Dear Riya Saha,
When I checked Google, I found jobs for the "Multitask Executive." Therefore, though uncommon, this designation does exist. Having said that, I wish you had given more information about the multiple things this position will entail. Will the multiple tasks be in the same department or different departments? Will there be field activities as well? Will multitasking bring diversity in its wake, and if yes, does the person have a suitable skill set to handle each task efficiently? This information would have helped us suggest an alternative designation.
Challenges of the Multitask Executive Role
Your question on the validity of the designation "Multitask Executive" has been answered. However, I wish to go beyond and raise a few pertinent points. If I read between the lines, I visualize the following challenges:
a) Will this position have single or multiple reporting authorities?
b) Henri Fayol has given 14 principles of management. One of the principles is "unity of command." If point (a) mentioned above is true, then the situation will violate Fayol's fourth and fifth management principles. Has your company identified the issues arising out of the violation?
c) Since this position will handle multiple tasks, the situation merits designing a proper timetable of activities. A few examples of such activities are as follows:
c1) On each working day, the Multitask Executive will work at _____ (name of the department or section) from 0930 hours to 1100 hours.
c2) Every Friday, the Multitask Executive will work at _____ (name of the department or section) in the second half.
d) Notwithstanding the timetable made as mentioned in point (c) above, there is a chance of the overlap of work. Who will ensure that the overlap does not happen?
e) If there are multiple reporting authorities, then what if one of the authorities does not consider the requirements to handle the activities other than his departments and increases the workload as if this position is totally under his control? What preventive measures will be taken to avoid such a situation?
f) If there are multiple reporting authorities, then there is a chance of this position shirking work by telling one of the bosses how the other two have loaded him/her with the work. Who will ensure that this position gets a fair workload?
g) What percentage of the tasks of this position are measurable and not measurable? Will the several reporting authorities design the KRAs for this position, and if yes, will the performance appraisal be conducted by multiple authorities?
h) What are the promotional avenues of this position? There is a risk of this person being dismissed as the "jack of all trades." Because of the unusual designation, is there a risk of this person stagnating at the same level?
Thanks,
Dinesh Divekar