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Transforming Job Descriptions From Tactical to Strategic


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Job descriptions are the foundation of many key activities in HR, but most organizations treat the creation and maintenance of job descriptions as an ad hoc process, driven by an immediate need to recruit or retain.

In this discussion Melissa Tessendorf will talk about best practices for creating and maintaining job descriptions and how job competencies can provide a more strategic overall approach.

This session will cover:

Best practices for writing job descriptions.
Who should be responsible for initiating the process and who should do the writing?
The differences between recruitment-focused job descriptions and job descriptions for HR.
How to avoid common job description writing mistakes.
Why critical competencies should be incorporated into the job description.
How the entire organization can benefit from a job descriptions enhanced with critical competencies.
How technology can assist.

Published in: Technology, Business
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Transforming Job Descriptions From Tactical to Strategic

  1. 1. You can listen to today’s webinar using your computer’sspeakers or you may dial into the teleconference.If you would like to join the teleconference,please dial 1.650.479.3208 and enter access code: 921 842 756 #.You will be on hold until the seminar begins.
  2. 2. Speaker: Melissa TessendorfHead of Professional DevelopmentKenexa, an IBM CompanyModerator: Kellye WhitneyAssociate Editorial DirectorWorkforce Management magazine
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  5. 5. 1. Will I receive a copy of the slides after the webinar?YES2. Will I receive a copy of the webinar recording?YESPlease allow up to 2 business days to receive these materials.
  6. 6. Moderator:Kellye WhitneyAssociate Editorial DirectorWorkforce Management magazine
  7. 7. Speaker:Melissa TessendorfHead of Professional DevelopmentKenexa, an IBM Company
  8. 8. TRANSFORMING JOBDESCRIPTIONS FROM TACTICALTO STRATEGICMelissa TessendorfJune 25, 2013To us, business is personal
  11. 11. Copyright Kenexa®, 2011 11Copyright Kenexa®, 2012 11TRADITIONALPURPOSE OF AJOB DESCRIPTION• Regulatory, Legal– ADA, FLSA, EPA, SEC, TJC…..• Job Postings– Why work for us? What we mean by an Accountant:1• Survey Matching– What does the survey define as an Accountant:1 as and is thatthe same as ours?
  12. 12. Copyright Kenexa®, 2011 12Copyright Kenexa®, 2012 12TRADITIONALSTAKEHOLDERS• General Counsel• Hiring Managers; Recruiters• Compensation Managers and Analysts• Employees?
  13. 13. Copyright Kenexa®, 2011 13Copyright Kenexa®, 2012 13WHAT’S AJOB DESCRIPTION WORTH -$5, $50 OR $5,000?Attracting wrong applicants = wasted time and cost for selection,assessment and processing. How many people do you interview and nothire?Improved onboarding effectiveness = Achieve initial goals quickerSales = more sales sooner/few lossesQuality = shorter role familiarization time = increased performanceFocused activity = greater productivityMore accurate marketing pricing = optimized salary budgets.
  14. 14. Copyright Kenexa®, 2011 14Copyright Kenexa®, 2012 14PUTTING ITALL TOGETHER…Acquiring talent: Cost of a poor hire: $300K-$500KEngaging talent: Rate of efficiency at which most businesses operatebecause of poor engagement: 30%Developing talent: Average time required for a new manager to becomeproductive: 6 months consider that the # of employees the averagemanager’s actions impacts is 12Deploying/Assigning talent: Percentage of a company’s employees whoare well-suited for their roles: 20%Retaining talent: Cost of losing a talented employee: $250K - $500KEvaluating talent: The value of a top performer is 2-4x the performance ofaverage employeesImagine if companies did this better…(an HCI consolidation of data)
  15. 15. Copyright Kenexa®, 2011 15Copyright Kenexa®, 2012 15application UseExecutive Presentationof Research ResultsTraining and RolloutContinued Research onInstrumentapplication DevelopmentResearch InstrumentDevelopmentConcurrent ValidationStudyFinal InstrumentDevelopmentJob AnalysisStakeholder Interviews Focus GroupsJob AnalysisQuestionnaireDEVELOPMENTPROCESS
  16. 16. Copyright Kenexa®, 2011 16Copyright Kenexa®, 2012 16JOB MANAGEMENT:WHY DON’T WEDO IT ALREADY?
  18. 18. Copyright Kenexa®, 2011 18Copyright Kenexa®, 2012 18DEFINING AJOB IN 2012Job DescriptionsRoles and ResponsibilitiesJob RequirementsKey TasksValueof the JobJob – SpecificCompetenciesWho writes them? Who owns them? How are they managed?
  19. 19. Copyright Kenexa®, 2011 19Copyright Kenexa®, 2012 19TODAY’SSTAKEHOLDERSJob DefinitionCareer &SuccessionPlanningLearning &DevelopmentRiskManagement/LegalRecruitment &SelectionWorkforcePlanningCompensationPerformanceManagementEmployees?
  20. 20. Copyright Kenexa®, 2011 20Copyright Kenexa®, 2012 20DEFININGA JOBJob Descriptions, Job Valueand CompetenciesBusinessResults20Performance Management,Coaching, Goal Setting,Assessment, Succession PlanningEmployee Development, Advancement,Compensation Planning, Affiliation andEngagementTalentProfile
  22. 22. Copyright Kenexa®, 2011 22Copyright Kenexa®, 2012 22JOB DESCRIPTIONAPPLICATIONSJob DefinitionUnderstand | Measure | ImproveLearning and Development• Identify areas of development;• Align resources to businessstrategy.Succession• Identify and preparesuccessioncandidates.• Establish expectationsfor progression.Recruitment• Match candidates topositions based onexperience and skill.• Establish competencyrequirements for ‘newhires’.Performance Management• Provide a clear understandingof what ‘good’ looks like.• Provide a basis forperformance discussions andcoaching and feedback.Resource ManagementCareer Planning• Provide a career planningframework that aligns tocompany objectives andcareer aspirations.• Assign employees to project teamsbased on critical requirements.with a small ‘a’
  23. 23. Copyright Kenexa®, 2011 23Copyright Kenexa®, 2012 23WHO SHOULD BEINCLUDED• Who Drives Development?• Who Provides Input?• Who Reviews and Approves?• Who Maintains It?
  24. 24. Copyright Kenexa®, 2011 24Copyright Kenexa®, 2012 24WHAT SHOULDBE INCLUDED• Principle duties andresponsibilities• CriticalCompetencies• ReportingRelationships• Job Level• Job Grade• MinimumQualifications• Exemption Status• Working Conditions• Disclaimer• Job Title• General SummaryGeneralDescriptiveInformationLegal/ RiskManagement/RegulatoryOversightTalentAcquisition/Evaluation/DevelopmentOrganizationalStructure/Compensation
  25. 25. Copyright Kenexa®, 2011 25Copyright Kenexa®, 2012 25GENERAL DESCRIPTIVEINFORMATION• Job Title– Simple, Descriptive– Functional– Gender Free• General Summary– High level– Purpose of the role
  26. 26. Copyright Kenexa®, 2011 26Copyright Kenexa®, 2012 26LEGAL AND REGULATORYINFORMATION• Minimum Qualifications– Education– Experience• Exemption Status– Exempt– Non-Exempt• Working Conditions• Disclaimer– “Other duties”
  27. 27. Copyright Kenexa®, 2011 27Copyright Kenexa®, 2012 27COMPENSATION• May include– Reporting Relationships– Grade and Job Level– Career Ladder– Compensation opportunity (with limited access)• Communicates– Relationship to other jobs within the organization and to theexternal market– Development and Career planning opportunities
  28. 28. Copyright Kenexa®, 2011 28Copyright Kenexa®, 2012 28DUTIES ANDRESPONSIBILITIES• Include Essential Functions• Interview Managers High Performer Input– What are the 4-6 broad areas of responsibilities for this job e.g.,client service, technical, operations, market development,admin?– What are the specific responsibilities within those areas?– What are the key tasks supporting those responsibilities?– What are the key measures of success?
  29. 29. Copyright Kenexa®, 2011 29Copyright Kenexa®, 2012 29COMPETENCIES• Critical to the role• Defines what good or target performance looks like• How I do my job
  30. 30. Copyright Kenexa®, 2011 30Copyright Kenexa®, 2012 30COMPETENCIESLeadership CompetenciesFunctional/Job Specific CompetenciesFinance&AccountingCore organizational CompetenciesPurchasing&PayablesResearch&DevelopmentCredit&CollectionsInformationTechnologyInnovationAlignmentBusinessAnalysis30
  31. 31. Copyright Kenexa®, 2011 31Copyright Kenexa®, 2012 31COMPETENCIESCompetency InnovationDefinition Develops new ideas and initiatives that improve the organizations performance.Level 1:BasicUnderstandingSuggests better ways of completing own work.Demonstrates the ability to generate ideas organically or in a brainstorming session.Supports innovations that are introduced by team leaders and managers.Seeks help to shape ideas into workable proposals for change.Level 2:Working ExperienceSeeks new or non-traditional ideas to improve effectiveness in own area of responsibility.Participates in efforts to develop ideas generated by team members.Seeks applicable new ideas and approaches.Surfaces ideas from other groups that have applicability to the team.Helps develop implementation plans for introducing innovations to the group.Level 3: ExtensiveExperienceEncourages exploration of non-traditional ideas from team members.Seeks new or non-traditional ideas to improve effectiveness in teams area of responsibility.Fosters a team culture that encourages exploration of non-traditional ideas.Guides team members in the development and fulfillment of proposed innovations.Develops change initiatives that target improvement of significant organizational capabilities.Implements strategies for renewing or deepening change efforts.Level 4:Subject MatterDepthandBreadthIntroduces new perspectives and information to the team in order to stimulate innovation and change.Supports new ideas and technologies that produce competitive advantage.Shares best practices and benchmarks of excellence.Provides ongoing sponsorship for innovation programs and change initiatives.Mentors team to question established practices and propose innovations.Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.
  32. 32. Copyright Kenexa®, 2011 32Copyright Kenexa®, 2012 32COMPETENCIESJob Family NameSoftwareEngineeringSoftware FieldSupportSoftware ProductQuality ManagementJob Family DescriptionDesign, development,delivery, andenhancement of softwareproducts, systems andplatforms.On-site and remotecustomer support forinstallation and operationof companys softwareproducts, systems, andplatforms.Quality management, qualityassurance, quality control,testing and compliance servicesfor software products, systemsand platforms.2 Senior ManagementStrategy formulation; Visionimplementation; Operationalresponsibility; Cost and riskmanagement; Enterprise viewSoftware DevelopmentDirectorField Service Director Quality Assurance Director3 Management; Senior Level ConsultingFunctional, technical or processleadership; Management ofmultiple teams; High complexityand ambiguity; TacticalresponsibilitiesSoftware DevelopmentManager, GroupField Service Manager,RegionQuality Assurance Manager,GroupSoftware DevelopmentSpecialist, MasterField Service Specialist,MasterTesting Manager, SeniorQuality Assurance Architect4 First Line Management; Sr Professional
  33. 33. Copyright Kenexa®, 2011 33Copyright Kenexa®, 2012 33Copyright Kenexa®, 2012IDENTIFYINGOPPORTUNITIESACROSS THE FUNCTIONSample CompetenciesTarget ProficiencyLevelSoftware DeveloperSpecialist, MasterTarget ProficiencyLevelTesting Manager,SeniorJims CurrentProficiency LevelKnowledge of Organization 2 2 2Products and Services 3 3 3Earned Value Management 3 3 3Software Development 3 3RAD (Rapid ApplicationDelivery)4 4 4Extreme Programming (XP) 4 3 3IT PROJECTMANAGEMENT3 2 3INFORMATION SECURITYMANAGEMENT3 2 2Configuration Management 3 2 3ISO 9000-3 3 1 2
  34. 34. Copyright Kenexa®, 2011 34Copyright Kenexa®, 2012 34JOB LEVELINGORGANIZATIONAL FUNCTIONS Information TechnologyJob FamilyNamesSoftwareEngineeringSoftware FieldSupport2 Senior ManagementStrategyformulation;Visionimplementation;Op responsibility;Cost and riskmanagement;Enterprise viewSoftwareDevelopmentDirectorField ServiceDirector3 Management; Senior Level ConsultingFunctional,technical orprocessleadership;Management ofmultiple teams;High complexityand ambiguity;TacticalresponsibilitiesSoftwareDevelopmentManager,GroupField ServiceManager,RegionSoftware Dev.Spec, MasterField ServiceSpecialist,MasterOil & Gas IndustryExploration ProductionExplorationDirectorProduction DirectorGeoscientistManagerDrilling OperationsManagerExplorationManagerOilfield ManagerGeophysicistProductionEngineerReservoir Engineer(Exploration)Reservoir Engineer(Production)General Corporate FunctionsCompensation andBenefitsHuman ResourcesBenefits DirectorHuman ResourcesDirectorCompensation andBenefits DirectorInternationalHuman ResourcesDirectorCompensation andBenefits ManagerHealth and SafetyManagerCompensationManagerHRIS ManagerCorporateInsurance ManagerHuman ResourcesConsultant, SeniorExecutive CompManagerRecruitmentManager
  36. 36. Copyright Kenexa®, 2011 36Copyright Kenexa®, 2012 36IN SUMMARY• Key Activities with Job Descriptions as the Foundation– Assessments– Performance Evaluations– Development Plans– Career Paths– Succession Plans• Key Benefits– Compliance and risk management– Improved performance and development discussions– Internal equity supported– Jobs aligned with key business outcomes
  37. 37. Copyright Kenexa®, 2011 37Copyright Kenexa®, 2012 37BEST PRACTICES -DEVELOPMENT• Consistent Format and Information: Template• Common language: Education• Addresses Context: application of content• Clear and Concise:• Key stakeholder involvement:
  38. 38. Copyright Kenexa®, 2011 38Copyright Kenexa®, 2012 38• Technology: Word, Excel or something that managesit as an enterprise resource?• Defined Process: Inputs, validation and outputs.• Annual Updates• Governance: Ownership accountable for all uses ofyour job definition and executionBEST PRACTICES -MAINTENANCE
  39. 39. Copyright Kenexa®, 2011 39Copyright Kenexa®, 2012 39• Version Control• Job Title Proliferation• Extraneous Information-Creative Writing• Continued AlignmentWATCH OUTFOR…..
  40. 40. Copyright Kenexa®, 2011 40Copyright Kenexa®, 2012 40QUESTIONS?Melissa
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