Process family
4 connected processes, ordered by what depends on what, with the objects handed from one to the next and the measures that sense the family's performance.
Chain · 4 processes
Maintain a coherent structure of job families, career tracks, levels, reference roles, and movement paths grounded in actual work.
Leads the chain · no in-family handoff
Create a complete, current, and reviewable analysis of an employee’s compensation in relation to approved work, pay structures, legitimate factors, contribution evidence, market context, and organizational effects.
Authorize, communicate, implement, and verify an employee compensation decision from one controlled review package.
Keep job mappings, pay ranges, compensation data, decision patterns, exceptions, and equity controls coherent as work, markets, and the company change.
Measures · 24
outcome
Does the architecture support more coherent role, career, hiring, pay, development, and workforce decisions?
Structured review of downstream decision quality and defects across connected processes; not adoption or employee sentiment alone.
Maintain Job and Career Architecturequality
Does each mapping have sufficient work and factor evidence?
Active mappings satisfying required evidence and authority fields divided by all active mappings.
Maintain Job and Career Architecturecycle-time
How long do valid role and mapping requests take to receive an authorized disposition?
Elapsed time from accepted request to disposition, separated by evidence, review, authority, and system waits.
Maintain Job and Career Architectureadoption
Are connected role, hiring, pay, development, and talent records using the current version?
Applicable downstream records linked to an active approved mapping divided by all applicable records.
Maintain Job and Career Architectureexceptions
Where and why does the structure fail to fit current work?
Exceptions and remapping requests by family, track, level, role, site, cause, age, and disposition.
Maintain Job and Career Architectureguardrail
Do structure or mappings create unexplained disparities, blocked career paths, misclassification risk, misleading titles, or inconsistent treatment?
Qualified review of mappings, movement, pay relationships, opportunity access, workforce patterns, and specialist findings; not a legal conclusion.
Maintain Job and Career Architectureoutcome
Does the review enable a timely, explainable, internally coherent compensation decision?
Structured decision-owner assessment of whether the package resolved the question with sufficient evidence and options; not acceptance of the recommendation alone.
Review Employee Compensationquality
Does every review contain verified work, pay, comparisons, factors, risk, options, and limitations?
Review records satisfying required evidence and control fields divided by all completed review records.
Review Employee Compensationcycle-time
How long does an accepted trigger take to reach a decision-ready package?
Elapsed time from charter acceptance to decision-owner acknowledgement, separated by data, mapping, analysis, specialist, and finance waits.
Review Employee Compensationadoption
Are reviews using current mappings, reconciled data, relevant comparisons, approved factors, and decision separation?
Completed reviews conforming to the active method divided by all completed reviews.
Review Employee Compensationexceptions
Which data, mapping, range, comparison, factor, budget, or ownership issues recur?
Issues and returned gaps by type, population, role, source, severity, cause, age, and disposition.
Review Employee Compensationguardrail
Do reviews show unexplained differences, inappropriate factors, poor comparison logic, excessive access, retaliation concern, or unauthorized promises?
Qualified review of evidence, comparison groups, factors, access, recommendations, communications, and outcomes; not a legal conclusion.
Review Employee Compensationoutcome
Does the decision produce its intended pay relationship or correction without unacceptable system effects?
Structured review of intended rationale, implemented pay, internal relationships, employee questions, retention context, budget, and structural effects; not causal attribution alone.
Make and Communicate a Compensation Decisionquality
Does every communicated decision contain exact evidence, authority, approvals, rationale, conditions, and implementation controls?
Communicated decisions satisfying all required control fields divided by all communicated decisions.
Make and Communicate a Compensation Decisioncycle-time
How long does accepted analysis take to reach accurate employee communication?
Elapsed time from docket acceptance to communication, separated by evaluation, approval, preparation, and scheduling waits.
Make and Communicate a Compensation Decisionadoption
Are approvals, communications, systems, and outputs linked to the same authorized version?
Applicable events and system records linked and reconciled to the authoritative version divided by all applicable events and records.
Make and Communicate a Compensation Decisionexceptions
Where do approvals, communication, implementation, reconciliation, or employee response fail?
Exceptions by component, stage, owner, cause, severity, employee impact, and disposition.
Make and Communicate a Compensation Decisionguardrail
Do decisions or communications show unexplained differences, inappropriate disclosure, retaliation concern, misleading component claims, or unauthorized promises?
Qualified review of approvals, outcomes, explanations, questions, corrections, access, and patterns; not a causal or legal conclusion.
Make and Communicate a Compensation Decisionoutcome
Does the structure continue to support coherent, affordable, competitive, administrable, and explainable decisions?
Combined review of internal relationships, hiring, incumbent decisions, market evidence, budget, career use, exceptions, data, employee questions, and qualified findings; no single metric stands for health.
Operate Pay Structures and Equity Controlsquality
Are material role, mapping, pay, component, and effective-date records complete and reconciled?
Material active records satisfying defined source and reconciliation controls divided by all material active records.
Operate Pay Structures and Equity Controlscycle-time
How long does a material signal take to receive classification, containment, and an acknowledged owner?
Elapsed time from detection to acknowledged authoritative route, by severity and issue class.
Operate Pay Structures and Equity Controlsadoption
Are hiring, review, decision, payroll, equity, talent, and reporting processes using current structures and mappings?
Applicable records and decisions linked to current approved versions divided by all applicable records and decisions.
Operate Pay Structures and Equity Controlsexceptions
Which mapping, range, pay, market, decision, data, system, or policy exceptions recur?
Exceptions by type, population, family, track, level, geography, component, severity, cause, age, and disposition.
Operate Pay Structures and Equity Controlsguardrail
Do structures or operations produce unexplained differences, inappropriate factors, access failures, privacy loss, financial defects, misleading communication, or employee harm?
Qualified review of pay relationships, decisions, opportunity, access, data use, payroll and equity outputs, employee questions, and remediation; not a dashboard legal conclusion.
Operate Pay Structures and Equity Controls