“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
HEADLINE The survey definitively shows that product innovation leads to more growth, while “grow your own workforce” strategies will be needed to fill the major labor shortages hampering small manufacturer growth. Emerging technologies like the Internet of Things (IoT), 3D printing, and digital manufacturing are beginning to enhance innovation and productivity, but still have significant room for adoption amongst Ohio’s small manufacturing businesses. ABOUT THE SURVEY Under the direction of the Ohio Manufacturing Extension Partnership (Ohio MEP), MAGNET: The Manufacturing Advocacy and Growth Network conducted a thorough survey of Ohio’s manufacturing base. Contributing approximately 20% of Ohio’s jobs (and driving in some regions up to 50% of Ohio’s economy), and generating a disproportionate amount of export revenues and Gross Regional Product, manufacturing is critical to Ohio. Greater than 95% of Ohio’s manufacturers are small (under 500 employees), and these manufacturers need to remain competitive both nationally and internationally to ensure our economy’s health. Ohio’s Development Services Agency and the National Institute of Standards and Technology, which runs the MEP, recognizes the importance of this sector and fuels MAGNET and the Ohio MEP program to directly serve and support innovation, efficiency, and growth in small and medium manufacturers. What manufacturers need
How Virtual Reality and Augmented Reality Can Help Keep Our Engineers Safe and Our Manufacturing Strong Recall how difficult it was to put together complex LEGO creations when you were a child or helping a child. Now, picture assembling a fighter plane from a room full of parts. Even highly trained engineers can benefit from technology to help improve consistency and quality. Virtual reality (VR) and augmented reality (AR) are making near-perfect assembly a possibility in the manufacturing space. By wearing AR glasses that use cameras, depth sensors and motion sensors to overlay images onto the real working environment, engineers and factory workers can visualize the exact bolts, parts, part numbers and instructions on how to assemble a particular component correctly. Lockheed Martin began using AR goggles and improved F-35 assembly time by 30 percent, in addition to increasing accuracy to 96 percent. In order to remain competitive, businesses should consider the ways VR and AR can improve efficiency and supply chain productivity. According to a recent BofA Merrill Lynch Global Research report, AR platforms can provide companies up to 25 percent in cost savings on installation of equipment. Here are four ways VR/AR is disrupting the mid-market manufacturing space:
Why should you consider TechLink? To date: More than 1,270 technology transfer partnerships brokered between companies and 110 DoD labs or centers, including all 65 DoD labs that generate patented inventions More than 600 license agreements facilitated between DoD and companies nationwide, transferring over 1,000 DoD inventions to industry Facilitated 60% of total DoD licensing agreements over the past 10 years What does TechLink Specialize in? TechLink specializes in 10 technology areas: Energy, BioTech, Materials, Sensors, Photonics, Software/Info Technology, Military Technology, Electronics and Environmental Technologies. 4 Ways TechLink can help you: Actively market DoD inventions to industry nationwide Help companies evaluate these inventions and submit license applications Facilitate communications between DoD labs and companies leading to “win-win” license agreements for both parties Maintain the nation’s only comprehensive database of DoD-patented inventions, fully searchable through techlinkcenter.org Why should you believe in TechLink? Check out the TechLink technology database and the Technology Spotlight for regular updates on available technologies and contact information for the related Technology Manager. The Manager will help you assess the technology for your company needs, facilitate your connection with DoD, and walk you through the licensing process. Most DoD inventions have civilian and commercial applications. DoD technologies licensed by TechLink have generated