From Traditional Positions to Personalized Roles

At PCI, it’s common for employees to wear many hats. As the company grew, new needs in terms of responsibilities and expertise emerged, without always justifying the creation of full-time positions. So how could we fairly recognize everyone’s full contribution?

That question led us to rethink our approach to talent management and compensation by embracing combined roles. In practice, an employee’s compensation takes into account each of the roles they hold, based on the percentage of time devoted to each, not just their primary role. All of this fits within a salary structure that maintains internal equity and complies with Québec’s Pay Equity Act.

To keep the model simple and rigorous, we also set clear guidelines: a maximum of three roles per person and a minimum weighting of 15% per role.

One year after its implementation, the results are encouraging. Most of our employees say it is now easier to plan their career development, and our managers have noted a better understanding of compensation and the salary structure.

In an article published by Carrefour RH, Arlyne Trudel, CRHA, MBA, and Véronique Charest present our approach in detail: how the model works, its benefits, the challenges to anticipate, and the importance of communication with managers and employees.

Read the full article on Carrefour RH (in French)