To colleagues that hold two executive positions in a corporate, I propose that we carefully consider the
function beyond the honour of being expected to singularly discharge two distinct functions. In other words, being the “super executive”!

Today, I would like to consider some of the key assumptions that an organisation would consider in creating a dual executive function position.

1. Cost – this assumes that the dual function will be cost effective for the organization.

2. Job analysis and weighting – the requirements of the two functions and determination of where the scale is heavier is important as it informs what structures are required to support the duality and the cost associated with it.

3. Regulatory requirements – there are some positions that may be mandatory under the law or other regulation and the absence of such function may render the organization to be operating illegally.

4.Retention strategy – it is important to consider that the two functions could operate separately and therefore the dual function holder must be sufficiently incentivized to discharge the two functions in an environment that assures adequate compensation and benefit, while creating value for the organization.

5. Regular training and development – to ensure that the job holder remains current with trends in the two industries of practice, the organization would have to be deliberate in facilitating continuous professional development, at least, at the minimum standard as it encourages personal efforts by the job holder.

There are obviously other assumptions that may be considered but for now, I wish to highlight the above.

I am of the view that bearing in mind the said assumptions is a helpful tool for both the organization as an employer and the dual function employee as a party to the employment contract.

Thank you.