The points raised in your feature on ‘uptitling’ are all too familiar (‘What’s in a name?’, Personnel Today, 1 November).
When talking to organisations about defining occupational roles, the problems such flashy job titles cause become apparent. However, Richard Wilson’s suggestion of giving interviewees a diagram of where they will sit within an organisation frankly won’t help them at all in deciding whether or not they should apply for a job or are right for the role. It will simply show them the existing hierarchy.
Both recruiters and potential staff need a clear view of the skills a role requires, and a common language to discuss them. What self-respecting finance professional would manage their department without facts and figures to audit? Yet organisations expect to plan and motivate based on an ever-changing vocabulary of job titles and gut feelings.
Detailed frameworks and skills analysis can reveal far more than a job title. The focus should fall on measuring employee success through goals and deliverables, not how impressive the title sounds, or where they sit on the tree.
Director and CEO