#3 How can I analyse spans and layers in a way that actually drives value?

The issue under analysis here is that of workforce analytics that have the potential to add value and their application.

This is one of a series of articles on solving common data issues derived from in-house experience of Consulting projects using OrgVue

Consideration One:Inappropriate grading for depth in the organisation

 

  • “Above the line” = low grades high in the org structure; likely driven by PAs and SMEs but needs validation

 

  • “Below the line” = high grades low in the org structure; often as a result of over-promotion, and hiring practices – potential for re-design

Consideration Two: Spans of control (SoC) too low/high for the work

Frameworks can provide good direction e.g.

but often more flexibility is needed.

Using activity analysis (e.g. OrgVue Individual Activity Analysis (IAA)), you can classify employees’ roles on a 2x2 matrix of easy > difficult and homogenous > complex and set SoC design criteria based on managers’ positions on this grid.

Be prepared to tailor SoC in different parts of the business.

Consideration Three: Grade compression and self-grade reporting

 

Grade compression happens when employees report to managers of the same grade. Grade gap can be decreased by interim managers, sideways promotions, and recruitment into middle management.

It may not pose a problem, but usually indicates incorrect reporting lines or incorrect banding and remuneration.

If you have any additional queries arising from the above, please select the Submit A Request link from the top right of this screen to contact OrgVue Support

This article was authored by Ben Marshall from the OrgVue Consulting team

 

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