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Job and Skills Architecture

Building an agile, future ready organization requires more than updating job descriptions or listing skills. It demands a unified human capital foundation where Job Architecture and Skills Taxonomies work together as one integrated model. We help organizations design and implement this foundation so they can unlock clarity, mobility, and growth at scale.

Integrating Job Architecture and Skills

Today’s operating reality is shaped by rapid business change, fluid work, and the accelerating impact of AI. As more tasks shift to automation, organizations need people who can move across work, adapt quickly, and contribute in versatile ways. Skills have become the connective tissue – linking business outcomes, work design, and talent deployment.

At the same time, people still need a professional identity, and organizations still rely on job‑based structures for compensation, career pathways, governance, and workforce planning. The future is not “skills instead of jobs” – it’s skills and jobs working together in a coherent, mutually reinforcing model.

We help clients build exactly that.

 

Our Approach: A Unified, Scalable Human‑Capital Model

We partner with organizations to design and implement an integrated Job Architecture and Skills Framework that is:

  • Benchmark‑based – grounded in market‑tested job families, levels, role archetypes, and skills taxonomies
  • Growth‑enabled – customized to enable talent growth based on career and reward philosophy
  • Future‑proof – designed to evolve as work shifts and AI reshapes roles.
  • Practical and implementable – built to support decisions and day-to-day processes

Galia Inbar

Managing Director, People Advisory Practice
Galia brings over 20 years of experience. She is a versatile consultant specializing in transformative programs and building organizational foundations, with an emphasis on nurturing people and teams in large international companies. She has rich experience in formulating a vision and strategy, a deep understanding in the field of human resources, and in the fields of supply chain and business operations. Her extensive managerial experience allows her to see and understand the full picture of the organization end to end. Before joining AKT, Galia served as Executive Vice President and Chief People Officer at Teva pharmaceuticals. In her capacity Galia also led ESG, Corporate Brans and Communication. In the field of human resources, Galia overseen Total Rewards, Organizational Development and Leadership, Talent Acquisition, Diversity Equity and Inclusion, Employer Branding, Service Centers, Payroll management, HR Information Systems and Analytics. Prior to Teva, she worked at Amdocs for more than seven years, where she managed the human resources of the Global Services unit and was responsible for Talent Acquisition, Organizational & Leadership development, Learning, Employer Branding, Strategic WF planning and CSR.  
galia.inbar@aktglobal.com
https://www.linkedin.com/in/galia-inbar-99703311/

Provided Services

We begin by working with leadership to define the overarching architecture of the organization, establishing the job families, role archetypes, leveling logic, and the principles that govern how jobs and skills integrate into a single coherent model

Detailed Job Architecture Design: Using advanced AI tools, we build a benchmarked and structured job architecture that includes job families, levels, role profiles, and career pathways, giving the organization a clear and consistent foundation for compensation, workforce planning, and talent decisions.

We develop the full data model, taxonomy and its governance, identify the skills that matter most, and map them into the Job architecture model.

We support the practical rollout of the model by mapping employees into the new architecture, ensuring data quality, internal and external equity, and equipping HR teams with the tools and governance needed to maintain and evolve the model.

We guide organizations through the change journey by aligning leaders, preparing managers, and providing clear communication and enablement materials so that employees understand the model and adopt it with confidence.

We help integrate the new architecture into key talent processes – such as hiring, learning, performance, career development, and workforce planning, so the model becomes the backbone of everyday talent decisions.

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