There are times I think I should write a book and share the HR stories that I hear.

The org chart below was submitted to an internal compensation consultant friend of mine. She also received the job descriptions for each job shown on the org chart. I’m going to call my friend, Sara. She was asked to market price all these jobs.

Sara asked who had approved the organizational design. And the HRBP said that the VP shown on the org chart had shared this with the other VPs and CEO of the company.

This company has less than 100 employees and is struggling financially. They have over-leveled many jobs and have job titles that often misrepresent the work being performed.

What is the company culture like? No one likes to say “no.” Conflict is avoided. They have many priorities, and their strategy shifts with the wind.

Sara is frustrated and doesn’t feel like this many Director titled jobs are justified. Plus, the number of Managers is high as well. Who is doing the lower-level work?

Do you have organizational and job design standards and guidelines you use to help HRBPs and leaders as they think about changing job responsibilities and reporting relationships?

What organizational design and effectiveness resources do you use?

You can align jobs and reporting relationships to the work that needs to be done and the company’s strategic goals. And you can be fiscally responsible in how you do this.

This org chart and the submitted job descriptions don’t do that.

What is your advice for Sara?

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