The Manager's Toolkit -- Job Descriptions

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Copyright Lark Ritchie 1995. 1996.

The process may be formal or informal , but make no bones about it; there exists a written or unwritten performance contract between ourselves and the organization in which we work. A key result area in that assessment is almost always in question; that of people performance.

Even as proprietor-owners of independent businesses we face such a review. The difference is that the review is a personal one, taking place late at night, in the comfort or discomfort of our own beds.

For each of us, the essential question resolves itself to "Do I get the best performance from my team, work group, or employees?" For many, the answer hovers some distance from where we would like ourselves to be on the performance scale. How can we improve this situation?

Restated precisely, and in more definitive language, "How can I ensure best performance in myself and my subordinates?"

A simple, highly successful strategy is to be more precise when describing expectations for the job to be done. More than anything, the use of language contributes to or detracts from how one understands his role in the organization and carries out assigned duties.

Precise language describing jobs or roles provides new hires and seasoned employees a basis for positive experience, improved self worth, and the possibility to stretch their limits and potential.

Combined with regular and consistent reviews of actual performance against targets this strategy provides an effective vehicle for objective performance management.

Successful managers incorporate these related processes into everyday behaviour and scarcely give it thought. The rest of us need to work at this incorporation; to make it part of our nature. Doing so avoids many problems.

Vague job descriptions and unclear performance agreements lead to disorganization and confusion; incumbents may assume either more or less authority, take on other responsibilities, or takes on none.

Faced with unclear job descriptions expectations and accountability, some people modify their own jobs, doing what is required, when required, and during the remaining time, doing what they like to do; all of which, beneficial or not, the organization supports in the form of compensation and benefits. Other effects are boredom and eventual resignation of the employee from the organization.

Self motivated, self starting, proactive individuals also become affected over time. Good performance can go unrecognized, poor performance seems to be tolerated, and standards may be lowered because it seems few care. Moral and performance lowers.

There are many variations, all of which are costly, and troublesome.

A personal consequence is that we expend energy, time and money resolving worker conflict, explaining poor results , reassigning, redefining roles and responsibilities, and rehiring to correct our problems. Doing it right the first time minimizes the problems encountered, and increases performance overall.

Here are some examples. Rather than "Provide Customer Support" try "Provide Same-Day Customer Support For Desktop Application Software.’ Rather than "Ensure That Clients Are Provided With Timely Solutions To Problems," try "Provide Same Day Service To Client Problems."
Lark Ritchie

© 1996 Lark Ritchie. Contact me at this address..