From time to time, you have probably looked at your job description and thought “that is fine, but it is not what I do”. The traditional job description has failed to change along with the work place, nature of job and recent trends of corporate hierarchies.
For example, jobs are becoming more fluid, multifaceted and project based. Companies adopt flatter structures, eliminate support staffs and are using a greater use of contractors and other temporary staffs. Moreover, the internet has created jobs that are still being defined and redefined daily and mergers and acquisition has led to the whole elimination of job categories. Considering all these recent developments, we can be sure that traditional job descriptions are not in a good position to produce company’s desired result. Lou Adler, president and CEO of POWER Hiring Inc. says “traditional job descriptions are a complete waste of time. They are the cause of more hiring errors than any other reason. I think that anyone who uses them to hire doesn’t know what they are doing.” Another scholar and author also argue that if job descriptions are too restrictive and detailed, then it impairs people creativity to think out of the box.
Then the question is do you need job description after all? Many scholars in the field including Roger Plachy argues yes you still need job description as it gave you a ground to attach. Otherwise, you will tend to be everywhere and lose the sight of the job. Job description is a statement of employment forming a business contract between the employer and employee detailing what is expected from each party. But, in order to serve that purpose, “you have to focus on what people will actually learn, do and become, which is motivating and inspiring.” In other words, job description should focus on results the company want to accomplish rather than stating how the employee should spend his/her time. Therefore, a good job description focuses on performance, success, success measurement and employees work impact on company’s mission. That means a good job description tell the employee what the employer expects of him/her and what he/she needs in order to do that.
In summary a clearly written, result oriented job description shape the beginning of the employee relationship and help everyone involved understand the mission, culture, needs and goals of the company. It can lead to clear performance objectives and measurement. It can give a firm guidelines and milestones for the terms of employment. It can also serve as a legal background for the termination of employment.
A comparison of old and new job description for receptionist in a doctor’s office reveals what it means to be result oriented. Whereas an old description might say: a receptionist greets patients, answers questions, and maintained an orderly reception area, the new description would say something like: the receptionist comforts patients by anticipating anxieties, answering questions and maintains an orderly reception area. The latter describe what an employee would accomplish rather than simply listing how should an employee spend his/her time. This change in perspective would allow an employer to make job description part of an ongoing process that begins before employment and continues through an employee term of service. Thus, if the job description makes the desired result clear, it will be possible to monitor performance and asses employee progress.
Therefore, to create an effective and useful job description, the following criteria are outlined
Consult the entire team: this means going out to other important functions of the company to find out how the job will affect them.
Distinguish among credentials, skills and traits: some job requires advanced degree other need skill like programming with Java and other demand traits like patience. Hence, the employer needs to spend some time to find out what he/she need in each area.
Take your time: in today’s hectic business environment, you want that new employee to start tomorrow. However, it is better to take time since the cost of getting rid of employee is much higher than the cost spent in finding the right employee.
Make sure you comply with all legal regulations: this means taking the highest care when designing job requirements as it is directly related to getting the work done. It also means that to make sure those requirements don’t unfairly prevent people from getting hired.
Describe your company’s culture: employer usually fail to describe their company’s culture. However, culture clashes are one the main causes of bad employer-employee match. At the very least it is essential to mention your work ethics, management style, performance standards and learning curve expectation.
Write job description for external, not internal audiences: if your target is to attract potential employee, you don’t have to assume knowledge, list all ongoing projects and tasks. In short you have to excise all industry jargon.
Reveal the salary range of the job: contrary to the usual assumption of not to disclose salary in job description, now is a good time to show that you are paying people equally for equal job.
Source:A summary of a newsletter from the Harvard business school publishing
