Job Descriptions In Hr Strategy

Job Descriptions in HR Strategy

By Frank Marquardt

WetFeet, Inc.

Source: http://www.wetfeet.com/employer/articles/article.asp?aid=369&atype=screen

Writing job descriptions may not seem like the sexiest part of your job, but it's sure important. In fact, job descriptions can provide the foundation for an entire HR strategy. And if you don't devote time and resources to developing good job descriptions, you'll leave yourself vulnerable to charges of discrimination from the Equal Employment Opportunity Commission (EEOC).

How to Think About Job Descriptions

A job description defines a job. It's not the job itself. That's a fine but important distinction, particularly in a startup, where the actual responsibilities of a given job are likely to shift like the sands of the Sahara.

Nevertheless, by carefully creating and maintaining job descriptions, you can track changes in your organization and the development of your people, and identify what staff needs you must meet to achieve your overall goals.

What the EEOC Wants

The EEOC wants job descriptions to identify the essential functions of a job. There are a number of functions that can be considered essential to a given job, among them:

* Functions specific to the position (for example, the person is hired to write press releases, so writing press releases is an essential function)

* Functions that other employees could or do perform, but don't have the time to perform to the level you require (for example, responding to customer e-mails is an essential function even though there are two other people in the customer service department, because the two others have many other responsibilities)

* Specialized functions that require specific ability (for example, the position requires expertise in XML, so knowledge of XML is an essential function)

In assessing whether or not a function is essential, consider how much time the person will spend on that function, the availability of others to fill in to perform that function, and your own judgment. Identify the results you need, too--different people may employ different methods to achieve results, and that's fine. Describe the results that will be required in a given position.

Other Considerations in Creating Job Descriptions

Beyond identifying the essential functions of a job, you want your job descriptions to help shape your organizational chart, filter candidates, and draw in people who can succeed at your firm. More than anything, you want your job descriptions to make your life easier, as well as the lives of the managers you're recruiting.

Job Descriptions As HR Strategy Tools

Obviously, job descriptions play a role in notifying and attracting applicants. But they can do far more. Lavishing attention on your job descriptions at an early stage in your company's growth--and continuing to attend to them over time--can help you understand who's doing what as your company grows, help you develop your employees, and improve retention.

Marketing Your Company's Culture

Think of job descriptions as communication tools for your organization. Give them personality. Candidates want more than a dry exposition of the requirements and essential functions of a job. They want a chance to look into your organization and see whether or not it's a place they'd enjoy working. Say something about your offices, your office culture, and the actual day-to-day work. The more specific you can be about what the person will be doing, the better the candidate can visualize the work. The better that job seekers can visualize the work and the environment, the better they will know if they want to be there and do it.

Interviewing Candidates

When hiring, a well-designed job description makes it easier to interview candidates. If you know what skills you're looking for, you'll have an easier time knowing what questions to ask.

Building Your Organization

Well-designed job descriptions should cover essential and nonessential functions thoroughly. But don't think that once you've written a job description, posted it, and filled the opening, the job description has finished fulfilling its purpose.

As roles change, job descriptions should change along with them, allowing managers to track who's doing what and how each employee's work is evolving. In startups, where the organizational chart is often highly fluid, this information