Hiring at the Right Level: Avoiding Role Misalignment and Scope Creep

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Introduction

Hiring at the right level is essential for organizational success, but leaders often misjudge the scope of a role, either by hiring above or below the need. This misalignment can lead to job mismatches, scope creep, and long-term challenges like pay compression and high turnover. Compensation professionals play a critical role in guiding leaders to hire effectively, ensuring the right balance between immediate operational needs and future strategic growth.

Let’s explore common scenarios where hiring at the wrong level creates problems and how compensation teams can prevent costly errors.


Scenario 1: Hiring Above the Role and Inflating Job Titles

A frequent mistake is hiring someone at a level higher than necessary. For example, consider a leader who requests a “senior manager of billing” in a department of nonexempt billing specialists. Without mid-level roles like a billing supervisor or analyst, this hire often becomes a poor fit.

Why This Happens:

  • Leaders think hiring someone overqualified will solve issues quickly.
  • They trust the individual’s previous experience to “create” a role.
  • Titles are inflated to attract high-caliber talent.

Keyphrase Subheading: Risks of Hiring Above the Right Level

  • Misaligned Responsibilities: The person may not find their work challenging, leading to disengagement.
  • Future Title Creep: Inflated roles can pressure others into premature promotions.
  • Stunted Career Growth: Overqualified hires may have limited upward potential within the organization.

💡 Solution: Compensation teams should demonstrate how a layered structure—introducing billing analysts and supervisors before a director—creates sustainable growth.


Scenario 2: Hiring Below the Need to Save on Salary Costs

On the opposite end, leaders may underhire to keep costs low. For instance, a manager may opt for a junior data analyst instead of a senior data strategist because of budget restrictions.

Keyphrase Subheading: Dangers of Hiring Below the Right Level

  • Underperformance: A junior hire may struggle with tasks requiring advanced experience.
  • High Turnover: Frustration builds when employees are unable to meet expectations.
  • Project Delays: Junior employees often require extensive training and take longer to produce results.

💡 Solution: Provide leaders with cost-benefit analyses to show how hiring the right level upfront saves on retraining and reduces turnover.


How Compensation Teams Help Leaders Hire at the Right Level

Compensation professionals are uniquely positioned to address these missteps through:

  1. Accurate Role Scoping: Clarify whether a role focuses on operational outcomes (e.g., analysts or supervisors) or strategic contributions (e.g., directors).
  2. Cost Analysis of Mismatches: Provide projections comparing short-term savings with long-term losses due to misaligned hires.
  3. Frameworks for Growth: Develop job progression models that support employee development without title inflation.

By guiding leaders to hire at the right level, compensation teams ensure the organization’s job architecture remains stable, functional, and aligned with growth objectives.


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Final Thought: Getting Hiring Right the First Time

By making strategic hiring decisions, organizations can save time, resources, and frustration. Compensation professionals play a crucial role in balancing immediate needs with long-term objectives, ensuring job roles are aligned properly. Whether avoiding title inflation or under-hiring, the key is to focus on hiring the right person for the right role at the right time.

💬 Let’s discuss: How has your organization handled role misalignment in hiring? Share your experiences with us.

About the Author: Stacy Fenner

Stacy Fenner is a Senior Consultant and Program Director for MorganHR. Over the course of her 25 years of human resources experience she developed a passion for inspiring and coaching others to achieve results. Stacy’s multiple certifications—including InsideOut Coaching, Korn Ferry Leadership Architect, and many more—have given her a wealth of perspectives to draw from in designing effective customer solutions. Her expertise lies in the areas of HR Consulting, Employee Engagement, Culture, Coaching, and Leadership Development.