U7D2-24 - Analyze the impact of current issues experienced by public service employees impacting efficient personnel management practices. See Details below

s p o t l i g h t o n > writing

Understanding the importance of job descriptions: How to put them in writing

By Mike M a r i n o

Job descriptions are an integral part of stafFmanagement,yet tend to get glossed over, probably because many managers simply don't have an accurate understanding of their importance and uses.

Few people like writingjob descriptions or going through the process (e.g.Job analysis) leading up to their vî riting, but they can be extremely useful in delegating work and documenting assignments, help- ing to clarify missions, establishing performance requirements, counsel- ing people on career and advancement opportunities, making decisions on job restructuring and suggesting ways to enrich the work experience.

Why job descriptions are important

Legally speaking,job descriptions are not required, but are certainly rec- ommended both for practical reasons and as a best practice.

For example, a solid job descrip- tion can be used to recruit for vacan- cies by presenting candidates with an accurate (as well as appealing) account of what their responsibilities will be. This can help firms better sell the job, which is becoming more necessary as hiring heats up and quality PR candi- dates become harder to find.

A well-crafted job description can also help reduce training time (as new hires will be aware of their job duties and come prepared to contribute) and make it easier to interview candidates (if you know what skills you are look- ing for, you will have an easier time knowing what questions to ask).

Maintainingjob descriptions plays a role in retaining employees as well.They allow you to give employ- ees information about how they can reach the next level — which will help keep your statTengaged and chal- lenged. Moreover, when tasks are defined and mutually understood, others will be able to acknowledge it when someone steps outside of his or her role.

At its most basic level, preparing job descriptions can help an organiza- tion clarify what it really wants to accomplish and how it wants to go about it. At the same time, employees understand what is expected of them.

Job descriptions can be

the foundation for an

integrated recruiting,

professional

development and

retention strategy.

Maintaining job descriptions A periodic review ofjob descrip-

tions can help ensure that levels of staffing and expertise are appropriate. Too often, analysis of positions and job descriptions isn't done until layoffs become necessary, and even then the focus is on cost-cutting.

Job descriptions (like all forms of work-related documentation) have the potential to become the subject of

WWW.DANSCARTOONS.Ci

contention, including grievance or lit- igation. Accordingly, it's critical that accuracy be maintained. Some jobs change rapidly and extensively (due to technological or organizational con- siderations); these job descriptions should be reviewed often. Other jobs change little over long periods of time and do not need to be reviewed often.

Keepingjob descriptions updated doesn't have to be the sole responsibil- ity of human resources.The responsi- bility can be shared by the manager as well as the employee, who is often the first one to realize that his or her job is changing or evolving.

What should go into a job description?

Thejob description should give a clear indication of the work the employee does — initially to help fill an open position and later on to sup- port performance.

Think ofjob descriptions as a communications tool for your compa- ny, not just a dry exposition of the essentials of the job. Give them per- sonality. Candidates want a chance to see whether your organization is a place where they'd enjoy working.

Job descriptions have several stan- dard components:

•Job title —Accurate titles reflect

the function and level of the job; someone performing modest duties should not have a grand title. Generally speaking, only those who supervise others should be given the title of manager.

' Reporting — State thejob title of the person the employee is respon- sible to as well as titles of those report- ing to thejob holder.

• Main purpose — Concisely state the overall purpose of the job., the principal role of the job holder and the expected contribution to achiev- ing objectives.

• Main tasks —This should include the main responsibilities of thejob, with a detailed breakdown if appropriate. Include only tasks that are genuinely part of thejob.

• Skills, education, experience — Include the specific minimum com- petencies, level of education and years of experience required to perform the job.

• Location of the job and any travel that may be required.

• Date on which thejob descrip- tion was last updated and a

Other concerns When writing a job description, it

is also important to make sure there is no discriminatory language and that thejob description is otherwise com- pliant with the Americans With Disabilities Act (ADA).

The Equal Employment Opportunity Commission (EEOC) wants job descriptions to identify the essential functions of a job. In assessing whether or not a function is essential, consider how much time the person will spend on that function, the avail- ability of others to fill in to perform the function and your own judgment.

Job descriptions can be the foun- dation for an integrated recruiting, professional development and reten- tion strategy. Setting clear objectives from the outset and keeping your job descriptions flexible nnd current gives you the tools to understand the evolu- tion of your organization — and bet- ter manage it. O

!•'<

liK. I WoAdmde, is an HR con- stiluint wlw i/jcfi'.i/irt'j in working will! t'RfiTiii.'^. CA'IIIII.I him I'ia his Hi'/' -iicdl if\i'!t\tr:il:ni\iiniio.io»i.

February 2005 TACTICS