Quality roles are designed around desired outcomes, and not around people. When companies build roles around people, they are unintentionally defining their value by the sum total of whatever the person in that role is capable of doing. As a result, a role is seen as important only when a superstar is in it — regardless of how vital it is to the company’s performance. Similarly, a role is seen as inconsequential when occupied by a poor performer. The problem is that not all roles are equally important within an organization. Effective design defines the value of a role by its impact on competitive performance.
Author: Ron Carucci
Source: Harvard Business Review
Subjects: Management, Organizational Behavior