The current, traditional methods of job grading and remuneration are not future-proof. Indeed, they are an obstacle for organisations that need to be agile. Traditional job grading methods focus on valuing (static) jobs and originated in the era of industrialisation. The methods – expert methods – do not fit well with today’s digital age, in which agility, people’s talents, collaboration and the problem-solving ability of organisations, teams and people are central to creating value. Traditional job grading also requires a lot of maintenance, as job descriptions serve as the basis for valuation. That works for organisations in a stable environment where functions change little, but not for organisations where work (functions, roles) changes regularly. That is why many organisations want to move away from classical job grading.

The new job grading is about valuing and rewarding people’s added value. Not the function, but people’s problem-solving capabilities and talents are central. The new appreciation is recognisable for everyone and is practical, so that organisations can easily adjust their job matrix (job house) themselves and no longer depend on external consultants. Based on our vision and years of practical experience, we have developed two modern job grading methods: hybrid and dynamic grading.

Hybrid grading

Hybrid grading (STYR model) is no longer only about what is expected from the organisation (the work), but also about what a person wants and is able to do. Central to this are the problem-solving capabilities and the talents and competences needed to do the job well.

Dynamic grading

Dynamic grading (a co-creation of STYR and TMA) goes one step further. Here, the work (function or role) is no longer decisive, but rather people’s drives, dominant talents and ownership. Dynamic valuation therefore involves a fundamentally different way of valuing and rewarding, namely from people’s needs and talents.