The BTS ‘How To’ Guide

No 1: Job Descriptions

In this issue we begin a series of ‘how to’ guides to assist you with the many business issues that you need to be in control of in order to get the most productivity our of your staff.

DSB spoke to John Vamos, managing director of Business Thinking Systems who has developed his ideas from observing the success of over 1,000 workgroups that helped build and test these principles.

“To be successful in business, you need to be good at being in business as well as producing your products or services,” Vamos says. “You may be good at doing what you do but when it comes to being in business, it doesn’t always come naturally. You want solutions that work, not a heap of theory that you battle to understand, let alone apply.”

How To Use This Article:

Rule One.

If you don’t need it yet, don’t read it! Keep this stuff. Take a copy and keep it in a file with the heading Job Descriptions. Read it when you need it. Simple.
Preparing a Job Description.

You will need:

• The Job Description Booster
• A tape recorder or Dictaphone
• A quiet place
• A typist (two hours maximum)

The Challenge

To prepare a job description for someone you’ve employed or for a position you are about to fill.

The Purpose

To give you something upon which to:

1. base your selection for the vacant position
2. review the performance of an incumbent

More Assumptions

You’ve never written job descriptions. You think you should have them. You don’t think you’ll ever get around to it. DSB knows you won’t, unless we make it really easy for you.

Some Theory

I know! I promised, but I need to give you just a little motivation to make sure there is some momentum to finish the job.

Motivation Number One

We recently had a client face action from a terminated employee. The case did not proceed. Why? Because the job description was written, the employee had initialled the document and the diary notes to support the counselling were scribbled in the personnel file.

(We will deal with disciplines like personnel files and performance management in upcoming issues, only the way we will handle them will actually be useful and help you get ahead).

Motivation Number Two

I can only do the job you want me do if…

You tell me what you want and you actually check that I do it.

I can do the best job when…

You let me help you decide what to expect, we agree how I will be measured and you measure my performance and give feedback.

How Do I Create A Job Description?

I have to own up. I am genetically lazy so this methodology assumes you are too!

1. Get a tape recorder
2. Think about the position and where it fits in the business
3. Now, here’s the difficult bit. Record your responses to the following questions or statements.

Remember:

This is a ‘more is better’ situation. The more you say, the less we have to assume (and you know what happens when a staff member assumes!)
Talk to the machine! Pretend the taping device is a person as you explain each statement.
Someone has to type this so speak slowly and clearly. If you have an afterthought during the taping, add it as you go. The typist can add it in to the correct section later.

Job Description Booster

1. Position
This position is called...

2. Reporting
You report to...

3. Job Precis
You know that you are doing the job well when (Think of things external to your business, as well as the internal things)...

4. Key Performance Indicators

A. Regardless of your performance overall, the five things that must be done, and upon which your performance will be measured, are (Talk to the machine and explain your five ‘not negotiable’ expectations of the person in this role. Consider also the things you didn’t like about the way the previous employee did the job!)...

B. Your performance against the Key Performance Indicators will be measured the following way. (List the reports or other tools you use to guage performance. How often are they produced. If you measure by observation, say so!)...

5. Team Placement

Your performance in this position affects other team members in the following way. (Talk about why and how other team members rely on this job being done properly)...

6. Personal Attributes

A. To be appropriate for this position, you need the following three critical attributes...

B. The formal qualifications you must have before you start are (List any industry or educational requirements)...

C. The following qualifications, while not critical to begin with, will be part of your career development path (List any enhanced or additional skills/training you expect of the person in the position)

7. Review and Appraisal

Your appraisal will be conducted (Explain how often, who will do it and the system you use. Also explain any salary review details that are appropriate)...

8. General Comments

(Brainstorm and add anything that is on your mind about this job)...

CHECKLIST

1. Have the tape transcribed
2. Edit the job descriptions
3. Discuss with staff
4. Make any additions and alterations. (Make sure it changes as a result of staff input!)
5. Have staff sign acceptance
6. File in Personnel File
7. Make it the basis of your Appraisal Interview

Note: if you are about to hire someone, use this as the agenda for discussion in your interview.
This whole task should take no more than one hour per job description. Remember, your staff can’t do their job unless you tell them what your expectations are!

We welcome your feedback and questions and will try to deal with them in the next issue.