Development paths for job family management

Job family is a collection of different jobs with the same job nature and similar job competency requirements. Competence refers to the actual behavior of knowledge, emotion and skills when performing a certain task or

engaging in a certain job, and competence can be divided into generic competency and professional competency. Position family division is a step-by-step decomposition of the enterprise goal from the perspective of function, focusing on the role and ability requirements to fulfill the function. Employees can start from their own interests to develop the corresponding ability to take on different roles, so as to achieve the unity between employees' career interests and the requirements of enterprise development. The traditional position is a series of work or a collection of tasks, the position emphasizes the "thing" as the center, rather than the person who holds the position. A position often requires the incumbent to take on different roles, with different categories of ability to serve, if the same position of the different roles on the ability to serve too large a gap between the requirements of the employee's interest and ability to serve the gap between the requirements of the employee and the enterprise's synergistic development is not guaranteed. Traditional personnel management is a single position as the object of management, the employee's career development channel is often based on the position system to design. In fact, the premise of organizational structure design and position setting is to regard the business process as static and unchanging, and to regard employees as the means and tools to implement the business process. The compartmentalized organizational structure severely restricts the career development of employees and suppresses their interest in personal career development, which objectively violates the management concept of "people-oriented". The design of career development channel based on job family can avoid these shortcomings. On the one hand, the division of job family is based on the idea of occupational function analysis, which focuses on the strategic objectives of the enterprise and the functions required to accomplish the strategic objectives, and the abilities required to accomplish these functions, and focuses on the results rather than the process. Therefore, when the job family is divided, it is from the perspective of enterprise strategy, from the perspective of macro-organizational goals, and does not give much consideration to business process and organizational structure, thus breaking the departmental boundaries and broadening the space for employees' career development. On the other hand, the design of career development paths based on job families establishes a more stable and effective motivation and performance management platform for the enterprise by focusing on competencies and roles rather than on narrow job design and definition to establish the basis for motivation and measurement of better performance. At the same time, the creation of job families helps to clarify professional opportunities in small and medium-sized enterprises, and provides a certain level of security for employees' career development.