developing effective job descriptions -10/09
DESCRIPTION
The primary steps to developing effective Job Descriptions that focus on achieving the goals for the position.TRANSCRIPT
Welcome!Welcome!
WRITING JOB DESCRIPTIONS TO ACCURATELY REFLECTTO ACCURATELY REFLECT
THE POSITION
Presented by:s y
What is the purpose ofJob Descriptions?
Establish a position in the company.p y
Define the tasks associated with the positionwith the position.
Define the decision making authority for the position.
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What is the purpose ofJob Descriptions?
Establish the requirements for the position.pEducation, experience & technical skillsskills.
Establish where the position fits i t th i ti l t tinto the organizational structure.
Determine the physical p yrequirements for the position.
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What do the courts say about job descriptions?
Job descriptions are among the first items the courts examine to determine the legitimacy of a discrimination chargediscrimination charge.
The courts look to see if the job description was prepared before advertising and interviewing for a position.
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What do the courts say about job descriptions?
Were the questions asked in interviews consistent with the job description?
Is the job description consistentIs the job description consistent with what the employee is expected to do today?
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P l f better hPeople perform better when
they understand the resultthey understand the resultthat is expected of them in
performing their job.
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Consider the followingConsider the following
At 5:00 pm do the following tasks:
Lock the front door.
Turn off all lights in the office.
Set the thermostats at 80Set the thermostats at 80 .
Make sure all office machines are set at the best energy saving settingat the best energy saving setting.
Make sure all kitchen appliances are ff t t b t ioff or set at best energy saving
setting.
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Consider the followingConsider the following
The result you are looking for is to secure the office for the night.
When employees understandWhen employees understand the result expected, they show more diligence and effort in getting the job done correctly and completely.
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Consider using a Position ( )Results Description (PRD)
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Consider using a Position ( )Results Description (PRD)
The PRD is more compatible with Standard Operating p gProcedure Manuals and Employee Evaluation SystemsEmployee Evaluation Systems.
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Consider using a Position ( )Results Description (PRD)
The components of a PRD includeThe Position Goal
Key Result Areas (KRA)Key Result Areas (KRA)
Result Expected in each Key R lt AResult Area
Tasks to be completed in Each KRA
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Writing the Position Results Description
The best person to assist in writing the PRD is the person g pcurrently performing the positionposition.
Have the person(s) doing the job keep a log of activities for at least one monthly cycle.
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Writing the Position Results Description
The supervisor should develop a description of the position by p p ydefining the following:a Goal of the position (Generala. Goal of the position (General
Responsibilities)
K R lt A (D ti )b. Key Result Areas (Duties)
c. Tasks associated with each KRA
d. Supervision
e. Records and reporting
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p g
Writing the Position Results Description
The supervisor should develop a description of the position by p p ydefining the following (continued):
f Materials and equipmentf. Materials and equipment (computers, machinery)
D i i ki th itg. Decision making authority
h. Knowledge, skills and abilities
i. Working conditions
j. Physical demands
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j y
Writing the Position Results Description
Reconcile the logs of the person performing the position p p g pwith the supervisor’s description.
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Writing the Position Results Description
The PRD should include:
Position TitlePosition Title
Goal of the position
Key Result Area (KRA)
Result expected in each KRAResult expected in each KRA
The tasks associated with each KRA
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Writing the Position Results Description
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Writing the Position Results Description
The requirements for the position are hiring criteria and p gwhile vital in the recruiting or promotion process not neededpromotion process, not needed in the PRD
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An ExerciseAn Exercise
1. Identify the Key Result Areas (KRA) using the list of tasks ( ) gprovided.
Develop the “Result Expected”2. Develop the Result Expected for each KRA
3. Develop a Goal for the position.position.
4. What is missing?
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Develop the “General” KRA.
An ExerciseAn Exercise
THERE ARE SIX KRA’s
Project ManagementProject Management
Client Relationships
Personnel Management
ReportingReporting
Project Safety
General
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Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
QUESTIONS?
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Thank You!Thank You!
Wade Messer858 674 6604858.674.6604
messerandcompany.com
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