The amount of real (customer-consumable) output generated by an organization is the important thing. I would think this is especially true in groups that have been merged -- it often take a while for things to become productive again.
Having lots of specific titles creates all kinds of non-value-adding work. Each title needs a job description, a salary range or band, means of distinguishing one level from another, promotion criteria, evaluation criteria, etc. There is often agonizing hair-splitting as you try taxonomize the work done by the group.
Of course the HR people want to do this! It's like having a Full Employment Act created for HR department. The work is endless. It will spawn endless new definitions, redefinitions, rescoping, etc., year after year.
And it gets not one extra line of code or chunk of hardware out the door. In fact, as a manager who has been buried in meetings dealing with this nonsense, I can say that a whole lot LESS real work gets done.
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The amount of real (customer-consumable) output generated by an organization is the important thing. I would think this is especially true in groups that have been merged -- it often take a while for things to become productive again.
Having lots of specific titles creates all kinds of non-value-adding work. Each title needs a job description, a salary range or band, means of distinguishing one level from another, promotion criteria, evaluation criteria, etc. There is often agonizing hair-splitting as you try taxonomize the work done by the group.
Of course the HR people want to do this! It's like having a Full Employment Act created for HR department. The work is endless. It will spawn endless new definitions, redefinitions, rescoping, etc., year after year.
And it gets not one extra line of code or chunk of hardware out the door. In fact, as a manager who has been buried in meetings dealing with this nonsense, I can say that a whole lot LESS real work gets done.