From Static to Dynamic Job Architecture

Most job architectures are static, slow to change, and disconnected from skills. This session shows how to stand up a dynamic, skills-based architecture that updates as work evolves – powered by internal signals and labour-market data. We cover the data foundations, governance and operating model, and the integrations that keep compensation, talent and planning in sync. Expect a practical walkthrough of an MVP pattern, change control and versioning, and how to prioritise critical roles. You will leave able to refresh role profiles in weeks – not months – and link architecture decisions to mobility, workforce capacity, cost, and regulatory readiness.

• What a dynamic, skills-based job architecture is – and where it differs from traditional job families and grades.
• Data foundations: internal skills signals (profiles, projects, learning) and external labour-market data; mapping, inference and validation.
• Operating model and governance: ownership, RACI, version control, approval workflow, and audit trail aligned to reward and legal.
• Technology integration: connecting HRIS, compensation, talent marketplace and planning tools; APIs and evaluation loops to keep roles current.
• Change and adoption: engaging HRBPs, Finance and Legal; communication patterns that help managers use refreshed roles.
• Measuring impact: time-to-update, coverage of critical roles, mobility lift, planning cycle time, and pay-equity risk reduction.

• Define a minimal viable, skills-based job architecture and where to start (critical roles and risk hotspots).
• Design a data pipeline that combines internal skills evidence with labour-market signals to refresh roles continuously.
• Set up governance artefacts – RACI, change log, versioning and rollback – that satisfy Reward, Legal and Audit.
• Integrate job architecture updates with compensation, talent and workforce planning so decisions stay in sync.
• Build a simple benefits case that quantifies speed, cost, risk and mobility improvements Finance will recognise.
• Avoid common pitfalls such as taxonomy sprawl, vendor lock-in and over-automation without stakeholder buy-in.

Elin Thomasian

Senior Vice President, Alliances & Strategy · TalentNeuron

Rapid work redesign, AI adoption and emerging pay-transparency requirements expose the limits of static job catalogues. Out-of-date roles slow planning, create pay risk, and block mobility. Finance and HR need faster, evidence-based updates that reflect market supply, internal skills and risk exposure. Dynamic job architecture enables control and speed to manage cost, capacity and fairness.