Is it more about career progression? Like, how are you seeing that play out?

I think the career progression is more important now than before because AI, the use of AI increases the value of institutional knowledge from my perspective, right? And here's what I mean by that is that if you know the business, the industry and the space really, really well, you know, all of those little human nuances that we could never code in to a machine.

Your information base is more important to me than someone who knows how to click all the buttons to make something move fast but get the wrong result.

And so I think any company that is really deeply invested in a five-year plan that is built off of retention, knowing that you can't beat those costs, retention costs will kill you as far as expenses, right? Because if you keep losing talent, you have to backfill all of it.

It costs one third of their first year salary to backfill with time.

And that's not even looking at like the value to the business because you can't look at that uniformly.

And I bring all of that up because I think I don't know the answer, but how I'm thinking about it and what I'm recommending to these companies who are thinking ahead is to start to look at jobs within these category sets.

The categories I'm working with right now are aptitude, right? What do you know how to do? What tools do you know how to use? The autonomy, like what's your ability to do that by yourself? What support do you need? And then there's two other categories, but basically saying that if we could really define work in a more distinct way across those categories, that we can make work more easily transitional and that opportunities are not aligned with job titles.

They're aligned with the skills you have.

And.

I think if we could build a world of work like that, people would be much happier and business would move faster because we would be deeply connected.

And humanly, from the human side, I think it also means that you have trust, which is much harder to build and you can't just buy or trade for that.

Yeah, I mean, I'm 100% advocate of that as well, of like career progression really is going to be one of your key talent retention strategies because you We have relatively stalled pay progression.

And one way you can progress your pay is through career advancement.

And so therefore, we see people kind of falling into then, OK, well, if I can't progress my pay as quickly in this role.

How can I grow within the company? And therefore, that will ultimately help me progress my pay.

But I do agree.

One of the things we've been observing, too, is when we think about what's the human value to you as you assess the value of a person to you as the organization, that institutional knowledge is still a huge part.

And having that element is something that you're going to reward and you're going to foster and you're going to evolve and develop and try and keep those people in the organization.