Executive Job-Architecture and Equal-Value Director

The mandate

A converged telecommunications group has country chief executives graded below some functional leaders, digital roles inflated by market scarcity and network-accountability titles that no longer match decisions. Succession pools cannot move across these families because role size and complexity are described differently. The executive talent council needs a defensible equal-value architecture before annual appointments and reward positioning, without forcing unlike leadership work into identical profiles.

The twelve-week deliverable is an executive role taxonomy, evidence-based evaluation framework, placement catalogue and governance handbook. Milestone one confirms scope, role holders and decision evidence in week three; milestone two builds cross-family factors and anchor roles in week six; milestone three calibrates placements and anomalies in week nine; milestone four delivers approved maps, transition choices and repeatable council routines.

The client will provide organisation charts, role profiles, decision authorities, accountabilities, scale and complexity data, committee mandates, career histories, grades, pay ranges, succession maps and access to role sponsors. Acceptance requires all executive roles to reconcile to current incumbents, anchor evaluations to cite work evidence, two independent calibration groups to reproduce sample placements and anomalies to carry explicit disposition rather than forced consensus.

The project excludes evaluating individual performance, setting pay, selecting successors, restructuring the organisation, issuing equal-pay legal opinions or rewriting every job description. Consultants assess roles, not incumbent worth. Management decides organisation and reward outcomes, while counsel owns any legal interpretation and local HR owns employee communication.

Outputs must separate accountability value, organisational context, market scarcity and incumbent capability. A scarce hiring market may affect pay but cannot silently inflate job size; historic grade cannot validate itself. Individual placement appeals, system configuration and role redesign after the twelve-week acceptance remain outside scope unless separately commissioned.

Why this is external work

Functional and country leaders each use familiar but incompatible language to defend role value. Internal reward teams face incumbent pressure and have not established cross-family anchors. External job-architecture specialists can facilitate evidence-based comparison without judging performance, choosing organisation or setting individual compensation.

What you will own

• Reconcile executive roles, incumbents, reporting lines, committee duties, decision rights and current grades across countries.
• Define evaluation factors for enterprise impact, accountability, complexity, uncertainty, expertise, stakeholder consequence and scope.
• Build network, digital, commercial, corporate and country anchor roles with traceable work evidence.
• Facilitate blind-first calibration, expose circular grade reasoning and record material disagreement rather than average it away.
• Separate job value from market premium, performance, retention, tenure, personal influence and succession potential.
• Model transition choices for undergraded, overgraded, duplicate and evolving roles without making individual decisions.
• Deliver taxonomy, factor guide, evaluated catalogue, anomaly register, governance calendar and trained internal facilitators.

Candidate qualifications

• Led executive job architecture across telecommunications or another multi-country network-and-digital enterprise.
• Compared country, commercial, technical and corporate roles through observable accountability rather than titles or pay.
• Designed equal-value factors and cross-family anchor roles that independent calibration groups could apply consistently.
• Challenged grade inflation driven by scarcity, incumbent influence, historic hierarchy or fashionable role labels.
• Distinguished role value from individual performance, temporary market premium, retention intervention and succession readiness.
• Transferred reproducible placement governance and calibration capability to internal reward and organisation teams across countries.

Non-negotiables

• Can complete four Warsaw-led country and functional calibration workshops within twelve weeks.
• Will disclose job-evaluation vendor, telecommunications employer, executive, search-firm and reward-adviser relationships.
• Brings enterprise executive job architecture across unlike role families; survey matching alone is insufficient.
• Accepts no authority over performance, pay, appointment, legal equal-value finding or organisation restructuring.

1. 49 words maximum. Describe an executive role whose market premium had been mistaken for greater job value.
2. 49 words maximum. Which evidence allows a country leader and network executive to be compared credibly?
3. 49 words maximum. How would you prevent current grade from determining the evaluation outcome?