Job design is having a moment. The world's Chief People Officers have it on their priority list. Most organisations don't know where to start - because they've never looked at it through a people experience lens.
There's a reason job design has moved up the priority list for Chief People Officers globally. Because organisations are changing - through technology, through restructure, through growth - and the roles inside them haven't kept pace.
People are doing work that doesn't match their position descriptions. Teams are structured around history rather than current need. Decisions are being made at the wrong levels. And the people carrying the weight of those misalignments feel it, even when they can't name exactly what's wrong.
The people experience is always the first signal that the structure or the role design needs attention. It shows up in engagement. In retention. In the quality of work that gets done. Reviewing job design is not a box-ticking exercise. Done well, it starts with listening - to what people are actually doing, where the friction is, and what the organisation actually needs from each role.
Then it builds the framework that reflects reality and sets people up to do their best work. That's the kind of people practice work Taking It Forward does alongside organisations with existing HR teams who need the focus and expertise to do it properly.
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