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What is Self-Development? Is it an oxymoron?

By Laura Morgan, Managing Partner at MorganHR 

Managers are eager to discuss development plans with their employees. The list of ideas is generated to help the employee select the growth-oriented exposure to a key project or the certification courses that would augment their understanding. The employee is also encouraged to read, be mentored, and participate in leadership development programs with special experiences and coaching. Is that enough? I think development happens when someone’s mind is exposed to new ideas AND when they have a way to discuss, gain opinions, and receive feedback on their interpretation of it all. 

What is the definition of development? 

According to the Cambridge Dictionary, development is defined as the process of growing or changing into a more advanced, larger, or stronger form. It’s a relative process: people experience their own development in different ways, which is a function of their personalities, background, learning style, and preferences. What you might think of as good training, for example, might not be relevant for an employee who comes from a different background. The disconnect might be due to a lack of experience, lack of financial resources, or a multitude of other reasons. So while development can mean a variety of things to different people, it can be easily described, for our sake, as bringing the employee up to speed in terms of their applicable knowledge and skills.  

What is missing with self-development? 

In many organizations, employees think of self-development as a career enhancer or a simple learning opportunity. Let’s just go back to that oxymoron “self-development”. How can you truly grow into a more “advanced form” by yourself? What is missing when you read development articles or attend lectures? Discussions & debates are key in digging deeper into your own development. The best way to strengthen a muscle is to add resistance, so why don’t we automatically do the same with our professional development?  

The best ways to improve development 

Often, managers are invested to create these exposures and identify development opportunities to help their employees. That is true for those managers with budgets and open access to these amazing tools and systems. When you don’t have the budget or team of trainers available, where do you turn? At MorganHR, we foster conversations, debates, and feedback-oriented discussions that stretch and shape each other’s development. We all have experience with speed bumps and roadblocks in our paths, and when we can learn from others’ expertise, we begin to foster our own growth and development.  

When working on your own development, you become focused on improving. You may even get stuck in a tunnel vision mindset that prevents you from seeing the forest from the trees. If you really want to strengthen and develop your skills, take your new ideas and learnings and share them with others. Get into discussions and challenge each other’s interpretations. You need to be exposed to more than your own thoughts and to be able to shift, shape, and strain (in some cases). Otherwise, it is to self-vacuum, not develop. 

Two Truths, or a Lie?

By Laura Morgan, a Managing Partner at MorganHR  

Have you ever heard anyone truly use the “my dog ate my homework” excuse?  I don’t think so as I’m sure many would agree that people have a great ability to dodge a negative more creatively.  No? As a mom of four spanning 14 years among them, I’ve been lucky to have been regularly entertained by my kids’ responses made by my children when I challenge them to explain their naughty behavior.  “Honey, didn’t we tell you not to bring food upstairs?” and the response, “well, I had it in my hand when you asked me to go get [that thing] and I forgot it after laying it on the dresser.” “Sweetheart, how is it that your grades are slipping?  Are you getting your homework in on time?” and the response, “well, you wanted me in all of those sports and do those chores.”  “Honey, why is your tub so filthy?  What did you use that is pink?” and the response, “I don’t know.  It just is pink.  I have no idea” to later see in the garbage a wrapper of a bath bomb. 

The saying goes that two truths create a lie. This statement is rooted in the idea that telling only part of the truth, or making a false statement, can be more damaging than outright lying. And it turns out, science agrees with this idea. 

In his TED Talk on “The Power and Peril of Storytelling,” psychologist Dr. Rosen explains how “We’re all natural storytellers.” Everything we do is affected by our personal stories–even when those stories may not be accurate. In other words, when we tell partial truths or omit information in order to portray ourselves in an approved light, we actually risk coming across as less trustworthy and less credible than someone who tells the whole truth and nothing but the truth. 

Do you think it is possible that every human has told one lie at least in their lifetime?  What about every year?  What about every week?  Or every day?  Do you wonder?  Now, I’m a mom and, to give me some credit, I have been in HR for more than 30 years.  While not a psychologist, I have been told that I am a pretty good lie detector.  It is just incredible to look back on my career and remember how often people just lie flat out, to your face.  One trick I learned from the lying experts, was the ‘two truths tactic’ – put two truths together and they can deceive the people in the room.  For example, one leader told me that she got the approval for a salary change that was pretty extreme.  I asked her did her leader really approve it.  She said, “Laura, I spoke with them.  He was okay with the recommendation.”  What I realized was that she did speak with them, but didn’t get approval for this specific recommendation but for another one.  Two truths.  Very creative. 

There are many memories of lies being shared.  Heck, there are games to encourage good lying.  Now back to my skills as a mom.  I have learned that when all else fails, tell your children that they better cover their mouths when they lie because their lies have colorful words that you can see.  Good luck. 

Impact Considerations on Colorado’s new EPEWA and EPEWA part 2

By Alex Morgan, Operations Manager at MorganHR 


Effective January 1, 2021, employers with employees in Colorado have new disclosure requirements for their job postings. This new Act is currently the most significant of its kind in the United States. Colorado requires that all employers with jobs in Colorado post positions with specific compensation and benefits information specified in their postings. The employer must include the pay range they genuinely believe it would be willing to pay for the job; a general description of any bonuses, commissions, or other compensation; and a general description of all benefits (health care, retirement, PTO, and any other tax-reportable benefits) the employer is offering for the position. With the significant shift to remote work following the lockdowns and social distancing restrictions brought forth to slow the spread of COVID-19, these requirements impact companies that even have only one employee who lives in Colorado. 

If a company has at least one employee in Colorado and is posting a job opening on the internet for a position that could be filled by someone who lives in Colorado, they must disclose the abovementioned pay and benefits information. The disclosure requirement has profound implications related to pay practice privacy and can easily damage small businesses that cannot afford the same level of pay as mega-corporations. Additionally, it reveals information that has historically been kept close to the chest to prevent competitors from using the information nefariously. Most compensation salary surveys require that at least five companies submit pay data for a particular job for the ranges to be included in the survey results. Colorado is overreaching here and should lead companies to take measures to protect themselves and their pay practices. 

Johnson & Johnson, DigitalOcean, and Drizly are a few of the companies posting remote positions and excluding Colorado residents from the possible hiring pool. Interestingly, state and local governments feel the need to create laws for something already illegal based on the Equal Pay Act of 1963. Disclosing pay practices can lead to employee dissatisfaction because many workers do not understand the differences in pay caused by seniority, merit, productivity, geographic differential, background, etc. This act is already having a negative impact on the hiring process for Colorado employees. We encourage you to stay informed and protect your policies and practices. Sharing the details of comp without all the facts can cause confusion and misinterpretation surrounding how you value your employees.  

The Colorado Pay Equity Law is Yet Another Jab to Small Businesses

By Laura Morgan, a Managing Partner at MorganHR 

While transparency is the goal, the Colorado Pay Equity Law of January 1 this year places an extreme undue hardship on small businesses.  This law requires companies with one or more employees to post the complete compensation range and benefits for any posted position.  This is not only salary but bonus targets, insurance, etc.   As a compensation consultant for more than 15 years, it is very uncommon for smaller businesses (under 300 employees) to purchase and have the available, expensive salary surveys to determine salary ranges.  As a common approach, these companies identify the salary range when they make an offer typically based on the candidate’s salary requirements.  If they can afford the salary of someone that feels would be a great addition to their team, they then work up an offer and work up what they can pay.  This law now forces small business employers to actually screen out higher-skilled, potential candidates by sharing a range that may not truly be the range. 

Then there is the most obvious issue.  Many employers can’t afford the deep-dive experts to help them shape these ranges.  Developing a salary range is more involved than just sharing what you are wanting to pay.  The affordability, market data, financial goals, local/state taxes, and business growth projections all factor into building compensation and benefits strategies.   The challenge now placed on these small business employers is hurtful.   

It is also known that the larger companies, i.e., Google, are reacting to this law by ensuring remote working employees living in Colorado are not eligible.  These transparency rules have an impact that extends beyond Colorado.  Recent remote worker job postings are actually excluding Colorado residents from being eligible to apply.  

MorganHR has created a solution to help smaller businesses have access to compensation expertise and data on-demand and in smaller, bite-sized options.  Our compensation community has posted their availability on our app to help anyone with compensation questions – modeled into 15, 30, and 60-minute intervals.  If you come equipped with your questions and schedule time on our Auxin App, you’ll have on-demand expertise ready to work through your challenge.  If the challenge does require additional time, our experts will guide you on how to move forward when and if you are ready.  

Does Your Dog Want You Working from Home?

Does Your Dog Want You Working From Home?

By Laura Morgan, Managing Partner at MorganHR 

If you are working from home and have a dog, you are slowly being programmed and probably don’t realize it.  Think about it.  Before working remotely, you had your schedule.  You left the house to get to work on a consistent and predictable schedule.  You came home on a very predictable schedule, too.  You arranged to have either a caretaker or standard schedule where they conformed to your schedule.  You would arrange for extended care when you wanted to.  Remember how your dog was so excited to see you with a wildly wagging tail when you came home?  You may not have been in a good mood but when you got home, your dog worked to make you happy.   

The remote work schedule, or lack thereof, has clearly shifted the roles of the dog owner.  The more time your dog sees you in the home, the more the dog maneuvers your schedule to conform to theirs.  Now that you are working remotely, your dog has not only created your schedule, but now has the ability to tell you when you are happy.  When you were at the office, your happiness was evaluated by you, your friends and coworkers, and your boss.  You had control to remove yourself from the environment when you needed more happiness.  You’d head to the gym or out for a beer.  Now, your dog has the control on your happiness.  How convenient it is for the dog to see that you are finally starting to relax and get some work done.  Feeling confident and control.  Then your dog barks, disturbs the peace, insists it is time to go outside in the rain or he’ll make a large issue for you to address.  Your dog is in control.  He likes you to work from home in this new remote world and he has you convinced that you like it too. 

Now let’s evaluate your happiness.  Are you the one in control and your dog works to make you happy or vice versa?  Think about it.  Watch for the signs and stay in control.  Do you have a schedule or does your dog create it?  Do you get to relax when you want or can you find calm only when the dog is asleep?  Does your dog seem to be more mischief-oriented now that you’re home? 

I challenge you to reflect on the last 10 zoom calls.  At least one of 10 had someone ‘apologize’ for their dog.  I was on a conference call and my client shouted, “no way!  What are you doing???!!!”  He dropped the phone to tell me that his dog decided to poop right there in front of him.  No warning.  No bark.  My client had to disconnect to deal with the dog.  Stressed and overwhelmed.  

I have an employee that has a dog and the schedule is controlled by his dog.  He has to walk the dog or face domestic challenges by his dog.  Another employee on our team had to jump off the call because her dog decided it was time to go for a walk and headed into speeding traffic.  He wanted her to conform and go for a walk on his schedule.  Is this the new reality of working from home?  Are invisible collars being placed on us?  I do think the dogs are figuring out that our consistent presence gives them the control.  When Orwell wrote Animal Farm, he didn’t envision computers and the ability to work from home other than being on a true farm.  Imagine if he was here to write about the animal takeover today. 

Psychological Safety: What it is not

“According to a 2017 Gallup Survey, 3 out of 10 employees strongly agreed that their opinions don’t count at work.”

I recently sat in on a webinar/discussion section regarding “what psychological safety is not.” Before discussing what I learned during the session, let’s cover what psychological safety is.

From what I understand, psychological safety is a belief that all questions, suggestions, and opinions are viewed and supported as valid within the workplace. To put it simply, a psychologically safe work environment supports ideas that come from all employees, regardless of their status within the organizational hierarchy. This kind of environment rewards vulnerability through inclusion, which opens the door for more innovation. The more diverse thoughts a company has, the better chance they have to foster creativity and explore different avenues to improve their product or service.

That being said, according to the session I attended, there are seven common ways that a company might think they are fostering psychological safety when in reality they are creating a problematic work environment one way or another. Psychological safety is not:

  1. A shield from accountability -the organizational hierarchy is still intact, and any mistakes that are made still need to be resolved and responded to appropriately. A perfect example of a recent accountability situation is the HBO Max Test Email.
    • An integration test email was sent out to HBO’s subscribers, and naturally, people turned to the internet. @HBOMaxHelp ended up Tweeting a response saying “… We apologize for the inconvenience, and as the jokes pile in, yes, it was the intern. No, really. And we’re helping them through it.❤️”  
    • Now, it’s good that HBO is holding the intern accountable here. They could have just apologized and consequently taken the “blame,” but by holding the intern accountable, they are able to help the intern learn from the mistake and grow from it. My only quip is the way that HBO handled announcing that it was the intern. Yes, there is accountability, but Twitter seems like a public way to enforce that accountability. I’m going to assume the best of intentions and say that they are in fact helping the intern learn from the mistake, and grow past it.
  1. Extreme niceness -far too often, people take psychological safety to be a demand that everything is sunshine and rainbows, when in reality, it is a guarantee of respect to all, regardless of their status, within an organization. If a new hire comes in with a question, suggestion, or idea, everyone should be respectful as if it were the CEO. NOW. That does NOT mean that they have to take the suggestion and run with it, but it does mean that all voices should be heard. Artificial niceness gets in the way of progress and creates a false harmony within the organization, which ends up blurring the lines of reality.
  1. Coddling -tying in with the niceness above, a psychologically safe environment is not one that coddles people. If you roll your employees in bubble wrap, you are just adding to their fragility instead of their resilience. A psychologically safe environment is one that encourages vulnerability but maintains accountability, as mentioned above.
  1. Consensus decision making -just because you are opening the space up to hear everyone’s thoughts, ideas, suggestions, and opinions, does not mean you are implementing them in your business’s practice. The organizational hierarchy is meant to remain intact, otherwise everyone will become invested in veto power and all productivity will shut down. In a way, psychological safety encourages a consultative role without authority.
  1. Unearned authority – going along what I just mentioned, psychological safety does not mean that you, as a direct report, can start calling the shots. The higher-ups are expected to hear you and to listen to you, but remember that autonomy is earned by virtue of competence and qualifications, not by simply speaking up.
  1. Political correctness – psychological safety does not subscribe to any political agendas. It’s as simple as that.
  1.  Rhetorical reassurance -like Michael Scott cannot declare bankruptcy by yelling it into the office, you cannot declare psychological safety into existence. By standing up and saying “This is a safe environment where all opinions are heard,” you accomplish nothing below the surface. Psychological safety happens through actions and repetition, it’s a “show me, don’t tell me” kind of practice.

The History of ESG and DEI in the Workplace: When Did ESG and DEI become a prominent topic?

Looking at a company’s proxy statement, you’d quickly locate a message from their CEO, information for/ about their board of directors, details about their executive compensation, and a compilation of shareholder proposals. Today, what you’d also see, is a section dedicated to Diversity, Equity, and Inclusion (DEI) along with an area for Environmental, Social, and Governance (ESG) matters. When did these sections become so prominent? Where did we start?

To begin, we have to jump back to affirmative action. Affirmative action started back in 1963, as President Lyndon B. Johnson set in place a plan to make an effort to improve the employment or education opportunities for members of minority groups and women. Unfortunately, good intentions don’t always lead to good outcomes. The racial quotas and minority “set-asides” of the 70s led to court challenges, as affirmative action turned into a form of “reverse discrimination,” since white applicants were denied opportunities held for minorities. The 1996 California Civil Rights Initiative, Proposition 209, prohibited all public institutions/agencies from giving preferential treatment to individuals based on their race or sex, and other similar cases followed suit.

A switch away from race quotas and affirmative action led to diversity education and training in the 90s. What started as gender diversity education expanded to include ability, ethnicity, religion, and other worldviews. With this diversity training came an emphasis on inclusion as well, where those that might be excluded are brought into processes and activities that provide equal access to opportunities. The goal of diversity and inclusion is to encourage people to consider and welcome their colleagues, regardless of the diverse ways of identifying as cultural beings. Equity acknowledges the different (dis)advantages of individuals and promotes the allocation of resources and opportunities such that each individual has the same possible outcome.

Along with DEI, companies have been addressing their ESG matters as well. For example, the Environmental, Social, and Governance factors are used by investors to measure the non-financial performance details of a company, which helps them decide where to invest their money. Some environmental factors include waste, resource depletion, and emissions; some social factors are employee relations, diversity, and working conditions; and a few governance factors are tax strategy, board diversity/structure, and executive remuneration. These are just a few of the criteria that investors will use to analyze the company’s performance and the likelihood of your success as a shareholder.

A new focus has been placed on the non-financial side of a company’s performance. Shareholders are looking for more information than profits and losses, and companies keep up with the demand by publishing statements on their DEI & ESG goals.

Our compensation committee doesn’t like that our bonuses are not aligned – What can we do?

Ever have that conversation with your compensation committee that ended with “I’m sure all of what you’re doing is fantastic, we don’t have any questions, so let’s get together again next year”?

I did not think so. 

As you know, the compensation committee is not formed to just let things shape on their own.  Shareholders look to company boards, particularly the compensation committee, as their stewards to review and approve executive pay.  Boards in turn work closely with executive leaders in matters relating to employees, operations, partners, customers and overall financial performance.  Some compensation committees dig deeper and wider to not only review executive pay but review and question broader key HR practices. 

The fact that most directors on the compensation committee are independent, have diverse experiences and exposures, and are held to significant standards, rules, and laws, make their influence levels stronger across the HR spectrum.  The board is chartered to champion responsible corporate governance and be morally responsible.  The board and the compensation committee are further challenged to cultivate an image to be more inclusive and responsive to stockholder concerns.  In turn, most compensation-related projects that I’ve been chartered to deliver were stemmed from a compensation committee’s specific request to address a perceived gap or issue.

The most common compensation committee request that I have received, centers on bonus plan design and performance metrics.  What worked for a company for years may suddenly be subject to a challenge when a new compensation committee member asks a simple question, “why does this plan have so much discretion?”  Ever hear questions like that?  I’m sure you have or you will soon.

As company’s grow, pay design and delivery need to be reviewed.  The CEO at one point may have known every single employee.  The delivery of the bonus awards in those days may have been motivational, relevant, and directly performance related.  At some point, though, with continued growth and hiring, the additional layers of leadership and delegation of authority begins to shape new opinions, ideas, and thoughts about how pay is designed and delivered.  The level of ‘discretionary’ awards may turn or feel like favoritism and create images of disparity.  The compensation committee therefore looks for more predictable, unbiased, and relevant bonus plan designs and aligned performance metrics.

With diversity, growth, and layers of leadership, companies find the need to document their compensation philosophy, review their pay design and structures, and communicate and train leaders and educate employees.  Make sure your pay practices are written well enough that all leaders can read the document and then understand it well enough to communicate the intention and delivery process. 

Remember, nothing is true until it is written. 

8 Things to Consider Regarding Minimum Wage

2020 was a very difficult year for the majority of Americans. The COVID pandemic has impacted the lives of every American, through financial hardship, disruption of normal activity, and loss of loved ones. 2020 was also an election year and a common political campaign talking point resurfaced. This talking point is the idea of raising the federal minimum wage from $7.25 to $15 an hour. This idea may seem great to those working minimum wage jobs, but there are some things to consider prior to legislation passing. Whether or not legislation around the minimum wage is passed, MorganHR can help your business have the compensation planning answers before the questions are asked. Your employee compensation planning committee will love you.

  1. People look at paying a person when, in fact, it is paying for a position or job
    • Those working in minimum wage jobs are likely salivating at the idea of a ~100% raise in their wage, as most of us would, too. However, something to consider is the devastating impact a move like that would make to small businesses and even their own employment opportunities.
    • With a 6.3% unemployment rate, there are more people than jobs available. To a business, a job taking orders or bagging groceries is not worth $15.00; it doesn’t matter who is doing the job.  
    • Some business owners would not pay $10/hr for a job that another completely qualified person is willing to do for $9/hr.
  2. Minimum wage jobs are meant to be a great stepping stone to gain experience and make some money as teenagers or young adults. They were never meant to sustain a family of four.
    • After working a minimum wage job, workers should obtain skills to apply and qualify for higher-paying jobs.
    • Most people working in these jobs for more than a year or two with strong performance records should be applying for higher-paying jobs or even salaried positions. As a compensation professional, I keep hearing that recruiters cannot find the perfect talent for a job.
  3. Perhaps companies need to loosen their hiring requirements or direct their recruiters to hire capable applicants as opposed to only perfect candidates. That is what the salary range is for.
    • If the applicant doesn’t quite meet the requirements for a job but is otherwise a hard worker with a strong work ethic, start them at the 40th percentile and provide them the chance to succeed.
  4. Businesses will have to choose between two options: raising prices or reducing payroll expenses. Furthermore:
    • In this case, the best outcome for the business and workers would be to raise prices. However, this would have significant negative effects on the economy and start a vicious cycle of raising prices and raising wages.
    • If a business chooses to raise their prices and their competitor chooses to reduce staff instead, they will lose business to the cheaper costs. It is reminiscent of game theory.
    • However, if one company raises prices and the other lowers payroll expenses, the second company will make more money. If they both reduce payroll expenses, the worker loses.
  5. Low-skill workers will experience the worst impact. Businesses will be forced to hire employees with more skills to be worth the $15 or they will resort to automation, robots, or outsourcing to other countries.
    • Large corporations, like shoe companies, already use extremely low-paid workers in China to make their products which are sold here at a premium.
    • Large companies will spend a lot of money on R&D to automate processes needed for their jobs.
    • The pandemic has shown that cashiers at restaurants are becoming obsolete, as we can order from our phones or touch screens at the location. Many low-skill jobs will disappear and the unemployment rate will skyrocket.
  6. The financial impact of raising the minimum wage for a company does not end with the lowest level employees.
    • When a company is forced to double the pay rates of their lowest level employees, a domino effect will happen which will see pay increases (at least a demand for it) for most, if not all employee levels.
    • Many companies with employees earning minimum wage, have a large comparative employee population earning wages between $7.25 and $15.
    • Workers will all need to see a proportional increase to maintain the appropriate differential between levels which makes promotions and merit increases worth it.
  7. In the United States, the cost of living is drastically different when you compare places like downtown San Francisco to the rural villages of the Great Plains. The minimum wage should not be a federal government decision due to this discrepancy.
    • It should be left up to the states, so that differences in cost of living can be appropriately accounted for.
    • When every state is forced to have at least a $15 minimum wage, it will either lead those cities already at that level or close to it to increase their state/local minimum wage higher, or it will incentivize people to leave cities and migrate to other areas causing a significant change to the local area.
  8. Perhaps one of the motivations to raise the federal minimum wage so drastically is that higher average income comes more taxes.

When considering a serious increase to minimum wage, politicians, voters, workers, and business owners should consider and determine all effects, both positive and negative, and weigh them to make a fully informed decision. MorganHR’s services can help your business with compensation planning, Job Descriptions, and Title Alignment. They are there to help you have the compensation planning answers you need before the questions are asked.

It’s Time to Spring Clean the Titles in your Job Closet

During the winter process of conducting performance and merit reviews, your employees may have also received promotions with new titles.  Perhaps over the year, your company acquired or merged with another, and your company held on to the employees’ legacy titles to make the integration process move faster.  You may have noticed that some locations of your company are using different titles for what you thought were the same job at your site.  In recent surveys, your managers and employees may have shared comments about their confusion about the difference between manager versus senior manager titles. You may have wondered if it was vital to add that specific technology to a job title. You may have noticed the Director jobs are similar but used in different ways – for example, “Marketing Director”, “Director Marketing”, “Director of Marketing”, “Director, Marketing” – are there secret values placed on the comma or word ‘of’?  Maybe your company has 425 unique job titles, and your company only has 450 positions.

If any of these examples sound familiar – perhaps it’s time for a job title clean-up!

The number of positions for a company correlates with company growth and its respective increased amount of work required to deliver on commitments.  Think of positions as the boxes on an organization chart.  Positions are filled by employees or vacant, waiting for the hiring of candidates.  Each position is assigned a job that describes the body of work that the position’s incumbent is responsible for delivering.

The number of jobs a company creates correlates with the company’s needs in a few ways.

Let’s say your company needs another position to support the demands falling on the Inside Sales team.  It is essential to distinguish the job’s level of complexity, authority, and accountability.  Yet, there are other questions to consider: 

What level of experience and education would the ideal candidate have? 

How will your company’s internal experience and exposures shape an employee’s career trajectory with this job? 

What is the typical career path for employees in this job? 

What level of talent does your company need to appropriately and affordably fulfill its demands?

We’ve heard how leaders feel titles are free and make employees feel good.  A job’s title is a shortened description that quickly identifies the type of work and responsibilities.  It should also align with a shared understanding of its level of authority and accountability within the company. For example, there may be multiple positions assigned with the same job, such as an Inside Sale Representative II.  Here we see it is a job in the Inside Sales job family or group of jobs that require similar experience and education.  It also quickly shows that it is a level higher than an entry-level job by the “II.” 

A job title is less confusing when aligned well to an internal structure while somewhat mirroring similar expectations externally.

When implementing a career hierarchy, consider what jobs to include now versus down the road a bit.  A company may assign a range of minimum requirements that aligns with the growth stages for an employee in that job’s specialty (e.g., Inside Sales Representative Levels I, II, III).  Imagine if all Inside Sales Representatives were at the lowest level and learning their jobs?  That may cause harm to the performance of that functional area.  At the same time, imagine if all Inside Sales Representatives were at the highest, most senior level that may cause that function to be high performance, yet high in talent costs.  It would be best to determine what jobs should be open for use today to support business goals and budgets.