In order to establish the necessary human capacity, we need to know the jobs. However, jobs constantly change. Each change, whether it affects the person, the process or the organizational structure, directly impacts the given job. As it is often said “an organization left to itself will change by itself.” So from time to time we must put the organizational structure in order.
According to our approach, the organizational responsibilities have to be described from top to down, based on the key responsibility areas (KRAs). On the one hand, this approach makes it possible to “move” the responsibilities belonging to the various organizational units and to define the boundaries and responsibility areas of the organizational units when the organization is transformed. On the other hand, it serves as the basis for position descriptions, which define the individual responsibilities, and it is organically related to the process descriptions. This clear description facilitates position-based compensation planning and the modelling of the further organizational changes.
MOST FREQUENTLY THIS QUESTION NEEDS TO BE ADDRESSED IF …
- … we are transforming the organization and we would like to stabilize the situation
- … there are overlaps and uncertainties of jobs in the organization.
- … the position related tasks, responsibilities and spheres of action are not clear.
- … certain elements of the company processes are not covered or assigned to the jobs.
- … the employees frequently give priority of their own interests over those of the organization.
RESULTS OF THE PROJECT:
- We can clearly define the position related tasks, responsibilities and spheres of action in relation to the different organisations.
- The descriptions of the organizations and the position descriptions will be available.
- We will be able to assign all process elements to jobs.
- It will be possible to realistically determine the value of the jobs and provide a fair basis for establishing the compensation structure.
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