Job Descriptions. Why Bother?

Job descriptions - they are either outdated, non- existent or on the “To Do” list. Whatever the state your job descriptions are in, you may often find yourself wondering, do we really need these? You may be surprised to learn that job descriptions are an effective management tool on multiple levels.

Believe it or not, the lowly job description has various functions that will help you better manage your staff:

• Hiring Tool - A well-crafted job description spells out not only the essential job functions and skills required for the position, but I propose that it can also include the intangible skills needed to be successful in both the job and the company’s culture. Skills such as flexibility, diplomacy, self- management, etc. So often we hire for skills but fire for “fit” so why not screen for “fit” as well? Additionally, by providing the job description for applicants to review during the interview process, they will better understand all of the expectations that will be required.

• Performance Management Tool – Because you have outlined your expectations for the employee in the job description when he/she is hired, measuring performance against these expectations can be a useful. Oftentimes we draft the job description and never look at it again. It is important to update it annually. Hopefully at a minimum, you are discussing staff performance annually. The performance review meeting can provide you with a great opportunity to review the written job description with your employees so it is kept up to date.

• Disciplinary Tool – No one likes surprises. The job description provides employees with what is expected of them. If employees are not meeting those expectations, it is useful to have a written job description as a reminder and point of reference should an employee require a disciplinary reminder.

Other uses of the job description can include: training and employee development, compensation, recognition and rewards, essential job function analysis (for Americans with Disabilities Act compliance) and job classification analysis (hourly vs. salary for compliance with the Fair Labor Standards Act).

Even though I have outlined all of the benefits of job descriptions, I still hear some of you saying, “We are a small business and our employees are expected to perform work outside of their job description. I don’t want the it’s-not-my-jobber to use the job description as an excuse for not being a team-player.” These are the employees who say things like, “that’s not what I was hired to do” or “they don’t pay me to do that.” In most cases the it’s-not-my-jobber’s behavior is actually an employee who has grown negative over time. They are either burned out, underused, or don’t like the individuals with whom they work. These performance issues need to be addressed promptly, and a job description or no job description will not change this behavior unless it is addressed. The it’s-not-my-jobber is a good reason to make certain your job descriptions are not too detailed. Too much detail only encourages this type of employee to use this as an excuse.

I hope I have been able to assist you in understanding why it’s time to move job descriptions to the top of that “To Do” list and/or dust off and update those old job descriptions. We are all looking for resources to help us effectively manage our staff; the job description is a good tool for this use.