Why performance-based job descriptions attract and retain the best staff.
An essential foundation for recruiting good staff is a performance-based job description, and this is never more so than in a time of severe skills shortages. It simply and succinctly describes what it is that the business expects from the employee, how this will be measured, and how these factors link to corporate goals and objectives. It describes the impact the employee can make in the business. It should also describe something of the context of the position, the inter-relationships with others, reporting lines and the resources, training and experience necessary for success.
Job descriptions are a critical component of any business strategy, underpinning the total recruitment process from advertising and interviewing through to selection. They also support and provide direction for HR planning, staff training and development, staff performance evaluations, and staff recognition schemes.
Developing a performance-based job description
This should be a thoroughly thought through and well written document and contained to a single page where possible.
The first step in undertaking the writing of a performance-based job description is a performance-based job analysis. This is to understand the competencies and skills needed to accomplish the required tasks and define the specific needs of the employee and his/her relationship to others in the business.
If necessary, interview direct managers, peers and the outgoing employee (where appropriate) to identify the key and secondary objectives, knowledge, skills and abilities he/she must have to perform well on the job. Also review relevant background documents.
Consider the role now and expectations in the near future, and where you can, the business' overall needs and strategic plan for the future.
Address the following questions:
- Why does the job exist? No function is isolated within an organisation, and it is important that all staff understand the role they play in helping the business achieve its goals. Identify an easily understandable link between the person’s job and the corporate objectives.
- What skills, knowledge, qualifications and behavioural characteristics are necessary? Determine the essential criteria, those things that are indispensable for the performance of the job; and desirable criteria, those attributes which will help the applicant perform the job, and give them and the business a competitive advantage.
- What are the mandatory functions of the job?
- What are the objectives and performance measures for (c)? These are the deliverables and are critical. They explain how the business expectations and specific role responsibilities will be measured. Typically these 6-8 job deliverables start with an action verb, are specific and have a time frame.
- How does (d) link to team and/or organisational goals?
- What are the supplementary job functions?
- What are the relationships and interfaces with other functions?
The many benefits of a performance-based job description
The many benefits of a performance-based job description include:
- defines clearly your expectations of both the employee and the position
- provides you with criteria and guidelines to assist you to recruit the best person
- provides an accurate summary of the job
- ensures use of consistent personnel criteria across the business
- can be developed and updated quickly
- enables all in the recruitment process to agree to the job requirements
- increases interviewing accuracy
- enables the assessment of candidates easily
- attracts motivated applicants who understand the full scope of the job and what is expected from them at the outset
- enables the assessment of candidates easily
- clarifies all expectations upfront
- can be used as the basis for advertising, interviewing and selection
- identifies the reporting relationships
- explains the work environment and how the role interacts with others in the business
- keeps employees focused on their job
- can be used as a benchmark for staff performance reviews, pay increases and bonuses
- identifies training needs
- can be used as the basis to re-evaluate and redesign the duties of the job
- helps supervisors, managers and individuals to understand how all roles interact and work towards the business’ strategic business plan
Special note
No matter whether you are recruiting for a new position or filling an existing vacancy, it is a mistake to rely on the existing job description to recruit. Job descriptions must be updated as necessary to reflect the changing needs of your business; and certainly must be reviewed whenever you are recruiting staff.
Job descriptions in practice
Kathy Bracken, Senior Human Resources Officer, Australian Business Limited/State Chamber is highly experienced in recruiting staff at all levels of the organisation with differing skills and experience across a breadth of industries. Kathy sees a well written job description as key to a successful recruitment process.
Kathy explains "A good job description is key to writing a targeted advertisement, creating defined selection criteria, culling applications and ultimately choosing the best person for the job."
"You only need a slight mismatch or misunderstanding of the position's requirements and you may lose your intended target market or your most appropriate candidates may be culled. And this can really draw out the recruiting process unnecessarily."
"And don’t rely on an existing position description when recruiting. It is essential to create or review the position description prior to starting your recruitment to ensure that the duties, skills, competencies and qualifications listed in the position description are in line with the business requirements and still reflect the role in question."
On a final note:
Kathy warns "Be careful not to overskill or overqualify the role - an Accounts Clerk doesn't need to be a CA and have a Masters in Finance!"