Revamping the Job Classification System at an International Retail Organization

Business Case: International Retail Organization

This project had a significant impact on both employees and the HR team: the review and revaluation of the entire job classification system. In a fast-growing and dynamic work environment, it is essential that job roles are clearly defined and fairly valued. Through structure, ownership, and a strong people-centered approach, we turned this challenge into a sustainable result.

Challenge

At that time, the organization did not have up-to-date job profiles, and the existing job classification system was outdated. As a result, managers lacked clear guidelines for evaluating employees. It also made it difficult to evaluate job roles and, consequently, to offer competitive salaries. This increased the risk of employee turnover, led to internal imbalances, and limited the organization’s ability to recruit or develop talent in a targeted manner.

Approach

As the project manager for this initiative, I have drawn up a detailed project plan outlining all the phases and necessary steps. These include:

• Take inventory of all existing functions;
• Conducting interviews with managers to gain a thorough understanding of job roles;
• Drafting new job descriptions based on the AWVN format;
• Have these profiles evaluated by the AWVN;
• Developing a communication plan for employees;
• Implementing the profiles in our HR systems.
  
  

The project plan was presented to the leadership team and approved. From that point on, I carried out the process with a strong focus on building buy-in and fostering collaboration. By involving managers from the very beginning, we fostered recognition and a sense of ownership. My focus was consistently on clarity, reliability, and the connection between HR and the business.

Insight

What I’ve learned above all is how important it is to combine structure with a people-centered approach. The job classification system is much more than an HR tool: it touches on recognition, evaluation, and development. By making competencies explicit, we’ve created a foundation for better conversations between managers and employees.

One key insight was that change begins with recognition: managers were given the opportunity to provide their input and, as a result, felt truly involved. This contributed to the project’s success.

Result: clarity, fairness, and effective talent management

Thanks to the new job classification system, there is now a solid foundation for fair job evaluation, transparent performance reviews, and targeted recruitment. Managers have clarity, employees know where they stand, and HR can provide much more targeted advice and support. Alignment with the labor market has improved, and the risk of employee turnover has been reduced.

This experience has shown me that job families don’t have to be stuffy or distant—in fact, they can be a powerful driver of growth, trust, and connection within an organization. By taking an energetic approach to developing clear structures, I was able to make a real difference here as an HX professional.