Developing Effective Job Descriptions -10/09
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Developing Effective Job Descriptions -10/09

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The primary steps to developing effective Job Descriptions that focus on achieving the goals for the position.

The primary steps to developing effective Job Descriptions that focus on achieving the goals for the position.

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Developing Effective Job Descriptions -10/09 Developing Effective Job Descriptions -10/09 Presentation Transcript

  • Welcome! WRITING JOB DESCRIPTIONS TO ACCURATELY REFLECT THE POSITION Presented by: s y
  • What is the purpose of Job Descriptions? Establish a position in the company. p y Define the tasks associated with the position. position Define the decision making authority for the position. Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • What is the purpose of Job Descriptions? Establish the requirements for the position. p Education, experience & technical skills. skills Establish where the position fits iinto the organizationall structure. t th i ti t t Determine the physical p y requirements for the position. Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • 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 charge charge. The courts look to see if the job description was prepared before advertising and interviewing for a position. Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • What do the courts say about job descriptions? Were the questions asked in interviews consistent with the job description? Is the job description consistent with what the employee is expected to do today? Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • People perform better when P l f h they understand the result that is expected of them in performing their job. Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Consider 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 80 . Make sure all office machines are set at the best energy saving setting. setting Make sure all kitchen appliances are off or set at best energy saving ff t t b t i setting. Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Consider the following The result you are looking for is to secure the office for the night. When employees understand the result expected, they show more diligence and effort in getting the job done correctly and completely. Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Consider using a Position Results Description ( (PRD) ) Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Consider using a Position Results Description ( (PRD) ) The PRD is more compatible with Standard Operating p g Procedure Manuals and Employee Evaluation Systems Systems. Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Consider using a Position Results Description ( (PRD) ) The components of a PRD include The Position Goal Key Result Areas (KRA) Result Expected in each Key Result A R lt Area Tasks to be completed in Each KRA Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Writing the Position Results Description The best person to assist in writing the PRD is the person g p currently performing the position. position Have the person(s) doing the job keep a log of activities for at least one monthly cycle. Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Writing the Position Results Description The supervisor should develop a description of the position by p p y defining the following: a. a Goal of the position (General Responsibilities) b. Key R K Result Areas (D ti ) lt A (Duties) c. Tasks associated with each KRA d. Supervision e. Records and reporting p g Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Writing the Position Results Description The supervisor should develop a description of the position by p p y defining the following (continued): f. f Materials and equipment (computers, machinery) g. Decision making authority D i i ki th it h. Knowledge, skills and abilities i. Working conditions j j. Physical demands y Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Writing the Position Results Description Reconcile the logs of the p person pperforming the position g p with the supervisor’s description. Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Writing the Position Results Description The PRD should include: Position Title Goal of the position Key Result Area (KRA) Result expected in each KRA The tasks associated with each KRA Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Writing the Position Results Description Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Writing the Position Results Description The requirements for the p position are hiring criteria and g while vital in the recruiting or promotion process, not needed process in the PRD Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • An Exercise 1. Identify the Key Result Areas ( (KRA) using the list of tasks ) g provided. 2. Develop the “Result Expected Result Expected” for each KRA 3. Develop a Goal for the position. 4. What is missing? Develop the “General” KRA. Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • An Exercise THERE ARE SIX KRA’s Project Management Client Relationships Personnel Management Reporting Project Safety General 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.
  • Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • QUESTIONS? Copyright © 2009 Messer and Company, Inc. All Rights Reserved.
  • Thank You! Wade Messer 858.674.6604 858 674 6604 wmesser@messerandcompany.com messerandcompany.com Copyright © 2009 Messer and Company, Inc. All Rights Reserved.