Speaking of Business: Outline your expectations, job descriptions together

Q: I am tired of my employees not understanding what they are supposed to do. I have coached them, reviewed their job descriptions with them and provided them with the necessary training. I am the president of a 10-year-old construction company, but I’m at a total loss as to what else I can do.

A: As a manager you can, and do, affect the performance of your employees each and every day. Most employees do not start working for a business planning to fail. People are the heart of any organization. Finding, hiring and retaining effective workers is essential to your success as manager and to the overall success of the company.

I would first look at how management is matching employees to tasks. As a manager, you need to find people who are naturally wired to do each task. This is called behavior profiling. It works, and it can save or make your company. The system I use is by Professional DynaMetrics Programs.

Professional DynaMetrics Programs is based on solid research in the area of behavioral profiling. Most people may be familiar with systems such as Myers-Briggs. In my assessment of the Professional DynaMetrics Programs, I believe that it surpasses programs similar to Myers-Briggs on a number of attributes, including higher validity and reliability and more-practical applications.

Second, I would start by improving your company’s selection process. I would develop a job model based on both skill and behavior. You will also need to make sure everyone involved with the hiring process has a clear vision of what the company is looking for in a new hire. The best way to do this is by developing a quantitative job description in part developed by Kathy Egan.

Egan says a quantitative job description must include:

” A measurable or quantified description of job duties.

” A list of performance standards for each job duty.

” Clear and measurable performance standards.

Why should you do it?

” So that the manager can define what is needed.

” To create an effective interview package.

” To create a training manual.

” To clearly communicate expectations.

” As a base for performance reviews.

” For legal and humane terminations.

” As defensive personnel management.

Sounds like a lot of work. How do you do it? Well, you could hire a consultant to do it for you. Or, you could delegate to managers and employees. You could create it “as you go” during training. No matter the method you choose, by using these systems you should reduce your stress, increase your productivity and reduce your headaches.

The following is a partial sample of a quantitative job description for a receptionist:

The purpose:

To meet and greet clients in person and over the phone, process and distribute incoming mail, type correspondence and prepare monthly statements and reports. Maintain inventory of office supplies, clean offices and maintain files.

Essential functions and performance standards:

1. Answer phones.

Exceeds: Always answers pleasantly by the second ring. Leaves calls on hold under 15 seconds.

Meets: Always answers pleasantly by the third ring. Leaves calls on hold under 20 seconds.

Below: Answers without a pleasant voice, with often more than three rings. Leaves calls on hold over 20 seconds.

2. Greet walk-ins.

Exceeds: Always acknowledges all visitors as soon as possible with a smile that brings a smile.

Meets: Acknowledges visitors with a smile.

Below: Keeps people waiting, doesn’t acknowledge, doesn’t smile. Finishes personal conversations first.

3. Types correspondence.

Exceeds: Completed same day received. Proofs own work, checks spelling and grammar. Presents for signature with envelope. Automatically prepares file copy.

Meets: Completes twice a week. Catches obvious errors, usually checks spelling.

Below: Completes when convenient or when reminded. Average turnaround time is in excess of three days. Doesn’t proofread or check spelling.

4. Prepares daily outgoing mail.

Exceeds: Daily, always has mail ready ahead of time.

Meets: Daily, sometimes racing to beat mail pickup.

Below: Usually late. Items often mailed late.

5. Sorts and distributes incoming mail.

Exceeds: Immediately opens, date stamps and routes all mail properly within one or two hours. Makes errors in routing infrequently (no more than once per week).

Meets: Routes all mail in three to five hours with few errors.

Below: Routes mail when it is convenient. Often makes errors.

6. Takes phone messages.

Exceeds: Always lists name of caller, number and time to return call. Messages are legible, dated with time of call noted. Keeps carbon-copy message books.

Meets: Lists name and number. Messages are legible, usually dated. Occasionally writes messages on scraps of paper.

Below: Lists name only. Frequently uses scraps of paper. Messages often illegible.

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

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