One of India’s most prominent brands, which operates in sectors including textiles, apparel, real estate, and FMCG, encountered difficulties in reconciling its organizational structure with the changing demands of the business. Over a period, they noticed discrepancies emerging in job evaluations across its multiple business units. The deficiency of standardized job descriptions impacted clarity in role accountability and was beginning to affect operational coherence and HR decision-making.
Discovery
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Disparities in job evaluation ratings, particularly for Band 3 and above through collaboration with HRBPs responsible for job evaluations
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Lack of consistency and standardization across job descriptions, leading to ambiguity in role expectations
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Key sections such as responsibilities, financial data, and contextual alignment varied significantly, impacting clarity
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Structured audit and content enhancement exercise was required to align all JDs to a consistent format and improve their accuracy and relevance
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Mapping the cascading of job responsibilities from leadership to the executive level across all business verticals of Raymond Group was required
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Limited clarity on cascading responsibilities from leadership to the executive level which did not ensure alignment of responsibilities across levels
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Rationalized banding across the organization with CHRO-approved frameworks
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Consistent, contextualized job descriptions ready for implementation across all units
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Clear job stacks enabling better alignment of responsibilities, aiding in talent planning and organizational design
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A transition of job evaluation ownership to the Centre of Excellence, ensuring long-term governance and sustainability
Aaryahi stepped in and became their partner, to aid in overcoming these challenges and bringing structure, consistency, and strategic clarity.