Job Framework Redesign Strategic Initiative

Arches on Yale's campus.

Our North Star

To advance Yale as a workplace of choice and support our mission through an inclusive, adaptable, and easy-to-navigate job framework that defines roles, clarifies career paths, enables professional development, and aligns individual contributions with organizational goals.

Like many complex organizations and higher education institutions, Yale is implementing a new job framework that classifies jobs based on the function they perform within an organization.

This approach will provide consistency in Managerial and Professional (M&P) job profiles among like roles, making the talent acquisition process faster and more effective. It will also offer employees insight into where their skills fit within the organization, what potential jobs across departments would benefit from those skills, and which skills might be needed to achieve their career goals.

Things that will change for employees Things that will not change for employees
Greater insight into opportunities and expectations/ requirements to help reach career goals Department/unit role
Titles within Workday will be structured to be consistent with similar roles across the university Job responsibilities
Better understanding of what people do across the university and where they fall within the structure Compensation
  Reporting structure

Implementation of this new job framework is going to:

  • Help Yale attract and retain a talented and diverse workforce.
  • Create an exceptional employee development experience by enabling them to chart their career path across the entire university and to identify the training and other professional development resources available to help them meet their goals.
  • Empower managers to leverage talent to achieve organizational objectives.
  • Enable leaders to use enhanced reporting and analytics to drive results.

What is a job framework?
A job framework is a structure for grouping jobs within an organization. Yale’s job framework redesign will address only managerial and professional (M&P) roles.

What type of job framework will Yale have at the end of the redesign?
M&P roles will be aligned across Yale based on the primary function of the work performed; and in Workday, your position will be grouped within the “job family” most closely aligned with your work. This may or may not reflect the department you work in. . For example, if you are an Accountant 3, your position will be grouped in the Finance job family, whether you work in central finance or a particular unit.

Learn more about the elements of a job framework. (information forthcoming)

How does this benefit me as an employee?
This will help make great opportunities that require your current skillset clear across the university if you want to move to a similar role in another unit. It will also make clear the competency level you need to possess for a given skill to advance your career or change careers within Yale. This information will help you leverage available learning and development opportunities to help you reach your goals.

How does this benefit me as an employee?
This will help make great opportunities that require your current skillset clear across the university if you want to move to a similar role in another unit. It will also make clear the competency level you need to possess for a given skill to advance your career or change careers within Yale. This information will help you leverage available learning and development opportunities to help you reach your goals.

Will my job responsibilities or reporting structure change?
No. This project does not impact your work or how you are managed. It only affects the way your position is classified in Workday. Your job profile will be an accurate description of your job function. It won’t be department-specific.

Will my salary or benefits change due to the JFR?
No. Your current salary and benefits will not change as a direct result of the JFR. However, during the JFR, regular performance management and compensation processes will continue, and it’s possible that in certain cases, those processes will be informed by information that is produced as a result of the JFR. For example, a review of your job profile might identify additional responsibilities that you have taken on that have not been reflected in your base pay.

How does the JFR program potentially impact future compensation?
As part of this project, Yale is establishing a way to ensure that the market informs future compensation and is adaptable to market changes.

I’ve heard about past efforts to redesign Yale’s job framework. What makes this the right time for the redesign?
Life and work are different in the post-COVID world. It’s a competitive job market out there, and Yale needs to attract and retain the best and brightest to remain a premier institution of higher learning globally. This redesign will make hiring faster and easier and contribute to the type of employee experience that encourages retention among our talented team by supporting career growth and development. In addition, the JFR supports several other strategic initiatives currently underway that are related to recruiting, learning, and the university’s Finance function.

When will we hear more about the finalized architecture?
We are looking to the summer of 2025 to begin communicating specifics about the architecture.

The JFR began in 2023 with a search for an outside partner to help assess Yale’s existing job architecture and make recommendations for how to proceed to put Yale in the best position to recruit and retain talent.

A small team of senior-level representatives from HR spearheaded this process. This team engaged senior leaders, managers, and other HR team members to review several firms.

Eventually, the Yale team partnered with Huron Consulting Group to conduct the initial assessment, and Huron has been retained to support detailed design of the JFR and help implement the program. Additional Yale resources have also been dedicated to this strategic initiative.

Team members include:

Program Sponsors

  • John Whelan
  • Tricia Napor
  • Joe Crosby
  • Candy-Ann Francis

Program Leadership

  • Susan Riggs
  • Bruce Monte

Program Management

  • Mehdi Karoum

Compensation

  • Christian Schumann
  • Donna Caporale-Colon
  • Renee Scarano

Business Process Improvement

  • Joe Lott

Change Management, Communications, and Staff Development

  • Toby Bates
  • Jaimee D’Agostino
  • Christine Goldthwaite
  • Stephanie Sheets

Talent Acquisition

  • Christina Hayden

Employee Relations

  • Michelle Sweeney
  • Jodie Paul-Arndt

Technology

  • Kathy Popielarczyk
  • Heather Barnett

For the structure to reflect work performed across Yale, the initiative has identified job families encompassing all university functions. A group of experts will consult for each job family to ensure that all positions are reflected in these job families and that job profiles are accurate. Experts include Job Family Authorities (senior leaders with visibility into the work of the job family across the university), Job Family Stewards (individuals who are closer to the work of the job family and who will coordinate with managers who oversee work within the job family), and Aligned HRBPs (the HR business partner responsible for the department that contains the majority of jobs within the job family).

In addition, this governance structure will remain in place to identify, vet, and approve future changes to the architecture.

Learn more about the role of Job Authorities, Job Stewards, and Aligned HRBPs.

Job Family JF Authority JF Steward JF HRBP
Academic Services Lloyd Suttle Mary Magri Lisa Nolen
Athletics Ann-Marie Guglieri Mary Berdo Denise Jenkins
Clinical Berthe Erisnor Maja Gill Anna DeAngelo
Communications Renee Kopkowski Jessica Graves Meghan Kenny
Cultural Heritage Susan Gibbons Elizabeth Williams Courtney McCarthy
Alumni Affairs & Development Carolyn Claflin Jocelyn Kane Lindsay Marek
Facilities & Campus J Mike Bellamy Gloribell Lopez Jodi Paul-Arndt
Finance Steve Murphy Anat Yogev Anna Burbank
Hospitality Adam Millman and Stacey Hepburn-James Mike van Emmenes Jordan Taylor
Human Resources John Whelan Tricia Napor Denise Jenkins
Information Technology John Barden Frank Mathew Kaila Carroll
Legal Alex Dreier Caroline Hendel Meghan Kenny
Library Barbara Rockenbach Mike Bell Bernadette Cioffi
Public Safety Duane Lovello Amy Holt Cindy Pattison
Research Administration Pam Caudill and
JIll Ely
Lisa Mosley Tim Aucoin and Michelle Sweeney
Student Services Jenny Frederick Heather Abati Emily DiBenigno
University Services John Mayes George Longyear Cindy Pattison
  • Timeline (forthcoming)
  • At-A-Glance (forthcoming)