January 9, 2004

SPEAKING OF BUSINESS: Make your job descriptions function for managers, staff

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Q: We are updating our job descriptions and appraisal forms for our staff. I am trying to keep them short, simple and to-the-point, while my general manager/human resources manager feels we need to go into great detail. Who is right?

A: To answer the above question, ask yourself this question: “What do you currently expect job descriptions to accomplish for your organization?” One of the top five things employees want, based on the Gallup Organization poll, are clear and understandable job expectations of the employee and not a general idea of what is expected.

I have gone into many companies, both big and small, that have old, dusty, and/or outdated job descriptions. I have surveyed many of their employees, and most of them long to have clear job duties. They want to understand to what degree things should be done. What’s more frustrating to these employees is that most of their performance appraisals were based on different things than those stated in their job descriptions.

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To help you in updating your job descriptions and bringing your documents up to speed, I would suggest you adopt the following checklist. This will also help your staff better understand what is expected from them at work.

  • Every position within your organization should have a written job description.
  • All current employees should have a copy of their current job description, and have signed a receipt indicating they have it.
  • Have a job description written for each new position before it is filled.
  • All new employees should receive a copy of and sign a receipt for their job description as part of their orientation during their first day on the job.
  • All job descriptions should include hiring specifications, reporting relationships, and measurements of effectiveness.
  • Job descriptions need to be responsibilities-based rather than task-oriented. Each job description should include two or three processes that constitute the major parts of that particular job. Also, identify the major work groups or performance teams to which each employee belongs.
  • Specific items on job descriptions should contain references to training documentation describing how to perform the tasks that lead to fulfilling the responsibility.
  • All job descriptions should be reviewed regularly (at least annually, although I prefer every 90 days), and updated to ensure that they reflect current expectations.
  • Job descriptions are “living documents,” used as the basis for job-performance appraisals. You should include a list of major feedback resources and the method that will be used for the job.
  • Job descriptions should be uniform and fully documented throughout the company.
  • Adequate resources (masters, forms, flow charts, etc.) need to be readily available to effectively create and distribute job descriptions.
  • Certain individuals should be fully trained to effectively create and use job descriptions.
  • Each employee should be able to describe their job responsibilities the same as management would describe them.

    By using your employees’ job responsibilities and expectations within their performance appraisal, you will be better able to provide constructive feedback that will help each staff member improve their work.

    Feedback given only once a year is an inadequate vehicle for giving directions to an employee. The evaluation session itself reviews the past. Please use the session to also communicate the organization’s mission and operating philosophy statements that define its purpose and directions, which guide and define everyone’s work. Managers should also use the session to set goals for each employee personally and help them understand their role within their department and company.

    Employee performance can be one factor used for establishing salary increases and bonuses. But do not use their performance as the only factor when determining your organization’s salaries, wages and bonuses. Also base them on:

  • Market rate: What would it cost to hire someone on the open market at this employee’s current level of capabilities?
  • Accumulation of skills: Pay an employee for having acquired potential for flexibility.
  • Accumulation of responsibility: Pay an employee for having acquired a depth of contribution to a greater number of processes and for exercising influence over a large number of employees.
  • Seniority: Recognizing that with years in the company comes an expanded sense of how things can be made to happen, and through whom things can be made to happen — more contacts and networks; more business savvy and clout.
  • Prosperity: Sharing in the welfare of the entire organization (not just one division, product or operation). This should not be given preferentially to certain groups or individuals.

    Windsor resident Russell Disberger is a founding member of Aspen Business Group, a Northern Colorado-based specialty consulting and venture-capital firm. He can be reached at (970) 396-7009, or by e-mail at russell@aspenbusinessgroup.com.

    • Q: We are updating our job descriptions and appraisal forms for our staff. I am trying to keep them short, simple and to-the-point, while my general manager/human resources manager feels we need to go into great detail. Who is right?

    A: To answer the above question, ask yourself this question: “What do you currently expect job descriptions to accomplish for your organization?” One of the top five things employees want, based on the Gallup Organization poll, are clear and understandable job expectations of the employee and not a general idea of what is…

    Russell Disberger
    Categories: Uncategorized
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