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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ensures internal pay equity & defense against equal pay claims
builds & maintains grade-based salary structures with pay bands
supports a job architecture for process optimisation and digitalisation
determines & manage job-specific competencies
supports talent management with succession planning
This approach is not as common in the USA as it is in Europe.
Market benchmarking focuses entirely on determining external market prices for jobs found within the organisation.
Under this method either the non-analytical approach of job classification or the analytical approach of a point factor system are used to determine the value of the job.
Job content will be taken into account by matching the job against pre-defined disciplines, job families or benchmark functions. From this combination the market prices of a job will be derived.
Additional factors may be taken into account to determine the labor market / peer group, such as region / locality of operations, company size and sector of operations.
The exclusive use of this approach is most common in the USA and much less common in Europe.
This is where the internal values determine equal value of work and serve as a basis for the above mentioned use cases. Here, market rates are often used as an additional source of information to determine the height and spread of pay bands or the market going rates for specific jobs in a hiring process.
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
