competency matrix presentation v2

GoDaddy Competency Matrix and Salary Grid

Sutherland Global ServicesProprietary & Confidential 2

Competency Matrix and Revision of Salary grid Objectives

Evolve from the current practice of only considering tenure as the basis for determining salary Ensure alignment of the new salary grid with the pricing case CTC Ensure that the competencies identified complements the skills needed to be successful in

GoDaddy Develop High Level Tech capability and establish succession planning through Talent

Development upon identification of Talent Benchmark in GoDaddy Minimize Hiring cost by developing internal talents and minimize external hiring in the future. To determine the critical capabilities and competencies required by the business that will

maximize productivity. To determine the current level of performance in these capabilities and competencies versus

competition. To make the organization and its functional areas more efficient and effective in order to

maximize productivity.


Operational- Core / Technical- Hands on Operations

Leadership- People Management- Mentoring and Coaching

Strategic- Financial- Project Management- Process Improvement

Competency Levels


Strategic(Financial, Business Strategy,

Project and Process

Improveme

nt)Leadership(People Management, Performance

Management and Coaching)

Core Functional(Operational and technical)

Competency Principle

Position Level

The functional competency exhibited


Data Preparatio

n

• Identify critical competencies that successful engineers have in GoDaddy•Demographics analysis• Interviews with Leadership team•Reference Sutherland defined competencies•Reference Scope of Work and MSR•Reference the Global Dictionary of Competency

Analysis and

execution

•Map competencies to priority levels•Create scoring methodology from screening tools•Define the acceptable baseline competency that is acceptable for the program (required vs trainable)•Align the Offer Management based on the competency assessed vs internal equity•Technical competency is leveled on Basic Knowledge (Entry), Working Knowledge, Specialization, Expertise and Consulting / Integrator and Director/ Strategist)

•As the position goes higher, the technical competency shifts from operational to leadership to strategic functions.•Integration of the Competency Matrix with the Interview form by putting numerical value in the scoring grid to avoid subjectivity in the hiring process•Reference the competency assessed to the scoring grid guidelines to determine the level of the candidate (technical and people skills vs internal equity)

Competency grid

creation

•Determine levels of competency and map against scores•Levels should be based on the org structure•Competency is subdivided into Functional / Technical and People Skills (Behavior and Sales)•Each Competency must have a description and demonstrated attribute per competency (Technical and people skills) by levels of Entry, Contributor – Intermediate, Contributor – Expert, Team Manager, Innovator and Strategist.

Competency Grid Methodology


Competency grid

Scoring

•The baseline scoring factors the following: required skills (hirable), preferred (trainable). •The scoring factors when drawing out the baseline for the entry level you have to consider that trainable attributes and those that are internal to Sutherland should not be measured due to propriety and all the high leapers whom we can consider beyond the acceptable rate in line with the potential leadership role that has not met the leadership hiring requirements.

•Using the Capability Matrix requirement scoring guide, each has numerical value referencing the technical skills tab to objectively rate the candidate based on the interview (demonstrated capability)

Determining the Level

•Each Competency has defined a demonstrated competency•Reference the technical Skills Tab, people Skills Tab and Capability Requirement•For tech skills and people skills, you will assess the actual score.•The final score of all the competencies assessed during the interview will determine which the level of the consultant and cross reference it to the salary grid. The guideline specified is in the salary crore grid guideline tab there is a minimum and maximum score per competency level per role to see what offer should be given.

Salary Matrix

•The salary of the applicant is based on the final score in line with the objective of the competency matrix vis a vis salary matrix.•For Reactive and Webhosting consultant: we have the following levels: Entry, Intermediate, Advance and Mastery.•For Mastery Levels, we will prohibit providing the maximum offers unless there are exceptional cases where the Account Managers, Business Directors and Site leaders shall allow giving the candidate the maximum offer under the mastery level.

Competency Grid Methodology


Career LevelCompetency

Level Description InternalScoring Index

(baseline)

Strategist 6Authority / Can define strategic directions Business Director

Integrator 5Manager / Can design and innovate major processes Account Manager 133-165

Team Manager 4

Thorough Knowledge / Can Coach and has sound knowledge in organizational and program related efficiency and handles a team - performance management Team Manager 96 -132

Contributor - Expert 3

Thorough Knowledge / Can Coach and has sound knowledge in organizational and program related efficiency, Point of Contact of all technical related queries; does not handle a team Tech Lead 70 - 95

Contributor - Intermediate 2Working Knowledge / Can do independently Hosting Consultant 56- 69

Entry 1

Basic Knowledge / Appreciation/ Can do with Supervision

Reactive Consultant 40 - 55

Scoring Grid Baseline and Career Level


Towers-Watson

Role Towers Watson Job Match

Annual Market Data at P50

Monthly Market Data at P50

12-Month Base Salary

Base Salary

12-Month Base Salary Base Salary

Product Support Chat BNV000 Non-Voice Generalist/Multidiscipline

Consultant BNV000-O1-06 201,274

218,047

16,773

18,171

Sr. Consultant BNV000-O2-07 216,000

234,000

18,000

19,500

Supervisor BNV000-M1-10 576,921

624,997

48,077

52,083

Lead/Account Manager BNV000-M2-12 939,554

1,017,850

78,296

84,821

Sr. Lead/Sr. Manager BNV000-M3-14 1,904,940

2,063,685

158,745

171,974


Help Needed and Next Steps

• Upon Approval, Creation of the Interview forms to align with the Competency Matrix

• Schedule a learning session with the leaders tasked to facilitate consultant hiring for Go Daddy.

• Implement the New forms and Process when hiring for the next batch of consultants.

• Assess the efficiency of the New process a month after address issues or gaps encountered during the hiring process.

• Run a compliance audit by ensuring all interviewers uses the new forms and follows the process for the next batch. Non compliance shall be reported to the Program Leaders to ensure proper governance.


Competency Matrix ..\..\..\..\..\..\..\Desktop\To Do\Competency Matrix Go Daddy v5.xlsMSR \\mantccfnp01\GoDaddy\03-People\Recruitment\MSRs

Appendix

competency matrix presentation v2

Documents