Unified diverse organizational structures through a Role Value Index framework, leveraging EY’s expertise in role optimization, external benchmarking, and policy alignment.
Time to Read: 5 mins
Background
With multiple group companies grown through organic expansion and strategic acquisitions, Thomas Cook India Ltd. and its associated entities faced significant divergence in job roles, levels, titles, and HR policies. These inconsistencies led to operational silos, unequal pay practices, inefficient career progression paths, and complexity in workforce planning.
Recognising the need for harmonisation and enterprise-wide consistency, the leadership initiated a Centre of Excellence (CoE) transformation program, partnering with EY to drive role optimisation, levelling, and external market benchmarking.
Objective
To design a standardised, transparent, and equitable role framework across all group companies, aligning internal roles with external market practices while enabling agile talent management and cost optimisation.
Actions Taken
- Role Value Index Creation:
- Developed a Role Value Index (RVI) based on role criticality, impact, complexity, and size.
- Assessed over 500+ key roles across different businesses to build a comprehensive internal valuation map.
- Role Optimization and Leveling:
- Conducted detailed job analysis and leveling exercises in partnership with EY, ensuring consistency across business units.
- Rationalized and grouped overlapping roles, creating clear career progression ladders and competency models.
- External Benchmarking:
- Benchmarked roles and pay structures against leading industry practices using EY’s extensive market databases.
- Updated external competitiveness benchmarks for compensation, benefits, and total rewards programs.
- Policy Harmonisation:
- Unified HR policies (promotion, transfer, salary bands) across group companies based on the new role structures.
- Designed a scalable, group-wide HR architecture integrating job evaluation outcomes with existing HR systems like FormulaHR.
- Governance and Change Management:
- Formed a CoE Governance Board comprising HR Heads from group companies to ensure ongoing alignment and role framework maintenance.
Results
- Structural Alignment: Achieved a 90% harmonisation of roles, levels, and career pathways across group entities.
- Pay Equity: Enhanced internal equity and external competitiveness by embedding standardised pay ranges and policies.
- Organizational Agility: Enabled faster talent mobility across companies, cross-business succession planning, and reduced redundancies.
- Capability Building: Upskilled HR teams to manage future role evaluations independently with governance controls in place.
Recognition:
This initiative was widely appreciated by Group CHROs and the Leadership Council for embedding long-term governance, transparency, and agility into the talent ecosystem.
"Roles are the building blocks of an organization’s future. Harmonizing them isn't just about structure, it's about building a unified vision for talent, performance, and growth."
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