Without comparable roles, organisations struggle to explain pay decisions, define work of equal value or support consistent decisions across the employee life cycle.
gradar is the single source of truth for job-related data in your business – bringing clarity to roles, consistency to job value and confidence across pay, talent and hiring decisions.
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Depending on company strategy, job families can also influence remuneration policy.
Common use cases include:
Different pay mixes for specific functions (e.g. sales roles with higher variable pay)
Separate pay bands for high-demand or scarce occupations
Whether differentiated pay structures are appropriate should always be assessed case by case.
Job families can be defined at varying levels of detail. The more heterogeneous a job family is, the more useful it becomes to further divide it into sub-families.
gradar’s 138 global job families are based on an analysis of the most widely used benchmark jobs across:
General industry
High-tech
Retail
The framework is continuously expanded to cover industry-specific needs (e.g. insurance, retail banking).
Below is an overview of the main job family clusters and representative sub-families.
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TMA is a talent management company that helps organisations unlock human potential through insight into talents, drives and strengths. Together, gradar and TMA connect role clarity with talent insight to support objective selection, development and leadership decisions.
Short introduction
We understand that gradar doesn’t exist in a vacuum - and that our users will want to use good-quality market data from various sources worldwide.
So, to find the common ground between various providers, we’ve evaluated a number of levelling methodologies and correlated them to our own job evaluation system!
Simply open the Excel spreadsheet and view a comprehensive read-across of job levelling approaches of multiple studies from across the globe.
A job architecture starts with understanding how your organisation works, what data exists and what the framework should enable. This phase creates an ‘honest data map’ and aligns the project team on scope and priorities.
You clarify:
Your organisational structure - roles, functions, teams and reporting lines
Which job families, career paths and levels exist and which you need
Which stakeholders (HR, business leaders, employee reps) should participate
Typical outputs:
Consolidated job list with aligned titles, organisational charts or role inventories and a defined project scope covering pilot areas and rollout approach.
Once roles are defined, jobs are evaluated using gradar’s analytical, point-factor-based method to establish a consistent view of job value across the organisation.
You create:
Job levels and relative job value across the organisation
Consistent definitions of work of equal value
Gender-neutral basis for pay, progression and career pathing
Why it matters
The EU Pay Transparency Directive requires a credible determination of the equivalence of work - analytical job evaluation is a robust way to build those benchmark groups.
From job to pay transparency
With evaluated roles in place, you can see how pay is applied today - and design a structure that is easier to explain, manage and sustain.
You get:
Clear, transparent pay ranges aligned to job value and pay philosophy
Automated analysis of pay distribution by role, level and group
Visibility into inconsistencies, outliers, risk areas and market benchmarks
Typical outputs:
Pay band design supported by cost impact analysis, along with structured employee transition plans to support a smooth move into the new pay framework.
gradar uses evaluated job data to analyse pay outcomes based on comparable work - not job titles alone.
You can:
Compare pay outcomes for roles of equal value (comparison groups)
Identify gaps by defined groups and categories
Derive action with evidence-based insight
This stage focuses on communication, transparency and governance - so your decisions remain consistent and explainable over time.
You enable:
Structured reporting based on consistent job groupings
Documented logic to explain pay decisions clearly
Reliable responses to right-to-information requests
Practical questions to answer
Who owns pay transparency internally?
Who provides which data from which system and when?
What role do employee representatives / works council play?
Pay transparency works when job architecture and pay structures are used consistently in day-to-day decisions - and updated as your organisation changes.
You continue:
Using job grades and pay bands in salary reviews and performance cycles
Running regular pay gap analyses and pay transparency reports
Adding and evaluating new jobs as your organisation evolves
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Define grades, career paths & job families for a fair, transparent organization.
Compare ranking, classification, point-factor & grading - find the right approach.
Job titles, job families, career paths & competency profiles - the building blocks of a clear job architecture
Reporting, pay equity analysis & gender pay gap tools - all in one place.
Compare ranking, classification, point-factor & grading - find the right approach.
Guidelines, directives & best practices for achieving pay transparency.
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Job classification is a qualitative, non-analytical method of job evaluation. It compares jobs to predefined class or level descriptions and assigns them to the classification that best fits.
Jobs are assessed across broad categories of tasks and responsibilities rather than individual factors. This approach is commonly used in:
Compensation surveys
Collective labour agreements
Shop or works council agreements
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A job architecture starts with understanding how your organisation works, what data exists and what the framework should enable. This phase creates an ‘honest data map’ and aligns the project team on scope and priorities.
You clarify:
Your organisational structure - roles, functions, teams and reporting lines
Which job families, career paths and levels exist and which you need
Which stakeholders (HR, business leaders, employee reps) should participate
Once roles are defined, jobs are evaluated using gradar’s analytical, point-factor-based method to establish a consistent view of job value across the organisation.
With evaluated roles in place, you can see how pay is applied today - and design a structure that is easier to explain, manage and sustain.
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Management roles focus on disciplinary leadership, organisational responsibility and budget accountability.
Typical titles include:
CEO
Managing Director
President
CxO
Executive Vice President
Extended Board Member
Vice President
Director
Team Leader
Team Manager
Management titles often reflect company culture and may function as status symbols or purely operational designations. Ideally, managers focus on leadership, while technical expertise remains within specialist roles.
Engineering careers usually follow a structured progression from entry to senior expertise.
Consulting organisations typically operate with clearly defined career ladders linked to competencies, project roles and billing rates.
Support roles range from semi-skilled to specialised professional positions.
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A job architecture is a systematic framework that links employees to their local positions and connects those positions to standardised jobs in a global structure. It organises work by:
job family / discipline
job level (via analytical job evaluation)
role requirements
career paths and levels
This is the foundation for pay transparency, esp. pay setting and pay progression policy: you can only communicate pay ranges and progression credibly when roles and levels are defined consistently.
gradar is your single reference point for job-related data—and the infrastructure for:
Structured assessment of the current state
Build a reliable baseline across:
organizational units
job families
jobs and positions
job status and other governance categories
Requirements-based level hierarchy through analytical job evaluation
Create a level structure based on consistent evaluation criteria—so “Level 5” means the same thing across functions.
Harmonization of job descriptions, titles, and career levels
Standardize naming, descriptions, and progression logic to reduce duplicates, title inflation, and inconsistent leveling.
Development of pay structures
Use the consistent job and level framework to develop pay structures that support:
internal equity (fairness across comparable roles)
market competitiveness (clear benchmarking logic)
Competencies by job family and level
Define expectations and progression criteria by family and level—so career paths are transparent, not mysterious.
Fairer, more consistent pay decisions through role comparability
Clear career paths linked to levels and expectations
Stronger governance across countries, entities, and business units
A scalable foundation for pay transparency communication and policy alignment
