This is the first of a series of entries that should resonate with managers and board members in organizations of all sizes.  Over the next few blogs, we are going to look at such issues as governance reviews, strategic planning, evaluation of CEOs and the need for useable job descriptions in this “age of accountability”.

Let’s start off with job descriptions – those documents that few, if any, read!  The problem over the years is that the current form for many job descriptions has become overly elongated, full of terms like “deliverables” or “key performance outcomes” or “essential competencies,” terms which often mean the same thing and result in excessive verbiage that infuriates the reader.  But more of that in our February 22nd blog which deals with Bendel’s model for an effective job description.  Let’s start with the “why” of the job description.

Most organizations suffer from a lack of alignment in many forms.  As such, the workflow of the organization is somewhat diffused with no real rational attempt at directing the workflow into aligned directions which ensure the most efficient use of people, time and other resources.  The well-constructed job description helps bring an organization back into alignment.

An effective job description is an ideal source for developing an advertisement for a position and a selection process designed to assess more efficiently and effectively the qualities an organization is looking for.  Remember, the selection process does not have to be only an interview!

It also serves as a basis for evaluation of performance.  It is neither fair nor defensible to evaluate performance if an incumbent has no idea of what was expected of him/her in the first place.  Further, if an organization gets to a point where termination is a possibility, the organization will be hard pressed to make a case if the incumbent has never seen a job description and can, therefore, legitimately say he/she did not know what was required or expected.  No legal or quasi-legal process will support an organization in its wish to terminate an employee under those circumstances.  In the end, the company may need to compromise with a “pay out” – and in doing so, penalizing itself for its lack of foresight.

On a more positive note, the job description can be used to align (that word again) training activities to the expectations in the job description and, thus focus often scarce professional development funds in the best interests of the individual and the organization.

Finally, if the job description includes references to the advancement of mission of the organization and its strategic initiatives, the first step is taken towards making every employee at every level feel part of the organization – an important step in building cohesiveness into the work force.

Having pointed out the purposes of a job description, however, let’s turn to the form of that job description.  In the February 25th blog, you’ll appreciate, how the form of the Bendel model is consistent with all of these purposes outlined above – all in a document that does not pierce a three-page maximum!!!!

Dr. Dan

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