Job descriptions, or whatever you may call them, are frequently an afterthought for most organizations. They are often created on an as needed basis. Typically, job descriptions are developed to assist in recruiting and employee reviews. I have even seen employees write their own job descriptions in an effort to clarify their role in the organization. In my consulting practice, job descriptions are typically created or revised as part of a formal management system implementation project (e.g. ISO 9001, ISO 14001, etc.). I consider this best practice. However, most of my clients are not sure where to start or are not completely comfortable with the job descriptions they already have.
In the very least, job descriptions must include a general description of the job functions, reporting structure, and the minimum required education, training, experience, and skills. The term “minimum” is important here. There is nothing wrong with wishing for the perfect candidate, as long as you are pragmatic about the minimal qualifications needed for the position. Does your Executive Assistant really need a MBA to be effective?
Unfortunately, job descriptions rarely clearly describe what your expectations for the employee are, how you intend to measure performance, and how job performance is linked to corporate goals and objectives. Ideally, the job description should also provide some context of the position and the interaction with other job functions. As with any document, it is nice if all this can be addressed on one page.
When you begin thinking about a job description, start by asking the following questions:
a) What is the purpose of the job? Why does it exist?
b) What are the required skills and competencies needed for the job?
c) How will you evaluate/gauge b)?
d) What qualifications and/or credentials are essential (education, training, experience)?
e) What personal attributes are important for the job?
f) What job functions are absolutely mandatory (primary)?
g) What are the objectives and performance measures for f)?
h) How does g) link to group and/or organizational goals and objectives?
i) What job functions are supplemental (secondary)?
j) What are the relationships and interfaces with other functions?
When you consider these questions, it becomes apparent that a job description goes beyond the listing of tasks and duties. It requires the formal rationalization of exactly why the job is needed, what is specifically expected of the employee, and against what criteria he or she will be periodically evaluated. This may seem onerous, but it is an investment in ensuring that an organization’s workforce is accurately aligned with expected outcomes. When done well, it can yield great dividends in employee productivity, empowerment, motivation, retention, and development.
When creating key performance measures, it is important to make them practical and achievable. Including stretch goals is useful, but they must be purposeful, constructive, and motivational. If an employee cannot envision achieving a stretch goal, he or she may get demoralized and not even try. Also ensure that measures can be easily measurable by both the employee and the manager, using the same method. Finally, limit the number of key performance measures to a small but meaningful number (<5).
Since no function is isolated within an organization, it is vital that employees understand their contribution to the achievement of the organization’s goals. Consequently, the link between an individual’s job and corporate objectives should be easily understandable. A simple reference to the relevant section of the strategic or business plan may be adequate (provided this document exists and is freely available).
Finally, the job description should describe how the job works with other functions, including reporting lines, as well as what other tasks the employee might be expected to do such as “acting” positions, or environmental, health and safety responsibilities.
Clear and concise job descriptions can help management in HR planning, staff recognition and incentive programs, and regular reviews. They can help supervisors and individuals to understand their roles and the organization’s expectations; and they provide direction in identifying training needs. Well written job descriptions provide a solid foundation to the organizational structure. Just do not forget that they may need occasional refreshing to reflect changing business needs.
Kirill Liberman, President