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Job Descriptions

Clear job description development and tracking

		The Best of: Steps to Define Expected Employee Performance

Where do you begin?

Ideally, form follows function. Job descriptions should be derived from the productivity need. Begin with a job analysis.

Caution: are you finding yourself creating the position for a particular candidate? Although this is not out of the realm of possibility – perhaps the boss wants to hire an old buddy, someone must be moved from an eliminated position, or for some other reason you need to make room for this person. In that case, begin with Step 2 below with the perspective of what this employee can do. Approach this effort knowing that there will be discrepancies and poor-fitting tasks that he may be assigned to do. Humph … that can cause many other issues … need I say more?

Design or Refine the Requirements

Step 1: Job Analysis

Perfection at the start is not necessary.

Use the following questions to complete this step.

What would he produce? Who would be the recipient of that product or service? What is the desired outcome at the end of the day?

Describe the product and service is of the position.

Then complete the following statement: “I need this position to _____.” And list everything that comes to mind.

Step 2: Function

Using what you created in Step 1, create a more serious list (one that you may want to actually publish in the employee manual) listing every single specific task or function.

Depending on the responsibility level of the position, the generality of this step will vary. Someone at a professional level with a good degree of responsibility will have a job description reflecting broader tasks such as

Assess customer satisfaction levels on an ongoing basis

Continue to track technological enhancements in the industry

Recommend updates to company equipment

Whereas, someone at a lower tier in the organization would have a job list containing items like this:

Vacuum floors nightly

Wipe down all work surfaces after putting away the equipment

Take inventory of needed items in the materials cabinet

If you need ideas for job description activities, the US Government has a full list of standards, classification factors, qualifications, grade level criteria, and OMAGOD more documentation than you would ever want to look at, except to cure insomnia. Would you expect anything less than an exhaustive publication from the Feds?

Link to US Government descriptions of job classifications

Note that you may not find something specific, such as a lawyer job description or a financial aid job description.

Step 3: Knowledge, Skills and Abilities (fondly referred to as KSA)

List the following:

Knowledge - the information that the employee must have in order to perform the job.

Skill – a competence in a learned activity that results in an observable outcome.

Ability – the competence and aptitude to perform the task.

Step 4: Physical characteristic

Some jobs require physical attributes. A pilot must be within certain height limits. A field technician may be required to lift a certain weight. And so on. You get it.

Step 5: Credentials and Experience and Other

Describe your minimal acceptance level of education, experience, credentialing, certification needed for the job, as well as the preferred levels.
Include here anything else that makes sense that has not been covered.

Step 6: Behavioral Requirements (too often overlooked)

It is okay to require an employee to have a certain positive outlook or attitude toward accomplishing daily tasks, especially if he deals directly with a critical customer base.

Consider a customer service rep job description that is heavy in behavior, vocal tone, and initiative to problem-solve.

Requirements in this area might include:
    Support of other team members
    Regular performance feedback to others
    Take initiative when in doubt of what to do
    Positive attitude when interacting with customers

This level of performance feedback is more and more mainstream. You absolutely CAN include it in an employee development plan.

Balance task and people

Remember the symphony analogy?

Your jobs should absolutely be described with a balance - the sheet music and the sound, the instruments and the training, the alignment AND the attunement.

Make the Requirements STICK

Step 7: Incorporate job requirements

Do ALL:

Put them in the employee manual or other policy
Review them when setting goals
Check for understanding of behavioral goals
Identify measurables that say tasks are being met
Identify observables that say expected behaviors are being met
Train and develop to these requirements
Include a discussion of the tasks and behaviors during the annual review process.

Consider a job description contract, which may be nothing more then a signature acknowledging an understanding of the job. If you need it to have legal substance, use a reputable employment lawyer.

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