Debbie Z’s Six elements of a good job description
Before we can discuss training, we must revisit in greater detail the topic of job descriptions. In my second blog, I briefly mentioned the importance of having job descriptions that clearly define the expected tasks to be performed by the employee and the expected behaviors to be demonstrated by the employee. It is important to understand that a successful training program is built from clear and comprehensive job descriptions.
We have found that organizations we work with are reluctant to write job descriptions for fear that employees will use the document as a way to avoid taking on additional responsibilities or refuse to get involved in special projects. In actuality, a detailed job description provides the employee with important information that enables him or her to quickly acclimate to a new environment by clearly and precisely stating the expectations for task delivery and behaviors.
The elements of a good job description are briefly outlined below. While not all inclusive, these six elements are a good place to start:
1. Task functions and responsibilities – Clearly delineate all job functions and responsibilities as they relate to the performance of the employee’s duties.
o Technical aspects of the position
o Supervisory or managerial responsibilities, if applicable
o Communication skills and experience requirements
o Back-up functions such as “other functions as deemed necessary by circumstances”
2. Performance standards – Indicate productivity and quality standards required for the individual to be successful in his or her new role.
3. Job-related skills – List the level of skill, knowledge, experience and capability demanded by the job and include:
o Technical skills: If the job requires computer skills, indicate the hardware and software that the employee will be using and the minimal skill level and/or experience required with the hardware or software.
o Physical requirements
§ Repeated lifting, pulling, pushing
§ Physical exams that must be passed prior to qualifying for the position
o Communication skills such as:
§ Written
§ Verbal
§ Language requirements
o Interpersonal skills such as:
§ Customer interaction
§ Strong team player skills
§ Able to work harmoniously with a diverse workforce
4. Scope and limits of authority
o Outline the areas of responsibility assigned to each person, including where duties may overlap and who is ultimately responsible for the finished product or service
o Specifically describe the level of authority the person has over other people, the function or the product
5. Management expectations – It is impossible to get results unless you spell them out.
o Expectations for availability such as overtime, nights, weekends, holidays, etc.
o Flexibility in scheduling regarding off days
o Restrictions on vacation time
o Policies and accountabilities for tardiness, absenteeism
o Expected employee behaviors regarding interaction with peers, customers, vendors, managers and others
6. Relationships
o Clarify the reporting structure for each department or division, stating to whom the employee reports or who reports to the employee, if applicable
o If team or group projects are required, give examples
One final note on job descriptions: Whether you make the job description available to the potential employee during the application process prior to the interview, or present it during the interview, the employee should have ample time to review and reflect on the job requirements on which they will be expected to deliver. My preferred method is to make the job description available with the application. This gives the applicant enough time to formulate questions that he or she may want to ask during the interview. And most importantly, once you have made the job offer, have the new employee sign the job description! This allows you to hold the employee accountable for delivering on all aspects of the job and avoids the “that wasn’t in my job description” scenario. If you ultimately hire the person, the signed job description is placed in his or her personnel file.
Let me know your thoughts, experiences and questions related to job descriptions … leave a comment below.
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Filed Under: People Management | Tags: hiring, talent management
Comments
By Michael Conner on April 16th, 2009 at 6:00 am
I like your article on job descriptions there was some good information in there that I think could help us strengthen our our job descriptions. Do you have some example of some job descriptions for maintenance type people you could share?
By Frank Murphy on April 28th, 2009 at 6:02 am
I found your article both comprehensive and practical. My company has been asked to provide a job description for a spare parts storeroom operator’s position. The job description we have is reinforced by the elements contained in your article. Thank you
By B D PAWAR on May 25th, 2009 at 6:00 am
Good article ! One thing above all is PASSION. Person performing job must love his job and align his job with organization’s vision to achieve common larger goal.His own value added contribution will give great pleasure to him and to the team as well.The Passion can be derived from innovative idea’s given and implemented by employess during performing task.
By Debbie Zmorenski on May 25th, 2009 at 7:07 am
I could not agree more! Nothing makes an employee feel valued as much as listening to and implenting their ideas. What many leaders don’t understand is that, a majority of the time, employees have the best ideas for solving a challenge or improving a process. They are the people who work intricately with the process, the customer, the machinery and technology, and with each other. Although many leaders believe they must have all the answers, quite honestly, it is usually the employees who have the best ideas.
Showing employees that you value them is a great way to create passion for productivity.
Great comment!
By Kingsley Govender on June 29th, 2009 at 12:18 am
I couldn’t agree with you even more, Maintenance Planner Job Descriptions are manipulated so to get them to do almost all maintenance functions and other job title functions from being the safety risk practioner with full administrative duties ,buying spares, production consumables, receiving invoices onto procurement systems and carrying the weight of incompetent Artisans. Often the reporting hierarchy lacks Engineer’s and Forman’s which results in poor decision making .As a result maintenance planners spend time on demeaning tasks, thus killing their work moral.
By Debbie Zmorenski on June 29th, 2009 at 6:13 am
And, unfortunately, in today’s environment, as companies tighten their belts and downsize, it is the rule rather than the exception that people are asked to pick up additional responsibilities. Often these responsibilities are outside the original job description. One of my clients wants to give her salaried non-exempts additional responsibilites. Her middle manager was cut from the lineup. These additional responsibilities include disciplinary actions, coaching and feedback, administration of reviews, etc.
My advice:
- First, you must make sure that they have the skills and abilities to fulfill these new obligations.
- Second, they must be trained and given the tools and resources to ensure their success and the team’s integrity. This means an investment on the part of the company.
- Third, it is imperative to re-write the job description and hire in the future to fit the new job responsibilities.
If these things are not done, the phrase is not job consolidation, it’s DUMPING! Dumping creates ineffective and inefficient operations and high turnover.
Thanks for your comment Kingsley.
Debbie