how to write job descriptions How to Write Job Descriptions Chapter 1: Chapter 2: Chapter 3: Chapter 4: Chapter 5: Chapter 6: Chapter 7: Chapter 8: What Is a Job Description? The Job Description in the Organization Basic Elements and Format Gathering Information: Job Analysis, Job Specifications Job Descriptions and the Americans with Disabilities Act Organizing the Information Position Descriptions: An Alternative for Managerial Personnel Communications, Access, and Maintenance Chapter 1: What Is a Job Description? A job description is a written statement that describes the main objective of a job, its essential and nonessential functions, job qualifications, and other information on the job. A job description may describe duties, skills, effort, responsibilities of the job, environmental and working conditions specific to the job, as well as the education and experience required to perform the job. It also may include information on tools and equipment used and relationships with other jobs. Thirty people may hold the same job and, therefore, use the same job description. It is important to remember that a job description describes the job, not the person, or persons, who hold that job. There are two basic types of job descriptions: “specific” or individual and “generic” or general. In addition, position descriptions often are written for individual, high-level managerial employees. Specific or Generic? The specific job description, which is discussed in more detail, provides information on all the essential duties and responsibilities assigned to one or more individuals performing the job. It is usually quite detailed and comprehensive and provides a sound basis for job evaluation, training, orientation, and human resources organizational planning. This type of description demands a thorough job analysis, considerable care and expertise in preparation, and an active effort to keep it useful and up-to-date. It is the soundest type of job description to use, and usually the most expensive to prepare. There is also a tendency to exclude incidental responsibilities and duties, and disagreements can arise between supervisors and employees when relatively minor job duties change. Generic job descriptions, on the other hand, are written in broadly stated general terms without identifying specific functions, tasks, and responsibilities. A generic description is applicable to a group of similar or near-similar jobs, and therefore the per-job cost of preparation is lower. However, because of the Americans with Disabilities Act (ADA), use of the generic job description is not recommended. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 1 compensation.blr.com While the ADA doesn’t require job descriptions, it does require that applicants and employees are able to perform the “essential functions” of the job, with or without reasonable accommodation. The Equal Employment Opportunity Commission (EEOC) has said that one of the things the agency will look at when determining essential functions are job descriptions written before an employer advertises to fill an opening. Therefore, most companies—whether they are rewriting old descriptions or developing them for the first time—want them to reflect essential functions, and a generic description is not the best way to do that. In addition to this legal consideration, managers have found problems with generic job descriptions when they are not properly written or if the supervisor chooses to ignore the limitations built into the description. No job description should be viewed as a perfect reflection of the job. The object of a good job description is to differentiate the job (or group of jobs) from other jobs and to set its outer limits. The information for much of the job description often is obtained through what is called a job analysis. Its purpose is to identify the job, define it within established parameters, and describe its scope and content. The job analysis should be accurate, concise, and complete. Why Are Job Descriptions Important? Accurate job descriptions provide a basis for job evaluation, wage and salary surveys, and an equitable wage and salary structure. In particular: • Job descriptions clarify who is responsible for what within the company. They also help define relationships between individuals, between departments, etc. When used to advantage, they can settle grievances, minimize conflicts, and improve communications. • Job descriptions help the jobholder understand the responsibilities of the position. This not only enables the employee to assess the relative importance of everything he or she is accountable for, but also provides a sense of where the job fits into the company as a whole. • Job descriptions are helpful to job applicants, employees, supervisors, and human resources (HR) professionals at every stage in the employment relationship, from recruitment to retirement. They provide information about the knowledge, training, education, and skills needed for each job. They prevent unnecessary misunderstandings by telling employees what they need to know about their jobs. Best of all, they provide this information in a completely objective and impersonal way. • Job descriptions help management analyze and improve the company’s structure. They reveal whether all company responsibilities are adequately covered and where these responsibilities should be reallocated to achieve a better balance. Finally, they provide a basis from which to determine whether a disabled applicant is otherwise qualified for the job and, if so, to assist in determining what accommodation would be required for the applicant to be able to perform the essential functions of the position. So Many Jobs, So Little Time: The Bane Despite these and other benefits, job descriptions traditionally have suffered a poor reputation among managers and HR staffers. In fact, job descriptions often end up being ignored. “Job descriptions? Sure, we have them. They’re in the bottom drawer of that file cabinet with the big stack of books in front of it.” Why? It takes commitment to maintain a job description program. It means that someone must be vested with the responsibility of the program—i.e., it’s got to be part of someone’s job description. In addition, supervisors and managers must take time to participate in maintaining job descriptions. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 2 how to write job descriptions More important, however, people forget just how important job descriptions are as “preventive medicine.” People forget to floss their teeth until they begin to have gum problems. In just the same way, people forget to maintain job descriptions until six months after an incumbent has left the job and the new person isn’t doing what the boss wants. Then it becomes a crisis and it takes a lot more effort to figure out whether the problem is a job performance problem, a personality clash between supervisor and subordinate, or simply that the new person in the job never was told clearly what the job entailed. Doing It Right the First Time However, one of the most common reasons a job description isn’t used is because it isn’t useful. In other words, it lacks validity, and therefore it fails to achieve its potential. A job description is valid to the extent that it accurately reflects job content. An out-of-date job description is obviously not going to be valid. But even descriptions written yesterday can suffer from a lack of validity. A carefully conducted job analysis will go a long way toward heading off validity problems, but in the end the responsibility rests with the individual who actually writes the finished product. If the final written job description fails to accurately reflect the job, consider some of the possible consequences: Candidates without the proper qualifications may be referred to department heads for hiring or promotion; jobs may be ranked improperly with others in terms of their worth to the organization; and employees may end up struggling to achieve unrealistic standards of performance. And this is only the tip of the iceberg! It is unfortunate that the typical job description is often deficient in at least one of the following ways: 1. The description exaggerates or downplays the importance of the job. 2. It fails to pinpoint the critical elements that differentiate between successful and unsuccessful job performance. 3. It ignores the decision-making aspects of the job. 4. It either fails to focus on the job incumbent’s actual behavior or it defines required behavior in ambiguous terms. 5. It describes worker requirements or characteristics that are not really needed to succeed in the job. Above all, many job descriptions (an example of which follows) fail to answer some of the most basic questions that someone coming into the job might have. Suppose that you are a newly hired administrative assistant for the position described. Would you have enough information about the job to feel confident about what was expected of you and about your ability to meet the job’s performance standards? Read on to see what we mean. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 3 compensation.blr.com Typical (But Not Terrific) Job Description Job Title: Administrative Assistant Responsibilities: Works under the direction of the supervisor, Customer Service Department Duties —Creates and compiles reports —Maintains inventory of supplies —Arranges meetings and conferences —Handles routine correspondence —Answers phone and takes messages —Other duties as assigned Qualifications: —High school diploma or equivalent —Two years’ experience in a administrative assistant position, or equivalent education What’s wrong with this job description? It lists the general duties performed by many administrative assistants. Because this company is probably using the same job description for a wide range of administrative assistant positions, it does not specify the nature of the reports, meetings, and correspondence involved. The employee could be working in an insurance office or a textile factory. The last item—“Other duties as assigned”—leaves the job description open to any additional duties the supervisor may want to include. An approach like this obviously simplifies the process of preparing job descriptions, but it isn’t very useful. A more specific description would answer these questions: • What are the essential functions of the job? Am I able to perform them, with or without reasonable accommodation? • What are the standards for acceptable job performance? How often must I “compile reports” (for example), and how much time will I be given to do so? How promptly must I answer the phone? How often will it ring? How many errors (if any) are allowed in typing correspondence? • What are the conditions under which this job is to be performed? What kind of computer or typewriter is available? How large is the filing system? Is it up-to-date? How much correspondence is there to answer? What working conditions might make certain tasks easier or harder to accomplish? Do certain duties require more work at certain times of the day, month, or year? • What “other duties” might be assigned fairly regularly? • Why is two years’ experience necessary? What skills, knowledge, or abilities is this experience supposed to represent? As you can see, specific job descriptions, regularly updated, are very helpful to today’s HR practitioner. However, as you’ll see in the next chapter, organizations may have legal liability if job descriptions are not used correctly. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 4 how to write job descriptions Chapter 2: The Job Description in the Organization How Are Job Descriptions Used? Many organizations with job descriptions don’t value them enough because they aren’t aware of the many uses to which they can be put. Some employers think of job descriptions only in terms of wage and salary administration, or as a necessary evil when it comes to complying with certain employment laws. But these are only two of the many practical uses for job descriptions, most of which can be grouped under one of the following four headings: 1. Wage and Salary Administration Any compensation system requires that jobs be classified and evaluated in terms that make comparisons possible. Job descriptions are especially valuable in the following compensation-related activities: • Job evaluation. The job description makes it possible to evaluate one job in relation to others. Determining a job’s worth to the organization is not only important in developing an equitable wage and salary structure, but also in determining employee benefits and bonuses that relate employee performance to the performance of the company. Job evaluation will be covered in detail in Section III. • Job classification. Job descriptions make it possible to identify common job elements and requirements, which in turn make it possible to group jobs into families, grades, or classes for wage and salary purposes. • Wage and salary surveys. Wage and salary surveys enable companies within a certain area or industry to compare pay levels for the jobs they have in common. Job descriptions provide the basis for such comparisons. • Pay structure. An equitable pay structure means that jobs are rewarded according to their contributions toward the achievement of organizational goals. Before each job’s contribution can be evaluated, however, its content must be accurately described. • Performance appraisal. While performance appraisal enables managers and supervisors to make decisions in many areas other than compensation, the link between describing the job and developing appropriate performance standards cannot be overlooked. These performance standards, in turn, are critical factors when it comes to evaluating an employee’s readiness for raises, promotions, etc. 2. Legal Compliance Changes in employment legislation are certain and new issues are always being tested in the courts. In addition to the Americans with Disabilities Act (ADA), these laws also affect employers: • Fair Labor Standards Act (FLSA). This law is familiar territory for most employers. Recent cases have forced employers to take a second look at its impact. For example, recent court cases involving Wal-Mart, Starbucks, and many other large companies have concerned misclassification of who is “exempt” and who is “nonexempt.” Job descriptions are often used as supporting documents when it comes to establishing a job’s exempt status. • Equal Pay Act. The job description should clearly identify the level of skill, effort, and responsibility required by the job as well as the conditions under which it is performed. This can be a vital piece of evidence when a company is accused of paying an employee of one sex less than an employee of the opposite sex, for work requiring equal skill, effort, and responsibility, performed under similar conditions. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 5 compensation.blr.com Title VII of the Civil Rights Act of 1964. This Act makes it unlawful for an employer to discriminate against any individual with respect to hiring, compensation, or other terms, conditions, and privileges of employment because of race, color, religion, sex, or national origin. It does not prohibit an employer from hiring or promoting on the basis of qualifications and merit. The job description defines the requirements of the job and sets the standards for job performance, both of which are crucial considerations in such cases. The job description is also important as far as testing regulations are concerned. Any employment or preemployment tests that are administered must be strictly in line with job requirements, which in turn are spelled out in the job description. • Occupational Safety and Health Act. Many job descriptions have a section that discusses working conditions, especially when these conditions are considered uncomfortable or dangerous. It is important that any unusual or adverse job condition be specified within the job description so that an employee coming into the job knows what to expect. Job descriptions can also serve as a useful starting point for an examination of existing safety practices and working conditions. • Age Discrimination in Employment Act. The job specifications section of the job description, which states what the job requires of the jobholder in terms of education or work experience, skills, physical characteristics, personal characteristics, etc., should not discriminate on the basis of age unless there is a valid reason for doing so. 3. Collective Bargaining The issue of varying pay rates for similar work has often been raised by unions, who may point to job descriptions as a basis for standardizing these pay rates. Job descriptions have also been used by employers to defend themselves against what they feel are unjustified union demands for uniform rates. Good job descriptions can clarify which jobs are truly similar and which jobs warrant different pay levels because they require different levels of skill, knowledge, or responsibility, or because they contribute to company goals in different ways. 4. Human Resources/Personnel Administration There is probably no better tool when it comes to human resources planning than a well-written set of job descriptions. Consider: • Staff planning. Job descriptions help in pinpointing staffing requirement gaps as well as in identifying overstaffing or superfluous positions. They also are valuable when decisions regarding centralization or decentralization must be made. • Employment. Accurate job descriptions are an invaluable source of information during the entire employment process, from job posting, to recruiting and screening, to hiring and placement. They can provide the foundation for job posting programs because almost all the information required for a job posting can be garnered from the job description. They make recruiting and screening more efficient, and they are vital in spelling out the job requirements to achieve a good match between the candidate’s qualifications and the job’s demands. • Orientation. The importance of orientation and adjustment to a new job can’t be overstated. A newly hired worker with an accurate, well-written job description to review and analyze has received a good introduction to the job and is therefore able to understand more fully what the company and the supervisor expect. All new employees should be instructed to regard the job description as a framework or starting point, not as an upper limit to their own abilities and interests. • ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 6 how to write job descriptions Training and development. Well-written job descriptions identify the education, experience, and skills required for the position. They can therefore help employees pinpoint their own weaknesses and help their supervisors tailor a training program accordingly. As the job and the job description change, training and development must keep pace. In addition, the job description provides a basis for teaching each employee as much as possible about his or her job and its relationship to other jobs as well as to the company as a whole. • Career planning. Accurate job descriptions are essential in developing upward mobility and career development programs. A study of job descriptions can reveal the relationships among certain jobs and the education, experience, or skills needed to advance from one job to another. • Other Uses of Job Descriptions While most practical uses for job descriptions are included in the preceding four categories, a few others deserve mention. Organizational development and strategic planning. The process of preparing job descriptions serves a useful purpose in itself, particularly if it starts at the upper levels of the organizational hierarchy. The preliminary drafts of managerial and executive descriptions can be used as a basis for productive group discussion, where managers and executives get together to talk about each other’s responsibilities. Such discussions often reveal areas where overlapping responsibilities or confusion about the limits of responsibility are a problem, or where the organizational structure is faulty. When these problems have been solved, each manager can then repeat the process with his or her own subordinates in reviewing and discussing their job descriptions. A side benefit of this approach is that managers and supervisors are more likely to feel committed to supporting a system that they have helped to create. They are also more likely to use job descriptions for some of the purposes outlined here, rather than letting them collect dust in a drawer. Grievance procedures. Good job descriptions can settle many grievances before they develop into real problems. Work flow analysis. Job descriptions that focus on the “who-what-when-where-and-why” aspect of jobs provide an ideal basis for analyzing work flow. Organizational studies. Studies on almost any aspect of organizational life—affirmative action, hiring policies and practices, promotion patterns, etc.—must begin with a close look at the appropriate job descriptions. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 7 compensation.blr.com The Chicken or the Egg There is a cyclical relationship between the content (or focus) of job descriptions and the purpose for which they are used. In fact, where job descriptions have been in use for a number of years it may be difficult to say which came first. For example, the firm that uses its job descriptions primarily as a basis for wage and salary administration will naturally emphasize the nature of the work performed—relative levels of skills, experience, training, and responsibility. It may not be possible to determine whether job descriptions were developed originally to serve wage and salary purposes or whether the way they were written made them a natural resource for wage and salary decisions. The point is that the style and content of a company’s job descriptions say a great deal about the company itself—its management philosophy, its attitude toward change and growth, and its priority areas for personnel development. Another factor that reflects the uses of job descriptions is the level of the jobs described. Higher-level position descriptions usually focus on overall responsibilities, interrelationships, and lines of authority and are used primarily for organizational planning and management development programs. Lower-level descriptions, on the other hand, usually cover day-to-day activities, making them more useful for orientation, training, and wage and salary administration purposes. Here again, “the chicken or the egg” argument makes it difficult to say whether use follows content or vice versa. It should be obvious that job descriptions with the broadest possible scope and content will lend themselves to the widest possible range of uses. The aim of any new or revised job description program should be to develop descriptions that lend themselves to a number of different uses rather than to design the descriptions specifically to meet one or two pressing needs. Your Job Description Program—Setting Goals The first task in establishing your new, or revised, job description program is to set goals for the program. Note that there is a tendency among many employers to adopt job description programs without determining ahead of time the purposes for which they will be written. The previous pages in this chapter should help provide some insight into this area. In addition, you may want to ask: 1. Why do we need new job descriptions? What are the shortcomings of our existing job descriptions? What events or conditions indicate that this is the time to get involved in a job description program? 2. To what specific uses will job descriptions be put? 3. What are the projected costs of the program? Has a budget been drawn up and submitted to top management for approval? 4. Who will be involved in the preparation of new job descriptions? Are these individuals willing and able to put the required time into the project? Is top management committed to the idea? ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 8 how to write job descriptions Managing the Process The next step would be to determine who will manage and who will conduct the process. Generally, the manager charged with overall responsibility for the program would be the person responsible for the compensation department or division. In a large company, a task force might be set up, comprised of the compensation director, job analysts, and middle-level to high-level representatives from the line department. In a medium-sized company, the compensation manager might be charged with management responsibilities, with the frontline work completed by a job analyst. In a small company, the entire job, from conceptualization through execution, might rest with the HR manager. Or, at any of these companies, an outside consultant or firm might be contracted to set up or to revise the job description program. How you handle the job depends on such factors as internal expertise, goals of the program, economics, etc. Who Should Prepare Job Descriptions? The next decision to make is who will actually prepare the job descriptions. Who will conduct the job analyses and determine the job specifications? While it is the personnel department in most medium-sized and larger firms that performs the job analysis function and coordinates the writing of job descriptions, the entire process usually requires some input from other levels of the company hierarchy. Depending on the size of the company, its organizational philosophy, and the level of the jobs to be described, the actual writing of the job description may be done by any one (or a combination) of the following: Top management. This is most likely true in a small company, but it usually proves to be a timeconsuming and expensive approach. Job descriptions written by high-level company managers have a tendency to be cloaked in secrecy and often are regarded with some suspicion by employees. Job analyst or wage and salary analyst. The job analyst is generally the most likely choice. If the resulting job descriptions are to be used for wage and salary administration purposes, a wage and salary analyst might also be involved in the project. The big advantage here is consistency; the job analyst or wage and salary analyst usually has some experience in this area and can produce descriptions in a uniform and objective manner. The disadvantage is that they seldom possess the intimate day-to-day knowledge of the jobs involved, and this is information needed to describe them accurately. Supervisor. The supervisor usually has intimate knowledge of the job, but may lack the requisite objectivity. Lack of objectivity sometimes results in a tendency to inflate jobs for personal or political reasons. This is a major drawback to supervisory involvement, although it would probably be a mistake to leave supervisors completely out of the program. In addition, supervisors may lack appropriate skills, such as the ability to write, that are required for the job. Outside consultant. Some employers hire consultants who specialize in the writing of job descriptions. Objectivity and experience are the advantages here; the big drawback is cost. And there is always the possibility that employees and supervisors alike will resent the intrusion of an outsider. Employee. It should be recognized that the job incumbent is always in the best position to know his or her job. There are, of course, problems with the incumbent’s participation in the job description program. Again, lack of objectivity and inflated outlook, as well as lack of writing and organizational skills for the job, are issues. Some employers have tried to increase employee involvement while controlling it as much as possible, by asking workers to fill out detailed questionnaires designed to elicit the information needed for the job description. Other firms have supervisors or personnel staffers interview the employee before writing the final job description. This input can then be weighed against other sources and the results used accordingly. The job analysis interview usually serves this purpose well. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 9 compensation.blr.com Collaboration and Compromise Although the employee and the supervisor may help in providing information and in editing a job description, neither of them alone (or even both working together) can be expected to prepare a description properly. This is why most companies depend on a specialist—either a consultant or a member of the personnel department to do the actual writing. This person also would develop the job questionnaire for response by the incumbents (if such a survey is used), as well as a list of questions for supervisory and incumbent interviews. Whoever you decide to use, the person should be unbiased and “nonpolitical,” have the ability to grasp quickly and describe clearly job requirements in a variety of work situations, be able to synthesize and generalize information, and have excellent writing, analytical, and organizational skills. The Approval Process No matter who does the actual writing of job descriptions, someone is going to have to be responsible for approving the finished product. Approval procedures vary according to the amount of responsibility given to supervisors and job analysts, the extent to which the company favors administrative controls, the purposes for which the job descriptions will be used, and the terms of any relevant union contracts. A basic approval process would be: 1. The job’s supervisor agrees that the job description is a complete, accurate, and clear representation of the job. (At professional, supervisory, and managerial levels, this approval level often would rest first with the job incumbents.) 2. The upper-level manager agrees that functional relationships and responsibility delegations have been represented correctly. 3. The wage administrator (or, in some cases, the job description or compensation committee) approves of the format and content. 4. An HR professional with knowledge of the legal factors, or an employment law attorney, provides agreement that there are no legal “red flags” in the descriptions that would, even without intimate knowledge of the job, be a legal problem. Depending on the ultimate use of the job description, the union also may be asked to participate in the review and approval process. The advantages of this type of approval process are obvious: Each individual reviews the completed job description from his or her own unique perspective, evaluating it on the basis of what he or she knows and understands best about the job in question. This is an excellent means of obtaining broadbased participation in the program while at the same time encouraging each group to stay within the limits of its own expertise. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 10 how to write job descriptions Chapter 3: Basic Elements and Format Basic Elements of a Good Job Description Most job descriptions contain: (1) job identification, (2) job summary or purpose, (3) essential functions and additional responsibilities, (4) accountabilities, and (5) job specifications. This framework may vary from employer to employer and from job to job. The basic elements will be discussed and the overall format of the job description will be discussed further in this chapter. One important thing to remember is that all job descriptions within an organization should follow the same format. Those individuals responsible for writing them should receive similar instructions and follow the same guidelines so that valid comparisons can be made among jobs. Job Identification This is the part that almost everyone takes for granted. It usually looks something like this: _______________________ Job Title _______________________ Job Code _______________________ FLSA Status _______________________ Plant/Division _______________________ Immediate Supervisor (Title) _______________________ Department _______________________ Written by _______________________ Date _______________________ Approved by _______________________ Date This information may be arranged in a number of ways. For example, a smaller company may simply ask for the job title, department, supervisor’s title, and the date. One thing to remember in designing the job identification section is that you want to include only items of information that are relatively permanent. For example, if you include the name of the incumbent’s supervisor and a month later the supervisor is promoted or leaves the company, all the descriptions with that name will have to be pulled from the files and revised. What’s in a Title? The most important element in this section is the job title. A job title that identifies the job accurately and precisely is valuable: (1) to the jobholder, or to someone new coming into the job; (2) for purposes of establishing the relationships among jobs; and (3) for purposes of comparing the job with others in the organization. A good job title: • Describes the job in a word or two. • Indicates the job’s specific field of activity, its relationship to that field, and its professional standing. • Provides some form of prestige to the jobholder. • Accurately reflects the job’s content, purpose, and scope of responsibility. (For example, if you have about 20 employees in your organization and one person is responsible for office and ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 11 compensation.blr.com clerical support functions, it’s more appropriate to title that job “Office Manager” than it is to term it “Operations Director.” • Should be as brief as possible, and if it consists of more than one word it should be in natural order (for example, “Computer Operator,” not “Operator, Computer”) so that it will be easy to use in written or spoken form. • Should indicate skill level or supervisory level, where valid distinctions exist. • Should be similar or identical to one of the titles the job has had in the past, so employees and supervisors won’t have to learn a completely new vocabulary every time job descriptions are written or revised. In the intermediate stages of preparing job descriptions, “working titles” may be used to identify jobs. You may in fact have several titles for some job descriptions. Choosing a final title is important because it is the fast step in defining the job and establishing a rank order with other jobs. It will be used for department, division, or functional groups, as a guide for promotions and transfers, and as an indicator of training and development requirements. Job titles are especially important when it comes to comparing the job with similar jobs in other organizations. Such comparisons are critical when developing a wage and salary structure, conducting wage and salary surveys, and recruiting new employees. Job titles should set each job apart from the other jobs. For example, the title “machine operator” indicates in a general way what the job is. Differences in degrees of skill required should be clarified by adding prefixes indicating the purpose for which the machine is used or the kind of machine operation: for example, “pneumatic drilling machine operator.” Another point to remember is that job titles should be consistent within the company. If “junior,” “intermediate,” and “senior” designations are made in one department, they should be used to make similar distinctions in other departments. Job Code Another major item in the job identification section is the job code. This refers to the employer’s unique combination of numbers or letters that the company has assigned to the job. Many firms have either used or adapted the six-digit numerical code used by the Department of Labor in its Dictionary of Occupational Titles (DOT), now known as the Occupational Information Network (O*NET). (See discussion of the DOT and O*NET following). Other companies set up their own set of numbers and letters to denote various categories for internal HR use. For example, the first letter of the code might be 1 for exempt or 2 for nonexempt; the second might be 3 or 4 for supervisory or nonsupervisory; the third 1 through 9 for job categories under the Equal Employment Opportunity Commision (used in form EEO-1); the fourth might denote which, if any, bonus compensation program the job is part of, etc. Other Identification The next item, FLSA status, simply refers to the exempt or nonexempt status of the job under the Fair Labor Standards Act. The other two items are for the names and signatures of the author of the job description and the final approval of the job description. (Approvals are discussed in more detail elsewhere in this book; for working purposes, an approval sheet should be attached to each job description draft.) Using the O*NET The Occupational Information Network (O*NET) database takes the place of the Dictionary of Occupational Titles (DOT) as a primary source of occupational information. The O*NET database is a comprehensive resource for obtaining job descriptions for thousands of jobs. The database was devel- ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 12 how to write job descriptions oped to help employers properly categorize positions within their organization. The O*NET project is administered and sponsored by the U.S. Department of Labor’s Employment and Training Administration (ETA). Access O*NET through the Internet at http://online.onetcenter.org/. O*NET Online is an application that was created to provide broad access to the O*NET database of occupational information. The O*NET database includes information on skills, abilities, knowledge, work activities, and interests associated with occupations. This information can be used to facilitate building position descriptions and aligning training with current workplace needs. Information in O*NET is available for over 950 occupations. Each occupational title and code is based on the most current version of the Standard Occupational Classification system. The online O*NET service helps employers browse job descriptions by key word, skills sets or by other classification systems (e.g., old DOT Code, Standard Occupational Classifications (SOC) and Registered Apprenticeship Information System (RAIS)). The O*NET system is organized into six major domains, listed below. The structure enables the user to focus on areas of information that specify the key attributes and characteristics of workers and occupations. For more information, go to http://online.onetcenter.org/help/content_model/. Briefly, the six major domains in O*NET are: Worker Characteristics—Defined as enduring qualities of individuals that may influence how they approach tasks and how they acquire work-relevant knowledge and skills. Worker Requirements—Commonly known as skills. Skills may be further divided into basic skills (skills, such as reading, that facilitate the acquisition of new knowledge) and cross-functional skills (skills, such as problem solving, that extend across several domains of activities). Experience Requirements—Requirements related to experiential backgrounds of workers in an occupation or group of occupations. Includes certification, licensure, and training data. Occupational Characteristics—Variables that define and describe the general characteristics of occupations that may influence occupational requirements. Occupational Requirements—Defined as a comprehensive set of variables or detailed elements that describe what various occupations require. Includes generalized work activities (GWAs) or dimensions that summarize the kinds of tasks that may be performed within multiple occupations. Occupation-Specific Information—Comprehensive set of elements that apply to a single occupation or a narrowly defined job family. This domain parallels other domains in that it includes requirements such as knowledge, skills, tasks, and machines, tools, and equipment. Similarly, labor market information defined by industry or occupation is also provided here. O*NET Reports. When using the O*NET service, employers can generate three different types of reports: Summary, Details, and Custom. • The Summary Report provides an overview or snapshot of the selected occupation, focusing on the most important descriptors. • The Details Report displays all descriptors for the selected occupation, and, where available, a rating of how important each descriptor is to the occupation. • The Custom Report allows the employer to select from 12 different factors to generate tailored reports about occupations. In the case of selected O*NET descriptors (e.g., Skills, Work Values, etc.), the user can further control the report contents by selecting the scale to display and minimum cutoff scores. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 13 compensation.blr.com It is suggested that you use the O*NET primarily as a reference source: to aid you in assigning specific, accurate job titles; to help you set up a useful job code system; and to provide you with a precise, practical vocabulary for describing the jobs in your firm. The only time when the use of “canned” job descriptions like those in the O*NET might be justified is when a new company is created and a workforce must be recruited to begin production as soon as possible. Under these circumstances, there is obviously no opportunity to perform job analysis and develop job descriptions. The best approach here would be to use the job descriptions from the O*NET that most nearly describe the jobs to be performed. Recruitment can then proceed and the jobs can be ranked for wage and salary purposes. After the “shakedown period” is completed, a formal job analysis and job description program can be implemented. Job Summary The second section of a good job description format is known as the “job summary.” It is a brief narrative picture of the job that highlights its general characteristics. In some ways, the job summary may be compared to the lead statement in a O*NET job description. It is especially valuable to the reader who wants to obtain a quick overview of the job. The job summary should provide enough information to differentiate the major functions and activities of the job from those of other jobs. Since brevity, accuracy, and objectivity are primary goals in writing the job summary, it is wise to follow these three basic rules: 1. Start the job summary with an action word (verb). 2. Explain the job’s requirements; in other words, tell what is done. 3. If necessary, explain the why or how of the job—its purpose. If it is necessary or helpful to do so, use an example. The choice of words is a crucial factor here. Although the same rules apply here as elsewhere in the job description, a few of them are worth repeating. The meanings you establish for certain words here in the job summary should be applied consistently throughout all your job descriptions. You should also try to avoid ambiguous words, or those that leave themselves open to a number of possible interpretations. And, finally, stick to simple terms and phrases with which everyone in the company is familiar. It is often in the job summary section that the phrase “Performs other assignments (or duties) as required” is included. We’ve already discussed the fact that a job description should not limit or restrict the worker, and that it is not meant to be an all-inclusive document. But it is difficult for some employees to understand why this phrase is so important. They may regard it as a convenient excuse for the supervisor who wants them to take on additional duties. One way of overcoming such objections is to ask the employee, “If you saw a fire starting in the supply cabinet, would you try to put it out?” This conveys the message that certain things that must be done are not always included in the job description. Essential Functions This section is important. Essential functions are common to all job description formats and represent a summary of those functions associated with the job. The essential functions should represent those duties that must be performed in the job. Often the essential duties section will be followed by a section on “Additional Responsibilities,” which are nonessential or marginal job functions. When trying to identify the essential job duties and responsibilities, it is vital to focus on the function of the job, rather than the means used to achieve that function. If you can leave the process of ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 14 how to write job descriptions achieving the end result open, you will be better prepared to meet the requirement to provide reasonable accommodation to otherwise qualified job applicants and employees. For example, it might be an essential function for a loading dock job to load four tractor trailers in two-and-a-half hours. This doesn’t necessarily mean that the load must be manually accomplished. Use of hand trucks and forklift trucks might be appropriate, allowing persons who cannot lift heavy loads for long periods of time to be able to do the job. Here are some of the items that might be included in this section: • Regular day-to-day functions. • Duties that occur at irregular intervals but that are of a recurring and essential nature. • Quantity and quality of supervision received. • Quantity and quality of supervision exercised. • Amount of human interaction required (in teaching, counseling, coaching, training, etc.); extent of contacts made both inside and outside company. • Responsibility for maintaining records. • Requirements for following instructions or orders. • Responsibility for company funds. • Degree of accountability for human and material resources. • Office machines or equipment that must be operated. • Physical demands. • Emotional demands. • Other unusual demands. It is this section of the job description that most nearly corresponds to the standardized descriptions of the O*NET. You may want to refer to it as an example of the types of duties and responsibilities that should be included here. Of course you will want to include many more of the details that characterize this particular job in your particular type of company. In developing this section, don’t fall into the trap of trying to do a task analysis or breakdown. This section should focus on the required outcome, the requisite product, etc., of the job tasks, rather than on the tasks themselves. Don’t attempt to set down every little detail of the job, unless it is an essential function of the position. You need only whatever information is necessary to define the level of skill, responsibility, and knowledge required by the job. While writing style will be covered in detail later, here are a few important points to remember when preparing the job duties section: • Use brief, to-the-point sentences or phrases. • Begin each sentence or phrase with an action verb. • Use the present tense. • Avoid verbs that do not specifically indicate the action involved. For example, “handles mail” might be better expressed as “sorts mail” or “distributes mail.” Because of legal considerations, you may want to enlist additional resources to help you define essential job functions to make sure that you are in compliance with the Americans with Disabilities Act. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 15 compensation.blr.com These resources include rehabilitation engineers, occupational health nurses, safety managers, job analysts, employment law attorneys, government agencies, and other consultants. The 80/20 Rule Probably the most difficult aspect of preparing job descriptions is deciding what functions, duties, and responsibilities to include. It may be hard for someone not intimately familiar with the job to determine which job activities are truly “essential” and which are marginal or incidental. One rule some employers have followed states that 80 percent of what comes out of a job is the result of 20 percent of what goes into it. In other words, only about 20 percent of what the employee actually does is responsible for achieving 80 percent of the job’s results or objectives. The significant point to remember here is that it is this 20 percent of the job’s content that you are trying to capture in the essential functions of the job description. There is no substitute for experience when it comes to writing job descriptions. All the advice, rules, guidelines, and suggested formats presented thus far will be meaningless until they are applied. And because jobs themselves vary so widely, it is impossible to provide a step-by-step guide to writing the “ideal” job description. The best approach is to reread and assimilate what has been said up to this point and then tackle the first job, preferably a low-level one that is limited in scope and that lends itself to fairly concrete description. Accountabilities Once job objectives have been made clear and responsibilities and duties have been defined, the incumbent is accountable to his or her superior for success or failure in accomplishing these objectives. The section on “accountabilities” not only describes the end results achieved when job duties are performed satisfactorily, but also mentions specific standards for measuring performance. It is therefore particularly useful when preparing for performance appraisal. The concept of accountability is easily misunderstood. It is important for the manager or supervisor to realize that when authority is delegated, the person to whom it has been delegated is held accountable. The subordinate must consciously accept the authority and exercise it in making decisions and seeing that they are carried out. In lower-level jobs, this section states to whom the incumbent is accountable in carrying out the duties and responsibilities that have already been outlined. In a sense, job descriptions form the basis for the company’s disciplinary system. When an employee fails to fulfill the responsibilities or to meet the standards specified in the “accountabilities” section of the job description, he or she can be disciplined in a number of ways, including termination of employment. Job Specifications Job specifications describe the specific job requirements in terms of “compensable factors.” This factor-by-factor breakdown of the job also gives enough supporting data to select a particular level or degree for each factor. During job evaluation, a point score is assigned and a wage rate or salary level is set accordingly. Because the job specification is used chiefly as the basis for rating jobs in the job evaluation process, the factors selected depend upon what the company has designated as “compensable factors” for all the jobs in the organization. Most fall under the four broad headings of skill, effort, responsibility, and working conditions. Skill, for example, might be broken down into the education, experience, initiative, and ingenuity required for the job. Effort might be subdivided into the physical and mental effort required. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 16 how to write job descriptions But what has happened in many firms is that job specifications have become confused with “person (or employee) specifications”—that is, the minimum qualifications that an employee must possess to be considered for hire. The distinction between job specifications, which are used for wage and salary purposes, and person specifications, which are used for employment purposes, is an important one. The sample job and person specifications should help clear up any confusion. Factor Job Specification Person Specification Education Requires high school or equivalent Must be a high school graduate Physical Demands* Requires frequent lifting of weights 100 Ib or more Must be strong and weigh at least 150 lb. Mental Demands* Requires keen vision Requires mental alertness Must have 20/20 vision Must have quick reflexes Working Conditions Exposed to all kinds of weather Must be in good physical condition Some job descriptions also include a section dealing specifically with “relationships.” This describes the major relationships between this job and other jobs or positions either within or outside the company. It includes subordinate positions directly supervised by the job being described, as well as contacts with outside vendors, government agencies, etc. It should be remembered that the basic format outlined in the preceding pages is by no means the best or the most widely used. It is, however, a comprehensive approach that will ensure widespread application. You may wish to incorporate some of these six basic elements in your own job description format while omitting others. Just make sure that you aren’t leaving out a section that might serve a vital purpose. Job Description Format Job description formats vary widely, and there is no single “right” format to follow. Length can range from a half page to two or three full pages, depending on the nature of the job and the company’s program goals. Whatever the length, the finished job description should be detailed enough to give a clear picture of the job to someone not familiar with it. The written information should make it possible for the reader to compare the demands and contributions of this job with those of other jobs in the company. It must tell why and how job duties are performed, and it must indicate the job’s scope, complexity, authority, and accountability. It is just as important to understand what doesn’t belong in a job description as it is to know what information does belong there. Above all, the job description should state the functions as they’re observed and the situation as it exists (assuming the incumbent is performing the job satisfactorily), not the way the job might or should be done theoretically. In other words, opinions or recommendations concerning work methods or procedures have no place in the job description, even though they may be valuable for improving efficiency and productivity. *Note: Factors such as physical and mental demands must, for purposes of the Americans With Disabilities Act (ADA), be carefully crafted to address only the essential functions of the job. See Chapter 10 for details. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 17 compensation.blr.com Another important point to remember is that the job description shouldn’t restrict the right of supervisors to assign additional duties not specified in the job description. However, it is important to realize that because of legal considerations, these extra duties and responsibilities should not be considered “essential functions” of the job. To avoid any possible misunderstandings in the future, many companies have a statement similar to the following at the bottom of their job description forms: “This job description in no way states or implies that these are the only duties to be performed by this employee. He or she will be required to follow any other instructions and to perform any other duties requested by his or her supervisor.” The following do not belong in a job description: • Negative statements, such as “does not answer phone while supervisor is out of the office.” • Abbreviations, even if their meanings are well known to the jobholder and the supervisor. Such words should be spelled out, so that anyone who might refer to the job description in the future will know what it is saying. • Duties that are to be performed in the future, except in the case of a new job that is just being established. The general rule is that a function must have been performed for a period of three months before being included in a job description, in order for the worker to be familiar enough with it to provide the job analyst with the necessary information. • Occasional or temporary duties. If it is necessary for some reason to do so, there should be a notation in the margin opposite these duties stating that they are temporary or occasional. It should be clear whether these are essential and fundamental to the job, or whether they are considered marginal functions. • Generalized statements. When such statements are unavoidable, they should be followed by an example to clarify them. It is usually best to use an example given by the jobholder. Length of Job Descriptions While no set rule governs the length of job descriptions, brevity and conciseness should be your goal at all times. Most companies try to keep their job descriptions to one page or less. If a job specification section is included, it is usually put on a separate sheet. Beginning each sentence or phrase in the “Essential Functions” section with an active verb tends to produce a very concise style. Each item in this section (which is usually the longest part of the job description) should be checked and double-checked to make sure that its inclusion is absolutely necessary. Job requirements or duties that are inherent in the position should never be omitted merely for the sake of brevity, but at the same time it is not always necessary to describe every minute detail of the method employed in performing a particular duty. In some cases, employees have a standardized shortened terminology for a series of operations. The term “make-ready” is a good example. In the printing trade, everyone knows and accepts this concept, and it is therefore not necessary to use a great many words to explain the details of make-ready jobs. The same would hold true for an aircraft mechanic who must perform an aircraft engine “run-up.” This is always performed in the same manner, using a checklist to make sure that the engine is performing within given parameters. It would take many words to describe how the run-up is actually performed. But since aircraft mechanics, their supervisors, and anyone else who might have to use the job description knows what the words “run-up” refer to, it is usually safe to omit further explanations. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 18 how to write job descriptions An exception to this rule would be when the job being described is a newly created position within the company. If this is the case, there may not be a standardized shortened terminology for the operations performed, or employees may not yet be familiar with such terminology. For example, if printing were a new occupation in the company, the words “make-ready” would have little or no meaning in terms of explaining the difficulty of the work. Under these circumstances it would be better to write out the relevant details. Supervisors and employees often complain that job descriptions are not complete enough. Their complaints may or may not be justified, but in any case they deserve a hearing. Employees may feel that the job description does not adequately reflect the scope and difficulty of the job, and supervisors may worry that it doesn’t present a complete picture of what the employee is expected to do. Job analysts or personnel staff members responsible for writing the job description should give their suggestions careful consideration, and either incorporate the proposed additions when writing the description or provide the employee or supervisor with an explanation of why the additional information is not appropriate or necessary. Many proposed additions will consist of incidental tasks or elaboration of stated duties and responsibilities. Employees and supervisors should understand why the additional information is not required. Without their understanding and cooperation, the entire program can be undermined. Designing or Choosing Your Own Format The variety of available formats for job descriptions is almost endless, and you may decide to ignore them all and design your own. Some companies have different formats for different level jobs. There is nothing wrong with using more than one format as long as it doesn’t make it more difficult to rank or compare similar jobs. In other words, it would certainly be justifiable to use a different format for hourly and salaried employees, but there would be no point in using a particular format for some hourly employees and not others. Some sample formats are presented in the following pages. You will notice that not all of them include all five elements discussed earlier in this section. Information can be added to or subtracted from these basic formats, depending on your company’s needs. Use them as a reference source in designing a “custom-made” job description format or use them exactly as they appear here. Either way you will be assured of getting off to a good start. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 19 compensation.blr.com Sample Job Description Format Job Title:________________________________ Date:____________________ Dept. or Division: _______________________ Status: __________________ Reports to: _____________________________ Job Code: ______________ Written by: ______________________________________________________ Approved by: ____________________________________________________ Job Summary: Describes the general purpose of the job; why the job exists. Job Duties: Summary of typical duties and responsibilities of the job; may be divided into “essential functions” and “additional responsibilities.” Accountabilities: Lists the end results that the job should achieve. Job Specifications: Lists the job requirements that must be met to perform the job. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 20 how to write job descriptions Sample Job Description Format Job Title: _________________________________________________________ Department: ______________________________________________________ Accountability: Title of job to which this jobholder must report. Job Summary: Short statement outlining the purpose of the job. Duties and Responsibilities: Series of statements, each outlining a particular duty, task, or responsibility and identifying “what,” “why,” and “how.” All statements should be related to the work to be performed, should identify only the most significant or essential duties, and should convey some idea of the frequency of occurrence. Interaction: When relevant to the job, a statement describing the relationships and degree of contact with internal and external individuals or groups. Prepared by: __________________________ Date: ___________________ Approved by:__________________________ Date: ___________________ ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 21 compensation.blr.com Sample Job Description Format Job Title: ______________________ Job Grade: _______________________ Division: ______________________ Department: _____________________ Job Code: _____________________ Date: _____________________________ Job Summary: Short statement of the job’s purpose. Work Performed: Numerical listing of specific duties and responsibilities; may be divided into “essential functions” and “additional responsibilities.” Qualifications: Educational requirements, certification or licensing standards, experience and basic knowledge requirements. Written by: __________________ Approved by: ___________________ ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 22 how to write job descriptions Sample Job Description Format Job Title: _______________________ Date: ____________________________ Department: ___________________ Incumbent: ______________________ Job Code: ______________________ Job Grade: ______________________ FLSA Designation: _____________ Supervisor: ______________________ Basic Responsibilities: Summary of the basic responsibilities or goals of the job, including its scope or limitations. Specific Duties: Listing of the specific duties or performances necessary to carry out the abovementioned responsibilities. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 23 compensation.blr.com Writing ‘Behavioral’ Job Descriptions Behavioral job descriptions are an expression of what the individual does in specific and measurable terms, with job objectives stated in the form of behaviors the individual is expected to display. This approach is designed to eliminate the ambiguity that characterizes most traditional job descriptions and renders them useless for many of the purposes we have already discussed. The advantage of stating job objectives in precise, behavioral terms is that it makes the incumbent’s role or function absolutely clear. An employee’s failure to perform well can often be traced to a disagreement between supervisor and subordinate over what is to be done and what constitutes satisfactory performance. By stating job objectives in specific, quantifiable terms, the job description establishes goals and guides the employees in their efforts to obtain them. These goals also serve as convenient “benchmarks” against which employees can evaluate their own performance. They know exactly what constitutes satisfactory performance and can therefore judge how well they are performing at all times. Needless to say, behavioral job descriptions are an invaluable aid to the company’s regular performance appraisal program. A closely related approach involves the writing of results-oriented job descriptions. By taking each task or duty and stating it in terms of conditions, standards, skills, and qualifications, ambiguity is eliminated entirely. This information may be arranged in a number of ways, but the same basic approach is taken for each major function. The advantages here include giving employees a clearer idea of the company’s performance expectations and of the minimum qualifications for promotion or reassignment. The disadvantages include the possibility that changes in conditions and standards will necessitate constant rewriting to assure that the job description always is clear about the functions considered essential to the position. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 24 how to write job descriptions Chapter 4: Gathering Information: Job Analysis, Job Specifications There are a number of questions you should ask yourself before designing the final format. The questionnaire on the following page will help you decide what kinds of information to include. Then you can take this information and organize it in a logical and useful manner. Some companies organize job duties chronologically; others do it according to the work cycle. Information about noncyclical jobs (like office or administrative work) can be organized in terms of subject matter, level of difficulty, or in some other logical arrangement, with regular and recurring duties listed ahead of occasional or sporadic tasks. Job Analysis Job analysis is the process of determining what is performed and accomplished in the job. It is the process of gathering data from which to construct one of the major sections of the job descriptions— the essential functions. It has many other uses as well, but for the purposes of this book, it is intended to be used as data gathering for the final product, the job description. As discussed briefly in the preceding chapter, there are a variety of methods to gather data for job analyses. The most thorough and accurate job analyses rely on multiple methods. Some of these techniques are: 1. Direct observation of the job being performed 2. Interviews with the job incumbents and with their supervisors 3. Work logs kept by the job incumbents 4. Structured and unstructured job questionnaires filled out by the incumbents and/or their supervisors 5. Conferences/oral interviews with incumbents and/or their supervisors. The ADA It is important that this chapter be read in conjunction with Chapter 10, which discusses the ramifications of the Americans with Disabilities Act (ADA) on the development and use of job descriptions. Sample Job Analysis Questionnaire We are providing you with a sample questionnaire. It can be modified to fit your own needs. You may want to combine it with information from the Occupational Information Network (O*NET) or with other questions specific to your industry. The questionnaire may be filled out by the job incumbents, as well as by their supervisors, for each particular job. Then, the job analyst or other human resources professional could use the completed surveys for further discussion and refinement of the job duties and functions in question. Or, the job analyst could interview the incumbents and supervisors in person, using the questionnaire as the focal point of the interview. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 25 compensation.blr.com Preliminary Job Description Questionnaire Instructions: Distribute copies of this questionnaire to supervisors, personnel staff members, job analysts, and others who may be involved in writing job descriptions. Ask them to record their answers to these questions in writing. This information will be used later in designing a job description format or in filling out the existing job description form. For many questions, you might want to leave a full page for an answer. 1. What is the job title? ___________________________________________________________ 2. In what department is the job located? ______________________________________________ 3. What is the title of the supervisor or manager to whom the jobholder must report? _____________ ____________________________________________________________________________ 4. Does the jobholder supervise other employees? If so, give their job titles and a brief description of their responsibilities: Position Supervised ___________________________ Responsibilities ___________________________________________ ___________________________________________ ___________________________ ___________________________________________ ___________________________________________ ___________________________ ___________________________________________ ___________________________________________ 5. What essential function duties does the jobholder perform regularly? List them in order of importance: Duty Percentage of Time Devoted to This Duty 1. ______________________ ___________________________________________ 2. ______________________ ___________________________________________ 3. ______________________ ___________________________________________ 4. ______________________ ___________________________________________ 5. ______________________ ___________________________________________ 6. ______________________ ___________________________________________ 7. ______________________ ___________________________________________ ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 26 how to write job descriptions 6. Does the jobholder perform other duties periodically? Infrequently? If so, please list, indicating frequency. 7. How often is jobholder given: a. Supervision b. Instructions c. Discretionary authority d. Authority over others Constantly Frequently Infrequently Seldom 8. What are the working conditions? List such items as noise, heat, outside work, and exposure to bad weather. 9. How much authority does the jobholder have in such matters as training or guiding other people? 10. How much education, experience, and skill are required for satisfactory job performance? 11. At what stage is the jobholder’s work reviewed by the supervisor? 12. What machines or equipment is the jobholder responsible for operating? 13. If the jobholder made a serious mistake or error in performing the required duties, what would be the cost to management? ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 27 compensation.blr.com Job Specifications Job specifications organize information gathered in the course of job analysis and make possible a meaningful comparison of jobs for evaluation purposes. The exact contents of the job specification sheet, therefore, are determined by the method of job evaluation used by the company. Here are some typical questions the job specification sheet should answer. Remember, job specifications should describe job requirements, not human characteristics or qualifications. • Experience. How long should the incumbent have worked in this job or in closely related jobs? Within or outside the organization? • Education. What does the job require in terms of formal schooling, training, or knowledge of a specialized field? • Responsibility. Is the employee responsible for the safety of other employees? for loss or damage to tools, materials, equipment, etc.? • Complexity of duties. Does the job require the incumbent to show judgment and initiative? to make independent decisions? • Supervision received. How closely does the incumbent’s immediate supervisor check his or her work? outline specific methods or work procedures? • Supervision exercised. How many people does the incumbent supervise directly? indirectly? What responsibility does he or she have for controlling policy decisions, costs, or work methods? • Consequences of error. If the incumbent made an error, what dollar loss would be likely to result? How often does the possibility of loss or error occur? • Working conditions. Is there anything in the work environment that is unusually hazardous or uncomfortable? For what percentage of the time is the incumbent exposed to such conditions? • Mental, physical, and visual demands. What degree of concentration is required? Are there special physical demands? Is there likely to be eye strain? • Confidential data. To what extent is the incumbent responsible for confidential information? What would be the consequences of unwarranted disclosure? To what extent are integrity and discretion important? You will notice that there is some overlap here with the “Essential Functions” section of the job description. However, in the job specification sheet you are dealing with the requirements of the job and the factors on which it will be evaluated, whereas in the job description itself you are dealing with what the jobholder does. The same type of information, in other words, may be presented from two very different perspectives. Wherever possible, job specifications seek to describe measurable qualifications; for example, education and experience in terms of years. Specifications may suggest the relative importance of solving arithmetic problems, understanding mechanical devices, or making decisions rapidly. The information is usually arranged in three or four vertical columns: the job evaluation factors (education, experience, physical demands, etc.); the job facts pertinent to each of these factors; the level or degree to which each factor is represented in the job; and the number of points each degree is worth. At the bottom there is usually a place for tallying the job points and for including any additional remarks. These are the most important factors both for job performance, and to assure that members of protected groups are not kept out of jobs because of bogus job specifications. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 28 how to write job descriptions Accountability for Job Specifications There are two common approaches to the preparation of job specifications. One is to have the job analyst record the facts pertinent to the job and then let the job evaluation committee assign degree numbers and point ratings. The other is to have the same person who performed the job analysis prepare the specification, including the point ratings. This second approach regards job specifications as an end product of job analysis and job description, rather than as a preliminary step in job evaluation. In some ways it is preferable, because having conducted the job study and having prepared the job description places the analyst in a position to use this knowledge fairly and objectively in rating the job. Writing and Approval Process No matter what approach you use, job specifications should be reviewed and approved by someone other than the person who prepared them. These are the basic writing, review, and approval steps: 1. Write a rough draft of the job specification. 2. Review it with the supervisor of the job, the union representative (if applicable), the job evaluation committee, and possibly the employee. As with the final job description, this depends on the level of the job and company policy. 3. Review the changes that have been suggested; incorporate those that all concerned parties have agreed upon. 4. Edit the job description and the job specifications together to make sure they are consistent with each other. 5. Prepare a final draft, with enough copies for filing, reference, and use in job evaluation. Problems with Job Specifications Specifications are usually determined by interviews with employees and supervisors, with questions geared toward the job experience. For example, if experience has proved that the ability to keyboard, using a specific word processing program, is essential to success in a certain secretarial job, these requirements will be written into the job specifications. The underlying assumption is that the items listed in the job specifications are those required for full performance of the job duties. A number of state and federal government agencies (particularly the Equal Employment Opportunity Commission) have concluded in a number of instances that job specifications are either unrealistically high or simply not relevant to the job. When too stringent, overqualified but underutilized persons are hired for the job, and people who could perform the work effectively are not hired. This is a particularly sensitive issue for minority groups, women, and persons who are disabled. Making job specifications conform with the job description will certainly solve some of these concerns before they become discrimination complaints. For example, if the jobholder is not required to perform any duty requiring more than a high school education, the job specification would call for a high school degree or equivalent diploma. Requiring a college degree would not only be inappropriate for the job, it might also get you into trouble. You should get in the habit of examining your job specifications periodically. Ask yourself the following questions: • Are people being hired who are overqualified or who have the wrong skills for the job? • Are these individuals becoming dissatisfied with their jobs? • Are current job specifications actually being used (in hiring, job evaluation, performance appraisal, etc.)? ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 29 compensation.blr.com • Are current specifications keeping out individuals who might make a valuable contribution to the organization? • When was the last time that job specifications were reviewed? Invalid job specifications are of no use to anyone, and may end up harming the individual and the organization. Improper placement, high training costs, excess waste of both human and material resources, dissatisfaction, low productivity, high turnover, and unnecessary legal expenses are just a few of the possible consequences of poor job specifications. The sample job specifications that follow will give you an idea of what you should be aiming for. While these samples are quite detailed, keep in mind that the job specifications for many lower-level jobs can be summed up in a sentence or two. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 30 how to write job descriptions Sample Job Specification for Ambulance Driver Compensable Factors No. of Points Job Requirements Education Experience Working Conditions 40 24 20 Physical Demands 18 Mental/VisualDemands 28 Safety of Others 18 Initiative and Ingenuity 34 High school diploma (or equivalent) preferred. One-year driving experience. Part of day spent in comfortable office environment; some time spent in garage area. Must occasionally drive through heavy traffic and/or hazardous weather. Must be able to lift and/or carry patients for short distances, push and pull stretcher. Eyehand-foot coordination essential. Constant alertness required while driving and attending to patients. Must often transport seriously ill or injured patients and administer first aid. May be required to improvise first-aid measures. Sympathy and tact required in dealing with patients and their families. Sample Job Specification for Machine Operator Factors No. of Points Job Requirements Education 7 Knowledge 8 Supervision 2 Working Conditions 6 Responsibility for Equipment and Materials 4 Hazards 4 Must have sufficient education to read blueprints, perform simple calculations, and keep records. Expert knowledge of complex tools, work methods, and a wide variety of common metals required. General supervision; detailed instructions available upon request. Possible discomfort from smoke and small chips flying through the air. Errors due to setup and running jobs usually less than $50 per week; possible damage of $100 or more to equipment. Minor scratches and bruises; possible skin disturbances from oil. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 31 compensation.blr.com Sample Job Specification for an Economic Research Assistant (Bank) Job Requirements: Education Experience Initiative Responsibility Contacts Supervision Mental Demands Physical Demands Working Conditions ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) College degree (or equivalent) in economics or business administration; broad knowledge of economics and business theory and an understanding of statistical methods and their application and analysis. Six months to one year of practical experience in statistical methods and analysis. Job requires judgment and initiative in determining source of information and judgment in selection of significant data and application of statistical formulas to develop informative results. Considerable care is required, as most errors are difficult to locate. Reports and publications are distributed beyond the bank and relied upon as being correct and indicative of trends. Work must be prepared promptly and deadlines met. Routine staff contacts plus frequent public contacts by phone and occasionally in person when requesting or furnishing information. Courtesy and tact are required. Does not supervise anyone; works under general supervision. Concentration required for the selection, development, and analysis of economic information. Job requires frequent use of calculator and adding machine. Also requires frequent trips to public library and other outside offices for information. Typical office conditions. 32 how to write job descriptions Chapter 5: Job Descriptions and the Americans with Disabilities Act According to the Americans with Disabilities Act (ADA), employers may not refuse to hire an otherwise qualified individual with a disability as long as that individual can perform the “essential functions” of the job “with or without reasonable accommodation.” “Essential functions” are those duties that an individual must be able to perform—i.e., fundamental rather than marginal duties—and this is where job descriptions come in. In determining whether a function is essential, one of the things that the Equal Employment Opportunity Commission (EEOC) will look at is a written job description prepared by the employer before advertising the position or interviewing applicants. Job descriptions are not required under the ADA, and some employers may choose not to use them. But for most employers, detailing the essential functions in a job description will help ensure that applicants with disabilities are not rejected because they cannot perform marginal job duties. Because of the importance of the ADA, we’ll discuss some of these issues in more detail. What is a Disability? The EEOC defines disability broadly, as: 1. A physical or mental impairment that substantially limits one or more of life’s major activities when using mitigating measure such as eyeglasses, pills for hypertension, or a hearing aid; 2. A record of having such an impairment; or 3. Being regarded as having such an impairment. ‘Otherwise Qualified’ A person with a disability is “otherwise qualified” for the job in question if he or she: 1. Has the prerequisite education, skills, experience, licenses, and other background needed for the job; and 2. Can perform the essential functions of the job with or without reasonable accommodation. Essential Functions Throughout this book, we discuss the use of essential functions in job descriptions. These functions are those that a person must be able to perform in the job, either unaided, or with the assistance of a “reasonable accommodation.” How do you know if a particular function qualifies as “essential”? The first question you should ask yourself is whether the employee is actually required to perform that function. For example, you might say that typing is an essential function for a receptionist, but if you’ve never required any employee in this position to type, it would obviously not be considered an essential function. If individuals who hold the position are actually required to perform the function, then the function may be considered essential. To find out, you should answer the following questions: 1. Does the position exist to perform this function? For example, when a person is hired to proofread documents, the ability to proofread is an essential function because this is the only reason for the existence of the job. 2. Is the function highly specialized? In certain professions and highly skilled positions, you may hire a worker because of his or her special ability or expertise in performing a particular function. The performance of that specialized task would be an essential function. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 33 compensation.blr.com 3. Are there a limited number of employees among whom the function can be distributed? If you employ relatively few employees, you may require each of them to perform a variety of functions, and the options for reorganizing the work may be more limited. In this type of situation, functions may become essential that might not be considered essential if there were a larger staff. In a larger group, where the work can be spread out more, the same functions may not be considered essential because there’s always someone who can step in and perform the functions when necessary. 4. Would the job be fundamentally altered if you were to remove the function in question? If the purpose of the job would still be accomplished without performing the function, it might not be an essential one. 5. What happens if the function is not performed? If the consequences of failure to perform the function are severe, then the function might be essential. Other factors that might be considered in determining whether a function is essential or not: • How the function is treated in documents, such as the job description, that are created before advertising or interviewing for the job. • The amount of time spent performing the function. • The terms of a collective bargaining agreement. • The work experience of incumbents performing the same or similar jobs. Nonessential Functions It is vital that employers separate essential functions from nonessential functions. However, this doesn’t mean that marginal functions are deleted from your job description. They may be included, but they should be separated from the heading “Essential Functions” and be listed under a heading such as “Additional Duties and Responsibilities.” We don’t recommend using the term “Marginal Functions,” although the EEOC often uses this phrase, because it might imply on a job description that the task doesn’t have to be done. Nonessential functions would be considered as tasks that are marginal, or incidental to the completion of the essential functions. In addition, nonessential functions would be those that could be performed by other workers. Job Analysis and Essential Functions The ADA doesn’t require a job analysis to be performed, just as it doesn’t require a job description. Nor does the ADA limit an employer’s ability to establish or modify the functions, content, or nature of a job. The ADA does, however, require that the job qualifications of a person with a disability be evaluated in respect to the job’s essential functions. ‘Reasonable Accommodation’ The ADA requires employers to “reasonably accommodate” qualified disabled applicants so that they can perform the job’s essential functions, unless the accommodation would cause an undue hardship. Note that accommodations may range from a simple adjustment such as raising the level of a desk so that the arms of wheelchair can fit under it to purchasing devices such as hydraulic lifts, special telephones, or voice output devices for computers. According to the EEOC, the requirement to accommodate is best understood as a duty to remove or to alleviate barriers to employment. Other possible accommodations: • Part-time or modified work schedules. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 34 how to write job descriptions • • • Job restructuring. Providing qualified readers or interpreters. Allowing the use of accrued paid leave, or providing additional unpaid leave for necessary treatment. Just how far an employer has to go, and how much it has to spend, to accommodate an individual with a disability is something that the EEOC will determine on a case-by-case basis. The agency will consider the size of the company, its financial resources, and the impact of the accommodation on the operation of the facility. Note that the concept of undue hardship is not limited to financial difficulty, but can include any accommodation that would be unduly extensive, substantial, disruptive, or that would fundamentally alter the nature or operation of an employer’s business. In addition, the EEOC has said that an employer doesn’t need to offer the “best” accommodation possible, as long as the accommodation is sufficient to meet the person’s job-related needs. No Requirement to Have Job Descriptions The ADA does not require employers to develop or to maintain job descriptions. However, if you do have them, the EEOC will look at them, as well as at other relevant information, when determining essential functions. Therefore, it’s important to keep job descriptions current. Claiming later that some function not listed on the description is a task essential to the job will be more difficult to prove than if the job already was listed on the description. ‘And Other Tasks as Assigned’ This catchall phrase has been found at the bottom of job descriptions probably since the form was first used. It’s been a helpful item for employers who need workers to chip in and get the job done. But now this phrase is in jeopardy because of the ADA. You may still use the phrase—it’s not against the law. However, we recommend caution. If you do put it on your descriptions, note that duties covered under it should not be considered essential functions. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 35 compensation.blr.com Chapter 6: Organizing the Information A good job description format makes organizing the information fairly simple. Some sections, for example, the “Job Identification” section, automatically will present the desired information in a useful and logical sequence, and all you have to do is fill in the blanks. (That is, assuming you have done the necessary work to determine whether the job is exempt or nonexempt, etc.) However, the “Essential Functions” section presents more of an organizational and writing task. If the functions are numerous and complex (and for many jobs they are), you’ll want to decide ahead of time how to organize them. Here are some alternatives: 1. The “sequence of operations” approach. This is a simple way to organize job information—it follows the sequence in which the functions are carried out (if there is such a sequence). This approach is best suited to jobs where tasks tend to be repetitive and usually performed in a particular sequence over and over again. 2. The “major duty” approach. Many jobs, particularly those of a supervisory or administrative nature, have no daily sequence of functions and duties. In this case the information can be organized into major job segments or duties, the most essential listed first, with specific duties outlined below each of these broader headings. 3. The “relative importance” approach. This approach organizes information about job duties and responsibilities on the basis of their relative importance (as judged by the incumbent, the supervisor, and the job analyst or human resources specialist). A variation on this idea would be to arrange the functions in order of the amount of time spent on them. These are just a few of the organizational frameworks that you can follow. The most appropriate choice depends to a large extent upon the job analysis method used and on the nature of the job in question. For example, if you use a structured job analysis procedure, such as function inventories, you may want to arrange duties in alphabetical order in the job description. Or if you are trying to describe a job that consists almost entirely of interpersonal contacts, you will naturally want to organize the job description on the basis of these relationships. Sentence Structure and Content The content of sentences used in a job description will also vary greatly with the nature of the job and the job analysis method being used. The sentences may be very simple, consisting of only a verb (in the third person, present tense) and an object (possibly modified by an adjective), as in “Operates power saw” or “Installs thermostats.” However, most jobs demand somewhat more complicated sentences, examples of which are: Compound sentence (contains two or more main clauses and no subordinate clauses). “Greets customers at Information Desk and ascertains reason for visit to Credit Office.” Complex sentence (contains one main clause and one or more subordinate clauses). “Contacts customer to obtain delivery address when address is omitted from letter.” Compound-complex sentence (contains two or more main clauses and at least one subordinate clause). “At end of year, when requisitions for coming year are submitted, prepares report on supplies used by each department and suggests areas for cost reduction.” Note that all unnecessary words have been eliminated. There is no stated subject (it is understood that the subject is “incumbent” or “jobholder”) and words like “a,” “an,” “the,” “their,” etc., are left out when they are not absolutely essential for clarity. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 36 how to write job descriptions Sentences in a job description should always be positive, never explaining what the worker doesn’t do. But sometimes this rule may pose problems. When it does, the writer can give an example illustrating the limitation rather than using a negative statement. Another trap to avoid is using the words “responsible for.” An employee can be “responsible for” any number of tasks and never do anything to accomplish them. Furthermore, “responsible for” duties cannot be classified or graded. Once it is known what duties the worker performs and what the desired product of these functions are, the individual’s responsibility becomes clear. For example, don’t say “Responsible for answering telephone calls from customers” when what you really mean is “Answers telephone calls from customers.” Relative adjectives, such as “extremely complex” or “moderately difficult,” should be avoided unless their meaning is clarified by a comparison. Such terms are occasionally found in classification or grading standards, but only to compare levels of difficulty or work within a certain occupation. In a job description, judgmental words of any type should be strictly avoided. “Extremely complex” to one person might be only “moderately complex” to another. Another example of vague language would be “Exercises good judgment in handling personnel problems.” Who is to say exactly what constitutes “good” judgment here? Similarly, to say that the incumbent “is allowed a wide latitude for the exercise of independent action” is not as meaningful as it would be to state exactly how much discretion the incumbent has through specific examples of the circumstances under which it is exercised. All other sentences in the job description—that is, the job summary, accountability, job specifications, etc.— follow the same general rules. Choosing Your Words Carefully To achieve the two primary goals of job description writing—accuracy and brevity—you must check and double-check the words you have chosen to describe each job activity. Sometimes it is helpful to have someone who is not as familiar with the job read over what you have written. If an outside consultant is preparing the job descriptions, a professional in human resources also should check them over carefully. Here are a few guidelines regarding the use of words in a job description: • Use a simple word rather than a sophisticated one. For example, never say “metropolis” when “city” will work. • Use a single word rather than three or four. • Avoid technical words unless you are sure they will be easily understood. If you must use them anyway, explain. • Use few adjectives. • Keep the use of gerunds and participles to a minimum. A gerund is a verb used as a noun; for example, “Handles processing of change-of-address forms.” A participle is a verb used as an adjective. Of course there are times when gerunds and participles provide the most effective means of describing a task, but there are many more times when they merely clutter up the sentence. In the first example above, why not just say “Processes change-of-address forms”? • Avoid imprecise words such as “situation,” “facilitate,” “interface,” etc. Ask yourself if the word you have used might be interpreted differently by two different people. • Use words that focus on the outcome of the job function, rather than on the process used to create the outcome. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 37 compensation.blr.com Writing Guidelines and Style Recommendations The following recommendations are vital because the way in which job descriptions are written can make or break the success of your program, and they deserve to be repeated here. It is strongly suggested that you copy this list of writing guidelines and distribute them to anyone who might be involved in the writing process. 1. A terse, direct style should be used throughout the description. 2. Keep sentence structure as simple as possible; omit all words that don’t contribute necessary information. 3. Begin each sentence with an active verb (see “Glossary of Useful Verbs and Other Terms”), third person singular. Always use the present tense. 4. Wherever possible, describe the desired outcome of the work, rather than the method for accomplishing that outcome. For example, instead of “writes down phones messages”—a taskoriented approach—you might say “accurately records phone messages.” 5. Focus on essential activities. A task that is performed frequently throughout the day may not be as essential or as critical to the job as something done only once or twice a week. 6. Disregard minor or occasional tasks that are common to all jobs or are normally taken for granted, unless they are still essential to the job. If nonessential, list under “Other Responsibilities or Functions.” 7. Avoid the narrative form. You are writing a job description, not a story. When possible, eliminate adjectives and articles (a, an, the). 8. Be consistent when using terms like “may” and “occasionally.” Their meanings should be spelled out to avoid confusion. For example, make sure that if the word “occasionally” is used in the essential functions section of the description, the occasional work performed truly is essential to the job. 9. Avoid words, such as “handles,” that don’t tell specifically what the employee does. Others you may want to avoid: “checks,” “prepares,” “examines,” “sends.” If these words are the most accurate and specific ones available, it may be acceptable to use them. But if a more specific term would describe the task more clearly, use it. 10. Be clear and use nontechnical language whenever possible. A good job description explains the objectives, duties, and responsibilities of a job so that they are understandable even to a layperson. 11. Refer to job titles rather than people. For example, “Reports to Human Resources Director” instead of “Reports to Estrella Simpson.” 12. Be precise in defining responsibility. The degree of responsibility given indicates the importance of the job and is a vital factor in evaluating it. 13. Use parentheses to indicate qualifying or incidental explanatory details, as opposed to actual job duties. 14. Discriminate between important and trivial facts. If an item is really trivial, perhaps it should be omitted. 15. Qualify whenever possible. Don’t just say that a file clerk “files” materials; say that the clerk “files alphabetically.” ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 38 how to write job descriptions 16. Stick to a logical sequence in describing duties and responsibilities whenever possible. 17. Keep the user’s needs in mind. While the point has been made that job descriptions should never be limited to one particular use, it is wise to keep the primary goals of the job description program in mind when writing. For example, if this is part of an effort to improve recruiting and hiring procedures, you will naturally want to stress specific job duties and job specifications. 18. Remember that the length of a job description does not indicate the importance of the job. The job description for the president of a firm can be put into one sentence: “Responsible for the successful operation of the company.” The writing style of your job descriptions may vary widely because they’ve been prepared by a number of different staff members. Someone should be made responsible for editing all the descriptions when they are done to make sure there is a consistent style throughout. If these guidelines are followed closely, editing for consistency should not be difficult. The “ideal” job description is written in a very impersonal style. The emphasis on conciseness and the use of very specific terminology encourages a finished product that reveals little of the writer’s personal style. If the editing process turns out to be a difficult one, it may be a sign that not everyone has followed the necessary guidelines, or that the guidelines themselves are inadequate. Writing the First Draft The first draft of the job description may be written by either the incumbent, his or her superior, or a specialist (consultant, personnel specialist, etc.). Sometimes a joint effort can be successful, with the first draft written by the incumbent and the final draft by a personnel specialist. Obviously, the incumbent has the advantage of greater familiarity with the job’s challenges, problems, duties, and responsibilities. But a specialist offers the advantages of objectivity and experience. The final decision usually depends on the incumbent manager’s writing ability and the availability of a specialist who understands the work. In the majority of cases, the finished product should not exceed two typewritten pages in length. In fact, setting two pages as your limit will encourage you to write clearly and concisely and to think twice about what facts are truly relevant. The adoption of a uniform style and format greatly enhances the usefulness of job descriptions at every level. Here are a few additional tips to keep in mind when writing job descriptions: • A good description takes time to write. A rough estimate would be four to five hours to gather the information and write a careful first draft. This will vary, of course, from job to job and will depend on the amount of experience you’ve had in describing jobs in the past. But don’t make the mistake of underestimating how long it’s going to take and then end up rushing to meet an unrealistic deadline. • The uses to which jobs descriptions will be put should be kept in mind while you’re writing them. • Don’t express opinions; stick to facts and quantitative terms. • Stay away from technical jargon and aim for a writing style that is clear and easily read. • Job descriptions must have a certain amount of flexibility built into them. At lower levels of the organization, an employee’s job behavior must conform to fit the job description. But a manager or executive must be given a certain amount of latitude to shape the job to his or her particular skills and experience. This latitude should be reflected in the job description, or if appropriate, in the position description for the middle- to upper-level manager. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 39 compensation.blr.com • The completed description should be accessible to the appropriate people, including the incumbent. Highly confidential items of information do not belong here. The Approval Process Before the first draft of a description can be accepted, it must be read and approved by at least one company executive. The usual requirement is that at least two executives (one line and one staff) review the first drafts of all job descriptions. If the first draft is not approved, it must be reworked until it is considered satisfactory to these individuals. The revisions might be relatively minor, changing or inserting a word here and there, or they might entail rewriting the entire description. Generally speaking, the incumbent is not asked to review the description if he or she has taken part in its original preparation. However, if the first draft has been prepared entirely by someone else (say, the job analyst), then it is not uncommon to have the incumbent participate in the review process. What happens if, during the review, it becomes apparent that an incumbent and his or her superior see a particular aspect of the job in entirely different ways? Such conflicts of opinion are bound to arise when descriptions are being prepared for the first time, although they should diminish once the program is well established and lines of authority, etc., become fairly well defined. The best way to deal with the problem is to hold a conference with the parties involved (the incumbent, supervisor, job analyst, etc.) and try to work it out. Some companies feel it is better to have the incumbent, the supervisor, and perhaps the supervisors superior meet (i.e., without the person who drafted the description) and reconcile their differences. Once these are brought out in the open they are usually fairly easy to resolve. In fact, a primary reason for implementing a description program in the first place is that it brings conflicts and misunderstandings to the surface where they can be dealt with in a constructive manner. The Final Draft Writing the final version of the description is usually not as difficult as composing the first draft. A good first draft will not require many radical changes, and preparing the final version may merely involve incorporating the necessary changes and rewriting to assure clarity and a uniform style. If first drafts are formulated according to a standard format, one person can usually handle the work involved in getting the final version of all the descriptions ready. The key to writing a good final draft is a thorough review of the first draft. This is the point at which differences should be reconciled and recommendations made, thus making it fairly easy for someone (either the incumbent, the personnel specialist, or a company executive) to make the finished product reflect these recommendations. Some employers think it is best to have the same person who wrote the first draft prepare the final version, whereas others deliberately avoid using the same writer for both stages. It doesn’t really matter which approach you take, as long as the first draft is prepared in a competent manner. The final draft always should be reviewed with an employment law attorney to assure that there are no legal “red flags.” After review, and modifications if needed, the final draft goes to top management or the company’s executive or compensation committee, as appropriate, for final approval. Words for Your Use On the following pages are a number of active verbs and other words that form a useful glossary for use in preparing job descriptions. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 40 how to write job descriptions Glossary of Useful Verbs and Other Terms Act: To exert one’s powers in such a way as to bring about an effect; to carry out a purpose. Add: To affix or attach; to perform mathematical addition of figures. Administer: To manage or direct the application or execution of; to administrate. Adopt: To take and apply or put into practice; to accept, as a report. Advise: To give advice to; to recommend a course of action (not simply to tell or inform). Affirm: To confirm or ratify. Align: To arrange or form in a line. Amend: To change or modify. Analyze: To study the factors of a situation or problem in order to determine the solution or outcome. Anticipate: To foresee events, trends, consequences or problems. Apply: To adjust or direct; to put in use, as a rule. Appraise: To evaluate as to quality, status, effectiveness. Approve: To sanction officially; to accept as satisfactory; to ratify (thereby assuming responsibility for). Used only in the situation where individual has final authority. Arrange: To place in proper order. Ascertain: To find out or learn for a certainty. Assemble: To collect or gather together in a predetermined order; to fit together the parts of. Assign: To fix, specify, or delegate; legally, to transfer or make over to another. Assist: To lend aid; to help; to give support to. Assume: To take to or upon oneself; to undertake. Assure: To confirm; to make certain of, to state confidently. Attach: To bind or fasten; to tie or connect. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) Attend: To be present for the purpose of making a contribution. Audit: Final and official examination of accounts. Authorize: To empower; to permit; to establish by authority. Balance: To arrange or prove so that the sum of one group equals the sum of another. Batch: To group into a quantity for one operation. Calculate: To ascertain by computation. Cancel: To strike out, cross out, or revoke. Carry: To convey through the use of the hands. Center: To place or fix in or at the center; to collect to a point. Chart: To draw or exhibit in a chart or graph. Check: To examine; to compare for verification. Circulate: To disseminate; to distribute in accordance with a plan. Classify: To separate into groups having systematic relations. Clear: To obtain the concurrence, dissent, or agreement of other officers prior to signature. Closet: To end or terminate. Code: To transpose words or figures into symbols or characters (letters or numbers). Collaborate: To work or act jointly with others. Collate: To bring together in a predetermined order. Collect: To gather facts or data; to assemble; to accumulate. Compile: To collect into a volume; to compose out of materials from other documents. Compose: To make up; to fashion; to arrange. Consolidate: To combine into a single whole. Construct: To set in order mentally; to arrange. Consult: To seek the advice of another; to confer; to refer to. 41 compensation.blr.com Control: To directly exercise guiding or restraining power over. Cooperate: To act or operate jointly with others; to collaborate. Coordinate: To bring into common action, condition, etc. Correlate: To establish a mutual or reciprocal relation. Copy: To make a copy or copies of; to transfer or reproduce information. Correct: To rectify; to make right. Cross-foot: To add across; horizontally. Cross off: To line out; to strike out. Cross out: To eliminate by lining out. Date-stamp: To note the date by stamping. Definite instructions: Explicit instructions that are precise in detail and limited in determining the course to follow. Delegate: To entrust to the care or management of another. Delete: To erase; to remove. Determine: To fix conclusively or authoritatively; to decide; to make a decision. Develop: To evolve; to make apparent or bring to light; to make more available or usable. Direct: To regulate the activities or course of; to govern or control; to give guidance to. Disassemble: To take apart. Discuss: To exchange views for the purpose of arriving at a conclusion. Disseminate: To spread information or ideas. Distribute: To divide or separate into classes; to pass around; to allot. Divide: To separate into classes or parts; to subject to mathematical division. Draft: To write or compose papers or documents in rough, preliminary, or final form. Often for clearance and approval by others. Edit: To revise and prepare as for publication. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) Effectively recommends: Person recommending the action or procedure initiates the action or procedure, subject only to the routine or administrative control of some other person. Establish: To set up; to institute; to place on a firm basis. Evaluate: To appraise; to ascertain the value of. Examine: To investigate; to scrutinize; to subject to inquiry by inspection or test. Execute: To give effect; to follow through to the end; to complete. Exercise: To bring to bear or employ actively— e.g., exercise authority or influence. Expedite: To hasten the movement or progress of; to remove obstacles; to accelerate. Facilitate: To make easy or less difficult. Feed: To supply material to a machine. Figure: To compute. File: To lay away papers, etc., arranged in a methodical manner. Fill in: To enter information on a form. Find: To locate by search. Flag: To mark in some distinctive manner. Follow up: To check the progress of, to see if results are satisfactory. Formulate: To put into a systemized statement; to develop or devise a plan, policy, or procedure. Furnish: To provide, supply, or give. Implement: To carry out; to perform acts essential to the execution of a plan or program; to give effect to. Inform: To instruct; to communicate knowledge of. Initiate: To originate; to begin; to introduce for the first time, as a plan, policy, or procedure. Insert: To put or thrust in; to introduce, as a word in a sentence. Inspect: To examine carefully and critically. 42 how to write job descriptions Instruct: To impart knowledge to; to supply direction to. Instructions: Directions; procedural information. Intensive: Exhaustive or concentrated; extreme; high-degree. Interpret: To explain the meaning of; to translate; to elucidate. Interview: To question in order to obtain facts or opinions. Inventory: To count and make a list of items. Investigate: To inquire into systematically. Issue: To distribute formally. Itemize: To state in terms or by particulars; to set or note down in detail. Line: To cover the inside surface; to rule. List: To itemize. Locate: To search for and find; to position. Maintain: To hold or keep in any given condition; to keep up-to-date or current, as records. Make: To cause something to assume a designated condition. Manage: To control and direct; to guide; to administer. Measure: To determine length or quantity of. Merge: To combine. Mix: To unite or blend into one group or mass. Multiply: To perform the operation of multiplication. Nonroutine: Irregular or infrequent—referring to situations that arise relating to business or official duties. Characteristic of higher-level jobs. Note: To observe or notice; to heed. Notify: To give notice to; to inform. Obtain: To gain possession of; to acquire. Observe: To perceive or notice; to watch. Open: To enter upon; to spread out; to make accessible. Operate: To conduct or perform an activity. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) Organize: To arrange in interdependent parts; to systematize. Originate: To produce as new. Outline: To make a summary of the significant features of a subject. Participate: To take part in. Perform: To carry on to a finish; to accomplish; to execute. Plan: To make ready for a particular purpose. Post: To transfer or carry information from one record to another. Process: To subject to some special treatment; to handle in accordance with prescribed procedures. Program: To make a plan or procedure. Provide: To supply for use; to furnish; to take precautionary methods in view of a possible need. Purchase: To buy or procure. Purpose: To offer for consideration or adoption. Rate: To appraise or assess; to determine the rank or quality of. Read: To learn or be informed of by reading. Receive: To take as something that is offered. Recommends: Suggests courses of action or procedures to other persons who have the primary responsibility for adopting and carrying out the action or procedures recommended. Reconstruct: To construct again; to restore. Record: To register; to make a record of. Refer: To direct attention; to make reference as in referring to record. Register: To enter in a record or list. Release: To permit the publication and dissemination of, at a specified date but not before. Remit: To transmit or send as money in payment. Render: To furnish; to contribute. Report: To furnish information or data. Represent: To take the place of. Request: To ask for something. 43 compensation.blr.com Requirement: That which must be accomplished. Requisition: To make a request for (usually records or supplies). Responsibility: Accountability for decisions. (1) Complete Responsibility: Individual has complete authority to take whatever action he or she deems advisable or necessary, subject only to the policies or general rules laid down by his or her immediate supervisor. (2) Delegate Responsibility: Individual has the authority to take whatever action he or she deems advisable or necessary and may initiate and carry out the action but is required to advise superiors of the action taken when deemed necessary. Must inform superiors of nonroutine situations. (3) General Responsibility: Individual is required to get supervisor’s approval before taking action that she or he believes is required or advised. Review: To go over or examine deliberately or critically, usually with a view to approval or dissent. Revise: To make a new, improved, or up-to-date version of. Route: To prearrange and direct locations to which an article is to be sent. Routine: Regular or normal—referring to procedure, course of business, or official duties. Scan: To examine point by point; to scrutinize. To read hastily or to glance at. Schedule: To plan a timetable; to set specific times for. Screen: To examine closely, generally so as to separate one group or class from another. Search: To look over and through for the purpose of finding something. Secure: To get possession of; to obtain. See: To make certain of; to learn through observation. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) Select: To choose from a number of others of similar kind. Separate: To set apart for others for special use; to keep apart. Sign: To affix a signature to. Sort: To put in a definite place or rank according to kind, class, etc. Stack: To pile up. Stimulate: To excite, rouse, or spur on. Study: To consider attentively; to ponder or fix the mind closely upon (a subject). Submit: To present information to others for their decision and judgment. Subtotal: To take an interim total. Subtract: To deduct one number from another. Summarize: To make an abstract; to brief. Supervise: To oversee; to inspect with authority; to guide and instruct with immediate responsibility for subordinate’s performance; to superintend; to lead. (1) Direct Supervision: Involves guidance and direction over individuals who report to and are directly responsible to the supervisor. Includes supervision of work, training, and personnel functions. (2) Close Supervision: Individual does not use own initiative. Is instructed by supervisor as to the solution and selection of the proper procedures to follow. (3) Limited Supervision: Individual proceeds on own initiative in compliance with policies, practices, and procedures prescribed by immediate supervisor. (4) General Supervision: Involves guidance and direction actually carried out by the immediate supervisor. (5) Supervision of Work: Includes work distribution, scheduling, training, answering of questions related to work, assisting in solving problems, etc. Does not include any personnel functions such as salaries, discipline, promotions, etc. (6) Training Responsibility: Involves advice, 44 how to write job descriptions information, and guidance on specialized matters; involves no authority. Gives instruction in regard to procedures. Survey: To determine the form, extent, position, etc., of a situation, usually in connection with gathering of information. Tabulate: To form into a table by listing; to make a listing. Trace: To record the transfer of an application or document; to copy as a drawing. Train: To increase skill or knowledge by capable instruction, usually in relation to a predetermined standard. Transcribe: To make a typewritten copy from shorthand notes or a dictated record; to write a copy of. Transpose: To transfer; to change the usual place of order. Type: To typewrite. Underline: To emphasize or identify by drawing a line under the characters or subject. Verify: To prove to be true or accurate; to confirm or substantiate; to test or check the accuracy of. Write: To form characters, letters, or words with pen or pencil; to fill in, as a check or form; to express or communicate through the use of the written word; to compose or to create as author. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 45 compensation.blr.com Chapter 7: Position Descriptions: An Alternative for Managerial Personnel The higher up you go in the organizational hierarchy, the more difficult it becomes to define a job in written terms, and the more important it becomes to update job descriptions regularly. This is because upper-level managers and executives tend to carry their work patterns with them when they take on new jobs and may end up drastically modifying the jobs to which they are assigned. The development of “position descriptions,” rather than job descriptions, for these higher-level jobs is one solution to the problem. Some companies have position descriptions as well as job descriptions, and some confusion exists over the proper terminology to use for the document that describes duties and responsibilities. Some firms differentiate according to rank in the organization, with higher-level jobs (particularly managerial jobs) having position descriptions and lower-level jobs having job descriptions. For our purposes, a job can be defined as a collection of essential functions, tasks, duties, and responsibilities that are grouped into a unit and regarded as a reasonable assignment for an employee. A position, on the other hand, is a group of essential functions performed by and therefore related to a particular individual. There are as many positions in the company as there are employees, but there may be more than one person employed in the same job. To the extent that a managerial job can often reflect duties and responsibilities that are characteristic of the incumbent’s skills and areas of expertise, the two terms may be synonymous. This is why so many firms feel that their managerial and executive personnel merit a different type of job description—one that reflects the way these particular individuals perform their particular jobs. Position descriptions usually differ from job descriptions in the following ways: 1. They stress intangibles to a greater extent. 2. The emphasis is on results as well as on the positions responsibilities, the contribution the work makes to the company’s welfare, and the impact of the job on the company’s operations. 3. They usually are written in more general terms and tend to give more weight to relationships and lines of authority (how the position fits into the overall organizational scheme). Some people feel that the differences between position descriptions and job descriptions are a natural outgrowth of the differences between the two types of work (lower-level and managerial) in terms of functions, scope of responsibilities, and expected results. The distinction may also reflect the different purposes for which the two types of description are used. Job descriptions are frequently written for wage and salary administration purposes and therefore focus on essential duties and day-to-day assignments, whereas position descriptions are more closely related to organizational planning and therefore deal with interrelationships, overall responsibilities, and lines of authority. The term “job description” is the more general of the two, and it is often used to cover position descriptions as well. The important point is that if your company does maintain position descriptions for managerial and executive personnel, they should be reviewed and revised every time a new incumbent is appointed, because he or she can be expected to “shape” the job to conform to his or her managerial style. How Position Descriptions Are Used The uses of position descriptions are not all that different from the uses of other job descriptions. Both are used, for example, in performance appraisal, selection and recruiting, orientation, etc. And like job descriptions, position descriptions have a tendency to be underutilized. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 46 how to write job descriptions Before You Get Started Whether you are contemplating initiating a new position description program or merely continuing or updating an existing program, there are a number of basic issues that merit serious consideration. The first, of course, is whether such a program is really worthwhile. Preparing managerial position descriptions involves a significant amount of time and money, especially if your plans include bringing in outside consultants. Here are some of the issues that you should discuss candidly with top management and anyone else participating in the decision: 1. Can your company really afford position descriptions? A good program requires the full-time effort (at least in the beginning) of at least one person. It also demands a great deal of time from the executives and managers whose jobs are being described. If you hire an outside consultant, the expense is increased. You need to present a budget—even if you end up doing some guesswork to top management before implementing the program. 2. Writing position descriptions takes a great deal of time. It usually takes a minimum of three months to organize and initiate the program, and several more months may pass before most of the descriptions have been written, approved, and distributed. It may take an additional two or three months to eliminate the bugs in the program and get it running smoothly. In short, you must allow approximately a year from the starting point to really get a program operating. It is recommended that you proceed slowly rather than rushing your program into operation, and that you be prepared ahead of time to commit the time and effort required. 3. Position descriptions prepared for a one-purpose-only use are probably not worth the effort. For example, if a new company president is brought in and he or she wants an overall look at the management structure, position descriptions are not the best way to provide this overview. However, even when descriptions are prepared for just one function at the outset, it is likely that they will be put to other uses sooner or later. But it is better to formulate the descriptions from the very beginning with the understanding that they will be used in many different areas. 4. Position descriptions written during a period of sudden, unexpected growth are often a wasted effort, since they are soon outdated. However, if your firm is planning an expansion program, position descriptions can be used as a blueprint for some of the changes that will take place. For example, you might decide to develop a new set of descriptions before setting up a new facility. Along with a good organizational chart, these descriptions will provide you with a blueprint of the new facility’s management structure. They also may be used as an orientation and training aid for the personnel who will staff the facility. 5. As a general rule (to which there may well be exceptions), managerial position descriptions are not worth developing when a company is small, has a closely knit top management group, and/or has little prospect for expansion. In this type of environment, duties, responsibilities, and accountabilities are fairly well understood by managers and executives, and it may not be necessary to put them in writing. On the other hand, if a small organization wants to change existing managerial relationships or job content, a position description program can be a useful tool. 6. Position descriptions are worth more if they are kept up-to-date and revised whenever job content changes significantly. Descriptions kept in a confidential file because the work involved in updating them seems too burdensome are not serving any real purpose to the organization. 7. The process of preparing position descriptions demands that the organization take a long, hard look at itself. Overlaps in authority, ambiguities in the chain of command, and even ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 47 compensation.blr.com duplication of effort by whole departments may be discovered during the process. But if top management or anyone else involved in the program is unwilling to make the changes that will clearly be needed, the descriptions may not be of much value. 8. Position descriptions won’t solve all your problems; in fact, they may even make life a little more difficult in the sense that they open up rather sensitive areas for discussion and change. Everyone involved in the program must be aware that certain problems are not going to disappear overnight, and that new problems might even erupt as a result of the program. Getting Your Program Started Once the decision has been made to set up or revise your position description program, there are a number of other important considerations. Which jobs, for example, are going to be described? If it is announced that a managerial position description program is going to be carried out and several positions are not included, the incumbents may feel this implies they are not members of management. The result can be upsetting to everyone. Some firms establish definite criteria for deciding which jobs are to be covered—for instance, salary level. For example, if management bonus programs are used, position descriptions might be written first for those in the executive bonus program, and then for those covered by the middle management bonus program. Lower-level managers as well as supervisors might not be part of the program. The advantage of this approach is that everyone understands who will be included in the program. Other companies use less well-defined criteria, such as job titles, degrees of responsibility, specific accountabilities, etc. The point is to publicize your criteria from the outset so as to minimize resentment and hurt feelings. You should also decide on program objectives. Most employers start out by gearing their programs toward (1) compensation administration only, (2) a combination of compensation administration and other managerial purposes, or (3) managerial purposes alone. As noted earlier with the use of job description programs, in determining your specific program objectives, therefore, it is better to overestimate the range of purposes to which the descriptions may be used rather than to underestimate their usefulness and restrict their content. Management Support—A Necessity In launching a new position description program successfully, perhaps the most important thing is the support of top management. High-level authorization and backing give the program a certain amount of prestige and emphasize its importance to the managers and executives whose positions will be described. In many cases the impetus for the program has come from top management, and its support is therefore implicit. But in a situation where the human resources (HR) director and his or her staff are charged with operating and “selling” the program to the rest of the company, top management’s support is essential. Usually, an HR/personnel executive is put in charge of the program at the outset. Sometimes, another department manager or executive is placed in charge of the program because he or she proposed the idea, possesses a more intimate knowledge of the positions to be described, has already established a reputation in the company for impartiality, or simply has more time available to spend on the administrative tasks associated with the program. But once the program has been initiated and is successfully in operation, the responsibility for administration usually shifts to HR. It goes without saying that the individual responsible for guiding or coordinating the program should understand its purpose and have extensive background experience in writing position descriptions. While experience in developing job descriptions is helpful, it must be remembered that managerial position descriptions may be more complex and require a sensitivity to status and ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 48 how to write job descriptions prestige. In other words, the task requires someone who is diplomatic as well as experienced. Sometimes a program administrator is hired simply because he or she has the ability to handle managerial egos and thus minimize status conflicts. It is somewhat more common to contract with an outside consultant in writing position descriptions than in implementing a job description program. This is especially true when the company is writing position descriptions for the first time. Management consulting services range all the way from implementing the entire program and training people within the company to maintain it to simply providing a few days of consultation and advice. While some employers feel that an outsider’s perspective will achieve more objective results, others feel that consultants lack familiarity with the organization’s problems and structure. The deciding factor is usually whether or not there are individuals within the company who have the necessary time and talents to set up the program without help from an outside source. One way of obtaining outside assistance, without the high cost of external consultants, is to send staff professionals to seminars or training courses on the subject, or to purchase reference materials on the subjects. Format and Content As with standard job descriptions, content tends to reflect the uses to which position descriptions will be put. For example, if your company plans to use position descriptions primarily as recruitment, selection, and placement guides, it should plan to include job qualifications or specifications. Similarly, if it wants to use them to clarify promotional lines, you’ll want to make the section on reporting relationships longer and more detailed. Another issue affecting content is whether they are intended to describe the job as it is currently being performed or as the company would like to see it performed. Generally speaking, descriptions written for purposes of salary administration describe the jobs as they exist, while those intended for multiple uses describe the positions as they should be. One of the more noticeable trends over the past several years is to provide some means of measuring a manager’s performance. By including information under such headings as “accountabilities,” “end results,” “spec objectives,” etc., employers establish yardsticks against which managerial performance can be measured. No matter what the intended use of your managerial position descriptions—and especially if you are aiming for multiple uses—they should answer the following questions: 1. Why does the job exist? What is its general function and primary objective? What are the important end results (accountabilities) that must be achieved for the incumbent to fulfill the job’s primary objective? 2. What kind of job is it? In what type of environment does it operate? What is its role in the organizational scheme? What are the job’s essential functions? How does it relate to other jobs? to groups or individuals outside the organization? What are the job’s basic challenges? 3. What kind of knowledge or know-how is needed? What skills are required for acceptable performance (including technical, managerial, and HR skills)? 4. How complex are the problems that must be solved? What kind of thinking is required for analyzing and evaluating problems? for creating or arriving at solutions? 5. How much independent action is allowed? What are the controls limiting the incumbent’s ability to make final decisions and to take action? 6. How much impact does the job have? Does it contribute directly or indirectly to the achievement of major corporate goals? How? ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 49 compensation.blr.com 7. What is the financial scope of the job? In what areas does the incumbent have financial responsibilities or accountabilities? 8. Does the job have direct reports? indirect reports? If so, what is the size, scope, and nature of the supporting staff? Although the variety of position description formats is almost as wide as that of regular job descriptions, the typical description is divided into three or four major sections. Depending on the position to be described and the intended use(s) of the finished product, these sections may be arranged in one of the following ways: • Objective • Essential functions or accountabilities • Authority • Relationships A brief discussion of what kind of information belongs under each of these headings is presented here. Objective. This is sometimes called “Function,” “Summary Statement,” “Purpose,” “Basic Objective,” or “Mission.” It states the basic reason for the position’s existence concisely and in very straightforward language. It should provide the major factors that distinguish it from other positions. Although this section is often written last, it is always put at the top of the finished description. It often states the purpose of the position in performance-oriented objectives. Essential functions or accountabilities. This section specifies the essential functions that must be carried out to fulfill the position’s basic objective. This section lists the important end results which this particular job must achieve. Each item should be a concise statement of what the incumbent must do, accompanied by a statement or clause explaining “why.” Each statement should pinpoint an accountability against which some measure of performance can be applied. Here are some examples of areas for which a job might be held accountable: • Organization. This includes accountability for planning the structure of the organization, staffing it, and carrying out such activities as selection, training, performance appraisal, wage and salary administration, hiring and firing, etc. • Planning. This includes accountability for long-range planning, for establishing policy objectives, long-range goals, and targets, and for setting quality standards. It also covers accountability for managing, supervising, or carrying out activities on a day-to-day basis. • Review and control. This covers accountability for assessing the company’s effectiveness in achieving its objectives. Position descriptions may or may not have a section on job specifications or qualifications. Where such information is given, it is usually a very brief discussion of previous experience requirements, training, and other qualifications that an individual must have to be hired for the position. Job specifications are usually considered optional for position descriptions, and are reserved only for those positions in which the incumbent must possess unique qualifications in order to achieve the expected results. Two other sections that are becoming more and more common in position descriptions are “position dynamics” and “challenge.” The first deals with the potential growth of a managerial position. The “challenge” section is usually included in accountability-oriented descriptions, and it defines what is important or crucial in the job. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 50 how to write job descriptions Authority. Many companies feel that responsibilities and authority are so inextricably entwined that they combine this with the section on “Essential Duties and Responsibilities.” When “Authority” receives separate treatment, this section defines the limits within which the incumbent must operate in performing his or her duties. It specifies the extent of power or authority held by the manager and is sometimes referred to as the “charter” under which he or she operates. Relationships. This section usually contains three different types of information: (1) the status of the incumbent’s superior, (2) the titles of those who report to the incumbent, and (3) internal and external relationships. A discussion of internal relationships might include communication channels, supervision received, and supervision exercised. External relationships usually include the company’s relationships with the general public, other corporations, and public agencies. Accountability objectives. This is another approach to the “objective” section discussed before, but it states the purpose of the position in terms of performance-oriented objectives. Dimensions. This section is usually found only in accountability-oriented position descriptions. It summarizes all the statistics that are pertinent to the job, giving the reader a clear picture of the magnitude of the end results affected by the job. It species such items as annual production volume and operating budget, average inventory value, capital assets maintained, number of operating plants supervised, and number of exempt/nonexempt, salaried/hourly employees supervised. Nature and scope. This section is the real “heart” of the position description in which it is found. It tells the reader what the job is all about (usually in narrative form), emphasizing the following aspects: 1. How the job fits into the organization, including significant internal and external relationships. 2. The general composition of the supporting staff, including a short summary of each job supervised (if applicable). 3. The technical, managerial, and human relations know-how required. 4. The key problems likely to be encountered by the incumbent. 5. The existing controls on the job’s freedom to solve problems and take action. Accountabilities. It is worth reemphasizing here that an accountability is an end result or objective that the job exists to achieve, while a duty or responsibility is the means by which end results are achieved. Management position descriptions usually focus on the former, not the latter. Program Maintenance Once a position program is operating routinely, it is common practice to shift the management responsibility to a lower-level manager (usually from the HR/wage and salary administration department). Assuming that all the major problems have been worked out, this person should be able to handle any minor problems that arise. It is usually his or her responsibility to see that the descriptions are maintained and revised as appropriate. Continuing programs usually run into one or more of the following problems: 1. Keeping managers involved in the program once it becomes “old hat” 2. Keeping up with continually changing job content 3. Dealing with the inability of the program to keep pace, particularly if the company is expanding rapidly or has a high technological base. Typical position description formats are presented on the following pages. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 51 compensation.blr.com Sample Position Description Format Job Title:_______________________________ Date: ____________________________ Division/Plant: _______________________________________________________________ Department __________________________________________________________________ Information Provided by: ____________________________________________________ Written by:___________________________________________________________________ Reviewed by: ________________________________________________________________ Essential Accountabilities: Dimensions: Nature and Scope of Position: ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 52 how to write job descriptions Sample Position Description Format Job Title:_______________________________ Date: ____________________________ Major Function: Technical Know-How: Human Relations Know-How: Managerial Know-How: Accountability: ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 53 compensation.blr.com Position Descriptions and the Organizational Chart A few words should be said about the relationship between the organizational chart and the written position description. Normally, most of the information concerning “relationships” found in the position description is meant to supplement what can readily be seen by studying the organizational chart. The written description can be particularly helpful in clarifying relationships that are not clearly defined by the chart. Take a factory manager who reports to a vice president in charge of manufacturing as an example. The chart may indicate that the vice president is responsible for overseeing the factory manager’s activities. But to what extent has the vice president delegated authority to the factory manager? If a question arises concerning the purchase of capital equipment, to which individual should it be addressed? This is the type of question that should be answered in the position description. Someone promoted to a managerial position for the first time might find it difficult to understand his or her place in the organization without a careful study of the organizational chart. But from a glance at the chart, the new manager can usually see how the job is related to other managerial positions throughout the company. If an organizational chart is well drawn, you’ll be able to eliminate a lot of detail in the written description. In fact, if you try to translate all of these relationships into words in the written description, you are wasting valuable time and space. Preparing the Position Description The steps involved in preparing position descriptions are very similar to those for other job descriptions, and for this reason they are only mentioned here. The process usually falls into four stages: (1) gathering the information on job content; (2) writing a first draft of the description; (3) reviewing, revising, and approving the first draft; and (4) writing and approving the final version. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 54 how to write job descriptions Chapter 8: Communications, Access, and Maintenance Communicating the Program Communications is an essential element of any job description program. Employees get very concerned about rumors about most things that happen in a company, and certainly about anything related to their jobs. So it’s important to have an adequate, comprehensive communications program in place when establishing or when revising a job description program. An effective approach for this type of communication is to use several methods, including memos, small group meetings, and company newsletters. For example, you might introduce the job description program to top management through a summary memo that details the plan of action as well as the reasons for the program (including discussion of the legal considerations, such as the Americans with Disabilities Act [ADA] on job descriptions). This paper then could be followed by small group meetings with upper management so that issues such as time spent in each department, methods to be used for job analysis, etc., are covered. The same technique could be followed with the next level of managers and supervisors and on down. For example, top executives might meet with division or department heads to explain the program’s purposes; then each department head calls a meeting with his or her supervisors, who in turn hold small group meetings with their subordinates. Human resources (HR) professionals, or outside consultants if appropriate, would conduct part of the sessions and answer questions as needed. The advantage in this “series of meetings” arrangement is that with smaller groups it becomes possible to answer detailed questions more fully. In addition, the needs of each group are different. It is certainly important to explain certain issues, such as the legal considerations of such a program, to supervisors and managers. These types of issues are less important to nonsupervisory personnel, and it may not be appropriate to go into detail about them. In a larger group, employees spend a great deal of time listening to questions that do not apply to their jobs, and may be too inhibited to bring up those that do. Employees are more apt to open up about their fears and anxieties in front of their immediate supervisors. They won’t be afraid to ask questions like, “How is this program going to affect my chances for a raise (or a promotion)?” These group meetings may be run by one of several people. We’ve already mentioned the possibility that the supervisor or department head in charge of the group might call the meeting and introduce the job description program. This is more common at the lower-level meetings. But when top executives or high-level managers are being introduced to the program, it is not uncommon for the company president, vice president in charge of personnel, or management consultant (if one is being used) to open the meeting and outline the program’s basic objectives. The support and prestige this kind of high-level participation lends to the program is invaluable. In fact, some companies have a company executive or member of the personnel staff present at all group meetings, either to introduce the program briefly (before turning the meeting over to the supervisor or manager) or to answer questions at the end. Certain points should be made clear at the meeting. Use the following as a checklist of ideas and thoughts to be included in your presentation or as an outline for the meeting itself. 1. Explain why it has been decided that job descriptions (new or revised) are needed; give examples of problems or inequities that the program is expected to cure. Describe the benefits to both the individuals in the group and the organization as a whole. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 55 compensation.blr.com 2. Emphasize that the job description program has the full support of top management. (This point will be conveyed automatically if a member of top management is present.) 3. Point out that the objective of the program is to describe jobs—not to appraise performance or adjust wage and salary levels. 4. Stress that no one will lose his or her job as a result of the program (if this is accurate; if not, it is unwise to make such statements). 5. If a consulting firm has been hired to write the job descriptions, give a brief résumé of its background and experience, perhaps mentioning a few of the companies with which it has been especially successful in the past. 6. Explain exactly what will be required of group members and what advance preparations (if any) they should make. Explain how the information will be obtained, what will become of it, in what form it will be presented, and whether the employee will have access to his or her completed job description. 7. Ask the group for their cooperation and suggestions. 8. At the conclusion of the meeting, answer all questions as clearly and completely as you can. If time runs short or if there are more questions than you anticipated, tell the group members how they can submit additional questions after the meeting. Sometimes it is explained at these meetings that new job descriptions are being written as part of an effort to reduce inequities in compensation, and that job content will not be altered as a result of this effort. Or, on the contrary, the company may say that job duties and responsibilities are being reviewed but that compensation will not be affected. While it is certainly desirable to be as up-front as possible about the program’s aims and to allay employees’ fears before they impede the program’s progress, experience has demonstrated that the eventual uses of job descriptions often go far beyond the purposes expressed at the outset of the program. Any statement you make at an introductory meeting that descriptions will be used for one purpose and that purpose only is likely to prove embarrassing later on. Union Participation One other group that merits a special introduction to the job description program is union officials. In situations where one or more unions represent a strong force in the life of the organization, union representatives often participate in the drafting of job descriptions. But even if the union is not going to be actively involved in the preparation of the descriptions, it deserves to be notified in advance that such action is anticipated. In a small organization where communications are more open, a series of group meetings might not be necessary. The majority of employees may already have heard about the job description program from their supervisors or personnel staffers, and they may even have had an opportunity to ask questions and receive clarification informally. In this case the company may decide simply to issue a memo outlining the reasons behind the program and its primary objectives. An introductory memo may also be sent out to all employees just prior to the small group meetings. When signed by the company president, such a memo provides the support that is so essential to the program’s success. A sample memo follows. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 56 how to write job descriptions Sample Introductory Memo for Job Description Program TO: All Employees FROM: Eleanor Andersen, Company President As most of you know, there has been widespread dissatisfaction for some time with our existing set of job descriptions. These were prepared almost ten years ago, and in the space of those ten years our company has undergone unprecedented growth. Many of you are now, on a regular basis, performing functions and fulfilling responsibilities that do not appear in your job descriptions. Others are performing jobs that do not even have written descriptions. These and other inadequacies associated with our job descriptions have made recruiting and hiring more difficult, have complicated grievance handling, and have caused other problems. Why is an accurate, up-to-date job description so important? It is valuable both to yourself and to management because: 1. It helps your supervisor make the proper work assignments, and ensures that you will not be asked to perform functions that do not fall within the limits of your skill, experience, and responsibility. 2. It enables you to understand what your supervisor expects of you, and to appraise your own performance in light of established job objectives. 3. It serves as a basis for the annual performance appraisal by providing you and your supervisor with a basis for setting objectives for defining the limits of your responsibility and authority, for clarifying important relationships with others in your department, and for deciding how specific results will be measured. 4. It helps management evaluate the differences in skills and abilities required to perform specific jobs, and thus to set appropriate wage and salary levels. 5. It can be used by management to develop skills and experience required by the job so that it can be staffed with an individual who meets these requirements. 6. It serves as a valuable orientation tool, giving the newly hired employee a concise summary of the job. In the near future you will be asked to meet with your supervisor and a member of the human resources staff, and to fill out a job description questionnaire. Please fill out this questionnaire as carefully and completely as possible, and provide human resources as much help as you can. Feel free to ask questions of either your immediate supervisor or a member of the human resources department. Thank you. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 57 compensation.blr.com Accessibility of Descriptions Once the descriptions are written, the question remains of who should have access to them. Company policies vary widely on this, but in most firms employees have access to their own job descriptions. This is certainly recommended—how else can employees determine whether they’re doing all that is required in their jobs, unless they know exactly what is entailed in the job. It also is standard procedure for managers and supervisors to have access to the descriptions for their subordinates as well. Beyond this, however, there is a tendency among the majority of employers to keep their description programs relatively “closed.” It seems that organizations that use descriptions primarily for salary administration are less likely to allow all employees free access to them than are companies who use them for other purposes. It is very unusual to allow clerical and production workers to examine managerial descriptions, except when they have a legitimate need to do so. Based on widely accepted personnel practices, the following guidelines seem reasonable for the majority of cases. While your company’s particular needs may demand some deviation from these guidelines, they can be used as a starting point for establishing company policy: 1. Employees should have access to, and preferably a copy of, their own description. 2. Supervisors, managers, and executives should have access to the descriptions of their subordinates. 3. Nonmanagerial employees should not have access to managerial descriptions. 4. There may be instances when managers or executives (but not usually supervisors) would have access to the descriptions of employees who do not report to them. This may be appropriate during reorganizations, long-range development, or other situations. In addition, it might be appropriate for managers to view the job descriptions of employees from other departments vying for open positions in the manager’s department. 5. When employees are applying for internal transfers or promotions, it may be appropriate for them to receive copies of the description of the open job. If this procedure is abused, access could be limited to viewing only by final candidates for the open job. 6. HR staffers should have access on a “need-to-know” basis. This means that the HR vice president, director, or manager generally would have unrestricted access to any description. The same generally would be true for most professional and managerial compensation, employment, employee relations, training, and related personnel. Other HR staffers, such as benefits managers, as well as clerical and administrative staff not specifically designated to work in the job descriptions area, would have more restricted access. Keeping Job Descriptions Up-to-Date A crucial factor in the success of any job or position description program is the procedure for keeping descriptions up-to-date. Next to inaccurately phrased job descriptions, failure to maintain descriptions is the most frequent reason job description programs fail. Today, more than ever, the importance of a serious maintenance program, because of ADA, cannot be overdone. An obsolete job description is not only worthless but also may actually be harmful to the company and the incumbent. Experts and commentators note that employers are probably better off if they have no job descriptions than if their job descriptions are out-of-date. To assure that persons who are disabled have equal access to jobs, it is vital that they be familiar with all the current essential functions of the position. An old job description may include functions not now required in the job that may keep a person with a disability out of the running for the position. Or, the opposite may occur when new functions may not be reflected in the job description. Either sce- ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 58 how to write job descriptions nario may be an invitation to a lawsuit by a disabled job applicant kept out of the position because a job is described inaccurately. Similarly, the company may suffer if an obsolete job description prevents an employee from making the best possible contribution to the job. Changes in jobs take many forms and occur for a variety of reasons. For example, a change in the job’s physical surroundings might affect the level of hazard or fatigue, creating the need for protective garments or equipment and/or creating a need to accommodate an otherwise qualified individual in the job. A technological change, either in the product itself or in the equipment or process used to manufacture it, might make the job easier or more difficult to perform; it might also create or eliminate a need for special knowledge. For example, a change in supervisors might result in a reorganization of several jobs into completely new combinations of essential functions. Some of these changes are abrupt, making it fairly obvious that the job should be reviewed and the description revised. But others are more gradual, and frequently go unnoticed for long periods of time. It can be very difficult to decide when a change in a job is significant enough to merit the time and effort involved in rewriting the job description. Sometimes minor changes are ignored. But even small changes can accumulate over a period of time to the point where they can’t be ignored any longer. The promptness with which such action is taken will depend on the nature of the change. Obviously, anything affecting the rate of pay for a job should be dealt with as soon as possible. Other changes can be processed as time allows, but even these should not be unduly postponed. Set Up Formal Review Program Today every company should have a formal schedule for reviewing all job descriptions in the company. Preferably, because of the legal climate, a review should occur at least once a year. These days it would be “penny wise and pound foolish” for employers to contend that they cannot afford the time and resources required for annual reviews. If a yearly review is not possible for every job, then at the very least, certain jobs should be classified as benchmark positions for the purposes of review. These jobs, then, would be reviewed (and updated as appropriate) yearly. Other jobs in the same family would then be reviewed on an as-needed basis, based on the findings of the benchmark reviews, as well as on some other predetermined interval. In addition, as a general rule, a job or position description should be reviewed and (if necessary) revised when: 1. The job content changes. 2. There is an organizational structure change. 3. The employee or his or her supervisor requests a review. 4. There is only one incumbent in the job, and that person leaves the job. 5. There are continuous problems in a department or division—the validity of job descriptions in the area should always be considered when there are internal problems. Most organizations follow essentially the same procedures when revising their descriptions as they did when they wrote the originals. If, for example, an employee’s supervisor writes the first draft and approval must be obtained from the HR/personnel manager and the department head, then this same approval process is followed for revisions. But who is responsible for noticing when revisions are needed and for initiating the appropriate action? Under some circumstances—for example, when the change might lead to an increase in pay— the employee or the union will be quick to call attention to the need for a revision. But generally ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 59 compensation.blr.com speaking, it is the immediate supervisor who should arrange for a review of the job. Unfortunately, most supervisors are not aware of this responsibility, or they are reluctant to say anything for fear of creating an awkward situation. Supervisors and job incumbents alike must be trained to recognize the mutual advantages of keeping job descriptions up-to-date. This can be integrated into the orientation phase of the program, with periodic follow-up in the form of memos, small group meetings to review updating procedures, etc. Supervisors, employees, and the union must all understand that the company gives top priority to job description maintenance. Supervisors in particular should know that they will be held accountable for any undesirable consequences that might occur as a result of their failure to act promptly. On the following pages you will find sample job descriptions taken from BLR’s comprehensive Encyclopedia of Prewritten Job Descriptions. They will give you some idea of the variety of formats currently in use and the overall appearance of the finished product. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 60 how to write job descriptions Licensed Practical Nurse Reports to: _______________________________ Department:______________________________ Classification: ____________________________ Division:. _________________________________ Date: _____________________________________ Approved:________________________________ Job Summary: Works under the direction of a qualified professional nurse. Participates in the planning, implementation, and evaluation of nursing care, within the objectives, standards, and policies of the department and within the parameters of his or her preparation. Cooperates with the members of the nursing and medical staffs and other hospital departments. Essential Functions: 1. Provides direct and individualized nursing care to an assigned group of patients based on the application of scientific principles, under the supervision of a registered professional nurse. 2. Assists in preoperative, postoperative, and relevant health teaching for patient and family. 3. Shares responsibility for the planning, implementation, and evaluation of nursing care plans and nursing care. 4 Participates in team conferences, sharing knowledge, information, and ideas among team members. 5. Prepares, administers, and records medications in accordance with the policy regarding the administration of medications by a Licensed Practical Nurse. 6. Performs more-complex nursing activities as competence increases. 7. Participates in emergency care. 8. Communicates frequently with the Team Leader regarding patients’ physical and mental conditions. 9. Records information concisely, accurately, and completely. 10. Identifies and utilizes appropriate channels of communication. 11. Constructively participates in appropriate committees within the Nursing Department and/or the hospital. Additional Responsibilities: 1. Floats as requested by the Team Leader and/or Supervisor/Staffing Coordinator. 2. Assists in the orientation of new personnel when requested. 3. Performs other related duties as assigned. Knowledge, Skills, and Abilities: 1. Demonstrates clinical competence. 2. Assumes responsibility for own continued personal and professional growth. 3. Appropriate manner, conduct, and grooming. 4. Ability to work cooperatively and communicate effectively. 5. Good health and consistent attendance. 6. Membership and participation in Licensed Practical Nurses Association encouraged. Education and Experience: 1. Completion of a formal education program in practical nursing. 2. Current state licensure. 3. One (1) year of clinical practice preferred. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 61 compensation.blr.com Personnel Assistant Reports to: _______________________________ Department:______________________________ Classification: ____________________________ Division:. _________________________________ Date: _____________________________________ Approved:________________________________ Essential Functions: 1. Performs diversified duties in the processing and monitoring of the employee benefits program, and maintains all employee personnel files. Assists the Assistant Personnel Manager, under the direction of the Director of Human Resources. 2. Processes group insurance claims covering company employees and dependents. Forwards claims to specified carrier; reconciles claim payments if needed. Checks and verifies dental insurance bills and authorizes payment. Answers employee questions concerning benefits; refers to various resources for information as needed. Enrolls new employees in programs; conducts short orientation to explain benefits. Explains additional benefits at the end of the probationary period. 3. Sets up files on all new personnel and assigns employee numbers. Records changes on employee status as necessary (e.g., change of address, departmental transfers, rate increases, terminations, etc.) and forwards to Accounting for payroll update. Verifies payroll changes with computer printout. 4. Performs clerical functions; types, posts, and distributes letters and memos. Updates bulletin boards. Answers phones for department and others. Signs invoices authorizing payment for various office and first-aid supplies for the company. Verifies employment and medical insurance of employees. 5. Attends meetings for the company newsletter. Writes articles for the newsletter and follows up on production. 6. Prepares the individual retirement account (IRA) contributions report and forwards to the Accounting Department. Takes statements from injured employees for workers’ compensation; updates OSHA report. Completes wage and salary reports and surveys as needed. Updates targeted job tax credit file and keeps balance of savings. Additional Responsibilities: 1. As needed, screens applications/résumés and tests applicants. Orders temporary help for various departments. 2. Performs other similar or related duties as requested or assigned. Qualifications: High school graduation, or equivalent, with at least two years’ business experience of a clerical nature. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 62 how to write job descriptions Programmer Reports to: _______________________________ Department:______________________________ Classification: ____________________________ Division:__________________________________ Date: _____________________________________ Approved:________________________________ Position Description: Performs maintenance and modifications of programs currently in production to keep them responsive to user needs and to ensure efficient operation in the production environment. Essential Functions: The person in this position reports to the Manager of Systems Development and is responsible for the financial, human resource, and manufacturing computer systems. The incumbent in this position has no direct reports. The Systems Development group is a service organization for the division whose primary responsibility is to plan, design, and install integrated data processing systems to support management control and decisionmaking activities. The incumbent in this position performs maintenance and modifications of programs currently in production. This individual is responsible for analyzing existing program logic to determine last method of accomplishing required changes or cause of program malfunction. In addition, this person designs program logic to eliminate problems, accomplish needed changes, or increase operational efficiency. The incumbent modifies or expands coding to accomplish specified processing changes. Also required is testing modified programs to ensure that changes operate correctly and that changes have no adverse impact on programs or systems operations. The incumbent updates programs’ historical and procedural documentation to reflect modifications. The incumbent creates special reports and file extracts from existing databases using generalized routines or report writers. The incumbent in this position is governed by corporate policies and procedures as well as division goals. Typical decisions made by the incumbent include determining the method of how to resolve problems as well as determine the impact the method used will have. Day-to-day directions on a project basis are given by the Senior Programmer Analyst. Any problems or situations that users may be experiencing will be referred to the Senior Programmer Analyst. Among the requirements of this position is a working knowledge of programming languages, systems analysis and designs, and database designs. The person’s principal challenge is to resolve a user’s problem within limited time constraints. The incumbent is often on a 24-hour emergency need basis to resolve and correct any malfunctions that may occur. Principal Accountabilities: 1. Analyze and design program logic to eliminate problems and to ensure efficient operation in the production environment. 2. Test modified programs to ensure user data accuracy and that modifications have no adverse impact on systems operation. 3. Provide documentation for Operations and System Development to reflect system and job flow. 4 Provide administrative reports to ensure up-to-date and accurate information. Additional Responsibilities: May work on special projects from time to time. Qualifications: Success in this position also requires interpersonal skills for frequent interactions with users, managers, and vendors. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 63 compensation.blr.com Telemarketing Representative Reports to: _______________________________ Department:______________________________ Classification: ____________________________ Division:__________________________________ Date: _____________________________________ Approved:________________________________ Job Function: Represents the company with customers and prospects by soliciting orders for merchandise or handling customer questions or complaints over the telephone. Essential Functions: 1. Develops a list of prospects from resource material or company records. 2. Calls or receives calls from prospective customers, explaining type of service or product offered. 3. Quotes prices, delivery dates, and payment terms and tries to persuade customer/prospect to buy, using knowledge of company products and services. 4. Enters into computer the names, addresses, purchases, and comments of prospects solicited. 5. Completes order form, including delivery date and credit information. Confirms with credit department acceptability of the order. 6. At end of shift prepares summary report of activity as required by company telemarketing operations manual, and e-mails report to corporate Telemarketing Operations. Additional Responsibilities: 1. May be required to contact customers on miscues (delayed shipments, shortage of materials, etc.) and explain circumstances. 2. May cross-reference prospect lists with actual customer lists to avoid duplication of calling. 3. In slack hours may perform other duties as assigned by Telemarketing Supervisor. Qualifications: 1. Friendly, persuasive telephone manner. 2. Ability to read, write, and understand English well. Proficiency in Spanish or French also a plus. 3. Three-week training program will offer knowledge of company products or services. Probationary period will include satisfactory passing of this training course. ©2003 Business & Legal Reports, Inc. 1-55645-222-3-4/03/$.50+$.50 (410) 64
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