The Perils of Inflated Titles: Suzanne Lucas on Misaligned Job Roles

In a recent LinkedIn post, Suzanne Lucas discusses the common business practice of assigning inflated job titles that do not align with the actual responsibilities or compensation, arguing that this can lead to attracting the wrong candidates and mismanaging expectations.

Lucas recounts an anecdote from over 25 years ago where a friend, fresh out of graduate school, was offered an Assistant Vice President (AVP) title at an advertising firm. Despite the impressive title, the friend questioned his readiness for such a senior role. The recruiter’s explanation revealed a cynical approach to titling: “Oh, clients don’t want to deal with low-level people, so unless you’re an administrative assistant, AVP is the lowest title we have here.” This story, Lucas notes, still resonates today, particularly when observing current hiring trends.

“Oh, clients don’t want to deal with low-level people, so unless you’re an administrative assistant, AVP is the lowest title we have here.”

Lucas draws a parallel to a recent job posting for an HR Director at Chick-fil-A, which, despite the senior-sounding title, reportedly involved restaurant work and offered a pay rate of $21 per hour. According to Lucas, this discrepancy highlights a broader issue in the job market where titles are used more for perception than for accurately reflecting the nature of the work and its associated value.

The Mismatch Between Title, Pay, and Responsibility

Suzanne Lucas argues that a fundamental principle of effective hiring is the alignment of job titles with both the level of pay and the scope of responsibilities. When these elements are out of sync, the hiring process can become compromised.

Lucas points out the potential consequences of such mismatches. In the case of the AVP role, her friend declined the offer, recognizing his lack of preparedness. Similarly, a role like the Chick-fil-A HR Director position, if presented with a title that suggests a higher level of strategic oversight than the actual duties entail, may attract candidates who are either overqualified and will quickly become dissatisfied, or underqualified and will struggle to meet the demands of the role.

“It’s really important that your titles match your pay and responsibilities. You attract the wrong people if you don’t.”

As Suzanne Lucas emphasizes, using titles as a superficial lure without substance can ultimately backfire. It can lead to higher turnover, decreased employee morale, and a damaged employer brand. Candidates, particularly those with experience, are increasingly savvy and look beyond the title to understand the true nature of a position.

Consequences of Misleading Titles

The practice of inflating titles, as highlighted by Lucas, can create a number of negative outcomes for businesses.

• Attracting the Wrong Talent: A title that promises more than the job delivers can attract candidates who are not a good fit, leading to a poor hiring decision.
• Candidate Dissatisfaction: Experienced professionals may feel misled or undervalued if they accept a position based on a title only to find the responsibilities are far below their skill level or the pay is insufficient.
• Internal Inconsistencies: Inflated titles can create confusion and resentment among existing employees who hold more accurate, albeit less glamorous, titles for similar or even greater levels of responsibility.
• Erosion of Credibility: Over time, a company known for using misleading titles can lose credibility with potential hires and the broader professional community.

In her analysis, Suzanne Lucas advocates for transparency and accuracy in job descriptions and titling. She suggests that companies should prioritize clarity about the role, its requirements, and its compensation to build a stronger, more reliable workforce.

Ultimately, Lucas’s insights serve as a reminder that while titles can be a part of professional identity, their true value lies in their accuracy and their congruence with the actual work performed and the compensation provided. The story of the AVP offer and the HR Director position underscore her central argument: genuine value is found in alignment, not in inflated nomenclature.