transforming job descriptions from tactical to strategic
DESCRIPTION
Job descriptions are the foundation of many key activities in HR, but most organizations treat the creation and maintenance of job descriptions as an ad hoc process, driven by an immediate need to recruit or retain. In this discussion Melissa Tessendorf will talk about best practices for creating and maintaining job descriptions and how job competencies can provide a more strategic overall approach. This session will cover: Best practices for writing job descriptions. Who should be responsible for initiating the process and who should do the writing? The differences between recruitment-focused job descriptions and job descriptions for HR. How to avoid common job description writing mistakes. Why critical competencies should be incorporated into the job description. How the entire organization can benefit from a job descriptions enhanced with critical competencies. How technology can assist.TRANSCRIPT
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Speaker: Melissa Tessendorf Head of Professional Development
Kenexa, an IBM Company Moderator: Kellye Whitney Associate Editorial Director Workforce Management magazine
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Moderator: Kellye Whitney Associate Editorial Director Workforce Management magazine
Speaker: Melissa Tessendorf Head of Professional Development Kenexa, an IBM Company
TRANSFORMING JOB DESCRIPTIONS FROM TACTICAL
TO STRATEGIC
Melissa Tessendorf June 25, 2013
To us, business is personal
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AGENDA
• INTRODUCTION • JOB DESCRIPTIONS SO FAR • JOB DESCRIPTIONS LOOKING FORWARD • DEVELOPING A COMPLETE JOB DESCRIPTION • BEST PRACTICE SUMMARY • QUESTIONS
JOB DESCRIPTIONS SO FAR
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TRADITIONAL PURPOSE OF A JOB DESCRIPTION
• Regulatory, Legal – ADA, FLSA, EPA, SEC, TJC…..
• Job Postings – Why work for us? What we mean by an Accountant:1
• Survey Matching – What does the survey define as an Accountant:1 as and is that
the same as ours?
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TRADITIONAL STAKEHOLDERS
• General Counsel • Hiring Managers; Recruiters
• Compensation Managers and Analysts
• Employees?
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WHAT’S A JOB DESCRIPTION WORTH - $5, $50 OR $5,000?
Attracting wrong applicants = wasted time and cost for selection, assessment and processing. How many people do you interview and not hire? Improved onboarding effectiveness = Achieve initial goals quicker Sales = more sales sooner/few losses Quality = shorter role familiarization time = increased performance Focused activity = greater productivity More accurate marketing pricing = optimized salary budgets.
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PUTTING IT ALL TOGETHER…
Acquiring talent: Cost of a poor hire: $300K-$500K
Engaging talent: Rate of efficiency at which most businesses operate because of poor engagement: 30%
Developing talent: Average time required for a new manager to become productive: 6 months consider that the # of employees the average manager’s actions impacts is 12
Deploying/Assigning talent: Percentage of a company’s employees who are well-suited for their roles: 20%
Retaining talent: Cost of losing a talented employee: $250K - $500K
Evaluating talent: The value of a top performer is 2-4x the performance of average employees
Imagine if companies did this better… (an HCI consolidation of data)
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application Use Executive Presentation
of Research Results Training and Rollout Continued Research on Instrument
application Development Research Instrument
Development Concurrent Validation
Study Final Instrument
Development
Job Analysis
Stakeholder Interviews Focus Groups Job Analysis Questionnaire
DEVELOPMENT PROCESS
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JOB MANAGEMENT: WHY DON’T WE DO IT ALREADY?
JOB DESCRIPTIONS LOOKING FORWARD
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DEFINING A JOB IN 2012
Job Descriptions Roles and Responsibilities
Job Requirements Key Tasks
Value of the Job
Job – Specific Competencies
Who writes them? Who owns them? How are they managed?
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TODAY’S STAKEHOLDERS
Job Definition
Career & Succession
Planning
Learning & Development
Risk Management/
Legal
Recruitment & Selection Workforce
Planning
Compensation
Performance Management
Employees?
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DEFINING A JOB
Job Descriptions, Job Value and Competencies
Business Results
20
Performance Management, Coaching, Goal Setting,
Assessment, Succession Planning Employee Development, Advancement, Compensation Planning, Affiliation and
Engagement
Talent Profile
DEVELOPING A COMPLETE JOB DESCRIPTION
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JOB DESCRIPTION APPLICATIONS
Job Definition Understand | Measure | Improve
Learning and Development • Identify areas of development; • Align resources to business
strategy.
Succession • Identify and prepare
succession candidates.
• Establish expectations for progression.
Recruitment • Match candidates to
positions based on experience and skill.
• Establish competency requirements for ‘new hires’.
Performance Management • Provide a clear understanding
of what ‘good’ looks like. • Provide a basis for
performance discussions and coaching and feedback.
Resource Management
Career Planning • Provide a career planning
framework that aligns to company objectives and career aspirations.
• Assign employees to project teams based on critical requirements.
with a small ‘a’
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WHO SHOULD BE INCLUDED
• Who Drives Development?
• Who Provides Input?
• Who Reviews and Approves?
• Who Maintains It?
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WHAT SHOULD BE INCLUDED
• Principle duties and responsibilities
• Critical Competencies
• Reporting Relationships
• Job Level • Job Grade
• Minimum Qualifications
• Exemption Status • Working Conditions • Disclaimer
• Job Title • General Summary
General Descriptive Information
Legal/ Risk Management/
Regulatory Oversight
Talent Acquisition/ Evaluation/
Development
Organizational Structure/
Compensation
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GENERAL DESCRIPTIVE INFORMATION
• Job Title – Simple, Descriptive – Functional – Gender Free
• General Summary
– High level – Purpose of the role
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LEGAL AND REGULATORY INFORMATION
• Minimum Qualifications – Education – Experience
• Exemption Status – Exempt – Non-Exempt
• Working Conditions • Disclaimer
– “Other duties”
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COMPENSATION
• May include – Reporting Relationships – Grade and Job Level – Career Ladder – Compensation opportunity (with limited access)
• Communicates – Relationship to other jobs within the organization and to the
external market – Development and Career planning opportunities
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DUTIES AND RESPONSIBILITIES
• Include Essential Functions • Interview Managers High Performer Input
– What are the 4-6 broad areas of responsibilities for this job e.g., client service, technical, operations, market development, admin?
– What are the specific responsibilities within those areas? – What are the key tasks supporting those responsibilities? – What are the key measures of success?
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COMPETENCIES
• Critical to the role
• Defines what good or target performance looks like
• How I do my job
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COMPETENCIES
Leadership Competencies
Functional/Job Specific Competencies
Finance &
Accounting
Core organizational Competencies
Purchasing &
Payables
Research &
D
evelopment
Credit &
C
ollections
Information
Technology
Innovation
Alignment
Business Analysis
30
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COMPETENCIES Competency Innovation
Definition Develops new ideas and initiatives that improve the organization's performance.
Level 1: Basic
Understanding
Suggests better ways of completing own work.
Demonstrates the ability to generate ideas organically or in a brainstorming session.
Supports innovations that are introduced by team leaders and managers.
Seeks help to shape ideas into workable proposals for change.
Level 2: Working Experience
Seeks new or non-traditional ideas to improve effectiveness in own area of responsibility.
Participates in efforts to develop ideas generated by team members.
Seeks applicable new ideas and approaches.
Surfaces ideas from other groups that have applicability to the team.
Helps develop implementation plans for introducing innovations to the group.
Level 3: Extensive Experience
Encourages exploration of non-traditional ideas from team members.
Seeks new or non-traditional ideas to improve effectiveness in team's area of responsibility.
Fosters a team culture that encourages exploration of non-traditional ideas.
Guides team members in the development and fulfillment of proposed innovations.
Develops change initiatives that target improvement of significant organizational capabilities.
Implements strategies for renewing or deepening change efforts.
Level 4: Subject Matter
Depth and
Breadth
Introduces new perspectives and information to the team in order to stimulate innovation and change.
Supports new ideas and technologies that produce competitive advantage.
Shares best practices and benchmarks of excellence.
Provides ongoing sponsorship for innovation programs and change initiatives.
Mentors team to question established practices and propose innovations.
Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.
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COMPETENCIES Job Family Name Software
Engineering Software Field
Support Software Product
Quality Management
Job Family Description
Design, development, delivery, and enhancement of software products, systems and platforms.
On-site and remote customer support for installation and operation of company's software products, systems, and platforms.
Quality management, quality assurance, quality control, testing and compliance services for software products, systems and platforms.
2 Senior Management
Strategy formulation; Vision implementation; Operational responsibility; Cost and risk management; Enterprise view
Software Development Director Field Service Director Quality Assurance Director
3 Management; Senior Level Consulting
Functional, technical or process leadership; Management of multiple teams; High complexity and ambiguity; Tactical responsibilities
Software Development Manager, Group
Field Service Manager, Region
Quality Assurance Manager, Group
Software Development Specialist, Master
Field Service Specialist, Master Testing Manager, Senior
Quality Assurance Architect
4 First Line Management; Sr Professional
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IDENTIFYING OPPORTUNITIES ACROSS THE FUNCTION
Sample Competencies Target Proficiency
Level Software Developer Specialist, Master
Target Proficiency Level
Testing Manager, Senior
Jim's Current Proficiency Level
Knowledge of Organization 2 2 2 Products and Services 3 3 3 Earned Value Management 3 3 3 Software Development 3 3 RAD (Rapid Application Delivery) 4 4 4
Extreme Programming (XP) 4 3 3 IT PROJECT MANAGEMENT 3 2 3
INFORMATION SECURITY MANAGEMENT 3 2 2
Configuration Management 3 2 3
ISO 9000-3 3 1 2
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JOB LEVELING ORGANIZATIONAL FUNCTIONS Information Technology
Job Family Names
Software Engineering
Software Field Support
2 Senior Management
Strategy formulation; Vision implementation; Op responsibility; Cost and risk management; Enterprise view
Software Development Director
Field Service Director
3 Management; Senior Level Consulting
Functional, technical or process leadership; Management of multiple teams; High complexity and ambiguity; Tactical responsibilities
Software Development Manager, Group
Field Service Manager, Region
Software Dev. Spec, Master
Field Service Specialist, Master
Oil & Gas Industry
Exploration Production
Exploration Director Production Director
Geoscientist Manager
Drilling Operations Manager
Exploration Manager Oilfield Manager
Geophysicist Production Engineer
Reservoir Engineer (Exploration)
Reservoir Engineer (Production)
General Corporate Functions
Compensation and Benefits Human Resources
Benefits Director Human Resources Director
Compensation and Benefits Director
International Human Resources Director
Compensation and Benefits Manager
Health and Safety Manager
Compensation Manager HRIS Manager
Corporate Insurance Manager
Human Resources Consultant, Senior
Executive Comp Manager
Recruitment Manager
BEST PRACTICE SUMMARY
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IN SUMMARY
• Key Activities with Job Descriptions as the Foundation – Assessments – Performance Evaluations – Development Plans – Career Paths – Succession Plans
• Key Benefits – Compliance and risk management – Improved performance and development discussions – Internal equity supported – Jobs aligned with key business outcomes
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BEST PRACTICES - DEVELOPMENT
• Consistent Format and Information: Template
• Common language: Education
• Addresses Context: application of content
• Clear and Concise:
• Key stakeholder involvement:
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• Technology: Word, Excel or something that manages it as an enterprise resource?
• Defined Process: Inputs, validation and outputs.
• Annual Updates
• Governance: Ownership accountable for all uses of your job definition and execution
BEST PRACTICES - MAINTENANCE
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• Version Control
• Job Title Proliferation
• Extraneous Information-Creative Writing
• Continued Alignment
WATCH OUT FOR…..
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QUESTIONS?
Melissa Tessendorf
781-851-8340
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