Job Architecture Project

July, 2017
 TOPICS

Objectives and Deliverables of the Project

How does this project help our employees?

What have we done so far?

Stage 1: Collecting data on areas of opportunities.
Stage 2: Design the frame work on the required competencies
Stage 3: Developing competencies (behavioral and technical) and role profiles
Stage 4: Calibrate with the US HRBPs for alignment
Stage 5: Calibration process with the local and US stakeholders
Stage 5: Calibration process with comp and ben team
Stage 6: Stage 7: Implementation plan
Stage 7: Share the framework with the EVP for an approval
Stage 8: Manager briefing, workshops for employees

Career Architecture and you

Way forward (Q&A)

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 Why Global Job Architecture Framework

Your ask in GPTW &

various forums &
moving to
Competency based
organisation

• To establish Global Job Architecture Framework to enhance Employee

engagement and organisation Performance
• Clear Role profiles
Objective • Right grouping of Arche Types (Bands & Grades)
• Well defined Ccompetencies for higher performance
• Visible Career paths for individual growth
• Market aligned Compensation for better hiring and retention

Scope • RealPage India (Engineering, BPM and Enabling functions)

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 Expected Deliverables

Role Profiles • Designing of role profiles for all existing unique roles

Behavioral & Technical Competency • Developing behavioral & technical competency framework. Also
Framework identifying competencies & proficiency level for each role

Global Grading & Banding • Global Grading exercise for each unique role

Career Paths • Designing career ladders and potential career paths

Compensation Philosophy & Bench • Designing Compensation Philosophy & market benchmarking
marking exercise for each role

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 Employee Benefits

1) Clear Role Profiles, more objective and detailed to go beyond regular Job Descriptions for
enhanced role clarity.

2) Competency Framework (Behavioural & technical), well defined competencies to help

employees perform better in their current roles and help move up in one’s career. Facilitates
developmental plans for advancement.

3) Career Levels (Bands & Grades), now aligned with the Global Grading System (GGS) of
Towers Watson. Ensures internal & external parity and forms the foundation for more
objective rewards and talent management programs.

4) Career paths, for career maps, alternate opportunities for career advancement (Y Ladder).
Helps employees understand career opportunities better

5) Compensation, Appropriate salary keeping market inputs in mind.

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 Collective Efforts

• Team comprising of RealPage (India /US leadership, BU Leadership, HR & many of you)

Numerous group
Vision Process
Behavioral meetings on techinical
Discussions with Workshops to
Interviews with and Behavioral
the leadership understand the
16+ team Competency
and US L&D VP opportunities and
members Frameworks, Role
and few US designing the
group Profiles and Grading
Stakeholders frame work
Meetings

• Project Status Updates, discussion and decision making calls – 1 to 1.5 hours calls, once a week,
throughout the project duration
• Project Team deployed on ground for a significant duration of the project. Project Partner and
Advisor joined for key meetings and workshops
• Role profiles are reviewed and developed by technical teams.
• More than 1000 hours spent by internal team, in designing and developing this project

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1 Career Management is a
Shared Responsibility
2 Career Stability is Important
Career Growth need not be
3
only Vertical Growth
4 Career Progression is a
reflection of Performance and
Potential
5 Career Progression combines
Business Needs and Employee’s
Aspirations
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Inputs Considered during Design
A successful career management program necessitates
the partnership of the employee, his/her manager, US
Stakeholder and HR
It is important to work in specific areas and build deep
level of expertise to have optimal career growth
Career management includes not just promotions but is
also about developing competencies, making a lateral job
change, seeking a job in a different area etc.. It includes
education, training & development, critical projects and
cross-functional training
Career Progression is based on performance, potential to
perform in new role and NOT just on number of years of
experience or seniority in the organization
Movement through career paths is based on a
combination of business needs and individuals’ continuous
demonstration of enhanced performance
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 Career Ladder & Bands (Roles Archetypes

Technical Ladder Management Ladder

Business Leader Leadership

Band

Team Manager Group Manager

(Sr Band
Specialist Specialist)
Band
(Specialist) Team Lead
Managerial
Band

Senior Team Member

Professional Band
Team Member

Trainee

• Each existing job description is analyzed

• Individuals are adding value to the job. This was analyzed using process mapping
• Specialist Ladder to be rolled out later
 Developing: Behavioural competency framework

Leadership Vision Behavioral Objectives and Process

CEO Viewpoint
Workshops Events Interviews Workshops

RealPage Vision & Role Analysis and Role

values Profile

Behavioral Events Interview Leadership Vision Discussions

• Current behavioral differences between average performers and • Differences in valued behaviors across BUs
superior performers at RealPage India • Leadership views on performance model and views on ideal
• Behavioral differences across levels employee to identify current and future competency expectations
for various roles

Role Analysis, Objectives and Process workshops • Anticipated changes to performance model in the future due to
changes in strategy/ industry
• Detailed understanding of work responsibilities and role
expectations

• Identified behaviors that currently drive performance

• Identified behaviors that are expected to drive performance in
the future
• Differences in critical behaviors across BUs and how behaviors
are expressed across levels to help scale competencies

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Each technical/behavioral competency identified has been assigned a proficiency
level based on the level of understanding and complexity of application required
by a role
Level 1 — Basic
basic understanding or knowledge of tools,
techniques, processes, standard guidelines or
other aspects related to area of knowledge
apply the knowledge for execution of standard
procedures
assist in conduct of work as per requirements
highlight any issues or challenges faced
Level 2 — Advanced
advanced understanding or knowledge of the tools,
techniques, processes, guidelines or other
aspects related to area of knowledge
adapt existing processes and systems when required
identifies issues related to area of knowledge
guide teams in the course of application of knowledge
Designing Proficiency levels
Level 3 — Proficient
 proficient understanding or knowledge of the tools,
techniques, processes, guidelines or other aspects
related to area of knowledge
 provide inputs for improvement of process,
techniques, guidelines
 address issues related to area of knowledge
 guide teams in the course of application of
knowledge
 evaluate available alternatives in the course of
decision making
Level 4 — Expert
 expert understanding or knowledge of all aspects
related to area of knowledge as well as relevant
external best practices
 define and establish processes and guidelines
related to the area of knowledge
 best practices as applicable for the area of
knowledge
 train teams and build organizational capability in the
given area of knowledge

Contribution levels for these competencies are not dependent on the levels in the organization but on the
requirements of the role. Hence it is possible that a role in a lower level would require higher levels of contribution
for these competencies than the role in a higher level

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 Competencies Across the levels
Competencies required across Bands

• Communication
• Result Orientation
• Customer Orientation
• Innovation and Process Improvement
Professional Band Managerial Band Group Manager Business Leader
Band Band & above
• People
• Problem Management • People • People
Solving Leadership Leadership
• Planning and
• Planning & Organizing • Planning and • Business
Organizing Organizing Acumen
• Problem
Solving • Business • Strategic
Acumen Leadership

6 Competencies 7 Competencies 7 Competencies 7 Competencies

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 COMMUNICATION

Communication

Listens actively and conveys information & ideas in a clear and concise manner; tailors
message as per audience and context to ensure clear understanding

Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 Proficiency Level 4

• Correctly interprets • Listens actively • Fosters culture of open • Demonstrates

both written and verbal • Articulates own views communication persuasive
messages and opinions in a clear • Moulds communication communication skills,
• Seeks necessary and crisp manner style as per the confident in conveying
clarification to • Responds appropriately recipients' information internally
understand the to communication susceptibilities and externally
message being received received • Effective in verbal, • Deploys various
• Is able to convey • Articulates ideas clearly written and non-verbal channels of
information/data/ideas and effectively in a communication communication
to others in a one-to- group setting • Convey complex ideas effectively
one setting or information in a • Delivers complex
simplified and logical information in an
manner effective way using a
range of methods

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 Result Orientation
Result Orientation

Acts to achieve positive outcomes; consistently complies with quality, safety and
regulatory standards while maintaining focus on organizational goals

Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 Proficiency Level 4

• Takes ownership for • Goes the “extra mile“ • Manages team to • Demonstrates a clear
work to ensure desired deliver agreed understanding of all the
• Meets delivery targets outcome standards of timelines, factors affecting
and objectives • Proactively seeks more quality and productivity improvement of results
• Seeks appropriate responsibility • Identifies resource within the organization.
guidance when facing • Works around obstacles requirements, ensures • Facilitates setting up of
obstacles in achieving to deliver results appropriate systems infrastructure,
goals • Is aware and weighs and processes are in institutionalises
• Maintains safety and consequences of place and keeps processes to ensure
regulatory standards actions relevant stakeholders results
informed • Analyses options and
• Assesses team acts to optimize
performance on an resources for the
ongoing basis and achievement of results.
tackles poor • Builds and promotes a
performance result-oriented culture
within the team

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 Customer Orientation
Customer Orientation

Understands customer needs & challenges, communicates regularly; anticipates

customer reactions, works on customer inputs, delivers on commitments; goes beyond
mere activities to build trust and rapport with the stakeholders

Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 Proficiency Level 4

• Understands both • Understands drivers of • Identifies opportunities • Acts as a role model by

customer requirements customer requirements to strengthen customer building effective
and the activities and ensures delivery in relationships stakeholder
required to be a timely and • Anticipates emerging relationships
performed satisfactory manner customer needs and • Puts customer
• Delivers on customer • Maintains regular investigates how these priorities first and
commitments communication with may be met above all
• Acts on feedback customers and acts on • Goes beyond the • Proactively seeks new
received from the input normal scope of duties and improved ways to
customer • Is able to predict to meet customer engage and build
• Identify potential issues customer reactions and requirements relationships with all
which can impact act accordingly • Prevents recurrence of customers to identify
customer and reports • Responds promptly to issues future needs
to supervisor customer requests and
immediately issues

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 Problem Solving
Problem Solving

Takes a logical approach to address problems, weighs consequences to take timely

decisions, adopts best practices, improves quality of output, generates novel solutions
and adopts to change effectively

Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 Proficiency Level 4

• Identifies and reports a • Uses own experience and
problem in a timely deductive reasoning to
manner identify root of the
• Works as per guidance problem
provided to resolve the • Breakdown complex
problem problems into simpler
• Evaluates suggestions on components
changes of any kind in a • Recommend potential
positive manner solutions with rationale
• Takes timely decisions • Identifies opportunities
for process improvement
and gains buy-in from
others for solutions
offered
• Is able to see complex
relationships and
underlying issues while
solving problems
• Weighs options and
consequences before
making decisions
• Demonstrates creativity
in providing solutions and
improvement initiatives
• Develops workable action
plan for solutions /
suggestions
• Is able to forecast
multiple scenarios,
anticipate problems and
plan for their mitigation
• Understands impact of
any problem solving /
improvement initiative on
the larger organizational
ecosystem
• Responds quickly and
appropriately to new
challenges
• Empowers team
members to resolve
problems / undertake
process improvement
initiatives without
escalation

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 Planning and Organizing
Planning and Organizing

Plans, organizes and monitors work to effectively utilize time and resources; defines
detailed course of action for efficient completion of work

Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 Proficiency Level 4

• Adheres to the work • Delivers work in an • Identifies key • Prepare plans for major
plans efficient and time- milestones and work projects/ assignments
• Identifies priority effective manner of requirements for the • Anticipates
activities in the plan individual / team team obstacles/risks and
provided and prioritizes • Keep track of activities • Prioritizes activities plans for contingencies
them completed and yet to based on business • Makes difficult
• Uses time effectively be completed imperatives or changing decisions to target
• Anticipates delays in • Prepares beforehand requirements resources towards
delivery and informs for upcoming activities • Organizes resources delivery of key strategic
supervisor beforehand • Foresees risks and required to ensure priorities
allows for completion of planned • Adjusts departmental
contingencies when tasks priorities as per
planning • Tracks project progress changes in business
regularly and takes environment
corrective actions

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 Innovation and Process Improvement
Innovation and Process Improvement

Identifies opportunities for improvement in processes, quality of output, adopts best

practices, generates innovative solutions and manages change effectively

Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 Proficiency Level 4

• Analyses own activities to • Identifies opportunities
identify better ways of for process improvement
doing things • Suggests new ways to
• Generates ideas for new apply existing knowledge
ways of working • Share business/ process
• Responds positively to improvement related
suggestions on changes ideas
of any nature • Gains buy-in from others
on improvement
suggestions made
• Implements processes
for continuous
improvement
• Demonstrates creativity, • Guides others to identify
developing and and implement improved
recommending new and ways of working on an
innovative approaches to ongoing basis
work • Sets an example by
• Develops ideas into ensuring the
workable action plans implementation of
• Communicates need for improvement initiatives
change and gets team to providing tangible
work to get desired benefits
results • Facilitates the
• Defines frameworks for implementation of formal
continuous process processes of continuous
improvement improvement across the
Unit/work area

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 People Management / Leadership

People Management / Leadership

Identifies and hires the right talent; aligns team with organizational vision and direction,
develops others as per their strengths and weaknesses, empowers team members,
drives high level of engagement and builds a long-serving, high performance team

Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 Proficiency Level 4

• Generates enthusiasm in • Hires right and develops
others by encouraging talent
others to do their best • Adopts a positive
• Provides guidance and leadership style,
support to others when intervening and providing
asked guidance and direction
• Encourages others to be • Knows strengths and
accountable for their weaknesses of the team
actions • Identifies what motivates
others and adapts
appropriate leadership
style
• Drives sense of • Aligns team members to
belongingness in the organizational vision and
team direction
• Empowers team • Differentiates talent
members/delegates based on performance
effectively • Identifies patterns that
• Resolves team conflicts indicate development
• Provides meaningful needs across the
feedback and coaches department and devises
others to help them plans for improvement
develop • Influences beyond area
• Collaborates across of work
(within & outside teams )
to manage people / team
dynamics

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 Business Acumen
Business Acumen

Demonstrates commercial sense and seizes opportunities for business growth and
profitability. Demonstrates business foresight and adopts to market changes

Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 Proficiency Level 4

• Understands business • Correctly analyses • Identifies industry • Identifies and acts on

fundamentals business issues and
• Understands business identifies appropriate
drivers, value chain action
• Understands • Acquires additional
organizational goals and information to resolve
strategies specific business issues
• Understands how the and takes informed
work of own department decisions
contributes to the larger • Applies knowledge of
organisational strategy industry / organisational
dynamics to make
business decisions that
may involve an element
of risk.
• Constantly strives to
identify business growth
opportunities
trends/direction and its
impact on business
• Displays agility in tapping
business opportunity
• Continually acquires
information about
department’s key
stakeholders, where they
are moving in the future
and how can their needs
be met
• Constantly adopts
priorities and business
plan to evolving
circumstances
opportunities for
business growth and
profitability
• Understands market
trends and how changes
impact the business
• Drives a business-
oriented mindset within
the department
• Develops business plans
that take into account
longer-term business
perspective, issues,
problems or
opportunities
• Understands the big
picture and can think on a
global scale

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 Strategic Leadership
Strategic Leadership

Provides a long term vision and inspires the organization to follow the same, sets right
priorities that drives competitive advantage in the market place

Proficiency Level 1 Proficiency Level 2 Proficiency Level 3 Proficiency Level 4

• Understands overall • Tracks delivery of key • Breaks down strategic • Exerts influence beyond
organizational vision and business milestones and roadmap into achievable immediate team/function
direction adopts to changing needs milestones, goals or • Makes other partners on
• Executes business • Assesses whether short- projects growth journey
strategy as defined by the term goals will support • Does resource planning • Leads from the front and
leadership long-term objectives and and allocates key inspires others
• Understands what is acts accordingly responsibilities to team • Combines clarity of
‘mission-critical’ for the • Identifies misalignments members purpose with personal
organization and and gaps; targets actions • Identifies and acts on conviction, optimism and
prioritizes activities to support current opportunities to leverage a sense of determination.
around it organisational strategies on strengths of other Is seen as a role model
• Strategic Resources • Strategic Resources teams/functions to meet • Provides team with
planning and organizing planning and organizing objectives necessary resources to
• Facilitates developmental • Hires the right people • Identifies the right talent achieve strategic goals
processes for team- for grooming as second • Develops leaders
members line

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 Developing and designing role profiles

Unique Roles Role Profile Objective Setting & Benchmarking &

Identification Template Process Mapping Role Profile Final Validation
Workshops Preparation

• Conducted meetings • Conducted meetings
with direct reports of
each BU head for
overall understanding
of business/ operations
• Understood team • Shared the final
structure, identified job
families and unique
roles
• Discussed and
understood overall
responsibilities for each
role
with the HRBP team for
discussing and
finalizing role profile
template
template with the
USHR team for
validation/ finalization
• Conducted workshop
with each BU head and
their direct reportees for
identifying BU
objectives and key
activities
• Created process maps
for each team across
BUs based on our
understanding
• Conducted workshop/
meetings with each
team across BU to
design the process maps
• Updated process maps
based on the inputs and
shared with respective
team managers for
validation/ finalization
• Collecting benchmark • Revised role profiles
JDs and assessed them based on the inputs
for applicability
• Incorporated learnings
from benchmark JDs in
the role profiles
• Prepared role profiles
based on inputs
provided in meetings/
workshop, existing role
profiles and process
maps
• Shared the first draft
with US HR team for
validation by key
stakeholders

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 Developing Role profiles beyond JDs

• Clearly articulates Purpose of role with a view to excite the role incumbent

• Definite differentiation brought out in each level role profile , distinct from the previous

• Well defined & articulated Job Responsibilities for more clear Job expectations &
understanding

• Job profiles based on level bring in perspectives like capability enhancement, customer,
revenues, profits, sales support, technical delivery, etc

• Mentions relationships required to succeed in the role, mentions matrix reporting too

• Self Development mandated in each role profile

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 Job Architecture in everyday work life

Compensation
Competencies Role Profiles Career Philosophy Career Bands & Levels
Philosophy

•Performance & •Role profiles would •All career •New Levels & •Compensation
Career discussions be used extensively movements Designations Philosophy to be
would be based on in (Vertical, Lateral or aligned to role followed for all
competencies- apart •hiring diagonal ) would be archetypes •future hires
from work •promotion governed by our •Internal
deliverables decisions career philosophy •Now we have movements
•career calibrated grading •Salary
•Formal Appraisal movements system for better increases in
system would bench marking appraisal
include assessment cycle
of competencies as
part of the process

•Training programs
would be tailored
around these
competencies

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 Developing brand level and designations

Example 1

Band Level Designations

G2 Director II - Suffix
Group Manager
G1 Director I - Suffix

M3 Program Manger - Suffix

Managerial M2 Senior Manager - Suffix
M1 Manager - Suffix

P3 Sr Business Analyst
Professional P2 Research Analyst
P1 Jr Research Analyst

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 Example 3

Band Level Engineering BPM 3D Enabling US Finance US IT

Functions

G2 C3 C3 C3 C3 C3 C3
Group Manager
G1 C2 C2 C2 C2 C2 C2

M3 C1 C1 C1 C1 C1 C1

Managerial M2 B2/B3/B3A B2/B3/B3A B2/B3/B3A B2/B3/B3A B2/B3/B3A B2/B3/B3A

M2 B1 B1 B1 B1 B1 B1

P3 A3 A3 A3 A3 A3 A3

Professional P2 A2 A2 A2 A2 A2 A2

P1 A1 A1 A1 A1 A1 A1

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 Example 2
Behavioural Competencies
Innovation
Communica Problem Result Planning & Customer People Business
Band Level & Process
tion Solving Orienatation Organising Orientation Mgt/ Lship Acumen
Impr

101 L1 L1 L1 L1 L1 L1 - -
Professional 102 L1 L1 L2 L2 L1 L1 - -
103 L2 L2 L2 L2 L1 L1 - -

Yet to
determine L2 L2 L3 L2 L2 L2 L2 -
Yet to
determine L3 L3 L3 L3 L3 L2 L3 -
Managerial
Yet to
determine L4 L4 L3 L3 L3 L3 L3 -

Yet to
determine L4 - L4 L4 L4 L4 L3 L1
Group
Manager Yet to
determine L4 - L4 L4 L4 L4 L4 L2

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 Way Forward

STEP 1- Preparation of JD- Capture the role profile for all the unique/common roles

STEP 2- Determine the titles/designations against each job code. Align the job codes as per the
organization requirement. Eliminate redundant roles and titles/designations

STEP 3- Create career path as per the Y ladder defining the tenure and expected performance standards
to grow up the ladder (technical and managerial)

STEP 4- Compensation Bench marking as per the market standard (we will work with Steven Han)

STEP 5 – Communicate to all the employees on the changes

STEP 6 – Preparation of revised letters and issue to the employees taking acknowledgement

STEP 7 – Updating Ultipro

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