Structures should be designed around the needs of the service and the roles required to carry them out.
The focus should be on the design of the roles first and the work to be carried out, before considering the grade or how existing roles will fit into the structure. The purpose and achievements of each role within the service should be clear, and the skills, qualifications and experience requested realistic for the responsibilities of the job.
Reporting lines should be relevant for the service and work being carried out. This will vary by department.
The impact of a change on existing roles in the structure should be considered and reviewed, following the job evaluation process where required.
Jobs must not favour one group or another and comply with all relevant legislation; in line with the equality and diversity policy.
If structures and frameworks around job titles exist these should be applied.
Investing time in the development of a high quality job and person specification will result in it being more likely that the right candidate will apply and be more motivated and engaged to do the job.
Where a job exists in another team or department, the impact of making a change that job should be considered as part of making the changes.
Designing a structure or making changes to a job and person specification
Consider the type of work being carried out. Is it better to group jobs delivering one type of work together?
Think about people making decisions. Is there an opportunity to push decision-making down to a lower level so they can be made more effectively?
Are the number of direct reports realistic? Can the manager provide effective management, decision-making or support for many reports?
Consider the levels within a reporting line, is it clear who is responsible for the different elements of work and decisions? Too many levels and jobs may be overly hierarchical and not allow enough distinction between responsibilities of different jobs or variety in a job. This could lead to issues around inequality as well as limit opportunities for development.
Look at what roles are already being performed? Are they being performed in the most effective way?
Consider whether someone with the skills, qualifications and experience you're asking for will want to carry out the job you've designed. Is the job design realistic?