The optimal number of direct reports appropriate for any work area will also be affected by the individual characteristics of an agency. These are listed in Table 2. Table 1: Number of Direct Reports by Work Type Category One Category Two Category Three Category Four Specialist policy - highly Policy and programme High service High volume service technical development delivery delivery High levels of judgment Programme delivery Case management Regular and less and risk complex tasks Benchmark number of Benchmark number of Benchmark number of Benchmark number direct reports: direct reports: direct reports: of direct reports: 3-7 5-9 6-9 8-15+ Provide advice in an Distinct area of expertise Tailored approaches to High volume of area of technical with a level of delivery of outcomes. routine and repetitive expertise and specialisation. tasks. High to medium specialisation. Broad policy advice complexity. easily grouped. High level subject matter across multiple areas Low number of Boundaries and expertise is required in within the same sphere of routine application frameworks for all jobs and at all levels. influence. (one offs). business processes Highly complex tasks. Requirement to shape and decision making Broad range of work policy and develop are clearly defined Decisions have types and interactions. methodologies. and well tested. significant risk, priorities and including reputational Responsible for Processes are simple objectives. risk. promulgation of policy and replicated across High level of and revisions. multiple situations. High level of influence stakeholder in area of specialisation. High of innovation. Work is determined engagement. with minimal High level of judgement Design and delivery of interaction required. complex programmes. High level of High level of stakeholder engagement. technology supports Industry leader. work processing. Table 2: Agency characteristics Size Larger organisations Larger organisations often have greater numbers of typically support a larger employees undertaking similar functions and activities. number of direct reports. They can have greater capacity for work standardisation and work effectively with a larger number of direct reports. Smaller organisations can require employees to perform multiple roles and require a higher level of supervision, suggesting the need for fewer direct reports. Maturity Mature and stable Organisations that have clear direction, well established organisations typically operations and procedures and low staff attrition can support a larger number of typically work effectively with a larger number of direct direct reports. reports.
The optimal number of direct reports appropriate for any work area will also be affected by the individual characteristics of an agency. These are listed in Table 2. Table 1: Number of Direct Reports by Work Type Category One Specialist policy - highly technical High levels of judgment and risk Category Two Policy and programme development Programme delivery Category Three High service delivery Case management Category Four High volume service delivery Regular and less complex tasks Benchmark number of direct reports: 3-7 Benchmark number of direct reports: 5-9 Benchmark number of direct reports: 6-9 Benchmark number of direct reports: 8-15+ Provide advice in an area of technical expertise and specialisation. High level subject matter expertise is required in all jobs and at all levels. Highly complex tasks. Decisions have significant risk, including reputational risk. High level of influence in area of specialisation. High level of judgement High level of stakeholder engagement. Industry leader. Distinct area of expertise with a level of specialisation. Broad policy advice across multiple areas within the same sphere of influence. Requirement to shape policy and develop methodologies. Responsible for promulgation of policy and revisions. High of innovation. Design and delivery of complex programmes. Tailored approaches to delivery of outcomes. High to medium complexity. Low number of routine application (one offs). Broad range of work types and interactions. priorities and objectives. High level of stakeholder engagement. High volume of routine and repetitive tasks. easily grouped. Boundaries and frameworks for business processes and decision making are clearly defined and well tested. Processes are simple and replicated across multiple situations. Work is determined with minimal interaction required. High level of technology supports work processing. Table 2: Agency characteristics Size Larger organisations typically support a larger number of direct reports. Larger organisations often have greater numbers of employees undertaking similar functions and activities. They can have greater capacity for work standardisation and work effectively with a larger number of direct reports. Smaller organisations can require employees to perform multiple roles and require a higher level of supervision, suggesting the need for fewer direct reports. Maturity Mature and stable organisations typically support a larger number of direct reports. Organisations that have clear direction, well established operations and procedures and low staff attrition can typically work effectively with a larger number of direct reports.
optimal_management_structures_framework_and_guide.docx