How to Develop a Job and Salary Plan

The elaboration of a job and salary plan It is an essential strategy for companies seeking to align talent, increase productivity and ensure competitiveness in the market.

This instrument goes beyond simple salary tables; it is a map that guides people management, promoting equity, transparency and motivation.

But how do you build a plan that is fair, functional and adapted to the reality of your organization?

The following article will help you in this regard:

Job and Salary Plan

A well-structured job and salary plan not only organizes the hierarchy and remunerations, but also reflects the organizational culture and long-term goals.

It is like the backbone of an organism: without it, the company can lose alignment, facing demotivation, high turnover and even internal conflicts.

On the other hand, when well executed, it attracts talent, reduces turnover costs and strengthens the company's image in the market.

Let's dive into the fundamental steps to creating a job and salary plan, covering everything from initial diagnosis to ongoing maintenance, with practical examples and answers to the most common questions.

Get ready to transform people management in your company!

1. Organizational Diagnosis: The Basis of the Job and Salary Plan

Before drawing a plan of positions and wages, it is crucial to understand the company's reality.

This involves a detailed organizational diagnosis, which maps the current structure, identifies gaps and defines the plan's objectives.

Without this step, the plan risks being disconnected from the culture or needs of the organization.

Think of it like building a house: without a solid foundation, the structure will crumble.

Start by analyzing the hierarchical structure.

How many positions are there? Are they well defined?

Many companies struggle with vague job descriptions, which leads to overlapping roles and dissatisfaction.

Also, evaluate the market: what are the salaries for similar positions in your region and sector?

Tools like salary surveys from Catho or Glassdoor can provide valuable benchmarks.

Finally, involve leaders and employees in the process.

After all, who better to point out inconsistencies than those who experience the company's day-to-day?

A practical example illustrates this step.

A technology startup with 50 employees realized that its developers were unmotivated due to salaries that were out of line with the market.

After a diagnosis, the company discovered that there was no clarity in the responsibilities of positions such as “Junior Developer” and “Full Developer”.

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The mapping revealed the need to redefine roles and adjust salary ranges, resulting in a plan that increased retention by 20% in the first year.

Diagnostic Stage	Description	Suggested Tools
Job Mapping	Identify all positions and their functions.	Organizational charts, interviews with managers.
Market research	Compare salaries and benefits with the market.	Reports from Catho, Glassdoor, IBGE.
Internal Feedback	Collect insights from employees.	Internal research, focus groups.

2. Defining Structure and Criteria: The Heart of the Plan

With the diagnosis in hand, the next step is to define the structure of the job and salary plan.

This includes creating a clear hierarchy, establishing progression criteria and determining salary ranges.

This step is like putting together a puzzle: each piece (position, salary, criteria) needs to fit together perfectly to form a cohesive picture.

First, categorize the jobs into occupational families, such as “Administrative,” “Technical,” or “Management.”

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Within each family, define levels (e.g. Junior, Mid-level, Senior) based on complexity, responsibility and required skills.

For example, a retail company might have the “Sales” family with roles like “Salesperson,” “Store Supervisor,” and “Regional Manager.”

For each level, establish detailed job descriptions, avoiding ambiguities.

Additionally, create clear progression criteria, such as seniority, performance or certifications, to ensure transparency.

A relevant fact reinforces the importance of this stage: according to the consultancy firm Robert Half, 651% of employees consider the lack of clarity in career plans a decisive factor in leaving the company.

Therefore, invest in objective criteria and communicate them openly.

Another point is to align salary ranges with the company's budget, but without neglecting competitiveness.

A common mistake is to offer below-market salaries, which can be costly in the long run due to turnover.

Job Level	Responsibilities	Salary Range (R$)	Progression Criteria
Junior Salesperson	Customer service, basic sales.	2,500 – 3,500	1 year of experience, goals achieved.
Full-time Salesperson	Complex sales, newbie training.	3,500 – 5,000	2 years of experience, project leadership.
Store Supervisor	Team management, sales reports.	5,000 – 7,500	3 years of experience, management course.

3. Implementation and Communication: Turning the Plan into Reality

Develop a job and salary plan is only half the journey; implementing it successfully requires planning and effective communication.

Without a clear strategy, even the best plan can face resistance or fail to engage employees.

Here, the analogy is with an orchestra: each instrument (department, leader, employee) needs to play in harmony for the symphony to be a success.

Implementation starts with a pilot.

Choose a department or group of positions to test the plan, ironing out any flaws before implementing it widely.

For example, a manufacturing company initially implemented its plan in the production sector, identifying that the salary range for machine operators was misaligned with the complexity of the work.

After adjustments, the company expanded the plan to other sectors, reducing labor claims by 15%.

Additionally, ensure that HR is prepared to manage the plan, with people management systems that facilitate monitoring.

Communication is equally critical.

Why should employees trust a plan they don't understand?

Hold meetings, create explanatory materials, and train managers to convey the message.

A transparent plan not only motivates, but also reduces rumors and mistrust.

Finally, establish channels for continuous feedback, such as satisfaction surveys, to assess employee perceptions and make adjustments.

Implementation Stage	Action	Suggested Deadline
Pilot Test	Apply the plan to a sector.	3 months
Manager Training	Empower leaders to communicate the plan.	1 month
General Communication	Disclose the plan to all employees.	2 weeks

4. Maintenance and Update: Ensuring the Longevity of the Plan

One job and salary plan It is not static; it must evolve with the company and the market.

Ignoring maintenance is like neglecting a car: it may work for a while, but eventually it will develop problems.

Periodic review ensures that the plan remains relevant, fair and aligned with strategic objectives.

Every 12 to 18 months, reevaluate salary ranges based on inflation rates, market research, and industry changes.

For example, during the pandemic, many technology companies adjusted their plans to include benefits such as home office, responding to new employee demands.

Additionally, monitor indicators such as turnover and satisfaction to identify signs of maladjustment.

If turnover in a specific position increases, it may be an indication that pay or conditions are outdated.

Furthermore, another aspect is to incorporate innovations.

Consider including flexible benefits, such as education or mental health vouchers, which have gained popularity in recent years.

A Mercer study found that 721% of employees value personalized benefits as much as salary.

Thus, a modern plan must balance fixed compensation with incentives that meet individual needs.

Monitoring Indicator	Goal	Corrective Action
Annual Turnover	< 10%	Review wages and benefits.
Salary Satisfaction	> 80%	Adjust salary ranges.
Market Competitiveness	Aligned	Compare with benchmarks.

5. Frequently Asked Questions about the Job and Salary Plan

What is a job and salary plan?

One job and salary plan It is a document that organizes the job structure of a company, defining functions, hierarchical levels, salary ranges and progression criteria.

It promotes equity, transparency and alignment with organizational goals.

How long does it take to develop a plan?

It depends on the size of the company.

For small businesses, it can take 2 to 4 months, while large corporations can take up to 12 months, considering diagnosis, creation and implementation.

How to avoid resistance from employees?

Communicate the plan clearly and involve employees from the beginning, collecting feedback and explaining the benefits.

Transparency reduces distrust and increases acceptance.

Is it necessary to hire a consultant?

It is not mandatory, but a consultancy can speed up the process and bring expertise, especially for companies without a structured HR system.

For smaller organizations, internal HR can lead the project with the support of market tools.

How to deal with unique or specialized positions?

For unique roles, such as a “Machine Learning Specialist,” create custom salary ranges based on market benchmarks and review them frequently, as these roles tend to have high salary volatility.

Conclusion: The Future of People Management Starts with a Solid Plan

Develop a job and salary plan It is more than an administrative task; it is an investment in human capital and the sustainability of the company.

It aligns expectations, promotes fairness and drives productivity, creating an environment where employees feel valued and motivated.

With a well-made diagnosis, a clear structure, careful implementation and periodic reviews, your company will be prepared to face the challenges of the market.

And you, are you ready to transform people management in your organization?

Start planning a job and salary plan that reflects your strategic vision. The future of your business depends on it.