SlideShare a Scribd company logo
Dr Tim Baker
www.winnersatwork.com.au
The End of the Job Description
Shifting From a Job-Focus to a Performance-Focus
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' perform
Legal disclaimer
You are required to complete any other duties deemed relevant by your
manager ....
Performance Management Framework
Vision
Mission
Core Values
Role descriptions
Key Result Areas
Key Performance Indicators
Targets
(Baker, 2009)
Roles people play in
organisations are more
important than the jobs
they do...
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
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
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.
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.
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
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.
Innovation &
Continuous
Improvement
opportunities
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.
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?
The five conversations framework
Date Topic Content Key Questions
Month 1 Climate review Job satisfaction, morale
and communication
• How would you rate your current job satisfaction?
• How would you rate morale?
• How would you rate communication?
Month 2 Strengths
and talents
Efficiently deploying
strengths and talents
• What are your strengths and talents?
• How can these strengths and talents be used in your current and
future roles in the organisation?
Month 3 Opportunities
for growth
Improving performance
and standards
• Where are opportunities for improved performance?
• How can I assist you to improve your performance?
Month 4 Learning and
development
Support and growth • What skills would you like to learn?
• What learning opportunities would you like to undertake?
Month 5 Innovation and
continuous
improvement
Ways and means to improve
the efficiency and
effectiveness of the business
• What is the one way that you could improve your own working
efficiency?
• What is the one way that we can improve our team’s operations?
Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
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
20%
discount
Normally $39.95 but this special offer it will be
$32 plus postage
tim@winnersatwork.com.au

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The End of the Job Description

  • 1. Dr Tim Baker www.winnersatwork.com.au The End of the Job Description Shifting From a Job-Focus to a Performance-Focus
  • 2. 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' perform
  • 3. Legal disclaimer You are required to complete any other duties deemed relevant by your manager ....
  • 4.
  • 5.
  • 6. Performance Management Framework Vision Mission Core Values Role descriptions Key Result Areas Key Performance Indicators Targets (Baker, 2009)
  • 7. Roles people play in organisations are more important than the jobs they do...
  • 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.
  • 10. 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
  • 11. 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.
  • 12. 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.
  • 13. 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
  • 14. 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.
  • 16.
  • 17. 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.
  • 18. 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?
  • 19. The five conversations framework Date Topic Content Key Questions Month 1 Climate review Job satisfaction, morale and communication • How would you rate your current job satisfaction? • How would you rate morale? • How would you rate communication? Month 2 Strengths and talents Efficiently deploying strengths and talents • What are your strengths and talents? • How can these strengths and talents be used in your current and future roles in the organisation? Month 3 Opportunities for growth Improving performance and standards • Where are opportunities for improved performance? • How can I assist you to improve your performance? Month 4 Learning and development Support and growth • What skills would you like to learn? • What learning opportunities would you like to undertake? Month 5 Innovation and continuous improvement Ways and means to improve the efficiency and effectiveness of the business • What is the one way that you could improve your own working efficiency? • What is the one way that we can improve our team’s operations? Baker, T. (2013). The End of the Performance Review: A New Approach to Appraising Employee Performance
  • 20. 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 20% discount Normally $39.95 but this special offer it will be $32 plus postage tim@winnersatwork.com.au

Editor's Notes

  1. Workplace culture is a product of the employment relationship.