A digital solution for creating, maintaining and continuously improving job descriptions in a structured way.

It is designed for HR departments, managers, recruiting teams and organizational development professionals.

It supports consistent job profiles, saves considerable processing time and improves comparability between positions. In particular, it effectively connects job descriptions with performance management.

A job description typically covers tasks, responsibilities, requirements, competencies and organizational placement. It also includes the position’s success factors in line with its job value profile.

Job content can be generated at the click of a button as a job description or job advertisement. The structure of job descriptions can be customized.

Yes. Existing content can be reviewed, updated and adapted to changing responsibilities.

Structured job descriptions are important for organizations of every size. They help answer questions about role requirements, job classification, career paths and employee development.

Assess the role requirements using six questions, use the AI integration to draft objectives and tasks, and review the result with the responsible manager—all without switching tools.

Applying the underlying job evaluation methodology helps ensure consistency and comparability. This keeps all aspects of each job description coherent and aligned.

Around 90% of all job descriptions are outdated. Rather than carrying outdated profiles forward, it makes sense to create modern, coherent descriptions that reflect current role requirements. Existing content can be reused at any time.

Turn the key tasks and requirements into a clear job advertisement. The Job Advertisement Builder can also generate the role’s behavior-critical attributes for the posting.

Each position receives a reliable job profile in text form (the job description) as well as a points-based result. This lets you compare positions across organizational levels and hierarchies.

Consistent use of Job Description Online supports the creation of high-quality job descriptions. Trained key users who know how to use the system are an important success factor.

Each position is evaluated by answering seven questions. The HR Online Manager’s built-in analytics derive the evaluation directly from the process, keeping the job description and job value—and later the pay or career group—aligned.

A digital solution for systematically analyzing job values through rank ordering and cross-comparisons.

It is designed for HR, Compensation & Benefits, organizational development, and professionals responsible for job, career or pay-group architecture.

Job Evaluation Online provides an overview of all positions and organizational units. Positions can be sorted and grouped by any job evaluation criterion. A direct collective agreement benchmark is also available. By defining career groups or grades, you can check how well those grades fit across all positions.

Job evaluation assesses the requirements of a position; performance appraisal assesses an individual’s performance.

Job evaluation produces a points score ranging from 80 to 800. Supported by the system’s reference texts, the result is available both as a score and as a job profile.

It improves comparability across organizational levels and units, and provides a transparent basis for organizational, career and subsequent compensation decisions.

Yes. Within the HR Online Manager, the results provide a basis for job architecture, job classification, career management and compensation analyses.

The Job Description Online tool contains the questions needed for an evaluation and is used to create a tailored job profile. Job Evaluation Online then focuses on comparing job values across all levels and organizational units.

The analytical job evaluation methodology makes it possible to assess positions consistently across organizational levels and units.

Compare job values, responsibility levels and organizational placements to identify notable differences. Group positions by functional level, organizational unit, career level and other criteria.

Re-evaluate a position only when its responsibilities, level of accountability or organizational context have changed significantly.

Place positions into clear development and career levels based on their requirements and responsibility levels. Set up the career levels in the HR Online Manager administration area.

Job evaluation provides information about role requirements that can be checked against applicable collective agreement or company rules. The HR Online Manager offers benchmarking for major sector-wide collective agreements. Company pay structures and career systems can also be configured for later compensation analyses.

The responsible HR professionals should define the process and quality standards, and ensure they are followed together with managers. Approval typically follows consultation with the works council.

Job grading is the systematic assessment and classification of a role based on its responsibilities and requirements, independent of the individual performing it.

A role is assessed against consistent criteria such as expertise, complexity, responsibility, decision-making and working conditions. The result is a transparent job value or grade.

Consistent criteria make roles easier to compare across teams, support fairer pay structures and provide a clear basis for career levels and organisational decisions.

Job values can inform career groups and salary bands. Combining them with market pay data helps organisations build understandable and competitive compensation structures.

Yes. A shared assessment standard makes cross-functional comparisons possible. Organisations should validate comparable roles across departments to ensure consistent application.

No. Job grading assesses the requirements of the role, not the performance or personal characteristics of the employee currently in it.

AI can support role assessment, but reliable results depend on clear, complete and current job descriptions. Human review remains important, especially for ambiguous or sensitive cases.

Clear role profiles and career levels make development requirements more visible and can support career planning, succession planning and internal mobility.

A digital tool that helps assign positions to pay and career groups or equivalent value levels.

A tool for structuring specialist, project management and leadership career paths, as well as company-specific career levels. Customers can quickly and easily use the Career Builder as a foundation for their own career system.

They are designed for HR, Compensation & Benefits, talent development and professionals responsible for collective agreements.

It means assigning an evaluated position to a grade, career level or pay group in accordance with applicable collective agreement or company rules.

Yes. You can set up your own models as well as established market models.

A specialist career path supports the development of expertise. A project management career path focuses on project management, while a leadership path emphasizes people, business and organizational responsibility. Customers can also define additional career paths.

It creates transparent development levels and pathways, and makes roles and responsibility levels easier to compare across the organization.

Compare the position’s actual requirements with the classification criteria and check the assignment against the benchmark.

Define job families, career paths, requirement levels and clear criteria for progression from one level to the next.

Set clear point-score thresholds for each level and review positions at the upper and lower ends of each functional level in particular.

Make the target role’s requirements and the development steps needed to reach it transparent. Define the success factors for each position and the relevant performance criteria.

Use job evaluation as an information base and check the assignment against the point scores. Compare positions across different value systems, such as collective agreement and career systems.

Grouping Online offers an additional analysis of the relevant classification criteria for the adjacent higher or lower pay group.

Keep job descriptions, job value scores, other criteria, decision rationales and approvals clearly documented.

Competency Online is a digital solution that links job descriptions to the relevant required behaviors. We offer three options: (1) the top 10 competencies for each position, with an AI extension; (2) the HR Online Manager competency system, with all competencies and tailored recruiting and talent development questions, plus an AI extension; or (3) a custom system that you can design and also extend with AI.

A capability or behavioral requirement that is relevant to successfully performing a task.

Competency Online supports performance management, recruiting and employee development.

A structured set of competencies that describes the skills and behaviors expected in particular roles and job families.

It establishes shared standards for selection, development and role requirements. It should closely reflect the actual requirements of the positions and job families.

Yes. Each position can be assigned competency profiles that match its requirements. This makes performance management significantly easier.

Competency management describes the skills and behavioral requirements of people in roles. Job evaluation assesses the requirements the organization places on each role. A competency is not the same as decision-making authority.

Identify the required behaviors that are critical to success in the role, then derive the necessary competencies from them.

Define the relevant competencies before the selection process and include them in structured interviews.

Competency Online generates tailored questions that prompt candidates to describe specific examples of their behavior.

It shows the competencies expected in each position and potential development needs in detail.

Competency Online enables you to create competency profiles across all organizational levels and units.

Demonstrated competencies contribute to good performance. When employees demonstrate the competencies required for their roles, they are better equipped to meet performance expectations. That is why clearly defined required behaviors matter.

Use clearly defined criteria based on the specific requirements of each position. Apply observable behavioral indicators and structured assessment methods.

Compensation Online is a digital tool for analyzing market pay by position and assessing the external competitiveness of compensation. It can also show how well current pay fits your organization’s target compensation structure.

It is designed for Compensation & Benefits teams, HR leaders and compensation professionals.

It compares compensation with suitable external pay data for positions of comparable value. A market comparison based on job value is more meaningful than one based only on job title.

Job value, function, industry, region, company size and age group can affect the comparison. The analysis draws on 500,000 market pay data points for the DACH region.

Salary bands define compensation ranges for positions or job families of equal or similar value and support structured pay management.

Market pay is an external benchmark; internal pay is the compensation actually paid by the organization.

It supports better-informed decisions about salary offers, salary bands, outliers, position within a band and external competitiveness.

All market pay analyses by position use the same job values, ensuring comparability. If needed, factors such as company size and region can be adjusted.

Regularly compare internal band boundaries with suitable, up-to-date market values.

Use market data as an objective basis for decisions alongside internal compensation policies and job evaluation. Always consider the organization’s position in the market.

Use market pay data to prepare realistic salary offers and compensation ranges.

Review the responsibilities, job value, region, industry and quality of the comparison data.

Review it regularly and whenever the labor market or your organization’s strategy or market position changes significantly.

Explain the job value, comparison group, data date, relevant factors and limits of the analysis.

It is a tool for analyzing internal compensation, external market values and potential pay gaps together. The available criteria can be combined in different ways, allowing analysis from both market and pay-gap perspectives and going beyond the gender pay gap alone.

It extends the market comparison for individual positions to an analysis of an organization’s overall compensation data.

A pay gap is a difference in compensation between individuals or employee groups that is examined using defined criteria. The focus is often on the pay gap between women and men, but other gaps can also be analyzed using flexible data selections—for example, among production employees with long tenure.

The gender pay gap is the difference in earnings between women and men, analyzed either without adjustments or with selected factors taken into account. The HR Online Manager provides a 40-page pay gap analysis, drawing on nearly 20 years of experience and the Gender Pay Gap certificate developed in cooperation with the Federal Ministry for Family Affairs.

The available analyses depend on the pay components and employee data captured or provided through an API, as well as the functions supported by the system.

It is designed for compensation management, HR controlling and organizations that want to examine pay structures in depth and move beyond spreadsheet-based analysis.

Yes. It supports detailed pay gap and outlier analyses that are relevant when reviewing compensation differences. The Gender Pay Gap certificate complements the tool.

Define comparison groups to suit your needs and review compensation using relevant attributes and appropriate metrics.

Compare the compensation of women and men, distinguishing between unadjusted and statistically adjusted results. Look beyond the gender pay gap by including other analyses, such as by organizational unit, age or job value.

Analyze compensation by job value, activity, working hours, career level, pay group, length of service and other relevant factors.

Job value provides a consistent basis for comparison. Flexible data selections let you assess differences between actual pay and market pay for each group and run outlier analyses.

Focus on job value, define comparison groups and decide on the analytical method in advance.

Work with the responsible teams to assess the size and scope of the differences, possible causes, legal risks and need for action. Look beyond outliers above or below the band: the underlying issue may be pay within the band or an unjustified position in it.

Pay decisions should take account of both competency and performance, together with an employee’s position within the band.

Directive (EU) 2023/970 strengthens the principle of equal pay for equal work or work of equal value. It introduces requirements for pay transparency and reporting.

The first reporting deadline depends on the employer’s workforce size. Employers with at least 250 employees are due to report by 7 June 2027 and annually thereafter; other size bands have later or less frequent deadlines.

Employees can request information about their individual pay level and average pay levels for comparable categories of workers, broken down by sex. Employers must explain how to obtain this information.

Assessment should use objective, gender-neutral criteria. Relevant factors may include skills, effort, responsibility and working conditions.

The gender pay gap is the difference between the average earnings of women and men, commonly expressed as a percentage. It can be reported on an unadjusted or adjusted basis.

A joint pay assessment may be required where reporting identifies a pay difference of at least 5% in a worker category, the difference cannot be justified by objective, gender-neutral criteria, and it has not been remedied within the applicable period.

Review job and pay structures, define comparable worker categories, check data quality and identify unexplained differences early. Document methods and responsibilities before the reporting cycle.

HR Online Manager supports structured job evaluation, comparison groups and compensation analyses. These outputs can help organisations examine pay structures and prepare the underlying data for reporting.