Intro to the Top Ten Tips...

Each month, Tim posts his 'Top Ten Tips' for HR practitioners on various subjects. This month's subject is 'How to write really useful Job Descriptions...connecting the business dots'. A list of subjects for forthcoming months and links to previous subjects can be found at the bottom of this page.

Have a clear idea of what business purpose you want Job Descriptions (J/Ds) to serve;

Plan on using J/Ds in conjunction with other key HR programs & functions (e.g. HR Business Plan; Job Evaluation; Recruitment/Planning; Compensation; Performance Evaluation;Competency Development etc.);

Identify a group of HR and non-HR employees who want to be involved in a small 'pilot' for J/Ds. Pick a senior 'line' manager sponsor who has some interest and tactical understanding of what the effort is all about;

Set up the project plan, expectations, deliverables, milestones, responsibilities etc. If there is one project that could suffer from a lack of enduring commitment, this could be it;

Agree that the 'pilot' is but a start...all employees should have a J/D as a working tool, not as a desk-drawer ornament;

Focus the J/D content lucidly around what the job incumbent is supposed to accomplish; why this job fits into a bigger picture; how this work effort is actually to be accomplished; success criteria; who the incumbent interracts with, internally & externally; where incumbents can reasonably expect to be sourced from; what the proven job skills and attributes are of a successful incumbent etc. See example (Adobe Acrobat file).

Try to link the J/D to what is important in the Company i.e. its values. If these aren't well developed, take your best shot at them and get some 'buy-off', in principle, so that the other J/Ds will revolve around what is approved for now. The example shows some notional key values;

Don't aim for perfection. It's too elusive. Save the time to craft some decent working documents that will stir managers' imaginations and help them understand why we need non-bureaucratic J/Ds for business reasons;

Be sure to tie the agreed J/Ds being used in the 'pilot' to those employees' performance evaluations and any compensation change. It's your chance to demonstrate the effectiveness of the whole exercise;

Set it up so that the line managers are co-responsible with HR for making J/Ds a fact of business life. Your employees deserve to be treated ethically and rewarded for the agreed results.

Timetable 2000 ... Top Ten Tips

Month	Subject
March	Interpersonal Conflict in the Workplace
April	Harassment in the Workplace...practical considerations
May	360° Feedback...is it right for you?
June	Settling post-termination disputes; mutual gains
July	Business Planning in HR...how to flex HR's muscle
August	Grievance management in unionized and non-unionized workplaces
September	Key Lessons in 'Downsizing'...maintaining business & employee relationships under difficult circumstances
October	Stock Option Plan Design in private companies heading for an 'IPO'
November	Ethical Practices in Performance Appraisal & Related Salary Admin
December	Spreading scarce bonus/incentive dollars...best bang for the buck
January 2001	Outsourcing...the 'Catch 22' for HR Managers
February 2001	How to write really useful Job Descriptions...connecting the business dots
March 2001	'High Potential' Employees...how to ensure they don't sit out the game, then leave