Some employees feel that their roles don’t align with their job titles. Their official titles may not reflect their actual contributions, and they may take on tasks far beyond their core responsibilities. In reality, they might play a central role in their organization—often without even realizing it—and the company may struggle to function without them.
This phenomenon is related to the concept of "gray jobs", which creates hidden gaps in organizational structures. According to team development consultant Abdullah Al-Bassili, he explains:
“In many organizations—especially those growing rapidly or undergoing structural change—there are roles that don’t clearly fall within the formal organizational chart. These aren’t official jobs, nor do they have clear titles, yet they play influential roles in ensuring workflow continuity, solving problems, and coordinating tasks. These can be called 'extended informal roles'. They occupy practical spaces not formally listed in the structure, but emerge from real need and are actively performed, straddling job descriptions and real-world demands.”
What Are Gray Jobs?
Al-Bassili defines a gray job as an influential, unofficial role within an organization. It is not formally acknowledged in the org chart but arises from operational necessity. These roles are often taken up by individuals who are flexible, proactive, and multi-skilled.
According to the concept of informal organization in management science, these roles emerge from “networks of interaction and relationships not defined by formal authority lines.”
Examples of Gray Jobs:
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An administrative coordinator becomes the team’s organizational brain without being a manager.
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A technical support staff member acts as an informal internal consultant due to extensive system knowledge.
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A secretary handles HR files, financial reports, and government relations simply because they “know everything.”
These roles often emerge due to:
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Lack of well-defined job descriptions.
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Flexible or highly capable employees.
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Organizational cultures that depend more on people than systems.
The Challenges and Risks
Despite their importance, staying in a gray area can lead to several problems:
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Lack of fairness in performance evaluations and rewards, since contributions aren’t officially recognized.
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Job burnout from overwhelming expectations without clear authority.
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Centralized knowledge, where critical tasks are held by only a few, threatening operational continuity.
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Unclear career paths, prompting capable individuals to leave in search of better-defined roles.
How Can Organizations Handle Gray Jobs?
Al-Bassili offers practical strategies for professionally managing gray roles:
1. Diagnosis and Analysis
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Conduct internal interviews to identify tasks performed beyond job titles.
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Use job analysis tools like task observation cards or task maps.
2. Redesigning the Structure
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Integrate gray roles into formal job descriptions.
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Create flexible career paths that accommodate diverse performance scopes.
3. Recognition and Reward
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Include gray roles in performance evaluation systems.
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Grant appropriate authority and resources matching their actual tasks.
4. Knowledge Distribution
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Shift sensitive tasks from individuals to systems.
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Promote documentation and distribute responsibilities to avoid reliance on key individuals.
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