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Systemization of work is not only a formal demand of the Employment Relationship Act regulating the employment of workers and contracts of employment but it is also about the linking of micro organization of work with people and their tasks. A suitable systemization of work influences the review of required knowledge, skills and psycho-physical abilities for work and is also the basis for the definition of responsibilities and empowerment at work. It increases the productivity of employees at work and - linked to the management by objectives - serves to be one of the levers for maintaining a competitive advantage of the company. In addition to that, it is the basis for a correct evaluation of work positions and database of work data  – equally important in small, middle-sized and large organizations.

The advising is directed to the following areas:

  • defining the role of systemization of work,
  • defining organizational infrastructure for projecting a transparent systemization of work positions,
  • establishing the effect of various concepts of company organization on the systemization of work,
  • defining systemization in a dynamic business environment,
  • creating methodological starting-points and lists for the preparation of systemization of work,
  • adapting the systemization to different developmental periods of the company,
  • defining tasks, making an inventory of the contents of work,
  • creating descriptions of work (computer support passes over to the clients),
  • unified defining of data and their meaning for the creation of payment system structure,
  • providing a review of practical examples of good practices,
  • defining systemization of work as a basis for empowerment of employees, human resource development, carrying out annual employee appraisals, defining the organizational role of employees and making contracts of employment.


Empowerment of employees serves as a lever for identifying and monitoring the achievement of work objectives. Key tasks of all employees are evident from the matrix of tasks, constructed for the company as a whole from two standpoints – from the standpoint of tasks of a work position and from the standpoint of tasks of an individual. By defining the empowerment we simultaneously separate those, which are the consequence of the demands of work from those which we attribute to more effective and successful individuals.

The advising is directed to the following areas:

  • defining a model of tasks and authorizations for the whole organization,
  • defining the tasks and authorizations for single work positions,
  • defining tasks and authorizations for single performers,
  • linking the model of tasks and authorizations with the promotion of employees (horizontal, vertical).