Describing the Job Architecture and Attribute Frameworks

Objective

After completing this lesson, you will be able to explore the options to manage families, roles, and attributes.

Job Architecture and Capabilities Frameworks

There are several frameworks to manage some of the relevant SAP SuccessFactors HCM content, but that doesn't mean all of them can be enabled and used at the same time. The purpose of this unit is to explore each of the current functionalities available to have a better understanding and decide on what is best for your organization.

The following figure summarizes the evolution, from Job Description Manager (JDM) being the most simple solution to manage competencies, job families and job roles, to the latest Talent Intelligence Hub (TIH), an integrated solution powered by AI and Machine Learning capabilities.

A diagram showing the evolution of talent management tools from Job Description Manager (JDM) to Talent Intelligence Hub.

What is Job Description Manager (JDM)?

Job Description Manager (JDM) is the term used to describe the original method in SAP SuccessFactors to store Job Family and Role hierarchy. JDM is also known as Families and Roles or JDM 1.0. This term is also used to refer to the legacy Competency Library tools.

A diagram illustrating a hierarchy of job structure elements for JDM and some examples.

What is Job Profile Builder (JPB)?

​Job Profile Builder, also known as JPB or JDM 2.0, is the platform component that houses job architecture and related content libraries. It's built on Metadata Framework (MDF) and is highly recommended to enable integrated talent management processes. All new customers start with JPB.

  • A Job Role connects and defines all the attributes of one or more jobs that are alike.
  • A Job Profile is an optional feature that maps 1:1 to a Job Role and further describes a job. Job Profiles are integrated with Positions (Employee Central), Job Requisitions (Recruiting Management), Suggested Roles and Career Paths (Career Development Planning), and Succession Org Chart (Succession Management).
  • Skills are supported in Job Profile Builder, in addition to Competencies.
A diagram showing a hierarchy of job structure elements: Job Family, Job Profile, Job Role, Job Code(s)/Classification(s), Competency, Skills, Position(s), and Expected Ratings/Behaviors.

What is the Center of Capabilities (CoC)?

The Center of Capabilities (CoC), is now considered a "legacy" tool, yet still supported, which was released back in 2021 and included some important changes (only relevant for customers on Job Profile Builder). In fact, Center of Capabilities is enabled automatically with Job Profile Builder, although transitioning to the scenario JPB + Talent Intelligence Hub is recommended.

When Center of Capabilities is enabled along with Job Profile Builder, the following changes apply:

  • The Competency entity is removed from JPB and managed entirely from CoC, in the Capabilities Library. It follows the hierarchical structure of Library / Category, like in JDM, but additionally Groups is available as a third level of hierarchy to classify the competencies (a.k.a. capabilities).
  • Capabilities Portfolio becomes the central place for employees to manage their own competencies and historical ratings.
  • Proficiency Rating Scale is used to measure one’s ability to demonstrate a competency on the job
Job profile management with options like Competency and Capabilities Portfolio.

What is Talent Intelligence Hub (TIH)?

​The Talent Intelligence Hub is the platform framework that connects individual attributes to people and the experiences throughout SAP SuccessFactors solutions.

  • Attributes are stored in a central library called the Attributes Library, which includes migrated competencies from JDM as well as CoC and imported content.
  • Attributes use a tagging model which offers unlimited categorization, improving on the prior 3 level hierarchy in the competency framework (Library / Category / Group).
  • The Capabilities Portfolio used in CoC evolves into the Growth Portfolio, where employees can view and manage their own Skills, Competencies and other attributes.
  • With Talent Intelligence Hub, there's an opportunity to leverage AI capabilities to recommend Skills to employees based on their activities, build a Skills Library from Job Descriptions using AI as well as rating Skills in Performance and 360 Reviews forms that now support Attribute sections of type Skill as well as Competency and can sync ratings from the forms into the employee's Growth Portfolio.
Highlights new Talent Intelligence Hub features with pink outlines, including AI Skills Inference.

Job Data Management

Customers have either one of the following two options to manage their Job Families and Job Roles:

  • The legacy system, also called Job Description Manager (JDM 1.0)

  • Job Profile Builder, also referred to as JDM 2.0 or JPB

Both systems can't coexist in the same instance at the same time.

Job Profile Builder is the latest tool and has options that the legacy system doesn't have. However, the opposite is also true. The legacy system has options that Job Profile Builder doesn’t currently have. You can review the following resource for a full comparison between both systems: Comparison of Job Description Manager and Job Profile Builder

Competency Overview

Competencies are the basic abilities employees must have to perform their role successfully within the organization. Competencies describe the contributing factors that enable employees to function in their role.

Competencies play a central role in the following modules in SAP SuccessFactors:

  • In People Profile, the competency portlet can be used.

  • In Performance Management and in the 360 Multi-Rater, competencies can be evaluated and commented with the writing assistant and the coaching advisor.

  • In Succession, competency ratings can be used in the Talent Search. They can appear in the Talent Card in the different succession tools and are also used for the suggested successors.

  • In Career Development Planning, users can align development goals to competencies. They can also assess future role readiness in the Career Worksheet.

  • In Learning, learning activities can be mapped to competencies.

Competency Definition

Organizations define competencies according to their direction and culture. Competencies define which job skills, attributes, and expectations that are important to the company.

Competencies can be core or job-specific. Custom or hard-coded competencies can also be added to a Performance or 360 Multi-Rater form template.

Corporate competencies are set as core in the system, which means that everyone within an organization receives them by default. Core competencies are essential to the organization.

Job-specific competencies are specific to the role, the job, or other field of information.

Competencies vs. Goals

Competencies can be defined relative to goals, as follows:

  • Competencies can refer to behaviors, skills, abilities, values, or principles.

  • Goals can refer to tasks, targets, or milestones. They're measurable and trackable.

Skills Overview

Skills are specific, learned abilities that enable a person to perform a particular task effectively. Skills are developed through a mix of formal training, education and experience and are becoming more critical to organizations, since they play an important role to match people to opportunities, workforce planning and as a guiding principle for learning and development.

Some of the advantages on becoming a Skills-based organization are

  • Getting the right people in the right roles
  • Fair, equitable and transparent talent decisions
  • Make faster talent decisions
  • Expanding talent pools.
  • Motivates employees to learn new skills, and improve their current ones, and improve the overall performance on their job.

Note

To learn more about the different approaches to a skills-based strategy in organizations, you can explore the following resources:

Making skills a reality

Other Key Concepts

See the following tables for detailed information on competencies vs. skills, performance vs. proficiency, and role vs. person.

Competencies vs. Skills

CompetenciesSkills
Behavioral categories that influence job performance such as building relationships, managing stress, or planning and organizingKnowledge and experience required for jobs such as C++ programming, employment law, or post-merger integration
People are either effective or not effective at competencies.People either have or don’t have skills.
Fewer than 100 competencies can describe the jobs in most large organizations.Over 1000 skills are needed to describe the jobs in most large organizations.
Competencies are mainly developed as a result of on-the-job learning.Skills change significantly as new ones are created and others become outdated.
Most people struggle to evaluate their own effectiveness regarding competencies.Skills are developed through a mix of formal training, education, and experience.

Performance Vs Proficiency

PerformanceProficiency
Performance rating is the step in the work measurement in which the analyst observes the worker's performance and records a value representing that performance relative to the analyst's concept of standard performance.Proficiency rating is an instrument used to measure one’s ability to demonstrate a competency on the job. The scale captures a wide range of ability levels and organizes them into five steps from Fundamental Awareness to Expert.
A Performance Rating Scale typically has these levels:
  1. Performance Challenges
  2. Needs Improvement
  3. Meets Expectations
  4. Fully Meets and Sometimes Exceeds
  5. Fully Exceeds
A Proficiency Rating Scale typically has these levels:
  1. Fundamental Awareness (basic knowledge)
  2. Novice (limited experience)
  3. Intermediate (practical application)
  4. Advanced (applied theory)
  5. Expert (recognized authority)

Note

An example of an Industry Standard proficiency scale can be found here: https://hr.nih.gov/working-nih/competencies/competencies-proficiency-scale
Performance Ratings are tied to HR processes such as Annual Performance Reviews, 360 Reviews, Goals, or Compensation Planning.Proficiency Levels are tied to the Person and used in Role Readiness forms, Skills Assessment forms, Career Worksheet, Learning Items, or Growth Portfolio in Talent Intelligence Hub.
Characteristics of Performance Rating Scales include:
  • Ratings focus on the employee's performance in a specific role or task.
  • Ratings emphasize the achievement of a certain level of performance.
  • Ratings can be subjective and influenced by biases, leading to inaccurate assessments of an employee's abilities.
Benefits on using Proficiency Rating Scales include:
  • Focus on skills and capabilities: Proficiency rating focuses on an individual's skills and capabilities. This framework allows for a more comprehensive assessment of an employee's overall proficiency in their role, which can lead to more targeted development opportunities.
  • Continuous learning and improvement: Proficiency ratings emphasize ongoing learning and development. By focusing on proficiency, organizations can encourage employees to improve their skills and knowledge continuously, leading to a more dynamic and agile workforce.
  • Reduced bias and subjectivity: Proficiency ratings aim to minimize bias and subjectivity by focusing on specific skills and capabilities, allowing for a more objective evaluation.
  • Alignment with organizational goals
  • Better feedback and coaching opportunities.

Role vs. Person

Job Architecture - RolesPerson Based
Annual Performance ReviewsGrowth Portfolio
Job ProfileOpportunity Marketplace
RecruitingEmployee Profile
Role Readiness Forms 
Career Worksheet 

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