Everything you need to know about legally compliant job descriptions

All you need to know about writing legally
compliant competency and outcomes based
Job Descriptions
Human Resources, Labour Relations and Payroll Specialists
July 2018 "People Management Simplified" 1

The purpose of
Job Descriptions

Purpose of Job Descriptions - 1
• Allows the organisation to ensure that all the functions
and tasks it requires to be performed are assigned to
a responsible person who has the ability to perform
the tasks, and to ensure that they are carried out.

• Ensures that each employee is aware of the functions
and tasks for which they are responsible and
accountable, and the required performance standards
that must be met.

• Ensures that each employee is aware of the functions
and tasks for which they are responsible and
accountable, and the required performance standards
that must be met.
• Provides accurate criteria on which recruitment can be
based.

• Allows the organisation to ensure that all the functions and
tasks it requires to be performed are assigned to a
responsible person who has the ability to perform the
tasks, and to ensure that they are carried out.
• Ensures that each employee is aware of the functions and
tasks for which they are responsible and accountable, and
the required performance standards that must be met.
• Provides accurate criteria on which recruitment can be
based.
• Provides objective criteria on which performance reviews
can be based.
/cont….

• Provides objective criteria on which poor or sub-
standard work performance can be identified, and
managed.

managed.
• Allows risk to be identified.

managed.
• Allows key positions to be identified, and a critical
skills plan to be developed.

managed.
• Allows accurate skills gap analysis to be conducted.

managed.
• Provides measures on which training and
development, and succession/progression planning,
can be based.

managed.
can be based.
• Ensures that the organisation complies with
applicable labour legislation.

managed.
can be based.
• Ensures that the organisation complies with
applicable labour legislation.
• I.S.O. requirement.

Legal
Compliance

Legislative Framework
Various statutes
influence the
manner in which
Job Descriptions
should be
compiled.
To ensure best practice Job Descriptions should also incorporate the guidelines
provided by the Codes of Good Practice titled “Integration of Employment Equity
into HR policies” and “Equal pay for work of equal value”.
Note: The extracts from the legislation must be interpreted within the context of the legislation.

Labour Relations Act (L.R.A.) - 1
Section 188
1) A dismissal …. is unfair if the employer fails to prove:
a) That the reason for dismissal is a fair reason
i) related to the employee’s conduct or capacity, or
ii) based on the employer’s operational requirements”
Note: “Capacity” refers to both the ability and/or
willingness of an employee to perform their duties, and
the inability of an employee to perform due to ill-health or
injury.

Labour Relations Act (L.R.A.) - 2
Schedule 8 – Section 9 - Guidelines in cases of
dismissal for poor work performance.
Any person determining whether a dismissal for poor
work performance is unfair should consider
a) Whether or not an employee failed to meet a
performance standard, and
b) If the employee did not meet a required performance
standard, whether or not
(i) the employee was aware, or could reasonably be
expected to have been aware of the required
performance standard, and
(ii) ……

Basic Conditions Of Employment Act (B.C.E.A.) - 1
Section 29 – Written particulars of employment
1) An employer must supply an employee when the
employee commences employment, with the
following particulars in writing -
b) the name and occupation of the employee, or a
brief description of the work for which the
employee is employed
p) a list of other documents that form part of the
contract of employment indicating a place
reasonably accessible to the employee where a
copy of each may be obtained.

Basic Conditions Of Employment Act (B.C.E.A.) - 2
Section 29 – Written particulars of employment
2) When any matter listed in subsection 1 changes –
a) The written particulars must be revised to reflect
the change, and
b) The employee must be supplied with a copy of the
document reflecting the change.
Note: This section refers the “Letter of Appointment” that specifies the terms
and conditions pertaining to an employment contract.
Unilateral changes to the terms and conditions of the contract are
prohibited.
Changes must be negotiated, agreed to, and recorded in writing.
This extends to the job description!

Employment Equity Act (E.E.A.) - 1
Section 5 - Elimination of unfair discrimination
Every employer must take steps to promote equal
opportunity in the workplace by eliminating unfair
discrimination in any employment policy or practice.

Chapter 1 – Definitions
Employment policy or practice includes but is not limited to:
a) Recruitment procedures, advertising, and selection
criteria
b) Appointments
c) Job classification and grading
d) Remuneration, benefits and terms and conditions of
employment
e) Job assignments
f) ……
g) Training and development
h) Performance evaluation systems
i) Promotion

Section 6 – Prohibition of unfair discrimination
2) It is not unfair discrimination to –
a) ……
b) distinguish, exclude or prefer any person on the
basis of an inherent requirement of a job.
3) ….
4) A difference in terms and conditions of employment
between employees of the same employer
performing the same or substantially the same work
or work of equal value that is directly or indirectly
based on any one or more of the grounds listed in
subsection (1), is unfair discrimination.

Section 7 – Medical Testing
1) Medical testing of an employee is prohibited, unless –
a) legislation permits or requires the testing
b) It is justifiable in the light of medical facts,
employment conditions, social policy, the fair
distribution of employee benefits, or the inherent
requirements of the job.

Section 8 – Psychological Testing and similar
assessments
Psychological Testing and similar assessments of an
employee is prohibited, unless the test or assessment
being used–
a) Has been scientifically shown to be valid and reliable
b) Can be applied fairly to all employees
c) Is not biased against any employee or group

Section 9 – Applicants
“For purposes of sections 6, 7 & 8, ‘employee’ includes
an applicant for employment.”

Section 20 – Suitably qualified employee
3) For purposes of this Act, a person may be suitably
qualified for a job as a result of any one of, or any
combination, of that person’s,
a) Formal qualifications,
b) Prior learning,
c) Relevant experience,
d) Capacity to acquire, within a reasonable time, the
ability to do the job.

4) When determining whether a person is suitably
qualified for a job the employer must –
a) Review all the factors listed in subsection 3), and
b) Determine whether that person has the ability to do
the job in terms of any one or any combination of
those factors.

Occupational Health And Safety Act (O.H.S.A.) - 1
Section 1 – Definitions
“Hazard” means a source of or exposure to danger.
“Danger” means anything that may cause injury or
damage to persons or property.

Occupational Health And Safety Act (O.H.S.A.) - 2
Section 8 – General duties of employers to their employees
1) Every employer shall provide and maintain a working
environment that is safe and without risk to the health of
its employees.
2) Without derogating from the generality of the employer’s
duties under subsection 1, the matters to which these
duties refer include in particular:
e) “establishing what hazards to the health and safety of
persons are attached to any work performed, ……”

Codes of Good
Practice

Codes of Good Practice - 1
EMPLOYMENT EQUITY ACT, 1998 (ACT 55 OF
1998 AS AMENDED)
Code of Good Practice on the Integration of
Employment Equity into Human Resource Policies
and Practices
Section 6

6. JOB ANALYSIS AND JOB DESCRIPTIONS
6.1. SCOPE
6.1.1. A job description outlines the role and duties of the job and consists of two components:
6.1.1.1. a description of the outputs of the job (what the job proposes to do). This description
should provide an accurate and current picture of what functions make up a job, and should not
include unrelated tasks. This should outline the job's location, purpose, responsibilities, authority
levels, supervisory levels and interrelationships between the job and others in the same area; and
6.1.1.2. a description of the inputs of the job (i.e. what the person doing the job is required to do).
This description should provide details about the knowledge, experience, qualifications, skills and
attributes required to perform the job effectively.
6.1.2. Employers should conduct a job analysis when developing a job description. A job analysis
is the process used to examine the content of the job, breaking it down into its specific tasks,
functions, processes, operations and elements.
6.2. IMPACT ON EMPLOYMENT EQUITY
Job descriptions may either advance or undermine employment equity depending on how they are
written. A job description should clearly state the essential or inherent requirements of the job.
These are the minimum requirements that an employee needs in order to be able to function
effectively in that job. These requirements should not be overstated so as to present arbitrary or
discriminatory barriers to designated groups. However, in the interests of promoting the
appointment of employees who may not meet all the essential or inherent job requirements, an
employer may decide that an employee who has, for instance, six out of the ten threshold or
essential requirements, will be considered to be suitably qualified, subject to obtaining the
outstanding requirements within a specified time.

6.3. POLICY AND PRACTICE
6.3.1. In order to ensure that job descriptions refer only to the essential or inherent job
requirements, they should comply with the following criteria:
6.3.1.1. Each task or duty in the job description is essential to be able to perform the job and is not
overstated;
6.3.1.2. The job description is free of jargon and is written clearly;
6.3.1.3. The competency specification includes only criteria essential to perform the duties. This
should be objective and avoid subjective elements that can be interpreted differently;
6.3.1.4. Experience requirements that are not essential, related or arbitrary to the job should be
excluded; and
6.3.1.5. Criteria do not disadvantage employees from designated groups.
6.3.2. An employer may also use job descriptions to promote affirmative action, for instance, by
incorporating potential as a requirement and making reference to development and training to
acquire additional skills and competencies.
6.3.3. A job description should be capable of flexible interpretation in the interest of promoting
affirmative action. In this regard, an employer may list all the minimum or essential requirements
of the job.

6.4. KEY LINKS TO OTHER TOPICS IN THE CODE
6.4.1. Recruitment and selection - Job descriptions that are flexible may aid the recruitment of
employees from designated groups in order to create equitable representation. Rigid job
descriptions may operate as a barrier to attracting individuals from designated groups with
potential.
6.4.2. Performance management - Specificity of job descriptions contributes to setting clear
performance objectives in an employee's career development plan. This may avoid
perceptions of unfair or discriminatory treatment in performance.
6.4.3. Skills development - A clear job description enables the identification of skills and
competency gaps. These gaps could be closed through appropriate interventions like
training and development.

EMPLOYMENT EQUITY ACT, 1998 (ACT 55 OF
1998 AS AMENDED)
Code of Good Practice on Equal Pay/ Remuneration
for work of Equal Value
Sections 5 - 8

5. EVALUATING JOBS
5.1. Article 3 of the ILO Equal Remuneration Convention 1951 (No. 100) requires that "measures
shall be taken to promote objective appraisal of jobs on the basis of the work to be performed".
5.2. While the Convention only applies to equal pay /remuneration for work of equal value
between men and women, the need to conduct an objective appraisal of jobs is a necessary
element of applying the principle in all contexts, in particular, to eliminate residual structural
inequalities related to legislated and practised racial discrimination that applied in the labour
market in South Africa.
5.3. In order to ascertain the value of the job for the purpose of applying the principle of equal pay
/remuneration for work of equal value, an objective assessment in accordance with relevant and
appropriate criteria must be undertaken.
5.4. The basic criteria commonly used to evaluate the value of jobs by an employer are-
5.4.1. The responsibility demanded of the work, including responsibility for people, finances and
material. This includes tasks that have an impact on who is accountable for delivery of the
enterprise's or organisation's goals, for example, its profitability, financial soundness, market
coverage and the health and safety of its clients. It is important to consider the various types of
responsibility associated with the enterprises or organisation's goals independently from the
hierarchical level of the job or the number of employees it involves supervising.
5.4.2. The skills, qualifications, including prior learning and experience required to perform the
work, whether formal or informal. This includes knowledge and skills which are required for a job.
What is important is not how these were acquired but rather that their content corresponds to the
requirements of the job being evaluated. Qualifications and skills can be acquired in various ways
including academic or vocational training certified by a diploma, paid work experience in the
labour market, formal and informal training in the workplace and volunteer work.

5.4.3. Physical, mental and emotional effort required to perform the work. This refers to the
difficulty related to and the fatigue and tension caused by performing job tasks. It is important not
to only consider physical efforts but also take mental and psychological effort into consideration.
5.4.4. The assessment of working conditions may include an assessment of the physical
environment, psychological conditions, time when and geographic location where the work is
performed. For example, one may consider factors such as noise levels and frequent interruptions
for office jobs as conditions of work.
5.5. Best practice indicates that the four criteria should form part of every job evaluation. These
four criteria are generally regarded as being sufficient for evaluating all the tasks performed in an
organisation, regardless of the economic sector in which the enterprise operates.
5.6. The weighting attached to each of these factors may vary depending on the sector, employer
and the job concerned. These factors do not constitute any particular preference in respect of
weighting allocation.
5.7. In addition, employers may take into account the conditions under which work is performed in
evaluating the value of work. However, many employers take working conditions into account
when determining pay /remuneration by, for example, paying an allowance, rather than as part of
the job evaluation process.

6. COMPARING AND EVALUATING MALE- AND FEMALE-DOMINATED JOBS
6.1. Discrimination in pay/remuneration based on the sex of employees is an international
phenomenon found to a greater or lesser degree in all countries. The ILO has suggested that due
to-
6.1.1. stereotypes with regard to women's work;
6.1.2. traditional job evaluation methods that were designed on the basis of male dominated jobs;
and
6.1.3. weaker bargaining power on behalf of female workers .
6.2. The use of job evaluation does, in itself, not ensure that there is an absence of unfair
discrimination.
6.2.1. It is acknowledged that traditional job evaluation methods were designed on the basis of
male-dominated jobs.
6.2.2. Predominantly female jobs often involve different requirements from those of predominantly
male jobs, whether in terms of qualifications, effort, responsibility or working conditions.
6.2.3. Traditionally, female-dominated jobs were evaluated based on methods designed mainly for
male-dominated jobs, which partly accounts for wage discrimination.
Continued/…..

6.2.4. It is important to be vigilant when selecting the method of job evaluation and to ensure that
its content is equally tailored to both female-dominated and male-dominated jobs. For instance,
responsibility for money or equipment is often valued more than other forms of responsibility.
6.2.5. Jobs involving caring for others or cleaning may be undervalued because of the erroneous
assumption that the skills involved in these jobs are intrinsic to nature of women and not acquired
through learning and experience.
6.3. Employers may therefore be required to establish the value of male- and female-dominated
jobs in order to be able to ascertain whether particular jobs have been undervalued and to align
female-dominated jobs with comparable male-dominated jobs in the organisation.
6.4. The fact that there are no comparable male-dominated jobs to female-dominated jobs within
the employer's organisation, does not necessarily imply that there is no discrimination on grounds
of sex or gender (or other prescribed grounds).
6.5. An employee may base a claim on the ground that they would have received higher pay
/remuneration if they were not female. To succeed in such a claim, the employee would have to
show that a male employee hired to perform the work would have been employed on different
terms and conditions of employment.

7. FACTORS JUSTIFYING DIFFERENTIATION IN PAY / REMUNERATION
7.1. Once jobs have been evaluated and/or graded, the various jobs are allocated pay
/remuneration packages in accordance with the pay/remuneration philosophy of the employer and
the value of the jobs. Employers are required to ensure that unfair discrimination does not occur at
any of these stages.
7.2. Where employees perform work that is the same or substantially the same or is work of equal
value, a difference in terms and conditions of employment, including pay/remuneration, is not
unfair discrimination if the differentiation is not based on a listed or on any other arbitrary ground
in terms of section 6(1) of the Employment Equity Act, as amended.
7.3. Regulation 7 of the Employment Equity regulations lists a number of grounds which are
commonly taken into account in determining pay/remuneration. Subject to what is stated below, it
is not unfair discrimination if the difference is fair and rational and is based on any one or a
combination of the following factors -
7.3.1. the individuals' respective seniority or length of service;
7.3.2. the individuals' respective qualifications, ability, competence or potential above the
minimum acceptable levels required for the performance of the job;
7.3.3. the individuals' respective performance, quantity or quality of work, provided that employees
are equally subject to the employer's performance evaluation system, and that the performance
evaluation system is consistently applied;
7.3.4. where an employee is demoted as a result of organisational restructuring or for any other
legitimate reason without a reduction in pay/remuneration and fixing the employee's salary at this
level until the pay /remuneration of employees in the same job category reaches this level;

7.3.5. where an individual is employed temporarily in a position for purposes of gaining experience
or training and as a result receives different pay/remuneration or enjoys different terms and
conditions of employment;
7.3.6. the existence of a shortage of relevant skill in a particular job classification; and
7.3.7. any other relevant factor that is not unfairly discriminatory in terms of Section 6(1) of the Act.
7.4. These factors may not be used to determine pay/remuneration in a manner that is biased or
indirectly discriminates against an employee or group of employees based on a listed or on any
other arbitrary ground in terms of section 6(1) of the Act.

8. PROCESS FOR EVALUATING JOBS FOR THE PURPOSE OF EQUAL PAY/
REMUNERATION FOR WORK OF EQUAL VALUE
8.1. The following process may be used to determine equal pay/remuneration for work of equal
value -
8.1.1. determine the scope of the audit to be conducted to identify inequalities in pay/remuneration
on account of gender, race, disability or any other listed or on any other arbitrary ground;
8.1.2. identify jobs that would be subjected to the audit;
8.1.3. ensure that job profiles or job descriptions exist and are current before evaluating jobs;
8.1.4. utilise a job evaluation and/or grading system that is fair and transparent and does not have
the effect of discriminating unfairly on any listed or arbitrary ground;
8.1.5. compare jobs that are the same, similar or of equal value in the employer's own
organisation or company. This should include comparing female-dominated jobs with male-
dominated jobs as well as other jobs that may have been undervalued due to, race, disability or
other discriminatory grounds;
8.1.6. select a method of comparing pay/remuneration, both in money and kind, in the relevant
jobs: this can be done by using either the average or the median earning of employees in the
relevant jobs as the basis for pay/remuneration comparisons or by using another method that will
compare pay/remuneration in a fair and rational manner;
Continued/…..

8.1.7. identify the reasons for differentiating in pay/remuneration as contemplated by Regulation 7
in the Employment Equity regulations and determine whether they are justifiable;
8.1.8. where differentiation is found not to be justifiable, determine how to address inequalities
identified, without reducing the pay/remuneration of employees to bring about equal remuneration;
and
8.1.9. monitor and review the process annually.

Guidelines for
Writing
Job Descriptions

Guidelines For Writing Job Descriptions - 1
DO
• Write about the Job, not the person.
• Describe only “What” is required of the incumbent.
• Begin each sentence with a present tense active verb, e.g.
perform, maintain, record, etc.
• Describe only the “What” of each function/task that is
defined in the Job Description.
• Be concise.
• Use concrete examples to explain unfamiliar, complex, or
broad responsibilities.
• Present the tasks in a logical, numbered sequence, and
group all related functions together.

Guidelines For Writing Job Descriptions - 2
DON’T
• Pad the Job Description with irrelevant details.
• Make subjective statements or give opinions.
• Use vague statements such as “assists” unless further
qualified.
• Use adjectives unless absolutely necessary.
• Use abbreviations.
• Begin sentences with qualifications, e.g. “in the event of”
or “upon receiving”.

Job Description
Contents

Job Description Contents - 1
Section 1 - Details of position
Job Title: The official designation for the position.
Employer: The name of the organisation employing the person.
Department: The name of the department in which the person is employed.
Position Number: This is used to link the position to the Organisational chart
(organogram).
Job Code: This is used to link the position to the organisation’s Job Grading system
and Salary Survey data.
Date: The date that the Job Description is effective.
Revision Number: The version number of the Job Description.
The format of a Job Description should be designed to provide essential job
related information in a structured manner in order for it to accomplish its
purposes as described previously.
The structure of and the content for writing a legally compliant competency
and outcome based Job Description is as follows:

Job Description Contents – 2a
Section 2 – Purpose
This describes the reasons why the position exists, (raison d’être), and can be
determined by considering the position’s Key Performance Areas.
Using a simple method like “5 Why’s”, (asking “why” 5 times) whilst doing this enables
the core reasons for the position’s existence to be identified.

Job Description Contents – 2b
This describes the reasons why the position exists, (raison d’être), and can be
determined by considering the position’s Key Performance Areas.
Using a simple method like “5 Why’s”, (asking “why” 5 times) whilst doing this enables
the core reasons for the position’s existence to be identified.
EXAMPLES
An example of the Purpose for a Production Manager’s position in a manufacturing
environment could be as follows:
“To ensure that the manufacturing processes run effectively and efficiently in a clean,
healthy and safe working environment to produce products that meet specified
Quality Standards and Specifications, and which are produced economically and
delivered timeously.“
An example of the Purpose for a Remuneration Officer’s position could be as follows:
“To ensure compliance with statutory requirements and company policies and
procedures applicable to employment and remuneration, thereby enabling employees
to be paid correctly and timeously each pay period whilst protecting the company’s
assets through the implementation and application of sound financial controls.”

Section 3 - Key Performance Areas (K.P.A.’s)
This section defines the position’s “areas of responsibility”.
K.P.A.’s are determined by analysing the position’s functions/duties and grouping
related items together to form identifiable “performance areas”,
The position’s K.P.A.’s later form the basis for the incumbent’s objectives used in the
Performance Review process.

Section 3 - Key Performance Areas (K.P.A.’s)
This section defines the position’s “areas of responsibility”.
K.P.A.’s are determined by analysing the position’s functions/duties and grouping
related items together to form identifiable “performance areas”,
The position’s K.P.A.’s later form the basis for the incumbent’s objectives used in the
Performance Review process.
EXAMPLE
An example of the K.P.A.’s for a Production Manager in a manufacturing environment
could be as follows:
• Manufacturing Output and Efficiencies
• Quality Assurance
• Waste and Scrap Control
• Financial Planning and Cost Control
• Health and Safety
• Housekeeping
• Management of Sub-ordinates
• Administration and Record Keeping

Section 4 – Job Specifications
Legislation requires that the ability of the candidate to perform the functions of the
position, (competence), must be considered rather than to only rely on formal
qualifications.
Consideration must be given to a candidate’s previous working experience together
with any training that they may have received, (Recognition of prior learning - R.P.L.).
A combination of their qualifications and experience may be sufficient to qualify them
for a position that otherwise would have required a formal qualification higher than
that which they have achieved.
The method for determining job specifications as described below is designed to
accommodate this requirement.

Section 4.1 - Essential Literacy Level
Three core areas of competency are assessed, being:
• language,
• numeracy, and
• Reasoning.
Practical and measurable levels of competency are defined for each of these areas,
i.e. the ability to perform to a specific standard in order to satisfy the minimum
inherent job requirements.
This allows for simple literacy tests to be conducted to determine the suitability of a
candidate for a position.

Section 4.1.a - Language skills – English
This defines the position’s literacy requirement for reading, writing and presenting information
in English.
1 Only basic language and communication skills are required for this position.
2
Ability to read a limited number of 2 and 3 syllable words, and to recognise similarities and differences between words and between a series of
numbers.
Ability to present basic information in an understandable manner.
3
Ability to read and comprehend simple instructions, short correspondence, and memos.
Ability to write simple correspondence.
Ability to present job related information in a clear and understandable manner in one-on-one and small group situations.
4
Ability to read and interpret documents such as safety rules, operating and maintenance instructions, and procedure manuals.
Ability to write routine reports and correspondence.
Ability to present job related information in a clear and understandable manner in one-on-one and small group situations.
5
Ability to read, analyse and interpret general business periodicals, professional journals, technical procedures, or government regulations.
Ability to write reports, business correspondence and procedure manuals.
Ability to effectively present information and respond to questions in a clear and understandable manner.
6
Ability to read, analyse, and interpret common scientific and technical journals, financial reports, and legal documents.
Ability to respond to common enquiries or complaints from customers, regulatory agencies, or members of the business community.
Ability to write speeches and articles for publication that conform to prescribed style and format.
Ability to effectively present information to top management, public groups and/or boards of directors.
7
Ability to read, analyse, and interpret the most complex documents.
Ability to respond effectively to the most sensitive enquiries or complaints.
Ability to write speeches and articles using original or innovative techniques or style.
Ability to make effective and persuasive speeches and presentations on controversial or complex topics to top management, public groups,
and/or boards of directors.

1 No numeracy skills required for this job.
2 Ability to add and subtract two digit numbers and to multiply and divide with 10’s and 100’s.
3
Ability to add, subtract, multiply, and divide in all units of measure, using whole numbers, common fractions, and decimals.
Ability to compute rate, ratio and percent, and to draw and interpret bar graphs.
4
Ability to calculate figures and amounts such as discounts, interest, commissions, proportions, percentages, area, circumference, and volume.
Ability to apply concepts of basic algebra and geometry.
5
Ability to work with mathematical concepts such as probability and statistical inference, and fundamentals of plane and solid geometry and
trigonometry.
Ability to apply concepts such as fractions, percentages, ratios, and proportions to practical situations.
6
Ability to apply advanced concepts such as exponents, logarithms, quadratic equations, and permutations.
Ability to apply mathematical operations to such tasks as frequency distribution, determination of test reliability and validity, analysis of variance,
correlation techniques, sampling theory, and factor analysis.
7
Ability to comprehend and apply principles of advanced calculus, modern algebra, and advanced statistical theory.
Ability to work with concepts such as limits, rings, quadratic and differential equations, and proofs and theorems.
Section 4.1.b - Numeracy skills
This defines the position’s numeracy requirement and mathematical skills.

Section 4.1.c - Reasoning Ability
This defines the position’s reasoning, (understanding and decision making), ability.
1
Ability to apply common sense understanding to carry out simple one- or two-step instructions.
Ability to deal with standardised situations with only occasional or no variables.
2
Ability to apply common sense understanding to carry out detailed but uninvolved written or oral instructions.
Ability to deal with problems involving a few concrete variables in standardised situations.
3
Ability to apply common sense understanding to carry out detailed instructions furnished in written, oral or diagram form.
Ability to deal with problems involving several concrete variables in standardised situations.
4
Ability to solve practical problems and deal with a variety of concrete variable in situations where only limited standardisation exists.
Ability to interpret a variety of instructions furnished in written, oral, diagram, or schedule form.
5
Ability to define problems, collect data, establish facts, and draw valid conclusions.
Ability to interpret an extensive variety of technical instructions in mathematical or diagram form, and deal with several abstract and concrete
variables.
6
Ability to apply principles of logical or scientific thinking to a wide range of intellectual and practical problems.
Ability to deal with nonverbal symbolism, (formulae, scientific equations, graphs, etc.), in its most difficult phases.
Ability to deal with a variety of abstract and concrete variables.

Section 4.2 - Essential specialist knowledge, skills, certificates, licences
and registrations
This section stipulates specialist knowledge and skills, mandatory
qualifications, licences and registrations that a candidate must have to qualify
for the position.

Section 4.2 - Essential specialist knowledge, skills, certificates, licences
and registrations
This section stipulates specialist knowledge and skills, mandatory
qualifications, licences and registrations that a candidate must have to qualify
for the position.
EXAMPLES
• The Engineer must be a qualified Mechanical or Electrical Engineer, certified, (G.C.C.), be
registered with the department of Labour, and have specialist knowledge of hydraulics.
• The Accountant must have specialist knowledge of the S.A.P. accounting module.
• The Occupational Health Practitioner must be registered with the Medical Council, and
have a dispensing permit.
• The Electrician requires an N3 Trade Test and a wireman’s licence, and have specialist
knowledge of PLC’s.
• The Fireman requires specialised training in first aid, fire fighting, breathing apparatus and
rescue.
• The Truck driver must have a valid Code 10 RSA driver’s licence, a P.D.P. permit, and
must undergo an annual medical examination.

Key for competency level: B = Beginner I = Intermediate A = Advanced
Package Y/N Level Package Y/N Level
Windows MS Word
MS Excel MS Powerpoint
MS Access MS Outlook
Other Software Packages
Package Level Package Level
Section 4.3 - Essential Computer Literacy
This section describes the level of computer literacy and knowledge of particular
computerised packages required by the candidate.

Section 4.4 - Essential Qualifications and Experience
• The qualification selected in this section must be the lowest level that would equip the
incumbent to perform the job, i.e. the absolute minimum level without which the incumbent
would not be able to perform the functions and duties of the position.
• Candidates who do not satisfy these requirements would not be considered for employment
into this position, as it would not be possible, with reasonable effort, and within a reasonable
time, to equip the incumbent with the knowledge and skills to enable them to perform the
function at a satisfactory level.
• Consider the competencies, knowledge, skills and experience identified in sections 4.1 thru
4.3 above, and then select the appropriate minimum level at which these would be acquired.

1 No prior education, experience or training necessary.
2 Less than high school education; or three months related experience and training; or equivalent combination of education and experience.
3
High school education Grade 10 or equivalent; or six months related experience and training; or equivalent combination of education and
experience.
4
High school education Grade 12 (Matric) or equivalent; or Grade 10 plus one year related experience and training; or equivalent combination of
education and experience.
5
High school education Grade 12 (Matric) plus a related diploma, (one year or more), or equivalent from a recognised education authority; or
Grade 12 (Matric) plus three years related experience and training; or equivalent combination of education and experience.
6
Bachelor’s degree or National Diploma related to Job function or equivalent from a recognised education authority; or Grade 12 (Matric) plus five
years related experience and training; or equivalent combination of education and experience.
7
Honours degree related to Job function or equivalent from a recognised education authority; or a Bachelor’s degree plus three years related
experience and training; or equivalent combination of education and experience.
8
Master’s degree related to Job function or equivalent from a recognised education authority; or a Honours degree plus three years related
9
Doctoral degree related to Job function or equivalent from a recognised education authority; or Masters degree plus three years related
Section 4.4 - Essential Qualifications and Experience - Continued

Section 4.5 - Preferable Qualifications and Experience
The qualifications and experience listed in this section are those not previously specified that
would allow the incumbent to perform the job in a more efficient and effective manner than if
they only had the essential requirements specified previously.
For example, they would reduce the time required for the new recruit to be able to perform the
Job functions independently, and at the required performance level.
If multiple candidates are being considered for a position, and more than one satisfies the
minimum requirements, then these preferable factors could be used to assist in the selection
process.
Note: Special care should be taken to ensure that these requirements do not create artificial
barriers to the position that could be seen as discriminatory, or which are difficult or impossible
to motivate, e.g. it would in most cases be difficult to motivate why a cleaner or a gardener
should have a Grade 12 (matric) certificate.

Section 5 - Attributes/Skills
• This section is used to describe personal attributes, values, traits, behaviours, skills etc.,
that the ideal candidate will demonstrate, and which are not defined elsewhere.
• They usually relate to “soft skills”, and/or personal attributes.

• This section is used to describe personal attributes, values, traits, behaviours, skills etc.,
that the ideal candidate will demonstrate, and which are not defined elsewhere.
• They usually relate to “soft skills”, and/or personal attributes.
EXAMPLE
An example of the Attributes/Skills for a Production Manager in a manufacturing environment
• Good Business Acumen.
• Strategic leadership skills.
• Good Planning, Organising, Prioritising, Co-ordinating and Scheduling skills.
• Good problem solving and decision making skills.
• Good reasoning ability.
• Good Interpersonal skills.
• Good People Management skills.
• Good Time Management skills.
• Able to work independently.
• High tolerance for stress.
• Able to meet tight deadlines.
• Creative, innovative, communicative, analytical, assertive and resilient.

Section 6 - N.Q.F. Level
The National Qualifications Framework level determined by S.A.Q.A. based on the
qualifications for the position.
Section 7 - Job Person Specifications
In this section the ergonomic and environmental conditions that an employee occupying this
position must endure would be defined.
This would include any essential physical characteristics that the incumbent would require in
order to perform the functions of the position.

Section 7.1 - Physical Activity
This section defines the physical demands of the position.
Select the appropriate boxes that best describe the environment and conditions within which
the job is performed.
Multiple selections are acceptable, but selections MUST be logical, e.g. cannot sit and stand
for >50% of time each
(% of time) None <25% <50% <75% >75%
Standing
Walking
Sitting
Bending
Climb or balance
Stoop, kneel, crouch or crawl
Reach with hands and arms
Use hands to finger, handle or feel
Travelling
Driving

Section 7.2 - Lift/Move Heavy Objects
This section defines the weight of the heavy objects a person is required to lift or move, and
the percentage of time spent doing it.
Weight and force
None <5 Kg >5 Kg >10 Kg >20 Kg
Percentage of time None <25% <50% <75% >75%

Section 7.3 - Environmental conditions
This section defines the environmental conditions a person is exposed to whilst performing
their functions, and the percentage of time so exposed.
ENVIRONMENTAL CONDITIONS None <25% <50% <75% >75%
Wet and humid (non-weather)
Extreme cold (non-weather)
Extreme heat (non-weather)
Out-door weather conditions
Fumes and airborne particles
Toxic or Hazardous Chemicals
Biological Hazards
Moving Machinery
Risk of electrical shock
Risk of explosion
Risk of Ionising radiation
Risk of non-ionising radiation (Electro-magnetic)
Vibration
Heights

Section 7.4 - Noise
This section defines the noise levels a person is exposed to whilst performing their functions,
and the percentage of time so exposed.
NOISE None <25% <50% <75% >75%
Very quiet (<10dB)
Quiet (>10dB <25dB)
Moderate noise (>25dB <59dB)
Loud noise (>60dB <85dB)
Very loud noise (>85dB)

Section 7.5 - Vision
This section defines the vision requirements of the position.
Does the job have any special vision requirements? Yes No
If “Yes” then select the appropriate boxes that best describe the special vision requirements of the job.
Close vision Clear vision at 50cm or less.
Distance vision Clear vision at 10m or more.
Colour vision Ability to identify and distinguish colours.
Peripheral vision
Ability to observe an area that can be seen up and down, or to the left and right, while eyes are
fixed on a given point.
Depth perception Three dimensional vision, ability to judge distances and spatial relationships.
Ability to adjust focus Ability to adjust the eye to bring an object into sharp focus.
If “No” then can a partially sighted or unsighted person perform the essential functions of the job? Yes No
Would a person with impaired vision be exposed to an unacceptable level of risk whilst performing the essential functions of the job?
Yes No
Would visual aids, e.g. spectacles or contact lenses, enable them to perform the essential functions of the job? Yes No
Can the job be modified to accommodate a partially sighted or unsighted person? Yes No

Section 7.6 – Disabilities
Can a person with certain disabilities perform the essential functions of the job? Yes No
What type of disabilities would not inhibit the performance of the job functions?
Specify:
Would a person with such a disability be exposed to an unacceptable level of risk whilst performing the essential functions of the job? Yes No
If yes, why?
Can the job be modified to accommodate certain disabilities? Yes No
If so, how?

Section 8 – Job Evaluation
This section contains the Job Grade and other pertinent information relating to the position as
determined by the Grading system utilised by the organisation.

Section 9 - Reporting Structure and Supervisory Responsibilities
This section contains details of the reporting structure and supervisory functions of the
position.
DETAILS OF MANAGER/SUPERVISOR
Position held by immediate supervisor/manager:
Job Grade of immediate supervisor/manager:
SUPERVISORY RESPONSIBILITIES
Does this job have supervisory responsibilities? Yes No
If yes, are there subordinate supervisors reporting to this job? Yes No
If yes, how many subordinate supervisors report to this job?
What are the Job Titles and grades of subordinate supervisors reporting to this job?
Title Grade Title Grade
How many employees, in total, report to the subordinate supervisors?
Are there other non-supervisory employees reporting to this job? Yes No
If yes, how many other employees are directly supervised by this job?
What are the Job Titles and grades of non-supervisors reporting to this job?
Title Grade Title Grade

Section 10 – Internal/External Contacts
This section contains detail of the internal/external contacts that the incumbent would
regularly be required to deal with whilst performing their duties.

EXAMPLE
An example of the Contacts list for a Production Manager in a manufacturing environment
• Directors
• All levels of Management
• Departmental Supervision
• Human Resources Personnel
• Quality Assurance Personnel
• Planning Personnel
• Purchasing Personnel
• Engineering Personnel
• Trade Union Officials and Representatives
• I.S.O. Auditors
• External Contractors
• External Service Providers
• External Suppliers
This section contains detail of the internal/external contacts that the incumbent would
regularly be required to deal with whilst performing their duties.

Section 11 - Job Functions - 1
This section defines the individual components, (functions and duties), of the position – i.e.
“what” must be done.
Extensive detail regarding “how” the functions must be performed, especially when describing
complex job functions, processes or methodology should preferably be omitted from the job
description.

This section defines the individual components, (functions and duties), of the position – i.e.
“what” must be done.
Extensive detail regarding “how” the functions must be performed, especially when describing
complex job functions, processes or methodology should preferably be omitted from the job
description.
Note: The prime reason for this is that legislation requires that if the content of an employee’s
job description changes the employer is required to negotiate and agree on the changes with
the employee.
On the other hand, the employer is entitled to make changes to their processes based on their
operational requirements without the employee’s consent.
It is therefore preferable to make reference to Operating Procedures, Standard Practices,
Work Instructions, Test/Calibration Methods, etc. wherever possible, e.g. “Perform expense
account reconciliations in accordance with departmental operating procedure #99.9”.
In addition, by describing processes/functions in the job description that are defined
elsewhere requires synchronisation each time anything changes, which creates additional
administrative burden, and the potential for errors.

Related functions should be grouped together for ease of reference, and may have sub-
headings.
This assists with establishing the K.P.A.’s for the position, and with Job Evaluation (Grading).
Most importantly, each function must have at least one identifiable and measurable outcome.
The outcomes form control points on which the incumbent’s performance (contribution) can
objectively be reviewed and managed.

Related functions should be grouped together for ease of reference, and may have sub-
headings.
This assists with establishing the K.P.A.’s for the position, and with Job Evaluation (Grading).
Most importantly, each function must have at least one identifiable and measurable outcome.
The outcomes form control points on which the incumbent’s performance (contribution) can
objectively be reviewed and managed.
EXAMPLE
For example in the case of the Production Manager:
K.P.A. – Management of Subordinates
Function - Manage subordinates in accordance with applicable Legislation and the Company’s
Human Resources Policies and Procedures.
Possible Control points – attrition rate, absenteeism %, no. of disciplinary infractions, no. of
grievances, training & development days, Kaizen participation %, no. of industrial action
incidents, etc.

Section 11 - Job Functions – 3
EXAMPLE
An example of the Job Functions for a Production Manager in a manufacturing environment
1. Manufacturing Output and Efficiencies
• Schedule production in accordance with Planning Schedule.
• Maximise production and efficiency levels.
• Manage downtime due to breakdowns, set-ups and tear-downs.
• Manage preventive maintenance program.
2. Quality Assurance
• Maintain Quality standards as per Quality System requirements.
• Ensure products meet prescribed standards and specifications.
• Analyse manufacturing/quality concerns and implement appropriate preventive/corrective
action as per departmental Standard Practice.
3. Waste and Scrap Control
• Minimise Waste and Scrap levels
ContInued/ ….

4. Financial Planning and Cost Control
• Produce annual operating budget and monitor expenditure in accordance with Company
Policies and Operating Procedures
• Implement efficient cost control measures to reduce operating costs.
• Implement cost effective Stock and Work in Progress inventory controls.
5. Health and Safety
• Maintain satisfactory Health and Safety Standards as prescribed by the OHS Act,
Company Policies and Operating Procedures, and departmental Standard Practices.
6. Housekeeping
• Provide a clean, safe and healthy working environment in accordance with Company
Policies and Operating Procedures, and departmental Standard Practices.
• Continued/ ….

7. Management of Sub-ordinates
• Manage subordinates in accordance with applicable Legislation and the Company’s
Human Resources Policies and Procedures.
8. Administration, Record Keeping and Reporting
• Provide Administration, Record keeping and Reporting as per Company Policies and
Operating Procedures, and departmental Standard Practices.
• Chair Departmental Safety Committee and Production meetings.
• Co-ordinate and manage bi-annual stocktaking in accordance with Company Policies and
Operating Procedures.
It can be noted that the sub-headings used in the example become the K.P.A.’s of the
Production Manager’s position used in the earlier examples.
This is however not always possible.

Sample
Job Description

Sample Job Description - 1
Section 1 - Details of position
Job Title: Production Manager
Employer: XYZ Manufacturing
Branch/Department: Widgets
Position Number: WID0001
Job Code: 3090051
Date: 01 July 2014
Revision Number: 00
To ensure that the manufacturing processes run effectively and efficiently in a clean, healthy and safe
working environment to produce products that meet specified Quality Standards and Specifications, and
which are produced economically and delivered timeously.

Section 3 - Key Performance Areas
• Manufacturing Output and Efficiencies
• Quality Assurance
• Waste and Scrap Control
• Financial Planning and Cost Control
• Health and Safety
• Housekeeping
• Management of Sub-ordinates
• Administration and Record Keeping

Section 4 – Job Specifications
Section 4.1 - Essential Literacy Level
Section 4.1.a - Language skills – English
Level 5 - Ability to read, analyse and interpret general business periodicals, professional journals, technical
procedures, or government regulations. Ability to write reports, business correspondence and procedure
manuals. Ability to effectively present information and respond to questions in a clear and understandable
manner.
Section 4.1.b - Numeracy skills
Level 4 - Ability to calculate figures and amounts such as discounts, interest, commissions, proportions,
percentages, area, circumference, and volume. Ability to apply concepts of basic algebra and geometry.
Section 4.1.c - Reasoning Skills
Level 5 - Ability to define problems, collect data, establish facts, and draw valid conclusions. Ability to
interpret an extensive variety of technical instructions in mathematical or diagram form, and deal with
several abstract and concrete variables.

Section 4.2 - Essential specialist knowledge, skills, certificates, licences and
registrations
Code 08 South African Drivers License
Certified Widget Maker
Section 4.3 - Essential Computer Literacy

Section 4.4 - Essential Qualifications and Experience
Level 6 - Bachelor’s degree or National Diploma related to Job function or equivalent from a recognised
education authority; or Grade 12 (Matric) plus five years related experience and training; or equivalent
combination of education and experience.
Section 4.5 - Preferable Qualifications and Experience
• Diploma in Production Management, or equivalent from a recognised education authority.
• Five years demonstrated experience in similar position in a manufacturing environment.
• Working knowledge of ISO 9001:2000.
• Working knowledge of Occupational Health & Safety Act, Labour Relations Act, Basic Conditions of
Employment Act.
• Good knowledge of Statistical Process Control (SPC).

• Good Business Acumen.
• Strategic leadership skills.
• Good Planning, Organising, Prioritising, Coordinating and Scheduling skills.
• Good problem solving and decision making skills.
• Good reasoning ability.
• Good Interpersonal skills.
• Good People Management skills.
• Good Time Management skills.
• Able to work independently.
• High tolerance for stress.
• Able to meet tight deadlines.
• Creative, innovative, communicative, analytical, assertive and resilient.
Section 6 - N.Q.F. Level
The NQF level for this position is 6

Section 7 - Job Person Specifications
Section 7.1 - Physical Activity
Section 7.2 - Lift/Move Heavy Objects

Section 7.3 - Environmental conditions

Section 7.4 - Noise

Section 7.5 - Vision

Section 7.6 - Disabilities
Section 8 – Job Evaluation
The Paterson Job Grade for this position is: D3

Sample Job Description – 12
Section 9 - Reporting Structure and Supervisory Responsibilities

• Directors
• All levels of Management
• Departmental Supervision
• Human Resources Personnel
• Quality Assurance Personnel
• Planning Personnel
• Purchasing Personnel
• Engineering Personnel
• Trade Union Officials and Representatives
• I.S.O. Auditors
• External Contractors
• External Service Providers
• External Suppliers

Section 11 - Job Functions
1. Manufacturing Output and Efficiencies
• Schedule production in accordance with Planning Schedule.
• Maximise production and efficiency levels.
• Reduce downtime due to breakdowns, set-ups and tear-downs.
• Manage preventive maintenance program.
2. Quality Assurance
• Maintain Quality standards as per Quality System requirements.
• Ensure products meet prescribed standards and specifications.
• Analyse manufacturing/quality concerns and implement appropriate preventive/corrective action as per
departmental Standard Practice.
3. Waste and Scrap Control
• Minimise Waste and Scrap levels

4. Financial Planning and Cost Control
• Produce annual operating budget and monitor expenditure in accordance with Company Policies and
Operating Procedures
• Implement efficient cost control measures to reduce operating costs.
• Implement cost effective Stock and Work in Progress inventory controls.
5. Health and Safety
• Maintain satisfactory Health and Safety Standards as prescribed by the OHS Act, Company Policies and
6. Housekeeping
• Provide a clean, safe and healthy working environment in accordance with Company Policies and
7. Management of Sub-ordinates
• Manage subordinates in accordance with applicable Legislation and the Company’s Human Resources
Policies and Procedures.
.

8. Administration, Record Keeping and Reporting
• Provide Administration, Record keeping and Reporting as per Company Policies and Operating
Procedures, and departmental Standard Practices.
• Chair Departmental Safety Committee and Production meetings.
• Co-ordinate and manage bi-annual stocktaking in accordance with Company Policies and Operating
Procedures.

Conclusion
This brings us to the end of this presentation
Thank you for your time
We hope that you found the workshop useful and that
what you have learned will enable you to create legally
compliant competency and outcomes based Job
Descriptions for your organisation.
If not, PAY MATTERS is able to assist you to produce
Job Descriptions that will enable you to manage your
employees effectively, and we look forward to the
opportunity to do so.

Everything you need to know about legally compliant job descriptions

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