WORKFORCE NORM · GRADING · JOB EVALUATION
Organization Design
Organization design ties the org chart, grading (job sizing), job evaluation and workload analysis into a single architecture. When roles, spans of control, decision rights and salary bands are set right, the structure clears the path for strategy.
What We Solve
Bloated middle layer, slowing decisions (span of control)
Spans of control and layer counts are redesigned to shorten the decision chain; optimum span is set for every manager.
Grading & job sizing — career levels and job-size architecture
Each role is sized through a Hay, Mercer or tailored grading methodology and mapped to a career band.
Job evaluation and salary-band design
Job evaluation output feeds the salary-band model; internal equity and external benchmark are managed together.
Job analysis, workload analysis and workforce norm sizing
Workload, capacity and productivity pressure are analysed per unit to derive the workforce norm and balance the load.
Org chart, job descriptions and RACI architecture
Target org chart, refreshed job descriptions and a RACI matrix make decision owners, consulted and informed parties explicit.
Transition to the new structure and change management
Communication, transition plan and a resistance-management playbook are designed together.
Our Approach
Diagnose — Collect current org chart, decision rights, job analysis and workload data.
Design — Build the target structure, grading framework, job-evaluation model, salary bands and workforce norm.
Deploy — Roll out job descriptions, RACI, the transition plan and leadership briefings.
Measure — Track decision speed, span of control, pay consistency and organizational health.
Deliverables
Target organization chart
Grading / job-size matrix (job sizing)
Job-evaluation and salary-band model
Workforce norm and workload analysis report
Job description set and RACI matrix
Transition and change management plan
For a deeper start, read our practical guide on what is workforce norm, workload analysis and headcount planning.