3 problems with jobs today | Josh Bersin #BTPlus

Key Concepts:

• Job-centric architecture: A management approach where the job is the constant and employees are interchangeable.
• Agile organizations: Flexible and adaptable organizations that can quickly respond to change.
• Brittle fragility: A state of being easily broken or damaged, often due to rigid structures and processes.
• Value creation: The process of generating worth or benefit for the company.

Problems with Job-Centric Architecture

The video argues that the traditional "job" concept, where humans are replaceable parts and the job definition remains constant, is outdated and creates numerous problems within organizations.

• Inhibition of Action: A common behavior in job-centric companies is the "that's not my job" mentality, hindering collaboration and problem-solving. Employees are hesitant to act outside their defined roles, even if it benefits the company.
• Inequitable Compensation: Job-centric structures prevent fair compensation based on value creation. A highly capable junior employee may be underpaid compared to a higher-level employee (e.g., a director) who contributes less value. The example given is that "The director job has a different pay than the individual job. Even though the individual may be adding more value than the director, but there's no way to pay them."
• Impeded Mobility: Job-centricity hinders internal mobility. Employees are reluctant to move to different roles or departments, even when the company needs it (e.g., from a shrinking business to a growing one), unless it's a promotion. This reluctance stems from fear, uncertainty, and a lack of perceived qualification. People say, "Well, I'm not going to take that job unless it's a promotion. I don't feel qualified to do that job. I wasn't trained to do that job."
• Brittle Fragility: Overemphasis on job descriptions and rigid structures creates "brittle fragility" within the company. The company becomes inflexible and unable to adapt to changing circumstances.

The Need for a More Agile Approach

The video advocates for a shift away from rigid job-centric structures towards more agile organizations.

• Recognizing Individual Differences: The speaker emphasizes that every individual is unique, even those in the same job. HR practices should acknowledge and leverage these differences. "In reality, of course, as you know, every human being is different. Every individual even in the same job is different."
• Relaxing Job-Centric Structures: The speaker suggests relaxing job-centric structures within HR to foster agility. This means moving beyond strict job descriptions and allowing employees to contribute based on their skills and capabilities, regardless of their formal role.
• Operating Beyond Job Titles: While acknowledging that job titles and levels are likely to persist, the speaker stresses the importance of not letting them hinder problem-solving and opportunity realization. "I'm not saying we still don't have job titles and levels. That stuff is probably going to be around forever. But we have to operate beyond that and not let that get in the way of solving the problems and addressing the opportunities that we have in our companies."

Conclusion

The main takeaway is that a rigid job-centric approach to management creates significant obstacles to organizational agility, equitable compensation, and effective resource allocation. Companies should strive to move beyond this outdated model by recognizing individual differences, relaxing job-centric structures, and empowering employees to contribute based on their skills and value creation, rather than being constrained by their job descriptions.