“A well-defined job description is important for increasing individual and organizational effectiveness.”
Have you ever seen a job description that read something like this?
How likely do you think your new employee will be successful based on this description of expectations?
There is a direct link with the cost of hiring and turnover to your company’s bottom line – as much as 5x’s an employee’s annual salary. Unclear job expectations can lead to job dissatisfaction, low morale, absenteeism, low productivity, and a constant churn of employees in and out of your organization…and that costs! So why wouldn’t you want to get this aspect of your business solidly nailed down?!
Your employees will perform better when they know what you expect of them and those expectations are clearly defined. The job description describes the work to be done by outlining the essential duties, competencies, qualifications, authority for decision-making, and impact of a given position on the organization. Therefore, it helps employees understand their duties and responsibilities and how their job fits within the mission and objectives of your organization. The job description should not only describe what outcomes should be achieved, but also how to achieve the outcomes.
Job descriptions can positively impact organizational effectiveness by ensuring jobs are aligned to carry out the organization’s mission and objectives while also appropriately aligning workloads. They are an essential tool to use in your recruiting process to ensure you are selecting the appropriate employee for the job. They are expected to serve as a roadmap for success based on clearly defined expectations.
A poorly defined or out dated job description can create a hot bed for hiring/firing and performance related issues. A well-defined job description can provide legal defense if there is a need to terminate an employee or when you need to make compensation and promotion decisions.
Which talent management practices does the job description affect?
• The recruitment process as it ensures the most relevant, qualified candidates apply for the job.
• Selection decisions (i.e. pre-employment assessments, interviewing).
• Onboarding practices that include not only new hire orientation, but also ongoing training and development through the first 6 to 12 months in a new job or role.
• Productivity by providing a clearly defined set of objective/observable outcomes understood by you and your employees so they can focus on the right aspects of their jobs.
• A performance management process that objectively directs the evaluation/measurement of job performance during annual reviews.
• Employee training and development where insights to skills gaps or opportunities to expand roles/responsibilities can be determined.
• Compensation planning that aligns with the market value of the role.
• Legal compliance with existing employment laws.
• Workforce planning to address headcount supply/demand, employee succession planning, training, and development experiences.
What’s the process?
The process begins with a job analysis. Beyond the duties of the job, this process helps you think through:
• What goods the job is responsible for producing or services to be provided?
• How to structure the job to maximize the potential for achieving business outcomes?
• What is exceptional vs. acceptable vs. poor performance? How will it be measured objectively? • What level of skills must an employee possess vs. how much is expected to be learned on the job?
• What behaviors must be demonstrated to support successful performance of the job and alignment with organizational values?
• What resources, processes, or methods are needed to support the employee’s success in the job?
The job analysis process provides information for writing the job description, determining the job family (e.g. Machine Operators), determining the job title (e.g. Machine Operator 1), and determining the classification (e.g. exempt/non-exempt, managerial/professional, or executive). The results of the job analysis process are documented as a Job Profile.
The information about the job is gathered using a structured qualitative Job Profiling process that takes approximately 12-14 total man-hours to complete and includes:
• A review of the organization’s mission and structure
• A review of the functional structure and objectives for which the job supports
• Manager and/or employee interviews (e.g. one-on-one, focus groups)
• Standard questionnaires of essential job tasks
• On-the-job observation
• Review of any other relevant internal documentation, processes, or systems • Documentation of the job profile
Hopefully, now you have a better understand of how a well-defined job description can increase individual and organizational effectiveness.
MAGNET utilizes its certified experts to assist manufacturers with a job profiling process, which is supportive of their talent attraction and retention objectives. Please contact us for more information. 216.391.7002
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or firstname.lastname@example.org
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for