A structured initiative to build a consistent, scalable job architecture through a robust job evaluation framework anchored in ABG’s philosophy.
Background
With the rapid expansion of Aditya Birla Retail across formats and functions, job roles had become inconsistent in grading, design, and compensation mapping. This fragmentation led to disparities in internal equity, limited role clarity, and made talent mobility and benchmarking difficult.
To build a cohesive talent structure and align with Aditya Birla Group’s career architecture philosophy, ABRL embarked on a project to implement a formal Job Evaluation (JE) methodology across all white-collar functions.
Objective
To design and implement a Group-aligned Job Evaluation framework that ensures consistency in role sizing, internal equity, and talent mobility, forming the foundation for performance, rewards, and career progression at ABRL.
Actions Taken
- Job Analysis & Role Documentation
- Conducted job analysis interviews and gathered data for over 300 roles across Head Office, Regional Teams, and Store Leadership.
- Standardized Job Descriptions (JDs) capturing purpose, key responsibilities, span, complexity, and critical competencies.
- Evaluation Framework Implementation
- Adopted ABG’s Hay-based point-factor method for job sizing, ensuring objectivity in evaluating role impact and complexity.
- Created evaluation panels with HR, Business Leaders, and Group HR moderators to validate scoring transparently.
- Job Levelling & Band Mapping
- Mapped evaluated jobs into ABG band structure (Bands 9 to 3), aligning them to Poornata and Group career architecture.
- Established role clarity by publishing job levelling guides for managers and employees.
- Training & Governance
- Conducted workshops for HRBPs and Line Managers on JE methodology and its implications for workforce planning.
- Institutionalised a review mechanism to evaluate new or evolving roles periodically.
Results
- 300+ roles evaluated and leveled, creating a common language for role complexity across the organization.
- Built a foundation for performance differentiation and compensation calibration, linked to job size and impact.
- Improved career visibility and internal mobility, especially for high-potential talent across retail formats.
- Strengthened compliance and governance through transparent job architecture.
- Aligned ABRL’s talent practices with Aditya Birla Group’s Talent Framework, enabling benchmarking across Group companies.
“Implementing job evaluation wasn’t just about grading roles, it was about creating clarity, fairness, and future readiness in how we grow talent.”
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