Tag: integrated workforce management


The labor market is constantly changing and evolving. It changes to reflect demands and pressures from different sectors, industries, and locations. New jobs emerge, old ones disappear, and wages fluctuate—sometimes due to external forces and local or regional economic factors. Organizations must stay on top of trends and monitor the labor market to remain competitive. Those that don’t keep up risk being left behind and failing to meet the needs of their people.  

One way for organizations to stay ahead is to monitor the labor market. Doing so helps human resources (HR) teams understand how their organization is affected by market movement. Reviewing and interpreting labor market data allows HR teams to address critical questions such as: 

  • How can we determine how much the market pays for similar roles? 
  • How can we competitively position ourselves against our target peers? 
  • How can we become an employer of choice in the local labor market? 

Keeping an eye on the labor market enables organizations to make informed decisions about hiring, pay management, employee benefits, retention strategies, and more.  

This blog post will explore why organizations should track the labor market and how to do so effectively. When the organization knows what is coming, it can plan and ensure it is well-positioned when the opportunity to grow strikes. 

Establishing market composition and position 

Using labor market data can help organizations clearly and consistently establish their competitive strategy, notably their: 

  • Target composition, or which group of employers are similar and more relevant to the organization. Consider organizations from the same sector, employers you lose your staff to, and organizations you often hire staff from.  
  • Target position, or how competitive an organization wants to be. Identify the ideal percentile (e.g., 50th, 75th) of the labor market the organization wishes to attract.  

Determining its target composition and position enables an organization to understand where it stands against key employers in the market. It also guides the organization on what it needs to do to lag, match, or stay ahead of relevant comparators. Organizations must consider their compensation policies and budget to establish their target composition and position. 

Setting benefits 

Labor market data also gives up-to-date insights into benefits widely provided in each country. In addition to salaries, benefits come in the form of cash (allowances and bonuses), in-kind benefits (company bus, gift baskets, company products, etc.), and non-salary benefits (retirement plans, healthcare coverage, family benefits, and leave provisions). 

As the organization reviews compensation and benefits surveys, it can easily identify mandatory, cultural, and market practice benefits, as well as benefits that address local hardships. And while salaries often attract key talent to an organization, benefits make up a significant part of the compensation package in developing markets. By providing the proper compensation and benefits, the organization can remain competitive and retain talent.  

Identifying HR gaps and making the necessary adjustments 

Identifying the gaps in HR practices is another way organizations can benefit from monitoring labor market information. Some of the few questions that organizations will want to address are: 

  • Do our hiring rates remain competitive? 
  • Are we able to retain the talent we need? 
  • Are our employee benefits competitive in the market? 

When the organization encounters talent management issues—such as challenges in attracting the right talent or holding on to staff—it may be time to make adjustments to the compensation package. 

If the organization is looking for data scientists—but hasn’t found suitable candidates—it may be time to rethink the starting salaries to ensure they are comparable to other organizations hiring for a similar job. Or perhaps the organization starts to lose staff after some time. It may need to reassess policies on pay movement, benefits packages, or career advancement to entice staff to stay longer.  

Understanding the impact of the data

Organizations need to go beyond the labor market data. They must understand how changing HR policies and practices in reaction to emerging trends, shifts, and volatility affects staff. So, the question that needs to be addressed is: Do the organization’s policies and initiatives reflect labor market changes and demands? 

A recent example would be the shift from working at a traditional office to working remotely or in a hybrid format. After years of being accustomed to working from home (in response to the COVID-19 pandemic), employees now expect flexible work arrangements—so much that they are willing to leave the organization if it does not offer the option. 

Another example is managing dispersed teams. With many employees now preferring to relocate to places that are sometimes far from the office, how will adjustments to compensation and benefits affect staff based in different areas? Should organizations still base salaries on city rates or adjust them based on where the staff chooses to relocate?

Thus, organizations need to use labor market data and its implications to help inform their policies. Other key questions that organizations need to answer when looking at labor market data include: 

  • Is our compensation program reaching the talent we need? 
  • How can we maintain our relevance in the labor market? 
  • Are there opportunities for improvement? 
  • Will changing our policies and practices help or hurt us? 
  • What are the implications of these changes on staff? 

Managing compensation even through uncertainty 

Now more than ever, organizations need to closely monitor the market. With inflation rising in countries across the globe, employees need to know that their employer has a plan to help them get through turbulent times.  

Organizations can best manage economic turmoil by monitoring the labor market coupled with a special measures policy. When volatility happens, chances are employees are going to ask HR how the organization will help their families manage their day-to-day expenses. When market conditions warrant adjustments to compensation, this is easily defensible when you have the market data to support it.   

When unpredictable events such as economic volatility, natural calamities, armed conflict, and periods of unrest affect the regular dynamics of the labor market, organizations must keep participating and monitoring labor market movement. By doing so, the organization can determine proper triggers, based on data, that would justify changes to compensation and benefits, as well as the frequency to which adjustments are made.  

Bottom line: Know where you stand 

The labor market continues to shift. It may be difficult for organizations to keep up as the market relies on changes from other sectors of the economy and events from around the world. As such, it is critical to keep track of the ever-changing landscape. This ensures that organizations adapt and adjust policies and measures to meet new demands, positioning themselves for success.  

To do this, organizations need up-to-date data about the labor market to know what conditions are like in their area. Tracking the labor market through salary surveys can offer helpful insight into emerging trends that could impact the organization. Monitoring will help employers understand current conditions to make informed decisions about jobs, the market, and skills and performance. In the end, keeping one’s eyes on the labor market helps organizations stay competitive.  

Does your organization need labor market data, especially on developing markets? We at Birches Group offer the most comprehensive salary survey coverage, with data on over 150 countries. We survey markets of varying sizes and focus on leading employers that set trends. Get in touch with our consultants to get started. 


Carla is a part-time copywriter in our marketing team in Manila. Before shifting to freelance writing in 2020, she worked as a marketing and communications specialist at the offices of EY and Grant Thornton. She has written about HR and career development for Kalibrr. 

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When companies need to set or review salaries, they normally use local market data as their external reference. But what do you do when there is no local market data available? This is common in smaller countries where there are not as many established employers and little to no survey providers are present. As HR consultants, we have received many inquiries on this matter and have seen companies resort to using salary data from nearby countries in the region as their proxy.

While it is understandable that in this case, companies would think that salary data closest to them in terms of proximity could be a valid alternative because perhaps countries within the same region would share similar characteristics, this is certainly not the case. We conduct salary surveys in over 150 countries, three times a year and would argue that while the country next door would have many similar jobs as your own, salary rates and pay packages are considerably different.

In Birches Group, we believe that local staff salaries should always be based on local market data. Here’s why:

The cost of labor in every country varies significantly, even if they all belong to the same region. Local conditions and availability of talent are what drive salary movement in any country. Talent that could be widely available in one market, may be very limited in another. So, when smaller markets reference their salaries against larger markets, especially if they are regional locations where wages are usually three to four times higher, those salaries would be overstated if put into the local context.

Using the example above, this is a chart that illustrates the equivalent pay range for a BG-10, a Seasoned Professional, in each of the Southeast Asian labor markets. If you are an employer in Laos and lack salary data for a BG-10 level, it would not be advisable to reference the equivalent salary range in Thailand just because you share a border with them. Similarly, if you were to apply Thailand pay ranges locally in Myanmar, not only are you significantly overpaying, but this would also be challenging to defend and maintain moving forward.

Market practice on compensation and benefits is different for every country. For some markets, certain allowances or benefits are mandated by local law, while other markets do not share the same requirement. In other countries, employers provide benefits to address local hardships, such as a company shuttle provided to staff to address the lack of public transport. But if you look at other countries in the same region, this may not be the case. Also, some countries have benefits that are cultural in nature making it unique to their market, while others could have something else. If you reference pay practices from other countries, you risk ignoring the unique conditions of your own market. See this example below:

The chart above illustrates total compensation pay packages for a BG-10 Seasoned Professional in ten countries in east and southern Africa. If you look closely, each component of total compensation varies for every country. Using the example above on pay practices, if you are an employer in Tanzania for example, the pay mix at the BG-10 level is comprised of not only cash benefits on top of base salary but in-kind benefits as well. But choosing to use salary data from Kenya because they are close and they are a regional hub, the pay mix toward total compensation is not the same. If you apply this in the local Tanzanian context, you are missing market practices on in-kind benefits compared to other employers in the local market.

So What Should You Do?

If your organization is in a small market in need of salary survey data, we recommend working with a survey provider whose methodology is designed for developing markets. Survey providers are equipped to launch local salary surveys that can bring employers the market data they need to inform their pay management policies accordingly.

Birches Group’s Community Market Compensation and Benefits Surveys are designed with developing markets in mind. And because developing markets are dynamic, our surveys cover all elements toward total compensation to give our clients the full context of the local labor market. Contact us to access the market data you need or to learn more about our subscription options.


Want to know if your existing compensation practices have the elements of a good compensation program or if there are areas that could use some improvement? Take our quick Compensation Program Assessment Quiz


Bianca manages our Marketing Team in Manila. She crafts messaging around Community™ concepts and develops promotional campaigns answering why Community™ should be each organization’s preferred solution, focusing on its simplicity and integrated approach. She has held various roles within Birches Group since 2009, starting as a Compensation Analyst and worked her way to Compensation Team Lead, and Training Program Services Manager. In addition to her current role in marketing and communications, she represents Birches Group in international HR conferences with private sector audiences.

Follow us on our LinkedIn for more content on pay management and HR solutions.


What is the Great Resignation? Avoiding the Great Resignation, can companies or organizations do it? The trend of mass resignation can’t entirely be attributed to the pandemic, and some might even argue it isn’t a true phenomenon. But one cannot deny the number of recent resignations mostly stemming from employee dissatisfaction.

Because of the sudden shift in the work dynamic brought by the pandemic, employees have started thinking about what they truly value. Many questioned whether they were okay with companies returning to the way things were. Others questioned if there was a ‘normal’ to return to after the last two years. But for many of these employees, there was no going back. Let’s look at some of the reasons people resigned:

  1. Lack of Autonomy – Employees want the freedom to work in a way that suits them. They want to make decisions without their managers or supervisors looking over their shoulders. Being micromanaged doesn’t communicate trust and can be highly demotivating. It also takes away the sense of accomplishment the employee can get from putting in hard work.
  • Burnout – Staff are physically, emotionally, and mentally exhausted. They work long hours, and the work doesn’t give them any sense of accomplishment. Employees often struggle to find their purpose in the organization and focus on putting in the hours. Add a long commute and external stressors, and it’s a perfect recipe for burnout.
  • Inadequate Compensation and Benefits – Many cite low pay or lacking benefits as reasons for resigning. While having a competitive salary is always attractive, many now look for flexible work hours, output-based work systems, paid leaves, and work-from-home options. According to an article by LinkedIn on remote work, employers that offer remote or flexible work are better positioned to attract talent in a post-pandemic world. Work flexibility has become a top priority for employees when considering a new job.

Avoiding Employee Dissatisfaction and Being Part of the Great Resignation

Organizations can avoid employee dissatisfaction and being part of the Great Resignation through a purpose-driven organizational framework. We at Birches Group believe that organizations of all sizes and industries can improve employee satisfaction using a simple integrated method that starts with the job description.

Most organizations do not grasp the integral role that job descriptions play and how it facilitates several core HR functions. Clear, consistent, and purpose-driven job descriptions allow employees to shift from time-based work to one focused on purpose and outputs. When employees understand their work, they don’t need to be micromanaged by their supervisors. Employees can be empowered to make their own decisions and be trusted to do the job.

While it doesn’t seem like the obvious solution, clear, consistent, and purpose-driven job descriptions impact every aspect of human resources and workforce management. By taking this first step, organizations have the flexibility to structure their work model into a hybrid where employees can work from home when they need to and come to work to collaborate. At the same time, this addresses burnout. Working from home allows employees the freedom to work in a way that works for them and their lifestyle. Organizations can measure the work of their people through their outputs and focus on their staff’s skills development. Looking over the employee’s shoulders is no longer necessary. Gone are the days when employees need to clock in and out to prove they are working efficiently.

Because the importance of job descriptions is often overlooked, very few managers and HR practitioners are trained on how to write good job descriptions. Job descriptions should be more than just a checklist of things to do. A list focuses on process and individual tasks. In contrast, a good job description focuses on the role’s purpose and output.

Create Clear, Consistent, and Purpose-driven Job Descriptions in Three Easy Steps

As part of Birches Group’s larger Community™ approach and platform, our Job Design tool provides organizations clarity and ease in describing work. A good job description can be written in three steps:

Step 1: The Mission Statement – The mission statement is crucial, connecting the role to the organization’s larger mission and emphasizing why the job matters. It gives context to the role by describing the unit it belongs to, the broad function of the unit, and the position of the role in supporting the unit and its organizational objectives.

Step 2: The Functional Statements – The functional statements describe the intended functions and focus of the role. Organized using our three Community™ factors—PurposeEngagement, and Deliverywe offer guide questions and a lexicon of verbs, so each statement aligns with the appropriate grade level.

Step 3: The Skills and Qualifications Profile – The profile describes the level of generic expertise required for the role. This expertise can be specialized knowledge, experience in related fields, and language requirements that could facilitate the recruitment process for the role.

Through these three simple steps, our Community™ Job Design tool provides organizations a way to craft clear and consistent job descriptions that can easily be adapted according to the role’s job level and unit.

Good job descriptions help organizations address employee satisfaction and engagement issues because every employee wants to know their work matters. Through this first step, organizations pave the way to build an integrated, comprehensive model of work where employees know their contributions are valued.

To learn more about our Community™ Job Design tool and how it can help you create clear, consistent, and purpose-driven job descriptions, contact us.


Kai works in our Marketing Team in Manila. She creates online content around Community™ concepts and assists in developing promotional campaigns answering why Community™ should be each organization’s preferred solution, focusing on its simplicity and integrated approach. She has had years of experience in social media content creation handling different brands over the years.

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Organizational design and job evaluation can be simple things to understand. By not focusing on the simple, clear and purposeful aspects of work, many HR “gurus” have made this simple starting point more complex than it needs to be. The result is staff and managers who are unclear about their purpose and role, which results in ineffective organizations. To clear things up, we need to go back to the basics.


Birches Group Community™ is an integrated talent management solution that’s simple to use and brings clarity around the value of work. We fuse job design and evaluation, compensation management, skills development, performance management and consulting to bring order to your business.


Human resource management is more alchemy than science.  The mysterious ways HR tries to blend policies and approaches to create an effective workforce usually has the same disappointing outcomes as Medieval conjurers had with trying to turn lead into gold.  We at Birches Group think constantly about this challenge and why HR struggles to become more of an organized discipline.

The analogy of alchemy to the state of HR is particularly apt.  Alchemy as a foundation of science existed across the planet and held sway for centuries.  Only with the introduction of intellectual rigor and modern methods of scientific inquiry that relegated alchemy to its final resting place with astrology and magic.  A large reason for the fall of alchemy:  the rejection of ancient wisdom.

Many approaches to modern HR management similarly rest on broadly accepted notions that when examined with greater rigor simply do not hold up.   Equally HR often just cannot see the self-evident, fundamental contradictions that are starkly present before our very eyes.  A critical confusion reigns in HR’s (mis)understanding of jobs where it muddles the purpose of work (i.e. the focus of the job) with features of incumbency (i.e. the person in the job).

To bring rigor to HR it is necessary to bring clarity to the distinction between jobs and people.  This may seem obvious but it is all too rarely found in most HR programs. 

In Birches Group, our point of departure is that with clarity on job design all subsequent HR functions — from compensation setting through recognition and reward — can be well aligned and integrated.  Without clarity on jobs all that follows is out of focus and usually stymied in effectiveness.

There are many approaches to job design and evaluation.  Most of the classic approaches fail on two basic points: 

  • the evaluation criteria include elements related to the person and not the job; and
  • the methodologies are dense making them inaccessible to non-HR managers, and therefore are not compelling or convincing to the rest of the organization. 

However, the biggest weakness in conventional job design and evaluation is found in the information which is gathered about jobs themselves.

The job description in most organizations is a rather loathsome document.  Managers hate writing them, often cutting and pasting rough fitting passages from other job descriptions.  The result are descriptions of extreme inconsistency and questionable value either to support good job evaluation or as a founding document in support of other HR functions.

And it is of little wonder how this situation arises.  HR gives managers little to no guidance about how to describe work.  Little more than a blank piece of paper with possibly some identified boxes is provided. No briefing about the distinguishing features which define different job levels and how teams are formed are provided to managers. 

Birches Group has pursued a different approach.  Firstly, we have lifted the veil on job evaluation.  No more pseudo-science of point-factor evaluation; No multiplicative factors which overlap and blend person-based characteristics with job elements.  Simple and accessible is our mantra.  All that is needed is all that we give.  We use just three factors to illuminate distinctions in work, and organize work into four clear and complementary clusters of job levels.  The components of team are readily available for managers to understand how teams are formed.

And as for job descriptions?  Yes, we have developed a simple methodology which uses just six functional statements, no more or less, linking job design to the underlying factors which distinguishes its level.  Using this approach, managers are free to craft jobs with clarity which are compelling for staff and consistent for the organization. 

Getting job design right is just the first step in making HR a rigorous discipline.  What makes our methodology radical is we have not stopped here.  The principles and tools which support job design and evaluation in Birches Group have been refined and adapted to form the foundation for all following HR functions.  Rather than the disjointed disconnect that generally prevails in HR between structural policies (those governing jobs and pay) from people management policies (those which guide recruitment, development, and reward), our approach is seamlessly connected.  We start with jobs and really, where else would you start?  Jobs are at the foundation of every organization.  It is the conversion of mission into action.  That is why it needs to be done right.  The simplicity of our approach, our methodology, positions HR to partner with the business function by demonstrating a true role in building an effective workforce.  Only HR can undertake this role, it’s about time we start.


Gary is the founding and managing Partner of Birches Group.  He has worked in the areas of organization design and compensation management for over forty years.  Following a career with the United Nations, Gary has led the Birches Group consulting practice working with many leading international organizations in over 100 countries.  Gary has pioneered a new simpler way to integrate job design with skills and performance through Birches Group’s Community™ platform.  He is recognized as a global expert on job theory and design delivering workshops and lectures around the world


The Birches Group solution for job evaluation is Community™ Jobs.  In a prior article, we explained a bit more about our integrated approach to HR management through the Community™ platform.  In this article, we will delve more deeply into how organizations establish their internal structure, and how to measure it.

Community™ Jobs is intuitive.  It segments the workforce into groupings of jobs that are clearly distinguishable from one another in a progressive manner, zeroing in on the placement of jobs step by step.

The How and The Why

The first step is to determine into which of two categories a job falls:

The How and The Why

This division of an organization can be traced back to the military.  The Roman Army was the first large organization where roles were arrayed according to rank: the enlisted (“How” jobs) and officers (“Why” jobs). These military structures have been adapted by private and government institutions over time, and while they certainly have evolved a lot since Roman times, the fundamentals are still the same.

The two categories are complementary:

  • Why jobs focus on managing and leading the organization, and the origination and delivery of policies, products, and programs.
  • How jobs focus on executing processes and transactions, including quality control, under predetermined guidelines.

Let’s take a closer look.

The Community of Work – The Four Job Clusters

Within the categories of How and Why, we have identified two clusters of related jobs within each group, as shown in the diagram below:

Job levels found within each of the job clusters defined above possess similar characteristics based on their purpose and contribution toward the organization’s mission.

Fourteen Job Levels

Once jobs have been classified into their appropriate clusters, using the three job evaluation factors of Community™ – Purpose, Engagement, and Delivery – it becomes possible to finally evaluate jobs, level by level, into Birches Group’s fourteen Community™ job levels.

Beginning with physical or manual roles at BG-1 under the General cluster, all the way to organizational leadership at BG-14 in the Leadership cluster, the fourteen Community™ job levels can easily be adapted and used to determine equivalent worth amongst jobs in any organization.  The table below shows the values for each factor by level.

When an organization’s jobs have been aligned to the fourteen Community™ job levels, a foundation is established to easily ensure internal equity, measure market competitiveness on pay, assess skill level among staff and manage performance evaluation, using the integrated Community system™.

To learn more about Community™ and how it can support your organization, contact us.


Bianca manages our Marketing Team in Manila. She crafts messaging around Community™ concepts and develops promotional campaigns answering why Community™ should be each organization’s preferred solution, focusing on its simplicity and integrated approach. She has held various roles within Birches Group since 2009, starting as a Compensation Analyst and worked her way to Compensation Team Lead, and Training Program Services Manager. In addition to her current role in marketing and communications, she represents Birches Group in international HR conferences with private sector audiences.


In our work with hundreds of organizations, many apply long-standing, well-accepted approaches for the management of human resources. The HR function is steeped in traditional methods and so-called best practices for everything from job evaluation and compensation management to performance management. At Birches Group, we believe for organizations to innovate and thrive, they must be willing to try new things. Our Community™ Jobs approach provides a fresh perspective on one of the most misunderstood areas of human resources – job design and evaluation. Good job design and clear job evaluation are critical to fully support all other programs in HR.

How Community™ Jobs is Different

Job evaluation is traditionally a highly technical area of HR, reserved for the “job evaluation high priests” to compile results and share with the organization. Usually, job evaluation systems are complex and hard to understand, using many different factors to determine results.

Birches Group built Community™ Jobs to be simple and transparent, and easily understood by HR, managers and yes, even staff.  We also believe that job evaluation forms the fundamental underpinning of everything HR does – from compensation and recruitment to development and performance.  Every area of HR is impacted by job evaluation and job levels.

Just Three Things

Community™ uses three factors to assess work: Purpose, Engagement, and Delivery, across fourteen job levels, as shown in the diagram below:

The primary factor is Purpose, which answers the most critical question: why does this job exist in the organization? Purpose enables us to examine each role within the organization and determine its primary objectives and how it supports the overall mission of the organization.

The second factor of Community™ Jobs is Engagement, identifying how each job interacts and collaborates with internal and external stakeholders to carry out its function.

Delivery, the third factor of Community™ Jobs, examines how each role plans, organizes and delivers work to fulfill the organization’s mission. It focuses on how a job manages tasks, transactions, services, projects, or programs under its purview.

The three Community™ factors taken together allow us to understand how an organization conducts business across all levels of work, starting with defining the purpose of its jobs, determining their level of engagement, and examining how each of its roles organizes and delivers service.

The Six Indicators

For each of the three job evaluation factors, we have identified two indicators to connect the job directly to the skills and knowledge required for success:

Each of these indicators is used in applying the Community™ Jobs evaluation methodology.  But importantly, the same criteria are also used to develop standards in the other modules of Community™.  Community™ Skills allows organizations to measure experience explicitly by evaluating an employee’s accumulation of skills and knowledge over time.  Community™ Performance provides a standard for measuring achievement by considering how employees have performed against the standard established for their job level.

Job Evaluation in Action

What are some examples of how job evaluation results (job grades or levels) can be used in other areas of human resources?  Here are just a few:

  • Job descriptions.  One of the most unstructured and tedious task managers face is writing job descriptions.  And most of the time, they are just a listing of tasks and inputs.  Birches Group believes job descriptions should be purpose-driven, output-focused and written from the perspective of what the job must deliver.  Our approach for job description writing uses the job evaluation factors and indicators as a basis to describe duties and responsibilities.  Best of all, no job description will ever exceed one page!
  • Salary bench-marking.  We use Community™ Jobs as the job evaluation methodology when conducting our salary surveys in over 150 countries.  Every employer’s jobs are matched to a Birches Group level, enabling a consistent and fair comparison to jobs in the market with similar levels of contribution to the organization.
  • Salary management.  Organizations use job grades to build salary structures, which in turn provide managers with tools to optimize the organization’s competitive position and ensure high levels of employee engagement.
  • Skills assessment.  Managers will often say that employees with more experience should be paid more. But there is no standard for measuring experience other than time, until now.  Using the Birches Group Community™ job levels, we have developed explicit measures for each job evaluation indicator, arrayed over five separate skill levels.  This skills assessment tool can be used for multiple purposes, including pay management, learning and development planning, succession planning, promotion readiness, and ensuring unbiased application of starting salaries, to name a few.
  • Performance management.  The same three factors used for job evaluation – purpose, engagement, and delivery – can be used to measure achievement.  For example:

Purpose – Does the employee have good ideas?

Engagement – Did they listen and adapt to customer feedback?

Delivery – Did they deliver on time with high levels of quality?

Community™ Performance has a structured approach to measuring achievement by linking back to the job evaluation factors.

By focusing on the Community™ Jobs factors — Purpose, Engagement, and Delivery — managing all areas of HR is now possible using a simple, consistent, and integrated approach.


Bianca manages our Marketing Team in Manila. She crafts messaging around Community™ concepts and develops promotional campaigns answering why Community™ should be each organization’s preferred solution, focusing on its simplicity and integrated approach. She has held various roles within Birches Group since 2009, starting as a Compensation Analyst and worked her way to Compensation Team Lead, and Training Program Services Manager. In addition to her current role in marketing and communications, she represents Birches Group in international HR conferences with private sector audiences.


As the human resources function has improved and modernized over the years, a lot of positive changes have resulted. HR in many organizations is now a respected partner to business leaders, and increasingly are being asked to provide strategic insights about the overall people management for the organization. In most HR departments of any size, there is usually a “hard side” – job evaluation, compensation, benefits, etc. – and a “soft side” – recruitment, learning and development, succession planning, and performance management.  These two sides of HR are often managed separately and from totally different perspectives.

And that’s a problem!

While some argue this arrangement has worked in their organizations, what they don’t realize is this disconnect between the hard side and the soft side of HR has led to many of the issues organizations face today – poor job alignment, loose enforcement of compensation policies, and how reward and recognition are often confused with each other.

For the longest time, organizations have managed these areas separately, patching together using different tools built on different methodologies. How can we expect HR to provide a clear base of policies if their own approaches are not aligned and don’t even use common standards?

Community™ – HR Management Integrated

Community™ is Birches Group’s methodology and platform that integrates critical areas of human resources: job design and evaluation, compensation management, skills measurement, and performance management. Community™ uses a simple, clear, and consistent approach across all areas of HR, and the key is Jobs.

We provide a robust and powerful job evaluation system, Community™ Jobs. It is designed to focus not only on the nature of work and its value, but also connect the purpose of each job to the fundamental skills required for the role and the corresponding metrics that define its success. The job levels defined using Community™ Jobs extend the job levels into all other areas of HR – compensation and benefits, individual skills assessment, and performance management. 

Organizations using Community™ are able to integrate the key areas of their HR program and achieve better workforce engagement. When participating in salary surveys, performing market analysis is easy because all job levels are mapped to Birches Group’s Community™ levels, which serve as the common standard across all comparators. Community™ Skills makes it easy for managers to assess the accumulated skills and knowledge of their staff using explicit criteria outlined across five skills stages, anchored to the Community™  job levels. This enables companies to understand the capacity of their workforce and provide focused learning and development to build capacity for the future.

And finally, performance management becomes a seamless process because using the Community™ job levels to evaluate employee achievement by considering what outputs are expected for the job.  A 360-degree approach is used to capture the perspectives of the employee, the manager, and peers with whom the employee interacts, inside and outside the organization.

Community™ Solutions

Birches Group’s Community™ platform offers four solutions – JobsMarketSkills, and Performance, all integrated into one intuitive platform. Jobs and Market define the structural elements of an organization, while Skills and Performance focus on the organization’s people and capacity.

Organizations can enter the Community™ system through any of its solutions depending on their needs. Using Community™, organizations can start by defining jobs and job structures, and use these to ensure a competitive market position. Skills provides a mechanism to measure individual capacity, and can be used for setting individual pay, learning and development and more.  Performance is focused on how the achievements of individual staff are measured and rewarded.

Through Community™, our clients have access to an integrated solution that aligns both structure and capacity using one simple approach. It closes the gap that many systems have failed to address, bridging the hard side with the soft side of human resources.

Contact us to learn how Community™ can power the success of your organization.


Bianca manages our Marketing Team in Manila. She crafts messaging around Community™ concepts and develops promotional campaigns answering why Community™ should be each organization’s preferred solution, focusing on its simplicity and integrated approach. She has held various roles within Birches Group since 2009, starting as a Compensation Analyst and worked her way to Compensation Team Lead, and Training Program Services Manager. In addition to her current role in marketing and communications, she represents Birches Group in international HR conferences with private sector audiences.


The Future of Work

Nowadays the HR community often finds itself in the midst of a whirlwind.  There is almost no end to the articles, conversations, and learned prognostications about the future of work. By all accounts, it seems we stand on the precipice of a new world which will be vastly different from the world of work in which we all labored at the end of the twentieth century. The revolutionary changes which are just beyond our horizon are expected to either herald the long-awaited man-made utopia where we are freed of mindless repetitive tasks or the frightening dystopia where we are reduced to characters best depicted in Disney’s Wall-e.

As all this swirls around us, managers and staff are often looking to HR to provide some guidance, some safe path that will get us to and through this uncertain future while magically sparing most of us from little more than having our hair mussed. Within the HR community, we are generally dumbfounded. We just don’t know what to do since we simply do not know what to expect! We have all seen in the past twenty to thirty years the gradual disappearance of many classic office positions and occupations which fifty years ago formed the backbone of office functions.  Stenographers, switchboard operators and typing pools have gone the way of blacksmiths and bridle makers. So, we labor on and for most of us, we will deal with the future when it gets here. It is not that we are confident that we can confront the challenges; it’s just that thinking about them makes our heads hurt, so we would just rather not. 

Understand the Future by Remembering the Past

There is no point in being either Pollyannish or morose about the future.  As with most things regarding the future, insight into the future of work can be gained by taking a few steps back and looking at what has happened at similar crossroads we encountered in the past. This is not the first revolution. The current challenge is often referred to as the fourth industrial revolution, and it is said that the changes which are coming will be unlike any past transition. Yes, technological change can be very intimidating, but to assert that what is coming will be disruptive in a manner far exceeding past transitions isn’t quite right. The changes in society that came in the latter part of the nineteenth century and into the early part of the twentieth represented a massive shift in so many industries that the transformation which occurred touched every life on the planet. In the space of twenty to thirty years, ocean travel was transformed from wood and canvas to steal and steam. As a result, it enabled not only faster and larger forms of transport, it supported the massive waves of migration which defined this period. With trains and cars, the millennia dependence on horsepower disappeared. As a result, farms, which were the “gas stations” of the day concentrating on the production of fodder, shifted to growing a wider range of crops for human consumption, lowering food costs and supporting a population shift to urban centers.

The electrification of cities and factories not only spurred new methods of working, it transformed lives in unimaginable ways.  Inventions such as refrigeration (have you seen your iceman lately?) and the creation of modern sanitation and high-rise elevators literally enabled the cities we know today.  Air travel, radio and television were just a few years further on in the transformation of how we work and live.

Through all of these changes, the simultaneous destruction of old jobs and creation of new ones took place at a dizzying pace.  Another important change occurred that fundamentally redefined how we work.  Time began to matter.   Before travel in steamships and trains, it was not possible to accurately determine the time it would take to travel between two cities.  With the invention of the steam engine and all that followed, schedules could be devised, and our lives more closely governed by the ticking of the clock.  Time standards were developed in the 1880’s to bring order to the mess created by railroads, which each set their own time.

Time measurement combined with the development of more modern methods of production such as the assembly line transformed how we defined work from the effort to produce a finished product to a series of inputs that together make up the process that results in a finished product.  Moving from outputs — being paid for what we produce – to becoming a provider of one of many of inputs which contribute to production – led to the restructuring of work and reward.  Salaries were born.  We would not be paid for what we produced, but for the time we spent at work, molting into the 9 to 5, Monday to Friday definition of work.

The Next Revolution is Upon Us

What scares many of us today is the 9 to 5, Monday to Friday construct is crumbling before our eyes. How can we value contribution if not through the measurement of time? The answer to this question also lies in our past.  It is to focus on the outputs we create and not how long we spend making them. Returning to an output-based foundation for defining work is not an easy transition. Our minds and behaviors have been so conditioned and regimented by the clock that we fear without a time-based approach we will be exploited and find ourselves continually at work. Conversely, the promise of focusing on outputs can liberate us from a daily regimen and provide us true recognition for what we actually accomplish.

This is the challenge that lies before us: Can we transform our thinking and concepts of work that are only slightly more than 100 years old to enable a return to a view of work that prevailed for millennia before that focused on true value? Our only certainty is that how we work in the coming years will bear little resemblance to the man in the gray flannel suit that so colors our subconscious.

In our next blog on Let’s Talk about Work, we will examine how the new world of work is emerging and how human resources can help lead organizations through the changes that are upon us. To map this path forward, all we need to bring is an open mind, and perhaps to let go of some time-worn notions. It has been done before; after all, who ever thought humans could fly… until we did!


Gary is the founding and managing Partner of Birches Group.  He has worked in the areas of organization design and compensation management for over forty years.  Following a career with the United Nations, Gary has led the Birches Group consulting practice working with many leading international organizations in over 100 countries.  Gary has pioneered a new simpler way to integrate job design with skills and performance through Birches Group’s Community™ platform.  He is recognized as a global expert on job theory and design delivering workshops and lectures around the world