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Abolish the Job Description

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Role descriptions cover job and non-job roles. Whereas, the job description has traditionally focussed on the job role only. Employees are now expected to perform multiple jobs in the workplace. This slide pack covers those roles.

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Abolish the Job Description

  1. 1. Abolish the Job Description - Replacing the Job Description with Role Descriptions Dr Tim Baker www.winnersatwork.com.au
  2. 2. Aims & Objectives Develop KPIs for the increasingly important roles employees play in the workplace Learn the process for converting job descriptions to role descriptions Understand the value and importance of the non-job roles employees' play
  3. 3. Legal disclaimer You are required to complete any other duties deemed relevant by your manager ....
  4. 4. Performance Management Framework (Baker, 2009)
  5. 5. Psychological ContractPsychological Contract Individual Organisation I offer I expect The organisation expects The organisation offers
  6. 6. New Employment Relationship Model Shifting from a Job focus to a Performance focus
  7. 7. Roles people play in organisations are more important than the jobs they do...
  8. 8. The Work People Do Job Role Non-job Roles Technical skills Team role Skill development role Innovation & Continuous Improvement role SOURCE: Baker, T. B. (2013) The End of the Performance Review: A New Approach to Appraising Employee Performance Positive Mental Attitude & Enthusiasm
  9. 9. Job description v Role description A job description usually define a set of specific tasks and responsibilities that are performed by a particular job-holder. A role description define the job role (technical tasks) and non-job roles that employees are expected to perform at work
  10. 10. Positive Mental Attitude & Enthusiasm Role Solution-focus The orientation of looking for solutions to problems rather than focusing on the problem. Autonomy The degree to which employees are able to work without close supervision. Positive Energy The degree to which the employee demonstrates a positive and cooperative approach towards their work and colleagues.
  11. 11. Team Role Leadership The ability to influence others within the team & organization in a positive way. Accountability The degree to which employees accept responsibility for their own work and the work of others they work with.
  12. 12. Self-development Developing oneself is associated with the commitment to help in carrying out employment duties now and in the future. Technical development Involves individuals planning and making decisions about education, training, and career choices as well as developing the right skills and knowledge to do so. Skill Development Role
  13. 13. Innovation and Continuous Improvement Role Problem solving and critical thinking Continuously seeking to identify, define, critically analyze, and resolve work problems through researching and testing alternative ideas and approaches. Customer responsiveness Involves the ability to identify, understand, build relationships with, and adapt to the requirements of external and internal customers in an appropriate manner.
  14. 14. Innovation & Continuous Improvement opportunities
  15. 15. Ways to Formulate Role Descriptions Dynamic duo method The manager or supervisor chooses two individuals who perform the same role—for example, two accounts receivable clerks—to consider the non-job elements associated with their role. Team method The manager or supervisor chooses three or four individuals, all of whom perform the same role, to complete the document.
  16. 16. Supervisor–incumbent method The supervisor or manager works with a single employee to complete the role documentation. Single-employee method The employee completes the document him/herself. For roles with only one employee, or for a vacant/new position, this may be the only method available, but it is not collaborative, and therefore is the least preferred method. Which approaches are available to formulate role descriptions?
  17. 17. SOURCE: Baker, T. B. (2013) The End of the Performance Review: A New Approach to Appraising Employee Performance
  18. 18. You can pre-order my latest book – The End of the Job Description from http://www.palgrave.com/page/detai l/the-end-of-the-job-description-tim- baker/?isb=9781137581464 or if you want to convert your job descriptions to role descriptions contact me at tim@winnersatwork.com.au Tim Baker’s latest book, The End of the Job Description, provides just the ticket for turning your organization into a great place to work.   Professor Marshall Goldsmith I author or editor of 34 books including the global bestsellers MOJO and What Got You Here Won’t Get You There

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