EMPLOYEE JOB DESCRIPTIONS

8/7/2019 EMPLOYEE JOB DESCRIPTIONS

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EMPLOYEE JOB DESCRIPTIONS

A job is a collection of tasks and responsibilities that an employee is responsible to conduct.Jobs have titles. A task is a typically defined as a unit of work, that is, a set of activities needed

to produce some result, e.g., vacuuming a carpet, writing a memo, sorting the mail, etc.

Complex positions in the organization may include a large number of tasks, which are

sometimes referred to as functions.

Job descriptions are usually developed by conducting a job analysis, which includes examining

the tasks and sequences of tasks necessary to perform the job. The analysis looks at the areas

of knowledge and skills needed by the job.

Job descriptions are the most visible output from job analysis. Comprehensive job descriptions

developed from job analysis are used in selection, training, performance appraisal, and

compensation. There are many formats used in preparing job descriptions.

JOB ANALYSIS

Job analysis is an in-depth study of a job and provides information for job descriptions. The job

analyst will gather information about jobs through interviewing employees, observing

performance of certain tasks, asking employees to fill out questionnaires and worksheets, and

collecting information about a job from secondary sources.

The job analysts will write-up the results of the analysis and review them with the job

incumbent. The documentation is then presented to the incumbent's supervisor for review

(often the incumbent's supervisor is the job analyst.) The supervisor may add, delete or modify

duties, knowledge, skills, abilities, and other characteristics. After supervisory approval is

obtained, the documentation is forwarded through channels for final approval. A signed and

dated job description is then prepared. This job description becomes the official record for this

particular job.



PURPOSE OF JOB ANALYSIS

The purpose of Job Analysis is to establish and document the ' job relatedness' of employment

procedures such as training, selection, compensation, and performance appraisal.

Determining Training Needs Job Analysis can be used in training/"needs assessment" to identify or develop:

y training content

y assessment tests to measure effectiveness of training

y equipment to be used in delivering the training

y Methods of training (i.e., small group, computer-based, video, classroom...)

Compensation

Job Analysis can be used in compensation to identify or determine:

y skill levels

y compensable job factors

y work environment (e.g., hazards; attention; physical effort)

y responsibilities (e.g., fiscal; supervisory)

y required level of education (indirectly related to salary level)

Selection Procedures

Job Analysis can be used in selection procedures to identify or develop:

y job duties that should be included in advertisements of vacant positions;

y appropriate salary level for the position to help determine what salary should be offeredto a candidate;

y minimum requirements (education and/or experience) for screening applicants;

y interview questions;

y selection tests/instruments (e.g., written tests; oral tests; job simulations);

y applicant appraisal/evaluation forms;

y orientation materials for applicants/new hires

Perf ormance Review

Job Analysis can be used in performance review to identify or develop:

y goals and objectives

y performance standards

y evaluation criteria

y length of probationary periods

y duties to be evaluated



ROLE OF JOB INCUMBENT

The job incumbent has an important role in this process. The following suggestions should help

incumbents assist the job analyst:

y Spend some time thinking about the job. Make notes, or keep a diary of work related

activities;

y At the outset fully explain the incumbents' concept of the job to the analyst;

y Focus on the facts - do not overstate or understate duties knowledge, skills, abilities,

and other characteristics;

y Refrain from side issues. The analyst is only concerned with the job itself. Job

performance, wages, complaints, relationships with co-workers, etc., are not relevant to

this activity;

y Remember that the incumbents' input is critical; however, establishing the boundariesof the job is a management decision; and

y Be aware that there will be no adverse consequences from job analysis. For example, no

person's salary will be reduced and no person's job will be eliminated. The analyst may

recommend changes in title or other realignments, subject to management decision.

DEFINITIONS

The following is a list of commonly used job analysis terms.

y Job duty - a single specific task.

y Knowledge - a body of information applied directly to the performance of a duty.y Skill - a present, observable competence to perform a learned activity.

y Ability - a present competence to perform an observable behavior or a behavior that

results in an observable product.

y Physical characteristic - the physical attributes employees must have in order to perform

job duties; unaided or with the assistance of a reasonable accommodation.

y Credentials and Experience - the minimal acceptable level of education, experience, and

certifications necessary for employment.

y Other Characteristics - duties, knowledge, skills, and abilities that do not have a logical

place in the job description.



METHODS OF JOB ANALYSIS

Several methods exist that may be used individually or in combination. These include:

y review of job classification systems

y incumbent interviews

y supervisorinterviews

y expert panels

y structured questionnaires

y task inventories

y check lists

y open-ended questionnaires

y observation

y incumbent work logs

WHEN TO CONDUCT JOB ANALYSIS

You do not need to conduct a new job analysis every time you seek to fill a job. Where job

openings in the same occupation recur frequently, you can often rely on selection instruments

that were developed from recent job analyses of that occupation. Whether a new job analysis

should be conducted for a particular position depends on the novelty of the position and the

currency of the most recent job analysis for that occupation.

For example, if the position you seek to fill is unlike any other position in your agency, then you

should conduct a job analysis. Similarly, if the nature of the position is such that its

requirements are likely to change with relative frequency (e.g., information technology

positions), then you should review the position at least annually to ensure that your selection

tools are still valid. However, if the requirements of the position are relatively static, then the

position may only need to be reviewed as needed.

POTENTIAL PROBLEMS

Accuracy

Accuracy of response may be affected by a number of issues, including:

y The informant may not tell the truth (eg. idealizing, giving what you want, fear of

consequences).

y The organizational context shapes how job is done.

y Distortions may affect perceptions of job for personal or political reasons.



y Errors of misunderstanding may occur (cognitive).

o Not understanding the job.

o Over-emphasis on similarities, missing differences.

o Confirmation by assessors of their stereotype of the role.

o Availability heuristic, etc.

y Job not being done properly (behavioral).

y Personal motivations (affective).

Stability

A number of items may affect the stability of the job detail, including:

y Seasonality (some jobs change over time)

y Technology effects, automating and sometimes complexifying.

y Employee-determined changes, eg. improvements.

y Environmental factors, such as laws, business climate, etc.

GUIDELINES FOR WRITING A JOB DESCRIPTION

A job description serves several purposes:

Provides essential information for assigning the appropriate pay grade, job function

and/or title for the job,

Assists in recruiting efforts for screening and interviewing,

Identifies the essential functions of the job based on job specific competencies, and

Provides the incumbent an understanding of the primary accountabilities, duties and

responsibilities they are expected to fulfill.

WHAT IS INCLUDED

Job Inf ormation which includes the official job title, as well as the departmental job title,

department name, the title of the job to which the described job reports, and titles of jobs

supervised if applicable.

Job Summary consisting of one or two concise sentences summarizing the main purpose of

the job.



Principal Accountabilities comprising a list of the primary tasks and responsibilities this job is

expected to perform, as well as the end results that are to be achieved.

Minimum Qualifications containing a list of experience, education, and certification required

of the employee performing the job.

Minimum Competencies consisting of a list of those skills, knowledge, and behaviors that are

required for the performing the job.

There are three types of competencies that can be included in a job description. They describe

the skills, knowledge and behavior necessary to perform the job.

Skills Abilities needed to execute job duties, such as software and computer proficiency,

interpersonal skills, accounting skills, or specific laboratory techniques.

Knowledge Areas of specialty or expertise; for example, nursing, finance, employment

law, or history.

Behavior Characteristics an employee must display in the job; for instance, initiative,

collegiality, resourcefulness, or professionalism.

Knowledge, Skills, and Behavior needed to succeed in a job can fit into two basic categories of

competencies: general/organizational or specific/individual. A good job description includes

both kinds.

General/Organizational These competencies need to be demonstrated by everyone in a

particular organization.

Specific/Individual These competencies need to be demonstrated by people doing

particular jobs

MinimumWork experience needed f or effective perf ormance

Pay grade

GENERAL FORMAT OF JOB DESCRIPTION



COMPANY NAME

JOB TITLE

DEPARTMENT

JOB SUMMARY

REPORTS TO

DUTIES AND RESPONSIBILITIES

DESCRIPTION OF WORKING ENVIRONMENT



MINIMUM

QUALIFICATIONS:

MINIMUM COMPETENCIES:

MINIMUM WORK

EXPERIENCE NEEDED:

STATUS/APPROVALS:

PAY GRADE:

DATE WRITTEN:

APPROVING AUTHORITY SIGNATURE:

EMPLOYEE ACCEPTANCE SIGNATURE: DATE:

EMPLOYEE JOB DESCRIPTIONS

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