remunera

Organisation design & reward

A clear structure.
A stronger workforce.

Job architecture, career progression and reward positioning for Harbour Services Group.

Prepared byRemunera

Framework review9 October 2026

CoverageAustralia · Six sites

Job architecture framework

8 grades. 4 tracks.

One consistent language for role contribution.

ILLUSTRATIVE DATAFictional organisation and synthetic roles, pay and approvals from the supplied template. Salary bands are planning examples. This is a read-only report.

01 / EXECUTIVE OVERVIEW

The workforce at a glance

A consolidated view of role structure and the decisions still to be completed.

Logistics & B2B services · AUD 80m revenue

Job definitions

Across six job families

Modelled workforce

165FTE

Aggregate role FTE, not employee count

Approved grades

85% of role definitions

Provisional grades

Awaiting calibration panel approval

Grade distribution

Modelling grades, including provisional outcomes

Full-time equivalent allocation by modelling grade

Job family composition

Role definitions and workforce allocation

6 families

Job family	Roles	FTE	Payroll share
Corporate	3	3	4.1%
Operations	10	106	50.3%
Finance	8	12	10.7%
People	5	7	6.5%
Technology	7	12	12.5%
Commercial	7	25	15.9%

Priority for reviewFinalise six provisional grades and assess four pay exceptions. The cost to bring current pay to band minimum is AUD 96,000 per year across 80 FTE.

02 / ARCHITECTURE MAP

One framework. Multiple contributions.

Compare role levels across job families. Select any role to inspect its scope and evaluation.

Grades show job size, independent of salary

Grade / Scope	Corporate	Operations	Finance	People	Technology	Commercial
G8 Whole enterprise		—	—	—	—	—
G7 Enterprise strategy	—			—		—
G6 Function or enterprise expertise	—
G5 Domain or multi-site leadership	—
G4 Advanced practice	—
G3 Independent practice
G2 Experienced delivery	—	—
G1 Task delivery			—	—	—	—

Approved gradeProvisional gradeMap uses modelling grades

Career-track equivalences are illustrative. G7 specialist and management tracks remain subject to framework reconciliation.

View grade equivalence across career tracks

Grade	Support	Professional	Management	Executive	Minimum differentiator
G1	S1. Entry support	—	—	—	Follows defined instructions and owns task accuracy.
G2	S2. Experienced support	P1. Associate	—	—	Applies established knowledge independently to familiar situations.
G3	S3. Senior support	P2. Professional	M1. Team leader	—	Owns a defined workstream or a front-line team.
G4	—	P3. Senior professional	M2. Manager	—	Resolves non-standard issues and owns a process or site.
G5	—	P4. Lead specialist	M3. Senior manager	—	Leads a technical domain, function delivery or several sites.
G6	—	P5. Principal expert	M4. Head of function	—	Shapes a function or sets enterprise technical standards.
G7	—	P6. Distinguished expert	M5. Major function leader	E1. Functional executive	Owns enterprise strategy for a major function or provides comparable enterprise expertise.
G8	—	—	—	E2. Chief executive	Owns enterprise direction, performance and resource priorities.

03 / ROLE EXPLORER

The role library

Explore job scope, evaluation evidence, reporting relationships and pay positioning.

Role / Job ID	Family / Track	Grade	FTE	Base · AUD	Compa-ratio	Grade basis	Pay position
JA001	Corporate Support	G1	1	58,000	0.91×	Approved	Within band
JA002	Operations Support	G1	80	50,000	0.78×	Approved	Below minimum
JA003	Commercial Support	G2	16	69,000	0.88×	Approved	Within band
JA004	Finance Support	G2	3	74,000	0.95×	Approved	Within band
JA005	Finance Support	G2	2	78,000	1.00×	Approved	Within band
JA006	People Support	G2	1	72,000	0.92×	Approved	Within band
JA007	Technology Support	G2	3	76,000	0.97×	Approved	Within band
JA008	Operations Support	G3	6	89,000	0.94×	Approved	Within band
JA009	Corporate Support	G3	1	96,000	1.01×	Approved	Within band
JA010	Commercial Professional	G3	1	88,000	0.93×	Approved	Within band
JA011	Finance Professional	G3	2	100,000	1.05×	Approved	Within band
JA012	Technology Professional	G3	2	108,000	1.14×	Approved	Within band
JA013	Operations Professional	G3	2	97,000	1.02×	Approved	Within band
JA014	Operations Management	G3	8	94,000	0.99×	Approved	Within band
JA015	Commercial Management	G3	2	102,000	1.07×	Approved	Within band
JA016	People Professional	G3	2	98,000	1.03×	Approved	Within band
JA017	Finance Professional	G4	1	125,000	1.04×	Approved	Within band
JA018	Finance Professional	G4	1	128,000	1.07×	Approved	Within band
JA019	People Professional	G4	2	139,000	1.16×	Provisional	Within band
JA020	Technology Professional	G4	3	155,000	1.29×	Provisional	Above maximum
JA021	Commercial Professional	G4	3	115,000	0.96×	Approved	Within band
JA022	Operations Professional	G4	1	118,000	0.98×	Approved	Within band
JA023	Operations Management	G4	4	132,000	1.10×	Approved	Within band
JA024	Technology Professional	G5	1	168,000	1.12×	Provisional	Within band
JA025	People Professional	G5	1	165,000	1.10×	Provisional	Within band
JA026	Operations Management	G5	1	158,000	1.05×	Approved	Within band
JA027	Finance Management	G5	1	162,000	1.08×	Approved	Within band
JA028	Technology Management	G5	1	175,000	1.17×	Approved	Within band
JA029	Commercial Management	G5	1	148,000	0.99×	Approved	Within band
JA030	Operations Management	G5	2	174,000	1.16×	Approved	Within band
JA031	Commercial Management	G5	1	146,000	0.97×	Approved	Within band
JA032	Technology Professional	G6	1	218,000	1.12×	Provisional	Within band
JA033	People Management	G6	1	203,000	1.04×	Approved	Within band
JA034	Finance Management	G6	1	208,000	1.07×	Approved	Within band
JA035	Commercial Management	G6	1	224,000	1.15×	Provisional	Within band
JA036	Operations Management	G6	1	212,000	1.09×	Approved	Within band
JA037	Technology Executive	G7	1	295,000	1.16×	Approved	Within band
JA038	Finance Executive	G7	1	312,000	1.22×	Approved	Above maximum
JA039	Operations Executive	G7	1	288,000	1.13×	Approved	Within band
JA040	Corporate Executive	G8	1	430,000	1.26×	Approved	Above maximum

40 of 40 roles · 165 FTE shownAnnual FTE base pay · Select a title for details

04 / REWARD FRAMEWORK

Connect job size to reward policy

Illustrative salary bands and incentive targets aligned to the eight-grade framework.

Annual base salary · AUD FTE

$14.17mAnnual base payroll

0.96×Midpoint-payroll-weighted compa-ratio

$96,000Annual cost to band minimum

SALARY BAND MINIMUM → MAXIMUM | Dark marker = midpoint

Min $51,200

Mid $64,000

Max $76,800

Min $62,400

Mid $78,000

Max $93,600

Min $76,000

Mid $95,000

Max $114,000

Min $96,000

Mid $120,000

Max $144,000

Min $120,000

Mid $150,000

Max $180,000

Min $156,000

Mid $195,000

Max $234,000

Min $204,000

Mid $255,000

Max $306,000

Min $272,000

Mid $340,000

Max $408,000

$0$105k$210k$315k$420k

Grade	Minimum	Midpoint	Maximum	Target STI	Midpoint progression
G1	$51,200	$64,000	$76,800	0.0%	—
G2	$62,400	$78,000	$93,600	0.0%	21.9%
G3	$76,000	$95,000	$114,000	5.0%	21.8%
G4	$96,000	$120,000	$144,000	7.5%	26.3%
G5	$120,000	$150,000	$180,000	10.0%	25.0%
G6	$156,000	$195,000	$234,000	15.0%	30.0%
G7	$204,000	$255,000	$306,000	25.0%	30.8%
G8	$272,000	$340,000	$408,000	35.0%	33.3%

Base pay excludes superannuation, equity, allowances and overtime. Target STI is an illustrative percentage of base, not an assumed payment. Bands use 80%–120% of midpoint, equivalent to a 50% range spread. Values are not market benchmarks or an award compliance assessment.

05 / CAREER PATHWAYS

Progression through greater contribution

Illustrative routes show how accountability and scope can expand over time.

Operations PATHWAY

Task to team to site

Lateral option: Logistics Coordinator
Broader accountabilities, decisions and leadership scope.

Finance PATHWAY

Workstream to process to team

Lateral option: Operations Analyst
Complexity and control ownership increase.

Technology PATHWAY

Analysis to enterprise design

Lateral option: Software Engineer
Relevant technical expertise and wider organisational contribution.

People PATHWAY

Administration to portfolio advice

Lateral option: Reward Lead
Relevant domain capability and wider decision responsibility.

Career routes are examples, not automatic promotion entitlements. Each destination requires its own job scope, capability assessment and evaluation. Equivalent grades may support different specialist and management profiles.

06 / EVALUATION METHOD

Evidence first. Consistent judgement.

An original five-factor rubric measures the required contribution of the job.

Whole-number ratings · Degrees 1–8

Evaluation factors & weights

KnowledgeRequired expertise25%

ThinkingProblem complexity25%

AutonomyDecision freedom20%

ImpactContribution scope20%

InfluenceStakeholder demands10%

Assess the job, then calibrate the outcome

Rate knowledge, thinking, autonomy, impact and influence using documented role evidence. Salary, incumbent performance and tenure do not enter the score.

Score = Knowledge × 25% + Thinking × 25% + Autonomy × 20% + Impact × 20% + Influence × 10%

Grade decisions and provisional outcomes

The score proposes the highest grade floor met. A panel calibrates the grade and records the decision, evaluator, approver, dates and any reason for a changed outcome. Unapproved proposals remain provisional.

Methodology boundaries

This is an original model informed by public Korn Ferry and Mercer principles. It does not produce official Hay Guide Chart points, Mercer IPE results or licensed Position Classes.

View all factor degrees and grade thresholds

Degree	Knowledge	Thinking	Autonomy	Impact	Influence
1	Basic task instructions and simple tools.	Recognise routine issues and follow a stated response.	Detailed instructions with close checks.	Accuracy and completion of own tasks.	Exchange routine information clearly.
2	Established procedures across an assigned service area.	Choose between known solutions to familiar problems.	Work independently within established rules.	Own queue, transactions or routine service outcomes.	Explain standard requirements and coordinate routine work.
3	Professional fundamentals or broad coordination knowledge.	Analyse varied issues using established principles.	Choose work methods within policy and defined objectives.	Own a workstream or front-line team contribution.	Advise stakeholders and coordinate different needs.
4	Advanced professional knowledge or process management expertise.	Resolve non-standard issues with several interacting causes.	Set process, site or portfolio priorities within delegated limits.	Own a process, site or material portfolio contribution.	Influence managers or clients using professional judgement.
5	Deep domain expertise or broad functional delivery knowledge.	Integrate complex trade-offs and improve domain methods.	Set domain plans or functional delivery within strategy.	Own function delivery or results across several sites.	Negotiate across functions with competing objectives.
6	Broad functional expertise or enterprise technical authority.	Design strategic solutions across a function or enterprise domain.	Shape functional strategy or enterprise technical standards.	Shape a whole function or enterprise technical capability.	Influence executive decisions and align senior stakeholders.
7	Enterprise leadership expertise or exceptional cross-domain depth.	Shape enterprise choices under uncertainty and structural change.	Set strategic direction for a major enterprise function.	Own major enterprise functional outcomes.	Align board, executive and strategic external partners.
8	Integrated enterprise knowledge spanning major business domains.	Set whole-enterprise direction under external ambiguity.	Lead enterprise direction within the board mandate.	Own overall enterprise performance and priorities.	Lead enterprise stakeholder alignment and external representation.

Grade	Score floor (inclusive)	Score ceiling (exclusive)	Scope
G1	1.00	1.85	Task delivery
G2	1.85	2.75	Experienced delivery
G3	2.75	3.65	Independent practice
G4	3.65	4.55	Advanced practice
G5	4.55	5.45	Domain or multi-site leadership
G6	5.45	6.35	Function or enterprise expertise
G7	6.35	7.25	Enterprise strategy
G8	7.25	8.01	Whole enterprise

07 / REVIEW & GOVERNANCE

Decisions before implementation

Resolve provisional grades and review pay exceptions against validated role content and policy.

6Provisional grades

1Roles below minimum

3Roles above maximum

2Grade changes vs current

Role	Modelling grade	Grade basis	Review item	Recommended next action
JA002	G1	Approved	Below band minimum	Review $96,000 annual adjustment across 80 FTE.
JA010	G3	Approved	G2 → G3	Record and implement the approved grade change.
JA019	G4	Provisional	Pending panel calibration	Confirm evidence and obtain panel approval.
JA020	G4	Provisional	Pending panel calibration Above band maximum	Confirm evidence and obtain panel approval. Review pay policy and validate the exception.
JA024	G5	Provisional	Pending panel calibration	Confirm evidence and obtain panel approval.
JA025	G5	Provisional	Pending panel calibration G4 → G5	Confirm evidence and obtain panel approval. Confirm the proposed grade increase.
JA032	G6	Provisional	Pending panel calibration	Confirm evidence and obtain panel approval.
JA035	G6	Provisional	Pending panel calibration	Confirm evidence and obtain panel approval.
JA038	G7	Approved	Above band maximum	Review pay policy and validate the exception.
JA040	G8	Approved	Above band maximum	Review pay policy and validate the exception.

Governance principlePay exceptions do not automatically justify regrading. Confirm job scope, calibrate job size and approve grades before implementing reward decisions.

Reporting relationships, IDs, scope evidence, factor ratings and track fit are aligned or complete in the source review. Two roles show a grade increase relative to current grade; the Reward Lead change remains provisional. Source: Job_Architecture_Consultancy_Template(1).xlsx · Framework version 1.0 · 9 October 2026. This report presents the supplied workbook snapshot; changes to the workbook are not automatically synchronised. Print/PDF includes the report tables and methodology; individual role evidence is available in the interactive role details.

A clear structure.A stronger workforce.