Job mapping. What is it and why do we need that?
5/12/2025
Povilas Blusius, Figure Baltic Advisory leading consultant
Why do we use job mapping?
There are three main approaches to categorization that are most widely used to try and make market data more structured:
- by Job titles
- by Job value
- by Job profiles
Job title-based analysis is effective only in narrowly defined sectors or peer groups where roles and responsibilities are standardized. As the scope expands, the variability in how titles are assigned and interpreted - such as the ambiguous use of “Senior Specialist” - undermines consistency. This lack of uniformity makes job titles an unreliable unit of analysis, limiting their usefulness for accurate, like-for-like benchmarking.
The job evaluation method aims to define the comparable categories by using a set of universal factors that determine job values. Such universal methods ensure standardized and equal processes of evaluation. However, they overlook practical, real-life aspects that define specific jobs. The evaluation also provides only the theoretical ‘value’ of a job based on requirements, qualifications, and complexity, which differs from the actual value a job contributes to the business through daily tasks.
Value is not solely an objective metric, making it difficult to measure precisely. Moreover, such methods are typically limited to a finite and relatively small set of factors assumed to influence job value. In reality, different roles may be shaped by different factors, and even the same factor (e.g., education) can carry varying weight depending on the job.
Finally, despite having a clear structure and defined factors this method is also subject to interpretation, which means that well-trained experts need to be present in all time-consuming evaluation activities. If that is not ensured, organizations will interpret factors differently and drift away to a point where even the exact same jobs will end up in different categories, failing to achieve same-to-same comparison.
This brings us to job mapping, which relies on profiling and describing roles. It uses a structured catalogue of defined categories - such as functions, job families, and job levels. Like any method, it has its limitations; however, for the purpose of market benchmarking, it offers some of the most effective compromises.
How does job mapping work?
For job mapping to work, structure of the catalogue and the descriptions of profiles need to be clear and strike a balance between generic and specific. If profile descriptions are too general, all profiles will seem to fit, and it will be difficult to choose between any two options. If they are too specific, then none of the profiles will seem to apply. This becomes especially challenging when creating a global job mapping catalogue, as broader scope requires more generic profiles.
But if you take a smaller geography (country or region) with common market practices and traditions then that is a workable solution. Compared to the other methods mapping offers accuracy with only a fraction of time. Catalogue is also more human friendly - descriptions are readable as they summarize typical tasks and responsibilities, so anyone reading it understands the meaning without getting briefed on methodologies.
Our job catalogues don’t assume a uniform structure for job families and levels, as this varies across functions in the real market. We review and adjust our catalogues annually based on market trends and feedback, adding new families, levels, or re-evaluating point values as needed. This year, we've organized catalogue descriptions to better highlight education, experience, and people management responsibilities for easier navigation.
To enhance job mapping, we integrate aspects of the first two methods by showing typical job titles and calculated values for each profile. This provides multiple checks for mapping accuracy. When executed well, our approach is the most efficient and practical for quality benchmarking.
What is the job mapping process?
For an effective job mapping session, the organization must provide a complete and up-to-date list of positions, which can be supported by an organizational chart. While some organizations have their own job descriptions, these are often outdated and may no longer accurately reflect the current roles.
Typically, three parties participate in the job mapping process: HR experts (e.g., Head of HR, Comp&Ben Manager), departmental experts (e.g., directors, managers, or SMEs), and a consultant. The first two parties collaborate to present job information objectively, often challenging each other's perspectives until a consensus is reached.
The consultant, receiving the information, plays multiple roles: taking notes, asking follow-up questions to narrow down potential catalogue matches, reviewing mapping practices, and considering other roles within the same function. For maximum efficiency and accuracy, the mapping is conducted with a consultant who is an expert in the country or specific industry.
Throughout and after the process, the consultant ensures the mapping aligns with the target peer group, minimizing the risk of misclassifying similar jobs into different categories.
Job mapping bridges internal roles and the external market by focusing on specific responsibilities, making it easier to find the right match. By incorporating elements from other methods, it improves accuracy. Regularly updated catalogues and an expert-led process ensure well-categorized jobs, crucial for accurate market benchmarks.